October 20, 2020

IH-35 “The way we always did it, to how we do it now.”Building the Texas Transportation System

October 20, 2020

October 20, 2020

Table of contents

2

4-6

7-9

10-12

13-15

16-18

3

19-20

Past Projects

Design / Project Development

Right of Way / Utility

Project Schedules

Public Information

Construction Oversight

Current Projects

1

2

3

4

5

6

7

October 20, 2020

Past projects

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The End Game $189 Million extra spent (13% on corridor) and 4,614 (26% ) extra days of construction impacts for IH-35

corridor users

Project 1A 1B 1C 2 3A-1 3A-2 3B 3C 5A 5B 5C 6A 6B

Original Contract Value ($M) $81.73 $70.45 $106.89 $241.30 $123.63 $120.72 $212.44 $88.49 $166.79 $100.94 $36.04 $64.78 $41.65

Original Contract Time 685 920 1224 1200 1166 1210 1138 1096 1220 915 638 780 955

Final Contract Value ($M) $85.89 $88.45 $135.34 $306.39 $136.79 $139.76 $223.78 $88.78 $182.85 $101.11 $36.20 $72.90 $47.01

Final Contract Time 678 1350 1770 1660 2022 1997 1306 1156 1466 1076 658 1265 1357

Percent Cost Increase 5.09% 25.55% 26.62% 26.97% 10.64% 15.77% 5.34% 0.33% 9.63% 0.17% 0.44% 12.53% 12.87%

Percent Time Increase -1.02% 46.74% 44.61% 38.33% 73.41% 65.04% 14.76% 5.47% 20.16% 17.60% 3.13% 62.18% 42.09%

October 20, 2020

PROJECT DEVELOPMENT

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October 20, 2020

How We Did: Design / Project Development

Staff with limited similar project experience

– Items missed in reviews

– Some decisions made with lack of long term / big picture implications

– People working in silos

No Design Management Support for District Staff

– Tried to rely mainly on local resources for reviews

– Staff overtasked

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October 20, 2020

How We Do It Now: Design/Project Development

Implemented a General Engineering Contract to assist in overseeing design and constructability reviews of plans prior to letting.

– This was implemented later in the design process so not all issues were caught prior to letting but gave awareness of issues to project team.

CEI team was brought on early enough to assist with plan review and pre bid questions prior to letting

– Several issues were able to be addressed post letting but prior to construction

GEC was kept on board post letting to provide additional Construction Phase Service support as needed.

– Primarily used for larger scale design changes that are not related to design errors or omissions.

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October 20, 2020

Right of Way/Utilities

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October 20, 2020

Right of Way / Utility

Projects let with unclear Right Of Way

– Right of Way acquisition was not coordinated with utility relocation needs and construction phasing needs.

– Acquisition schedules provided in plan sets were possibly unrealistic

Projects let with unclear Utilities

– Lacked oversight / verification of utility relocations as they were done,

– Lacked dedicated / sufficient resources to coordinate relocations

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October 20, 2020

How We Do It Now: Right of Way/Utilities

All Right of Way parcels were purchased and cleared/demoed prior to letting.

All franchise utilities (Atmos, Oncor, AT&T, etc) were relocated prior to letting

– Used consultant oversite during relocation to track and produce accurate as built records

– Limited issues to date with franchise utility conflicts

Only local municipality water and sanitary sewer included as joint-bid relocations.

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October 20, 2020

PROJECT SCHEDULES

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October 20, 2020

Project Schedules

CPM Scheduling requirement….– Only standard specification / required statewide special provision

language– Left to many open-ended options on what is an acceptable schedule– Lacked resources internally and budget externally to review and analyze

schedules– Failed to make schedule a shared project tool being monitored and

updated jointly as work progressed

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October 20, 2020

How We Do It Now: Project Schedules

12

General Notes

Item 8 General Notes with specific requirements for schedule submittal and updates (Logic and activity preferences, earlier submittal than standard, inclusion of submittals, long lead materials, traffic switches, etc)

Baseline

Prior to formally submitting baseline schedule for approval, the contractor and project team held workshops to review the prelim schedule, sequence of construction, and TCP phasing.

Monthly Updates

Monthly updates are conducted through series of on site meetings

On site scheduler assists in reviewing actual progress, delays, out of sequence work, etc prior to formal schedule submittal

In Summary Has promoted open dialogue in regards to schedule progress and potential impacts. Joint update meetings

have streamlined the schedule review process.

October 20, 2020

PUBLIC INFORMATION

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October 20, 2020

Public Information

Had Mobility Coordinator Support from TTI Had District I-35 PI coordinator Focus was all post project letting Efforts became more putting out fires

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October 20, 2020

How We Do It Now: Public Information

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Steering Committee made up of major local stakeholders developed preconstruction (City of Waco, Waco Chamber of Commerce, Baylor University, etc.)

Pre-construction public meetings held near time of letting

Still have TTI Mobility Coordination

PI Support major portion of CEI Contract and includes a full-time PI team to handle inquiries, develop press releases, contact stakeholders, etc.

Project hotline created to allow 24/7 contact regarding the project

Continued Steering Committee meetings through construction

October 20, 2020

CONSTRUCTION OVERSIGHT

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October 20, 2020

Construction Oversight

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Inspection

Added Inspection resources to offices (Inexperienced)

Inconsistent project documentation expectations

Used CEI, but was new and scoping and managing was inconsistent

District Staff

Management was AO focused,

District Staff engaged only when major issues arose,

Issues not resolved timely(at all levels)

This led to $189 Million in overruns and 4,614 extra days added to projects that TxDOT struggled to defend against contractor claims

Project Management

No PM Support

Lack understanding of how to really interact with and manage CEI teams

No defined RFI/ issue tracking

Inconsistent project meeting structure and documentation

Inconsistent Sitemanagerexpectation

October 20, 2020

How We Do It Now: Construction Oversight

18

Inspection

Mix of TxDOT personnel and CEI inspection staff.

Contracts structured to increase or decrease CEI resources as needed

Project Management

Senior PM and administrative staff brought in to manage project under Area Office

Provides increased experience and resources to handle RFIs, change orders, etc.

District Staff

Pertinent District Staff provided project updates monthly by CEI Team and Area Office

Allows expedited decision making and input for high level issues

In Summary Blended team has had its challenges but have grown to work seamlessly and as a cohesive unit on projects. Project staffs

have worked diligently to address multiple, complex issues while keeping projects progressing timely.

October 20, 2020

Current Projects

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October 20, 2020

Current Projects Status to Date

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IH 35 4B ($341M)

Have worked through over 450 RFIs and over 150 Change Orders

Despite numerous challenges, the project has continued to progress on time

48.74%

18.35%

32.35%24.22%

IH 35 4B Waco IH 35E

% Complete vs % Time Thru July 2020 Estimate

% Complete % Time Used IH 35E ($118M)

Have worked through around 100 RFIs and close to 20 Change Orders

Project is progressing towards an on-time finish.

October 20, 2020

Questions

21