CPM Scheduling
Techniques & Technologies
Cayuga I-35E, St. Paul
Chuck Zervas, PE
Matt Reid, PE
Presentation Agenda
• Cayuga Project Description
• Cayuga CPM Schedule
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Cayuga Design CPM Specifications/Requirements
Why a CPM Schedule
Applying WBS – Work Breakdown Structure
Applying Cost/Resources to Project
Monthly Schedule Updates
Earned Value Reporting
CPM Scheduling Benefits
• Scheduling Technologies
• Linear Scheduling
• 4D Scheduling
Cayuga Project Team
• Owners: MnDOT Metro District – Project
Manager Joey Lundquist
• Cooperating Agencies: City of St. Paul &
Ramsey County
• Consultant Team:
• Prime – HDR Engineering, Inc.
• Subconsultants – AET, Bonestroo/Stantec, HZ
United, Jacobs, LHB, Cambridge Systematics
Project Description
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Reconstruct I-35E from University Avenue
to north of Maryland Avenue
Construct a full new interchange at Cayuga
Street - replacing and closing the partial
interchange at Pennsylvania Avenue
Replace I-35E bridges over Pennsylvania
Avenue, BNSF RR, Cayuga Street/BNSF
RR, and Maryland Avenue over I-35E
Add new bridges on Cayuga Street over
BNSF and Terrace Court, on SB I-35E
ramps over BNSF, and on the new frontage
road over BNSF
Construct a MnPASS Express Lane in
each direction on I-35E through the project
area
Project Benefits
• Replaces bridges and pavements that are reaching
the end of their service life
• Extends the auxiliary lane on NB I-35E that starts in
downtown St. Paul to Maryland Avenue, providing
more room for drivers to safely merge
• Initiates the first phase of the addition of a MnPASS
Express Lane on I-35E from downtown St. Paul to
the northern suburbs
• Provides better interchange spacing on I-35E
between Maryland Avenue and University Avenue
by shifting the partial interchange at Pennsylvania
Avenue to a full interchange at Cayuga Street
• Provides significantly improved regional access for
St. Paul’s Phalen Boulevard
• Extends the Gateway Trail from Cayuga Street to
University Avenue and adds sidewalks and trails to
Pennsylvania Avenue and Cayuga Street
MnDOT Scheduling Requirements
• Critical Path Method (CPM) Schedule
MnDOT CPM Specifications
5.8.2 Project Scheduling
• The Contractor will prepare and utilize a cost and resource loaded Critical
Path Management (CPM) schedule to manage their deliverables.
• The Contractor must use Primavera P6 for this schedule.
• The baseline schedule will not extend beyond any contractual completion
dates or contain negative float. The baseline schedule will include the
entire scope of work and how the Contractor plans to complete all work
contracted.
• Lags/Leads are subject to the consent of the Project Manager.
• The Contractor will remove any Lags/Leads and replace with an activity
upon request of the Project Manager.
• Each activity will:
– (1) have a unique activity description and contain a verb,
– (2) be a duration of not more than thirty (30) working days, unless
otherwise authorized by the Project Manager,
– (3) have at least one predecessor and one successor activity, except for
Project start and finish respectively, and (4) express activity durations in
days.
Specifications (continued)
Items provided by MnDOT:
• MnDOT will develop work breakdown structure (WBS) coding. The
Contractor will incorporate the WBS coding to applicable schedule
activities.
• Contractor Tasks:
• Contractor will cost load each schedule activity with applicable roles
and resources, with respective estimate of hours loaded for each
role or resource.
• Contractor will code each schedule activity with applicable activity
code. The activity code will be called PPMS with values equal to the
activity codes identified in each task.
• Contractor will update the schedule with activity percent complete
• Contractor will update the schedule with actual resources applied to
each activity.
• Contractor will submit an electronic schedule in Primavera P6 (.xer)
format.
Why a CPM Schedule?
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Get Organized
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Verify the work can/will be completed in required time frame.
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Communicate
– A logical approach to executing the work
– Understanding of deliverable requirements
– Relationship between disciplines; survey, roadway, structures, drainage,
etc
– Expectations
– Adjustments for change
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Verify / Track Progress
– Planned versus Actual - Dates
– Planned versus Actual - Resource Utilization
– Planned versus Actual – Cost Expenditure and Payment verification
Cayuga Work Breakdown Structure (WBS)
Cayuga Scheduling
• Schedule – Activities/Logic/PPMS
Resources Breakdown Structure (RBS)
Assigning Resources to Activities
Cayuga Schedule with Resources
Types of Schedules
• Baseline Schedules – 1st plan for executing work
and progress measured from
• Update Schedules – record of progress on a
monthly basis; actual dates, actual cost, earned
value.
Monthly Schedule Updates
Schedule Updates – Earned Value
EV is tool used to analyze cost status; budget vs. actual vs. earned cost
Benefits of Design CPM on Cayuga
• Organization
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Define deliverables in an organized format
Ensure all contracted deliverables are accounted for
Activities are assigned to individuals
Apply cost to activities
• Communication
– Relationship between disciplines and other parties
– Responsibility - activities are assigned to individuals,
companies, DOT
– When deliverables are required
• Analysis
– On time – baseline comparison and float analysis
– On budget – earned value analysis
– Risk or Impact mitigation – All parties can identify potential
risks and mitigate effects, or prove/disprove claims
Scheduling Technologies
• Linear Scheduling
• 4D Scheduling
Sample Linear Project: Time + Location
Location (by mile post, stations, km, feet etc)
Time
Roadway
Bridge
Tunnel
Actual HDR Linear Project
ROW Parcel
Location
Structures
Progress
Photos
ROW Parcel
Availability
Construction
Activities
Visual Float
Milestones
Sample Linear Project: Cut and Fill
plan your
mass haul
operations
Planning Work
around the High Rainfall Months
4D Model Methodology
• Add film
A Look Inside…Link BIM Elements
to Schedule
A Look Inside…Multiple Views
1
2
3
A Look Inside…Comparing Alternatives
Alt 1
Alt 2
A Look Inside…Predicting and Tracking
Resource Utilization
(Actual vs. Planned)
Earned Value
(Actual vs. Planned)
Questions???
THANK YOU