Description
Rehabilitation engineering is the systematic application of engineering sciences to design, develop, adapt, test, evaluate, apply, and distribute technological solutions to problems confronted by individuals with disabilities.
I 90 / Broadway Interchange East Signal System Rehabilitation
Design/PS&E Phase
Project Management Plan
XL3681 – I 90 Broadway East Signal System Rehabilitation MP 286.24 F09048F Eastern Region Traffic Office 1/4/2010
Project Description:
This is a federally funded Major Electrical Rehabilitation Preservation (P3) project. This project will replace the existing signal components that have exceeded their service life, providing an updated signal system for 10-15 years of operational service for future transportation needs in the vicinity of this interchange. The components being considered for replacement are as follows, but not limited to, service cabinet, underground conduit and conductors, junction boxes and signal heads. These needs are based on a field review conducted with ER Signal Shop personnel. Construction items of work will include trenching or boring to install conduit to a depth of 24" below grade, replacing existing junction boxes with new junction boxes, pulling conductors, replacing externally mounted signal appurtenances and traffic control. Conduit and boxes will be installed in same locations as existing. Construction of the project is scheduled to begin mid June 2010 and be operationally complete by September 2010.
Team Mission/Assignment:
The project team will deliver a PS&E package that fulfills the intent of the project scope and its purpose, working within the guidelines of our Design Manual, Standard Specifications, Standard Plans and other WSDOT manuals. With a unified effort we will produce and put to Ad, by the agreed upon advertisement date, a contract that is biddable and buildable within allocated construction funding.
Team Identification
The Traffic Office is the lead for project design with the following team members: Traffic Engineer – Harold White, P.E. Assistant Traffic Engineer – Larry Frostad, P.E. Project Manager – Becky Spangle Design Lead –Dale Kassa The following support groups will also play a significant part of project design, advertisement, and award: -- Signal Shop/Maintenance -- Design & R/W/Plans -- Utilities -- Environmental -- Program Management The following outside entities could be involved with some portion of the project: -- Utility Owners -- WSP -- SRTC
Roles & Responsibilities:
The following groups agree to provide/perform the following items/tasks towards accomplishing the mission/assignments per their attached responses to our request for task information (Appendix A), which have been incorporated into the project schedule (Appendix B): Traffic Office – (team members listed above) Define, uphold the projects purpose and mission Produce plans, specials and estimates for a complete package for advertisement Traffic Engineer will be the Engineer of Record for contract plans Provide information and support to support groups to accomplish their tasks Coordinate and incorporate information from other groups into Design File & PS&E Monitor/Manage schedule (PMRS) and budget Present schedule and confidence reports at monthly status review meetings Communication lead Provide/acquire information to/from outside entities listed above who could have stakes in the project Signal Shop - Ken Heale, Dave Brinkley Assist with plan development Accompany designer on field reviews Participate in PS&E reviews Design/Plans – Ken Olson, P.E. Provide design and plan development technical assistance Provide Design Documentation Review Coordinate PS&E Reviews Construction Agreement/Notification Advertise & Award Contract Utilities – B. Marquette, ER Utilities Eng./D. Ratcliff Provide utility locations & technical assistance for design Provide Design Documentation Review for conflicts w/ design Utility Relocations & Prepare notifications to Utilities Provide Agreements/documentation for utility needs PS&E Review participant Environmental – Tammy Williams, Rebecca Smith, Dean Weaver Identify and assist with completing environmental requirements NEPA/SEPA Cultural Resource survey/documentation Biological assessment PS&E Review participant Program Management - Mike Gribner, P.E., Ray Thompson Funding Approval PS&E Review participant
The following members of the Management team agree to uphold the purpose and mission of the project, provide guidance and direction when necessary, remove roadblocks and facilitate communication: Eastern Region Project Development & Construction Engineer – Glenn Wagemann, P.E. Eastern Region Program Manager – Mike Gribner, P.E.
