1. CPM Scheduling Techniques & Technologies Cayuga 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
In contrast, let’s take a look at linear schedules. In addition to your Gantt chart’s TIME ONLY information, linear schedule displays information about the location as well. It can be by mile post, stations, km, feet etc.
Let’s look at a sample project in a linear format that includes roadway, bridge and tunnel work.
You can see that one gets a very concise look into a project – and it all could be on ONE PAGE.
For example, let’s looks at the bridge work. One starts with the base work for the bridge. Each green, grey. Blue and red figure represents different work element, following bridge elements work and bridge deck.
The most precious element of this display – empower YOUR client with the information. That’s what they hire us for.

21. Actual HDR Linear Project
ROW Parcel Location
Structures
Progress Photos
ROW Parcel Availability
Construction
Activities
Milestones
Visual Float
Let’s look at an actual linear schedule used on one of HDR’s projects. At first your reaction may be – it’s very busy, filled with rectangles and slanted lines. But once you start looking at the legend and areas of work, it starts making more sense. Let’s start walking top-down, you have the information about ROW parcels
Empower YOUR client with information at their fingertips. I have empowered mine and I know it works.

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

23. Planning Work around 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 Views1 2 3

28. A Look Inside…Comparing Alternatives

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

30. Questions???
THANK YOU