Build management tools java,football coaching courses.com,corporate training jobs fort worth - For Begninners

This common book makes teaching and finding out by way of enjoying games a easy and a laugh revel in for everybody. Categories: Books, Business and Money, Communications, Counseling, Education and Teaching, Education Theory, Instruction Methods, Medical Books, Psychology, Reference, Schools and Teaching, Skills, Subjects. There are a variety of project management tools available and on this page we'll have a look at a few of them but will concentrate on the ones most useful for your self build. If you are searching for project management tools then you will have come across everything from PERTs to Critical Path Analysis. The WBS technique takes the whole task (Building Your House!) and subdivides it into manageable sections of work.
The example in the diagram shows the task divisions from breaking ground on a build to completing a watertight shell. Simply, the tasks to be completed are identified and listed down the left hand column and blocks of time are shaded in the corresponding row to show the start date, finish date and the duration of each task.
This example displays the construction phase tasks in the WBS above from breaking ground to a watertight shell. For a project management tool like the Gantt chart to work effectively it needs to be completed as accurately as possible at the planning stage. First off, identify all the tasks that need to be done to complete the build using the task list or WBS. If you are familiar with house building then you may be able to enter durations for your tasks from past experience.
The most accurate estimates will be obtained from the people who are doing the work, week in, week out. An accurate program represented in this way allows you to track when tasks need to occur and organise tradesmen, equipment and materials accordingly. The gantt chart clearly displays what should be happening on your project at any point in time.
If the project has slipped there may be areas in the schedule that can be adjusted to pull it back later on.
If you would like something a bit more sophisticated then have a look at project management software which takes the Gantt chart to the next level. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. A Workbreakdown Structure ( WBS) allows you to identify groups of activities that you need to accomplish in your project. The above network diagram shows the relationships (arrows) between the main activities (rectangles) that are required to build a shed.
After you have finished working on your network diagram, you need to create your Gantt chart. Thanks to the WBS, network diagram and Gantt chart you now know what are the activities involved in a project, the sequence of these activities, and the overall schedule of the project. The Pontoon Construction Project Team created the Project Management Plan and reviewed the attached SR 520 Bridge Replacement and HOV Program charter. Members of the project team demonstrated their commitment to achieving the program objectives by signing the charter, and have officially initiated the procedures and requirements as described in the Project Management Plan. The SR 520 Pontoon Construction Design-Build Project has several unique features that make it different from the way WSDOT traditionally manages construction projects. A Project Management Plan (PMP) was prepared in July 2009 for the pre-award phase of the pontoon construction facility and pontoons. This Project Management Plan (PMP) will describe the general responsibilities of the Project Team.
The SR 520 Pontoon Construction Project is a Design-Build (DB) project under the oversight of the SR 520 Bridge Replacement and HOV Program.
The purpose of the Pontoon Construction Design-Build Project is to deliver pontoons needed to replace the existing traffic capacity of the SR 520 Evergreen Point Bridge. To achieve this purpose, this project will build a new casting basin facility that can accommodate simultaneous construction of multiple pontoons and construct the pontoons needed for the first phase of the proposed bridge replacement.
When the facility is no longer needed to build SR 520 bridge pontoons, WSDOT would maintain the facility while adhering to environmental regulations applicable to the site and facility until decisions are made about the facility's future.
Deliver high quality pontoons for timely replacement of the SR 520 Floating Bridge employing the highest standards for stewardship of public resources and the environment. Update, December 2010: Construction will begin after all permits are received, which is expected to be within two to four months after ROD signature. We value managing the Project well by clarifying our priorities, defining expectations and directing all efforts toward addressing the most critical issues first. Individual success on this team depends on the whole team's success; so think of the team's needs first to guarantee your own success. Improve coordination, communication & productivity by measuring team processes and evaluating the way in which each manager is performing their job.
Ask yourself whether everything you do or assign to others is meaningful action or pointless activity.