Communication Plan
In order to assure successful delivery of this project, it will be necessary for the project delivery team to accurately inform each other of their needs, updates and timelines. The guidelines outlined under Operating Guidelines will help us to accomplish this. The Traffic office staff is the primary contact for all project activities: Traffic Engineer Harold White 324-6550 Assistant Traffic Engineer Larry Frostad 324-6194 Project manager Becky Spangle 324-6560 Workzone & Signing Richard Moorhead 324-6552 Design Lead Dale Kassa 324-6551 Support Group contacts: Signal Shop Construction Design Environmental Maintenance Program Management Utilities Ken Heale Glenn Wagemann Ken Olson Tammy Williams Robert Blegen Mike Gribner Darryl Ratcliff 324-6555 324-6024 324-6100 324-6134 324-6586 324-6025 324-6122
Major Milestones
The following project milestones with dates can be found in the project schedule (Appendix B): PE Phase Start PMP Endorsed Design Approval Environmental Documentation Complete Preliminary Review Region Review Project Development Approval Final Signed PS&E to Region Construction Funding Approved Ad Package to HQ Ad Date
Measures of Success
For this project to be successful, the team must: contribute information to develop the project schedule/plan endorse the plan effectively manage resources, including funding, to stay on schedule and within budget
meet major milestone dates as scheduled in PMRS produce an ad ready PS&E by the scheduled advertisement date recognize team efforts and lessen encumbrances met by team members by evaluating and initiating, during the process, ways of improving the means. This in turn will lessen changes to decisions thereby improving scheduled progress. understand the roles and responsibilities of all team members
Boundaries
The boundaries for this project are as follows: Physical project limits – MP 286.24 Funding limits – PE $42,360 & CE $279,300 Major Milestone dates including 60% Constructability Review, Environmental Documentation Complete, PS&E Review and Ad date. Design consistent with WSDOT design standards and policies
Operating Guidelines
The project team agrees to operate under the following guidelines: Decision making process o Team members will voice and respect each others opinions o We will involve key players early for timely solutions o Team consensus of major decisions Team Meetings o Meetings will be held prior to Major Milestone dates when necessary to ensure schedule adherence and task deliverability. Communication o We will keep open lines of communication o The team will communicate through emails, memos, and letters. Important verbal communication will be documented in a project diary which can be found under G:\466001\XL3681 – Broadway East Signal Sys Rehab\PS&E\0000.00 – Diary. Managing Team Change o Early notice of team changes that could affect scheduled deliverables and awareness of available resources to overcome such changes. Managing Team Conflict o Resolve conflicts at earliest sign of conflict and at the lowest level possible before elevating up the chain of decision making.
Risk Management
The following items are areas of possible risk to the project and strategies to reduce and monitor these risks: Risk - Operating intersection under construction. Strategy - Transportation Management plan will define strategies to reduce impacts to the traveling public, local businesses, commercial freight, etc. The TMP will be prepared and reviewed early in the process so that specials and plans can be prepared to coincide with the strategies. Monitoring - Impacts will be discussed in confidence reports for reviews.
Change Management Plan
The Project Manager is responsible for managing change. Any change to the scope, schedule, or budget will require approval through Program Management. Team members must ensure that work within their areas remain within the defined project scope, schedule, and budget. When issues, actions, or circumstances occur that could cause a change in scope, personnel, budget, or schedule, team members must communicate potential changes to the project manager as early as possible and the project manager will determine whether the issue will lead to a change in scope, schedule, or budget. Verified changes will be communicated to the project team for endorsement. The project manager will be prepared to explain the effect of the change to the team, so schedules and budgets can be adjusted and effects of the change can be monitored.
Quality Plan
To ensure a quality product, the PS&E package will be reviewed by all parties listed on the Region Review Roster that can be found at: http://wwwi.wsdot.wa.gov/regions/eastern/DesignPlans/PSESupport.cfm All quality control procedures for the design of the project will be in accordance with the Design Manual, Standard Plans, Standard Specifications, Plans Preparation Manual, other WSDOT manual and FHWA requirements. The following reviews will be scheduled to ensure quality: Documentation Review Internal Preliminary Review Region Preliminary Review Region Review
Transition and Closure Plan
Transition The project will undergo a series of transitions and then closure. The following transition points have been identified for this project: Transition upon submittal of the PS&E package to Design/Plans for review, Ad & Award Transition “Hand off” from design to construction The project Design Documentation Package and PS&E will be accepted after all formal reviews are completed by the Design/Plans office and accepted by the approving authorities. The PS&E package will be accepted and prepared for advertisement upon completion of all scheduled tasks. Hand off from the Traffic Office to the Construction office assigned will take place during the Ad and Award process. All necessary information will be transferred to the Construction office and the Traffic Office will remain available to answer any questions regarding design. Closure Closure of the design phase will take place after Ad & Award. Project (PE) expenditures will continue through the project ad and award period. Once the project has been executed for construction, design project funding will be terminated.
