CONSTRUCTION PROJECT MANAGEMENT HANDBOOK, Study notes of Project Management

Download CONSTRUCTION PROJECT MANAGEMENT HANDBOOK and more Study notes Project Management in PDF only on Docsity!

• REVISON1-APRIL

Construction Project Management Handbook

Federal Transit Administration

TABLE OF CONTENTS

TABLE OF CONTENTS

Page

Foreword and Notice/Disclaimer ............................................................................................................................ iAcknowledgments................................................................................................................................................. iiAcronym List........................................................................................................................................................ iiiChapter 1 Introduction...................................................................................................................................... 1-1Chapter 2 Project Development......................................................................................................................... 2-1Chapter 3 Project Initiation ............................................................................................................................... 3-1Chapter 4 Planning, Environmental Clearance, Real Estate Acquisition............................................................... 4-1Chapter 5 Design .............................................................................................................................................. 5-1Chapter 6 Construction..................................................................................................................................... 6-1Chapter 7 Commissioning................................................................................................................................. 7-1Chapter 8 Project Closeout................................................................................................................................ 8-1Chapter 9 Project Support ................................................................................................................................. 9-1Handbook References ..................................................................................................................................... 10-1Index .............................................................................................................................................................. 11-

ii

Acknowledgements

The FTA Construction Project Management Handbook was sponsored and managed by FTA’s Office of Technology.

Gannett Fleming, Inc., a

national engineering and construction management firm with specialized expertise in transit project planning, design, and construction, developedand produced this Handbook. The lead development team consisted of Henry Nejako, FTA Program Management Officer and Kam Shadan, P.E.,Lead Author and Project Manager, Gannett Fleming, Inc.Rodney Dawson and Scott Zeevaart were the deputy project managers and co-authors. Additional specialized input was provided by Michael Lee,William Plumpton, Charles Norrish, and Mark Hollopeter of Gannett Fleming, and Candy Spitzer of Spitzer and Associates in the areas of facilities,environmental compliance, construction, commissioning, and real estate. Gannett Fleming staff that assisted in editing and document preparationincluded Kelly Zanzinger, Mary Kissinger, and Marlin Mann.An Industry Workgroup was created by FTA to specify the content of the Handbook and oversee its development, providing overall guidance andcomments on deliverables. Members of the Workgroup included the following:Mary Anderson, FTA Headquarters, Washington, DCLewis Clopton, formerly FTA Headquarters, now Community Transportation Development Center, Silver Spring, MDPaul Davis, Tri-State Transit Authority, Huntington, WVWilliam Kalt, FTA Region 7, Kansas City, MOMatthew Keamy, FTA Region 1, Cambridge, MAReinald “Ray” Ledoux, Brockton Area Transit Authority, Brockton, MAMichael Radbill, Urban Engineers, Inc., Philadelphia, PADevendra Soni, FTA Region 3, Philadelphia, PACheryle Tyson, FTA Region 6, Fort Worth, TXDale Wegner, FTA Headquarters, Washington, DCMichael Williams, FTA Region 10, Seattle, WABobby Kuhn, San Joaquin Regional Transit DistrictThe following transit agencies participated in the survey and/or provided photographs:Capital Area Transit, Harrisburg, PAEastern Contra Costa Transit Authority, Antioch, CALivermore Amador Valley Transit Authority, Livermore, CAPiedmont Wagon Transit, Conover, NCSan Joaquin Regional Transit District, Stockton, CASan Mateo County Transit District, San Carlos, CASanta Rosa City Bus, Santa Rosa, CASunLine Transit Agency, Thousand Palms, CAUnion/Snyder Transportation Alliance, Lewisburg, PAYolo County Transportation District, Woodland, CA

