Project Controls Manual 2014-10-16 Issued Rev 4

Massachusetts Bay Transportation
Authority
Design & Construction Department
Project Controls
Manual
10.16.14 Rev. 4
Table of Contents Page No.
, PREFACE1
II. ESTIMATING...2
III. PROJECT SCHEDULE. ................................................................................................................. 17
IV. EARNED VALUE MANAGEMENT DURING DESIGN ........................................................ 79
V. GENERAL MANAGER REPORTS ............................................................................................... 88
VI. ASSISTANT GENERAL MANAGER DESIGN REPORTS ................................................... 96
VII. ASSISTANT GENERAL MANAGER CONSTRUCTION REPORTS ..............................117
VIII. SCOPE MANAGEMENT........................................................................................................... 136
IX. RISK ANALYSIS ........................................................................................................................... 149
X. CONSTRUCTABILITY REVIEW ............................................................................................... 155
XI. VALUE ENGINEERING.............................................................................................................. 164
XII. LESSONS LEARNED ................................................................................................................. 175
XIII. PROJECT MANAGEMENT FILING SYSTEM ................................................................... 180
XIV . PROJECT MANAGEMENT PLAN ........................................................................................ 185
XV. REFERENCES & CONTRIBUTORS ..................................................................................... 232

I. PREFACE
This manual provides Project Managers and Design Consultants with information and
guidelines that can be used for the implementation of project controls tools throughout
the life of a project. With proper controls in place, managers are able to successfully
manage project cost, schedule and risk.
Areas of Project Controls contained within this manual include Project Scheduling,
Earned Value Management, Management Reports, Scope Management, Risk Analysis,
Constructability Review, Value Engineering and Estimating.
We are confident the use of this manual will ensure and enhance the quality, timeliness
and cost effectiveness of MBTA projects.
MBTA Project Controls Group
1
II. ESTIMATING Page No.
Introduction 3
Estimator Qualifications and Ethics 3
Cost Estimating and Management Practices 4
Estimating Requirements 5
Cost Estimating Systems 11
Design and Construction Phase Cost Estimating 11
Delivery Methods and Deliverables 15
2
II. ESTIMATING
1. Introduction
An engineers estimate is a critical part of the project development process since

it provides the following:
Serves as a basis for probable construction cost

Supports decision-making on project scope
Serves as a guide to evaluate bidders proposals
Accurate estimating is an important component of MBTAs cost-management

process, as well as an important decision-making tool for the design team in its
selection of systems and materials.
General Philosophy
All costs that a prudent and experienced contractor would incur must be
included in project cost estimates. A listing of known facts, construction tasks,
and supplemental judgments form the basis of the estimate at each stage of
design. This provides a realistic approach to estimating, and it creates a history
of project cost development.
2. Estimator Qualification and Ethics
1. Requirements
Project estimate submissions must be prepared by professional cost estimators.

Certification as a cost engineer by the Association for the Advancement of Cost
Engineering (AACE), or as a certified professional estimator by the American
Society of Professional Estimators (ASPE), is supporting evidence of an
estimators qualifications, although it is not required.
2. Professional Expectations
The standards of practice described in the Canons of Ethics published by the

AACE and the ASPE, and available on both their Web sites, apply to all estimating
services.
3. Due Diligence Expectations
The MBTA expects proper diligence in the preparation of estimates, which will
grow steadily more accurate as the design progresses. While the estimator may
need to make many assumptions in preparing the concept design estimate, once
3
the construction documents phase has begun, estimates will no longer contain
major assumptions. A comparison of successive project estimates shall be
performed and any discrepancies shall be reconciled. The design engineer must
work closely with the estimator to coordinate the estimates with design
submissions and the scope of work, to review assumptions concerning
exclusions and inclusions, and generally to ensure that the estimate reflects
design intent. These estimators must have a thorough understanding of the
marketplace in which the project is located, research market prices, and obtain
price quotes for specialty items.
3. Cost Estimating and Management Practices
1. Cost Management Principles:
Design within Budget
Unless otherwise specified in design-contract documents, the design engineer

must design the project so that construction costs will not exceed the funding
limitations established as the Basis of Fee Negotiation. FAR 36.609-1 requires
that the engineer redesign the project at the firms own expense to ensure that a
responsive construction bid amount will be within funding limitations.
Construction Services
Construction bids may be solicited only if the Estimated Cost of Construction at

Award (ECCA) amount at final construction documents is within MBTA
authorized budget limits.
Itemized Cost Management
When project funds are secured from different agencies, funding sources or are
provided as a dedicated allowance for a specific program goal, estimates must be
made for each, allowing separate tracking of expenditures. Funding allocated for
such projects is tracked to confirm that expenditures are apportioned according
to amounts authorized by each agency, so as not to exceed the dedicated
allowance.
Independent Cost Estimates
For projects that are determined by the Assistant General Manager for Design
and Construction to require an Independent Cost Estimate to be performed,
generate a task order with one of the MBTA cost consultants through MBTA
Project Controls. This independent estimate determination will be made
between 90% and the 100% Estimate/Schedule review meeting. Projects over
$50 million must have an independent cost estimate. For projects below this
4
threshold, the Assistant General Manager of Design & Construction will make the
determination of whether an independent cost estimate will be performed.
The consultant may be required to perform any of the following services

associated with projects during the design and construction phases:
1. Review Requests for Proposals in order to develop an

independent estimate of design and construction costs.
2. Develop and compare independent cost estimate with design
consultant estimate.
3. Highlight and/or dispute variances between design consultant
and independent estimates. Verify unit prices, escalation costs
and allowances for overhead and profit.
4. Prepare an itemized engineers construction cost estimate (CSI
format) at the design milestones at project intervals requested
by the MBTA.
4. Estimating Requirements
1. General
The MBTA requires cost estimates for, at a minimum, the following phases of
design:
Initial Project Estimate

Pre-Conceptual Project Estimate
15 % Conceptual Construction Estimate
30% and 60% Design Development Construction Estimate
100% Construction Documents Construction Estimate
The estimate must include all elements of the proposed project work (including
all design contract modifications), regardless of the design phase. Where costs
are included for details not indicated on the drawings and specifications, the
estimator must include design assumptions to complete the scope. The estimator
must check all cost-estimate calculations for accuracy and completeness,
including assessing whether estimates completely and accurately represent
design features and quantities.
*Lump-sum pricing is not acceptable without description and quantification.
During Construction Phase Services, estimates pertaining to Change Orders and

claims must follow format described in the MBTAs Construction Contract
Change Order Guidelines.
2. Estimating Formats:
Using standard estimating formats for cost estimating and cost management:
5
Ensures a uniform cost-control framework throughout the various stages
of project development.
Defines a proper level of detail to set expectations for the estimating
effort.
Serves as a checklist to ensure complete coverage of project scope.
Provides for a standardized historical database or library.
MasterFormat Estimates
MasterFormat, a product of the Construction Specifications Institute (CSI), is the

most widely used standard for organizing project specifications and detailed
cost estimating data in the U.S. This CSI method is typically aligned with a
general contractors approach to preparing a bid.
MasterFormat is required when the design engineers estimator is providing

construction estimates.
If a consultant wishes to provide the MBTA with another format, a submittal for
approval will be required.
Each individual row, within the cost estimate, shall contain the following:
A. Line #
B. CSI #
C. MBTA Pay Item
D. Description
E. Quantity
F. Unit
G. Hrs.
H. Crew
I. Labor
J. Materials
K. Equipment
L. Unit Cost
M. Total Cost
A simple unit price estimate is acceptable for estimates prior to 60% design
development.
The following shall be shown as separate line items:
A. General Conditions
B. Overhead
C. Profit
D. Bond
6
E. Design Contingency
F. Construction Contingency
G. Escalation
CMG Format
Project Managers must provide project estimates in Capital Management Group

(CMG) format. The format must include, but is not limited to, these following
items:
Design and Engineering Land Acquisition

Construction Contracts Flagging/Force Accounts
Construction Contingency Inspection
Material Procurement Project Administration
Escalation Indirect Costs
Project Contingency Credits
See Figure 1.
7
Figure 1 CMG Report
PROJECT BUDGET DETAIL SHEET
Project Name: FITCHBURG COMMUTER RAIL LINE IMPROVEMENT - SMALL STARTS
Project ID: G67PS01, G67CN01, G67CN02, G67CN03
Period Ending 8/31/2013
BA Input Date
Project Budget Summary

A B C D E F G H I J K L M N O P
E+F G-K I-K D-I O-N
Total Estimated Required

Base Estimated Cost Percentage Estimate at Percentage Remaining Additional
Grant Resp. Allocated Base Cost/Total Expenditures Estimate to Funding Before Available
Description CMS / Funding / Base Committed EST/Contract vs completion EAC vs Total Contract Funding
WO Code Contingency Committed (AC) complete (ETC) Contingency Contingency
Value Funding (EAC) Funding Value to date Required
value Use
PS Professional Service / Design $26,827,171 $25,694,302 $1,862,303 $27,556,605 103% $31,188,527 116% $17,272,132 $10,284,473 $13,916,395 ($4,361,356) $0
CN Construction $132,925,331 $107,864,665 $10,984,747 $118,849,412 89% $126,446,472 95% $4,684,172 $114,165,240 $121,762,300 $0 $6,478,859
FA Force Account $170,332 $170,332 $0 $170,332 100% $170,332 100% $170,332 $0 $0 $0 $0
RE Real Estate $524,770 $510,000 $51,000 $561,000 107% $561,000 107% $440,413 $120,587 $120,587 ($36,230) $0
MP Material Procurement $0 $0 $0 $0 0% $0 0% $0 $0 $0 $0 $0
IN Inspection $1,623,510 $642,595 $0 $642,595 40% $3,200,000 197% $642,595 ($0) $2,557,405 ($1,576,490) $0
PA Project Admin $6,928,886 $2,128,418 $40,009 $2,168,427 31% $8,952,370 129% $1,687,771 $480,656 $7,264,599 ($2,023,484) $0
XG Unallocated Contingency $3,664,986 $0 $2,146,285 $2,146,285 59% $2,146,285 59% $0 $2,146,285 $2,146,285 $0 $1,518,701
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
Total $172,664,986 $137,010,312 $15,084,344 $152,094,656 88% $172,664,986 100% $24,897,415 $127,197,241 $147,767,571 ($7,997,560) $7,997,560 $0
responsibility
PM/BA Grant # Work Order Value
BA R10A10 $56,259,750
FORMULA 030291 $2,450,250
PM 030292 $91,290,000
050107 $383,223
R01A13 $8,616,777
R12A11 $10,000,000
Definition
Col. D CMS Distribution value
Col. E CMS Estimated Value or Committed if awarded (does not include contingency)
Col. F Contingency based on Engineers estimate or associated with contract value
Col. G Sum of Col. E & Col. F (not always equal to Col. D)
Col. N Funding available in the contract before using all available project contingency
Col. P Funding available to the project
Total $169,000,000 ($3,664,986)
8
3. Contents and Degree of Detail
Unit Pricing
Unit-price cost estimates are based on detailed design documents and developed
by adding up the direct costs of materials and supplies, labor, and construction
equipment for each individual task of construction work. The basis for these unit
costs must be well documented and included in the supporting data of the
estimate. To these, direct costs are added applicable indirect costs, such as
overhead and profit at a subcontractor level, to reflect the in-place construction
cost per unit of work required.
For construction estimates, up to and including 30%, it is acceptable to use unit

prices combining labor, materials, and equipment costs in a single figure. For
60% estimates and above, MBTA requires separate labor, material, and
equipment unit pricing.
Documentation of unit-price data for smaller items could include price quotes,
audits, catalog cuts, and historical costs to clarify price bases and assumptions
made when other information is not available.
General Conditions and Profit
1. 30% Design Development An overall percentage allowance for the

General Contractors general conditions, bonds, insurance, and corporate
overhead and profitis appropriate if the project involves no unusual
coordination, site preparation, or specialized support services.
2. 60% and 100% Design Development and Construction Document - It is

appropriate to estimate these costs with breakdowns:
General Conditions: Comprised of itemized general requirements and

job-site supervision.
Mark-Ups: Comprised of general and administrative costs, profit,

bonds, and insurance.
Design Contingencies
Contingencies are an integral part of the total estimated costs of a project and
cover costs that may result from incomplete design, unforeseen and
unpredictable conditions or uncertainties concerning project scope. The amount
of the contingency will depend on the status of design, procurement, and
construction, as well as the complexity and uncertainties of the component parts
of the project. Contingency is not to be used to avoid making an accurate
assessment of expected cost. MBTA may choose to set aside separate
contingencies for major schedule changes, unknown design factors,
9
unanticipated regulatory standards or changes, additions to project scope or
force majeure situations. Contingencies must always be separately identified so
that the magnitude of a contingencys impact is clear. For example, the estimator
may never add contingency by concealing it within unit pricing or quantity
estimates or takeoffs. Design contingencies start at 50% during initial stages and
are reduced to zero as the design is completed. Figure 2 shows design
contingency allowances. The table provides a guide for estimating contingency
development and is not intended to limit contingency to these values
Recommended Design Contingency Allowances

(Expressed as a percentage of estimated cost)
Project Stage Design Contingency Design Complete
Initial 50% 0
Pre-conceptual 40% 0+
Conceptual 20% 15%
Design Dev. 15% 30-60%
Construction Documents 0% 100%
Figure 2
Construction Contingency
The construction contingency is an allowance for cost growth that may occur
during construction as a result of unexpected circumstances or incomplete
design documents. The risk associated with each project is a factor to consider
when determining contingency. The methods below, or a combination thereof,
shall be utilized to determine construction contingency:
1. Risk Analysis
2. Trend Analysis
3. Historical Data
Each project shall meet with Project Controls to validate the contingency
proposed for each project (see Section IX Risk Analysis).
Escalation
Escalation is the anticipated increase in the projects cost due to inflation

between the time the estimate is prepared and when the project is finished,
since inflation continues during project construction. For simplicity, the
estimator must assume that half of the work will occur before the midpoint of
construction and half after. Therefore, the estimate is escalated to the midpoint
of construction to reflect the contractors provision for inflation in its bid.
10
Applying Markups, Contingency and Escalation
Demonstrate how mark-ups, contingencies, and escalation should be calculated

and applied to projects.
Reviewing and Reconciling Estimates
An engineers estimate will be prepared at each design stage. At 30% - 100%, the
estimate will be reviewed by a Senior Management review team. The design
consultant and its estimator are required to prepare a standardized review
package for Project Controls which will be issued three (3) weeks prior to the
review meeting. The review package shall consist of: the estimate in the
appropriate format as described in this section along with a Cost Growth Report,
project scope description, basis of estimate and recommended Add Alternates.
The estimator will present the full basis for the estimate in conjunction with the
design consultants.
The estimate review meeting is held in conjunction with in-depth schedule

review and risk analysis. Please contact Project Controls prior to coordinating
this meeting.
On projects for which MBTA requires the preparation of an Independent Cost

Estimate (ICE), the design engineer is responsible for designating a member of
its team to reconcile the ICE with its own estimate in an orderly and
comprehensive manner.
5. Cost-Estimating Systems
MBTA encourages but does not require the use of computer-based cost-estimating
programs to mitigate manual calculation errors and facilitate changes. The
requirements defined in this document can be easily met by using various commercially
available computer software programs and spreadsheets. Generic spreadsheets allow
user adaptation and offer flexibility in applying different cost databases.
28
6. Design and Construction Phase Cost Estimating
Any design-submission may include, but are not limited to:
cost estimates and reports

market survey
cost growth reports
space-type cost analysis
life-cycle cost analysis
value engineering studies
independent estimate reviews
11
budget analysis
construction award bid analysis
database information preparation
construction modifications & claims analysis
value engineering change proposals analysis (VECPS)
risk analysis reports
The purpose is to establish a cost management system that tracks budgets

established based on the prospectus in a MasterFormat, comparing cost growth and
cost modifications for all MasterFormat elements through design, procurement,
construction and project completion.
As a general rule, all estimates being provided by the design engineers estimator
shall be in CSI MasterFormat. A Cost Growth Report is required at all submissions.
An independent third party hired by the MBTA performs Value Engineering (VE).
Value Engineering is required at the completion of 30% design. MBTA may elect to
conduct an additional VE study at the construction documents phase on a project-
by-project basis. After the MBTA completes an internal review and selects particular
VE options, an estimate that incorporates the VE shall be provided.
1. Cost Estimates and Summaries
Initial Project Estimate
The PM develops an initial estimate of what the total project budget will be and
determines individual costs. Below is a sample of what should be included:
Total Project Budget of $XXXXX, Construction $XXXXX, Design $XXXXX, Real Estate
$XXXXX, Force Account $XXXXX, Project Administration Inspection $XXXXX, Indirect
Costs $XXXXX.
Pre-Conceptual Project Estimate
After a designer is selected, the PM reviews and revisits the initial project estimate
and refines the cost, if necessary.
15% Conceptual Construction Estimate
These estimating requirements apply to any concept-level estimate submitted by

the design consultant and its estimator. If a projects design requires multiple
concept submissions, each concept submission must be supported by the estimates
described here.
Conceptual estimating may require the preparation of estimates on three competing

basic schemes/concepts, allowing MBTA to select its preferred scheme. For each
12
scheme, the design engineers estimator prepares separate estimates for phased
work, multi-structures, and or bid alternates/options. The design engineer also
submits estimates for concept design analysis/studies as specified in design-
programming directives and/or design criteria references, and a comparison sheet
for multiple concepts/schemes.
Estimators must calculate quantities for appropriate systems or apply parameters

to appropriate building/transit areas. Applied unit costs may be based on combined
material and labor costs. Concept estimates must match the estimate format of the
budget estimate to facilitate cost-breakdown comparisons.
Backup worksheets must support detailed estimates, covering all cost-sensitive

project data and defining all major assumptions made. Backup estimating data and
quantity-survey information may be in any format, grouped under appropriate
format classification headings.
The design engineer is required to provide the estimator advance copies of all
concept plans and documentation early enough to allow for the preparation of
required estimates as part of the concept design submission. Advance documents
must include, but not limited to, floor plans, elevations, sections, and perspective
views in sufficient detail to allow a realistic parametric cost assessment. In addition,
the engineer provides:
A statement on the conceptual approach and general features for each

major building system, including an itemized listing of anticipated types
and approximate capacities/sizes. Block loads for structural, mechanical,
and electrical systems.
Quality levels of major materials and systems to be used, including any

special design programming or code requirements relating to fire
protection, HVAC, plumbing, electrical, and structural components.
A copy of the design program to ensure that the estimator understands

goals, objectives, and design directives that may not yet be reflected in
concept design submission documents.
The PM must take each current estimate (given in CSI Format) and confirm and/or
refine previous estimated costs, associated with the project.
30%, 60% and 90% Design Development Construction Estimate
The design engineer and its estimator shall develop a construction estimate of the
selected design scheme.
Backup worksheets are required to support the detailed estimates, which represent
all cost-sensitive project data. Define all major assumptions. Backup estimating data
13
and quantity-survey information may be in any format, but must be grouped under
appropriate format classification headings.
refine that previous estimated costs, associated with the project, are within budget.
100% Construction Documents Construction Estimate
The design engineer and its estimator must provide a detailed construction
estimate. If the overall projects construction estimate exceeds the budget, the
Project Team is required to propose cost-saving measures to bring the project
within budget.
refine previous estimated costs to ensure the project is within budget.
2. Cost Growth Report
A Cost Growth Report consists of a table that details and explains the items that
contributed to cost growth.
A Cost Growth Report (CGR) is to be provided to the MBTA with every construction
estimate submittal in order to track cost growth at each design phase by comparison
with the project budget.
3. Requirements for Bid Submission
The Contract Administration Department ensures that the bid packages include a
lump-sum bid requirement for each bid option, alternate, and unit-pricing item.
39
4. Construction-Award Bid Analysis
Bids are opened publically, read aloud and the apparent low bidder is determined as
the lowest responsive bidder according to MGL Chapter 30 and 39 M. After the
apparent low bidder is identified, an analysis of the bids is performed by Contract
Administration and the MBTAs designer engineer.
After the construction contract is awarded, the estimator analyzes the bid cost,
using all available cost data, including the contractors breakdown of costs
submitted as the payment schedule for monthly progress payments for each trade
or subcontract.
MBTA will provide the engineer and the estimator the following data:
The abstract of bids received for the procurement with an indication of

the award amount and the bids offered by all contractors.
14
Any breakdown or verification of contractor or subcontractor prices in
the course of contract award.
5. Construction Modifications and Claims Analysis
Estimates provided during the construction phase shall follow the MBTAs
Construction Contract Change Order Guideline and the Construction Documents.
The Guideline provides information, procedures, and guidance for estimating and
processing construction contract modifications. Contract modifications include
change orders, contractor claims, formal resolution of constructive changes, the
impact on unchanged work, suspension of work, and time extensions.
7. Estimating Deliverables
1. Estimate
2. Basis of Estimate
8. Requirements for Basis of Estimate
A Basis of Estimate shall accompany all estimates and include the following
elements:
Project Scope Description

