FIRST ANNUAL WORK - Metrolibraryarchives.metro.net/DPGTL/scrtd/1984-first-annual-work-plan...the period 6 July 84 through 30 June 85. The revisions are b.sed on the ... This document

CRTD

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FILE COPY

FIRST ANNUAL WORK PLAN for

CONSTRUCTION MANAG EM ENT

PRECONSTRUCTION SERVICES

for the

LOS ANGELES METRO RAIL PROJECT

Presented to

Southern California Rapid Transit District

MTA LIBRARY PDCD A JOINT VENTURE OF TNE RALPH M. PARSONS COMPANY. IDILLINGHAM CONSTRUCTION, INC AND OS LEUW. CATHER & COMPANY

4.

100 WEST WALNUT STREET PASADENA, CALIFORNIA 91124 1818) 440-3418 Telex WH: 675-336

REFERENCE: Contract No. 3369

CM - MR - 34

py FILE COPY

V"çfl Ch:sfian5E

August 1, 1984

Southern California Rapid Transit District

425 South Main Street Los Angeles, California 90013

Attention: Mr. James A. Strosnider Director, Construction Management

Subject: CM 1st Annual Work Plan Phase I - Preconstruction Services July 30, 1984 Revision

Gentlemen:

W: .-

RECEIVED SCTD - TSD

C)ST{UCTIIN N*I*$ENET

ITEM #

F!LE #.

UG 21984

Enclosed for your approval are five (5) copies of our 1st Annual Work Plan

revised July 30, 1984 covering Phase 1-Preconstruction Services (only) for

the period 6 July 84 through 30 June 85. The revisions are b.sed on the

various discussions with and direction received from SCRTD duing the past ten (10) days and have been incorporated to make the plan compatible with

the funding provided by UMTA in June 84. Phase II - Construction Services

cost, schedule, scope and fixed fee will be negotiated and added to the

Plan when funding is made available to RTD and you exercise the option for

these services.

Your early review and approval will be appreciated.

Ver truly yours,

Robert S. O'Neil Construction Manager

Enclosure 1st Annual Work Plan - Revised

Phase I - Preconstruction Services (only) ECEIVEO

rw FFICE OF PROnv1

CONTROL

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Dco A JOIPe VENTURE O THE RALPH M PARSONS COMPANY DILLINGPIAM CQNSTRI.jrIoN NC AND DE LELIW rHER £ COMP*v

METRO RAIL CONSTRUCTION MANAGEMENT SERVICES

FIRST ANNUAL WORK PLAN

FOR

PRECONSTRUCTION SERVICES

Prepared for

SOUThERN CALIFORNIA RAPID TRANSIT D

16 March 1984 / Revised 27 March p984 Revised 20 Jul/1984 Revised 30 J,i1y 1984

ICT

TA LIBRARY

PARSONS,-DILLINGHAM CONSTRTJCTION-DE LEUW, CATHER, A JOINT VENTURE 100 West Walnut Street

Pasadena, California 91124

RDCD A JOINT VENTURE OF THE RALPIi M PARSONS COMPANY DILLINGHAM CONSTRUCTION INC AND DE .EUW CATHER 6 COMPANY

FOREWORD

I This document presents the First Annual Work Plan for the period 6 July 1984

I thru 30 June 1985 for the Metro Rail Construction Management Services contract. It encompasses Phase I - Preconstruction Services only; construction services will be added when the RTD exercises the option for Phase II. The plan is based on the Starter Line System Description and the overall Preliminary Master

I Schedule prepared by the Southern California Rapid Transit District (contained in the Request for Proposal for Construction Management Services), the Level II schedules dated 20 February 1984 which were provided by SCRTD during negotiations,

I the Systems Design Status Report dated 5 July 1984, the Facilities Design Status Report dated 12 July 1984, and the revised work scope phasing defined in the Notice to Proceed dated 6 July 1984. The Annual Work Plan is organized as

I follows:

Section 1 Project Description and Work Basis

ISection 2 - Project Participants and Their Interrelationships

Section 3 Scope of Services

ISection 4 - Organization and Responsibilities

I Section 5 Annual Work Plan Schedule

Section 6 - Staffing Plan

ISection 7 - Work Breakdown Structure

Section 8 - Cost Data and Budget

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A JOINT VENTURE OF T.4E RALPN N PARSONS COMPANY DILLINGHAM CONSTRUCTION INC ANO DE LEUW CATHER & COMPANY

ISECTION 1

PROJECT DESCRIPTION AND WORK BASIS

This Annual Work Plan (AWP) has been prepared to cover Phase I Preconstruction Services for the first Construction Management Services contract period extending from 6 July 1984 to 30 June 1985. It is based on the project description outlined

I below and on the scope of work, schedules, and staffing plan presented in the subsequent sections of this plan and is consistent with the funding limitations/ qualifications imposed by UMTA on the $105 million grant to RTD in June 1984.

1.1 PROJECT DESCRIPTION

I The project is the design and construction of the initial segment, or Starter Line, of the ultimate rapid transit network for the Los Angeles urbanized area. The initial segment is a conventional heavy rail system 18.6 miles in length with 18 stations serving the Central Business District, Wilshire Boulevard, Fairfax,

I Hollywood and North Hollywood areas. The general alignment of the Project is shown in Figure 1-1. The entire 18.6-mile main line route is in subway configuration. The yard and shop area is an at-grade facility located between 1st and 6th

I Street and between the Los Angeles River and Santa Fe Avenue in an area currently occupied by the Santa Fe Railway. Access tracks from the yard and shop will enter a tunnel in the vicinity of the Santa Ana Freeway and will connect the yard and

I shop to the southernmost station on the line at Union Station. Within this Starter Line, the stations and line segments from Union Station to and including the Wilshire/Alvarado Station (about 4.4 miles) and the at-grade yards and shops are defined as the minimal operable segment for UNTA funds.

1 1.2 SCHEDULE

District's Preliminary Master Schedule for the Project is presented in Figure 1-2. The phasing shown in the four-segment design and construction phasings previously established by the District has been modified by changing the end of the phase 1 (design) from Wilshire/Vermont to Wilshire/Alvarado and the start of phase 2 to Wilshire/Alvarado.

1.3 WORK BASIS

The work basis for this plan consists of the Scope of Services defined in Section 3 and the schedules presented in Section 5.

At the start of the year, the CM Team staff will be located in the Parsons World Headquarters in Pasadena. The Team will transition to the Project office in down- town Los Angee when the facilities are ready for occupancy.

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a Roco IA JOINT VENTURE OF THE RALPH M PARSONS COMPANY DILLINGHAM CONSTRUCTION INC AND DE LEUW CATHER & COMPANY

SECTION 2

IPROJECT PARTICIPANTS AND THEIR INTERRELATIONSHIPS

The identification of and the various interrelationships amont the participants in construction of the Metro Rail Starter Line are defined in this section.

2.1 PROJECT PARTICIPANTS

Major participants during design and construction are the Southern California

Rapid Transit District, the General Consultant (responsible for overall design), the Parsons Construction Management Team (responsible for construction management

services),

equipment suppliers, and the general construction contractors. The identification and broad responsibilities of each are presented below together with a discussion of their interrelationships.

2.2 PARTICIPANT RESPONSIBILITIES AND INTERRELATIONSHIPS

In general, the responsibilities of and interrelationships amont the major

participants

are as follows:

2.2.1 SOUTHERN CALIFORNIA RAPID TRANSIT DISTRICT

The Southeri California Rapid Transit District has overall responsibility for all aspects of the Metro Rail Project. In that connection the District will provide overall project management and supervision, and has final approval of all construc

tion drawings and specifications, change orders, procurements, acceptance of

construction and equipment installation, and contractor payments.

I2.2.2 GENERAL CONSULTANT

The General Consultant (GC) is a joint venture of Daniel, Mann, Johnson and

I Mendenhall/Parsons, Brinckerhoff, Quade and Douglas/Kaiser Engineers/Harry Weese and Associates, operating under the name Metro Rail Transit Consultants (MRTC), and is under direct contract with the District. The GC has overall design responsibility, and provides the Construction Manager with preliminary and final

I designs, drawings, specifications, and cost estimates for constructibility and cost savings review. The GC also provides preliminary construction contract packaging, identification of long-lead procurements, and construction and pro-

I curement schedules for CM review. Material from the GC to the CM is transmitted through the District.

