CPM Scheduling Techniques & Technologies Cayuga I-35E, St. Paul

1. CPM Scheduling Techniques & TechnologiesCayuga I-35E, St. Paul Chuck Zervas, PE Matt Reid, PE

2. Presentation Agenda • Cayuga Project Description • Cayuga CPM Schedule • Cayuga Design CPM Specifications/Requirements • Why a CPM Schedule • Applying WBS – Work Breakdown Structure • Applying Cost/Resources to Project • Monthly Schedule Updates • Earned Value Reporting • CPM Scheduling Benefits • Scheduling Technologies • Linear Scheduling • 4D Scheduling

3. Cayuga Project Team • Owners: MnDOT Metro District – Project Manager Joey Lundquist • Cooperating Agencies: City of St. Paul & Ramsey County • Consultant Team: • Prime – HDR Engineering, Inc. • Subconsultants – AET, Bonestroo/Stantec, HZ United, Jacobs, LHB, Cambridge Systematics

4. Project Description • Reconstruct I-35E from University Avenue to north of Maryland Avenue • Construct a full new interchange at Cayuga Street - replacing and closing the partial interchange at Pennsylvania Avenue • Replace I-35E bridges over Pennsylvania Avenue, BNSF RR, Cayuga Street/BNSF RR, and Maryland Avenue over I-35E • Add new bridges on Cayuga Street over BNSF and Terrace Court, on SB I-35E ramps over BNSF, and on the new frontage road over BNSF • Construct a MnPASS Express Lane in each direction on I-35E through the project area

5. Project Benefits • Replaces bridges and pavements that are reaching the end of their service life • Extends the auxiliary lane on NB I-35E that starts in downtown St. Paul to Maryland Avenue, providing more room for drivers to safely merge • Initiates the first phase of the addition of a MnPASS Express Lane on I-35E from downtown St. Paul to the northern suburbs • Provides better interchange spacing on I-35E between Maryland Avenue and University Avenue by shifting the partial interchange at Pennsylvania Avenue to a full interchange at Cayuga Street • Provides significantly improved regional access for St. Paul’s Phalen Boulevard • Extends the Gateway Trail from Cayuga Street to University Avenue and adds sidewalks and trails to Pennsylvania Avenue and Cayuga Street

6. MnDOT Scheduling Requirements • Critical Path Method (CPM) Schedule

7. MnDOT CPM Specifications 5.8.2 Project Scheduling • The Contractor will prepare and utilize a cost and resource loaded Critical Path Management (CPM) schedule to manage their deliverables. • The Contractor must use Primavera P6 for this schedule. • The baseline schedule will not extend beyond any contractual completion dates or contain negative float. The baseline schedule will include the entire scope of work and how the Contractor plans to complete all work contracted. • Lags/Leads are subject to the consent of the Project Manager. • The Contractor will remove any Lags/Leads and replace with an activity upon request of the Project Manager. • Each activity will: • (1) have a unique activity description and contain a verb, • (2) be a duration of not more than thirty (30) working days, unless otherwise authorized by the Project Manager, • (3) have at least one predecessor and one successor activity, except for Project start and finish respectively, and (4) express activity durations in days.

8. Specifications (continued) Items provided by MnDOT: • MnDOT will develop work breakdown structure (WBS) coding. The Contractor will incorporate the WBS coding to applicable schedule activities. • Contractor Tasks: • Contractor will cost load each schedule activity with applicable roles and resources, with respective estimate of hours loaded for each role or resource. • Contractor will code each schedule activity with applicable activity code. The activity code will be called PPMS with values equal to the activity codes identified in each task. • Contractor will update the schedule with activity percent complete • Contractor will update the schedule with actual resources applied to each activity. • Contractor will submit an electronic schedule in Primavera P6 (.xer) format.

9. Why a CPM Schedule? • Get Organized • Verify the work can/will be completed in required time frame. • Communicate • A logical approach to executing the work • Understanding of deliverable requirements • Relationship between disciplines; survey, roadway, structures, drainage, etc • Expectations • Adjustments for change • Verify / Track Progress • Planned versus Actual - Dates • Planned versus Actual - Resource Utilization • Planned versus Actual – Cost Expenditure and Payment verification

10. Cayuga Work Breakdown Structure (WBS)

11. Cayuga Scheduling • Schedule – Activities/Logic/PPMS

12. Resources Breakdown Structure (RBS)

13. Assigning Resources to Activities

14. Cayuga Schedule with Resources

15. Types of Schedules • Baseline Schedules – 1st plan for executing work and progress measured from • Update Schedules – record of progress on a monthly basis; actual dates, actual cost, earned value.

16. Monthly Schedule Updates

17. Schedule Updates – Earned Value EV is tool used to analyze cost status; budget vs. actual vs. earned cost

18. Benefits of Design CPM on Cayuga • Organization • Define deliverables in an organized format • Ensure all contracted deliverables are accounted for • Activities are assigned to individuals • Apply cost to activities • Communication • Relationship between disciplines and other parties • Responsibility - activities are assigned to individuals, companies, DOT • When deliverables are required • Analysis • On time – baseline comparison and float analysis • On budget – earned value analysis • Risk or Impact mitigation – All parties can identify potential risks and mitigate effects, or prove/disprove claims

19. Scheduling Technologies • Linear Scheduling • 4D Scheduling

20. Sample Linear Project: Time + Location Location (by mile post, stations, km, feet etc) Roadway Bridge Tunnel Time

21. Actual HDR Linear Project ROW Parcel Location Structures Progress Photos ROW Parcel Availability Construction Activities Visual Float Milestones

22. Sample Linear Project: Cut and Fill • plan your • mass haul • operations

23. Planning Workaround the High Rainfall Months

24. 4D Model Methodology

25. Add film

26. A Look Inside…Link BIM Elements to Schedule

27. A Look Inside…Multiple Views 2 1 3

28. A Look Inside…Comparing Alternatives Alt 2 Alt 1

29. A Look Inside…Predicting and Tracking Resource Utilization (Actual vs. Planned) Earned Value (Actual vs. Planned)

30. Questions??? THANK YOU