Description
A department is a part of a larger organization with a specific responsibility. For the division of organizations into departments, see departmentalization.
Oregon Department of Transportation
The Project Delivery System
From Idea to Construction
The intent of this booklet is to provide citizens, elected of?cials, and stakeholders with key information about project delivery. The Oregon Department of Transportation (ODOT) is responsible for the entire lifecycle of transportation improvement projects on the state highway system. This includes program development, project development, awarding construction contracts, construction management, and maintenance. This booklet highlights the ?rst four stages, which are collectively known as project delivery.
Project delivery begins with planning and analysis and ends when the project is constructed. Each stage has components that include activities and products. Several business functions overlap the activities throughout the process. The project delivery system is illustrated in the booklet’s centerfold, and is explained in the following pages. Additionally, the methods for delivering a project, as well as the types of projects delivered, are described towards the end of this booklet.
{
Program Development Project Development Award Construction Contract Construction Management Maintenance
Project Delivery System
1
Program development is the ?rst stage of a transportation project, occurs before the start of a project, and begins with transportation planning at the state and local levels. During this stage, stakeholders such as citizens, elected of?cials, local and regional governments, metropolitan planning organizations (MPOs) and ODOT, identify potential projects for possible inclusion in the Statewide Transportation Improvement Program (STIP). The Program Development stage ends when the Oregon Transportation Commission (OTC) and the Federal Highway Administration (FHWA) approve the STIP. The identi?cation and planning of transportation needs is an on-going process, and the STIP is updated on a twoyear cycle. This stage has ?ve major components: • Transportation Planning: Plans are developed to identify transportation needs and outline a system of transportation facilities and services to meet those needs. These plans include the Oregon Transportation Plan (OTP), modal plans including the Oregon Highway Plan (OHP), and local Transportation System Plans (TSPs) • Management Systems Analyses: Management systems are tools ODOT managers use to determine project priorities for pavement, bridge, and safety projects. • Identify Potential Projects: Transportation needs identi?ed in the Planning and Systems Analyses components are moved to a ranked list of future projects for consideration. • Scope, Schedule and Budget: Selected projects from the future projects lists are added to the draft STIP. Scoping teams review proposed project sites and develop scopes of work and project summaries. • Project Selection – Final STIP: ODOT’s STIP coordinator assigns funding to the project and veri?es that statewide program goals are met. The OTC and FHWA then approve the project and it is listed in the ?nal STIP.
2
Project Development, also known as Preliminary Engineering (PE), is the second stage for transportation projects and begins with the assignment of a project leader to a STIP project. Projects are further de?ned with a work plan, timeline, budget, and project design. The project is then prepared for construction contract bidding. This stage has seven major components: • Start Project: Projects are assigned to Project Leaders, who then form project teams and develop detailed project plans. • Survey, Maps, Engineering and Environmental Reports: Detailed maps are created; special reports, studies or analyses are developed; the geometric layout is con?rmed and access management needs are determined. • Approved Design: A project design is selected based on project location and conceptual designs. • Right of Way and Permits: Potential right-ofway needs are identi?ed; right-of-way issues are resolved through potential property and easement acquisition, owner relocation, or owner compensation; and required local and statewide permits are obtained. • Preliminary Plans: Plans that further bid document preparation, such as roadway, bridge, signal, and erosion control, are drafted. Plans are about 70% completed. • Advance Plans and Special Provisions: Detailed plans, speci?cations, and estimates of material quantities are developed. Plans are 90% completed. • Final Plans, Speci?cations and Estimates: Plans, speci?cations, and estimates are completed and ?nal bid documents are prepared.
3
Award Construction Contract is the third stage of transportation projects. It begins with advertising a project bid and ends when the construction contract is awarded. This stage has two major components: • Advertise and Bid Opening for Design/Bid/ Build Projects: A project is advertised, contractors bid, and a bid opening occurs. • Award Contract: The construction contract is awarded to the successful bidder.