Construction Project Management Handbook

iii

ACRONYM LIST

Federal Transit Administration

ACRONYM LIST ADA – Americans with Disabilities ActASHRAE – American Society of Heating, Refrigerating, and Air-Conditioning EngineersA&E – architectural and engineeringBPPM – Best Practices Procurement ManualCA – contract administratorCE – categorical exclusionCIP – Capital Improvement Plan (Planning)CM – construction managerCMAR – construction manager at-riskCPI – cost performance indexCPM – critical path methodCVS – certified value specialistD/B – design/buildD/B/B – design/bid/buildDBE – Disadvantaged Business EnterpriseD/B/O/M – design/build/operate/maintainDEIS – Draft Environmental Impact StatementEA – Environmental AssessmentECHO – Electronic Clearing House OperationEIS – Environmental Impact StatementFEIS – Final Environmental Impact StatementFMCSA – Federal Motor Carrier Safety AdministrationFONSI – Finding of No Significant ImpactGEC – general engineering consultantGM – general managerLEDPA – Least Environmentally Damaging Practicable AlternativeLEED – Leadership in Energy and Environmental Design

MPO – Metropolitan Planning OrganizationNCR – non-conformance reportsNEPA – National Environmental Policy ActOFE – owner furnished equipmentOSHA – Occupational Safety and Health AdministrationO&M – operations and maintenancePM – Project ManagerPMC – program management consultantPMO – project management oversightPMP – Project Management PlanPRD – Project Requirements DefinitionQA/QC – quality assurance/quality controlRE – resident engineerRFC – request for changeRFI – request for informationRFP – request for proposalROD – Record of DecisionROW – right-of-waySAVE – Society of American Value EngineersSOW – scope of workSPI – schedule performance indexSTIP – Statewide Transportation Improvement ProgramTAB – testing, adjusting, and balancingTEAM – Transportation Electronic Award ManagementUSGBC – United States Green Building CouncilVE – Value EngineeringWBS – work breakdown structure

Construction Project Management Handbook

2006^ 1-

INTRODUCTION

Federal Transit Administration

CHAPTER 1.

INTRODUCTION

1.^

PURPOSE OF THE HANDBOOK

Introduction The purpose of this Handbook is to provide guidelines for use by public transit agencies (Agencies) undertaking substantial constructionprojects, either for the first time or with little prior experience with construction project management.

It provides a comprehensive introduction

to construction project management, including the applicability of the principles of project management and of all phases of projectdevelopment—from project initiation through planning, environmental clearance, real estate acquisition, design, construction, commissioning,and closeout.

The Federal Transit Administration (FTA) maintains oversight of grant projects and assigns grantadministration and management responsibility to the transit Agencies, who then are responsiblefor^

planning,

managing,

and

implementing

the

federally-funded

project.

Agency

project

managers need handy tools for project management to make certain that projects are effectivelycontracted for, completed on time and within budget, and comply with all project specifications.This Handbook is intended to assist the Agency’s responsible project manager or lead person toundertake multi-million-dollar construction projects and manage the complexities of specifying,acquiring, and managing contracts for such projects through utilization of in-house and consultantresources.This Handbook complements the many circulars

and publications available on the FTA Website and through the National Transit Institute, inparticular: FTA Lessons-Learned documents, Construction Project Management Guidelines,Best Practices Procurement Manual, Quality Assurance and Quality Control Guidelines, andthe^

Manual

for

the

National

Transit

Institute

course

entitled

“Management

of

Transit

Construction Projects”.

This Handbook is intended to be used as initial general guidance by

transit Agencies and the FTA regional offices who may be contacted for help.This Handbook provides guidance similar to that in earlier documents but tailored more toAgencies that are constructing maintenance and operational facilities, intermodal terminals,park-and-ride stations, and other similar supporting transit facilities.

Throughout the chapters,

project management concepts are illustrated with the use of a hypothetical example, a typicalproject to plan, design, and build a new bus maintenance facility.

Construction Project Management Handbook

2006

1- INTRODUCTION

Federal Transit Administration

How to Use the Handbook This introductory chapter defines a project and states principles of project management.

Chapter 2 discusses the project development

process to provide a better understanding of how projects are created. Chapters 3-8 cover the phases of the project in sequence from projectinitiation, through planning, environmental clearance, real estate acquisition, design, construction, commissioning, and closeout.

