Developing Scope of Work, Budgets and Schedules for the OTIA III State Bridge Delivery Program

1. Developing Scope of Work, Budgets and Schedules for theOTIA III State Bridge Delivery Program Raymond Mabey, Deputy Program Manager, ODOT Lynn Iaquinta, Engineering Manager, OBDP

2. Summary of Process • Developing Program Scope, Budget and Schedules • Determining Project Level Details including Project Development Process • Reporting Progress • Monitoring and Maintaining • Communications and Issue Resolution

3. Purpose of the Funding • Program Goals and Objectives • Fulfill the Goals of the budget note • Stimulate the economy • Employ efficient and cost-effective delivery practices • Maintain freight mobility / keep traffic moving • Build projects sensitive to their communities and landscape • Capitalize on funding opportunities

4. How the Program Scope, Budget and Schedule were developed • EBOR developed list of affected bridges and strategy • Took programmatic approach to environmental and data gathering with Baseline Reports • Use of all available information to determine recommended scope • Projects bundled to maximize participation of Oregon firms and contractors

5. Bridge Background Information • Environmental Baseline Reports • I.D. Natural / Cultural Resources • Established API • Hazmat Survey • Local Permitting • Environmental Justice • Engineering Baseline Reports • Cost Estimate • Drawings / Site Photos • Foundation Report • Inspection Report • Recommended Scope

6. Current Scope for Bridges • Data gathering for re-scoping of program • Region input and site visit • Engineering and Environmental baselines • Inspection reports • Load ratings • As-constructed drawings • Revised cost estimates • For revised scopes • Refined other estimates

7. Current Scope for Bridges • Resolve scope issues prior to DAP • Assessed special issues and agreements • Widening for future traffic needs • Allowance for future widening of facility crossed • Rail retrofits • Seismic retrofits • Mobility and temporary traffic control • Programmatic permitting • Vertical clearance issues • No added scope without BOC approval

8. Justification of Scope • Policy on addition of work or capacity improvements to the OTIA III Bridge Program Bundles • For future lane accommodation, traffic analysis and projections needed • Interchange modifications must be in long-term plan for ODOT or MPO • Schedule must be considered in decision to add work

9. Budget • Original budget approximately $1 billion in construction for 365 bridges • Bridge Oversight Committee (BOC) responsible for budget decisions • Revised programming level estimates based on rescoping and updated costs • Project specific estimates at DAP, Progress, Advanced and Final PS&E • Change management process in place

10. Development of Schedule • Roughly follows the program stages in the Economic and Bridge Options Report (EBOR) • Developed to maximize mobility of the traveling public • Laid out to graphically to spread out bidding to maximize bidders and receive favorable bid prices • Aggressive project development and construction timelines • Acceleration through the use of innovative techniques

11. Current Schedule • Available on website and in OTIA III Monthly Report • www.obdp.org • Master Schedule with 13 steps for each DBB project • Revised to incorporate changes resulting from re-scoping and delivery methods of Stages 4 and 5

12. Change….It Happens……. • How do we handle change? • Change Management Process through OBDP to the BOC • Operational Notices available on the OBDP website • Sample letter • Timelines • Contact names • Submission information

13. Operational Notice No. 1 • Preparation of Change Management Letter for BOT • Prepared by your Project Manager/Leader • Estimate budget in-line with cost estimating processes (bridge level) • Submit letter to OBDP prior to BOT meeting date • Use standard template • If you have questions call: Doug Kirkpatrick, OBDP

14. Operational Notice No. 2 • Green, yellow, red definitions for OTIA III program • Definitions for monitoring of project progress • Scope • Budget • Schedule • Reported monthly in OTIA III Monthly Report • Yellow or Red means corrective action is necessary

15. Development of Process Flow • Reviewed ODOT scope and work flow • Development of work flow specific to a bridge program • Partnering sessions with Regions to review process • Partnering with ODOT Technical Services to review process

16. Design Bid Build Process Flow Steps • Bundle/project Development • Scope Refinement with Region • Assignment of design bundle • Project kick-off meeting at project site • Design Acceptance • Progress Plans • Advanced Plans • Final Plans, Specifications, and Estimate (PS&E) • Pre-let period • Pre-construction meeting • Construction start • Construction progress • Project closeout

17. Bundling Projects for Delivery • Total of 67 project bundles • Coordinated with ODOT regions and stakeholders • Multidisciplined approach • Five point bundling strategy • Location & context • Type of work • Maintain mobility & minimize traffic impacts • Contract size appropriate for Oregon firms • Critical issues (potential impact on scope, schedule, or budget)

