project update & the success of the integrated project management office metro goldline east...
TRANSCRIPT
Project Update & The Success of the
Integrated Project Management Office
Metro Goldline East ExtensionLos Angeles
January 19, 2007
ASCE Construction Institute Conference
The MGLEE ProjectThe MGLEE is a six-mile, dual track light rail transit system extending the Pasadena Gold Line from Union Station to East Los Angeles. This $898 million project consists of elevated guide way, at-grade segments, 1.7 miles of twin tunnels, two portals, six at-grade stations and two underground stations. The traditional design-bid-build method of procurement was used for the tunnels and stations/portals excavation, while the design-build method of procurement was used for the at-grade segments, underground stations construction, track work and systems. Integral projects which are done by others are the 101 Freeway Structure (by Caltrans), the First Street Bridge Reconstruction (by City), the property acquisition and construction of New HS No. 1 (by LAUSD) the relocation and reconstruction of Ramona OHS (by LAUSD).
MGLEE Time Line
The project was initiated in 2001 (environmental and preliminary engineering phase), final design and contract packaging for design-bid-build and design-build was completed in 2003, construction contracts awarded in 2004 and as of this writing, construction is more than 50% complete. The Revenue Operating Date (ROD) is scheduled for December of 2009.
MGLEE Entities Los Angles County
Metropolitan Authority (Metro)
Stakeholders (LADOT, Los Angeles County and City Public Works Agencies, Gas Company, SCE, SBC….
Consultants (Eastside Light Rail Partners: Parsons Brinckerhoff; Jenkins, Gales, Martinez; Barrio Planners)
Regulatory Agencies (CPUC, Caltrans, FTA, EPA)
Contractor: Eastside Light Rail Transit Contractors: Washington Group International; Obayashi Corp.; Shimmick Construction Company
Tunnel Sub-Contractor: Traylor Brothers
Utilities Sub-Contractor: Steiny Company
Design-Build Engineer: DMJM Harris/AECOM
Function/Goals of IPMO Responsible for the design, construction, and start up of the
Metro Gold Line Eastside Extension. Select and Assign key personnel to the MGLEE Project in lieu of
the standard matrix organization basis. Demonstrate that the IPMO ensures the project is delivered on
time and within budget. Implements the goal to minimize the physical distance between
the entities involved in the project by co-location. Although a cooperative atmosphere is encouraged, it is important
that staff of contract members is not subjected to pressure to forgo critical procedural requirements.
Provide QA staff to ensure policies and procedures are followed
Development of the IPMO
Based on Lessons Learned from previous projects, Metro Project Management explored and adopted a different management approach on the MGLEE, namely the “Integrated Project Management Office (IPMO).
IPMO Structure Consists of the following:
Engineering Construction Management
Safety, QA Planning Cost and Schedule Configuration Management Public Affairs Environmental Third Party (Stakeholders) Coordination
MGLEE IPMO Site Plan
Contractor Parking and Lay down Area
Contractor FieldEngineeringUnderground Structures
MetroAdministration
MetroEngineering
Contractor D/B Engineering
QC
Contractor Parking and Lay down Area
To Downtown
To County Area
To City Area
To101 FWY Bridge & !st St. Bridge
Selection of Key Personnel
Expertise in their respective disciplines Committed to the Project until completion Must have the necessary Personality and
Flexibility for comingling with others Must be able to “think out of the box” and be
proactive in their daily duties
Advantages of IPMO Reduced Management costs through elimination of redundant
positions Eliminates re-work of technical submittals and ensure the
development of a consistent quality design submittal Improves communication and coordination Fosters team spirit and teamwork Promotes a more conducive atmosphere between the entities Allows for the elimination of perceived barriers between the
entities Accelerates resolution of issues Results in more efficient project execution Ensures the free flow of information between entities
Factors working against an effective IPMO to be
overcome Inability of large design groups to relocate key elements of their staff, such as the D-B design team remained in Downtown L.A., close to its major designer, DMJM Harris, although this office was an integrated office, including Budget, Scheduling, Records Control, Engineering Design ( Civil, Structural, Trackwork, Utilities, Architectural, Electrical, Mechanical ). ( Continued )
Factors, continued Inability of small, highly specialized design
groups to relocate any staff, such as Traffic, Systems (Mechanical, Electrical, Communication, Rail Operations, and Fire Safety ), primarily for the need to keep their designers and computer drafting operations in one cost-effective location. Most of these groups are outside L.A., i.e. Orange County, San Diego, Northern CA, Arizona, NY, and elsewhere.