General Assumptions
o Assumptions include, but are not limited to, constructability, use of
specialized construction equipment, work shift, labor, supply, etc.
o A schedule should be developed as a key output of a cost estimate. The
schedule shall coincide with the estimate. Development of the schedule
and cost estimate is a highly iterative and interrelated process; therefore,
a statement confirming the estimate and schedule are in unison with each
other shall be provided with the estimate.
Pricing basis
Example of pricing basis is shown below:

o Pricing sources for all major equipment and/or material (vendor quotes,
historical data, etc,).
o The pricing source for labor hours, and labor productivity adjustments.
Provide appropriate detail if productivities vary by trade and/or location
within the project (station, etc.).
o Wage rates used (including crew/craft rates, craft mix, etc.). Pricing
source and methodology for all home office costs (project management,
engineering, design, etc.). Document the basis for any contractor fee costs.
o Pricing source and methodology for costs such as freight, taxes, duties,
etc.
o Escalation indices used, and the method of calculation (including
duration).
15
o Location factors used and the basis for these factors.
o Influence of local market conditions.
o Any other pricing factors or external influences that may have a
significant impact on project cost should be identified.
o Estimate line items to be stripped of contingency.
Allowances
o Identify the types of allowances used in the estimate. Describe the basis
for the common estimating allowances such as material take-off
allowances, design allowances for engineered equipment, congestion
allowances, working height allowances, etc.
o This section should also describe any other costs, and appropriate back-
up, that have not been detailed in the body of the estimate, such as lump-
sum allowances for specific areas of scope or any other factored costs not
described elsewhere in the estimate basis.
Exclusions
o In this section, the estimator should document all potential items of cost
which a reviewer might associate with the project, but for which no costs
have been included in the estimate. MBTA Force Account and land
acquisition are examples of potential items that may need to be identified.
Estimate comparisons
o Include MBTA historical cost items.
Risks and Opportunities

o Identify any areas of the estimate containing significant risk or
opportunity.
Estimating Team
o All members of the estimating team should be identified, including roles,
responsibilities and qualifications.
o If material take-offs (MTOs) are provided to the estimator, identify
specifically who developed the MTOs and the methodology used.
Provide Cost Growth Reports with each estimate that compares current estimate
with previous estimate submittals.
16
III. PROJECT SCHEDULE Page No.
Project Design Schedule Submittal 18
Project Design Schedule Updates 24
Revisions to the Project Design Schedules 24
Anticipated Construction Schedule/Contract Time Determination 25
Construction Phase Services 26
Construction Schedule Specifications 29
Construction Schedule Review Log 46
Exhibit A 47
Exhibit B 48
Exhibit C 51
Exhibit D 78
17
III. PROJECT SCHEDULE
MBTA Project Managers (PM) are responsible for managing design and construction
schedule associated with their projects. It is the PMs role to act as the coordinator and
catalyst for the activities of the design consultant and other team members and to assist the
team in establishing and meeting the time management goals of the project.
Project Managers must be skilled in anticipating and analyzing problems, resolving or

facilitating the resolution of problems in a timely manner and monitoring the
implementation of the resolution to avoid adverse time impacts. Schedules are to be used
for managing all the project phases.
Once a designer has been selected, the PM works closely with the design engineer to
develop a design schedule within the time frame described in the project RFP. The Design
Engineer is responsible for developing and updating the Project Design Schedule.
A. Project Design Schedule Submittal
1. Scheduling Representative
Prior to the submission of the Project Design Schedule, the Design Engineer shall designate
a scheduling representative during the design phase for the project. The scheduling
representative is the person primarily responsible for development and maintenance of the
Project Design Schedule, the Design Engineers representative in all matters regarding the
Project Design Schedule, and the designated attendee for all schedule related meetings.
The Design Engineer shall notify the Authority of any changes to the person(s) designated
as the scheduling representative.
The Engineer shall submit the qualifications of the scheduling representative to the
Authority for approval. This approval is required before the Project Design Schedule will be
accepted. The scheduling representative shall have experience in project controls,
specifically cost and resource loading schedules along with performing an earned value
analysis on projects using Oracle Primavera Scheduling Software or equivalent Critical
Path Method (CPM) schedule software. XER or PRX format is required.
2. General Requirements
Within thirty (30) calendar-days after the start date specified in the Notice to Proceed, the
Engineer shall submit a detailed Project Design Schedule (PDS) to the Authority for review
18
and acceptance. The PDS shall detail the activities required to complete Design Phase
Services within the time period specified in the Contract. The PDS shall be a computerized
cost loaded CPM Schedule showing the estimated cost and duration of each activity for all
phases of the design work. The Engineer shall cost-load the PDS by developing cost
accounts for specific design scope items and assigning a cost value to each activity in the
PDS. The cost value assigned to the activity shall be designated as the Budget-At-
Completion (BAC). The BAC for each activity shall represent an allocation of the total
project budget for the Design and Engineering Phase. The Engineer shall base the BAC on
the labor rates and hours to complete each activity as determined by the Engineer or
negotiated with the Authority. The Engineer shall submit a Cost Accounting Standard
Disclosure Statement that details the procedures used to ensure the budget for each cost
account is consistent and properly recorded in the Engineers general cost accounting
system for the design work planned to be performed by the Engineer and its sub-
consultants.
The Design Engineer shall use Oracle Primavera Scheduling Software or equivalent CPM
schedule software to develop the PDS. The schedule software shall have the capability to
identify the critical activities along longest path of work through the schedule network for
the project. The schedule software shall run on PC compatible equipment and be
compatible with Microsoft Windows based software. The software shall be capable of
processing and plotting the progress of the work, determining the earned value of the work
performed by the Design Engineer on a monthly basis, and comparing the progress and
earned value of the work shown in multiple updates submitted by the Design Engineer.
The PDS submittal shall include an electronic computer disk with the schedule data files for
the PDS and the following documents:
a. Time scaled diagram with a scale and format that is acceptable to the Authority;
b. Budgeted Cost Curve;
c. Work Breakdown Structure;
d. Schedule Tabular Reports and Cost Control Reports with at a minimum the
following reports sorted by:
1. Predecessor/successor,
2. Early Start/Total Float,
3. Total Float/Early Start,
4. Critical Path of Work, and
5. Summary by Cost Account sort report.
e. Written Narrative (WN) shall explain the sequence of design work, the critical or
longest path of work, interim completion dates and phasing, significant dates that
require actions by the MBTA or others, critical action items, and adequacy of the
design budget. The narrative shall also describe how the PDS provides for permit
requirements, environmental requirements, coordination with other public
agencies, third parties, i.e. businesses, community, property owners, milestone dates
19
(for the design phases or other related work significant to the design), and
coordination with all utility companies. Explain the specific scope of each design
phase and the basis used to determine the original duration of each phase. The WN
shall provide a description of the design alternatives included in the design or
presented separately for the Authority for review.
f. The method used to determine the percent complete for each milestone deliverable
based on earned value (Note: The method the Design Engineer uses to determine
the percent complete shall be based on the physical progress of the work not the
actual costs incurred as compared to the planned budget for an activity),
g. Printed Calendars with a listing, description, and calendar form tabulation of all
calendars used. Include the total number of anticipated work days required to
complete the design work.
The Design Engineer shall submit to the Authority four hard copies of items a through g.
The Design Engineer may submit electronic copies of items a, through g, in a PDF format, if
acceptable to the Authority
Upon acceptance of the PDS by the Authority, the PDS shall become the Baseline Project
Design Schedule of Record (PDS Baseline). The PDS Baseline shall be used to assess the
Design Engineers reported progress in the PDS updates, as described in Section B.
3. Activity, Milestone, Work Breakdown Structure Requirements
In the PDS, the Design Engineer shall develop and layout project-specific activities,
Milestones, durations, and phasing to meet the scope and earn value requirements of a
project. An example of the layout for the PDS is shown in Figure 3. The Authority shall
review the PDS Baseline and may require the Design Engineer to revise the PDS to add
activities or Milestones, change activity descriptions, and modify activity relationships and
logic to reflect the scope requirements and expected work sequencing.
Figure 3 Layout for Project Design Schedule
A. Activity
The PDS shall include the budgeted cost and duration to complete each activity along with
the sequence and logic for each activity from Notice to Proceed to the start of Construction
20
Phase Services. The Design Engineer shall refer to the description of each task in the
Request for Proposals Design Services (RFP), Scope of Services section to develop the
appropriate activities for each phase of the design work.
B. Milestones
The Design Engineer shall include a Milestone for each Phase of the design work. The
Design Engineer shall refer to the description of each phase in the Request for Proposals
Design Services (RFP), Scope of Services section to develop the appropriate milestones for
design work. The Design Engineer may include the following Phases:
1. Phase 1 - Conceptual Engineering Plan (0-15%)

2. Phase 2 Preliminary Design (15-30%)
3. Phase 3 Design (30-60%)
4. Phase 4 Design (60-90%)
5. Phase 5 Final Design (90-100%)
6. Phase 6 Bid and Award (End of Design Phase Services)
C. Work Breakdown Structure (WBS)
Each project shall incorporate a multi-level hierarchal WBS into the PDS.
This is the typical standard and should be submitted and correlate with
design schedules.
A WBS subdivides project work and deliverables into smaller, more

manageable components. It organizes and defines the total scope of the
project and represents the work specified in the current approved project
scope statement.
At the beginning of each design project, the PM and Design Engineer

should meet with MBTA Project Controls to discuss the approach to
developing an appropriate WBS.
A sample WBS for the MBTA is shown in Figure 4.
21
Figure 4. MBTA SAMPLE WORK BREAKDOWN STRUCTURE (WBS)
1 MBTA TRANSIT EXPANSION PROGRAM

11 PROJECT #1
12 PROJECT #2
13 PROJECT #3
111 PS PROFESSIONAL SERVICES
1111 ENGINEERING
1111 1 FEASIBITY/STUDY
11112 15% design
111121 15 % CIVIL
111122 15% STRUCTURAL
111123 15% ARCH
111124 15% MEP
111125 15% OTHER
11113 30% design
111131 30 % CIVIL
111133 30% ARCH
111134 30% MEP
111135 30% OTHER
11114 60% design
111141 60 % CIVIL
111143 60% ARCH
111144 60% MEP
111145 60% OTHER
11115 90% design
111151 90 % CIVIL
111153 90% ARCH
111154 90% MEP
111155 90% OTHER
11116 100% DESIGN
111161 100 % CIVIL
111163 100% ARCH
111164 100% MEP
111165 100% OTHER
11117 CONSTRUCTION PHASE SERVICES
11118 PROJECT MGMT
1112 OWNER'S REP
1113 PROGRAM MGMT
1114 VE
1115 ICE
1116 RISK
1117 OTHER
112 RE REAL ESTATE
1121 LAND ACQUISITION #1
22
MBTA SAMPLE WORK BREAKDOWN STRUCTURE (WBS)
1122 LAND ACQUISITION #2

1123 OTHER
113 CN CONSTRUCTION
1131 CONSTRUCTION PACKAGE 1
11311 MILESTONES
113211 SUBMITTALS
113312 PROCUREMENT
113413 CONSTRUCTION
1134111 PHASE/LOC/AREA
114 IN - INSPECTION
1141 INSPECTION
1142 RESIDENT ENGINEER
1143 OTHER
115 FA -FORCE ACCOUNT
1151 BUS DIVERSIONS
1152 MBTA FLAGGING
1153T RACK DEPT
1154 SIGNAL DEPT
1155 COMMUNICATIONS DEPT
1156 POWER
1157 OPS SUPPORT
1158 COMMUTER RAIL FLAGGING
1159 OTHER
116 PA - PROJECT ADMINISTRATION
1161 PROJECT MANAGER
1162 DIRECTOR
1163 T POOL/ADMIN STAFF/INDIRECTS
1164 OTHER
117 PR -PROCUREMENT
1171 VEHICLES
1172 RAIL
1173 SIGNALS
1174 OTHER
118 CY- CONTINGENCY
1181 PROFESSSIONAL SERVICES
1182 REAL ESTATE
1183 CONSTRUCTION
1184 INSPECTION
1185 FORCE ACCOUNT
1186 PROJECT ADMINISTRATION
1187 PROCUREMENT
23
B. Project Design Schedule Updates
1. Requirements for PDS Update
Upon acceptance of the Baseline PDS, the Design Engineer shall submit monthly schedule
updates identified as the Project Design Schedule Update (PDS Update). The submission of
the PDS Update is a prerequisite to processing the Partial Payment Request. The PDS
Update shall reflect the Design Engineers progress of work on the data date. Each PDS
Update shall include an electronic computer disk with the Design Engineer's schedule data
files (including activity data, logic, WBS coding, and cost data) and a Progress Monitoring
Report prepared in accordance with Section B.4 (p.80). The Authority shall review, provide
comments and return the PDS Update to the Design Engineer as accepted, accepted as
noted, or revise and resubmit. If necessary, the Authority and Design Engineer shall
meet to discuss the progress of work as of the data date prior to the submission or
resubmission of the PDS Update. Upon acceptance by the Authority, the PDS Update shall
become the Progress Schedule of Record for the period between its data date and the data
date of the next approved update or revision.
If the PDS Update submittals are returned to the Design Engineer for corrections or
revisions, the Design Engineer shall revise and resubmit the PDS Update submittal to the
Authority for review within ten (10) business days from the date returned by the
Authority.
2. Progress of the Design Work
The Design Engineer shall provide for the Authoritys review and acceptance the proposed
deliverables and method it plans to use to measure the percent complete for each activity
in the PDS. The Design Engineer shall refer to the description of each phase and task in the
RFPs Scope of Services section to develop the appropriate method for measuring and
quantifying the progress of the design work. The actual percent complete shall be based on
the physical progress of the work completed by the data date, not the actual cost incurred.
The Design Engineer shall submit the PDS Update with its request for partial payment
application.
C. Revisions to the Project Design Schedules
A revision to the Design Engineers scope of work due to a change in accordance with
Contract Article II, Subsection 9, Revisions in the Scope of Work, Subsection 13, Changes,
Subsection 14, Excusable Delays, shall be incorporated into the PDS and in accordance to
the MBTAs Design Change Control Guidelines and as shown below.
1. Project Design Schedule
24
The Design Engineer shall incorporate the proposed change(s) into the appropriate PDS
Update as a fragnet(s). The fragnet shall include the following data:
a. Start Date
b. Finish Date
c. Duration
d. Linked to the appropriate predecessor activity
e. Linked to the appropriate successor activity
f. Description of the added work
g. An Activity identified as the Authority review of the proposed change
The Design Engineer shall incorporate the fragnet into the proposed PDS Update identified
by the Design Engineer. The PDS Update with the fragnet shall be identified as the Project
Design Schedule with Proposed Revisions (PDSRV). The Design Engineer shall submit the
PDSRV with a detailed report to the Authority for review and acceptance. The detailed
report shall discuss the effects of the fragnet on the progress of the design work. The effect
of the change to the projects Critical Path shall be stated. Extra work or additional work
that does not affect the critical path work will not be considered as the basis for a time
extension. If a revision to the scope of work, change, or an excusable delay increases or
decreases the contract duration then the Design Engineer shall notify the Authority in
accordance with Contract Article II, Subsection 9, Revisions in the Scope of Work, Subsection
13, Changes, Subsection 14, Excusable Delays. Upon acceptance and issuance of an
amendment for the change, the Design Engineer shall incorporate the fragnet into the PDS
Update, which correspond to the date the Authority approved the change. The PDS Update
with the accepted fragnet shall become the Revised Progress Schedule of Record. Design
changes shall be in accordance with the Design Change Control process described in
Section VIII. Modifications to earned value shall be in accordance with Section IV - Earned
Value Management During Design.
Project Managers are required to keep all project design schedules on file. A copy of all
design schedules should always be sent to MBTA Project Controls.
D. Anticipated Construction Schedule/Contract Time Determination (CTD)
Per a Design and Construction Directive issued on November 17, 2010:
A Construction Schedule will be prepared by the Design Engineer at the 30%, 60% and
100% design stage, which will receive an expanded review by a Senior Management review
team. The construction schedule prepared at the 100% design stage shall be cost and
resource loaded. The scheduler is required to prepare a standardized review package
which will be issued three (3) weeks prior to the review meeting. The scheduler will
present the full basis for the construction schedule in conjunction with the design
consultant. The topics to be included in the review package are as follows:
Full CPM Schedule;
25
Schedule showing longest/critical path;
Near Critical Path;
Schedule showing work associated with each milestone;
Work shifts (days, nights, non-revenue) shutdowns; and
Assumed construction approach.
Companies performing MBTA construction scheduling services will be required to submit a
statement of qualifications for review that includes:
Resumes of personnel performing construction schedule.
A five (5) year summary of the companys and individuals construction
scheduling history.
Five (5) years experience developing construction schedules for projects of
similar scope and complexity.
CONSTRUCTION PHASE SERVICES

During Construction Phases Services the Design Engineer is responsible for reviewing all
contractor issued schedule submittals to determine if the schedules are in compliance with
the Project Schedule Specification. The Project Manager is responsible for ensuring that the
Design Engineer is performing schedule reviews in accordance with the specifications and
requirements of this section1.
The Design Engineer will perform schedule reviews in close coordination with the MBTA
Project Controls Group. The review process is depicted in the workflow titled Contractor
Schedule Submittal Review Workflow and is shown as Exhibit A.
1 If the Design Engineer is unable to perform schedule review services, the MBTA Project Manager shall utilize the services of an
independent schedule consultant. The independent schedule consultant will review all the construction schedules submitted by the
construction contractor. The services of an independent schedule consultant are arranged through MBTA Project Controls. A task order
will be issued to provide these services. The decision to use an independent schedule consultant in lieu of the Design Engineer or its sub
shall be made by the Project Controls Group prior to the construction project being advertised for bid. The project will provide funding
for the task order.
26
The Design Engineer shall perform reviews of construction contract schedules in
accordance with the following requirements:
a. Baseline Schedule Review (Initial Construction Schedule Review) Define and

identify layouts and reports for routine reviews of contractor schedule
submittals. Independently assess the project scope to establish compliance of
preliminary As-Planned Construction Schedule. Compare Schedule and Scope
against Contract Times. Review schedule for contract required sequencing,
phasing and time allowances for submittal reviews and other owner
responsibilities. Review schedule logic for completeness, feasibility and proper
predecessor and successor relationships to submittals, procurement, permitting
and ties to proper access restraints, milestones and interfaces. Ensure that all
interfaces are practical and confirmed by appropriate agencies, parties and
subcontractors. Review Contract accesses and milestones to ensure proper
constraints are reflected. Identify preferential logic that could be removed if
necessary. Review durations for reasonableness and identify if greater than 30
days. Review cost/resource loadings for reasonableness. Review schedule for
reasonableness of critical path, float management and float utilization. Confirm
submittals meet contract technical requirements. Confirm that reasonable
allowances are included for uncertain events such a repeat submittals and
normal weather effects on weather sensitive work. Confirm that schedule allows
for actual project conditions. Prepare schedule review report along with
recommendation.
b. Update Schedule Review (Regular Monthly Schedule Updates) Validate progress

with MBTA team Project Manager and confirm compliance to contract times.
Identify changes between updates and compare to the baseline. Identify/review
critical path logic changes and out-of-sequence progress. Determine that change
orders have been incorporated and delay issues are fair and reasonable.
Summarize and review the critical and near critical paths. Prepare progress
analysis and trend charts (manpower/cost). Consider overall implication of the
information in the schedule submittal. Assist MBTA in preparing written
responses to the Contractor and attend monthly progress meeting. Minor
schedule changes and minimal time impacts will be reviewed as part of the
typical update process.
c. Time Impact Analysis Review - (TIA) Review substantial schedule impacts,

delays or changes to the Contract submitted by contractor. Provide detailed
analysis to determine time entitlement. Review contractors schedule fragnet,
associated resources, cost loading and supporting documentation. Recommend
approval or disapproval of TIA.
d. Review and Comment - Review and comment on reasonableness of contractors

submitted Schedule of Values (Lump Sum Breakdown) that was derived from
the project construction cost and resource loaded schedule.
27
During construction, the Contractor is responsible for providing schedules in accordance
with the Construction Schedule Specification 010321, 01322 and 01323. Within fifteen
(15) days after Contract award, and prior to submission of the Baseline Construction
Schedule, the Contractor shall attend a schedule planning session. At the meeting the
Authority shall provide the Schedule Planning Session Agenda (shown as Exhibit B) which
will cover but will not be limited to the following topics: schedule specifications, reporting
requirements including Uniform Schedule (P6) Settings (shown as Exhibit C), sample cost
report and procedure, project overview, timeline, schedule organization/details, known
issues/risks, added scope, change order and Pay Requisition Approval Process (shown as
Exhibit D). This session will be attended by the Authority and its consultants. The
Contractor shall anticipate requiring the attendance of key members of the Contractor staff
(consisting of no less than the Project Manager, the Site Supervisor, an Office Engineer, and
the Construction Scheduler), plus a representative of the key sub-contractors (as
determined by the Authority). During this session, the Contractor shall present its planned
approach to the project including the Work to be performed by the Contractor and its sub-
contractors including, but not limited to all work to be self-performed by the Contractor
and anticipated to be sub-contracted.
The content of Specification 01322 is provided in the next section. This Specification will
provide ample detail of Contractor responsibilities as it relates to Construction Schedule
requirements, Reports, Narrative components, meetings, Delay Provisions, and Payment
Requirements.
28
SECTION 01322 (LUMP SUM)
CONSTRUCTION SCHEDULE
1.1 DESCRIPTION
A. This Section specifies the general requirements and procedures for preparing and
submitting Contract Schedules to the Authority for review and acceptance.
B. Refer to Section 01151 regarding payment requirements associated with the schedule.
C. Refer to Section 00700 Article 6.6, 6.7 and 6.8 for requirements associated with Delay,
Suspension of Work and Extension of time.
1.2 SCHEDULE GLOSSARY
A. The following terms used in this Section or elsewhere in the Contract Documents shall
have these meanings:
1. Activity - An element in the schedule highlighting or depicting a part of the

Work and establishing the time and resources required, for completing that part
of the Work.
2. As-Built- A schedule showing all activities complete including Final Completion.
3. As-Planned Schedule/Baseline Schedule - Construction Schedule Revision 0

(Rev. 0) Submittal returned by the Authority to the Contractor as Accepted or
accepted as noted, with or without comments or objections noted, showing the
contractors plan to complete the work within the Contract Time. As-Planned
and Baseline may be used interchangeably and shall have the same meaning.
4. Construction Schedule - Schedule which shows the Contractors approach to

planning, scheduling, and execution of the work. Includes the Revision 0 and
monthly Progress Schedule Submittal(s).
5. Contract Float - Number of Business Days between the Contractors anticipated

date for early completion of all or part of the work and the corresponding
Contract Time or Contract Milestone(s). Contract Float is further defined as the
amount of time any given activity or path of activities may be delayed before it
will affect the Contract Time.
6. Cost Loaded Schedule A CPM schedule which includes the accurate allocation
of the cost of the Work to all schedule activities to represent the complete scope
of work included in the Contract. Costs allocated to each Activity are to be
proportional to the scope of the Work of the Activity and consistent with the
Contractors detailed bid. The Authority reserves the right to use the cost-
loading as a secondary means to resolve changes and/or claims. Front-loading
or other unbalancing of the cost distribution will not be permitted. The sum of
the cost of all schedule activities is equal to the total Contract Price.
29
7. CPM - The Critical Path Method of planning and scheduling. References to the
Critical Path Method (CPM) shall be to CPM construction industry standards that
are consistent with this Section 01322.
8. Critical Path - Any continuous sequence of Activities in the schedule that

controls achievement of a corresponding Contract Time or Milestone(s).
9. Data Date- The data up to or through which the projects reporting system has
provided actual status and accomplishment. A schedule with a data date of
December 1, 2013 shall be referred to as the November 2013 schedule.
10. Days - Refer to Section 00700, Article 1 of the General Conditions.
11. Delays - Slippage of the dates in any Progress Schedule Submittal which forecast
any slippage or overrun of Milestone(s) or Contract Times.
12. Early Completion Schedule - A CPM schedule showing completion of the Work
ahead of the Contract Time specified in Section 00700, Article 6.2, Prosecution
of Work.
13. Early and Late Dates - Early times and late times of performance for the
Activities as defined by CPM techniques and as further limited by the
requirements of the General Conditions.
14. Milestone - A key point of progress (zero duration) established in the