Lessons Learned As part of the Transition and Closure plan we will document Lessons Learned. A lessons learned team meeting will be held upon completion of the design phase which will include an invitation to the support groups to provide them an opportunity to comment on the process. Archive The project will be archived in accordance with WSDOT established archiving policies for the PS&E package and documentation. The Design Documentation Package will be archived as per Region practice. Recognize and Reward The team will be recognized for accomplishments throughout the project and rewarded either informally or according to WSDOT’s recognition policies.
(Task Order Requests)
Appendix A
Appendix B (Project Schedule)
Appendix C (Endorsements)
Project Team Commitment XL3681 – I 90 Broadway East Signal System Rehabilitation
Work Plan Endorsement Statement By Committing to this Work Plan, the Project Team Members and Specialty Groups agree to undertake the duties, responsibilities, and directives per Executive Order E 1032.00 dated July 1, 2005. “We have provided information to the best of our knowledge regarding our role in this project. We endorse this Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing information and resources, actively participating, and effectively communicating. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.” Name: Harold White Larry Frostad Becky Spangle Dale Kassa Ken Heale Ken Olson Tammie Williams Brian Marquette Initials ______ ______ ______ ______ ______ ______ ______ ______ Role Traffic Engineer Assistant Traffic Engineer Project Manager Lead Designer Signal Shop Supervisor Design/Plans Engineer Environmental Coordinator Utilities
Management Endorsement XL3681 – I 90 Broadway East Signal System Rehabilitation
Work Plan Endorsement Statement By Committing to this Work Plan, the Executives and Senior Managers agree to undertake the duties, responsibilities, and directives per Executive Order E 1032.00 dated July 1, 2005. “We have provided information to the best of our knowledge regarding our role in this project. We endorse this Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing information and resources, actively participating, and effectively communicating. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.”
Name: Glen Wagemann Mike Gribner
Initials ______ ______
Role Region Project Development Engineer Region Program Manager
doc_534070400.pdf
Rehabilitation engineering is the systematic application of engineering sciences to design, develop, adapt, test, evaluate, apply, and distribute technological solutions to problems confronted by individuals with disabilities.
I 90 / Broadway Interchange East Signal System Rehabilitation
Design/PS&E Phase
Project Management Plan
XL3681 – I 90 Broadway East Signal System Rehabilitation MP 286.24 F09048F Eastern Region Traffic Office 1/4/2010
Project Description:
This is a federally funded Major Electrical Rehabilitation Preservation (P3) project. This project will replace the existing signal components that have exceeded their service life, providing an updated signal system for 10-15 years of operational service for future transportation needs in the vicinity of this interchange. The components being considered for replacement are as follows, but not limited to, service cabinet, underground conduit and conductors, junction boxes and signal heads. These needs are based on a field review conducted with ER Signal Shop personnel. Construction items of work will include trenching or boring to install conduit to a depth of 24" below grade, replacing existing junction boxes with new junction boxes, pulling conductors, replacing externally mounted signal appurtenances and traffic control. Conduit and boxes will be installed in same locations as existing. Construction of the project is scheduled to begin mid June 2010 and be operationally complete by September 2010.
Team Mission/Assignment:
The project team will deliver a PS&E package that fulfills the intent of the project scope and its purpose, working within the guidelines of our Design Manual, Standard Specifications, Standard Plans and other WSDOT manuals. With a unified effort we will produce and put to Ad, by the agreed upon advertisement date, a contract that is biddable and buildable within allocated construction funding.