4
Construction Management, also known as Construction Engineering (CE), is the last phase of transportation projects. A working relationship between ODOT and the contractor is established and the project is constructed based on ?nal plans and speci?cations. This stage has ?ve major components: • Before On-Site Work Begins: All requirements such as bonds, insurance, and subcontractor compliance, are met, and a Notice to Proceed is issued. • On-Site Work Begins: The contractor begins construction. The contractor is responsible to furnish materials and to do the required work according to the construction contract plans and speci?cations. • On-Site Work Completed: The contractor ?nishes all or part of the construction work, clean-up and removal of equipment and materials is completed, and ?nal project documentation is submitted. • Acceptance of Project: The Project Manager ensures all on-site construction and other work required under the contract is done, all equipment is removed, and all required certi?cations, bills, forms, and other documents are received from the contractor. • Completed Project: The project is complete when all project requirements have been met and ?nal payment has been made to the contractor.
5
Project business functions occur throughout project delivery. • Project Decision Structure: This structure resolves project issues by allowing for two-way communication between management and project teams. • Financial Plan: This plan estimates federal and state revenue and updates ?nancial information as receipts are ?nalized. • Intergovernmental Agreements: Intergovernmental agreements determine project obligations such as right-of-way or maintenance between governments and jurisdictions. • Reviews: Reviews help assess the quality of project designs and ensure a project conforms to technical, ?nancial, and scheduling guidelines. Reviews are conducted by ODOT managers and consultants working for ODOT. • Public Input and Involvement: ODOT provides opportunities for public involvement throughout the project delivery process to include stakeholders in decision-making.
8
ODOT uses the following project delivery methods to deliver quality projects on time and within budget: • In-Source: ODOT staff design projects and administer the construction contracts. Construction contractors bid on and build the projects. • Alternative Delivery (Out-Source) Program: This program integrates private sector resources into our project delivery system, which increases the agency’s capacity to deliver more projects. The alternative delivery program includes three delivery methods: • Design-Bid-Build: Portions of or the entire project are contracted. Construction is bid and contracted separately. • Design-Build: Engineering design and construction are combined into one solicitation and a ?rm or team of ?rms work together to deliver the project. Construction activities can proceed concurrent with design activities, thus accelerating project delivery. • Program Management: A program management ?rm is used to provide the day-to-day direction, organization, implementation and operational management of a related series of projects. An example is the OTIA III State Bridge Delivery Program. • Local Agency Projects: Local Agency Projects can be delivered by: • Consultants: A consultant is retained either by ODOT on behalf of the local agency, or the local agency itself, to deliver the project. • Quali?ed Agencies: Local agencies sign an agreement with ODOT to develop, bid, let, and award the projects, as well as provide construction engineering. • ODOT: ODOT provides project development, contract award, and construction engineering services for the local agency.
9
Project delivery system participants include interested and affected stakeholders and ODOT staff. ODOT staff provide management and project delivery oversight and support. Together, these participants conduct all of the project delivery system tasks.
External Stakeholders:
Local and Regional Jurisdictions: Includes towns, cities, counties, metropolitan planning organizations, Area Commissions on Transportation, Governor’s Economic Revitalization Team, Local Of?cials Advisory Committee, and Councils of Governments. By law, they coordinate with ODOT for statewide transportation planning and STIP development. Elected Of?cials: Includes elected of?cials such as mayors or county commissioners that advocate for transportation projects on behalf of constituents. Regulatory and Resource Agencies: Includes agencies, such as the Oregon Department of Fish and Wildlife or US Environmental Protection Agency, that provide oversight and enforce federal and state regulations. General Public: Any individual not af?liated with ODOT, government agencies, or local or regional jurisdictions and planning organizations. They can (individually or through an interest group or citizen advisory committee) affect projects in which they have an interest.
ODOT Management and Project Delivery Oversight:
Oregon Transportation Commission: Five Governorappointed members who coordinate and administer transportation programs by setting transportation policy and approving the STIP. ODOT Management: Directors and managers responsible for ODOT’s service delivery. Of?ce of Project Delivery: Provides leadership in all areas of project delivery to improve on-time and within budget performance for project delivery statewide. Regions deliver the projects – primarily through: Project Leaders and Project Teams manage, perform, and deliver activities and products for in-source projects.
10
Project Managers administer contracts for construction and are construction management experts for in-source projects. Region Technical Center Staff provide bridge, environmental, geo-hydro, right-of-way, roadway, survey, and traf?c support for delivery of regional projects. Consultant Project Managers coordinate and monitor project development and construction delivery components for out-sourced projects. Local Program Liaisons manage project development for local government projects.
