Flyover Project Management Plan

The following project management plan(PMP) was prepared as the basic guideline for the construction of the Flyover on Interstate 75, located at Section 645, Subdivision 3025, located in Summit County, Akron, Ohio. Due to the various constraints identified in this plan, we have developed a risk management plan as part of the PMP. The following guideline is broken down into the three phases of construction; preconstruction, construction, and post construction. As we developed the methodology of the project management process, we have determined that the Traditional Project Management Life Cycle (PMLC) model will implemented as the selected management methodology. Additionally, we have procured the services of a traffic management consultant in order to assist in determining traffic cycles and methodology. Preconstruction Phase Narrative The project consists of the construction of a flyover located on Interstate 75. The construction will consist of a structural frame superstructure on 18 inch caissons at the depths identified by the structural engineer. The road under girth will consist of precast concrete sections anchor bolted to the structural steel superstructure. The road finish will consist of structural asphalt as per DOT specification AS2343. A temporary road system will be constructed as per the traffic management plan and will include safety barriers and caution signalization. The entire project is scheduled for completion within six months after the notice to proceed. Project Goals and Objectives The following list is the goals and objectives for the project as determined by several strategic planning sessions: 1. Resources necessary for completion – We have developed a project management team that will be responsible for the implementation of the PMP. The following key roles have been determined along with their associated job descriptions. The team was selected based on experience with previous Department of Transportation projects and several factors including experiences with structural steel flyover systems, precast concrete mobilization and installation, and basic knowledge of traffic management planning. a. Project Manager – He will be responsible for the implementation of the overall implementation of the PMP and will be the lead coordinator for all activities. b. Project Superintendent – He will be responsible for the supervision of all site activities including the coordination of subcontractors and material delivery. c. Field Engineer – He will be responsible for the coordination of the structural engineering consultants, steel supplier and erectors, precast design consultant and installation contractor, and overall field quality assurance and control. d. Traffic Management Consultant – This firm would be responsible for obtaining historical traffic flow studies and to make necessary recommendations for the temporary alternate route. He will also assist in the completion of a site mobilization plan that would include designated space for employee parking, material staging, crane location, and temporary access points for scheduled material deliveries. He will also develop the signage and striping plans for the alternate route and for the newly constructed flyover. e. Structural Steel Consultant – This firm will be responsible for the structural design and analysis of the proposed flyover and will coordinate the necessary regulatory approvals as required by the Department of Transportation. f. Project Administrator – He will be responsible for all field office documentation including shop drawing submittals, updating and monitoring the overall project schedule, materials testing coordination and documentation, coordination of project invoicing and financial cash flow, and the management of the field office clerical support. 2. Subcontractor and Material Suppliers – We have prequalified firms for each of the selected disciplines and ensured schedule compatibility with each of the preselected subcontractors and material suppliers. The following disciplines were determined and the respective WBS packages will be prepared accordingly: a. Structural Steel – This scope package includes the fabrication and installation of the structural steel super structure. The will also provide the anchor bolts for the concrete subcontractor and will be responsible for securing and mobilizing the crane for the installation of the structural steel and precast concrete girth systems. The structural steel subcontractor will also supply and install the structural rebar necessary for the caissons and footer system. All structural steel will have factory applied primer ready for receiving the field applied finish coat. All structural steels systems will be independently tested by an outside threshold inspector. b. Concrete Systems – This scope package includes the supply and installation of the precast concrete girth system and the concrete structural piers for the structural steel system. The contractor will be responsible for the

coordination of the deliveries of the precast structures and the necessary coordinated installations. It is mandatory that the precast concrete girths be installed as they are being removed from the transport truck flatbeds. This contractor will be responsible for the necessary road safety escorts for the delivery of the oversized flatbed trailers. The concrete subcontractor will also be responsible for the installation of the caissons as per the structural steel design. All testing of the concrete materials will be performed by an independent testing lab and must meet ASTM specifications. 1. Asphalt Systems – This bid package includes the installation of the final road system asphalt and sub base as per DOT standards. This subcontractor will also be responsible for the installation of the alternate road system including the necessary excavation, road base, signage and striping, and the installation of safety barriers. 