Hold effective team meetings where information is shared, decisions are made and action is taken to make progress or priorities. Each member of the leadership team is given responsibility for leadership and management of the functional groups within the project team. The Business Group (BG) was established to lead and manage all business aspects of the project including budget and cost, risk analysis, schedule tracking and analysis, contractor payment, change management, contract compliance, reporting, and all office administration and document control. Responsible for the Office Engineering and Management team including contract compliance, office management, documentation, cost, change management, and performance measures. Responsible for overall change management process including developing estimates, analyzing DB proposals and creating change documents. Responsible for developing, preparing and distributing reports and assisting in all administrative matters. Support entire project team and ensure office and staff follow established procedures including employee orientation and training, accounts payable, office supplies, payroll, mail distribution, vehicle coordination and all other office functions.
The change management (CM) process will document all changes to the Contract in accordance with project and all standard WSDOT policies and procedures. Information systems used to administer and track changes to the Contract, will include CCIS and project detailed documentation and tracking. The Business Group, in conjunction with the Construction and Design teams, will evaluate change proposals in a collaborative effort with the DB. Once change approval has been received Change Management is initiated to document, track, and allow further evaluation prior to assigning a change order number within CCIS. Category A Changes can only be changed through Value Engineering Change Proposals or WSDOT directed changes.
Category B Changes can only be changed through a Design-Builder Proposed Change or a WSDOT directed change.
The scheduling processes and requirements provide several uses and benefits and enable WSDOT to 1) understand KG's plan to deliver the project within the time allowed, 2) plan WSDOT work force and other resource requirements, 3) advise the public and executive staff of major milestones, and 4) enable the Project Team to actively manage impacts to the Contract.
Costs will be compared to budget on a monthly basis and cost projections will be provided to the program office.
The Business Group, in conjunction with other team members, will continuously evaluate project risk.
Providing current information to program staff is critical to ensure risk issues take into account the follow-on phases of construction and not just those events that affect this project. The Project Team has identified performance measures to assist in evaluating the effectiveness and timeliness of processes, highlighting potential schedule and cost impacts, and documenting Team success. Each set of measures is based on a project goal and has been designed to provide specific information that is easily captured, provide a measure of project health, and allow for corrective action to get the task back on track. The process is intended to provide sufficient accountability to support monthly payments to the contractor. In order to validate and substantiate the Pay Estimate, WSDOT reviews design progress reports, inspector's reports, the CPM Schedule Update, and materials documentation. Several reports will be developed to provide "various levels of detail to different audiences.
The project team will set up the main office in the Puyallup area initially and subsequently in Aberdeen. Processes will be developed for items such as Payables, Office Equipment and Supplies, Office Support, Vehicle Use, and other typical office functions. Environmental: All documents within this area are related to environmental issues and permitting. This will be the primary file system used by WSDOT with a folder system index created for the storage and organization of files. The program is used by the Project for the purpose of documentation for those items that are shared. Closeout will begin early in the life of the project and continue through final payment to the Contractor and end when all State records are completed and in storage.
The Contract with Kiewit-General includes specific requirements that assure WSDOT receives a complete project as specified.
Documentation and closeout will be performed in accordance with WSDOT procedures as described in the WSDOT Design Manual M 22-01, Construction Manual M 41-01, and Chapter 1 of the Request for Proposals (RFP). While working with the Contractor on closing out the entire Contract matters, there is also work on those items that may not include the Contractor. Final Records are defined in the Construction Manual; however, there are likely items on each project that are slightly different than initially considered at the time the manual was updated. Construction Records are those records deemed to have historical significance and kept by WSDOT Headquarters (Engineering Records) and are maintained for an indefinite period of time. Permanent Final Records are kept by WSDOT Headquarters (Engineering Records) for reference and maintained for an indefinite period of time.
Project records that are not included in Archive or Permanent Final Records are considered Temporary Final Records.
Exceptions to the three year retention schedule include employee timesheets which must be maintained for six years.