ODOT Work Groups Providing Project Delivery Support:
HIGHWAY DIVISION
Technical Services Sections and Units provide oversight, subject area expertise, and overall rules, policies and guidelines for: • Access Management • Right of Way • Bridge Engineering • Roadway Engineering • Construction • Traf?c Engineering • Geo-Environmental & Operations Local Government manages project delivery for local government program projects. Maintenance helps to prolong the life and operation of transportation facilities after they are constructed. Highway Finance Of?ce provides program budget analysis and ?nding plans for projects.
OTHER ODOT DIVISIONS
Other ODOT Divisions provide guidance and tools to identify transportation needs, provide revenue and ?nancial information, and provide speci?c program oversight and assistance, including: Central Services Division: • Financial Services • Support Services • Information Systems Rail Division: • Highway-Railroad Grade Crossings/Applications Section Transportation Development Division: • Planning Section • Freight Mobility Section • Transportation Data 11
There are ?ve principal types of highway projects
12
}
Modernization Preservation Bridge Operations Safety
Funding for projects is based on the following types of highway projects, although some special projects have more restrictive, speci?c funding: Modernization Projects: Add capacity to the highway system to facilitate existing traf?c or accommodate projected traf?c growth. Preservation Projects: Protect the state’s investment in the transportation infrastructure by maintaining the existing system, especially pavements, beyond what can be done through routine maintenance. Bridge Projects: Improve the safety and condition of bridges, overpasses, tunnels, culverts, and walls, but do not increase capacity. Operations Projects: Increase the ef?ciency of the highway system including traf?c signals, ramp meters, variable message signs, or rockfall and slide repairs. Safety Projects: Improve hazardous highway locations and corridors including channelizing traf?c at intersections, improving railroad crossings, and adding lights, striping, signing, and continuous shoulder rumble strips. Special Program Projects: Meet special needs or mandates, and have funding that is more restrictive and speci?c, such as the pedestrian and bicycle program, transportation demand management program, or the National Scenic Byways program.
13
OREGON DEPARTMENT OF TRANSPORTATION
680 Cottage Street NE, Salem, Oregon 97301-2412 Phone: 503-986-4445 Toll-free: 1-888-ASK-ODOT http://www.oregon.gov/ODOT/HWY/OPD
SIC# 202283 (6-05)
OFFICE OF PROJECT DELIVERY
doc_682803352.pdf
A department is a part of a larger organization with a specific responsibility. For the division of organizations into departments, see departmentalization.
Oregon Department of Transportation
The Project Delivery System
From Idea to Construction
The intent of this booklet is to provide citizens, elected of?cials, and stakeholders with key information about project delivery. The Oregon Department of Transportation (ODOT) is responsible for the entire lifecycle of transportation improvement projects on the state highway system. This includes program development, project development, awarding construction contracts, construction management, and maintenance. This booklet highlights the ?rst four stages, which are collectively known as project delivery.
Project delivery begins with planning and analysis and ends when the project is constructed. Each stage has components that include activities and products. Several business functions overlap the activities throughout the process. The project delivery system is illustrated in the booklet’s centerfold, and is explained in the following pages. Additionally, the methods for delivering a project, as well as the types of projects delivered, are described towards the end of this booklet.
{
Program Development Project Development Award Construction Contract Construction Management Maintenance
Project Delivery System
1
Program development is the ?rst stage of a transportation project, occurs before the start of a project, and begins with transportation planning at the state and local levels. During this stage, stakeholders such as citizens, elected of?cials, local and regional governments, metropolitan planning organizations (MPOs) and ODOT, identify potential projects for possible inclusion in the Statewide Transportation Improvement Program (STIP). The Program Development stage ends when the Oregon Transportation Commission (OTC) and the Federal Highway Administration (FHWA) approve the STIP. The identi?cation and planning of transportation needs is an on-going process, and the STIP is updated on a twoyear cycle. This stage has ?ve major components: • Transportation Planning: Plans are developed to identify transportation needs and outline a system of transportation facilities and services to meet those needs. These plans include the Oregon Transportation Plan (OTP), modal plans including the Oregon Highway Plan (OHP), and local Transportation System Plans (TSPs) • Management Systems Analyses: Management systems are tools ODOT managers use to determine project priorities for pavement, bridge, and safety projects. • Identify Potential Projects: Transportation needs identi?ed in the Planning and Systems Analyses components are moved to a ranked list of future projects for consideration. • Scope, Schedule and Budget: Selected projects from the future projects lists are added to the draft STIP. Scoping teams review proposed project sites and develop scopes of work and project summaries. • Project Selection – Final STIP: ODOT’s STIP coordinator assigns funding to the project and veri?es that statewide program goals are met. The OTC and FHWA then approve the project and it is listed in the ?nal STIP.