Construction Schedule and as specified in the Contract Documents under Section
00700, Article 6.2.
15. Notice to Proceed (NTP) - The date when the Contract starts.
16. Out of Sequence When an activity starts or finishes before its predecessor.
17. Progress Schedule Submittal - A monthly schedule update, with an update of the
Critical Path Method Schedule, of the As-Planned Schedule (Rev. X) intended to
aid in and facilitate the evaluation of a partial payment.
18. Resource Loaded Schedule - A CPM schedule which includes the accurate
allocation of the resources to perform the Work, for all schedule activities.
Resources allocated to each Activity are to be proportional to the scope of the
Work of the Activity and consistent with the Contractors detailed bid. The
Authority reserves the right to use the Resource Loading as a means to resolve
changes and/or claims. Indicating the man-hours per day, by craft, and
equipment hours/day will be acceptable. In addition, all change orders will be
required to be resource loaded to validate and monitor the duration of the Work
to be performed.
19. Schedule Meeting - A bi-weekly Schedule meeting to review the progress on the
Schedule including but not limited to the actual percentage of completion, the
actual quantity of resources and number of personnel used, comparing actual
dates with the early dates; and the resources/personnel intended to be used for the
30
Look-Ahead Schedule and Recovery Plans as necessary. The Contractor shall
anticipate that key members of the Contractor staff including but not limited to
the Project Manager, the Site Supervisor, the Construction Scheduler and a
representative of the key sub-contractors (as determined by the Engineer), shall
attend each of these meetings.
A Schedule Meeting will be required and held monthly by the Contractor, the
Consultant and MBTA Field Staff.
20. Time Impact Analysis Review (TIA) Time Impact Analysis is a method for
assessing a delay on the critical path of a project schedule.
21. Working Day - Any day contract work is to be performed.
B. Other terms used in this Section shall have the meanings assigned to them elsewhere in
the Contract Documents, and if not assigned and where the context will permit, as used or
defined in Massachusetts General Laws (M.G.L.).
1.3 SCHEDULER REQUIREMENTS
A. The name of the Project Scheduler, together with his/her qualifications, shall be
submitted to the MBTA for approval. The Project Scheduler shall have a minimum of
five [5] years of project CPM scheduling experience, three [3] years of which shall be on
projects of similar scope and value of this project. References shall be provided from past
projects that can attest to the capabilities of the Project Scheduler. This person shall
develop and maintain all aspects of work on all requirements in this Section as well as all
others that relate to planning, scheduling, coordination and reporting of the project status.
This arrangement is designed to promote the expeditious development, review,
monitoring, reporting, recovery efforts, proposal schedules and the overall progress of the
work.
1.4 CONSTRUCTION SCHEDULE REQUIREMENTS
A. The Contractors approach to prosecution of the Work shall be disclosed to the Authority
by submission of the computerized cost/resource loaded Construction Schedule
required in this Section. These requirements are in addition to, and not in limitation of,
requirements imposed in other sections.
B. The project requires an integrated cost/schedule controls program that the Contractor
shall comply with, from Contract award, until final completion of all Work. The
Contractor is advised that its schedules and reports, as specified herein, will be an integral
part of the Authoritys management program. The Contractors schedules will be used by
the Authority to monitor project progress, plan the level-of-effort by its own work forces
and consultants, and as a critical decision making tool. Accordingly, the Contractor shall
ensure that it complies fully with the requirements specified herein and that its schedules
are both timely and accurate throughout the life of the project. The utilization of
secondary schedules (those other than the Baseline Schedule or Progress Schedule
Submittals that do not directly utilize the activity coding within the Baseline Schedule
and subsequent Progress Schedules) is prohibited. The Contractors Schedules shall be
used by the Authority and Contractor for the following purposes as well as any other
31
purpose where the issue of Time is relevant, the Contractor must prepare and plan the
CPM with the following considerations:
1. To communicate to the Authority the Contractor's current plan for

performing and completing the Work;
2. To identify Work items and paths that is critical to the timely completion
of the Work;
3. To identify upcoming activities on the critical path(s);
4. To evaluate the best course of action for recovering schedule delays;
5. As the basis of progress payments to the Contractor;
6. As the basis for analyzing the Time impact of changes in the Work;
7. To identify when submittals will be made by the Contractor for the
Authority's review;
8. To aid in prioritizing the Authority's review of submittals;
9. To document the actual progress of the Work;
10. To evaluate resource requirements of the Contractor and the Authority;
11. To aid in integrating the Work with the operational requirements of the
Authority;
12. To facilitate efforts to complete the Work in a timely manner;
13. To assign responsibility for performing specific activities;
14. Access to and availability of work areas;
15. To identify interfaces and dependencies with proceeding, concurrent, and
follow-on contractors;
16. Actual tests, submission of test reports, and approval of test results; and
17. Plan for phased or total takeover by Authority.
C. Within fifteen (15) days after Contract award, and prior to submission of the Baseline
Construction Schedule, the Contractor shall attend a schedule planning session. At the
meeting the Authority shall provide an agenda, typical schedule setting document, and
sample cost report and procedure. This session will be attended by the Authority and its
consultants The Contractor shall anticipate requiring the attendance of key members of
the Contractor staff (consisting of no less than the Project Manager, the Site Supervisor,
an Office Engineer, and the Construction Scheduler), plus a representative of the key sub-
contractors (as determined by the Authority), shall attend this meeting. During this
session, the Contractor shall present its planned approach to the project (including the
Work to be performed by the Contractor and its subcontractors) including, but not limited
to (for all work to be self-performed by the Contractor and anticipated to be sub-
contracted):
1. The planned construction sequence and phasing; planned crew sizes for work
self-performed and sub-contracted;
2. Summary of equipment types, and numbers to be used for major work activities;
3. Anticipated production rates for key operations,
4. A listing of all submittals with an initial priority rating for each of them;
5. Estimated durations of major work activities;
6. The anticipated critical path of the project and a summary of the activities on that
critical path;
7. A summary of the most difficult schedule challenges the Contractor is
anticipating and how it plans to manage and control those challenges; and,
8. A summary of the anticipated quarterly cash flow over the life of the project.
32
This will be an interactive session, and the Contractor shall answer all questions that the
Authority and its Consultants may have. The Engineer shall provide copies of a written
summary of the information presented and discussed during the session to the Authority.
The Contractor's initial Construction Schedule Revision 0 and accompanying schedule
narrative shall incorporate the information discussed at this schedule planning session.
D. The Construction Schedule shall consist of (a) the Construction Schedule Revision 0
(Rev. 0) Submittal (As-Planned Schedule), and (b) monthly Progress Schedule
Submittals. The Construction Schedule shall clearly define the prosecution of the Work
from Notice to Proceed to final completion by using separate CPM activities for, but not
limited to : submittal preparation , reviews, resubmissions and approval, Authority
furnished items, material and equipment, interfaces with other contractors, Public
Utilities, substantial completion, final completion, permitting, testing, deliveries,
construction etc., Final Inspection, Certificate of Occupancy, required inspections by
Authorities Having Jurisdiction, Punchlist, Milestones, Authority training, and move-in.
CPM Activities and logic ties shall be detailed as necessary to show the Contractor's
Work sequencing and separately define all requisite Authority tasks.
E. In preparing the Construction Schedule Submittals, the Contractor has the responsibility
to request clarification from the Authority on any areas of the schedule which reflect the
Contractor's interpretations of, or variations from, the requirements of the Contract
Documents. The Contractor also has the responsibility to incorporate the Subcontractors
and Suppliers input into the schedule for Activities, logic ties, restraint dates, etc.
involving their Work.
F. Acceptance of the Construction Schedule by the Authority shall not relieve the
Contractor from compliance with the requirements of the Contract Documents, or result
in the approval of any variation from the Contract Documents.
G. Oracle Primavera Scheduling Software shall be used for all Schedules. One license is to
be provided to the MBTA Project Office. The contractor may submit to MBTA Project
Controls, for approval, a request to use alternative scheduling software compatible with
.xer files. The schedule software shall run on Windows platform compatible equipment.
The software must also have a demonstrated ability to compare multiple updates
(equivalent to Claim Digger). Provide the Authority with certified software training, pay
all costs associated with maintenance fees and furnish to the Authority all upgrades and
updates acquired from the software vendor during the period allowed for completion of
the Work.
H. The Contractor will submit as part of the Rev. 0 and monthly Progress Schedule
Submittal(s) an electronic file containing the complete construction schedule data and
files in compliance with the requirements of this Section. Submit electronic files to
correspond to the scheduling software mentioned or approved above. Provide the
appropriate amount of schedule submittals to the project and one copy to:
MBTA Project Controls
100 Summer Street, Suite 1200
Boston, MA 02110
617-222-5910
projectcontrols@mbta.com
33
I. Contractor agrees to and guarantees that the Contractor will not:
1. Misrepresent to the Authority its scheduling or execution of the Work.
2. Utilize schedules substantially different from those submitted to the Authority or

any Subcontractor for performance or coordination of the Work, or are not
practical.
3. Submit schedules that do not accurately reflect the intent or reasonable

expectations of the Contractor and its Subcontractors.
J. Contractor's failure to substantially comply with this Section shall be a substantial and
material breach of contract. In the event the Contractor fails, refuses or neglects to
comply with the requirements of this Section 01322, the Authority may elect any of the
following: (a) nullify any mobilization payments previously made, (b) stop payments
under the monthly partial payment request, (c) prepare alternate progress schedules, as
may be suitable under the circumstances, and deduct from the Contract Price all related
costs by Change Order, (d) entitle the Authority to the damages afforded for
misrepresentation or fraud by these Contract Documents or applicable law. Continued
failure of the Contractor to perform in accordance with the requirements of this Section
01322 will be reason to place the Contractor in default of his obligation there under and
terminate the Contract.
K. The Contractor is required to provide a Cost/Resource Loaded Schedule.
1. These project controls tools are to include the accurate allocation of the costs and
resources to complete the Work for all schedule activities. Costs allocated to
each Activity are to be proportional to the scope of the Work of the Activity and
consistent with the Contractors detailed bid. The contractor shall provide
written quotes from subs, vendors, suppliers to the Authority upon request. The
Authority reserves the right to use the Cost-Loading as a means to resolve
changes and/or claims. Front-loading or other unbalancing of the cost
distribution will not be permitted. The sum of the cost of all schedule Activities
is equal to the total Contract Price. If the cost distribution appears to be
unbalanced, the Authority will require written justification as described above
prior to accepting the Baseline Schedule.
2. A CPM schedule includes the accurate allocation of the resources to perform the
Work, for all schedule activities. Resources allocated to each Activity are to be
proportional to the scope of the Work of the Activity and consistent with the
Contractors detailed bid. The Authority reserves the right to use the Resource
Loading as a means to resolve changes and/or claims. Indicating the man-hours
per day, by craft, and equipment hour/day will be acceptable. In addition, all
change orders will be required to be resource loaded to validate and monitor the
duration of the Work to be performed. The Contractor shall resource load all
34
Schedules to demonstrate the Contractors anticipated crew sizes and that the
Contractors production-based assessments adequately serve as a reasonable plan
for the overall Time requirements of the Contract. The Contractor shall show the
labor hours for each individual activity. The activities included in the Schedule
shall be analyzed, in detail, to determine activity durations in units of project
working days. Durations shall be based on the planned production rates, based
on the labor (craft), equipment, crew sizes, and materials required to perform
each activity on normal work-day basis, in accordance with the Contractors bid.
All durations shall be the result of estimated craft hours (labor hours) and
resource planning by the contractor to perform the work in consideration of
contractually defined on-site work conditions. The craft hours to be assigned, by
craft definition, shall be shown on each construction activity of the schedule. All
of these Activities shall remain craft hour loaded until final contract completion.
L. Default progress data is not allowed. Actual start and finish dates shall not be
automatically updated by default mechanisms that may be included in the CPM
scheduling software systems. Actual start and finish dates and remaining duration on the
CPM schedule shall match those dates provided from the Contractor back up paperwork
(i.e. daily reports, delivery slips, etc.).
M. The contractor shall only utilize Retain Logic (schedule calculation).
N. The contractor shall not artificially improve its progress by revising schedule logic
restraints or shortening planned activity durations. The contractor may improve its
progress by performing sequential activities concurrently or by performing activities
more quickly than plan, but such improvement shall not be recorded on the schedule until
they have actually been achieved by the contractor, nor shall such improvement
constitute additional compensation to the Contractor.
1.5 USE OF FLOAT
A. Contract Float is not for the exclusive use or benefit of either the Authority or the
Contractor, but must be used in the best interest of completing the project within the
Contract Time. If the dates in any Progress Schedule Submittal forecast any slippage or
overrun of the Contract Times, the Contractor shall indicate such slippage or overrun by
reporting negative Contract Float.
B. The Contractor shall not utilize (1) float suppression techniques in the Construction
Schedule, including but not limited to interim dates imposed by the Contractor other than
Contract Time(s) and Contract Milestone(s), or (2) the inclusion of activities or
constraints in a path or chain leading to a Contract Milestone which are unrelated to the
Work as stated and specified in the Contract Documents, or (3) activity durations or
sequences deemed by the Authority to be unreasonable in whole or in part.
C. Preferential sequencing (i.e. whereby activities that could be performed concurrently and
are established in the project schedule as sequential simply to consume float), and/or
indicating artificial activity durations (i.e. inflating activities in the schedule to consume
35
float and influence the critical path) are unacceptable. Sequestering of float shall be cause
for rejection of the contractors schedule submittal. In the event that float sequestering is
identified the schedule shall be revised appropriately.
D. All Contract Time(s) and Milestones shall be imposed, coded and separately identified in
all Progress Schedule Submittals in conformance with the Milestone(s) and Contract
Time(s) set forth in the Contract Documents. The Contractor shall impose no other date
restraints in the Construction Schedule, unless an explanation of their bases is provided
and is acceptable to the Authority.
E. Extensions of time for performance of the work required under the General Conditions
pertaining to equitable time adjustment will be only considered to the extent that the
equitable time adjustment for activities affected by any condition or event which entitles
the Contractor to a time extension, exceed the Contract Float along the path of the
activities affected at the time of Notice to Proceed of a Contract Modification or
commencement of any delay or condition for which an adjustment is warranted under the
Contract Documents.
F. If the Contractor is delayed in performing the Work, the Contractor shall absorb any
related delay, disruption, interference, hindrance, extension or acceleration costs,
however caused, until all Contract Float, if any, is consumed and performance or
completion of the Work, or specified part, necessarily extends beyond the corresponding
Contract Times. The Contractor shall work cooperatively with the Authority, adjacent
contractors, and third parties, to identify and implement to the maximum extent possible,
no-cost measures to recover all schedule delays, regardless of the cause of the delays.
One example of such measures is no-cost re-sequencing of Work activities.
1.6 ACTIVITY REQUIREMENTS
A. Activity durations shall equate to the Work Days required to complete the Work included
in each Activity. Activities shall be in sufficient detail to separate items of Unit Price
Work from lump sum Work, breakout distinct classes of Work (e.g., CSI
Divisions/Sections or equivalent) and Work in separate areas or locations, as specified by
the Authority. Work being performed by DBE firms shall be identified as separate CPM
activities.
B. In general, Activities shall be detailed in a manner that utilizes planned durations from
one (1) day to thirty (30) Calendar Days, and have a value not exceeding $50,000.
Activity durations, greater than 30 calendar days shall be kept to a minimum, and must be
approved by the Authority, except in the case of non-construction activities such as
mobilization, procurement of materials, delivery of equipment, and concrete curing.
Submittal Review Activities shall be thirty (30) Calendar Days, unless different review
times are specified in other sections of the Contract Documents. No costs shall be
applied to prepare and submit and review and approve submittal activities. The
Authority recognizes that the cost for the early submittal preparation work is included in
the cost of mobilization and shall be billed under that payment item accordingly.
C. Activities shall be assigned consistent descriptions, identification codes and sort codes.
Sort code organization shall: (a) be subject to the Authority's prior consent; (b) group
Activities using meaningful organizations defined by Contractor and the Authority; and
(c) designate lead responsibility for each Activity. The Contractor shall include specific
36
schedule activity identification codes in its daily field reports when describing the items
of Work performed each day.
D. The total Contract Price shall be allocated to the CPM activities. The cost loaded
schedule shall be directly related to the Bid Form and Activities defined in the As-
Planned schedule. When the schedule is grouped by Bid Item code, the summary value
should be equal to each item in the contract bid form.
E. The Work Breakdown Structure shown below shall be utilized to the fullest extent
possible.
-Project
-Milestones
-Procurement
-Prepare & Submit
-Review & Approve
-Fabrication
-Construction
-Phase/Location/Area
-Preconstruction
-Construction Activities
-Inspections/Certification
-Closeout
F. Activity Code The Schedule shall include but not be limited to the following activity
codes:
1. Bid item
2. Submittal
3. Review/approval
4. Procurement/fabrication
5. Delivery
6. Construction/installation
7. Change order
8. Milestone
9. Responsibility
10. Areas
11. Construction phase
All notices of non-conformance shall be included as a separate activity code
G. Activities shall be broken down to a sufficient level of detail to avoid the use of lag. The
Contractor shall seek approval and provide justification for the use of logic lags.
Negative lags are not allowed.
1.7 SCHEDULES/REPORTS/PLOTS
A. Activity Reports - shall include Activity identification code, description, duration,

calendar, Early Dates and Late Dates, Total Float and sort codes as specified by the
Authority. The Late Finish Date of any Activity representing a Milestone shall equal the
corresponding Contract Time. In addition, Activity reports shall show, for each Activity,
37
all preceding and succeeding driving logic ties or attach a separate report combining such
Activity and logic tie data.
B. Bid Item Report shall include activity ID, description, duration, early dates, total float,
budgeted cost, physical % completed and actual cost this period.
C. Resources - The Contractor shall provide weekly, monthly, and cumulative craft hour
performance curves for its own forces and subcontractors, as designated by the Authority,
with all Schedule submissions. These performance curves shall be based on current Early
Dates and Late Dates and, when requested by the Authority, shall compare As-Planned
Early Dates and current Early Dates. The Contractor shall also resource load its planned
equipment for all activities. At all times throughout the duration of the Project, the craft
loaded Schedules, craft hour performance curves, and list of equipment shall be kept
current and shall accurately represent the Contractor's current actual plan for performing
the Work.
The Contractor shall prepare a craft hour analysis in the form of a series of graphic
displays depicting manpower by principal trades in the aggregate, and in accordance with
the Schedule. The graphs shall display the number of craft-days of effort, for each
month, over the life of the project. This submission shall be computerized and shall
correlate with the labor data, exported from the Scheduling software.
D. Cash Flow - Using the cost assigned to each activity of the Schedule, the Contractor shall
develop a monthly cash flow projection, illustrated by exporting the scheduling data in
graphic display or tabular form. Both shall demonstrate the estimated cash drawdown in
the aggregate, by month, over the life of the project. Additionally, the data shall be
organized/sort able by Activity. Redistribution of budgeted costs is prohibited after the
complete Rev. 0 baseline has been returned accepted or accepted as noted.
E. Provide Look-Ahead and Look-Back schedules at each schedule and progress meeting.
Each Look-back and Look-Ahead Schedule shall display the activities planned at the
closing (i.e. data, cut-off) date that cover the previous two (2) weeks and the next four (4)
weeks. The utilization of Look-back or Look-Ahead Schedules, that do not directly
utilize the same activity coding within the Baseline Schedule and subsequent Progress
Schedules, is prohibited.
If any of the required schedule submissions in this Section are returned to the Contractor
for corrections or revisions, they shall be resubmitted along with an electronic file for
approval within ten (10) calendar days after the return.
1.8 NARRATIVES
A. Schedule Narratives The Narrative is a component of the schedule submittal. Each

narrative shall list the Activities on each Critical Path and compare Early Dates and Late
Dates for Activities designating Contract Times.
38
The Schedule Narrative shall include the following components, to communicate
to the Authority the Contractor's current plan for performing and completing the
Work.
Identify Work items and paths that are critical to the timely completion of
the Work;
Of upcoming activities that the Authority needs to be aware of;
Of the proposed course of action for recovering any schedule delays;
Of critical submittals by the Contractor, for the Authority's review;
Of any significant changes to resource for future or past work;
All labor and equipment resources shall be defined according to each crew
composition by trade;
Of any upcoming information that is important to the operational
requirements of the Authority;
That alerts the Authority of any potential/future/pending changes in access
to or availability of work areas;
That highlights future tests, submission of test reports, and approval of test
results;
That addresses any upcoming phased or total takeover by Authority;
Overview of Progress and Changes Since the Last Submittal and Discussion
of Potential and Actual Delays;
That describes the plan and approach to sequencing of the Work;
That highlights and describes any Change Orders that have been included or
are pending for approval; and
That provides a Glossary of Terms, Schedule Coding, and Abbreviations
used in the Contract Schedule.
B. For each Progress Schedule Submittal, the narrative shall respond to previous update
review comments from MBTA, recap progress and days gained or lost versus the
previous Progress Schedule, describe changes in resources to be used on remaining Work
and identify Delays, their extent and causes. For Progress Schedule Submittals, each
narrative also shall itemize and explain changes in Activities, calendar, and logic ties,
schedule recovery plans and Contractor-initiated revisions. Provide summary cost date to
include: cost this period, cost to date, and remaining cost.
C. Baseline narrative shall include details regarding (a) the use of construction equipment
and resources, (b) basis and assumptions for activity durations and logic, (c) compliance
with winter weather requirements, and (d) any shifts, non-Business Days and multiple
calendars applied to the Activities.
39
D. Each narrative shall certify that the Contractor has not been delayed, as of the closing
date, by any act, error or omission of the Authority, except as otherwise specifically
stated in the narrative or identified in a claim submitted in accordance with the General
Conditions of the Contract. Any determination by the Authority will be binding on the
Contractor if the Contractor fails to do.
1.9 ADVERSE WEATHER PLANNING
A. The schedule submittal to the MBTA must include planning for adverse weather if
applicable. Planning for adverse weather is the strategy used to develop a schedule that
produces reasonable and historically consistent early start dates that take into account the
adverse weather conditions that would be expected for a specific project in a specific
location during a specific time frame.
B. Planning for adverse weather helps produce schedule dates that have a higher likelihood
of accuracy so that the schedule is resilient enough to be useful in a specific location and
time frame.
C. Historical adverse weather data from NOAA (National Oceanic Atmospheric
Administration) shall be used to determine the average weather conditions. The average
weather conditions shall be based upon the 10 years immediately prior to NTP.
1.10 CONSTRUCTION BASELINE SCHEDULE SUBMITTAL
A. The Initial 90 Day Schedule Submittal shall be due within ten (10) Days after receipt of
the Notice to Proceed, and shall include the Contractors detailed plan, with all schedule
requirements contained in this Section with at least the first three (3) months of the
forthcoming complete baseline. This schedule shall be cost/resource loaded and shall
identify activities to be completed and associated cash flows for the first three (3)
months.
B. The Complete Baseline Schedule (Fully cost and resources loaded) shall be due within
45 days from NTP.
The Baseline Schedule shall reflect the Work as awarded and shall purposely exclude any
Delays, Change Orders, "or equal" materials and equipment and substitutions of any
kind. Additionally, the Contractor is to ensure that the schedule submission is in
complete conformance with the intent of the Contract Documents; no proposed alternates
will be accepted until presented to the Authority after the full Baseline Schedule has been
accepted. After acceptance of the baseline cost loaded schedule, redistribution of costs is
prohibited.
C. Each Schedule Submittal shall include an electronic file with the Contractor's schedule
data files (including activity data, logic, coding, resource and cost data), a narrative and
four (4) copies of the specified Activity Reports, Bid Item Report,
Cash Flow Plots, Resource Plots, Look Ahead Schedule as defined in paragraph 1.7, all
in formats, sorts and sequences acceptable to the Authority.
D. Once the Baseline Schedule is returned to the Contractor as "Accepted or accepted as

noted", it shall become the As-Planned Schedule of record. Once established, the As-
Planned Schedule shall be used as the basis for Monthly Schedule Updates.
40
E. The first partial payment shall not be made until the Authority returns to the Contractor
the Initial 90 Day schedule as "Accepted or Resubmittal Not Required". The first
partial payment is limited to costs associated with mobilization, 3rd party utility,
insurance and bond. Payment associated with mobilization shall be limited to 2% of the
total contract value less the value of allowance items. Half of the mobilization schedule
activity cost (1%) is applied to the first partial payment.
The second partial payment shall be limited to pro-rated CPM scheduling costs and the
remaining half of mobilization (1%), and shall be made after the Complete Baseline
schedule is returned Accepted or Resubmittal Not Required.
The third and subsequent payment requests require the submittal of the Progress
Schedule each month. Monthly Progress Schedules are a prerequisite to processing each
partial payment request. The progress schedule submittal shall be returned (Accepted or
Resubmittal Not Required) by the Authority prior to processing payment requests.
F. The Construction Baseline Schedule shall incorporate the Contractors best estimate of
the Activities and logic ties required to perform items covered by allowances within the
limits of the Contract Times.
1.11 PROGRESS SCHEDULE
A. PROGRESS SCHEDULE SUBMITTAL