Although the majority of the work to prepare the project records for final storage occur during the final months of the project, there are several steps that can be accomplished prior to project completion that help expedite the process. The last steps in the final records process are boxing, labeling, and transporting the records to the Records Center.
Closing out a major project will be easiest if procedures are set up early and include inventories and other documentation plans.
Communication with the general public, elected officials, and key community stakeholders is an essential element to successful delivery of the SR 520 Pontoon Construction Project.
WSDOT is the first and best source of information about the agency whether the news is good or bad. WSDOT engages in early and ongoing public involvement in order to understand community values so that the program's negative effects can be avoided, minimized, and mitigated. The Design-Builder and WSDOT will work together to develop and maintain a consistent level of public communication, while encouraging broad public awareness and understanding of the Pontoon Construction Project. Developing and disseminating public information for the project requires the integration of resources and labor between WSDOT and the Design-Builder. The Design-Builder will develop and implement a strong communication and outreach strategy. The Construction Communication Plan describes the Design-Builder's strategy for communicating and disseminating information, and responding to public inquiries.
Communications internal to WSDOT at the executive, regional, SR 520 managerial, and project-level will continue.
The Grays Harbor community has expressed strong support for the Pontoon Construction Project. In addition to project information, WSDOT looks for opportunities to communicate policy, budget, or other big-picture information about the agency.
WSDOT and the Design-Builder will engage a variety of audiences through multiple communications strategies.
Continued evaluation of two sites even through WSDOT has identified Aberdeen as the preferred alternative. Positive public perception is vital for the overall success of the project and shall be addressed by the Construction Communications Plan.
During the pre-construction phase a consultant team led the major effort to complete environmental discipline studies and documentation including Section 106 and ESA concurrence, leading to the FEIS and a Record of Decision pursuant to NEPA.
The SR 520 Environmental Consultant Team (520 Environmental Team) continues to lead the EIS development including ESA and Section 106 documentation, and environmental permitting process for project construction at the Grays Harbor site.
Interaction with the Design-Builder continues in the forum of the Environmental Task Force (ETF) meetings and over-the-shoulder (OSR) reviews.
The DB Design team must also be cognizant of the NEPA, ESA, Section 106, and permitting implications of their design at the earliest possible date.
During the EIS development and permitting process, the Pontoon Construction Project's Environmental Compliance Manager coordinates closely with the 520 Environmental Team, K-G's environmental subconsultants, and K-G's Environmental Compliance Manager (ECM). The Project Team Quality goal is for the Work to conform to project requirements without adverse effect on schedule milestones or budget.
The QMP provides the overall policies, organizational responsibilities, procedures, and the means of ensuring that all items of work are in conformance with the contract.
WSDOT's oversight role assures the Work, materials and progress comply with the contract requirements.


The SR 520 Pontoon Construction Design Oversight team will align with the Design-Builder's team by cooperatively setting up organizations, lines of communication, and agreed-upon procedures. The first order of business is to organize task forces and assign personnel so that meetings and coordination can begin as soon as possible.
Co-location at the earliest opportunity will expedite design team alignment and organization. As the project progresses to construction under NTP2, K-G plans to move the colocated office to the Grays Harbor casting facility area. The Design-Builder's Design Quality Assurance Manager will have overall responsibility for the design portion of the QMP, design audits, and design documentation.
WSDOT's construction oversight role assures the work, materials, and progress comply with contract requirements. Partnering with the Design-Builder to coordinate the Design-Builder's responsibility for Quality Control and Quality Assurance and WSDOT's Quality Verification oversight role.
Construction Oversight and audit process to review construction work for compliance with the Design-Builder's Quality Management Plan and contract requirements. The Table of Organization shows the WSDOT Construction Team organization and the Responsibility Matrix assign roles and responsibilities to team members. The WSDOT construction team (CN) will align with Design-Builder personnel, through partnering, task force participation, attending weekly status meetings and jointly forming the Quality Assurance Team. The Construction Oversight Team will develop and implement a construction oversight program to ensure that the DB's Quality Management Plan is effective in ensuring the Work meets contract requirements. Independent inspection audits to verify that work has been performed in accordance with the plans, specifications, contract documents, WSDOT guidelines, federal requirements as applicable and regulatory permits. On a regular basis meet with the Design-Builder to review work status, schedule request for information, safety and pre-activity planning. Oversight of casting facility, casting basin, launch channel, and pontoon construction activities.