2
Project Development, also known as Preliminary Engineering (PE), is the second stage for transportation projects and begins with the assignment of a project leader to a STIP project. Projects are further de?ned with a work plan, timeline, budget, and project design. The project is then prepared for construction contract bidding. This stage has seven major components: • Start Project: Projects are assigned to Project Leaders, who then form project teams and develop detailed project plans. • Survey, Maps, Engineering and Environmental Reports: Detailed maps are created; special reports, studies or analyses are developed; the geometric layout is con?rmed and access management needs are determined. • Approved Design: A project design is selected based on project location and conceptual designs. • Right of Way and Permits: Potential right-ofway needs are identi?ed; right-of-way issues are resolved through potential property and easement acquisition, owner relocation, or owner compensation; and required local and statewide permits are obtained. • Preliminary Plans: Plans that further bid document preparation, such as roadway, bridge, signal, and erosion control, are drafted. Plans are about 70% completed. • Advance Plans and Special Provisions: Detailed plans, speci?cations, and estimates of material quantities are developed. Plans are 90% completed. • Final Plans, Speci?cations and Estimates: Plans, speci?cations, and estimates are completed and ?nal bid documents are prepared.
3
Award Construction Contract is the third stage of transportation projects. It begins with advertising a project bid and ends when the construction contract is awarded. This stage has two major components: • Advertise and Bid Opening for Design/Bid/ Build Projects: A project is advertised, contractors bid, and a bid opening occurs. • Award Contract: The construction contract is awarded to the successful bidder.
4
Construction Management, also known as Construction Engineering (CE), is the last phase of transportation projects. A working relationship between ODOT and the contractor is established and the project is constructed based on ?nal plans and speci?cations. This stage has ?ve major components: • Before On-Site Work Begins: All requirements such as bonds, insurance, and subcontractor compliance, are met, and a Notice to Proceed is issued. • On-Site Work Begins: The contractor begins construction. The contractor is responsible to furnish materials and to do the required work according to the construction contract plans and speci?cations. • On-Site Work Completed: The contractor ?nishes all or part of the construction work, clean-up and removal of equipment and materials is completed, and ?nal project documentation is submitted. • Acceptance of Project: The Project Manager ensures all on-site construction and other work required under the contract is done, all equipment is removed, and all required certi?cations, bills, forms, and other documents are received from the contractor. • Completed Project: The project is complete when all project requirements have been met and ?nal payment has been made to the contractor.
5
Project business functions occur throughout project delivery. • Project Decision Structure: This structure resolves project issues by allowing for two-way communication between management and project teams. • Financial Plan: This plan estimates federal and state revenue and updates ?nancial information as receipts are ?nalized. • Intergovernmental Agreements: Intergovernmental agreements determine project obligations such as right-of-way or maintenance between governments and jurisdictions. • Reviews: Reviews help assess the quality of project designs and ensure a project conforms to technical, ?nancial, and scheduling guidelines. Reviews are conducted by ODOT managers and consultants working for ODOT. • Public Input and Involvement: ODOT provides opportunities for public involvement throughout the project delivery process to include stakeholders in decision-making.
8
ODOT uses the following project delivery methods to deliver quality projects on time and within budget: • In-Source: ODOT staff design projects and administer the construction contracts. Construction contractors bid on and build the projects. • Alternative Delivery (Out-Source) Program: This program integrates private sector resources into our project delivery system, which increases the agency’s capacity to deliver more projects. The alternative delivery program includes three delivery methods: • Design-Bid-Build: Portions of or the entire project are contracted. Construction is bid and contracted separately. • Design-Build: Engineering design and construction are combined into one solicitation and a ?rm or team of ?rms work together to deliver the project. Construction activities can proceed concurrent with design activities, thus accelerating project delivery. • Program Management: A program management ?rm is used to provide the day-to-day direction, organization, implementation and operational management of a related series of projects. An example is the OTIA III State Bridge Delivery Program. • Local Agency Projects: Local Agency Projects can be delivered by: • Consultants: A consultant is retained either by ODOT on behalf of the local agency, or the local agency itself, to deliver the project. • Quali?ed Agencies: Local agencies sign an agreement with ODOT to develop, bid, let, and award the projects, as well as provide construction engineering. • ODOT: ODOT provides project development, contract award, and construction engineering services for the local agency.