1. Additional Scheduling Requirements - The Schedule and computer tabulations
shall be reviewed jointly at a meeting, with the Authority, for the purpose of
verifying:
a. Actual start dates;
b. Actual completion dates;
c. Cost value of work reported in place;
d. Activity percent completion;
e. Revised logic (as-built and projected) and changes in activity durations, costs,
and crafthour assigned;
f. Influence of change orders; and
g. Revisions due to unauthorized modifications.
The contractor shall follow the MBTAs sample cost report and procedures document. A
copy may be requested by contractors through MBTA Project Controls. (See
Construction Schedules/Pay Requisition Approval Process Flowchart Exhibit D)
2. Prior to the monthly schedule meeting, the Contractor shall submit a DRAFT
Progress Schedule and invoice to the Authority and the Consultant to validate the
progress data and discuss at a minimum: the delays, recovery plan, change order
schedules (fragnets), plan vs. current performance, manpower, etc. This meeting
is to be separate from the Job Progress Meeting and separate from the Work-Off
List Meeting to discuss and agree on monthly schedule progress. After the
Schedule Meeting, a Progress Schedule should be submitted to reflect the
agreements made. Progress Schedule Submittals stating the As-Planned
Schedule Submittal shall be due with each partial payment requires. The
accepted Progress Schedule Submittal is a prerequisite to processing the Partial
Payment Request.
41
3. The Contractor shall uniquely identify each Progress Schedule Submittal by
using a numbering convention similar to that used on technical Submittals.
Resubmissions shall be assigned the corresponding Submittal number and the
letter A, or B, or C, etc., and shall fully address all the Authority's review
comments and objections on the previous Submittal. If the Contractor fails to
fully address all the Authority's review comments and objections in the next
Schedule Submission, the Authority may withhold all progress payments until
the Contractor addresses all such comments and objections to the satisfaction of
the Authority.
4. Progress Schedules Submittals shall reflect progress up to data date, forecasted

finish for in-progress Activities and re-forecasted Early Dates for Activities
planned in the next update period. The current Progress Schedule Submittal
should incorporate all proposed Activity, logic revisions required to (a)
implement changes in the Work, (b) detail all impacts on pre-existing Activities,
sequences and restraint dates, (c) recover schedule, (d) reflect the Contractor's
current approach for Work remaining, (e) incorporate any accepted Delays that
are being negotiated between the Authority and Contractor, and (f) reflect or
equal or substitution proposals. Progress up to the closing date shall be limited
to changes in as-built dates for completed and in-progress Activities. As-built
data shall include actual start dates (excluding premature starts), remaining
durations, actual finish dates (when dependent Work could/did proceed), Delays
and other events significant to the Progress Schedule that occurred since the
previous Progress Schedule Submittal (Refer to article 1.11.C - Delay Provisions)
5. Logic Changes during update cycle are prohibited except under the following
conditions:
a. Out of Sequence As defined in the schedule glossary (paragraph 1.2)
b. Addition of activities
c. Deletion of activities
Addition and deletion of activities are subject to approval by the Authority.
6. The Authority and Contractor shall employ the accepted Progress Schedule,
subject to the Contractor's position on the Authority objections to outstanding
schedule issues, to monitor progress against the Contract Time(s), evaluate the
effect of Delays on Contract Time and Contract Price and support the
justification for any assessment of liquidated damages.
7. In the event the evolution of the Progress Schedule is interrupted, paragraph 1.11
C.3 provides Delay evaluation and Progress Schedule update procedures which
shall be binding on both the Authority and Contractor.
8. Before Final Payment is made to the contractor an as-built schedule shall be

submitted to MBTA for record.
B. MEETINGS
1. A Schedule Meeting will be required and held monthly by the contractor, the
consultant, and MBTA Field Staff to discuss and agree on monthly schedule
42
progress. This meeting is to be separate from the Job Progress Meeting, and
separate from the Work-Off List Meeting.
2. Work-Off Meeting (and Work-Off List) a series of meetings in which

representatives from the MBTA, the Contractor (consisting of no less than the
Project Manager, the Site Supervisor, the Office Engineer, and the Construction
Scheduler), every key subcontractor (as determined by the Authority), and the
MBTAs Designer of Record, are present to review the specific details of the
work that remains to be completed, the interdependencies within each area and
crew, the remaining approvals and inspections, the requirements to obtain
certificate of occupancy, and the detailed status of each work activity and sub-
work activity. In preparation for these meetings, the Contractor should anticipate
that there will be much greater level of activities needed further detailing the
activities that are in the CPM Schedule. The Contractor is responsible to prepare
and maintain the work-off list consisting of detailed schedule activity data with
the same activity coding that is in the Baseline Schedule and the subsequent
Progress Schedule updates. The Contractor and subcontractors shall allocate
enough time in their bid price and schedule to support these meetings at the
following frequency:
a. 4 to 2 months prior to station opening and/or project substantial
completion Work-off meetings will occur once a week
b. 2 to 1 month prior to the station opening and/or project substantial
completion 2 times per week
c. 1 month prior to the station opening and/or project substantial
completion 3 times per week
3. Work-off Meetings are required when projects are four (4) months from a major
Milestone, opening or Substantial Completion.
C. DELAY PROVISIONS
1. Schedule recovery will be excused if the Contractor requests and demonstrates
entitlement to an extension in Contract Time, in writing, due to delay(s) not
within the control of the Contractor, and the Authority concurs schedule recovery
is not required at that time. Any Contractor request for adjustment in Contract
Time and Contract Price will not be evaluated unless (a) the Contractor, using the
procedures in this Section and the Contract, shows that conditions justifying
adjustments in Contract Time and/or Contract Price have arisen, and (b) the
Contractor's analysis is verifiable through an independent review by the
Authority of the TIA.
2. In the event the Authority is unable to return any Progress Schedule Submittal as
"Accepted or Accepted as Noted," and the effect of Delays on Contract Time and
Contract Price need evaluation, both the Authority and Contractor shall employ
the As-Planned Schedule and not any unapproved Progress Schedule Submittal
for such evaluations. The procedure for updating the As-Planned Schedule and
including Activity, logic tie and restraint date revisions is specified in paragraphs
1.11 A.3.
a. The extension of Contract Time shall be considered only if the
Contractor demonstrates via the timely submittal of a detailed schedule
analysis by using the contemporaneous window Analysis methodology
or other similar methodology acceptable to the Authority. The analysis
43
shall include: a) a detailed narrative which clearly describes the events
causing the delay and the resulting impacts to the project schedule; b)
documentation substantiating and supporting the delay; c) detailed CPM
schedules (both electronic and hard copies) clearly delineating the delay;
d) a matrix showing delays caused by any third party and any force
majeure delays; e) any additional information reasonably requested by
the Authority, in order to enable the Authority to perform a timely and
informed analysis of the request for extension of Contract Time.
3. When change orders or delays are experienced by the Contractor and the
Contractor requests an Extension of Time, a meeting between the contractor,
MBTA project staff, and MBTA Project Controls shall be held to thoroughly
review, analyze, and resolve each alleged delay. The Contractor shall submit to
the Authority a written Time Impact Analysis (TIA) illustrating the influence of
each change or delay on the current Completion Milestones. Each Time Impact
Analysis shall include a fragnet demonstrating how the Contractor proposes to
incorporate the change order or delay into the next Progress Schedule Update.
This fragnet must be incorporated in a copy of latest accepted schedule update.
A fragnet is defined as a sequence of new activities and/or activity revisions that
are proposed to be added to the existing schedule to demonstrate the influence of
delay and the method for incorporating delays and impacts into the schedule as
they are encountered. This fragnet shall be presented with resource and cost
loading as well.
4. The Contractor shall work cooperatively with the Authority, adjacent contractors,
and third parties, to identify and implement to the maximum extent possible, no-
cost measures to recover all schedule delays, regardless of the cause of the
delays. One example of such measures is no-cost re-sequencing of Work
activities.
The Contractor shall be required to, at no extra cost to the Authority, prepare and
submit a recovery schedule which displays how the Contractor intends to
reschedule those activities, in order to regain compliance with the Contract Time
or Milestones. The Contractor will also submit a narrative, which shall describe
the cause of schedule slippage and actions taken to recover schedule within the
shortest reasonable time (e.g., re-sequencing of Work activities, hiring of
additional labor, use of additional construction equipment, expediting of
deliveries, etc.).
5. Determination and extension of Contract Time will be in accordance with
Section 00700 Article 6.8. Contractor acknowledges and agrees that the actual
delays in activities which, according to the most recent Monthly Schedule Update
accepted by the Authority, that does not have any effect on the Contract Time or
Milestone shown by the critical path in the network, do not have any effect on the
Contract Time or Milestone shown by the critical path in the network will not be
the basis for a change.
6. The Contractor's failure, refusal or neglect to comply with the requirements
specified in this Section shall be reasonable evidence that the Contractor is not
prosecuting the Work with due diligence. If faced with such situation, the
Authority may (a) direct alternate schedule recovery if in the judgment of the
Authority it appears that the Contractor cannot complete his
Work within the scheduled time, then the Contractor shall work overtime,
44
additional shifts or adopt such other procedures as may be necessary to restore
adherence to the schedule. The full cost of any such recovery work efforts shall
be borne by the Contractor, and/or (b) the Authority can withhold liquidated
damages, as provided in Article 6.9.
D. The Contractor will provide a separate electronic file of the Baseline Schedule and
Schedule Updates for all activities in progress or completed through the time periods for
each delay issue or significant project events. Each updated schedule will be compared
and analyzed, identifying any slippage between the actual dates for any impacted or
delayed activities and the Baseline Schedule and each previously Accepted Schedule
Update. This schedule slippage can then be correlated to the Delay issues that occurred
between two (2) schedule update periods.
E. For each update window schedule submitted, revisions in activities, logic ties and
constraint dates affecting Work after that update window shall be included only if they
are identified and jointly agreed to be incorporated by the Contractor and the Authority.
1.12 MEASUREMENT AND PAYMENT
A. MEASUREMENT
1. Separate Measurement will not be made for the work of this Section complete in
place, but all costs, therefore, shall be included in the Contract Lump Sum Price
for the work as indicated herein. All preparation and incidental work necessary
to accomplish the installation will be considered incidental to the Lump Sum
price.
B. PAYMENT
1. Fifteen percent (15%) of the cost associated with the CPM Scheduling Activity
will be made upon return to the Contractor of the complete cost and resource
loaded CPM Construction schedule Rev.0 Submittal as Resubmittal Not
Required (As-Planned Schedule). This shall be included in the Contractors
Lump Sum breakdown as an Activity within the CPM schedule.
2. The remaining (85%) will be pro-rated in equal amounts on each subsequent
application for payment upon the Authoritys receipt and approval of the monthly
CPM updates. The number of months to be used for the pro-rating will be the
number of months estimated to complete the work as defined under Article 6.2 -
Prosecution of Work. The final month pro-rated amount will not be made until
the final application for payment.
3. All payments are subject to retainage.
C. PAYMENT ITEM
Item No. Description Unit
0130.168 ALL OTHER WORK LS
END OF SECTION
45
SCHEDULE REVIEW LOG
Project Managers are required to maintain a Construction Schedule Review Log throughout
the duration of the construction project. PMs are expected to update this log every month,
with requests for progress payments.
Construction Schedule Log

Date Date Accepted
Schedule File Name Type Data Date Pymt#
Received Returned [Yes/No]
46
47
SCHEDULE PLANNING SESSION
Meeting Agenda
EXHIBIT B
MEETING INFORMATION
Project:
Meeting: Schedule Planning Session
Date & Local
Attendees
Design Engineer is to provide Meeting Minutes from the Schedule Planning Session within 7 cd of meeting.
**Contractor to come prepared to the meeting with requirements of specification section 01322, 1.4C **
1 AGENDA
1. Introduction:
a. MBTA Goal: On time and on budget projects!
b. Schedule Specifications
c. Reporting requirements (T template, Layout & P6 settings)
d. No schedule no payment
e. Submit all Schedule docs to: projectcontrols@mbta.com
2. Introduction to Project Overview, Approach, and Schedule

a. Contractors Planned Approach to Project
b. Major Milestones and Stages
i. Ensure that all parties are aware of (and support) all contractual and interim milestones
c. Equipment: number, sizes, type, availability,
d. Crews: size, total staffing, number of crews,
e. Traffic details/flaggers, Notice for lane closures, Access
f. Permitting
g. Meetings: Town, Site, Police/Fire, Utilities
3. Timeline for Schedule Development (per Spec Section)

a. CPM Software discussion
b. Contractor submits list of Critical items and submittals
c. Contractor submits cost & Resource loaded Baseline Schedule
48
Meeting Agenda
EXHIBIT B
4. Utilities
a. Any meeting with Utilities required?
b. Indicate the Notification Period and all utility work in Schedule
5. Staging Plans
a. Request for detailed staging plans/maps with color-coded for Stages, Phases, Areas, etc.
6. Determine Monthly Cycle

a. Decide on schedule data date (same date/day each month), Agree on update and review cycle,
relation to Pay Req cycle.
b. Process: Pre-meeting?, Submit, Review & Report,
c. Discuss: Schedule Meeting separate from regular job meetings to discuss progress, start dates and
end dates.
7. Subcontractors
a. Coordination, buy-in, and support of schedule by the Subcontractors are crucial to success of
schedule.
b. Who are the main subs?
8. Schedule Organization/Details
a. Who will be performing schedule development, updating, etc?
b. Schedule Coding
i. Discuss coding system that works for both MBTA & Contractor
ii. Required Coding: Bid Items, Shift Work (Revenue, Non-Revenue, Weekend Work), Type of
Work (Mechanical, Electrical, Demo., Structural, Architectural, Etc.), Location/Section
(Platforms, Elevators, Tunnel, Stairways, Etc.), Responsibility, Milestones, DBE
c. Cost & Resource Loading
i. Method? Activity level loading, Hammock level, Level of Effort level
ii. Summary of cost loading should match the bit items in the schedule & Contract
iii. Planned Cash Flow (schedule of values/LS breakdown)
iv. Constr. Activities with cost should have resources
v. Identify equipment (moving) for affected activities
vi. Identify crew make up and craft hours for affected activities
d. Calendars
i. Average work day, plan to work OT, Weekends, Working through winter, etc.
ii. Any anticipated night work (allowed by contract?)
iii. Revenue vs. Non-Revenue work
49
Meeting Agenda
EXHIBIT B
e. Submittals
i. Include all steps: P&S (Prepare & Submit), R&A (Review & Approve), F&D (Fabricate &
Deliver).
ii. Note: If an R&R (Revise& Resubmit) cycle is needed due to an incomplete submission, time is
not included in R&A.
f. Narrative
i. All schedule submissions should contain detailed written narrative, including Basis &
Assumptions, explaining changes from previous updates, responses to schedule review
comments, any major logic changes, added activities, etc.
g. Lag
I. Explain all lag
II. No negative lag
h. Weather Planning Lost days

9. Known schedule issues, risks, concerns, etc.
10. Added Scope & Change Orders

a. Provide subnet for Review
b. Progress schedule up to event, calculate schedule and submit
c. Add subnet to schedule, calculate and submit
d. Provide narrative explaining fragnet and its impact (explain logic changes)
50

UniformSchedule(P6)SettingsforMBTAProjects
ExhibitC
DataDate:
DataDateforscheduleprogressupdatesubmittalmustbesettotheLASTdayofthemonth.The
timeshouldbesetfortheendoftheday.
UserPreferences:
Pleaseadjustyoursettingsundereachtabasindicatedinthefollowingpages:
MBTAP6Setting October2014
51

52

53

54

Calendars:
PleaseusethefollowingnamingconventionforallMBTAprojectscalendars:
Calendarsmustbeprojectspecificandnamingconventionmustrefertoprojectsnameasindicatedinthe
examplebelowforGoldLineExtensionProject:
NonRevenueCalendar:NR
EarlyAccessCalendar:EA
7daymilestoneCalendar:7D
Standard5day/8hrs.Calendar:5D
WeekendCalendar:WE
Resourcecalendarsmustspecificallyberelatedtotheprojectandtheirnamingconventionmustcontain
projectspecifics.TimeperiodsanddesignateddailyhoursforResourcecalendarassignedonanyactivity
mustmatchtheprojectcalendarassignedtothatactivity.
ActivityID:
Foreaseoffilteringandlocatinganactivity,eachactivityIDshouldbestructuredsothatitrelates
totheareaandlocationofwork.
Example:ActivityIDSIG.5FL.1000referstoaSignalworkactivityonthe5thfloor.
55

ActivityCodes:
ActivityCodesmustbeprojectspecificandshouldincludetheprojectprefix.
ActivityDescription:
Activitynamesshouldbeuniquetothescopeofthedetailedworkforthatactivityandmustfollow
theVerb*Noun*Locationrule,meaningthatitshoulddescribewhodoeswhatwhere!
Whennamingactivities,youshoulddoitinawaythatanyoneinanysituationcouldunderstand
them.Selectanactivity,takeitoutoftheWBSandseeifyoucanunderstandit.
Notethebelowexamples:
Names are not unique Names are unique
Fifth floor Fifth floor

Build columns Build the columns of the fifth floor
Build sheer-walls Build the sheer-walls of the fifth floor
Build slab Build the slab of the fifth floor
Sixth floor Sixth floor
Build columns Build the columns of the sixth floor
Build sheer-walls Build the sheer-walls of the sixth floor
Build slab Build the slab of the sixth floor
ReportsandLayout:
InprocessofsubmittingyourscheduletotheMBTA,includethefollowingstandardP6reports:
AC01ActivityEarnedValue
RC01ResourceControlDetailbyActivity
BidItemReportLayout
SummaryBidItemReportLayout
Seeattachmentsattheendofthissectionforexamplesofschedulereportsandlayouts.
FinancialPeriods:
To have uniformity with all MBTA projects in storing financial periods, all financial periods should be
identical for all projects. Financial periods should be setup as: Start Date must be the FIRST day of the
monthandtheFinishDatemustbetheLASTdayofthemonth.
56

57

WBSWINDOW:
WithintheWBSview,atthebottomofthepage,adjustyoursettingsunderEARNEDVALUEtabasindicatedinthefollowing:
RESOURCESWINDOW:
Definingresources:
Itisrecommendedthatschedulesberesourceloadedusingcrewsasopposedtoindividualresources(craftsmen).Theseresourcesmust
bedefinedasLABOR.
AllcostloadingmustbedoneaslumpsumandenteredastheBUDGETEDCOSTusingtheLABORresourcetype.
Nameofallresourcesshouldcontainprojectnameandresourcetype.
ExampleforalaborerresourceforGreenLineExtensionProject:GLXLaborer
ExampleforaCrewCresource(consistingoflaborers,equipment&operators)forGreenLineExtensionProject:GLXCrewC

58

Makeupofallcrewsandtheircrafthoursmustbeidentifiedandlistedindetailintheschedulenarrative.
Crewsthatcomposeofthesametypeofworkersandcraftsmenbutdifferentdistributionofhoursperdaymustbeidentifiedasdifferentcrews
withdifferentnames.
TheequipmenthoursshouldbeenteredasalumpsumunderNONLABORresourcetype.
Forexample:
SiteCrew:totalof48hrs./day CraneCrew: totalof40hrs./day
Laborers24hrs. Laborers32hrs.
Equipment24hrs. Equipment4hrs.
Equip.Operator24hrs. Equip.Operator8hrs.
59

Whenresourceloadingisdonebycrew,uncheckAutoComputeActualsandCalculateCostfromUnit.
Seethechartbelowforenteringresourcesattheactivitylevel.
60

PROJECTSWINDOW
WithinthePROJECTSWindow,atthebottomofthepage,adjustyoursettingsundereachtabasindicatedinthefollowing:
UnderDATEStab,ProjectMustFinishBymustbefilledoutusingtheprojectsContractualFinalCompletionDate.Timeshownmustindicate
completionattheendoftheworkday.
Forthebaselineschedule,theProjectPlannedStartdateshould

beequaltotheNoticetoProceeddate.
61

1 PercentCompleteTypemustbeselectedasPHYSICAL
1 2 GlobalCalendar
Afterdefiningprojectspecificcalendars(seepage5),
comebacktothiswindowunderprojectview&replace
thedefaultglobalcalendarwithaprojectspecific
calendarasshownintheinsertbelow.
ProjectSpecificCalendar
Boxtobeunchecked
62

Boxtobechecked
63

ScheduleCalculationOptions:
Selecttheseoptionsas
thedefaultforeach
project.
64

INVOICING:
Step#1:
ThefollowingshowstheactivitieswindowandresourcetabastheyshouldappearonyourBaselineschedule:
Entercrewhoursbudgetedforthisactivitysresource.

BudgetedCostistobeenteredmanuallyasalumpsum$fortheactivity.AllcostsaretobeenteredunderresourcetypeasLABOR

Assignresourcesatactivitylevelbycrewsasdefinedinnarrative
65

BudgetedUnitsshouldhaveavalueofotherthanzero(0)andshouldreflecttotalcrewhours.
Step#2:
TheContractorwillsubmittheDraftProgressReport,showingthedataasindicatedinsamplebelow.ThiswillbewhattheMBTAfieldofficewill
usetovalidatetheprogress.
ThiscolumnshouldreflecttheTOTAL
COSTTHISPERIODwhennocostsare
TheMBTAwillverifydates&percent enteredunderNONLABORand/or
completesfortheprogressperiod. MATERIALresourcetype.

Step#3:
MBTAfieldofficetoconfirm/agree/disagreewithprogressduringtheperiod(Dates&Physical%Completes)bymarkinguptheprogressreport
(showninStep#2)andresubmittingittotheGC,fortheircorrectionintheschedule.Thisagreedperiodprogressshouldbesubmittedwiththe
monthlyscheduleupdate.
Step#4:
66

GCwillrevisethePhysicalPercentCompleteandtheremainingdurationaccordinglythengeneratethemonthlyscheduleupdateandfinal
invoicedamountforthePeriod.
When updating progress, provide the

physical % Complete and the
remaining Duration
Step#5:
Theschedulewillbereviewedforschedulingissuesandthencomments(AcceptanceorRevised&Resubmit)totheGC.Afterthescheduleisacceptedfor
contentandagreedupon,thenextprogressschedulewillbegin.
Thefollowingindicatesstepsrequiredforthenextprogressperiod:
NOTE:toperformstep#6successfullypleasefollowthesestepsfirst:
WhileyourprojectisopeninP6software,gotothePROJECTSview:
Select(highlight)yourprojectandatthebottomofthepageclickontheCalculationstab:
Adjustyoursettingsasindicatedaboveonpage63.
67

Step#6:
PRIORtothenextUpdateperiod;STOREPERIODPERFORMANCEneedstobeperformed.Thiswillstore(ActualtoDate)forthepreviouscostandwillset
theActualthisPeriodtoZero(0).
StoredPeriodPerformanceisunderTOOLS
68

ThisistheStorePeriodPerformanceScreen;itshouldshowthe

timeperiodb/wlasttimeStoredPeriodPerformancewas
performedandtheDataDate.
69

Step#7:
ScreenshotafterStoredPeriodPerformanceiscompleted:
AfterStoredPeriodPerformanceisrun,theActualthisPeriod
CostgoestoZERO(0)andtheActualCostshowstheamount
billedtodate.
70

Step#8:
ProgressingthenextScheduleUpdate:

Whenprogressingthenextmonthsrequisition,theGCmanually
enterstheactualcostsfortheupdateperiodintheActualThis
PeriodCostfieldbasedonthePhysicalPercentComplete.
71

Attachments

72

ReportAC01ActivityEarnedValue
73

ReportRC02ResourceCostControlReport
74

BidItemReportSample
75

BidItemSummaryReportSample
76

DurationLayoutReport
77
CONSTRUCTION SCHEDULES/PAY REQUISITION APPROVAL PROCESS FLOWCHART - EXHIBIT D
MBTA Design and Construction
Flowchart - Review of Schedule and Pay Requisition
October 15, 2014
Is schedule
No Yes
accepted?
Design Pay requisition is signed

