KING STREET COACH YARD: A DESIGN-BUILD APPROACH FOR ...€¦ · The yard also is home to Amtrak's Pacific Northwest operations, including the mechanical, engineering, on-board services,

KING STREET COACH YARD: A DESIGN-BUILD APPROACH FOR SUCCESS

Author Names, Affiliations, and Contact InformationDan Radeke, Project Manager, Amtrak187 South Holgate Street Seattle, WA [email protected]

Jack Schwaegler, P.E., Project Manager, Michael Baker Jr., Inc.1511 Third AvenueSuite 301Seattle, WA 98101206-200-8732 (cell)[email protected]

Jason L. Goetz, DBIA, LEED AP, Project Manager, PCL Construction Services, Inc.15405 SE 37th Street, Suite 200Bellevue, WA [email protected]

Number of Words: 5,163

ABSTRACT

A renaissance in passenger rail over the last decade had created an urgent need for Amtrak to upgrade its King Street Coach Yard, located in Seattle, Washington. The yard maintains trains on Amtrak's eighth-busiest passenger rail route. When adequate funding finally became available in 2009, Amtrak immediately undertook rehabilitation of the King Street Coach Yard–a critical initiative for Amtrak's Northwest operations and key element of Amtrak's long-term capital investment plan for infrastructuremodernization.

Amtrak implemented a successful, innovative design-build partnership with a construction contractor and a construction management professional to deliver the new facilities quickly and without disruption to operations. The team completed design-build delivery of track improvements, the new Maintenance Facility, and the Administrative,Warehouse, and Health and Welfare Building nearly a year ahead of schedule, safely, and $10 million below the original construction estimates produced during design.

The team overcame many complex challenges. These include avoiding disruptions to rail yard operations in a tightly constrained environment, passenger service at the adjacent King Street Station, and community activities.

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Through continuous communication and cohesiveness, combined with adequate initial design, the design-build contractor and construction management team safely accelerated design and construction while containing changes and costs. The result was a highly successful project, measured by its early delivery and significant cost savings.

This paper discusses the teamwork-focused measures and approaches that led to the successful King Street Coach Yard rehabilitation, which can be applied on future efforts to optimize efficiencies and expedite delivery of complex rail infrastructure projects.

INTRODUCTION

The rail industry has long sought opportunities to accelerate the completion of major infrastructure projects. The design-build approach, which is an increasingly popular alternate contracting vehicle, is a tool that owners and other stakeholders can leverage to improve project performance. Overlapping design and construction helps to accelerate the project delivery process and provides greater control over costs as compared to traditional delivery methods, in particular with respect to minimizing the number, extent, and impacts of change orders on construction costs.

Amtrak took a bold step forward in advancing rail industry alternatives for quick completion of core rail infrastructure projects with the design-build execution of its new Maintenance of Equipment Facility (Photo 1) and the Administrative, Warehouse, and Health and Welfare Building at the King Street Coach Yard in Seattle, Washington. The project is a design-build success story that has implications for future trends in railway engineering project design and delivery.

Photo 1 – Maintenance of Equipment Facility

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Located in south Seattle, just south of Safeco Field, the King Street Coach Yard (Photo 2) is bounded on the east by the Burlington Northern Santa Fe (BNSF) main rail lines and, on the west, by private property. The north end of the yard begins right under the roof structure for Safeco Field, and ends on the south, where the live rail lines pinch

out the yard, just north of the Seattle Public Schools Administrative Offices Building. Holgate Street bisects the maintenance yard, yet another unusual feature of the project site.

The yard itself was taken over by Amtrak through a lease with BNSF in 1998. Over the next 12 years, multiple attempts to rebuild the yard resulted in approximately $25 million in investments and improvements. The majority of the funding was used to address the most critical needs of the facility infrastructure, which had seen no major capital investments since 1947 and almost no maintenance since 1963. Numerous attempts to secure adequate funding for the construction of a new facility had failed, as well. Efforts to complete a design were made, but the level of funding available for the yard remained inadequate. Finally, in 2009, Amtrak received enough capital funding, combined with supplemental economic recovery funding, to enable construction of Phases I and II of a four-phase rail yard construction project.

