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
3
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
4
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
5
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.
6
October 20, 2020
Right of Way/Utilities
7
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
8
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.
9
October 20, 2020
PROJECT SCHEDULES
10
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
11
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
13
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
14
October 20, 2020
How We Do It Now: Public Information
15
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
16
October 20, 2020
Construction Oversight
17
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
19
October 20, 2020
Current Projects Status to Date
20
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