Engineer/Schedule off by MBTA Project
Consultant and
MBTA Project Controls * and pay
Controls review the requisition is forwarded
finalized schedule to MBTA Director
MBTA Resident (and narrative)
Engineer reviews and
Contractor finalizes the schedule
comments on the
(and narrative) with Resident
draft schedule for
Engineer-approved physical MBTA Budget sends
Contractor prepares physical percent MBTA Director sign MBTA Budget reviews
percent completion and dates pay requisition to
their draft schedule completion and start off Pay requisition FINAL pay requisition
and submits the finalized Contract Admin for
(with narrative) and and end dates of and forward to MBTA and all necessary back
draft pay requisition schedule (and narrative) to final review and
activities in progress/ Budget up
Design Engineer, and submits signatures
Insures draft Pay
finalized pay requisition to
Req. has all the
MBTA
support
documentation i.e
MBTA Budget MBTA PM reviews

generates payment pay requisition and
and send to MBTA send to Project
RE/PM Controls
* Cost this period shown on the Schedule and on the Requisition must be the same in order to process payment.
78
IV. EARNED VALUE MANAGEMENT
DURING DESIGN Page No.
Earned Value Analysis 80
Progress Monitoring Report 83
Revisions to Project Design Schedules

that Impact Earned Value Analysis 84
79
IV. EARNED VALUE MANAGEMENT DURING DESIGN
Earned Value Management (EVM) is a project management technique for measuring

project performance and progress in an objective manner. EVM has the ability to combine
measurements of scope, schedule, and cost in a single integrated system. Earned Value
Management is notable for its ability to provide accurate forecasts of project performance
problems. Early EVM research shows that the areas of planning and control are
significantly impacted by its use; and similarly, using the methodology improves both
scope definition as well as the analysis of overall project performance. More recent
research studies have shown that the principles of EVM are positive predictors of project
success.
Earned Value (EV) shall be incorporated into all projects during design phase services. In
design-bid-build projects EV will be utilized from concept to the delivery of 100%
construction documents. For Design-Build projects, EV will be utilized from concept to the
delivery of design-build packages. For projects involving CM@ Risk, EV will be utilized from
concept to the point at which a GMP is achieved and the CM is chosen and provided the
design.
1. Earned Value Analysis
Each month, the Engineer shall perform an Earned Value Analysis (EVA) using the cost and
schedule software specified in Section III of this manual. The Engineer shall include the
results of the EVA in the Progress Monitoring Report as described later in this section.
The EVA shall be based on the following data in the Project Design Schedule (PDS) at the
data date:
1. Actual start and finish for each activity as of the data date.
2. The progress of the activities that started, but are not finished on the data date.
3. Percent complete of the work for each activity from the start date to the data
date.
4. Actual cost expended for each activity as of the data date.
The Engineers Cost Accounting Standard Disclosure Statement shall include the procedures
used to ensure the actual value of each cost account in the PDS Update was properly
represented and timely recorded in the Engineers general cost accounting system for the
design work completed by the Engineer and its sub-consultants. If the sub-consultant
actual cost data is not available prior to the submission of the PDS Update, the Engineer
shall estimate the sub-consultants actual cost as of the data date for PDS Update. The
Engineer shall confirm the actual cost from the sub-consultants prior to the submission of
the next PDS Update.
80
The Engineer shall use the cost accounts and scheduling data in the PDS Update to calculate
and show the results of each data item in Table No. 1.
Table No. 1 Data Item for Earned Value Analysis

Data Item Definition
The budgeted cost of work scheduled for completion at the data
Budgeted Cost of Work
date.
Scheduled (BCWS)
(BCWS = Budget Cost x Target Percent Complete)
The value of completed work expressed in terms of the budget
Budgeted Cost of Work assigned to that work. BCWP is also known as the earned value
Performed (BCWP) of the work completed to date.
(BCWP = Budget Cost x Percent Complete of the Work)
The actual cost-to-date for work performed during a specific time
Actual Cost of Work
period or duration. [The actual cost incurred shall correspond to
Performed
the cumulative amount shown in payment application for the
(ACWP)
month.]
The Schedule Variance indicates if the project is ahead or behind
Schedule Variance (SV) schedule.
(SV = BCWP BCWS)
Cost Variance The Cost Variance indicates if the project is over or under budget.
(CV) (CV = BCWP ACWP)
The Engineers estimated cost to complete the design work from
Estimate To Complete
the data date to the forecast completion date.
(ETC)
(BAC - BCWP)/(CPI x SPI)
Estimate At The Engineers projected final cost of the design work at the data
Completion date.
(EAC) (EAC = ACWP cumulative + ETC)
The Engineer shall determine and record the progress of work based on the results of the
Schedule Performance Index and Cost Performance Index shown in Table No. 2.
Table No. 2 Earn Value Indexes

Description Formula Results of EVA Analysis
A SPI greater than 1.0 indicates no delays to the
Schedule
PDS
Performance Index BCWP/BCWS
A SPI less than 1.0 indicates that there are delays
(SPI)
to the PDS
A CPI greater than 1.0 indicates the project design
Cost Performance is within design budget.
BCWP/ACWP
Index (CPI) A CPI less than 1.0 indicates that the project design
budget is over budget.
Projected final cost over/under the total budgeted
Variance At cost based on the difference between the value of
Completion BAC-EAC the Budget at Completion (BAC) and the Estimate
(VAC)
at Completion (EAC).
81
The Engineer shall use Microsoft or equivalent software to provide and summarize the
total values for earned valued data shown in Tables No. 1 and Table No. 2 for all activities
in the PDS Update.
The Engineer shall provide a cost curve graphic based on the cumulative total values of the
BCWS, BCWP, ACWP, BAC, EAC and VAC for each PDS Update. The Engineer shall also show
the planned BCWS from each update period to the forecast completion date. See Figure 5
for example of a summary cost curve.
Figure 5 EVA Summary Cost Curve Graph
The Engineer shall prepare a project analysis report along with a summary of each update
period that compares the earned value data on the data date to the cumulative total values
for the EVA categories shown in Figure 6 and Figure 7.
82
Figure 6 Project Analysis Report
Figure 7 Summary of EVA from Project Design Schedule Updates
2. Progress Monitoring Report
In accordance with Article II, Subsection 12, the Engineer shall submit each month a
Progress Monitoring Report (PMR) for the Authoritys review and approval. The PMR shall
contain the following information regarding the progress of work performed by the
Engineer along with the earned value data specified in Section 1.
a. Schedule Tabular Reports and Cost Control Reports, which at a minimum

shall include the following:
i. Predecessor/successor report sorted by Activity ID.

ii. Early Start/Total Float sort report.
iii. Total Float/Early Start sort report.
iv. Critical Path of Work sort report.
v. Summary by Cost Account sort report
b. A description of the design work completed during the reporting period;
83
c. Work items and paths that are critical to the timely completion of the
design phase;
d. Anticipated work to start and finish during the next reporting phase;
e. Additional design scope items;
f. Explanations of schedule delays;
g. Anticipated problems and recommended possible solutions;
h. Critical action items (listing person/agency/company responsible and
date needed);
i. Explanation of the SPI and CPI results in the PDS Update submitted by
the Engineer;
j. Explanation of the variances between the previous PDS Updates SPI and
CPI results to the current results (See Sample Variance Analysis Report,
Figure 8);
k. Statement of the adequacy of the remaining design budget and time;
l. EVA cost curve graph (Similar to Figure 5); summary analysis as shown
in Figure 6; and
m. Project analysis report for WBS Level 4 categories (Figure 6); and
n. EVA summary analysis as shown in Figure 7.
The PMR shall also include a summary that explains the Basis of Design for each phase of
the design. Basis of Design shall consist of a well-defined explanation that forms the basis
of the Engineers inspection, test acceptance criteria, expected performance, and the
operational requirements designed for the project and its systems.
After reviewing the PMR and the PDS Update with the project manager, the engineer shall
submit both reports with its request for partial payment application.
3. Revisions to Project Design Schedules that Impact Earned Value Analysis
Earned Value Analysis
The Engineer shall incorporate the cost of the proposed change(s) into the EVA, which
corresponds to the proposed PDS with the fragnet. The EVA with the cost of the proposed
changes shall be identified as the revised EVA for the PDSRV. The Engineer shall perform
the revised EVA in accordance with Section 1. The Engineer shall submit a detailed report
to the Authority for review. The detailed report shall include the results of the EVA, the
cost curve graph, and discuss the effects of the proposed change on the Engineers
Estimate-To-Complete (ETC) and Estimate-At-Completion (EAC) along with the earned
value indexes shown in Figure 6. Upon issuance of an amendment for the change, the EVA
that includes the cost for approved change(s) shall become the EVA for Revised Progress
Design Schedule of Record. Design changes shall be in accordance with the Design Change
Control process described in Section VIII. All design schedule changes shall be in
accordance with Section III - Project Schedule.
84
In order for an EV system to operate properly, it must, at a minimum, meet the following 10
criteria:
EVMS Criterion 1 - ANSI/EIA-748-B, 2.1(a) Organization:
Define authorized work elements for the program. A work

breakdown structure (WBS), tailored for effective internal
management control, is commonly used in this process.
EVMS Criterion 2 - ANSI/EIA-748-B, 2.1(b) Organization:
Identify the program organizational structure, including the

major subcontractors responsible (OBS) for accomplishing the
authorized work, and define the organizational elements in
which work will be planned and controlled.
EVMS Criterion 3 - ANSI/EIA-748-B, 2.1(c) Organization:
Provide for integration of the companys planning, scheduling,

budgeting, work authorization and cost accumulation
processes (CBS) and, as appropriate, the program WBS and
organizational structure.
EVMS Criterion 4 - ANSI/EIA-748-B, 2.2(a) Planning, Scheduling and Budgeting:
Schedule the authorized work in a manner that describes the

sequence of work and identifies the significant task
interdependencies required to meet the requirements of the
program.
EVMS Criterion 5 - ANSI/EIA-748-B, 2.2(b) Planning, Scheduling and Budgeting:
Identify physical products, milestones, technical performance

goals or other indicators used to measure progress.
EVMS Criterion 6 - ANSI/EIA-748-B, 2.2(c) Planning, Scheduling and Budgeting:
Establish and maintain a time-phased budget baseline at the

control account level against which program performance can
be measured (control account = WBS + CBS +OBS). Initial
budgets established for performance measurement will be
based on either internal management goals or the external
customer-negotiated target cost, including estimates for
authorized (but incomplete) work. Budget for long-term
efforts may be held in higher level accounts until it is
appropriate for allocation at the control account level.
85
EVMS Criterion 7 - ANSI/EIA-748-B 2.3(a) Accounting Considerations:
Record direct costs consistently with the budgets in a formal

system controlled by the general books of account.
EVMS Criterion 8 - ANSI/EIA-748-B, 2.4(a) Analysis and Management Reports:
At least monthly, generate the following information at the

control account and other levels as necessary for management
control using actual cost data from, or reconcilable with, the
accounting system:
1. Comparison of the amount of planned budget and the

budget earned for work accomplished. This comparison
provides the schedule variance.
2. Comparison of the amount of the budget earned and the

actual (applied where appropriate) direct costs for the
same work. This comparison provides the cost
variance.
EVMS Criterion 9 - ANSI/EIA-748-B, 2.4(f) Analysis and Management Reports:
Develop revised cost estimates at completion, at program and

project levels, based on performance to date, commitment
values for material and estimates of future conditions.
Compare this information with the performance measurement
baseline to identify variances at completion important to
company management and any applicable customer reporting
requirements, including statements of funding requirements.
EVMS Criterion 10 - ANSI/EIA-748-B, 2.5(a) Revisions and Data Maintenance:
Incorporate authorized changes in a timely manner, recording

the effects in budgets and schedules. Base changes on the
amount estimated and budgeted to the program organizations.
86
Figure 8
87
V. GENERAL MANAGER REPORTS Page No.
General Manager Report Requirements 89
Sample 1 - Report 90
88
V. GENERAL MANAGER REPORT REQUIREMENTS
Every quarter, each Project Manager is required to prepare a project briefing report for the
General Manager on all of their respective projects.
General Manager (GM) Reports are done for projects in construction or design and for
Transit Oriented Development (TOD) projects. Each Project Manager shall forward the
electronic file of each GM report to Project Controls. Project Controls will compile the
reports and produce a completed publication for the General Manager.
Sample reports and their instructions have been provided (Sample 1).
89
Sample 1
GM CONSTRUCTION PHASE REPORT INSTRUCTIONS
1. Period Ending: Last day of the month for the particular reporting period (ex. March
reporting would be Period Ending 3/31/2012 and known as the March 2012 Report).
2. Contract Title: Formal name of Project.
3. Contract Number: Assigned 7 character alpha/numeric code for the project.
4. Task Order Number: Assigned 3 character alpha/numeric code for the project.
5. Contractor: Name of company providing construction services.
6. Contract Scope Summary: Provide a brief description (500 characters) of project.
7. Current Authorized Budget (Total Project): Amount allocated to project, inclusive of design
services.
8. Estimate at Completion (Total Project/Program): Projected total cost at end of
project/program.
9. Authorized Construction Budget: Allocated construction budget.
10. Construction Estimate at Completion: Projected end cost of construction, exclusive of
design services and other budget tasks.
11. List Milestone Data: Provide a brief description of contractual milestones in numerical
order.
12. Schedule Data Date: Provide date of latest update on file. Include the Contract Baseline
Date (mm/dd/yy) and Current/Forecast Date (mm/dd/yy). If dates were actualized, indicate
so by placing an A under the A column (do not write in a date). List each milestone.
Provide brief milestone description.
13. Major Work in Progress: Provide a brief description of all major works.
14. Photo Box: Provide a picture (.tif, .gif, .jpg) depiction of such work (make sure to size photo
to exact height of Major Work in Progress box).
90
Construction Report
Contract Title
Science Park / West End Station Accessibility Improvements
Contract A29CN04 Contractor Barletta Heavy Division, Inc.

Number
Contract Scope Summary Description:
Accessibility Improvements at the Science Park/West End Station include furnishing and
installing two (2) Elevators with new at-grade Automated Fare Collection lobbies, raising and
widening of the platform concrete slabs, replacing the platform canopy roof, adding two (2) mini-
high platforms, reconstruction of the interior and exterior stairs, upgrades to lighting,
telecommunications, electrical, fire protection, fire alarm, signage systems, site improvements
and landscaping.
Current Auth. Budget Authorized Const.

(Total Prj.) $ $22,000,000.00 $14,566,000.00
Budget
Estimate @ Compl. Construction Estimate
(Total Prj.) $22,057,590.00 $14,930,245.00
@ Completion
List Milestone Data Schedule Data Date

Contract Baseline Current/Forecast A
# Brief Description
Date Date
NTP 05/05/10 05/05/10 A
1A Pier 3 Egress Open 09/01/10 04/15/11 A
1D Station Shutdown Start 04/30/11 04/30/11 A
7 Substantial Completion 01/20/12 11/04/11 A
8 Final Completion 04/19/12 03/30/13
Describe Major Work in Progress:

Currently contractor is working on original
contract punch list items as well as extra work
items. Some of the extra work items are major
and therefore require more time to complete.
Some of these extra work items are
predecessors to contract punch list items, for
example, the site security fence (extra work)
has to be completed before the landscaping
can be started and completed.
91
GM DESIGN PHASE REPORT INSTRUCTIONS
5. Designer: Name of company providing design services.
6. Initial Design Services Were From: Indicate what initial design services were, Select from
Feasibility - 100% PSE Through feasibility 100% PSE.
7. Current Design Services Are From: Indicate where the project is in its current design stage
From feasibility 100% PSE Through Feasibility 100% PSE.
8. Contract Scope Summary: Provide a brief description (limit 500 characters) of project.
9. Authorized Design Budget: Provide design budget for specific construction package.
11. Authorized Other Budget: Remaining project budget; may include other design and
construction budgets from other projects associated within this Program.
12. Total: Provide Total Program/Project budget.
13. Design NTP Date: Date given for design work to begin (mm/dd/yy).
14. Construction Start Date: Date construction is forecasted to begin (mm/yy).
15. Construction End Date: Anticipated construction end date (mm/yy).
16. Schedule Data Date: Provide date of latest update on file (mm/dd/yy.
17. Milestone Data: Provide current/anticipated dates for each milestone at all design stages
(mm/dd/yy). BL = Insert Baseline Date, FCST = Insert Forecast (future) date or Actualized
Date (date milestone was achieved), A = Insert an A if date has been actualized (no date
goes in this field).
19. Photo Box: Provide a rendering or photo (.tif, .gif, .jpg) of such work (make sure to size
rendering/photo to exact height of Major Work in Progress box).
20. Safety Issues: Include any and all safety issues that occurred during reporting period.
92
Design Report
Contract Title
Engineering Services System wide Bridges (Savin Hill)
Contract Number B92PS07 Designer Fay, Spofford & Thorndike, Inc.
Initial Design Services Were From Feasibility Through 60%
Current Design Services Are From Feasibility Through 60%

The structure, built in 1929, is a simple reinforced concrete single box tunnel. It spans
approximately 110 long by 18 wide and supports the northbound and southbound Red Line tracks.
The bridge is currently in a poor structural condition. The current design contract provides for 0-60%
design for the Overpass; an amendment is required to complete 90% design - Construction Phase
Services. Based on the Bridge Type Study, concrete filing of the existing structure was the selected
design option.
Auth. Design Budget $ 579,168.00 Design NTP Date 09/10/09

Auth. Const Budget $ 2,000,000.00 Construction Start Date 06/13
Auth. Other Budget $ 1,080,000.00 Construction End Date 12/13
Total $ 3,659,168.00 Schedule Data Date 10/30/12
Milestone Data
15% 30% 60%
BL FCST A BL FCST A BL FCST A
11/12/10 11/12/10 A 02/01/11 06/01/11 A 08/31/11 08/31/11 A
90% 100% ADV
03/01/12 12/31/12 03/01/13 03/28/13
Describe Major Work Progress:

Amendment #1 to advance the design to
Construction Phase Services was submitted in
August. Approval is still pending. Once approved,
FST will advance design to 100% (skipping 90%).
93
GM TRANSIT ORIENTED DEVELOPMENT REPORT INSTRUCTIONS
2. Project Title: Formal name of Project.
3. Developer/Contractor: Name of company providing designing/construction services.
4. Contract Scope Summary: A brief description of the project scope.
5. Construction Start Date: Provide anticipated or actual start date (mm/yyyy).
6. Construction Finish Date: Provide anticipated or actual finish date (mm/yyyy).
7. Describe Major Work in Progress: Provide a brief describe of all major works.
9. Project Manager: Name of PM.
10. Director: Name of Director.
Saving This File - When saving and sending this file, use the following naming convention:
contract #.brief description.periodendingdate ex. D15CN01.Pawtucket Layover.4-30-12.doc
94
Transit Oriented Development Report
Project Title
Bullfinch Triangle Parcel 1 (Victor)
Developer/Contractor Simpson Housing LLLP

This Contract is part of the Premier Apartment Homes in Historic Bulfinch Triangle. This project is
a mix use development consisting of both commercial and residential units and features 11 stories
of steel construction wrapping a three-level garage. The residential units include two Penthouse
level units with access to a private rooftop lounge as well as upgrades appliances and fixtures.
Construction Start
Construction Finish Date
Date 08/2011 9/2013
Describe Major Work in Progress
Steel erection on both the north and south is
completed, Spray fire proofing is continuing
on both the south and the north. Cast in place
concrete has been completed on the North
Floors with two levels remaining on the south
floors. MEP rough in will continue on both the
north and south along with pouring of the
stairs.
95
VI. ASSISTANT GENERAL MANAGER
DESIGN REPORTS Page No.
Assistant General Manager Design Report Requirements 97
Design Report Template & Budget Summary Reports 101
Design Report Submittal Checklist 116
96
VI. ASSISTANT GENERAL MANAGER DESIGN REPORT REQUIREMENTS
AGM Design Reports are due to the AGM for Design and Construction on the first day of
every new month. Project Managers are responsible to complete the reports and
forward the reports to their respective Director for review. Upon their review of the
report the Director shall forward the completed submitted report to the Executive
Assistant of the AGM for Design & Construction.
Prior to submission, Project Managers are to ensure the following:
A. Current financial data is obtained from a Budget Analyst.

B. Use electronic template for each Project.
Exhibit 1 is a copy of the AGM Design Report instructions and template as well as the
Budget Summary template and instructions.
Exhibit 2 is a checklist used to determine which reports have been submitted. Late and
outstanding reports are highlighted for tracking purposes.
97
Exhibit 1
AGM DESIGN PHASE REPORT - INSTRUCTIONS

AGM design and construction reports are due to the AGM for Design and Construction on the first
day of every new month. Project Managers are responsible to complete the reports and forward the
reports to their respective Director for review. Upon their review of the report, the Director shall
forward the completed submitted report to the Executive Assistant of the AGM for Design and
Construction. A report consists of two sections, a narrative and a budget section. The narrative is a
word file and the budget section is an excel file. A design or construction report should be done for
each proposed construction package. A project is either in design or it is in construction.
Construction reporting starts at NTP.
This form is a template. To use, save the attachment sent, by Project Controls, onto your
desktop. To start a new form, double click the icon on your desktop, once done, save according
to the given naming convention. To access a form that has already been saved, go to Word,
Open, File.
Spell-check Feature: Before starting on the report you will have to enable macros, in the form,
by clicking on the Security Warning (Macros have been disabled) Options, Enable this Content,
this is located at the top of the page. After completing the form and typing the Directors name,
TAB out of the box, this will prompt the spell-check feature, allowing you to review the form.
5. Designer: Name of company providing design services.
6. Initial Design Services Were From: Indicate what initial design services were, Select from
Feasibility - 100% PSE Through feasibility 100% PSE.
7. Current Design Services Are From: Indicate where the project is in its current design stage
From feasibility 100% PSE Through Feasibility 100% PSE.
9. Authorized Design Budget: Provide design budget for specific construction package. This is
equivalent to Total Committed Value in CMS - Column G in Project Budget Summary.
10. Authorized Construction Budget: Allocated construction cost estimate at various design
phases.
98
11. Authorized Other Budget: Remaining project cost, not inclusive of Authorized Design
Budget and Authorized Construction Budget.
12. Total: Provide Total Project Budget (Column G in Project Budget Summary sheet). In CMS
this is equivalent to the sum of Committed Value for awarded contracts or Estimated Value.
13. Design NTP Date: Date given for design work to begin (mm/dd/yyyy).
14. Construction Start Date: Date construction is forecasted to begin (mm/yyyy).
15. Construction End Date: Anticipated construction end date (mm/yyyy).
16. Schedule Data Date: Provide date of latest update on file.
17. Milestone Data: Provide current/anticipated dates for each milestone at all design stages
(mm/dd/yy). BL = Baseline, FCST = Forecasted, A = Actualized. Indicate with an A if date
was actualized (do not write in a date).
21. Project Issues/Actions: List any/all significant design issues and any actions taken to resolve
them.
22. Schedule Recovery Action: Detail any recovery actions taken.
23. Schedule Log: Provide a design log with the following information:
Schedule File Name Name of proposed schedule
Type Select BL, UP, 90
Data Date Reporting period of schedule
Date Received Indicate date schedule was received (mm/dd/yy)
Date Returned Indicate date scheduled was returned (mm/dd/yy)
Accepted Was the schedule accepted or not accepted?
Pymt # - list payment number
24. Schedules on File: Are the schedules on file, Y/N?
25. Are Updates Being Submitted: Indicate if updates are being submitted, Y/N. If No, provide
explanation.
26. DBE Paid: Obtain percentage of DBE Paid through Last from CMS. Include the Payment #
and the date of payment. Log into CMS, click on Pymts, Subcontractor Payments, enter
contract #, the information will be provided on the screen that appears.
99
27. Project Manager: Name of Project Manager
28. Director: Name of Director
100
Design Phase Report

Contract Title
Design Project
C.N. # XXXXXXX T.O. # Designer XXXXXXX
Initial Design Services Were From Feasibility Through 60%
Current Design Services Are From 15% Through 100% PSE

The work to be performed under these Contracts includes design and construction phase services
for the rehabilitation 3 Bridges. These bridges were constructed in the early 1900s. The goal of this
project is to replace sub and superstructure while maintaining transit service throughout
construction. The services will include completion of 4 phases of design to final design plans and
specifications followed by a phase V- Construction Phase Services.
Auth. Design Budget $ 450,000.00 Design NTP Date 08/1/13

Auth. Const Budget $ 0.00 Construction Start Date 12/14
Auth. Other Budget $ 280,000.00 Construction End Date 07/16
Total $ 730,000.00 Schedule Data Date 11/31/13
Milestone Data
15% 30% 60%
11/12/13 11/26/13 A 01/7/14 01/7/14 03/20/14 03/20/14
90% 100% ADV
05/14/14 05/14/14 07/1/14 07/1/14 08/5/14 08/5/14
Describe Major Work Progress:

Completing structural plans for 15% design
submission.
101
T.O. # Contract # Period Ending 10/31/12
Safety Issues or Incidents that occurred this period.

None
Project Issues/Actions
None
Schedule Recovery Action.