Photo 2 – King Street Coach Yard and Surrounding Features

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With 11 active tracks, the King Street Coach Yard is a particularly busy place. Trains arrive and depart virtually around the clock. Amtrak's Cascade service and its long-distance Coast Starlight trains arrive at night. Sound Transit's commuter rail trains and Amtrak's long-distance Empire Builder trains arrive during the day. During the short layover periods, after washing and inspection, a variety of maintenance tasks are performed on the trains.

The yard also is home to Amtrak's Pacific Northwest operations, including the mechanical, engineering, on-board services, and transportation divisions. The new administration building consolidates all of these operations in a single facility. Equally important, the structure meets the expanding space needs of more than 200 administrative personnel, enabling Amtrak to demolish and remove the many construction trailers that for decades have housed administrative functions.

FOCUSING ON OBJECTIVES

Opened in 1908, the King Street Coach Yard currently maintains more than 20trains. That number is expected to grow to more than 37 trains by 2036. Amtrakidentified the multimillion-dollar rehabilitation of the rail facility as an integral part of a long-term capital investment plan to modernize its Pacific Northwest service network.

The yard currently serves two long-distance Amtrak trains: the Empire Builder, with service to Chicago, and the Coast Starlight, with service to Los Angeles. The yard also supports Amtrak Cascades Corridor service, sponsored by the states of Washington and Oregon, with service to Vancouver, British Columbia, and to Portland and Eugene, Oregon. In addition, the yard supports the local Sound Transit's Sounder commuter trains, which provide service from Seattle to Tacoma and Everett.

Amtrak chose the design-build approach to project delivery, recognizing the potential to achieve efficiencies and expedite project completion. Amtrak desired to engage a construction management firm to oversee design development and construction and provide a seamless interface with the project team. Amtrak partnered with Michael Baker Jr., Inc. (Baker) as the construction manager and PCL Construction Services, Inc. (PCL) as the construction contractor on this ambitious undertaking.

The original schedule called for project completion in 36 months at a cost of $52 million. Meeting the aggressive schedule was a priority, but there were significant challenges to overcome. Maintaining worker and public safety, minimizing rail service disruption, and limiting inconvenience to passengers and residents were vitally important. Access to CenturyLink Field, Safeco Field, and other community venues also had to be maintained.

The magnitude of the project and the increasing need for rapid execution to satisfy Amtrak's planned expansion goals demanded an even more proactive, strategic approach. The project team analyzed possible scenarios and divided the work into two phases (Photo 3). Phase I involved preliminary track rehabilitation and modifications,utility work on the north side of the yard to accommodate construction, and relocation of

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the Talgo Cascades line wheel-truing operations to the south side; demolition of several buildings; and construction of the new 651-foot-long one-story maintenance facility. Phase I was further complicated by the need to maintain Amtrak's wheel-truing operations in place, avoid disturbing functions, and ensure safe worker access during

daily operations. Phase II involved consolidation of multiple shop and storage facilities in the existing warehouse, demolition of part of the warehouse, and construction of the new 380-foot-long three-story warehouse-administration building(Photo 4).

The project team employeda design-build implementation strategy that emphasized five

Photo 4 – Warehouse-Administration Building

Photo 3 – King Street Coach Yard Project Phasing

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objectives: 1) engaging the construction manager as early as possible in project development, 2) maintaining open communication among all entities, 3) establishing ateamwork orientation prior to mobilizing personnel and resources, 4) continuously reinforcing shared goals, and 5) identifying and avoiding or mitigating the potential for risks.

ENGAGING THE CONSTRUCTION MANAGERBEFORE CONTRACTOR SELECTION

Design-build team cohesiveness is built by trust and a sense of responsibility, which are nurtured through developing strong working relationships. Trust in contractual relationships can be particularly difficult to achieve and sustain, yet it is the foundation for team synergy and success. In the design-build arena, the owner can set the stage for trust by engaging the construction manager as a collaborative partner before work has begun–communicating goals, co-defining issues, and eliciting early project input.

