Collaborative CPM Scheduling System in

the Waste Water Treatment Industry

Presenter:

Jake Campbell

of

Envision Consultants, Ltd.

METROPOLITAN WATER RECLAMATION DISTRICT OF GREATER CHICAGO

• The District is located primarily within the boundaries of Cook County , Illinois . The

District serves an area of 883 square miles which includes the City of Chicago and

125 suburban communities. The District serves an equivalent population of 10.35

million people; 5.25 million real people, a commercial and industrial equivalent of 4.5

million people, and a combined sewer overflow equivalent of 0.6 million people. The

District’s 554 miles of intercepting sewers and force mains range in size from 12

inches to 27 feet in diameter, and are fed by approximately 10,000 local sewer

system connections.

• The District owns and operates one of the world’s largest water reclamation plants, in

addition to six other plants and 23 pumping stations. The District treats an average of

1.4 billion gallons of wastewater each day. The District’s total wastewater treatment

capacity is over 2.0 billion gallons per day.

• The District’s seven modern water reclamation plants provide excellent treatment for

residential and industrial wastewater, meeting permitted discharge limits virtually at

all times. The treatment process is protected by a pretreatment program to guard

against hazardous substances and toxic chemicals. These are strictly regulated

pursuant to federal and state requirements. The District routinely monitors all

industries and non-residential sources to assure that wastes are disposed of in an

environmentally responsible and lawful manner.

Request for Proposal

The District issued a Request for Proposal in May of 2010 for the following services:

• Provide licenses and software for the latest version of Primavera construction scheduling

software.

• Provide hosting of system on a web site for five years.

• Provide licenses and software for evaluating schedule claims.

• Develop a solution to provide easy and secure access to the District, their consultants, and

contractors over the internet.

• Transfer schedules of open contracts from current system to new system.

• Assist in the development of a process to build, submit, and review contract schedules.

• Write Construction Specification Institute (CSI) 2004 format specifications for the proposed

scheduling system and for the submittal of scheduling claims.

• Provide training and support services.

Proposal Submission

To fulfill the requirements of the proposal, Envision submitted the following:

• Envision is a Woman Owned Enterprise (WBE) that is an Oracle Gold Partner and Primavera

Reseller that was able to sell licenses to the District. The sale of the licenses also counted

against the minority/disadvantage goals of the project.

• Envision has been a partner with Loadspring Solutions for over five years. Loadspring was

able to provide the latest in secure infrastructure technology that the District required.

• Envision has a long history of providing clients with CPM schedule reviews, time impact

analysis, claim delay mitigation and schedule development.

• Envision would review the current roster of ongoing projects that the District was currently

undertaking and provide a scorecard on what projects need to be transferred.

• Envision would work with the District to provide a Procedure Manual to define and provide the

correct process for accessing Primavera P6 as well as using it in the manner required.

• Envision would write the new specifications by combining the functionality of Primavera P6

with the Construction Specification Institute (CSI) 2004 format.

• Envision is an Oracle University partner and has certified trainers that would be used for the

training and support role.

Project Plan

• Envision was awarded the project on February 3, 2011.

• Review and assess current District CPM Specifications.

• Review current District Primavera instance.

• Define District security access levels and requirements.

• Develop Primavera P6 needs assessments and license model for the next 5

years.

• Acquire Loadspring Solutions contract.

• Develop Primavera P6 user role definitions and responsibility matrix.

Configure Network Infrastructure

• Loadspring Solutions Hosting Environment

• Springboard User Interface

• 24/7 365 days a year access

• 24/7 365 days a year support

• Secure SSL Site

• Multiple Daily Backups

• Set list of applications to support

Establish Team Acceptance and Buy-in

• Define Security Policies

• Create Roles

• Document Communication Overlap

• Establish Common “Goals”

• Compromise’s will be made

• Custom Reports Improve Acceptance

Coordinate Special Interest Group

• Define Security Policies

• Create Roles

• Document Communication Overlap

• Establish Common “Goals”

• Compromise’s will be made

• Custom Reports Improve Acceptance

Establish Team Acceptance and Buy-in

• Provides Positive Corporate Energy

• Assists in Cross Training Users

• Develops Communication

• Creates Forum for New Ideas

• Reinforces Policy and Procedures

• Serves as a Self-Help for New Users

Hosting Environment

• Remote access to all project team members 24/7, 365 days a year.

• Collaborative platform facilitates quick and informed decision making.

• Built in Robust Security Infrastructure.

• Provides full data center redundancy sites – East Coast & West Coast.

• Reduces dependency on internal IT department/s.

• Hosts over 60 project management software applications and supports over

25,000 users from more than 800 companies. Most widely used hosting

platform in the Construction industry.

Oracle Primavera P6 Version 7

Advantages over the current Primavera P3

instance:

• P6 is running on an Oracle 10g platform

database. P3 uses the old and outdated

Btrieve database.

• P6 is an Enterprise Web enabled tool,

whereas P3 lacks these capabilities.

• P6 Web Dashboard provides senior

managers with multiple views on project

performance statistics without having to learn

the software mechanics.

Contract Specifications

• Requires contractor to deploy a dedicated Scheduling Engineer with 1-5 years

of Construction Scheduling experience and working knowledge of Primavera

P6. Two verifiable references on experience required for the District approval.

• Requires schedule structure be compatible with the District’s hosted system.

• Requires a 90-day as planned submittal as well as a Final as planned

submittal.

• Requires the contractor to enter the Project Schedule in a “Live” computer-

based Oracle Primavera P6 platform pre-configured by the District and its

consultants.

• Updates to the schedule will be performed after the last working day of the

Contract payment period.

• Provide a detailed schedule narrative incorporating District mandated topics.

Extension of Time Specification

• Contractor is required to submit a TIA within 10 days of impact or identified

change.

• Contractor’s TIA to be based on Contemporaneous schedule updates. Any TIA

based on “As Planned” vs. “As Impacted” will be rejected.

• Contractor responsible to identify any critical concurrent delays caused by the

contractor in the TIA.

• Evaluations and calculations shall comply with the following Recommended

Practices published by the Association for the Advancement of Cost

Engineering, International: Recommended Practice No. 29R-03, Forensic

Schedule Analysis, MIP 3.4 Observational/ Dynamic/Contemporaneous Split

approach. The Contractor shall use MIP 3.4 when evaluating delays.

Security Model

Enterprise Project Structure

Organizational Breakdown Structure

Required Activities

Global Calendars

Global Activity Codes

• RESPONSIBLE PARTY (MWRDGC GLOBAL)

• STAGE (MWRDGC GLOBAL)

• AREA (MWRDGC GLOBAL)

• CSI CODE (MWRDGC GLOBAL)

• PAY ITEM (MWRDGC GLOBAL)

• NON-STANDARD CALENDAR (MWRDGC GLOBAL)

• CHANGED (ADDED/DELETED) WORK (MWRDGC GLOBAL)

• TIME RELATED CLAUSES (MWRDGC GLOBAL)

• DELAY (MWRDGC GLOBAL)

Global Layouts

Key Factors to Success

• Top down support of the District.

• Consistent training across all parties.

• Consistent enforcement across all parties.

• Seek continuous feedback from project stakeholders.

• Adjust implementation plan as necessary.

Questions?