Non-scheduled quality assessments including random sampling, testing, inspection and documentation reviews for the benefit of WSDOT. Notice of defective work which does not meet design-build standards of performance will be submitted in a timely fashion to the Principal Engineer and DB Project Manager.
Construction Oversight staff will record non conforming findings as NCI's and coordinate remediation with the Design-Builder. The Construction Oversight Team will perform an independent Quality Verification to validate the Design-builder's sampling and testing Quality Assurance program. Statistical Acceptance will be used to collectively evaluate and accept all samples tested within a certain lot for conformance within specifications limits. In addition to QV, WSDOT will perform Independent Assurance that includes an observation of sampling and testing procedures, a review of the qualifications of the tester, and a verification of the testing equipment used to perform acceptance testing activities. WSDOT Environmental Compliance Oversight goals include fulfilling WSDOT's commitment to be a good environmental steward, minimizing negative effects on the built and natural environment, and completing the project with zero noncompliance with environmental permit requirements.
Help create and implement tools that clearly communicate WSDOT's and the project's environmental compliance responsibilities. Anticipate situations that could result in non-compliance events and implement preventative solutions.
Provide support, training, and assistance to further the environmental success of the project. The WSDOT Environmental Compliance Oversight Team consists of staff involved in both the Pre-Construction and Construction phases of the project. Close coordination and assistance with completion of environmental documentation and permitting necessary to proceed with construction.
Construction oversight and audit process to review construction work for compliance with the Design-Builder's Environmental Compliance Plan (ECP), and all project environmental commitments and contract requirements. Independent quality verification process to validate and verify the Design Builder's environmental inspection, documentation, sampling and testing quality assurance program. The WSOT Environmental Compliance Manager reports to the WSDOT Assistant Construction PE and coordinates with the Design-Builder's Environmental Compliance Manager (ECM) and Environmental Team.
The Table of Organization shows the WSDOT Environmental Oversight Team organization and the Responsibility Matrix assign roles and responsibilities for the team's activities. The WSDOT Environmental Compliance Oversight Team will align with Design-Builder personnel, through partnering, Environmental Task Force Meeting participation, and attending periodic environmental status and pre-construction meetings. The Environmental Compliance Oversight Team will implement an oversight program to ensure that the Design-Builder's Environmental Compliance Plan is effective and implemented to meet contract requirements.
Independent inspection audits to verify work has been performed in accordance with the contract documents, including all environmental documentation, permits, and approval requirements identified in the Commitments List. If you are trying to increase your organization's change capability, you need to have a strategy around your change management training. Depending on the change, each of these audiences will have different areas of learning required. For Execs who need to be active Sponsors of the change, we would conduct an Executive Briefing. The SponsorShop is most impactful when we combine the training with a 360 type of individual assessment of the Sponsor using our Sponsor Assessment tool. As part of the broader change readiness strategy, we also need to build readiness and capability in the project team and in the Change Agent network that we develop to implement the change at the local level. While situations differ, we often will conduct a Project Planning Workshop for the project team.
As the project moves toward implementation, we will also train the local Change Agents in the methodology principles, tactics, strategies and tools so that there is a consistent, best practice approach to implementation at the local level. One "surgeon general's warning"-- change management training is really important, but it is not a substitute for a true implementation plan! Games can be utilized to encourage other folks to switch their behavior, build up interaction with others, get started discussions, deal with problems and build relationships. It provides a structured way of working through the project to identify all the elements needed to pull it together. The timetable for a construction project is referred to as the project 'schedule' or 'programme of works'.