Amtrak chose Baker as construction manager through a competitive process and invited the firm to become involved very early during project development, specifically,prior to the design-build contractor selection process. Baker's preliminary tasks were aconstructibility review of the existing bridging documents and a review of the cost estimate prepared for the project by the bridging document designer, TKDA, fromChicago, Illinois. Through these early exercises, Baker was given the opportunity to understand the project at a much more in-depth level, understand Amtrak's needs and performance requirements, and begin to provide Amtrak with value-added recommendations. This interaction also enabled Baker's relationship with Amtrak to strengthen and mutual trust to develop.

Another valuable benefit of engaging the construction manager prior to selecting the contractor is that the construction manager can provide input in the contractor selection process. Baker was allowed to participate in reviewing contractor proposals or bids and attend interviews with the shortlisted contractors. Although Baker did not havea "vote" in contractor scoring by the selection committee, Amtrak requested and received Baker's opinion on the proposals and interview results. Because this project was Amtrak's first experience with the design-build contracting method, Baker's input was particularly beneficial. Also, through this involvement, Baker was able to becomefamiliar with each contractor's capabilities, intentions, and overall approach for the King Street Coach Yard project. Equally important, Baker had the opportunity to deepen itsunderstanding of the railway company's operational needs, priorities, and concerns well before PCL, the selected contractor, came on board. The information shared through this approach further enhanced Baker's understanding of and ability to fulfill its role as the owner's representative.

Early construction management involvement also enabled Baker to quickly orientPCL, preventing potential start-up delays on the time-sensitive King Street Coach Yard project, and helping to set a positive course for further team-building among owner, contractor, and owner's representative.

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MAINTAINING OPEN COMMUNICATIONS

All members of the project team–Amtrak, Baker, PCL, and the numerous project subcontractors–understood the need for continuous communication and located trailers adjacent to one another on site to simplify accessibility and enable direct, face-to-face communications, as needed.

In many contractual arrangements, the owner'srepresentative serves as an intermediary between the contractor and the owner. The King Street Coach Yard project did not followthis rigid communication hierarchy.Instead, the primary team members maintained an "open triangle" of communication (Figure 1), which included unrestricted access to team designer Tetra Tech, to prevent misunderstanding and escalation of issues. Baker and Amtrak also had direct access to the mechanical, electrical, and fire protection subcontractors, who actively participated in meetings, especially throughout the design phase of the project.

The open-triangle forum, in which PCL was allowed to communicate directly with Amtrak, was a function of Amtrak's management style and also of the strength of the relationship previously developed early in the project between Amtrak and Baker.

Through the evolution of its relationship with Amtrak, Baker had a strong sense of the qualities in owner representation for which Amtrak was looking. As a result, Baker was able to assume the role of facilitator for PCL, as opposed to acting as a bottleneck for communication between PCL and Amtrak.

Although direct access was a priority, the primary team members mutually understood and respected the need to establish particular internal communication protocols and to uphold authoritative roles, both of which ultimately benefited all parties.Despite the ability to freely access team members, Amtrak and Baker honored the communication protocol that PCL had established to facilitate interaction with Tetra Tech and the major subcontractors. They also clearly understood that all direction to the design-build team must come through PCL. Similarly, PCL had developed a strong relationship with Amtrak but nonetheless understood and respected Baker's role as owner's representative.

Figure 1 – "Open Triangle" of Communication

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PROMOTING TEAMWORK

Baker understood that teamwork prior to mobilization or at design development was critically important to devising a plan to keep the King Street Coach Yard project ahead of schedule and under budget. PCL quickly recognized the opportunity to expedite the design process for developing the bridging documents into issued-for-construction documents by giving Amtrak direct access to Tetra Tech. PCL convened aseries of design charrette meetings with the various stakeholder groups, which were essentially various departments within Amtrak, to efficiently elicit input and confirm that program needs were being met. As an obligation to itself to limit cost expansion, PCL kept continuous comparisons of design changes to the bridging documents and provided cost estimates when a change was clearly outside of the original scope.