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A JOINT vENTURE OF TP-$E AALPN M PARSONS COMPANY DILLINOHAM CONSTRUCTION INC AND DE LEUW CATHER A COMPANY

IReview comments and recommendations by the CM are returned to the District for screening and forwarding to the GC. The District will resolve any differences

I of opinion that arise from the CM review. The CM will not deal directly with any design, engineering, supply, or manufacturing subcontractor inder contract to or supporting the GC, but will work through the District and GC whenever contact is necessary.

I2.2.3 CONSTRUCTION MANAGER

I The CM is a joint venture of The Ralph M. Parsons Company, Dillingham Construction, Inc. and De Leuw, Cather Company. Under contract to the District, the CM is responsible for constructibility review of designs, schedules, cost estimates, and bid documents; assistance in procurement of long-lead materials and equipment;

I assistance in selecting construction contractors; supervision and inspection of construction; and the scheduling and cost control of construction. The CM is also responsible for certain systems aspects of the Project, including systems

I integration, supervision of systems installation, startup, testing, and systems certification.

Management of the joint venture is represented by the Construction Manager who is

I responsible to a joint venture Executive Board, which supports the performance of the Construction Manager and also provides a direct point of contact between the District and the management of the joint venture companies. Subcontractors are Iunder contract to the joint venture.

2.2.4 GENERAL CONSTRUCTION CONTRACTORS AND EQUIPMENT SUPPLIERS

IConstruction contractors and equipment suppliers selected for the Construction Phase will be under contract to the District. The CM, acting as agent for the

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District, will manage and supervise the construction contractors. The CM assists in the selection of construction contractors; performs onsite supervision, quality control, and safety inspection of all construction; reviews detailed schedules prepared by the contractors; reviews and evaluates shop drawings and change order

I requests; certifies contractor payments; verifies contractor compliance with Equal Employment Opportunity requirements; establishes a community relations program; and exercises cost and scheduling control. Final approval of changes or revisions

I recommended by the CM and the authority to direct their implementation rests with the District. The CM will oversee the work performed by equipment suppliers, performing expediting and shop inspection services and coordinating and scheduling delivery, checkout and acceptance testing.

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POCO A JOINT VENTURE OF THE RALPH U PARSONS COMPANY DILLINGHAM CONSTRUCTION INC AND DE LEUW. CATHER & COMPANY

ISECTION 3

SCOPE OF SERVICES

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I The First Annual Work Plan for Construction Management Services to the Southern California Rapid Transit District for the Metro Rail Project encompases preconstruction activities, during which the CM will provide management, administrative, and technical personnel and services to perform constructibility and cost effective-

I ness reviews of designs, schedules, cost estimates, and bid documents. Initial work will focus on the review of Metro Rail project design criteria and standards, directive drawings, and the constructibility and work effectiveness of preliminary

I and final designs. As design documents, cost estimates, schedules and bid packages are completed, the CM will perform studies, as required, in the areas of cost comparison, use of materials, and construction methods; establish baseline schedules and costs for control of construction contractors; and assist the District in the Iidentification of long-lead time, materials and equipment.

At the beginning of this work plan, the CM will mobilize its organization to provide

I all support services and personnel necessary to assist RTD up to the initiation of Metro Rail Construction. The CM offices of Equal Opportunity and Community Relations will assist the District in assuring equal opportunity to all organizations and

I the Metro Rail construction an in acquainting citizens with

the Metro Rail construction program. The CM will also provide specialty support in labor relations, when and as requested by the District prior to commencement of

I construction.

3.1 SCOPE OF SERVICES AND STATEMENT OF WORK

I CM activities during the First Annual Work Plan will consist of: Phase I - Preconstruction Services; Phase II - Construction Services will be added when the RTD exercises its option for these services when contractor funding is made

I available. Preconstruction Services are those CM services up to the point of advertising for bids described in the following statement of work. Based on UNTA funding limitations, these services include review of preliminary and final design

I of the yards and shops for the first five stations and related line segments, i.e. from Union Station through the Wilshire/Alvarado Station and for the system-wide elements (this amounts to approximately 4.4 miles of the initial 18.6-mile segment of Starter Line) and design review from Wilshire/Alvarado to North Hollywood Ilimited to Continuing Preliminary Engineering (85%) level.

The specific services to be provided by the CM during the Preconstruction Phase

iwill be as follows:

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A JOINT vENTURE OF THE RALPH M PARSONS COMPANY DILLINGMAM CONSTRUCTION INC AND DE LEUW CATHEP & COMPANY

1 3.1.1 PHASE I - PRECONSTRUCTION SERVICES

A. Evaluate Criteria and Standards

IEvaluate criteria and standards for cost effectiveness and constctibility and recommend cost-savings measures, if appropriate.

B. Review Standard and Directive Drawings

Review standard and directive drawings and provide an evaluation of cost effective- Iness and constructibility and recommend cost-savings measures.

C. Review Preliminary Designs and Specifications

IReview the preliminary designs and specifications prepared by the Metro Rail Section Designers for cost effectiveness and constructibility and recommend cost-

I saving measures.

D. Evaluate Construction Cost Estimate

I Evaluate preliminary and final construction cost estimates prepared by the Metro Rail Section Designers for reasonableness.

IE. Provide Studies of Alternate Materials and Construction Methods

Provide comparative cost studies of alternate materials and construction methods.

F. Review Contract Packaging and Long-Lead Procurement

Review contract packaging and long-lead procurements prepared by the Metro Rail ISection Designers and, if appropriate, recommend modifications.

G. Review Construction and Procurement Schedules

Review construction and procurement schedules prepared by the Metro Rail Section Designers and, if appropriate, recommend modifications. Initiate long-lead

I procurement schedules for Phase I.

H. Provide Comparative Cost Studies

IProvide comparative cost studies of alternate materials and systems.

I. Prepare CM Procedures

I Prepare and submit to the District, for review and approval, the CM's Policies and Procedures for management of construction and procurement. These Policies and

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Procedures will include:

(1) Descriptions of the CM management organization and allocation of responsibilities.

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PDcO A JOINT VENTURE OF THE RALPH V PARSONS COMPANY DILLINGHAM CONSTRUCTION NC AND DE LEUW CATHER & COMPANY

1 (2) Procedures governing the establishment, operation, and maintenance of the CM Los Angeles Project office.

(3) Procedures for the management of construction changes.

(4) Procedures for assurance of the quality of construction work.

1 (5) Procedures for assuring that necessary permits and licenses for all construction are secured.

1 (6) Procedures for the coordination of work by, and between, contractors.

(7) Procedures for monitoring and controlling compliance with the safety Irequirements by job site personnel, visitors, and the public.

(.8) Procedures for coordinating utility requirements, traffic control,

Iagencies

and other construction related activities with public and private affected by construction.

C9) Procedures for ensuring configuration control of procurement items.

I Comprehensive (10) safety plan and procedures.

I(11) Resident engineer's procedures manual.

Cl2) Detailed staffing plan for construction phase.

1 (.13) Construction cost and schedule procedures manual.

(14) Other procedures deemed necessary by the CM for control and execution Iof his work.

J. Provide Management and Administrative Support

IProvide management and administrative support necessary to ensure a cohesive effort and timely response on the part of the CM's staff.

K. Develop Community Relations Program

When requested by the District, provide liaison with the District's community

I Relations Department to develop or coordinate program of "Construction Impact" meetings and other programs to minimize community-associated problems.

IL. Establish and Coordinate EFO Program

Pursuant to the District's Disadvantaged and Women-Owned Business and Equal Employ- ment Opportunity Programs, provide an office of equal opportunity which will

I coordinate the CM's programs with the District's programs. This office will be staffed by EEO and DBE personnel and will prepare a work plan for conducting reviews of contractor compliance with the relevant Federal EFO and DBE rules and

I regulations aTid for stimulating DBE/WBE interest in bidding on Metro work, both as prime and subcontractors.

