Corps Expectations for Constructing

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Corps Expectations for Constructing

• Masters Level Tips for Success

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MILCON Transformation

• Timeliness
• Drastic improvements needed
• Cost
• Customers want reductions based upon budgetary
  constraints (design to 70 PA)
• Quality
• Generally speaking, customers are pleased

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Feedback 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

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Quality

• 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.

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Responsibilities / 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.

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Quality

• 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.

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Contracting 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.

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Contracting 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)

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Certification 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.

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QCS

• 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.

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Timeliness

• 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!

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Why Improve?

• If you cannot execute on schedule, execute
  earlier!

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Goals (NTP to BOD)

• 365 days for PA lt 5M
• 540 days for PA between 5M and 20M
• 730 days for PA gt 20M

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Managing 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).

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10-Steps
Step-by-step process for timely completion
utilizing proactive schedule management
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Step 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.

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Step 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

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Total Float Sort

• List of activities showing time available to the
  critical path or to the completion of the project.

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Milestone Sort

• Listing of project milestones that represent the
  end of a series of related activities or an
  accomplishment in the course of a project.

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Earning Curve
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NASA Earnings Projector
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NASA Earnings Projector
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Manpower Resource Plot
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Milestone/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)

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Step 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.

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Managing Schedules

• Recommendations
• Develop Challenging duration goals and post the
  dates !
• Inspect what you Expect !
• Demand complianceTrack it !

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Step 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.

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Narrative 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.

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Narrative 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

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Sample Narrative
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Milestone 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.

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Step 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.

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Late 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.

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Using 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).

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Using 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.

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Step 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.

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Step 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

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Situation

• 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)  

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Supplemental 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.

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Supplemental 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.

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Recovery Plan In-Action
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Step 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.

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Step 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

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Step 10

• ACO must consider a Final Unsatisfactory Rating
  should the contractor fail to implement the
  supplemental recovery schedule as directed.

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Steps 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).

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Steps 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.

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Cost

• 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

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Cost Growth

• Unpredictable material and labor shortages
• Errors in the design
• Differing Site Conditions
• User requested changes
• Shortage of project funds

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Keys for Controlling Cost

• Teamwork and communications
• Maintaining forward progress
• Active problem solving
• Daily positive attitude
• Maintaining a working partnership

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Summary

• 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)

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For More Informationhttp//www.doklibrary.com/
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Questions?
Establishing Managing a Reasonable
ScheduleDOK Practicum on Schedule