Through numerous conversations early in project development regarding in-scope and out-of-scope design elements, the teamwork concept evolved into a true partnership mentality shared by all parties and led to the development of shared goals. It also enabled PCL to move through the design approval process with Amtrak at a very efficient pace.

Objective third-party construction management of the design-build processhelped to encourage teamwork and synergy among team member firms. Rather than serve solely as overseer, Baker expanded its role to that of facilitator and collaborator. Baker applied its wealth of experience in constructibility and cost and change-ordermanagement to add value to its services for Amtrak. PCL also recognized this added service as a project benefit and, in turn, did not view Baker as an adversary. This collaboration ultimately helped Amtrak to manage changes and control costs and ensured that its expectations were met.

EMPHASIZING SHARED GOALS

Highlighting and reinforcing the shared goals of the project team entities is an essential part of team building and particularly important on fast-paced design-build initiatives. The construction manager and the contractor must collaborate to accomplish the owner's goals.

The goals for the King Street Coach Yard rehabilitation project were clear, yet challenging: to maintain safety while coordinating diverse tasks amidst complicated rail operations; expedite the schedule; leverage the project budget to minimize costs, while optimizing the use of funding; maintain uninterrupted yard, station, and rail line operations; and deliver a quality product that meets Amtrak's long-term needs.

Safety

To promote worker safety, the team implemented a comprehensive safety plan and special training for employees. These initiatives resulted in a record of no injuries throughout the duration of the project, which encompassed more than 700 days.

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Schedule and Budget Management

Schedule management was a critical element of the project, as careful construction phasing was necessary to minimize disruption of operations at the rail yard. The team streamlined and accelerated the construction schedule to reduce the project timetable and costs to Amtrak. PCL was able to significantly reduce construction time by overlapping components and advancing the project along multiple parallel schedule paths.

The team compressed the project schedule by 12 months, or 33 percent, while still advancing the work. Prior to award of its contract, PCL had agreed to reduce Amtrak's original 36-month schedule by six months, to 30 months, which Amtrak regarded very favorably. By the end of construction, Phase I was delivered six months early and Phase II, 10 months early. The effort required continuous communication among all parties. This approach resulted in substantial savings for Amtrak: the teamdelivered the project $10 million below the engineer's estimate.

Concurrent completion of the two project phases allowed Amtrak to access itsnew office space approximately 10 months early. Savings were realized through bid proposals with reduced fees and fewer general conditions.

Maintenance of Rail Operations

The King Street Coach Yard rehabilitation project could not disrupt station or rail line operations. Because of the yard's proximity to two major athletic fields, constructionhad to be coordinated with athletic team schedules, as well as with yard operations and train schedules, to avoid creating major traffic gridlockduring games. Amtrak and the Baker construction management team worked with PCL to develop aphased track construction plan that ensured minimal interruptions in train service, yet allowed PCL to continue to move forward with construction. Baker developed intricate critical-path project schedules,using Primavera scheduling software, to ensure that the need to maintain rail service while advancing construction was met. Rail yard track enhancements (Photo 5) were among the first construction elements to be completed to improve train movements through the yard and access to King Street Station. The track improvements, in turn, provided operational flexibility that enabled PCL to proceed without being impacted by train movements.

Photo 5 – Track Switch-Stand Installation

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Quality Product Delivery

The team's approach to ensuring quality construction included field-level problemsolving; looking ahead in contract documents and contractor submittals to avoid potential delays, extra work issues, or quality concerns before they could occur; and documenting in detail the observations and decisions that were made in the field.

At the start of the project, Baker developed a project-specific quality assurance plan to document the methods to be used for inspection and documentation of the work in the field, office practices, and document-control procedures. Baker also developed a project inspection plan for use during the construction phase, which required each inspector to prepare thorough, accurate, and objective daily inspection reports. While PCL was responsible for general materials testing, the team verified that required testing, certification, and inspection of materials was performed prior to acceptance of the work and maintained a materials testing log. Inspectors reviewed testing requirements, evaluated PCL's testing methods for conformance with contract requirements, and verified the qualifications of PCL's third-party testing agencies.

