PORT OF SEATTLE 
MEMORANDUM 
COMMISSION AGENDA                      Item No.         6d 
ACTION ITEM 
Date of Meeting     September 10, 2013 
DATE:     September 3, 2013 
TO:        Tay Yoshitani, Chief Executive Officer 
FROM:    Ralph Graves, Managing Director, Capital Development 
SUBJECT:  Construction Document Management (CIP #C800521) 
Amount of This Request:         $900,000    Source of Funds:     64% Airport Dev Fund;
36% General Fund 
Est. Total Project Cost:           $900,000 
Est. State and Local Taxes:        $45,000    Est. Jobs Created:               Unknown 
Net Proceeds to the Port:              N/A 
ACTION REQUESTED 
Request Commission authorization for the Chief Executive Officer to (1) proceed with the
Construction Document Management  Project; (2) execute contracts to purchase hardware,
software, and vendor service; and (3) authorize the use of Port staff for implementation.  The
amount of this request is $900,000 for a total project cost of $900,000. 
SYNOPSIS 
Construction Management (CM) currently uses the LiveLink document management system as
its primary system to manage and store all documentation for large construction projects. This
system facilitates communications between  internal and external  team members such as 
contractually-required  submittals,  requests  for  information  (RFI),  change  requests,  daily
inspection and contractor reports, construction bulletins, and meeting minutes and is critical for
managing construction contracts worth some $200 million annually. The LiveLink version
installed at the Port lacks functionality to efficiently manage upcoming projects and the software
will be unsupported by the vendor in September 2013. 
The purpose of this project is to procure and implement a system to manage the workflow
(including  submittal,  review,  and  approval) and  archival   of  construction  documentation.
Information and Communication Technology (ICT) and CM  resources will collaborate to
complete the project.  This project was included in the Corporate Division's 2013-2017 capital
budget and plan of finance with a budget of $1,000,000. 


Template revised May 30, 2013.

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
September 3, 2013 
Page 2 of 5 
BACKGROUND 
CM, a unit of the Capital Development Division (CDD), oversees the majority of construction
projects at the Port. Once a project is in construction, the CM group is the focal point for general
contractors,  architects,  the  Port  Project  Management  Groups   (PMGs),  Facilities  and
Infrastructure (F&I), and other internal and external organizations. Currently, 720 workflow
communications on 33 active projects across the Port are being managed through LiveLink. The
Port owns a total of 350 LiveLink licenses; 170 assigned to internal users and 180 assigned to
external users. 
Critical Issues 
The current system lacks effective collaboration capability. Reviewers can't see each
other's comments adding work to compile comments and resolve conflicting feedback. 
Inflexible  forms  and  reports  that  were  originally  designed  to  facilitate  efficient
communication no longer work for current processes. An effort to upgrade these tools 
is not cost effective because LiveLink has been overtaken by better software programs.
LiveLink is an old program which the Port has used since 2002. 
A complex security configuration leads to mistakes in user authorization. 
The management of documentation is cumbersome and not intuitive requiring a high
level of CM involvement for continuous user training and system assistance. 
PROJECT JUSTIFICATION AND DETAILS 
The number of approved and planned construction projects has increased dramatically over the
past year with an over 60% increase in construction costs to be managed from 2012 to 2014.
Additionally, in 2015 and 2016, the multi-million dollar NorthSTAR program and potential
mega-projects, such as the International Arrivals Facility and reconstruction of Runway 16C, are
also anticipated to be in construction. These projects are in addition to a number of projects for
the Aviation, Seaport, and Real Estate divisions, including those for Seaport Environmental
remediation. A significant increase in CM staff will be required to support this effort. If the new
system is not implemented before the start of these mega-projects, the CM organization will
require more than doubling of our document management staff (through a combination of
outside consultants or new hires) to manage the upcoming work using an unsupported, outdated
and inefficient system. 
Project Objectives 
Purchase and implement a construction document workflow system that includes: 
Customizable workflows that automate the processes of document submission, review,
and approval. 
Collaboration tools for reviewers and managers to facilitate shared comments. 
Automatic filing to designated repositories with assigned retention schedules. 
Ability to capture and submit information with a mobile device.

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
September 3, 2013 
Page 3 of 5 
Scope of Work 
Procure via Request for Procurement (RFP), install, and configure a construction
document management system. 
Move documents currently stored in our legacy system to records repositories per
retention schedules. 
Train internal users and external partners on new processes. 
Schedule 
Commission Authorization                                        September 2013 
Procurement Complete                                           March 2014 
Deployment Complete                                          March 2015 
FINANCIAL IMPLICATIONS 
Budget/Authorization Summary                    Capital        Expense    Total Project 
Original Budget                                   $900,000              $0        $900,000 
Previous Authorizations                                  $0              $0               $0 
Current request for authorization                    $900,000               $0        $900,000 
Total Authorizations, including this request         $900,000               $0        $900,000 
Remaining budget to be authorized                      $0              $0              $0 
Total Estimated Project Cost                       $900,000              $0        $900,000 
Project Cost Breakdown                         This Request              Total Project 
Software License                                   $360,000                  $360,000 
Vendor Services                                    $150,000                 $150,000 
ICT Project Management/Technical                 $195,000                 $195,000
State & Local Taxes (estimated)                       $45,000                    $45,000 
Contingency (~20%)                              $150,000                 $150,000 
Total                                               $900,000                  $900,000 
Budget Status and Source of Funds 
This project was originally included in the Corporate Division's 2013-2017 capital budget and
plan of finance as a business plan prospective project with a budget of $1,000,000 within CIP
#C800521, Construction Document Management.

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
September 3, 2013 
Page 4 of 5 
Financial Analysis and Summary 
CIP Category                   Renewal/Enhancement 
Project Type                     Technology 
Risk adjusted discount rate       N/A 
Key risk factors                   N/A 
Project cost for analysis           $900,000 
Business Unit (BU)               Capital Development Division 
Effect on business performance   Will increase NOI after depreciation 
IRR/NPV                   N/A 
CPE Impact                   .01 
Lifecycle Cost and Savings 
License and maintenance costs are not expected to change as a result of this project. These costs
will continue to be budgeted in the ICT Operating Budget. 
STRATEGIES AND OBJECTIVES 
This project supports the Port's 2013 strategy to support the Port of Seattle's mission to
implement the Divisions' business plans by providing the necessary tools to efficiently manage
critical construction projects. 
ALTERNATIVES AND IMPLICATIONS CONSIDERED 
Alternative 1)  Upgrade the current system. This alternative would require a product upgrade,
new forms and reports, additional licenses, security assessment, and re-training. The estimated
five year cost for this option exceeds that of the recommended alternative. This is not the
recommended alternative. 
Alternative 2)  Continue to operate using the current version. With the planned increase in
construction projects and lack of support of LiveLink beyond September 2013 by the vendor,
using  the  current  system  would  require  additional  resources  to  support  the  document
management process. Additional licensing costs will also be incurred to accommodate  an
increase  in  LiveLink  users  for  these  upcoming  mega-projects  and  require  cumbersome
workarounds outside of the system to manage the large volume of construction documents. This
is not the recommended alternative. 
Alternative 3)  Select and implement a construction documentation workflow system via a
competitive procurement process. This alternative will provide the necessary tools to efficiently
manage critical construction projects. This is the recommended alternative. 
ATTACHMENTS TO THIS REQUEST 
None.

COMMISSION AGENDA 
Tay Yoshitani, Chief Executive Officer 
September 3, 2013 
Page 5 of 5 
PREVIOUS COMMISSION ACTIONS OR BRIEFINGS 
None.