Title: Corps Expectations for Constructing
1Corps Expectations for Constructing
- Masters Level Tips for Success
2MILCON Transformation
- Timeliness
- Drastic improvements needed
- Cost
- Customers want reductions based upon budgetary
constraints (design to 70 PA) - Quality
- Generally speaking, customers are pleased
3Feedback to USACE
- Corps wants input from members of the Architect /
Engineer and Construction industry regarding best
practices via - NSPE Professional Engineers in Construction (PEC)
Community Website - Knowledge Forum for contract administration
4Quality
- Our metrics tend to focus on time / schedule
which can be symptomatic of quality. - ASCE Manual 73 Quality in the Constructed
Project defines quality as the fulfillment of
project responsibilities stated by the designer,
professional, and constructor.
5Responsibilities / Requirements
- Responsibilities are tasks expected to be
performed as specified by contractual agreement. - Requirements are what a team member expects or
needs to receive during and after participation
in a project.
6Quality
- Quality hinges on the degree to which the
requirements of project participants are met. - Focus on practices and procedures that encourage
participants to express their requirements with
clarity.
7Contracting Strategy
- Influences composition and organization of the
construction team. - The responsibilities of the constructor and the
owner. - The participation of qualified personnel.
- Procedures for enforcing contract terms and
conditions.
8Contracting Strategy
- Best-Value Procurement
- Evaluate proposals (other than cost)
- Past performance
- Key personnel
- Contractors approach to managing quality /
schedule / cost - Team Experience (Prime and Subcontractor)
9Certification and Staffing
- CQC personnel must be certified through a course
titled Construction Quality Management for
Contractors. - Specification 01451 requires supplemental CQC
personnel that must be directly employed by the
prime contractor and have no other duties but
quality control.
10QCS
- Specification Section 01312 requires the use of a
Corps provided comprehensive construction
management software for the expedient and
effective management of quality on construction
contracts.
11Timeliness
- Schedule is a readiness issue.
- For reference on time means all work complies
with the approved plans and specifications (no
deficiencies) on the contract completion date. - BOD CCD No Deficiencies!
12Why Improve?
- If you cannot execute on schedule, execute
earlier!
13Goals (NTP to BOD)
- 365 days for PA lt 5M
- 540 days for PA between 5M and 20M
- 730 days for PA gt 20M
14Managing Schedules
- ECB No 2002-32 Construction Contract Durations
Schedule Slippage - Best value selection based upon experience,
management and past performance (schedule). - Must evaluate the impact of changes on Critical
Path. - Prioritize and use contingencies to maintain
original schedule (accelerate).
1510-Steps
Step-by-step process for timely completion
utilizing proactive schedule management
16Step 1
- ACO Must assure necessary contract requirements
are included in Enhanced Specification 01320 - The Standard UFGS Guide Specification 01320A has
been enhanced and is to be edited and submitted
with each BCOE review on all projects requiring a
NAS Schedule. - Purpose Provide Resident Engineers, PEs, QARs
and Contract Administration Employees an enhanced
guide specification to improve our performance in
timely project turnover.
17Step 2
- Prime Contractor Must prepare a reasonable
initial (baseline) schedule meeting 4-tests. - Logical Sequence of the Critical Path (NTP to
CCD) - Utilize the Total Float Sort
- Review the Critical Path Work Activities for
logical sequence - Earning Curve (cash flow) Evaluation
- Compare Scheduled Progress to Recommended
Progress - Manpower on the site related to of duration
used - Utilize NASA Projector
- Compare rule-of-thumb to Schedule Workers per day
- Milestone Complete as of of duration used
18Total Float Sort
- List of activities showing time available to the
critical path or to the completion of the project.
19Milestone Sort
- Listing of project milestones that represent the
end of a series of related activities or an
accomplishment in the course of a project.
20Earning Curve
21NASA Earnings Projector
22NASA Earnings Projector
23Manpower Resource Plot
24Milestone/Completion Duration
- Structure Complete (36)
- Roof Complete (44)
- Building Dry-In (48)
- Interior Walls (59)
- Plumbing Complete (80)
- HVAC Ductwork (89)
- CQC Inspection of Entire Facility (93)
- Prefinal Inspection (98)
25Step 3
- ACO must express serious and sincere interest and
commitment at the preconstruction conference in
the use of the NAS Schedule by the contractor for
planning control of all of the work activities in
the contract throughout the entire contract
duration. - The Contractors home office, subcontractors and
field superintendent must also express their
sincere interest and commitment to the meaningful
preparation and use of the NAS Schedule through
the entire contract at the preconstruction
conference.
26Managing Schedules
- Recommendations
- Develop Challenging duration goals and post the
dates ! - Inspect what you Expect !
- Demand complianceTrack it !
27Step 4
- The Contractor (Subcontractors) and the
Government must perform a reasonable and
meaningful monthly evaluation of the updated NAS
Schedule to include review of the Contractors
Narrative Report and plans for corrective actions
if needed during the following month. - ACO must require and updated NAS Schedule
evaluation meeting with the Contractor and
Scheduler to evaluate progress on critical path
milestones, trends, and actual start and finish
dates to determine if contractor is following the
NAS Schedule and that Schedule is still
reasonable.
28Narrative Report
- The contractor should provide a comprehensive and
meaningful narrative report with the preliminary,
initial NAS submittals and all monthly updates. - The narrative report should be reviewed by the
government representative prior to scheduling the
second monthly progress meeting with the
contractor to perform a joint analysis and
evaluation of the updated NAS schedule.