The project team continuously strived to balance priorities while responding to evolving needs expressed by Amtrak and its many stakeholder groups as the end-users of the new rail facilities. As the design developed and plans were refined, Amtrak was able to more clearly envision the layout of particular spaces in relationship to required functionality, which often resulted in additional modifications. The project team quickly evaluated issues, offered recommendations to guide Amtrak in decision making, and proactively reconciled problems to avoid costly delays.

The completed project exceeded Amtrak's expectations–the ultimate test of product quality.

IDENTIFYING AND REDUCING RISKS

A key focus on projects of all types, risk reduction was of particular concern on the King Street Coach Yard project because of the high potential for accidents andinjuries during construction activities in a tightly constrained and very active rail setting.

The team's inclusive project safety plan and worker training were key to maintaining a project record of zero injuries throughout task execution. The team developed a site-specific safety assurance plan outlining standard corporate safety practices and project-specific procedures that were unique to the King Street Coach Yard. All of the team's site personnel were trained in Amtrak's roadway worker protection safety program. The team's lead inspector worked with Amtrak's training coordinator to ensure that all field staff received the roadway worker protection training.

Safety initiatives included the use of dedicated Amtrak flaggers to coordinate train traffic and safeguard construction workers. These efforts resulted in a stellar safety record–more than 700 work days with no incidents during the entire project.

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Careful staging of operations also contributed to worker safety. By completing preparatory track and utility work in advance of the building construction, PCL helped to reduce potential conflicts between train movements and construction, thus reducing thepotential for worker injuries.

While the Design-Build Institute of America suggests that the design-build process benefits the owner by shifting the majority of project risk to the contractor, one could argue that relinquishing control of design increases the owner's risk, which further underscores the importance of the bridging documents in clearly expressing the owner's needs and program requirements.

Amtrak took three major steps to reduce its risk on this project: adequately identifying project requirements during the initial design process by ensuring that these elements were addressed in the bridging documents, hiring a construction manager to represent the owner, and engaging a high-quality contractor.

The bridging documents consisted a body of work Developed by TKDA and Amtrak, which included a 30% set of plans, a Basis of Design document describing the project and listing performance requirements, and numerous files of Amtrak standards and specifications. Amtrak and TKDA solicited input from all stakeholders in developing the bridging documents, particularly Sound Transit and the various departments of Amtrak for the Warehouse / Admin Building, and Amtrak Mechanical and Talgo for the Maintenance of Equipment Facility.

The solicitation for the Design-Build contractor stipulated that Amtrak would get two formal reviews of the design as it progressed, specifically at 60% and 100%. The review comments at 100% were then incorporated into the plans and specs to create the Construction Documents. In advancing the plans from 30% to 60%, PCL and their designer, Tetra Tech, hosted numerous design charette meetings, which helped pull out program needs of the end users/stakeholders, and guide Tetra Tech to completion.

Early on in the project, Amtrak, PCL, and Baker sat down together and identified risks and discussed methods for reducing them. While many of the identified risks werecommon to most projects, such as safety and the potential for change orders and budget escalation, a number of risks unique to this project were identified. These included ensuring that trains traveled from the yard to the station on time every day, maintaining the functionality of Amtrak wheel-truing operations throughout construction, and working within a constrained project site with a severely limited staging area and environmental contaminants. All of these risks were reduced by promoting open communication and creating an environment of teamwork in which all parties werestriving for the same goals. While specific decisions were made to reduce specific risks, the higher-level relationship-building that resulted from these meetings further reduced Amtrak's overall risk by ensuring that all parties were aligned and working together to identify and solve problems.

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IMPLICATIONS FOR RAILWAY INFRASTRUCTURE ENGINEERING

Several key factors, achieved or facilitated through the design-build delivery approach, led to the success of this project. Amtrak's needs and goals were adequately identified and established internally. Following internal consensus, Baker reviewed the bid documents to ensure that they adequately conveyed Amtrak's needs and priorities.Through a rigorous procurement process, Amtrak identified qualified builders capable of successfully managing the project's design and construction and selected an exceptionally qualified contractor. Baker ensured that Amtrak's needs were clearly understood and were met during the course of construction.

