Organization. Project Management Institute, Olympia Chapter Date Nov. 20, 2012

Transcription

1 Organization Project Management Institute, Olympia Chapter Date Nov. 20, 2012

2 Program Overview The Alaskan Way Viaduct Replacement Program includes projects led by the Washington State Department of Transportation, City of Seattle, King County and Port of Seattle.

3 Building the New SR 99 Corridor

4 SR 99 Tunnel Approximately two miles long. Two lanes with eight-foot safety shoulder in each direction. State-of-the-art safety systems. Seattle Center

5 Tunnel Design Electrical rooms Ventilation duct Egress corridor Pump station Equipment rooms Utility corridor Design concept.

6 South Portal Design

7 North Portal Design

8 The New SR 99 Bridges

9 South Holgate to South King Street Project

10 Construction Timeline South end roadway South Atlantic Street overpass Tunnel portals - utility relocation Tunnel portals - cut-and-cover sections, buildings Tunnel boring Interior roadway and systems On/off-ramp construction Central waterfront viaduct demolition Tunnel open to drivers Surface street improvements South Holgate Street to South King Street Project SR 99 Tunnel Project

11 Completed State-Funded Projects Column stabilization near Yesler Way (2008). I-5 travel time signs (2009). SR 519 Phase 2 (2010). Spokane Street Viaduct Fourth Avenue offramp (2010). I-5 active traffic management (2010). City street intelligent transportation systems (2010). Automated viaduct closures gates system (2011). SR 99 intelligent transportation systems (2011). South Holgate to South King Street viaduct replacement Stages 1, 2 and viaduct demolition. SR 519 Intermodal Access Project.

12 Notable Capital Investments Since Mid 1990 s

13 Partner Agency Coordination Regular partner agency coordination through: Weekly and monthly agency coordination meetings. Executive updates. Design reviews. Task forces. Stakeholder meetings. State and city staff presented together at a public event at the Seattle Center this fall.

14 Working with the Community Public and stakeholder input can help guide where improvements can be made. Meet and communicate regularly with project neighbors and stakeholders to share: Construction activities and closures. Parking impacts and mitigation strategies. Property-specific issues and concerns. Tracked nearly 20,000 correspondence since the program began. Project staff providing information at a public event.

15 Program Organization Agency Executive Oversight WSDOT Executives Partner Agencies AWV Program Strategic Technical Advisory Team Public/Stakeholder Input WSDOT Consultants

16 Program delivery tools: Value engineering Cost Estimate Validation Process (CEVP) Risk management Budget management Delivery Tools Project delivery tools: Procurement Contracting or design methods Expertise Partnering Accountability Crews continue to build the tunnel boring machine launch pit near Seattle s stadiums.

17 Value Engineering Opportunities Annual and/or focused process for updating project cost estimates by looking for innovative or new ideas. Update base cost estimates Use internal and external experts Optimize cost and schedule opportunities. Small and large opportunities Value Engineering Opportunities Reduce impacts to Pioneer Square by moving south end of tunnel further west under Alaskan Way. Reduce the number of properties required and more efficiently move traffic during construction by moving the north end of the tunnel to Sixth Avenue.

18 CEVP Is A risk-based estimating process. A statistically valid method for expressing cost and schedule estimates as a range. Comprised of two components: base and risk/opportunities. Base = estimate and schedule if project goes as planned Risk register = list of risks and uncertainty Scalable to the size of the project. Small scale versions are Cost Risk Assessments A formal process. Independent subject matter experts to minimize bias. Construction strategies workshop members review materials from the WSDOT project team.

19 Managing Risk Critical for on time / within budget delivery. Identify potential problems and develop strategies to mitigate. Annual or more frequent workshops depending on phase of project. Risk workshops at 30, 60 and 90 percent project completion milestones. Monthly risk update on active construction projects. Engage subject matter experts. Communicate and define contingencies. Reduce, eliminate, realize. Crews conducted geotechnical borings along the tunnel alignment.

20 Engage Independent Experts Strategic Technical Advisory Team Governor s 2006 Expert Review Panel recommended WSDOT draw on national experts to provide program management and technical oversight, support and advice for project implementation. Eight members with 80 additional experts who can be called upon. Assisted WSDOT with: Qualifying teams. Technical expertise. RFP evaluation. Special exercises such as Cost Estimate Validation Process (CEVP).

21 Cashflow Management Increasing cash flow accuracy in CPMS: Results in better statewide management of funding. Improves timing of bond sales, if required; reduces debt service costs.

