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Expediting Project Delivery Webinar
Improving Project Delivery Outcomes in Documentation and Construction
November 15, 2017
• Improving Project Delivery Outcomes in Documentation and Construction
• Integrating
SHRP2
Into
NMDOT
Projects
• VTrans Accelerated Bridge Program
• Conclusion
Many of the slides in this presentation contain the SHRP2 Solutions logo.
Improving Project Delivery Outcomes in Documentation and Construction
Slide 1: Expediting Project Delivery Webinar - Improving Project Delivery Outcomes in Documentation and Construction
November 15, 2017
- Kate Kurgan,
AASHTO
- Carlos Figueroa,
FHWA
- David Williams, FHWA
- Michael Smelker, New Mexico DOT
- Laura Stone,
VTrans
Image: A strip of photos: a concrete bridge over a river, a highway with numerous traffic devices on trusses above traffic, a bridge over a calm river at night, a train under a bridge, and a worker repairing the underside of a bridge
Slide 2: SHRP2 & Its Focus Areas
- Safety: Fostering safer driving through analysis of driver, roadway and vehicle factors in crashes, near crashes, and ordinary driving.
- Renewal: Rapid maintenance and repair of the deteriorating infrastructure using already-available resources, innovations, and technologies.
- Capacity: Planning and designing a highway system that offers minimum disruption and meets the environmental, and economic needs of the community.
- Reliability: Reducing congestion and creating more predictable travel times through better operations.
Images: Icons that correlate to the items listed above: a vehicle occupant wearing a seat belt and shoulder harness (Safety), a circular arrow that reconnects with itself (Renewal), a six-lane roadway (Capacity), and a clock (Reliability)
Slide 3: R10 - Project Management Strategies for Complex Projects
- Five-dimensional project management approach to identify any issues that should be planned for and managed proactively in the following project elements:
- Cost
- Schedule
- Technical
- Financial
- Context
- The planning methods are:
- Define critical project success factors
- Assemble project team
- Select project arrangements
- Prepare early cost model and finance plan
- Develop project action plans
Slide 4: R10 Project Management Tools
- Tool 1: Incentivize Critical Project Outcomes
- Tool 2: Develop Dispute Resolution Plans
- Tool 3: Perform Comprehensive Risk Analysis
- Tool 4: Identify Critical Permit Issues
- Tool 5: Evaluate Applications of Off-Site Fabrication
- Tool 6: Determine Involvement in ROW and Utilities
- Tool 7: Determine Work Packages and Sequencing
Slide 5: R10 Project Management Tools (cont.)
- Tool 8: Design to Budget
- Tool 9: Colocate Team
- Tool 10: Establish Flexible Design Criteria
- Tool 11: Evaluate Flexible Financing
- Tool 12: Develop Finance Expenditure Model
- Tool 13: Establish Public Involvement Plans
Slide 6: C19 - Expediting Project Delivery
- Expediting Project Delivery identifies 24 strategies for addressing or avoiding 16 common constraints in order to speed delivery of transportation projects.
- Strategies Grouped Under Six Objectives:
- Improve internal communication and coordination;
- Streamline decision-making;
- Improve resource agency involvement and collaboration;
- Improve public involvement and support;
- Demonstrate real commitment to the project; and
- Coordinate work across phases of project delivery.
Slide 7: Expediting Project Delivery
| Strategy |
Stage of Project Planning or Delivery |
| Early Planning |
Corridor Planning |
NEPA |
Design/ROW/Permitting |
Construction |
| 1. Change-control practices |
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| 2. Consolidated decision council |
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| 3. Context-sensitive design and solutions |
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| 4. Coordinated and responsive agency involvement |
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| 5. Dispute-resolution process |
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| 6. DOT-funded resource agency liaisons |
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| 7. Early commitment of construction funding |
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| 8. Expedited internal review and decision-making |
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| 9. Facilitation to align expectations up front |
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| 10. Highly responsive public engagement |
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| 11. Incentive payments to expedite relocations |
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| 12. Media relations manager |
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| 13. Performance standards |
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| 14. Planning and environmental linkages |
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| 15. Planning-level environmental screening criteria |
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| 16. Programmatic agreement for Section 106 |
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| 17. Programmatic or batched permitting |
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| 18. Real-time collaborative interagency reviews |
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| 19. Regional environmental analysis framework |
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| 20. Risk management |
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| 21. Strategic oversight and readiness assessment |
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| 22. Team co-location |
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| 23. Tiered NEPA process |
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| 24. Up-front environmental commitments |
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Boxes with a checkmark show direct applicability. Empty boxes show conditional applicability.
