Tom Wiener, P.E. MnDOT Project Controls Engineer
Matt Reid, P.E. HDR Engineering, Inc.
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Allows for Breakdown of L.S. Cost
◦ Validate Costs of the L.S.
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Better Quality Control
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Better Progress Control and Monitoring
◦ Earned Value / Revenue Techniques
Schedule of Values
Contractor
Consultant
(Low Bid Contract)
Lump Sum Bid items are Cost
Accounts in P6 that align with
Unit Rate bid items
Schedule of Values
Contractor
Consultant
Challenges Faced
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We’ve Never Done This Before ($14.2M QBS)
Office of Audit/Validation of Costs
Creating Negotiated Work Packages from RFP
Schedule Was a Learning Curve for Consultant
• Provides Method for Equity Control
• Allows for Schedule Risk to be Reduced
• Reduces Fears of Lump Sum
• Lump Sum
• Encourages Innovation
• Scope Diligence
• Streamlined Payment Administration
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Lump Sum Contract Requirement
1st Design Contract – Lump Sum CPM
Use of MnDOT SWIFT Codes
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1010 – Project Management
1250 – Misc. Engineering & Support
2824 – Special Studies
ABUT
DECK
PIER
Oracle Primavera P6
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Baseline Schedules – 1st plan for executing
work and progress measured from
Update Schedules – record of progress on a
monthly basis; actual dates, remaining
durations, actual cost, earned value.
Revised Schedules – Re Baseline if necessary
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Schedule built locally
Coordination with Functional Leads and
MnDOT
Baseline Acceptance
Baseline Uploaded to MnDOT Hosted P6
Environment
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Similar to MnDOT CPM Const Specs – 1803
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Activity Durations 5-20 days
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Activity must have Predecessor/Successor
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No Lags/Leads
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Constraints
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Contract Time, Delays, Impacts, Failure to
complete work on time
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Schedule Activities – 465
Logic Relationships – 750
Constraints – 14 Initially, 2 Afterward
Critical Activities – 40, less than 10% of
Project, no more than 30% per spec
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SWIFT Codes
Differentiate Subs – Multiple Entries
Reporting
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Schedule Updated
Monthly
◦ Purposes of CPM
◦ Coordination with Design
Functional Leads
◦ Schedule Narrative
 Highlights
Anticipated/Final
Milestones
 Critical Coordination
Activities
 Change in Schedule Logic
◦ Payment - Invoicing
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Organization
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Communication
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Analysis
◦ Define deliverables in an organized format
◦ Ensure all contracted deliverables are accounted for
◦ Activities have agreed upon budget
◦ Relationship between disciplines and other parties
◦ Responsibility - activities are assigned to companies,
DOT
◦ When deliverables are required logically
◦ On time – baseline comparison and float analysis
◦ On budget – Internal earned value/percent complete
analysis
◦ Risk or Impact mitigation – All parties can identify and
mitigate potential risks, allocate or shift resources
Was it worth it?
Yes
• Validated Scope of Work
• Consultant buy-in to the process
• Truly managed schedules (Earned Revenue Mngt)
• We needed this design done on time
• Streamlined Payment administration – Auditing
History
Project In Construction Phase
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Contractor’s build schedule in our network 1/1/13
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Piloting BIM and CTD schedules 3/1/13
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Select Unit Rate project Resource and Cost Loaded 3/1/13
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Role and Resource Loaded of CE&I staff 6/1/14
Projects in Scoping and Design Phase
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Programmed Projects Role and Resource Loaded 6/30/13
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All planned projects Role loaded by June 30, 2014
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Taxpayer Transportation Accountability Act