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' RDCO A JOINT VENTURE OF THE RALPH M PARSONS COMPANY DILLINGHAM CONSTRUCTION INC AND DE LEUW. CATHER & COMPANY

M. Review Final Design Documents

I Review, final designs, drawings, specifications, and bid documents for cost savings and constructib.ility. This work will be performed for systemwidë ãhd specific construction packages prior to solicitation of bids.

N. Evaluate Final Cost Estimates

Provide an evaluation of the engineer's cost estimate at 100 percent design Icompletion.

0. Evaluate Final Contract Packaging, Long-Lead Procurements, and Schedules

IEvaluate final contract packaging, long-lead procurements, and schedules. Recommend modifications for cost savings and constructibility.

IP. Participate in District Management Meetings

Participate in periodic District Management Meetings to make presentations,

I provide backup information, and make recommendations pertinent to issues under discussion.

I Q. Prepare Monthly Status Reports

Prepare and submit monthly reports on the status of the CM's activities.

R. Develop Plans for Obtaining Permits, Licenses, Certificates, and Insurance

Perform advance planning to ensure that Project construction contractors obtain required permits, licenses, certificates, and insurance.

S. Develop Plans fr Construction Interfacing and Coordination with Other Agencies and Entities

Develop plans. for coordinating all aspects of construction work with all local municipal authorities, other governmental agencies, utility companies and others

who

may be involved in the Project.

T. Attend Conferences with Outside Agencies and Entities

When requested by the District, attend conferences with officials of the District, governmental agencies, or other persons.

U. Provide Field Office Space

Provide Field office space as is necessary to Phase I CM services.

V. Consult on Monitoring Equipment Specifications

withb.e District n specifying the various items of monitoring equipment.

W. Develop Construction Safety Program

Prepare

a construction safety program and obtain District approval for its implementation.

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A JOINT VENTURE OF THE RALPH M PARSONS COMPANY DILLINGHAM CONSTRUCTION INC AND DE LEL)W. CATHER & COMPANY

X. Assist in Seeking Government Approvals

requested, assist the District in negotiating with, or seeking approvals from, such governmental agencies as have jurisdiction over the woi'k to be performed.

Y. Assist in and Coordinate Preconstruction Survey

Assist in and coordinate Preconstruction Survey with OCIP Consultant.

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RDCD A JOINT VENTURE OF THE RALPH M PARSONS COMPANY OILLINGHAM CONSTRUCTION INC AND 0 LEUW. CATHER & COMPANY

SECTION 4

ORGANIZATION AND RESPONSIBILITIES

The project organizatIon for achieving the Scope of Services defined for the First Annual Work Plan for Construction Management Services is presented in this section together with the responsibilities of key personnel designated to carry out these services.

4.1 CONCEPT OF ORGANIZATION

Although it is a joint venture with subcontractors, the Construction Management Team functions as a unified organization, structured to be fully responsive to the needs of the project, with all members integrated into the project organization and working under the management control of the Construction Manager.

4.2 ORGANIZATION FOR CONSTRUCTION MANAGEMENT SERVICES

The following subsections present a brief discussion of the CM organization.

PROJECT ORGANIZATION

Figure 4-1 presents the basic functional organization chart for the Construction Management Team for Phase I - Preconstruction Services. Also shown by dotted

lines

are the additional organizational elements for Phase II - Construction Services.

Figure 4-2 presents the personnel positions for Phase I. organization provides clear lines of authority and responsibility. The

Construction Manager reports directly to the SCRTD Project Manager. Three Deputy CM's each with well-defined areas of responsibility, report directly to

Construction Manager. The primary line of authority flows from the District Project Manager to the Parsons Construction Manager and then to three Deputy Construction Managers. Work orders, instructions, and directives flow from the District Project Manager to the CM, who makes assignments to the DCM's as

appropriate

for execution. Reports, recommendations, and directed deliverables flow upward through this same Central Management Group.

A Deputy for Administration and Staff Support, reporting to the Construction IManager, manages the day-to-day activities of the special staff.

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4.2.2 SPECIAL STAFF

A staff of specialists is provided to assist the Construction Manager in management areas, including project administration, community relations, EEO administration, safety, laborfelations, quality assurance, and legal counsel.

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- - - - - - - D SCE - - - IGE 1 - 7/30/84

______ r0MAN I XECUTIVE

BOARD

NW JIJOSON PRESIDENT THE PAL PH

ICITAIRMANI M PARSUNSCOMPANY SM BUTLER PRESIDENT OIL I.INGHAM

CONSTRUCTION INC JA CAYW000 PRESIDENI,DEIEUW

CATHER & COMPANY A 0 ROHADPDX PRESIDENj, CONSTRUCTION

CONTROLS SERVICES CORP

DEPUTY FOR A ON IN IS THAT ON

ANO STAFF SUPPORT

W GEORGE

PA 03 C T

MANAGER

SAFETY MANAGER

I QUALITY ASSURANCE MANAGER

NO PULMER 3 YORK R FRIAS

OFFICE MANAGEMENT CONSTRuCTION! OUAL ITY ASSURANCE ACCOUNTING POBLICSAFEIY PAOGIIAMMANAGEMENT DISBURSTNG SYSTEMSAFITY CONTRACTOROUALITY PERSONNEL SECURI1Y CONTROL MONITORING

LEO A ON! N 1ST RAT OR

MARTINEZ

O&JTREACH S COSOP I lANCE

CONSTRUCTION MANAGER

RS ONE/I

S INTERNAL OA 811011 P40

COMMUNITYREIATIONS 8ORRELATION1 LEGALCOUNSEL MANAGER ADVISOR

OP STEIN H SILLAS

PIJBLIC INFORMATION PROGRAM S LABOR REt ATIONS PROGRAM S CONTRACT REVIEW SCONNUNITY INVOLVEMENT SLABOR ASSES.1ENTS SCLAIMS REVIEW IMPACT MITIGATION SLABOR CONTRACT MONITORING SLEGAL COUNSELING lANES ADMINISTRATION

CONSTRUCTION MANAGER ENGINEERING SERVICES!

PROJECT CONTROL

ML FOLACEI(

PLANNING GR(IUP

PROGHAU REVIEW SCEIEOULEISTAFPING REVIEW

SCONCEPT FORMULATION S RESOURCE PLANNING

PROJECT CUNTHAC 15/ CON 11101.

jNOIN:ERINGSERVIcES PR (IC U H E MEN I MANAGER

MAN AGE H MAN AG El

HA CAMPHEL H G MARTINS

COST CONTROL/ANALYSIS CONTRACT AOMINISTRATIUN S CIVIL/STRUCTURAL SCHEDULING S CLAIMS SUPPORT S ARCHITECTURAL ESTIMATING PAOCUREMLNI SERVICES S MECHANICAL CHANGE ORDERS S WAREHOUSING S ELECTRICAL

CONE IGURAT ION S GEOTECHNICAL MANAGEMENT DO(:UMFNT/MATEHIAL CONTROL E1EP(IHTS

DEPUTY CONSTRUCTION MANAGER

PLANNING

CC LOTMAN

S*P4IOR TECHNICAL ADVISORY BOARD

NO ALEXANDER CONSTRUCTION ICHAIRMANI MANAGEMENT R HEUER SOFT GROEJNO TUNNELING A A MATTHEWS HART) ROCK TUNNELING F G SWITI4ERS SYSTEMS 3 P GOUt 0 GIOTECEINICALI

UNDE RP(NNING

NOTE DASHED LINE PHASE II ONLY

DEPUTY CONSTRUCTION MANAGER

OPERATIONS

HC SCOTT

'YSTEMS INTEGRATION PROCEDURES GROUP rRAINING GROUP

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MANAGER

S POLICY AND PROCEDURES S PROJECT STAFF ROBERTSON IORMIJLATION/PLJBLICATIUN TRAINING (:0POTRACTOR PROCEDURES CONTRACTOR TRAINING I INSTALLATION/INTERFACE lIE VIEW REVIEW S COOROINATION/CONTRçTI

