Design-Build Reconstruction of I-494 in Plymouth, Minnetonka and Eden Prairie, Minnesota. PMI MN 2009 Professional Development Days

Transcription

1 Design-Build Reconstruction of I-494 in Plymouth, Minnetonka and Eden Prairie, Minnesota PMI MN 2009 Professional Development Days

2 Agenda Project Overview Best Practices: Knowing the Right Things Doing the Right Things Doing Things Right

3 Project Overview Approximately nine miles through the city of Minnetonka to the city of Plymouth

4 Project Overview Added 3rd lane in each direction Accommodates a future 4th lane more than 7.8 miles

5 Project Overview Reconstructed two interchanges, upgraded three others Replaced 14 bridges

6 Project Overview Procured through a best value selection process Cost: $135.6 million Project Start: August 6, 2004 Substantially completed: September 1, 2006

7 Project Overview Roles Mn/DOT Oversight Public Information (some aspects) Final Acceptance Contractor Design Construction Quality Management Project Management (Env. Mgmt., Gov t Approvals, Public Info. (some aspects), etc.)

8 Project Overview Mn/DOT Oversight Team Co-Housed with D/B Team Mn/DOT & Consultant SEH HNTB Stork-Twin City Testing Precision Testing, Inc. Decker Planning & Research Design-Build Team Contractor: Granite-McCrossan Designer: Parsons Transportation Group

9 Knowing the Right Things - Agenda Template Approach to D-B Project Delivery Risk Management Goal Setting Before Action Reviews Understanding Expectations

10 Knowing the Right Things - Template Approach to D-B Project Delivery I-494 driver project for Mn/DOT D-B program Template based documents Consistency in contractor expectations Faster procurement at reduced cost, i.e. I-35W bridge collapse

11 Knowing the Right Things - Goal Setting (1/2) Defined success Guided white papers Focused selection criteria Drove contract requirements Established oversight objectives

12 Knowing the Right Things - Goal Setting (2/2) Oversight Objectives: Evaluate Granite McCrossan s progress and performance in a manner that is fair, unbiased and provides valuable information. Provide feedback to Granite McCrossan to influence improve GM's their ability to meet the contractual requirements. Identify and implement improvements beyond the stated contractual requirements, at minimal or no cost to the public. Contribute to positive perceptions of the Oversight Program. Communicate proactively and timely with Granite McCrossan. Increase Granite McCrossan s understanding of Mn/DOT s project quality management vision

13 Knowing the Right Things - Risk Management Risk identification and assessment early in project development Assigned risks to party best able to manage Provided opportunity for industry review of draft RFP - aided their familiarity, led to improvements and shifting of some risks Discussions with impacted third parties early on led to pre-established agreements

14 Knowing the Right Things - Before Action Reviews Typical problem: Projects learn lessons, but little organizational learning Minnesota model incorporated best practices from past successful projects throughout the country Extensive subsurface and geotechnical explorations Agenda: What is important? How do we assess? What are the risks (threats, assumptions)? What can we learn from similar projects? What is important for us to implement (practices, processes)?

15 Knowing the Right Things - Understanding Expectations PM formally delegated authority, focal point for understanding expectations and streamlining decision making Formal partnering with performance evaluations Co-location Functional task group meetings Executive leadership meetings Over the shoulder reviews

16 Doing the Right Things - Agenda Credible Procurement Process Requirements Management System Implementation Procedures Oversight Procedures OFIs

17 Doing the Right Things - Credible Procurement Process Clear submittal requirements, evaluation criteria and weightings Alternative technical concepts (ATCs) encouraged innovations and communicated expectations Evaluation manuals for SOQs and proposals Qualified review committee Independent oversight of selection process Successfully withstood lawsuit challenging the process State received best value for dollar

18 Doing the Right Things - Requirements Management System (1/3) WBS aided preparers, contractors and oversight personnel to develop, understand and implement contract requirements and processes Requirement Breakdown Structure (RBS) did same, and facilitated use of automated Requirements Management System Included requirements review and validation Database of requirements facilitated searching, development of checklists, verification of compliance Opportunity for improvement (OFI): more effort on defining assumptions, constraints, rationale and operational concepts

19 Doing the Right Things Requirements Management System (2/3) Goals Objectives Deliverables Sub-deliverables Activities Requirements

20 Doing the Right Things Requirements Management System (3/3) Correct & Feasible Technically possible Complete - Express a whole idea or statement Clear - Unambiguous and not confusing Consistent - Fit with objectives Verifiable - Auditable Traceable - Can be changed Design Independent - Does not pose a specific solution on design