Slide 8: SHRP2 on the Web
Image: Screenshot of the SHRP2 website homepage
Slide 9: AASHTO & FHWA Contacts
Images: the AASHTO logo and the U.S. Department of Transportation logo
↑ Return to top
Integrating SHRP2 Into NMDOT Projects
Slide 10: Integrating SHRP2 Into NMDOT Projects
Images: the NMDOT logo and an aerial photo of a highway interchange
Slide 11: Benefits of SHRP2?
Benefits
- Early communication in the process
- Early identification of complexity based on needs of the specific project
- Early preparation of the financials, schedule, and resources
- Looking at context and financing as drivers of the project
- Earlier identification of critical success factors
- Creates a realistic balance between the available funding and scope
- Reduces uncertainties
- Develop project action plans and/or more defined scope report for success
Slide 12: How have other States incorporated SHRP2?
Round 1 Lead Adopter
- Federal Lands
- Georgia
- Massachusetts
- Michigan
- New Mexico
Round 4 User
- Alaska, Arizona, Iowa, New Hampshire, North Carolina, Washington, Wisconsin, Rhode Island
Image: map of the U.S. with the states listed above marked with a yellow star inside a green star
Slide 13: Project Definition
- Identify key project issues
- Dimension rank and rating
- Develop complexity map
- Follow-up questions
- Identify critical success factors
- Identify key team members
- Develop preliminary action plan
Slide 14: Project Definition - Identify Key Team Members
Project Team Member Analysis1
| Team Member |
Required?
(yes or no) |
In-House (I) or
Consultant (c) |
| Public involvement officer |
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| Cost model expert |
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| Contract administration engineer |
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| Project Development Engineer |
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| Assistant District Engineer |
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| Design Project Manager |
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| Traffic engineer |
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| Geotechnical engineer |
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| Geologist |
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| Pavement engineer |
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| Utility coordinator |
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| Right-of-Way specialist |
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| Environmental specialist |
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| ADA coordinator |
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| Construction manager |
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| FHWA representatives |
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| Local jurisdiction representatives |
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| Consultant staff (specify) |
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| Other (specify) |
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1 NMDOT developed this worksheet, which covers method 2, assemble the project team.
Slide 15: Project Definition - Identify Key Project Issues
- Cost - Factors that affect cost
- Schedule - Time requirements and constraints to achieve project delivery
- Technical - All technical aspects of a project, including engineering requirements
- Context - External factors that can impact a project
- Financing - How will the project be paid for, including constraints and timing of funding (cash flow)
Slide 16: Project Definition - Identify Key Project Issues
Exhibit PM-1 | Project Issue Identification
- Cost Factors
- Contingency Usage
- Risk Analysis
- Estimate Formation
- Owner resource cost allocation
- Cost control
- Optimization’s impact on project cost
- Incentive usage
- Material cost issues
- User costs/benefits
- Payment restrictions
- Other (specify)
- Schedule Factors
- Timeline requirements
- Risk analysis
- Milestones
- Schedule control
- Optimization’s impact on project cost
- Resource availability
- Scheduling system/software
- Work breakdown structure
- Earned value analysis
- Other (specify)
- Technical Factors
- Project scope
- Owner’s internal structure
- Bidder prequalification
- Warranties
- Disputes
- Delivery methods
- Contract formation
- Design method
- Reviews/analysis
- Existing conditions
- Construction quality
- Safety/Health
- Optimization’s impact on construction quality
- Typical climate
- Technology use
- Other (specify)
- Context Factors
- Public
- Political
- Owner
- Jurisdictions
- Designer(s)
- Maintaining capacity
- Work zone visualization
- Intermodal
- Social equity