29Narrative Includes
- Abstract is / is not on schedule
- Critical Path list events
- Milestones that must complete this month
- Discussion
- Status information
- Crew Size
- Activities that need to be pushed
- List of phases in operation in coming weeks
30Sample Narrative
31Milestone Report
- The purpose of the schedule, updates, and
analysis is to forecast probable effects on the
completion date factoring in happenings that have
occurred to date. - The theory is if we do not change our current
work plan, this is what will probably occur.
32Step 5
- ACO Must require the Project Engineer and the
Superintendent to jointly input (actual start and
finish dates) data into the LS-AS / LF-AF NAS
sort weekly during the weekly coordination
meeting and to monitor the scheduled late start
and late finish dates as compared to the actual
start and finish dates observed during each month.
33Late Start / Late Finish Sort
- Created from the Monthly NAS Schedule Update.
- Excellent Tool for continually monitoring monthly
progress. - A must for determining time impact resulting from
contract changes.
34Using the LS / LF Sort
- Must use latest updated NAS (including all mods
with time and weather mods). - LS Dates in chronological order from NTP to CCD.
- Actual Start Finish Dates are indicated and
compared to the scheduled LS / LF dates to note
trends (falling behind).
35Using the LS / LF Sort
- PE Superintendent must note the float for each
activity to identify the critical path. - PE Superintendent must agree on the actual
start and finish dates. Dates must be entered in
the sort. - PE Superintendent note (if activity is late)
and take appropriate action.
36Step 6
- ACO Withhold 10 retainage on progress payments
when the NAS schedule float sort indicates any
negative float and continue until there is 0
negative float.
37Step 7
- ACO must require the contractor to prepare a
supplemental recovery schedule if the NAS
Schedule Float Sort indicates negative 20
work-days or 30 calendar-days
38Situation
- Slipped schedule for the contract (Contract
Schedule indicates greater than 30 calendar days
negative float - The contractor should prepare a supplemental
recovery schedule - The contractor should select a number of work
activities indicated to be on the contract
critical path-- which are scheduled to be
accomplished within the next 2-3 months
(contractors choice for selection of work
activities)
39Supplemental Plan
- The contractor should then reduce (CRASH) the
original durations of all of the selected
critical work activities such that the negative
float is reduces to 0 float at the end of the
selected 2-3 month period and the original
schedule is regained. - The contractor must use additional resources,
additional crews, and/or overtime shifts.
40Supplemental Plan
- The contractor should submit his supplemental
recovery schedule for approval to the Contracting
Officer. - The government representative should monitor the
contractors performance and progress on his
accelerated supplemental recovery schedule
weekly.
41Recovery Plan In-Action
42Step 8
- ACO will prepare and recommend an Interim
Unsatisfactory Evaluation to the Contracting
Officer if the contractor is not implementing his
supplemental recovery schedule during the first
month of the 3-month recovery period reducing
the negative float by increasing manpower
resources (crew hours/week) for the future
critical and near critical work activities, as
indicated in the supplemental recovery schedule.
43Step 9
- ACO must require the contractor to prepare
another supplemental recovery schedule should
the first supplemental recovery schedule fail to
result in the recovery of the original schedule.
The KO may direct the contractor to comply with
his supplemental recovery schedule and/or
increase the crew hours/week (adding manpower
and/or overtime periods) in accordance with the
FAR Clause for Schedules FAR 52.236 15
44Step 10
- ACO must consider a Final Unsatisfactory Rating
should the contractor fail to implement the
supplemental recovery schedule as directed.
45Steps for Schedule Management
- 1. ACO Must assure necessary contract
requirements are included in Enhanced
Specification 01320 - 2. Prime Contractor Must prepare a reasonable
initial (baseline) schedule meeting 4-tests. - 3. ACO Must express serious and sincere interest
and commitment at the Pre-Construction
Conference. - 4. The Contractor (subs included) and the
Government must perform two-monthly evaluations
of updated NAS. - 5. ACO must require Project Engineer and
Superintendent to jointly input AS and AF dates
into RMS and the NAS Schedule (review weekly).
46Steps for Schedule Management
- 6. ACO withhold 10 retainage when the NAS Total
Float sort indicates negative float. Continue
until zero. - 7. ACO must require contractor to prepare
supplemental recovery schedule if the NAS sort
indicates negative 20 work days or 30
calendar-days. - 8. ACO will prepare and recommend an Interim
Unsatisfactory Rating to the KO if supplemental
schedule fails to reduce negative float
(3-months) - 9. ACO must require another supplemental recovery
schedule. KO may direct increased crew, hours,
O/T. - 10. ACO must consider Final Unsatisfactory Rating
should Contractor fail to recover schedule.
47Cost
- In general, costs are acceptable.
- Others want dramatically reduced costs.
- Improving costs means
- Paying attention to small details
- Getting the design right the first time
- Managing costs during construction
48Cost Growth
- Unpredictable material and labor shortages
- Errors in the design
- Differing Site Conditions
- User requested changes
- Shortage of project funds
49Keys for Controlling Cost
- Teamwork and communications
- Maintaining forward progress
- Active problem solving
- Daily positive attitude
- Maintaining a working partnership
50Summary
- Military Construction Transformation requires
- Conveying Expectations
- Sharing tips for success through our communities
of practice and professional societies - Knowing what we devote our most attention and
resources to (Education Training) - Feedback (PEC and Knowledge Forum)
51For More Informationhttp//www.doklibrary.com/
52Questions?
Establishing Managing a Reasonable
ScheduleDOK Practicum on Schedule