Chapter 9

addresses project-wide functions that take place throughout the project life cycle.

Each chapter begins by describing the purpose of the chapter and includes a checklist ofimportant things to do. The sections within a chapter include key points of important thingsto know about project management that are discussed in more detail in the text andsupported by pictures, graphics, tables, and charts. How to Work with the FTA Generally, the FTA regional office or metropolitan office responsible for your area will takethe lead in providing the necessary guidance.

Each FTA regional office has personnel

assigned

for

support

in

areas

such

as

grants,

planning,

environment,

procurement,

program management, and legal.

The project manager should establish contact with the

FTA office and staff that are responsible for the Agency’s project.

How to Contact the FTA FTA’s regional and metropolitan offices are responsible for

the implementation of grants and

the provision of financial assistance to FTA customers, other than specific programs that arethe responsibility of headquarters.

Inquiries should be directed to either the regional or

metropolitan office responsible for the geographic area in which the Agency is located.

To locate the FTA office responsible for servingyour region, please see a listing of FTA offices inthe reference section at the end of this Handbookor visit the FTA Homepage: http://www.fta.dot.gov.

IMPORTANT TO

D^ O

‰^

ESTABLISH CONTACT WITH THE

FTA

OFFICE AND STAFF INVOLVED WITHYOUR PROJECT

‰^

U^ NDERSTAND THE PROJECTMANAGER

’S ROLE

,^ AND WHAT MAKES

UP A PROJECT

‰^

KNOW YOUR PROJECT

’S SCOPE

,^ LIFE

CYCLE

,^ AND PHASES

Construction Project Management Handbook

2006

1- INTRODUCTION

Federal Transit Administration

Figure 1-1 – A Project without a Project Manager

EnvironmentalCompliance

Utilities

ROWSpecialist

CivilEngineer Surveyor StructuralEngineer GeotechnicalEngineer TestingLabs

EnvironmentalEngineer

CommunityRelations

TrafficEngineer

NoiseEngineer

Contractors LandscapeArchitect ConstructionManager

Architect

Planner

PermittingAgencies

EnvironmentalCompliance Agency

Utilities

ROWSpecialist

CivilEngineer Surveyor StructuralEngineer GeotechnicalEngineer TestingLabs

EnvironmentalEngineer

CommunityRelations

TrafficEngineer

NoiseEngineer

Contractors LandscapeArchitect ConstructionManager

Architect

Planner

PermittingAgencies

Agency

Construction Project Management Handbook

2006^ 1-

INTRODUCTION

Federal Transit Administration

Figure 1-2 – A Project with a Project Manager

Note:

Depending on the project there may be a need for a professional not listed in the chart, such as an archeologist, etc.

Agency

ProcurementPermitting Agency

Project Manager

Quality AssuranceSafety / SecurityProject ControlsCost / ScheduleArchitect

Civil^

Structural

Geotechnical

Environmental

Engineer

Engineer

Engineer

Engineer

Surveyor

Traffic

Noise

Landscape

Utilities

Engineer

Engineer

Architect

Coordinator

Planner

Environmental

Financial

Construction

Community

Compliance

Analysis

Manager

Relations

ROW

Cost

Scheduler

Testing

Systems

Specialist

Estimator

Lab^

Engineer

Agency Contractor(s)

ProcurementPermitting Agency

Project Manager

Quality AssuranceSafety / SecurityProject ControlsCost / ScheduleArchitect

Civil^

Structural

Geotechnical

Environmental

Engineer

Engineer

Engineer

Engineer

Surveyor

Traffic

Noise

Landscape

Utilities

Engineer

Engineer

Architect

Coordinator

Planner

Environmental

Financial

Construction

Community

Compliance

Analysis

Manager

Relations

ROW

Cost

Scheduler

Testing

Systems

Specialist

Estimator

Lab^

Engineer

Contractor(s)

Construction Project Management Handbook

2006^ 1-

INTRODUCTION

Federal Transit Administration

Project Life Cycle A project is conceived through the organization’s strategic planning process and documented in a Capital Improvement Plan (CIP). The mainreasons projects are created are to deliver capital assets the Agency needs to:

1.^

Sustain service or improve quality of service,

2.^

Expand service to meet growing demand, or

3.^

Comply with regulatory requirements. A CIP consists of a number of planned projects that when implemented will provide the Agency with the assets needed to achieve its strategicobjectives.