__I___ ________ SYSTEMWIDE 1

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--I-- [ WEST ZONE1 ________

EAST ZONE GENERAL SERVICES

CONSTRUCTION CONSTRUCTION I

CONSTRUCTION MANAGER

Jr MANAGER MANAGER

J MANAGER

I

0 HARLAN L

F N THOMPSON -- UTILITIES COORDINATION S MECHANICAL EQUIPMENT 5 YARD AND SHOPS S STA 380 00 ETA 480 04)

SURVEYS S ELECTRICAL/TRACTION POWER S Y!S PORTAL STA T60 00 5 SEA 480 00 ETA 78 00

RIGHT OP PlAY/PERMITS S TRAIN CONTROL/COMMUNICATIONS STA thU 01) SEA 230 .00 5 STA 578 .00 SEA 760 + LII)

TRAFFIC COOROINAIION S TRACKNORK/CORHOSION CONTROL SSIA 230 00 STA 320 00 SSJA 760 +00 SEA 930' CII)

PRECONSTRUC TION STATUS S PARE COLLECTION S SEA 320 * 00 STA 580 .00 S STA 930 00 ETA 1061 '50

ENVIRONMENTAL S STARTUP/TESTING MONITORING S ACCEPTANCE

- - - - - - - - - - - - - - - - - - - PDCD CM ORGANIZATION FIGURE 4-2

PHASE I PRECONSTRUCTION SERVICES 7/30/84

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4.2.3 EXECUTIVE BOARD

The joint venture firms comprising the Construction Management Team are represented by an Executive Board to which the CM is responsible internally fo the performance of this project. This Board also provides an alternate point of contact between the District and the top management of the member firms, if the District so desires.

4.2.4 SENIOR TECHNICAL ADVISORY BOARD

A Senior Technical Advisory Board of noted specialists in the fields of hardrock tunneling, soft/granular soils tunneling, systems elements, and general construction management services is available to the CM and the Executive Board on an as-required basis. The specialists assist in the resolution of special problems when so requested.

4.2.5 RESPONSIBILITIES

The responsibilities of the key personnel within the CM organization are defined below, subject to approval of the District.

A. Construction Manager

The Construction Manager has overall responsibility for the construction management services contract. He is the prime point of contact with the District and inter-. faces directly with the District's Project Manager. He reports internally to an Executive Board comprising a senior officer of each joint venture firm and one of the subcontractors, and has complete authority from the Board to take any necessary action to ensure the highest level of performance in response to the District's needs. He is authorized to commit the joint venture for services within the limits of the negotiated cost budget and schedule. He assigns personnel to the project subject to District approval.

The Construction Manager has complete responsibility for providing all CM services to the District, including planning, scheduling, cost control, community relations, administration, engineering and engineering support, procurement, and when Phase II is initiated, construction management, as defined by the terms of the contract.

The Construction Manager is supported by a Deputy for Administration and Staff Support, who manages the activities of the Special Staff and the Project Adrninis- tration Manager. Through the Project Administration Manager, the Deputy for Administration is responsible for project support services.

B. Deputy Construction Manager - Engineering Services/Project Control

The Deputy Construction Manager for Engineering Services/Project Control, is responsible for engineering services, project control, and contracts and procurement. His responsibility for engineering services is exercised through an Engineering Services Manager who has a full-discipline staff of engineers and specialists to review criteria and standards, review design drawings for constructibility and cost effectiveness, conduct shop drawing reviews, perform special enginring studies and analyses to include value-engineering analysis, and prepare as-built drawings.

4-4

PDCD A JOIN VENTURE OF TE RALPH hi PARSONS COMPANY DILLINGNAM CONSTRUCTION INC AND DE LEUW CAT$4EP COMPANY

The DCM's project control responsibilities include planning and scheduling, cost control and analysis, estimating, review of cost estimates, change control, claims support, document control, and publications. Under contracts and procurement, he is responsible for the administration of the prime contract, of afl subcontracts to the joint venture, and for all procurement directed by the District, as well as procurement for joint venture needs. In both project control and contracts/ procurement, he is supported by a functional area manager.

C. Deputy Construction Manager - Planning

The Deputy Construction Manager for Planning is responsible for all construction planning during the CPE and Final Design Phases. He prepares such plans as directed by the Construction Manager and performs program review and analysis to determine the adequacy of existing plans. He analyzes the packaging and scheduling of construction contracts put out to bid for maximum efficiency, cost savings, and compliance with applicable construction codes and standards; he also monitors and recommends changes in the utilization of manpower, material, and equipment resources. His responsibilities include looking ahead in the currently planned construction program to identify potentially adverse impacts on schedule and budget and identifying alternative work-around plans to oversome the problem. He monitors job performance to identify deficiencies in technical or managerial skills and recommends an appropriate training program or other corrective action to overcome the deficiency.

D. Deputy Construction Manager - Operations

The Deputy Construction Manager for Operations is responsible for all field construction operations, field engineering, specialized support services, and systems integration. During Phase I - Preconstruction Services, he assists in design reviews for constructibility, materials selection and co,nstruction packaging, in development of construction planning and scheduling, in preparation of procedures and in performing special studies. He is assisted by two Zone Construction Managers who supervise the Resident Engineers assigned to each line segment or station. In addition, he is assisted by a Systemwide Construction Manager, who is supported by Resident Engineers responsible for trackwork, traction power, train control and communications, mechanical systems (such as elevators, escalators, fare collection boxes, and HVAC), systems testing and startup, and final acceptance; and a General Services Manager responsible for interfacing with utility companies, topographic surveys and monurnentation, traffic coordination, preconstruction surveys, instrumentation monitoring, and environmental monitoring. Detailed responsibilities of the sub-tier managers are presented below.

Each Zone Construction Manager is directly responsible for the construction management of approximately one-half the length of the Starter Line, the dividing line being between Western Avenue and Crenshaw Boulevard. Specific construction contracts are assigned to each Zone CM. The Zone CM's are the primary construction managers in the field and are responsible for all CM field operations within their zone to include construction supervision and inspection, systems installation, relocations, surveys, field engineering, systems startup and testing, community relations, final acceptance, system certifications, and contract administration. They maintain an adequate staff to meet their responsibilities, assisted as required by personnel from other elements of the project staff, and they allocate these resources, to the Resident Engineers in the performance of their duties.

4-5

ocD A JOIN lENTURE O T4E RALP.l U PARSONS CO4PANY DILLING.,AU CONSTRUCTION INC AND DE LEUW CATNER £ DMPANV

A Resident Engineer is assigned to manage each sectional element of the project under the supervision of the Zone CM. He is the hands-on field manager and performs all CM activities required onsite for his section.

The Systems Integration Manager is responsible to the DCM-Operations for the proper interfacing, coordination, and control of systems and site work. In cooperation with the Zone CM and the Systemwide Construction Manager, he identifies and resolves interface problems and prepares any required procedures, schedules, drawings, and specifications in this regard.

The Systemwide Construction Manager is directly responsible for construction and/or installation of all systems that are common to the entire project. He coordinates with the Zone CM's and the Systems Integration Manager to effectively integrate his contract work with that assigned to the zone. Under the supervision of the cognizant Zone CM, he conducts startup and testing of all segments of the systems assigned to him and assists the Zone CM in the final acceptance and certification of such systems. The Systemwide Construction Manager is supported by Resident Engineers to handle the onsite work.

The General Services Manager is directly responsible for performing construction surveys and monumentation, coordination of utility relocations, traffic coordination, permits, preconstruction surveys, and instrumentation and environmental monitoring. He is responsible for coordinating these activities with ongoing field construction (through the Zone CM's) and with the Community Relations Manager.

The General Services Manager is supported by a Chief Utility Coordinator and a staff of specialized Utility Coordinators familiar with all utility requirements of the contract documents, municipal standards and specifications, standards of the industry Cincluding ANSI and AWWA), and standards of affected utility companies. They establish contact with all utility owners, both municipal and non-government, who may be affected by the Metro Rail construction. They meet with the utility owners' representatives before work on each construction contract begins so that all can be advised of the extent of their involvement. They will continue to meet as the situation may dictate either on a regular basis or on demand.