Team Identification
The Traffic Office is the lead for project design with the following team members: Traffic Engineer – Harold White, P.E. Assistant Traffic Engineer – Larry Frostad, P.E. Project Manager – Becky Spangle Design Lead –Dale Kassa The following support groups will also play a significant part of project design, advertisement, and award: -- Signal Shop/Maintenance -- Design & R/W/Plans -- Utilities -- Environmental -- Program Management The following outside entities could be involved with some portion of the project: -- Utility Owners -- WSP -- SRTC
Roles & Responsibilities:
The following groups agree to provide/perform the following items/tasks towards accomplishing the mission/assignments per their attached responses to our request for task information (Appendix A), which have been incorporated into the project schedule (Appendix B): Traffic Office – (team members listed above) Define, uphold the projects purpose and mission Produce plans, specials and estimates for a complete package for advertisement Traffic Engineer will be the Engineer of Record for contract plans Provide information and support to support groups to accomplish their tasks Coordinate and incorporate information from other groups into Design File & PS&E Monitor/Manage schedule (PMRS) and budget Present schedule and confidence reports at monthly status review meetings Communication lead Provide/acquire information to/from outside entities listed above who could have stakes in the project Signal Shop - Ken Heale, Dave Brinkley Assist with plan development Accompany designer on field reviews Participate in PS&E reviews Design/Plans – Ken Olson, P.E. Provide design and plan development technical assistance Provide Design Documentation Review Coordinate PS&E Reviews Construction Agreement/Notification Advertise & Award Contract Utilities – B. Marquette, ER Utilities Eng./D. Ratcliff Provide utility locations & technical assistance for design Provide Design Documentation Review for conflicts w/ design Utility Relocations & Prepare notifications to Utilities Provide Agreements/documentation for utility needs PS&E Review participant Environmental – Tammy Williams, Rebecca Smith, Dean Weaver Identify and assist with completing environmental requirements NEPA/SEPA Cultural Resource survey/documentation Biological assessment PS&E Review participant Program Management - Mike Gribner, P.E., Ray Thompson Funding Approval PS&E Review participant
The following members of the Management team agree to uphold the purpose and mission of the project, provide guidance and direction when necessary, remove roadblocks and facilitate communication: Eastern Region Project Development & Construction Engineer – Glenn Wagemann, P.E. Eastern Region Program Manager – Mike Gribner, P.E.
Communication Plan
In order to assure successful delivery of this project, it will be necessary for the project delivery team to accurately inform each other of their needs, updates and timelines. The guidelines outlined under Operating Guidelines will help us to accomplish this. The Traffic office staff is the primary contact for all project activities: Traffic Engineer Harold White 324-6550 Assistant Traffic Engineer Larry Frostad 324-6194 Project manager Becky Spangle 324-6560 Workzone & Signing Richard Moorhead 324-6552 Design Lead Dale Kassa 324-6551 Support Group contacts: Signal Shop Construction Design Environmental Maintenance Program Management Utilities Ken Heale Glenn Wagemann Ken Olson Tammy Williams Robert Blegen Mike Gribner Darryl Ratcliff 324-6555 324-6024 324-6100 324-6134 324-6586 324-6025 324-6122
Major Milestones
The following project milestones with dates can be found in the project schedule (Appendix B): PE Phase Start PMP Endorsed Design Approval Environmental Documentation Complete Preliminary Review Region Review Project Development Approval Final Signed PS&E to Region Construction Funding Approved Ad Package to HQ Ad Date
Measures of Success
For this project to be successful, the team must: contribute information to develop the project schedule/plan endorse the plan effectively manage resources, including funding, to stay on schedule and within budget
meet major milestone dates as scheduled in PMRS produce an ad ready PS&E by the scheduled advertisement date recognize team efforts and lessen encumbrances met by team members by evaluating and initiating, during the process, ways of improving the means. This in turn will lessen changes to decisions thereby improving scheduled progress. understand the roles and responsibilities of all team members
Boundaries
The boundaries for this project are as follows: Physical project limits – MP 286.24 Funding limits – PE $42,360 & CE $279,300 Major Milestone dates including 60% Constructability Review, Environmental Documentation Complete, PS&E Review and Ad date. Design consistent with WSDOT design standards and policies
Operating Guidelines
The project team agrees to operate under the following guidelines: Decision making process o Team members will voice and respect each others opinions o We will involve key players early for timely solutions o Team consensus of major decisions Team Meetings o Meetings will be held prior to Major Milestone dates when necessary to ensure schedule adherence and task deliverability. Communication o We will keep open lines of communication o The team will communicate through emails, memos, and letters. Important verbal communication will be documented in a project diary which can be found under G:\466001\XL3681 – Broadway East Signal Sys Rehab\PS&E\0000.00 – Diary. Managing Team Change o Early notice of team changes that could affect scheduled deliverables and awareness of available resources to overcome such changes. Managing Team Conflict o Resolve conflicts at earliest sign of conflict and at the lowest level possible before elevating up the chain of decision making.