The design-build delivery method, combined with third-party construction management, offers distinct advantages to meet the project needs of railway professionals, from owners to consultants, through more efficient resource utilizationand cost savings, enhanced team performance, and expedited goal achievement.

By monitoring and often synchronizing operations, the construction manager can ensure that all parties are focused on common goals and operating under shared expectations; reduce risks and claims and promote worker safety; resolve problems before they become issues; and identify tools and measures to streamline operations, avoid rework, lessen costs, and accelerate delivery schedules.

Use of the traditional design-bid-build delivery method for the King Street CoachYard rehabilitation would not have yielded the exceptional results realized through the design-build approach because of the project's extremely accelerated schedule requirements. This project demonstrates that the design-build delivery method with construction management oversight can be a "better way of doing business" and is a viable, cost-effective alternative to traditional delivery mechanisms for time-critical rail infrastructure projects.

PHOTOGRAPH AND FIGURE CAPTIONS

Photographs

Photo 1 – Maintenance of Equipment FacilityPhoto 2 – King Street Coach Yard and Surrounding FeaturesPhoto 3 – King Street Coach Yard Project PhasingPhoto 4 – Warehouse-Administration BuildingPhoto 5 – Track Switch-Stand Installation

Figures

Figure 1 – "Open Triangle" of Communication

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September 29 – October 2, 2013Indianapolis, IN

The Project

Maintenance of Equipment Building

Material Control and Administrative Building

October 2, 2013 September 29 – October 2, 2013Indianapolis, IN

The Project

September 29 – October 2 2013

j


Holgate Street

King Street Station

King Street Coach Yard


The Project

King Street YardConstructed in 1908Amtrak inherited in 1998State of disrepairNo major capital improvements since 1947No accurate records of existing infrastructure


The Project

King Street YardMinor progress on improvements from 1998 to 2008

New train washNew milling machineWaste water treatmentSmall building for Cascades maintenanceTrack workYard design completed in 1998

Fatal flawsSubsequent designs too costly, risky


The Project

King Street Yard maintainsAmtrak’s Pacific Northwest operations11 active, around-the-clock tracks5 Amtrak Cascades train sets8 Sound Transit’s Sounder trains2 long-distance trains

Numbers will only increaseYard inadequate to meet existing and future needs

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The Project

Seattle King Street Station served by

Empire BuilderCoast StarlightAmtrak CascadesSounder Commuter rail

Over 20 arrivals / departures dailyThese numbers will only increase


Challenges

Meeting the aggressive scheduleWorker and public safetyMinimizing rail service disruptionMaintaining access to CenturyLink Field, Safeco Field, and other community venues

Amtrak Solution – Phase the Project, Construct SequentiallyContractor Solution – Phase the Project, Construct Simultaneously


Delivery Method: Design-Build

TKDA developed “Bridging Documents,” roughly 30% plan developmentAmtrak engaged all stakeholders for input during bridging document developmentAmtrak stipulated formal plan reviews at 60% and 100%


The Design-Build Project Team

Owner Design-BuildContractor

ConstructionManager (CM)

Amtrak PCL Michael Baker Jr., Inc. (Baker)


Phase I Building

Phase II Building

Holgate Street

King Street Station

King Street Coach Yard


Phase I

September 29 – October 2, 2013

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Phase I

Track rehabilitation and modificationsUtility workRelocation of Talgo Cascades line wheel-truing operationsDemolition of two existing buildingsNew Maintenance of Equipment (MOE) Facility

651’ building to enclose two, 13-car Amtrak Cascades trainsets

Project Challenges:Keep truing machine in servicePreserve rolling assembly pitEnsure safe worker access

MOE) Facility


Phase I

New Maintenance of Equipment (MOE) FacilityPool pit to service trainsetsWheel milling machine – existingWheel lathe – newAmtrak Cascades wheel changer – remove reinstallEmployee offices, locker facilities, lunch and conference roomsMaterial Control for Amtrak Cascades equipment10-ton, overhead crane, 3 jib cranesRolling assembly changer – when neededWheel &bearing pressWelding shopElectronics shopAir brake shop