18. Bundling Projects for Delivery • Data Gathering • Determine Repair vs. Replace • Approx. construction cost • STIP projects incorporated for efficiency • Other adjacent projects in STIP or Local • Map all projects on worksheet • Use multi-disciplined team to graphically assess with bundling strategy • Evaluate distribution of size and complexity • Adjustments throughout the execution

19. Scope Refinement with Region • OBDP creates Bridge Scoping Report • Review with Region to gather input • Technical • Maintenance • Political • Operational • Other projects • Issues log captures and responds to Region comments • Scope is presented in Request for Services (RFS) to project team

20. Assignment of Design Bundle to Project Team • Selection process • Development of project team • Development of scope of work • Negotiation of scope and fee • Development of contract documents • Negotiation with Bridge Delivery Unit (BDU) • Notice to Proceed (NTP)

21. Scope Template • Standard Scope of Work • Menu of services • Use only what is necessary • Provide detail to match anticipated work effort • Use A&E Consultant’s Guide for reference • Site visit prior to developing scope • Use professional judgment • Consider feasible structural solutions • Incorporate CS3 objectives

22. $ Level of Effort and Cost Negotiation • Fee Estimating Spreadsheet Template (FEST) consistent with the scope template • Provides consistency in estimating project to project • Tool for improvement of data gathering • Negotiation includes hours, rates, profit, direct costs, and technology charges • Back up to cost development required

23. Project Kick-off Meeting • Meet at the Region to assemble project team • Site visit with the stakeholders • Continue to gather background information

24. Design Process Flow • Activities • Data collection • Field reconnaissance • Kick-off meeting • Submissions • Design Quality Plan (DQP) • Project Schedule • Technical Memoranda • CS3 plan • Monthly reports • Draft DAP submission

25. DAP Activities & Submissions • Design Acceptance Package includes: • RR & utility coordination • Public open house mtg. minutes • ROW plan • CS3 Alternative Analysis Matrix • Level 1 Environmental Preconstruction Assessment (PCA) • Foundation Report & Hydraulics Report • Traffic Management Plan • Bridge TS&L reports & drawings • Construction phasing

26. Design Exceptions • Identify any Design Exceptions or Design Concurrences early in the process • Minimize need for exceptions or concurrences

27. Final Design Steps • Progress Plans • 60% design progress plans for review • Validation of scope, schedule and budget • Advance Plans • Full plans, specifications and estimates for review by the Agency • Validation of scope, schedule and budget

28. Final PS&E Submission • Submission • Complete OPL checklist • Incorporate comments from Advanced Plan Submission Final PS&E biddable, buildable drawing set including environ. specs and plans • Final calculation books • Construction specifications & special provisions • Engineer’s estimate

29. Monitoring and Maintaining • Scope: Critical to prevent scope creep during execution of project • Changes must be approved by BOC • Budget: Must design a project that fits the budget for the location • Can add additional items that are funded by region or local if schedule is maintained • Estimates at each submission to monitor budget status • Schedule: Monthly monitoring • Plan to recover if falling behind

30. Quality Control • Key to maintaining budget and schedule (prevent rework and delays) • Important part of the execution of the design process • Interdisciplinary plan and specification review is critical to reduce construction change orders • QC includes resolution of comments or issues • Quality control processes apply to work performed during construction

31. Monthly Project Updates • Region Operations Committee Meetings (ROC) • Monthly reporting of the status of the project you are delivering • Standard format for sheet • Contact information • Status of expenditure • Progress completed on work • Description of major issues • Information is published in the OTIA III State Bridge Delivery Program Monthly Report posted to the public.

32. Monthly Reporting Monthly Reports • Consultants provide OBDP with: • Project summary and status • Activities and accomplishments • Notes of interest • Issues being worked • Budget information • Percent complete • CS3 notes • Schedule information • Contact information

33. Communications and Issue Resolution • Solve problems at lowest level in organization possible • Track issues and document their resolution to the whole team via Electronic Data Management System • Defined escalation process to prevent schedule delays • OBDP Design Coordinator/Technical Lead • BDU CPM/ OBDP Design Management • Region Area Manager/ BDU Area Manager

34. Communications and Issue Resolution • Utilizing a team approach throughout project development minimizes project rework • We all need each other for the transportation program in Oregon to be successful • HOW we do the work is important • Program success means appreciative public and legislators leading to greater funding for future programs

35. ONE TEAM with a Common Goal ODOT OBDPA&E