- Demographics
- Public emergency services
- Land use impact
- Growth inducement
- Land acquisitions
- Local economics
- Marketing
- Cultural impacts
- Local workforce
- Utility coordination
- Railroad coordination
- Resource availability
- Sustainability goals
- Environmental limitations
- Procedural law
- Local acceptance
- Global/national incidents
- Unexpected weather
- Force majeure events
- Other (specify)
- Financing Factors
- Legislative process
- Uniformity restrictions
- Transition to alternate funding sources
- Project manager financial training
- Federal funding
- State funding
- Bond funding
- Borrowing against future funding
- Advance construction
- Revenue generation
- Monetization of existing assets
- Franchising
- Public-private partnerships
- Risk analysis
- Financial management software
- Other (specify)
Slide 17: Project Definition - Identify Key Project Issues
Create a statement explaining unique aspects of the project for:
- Cost
- Schedule
- Technical
- Context
- Financing
Slide 18: Project Definition - Dimension Ranking
Project Dimension Ranking
|
1
(least complex) |
2 |
3 |
4 |
5
(most complex) |
| Cost |
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| Schedule |
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| Technical |
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| Context |
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| Financing |
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Slide 19: Project Definition - Dimension Rating
Image: reproduction of a Dimension Rating Exercise rating form that allows for general ratings (minimal, average, and high) and numerical ratings (1-100) for five dimensions (cost complexity, schedule complexity, technical complexity, context complexity, and financing complexity
Slide 20: Project Definition - Compare Ranks and Rating
Complexity Map Exercise - Comparing Ranks and Relative Score
| Dimension |
Rank |
Rate/Relative Score |
| Cost |
2 |
55 |
| Schedule |
3 |
60 |
| Technical |
4 |
85 |
| Context |
5 |
90 |
| Financing |
1 |
50 |
Slide 21: Project Definition - Develop Complexity Map
Image: a complexity map with the following information: Ave Area = 6,000; Max Area = 24,000
Slide 22: Project Definition - Tools/Solutions
- Incentivize project outcomes
- Develop dispute resolution plans
- Perform risk analysis
- Identify critical permit issues
- Special environmental reports
- Evaluate off-site fabrication
- Determine involvement of right-of-way and utilities
- Design to budget
- Co-locate team
- Establish flexible design criteria
- Evaluate flexible financing
- Develop finance expenditure model
- Establish public involvement plans
Slide 23: Regional Map
Image: map of New Mexico with three labels: Santa Fe, Silver City, and NM 15 Project Location
Slide 24: Vicinity Map
Image: Google map of the Silver City area marked to show the beginning and end of the NM 15 Project
Slide 25: Funding of the Project
Funding $8 million
- Consists of construction,
ROW, design/engineering, stipends, and construction management
- Risk in Cost
- Rock Excavation
- Lighting
- Urban Design
Image: photo of a section of NM 15
Slide 26: Schedule
Schedule
- Environmental Process
- Right of Way
- Property Surveys
- Utility Relocations
Image: aerial photo of the an NM 15 intersection marked to show the Modified Geometry Concept Option 1
Slide 27: Technical
Technical
- American with Disabilities Act
- Driveways
- Urban Section
- Limited Right of Way
- Maintenance of Traffic Control
- Public Involvement
Image: a small photo of an existing section of NM 15 North of Pine Street and a larger artistic rendering of that same Pine Street section labeled Option 2
Slide 28: Context
- Cycling Community
- Steep Slopes
- Utility Relocation
- Lighting Agreements
Image: a small photo of an existing section of NM 15 South of Pine Street and a larger artistic rendering of that same Pine Street section labeled Option 2
Slide 29: Financing
Financing
- State and Federal aid - highway funds
- Town of Silver City lack of necessary financing for lighting and utility relocations.
Slide 30: How has NMDOT incorporated SHRP2 to date?
NM 15 Silver City Project
- Cost - Determined risk in cost was rock excavation, lighting, urban design.
- Schedule - Determined that right of way and utility relocation will affect schedule.
- Financing - Town of Silver City lacks necessary funds for lighting and utility relocations.
- Context - Cycling community, steep slopes, utility relocation, public involvement
- Technical -
ADA, urban section, limited right of way
Note: This project’s estimate is about $8 million.
Image: the Complexity Map from Slide 21
Slide 31: How is NMDOT integrating SHRP2?