Risk Management
The following items are areas of possible risk to the project and strategies to reduce and monitor these risks: Risk - Operating intersection under construction. Strategy - Transportation Management plan will define strategies to reduce impacts to the traveling public, local businesses, commercial freight, etc. The TMP will be prepared and reviewed early in the process so that specials and plans can be prepared to coincide with the strategies. Monitoring - Impacts will be discussed in confidence reports for reviews.
Change Management Plan
The Project Manager is responsible for managing change. Any change to the scope, schedule, or budget will require approval through Program Management. Team members must ensure that work within their areas remain within the defined project scope, schedule, and budget. When issues, actions, or circumstances occur that could cause a change in scope, personnel, budget, or schedule, team members must communicate potential changes to the project manager as early as possible and the project manager will determine whether the issue will lead to a change in scope, schedule, or budget. Verified changes will be communicated to the project team for endorsement. The project manager will be prepared to explain the effect of the change to the team, so schedules and budgets can be adjusted and effects of the change can be monitored.
Quality Plan
To ensure a quality product, the PS&E package will be reviewed by all parties listed on the Region Review Roster that can be found at: http://wwwi.wsdot.wa.gov/regions/eastern/DesignPlans/PSESupport.cfm All quality control procedures for the design of the project will be in accordance with the Design Manual, Standard Plans, Standard Specifications, Plans Preparation Manual, other WSDOT manual and FHWA requirements. The following reviews will be scheduled to ensure quality: Documentation Review Internal Preliminary Review Region Preliminary Review Region Review
Transition and Closure Plan
Transition The project will undergo a series of transitions and then closure. The following transition points have been identified for this project: Transition upon submittal of the PS&E package to Design/Plans for review, Ad & Award Transition “Hand off” from design to construction The project Design Documentation Package and PS&E will be accepted after all formal reviews are completed by the Design/Plans office and accepted by the approving authorities. The PS&E package will be accepted and prepared for advertisement upon completion of all scheduled tasks. Hand off from the Traffic Office to the Construction office assigned will take place during the Ad and Award process. All necessary information will be transferred to the Construction office and the Traffic Office will remain available to answer any questions regarding design. Closure Closure of the design phase will take place after Ad & Award. Project (PE) expenditures will continue through the project ad and award period. Once the project has been executed for construction, design project funding will be terminated.
Lessons Learned As part of the Transition and Closure plan we will document Lessons Learned. A lessons learned team meeting will be held upon completion of the design phase which will include an invitation to the support groups to provide them an opportunity to comment on the process. Archive The project will be archived in accordance with WSDOT established archiving policies for the PS&E package and documentation. The Design Documentation Package will be archived as per Region practice. Recognize and Reward The team will be recognized for accomplishments throughout the project and rewarded either informally or according to WSDOT’s recognition policies.
(Task Order Requests)
Appendix A
Appendix B (Project Schedule)
Appendix C (Endorsements)
Project Team Commitment XL3681 – I 90 Broadway East Signal System Rehabilitation
Work Plan Endorsement Statement By Committing to this Work Plan, the Project Team Members and Specialty Groups agree to undertake the duties, responsibilities, and directives per Executive Order E 1032.00 dated July 1, 2005. “We have provided information to the best of our knowledge regarding our role in this project. We endorse this Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing information and resources, actively participating, and effectively communicating. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.” Name: Harold White Larry Frostad Becky Spangle Dale Kassa Ken Heale Ken Olson Tammie Williams Brian Marquette Initials ______ ______ ______ ______ ______ ______ ______ ______ Role Traffic Engineer Assistant Traffic Engineer Project Manager Lead Designer Signal Shop Supervisor Design/Plans Engineer Environmental Coordinator Utilities
Management Endorsement XL3681 – I 90 Broadway East Signal System Rehabilitation
Work Plan Endorsement Statement By Committing to this Work Plan, the Executives and Senior Managers agree to undertake the duties, responsibilities, and directives per Executive Order E 1032.00 dated July 1, 2005. “We have provided information to the best of our knowledge regarding our role in this project. We endorse this Work Plan and are committed to actively supporting it. We accept responsibility for fulfilling any aspect of the plan that applies to us, including providing information and resources, actively participating, and effectively communicating. Our endorsement is an active and positive statement that we are committed to fulfilling the responsibilities designated in this plan.”
Name: Glen Wagemann Mike Gribner
Initials ______ ______
Role Region Project Development Engineer Region Program Manager
doc_534070400.pdf