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Capital Program Oversight Committee (CPOC) May 23, 2011 Alok Saha, P.E., Program Manager, CPM Infrastructure and Facilities – Line Equipment, Shops & Yard.

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Presentation on theme: "Capital Program Oversight Committee (CPOC) May 23, 2011 Alok Saha, P.E., Program Manager, CPM Infrastructure and Facilities – Line Equipment, Shops & Yard."— Presentation transcript:

1 Capital Program Oversight Committee (CPOC) May 23, 2011 Alok Saha, P.E., Program Manager, CPM Infrastructure and Facilities – Line Equipment, Shops & Yard Mulry Square Fan Plant Quantitative Risk Assessment

2 Mulry Square Fan Plant Serving both 7 th & 8 th Avenue Subway Lines (local & express) Site Location * 2

3 Existing Site Memorial Tiles 7 th Ave. Greenwich Ave. 3

4 Key Plan & Design Innovations Greenwich Avenue IND A, C & E trains IRT 1, 2 & 3 trains 7th Avenue Parking Use of Building Information Modeling (BIM) in project design Relocated 7th Ave. Plenum to above the existing Subway structure Reduced the Design Heat Load and # of fans Preserve space for 9/11 memorial tiles display PLENUM 4

5 RiskMitigation Plan Fan Performance issues (factory & field) Improved specifications and design documents Frequent site visit during installation by commissioning, design and users groups Testing and Acceptance Issues Standardization of testing and acceptance protocols Programmable Logic Controller Control software by in-house engineers Thorough shake-down tests Street WorkClose coordination with DOT and Community Comprehensive MPT Plans for phased construction Utility Issues NYCDEP and Con Edison Power Service Extra effort in design phase for utility identification and coordination Close coordination with Con Edison Close coordination with NYC Department of Environmental Protection ROW Work IssuesAdvance track access planning and coordination Coordinate multiple activities/trades simultaneously Installation of track shielding Lessons Learned – Mitigated Risks (Building on the experiences of prior Fan Plant Projects) 5

6 Air Flow Schematic - Exhaust 6

7 Rendering of the Final Facade 7

8 Objectives of Risk Assessment Confirm 80% confidence level in: Project base cost estimate - $89.0M Construction duration – 40 Months Ensure a clear path to successful project delivery 8

9 Trend of Construction Duration & Cost (1990 – 2012 forecast) 9

10 RiskCostScheduleMitigation Street Work and Con Edison Steam Main Work $5.6M to $ 0.1M (Save $ 5.5M) 12 to 0 Months Concurrent with subsurface work Close coordination with DOT and community. Secured DOT stipulations Close coordination with Con Edison R-O-W work$9.8M to $4.9M (Save $ 4.9M) Concurrent with the Street work Installation of track shields Provide greater schedule flexibility to coordinate multiple trades activities IRT 7 th Ave. Plenum Construction Below Tracks $24.4M to $17.9M (Save $ 6.5M) Concurrent with the Street work Plenum redesign (design innovation) Construct plenum below 7 th Ave and over subway roof Environmental- Underground Gas Tanks $0.5M to $0.22M (Save $ 0.22M) 3 to 0 Months Remove before Award Subsurface Conditions and Settlement of the Adjacent Structure $4.0M to $1.85M (Save $ 2.15M) 12 to 0 Months concurrent with the Street work Additional proactive site investigations Worst case scenario [total wall replacement] in bid estimate Hired consultant experienced in 100 year old masonry buildings Risk Drivers and Mitigations (cost and schedule savings) 10

11 Risk Based Project Cost & Schedule Overall Project Cost-Risk-Based-Cost Estimate Risk-Based Project Duration $88.9 $

12 Total Project Construction Duration Savings [15 Months] Base Preliminary Design – without mitigations Revised Final Design – with mitigations 80% Confidence Risk Analysis Anticipated Project Award 5540 – 27% 40.6 – 0.015% 2011 *The total project cost includes bid, force accounts as well as other third party costs such as utilities and traffic agents Cost and Schedule Savings 12 Total Project Construction Cost savings [$19.5 M] Base Preliminary Design Revised Final Design 80% Confidence Risk Analysis Anticipated Project Award $108.5M$89M* – 17.97% $88.9M – 0.01% 2011

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