Any problem or question of interpretation of contract specifications or standards to be referred to the cognizant Utility Coordinator for resolution. The Manager

of Engineering Services provides any engineering or drafting support that may be required in this effort.

The Utility Coordinators are assigned areas of responsibility to provide continuity in matters relating to utilities. They are available to assist Zone Managers, Resident Engineers, contractors, or District representatives in any

such

matters and to participate with other Construction Management personnel in meetings with the District and municipal authorities as may be required.

Utility Coordinators are responsible for the management or supervision of the work authorization or work order process for work performed directly by utility owners or their contractors. They also ensure that all such work has been completed before payment is made by the District.

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poco J01N vENTURE OF TE PAPI-4 U PARSONS COMPANY DILLINC,,A4 CONSTRUCTION INC AND DE LEUW CAT4EP & COMP*rv

The General Services Manager is supported by a Chief Traffic Coordinator and his staff, who are responsible for enforcing contractor compliance with traffic

maintenance requirements of the contracts, municipal regulations and specifications,

and the Manual on Uniform Traffic Control Devices. They also prov-ide assistance to the Resident Engineers and contractors in any required traffic diversions or

detours. They establish a rapport with local traffic and police officials so problems that may arise will be alleviated as quickly and smoothly as possible.

Traffic Coordinators are assigned to construction sites or areas as conditions may require. They perform their duties under the direction of the Chief Traffic Coordinator, but work with and through the Resident Engineers in all contacts with contractors.

As public events are scheduled by local authorities and business or civic groups, the CM assigns responsibility for coordinating construction-related activities to the General Services Manager who, with the assistance of the Community Relations Manager as required, determines the scope of the events and all related requirements of the local authorities. The General Services Manager advises Zone Construction Managers of all restraints that must be placed on construction activities during, preceding, or following special events. These managers assign such special actions as required to the appropriate Resident Engineer.

During Phase I a Zone Construction Manager and the Systems Integration Manager will assist in developing the CM plans and procedures for Phase II activities, in review of design drawings and specifications for constructibility, cost effectiveness, materials selection and contract packaging, review of schedules and cost estimates, and in performing general construction planning. The General Services Manager and his staff also participate in Phase I services by performing the advanced planning, coordination and efforts required in advance of construction.

E. Community Relations Manager

The Community Relations Manager is responsible for coordination with the District to develop an aggressive community relations program that will provide a conduit between the community and the construction effort, solicit public opinion, identify actual and potential problem areas, and offer corrective or preventive actions to mitigate or avoid conflict with the public. The Community Relations Manager also reviews and monitors the public relations programs of all construction contractors to ensure that they are consistent with the District's objectives and are effectively managed, and is responsible for organizing and conducting special events.

F. EEO Administrator

The EEO Administrator prepares and monitors an EEO program for the CM Team pertaining to its personnel management and to the construction and supply contracting programs. She reviews and monitors the EEC practices of all construction contractors and suppliers, offering counseling where necessary and reporting performance against District goals. In addition, she is responsible for the administration of the DBE/WBE program.

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I RDCD

A JOINT VENTcJPE OF 4E ALPt-4 P*SONS COMANY QILLINGAM CONSTRUCTION INC AND DE LEUW CAfl-ER & COMPANY

G. Labor Relations Advisor

The Labor Relations Advis.or administers and coordinates the labor practices of the general construction contractors and sub-tier contractors, piarily to avoid labor problems rather than reacting to them. He is responsible for evaluating and assessing project labor needs, maintaining a harmonious relationship between

management

and labor, and developing their interest in and support of the project. He assists and advises the Resident Engineers in methods to prevent or resolve labor problems. This is achieved through regularly scheduled labor.-management

meetings,

reviewing contractor payrolls to verify that proper wage rates are being paid for each skill, and ensuring compliance with applicable labor statutes. The Labor Relations Advisor also maintains close liaison with his counterparts in the District and in regulatory agencies at all levels of govermnent and provides ' assistance and advice to the District, including participation in the formulation of project labor agreements.

H. Safety Manager

The Safety Manager establishes safety guidelines to be incorporated into a total

I project safety program covering systems, construction, and public safety. He reviews bid documents, for safety requirements, monitors contractor safety programs for compliance with approved guidelines and prepares and maintains the project safety procedures manual. He also prepares security guidelines, prepares and

I implements the emergency preparedness program for the project, and monitors jobsites for security, as well as safety.

I.Quality

Assurance Manager

The Quality Assurance Manager establishes the quality assurance program in cooperation with the District covering all aspects of construction, installation, testing, and acceptance. He reviews and monitors quality control procedures prepared and conducted by contractors for compliance with the requirements of the QA program and conducts internal QA audits of the CM Team as directed by the

Construction

Manager.

J. Legal Counsel

The Legal Counsel provides legal services to the CM and Executive Board primarily in the areas of reviewing proposed contract language (construction and procurement), contract interpretation, disputes, claims, and EEO matters.

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I poco A JOINT VENTURE OF TNE RALPN M PARSONS COMPANY DILLINGNAM CONSTRUCTION INC AND DE LEUW C.ATNEP & COMPv

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I SECTION 5

1 ANNUAL WORK PLAN SCHEDULE

I This section presents the overall schedule for the First Annual Work Plan, Phase I - Preconstruction Services.

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(;J1

1984 1985 DESCRIPTION

JUL AUG SEP OCT JAN FE B MARS APR MAV JUN MOBILIZE 7NM ESTABLISH CENTRAL OFFICE

ADAPT TRACS MANAGEMENT SYSTEM INCORPORATE WBS ---- A. EVALUATECRITERIAANDSTANOAHDS

V 8. REVIEW STANDARDS AND DIRECTIVE DRAWINGS

'- C. REVIEW PRELIM. DESIGNS AND SPECIFICATIONS ---- .iiiii4.iiiiiui 0. EVALUATE CONSTRUCTION COST ESTIMATES E. PROVIDE STUDIES OF ALTERNATE MATLS/CONSTR. F. REVIEW CONTRACT PACKAGING AND LONG-LEAD PROC.

G. REVIEW CONSTRUCTION AND PROCUREMENT SCHEDULES 2 o H. PROVIDE STUDIES OF ALTERNATE MATLS AND SYSTEMS

I. PREPARE AND SUBMIT CMI POLICIES AND PROCEDURES 0 J. PROJECT MANAGEMENT

p..-. K. DEVELOP COMMUNITY RELATIONS PROGRAM (I) 2 1. ESTABLISH AND COORDINATE EEO PROGRAM

1111111 UIIUI

0 o U. REVIEW FINAL DESIGN DOCUMENTS IIuIIIIIIIIIIIuI LU N. EVALUATE FINAL COST ESTIMATES

1 0. EVALUATE FINAL CONTRACT PACKAGING. LONG-LEAD PROCUREMENT

- ...i.uuuui.

- I - _V 17 (V

LU Cl)

P. PARTICIPATE IN DISTRICT MANAGEMENT MEETINGS 0. PREPARE MONTHLY STATUS REPORTS

(V

(V

J (V

(V r-1 r' I A..