- Integrating specific aspects of SHRP2 that will apply to most NMDOT projects
- Most of the work will occur during project definition
- Pavement preservation projects will not be required to complete the SHRP2 elements that have been integrated into project development
- Other NMDOT projects, including rehabilitation, reconstruction, new construction, and all consultant-led projects will require SHRP2 documentation
Slide 32: How is NMDOT integrating SHRP2?
Updating our project development process
- Project Definition
- Determine project complexities
- Identify project challenges and success factors
- Identify key team members
- Develop a preliminary action plan
- Project Scoping and Conceptual Design
- Update complexity map
- Update the project action plan
- Optional exercises to help with cost and financing issues
- Preliminary Design
- Update complexity map
- Update the project action plan
- Optional exercises to help with cost and financing issues
Slide 33: Project Definition - Complexity Map Follow-up Questions
- How are you going to address your most complex dimension?
- What resource allocation issues need to be addressed as part of project planning for each dimension?
- When are you going to address these complexity factors?
Slide 34: Project Definition -
RFP
vs. Internal Design Projects
- For projects involving RFP development for consultants, this up front work should help form the basis of the consultant RFP.
- Consultants have indicated that the preliminary action plan and complexity map would be helpful for them to see in an RFP
- The goal would be to improve the RFP process for both NMDOT and consultants.
- For internal design projects, this upfront work will help to develop a solid scope of work. The intent of the work is to minimize scope creep as the project progresses.
- Documentation becomes part of the project file.
Slide 35: Lesson Learned
Small Project
- Currently utilizing most of the items in daily design development process.
- Small complex project - It Works to Get the Communication on the Project Started.
- Method works great on design build projects.
- Great Process for Young Project Development Engineers
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VTrans Accelerated Bridge Program
Slide 36: SHRP2 C19 Expediting Project Delivery - VTrans Accelerated Bridge Program
Expediting Project Delivery Webinar - Improving Project Delivery Outcomes in Documentation and Construction
November 15, 2017
Laura J. Stone, PE, VTrans
Images: a strip of photos: a bridge section being installed, a team looking over plans, an aerial view of a highway interchange, a four-lane highway in a rural area during autumn, the construction of a large concrete bridge
Images: the FHWA logo, the SHRP2 Solutions logo, and the AASHTO logo
Slide 37: Accelerated Bridge Program (ABP)
- ABP Created in 2012
- Reorganized into two new sections
- Accelerated Bridge Program (ABP)
- Project Initiation and Innovation Team (PIIT)
- Structure Program
- Accelerated Bridge Program
- Bridge Preservation
- Alternative Contracting
- Conventional Project Design/Delivery
- Project Initiation & Innovation (PIIT) Team
Image: organization chart that is reproduced in the list directly above
Slide 38: Accelerated Bridge Program (ABP)
- Programmatic approach to accelerating projects
- Project Delivery 24 months from Project Defined to Bid Advertisement
- Programmatic use of ABC
- Initial goal of 25% of all bridge projects
Image: photo of a new bridge being constructed over a wetland
Slide 39: ABP Implementation
- Early Project Coordination
- Public outreach
- Contractor Input
- Internal and External Stakeholders
- Streamline/expedite the project delivery process
- Maximize flexibility in rules and process
- Evaluate risk but run concurrent activities
- Develop and use standard details for ABC
- Design projects to be successful for ABC
Slide 40: Project Initiation & Innovation Team (PIIT)
- Dedicated team of scoping Engineers and Technicians
- All bridge projects start here
- Approximately 20-30 projects initiated and scoped per year
- Heavy emphasis on collaboration
- Public Engagement in Process
- ABC option is always first consideration.
Image: reproduction of the cover of the February 2, 2017 report: State of Vermont Agency of Transportation Scoping Report for Weston BF 013-2(13) VT Route 100, Bridge 98 Over the West River
Slide 41: SHRP2 Solutions |Tools for the Road Ahead
SHRP2 C19
Leveraging Strategies to Remove Impediments and Deliver Projects
Image: the SHRP2 Solutions | Tools for the Road Ahead logo
Slide 42: SHRP2 C19
- In 2012, SHRP2 published a report entitled, “Expedited Planning and Environmental Review of Highway Projects.”
- 16 Constraints
- 24 Strategies
Image: Reproduction of the Transportation Research Board report: Expedited Planning and Environmental Review of Highway Projects
Slide 43: SHRP2 C19
- In October 2013, VTrans was selected as a Lead Adopter of SHRP2 C19.
