mysore l nagaraja p emysore l. nagaraja, p.e._10.1.10.pdfmysore nagaraja, p.e. chairman and...
TRANSCRIPT
“Successful Implementation of Mega-Projects in New York City”
Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder
Mysore Nagaraja, P.E.Chairman and Co-founder of Spartan Solutions LLC
President, MTA Capital Construction Company, New York, NY (2003 – 2008)• Responsible for initiating and executing 5 separate expansion mega‐projects and a system‐Responsible for initiating and executing 5 separate expansion mega projects and a systemwide Security Program for the New York City MTA totaling approximately $26.7 billion
• Recognized by the federal EPA for being the first government agency to incorporate environmental performance commitments in construction contracts
Sr. Vice President/Chief Engineer, MTA New York City Transit, New York, NY (1996‐2003)• Responsible for MTA NYCT’s Department of Capital Program Management and its 1,600 person staff
• Responsible for the planning, budgeting, design, and construction of the capital program with annual capital commitments valued at $2 to $2.5 billion, representing 75 to 150 major multi discipline projectsmulti‐discipline projects
• After 9/11, led the reconstruction of the #1 subway line to completion in nine months• Formerly Deputy Vice President/Chief Engineer (1989 ‐ 1996); Assistant Vice President (1986 – 1989); and Project Manager (1985 to 1986)
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
(1986 1989); and Project Manager (1985 to 1986)
Large Capital Construction Projects
Total dollar value: $18 Billion‐started planning phase in 2000 andstarted planning phase in 2000 and all projects in construction phase by 2007.2007.
• Second Avenue Subway7 W t E t i• 7 West Extension
• Fulton Street Transit Center • South Ferry Terminal Station
• LIRR East Side Access
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Second Avenue Subway
• Two‐track line (8 ½ miles)
• Sixteen new stations
• Connection to the 63rd
Street line
• Phased construction and operation
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
7 Line West Extension
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
7 Line West Extension
Station Concept – 34th Street/11th Avenue
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
LIRR East Side Access
Overview of the
East Side Access
Project
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
LIRR East Side Access
8 600ft5,500ft
4 400ft
8,600ft
4,400ft
1,600ft
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
LIRR East Side Access
Why Is East Side Access Needed and What Are Its Benefits?
Bring LIRR Riders Where They Want to Go
• Over 53% of LIRR’s current riders into Penn Station are bo nd for the East SideStation are bound for the East Side – Requires transfer to crowded subways, taxi or
15‐20 minute walk
• Penn Station is busiest in the country– NJ Transit and Amtrak both have expanded
service, reached maximum in peak periodd k l d i i– Increased Amtrak Acela and NJ Transit service
planned for future
ESA will save 30 minutes/day for LIRR East Side customers
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
ESA will save 30 minutes/day for LIRR East Side customers
LIRR East Side AccessEast River Tunnel AM Capacity - Current
64 Inbound, 73 Outbound in Peak HourPlanned:A t kA t k
p y
MNR (future)MNR (future)Harold
AmtrakAmtrak2 5Grand
CentralTerminal
63WB
63EB
24 trains
24 trains
MNRMNR MNR (future)MNR (future)Interlocking
andSunnyside
YardPenn4
3
21 trains
24 trains
Amtrak Amtrak
LIRR (42) 33YardPenn
Station3
2
1
24 trains
25 trains
21 trains 1111 NJ TransitNJ TransitNJ TransitNJ Transit7 18
PA NY/NJ Airtrain(future)
PA NY/NJ Airtrain(future)
Amtrak Amtrak
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Elements for Successful Implementation
I. Governance
II. Program Organization
III. Project Management Plans
IV. Strong Program Controls
V Effective Reporting &V. Effective Reporting & Integration of Risk Assessment and Risk Management from beginning to end
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
I. Governance
• Strong reporting structure and clear delegation of h iauthority
• Clear definition of objectives ‐ board and management relationship
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
II. Program Organization
• Create the right organizational model for the program and the projectsand the projects
• For the Projects, Four Basic PM Organizational Choices:• Project management by agency staff
• General Engineering Consultant as PM
• Independent Project Manager as extension of agency staff
• Integrated agency and consultant PM staff
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Why Change to Agency PM Organization?