H. DEVELOPPLANSFOROBTAININGPERMITS.LICENSES,CEFITIF1CATES - -r S. DEVELOP PLANS FOR CONSTRUCTION INTERFACING AND AGENCY COORD. - ± T. ATTEND CONFERENCES WITH OUTSIDE AGENCIES

U. PROVIDE FIELD OFFICE SPACE TBD

V. CONSULT ON MONITORING EOUIPMENT SPECIFICATIONS UIUuIIUuuuUIUIUIIUIUUU iiuuuuii.

W. DEVELOP CONSTRUCTION SAFETY PROGRAM

- - - U . I-

- I X. ASSIST IN SEEKING GOVERNMENT APPROVALS V. ASSIST IN AND COORDINATE PHECONSTRUCTION SURVEY -, i j

/ CRITERIA ANOSTANDARDS EVALUATION REPORT V iS PRELIUINARY COST ESTIMATE EVALUATION REPORT 'ALTERNATE MATERIALS/EQUIPMENT STUDY REPORT

TBD

TBD CMSPOLICIESANOPROCEDURES

______________________ MONTHLY REPORTS ' V 7

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FI.URE 5-1 Continuous FIRST ANNUAL WORK PLAN FOR Intermittent PHASE I - PRECONSTRUCTION SERVICES

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**

*

**

*

*

*

**

**

Isso lEN DESCRIPTION - -

J A - $ - 0 -

N -

0 .1 P N A N j

110 YARD DESIGN

RON

UTIUTISS IDESIGN ONLY) NIP

CONSTRUCTION V osso ONADING _I_ -

DESIGN J SHOP SUILOINGS

NO-N

)JTILITIIS NW

CONWrNUCTION RIO PRIXIN

S

114 MAINTENANCE OP NAY DESIGN u $ N-ON

UT)UT$ES

CONSTRUCTION .111111711.111 - IX MAIN LINE AND DESIGN

YARD LEADS I

N-ON

UTILITIES (DESIGN ONLY) N

CONSTRUCTION ND NE

t 1 IL .* ctrrt

UNION STATION DESIGN - -- - NIP

131 TW RELOCATION

CONSTRUCTION : NO 1I N --

IX UNION STATION DESIGN

NO-N

UTILITIES I

(PT. OP CONTRACT 110)

CONSTRUCTION

NTP

137 CENTRAL CONTROL DESIGN FACILITY I

LO.N I I

UTILITIES I

140 LINE SECTION. DESIGN I I-

CIVIC CENTER AND 0TH & HILL RD-N STATIONS

UTILITIES I

(DESIGN ONLY) ________

CtETI Eu NIP

RIO 50dM

-_____ 41

CIVIC CENTER DESIGN 1ST/HILL PORTAL GRADE AND CONSTRUCTION PREPARATION

uuuij N CIVIC CENTER DESIGN

STATION EXCAVATION AND CONSTRUCTION RIO ROCIM

- -

SUPPORT

5TH/HILL UTILITYf DESIGN 143 EXCAVATION

CONSTRUCTION RIO PR0CI

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-A' _ A 151 7TH 1 PLONER DESIGN

STATION RD-N I

UTILITIES I IDESIGN ONLY) I

CONSTRUCTION II 1.Z11 _

175 LINE SECTION. DESIGN I

NILSI4IRE/ I ALVARADO R-O* STATION

UTILITIES (DESIGN ONLY) ______

CONSTRUCTION CCI. -

--

- 1-- - - -

I _ I _ I _ I F,flIASWIUEIWO,*IPII.I FIGURE 5-2 * LEVEL I I SCHEDULE Man..msm &immary lConSuuctIoul Phs 1)

2/23t84 (Co. 110. 112. 114. 130, 131. 131. 137. 140, 141, 142. 143, 147, 1E7. III. 170, 157) ** (4RTC REPORT O. 14-

JUNE 1984 5-3

'as' DESCRIPTION

J A S

I * DESIGN REV EW # 112

0 J _L_ .L... ._ ............... ..L..

COMMENTS _7100% * 114

130 '_

1 *140

#135

1 *142

1 *170

* 100%COSTESTINATE REVIEW AND

*114 V I

COMMENTS

*130 ____ *135 ..IIIII'

*142

1 *170

I * --- CONTRACT PACKAGING, #112 LONG-LEAD PROCUREMENTS AND # 114 SCHEDULES V EVALUATION! #130

IRECOMMENDATIONS #135

4 #142

V

I 11B - -

* 170

___________ CM REPORT SUIITTAL

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ESTABLISH PHASE I

FIELD OFFICE I

V

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____________ _L _L - H

I

I - - DEVELO PROCEDURES lu...

I

Firv Annual Work P1 Fl G'JR5 ) PAGE 20FL IAS!fl OW LZV!L U Sr1!rITLZ 21201$4

I Mana.m.nt Summ.ry/Construction Ptai. I

(Cofm.ct3 110, 112, 114, 130. 131, 135, 137, 140, 141, 142, 143, 147, 157, 165, 170. 187

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1994 1996

N 0 .1 M A M, J

WI$ImEMOT O*5IQ

U'fl LI1Ir O[SG O*LYI

220 LI NE SECTiON, DESIGN WILSHIRE/NORMANDIE WI LSHI RE1WESTE RN A .O-W

UTILITIES (DESIGN ONLY)

u_u - - _j -__

240 CRENSP4AW STATION DESIGN


-:

-

I

245 LABREASTATION DESIGN

UT) L(TIES (DESIGN ONLY)

250 LINE SECTION AND DESIGN W(LSI4IRE/AIRFAX STATION RW


fl- I

1 -1 275 FAIRFAX/9EVERLY DESIGN

STATION


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DES)GN REVIEW COMMENTS

#220

#240

*245

#275

4-- _______- - - SAUD Old LIVSL II s5Di.n.0 V?W54 PAGE 1 OF 1

IFinnu.IWorNPlan FIGURE 53 IM.n.q,m.nt Summwy/Conrtruction Ph 2

1Coi,trn 195220, 227, 237, 240. 245, 250, 275)

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J - * -

S OIN D J F N A N J

LINE SECTION i= = FAIRFAX DESIGN

I SANTA MONICA a

A ND LA BR LA! OW ___ 310 SUNSET

UT) LITIES

r I

' (DESIGN ONLY)

HOLLYWOOD! CAHUENGA

S DESIGN HO L L YW000I

350 CAHUENGA R-O.W TO INVERT)

UT1 UTIES -

1

(DESIGN ONLY)

_______________ DESIGN REVIEW 310 ....II

_1_

COMMENTS 350

z

4 2 4

2 2

0 C-,

-

LEGEND DELIVERABLE MILESTONE

__J__ - First Annual Work Plan F I GURE 54 PAGE 1 OF 1

I 8ASET 01 LIIVEL

Manm.nt Summary/Conitruction PHASE (Convicts 310, 327. 347, 350)

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DESCRIPTION J

A is 0 N 0 J F N A

-J LINE SECTIONS. CAHUENGA TO DESIGN HOLLYWOOD BOWL

410 AND HOLLYWOOD R.W BOWL TO

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________ IDESIGN ONLY)

HOLLYWOOD BOWL

DESIGN

415 R-O-W ,

UT) LITIES

UNIVERSAL CITY STATION

DESIGN .iI-._..

4 R-O-W

I - UTILITIES -

I --___________ __L UNIVERSAL CITY TO NORTH HOLLYWOOD DESIGN

I - 430 LINE

R-O-W I -i

UTILITIES

NORTH HOLLYWOOD STATION

DESIGN 1

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UT) LI TI ES

DESIGN REVIEW #410

__L I COMMENTS

#415 I

# 4

#430

I # 445

2

4 2 4

2 - _________________________ _______ LI

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LEGEND: DELIVERABLE MILESTONE

__________________ _____ - IAS O LZV#L U SC1IEYWU Z/2O/

AsnuI Work PLi Man.ge.it Summari/Construcflon PHASE 4

(Contrsct 410, 415, 425,430, 445) FT CURE 5 -5 PAGE 1 OF 1

5-7

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1984 - 1985 DESCRIPTION

J A S 0 _________

* __ILL

610 TM ACK WOR K DESIGN - 612/615 PROCUREMENT

611613 PROCUREMENT 614.616 617 618 CONSTRUCTION

*

820 TRAIN CONTROL DESIGN

- CONSTRUCTION

-.1- *

- - - - - 630 TM ACTION POWER DESIGN - 630

631 TRACTION POWER

*

640 COMMUNICATION DESiGN O8SI0Pd CRITERIA ECS& TEST PARAMETERI

-1- SVSTEMWIDE)

* :---% 660 VEHICLES DESIGN

. 1..... -

i_

- - - - ______j______

660 FARE COLLECT1ON DESIGN I..... I -

A

670 AU XI LIAR V VEHICLES DESIGN $108 / L

CONSTRUCTION

** - 710 ESCALATORS DESIGN

100% TiC

CONSTRUCTION IITALLATI0N IN INS)

** 720 ELEVATORS DESIGN 100%)

*

740 F ANS DESIGN -I- -

ILH 150 TUNNEL LINERS DESIGN .I!..T° ....