3. Project Support Personnel – The following list of personnel will be required by the corporate office as support: a. Accounting and Finance – These support personnel would assist the project administrator in the overall accounting of the project. Additionally, since this is a government funded project, our staff must provide necessary prevailing wage payroll reports and schedule of values for progress billing. b. Regulatory Review and Approval – Practically, the entire project management team would assist in giving the necessary input for prompt regulatory review. We would request that senior management assist with any potential political or regulatory constraints. Preconstruction Process Plan The following tasks and processes have been identified as part of the PMP. The following standard operating procedures will be adhered to as listed: 1. Project sequencing and mobilization A complete sequencing and mobilization plan must be completed by the project management team. We must consider scheduling certain deliveries and installations based on historical traffic patterns determined by the traffic consultant. The mobilization plan must consider easy access from the public road system to the various staging areas within the project area parameters. The existing traffic must be maintained and the project team must the various factors involved with the sequencing of the project. 2. Overall Project Schedule We have attached the overall project schedule (Exhibit A) for the proposed flyover project. Weekly progress meetings will be held to confirm that the schedule is being met by all applicable parties. The critical tasks are defined as: a. Completion of the construction documents and specifications and the subsequent regulatory approvals. b. The review of shop drawings and ordering of the structural steel and precast concrete systems. c. The installation and maintenance of the alternate temporary road system. 3. Accounting and Financial Performa An entire work breakdown structure has been prepared with the projected budgets and is Attached as Exhibit B. We must follow our established budget control procedures. 4. Contract type and selection All contracts with the various contractors will be lump sum with a designated completion dates for each respective scope area. There will be a clause for liquidated damages due to non compliance to the approved completion dates. This practice will be adhered to for all subcontractor agreements and vendor purchase orders. 5. Contractor guidelines and recommendations The contractor guidelines will be specified in the Contractors manual which is part of the final Project Management Plan and Manual. 6. Submittal and shop drawing process We would need to develop the proper coordination of submittal and shop drawing approvals and confirmation of compliance to contract documents. We must develop a methodology for timely submission of contract submittals and shop drawings as not to delay the overall project schedule. It is imperative that the owner, contractor, subcontractor, and vendors, have an accountability schedule for submission and approval. 7. Communications Plan All meetings in reference to the construction should have concise meeting minutes that are taken using a standardized format with distribution guidelines. A complete communications plan would be implemented. 8. Risk management plan A risk management plan is necessary for this project and the following risk management plan has been developed: a. Risk identification – Our management team have identified potential risks as part of the planning process. As we look at the overall Flyover project, we would consider identifying the following risks: i. Securing permits – We must ensure that there is an expedient process for securing the permits and necessary approvals and we must take into account possible changes required by regulatory agencies. Since work theoretically cannot start until the permits are secured, we must submit preliminary discussion design drawings to the Department of Transportation for initial approval and recommendations. We must obtain final approval after two weeks from the designated project start date. ii. Weather conditions – We must look at the possibility of weather delays during the excavation foundation, forming and pouring of concrete, and installation

of the structural steel system. These processes would be completed during the Winter season. We have allowed a ten percent contingency on the construction schedule. We must monitor the schedule closely as not to allow schedule creep. The management team must take a careful look and ensure that proper resources are assigned and that material deliveries are according to the projected schedule. iii. Public Safety – Due to the nature of rerouting traffic on a heavily used Interstate, the traffic management must be considered pivotal in the sequencing of work and material deliveries. iv. Production scheduling and completion – We must ensure that the production and delivery of structural steel and precast concrete systems meets the required completion schedule. b. Risk assessment – According to Wysocki (2009 pp. 183-186), there are two major factors in assessing risk, first, the probability that the risk will occur and, second, the expected loss on the project. In reviewing our proposed project plan, our management team would need to evaluate contingency plans due to potential delays in the project. Additionally, we must ensure that contract commitments and orders are manufactured and processed without delay. c. Risk mitigation – This is a plan that takes the identified risk possibilities and then determines the response or action necessary to mitigate the risk. The following responses would be appropriate for the following: i. Securing permits – We would mitigate this potential delay by prompt follow up with the regulatory agencies. We are enlisting the assistance from our senior corporate staff who have personal experiences in working with the regulatory agencies. ii. Weather conditions – Depending on the time of year, we must look at the possibility of weather delays, however, we would have to accept this potential risk and prepare by having weather gear and proper protection in case of rain. iii. Public Safety – We would mitigate this risk by establishing strict sequencing and delivery parameters. Additionally, proper safety barricades and signalization will be installed. iv. Production scheduling and completion – We will monitor the schedule closely and track the contingency slack that is part of the overall project schedule. d. Risk monitoring and control – A risk log will be prepared as described by Wysocki (2009 p. 188), which should include: ID Number, Risk Description, Risk Owner, Action to be taken, and Outcome. 