None
Schedule Log
Date Date Accepted
Sample Baseline.XER BL 08/1/13 09/1/13 09/10/13 Yes
Update No. 1 UP 09/31/13 10/1/13 10/5/13 Yes
Update No. 2 UP 10/30/13 11/1/13 11/5/13 Yes
102
T. O. # Contract # Period Ending 10/31/123
Schedule Log (Continued)

Date Date Accepted
Are Schedules On File? Yes

Are Updates Being
Yes
Submitted Monthly?
If NO was answered to any question above please explain in box below. * [Required] *
[250 character limit]
% DBE Paid Through Last PMT # Date

13.5% 2 11/16/13
Joe Sue
Project Manager Director
103
BUDGET SUMMARY - INSTRUCTIONS
These instructions are to help in completing the Project Budget Summary Sheet for each project.
To begin working on the Budget Summary worksheet, input the project name and contract number
in the first sheet of the workbook, Contingency Data. Once this information is entered it will
populate all the other sheets. At the end of each reporting period, create a new BSS per. Ending
sheet by copying the sheet from the previous period ending for the current period.
*Each Project is required to meet with Project Controls in order to establish each Projects planned
contingency drawdown (project start/finish date and contingency amount will be needed).
1. Contingency Data Sheet

a. Project Name: Formal name of Project. (This field is populated once the
information is entered on the first sheet, Contingency Data.)
b. Contract Number: Assigned 7-character alpha/numeric code for the project. For
project in design, use the design contract number and for a project in construction,
use the construction number.
c. Plan Contingency: This value will be set up by Project Controls. This value includes
allocated contingency, unallocated contingency and uncommitted funds within the
project. The Project Manager (PM) and/or Budget Analyst (BA) will provide this
value to Project Controls and Project Controls will populate the spreadsheet with
the value and set up the Contingency Drawdown tab.
d. Additional Funding: If additional funding is provided, this value should be entered in
this row under the proper period.
2. Project Budget Detail Sheet
a. Period Ending: Last day of the month for the particular reporting period (ex. March
reporting would be Period Ending 3/31/2013 and known as the March 2013 Report.
This data must be entered in two locations. First, input data on the appropriate BSS
per. Ending sheet and on the PS Cost Changes sheet).
104
b. Grant Value: For each grant to the project, enter the grant number and the
associated work order(s) available for the project. This is the responsibility of Project
Manager (PM) and/or Budget Analyst (BA). Input information in the table below the
summary table. The total of the grant value should match the value in CMS.
c. Grant WO (Col A): In the first column of the Budget Summary Sheet, enter the grant
work order numbers associated with the Responsible Area (PS, CN, etc).
d. Responsible Code (Col B): Column B provides the list of Responsible Areas as shown
in CMS. This includes PS, PA, CN, etc.
e. Description (Col C): List of tasks to be included in project. Responsibility of PM and
BA. Typical descriptions are Construction, Professional Services, Force Account, etc.
f. CMS / Funding (Col D): Input the value for the task as it is reported in the
Distribution value in CMS. This should equal the funded amount for the task. The BA
provides this information. This should match CMS as well as the total Grant amount.
If there is a difference, the highlighted cell to the right of the Grant Total will show
the variance.
g. Base Estimated Cost / Base Committed Value (Col E): The value entered here is the
Engineers estimate for the task or the awarded amount. (In CMS this would be the
Committed Value). The BA provides this information.
h. Contingency (Col F): This value is the contingency in the Engineers estimate or the
value of the contingency associated with the awarded contract (Allowance). The
Budget Analyst (BA) and Project Manager (PM) collaborate on this input. Any
unallocated contingency should be reflected in this column.
i. Total Estimated Cost / Total Committed value (Col G): This represents the Total
Estimated cost + the Allocated Base Contingency or the Total Committed value + the
Allocated Base Contingency. This number may be less than or equal to the value in
column D. This is a calculated field and it will be populated when columns E and F
are populated.
j. Percentage EST/Contract vs. Funding (Col H): This is the percentage of Estimated
Cost / Committed Cost and the funding.
k. Estimate at Completion (EAC) (Col I): This column represents projected final cost
and includes any change orders, proposed changes or other costs that may be
105
realized for the task. This column is managed by PM and it will be adjusted if it is
anticipated that the forecast final cost of the project will change.
l. Percentage EAC vs. Funding (Col J): This is the percentage of EAC and Funding. This
column is formulated.
m. Expenditures (AC) (Col K): Actual Cost to date, provided by BA.
n. Remaining Contract Value to Date (Col L): Total Estimated Cost / Total Committed
Value less Expenditures. This column represents the Actual Remaining Budget as of
the reporting period. This column is formulated.
o. Estimate to Complete (ETC) (Col M): Amount remaining to complete each task, EAC
AC. This column represents the projected cost required to complete task. This
p. Required Funding before Use of Uncommitted Funds (Col N): This formulated field
provides the funding available to the task before utilizing all project contingency and
any uncommitted funds. The project will have to reallocate funds if this amount
exceeds the tasks funded value. The value in this column will be a negative or zero.
The negative value indicates that a transfer/reallocation of funds is required.
q. Available Uncommitted Funds (Col O): This formulated column provides the
uncommitted funds available for the task and the project. This amount will always
be a positive number or zero.
r. Additional Funding Required (Col P): The data reflected in the column is an
indication of the funding needed to cover the project cost. Additional funding is
required if EAC is increased and/or cost from change orders are higher than
anticipated in the initial EAC.
3. Period Cost Changes: BA/PM to use these sheets to document cost changes over time.
There is a sheet for each category with the exception of the XG Unallocated Contingency,
since any change to unallocated contingency will be reflected in the other categories. In
general, any anticipated Potential Change Orders, Amendments, and executed change
orders or any cost changes are to be tracked in these sheets. Once the Cost change is
approved and executed, the number associated with the approved change should be added
under the CO # column.
a. PS Cost Changes Sheet: Note: For each Period update, ensure that the Period
Ending Data Date is inserted in the appropriate row and column in the PS Cost
106
Changes sheet. This date will automatically populate the other Cost Changes
sheets. Please note that there are 50 lines for change input in each of these sheets
and the total for the columns (period) is at the bottom of the table or row 58. On
the right of each sheet is a total column for each line where you can verify the total
cost for each change.
b. CN Cost Changes Sheet: For each package, enter the change order or propose
change orders for each period in the appropriate column. In column B, Change
Description, enter the description of the change. In column C, List of Proposal of
Change Orders Anticipated, enter an abbreviated description for the change and in
the next column enter the number. The sheet has 200 lines for inputting changes.
To see the total for each period, please scroll to the bottom of the sheet or to row
208. Scroll to the right to see each Change Order total.
c. Cost Changes sheets for Force Account (FA), Inspection (IN), Project
Administration (PA), Material Procurement (MP), and Real Estate (RE) have also
been provided.
107
Project Name : SAMPLE PROJECT
Contract # : XXXXXXX
Area/Cat Contingency Values Month 0 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10
Plan Contingency $170,000
Cost Change Projections $0 $40,000 $0 $0
Additional Funding
Total Available Contingency $170,000 $130,000 $130,000 $130,000
108
Project Name: SAMPLE PROJECT
Project ID: XXXXXXX
Change Orders Summary Sheet
See Note below Data Date Month 0 Month 1 Month 2 Month 3

Period Period Period Period Period Period
resp. code Description CO # 1 2 3 4 5 6 7 8
CN Construction $ - $ - $ - $ -
FA Force Account $ - $ - $ - $ -
IN Inspection $ - $ - $ - $ -
PA Project Admin $ - $ 10,000.00 $ - $ -
MP Material Procurement $ - $ - $ - $ -
PS Design $ - $ 30,000.00 $ - $ -
RE Real Estate $ - $ - $ - $ -
Period Total 40,000.00
Note: The Data Date information must be provided with each monthly update
109
110
Contract #: XXXXXXX
BA Input Date

E+F G-K I-K D-I O-N
Total Estimated
Base Estimated Cost Percentage Estimate at Percentage Remaining Estimate to Required Funding Additional
Cost/Total Expenditures Uncommitted
Grant WO Resp. Code Description CMS / Funding / Base Committed Contingency EST/Contract vs completion EAC vs Total Contract complete Before Use of Funding
Committed (AC) Funds
Value Funding (EAC) Funding Value to date (ETC) Uncommitted Funds Required
value
PS Professional Service / Design $500,000 $420,000 $30,000 $450,000 90% $480,000 96% $0 $450,000 $480,000 $0 $20,000
FA Force Account $100,000 $85,000 $10,000 $95,000 95% $95,000 95% $0 $95,000 $95,000 $0 $5,000
PA Project Admin $150,000 $135,000 $0 $135,000 90% $145,000 97% $0 $135,000 $145,000 $0 $5,000
XG Unallocated Contingency $50,000 $0 $50,000 $50,000 100% $0 0% $50,000 $0 $0 $50,000
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
Total $800,000 $640,000 $90,000 $730,000 91% $720,000 90% $0 $730,000 $720,000 $0 $80,000 $0
responsibility
BA GRd001 WPd001 $800,000
FORMULA
Definition
Col. F Contingency based on Engineers estimate or associated with contract value (Allowance)
Total $800,000 This Matches with CMS
111
Contract #: XXXXXXX
BA Input Date

E+F G-K I-K D-I O-N
Required
Total Estimated
Base Estimated Cost Percentage Estimate at Percentage Remaining Funding Additional
Grant Resp. Cost/Total Expenditures Estimate to Uncommitted
Description CMS / Funding / Base Committed Contingency EST/Contract vs completion EAC vs Total Contract Before Use of Funding
WO Code Committed (AC) complete (ETC) Funds
Value Funding (EAC) Funding Value to date Uncommitted Required
value
Funds
PS Professional Service / Design $500,000 $420,000 $30,000 $450,000 90% $480,000 96% $40,000 $410,000 $440,000 $0 $20,000
FA Force Account $100,000 $85,000 $10,000 $95,000 95% $95,000 95% $15,000 $80,000 $80,000 $0 $5,000
PA Project Admin $150,000 $135,000 $0 $135,000 90% $145,000 97% $20,000 $115,000 $125,000 $0 $5,000
XG Unallocated Contingency $50,000 $0 $50,000 $50,000 100% $0 0% $0 $50,000 $0 $0 $50,000
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
Total $800,000 $640,000 $90,000 $730,000 91% $720,000 90% $75,000 $655,000 $645,000 $0 $80,000 $0
responsibility
BA GRd001 WPd001 $800,000
FORMULA
Definition
112
Contract #: XXXXXXX
BA Input Date

E+F G-K I-K D-I O-N
Total Estimated Required Funding

Grant Resp. Cost/Total Expenditures Estimate to Before Use of Uncommitted
Description CMS / Funding / Base Committed Contingency EST/Contract vs completion EAC vs Total Contract Funding
WO Code Committed (AC) complete (ETC) Uncommitted Funds
value Funds
PS Professional Service / Design $500,000 $420,000 $30,000 $450,000 90% $480,000 96% $50,000 $400,000 $430,000 $0 $20,000
FA Force Account $100,000 $85,000 $10,000 $95,000 95% $95,000 95% $20,000 $75,000 $75,000 $0 $5,000
PA Project Admin $150,000 $135,000 $0 $135,000 90% $145,000 97% $25,000 $110,000 $120,000 $0 $5,000
XG Unallocated Contingency $50,000 $0 $50,000 $50,000 100% $0 0% $0 $50,000 $0 $0 $50,000
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
Total $800,000 $640,000 $90,000 $730,000 91% $720,000 90% $95,000 $635,000 $625,000 $0 $80,000 $0
responsibility
BA GRd001 WPd001 $800,000
FORMULA
Definition
113
Contract #: XXXXXXX
Category PS - Professional Services
See Note below Data Date Month 0 Month 1 Month 2 Month 3

Period Period Period Period Period Period Period Period Period
List of Proposal
or change orders
resp. code Change Description anticipated CO # 1 2 3 4 5 6 7 8 9
PS
PS PCO $30,000.00
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
PS PCO
114
Summary Report
Period Ending: 11/30/2013
Project Ti tl e
Des ign Project
C.N. # XXXXXXX Project Manager XXXXXX
Project Scope Summary Des cri pti on

The work to be performed under thes e Contracts i ncludes des i gn a nd cons truction phas e s ervi ces for the reha bil itati on 3
Bridges . Thes e bridges were cons tructed in the ea rl y 1900s . The goal of thi s project i s to replace s ub a nd s upers tructure
whi le mai ntaining tra ns it s ervi ce throughout cons truction. The s ervices wi ll i nclude compl eti on of 4 phas es of des ign to
fi na l des ign pla ns a nd s pecificati ons fol lowed by a phas e V- Cons tructi on Phas e Servi ces .
COST SUMMARY
Contract # / Total Committed
Res p. Code
Account #
Des cri pti on
Val ue
% EAC Expenditures
PS GN001 Des i gn Contract $ 450,000.00 107% $ 480,000.00 $ 50,000.00

FA GN002 Force Account $ 95,000.00 100% $ 95,000.00 $ 20,000.00
PA GN003 Project Admin $ 135,000.00 107% $ 145,000.00 $ 25,000.00
XG XXXX Des i gn Conti ngency $ 50,000.00 0% $ - $ -
Total $ 730,000.00 $ 720,000.00 $ 95,000.00
SCHEDULE SUMMARY
Project NTP Design Completion Data Date

Update Na me FCST/Actua l A Contract FCST/Actua l A Date
1 Des ign Project Sample.XER 8/1/13 7/1/14 7/1/14 8/1/13
115
Exhibit 2 Monthly AGM Design Report Submittal
Contract Receive Monthly Report Year: 2011

#
Project Description P.M. Tel.
Jan. Feb, Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.
D28CN01 Kingston Wind Turbine
D13CN01 Dudley Station Police Kiosk & Station Improvements
D40/D41 Wachusett Commuter Rail Extension
D39CN01 Revere Transit Facility & Streetscape
Z92PS46 Hingham Dock and Ferry Facility
Z92PS27 Hingham Intermodal Center
Z90PS03 Knowledge Corridor
Z92PS32 Mansfield Commuter Rail Station- Access Improvements
S41PS03 Replacement Elevators-Tufts & Andrew Stations
S08CN10 Orient Heights Station
R19CN07 Everett Maintenance Facility- Fire Protection Upgrade
A20PS02 Government Center Station Project
Z92PS26 Winchester Center Commuter Rail Station
S41PS01 Downtown Crossing Vertical Transportation
B64PS01 Merrimack River & Washington St. Bridges, Haverhill
B73PS01 Shoreline Bridge
B92PS07 Annisquam Draw Bridge, Gloucester
B92PS07 North Station Draw Bridge I
B92PS07 Savin Hill Overpass
B92PS09 Shawsheen River Bridges at MP 19.93 & 22.09
S41PS01 Park/Harvard/Central Station Replacement Elevators
A46PS01 Symphony, Hynes, & Wollaston Accessibility
Y92PS03 Red Line Tunnel Repairs
G74PS01 Blue Hill Avenue Commuter Rail Station
B92PS08 Guild Street Bridge, Norwood
B92PS08 Shawsheen River Bridge (W-38-041)- Wilmington
TBD Ruggles Commuter Rail Platform
Z92PS45 Alewife Garage Repairs
A72PS01 Auburndale Commuter Rail Accessibility
B92PS08 Neponset River Lower Mills Bridge (B-16-412)
*
116
VII. ASSISTANT GENERAL MANAGER
CONSTRUCTION REPORTS Page No.
Assistant General Manager Construction Report Requirements 118
Construction Report Template & Budget Summary Reports 121
Construction Report Submittal Checklist 135
117
VII. ASSISTANT GENERAL MANAGER CONSTRUCTION REPORT REQUIREMENTS
AGM Design Reports are due to the AGM for Design and Construction on the first day of
every new month. Project Managers are responsible to complete the reports and
forward the reports to their respective Director for review. Upon their review of the
report the Director shall forward the completed submitted report to the Executive
Assistant of the AGM for Design & Construction.
Prior to submission, Project Managers are to ensure the following:
A. Current financial data is obtained from a Budget Analyst.

B. Use electronic template for each Project.
Exhibit 3 is a copy of the AGM Construction Report instructions and template as well as the
Budget Summary template and instructions.
Exhibit 4 is a copy of AGM Construction Report submittal checklist. The checklist is used to
determine which reports have been submitted. Late and outstanding reports are
highlighted for tracking purposes.
118
Exhibit 3
AGM CONSTRUCTION PHASE REPORT - INSTRUCTIONS

AGM design and construction reports are due to the AGM for Design and Construction on the first
day of every new month. Project Managers are responsible to complete the reports and forward the
reports to their respective Director for review. Upon their review of the report, the Director shall
forward the completed submitted report to the Executive Assistant of the AGM for Design and
Construction. A report consists of two sections, a narrative and a budget section. The narrative is a
word file and the budget section is an excel file. A design or construction report should be done for
each proposed construction package. A project is either in design or it is in construction.
Construction reporting starts at NTP.
This form is a template. To use, save the attachment sent, by Project Controls, onto your
desktop. To start a new form, double click the icon on your desktop, once done, save according
to the given naming convention. To access a form that has already been saved, go to Word,
Open, File.
Spell-check Feature: Before starting on the report you will have to enable macros, in the form,
by clicking on the Security Warning (Macros have been disabled) Options, Enable this Content,
this is located at the top of the page. After completing the form and typing the Directors name,
TAB out of the box, this will prompt the spell-check feature, allowing you to review the form.
5. Contractor: Name of company providing construction services.
7. Current Authorized Budget (Total Project): Amount allocated to project, inclusive of design
services. This value is equivalent to Total Committed Value in CMS (Column G in Project
Budget Summary).
8. Estimate at Completion (Total Project/Program): Projected total cost at end of
project/program.
10. Construction Estimate at Completion: Projected end cost of construction, exclusive of
design services and other budget tasks.
119
11. List Milestone Data: Provide a brief description of contractual milestones in numerical
order.
12. Schedule Data Date: Provide date of latest update on file. Include the Contract Baseline
Date (mm/dd/yyyy) and Current/Forecast Date (mm/dd/yyyy). If dates were actualized,
indicate so by placing an A under the A column (do not write in a date). List each
milestone. Provide brief milestone description.
14. Photo Box: Provide a picture (.tif, .gif, .jpg) depiction of such work (make sure to size photo
to exact height of Major Work in Progress box).
16. Outstanding Non-Conformance Reports: List all outstanding non-conformance issues (NCR).
17. Project Issues/Actions: List any/all significant construction issues and any actions taken to
resolve them.
18. DBE Paid: Obtain percentage of DBE Paid through Last from CMS. Include the Payment #
and the date of payment. Log into CMS, click on Pymts, Subcontractor Payments, enter
contract #, the information will be provided on the screen that appears.
19. Schedule Recovery Action: Detail any recovery actions taken during construction.
20. Construction Schedule Log: Provide a construction log with the following information:
Schedule File Name Name of proposed schedule
Type Select BL, UP, 90
Data Date Reporting period of schedule
Date Received Indicate date schedule was received
Date Returned Indicate date scheduled was returned
Accepted Was the schedule accepted or not accepted?
Pymt # - list payment number
21. Schedules on File: Are the schedules on file, Y/N?
22. Are Updates Being Submitted: Indicate if updates are being submitted, Y/N. If No, provide
explanation.
23. Project Manager: Name of PM
24. Director: Name of Director
120
Construction Phase Report
Period Ending Month 7

Contract Title
Construction Project
Contract Number XXXXXXX Contractor XXXXXXXXXX

T.O. Number

The work to be performed under these Contracts includes design and construction phase services
for the rehabilitation 3 Bridges. These bridges were constructed in the early 1900s. The goal of this
project is to replace sub and superstructure while maintaining transit service throughout
construction. The services will include completion of 4 phases of design to final design plans and
specifications followed by a phase V- Construction Phase Services.
Current Auth. Budget

(Total Prj.) $ 118,700,000.00 Authorized Const. Budget $ 90,000,000.00
Estimate @ Compl. Construction Estimate @
(Total Prj.) $ 130,700,000.00 $ 103,000,000.00
Completion
List Milestone Data Schedule Data Date

Current/Forecast A
# Brief Description Contract Date
Date
NTP 09/28/12 09/28/12
1 Phase 1 Bridge Complete 05/06/13 05/06/13
2 Phase 2 Bridge Complete 09/16/13 09/16/13
3 Substantial Completion 09/28/14 09/28/14
Describe Major Work in Progress:

EWO Letter issued for CO# 1, work at
southeast and northeast spandrel walls is
complete, JFW to submit CO package for
negotiation. At 19.93, all Drilled Shafts are
poured, SOE being completed; At 22.09, slope
stabilization with riprap on east side continues,
SOE pile driving is complete, DS No. 4 is
poured, DS No. 3 ongoing.
121
T.O. Number Contract # Period Ending Month 7
Safety Issues or Incidents that occurred this period.

On 2/13/13 A truck driver was caught in between/crushed by equiment when loading equiment.
Driver ended up undergoing multibly surgey on both legs. Full reports to follow.
Outstanding Non Conformance Reports.

None
Significant Project Issues/Actions.

The contractor recently started excavating behind the spandrel walls to facilitate the drill shaft
operations. Pre-design probing and boring behind fascia blocks hit obstruction which was
perceived as solid granite blocks making up the spandrel walls. The stones behind a layer of
fascia stones are not uniform in size, loosely laid and dry gravel and sand make up the joints
between these stones. This is a change in field condition. EWO request is issued. JFW ready
to submit package for all four spandrels plus the entire length of the arch wall for negotiation.
Drill Shalft at Bridge 22.09 have been filling in due to silt layer. Drill shalft plans have been
adjusted and the frist shalft should be poured on 3/1/13.
% DBE Paid Through Last PMT # Date

l 3 01/31/13
122
Schedule Recovery Action.