Additional columns can be added for budget costs, actual costs and the resources required for each task. Show prospective tradesmen your plans when you first meet and ask them to give you an idea of timescales along with their estimates. Be aware of special items such as beam and block floors and roof trusses which have manufacture lead times. The Critical Path is the sequence of activities that takes up the most time to complete your project. A Gantt chart is a very useful project management tool that provides you with an overview of your schedule (something that the network diagram did not). However, a number of project management software packages allow you to show such relationships on a Gantt chart providing you with an overview of the schedule, and the critical path of your project. By endorsing this Project Management Plan, we agree to undertake the duties, responsibilities and directives per Executive Order E 1042.00, dated July 1, 2008. These unique features present both challenges and opportunities for successful implementation of the project.
Design-Build is an alternative project delivery method for WSDOT and has been used on several WSDOT projects to date. In addition to the PMP several plans will be developed and implemented to ensure compliance with this PMP as well as State and Federal policy.
Kiewit-General (K-G) was selected as the Design-Builder through a competitive design-build procurement process. The pontoons will be stored in case they are needed for catastrophic failure response, or until they can be incorporated into the proposed Evergreen Point Bridge replacement.
WSDOT intends to maintain the availability of the proposed facility for construction of additional pontoons needed to accommodate foreseeable improvements to the Evergreen Point Bridge. Options for the facility include 1) reopen the facility for future unforeseen WSDOT pontoons or other types of construction projects, 2) sell the property with the improvements, or 3) decommission the facility and restore the site to its previous condition before development before selling it. By embracing new ideas, working well with our partners, meeting challenges with enthusiasm, and serving as positive advocates for the project, we will provide the leadership required for exceptional delivery. Working hard to determine what must be done to guide potential toward opportunity will provide the focus we need to succeed. By developing and recognizing our staff, practicing fiscal responsibility, measuring and reporting on performance, delivering what we promise, keeping to a schedule, and communicating with honesty and transparency, we will demonstrate our integrity. The BG will develop performance measures in conjunction with the other managers on the team and report on all job performance on a monthly basis. Until that workload is reached, duties listed for some of the positions may be combined into fewer positions. Work closely with SR 520 DB Director, Principal Engineer, Design-Builder, 520 Team, Region and HQ to ensure plans and data are managed properly to achieve goals. This includes requirements for the Design-Builder as well as compliance by WSDOT in State and FHWA matters. Changes will include change orders and claims resulting from either the design or construction phases of the Contract.
A final process will be developed that includes: 1) Issue Initiation, 2) Change Management, and 3) Change Order Execution. This interim phase is used by the Business Group to detail the development of cost information and negotiations on the value of the change. This type of change applies to the General Provisions, Mandatory Standards, Basic Configuration, and Proposal documents. This type of change is for Technical Requirements, Standard Specifications, Special Provisions, and Amendments to the Special Provisions.
To accomplish these objectives, each month KG submits an update to the Critical Path Method (CPM) schedule, which shows the manner by which KG intends to prosecute the work through physical completion within the specified contract time. Office staff will collect and incorporate these deviations in schedule analysis tools to determine the scope of immediate and potential impacts. The Pontoon Construction Project budget does not include work outside of actual DB-related scope of work. Analysis and reports will discuss current and projected costs and monthly cash requirements to assist in bond sales planning.
A process for evaluation, tracking, and reporting potential risk will be developed and will include tools to assist in analysis of short term and long term impacts. The entire performance measure process will help in the Team's ability to provide accountability to all members of the team.
The data is sampled to meet at least the minimums set by the Construction Manual and reviewed by Project team specialists with special attention paid to high cost items. The primary reports generated by the BG will be the Monthly Progress Report and the Quarterly Executive Report.
Each folder will be defined by restrictions that are determined by user classification and project characterization. As WSDOT and KG begin collaborating a better understanding of this system will exist and instruction will be provided to the Team as to its use. When planning any project it is important to consider what steps are necessary to be taken in the final hours of the project, many years later. A closeout checklist will be developed referencing Contract requirements to ensure all needs are met. This is especially important when the project staff is separate from a standard PEO office, which will lose most of those knowledgeable in the project documentation prior to the project being closed out.