Phase I

September 29 – October 2, 2013

ase I


Phase II


Phase II

Consolidation of multiple shop and storage facilitiesDemolition of part of the warehouseNew three-story, 380’ material control and administrative building

2, 2013013 September 29 – October 2, 2013Indianapolis, IN

Phase II

New Material Control and Administrative BuildingMaterial control warehouse for Amtrak long distance trains, Sound Transit, and Sounder commuter servicesAdministration Building above warehouseOffice, locker room, conference and training spaces for entire PNW division staff (over 250) in Seattle

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Implementation Strategy

Objectives

Engage the CM Early

Maintain Open Communication

Establish a Teamwork Orientation

Continuously Reinforce

Shared Goals

Identify and Avoid/Mitigate Risk Potential


Early CM Involvement

Project avoided delays from the startBenefits:

Gained speedShifted riskIdentification of design issues early in processGood interface with Amtrak stakeholdersProvided direct access to designs and designer


CM’s Role

Ensure PCL’s contractual obligations to client are met

Set expectations for Amtrak’s end users

Ensure requests from Amtrak to PCL are reasonable, or help Amtrak understand the cost of request


Communication

Co-location of project officesPrivacy for Owner, CM, and ContractorProvided for easy communication and physical access to Owner and CM and Contractor

September 29 – October 2, 2013S


Communication

Co-location of project offices

SSeptSeptSept bembeembeembe 29r 29r 29r 29 – OOctoOctoOctobberberber 2 22 22 22, 2013013013013Indianapolis, IN

Amtrak/Baker Offices

PCL OfficesSubcontractor

Trailers


Communication

Open triangle of communication

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Teamwork

Open communications and early CM involvement provide for a cohesive teamDesign process can be expeditedTeamwork is necessary to achieve shared goals

SeptSeptembeember 29r 29 – OctoOctoberber 2 22, 2013013d l


Shared Goals

SafetySchedule managementBudget adherenceMaintain operationsQuality


Safety

Comprehensive safety planSpecialized training


Schedule Management

PhasingOverlapping componentsMultiple parallel schedule paths


Budget Adherence

Compressed schedule aided in budget adherenceTight monitoring of construction w.r.t contractual obligationsReasonableness w.r.t. Unforeseen ConditionsReasonableness w.r.t. Owner-directed Changes


Maintain Operations

Coordinate construction with adjacent athletic fields’ team schedulesPhased track construction plan to minimize train service interruptionsInitial rail yard track improvements improved train movement through the yard, providing flexibility

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Quality

Field-level problem solvingContinual review of contract documents and submittalsDocumenting field observations and decisionsProject-specific quality assurance planProject inspection planBalance priorities


Identifying and Reducing Risks

Project safety assurance planWorker trainingStaging of operationsMajor steps to reduce risk:

Early identification of project requirements (Scope clarity and strong Bridging Documents)Hiring a CM for owner advocacySelecting a high-quality General Contractor


Project Outcomes

• Safety

• Quality

• Budget

• Schedule

• MaintainOperations

No injuries in 700+ days (full project duration)

Exceeded Owner’s expectations

Cost remained well below Engineer’s estimate

Phase I delivered six months earlyPhase II delivered ten months early

Zero terminal (station) arrival delays

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Operations


Project Outcomes

Owner’s Needs Identified and MetSafety

No employee or contractor injuriesStay on schedule (beat schedule)Managed costs

Minimal changesEnsure no delay claims from PCL

Maintain operationsEnsure no delay to trains/service

High-quality facility to meet Amtrak’s and other stakeholders’ needs


Conclusion – Utilizing CM with Design-Build Ensured Success

Key to success was a true team effort from all parties: Amtrak, PCL, and Baker

Amtrak developed strong bridging documentsBaker facilitated flow of information and helped make the team effort possiblePCL built a multi-award-winning Project


Questions?

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