A project begins its life cycle when it is authorized to move from the CIP into implementation.

For an Agency, authorization is

often a resolution approved by the Agency’s board to apply for funds or hire consultants to work on the project.

The board resolution is the

project’s authorization to proceed to the next phase.

In most cases, the Agency will have to come back to the board prior to beginning the

next phase of the project, because the scope and costs will be more defined through the efforts made in the preceding phases.In a traditional design/bid/build (D/B/B) project, the project life cycle begins with the initiation of planning (including environmental andfunding), and design (including conceptual design).

These phases overlap to some extent.

During these phases the project evolves through

consideration of various alternatives and the concept for the preferred alternative is formed.

The design phase continues through the

preliminary engineering effort to further analyze, validate, and define the preferred alternative and arrive at the baseline scope, budget, andschedule.

Then the design phase concludes with the final design, which further details out the design features to provide the permitting agencies and the contractor a set of construction drawings and specifications to permit and build the project.

The construction phase

proceeds with the bid and award process.

At the end of the construction phase, the work of the contractor needs to be integrated with

operations and Agency furnished activities, technology, and equipment, and evaluated for acceptance through the commissioning phase tobring the project to a successful completion. Figure 1-3 shows a typical project life cycle for traditional design/bid/build delivery.There are many alternative delivery methods, such as design/build (D/B) and design/build/operate/maintain (D/B/O/M).

These delivery

methods assign multiple phases of work, such as design and construction, to a single contractor.

In the D/B/O/M method the Agency also

contracts out the operations and maintenance of the completed project to the contractor.

Construction Project Management Handbook

2006

1- INTRODUCTION

Federal Transit Administration

Figure 1-3 – Typical Project Life Cycle –Traditional Design/Bid/BuildProjectInitiation

Planning/Funding Environmental

Design^ Permitting

RealPropertyAcquisition

Bid &Award

Construction

Commissioning

Operations

Project Management

Level of Effort

Time

Construction Project Management Handbook

2006

1- INTRODUCTION

Federal Transit Administration

the project objectives.

In Chapter 3 – Project Initiation, we cover a discussion of project authorization and the PMP.

In addition to scope,

budget, and schedule, it is extremely important that the project manager facilitates a discussion of the project risk, quality, and safety andsecurity objectives for the project and incorporates the outcome in the PMP.

Construction Project Management Handbook

(^2006) 1-

INTRODUCTION

Federal Transit Administration

Where to Find Additional Help and Resources You can find at the end of the Handbook a list of FTA offices nationwide, and a general listing of readily available Web sites and referencepublications. Shown below are some of the more general references that span over several topics: Web sites: Federal Transit Administration: www.fta.dot.govNational Transit Institute: www.ntionline.comAmerican Public Transportation Association: www.apta.com

Transportation Research Board: www.trb.orgInternational Association of Public Transport: www.uitp.com

References: Federal Transit Administration, “49 CFR Part 611-Major Capital Investment Projects”http://www.access.gpo.gov/nara/cfr/waisidx_03/49cfr611_03.htmlFederal Transit Administration, “Project and Construction Management Guidelines”, 2003 Update.http://www.fta.dot.gov/publications/reports/publications_3875.htmlFederal Transit Administration “Best Practices Procurement Manual”http://www.fta.dot.gov/library/admin/BPPM/Project Management Institute,

A Guide to the Project Management Body of Knowledge

(PMBOK

®^ Guide) -Third Edition Project Management

Institute, 2004.

http://www.pmi.org/prod/groups/public/documents/info/pp_stnd_productexcerpts.asp