The WSDOT Design and Construction Oversight teams will document their reviews in the formats and within the organization of Centric, K-G's document control system. Most of these records are kept at the Records Center for a period of three years following the date the FHWA accepts the final payment voucher after which time they may be destroyed.
As part of the project documentation and final records planning, project staff will be reviewing its draft plan with program staff to ensure consistency across all SR520 projects. It is also the project office's responsibility to dispose of surplus materials, cleanout offices, discontinue services, return rented equipment and vehicles, and look for new opportunities for staff. Those things that you think about when first starting a project must also be thought about at the end. The goal of WSDOT communications is to provide accurate, timely, complete, and transparent communication on issues for which it is responsible. In addition, outreach efforts provide information to help the public understand and provide comments on the program. WSDOT and the Design-Builder are committed to sharing accurate, open, consistent, clear, concise, and timely information the public. Joint communications will educate and inform the public, establish expectations, and play a significant role in delivering a successful project. The Design-Builder's Construction Communication Plan defines the Design-Builder's outreach strategy for the project and describes the critical role of communications to the overall success of the project. It includes targeted communications strategies for all external stakeholders that will be affected by the project, and outlines a plan to coordinate with these external stakeholders. Program management and communications team members need to be kept in the loop of all external issues, especially those that may garner jurisdictional or media attention. Task Force meetings will be the primary mode of coordination and cooperation between WSDOT and Design-Builder technical staff.


All new Design-Builder staff will be made aware of media protocols and public information contacts. The Design-Builder will work with WSDOT to develop and maintain strong relationships with external stakeholders and government entities. WSDOT communications staff should ensure consistent agency-wide messages are incorporated into project communications.
The Design-Builder's communications strategies for external stakeholders are detailed in the Construction Communications Plan. Elected officials include state legislators, county commissioners, city mayors and council members, and port commissioners. Effective communications will be implemented as a cooperative effort by both the Design-Builder and WSDOT teams. To maintain this support, WSDOT and the Design-Builder will work collaboratively with elected officials and community leaders to fully inform them about the project, manage expectations, and respond to questions and concerns. The consultant team also led development and application for the environmental permits which WSDOT is responsible for obtaining.
The 520 Environmental Team coordinates with K-G's design and environmental permitting sub-consultants throughout the preliminary and final design phase. Close coordination is needed to ensure that the Environmental team is aware of the most current designs to facilitate their ongoing coordination with federal, State, and local agencies, and tribal governments.
WSDOT's Environmental Compliance Manager assists and helps facilitate discussion between K-G and the 520 Environmental Team during ETF meetings. The Design-Builder will assume the primary responsibility for the overall quality of the Work under the oversight of WSDOT.
It also describes the review and checks that will be performed on the design for the project components, and the inspection and tests that will be performed on construction materials and workmanship to ensure the overall quality of the constructed project. WSDOT oversight will include design document reviews, verification testing and audits of construction activities. K-G has elected to co-locate with the State design team in Puyallup for the design phase (NTP 1). During the NTP1 phase the WSDOT Construction Oversight team will provide schedule, constructability, and other reviews as needed in coordination with the Design Oversight team.