- Program Assessment of Project Delivery
- Leadership
- Data management
- Scoping
- Design
- Resources
- Public Outreach
- Development of Action Plan
- Implementation of Action Items
- Final Report of Experience
- October 2013: VTrans selected as recipient for funding
- July 2014: ABP process/program review
- Sept 2014: Expediting project delivery assessment workshop
- June 2015: Develop action plan with deliverables and performance measures
- Fall 2015: Peer-to-Peer Exchanges
- January 2016: External and internal stakeholder interviews
- May 2016 - Present: Implement action items
Image: photo of four workers looking over plans
Image: timeline that is reproduced in the list directly above
Slide 44: 5 Key Strategies for Expediting Project Delivery
- Strategy 3: Context Sensitive Design/Solutions
- Strategy 8: Expediting Internal Review and Decision Making
- Strategy 10: Highly Responsive Public Engagement
- Strategy 21: Strategic Oversight and Readiness Assessment
- Strategy 22: Team Co-Location
Slide 45: C19 Desired Outcomes
- Evaluate risks to timely project delivery
- Identify opportunities to expediting projects with special emphasis on the strategies described in the Expediting Project Delivery report
- Identify resource demands for the ABP and how this may differ from conventional project delivery
- Analyze the VTrans organizational structure for opportunities for increased efficiencies
- Identify potential process improvements
- Build relationships with internal and external partners
Slide 46: C19 Action Plan Drawing Upon Key Strategies
- July 23-24, 2014: ABP Process/Program Review
- Sept. 3-4, 2014: Expediting Project Delivery Assessment Workshop
- June 2015: Develop Action Plan with Deliverables and Performance Measures
- May 2016: Implement Action Items
- Project Initiation Process Improvements
- Develop an Operations Questionnaire
- Add Collaboration Phase
- Heightened Stakeholder Coordination
- Documenting the PIIT/ABP Process
- Document the PIIT and ABP Process
- Develop Performance Measures for the PIIT and ABP
- Document Resource Demands
- Public Outreach
- Public Involvement Plan
- Website Development
- Early Coordination with Stakeholders
- Outreach Products
- Tools to Engage the Public
- Scanning Tour
- Generate Final Report of Findings
Image: two flowcharts that are reproduced above
Slide 47: Strategy 3: Context Sensitive Design Solutions
Objective: Improve public involvement and support
- Enhanced project scoping in the PIIT
- Community and Operations Questionnaires
- Addition of “Collaboration Phase” during project definition
- Proper Selection of selected alternatives (avoidance, minimization, and mitigation)
Slide 48: Strategy 8: Expediting Internal Review and Decision Making
Objective: Streamline decision making
- Batching of scoping projects for resource ID
- Heightened Communication and Collaboration
- Collaboration Phase During Project Definition
- Team Meetings
- Constructability Review Meetings
- Pre-closure Contractor Meeting
- Concurrent Activities and Decision Tree
Slide 49: Strategy 10: Highly Responsive Public Engagement
Objective: Improve public involvement and support
- Providing Financial Incentives on TH Projects (ACT 153)
- Public Meetings throughout the life of the project
- Effective Public Engagement
- Audience Response Systems
- Public Involvement Plans
- Project Outreach Coordinators
- Customer Satisfaction Surveys
Image: photo of four workers consulting plans
Slide 50: Strategy 21: Strategic Oversight and Readiness Assessment
Objective: Improve internal communication and coordination
- Creating a Culture that Values Innovation
- Strong and Effective Project Management
- Developing Key Planning Documents
- Traffic Management Plans
- Public Involvement Plans
- Risk Registry
- Credible Schedules and Spending Profiles
- Standardized Design Details
Slide 51: Strategy 22: Team Co-Location
Objective: Improve internal communication and coordination
- Resource Groups Housed Together
- Dedicated Utility Relocation Specialists
- Project Development Team Meetings
- Constructability Review Meetings
Image: photo of workers laying concrete footing for a new bridge