I

......I.....

_______ 760 GRAPHICS AND DESIGN - 100% TiC

I

- SIGNAGE _ __-_H_ __ - IYTi ULSII3N )TATU 'Itr'JU Ff5114 FIGURE 5-6

- "" ' " Firi Annuil Wod PIMI Man,sm.nt Summay/Syst.nwid.

(Systsmwds Contracts 610-61& 620, 630/631, 640, 650. 660, 670, 710. 720, 740, 750, 760)

5-8

Cu

SYSTEMS DESIGN STATUS REPORT 715/84 DELIVERABLE SUBMITTAL

POCO IA JOIN' VENTURE O TNE RALPI4 U PARSONS COMPANY DILLINGI4AU CONSTRUCTION INC AND DE LEUW CATNEP & COMPANy

I

I SECTION 6

ISTAFFING PLAN

This section presents the manloading by discipline for the First Annual Work Plan, Phase I - Preconstruction Services.

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Figure 6-1 Sheet 1 of 2 MANLOADING AT DISCIPLINE Revised 713018t1

PIRSI ANNUAL WORK PLAN - CM PREONSTRUC1ION SERVICES

7/6F8 - 6/30/85

19811 1985 Pn Pn Hours Jul Au Sep Oct Nov Dec Jan Feb Mar Apr May Jun Months 157 Hrs/M

Construction Manager 1 I 1 I 1 1 1 1 1 1 I 1 12 1.88111' Deputy CM/Operations 1 I I 1 I 1 1 1 1 I I 1 12 Deputy O4/Engrg. Svce./Proj. Control I I 1 1 I 1 1 1 1 I 1 12 Deputy cM/Planning 1/2 1/2 1/2 1/11 1/1* 1/11 1/Il 1/ti 1/11 i/1 I/ti 1/Il 3-3/11 5R9L-' Deputy Ad.inI.tratin/Staff Support 1 I 1 1 1 1 1 1 I 1 1 I I? 1.RRtip' Ad.inistrat.jve Asst../Secretaries 11 6 10 12 12 12 1? 12 1? 12 12 12 128 20.096 1" Technical Advisory Board AS REQUIRED 1,136

Manager - Cjnity Relations - 1 1 I I 1 1 1 1 1 I 1 11-1/2 I.OR6 CojnIty Relations Coordinator - - - - - 1 I 1 I 1 6 9112 Arts Coordinator AS REQUIRED - 911? 0' Legal Advisor AS REQUIRED -1-8R11 EEO Administrator - 1 1 1 1 1 1 1 1 1 I 11 4-;??? E0 Assistant Administrator - - - I 1 1 1 1 1 1 1 I 9 1,1113 EEO Specialist - - - - - - 1 1 1 1 1 6 911? Manager - Safety/Security 1/2 1 1 1 1 I I 1 1 1 1 1 11-1/2 1.806 Manager - Quality Assurance I 1 1 1 I 1 1 1 1 1 1 1 12 1.8811 Labor Relations Advisor AS REQUIRED 622

Manager - Project Controls 1/2 1 1 I 1 I 1 1 1 I 1 1 11-1/2 1.806 Lead Estimator - I 1 1 1 1 1 1 I 1 1 Il 1,??? Estimator - I 1 I 1 1 I 1 1 1 1 1 Ii 1,127 Lead Cost EngineerFAnalyst 1 I 1 1 1 1 1 1 1 1 1 1 12 1,8811 Cost Engineer/Analyst - 1 1 1 1 1 1 1 1 1 I 1 II 1,721 Lead Planner/Scheduler

1 1 1 1 1 1 1 1 1 1 1 1 12 1,8811 Planner/Scheduler - 1 1 1 1 1 2 2 2 2 2 2 I? 2,669 Lead Change Control Analyst. - - 1 1 1 1 1 1 I 1 I 1 10 1.510 Lead Claims Analyst/Engineer - - .- - - - I 1 1 1 1 5 185 Lead Document Control Specialist - 1 1 1 1 1 1 1 1 I 1 1 11 1,121

Manager Contracts/Procurement I 1 1 1 1 1 I 1 1 1 1 1 121 1,8811 Contract. AdmInistrator 1 1 1 I 1 I I 1 1 1 1 1 12 1,8811 V Procurement Specialist/Inspector - 1 1 1' 2 2 2 2 2 ? 2 2 19 2.983/

- - - - - - - - - - - - - - - -

Figure 61 Sheet 2 or 2 KANLOADING BY DISCIPLINE Revl5ed 7,30/811

FIRST ANNUAL WORK PLAN - 04 PRECONSTRUCTION SERVICES

7/6/811 - 6/30/85 19844 198'5

Man Miri Jul Aug Sep Oct. Nov Dec Jan Feb Mar Apr May Jun Months Hours

IPiager - Project Administration I 1 1 1 1 ,1 1 1 1 I 1 I .12 1.8811 OfficeManager 1 1 1 1 1 1 I 1 1 1 1 1 12 Ssnior Accountant 1 1 1 1 I 1 1 1 1 1 1 I 12 1.8811

Personnel Administrator 1 1 I 1 1 1 I 1 1 1 1 I I?

Manser-EngineerIngServices 112 1 I 1 I 1 1 1 1 1 1 1 11-tI? I,8o6 Laid Civil/Structural Engineer - 1 1 1 1 1 1 1 1 1 1 I 11 1.721 Civil/Structural Engineer - I 1 1 1 1 1 1 1 I 1 1 II 1.721 Lead Architect - 1 1 1 I 1 1 1 1 1 I I l 4.727 Architect - - - - - - 1 1 1 I 1 I 6 9112 LiadMechanical Engineer - 1 1 1 1 1 1 I 1 1 1 1 11 1.721 Machenical Engineer - I 1 1 I 1 1 1 I 1 1 1 11 1,727 Laidilectrical Engineer - 1 1 1 1 1 1 I I I 1 11 1.727

o ElectricalEngineer - 1 1 1 I 1 1 I 1 I 1 I 11 1.727 u Lead Systems Engineer - I 1 1 1 1 1 I 1 1 I I 11 1.727

3y.te Engineer 1 1 I I I 1 2 2 2 2 15 2.355 Lead Geotechnical Engineer 1/2 1 1 1 I 1 1 1 1 1 1 1 11-1/2 1,806 Geotechnical Engineer Specialist AS REQUIRED 9112

Geotechnical Technician - - - 2 2 2 2 2 2 2 2 2 18 2,826 Technical Specialist. AS REQUIRED 2,350

Manager - General ServIces 1/2 1 1 1 I 1 I 1 1 1 1 1 11-112 1.806 Lead Utilities Engineer - 1 I 1 1 1 1 I I 1 1 1 11 1,727 Utilities Engineer - - 1 2 2 2 2 2 2 2 2 2 19 2,983 Chiefof Surveys - I 1 1 I 1 1 1 1 I I I 11 1,721 Surveyors - - - 2 2 2 5 5 5 5 5 5 36 5,652 Lead Trarf Ic Coordinator - I 1 I 1 1 1 1 1 1 1 1 Il 1727 Lead Pre-Construction Status Surveys - 1 1 I I 1 1 I I 1 1 I 11 1.721 Lead Environmental Mon/Permit Fng. - I 1 1 1 1 1 1 1 1 1 1 Ii 1.721 Zone CM - 1 I 1 1 I 1 1 1 1 1 1 Il 1.727

Manager - Systems Integration - 1 1 1' 1 1 1 1 1 1 1 1 II 1,121

TOTAL OF CATEGORIES 20. i8, 514+ 62. 63. 63. 70. 11. 7?. 72. 1?. 72. I 1211.1191

I U A .iOINT VENTURE OF TNE RALPi M PARSONS COMPANY DILNNAM CONSTRUCTION INC AND DE LEUW CATMER 6 COMPANy

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SECTION 7

IWORK BREAKDOWN STRUCTURE

IFollowing is a matrix showing the interrelationship of organizational responsibilities to the work breakdown structure.

