Bureau of Engineering Project Delivery Manual

Chapter: Procedure: Revised:

1 OVERVIEW OF PROJECT DELIVERY 1.3 PROJECT DELIVERY FLOWCHART

March 8, 2012

PURPOSE The Bureau has divided the project delivery process into five distinct phases, Pre-Design, Design, Bid and Award, Construction, and Post-Construction. The attached flowchart (Attachment 1.3-1) shows the first three phases of project delivery and depicts the major steps required to successfully take a project from initiation to the start of construction. The Construction and Post-Construction phases are described later in this Manual. The purpose of this Procedure is to summarize the project delivery process depicted in the attached flowchart. REFERENCES N/A RESPONSIBILITIES Project Manager (PM): The Project Manager assumes overall responsibility for delivery of the project. During Pre-Design, the PM is specifically responsible for opening the project work order, verifying project funding, defining the project scope, selecting the Project Delivery Team, and negotiating a Memorandum of Understanding (MOU) as required for the particular project. The PM oversees the analysis of project alternatives and assists the PE in identifying utility conflicts, property needs, and environmental and geotechnical issues. The PM also oversees development of the Quality Assurance/Quality Control (QA/QC) Program that will be used for the project, the Class C cost estimate, and the pre-design report. During design, the PM is responsible for requesting preparation of plans from the Bureau of Street Lighting, Department of Transportation, and others as required. The PM also ensures proper completion of the QA/QC program adopted for the project. The PM is responsible for all cost estimates conducted for the project. The PM must also obtain approval to advertise the project for bid. Project Engineer (PE): The Project Engineer is responsible for all technical aspects of the project including the analysis of project alternatives, preparation of the pre-design report, and actual management of the selected QA/QC program. The PE may provide assistance to the PM in preparation of cost estimates for the project.
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ATTACHMENTS / LINKS 1.3-1 Project Delivery Process Flowchart 1.3-2 "Shall" and "Must" Checklist

PROCEDURE The Bureau of Engineering has created a "Shall" and "Must" Checklist (Attachment 1.3-2) as a reference tool to assist Project Managers by identifying the major tasks involved in project delivery from initiation to award. Following is a description of the first three phases along with the steps required in each, as depicted in the attached flowchart (Attachment 1.3-1).

Pre-Design The Pre-Design Phase results in the preparation of a pre-design report. It begins with opening the work order. The next step is to verify that funding is available for the project. If funding is not yet available, the Project Manager must attempt to obtain it. If funding cannot be readily obtained or satisfactorily ensured, work on the project must cease. Next, the Project Manager defines the scope of the project. In defining the scope, it may also be necessary to prepare a concept report that discusses project alternatives and solidifies the project scope, as well as develops a recommended project. Upon finalizing the project scope, the Project Manager works with the Program Manager to select the Project Delivery Team. Depending on the program, the Project Manager may then negotiate a MOU with the Owner/Client department. It is critical to study the project in enough detail to ensure that the best possible solution to the problem has been selected. The Project Manager should develop a number of alternatives for implementing the project; for the most likely of these alternatives, the PM conducts an analysis to identify any potentially serious issues such as utility conflicts, right-of-way, geotechnical, or environmental. The Project Manager then ensures that the Design Team develops a QA/QC program for the recommended project alternative and prepares a Class C estimate. The pre-design report, along with the recommended project alternative and Class C estimate, is then approved and signed by the Client representative. For all grant-funded projects, the Project Manager must at this time submit the appropriate forms to the funding agency for its approval.