Design quality verification will be performed by the WSDOT Design Oversight team in cooperation with the WSDOT Quality Manger. The Construction Oversight team is responsible for oversight of the Design Builder's performance during construction of the project. The CN team will align with the Design Builder counterparts to facilitate timely and clear communications at all levels. The team meetings will address and rectify issues relating to inspection, substandard material quality, inadequate QA and QC processes that need to be adjusted, test results that are out of tolerance, disparity between QA and QV test data, future quality concerns, and any issues that WSDOT and the Design-Builder may have regarding quality of the project. The support will include issue identification, technical and cost analysis and recommended resolutions. Non-Conformance Reports will be completed for any project construction element that is inconsistent with the drawings. WSDOT shall be satisfied that all the Work is being done in accordance with the requirements of the Contract. All verification sampling and testing will be performed by a statistically valid random sampling method using testing methods defined in the WSDOT Construction Manual, the WSDOT Materials Manual, and the contract. The Design-Builder will be permitted access to SAM for logging in and tracking test results. Statistical Acceptance will allow for materials that have properties that are slightly out of specification to be used with a minor credit without processing a change order or stopping production to resolve the discrepancy. The WSDOT Environmental Compliance Oversight Team's role is to help ensure that these project environmental obligations are met. During the pre-construction phase, this position coordinates closely with the WSDOT Assistant Design and Design PE regarding environmental documentation and permitting. The Environmental Compliance Oversight Team will align with the Design-Builder counterparts to facilitate timely and clear communications at all levels.
There are many change management methodologies out there, and many change management training options available. So for our clients, as part of our change management consulting we lay out a plan that will simultaneously build readiness for the current specific change while also building more long-term change capability. This session also focuses on the behaviors required from the "Reinforcing Sponsors" of the initiative. This provides the individual with performance data that then informs their Sponsor development plan-again, not generically speaking but in the context of the specific change.
This book accommodates 104 games and Actions that deal with the themes of teamwork, vainness, communication, coping abilities, anger control, and self-discovery. The Gantt chart provides a simple, visual representation of the project schedule, forming the basis for many project management software programs and adorning the walls of site offices the world over.
If items are missed or an unrealistic schedule is set, the project will be destined for problems before it even gets underway.
Self build books and magazines are a good source of info and may provide case studies from projects' similar to yours. Any delay in this sequence of activities will impact the overall timeframe of your project.
It is also the first project in the United States that has been awarded prior to the completion of NEPA Environmental Impact Statement and Record of Decision. A request for proposal was issued on August 24, 2009 and the contract was executed on February 12, 2010. The specific plans will include processes, flow diagrams, responsibility matrices, organizational charts, and other pertinent information to guide the project staff. Any future uses of the facility, including decommissioning, will require a new and separate environmental and permitting process with public input. During Issue Initiation, potential changes are identified, a technical review is completed, change approval is granted, and approval is issued to the Contractor to proceed with the change.
Once all change approvals have been documented and the value of the change negotiated, the Change Order Phase is used to complete the change order documentation based on the following process: Set up New Change Order in CCIS, Add CO document in project system, Develop CO Checklist, Draft CO Body, Draft Memo to Olympia, Review, Approval, and Execution. Numerous reports provide cost versus budget information to the project staff, program, region, headquarters, FHWA, and others. Other reports will be produced for the project team on a regular basis and special reports will be developed for the purpose of Program and Agency information.
The basic filing structure will provide documentation in accordance with close out procedures.
The more thought that goes into how files and processes are set-up with closeout in mind the more efficient the team will be in knowing what needs to be done later. This includes documentation of many types such as certifications of materials, payments, and many other compliance issues. For the purposes of record storage, upon completion of a project, records will be grouped into three categories: Archive Records, Permanent Final Records, and Temporary Final Records.
Examples of project records that are considered Temporary Final Records include correspondence, submittals (other than as-builts noted above), owner's meeting minutes, change order supporting documentation, performance reports, finance reports, internal communications, materials documentation, etc. Once the project plan is approved by program the project will communicate final WSDOT records needs with the Design-Builder to allow them to finalize their documentation process in order to provide consistent maintenance and delivery of their required documents.