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LEGEND

PRIAARY RESPONSIBILITY

PARTKIPAT1ON

I $Y$TIM$ INTIQAATION r

H _I i

DIPUTY ONSTNUCTNjTh MANAGIN IHi COIISTRuC h LJ' I=

McowsT1?AA J Li. MAN

MANAG(R COlON

5iiii- CONSTRUCTION LMNAA OSPUTY

CONSTRUCTION T1tT MANAGE N CONTRACT$IROCUNI MUfl ENGINUNING MANAGER Slavic's,

J 1NAI$AOIR

1UNITY RELATIONS MANAGER

Mitt! MANAGER

.4 OUAUTY ASSURANCE

1 L!010 DEPUTY

ADMINISTRATOR L PROJECT AGNAIIS RAi} AND

u MIJIR

ST A JPORT

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LASOR RELATIONS ADVI$(}

LEGAl. COUNSEL ] DASHED LW1E PHASE I I ONLY

FIRST ANNUAL WORK PLAN I

FOR CM SERVICES

Fpuiaui I PRLCONSTRUCTION I

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FK3URE 7-I ru WBS/ORGANIZATIONAL RESPONSIBLITY MATRIX PHASE I PRECONSTRUCTION SERVICES

I A JON VENTURE or TNE RALP1 M PARSONS COMPANY DILLING4-,AM CONSTRUCTION INC AND DE LEUW CATNER & COMPAN

I SECTION 8

COST DATA AND BUDGET

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This section presents the cost estimate for the First Annual Work Plan, Phase I - Preconstruction Services, together with monthly and cumulative cash flow curves.

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,t.ta* £v'&I9s,$$.C,

cosi Aj!(D PRICE ANALYStS. PESEACKA,iD DEVELOPUEPIT COI4TLACTS H.i' . .*j,.

Tkis (..' as I. f srd hv .f FAA F.rw3S$ ii si4v FA 2. i( 11I It CIL tIt hiSL I*icded wd .ibri,ued sth po.osIs ,s , &e.c.it_

.i searcI ail dr oe,et tvsCt%. I yovi .11 t.tes $ee ru 018404 r.ysiI(roIt.J e..uect t)i hij offset 1.' tl%c1

Parsons Metro Rail Teai Joint Venture IMetro Rail Construction Management 100 West Walnut St., Pasadena, CA 91124

J

C!$O DLIC*stI0 £IYssOiLD *?ti'NDai* £sr11tc coi

t. D$SEC .*S* ae,f,J

T22.S6 1,836,866 Total Joint Venture Direct Labor 8o,37

l836866 TOTAL DUCOI_ .:::

a. SWIOtN (O..erAv..a,,tsftI 0tPAaYt*t 0* (7* SIs*LM *&T X b*&s S*DCoII

PaXroll Expense 33 606,166 Overhead 30% 1836 866 S51,059

TOTAL IUIDE 1S7,225 : ). 0t&C tE*.A&.

TOTaL MATtIIAL 4. 4PI*4 teI?swJ!elos ,a,It as C..'orss 101 5aI1.As41J :... :.. IL

!0T*L SPCIALYEITI$C :: I. $tC £L. t0U$PMLNt fZ!ds,,eleLa'gtaprrsfvssEa4&$.eg.sfo'atJ I Ti fit

. T*&NG*T4t3S ________________ _IPta DC Di IviI'$ENCI 25 500

TOTALTRaVIL. !_COiIUL.t**1'$ (Zi,otstp oS

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_Sen1QJTechn1ca1Mv1sor-14dgys I $700

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TOTAL CONSUtYANTI 994OO

S. CIMlU D*U COSTI S.cáf, is (sSsliS 1.0 ?t.0clits0l*i* r.,.h, toits. sf..p)

TOTAL DIRICT COST AND UDEN ,

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I.$tNti*L AND *DNI.tbT*&Tvt £IPCN$t (AS.. A fU* S. 'a. TOTAL ESTATED CT 5g-Tp

2oo,29

FAA F.1.. t, .&,,._

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£ IvCSNtNt £)D' (aYD*LD 1D1 Dl&iD4i CCD.NPta DwtaID See in1vd.ia1 Fins ii4OO2's

D t1 atwv u' £O,T C. DD '' CDtR*t$ aDf &c'a'rg Ow$$. tDAII' 0'" A., uj

flf. ara £. .ri i.ILs&rt f.ia t Dacos! CgNIS sAlt iD!&I. .DatC tIøEwltPIQDt1 st'o. ta

$St*ati £ CDNC fI(.'e iri a,aSrt. .0 IL.â .a*i. II4I II $. £$Dt$I 5 $CD'EC'U sa

1. Better Pernne1 p1yent Services Secret&rial Services CPFF 160,372

7837Pacific1vd,St.1O,HuntBch.CA 90255

2. Construction Control Services Corp. Project Controls, Construe-. CPFF 236,082

5815 Uplander Way, O.ilver City, CA 90230 tion Management, Inspection 3. mes & Pbore Geotechnical Engineering CPFF 55,019 445 S. Figueroa, Ste.3500, L.A.,CA 90071

. Engineering-Science, Inc. Environmental Engineering CPFF 85,856 125 W. Huntington Dr., Arcadia, CA 91006

5. Hayakawa Associates Mechanical Enineerin, CPFF 236,273 1180 S. Beverly Dr., L.A., CA 90035 Inspection

T. Jacobs Associates Construction Eng.-.1unne1s, CPFF 356,069 500 Sansome, San Francisco, CA 94l1l Cost Estng., Claims Control

7. Jenkins, Gales & Martinez, Inc. Architecture, Inspection CPFF 165,203 98l Airport Blvd,Ste.730,L.A.,CA 9005

3. Martin & Huang International Civil/Structural Enginee.n CPFF 153,592 1800 Wilshire!lvd,Ste.300,L.A, CA 90057 Inspection

. NPCC, Inc. CM Resident Engineering and CPFF 58,317 2665 MainSt,Ste.220,Sta.Monica,CA 90Z05

0.Ochoa & Sillas Legal Services-EEC, .aims i Rate 240,200 617 S. Olive, Los Angeles, CA 9D01

1.Randolph & Tate Associates Arts Program Coordination/ CPFF 42,366

315 S. June St., Los Angeles, CA 90020 Inspection

L2.Vanir Construction Management, Inc. EEC, Surveying, Construe- CPFF 240,549 660 J St.,Ste.295, Sacramento, CA 958l4 tion Management

SUBTOTAL

ase êLsa* a,,aa. 4sssfpas sa 2,029,898

%. t1NI$ S OlS DøLC D$I (5,rth- I(..', spar, a.,trt Item 9 - Orfice Space

Z50,200

Office Furniture & Equipment T77,180

Belocation to Los Angeles 154,500

Project Vehicles & Maintenance 61,732

eprduction, supplies, ommunication & Postage 210136

cpier Lease 48,703

isci11ineous Expenses 65,250

TOTAL I ,I01

fl, Iii.., rsees sat .".st .tj s It sat .ct.t tSL1aSI its la,t Iiss kt.s scrpi.4 'cM pLscipk I4m up'ests. tpi 5. I. & . smpI.yd L,. JI1s, l.as fil, .jtat u.I'% a.bIy . t&. l.#Ae'J Sat.0 - saCsS II r,svt. sad ) .. si i

1*7 CUI4* pirasa (*dii' J f*Vt 11*55 4t SI*1.7.I *4S 1*ZI!J fr e 11.Ldv'I sa ks .1-- . t"'r I"sr k. s. skis S s finul iaSs.ss

(a' a.t 1 e'i. V*at15tt 11 sks Cilq O1Li.

ffWtiPksa ' q*i.t5S t&f?at4*4 I iiP'*S $L *?(1*7L'.s a4 P.1*. -

i:i,.. aw5pDIa SvIi D.vr...

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July 30, 1984 airn, Joint Venture Committee

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($000

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JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

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Monthly Cash Flow First Annual Work Plan for CM Services

FIGUR[ 8-1

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0

L JUL AUG SEP OCT NOV DEC JAN FEB_- MAR APR MAY_- JUN

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Curnulatwe Cash Flow First Annual Work Plan for CM Services

FIGURE 8-2