• New agency created with focused mission to manage mega projectsmega projects
• New agency brings together in‐house expertise and experience utilize consultants to provide additionalexperience, utilize consultants to provide additional support where required
• Provide most efficient use of agency and consultant• Provide most efficient use of agency and consultant resources and expertise
• Streamline decision‐making process with direct accessStreamline decision‐making process with direct access between users and designers
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
III. Project Management Plan
• Develop a comprehensive Project Management Plan for each project
• Organizational Concept• Roles and Responsibilities
• System Safety• System Integration
p j
p• Project Controls
• Work Breakdown Structure• Cost Control• Schedule Control
y g• Community Relations• Construction Program• Quality Assurance
• Document Control
• Contract Management• Change Control• Procurement
• Interagency Coordination• Conflict Resolution• TestingP j t H lth d S f t• Design Management
• Real Estate Acquisition
• Project Health and Safety
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
IV. Strong Program Controls
Program Controls: What is it?
l i f i i f iA Tool Kit for Communicating Information…
in a Timely Manner to Make Sound Decisions
CommunicationCommunicationCommunicationCommunication CommunicationCommunicationCommunicationCommunication
CommunicationCommunication
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Elements of Program Control Process
Work PlanWork Plan
Monitoring The Plan
Monitoring The Plan
Program Control
Program Control
Reporting Reporting CorrectiveCorrective
ControlControlReporting DeviationsReporting Deviations
CorrectiveAction
CorrectiveAction
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Control the Scope to Control the Project
OutsideAgencies Community
U GOther Projects
Agencies yUser Groups
Funding
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Configuration Control to Manage Change
• Working with an established baseline scope for the project and tracking changes to that baseline.
• Configuration control is maintained by the Change Request process and the Configuration Control Board (CCB).
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Cost Control Effectiveness
Conceptual/Preliminary Design ConstructionFinal Design
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
V. Effective Reporting and Integration of Risk Assessment and Risk Managementg
• Manage the Project’s Risk
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Mitigating Tunneling Risks
• Assembly of extensive geotechnical data
• Identification of underground conditions
• Establish baseline conditions ‐ GBR
• Development of cost‐effective design
• Assess appropriate construction methodologypp p gy
• Equitably assign risk for changed conditions
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Cost Risk Mitigation
• Define estimate basis and assumptions
• Scope and quantity reviews and validation
• Procurement/construction execution strategy
• Independent estimate development and reconciliations
• Industry expert reviews & buyoff
• Contingency developmentg y p
• Internal reviews and acceptance
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Develop Contingency Based on Risk
• Assess risk of each contract packageRi k A l i i M C l Si l i & R l• Risk Analysis using Monte Carlo Simulation & Resultant Contingency Vs Overrun Probability Curve– VariablesVariables
• Risk Elements (Scope/Quantity/Price/Construction Changes)• Risk assignment at various under‐run probabilities (e.g., GCT excavation and concrete)excavation and concrete)
• Review of results• Re analysis of Input• Re‐analysis of Input• Reruns• Selection of Risk and Associated contingency
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
• Selection of Risk and Associated contingency
Keys to Successful Project Management
• Governance ‐ Clear Definition of Objectives and Proper DirectionDirection
• The Right Organization– Structure suited to the project and the Agency– Appropriately staffed
• Sound Project Management PlanFramework for management and administration– Framework for management and administration
– Defined roles and responsibilities of team
• User‐friendly Management Systems– Tools to control schedule and manage budget– Timely reporting
• Management of the Project’s Risks
Mysore L. Nagaraja, P.E.Chairman & Co‐founder, Spartan Solutions, LLC
Management of the Project s Risks
THANK YOUTHANK YOU
Mysore L Nagaraja P EMysore L. Nagaraja, P.E.Chairman & Co-founder