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Design Once the Client has approved the pre-design report, the Design Team initiates the Design Phase by requesting a survey and geotechnical report, if required, and begins development of the design documents. At the completion of pre-design, the Project Manager ensures that the cost estimate is updated and that the design will not exceed the budgeted or anticipated funds available. (Note: If the project cost cannot be kept within these funds, the Client should be notified for a go or no-go decision.) Following completion of pre-design, it is important to continue the formal environmental approval process, as well as start the permit processes. However, if the selection of alternatives involves environmental issues, then the required environmental approvals should be identified during pre-design. It is also important to begin any required right-of-way activities, submit the design documents to the Cultural Affairs Department if impacted by the planned construction project, and analyze utility conflicts. The Design Team continues to develop the Design Documents. Upon reaching about 50% design completion, the Project Manager may request preparation of a Class B cost estimate. Whether or not a formal Class B estimate is prepared depends on a number of factors including the size and complexity of the project, the extent of any changes from the previous estimate, the likelihood of the project budget being at risk, and the PMs judgment whether the benefits outweigh costs associated with preparing the estimate. Anytime a new cost estimate is prepared, the PM should check it against the budgeted or available funding. The Project Manager should strive to design the project within the approved budget; however, there are times when this may be virtually impossible or doing so would leave a shell of a project that may not be worth pursuing. The PM must then raise this issue to the Program Manager and Oversight Committee or Client, as appropriate. If the project is in the public right-of-way, the Project Manager requests preparation of plans from the Bureau of Street Lighting, Department of Transportation, or any other department or Bureau that will provide sheets for the plan set. The PM also initiates coordination of utilities and ensures that the adopted QA/QC reviews are conducted. The Design Team continues to develop the design documents. After completion of 90% design documents, the Project Manager is responsible to see that the City Engineers Class A estimate is prepared. Again, the new cost estimate is checked against budgeted or available funding. The Design Team continues to develop the project plans and finalizes the project specifications. Comments received during the 90% QA/QC reviews are incorporated as appropriate

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to prepare the 100% plans and specifications and any revisions made to the Class A cost estimate. The 100% plans are signed by the Program Manager and then the City Engineer, completing the design phase.

Bid and Award The Bid and Award process begins after the City Engineer signs the construction plans. The signed plans are delivered to the Project Award and Control Division (PACD) for indexing and microfilming. For grant-funded projects, the Project Manager obtains approval to advertise from the grant funding agencies. The Project Manager continually monitors project status throughout the Bid and Award phase and takes all actions required to expedite the process. PACD prepares the bid package, forwards two sets to the Board of Public Works, and requests Board approval to advertise. Following Board approval, the City Clerks Office places the official advertisement inviting bids for the project. PACD then distributes the bid package documents to interested contractors and maintains the Bureaus List of Projects Out to Bid. After the advertising period, bids are usually due on a Wednesday by 10:00 a.m. at the Board Office and are opened in public session immediately after they are received. The Bureau of Contract Administrations Office of Contract Compliance (OCC) reviews the bidders compliance with Good Faith Effort (GFE) requirements. PACD evaluates the bids and combines their review with OCCs determination of GFE compliance to determine the lowest, responsive, and responsible bidder. A Board Report recommending award of the contract is prepared by PACD and is then approved by the Board of Public Works. This constitutes the formal award of the contract to the selected Contractor. Award of the contract by the Board signals the end of the Bid and Award Phase. The project then moves to the Construction Phase. (See Chapters 15 through 25 of this Manual for detailed procedures for the Construction and Post-Construction phases of project delivery.)

Shall and Must Checklist To assist in the project delivery process, the "Shall" and "Must" checklist (Attachment 1.3-2) has been created. The checklist is provided as a guide and are not meant to represent the exclusive responsibilities of any party.

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RELATED PROCEDURES Procedure 1.1 Introduction Procedure 1.2 Phases of a Project Chapter 3 Initiating a Project Chapter 7 Pre-Design Chapter 8 Design Phase Chapter 9 QA/QC during Design Chapter 10 Project Specifications and Bid Proposal Chapter 11 Permits and Approvals Chapter 12 Preparing the Bid Package Documents Chapter 13 Advertising a Project for Bids Chapter 14 Awarding the Construction Contract

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