9. Quality assurance program A quality assurance program would be implemented to ensure contract and code compliance. This process includes documented progress inspections and complete digital progress photos. The shop drawings must be matched to the field as built drawings to ensure that there is a proper coordination of all disciplines. 10. Human resources safety protocol As part of the PMP, our field staff would confirm that the subcontractors meet and/or exceed all applicable safety guidelines. THE QA.QC program includes a standard for overall site condition and maintenance of the site during construction. Construction Phase The following list of procedures will be followed during the construction phase: 1. Progress meetings: These meetings will conducted at weekly, with trade contractors and key subcontractors, to discuss current progress and accomplished milestone objectives. During these meetings, we will review the week’s progress and goals, address problems encountered and actions required to correct any deficient work. 2. Contract Administration and Field Coordination: Our team would implement a process for thorough project documentation, consistent field coordination, and standards of project management. The project manager will oversee the coordination of efforts between each contract, including issues such as accessibility to the site, maintenance of vehicular traffic, eliminating disruption to construction activities, compatibility of construction methods, construction phasing and utilization of construction forces. 3. Information Management Systems (Communications Plan): We will implement an Information Management System that tracks and records all the various elements of the proposed project. This includes management planning, organization of WBS, meetings and reviews, site logistics, shop drawings, field orders, and document control. The following are subsets of document control: a. Cost management – budgeting and project accounting b. Schedule management – scheduling, closeout c. Risk management – safety program, insurance, bonding d. Quality management – design quality, procurement quality, construction quality 4. RFI’s – Requests for Information: These forms will be used to stimulate communication between all project team members, including the owner representative and various consultants. These requests receive immediate attention and are invaluable in aiding the team members to anticipate conflicts before they become problems. 5. Team Action List: This process will be used and tracks actions needed to accomplish schedule goals and the best way to facilitate those actions. Post Construction process 1. Performance Compliance a. We would coordinate the cleaning of the construction

infrastructure and associated areas at the completion of construction. The temporary staging areas would be hydro-seeded and brought back to previous condition.. b. We will monitor the opening of the trial opening of the newly constructed Flyover. c. Our team will review contractor’s punch lists and lists of non-conforming work and plan for the completion of said list. d. We will perform a review based on assessments made at the trial opening of the proposed project. 2. As-Built Drawings and Specifications a. Our team would confirm that required as-built drawings and specifications are submitted to the appropriate parties. b. We would maintain a log of inspection reports and submit for approval the Certificate of Substantial Completion. 3. Certificates of Final Completion a. We would Review certificates of final completion and compliance with the terms of the contract. b. We would verify that all contractors have completed their scope of work prior to any retained earnings being released. Reference List: 1. Wysocki, R.K. (2009) Effective Project Management: traditional, agile, extreme. 5th ed. Indianapolis: Wiley Publishing. (pp. 297-440). 2. Sanghera, P. (2010) Project Management Professional Study Guide for the PMP Exam 2nd ed. Boston: Course Technology. Exhibit A Exhibit B Project Name: Flyover Project Location: Interstate 75, Akron, Ohio, USA Project Duration: Six Month Duration Division 1 – General Conditions Unit Cost Total Cost A1010 Project Team 50,000/month $300,000 This scope budget includes all associated costs for the project staff including the traffic and structural consultants Division 2 – Site-work Unit Cost Total Cost B1010 Installation of Alternate Road Systems $80.00 $160,000 Install temporary alternate road system including associated safety barriers, signage, etc. Based on a 2,000 LF of road. B1020 Installation of mobilization / staging areas $50,000 $50,000 Price includes labor and materials for installation of staging areas and temporary facilities. This budget also includes demobilization and clean up. B2010 Asphalt Paving $120.00 $240,000 Price includes labor and materials for the installation of all work associated with asphalt paving 2,000 LF of road Division 3 – Concrete Systems Unit Cost Total Cost C1010 Installation of Caissons $10,000 $540,000 Labor and materials based on 54 bored caissons. C1020 Installation of Precast Girth System $100,000 $2,200,000 Production and Installation of precast concrete girths. 22 total C3010 Installation of Structural Rebar $2,000 $108,000 Labor and materials for structural rebar for 54 caissons and footers C3020 General Excavation $75,000 $75,000 Includes all excavation and necessary imported materials C3030 Striping and Signage $25.000 $25,000 All necessary signage and striping for temporary and permanent road systems Division 5 – Structural Steel Systems Unit Cost Total Cost D2010 Structural Steel Super-structure $750,000 $750,000 Production and installation of the structural steel system D2020 Crane mobilization, rigging and installation $50,000/month $300,000 Install new gas fired water heater, 50 gallon high recovery. Division 16 – Electrical Unit Cost Total Cost E1090 Temporary Power. $10,000 $10,000 Subtotal $4,758,000 Contingency 5.00% $237,900 Total Overall Budget Cost $4,995,900