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Tom Wiener, P.E. MnDOT Project Controls Engineer Matt Reid, P.E. HDR Engineering, Inc.

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Presentation on theme: "Tom Wiener, P.E. MnDOT Project Controls Engineer Matt Reid, P.E. HDR Engineering, Inc."— Presentation transcript:

1 Tom Wiener, P.E. MnDOT Project Controls Engineer Matt Reid, P.E. HDR Engineering, Inc.


3 Allows for Breakdown of L.S. Cost Validate Costs of the L.S. Better Quality Control Better Progress Control and Monitoring Earned Value / Revenue Techniques

4 Schedule of Values Contractor Consultant (Low Bid Contract) Lump Sum Bid items are Cost Accounts in P6 that align with Unit Rate bid items

5 Schedule of Values Contractor Consultant Challenges Faced Weve Never Done This Before ($14.2M QBS) Office of Audit/Validation of Costs Creating Negotiated Work Packages from RFP Schedule Was a Learning Curve for Consultant

6 Provides Method for Equity Control Allows for Schedule Risk to be Reduced Reduces Fears of Lump Sum Lump Sum Encourages Innovation Scope Diligence Streamlined Payment Administration


8 Lump Sum Contract Requirement 1 st Design Contract – Lump Sum CPM Use of MnDOT SWIFT Codes 1010 – Project Management 1250 – Misc. Engineering & Support 2824 – Special Studies ABUT DECK PIER Oracle Primavera P6

9 Baseline Schedules – 1 st plan for executing work and progress measured from Update Schedules – record of progress on a monthly basis; actual dates, remaining durations, actual cost, earned value. Revised Schedules – Re Baseline if necessary

10 Schedule built locally Coordination with Functional Leads and MnDOT Baseline Acceptance Baseline Uploaded to MnDOT Hosted P6 Environment


12 Similar to MnDOT CPM Const Specs – 1803 Activity Durations 5-20 days Activity must have Predecessor/Successor No Lags/Leads Constraints Contract Time, Delays, Impacts, Failure to complete work on time

13 Schedule Activities – 465 Logic Relationships – 750 Constraints – 14 Initially, 2 Afterward Critical Activities – 40, less than 10% of Project, no more than 30% per spec

14 SWIFT Codes Differentiate Subs – Multiple Entries Reporting

15 Schedule Updated Monthly Purposes of CPM Coordination with Design Functional Leads Schedule Narrative Highlights Anticipated/Final Milestones Critical Coordination Activities Change in Schedule Logic Payment - Invoicing


17 Organization Define deliverables in an organized format Ensure all contracted deliverables are accounted for Activities have agreed upon budget Communication Relationship between disciplines and other parties Responsibility - activities are assigned to companies, DOT When deliverables are required logically Analysis On time – baseline comparison and float analysis On budget – Internal earned value/percent complete analysis Risk or Impact mitigation – All parties can identify and mitigate potential risks, allocate or shift resources

18 Was it worth it? Yes Validated Scope of Work Consultant buy-in to the process Truly managed schedules (Earned Revenue Mngt) We needed this design done on time Streamlined Payment administration – Auditing History

19 Project In Construction Phase Contractors build schedule in our network 1/1/13 Piloting BIM and CTD schedules 3/1/13 Select Unit Rate project Resource and Cost Loaded 3/1/13 Role and Resource Loaded of CE&I staff 6/1/14 Projects in Scoping and Design Phase Programmed Projects Role and Resource Loaded 6/30/13 All planned projects Role loaded by June 30, 2014 Taxpayer Transportation Accountability Act


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