22 Comparison of Contracting Approaches Typical design-bid-build process Environmental analysis and preliminary design NEPA complete 100% design and permits Typical design-build process Environmental analysis and preliminary design NEPA complete Procurement Begin construction Permits NTP Accelerated design-build process Environmental analysis and preliminary design NEPA complete Procurement Final design Begin construction Permits Procurement NTP 1 NTP 2 Begin construction DB preliminary design DB final design

23 Benefits of Design-Build Contracting for the SR 99 Tunnel Accelerated schedule/faster project delivery. Innovation on a challenging project. Flexibility in means and methods for contractor. Ability for owner to target prequalification Ability for owner to make a best value selection. Better predictability of final cost at the onset. Reduces owner staffing requirements. Strategic risk distribution and control. Crews are preparing the tunnel boring machine launch pit.

24 Key Procurement Strategies Mitigating risk through interactive procurement Active and fair owner. Manage risk & budget assign to best party to manage. Make good decisions Keep things moving. Draft & final procurement documents. One-on-one meetings. Level the playing field: Extensive GBR & soil borings. Define Preliminary building assessments & volume loss Defining tunnel geometry, boundaries, work. Conceptual plans & technical requirements. Best Value. Alternative concepts (ATCs or CRIPs).

25 Contractor Incentives/Disincentives Schedule incentives and disincentives for: Final completion dates. Milestone completion dates. Open to traffic hours. Level Playing field. Upset price for design-build contract. Contract terms bonding, Limits of liability, insurance. Shared risk funds. Owner controlled. Contractor incentives. Crews install ground monitoring instruments along the SR 99 tunnel route.

26 Construction Partnering Working together. Building relationships. Understanding the needs of the other parties and a philosophy of teamwork. Committing to cooperation and communication. An attitude of goodwill and trust. Sharing risks with a "win-win-win" attitude.

27 Design-Build Contracting Lessons Learned Use of risk-based cost estimating (CEVP) allowed better understanding of cost drivers and informed risk allocation. Having the right owner team and experts was essential. Pre-qualification and best value selection process critical. Draft to final RFP allowed a very interactive and fair process for the project. Risk sharing, shared allowances and incentives structured protection for the contractor, reduced bid contingency. Upset price forced contractors to be very competitive. Contracted with best value bidder.

28 Program Success The success of the program depends upon: Using the right tools for the job. Expertise. Management team. Leadership support. Stakeholder involvement. Executive level communication. Looking south on the Alaskan Way Viaduct.

29 Demolished the Southern Mile

30 Completed New SR 99 Bridges

31 Rerouted Traffic Under the Viaduct

32 Building a New Overpass

33 Building Tunnel Support Walls Secant piles form a support wall where the tunnel boring machine will start tunneling.

34 Installing Micropiles Crews install micropiles near the Western and Polson buildings. Conceptual drawing, not to scale.

35 Reinforcing the Viaduct Viaduct Fiber Wrap

36 Excavating the Tunnel Launch Pit

37 Excavating the Tunnel Launch Pit

38 Aerial of North Portal Receiving Pit Placeholder for noise wall graphic

39 Properties Above and Near the SR 99 Tunnel

40 Protecting Structures Along the Tunnel Route Install monitoring equipment on nearly 200 buildings. Install 700 instruments under streets and sidewalks to measure any ground changes. Track measurements of excavated material as tunnel boring machine progresses. Example of monitoring equipment on building roof. Use satellite images to assess any changes in ground condition.

41 Protecting Structures Along the Tunnel Route Install monitoring equipment on nearly 200 buildings. Install 700 instruments under streets and sidewalks to measure any ground changes. Track measurements of excavated material as tunnel boring machine progresses. Conceptual drawing, not to scale. Use satellite images to assess any changes in ground condition.

42 Automated Survey Machines Automated survey machine base installed for the SR 99 Tunnel Project. Example of automated survey machine.

43 Building the Tunnel Boring Machine

44 Building the Tunnel Boring Machine

45 Building the Tunnel Boring Machine

46 Upcoming Milestones TBM completed (January 2013). TBM shipped to Seattle (early 2013). Arrival of tunnel boring machine (spring 2013). Tunneling starts (summer 2013). Transporting the tunnel boring machine for the ESCSO Tunnel Project in Portland, Oregon.

47 Website: Hotline: AWV-LINE Milepost 31 is located at 211 First Ave. S.