21 Doing the Right Things Implementation Procedures (1/2) Unfamiliar approach communicated in RFP aided understanding, prevented claims of unforeseen efforts Contractor 100% responsible for production and acceptance Avoided issues of responsibility for problems Significant learning curve to manage Facilitated prevention of problems, vs the typical detect and correct approach Deviations from requirements required Mn/DOT approval Reasonable consequences of non-compliance

22 Doing the Right Things Implementation Procedures (2/2) Methods required to be described by contractor and approved by Mn/DOT, i.e. quality, safety, public involvement, environmental, traffic, etc. Maximized flexibility Allowed Mn/DOT preferences to be added early with little impact Objective benchmarks for processes aid familiarity and performance assessment, i.e. ISO 9001 Required corrective action to prevent recurrence of problems Contractor increased their level of sophistication

23 Doing the Right Things Oversight Procedures (1/5) Mn/DOT assessed progress and performance, identified opportunities for improvement and administered the terms of the contract Fair, clear and objective requirements key to assessing performance (paying for and accepting the work) Compliance verifications assessed strict conformance with requirements Fitness for Use Reviews bridged gap between requirements and expectations Suggestions for improvement captured and implemented and/or archived

24 Doing the Right Things Oversight Procedures (2/5)

25 Doing the Right Things Oversight Procedures (3/5)

26 Doing the Right Things Oversight Procedures (4/5) Inspection vs Auditing ASPECT OF QUALITY INSPECTION AUDITING DEFINITION Meeting or Exceeding Expectations Requirements SYSTEM Detection Prevention PERFORMANCE STANDARD Acceptable Quality Levels Zero Defects MEASUREMENT Subjective Objective

27 Doing the Right Things Oversight Procedures (5/5) Oversight program assessed compliance on a scheduled and a monitoring basis. Scheduled on basis of risk no attempt to provide representative assessment All noncompliances backed up by objective evidence - defensible and fair Proof of Mn/DOT s due diligence via records tracking identification, resolution and close-out of all fitness for use issues and noncompliances Supported Mn/DOT s payment review and project acceptance processes

28 Doing the Right Things OFIs Allow oversight testing rates to be based on risks to project rather than prescribed rates, especially for large projects (better process control) Contract change process overly complex Further reduce prescriptiveness of requirements, i.e. HR Scope of processes should extend to all work, i.e. DBE Avoid errata documents Create procurement documents from requirements database rather than vice versa Plan for tracking of ALL submittals, to aid close-out

29 Doing Things Right - Agenda Hold Point Reviews Compliance Verifications Fitness for Use Reviews Materials Testing Reporting

30 Doing Things Right Hold Point Reviews

31 Doing Things Right Compliance Verifications (1/4) Management Plans (Quality, Environmental, Traffic etc.) Compliant with contract? Being followed? Effective? Design related submittals Correct inputs/criteria? Correct design methods? Correct outputs/calculations? Fitness for Use Comments resolved? Construction Compliant with design drawings and specs?

32 Doing Things Right Compliance Verifications (2/4)

33 Doing Things Right Compliance Verifications (3/4)

34 Doing Things Right Compliance Verifications (4/4)

35 Doing Things Right Fitness for Use Reviews

36 Doing Things Right Materials Testing (1/2)

37 Doing Things Right Materials Testing (2/2)

38 Doing Things Right Reporting (1/3) No. of Verification Reports No. of Requirements Verified No. of Component Noncompliances % Compliant Bituminous Pavement % Concrete Pavement % Drainage % Environmental Management % Grading & Roadways % Maintenance During Construction % MOT % Signing/ Striping/ Signals/ Lighting % Structures % Utilities % Vegetation % Totals %

39 Doing Things Right Reporting (2/3)

40 Doing Things Right Reporting (3/3) QC QA VT Percent Percent Within Within Required Limits Tests * Required Limits Tests Required Percent Within Limits Type of Test Tests Structural - Air 1,256 1, % % % Structural - Slump 1,537 1, % % % PCCP - Air % % % PCCP - Slump % % % Low Slump - Air % % % Low Slump - Slump % % % * The Mn/DOT Material Control Schedule did not specify a required testing frequency for QA.

41 Awards National Partnership for Highway Quality National Achievement Award, 2007 Merit Award for Distinguished Engineering Achievement, Minnesota Society of Professional Engineers, 2007 Transportation Design-Build Owner of the Year, Design Build Institute of America, 2007 Merit Award for Outstanding Performance in Concrete Paving, Concrete Paving Association of Minnesota, 2006 No. 1 Top Road Project, Road & Bridges magazine, 2005

42 For More Information Doug Calder, MBA, PMP, CQM, DBIA HNTB Corporation 3098 W Executive Parkway, Suite 375 Lehi, UT (801) DCalder@hntb.com Kevin Anderson, PE PBS&J 1250 Northland Dr., Suite 130 Mendota Heights, MN (651) KAnderson@pbsj.com