9
Project delivery system participants include interested and affected stakeholders and ODOT staff. ODOT staff provide management and project delivery oversight and support. Together, these participants conduct all of the project delivery system tasks.
External Stakeholders:
Local and Regional Jurisdictions: Includes towns, cities, counties, metropolitan planning organizations, Area Commissions on Transportation, Governor’s Economic Revitalization Team, Local Of?cials Advisory Committee, and Councils of Governments. By law, they coordinate with ODOT for statewide transportation planning and STIP development. Elected Of?cials: Includes elected of?cials such as mayors or county commissioners that advocate for transportation projects on behalf of constituents. Regulatory and Resource Agencies: Includes agencies, such as the Oregon Department of Fish and Wildlife or US Environmental Protection Agency, that provide oversight and enforce federal and state regulations. General Public: Any individual not af?liated with ODOT, government agencies, or local or regional jurisdictions and planning organizations. They can (individually or through an interest group or citizen advisory committee) affect projects in which they have an interest.
ODOT Management and Project Delivery Oversight:
Oregon Transportation Commission: Five Governorappointed members who coordinate and administer transportation programs by setting transportation policy and approving the STIP. ODOT Management: Directors and managers responsible for ODOT’s service delivery. Of?ce of Project Delivery: Provides leadership in all areas of project delivery to improve on-time and within budget performance for project delivery statewide. Regions deliver the projects – primarily through: Project Leaders and Project Teams manage, perform, and deliver activities and products for in-source projects.
10
Project Managers administer contracts for construction and are construction management experts for in-source projects. Region Technical Center Staff provide bridge, environmental, geo-hydro, right-of-way, roadway, survey, and traf?c support for delivery of regional projects. Consultant Project Managers coordinate and monitor project development and construction delivery components for out-sourced projects. Local Program Liaisons manage project development for local government projects.
ODOT Work Groups Providing Project Delivery Support:
HIGHWAY DIVISION
Technical Services Sections and Units provide oversight, subject area expertise, and overall rules, policies and guidelines for: • Access Management • Right of Way • Bridge Engineering • Roadway Engineering • Construction • Traf?c Engineering • Geo-Environmental & Operations Local Government manages project delivery for local government program projects. Maintenance helps to prolong the life and operation of transportation facilities after they are constructed. Highway Finance Of?ce provides program budget analysis and ?nding plans for projects.
OTHER ODOT DIVISIONS
Other ODOT Divisions provide guidance and tools to identify transportation needs, provide revenue and ?nancial information, and provide speci?c program oversight and assistance, including: Central Services Division: • Financial Services • Support Services • Information Systems Rail Division: • Highway-Railroad Grade Crossings/Applications Section Transportation Development Division: • Planning Section • Freight Mobility Section • Transportation Data 11
There are ?ve principal types of highway projects
12
}
Modernization Preservation Bridge Operations Safety
Funding for projects is based on the following types of highway projects, although some special projects have more restrictive, speci?c funding: Modernization Projects: Add capacity to the highway system to facilitate existing traf?c or accommodate projected traf?c growth. Preservation Projects: Protect the state’s investment in the transportation infrastructure by maintaining the existing system, especially pavements, beyond what can be done through routine maintenance. Bridge Projects: Improve the safety and condition of bridges, overpasses, tunnels, culverts, and walls, but do not increase capacity. Operations Projects: Increase the ef?ciency of the highway system including traf?c signals, ramp meters, variable message signs, or rockfall and slide repairs. Safety Projects: Improve hazardous highway locations and corridors including channelizing traf?c at intersections, improving railroad crossings, and adding lights, striping, signing, and continuous shoulder rumble strips. Special Program Projects: Meet special needs or mandates, and have funding that is more restrictive and speci?c, such as the pedestrian and bicycle program, transportation demand management program, or the National Scenic Byways program.
13
OREGON DEPARTMENT OF TRANSPORTATION
680 Cottage Street NE, Salem, Oregon 97301-2412 Phone: 503-986-4445 Toll-free: 1-888-ASK-ODOT http://www.oregon.gov/ODOT/HWY/OPD
SIC# 202283 (6-05)
OFFICE OF PROJECT DELIVERY
doc_682803352.pdf