Since the SR 520 Program includes many different moving elements, WSDOT strives to provide the public with accurate and consistent information. Effective communications integrated into the SR 520 Program allows WSDOT to better incorporate the public's input into the design of the program. The Design-Builder will work with WSDOT to maintain strong relationships with external stakeholders and government entities. It describes the Design-Builder's approach to community involvement, public outreach, and environmental justice, including communications goals and objectives, significant communications risks and opportunities, key dates, outreach activities and desired outcomes. The Plan also describes the roles and responsibilities of the Design-Builder's Project Manager and public information staff, and how they interact with WSDOT's project personnel and communications staff. WSDOT communications staff will make sure that the appropriate executives, elected officials, and Governor Gregoire's office are made aware of these situations as appropriate. WSDOT and Design-Builder staff will participate in these Task Force meetings to maintain clear and consistent communication. Project communication between the Design-Builder and external stakeholders and government entities will be as established in the Design-Builder's Construction Communications Plan. Consistent and clear messages will be combined with widespread outreach to ensure WSDOT and the Design-Builder keep the public informed about each project component as it develops. The public will have opportunities to learn about the progress made on the project, provide comments, and have their questions answered. K-G's role is to provide information and necessary design to support WSDOT's ESA, Section 106, and EIS development, and permit application (JARPA) processes. The DB Design and Environmental teams support this effort by providing plans and quantities and information on a timely basis to support this coordination. Whether that team will be colocated with the Construction office has not been decided at this time. The Design Oversight team will continue their role as the lead for review and comment on design documents through final design during the construction (NTP2) phase of the project. SAM will produce a statistical analysis of the QA test results and this analysis will be compared against the WSDOT QV test results.
Statistical Acceptance will be used to evaluate hot mix asphalt, aggregate and Portland cement concrete structures. The IA may include auditing of acceptance testing records, observing the tests being performed by the DB's technicians, or taking split samples with the DB on a random basis for verifying the DB's testing equipment.
The Environmental Compliance Oversight Team is responsible for oversight and verification of the Design-Builder's performance in fulfilling their contractual obligations during project design and construction.
Consultants and other organizations or agencies as needed in the development of the project. If in case you have a small staff, huge staff and even one-on-one sessions there’s something helpful in 104 Actions That Build for you. The internet and discussion forums are also worth browsing and your architect or designer should be able to offer some advice. Once your network diagram is ready, only then can you realistically start determining your project’s schedule. This Design-Build Project Management Plan will be implemented for the design-build contract phase of the project and serves as Part 2 of the overall updated PMP. The primary methods within change management may include: Request for Information (RFI) Process, Request for Change (RFC) Process, Request for Proposal (RFP) Process, and other processes as defined specifically for design-build projects.
Potential and realized changes will be communicated to Program to ensure budget impacts are monitored and addressed.
To actively manage potential impacts to the highly critical schedule, WSDOT office and field staff will closely track and document actual progress and deviations from intended progress. Information will be provided to the program to allow for inclusion in overall Program annual and other reports. This manual will include policies, procedures, and other information that provides direction and guidance to the entire team.
Two primary parts to project closeout are closing out the Contract and closing out the Project.
Communications is a team effort that requires WSDOT and the Design-Builder to effectively deliver messages to the public in order to be successful.
This communication plan will be approved by WSDOT and detailed roles and responsibilities between communications staff will be discussed. Additional meetings may be needed to maintain regular coordination on all public information goals and activities. The Design-Builder will work with WSDOT to implement this plan with the understanding that all external communications shall be coordinated by WSDOT. The Design-Builder will develop and submit a Quality Management Plan (QMP) that will describe how the Design-Builder will provide QA and QC for design and construction of the Project. As discussed in the Quality Management Approach section, the CN team will jointly form the Quality Assurance Team with the DB that will address and rectify quality issues.
WSDOT will enter findings of all IA observations into the Construction Audit Tracking Systems (CATS). The WSDOT Construction Oversight team will also help develop the Design-Builder's Quality Management Plan through timely reviews and comments.
The DB Construction QA Manager also has the authority to stop any and all Work that does not meet the standards, specifications or criteria established for the project.
WSDOT and the Design-Builder staff are ambassadors to the communities in which they live and work. Each has a responsibility to effectively communicate WSDOT programs, projects, and policies to the public.



Leadership competencies development program
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