Slide 52: C19 Peer Exchanges
- Peer Exchanges with
MassDOT,
NYSDOT
and MaineDOT
- Project teams from VTrans in Attendance
- Program Overviews
- Accelerated Program Emphasis Areas
- Shared New Initiatives, Innovations, and Lessons Learned
- Numerous Takeaways from the Program/Process Review, Peer to Peer Exchanges, and Stakeholder Interviews
Slide 53: Peer to Peer Exchanges
NYS DOT
September 22 and 23, 2015
Image: photo of fourteen workers wearing hardhats and safety vests and posed for this photo on a new section of road
Slide 54: Our C19 Journey Has Just Begun
- Explore Enhancements in the PIIT process
- Leverage expertise in VTrans to help refine recommended alternatives
- Develop truncated scoping report for Preventative Maintenance and Emergency Projects
- Explore effective methods to engage upper level management on high risk and high cost projects
- Develop prescreening
GIS
tool for resource ID
Slide 55: ABC Performance
- 54 ABC projects
Delivered from 2012 to date, which is…
- 50% of all Projects
Representing…
- $84 Million
Construction costs…
- 100% New Bridges Opened on Time
Image: background is a drawing of a crane moving a load
Slide 56: ABP - Engineering Costs
40% savings in Engineering costs
- ABC Standardized approach
- Shorter duration design process = Preliminary Engineering (PE) Savings
- ABC = Shorter Construction Durations and Construction Engineering (CE) Savings
Bridge Project Averages
- PE
- Accelerated: $236,182
- Conventional: $451,725
- CE
- Accelerated: $250,634
- Conventional: $398,305
Image: vertical bar graph that is reproduced directly above
Slide 57: ABP - Resource Demands
70-75% savings in resource demands
- ABC = Less impact to existing Utilities
- ABC = Less ROW impacts
- ABC = Less Environmental impacts
- Team Co-organization and Co-location efficiencies
Bridge Project Averages
- ROW
- Accelerated: $17,838
- Conventional: $59,115
- Environmental
- Accelerated: $3,424
- Conventional: $13,174
- Utilities
- Accelerated: $3,549
- Conventional: $15,579
Image: vertical bar graph that is reproduced directly above
Slide 58: ABC Construction Savings
18% Savings
ABC vs Conventional Projects based on 37 new projects
Image: background is a drawing of a crane moving a load
Slide 59: Customer Survey Results
- How satisfied were you with ABC?
397 Responses from nine 2015 projects
- Very Satisfied: 85%
- Somewhat Satisfied: 9%
- Neither Satisfied nor Dissatisfied: 5%
- Somewhat Dissatisfied: 1%
- Very Dissatisfied: 0%
- How satisfied are you with the information you received about the bridge project?
- Very Satisfied: 76%
- Somewhat Satisfied: 15%
- Neither Satisfied nor Dissatisfied: 6%
- Somewhat Dissatisfied: 2%
- Very Dissatisfied: 1%
- Overall, how satisfied were you with how VTrans delivered this project?
- Very Satisfied: 79%
- Somewhat Satisfied: 14%
- Neither Satisfied nor Dissatisfied: 5%
- Somewhat Dissatisfied: 2%
- Very Dissatisfied: 0%
Image: a pie chart, a horizontal bar graph, and a vertical bar graph that graphically display the results of three survey questions. The data from these images is reproduced above.
Slide 60: Want to Know More…
- Final Report Completed in September 2017
- VTrans Public Involvement Guide
- Project Case Study Sheet
- Contact Us
Image: reproduction of the SHRP2 Expediting Project Delivery | The Project and Innovation Team and the Accelerated Bridge Team final report
Image: reproduction of the SHRP2 case study: Applying Expediting Project Delivery in Vermont
Slide 61: Thank You
Image: photo of the construction of a bridge in a forest
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Conclusion
Slide 62: Questions?
Please remember to type in your questions to the question prompt.
Thank you for participating!
Image: photo of a curved rural road during autumn
Slide 63: Presenter Contacts
- Kate Kurgan, AASHTO, kkurgan@aashto.org, 202-624-3635
- Carlos Figueroa, FHWA, Carlos.Figueroa@dot.gov, 202-366-5266
- David Williams, FHWA, david.Williams@dot.gov, 202-366-4074
- Michael Smelker, New Mexico DOT, MichaelJ.Smelker@state.nm.us, 575-525-7349
- Laura Stone, VTrans, Laura.Stone@vermont.gov, 802-828-3042
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