[500 character limit]
Construction Schedule Log

Date Date Accepted
SW00 BL 11/05/12 12/03/12 No 1
SW0A BL 12/19/12 12/21/12 No
SW0B BL 12/26/12 01/08/13 Yes
SW01 UP 01/16/13 02/06/13 Yes 2
SW02 UP 2/1/13 02/11/13 02/26/13 Yes 3
SW03 UP 03/11/13 4
123
Construction Schedule Log (Continued)

Date Date Accepted
Are Schedules On File? Yes

Are Updates Being
Yes
Submitted Monthly?
If NO was answered to any question above please explain in box below. * [Required] *
The Base Line schedule was accepted a s 90 day schedule and based on this Payment No. 1
was processed.
Joe Fred
Project Manager Director
124
BUDGET SUMMARY - INSTRUCTIONS
These instructions are to help in completing the Project Budget Summary Sheet for each project.
To begin working on the Budget Summary worksheet, input the project name and contract number
in the first sheet of the workbook, Contingency Data. Once this information is entered it will
populate all the other sheets. At the end of each reporting period, create a new BSS per. Ending
sheet by copying the sheet from the previous period ending for the current period.
*Each Project is required to meet with Project Controls in order to establish each Projects planned
contingency drawdown (project start/finish date and contingency amount will be needed).
1. Contingency Data Sheet

a. Project Name: Formal name of Project. (This field is populated once the
information is entered on the first sheet, Contingency Data.)
b. Contract Number: Assigned 7-character alpha/numeric code for the project. For
project in design, use the design contract number and for a project in construction,
use the construction number.
c. Plan Contingency: This value will be set up by Project Controls. This value includes
allocated contingency, unallocated contingency and uncommitted funds within the
project. The Project Manager (PM) and/or Budget Analyst (BA) will provide this
value to Project Controls and Project Controls will populate the spreadsheet with
the value and set up the Contingency Drawdown tab.
d. Additional Funding: If additional funding is provided, this value should be entered in
this row under the proper period.
2. Project Budget Detail Sheet
a. Period Ending: Last day of the month for the particular reporting period (ex. March
reporting would be Period Ending 3/31/2013 and known as the March 2013 Report.
This data must be entered in two locations. First, input data on the appropriate BSS
per. Ending sheet and on the PS Cost Changes sheet).
b. Grant Value: For each grant to the project, enter the grant number and the
associated work order(s) available for the project. This is the responsibility of Project
125
Manager (PM) and/or Budget Analyst (BA). Input information in the table below the
summary table. The total of the grant value should match the value in CMS.
c. Grant WO (Col A): In the first column of the Budget Summary Sheet, enter the grant
work order numbers associated with the Responsible Area (PS, CN, etc).
d. Responsible Code (Col B): Column B provides the list of Responsible Areas as shown
in CMS. This includes PS, PA, CN, etc.
e. Description (Col C): List of tasks to be included in project. Responsibility of PM and
BA. Typical descriptions are Construction, Professional Services, Force Account, etc.
f. CMS / Funding (Col D): Input the value for the task as it is reported in the
Distribution value in CMS. This should equal the funded amount for the task. The BA
provides this information. This should match CMS as well as the total Grant amount.
If there is a difference, the highlighted cell to the right of the Grant Total will show
the variance.
g. Base Estimated Cost / Base Committed Value (Col E): The value entered here is the
Engineers estimate for the task or the awarded amount. (In CMS this would be the
Committed Value). The BA provides this information.
h. Contingency (Col F): This value is the contingency in the Engineers estimate or the
value of the contingency associated with the awarded contract (Allowance). The
Budget Analyst (BA) and Project Manager (PM) collaborate on this input. Any
unallocated contingency should be reflected in this column.
i. Total Estimated Cost / Total Committed value (Col G): This represents the Total
Estimated cost + the Allocated Base Contingency or the Total Committed value + the
Allocated Base Contingency. This number may be less than or equal to the value in
column D. This is a calculated field and it will be populated when columns E and F
are populated.
j. Percentage EST/Contract vs. Funding (Col H): This is the percentage of Estimated
Cost / Committed Cost and the funding.
k. Estimate at Completion (EAC) (Col I): This column represents projected final cost
and includes any change orders, proposed changes or other costs that may be
realized for the task. This column is managed by PM and it will be adjusted if it is
anticipated that the forecast final cost of the project will change.
126
l. Percentage EAC vs. Funding (Col J): This is the percentage of EAC and Funding. This
m. Expenditures (AC) (Col K): Actual Cost to date, provided by BA.
n. Remaining Contract Value to Date (Col L): Total Estimated Cost / Total Committed
Value less Expenditures. This column represents the Actual Remaining Budget as of
the reporting period. This column is formulated.
o. Estimate to Complete (ETC) (Col M): Amount remaining to complete each task, EAC
AC. This column represents the projected cost required to complete task. This
p. Required Funding before Use of Uncommitted Funds (Col N): This formulated field
provides the funding available to the task before utilizing all project contingency and
any uncommitted funds. The project will have to reallocate funds if this amount
exceeds the tasks funded value. The value in this column will be a negative or zero.
The negative value indicates that a transfer/reallocation of funds is required.
q. Available Uncommitted Funds (Col O): This formulated column provides the
uncommitted funds available for the task and the project. This amount will always
be a positive number or zero.
r. Additional Funding Required (Col P): The data reflected in the column is an
indication of the funding needed to cover the project cost. Additional funding is
required if EAC is increased and/or cost from change orders are higher than
anticipated in the initial EAC.
3. Period Cost Changes: BA/PM to use these sheets to document cost changes over time.
There is a sheet for each category with the exception of the XG Unallocated Contingency,
since any change to unallocated contingency will be reflected in the other categories. In
general, any anticipated Potential Change Orders, Amendments, and executed change
orders or any cost changes are to be tracked in these sheets. Once the Cost change is
approved and executed, the number associated with the approved change should be added
under the CO # column.
a. PS Cost Changes Sheet: Note: For each Period update, ensure that the Period
Ending Data Date is inserted in the appropriate row and column in the PS Cost
Changes sheet. This date will automatically populate the other Cost Changes
sheets. Please note that there are 50 lines for change input in each of these sheets
127
and the total for the columns (period) is at the bottom of the table or row 58. On
the right of each sheet is a total column for each line where you can verify the total
cost for each change.
b. CN Cost Changes Sheet: For each package, enter the change order or propose
change orders for each period in the appropriate column. In column B, Change
Description, enter the description of the change. In column C, List of Proposal of
Change Orders Anticipated, enter an abbreviated description for the change and in
the next column enter the number. The sheet has 200 lines for inputting changes.
To see the total for each period, please scroll to the bottom of the sheet or to row
208. Scroll to the right to see each Change Order total.
c. Cost Changes sheets for Force Account (FA), Inspection (IN), Project
Administration (PA), Material Procurement (MP), and Real Estate (RE) have also
been provided.
128
Project Name : SAMPLE PROJECT
Contract # : XXXXXXX
Area/Cat Contingency Values Month 0 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10
Plan Contingency $18,500,000
Cost Change Projections $0 $0 $0 $2,000,000 $3,500,000 $13,000,000 $700,000 $0
Additional Funding $8,000,000
Total Available Contingency $18,500,000 $18,500,000 $18,500,000 $16,500,000 $13,000,000 $0 $7,300,000 $7,300,000
129
Project ID: XXXXXXX
Change Orders Summary Sheet
See Note below Data Date Month 0 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7
resp. code Description CO # 1 2 3 4 5 6 7 8
CN Construction $ - $ - $ - $ 1,500,000.00 $ 3,500,000.00 $ 13,000,000.00 $ - $ -
FA Force Account $ - $ - $ - $ - $ - $ - $ 700,000.00 $ -
IN Inspection $ - $ - $ - $ - $ - $ - $ - $ -
PA Project Admin $ - $ - $ - $ - $ - $ - $ - $ -
MP Material Procurement $ - $ - $ - $ - $ - $ - $ - $ -
PS Design $ - $ - $ - $ 500,000.00 $ - $ - $ - $ -
RE Real Estate $ - $ - $ - $ - $ - $ - $ - $ -
Period Total 2,000,000.00 3,500,000.00 13,000,000.00 700,000.00 -
Note: The Data Date information must be provided with each monthly update
130
131
Contract #: XXXXXXX
BA Input Date

E+F G-K I-K D-I O-N
Total Estimated Required Funding

Grant Resp. Cost/Total Expenditures Estimate to Before Use of Uncommitted
Description CMS / Funding / Base Committed Contingency EST/Contract vs completion EAC vs Total Contract Funding
WO Code Committed (AC) complete (ETC) Uncommitted Funds
value Funds
PS Professional Services/CPS $10,000,000 $8,500,000 $1,200,000 $9,700,000 97% $9,700,000 97% $2,450,000 $7,250,000 $7,250,000 $0 $300,000
CN Construction $108,000,000 $85,000,000 $5,000,000 $90,000,000 83% $108,000,000 100% $17,510,000 $72,490,000 $90,490,000 $0 $0
FA Force Account $20,000,000 $18,000,000 $1,000,000 $19,000,000 95% $19,000,000 95% $3,300,000 $15,700,000 $15,700,000 $0 $1,000,000
RE Real Estate $0 0% 0% $0 $0 $0 $0
MP Material Procurement $0 0% 0% $0 $0 $0 $0
IN Inspection $0 0% 0% $0 $0 $0 $0
PA Project Admin $0 0% 0% $0 $0 $0 $0
XG Unallocated Contingency $0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
$0 0% 0% $0 $0 $0 $0
Total $138,000,000 $111,500,000 $7,200,000 $118,700,000 86% $136,700,000 99% $23,260,000 $95,440,000 $113,440,000 $0 $1,300,000 $0
responsibility
BA GR001 WO001 $138,000,000
FORMULA
Definition
Total $138,000,000 This Matches with CMS
132
Contract #: XXXXXXX
Category CN - Construction
See Note below Data Date Month 0 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7
List of Proposal
or change orders
resp. code Change Description anticipated CO # 1 2 3 4 5 6 7 8 9
CN PCO 1
CN PCO $ 1,500,000.00
CN PCO $ 3,500,000.00
CN PCO $ 13,000,000.00
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
CN PCO
133
Summary Report
Peri od Ending: Month 7
Project Title
Construction Project A
C.N. # XXXXXXX Project Ma na ger XXXXXX
Project Scope Summa ry Des cri ption

The work to be performed under thes e Contra cts incl udes des ign a nd constructi on pha se servi ces for the rehabi li ta ti on 3
Bri dges. These bri dges were constructed in the ea rl y 1900s. The goa l of thi s project is to repla ce sub and superstructure
whi le ma inta i ni ng tra nsit service throughout cons truction. The servi ces wi ll i ncl ude compl etion of 4 pha ses of desi gn to
fina l desi gn pl a ns and specifica ti ons foll owed by a phas e V- Cons truction Pha se Servi ces .
COST SUMMARY
Contra ct # / Tota l Commi tted
Resp. Code
Account #
Des cri ption
Val ue
% EAC Expendi tures
PS GN001 Prof. Services/CPS $ 9,700,000.00 100% $ 9,700,000.00 $ 2,450,000.00

CN GN002 Constructi on $ 90,000,000.00 114% $ 103,000,000.00 $ 17,510,000.00
FA GN003 Force Account $ 19,000,000.00 100% $ 19,000,000.00 $ 3,300,000.00
RE GN004 Rea l Esta te 0% $ - $ -
MP GN005 Materi al Procurement 0%
IN GN006 Inspecti on 0%
PA GN007 Project Admi n 0%
XG GN008 Unal loca ted Conti ngency 0%
Total $ 118,700,000.00 $ 131,700,000.00 $ 23,260,000.00
SCHEDULE SUMMARY
Project NTP Substantial Completion Data Date
Update Name FCST/Actua l A Contra ct FCST/Actual A Date

6 Constructi on Project A 9/28/12 A 9/28/14 9/28/14 3/28/13
134
Exhibit 4 Monthly AGM Construction Report Submittal
Contract Received Monthly Report Year: 2011

Project Description P.M. Tel.
# Jan. Feb, Mar. Apr. May June July Aug. Sept. Oct. Nov. Dec.
B25 Back Bay Roof Replacement
S09CN11 State Street Modernization
D07CN01 Ashmont Station Finishes
S10CN02 Orient Heights Car Yard & Maint. Facility
A40CN02 State Street Redundant Elevator
A40CN01 Harvard Square Vertical Transportation
H74CN05 Four Corners Commuter Rail Station
H78CN01 New Bedford 3 Bridges
G80CN01 Old Colony Tie Replacement
A40CN04 Porter Square Station
H74CN07 Tablot Ave Commuter Rail Station
H74CN06 New Market Commuter Rail Station
S50CN01 Silver Line Essex Street Enhancement
D38CN01 Wonderland Garage
A29CN04 Science Park/West End Station
B74CN01 Neponset River Bridges MP 219.74 & 220.35
H74CN08 Neponset River Bridge MP 220.78
Z92PS44 Everett Bus Repair Building, Floor Slab Repairs
D01CN01 Silver Line Busway & Shelter Improvements
G67 Fitchburg Line, South Acton Station Improvements
G67CN02 Fitchburg Line Bridge & Communications
G67PS01 Fitchburg CPF-43 Interlocking
MBCR PI 0924 Fitchburg Double Track
D40CN01 Littleton Station
D36CN01 Wedgemere Accessibility
S46CN01 North Quincy Sta. Platform Repairs
A40CN03 Park Street Redundant Elevator
* Highlight Months for Project Report Submitted Late
135
VIII. SCOPE MANAGEMENT Page No.
Defining Scope 137
Change Control 137
Change Control Process 138
Request Phase 139
Review Phase 139
Documentation Phase 139
Change Request Instructions & Form 143
Change Request Log 148
136
VIII. SCOPE MANAGEMENT
Scope management is the process of monitoring project status and managing baseline
changes. Scope management controls scope creep. The process of managing changes is
described in this chapter.
1. Defining Scope
The Project shall prepare a written scope statement. A project scope statement
describes, in detail, the projects deliverables and the work required to create those
deliverables. Project Managers are required to work closely with the Designer and
other project stakeholders to define the project scope. Identify any and all documents
that establish the baseline for project scope, cost and schedule. These documents
include but are not limited to:
Scope description describes what the project is, defines project deliverables
and identifies early action plans, design criteria, code requirements standard
specifications and program plans
Project assumptions and exclusions explicitly states what is assumed and
excluded from the project - helps to manage scope creep
Project constraints lists and describes specific project constraints that limits
a projects options
Project budget accepted budget of allocated funding for the project
Project schedule determines duration of the project and identifies project
milestones
Baseline Documents shall be formally accepted by the MBTA at or before the 30%
design phase.
2. Change Control
A. The Change Control process delineated in this section is to be used for

requesting, reviewing, and documenting changes to the approved project
baseline for design projects. Baseline changes may occur as a result of
contractual modifications, application of undistributed budget, re-planning,
or formal reprogramming. Managing change to the project baseline is crucial
to ensure the projects work scope, schedule, and cost do not spiral out of
control. Changes to baseline documents should be minimized and are
normally approved only in the interest of work scope changes, design
adequacy, reliability, performance, cost reduction, or safety/environmental
considerations.
Changes that oftentimes occur during further developments of design

criteria, baseline documentation preparation, final design, construction or
137
testing/start-up phases of the Project can be accomplished routinely and are
not subject to the formal change control process.
Actions pertaining to change control may affect earned value and schedule.
Refer to Sections III and IV to determine incorporated requirements.
B. The purpose of the Change Control process is to ensure that:
The cost, schedule, and technical impacts of the proposed changes are
developed and considered by all affected parties.
The collected evaluations are considered in the approval or rejection of the
proposed changes.
All affected parties are informed of proposed changes and their dispositions.
Baseline documentation is controlled and updated as appropriate to reflect
approved changes.
Action on proposed changes occurs deliberately, but without undue delay
and without interfering disproportionately with project progress.
C. The stated goals of the Change Control process are:
To anticipate, recognize, and predict changes to the approved design project

baseline
To prevent unauthorized or unintended deviations from the approved
project design baseline
To evaluate and understand the technical, schedule, cost and safety/quality
impacts of each change to the approved project design baseline
To identify, understand, and control the consequences of changes to the
approved project design baseline
To ensure each change is evaluated, reviewed, and dispositioned at the
proper authority level
3. Change Control Process
A. The Change Control process allows the project team to identify, evaluate,
approve, and document proposed changes to the project baseline. The process is
initiated with the generation of a Change Request. The Change Request is the
formal mechanism for proposing and assessing a change, waiver, or deviation to
the project. After an evaluation of the Change Request, an approval is granted at
an appropriate level and the Change Request becomes an Amendment for
implementation. The Amendment is expeditiously communicated to affected
parties and incorporated in the project baseline documentation in an auditable
manner. The Change Control process is accomplished in three phases: the
Request Phase, the Review Phase, and the Documentation Phase. The Request
Phase is where the Change Request originates and appropriate classification is
determined. For the Review Phase, an assessment of the proposed Change
138
Request is accomplished and approval is obtained from the appropriate
authority level. Approved changes are implemented and integrated project
baseline documents are revised in the Documentation Phase.
B. During the course of project execution, errors in accounting and cost/schedule

databases can occur. Integrity of the Performance Measurement Baseline is vital
to a clear understanding of project status. Retroactive changes to the
performance measurement data are to be avoided. Action should be taken
promptly when errors are identified. Adjustments can be made to correct
accounting and data entry errors and do not require instituting the formal
change request process. These adjustments will not be made to historical project
data, only the current and future accounting periods.
4. Request Phase
A. The Change Control process begins with the generation of a Change Request
form. Typically the MBTA PM will initiate the Change Request form. Some
changes are considered design refinement within the designers original scope.
The change management procedure only applies to changes that modify
scope/program. Therefore, the PM needs to determine what kind of change is
being requested in order to decide if a Design Change Request Form should be
submitted and this procedure followed. The Change Request is then submitted to
the Director of Design. Upon concurrence, the Director signs the Change Request
and forwards it through to the appropriate authorization level. The Change
Impact Assessment section records the potential impacts of the proposed change
to the project baseline and addresses safety/quality concerns. The assessment is
to be all-inclusive and thorough, to ensure the consequences of implementing
(or not implementing) the proposed change is fully understood.
B. Change Requests are numbered sequentially in order of receipt for tracking

purposes. The Change Request Log is updated each time there is a change to the
status of a Change Request.
5. Review Phase
A. The Review Phase is dictated by the Classification level of the Change Request.
Changes are classified according to the extent that they impact the project
baseline. The Budget Classification is determined by authorization levels.
B. During the review process, any rejected Change Request is sent back to the
MBTA Project Manager who will determine further action.
6. Documentation Phase
A. The Documentation Phase is where the project baseline is revised and the
approved change is implemented. Once the Change Request documents have
139
been signed by the proper level of authority, a budget reallocation or
amendment should be processed. The MBTA Project Manager is responsible for
coordinating with the design consultants for the purpose of revising
cost/schedule baseline documents for changes impacting these project
baselines. When appropriate, a new project baseline will be generated for each
approved Change Request. This action will improve traceability between the
Change Request and the Schedule and Cost Management Systems.
B. Once the baseline documents are revised, the Project Manager updates the
Change Request Log and implements the Amendment within his/her work
scope.
C. Changes during construction should follow the MBTA Change Order Guidelines.
7. Exhibits
1. Exhibit E - Change Request Form

2. Exhibit F Design Change Request Log
140
Instructions for Design Change Request Form
Project Name: Self-explanatory.
Contract #: Self-explanatory (also place in header of 2nd page).
Change Request #: This number will be filled in by PM. The forms will be numbered
consecutively as they are received and will be entered into the Change Request Log
(also place in header of 2nd page).
WBS #: Work Breakdown Structure Number(s) affected by the change.
Date: Originator enters the date for the submission of the Change Request.
Date Required: Originator enters the estimated date approval is needed to avoid
adverse impacts on technical performance, schedule, cost or quality/safety.
Description of Proposed Change: Describe the change requested. Use the

continuation page, as required.
Basis of Original Design: What was the original intent/purpose of the project?
Justification of Proposed Change: Justify the proposed change. Describe the problem
or defect that will be corrected by the proposed change. Indicate the experience that
dictates the need for the change. Summarize the capability to make the change. Include
the impact if the change is not approved. Use the continuation page, as required.
Change Impact Assessment: Provide a statement of impact to technical performance,

schedule, cost, and quality/safety. Use the continuation page, as required.
Schedule Impact (Design): Identify current schedule data date. List current design
milestone (s) and end dates. Describe how this action will affect current design
milestone (s).
Schedule Impact (Construction): List anticipated construction advertising date and

milestone. How will this action impact the anticipated advertising and milestone date?
Cost Impact (Design): Identify current design budget. How will this action affect the
current design budget?
Cost Impact (Construction): Identify current construction budget. How will this action
affect current construction budget? This number can be approximated.
Amendment: Change to a contract.
Transfer Amendment: Transfer funds between one or more contract actions, new
scope.
Task Order: Change to an established contract with a maximum price.
141
Budget Reallocation: Reallocates funds within one contract action; does not involve
new scope.
Classification Level: Authorization Level.
Signature Approvals: Based on the Change Request classification, the appropriate

authorization signee must provide a signature.
Address: Provide an address for correspondence.
Contact Person: Include a contact person for correspondence.
142
Exhibit E
MBTA
DESIGN CHANGE REQUEST FORM
PROJECT NAME: CONTRACT #:
CHANGE REQUEST #: WBS #:
DATE: DATE REQUIRED
1. DESCRIPTION OF PROPOSED CHANGE:
2. BASIS OF ORIGINAL DESIGN:
3. WHY WAS CHANGE NOT ANTICIPATED?
4. JUSTIFICATION OF PROPOSED CHANGE:
143
Contract #:
Change Request #:
5. TECHNICAL/OPERATIONS IMPACT:
6. IMPACT IF CHANGE REQUEST NOT APPROVED:
7. SCHEDULE IMPACT:
a) DESIGN:
b) CONSTRUCTION:
8. COST IMPACT:
a) DESIGN:
b) CONSTRUCTION:
9. THIS CHANGE WILL REQUIRE?
AMENDMENT
TASK ORDER
BUDGET REALLOCATION
TRANSFER AMENDMENT
144
Contract #:
Change Request #:
10. CLASSIFICATION LEVEL:
DIRECTOR $0 - $25,000
CHIEF ENGINEER OF D&C >$25,000 - $100,000
ASSISTANT GM FOR D&C >$100,000 - $250,000
GENERAL MANAGER >$250,000 - $5,000,000
SECRETARY OF TRANSPORTATION >$5,000,000 - $15,000,000
BOARD OF DIRECTORS >$15,000,000
ASSISTANT GM FOR D&C TIME EXTENSION
SUBMITTED BY: DATE:
TITLE:
SIGNATURE OF CONCURRENCE:
DESIGNER: DATE:
TITLE:
ADDRESS:
CONTACT
PERSON:
145
Contract #:
Change Request #:
Concur Not Concur
SIGNATURE: ______
DIRECTOR OF DESIGN DATE
COMMENTS:
Concur Not Concur

SIGNATURE: ______
DIRECTOR OF DATE
PROJECT CONTROLS
COMMENTS:
Approved Not Approved

SIGNATURE:
AREA DIRECTOR DATE
COMMENTS:

SIGNATURE:
CHIEF ENGINEER OF DATE
DESIGN & CONSTRUCTION
COMMENTS:

SIGNATURE:
AGM OF DESIGN DATE
& CONSTRUCTION
COMMENTS:
146
Contract #:
Change Request #:
REQUIRED ATTACHMENTS:
DESIGN EXTRA WORK ORDER REQUEST LETTER AT AUTHORIZED LEVEL
CMS REPORT CMS-PS-020 - ACTION LIMIT SUMMARY
INDEPENDENT COST ESTIMATE
DESIGN CHANGE REQUEST LOG
147
Exhibit F
Design Change Request Log
Project Name:__________________________________________________________________________
I.D # Class WBS # CR Title Date Date Originator Status Anticipated Anticipated Approval Not
Submitted Required Design Cost Construction Date Approved
Cost
148
IX. RISK ANALYSIS Page No.
Validation of Base Conditions 150
Risk Identification and Qualification 151
Risk Management 152
Implementation and Monitoring 153
Sample 2 - Risk Register 154
149
IX. RISK ANALYSIS
Risk Analysis Process
Risk Analysis is the systematic evaluation of uncertainty about the scope, cost, and duration
of an MBTA project. This uncertainty is in the form of risks that the project may encounter
during the course of various design development and construction phases. It also can be in
the form of unknown opportunities for improving the cost and schedule prospects for a
project.
Risk Analysis offers a systematic, cost-effective approach for the MBTA to evaluate project
uncertainty. This process provides valuable data about the project. The results from a Risk
Analysis are an important management tool for the MBTA to manage and reduce project
uncertainty through risk mitigation. The following are necessary components for an
effective risk analysis:
Validation of Base Conditions

Risk Identification & Quantification
Assessment (Modeling)
Discussion/Review
Risk Mitigation Planning (RMP)
Implementation/Monitoring
These six steps are divided into two parts. The first four steps comprise of the Risk
Assessment and the last two steps cover Risk Management.
At 30%, a qualitative risk analysis is required. The output of a qualitative risk analysis is a
risk register and a prioritized list of risks classified as High, Moderate or Low.
When the project design is between 90% and 100%, a quantitative risk analysis is required.
The output of a quantitative risk analysis is a risk report, numerical analysis of the projects
likelihood of achieving its overall objectives, Monte Carlo simulation and a risk register.
To set up a risk analysis, the Project should contact MBTA Project Controls.
1. Validation of Base Conditions
A minimum of three (3) weeks prior to the risk workshop, the design consultant shall
provide MBTA Project Controls with the following documents in order to review the
project and validate the base conditions.
1. Plans (no CDs)
2. Specifications (no CDs)
150
3. Estimate as required in Estimate section of Project Controls Manual
a) CSI Format
b) Line #, CSI, MBTA Bid Item, Description, Labor, Materials, Equipment,
Quantity, Unit, Hours, Crew, Unit Cost, Total Cost
c) Separate line items for General Conditions, Profit, Overhead, Bond, Design
Contingency, Construction Contingency and Escalation.
d) Basis of Estimate
4. An anticipated Construction Schedule, also known as a Contract Time Determination

