7b. Executive Review Panel report
Executive Review Panel Report Port of Seattle International Arrivals Facility September 11, 2018 ERP Assignment Review budget and cost growth Evaluate the GMP process, the proposed GMP, and identify if further review is necessary Review schedule timelines, including schedule growth and reliability, and identify appropriate actions to be taken Provide recommendations on project management and processes Evaluate lessons learned for use of Progressive Design-Build model on future projects 2 Approach Primary focus: Status of project Guaranteed Maximum Price (including cost, schedule, terms of contract) Recommendations for future improvement Reviewed appropriate documents. Conducted Interviews with identified Port staff, Program Management consultants, Contractor, Architect, Port Commission, and Partnering Consultant. Provided early management observations to facilitate completion of the GMP and improve overall effectiveness. 3 Fundamental Assumptions Regional need for the project is critical and unquestioned. Economic benefits are and will be substantial. The partnership between the Port and the current contractor is integral to the success of the project. 4 IAF is a Program of Large Projects Sterile Corridors 20% IAF Building 50% Pedestrian Walkway 20% Airside & Landside 10% 5 GMP Concepts 1. Progressive Design-Builder (PDB) prepares design which is then issued to trade contractors for bidding 2. "Open Book" contracting: Reimbursable costs (subject to audit) and lump-sum bids from trade contractors 3. "Progressive" design provides opportunities for scope development and stakeholder input 4. Guaranteed Maximum Price (GMP) can be negotiated before the design is complete 5. Construction overlaps design 6 ERP Assessment of GMP Cost 7 Key Considerations Independent cost estimate completed for direct costs Project fully underway Design complete Trade subcontractors bought out GMP price tied to schedule Substantial scope added Seattle is a super-charged market 8 Final GMP 9 GMP Cost Conclusions GMP price is reasonable GMP must fully replace "mini-GMPs" Need for firm control of future scope changes 10 ERP Assessment of GMP Schedule 11 Technical Schedule Review Clark Achievable per Activity Schedule Independent Analysis Substantial Completion May 30, South Satellite Sterile Corridor 2020 Substantial Completion May 30, Pedestrian Walkway 2020 May 30, Substantial Completion IAF 2020 November Pod D Phase 2 10, 2020 NOTE: The ERP's schedule review focused on construction activities; the activation period was not considered. 12 GMP Schedule Conclusions Schedule is achievable but aggressive Urgency is imperative 13 Panel Recommendations 14 Strengthen Port Program Management Assign Dave Soike as Port Executive to lead the program Designate Aviation Division executive with decision- making authority to partner with Dave Soike Organize staff and contractor teams around the large projects in the IAF program Clarify Port program management authority, decision- making and structure Port staff should be augmented appropriately: program management deputy, construction manager and other staff to support accelerated construction schedule Develop workplan and accountability mechanism for the implementation of improvement recommendations 15 Contract Management Expedited Delivery - Owner, Contractor, Designer, Stakeholders Extreme sense of urgency- only 21 months remaining to accomplish $485 million of construction Expedited Decision Making Full time POS Delivery Executive Commensurate Delegations of Authority Aviation Division and Delivery Organization Alignment Organization Aligned with Major Projects in the Program Teams adequately staffed for project scale and speed 16 Continue to Improve Owner Contractor Relationship Build on successful completion of GMP negotiation Manage the relationship Promote one-team mentality Continue facilitated partnership sessions Implement regular Dispute Resolution Board meetings Establish formal, clear change management process 17 GMP Schedule Recommendations Develop strategy for Pedestrian Bridge Element including: Necessary taxiway closure Center span installation Regular meetings to discuss potential impacts to operations Detailed shut-down work plan Contingency planning Finalize schedule impact for pending change orders Determine who controls/owns remaining schedule float Declare "pencils down" on further design changes 18 Increase Stakeholder Engagement Greater Partner Aviation Airlines & Community Tenants Agencies General public, Airline partners & Agencies with passengers, and concessionaires jurisdiction neighboring communities ACTIVE ENGAGEMENT | TRANSPARENCY | ORGANIZED & OFTEN ACTIVE ENGAGEMENT 19 Increase Project Visibility Create reporting vehicles for various audiences Establish a biweekly dashboard report for the Commissioners with Key Performance Indicators (KPIs) that are tracked and measured Schedule regular Commission updates on project status Enhance project page on Port website to show project status versus plan 20 Sample Commission Dashboard 21 Future Use of Progressive Design-Build (PDB) Good business reasons why the Port chose PDB for this program Port should carefully and independently evaluate all project delivery methods for future projects Each has benefits and risks depending on project complexity, business considerations, and organizational capacity and readiness 22 Questions 23
Limitations of Translatable Documents
PDF files are created with text and images are placed at an exact position on a page of a fixed size.
Web pages are fluid in nature, and the exact positioning of PDF text creates presentation problems.
PDFs that are full page graphics, or scanned pages are generally unable to be made accessible, In these cases, viewing whatever plain text could be extracted is the only alternative.