(CTD) as required in Chapter III Project Schedule.
a) Full Schedule
b) Critical Path
c) Near Critical Path
d) Milestones
e) Work shifts (days, nights, non-revenue, shutdowns, etc...)
5. Design Schedule
6. List of potential risks
7. Project Budget
a) Design
b) Construction
c) Force Account
2. Risk Identification and Quantification
The second step in risk assessment is identifying the risks that could affect the base scope,
cost, and schedule.
Once a Risk Officer (RO) is assigned, the PM and RO shall convene a group of individuals
that have specific expertise and knowledge about the project. This group is known as the
Risk Analysis Team for the project. The Risk Analysis Team shall include individuals
involved in project design and planning, such as the design consultant, project scheduler
and cost estimator.
After each member of the Risk Analysis Team evaluates and identifies the risks or
opportunities associated with project, the Risk Officer shall schedule a workshop, known as
the Risk Analysis Workshop. The duration of the workshop will depend on project size and
complexity.
151
Each member of the Risk Analysis Team along with key subject experts shall attend this
workshop. The attendees shall discuss, assess, and quantify the risks identified by the team
members. During the workshop, the RO shall define the workshop objectives, elicit
comments, and summarize the conclusions to the Risk Analysis Team.
Using the information obtained from project scope validation and a risk checklist, the Risk
Analysis Team develops a list of risks that are likely to affect the project under
consideration. The risks identified by individual team members will then be discussed and
augmented during the risk analysis workshop. After indentifying the risk factors, the RO
and Risk Analysis Team must document and record the risks for review and evaluation. The
risks identified by the Risk Analysis Team are recorded in the risk register; a sample is
provided (Sample 2).
In order to quantify the effect of risk, the Risk Analysis Team needs to consider the
probability of occurrence of each risk event and the range of cost or schedule impact if the
event occurs.
All MBTA projects are subject to a Monte Carlo simulation after the probability of
occurrence of each risk event and the impact is determined. The MBTA prefers using a P80
Confidence Level to project probable construction costs and completion dates.
3. Risk Management
The RO shall provide the project with a report that includes:
List of project risks ranked according to their significance.
A quantified risk register and the histogram of possible project costs (and/or
schedule delay) accompanied with a contingency analysis.
Each member of the risk team will review the report and provide feedback to the RO. When
all feedback has been received, the task team will once again meet to begin developing
strategies to mitigate the potential cost and schedule impacts of the risks. The risk team
will determine which risks contribute to significant variance in total project cost and
schedule and appropriately target risk mitigation measures.
Risk mitigation planning involves:
Identifying unacceptable risks

Identifying potential causes (risk drivers)
Establishing implementation requirements (time, costs)
Prioritizing risk mitigation strategies
Assigning mitigation responsibility
Allocating risks to owner, contractor and other parties
152
The Risk Mitigation Plan assists the Project Manager and Risk Analysis Team in making
decisions to influence risks and taking cost-effective actions to reduce adverse risks and to
realize opportunities. The process involves preparing an action plan that prioritizes risks,
identifies the underlying causes of risk events, describe the likelihood of the risk events
occurring, and develop strategies that can mitigate the potential impact of the risks to the
project. The Risk Mitigation Plan is the action plan with the most important tangible result
of the overall risk analysis process. The summary outcome of the mitigation strategies are
listed in a Risk Mitigation Register.
The mitigation register should only contain risks that can be mitigated. The register should
include:
Cost of mitigation strategy

Probability of success of mitigation
Party responsible for mitigation
Project Contingency Determination
Performing risk analysis allows the project management team to determine an appropriate
monetary contingency for the project. Inclusion of a contingency amount in the cost
estimate will minimize the impact of cost increases inherent in an overly optimistic
estimate and provide for an earlier discussion of how potential risks can be addressed.
Risks will be defined with specific costs allocated to them, as opposed to just "bumping up"
the total cost. A risk allocated cost contingency will be included in the total project cost
estimate for the mitigation of all significant risks. Risk management and contingency
funding can be utilized to mitigate those risks that cause cost escalations throughout the
project continuum.
After all known risk mitigation, the cost estimate's contingency-funding levels should
reflect the amount of remaining risk associated with the project's major cost elements.
Additionally, an overall management contingency can be included to cover unknown,
unanticipated risks. This contingency will be a "stand alone" piece of the cost estimate that
is managed by the MBTA AGM and will be used for a broad spectrum of uncertainties. The
risk analysis will also determine the appropriate project duration.
4. Implementation and Monitoring

After risk mitigation measures are established and assigned to responsible parties, MBTA
management must give final approval to implement the recommended measures.
Approvals and decisions on the implementation process should be initiated as early as
possible to minimize the cost of implementation, which is likely to increase as the project
advances. The risk review is requested again when the project reaches between 90% and
100% Construction Documents.
Throughout the life of the project, PMs are required to monitor and manage risks.
153
Sample 2 SAMPLE RISK REGISTER
Cost ($) Schedule (days) Mitigation Response
Phase Probability
Risk Most Most Resp.
(DN, P, Risk Description (VL, L, M, H, Min. Max. Affected Party Min. Max. Response
# likely likely Person
CN) VH)
1 DN Lack of budget to do structural testing could result in need of a Lab will do structural testing or hire an
Force Account. independent lab. There is no Force
L 100K 200K W. Shia
Account set up for this. Need to get
cost estimate from lab
2 DN Contractor not having enough area to store materials could add There is enough area. Did walk-
additional cost L 12K 25K through with hydro demo individual
and space is adequate
3 CN Unidentified location for pump truck, during concrete operation, Pump truck will be in storage area
could lead to change order for additional cost. during daytime. In Phase 2 piping will
M 25K 50K 70K
be placed; value currently in estimate
4 CN Uncertainty of how signals under platform are being protected Will be part of contractors lump sum.
could lead to additional cost.
5 CN Flaggers not showing up for assignment could lead to delay and Signals are in one direction. Force
inreased costs. Account for Flaggers has been set up
M 10K 20K 70K 1d 2d 7d
but nothing has been established
6 CN Lack of information on signal work required, during track work,

could lead to additional cost to the budget.
7 DN Budget of flagmen not adequate H 48K 150K
SAMPLE MITIGATION REGISTER
Mitigation Benefits
Risk Probability Expected Cost of

Risk Event Proposed Risk Mitigation Minimum Maximum
No. of Success Value Implementation
6 skylight panels An allowance item could be

added to cover the cost of
further damage to the existing 75.00% $ 1,000 $ 6,900 $ 2,962.50 $ -
panels prior to construction.
7 skylight work during Project must indicate work

revenue hours will have to be done during 100.00% $ 100 $ 850 $ 475.00 $ 145.00
non-revenue hours.
9 identifying bird An allowance item for guano
guano locations removal has been added to the
Bid Documents (0160.010 75.00% $ 1,000 $ 2,500 $ 1,312.50 $ -
Material Handling Allowance
for $25,000)
14 undefined line Exten of line painting scope to
painting scope be identified 20.00% $ 100 $ 425 $ 52.50 $ -
15 local residents Provision to be made to do

concerns work at night - 2AM-11AM for
20.00% $ 800 $ 1,400 $ 220.00 $ 240.00
Bertucci's; 9PM - 6AM for
Daycare
$ 5,022.50 $ 385.00
Pre-Simulated Total Expected Savings $ 4,637.50
154
X. CONSTRUCTABILITY REVIEW Page No.
Constructability Review Overview 156
Guideline for Constructability Review 158
Constructability Review Waiver Form 163
155
X. CONSTRUCTABILITY REVIEW
Overview
The MBTA recognizes the need for contract documents that will ensure rational bids and
minimize problems during construction. The Constructability Review Process (CRP)
establishes a formal, as well as a routine plan review. These reviews have the potential to
minimize the number and magnitude of changes, disputes, cost overruns, and delays during
construction. They are conducted to determine that the design is constructible with
conventional construction techniques, without undue difficulty or expense, or, if the design
is unusual, that a construction methodology exists or is developed prior to release of the
design. It is also a form of QA/QC to ensure that major elements of the project have
received a thorough review prior to the completion of the design documentation.
The CRP must be flexible enough to be applied to all types of projects handled by the
Authority. Furthermore, the process must address the critical issues impacting todays
transportation construction projects such as, ease of construction, environmental factors,
construction phasing and scheduling, and project safety.
To obtain maximum benefit from a constructability review, PM must assure that it is

initiated early enough to give the reviewers and others sufficient time to review the project,
and then sufficient time to allow the designers to incorporate the recommended revisions.
Therefore, when designs reach 60% completion each MBTA project shall undergo a
constructability review. The 60% design phase provides reviewers a nearly complete
detailed plan to allow a constructability review. However, for large projects, the Assistant
General Manager of Design and Construction may want to consider doing reviews during
earlier phases of the design.
The CRP must be flexible in order to adapt it to specific project characteristics and
requirements. A key factor in determining the scope or type of the CRP is project
complexity. Typically, total project cost and total work-hour effort reflects a level of
complexity. Projects located in an urban setting and those involving reconstruction or
grade separation are often more complex. Projects that involve many interfaces with other
government agencies, utilities, the public, local officials etc. may indicate a higher level of
complexity.
Typically, the Design Engineer is required to have an independent consultant perform a

review of the 60% design. An independent constructability review is a formal review of all
project data and documents by a specially selected independent team. On occasion, the
Authority may elect to have one of its Constructability Consultants perform the review
through a task order prepared by Project Controls.
Constructability Consultants shall preclude themselves from bidding the work they
perform constructability reviews for. Project Managers shall obtain from the selected
Constructability Consultant a signed and dated statement precluding themselves bidding
said work if they are performing the constructability review.
156
The constructability review team will be comprised of individuals with experience in the
various aspects of design and construction required for the project at hand. The size of the
team will depend on the complexity, regional significance and the number of experts from
other program areas needed to conduct an effective and timely review.
The PM shall notify Project Controls a minimum of three (3) weeks in advance prior to
initiating constructability reviews and also provide all the documents associated for this
review. Project Controls will participate in all Constructability Reviews.
The Constructability Consultant selected to perform the constructability review will

receive a thorough briefing of the project by the project designer and examine the project
site (if appropriate). The Constructability Review shall receive all available pertinent
reference materials, including but not limited to, the design document, advanced detail
plans, cost estimate, environmental studies, traffic maintenance and traffic management
plan , right of way , construction phasing, site investigation, any special specifications or
special notes, the construction schedule, baseline data, utility & railroad agreements if
available. The reviewer(s) will address as a minimum, each of the items listed in the
GUIDELINES FOR CONSTRUCTABILITY REVIEW that applies to the project (Exhibit G).
At the completion of the review, the Constructability Reviewer shall prepare a report
addressing, at a minimum the topics outlined in this guideline. The completed report shall
be submitted to the PM and Project Controls. After review and consideration of the
recommendations contained in the report, the Design Engineer must document the reasons
for their course of action concerning each recommendation and provide a copy to the
Constructability Review team, Project Manager, and Project Controls.
Constructability reviews, as currently conducted, should reduce the number of change

orders, delays and disputes during construction, resulting in a net savings for the Authority.
Project managers can request a waiver from the above requirement by providing
justification and submitting a Waiver Request form as shown in Exhibit H. Provide MBTA
Project Controls with a copy of all Constructability Waivers.
157
Exhibit G GUIDELINE FOR CONSTRUCTABILITY REVIEW
Description YES NO NA MORE

INFO
NEEDED
BUILDABILITY
The accuracy and completeness of the contract
plans so that the design as shown on the final
plans can be built
a. Site Investigation
1 Sufficient field investigation has been done to
ascertain that contract work can be performed as
shown on plans?
2 Current site survey (horizontal & vertical
controls)?
3 Subsurface exploration?
4 Utility investigation?
5 Current vehicular traffic counts?

6 Environmental Survey?
7 Pedestrian Circulation?
8 Structural inspection?
9 Emergency/interim structural repairs been
considered?
b. Right-of-Way/Stations
1 Sufficient R.O.W. available for all operations
2 Equipment, material and hazardous waste storage?
3 Staging?
4 Field Office?
5 Access requirements?
6 Access to work areas?
7 Train headway & schedule?
8 Adequate temp. passenger platforms?
9 Bus birthing & circulation?

10 Signage?
158
GUIDELINE FOR CONSTRUCTABILITY REVIEW

INFO
NEEDED
c. Construction Staging
1 Phased to provide minimum number of stages and
reasonable work areas and access?
2 Are there areas with restricted access?
3 Are widths of work zones and travel lanes
adequate?
4 Does staging cause special conditions (i.e.,
structural adequacy/stability)?
5 Proposed adjacent contracts, restrictions,
constraints identified and accounted for?
6 Can the details as shown on the plans be
constructed using standard industry practices,
operations and equipment?
d. TMP/Traffic Control
1 TMP requirements realistic for site conditions?
2 Are lane closures reasonable for traffic volumes?
3 Adequate provisions for access for pedestrians and
abutting properties?
4 Signing and traffic control adequate?
5 Can construction operations be carried out safely
under TMP and staging?
6 Design adequate for averting delays /congestion?
7 Is a detour necessary for averting
delays/congestion?
e. Schedule
1 Length of time and production rates for work
reasonable?
2 Is sequence of construction reasonable?
3 Seasonal limits on construction operations?
4 Utility relocation schedule reasonable?
5 Regulatory permit restrictions?
6 Processing of shop drawings and related

approvals?
159

INFO
NEEDED
e. Schedule (cont'd)
7 Materials ordering, fabrication and delivery
requirements
8 Restricted hours impact on production?
9 All necessary construction operations identified?
10 Relationship with adjacent contracts?

11 Impact of additional work (emergency structural
repairs, additional quantities of concrete/ steel
repair)?
12 Time related specs - completion / milestone
realistic?
13 Night and weekend work proposed, and impacts
considered?
14 Service outages, weekend shutdowns/diversions?
f. Special Materials/Conditions
1 Pertinent provisions and restrictions clearly
indicated?
2 Any special (unique / proprietary) materials,
methods of technologies required for contract?
3 Special coordination required, RR, Permits,

Regulatory?
4 Presence of asbestos, hazardous waste or toxic

materials?
5 Safety requirements, fall protection, electric lines,

and other utilities, RR requirements?
6 Winter concreting and the schedule for delivery of
concrete?
160

INFO
NEEDED
g. General
1 Ensure MBTA Operation/Operation Support
understands how and when construction will take
place.
2 Has Value Engineering been performed on the
project?
3 Ensure Value Engineering incorporated if it was
performed?
4 Review the economic viability of selected
materials and products.
5 Check that selected materials are available and
appropriate for the anticipated work conditions.
6 Review unique conditions and material transitions

to insure clear and detailed delineation.
7 Review all project drawings and specifications for

clarity, completeness, coordination, economic
feasibility, and schedule impact. The review shall
provide assurance that plans and spec are
consistent and do not contradict themselves and
that vague or incomplete requirements are avoided.
8 Make certain adequate provisions are provided for
access, staging, and storage of waste and supplies;
parking for worker and construction vehicle, and
mitigation of environmental impacts during
construction.
9 Pay attention to the requirements of the public
including adjacent land use functions, existing
transit patrons, and persons with disabilities.
10 Determine requirements for Authority-provided

services, and utility connections.
11 Clearly define procedures for scheduling outages

and the reasonableness of utility relocation efforts.
12 Verify requirements for QA/QC during

construction.
161

INFO
NEEDED
g. General (cont'd)
13 Verify accurate depictions of site conditions with
regard to access, utilities, ROW, soils, and general
configuration.
14 Maximize constructability, recognizing the
availability and suitability of materials and the
standards of practice of the construction resources.
15 Eliminate construction requirements that are
impossible or impractical to build.
16 Information sufficient to avoid major field
changes?
17 Coordination and agreements with appropriate
agencies/parties?
18 Permits have been identified and sufficient time
allowed to secure?
19 TMP adequate and complete?
20 TMP too restrictive?
21 Cross referencing between various contract
documents consistent?
162
Exhibit H
Constructability Review Waiver

Contract #:
Description:
Project Manager:
Date:
All projects are required to undergo the process of a constructability review when they reach the
60% design stage, unless a waiver is requested. The project is formally requesting a waiver from
the constructability requirement shown above. Please provide a reason for the waiver request in
the allotted space below:
Print Name:
Signature: Date:
Approved Denied
Date:
AGM for Design and Construction
163
XI. VALUE ENGINEERING Page No.
Value Engineering Process & Cost Threshold 165
Scheduling and Team Selection 165
Value Engineering Workflow Process 169
Value Engineering Forms 170
Value Engineering Waiver 174
164
XI. VALUE ENGINEERING
The Federal Transit Administration (FTA) encourages agencies to utilize Value

Engineering techniques on all construction projects. Value Engineering (VE) is a
systematic, multi-discipline approach designed to optimize the value of each dollar
spent on a project. To accomplish this goal, an independent team of
architects/engineers identifies, analyzes and establishes a value for a function at the
lowest total cost (capital, operating, and maintenance) over the life of a project
consistent with the requirements of performance, reliability, maintainability, safety and
esthetics.
Value Engineering Process
The intent of a Value Engineering process is to make sure good alternatives are
reviewed objectively and real attempts are made to incorporate these alternatives into
a design. The benefits of value engineering can be realized at design, construction, and
post construction phases.
Project Managers are responsible for complying with the VE Program requirements as
outlined in this section (shown in the Value Engineering Process and Procedures flow
chart). Project Design Engineers are responsible to provide study materials and address
study recommendations by implementing accepted recommendations and providing
justification for unaccepted recommendations.
Project Controls is responsible for coordinating the VE workshops, serving as a liaison

between the project and VE Consultants and developing and processing Task Orders
associated with the VE effort.
1. Cost Threshold
Projects with construction costs over $5M require a VE study.
2. Value Engineering Waiver
A waiver from the VE requirement may be requested by filling out a VE Waiver

form and submitting it to the AGM for Design and Construction for approval
(Exhibit I). Provide MBTA Project Controls with a copy of all VE Waivers.
3. Scheduling & Team Selection
Scheduling:
The highest return on the VE effort can be expected when a VE workshop (or
study) is performed early in the design process before major decisions have
been completely incorporated into the design. Value Engineering should occur
when design reaches 30%. Value Engineering may occur earlier in the design
165
stage for some large, complex projects that the FTA defines as a major capital
project typically involving design of a new fixed guideway at a cost in excess of
$100M. In that case, two (2) VE workshops will be held. The first VE workshop
should be conducted at the 10% level and the second at the 30% design level.
Contact Project Controls to arrange a VE study.
Team Selection:
Project Controls will select a consultant to perform the VE study. After receipt of
a task order, the VE Consultant will propose a VE Team, which should consist of
the Team Leader and technical experts. The technical experts shall have the
expertise to evaluate the major areas of design included in the project scope. The
VE Consultant Team Leader shall be a Certified Value Specialist (CVS) with
experience in managing the VE process for transportation system facilities.
A. Value Engineering Study
All VE studies shall be conducted in accordance with the following methodology as

prescribed by AASHTO VE Guidelines and SAVE International. Each study will have
three distinct parts:
Pre-Study Activities (Pre-Workshop) - Gather information, select Team,

develop cost model, finalize logistics and agenda, review all project documents,
conduct site visit, and coordinate with the designer who shall present a project
overview to the VE Team.
VE Study (Workshop) - Typically a 5-day workshop, but could be less for

smaller projects.
Post-Study Activities (Post Workshop) - Prepare Preliminary Report, conduct

Implementation meeting, attend VERC meeting and prepare Final Report.
B. Required Study Elements
The following items shall be required of the VE Team:
1. Define the original project objective.

2. Identify the design criteria for the project.
3. Verify all valid project constraints.
4. Identify specifically the components and elements of high cost.
5. Determine basic and secondary functions.
6. Evaluate the alternatives by comparison.
7. Consider life cycle cost of alternatives.
8. Determine high risk factors (cost and/or schedule).
9. Develop a detailed implementation plan.
166
10. Define which VE alternatives can be implemented and which stand alone. The
VE Team shall select which combination of developed solutions is being
specifically recommended.
11. VE studies for design build projects shall review the proposed RFP.
12. VE studies for bridge projects shall consider bridge substructure requirements
based on construction materials, evaluation using life cycle costs and
construction duration, and evaluation of acceptable bridge design based on
sound engineering and economic considerations.
C. VE Study Report
The VE report shall be organized in sections by areas of focus consistent with the VE job
plan. The format of any report should contain at a minimum the following:
1. Executive summary
2. Participant list
3. Research sources
4. Project history (including project criteria, commitments and constraints)
5. Potential Study Areas
6. Existing design description
7. Performance Criteria
8. Evidence that a function analysis was performed
9. Cost Model
10. Life cycle cost estimate
11. VE Alternative Description
12. VE Alternative Cost calculation
13. Risk register
14. Evaluation by comparison
15. Proposed design
16. Detailed findings or analysis
17. Specific recommendations and costs
18. Design suggestions
19. Implementation Plan
20. Final report to include a summary section that includes the study findings
D. Post Workshop
The VE Consultant forwards a draft VE report to MBTA Project Controls for review.
The report will be forwarded to the PM and Design Consultant. The Design
Consultant reviews the report. If there are no comments, a final report is issued
within 14 calendar days of the workshop.
When the final report is issued, the design team shall provide responses to the
alternatives with Attachments B and C. Alternatives that the design team suggests
not to incorporate into the design will need justification provided by the design
team. Attachment B provides justification of the selected alternatives, while
Attachment C provides confirmation of all chosen alternatives.
167
Within 35 calendar days of the workshop, there is a review of the final VE report by
a Value Engineering Review Committee (VERC), the Project team and Project
Controls. The committee consists of the following: Principal within the design firm,
MBTA Area Director, Director of Design, and the AGM for Design & Construction or
MBTAs Chief of Design & Construction. The design team shall present to the VERC
the reasoning as to why the alternatives suggested will or will not be incorporated
into the design. The VERC will make the final decision as to whether an alternative
shall be incorporated into the design. A project shall not advance to the next design
phase without the completion of the V.E. process.
Seven (7) days after the VERC meeting, the MBTA Project Manager shall provide a
signed Final List of VE Alternatives Selected for Implementation (Attachment A)
along with copies of Attachments B and C and the Value Engineering Approval Form
to the Project Controls group. Project controls will then furnish these documents to
the FTA.
168
Value Engineering Process
Pre Workshop Workshop Post Workshop
Project Controls Receives Notification Design Engineer/Project Team Does a VE Consultant Provides Draft Report
of Need to Do a VE Presentation of Project to VE to Project Team
Consultant
Draft Report Reviewed by Project

Team
Project Controls Selects Consultant to
Perform VE Study Based on Scope VE Consultant Performs Study;
Usually 3-5Days
Final Report Issued by VE Consultant
within 14 cal. days of workshop
Design Consultant Places Plans,
Specs, Estimate & Schedule, etc. on 1. VE Consultant Presents Findings to
an FTP Site Entire Project Team
Within 14 Days of Issuance of Final
2. T PM sets up Mtg with Value Report, Design Team Provides
Engineering Review Committee. Mtg Documentation (Attachments B, C) to
w/ VERC should happen within 35 Project Controls
cal. days of completed VE work shop
Proposal is Received From VE
Consultant; Reviewed with Project
and Task Order is Issued
Value Engineering Review Committee
and Design Team meet w/in 35 days of
completed workshop. VERC reviews
VE Consultant Reviews Project and discusses items on Attachments B
Documents and C.
7 Days After Review Committee

VE Agenda Prepared and Issued; VE Meeting, Project Manager Fills Out VE
Workshop Date Set Approval Form and all attachment and
Forwards to Project Controls
MBTA PM Invites Internal Depts.,

Subject Matter Experts, or
Stakeholders to VE Workshop Project Controls Forwards
Documentation to FTA
169
Value Engineering Approval Form Date:
Project Name:
Design Contract No.:
Date of VE
Workshop:
VE Report Issue Date:

Summary of Workshop Activity:
Number of Ideas Generated During Creative Phase:

Number of Recommendations Presented for Consideration:
List All Accepted Recommendations (please provide as Attachment A):
Value of Recommendations requiring Further Study:
Provide a List of All Other Recommendations (Attachments B, C):
Original Construction Cost:
Projected Saving from Value Engineering:
Revised Construction Cost:
Designer Project
Manager: Date
Signature (please sign)
MBTA Project Manager: Date

Signature (please sign)
Return Completed Form to Horace Cooper within 7 Days of the VE Review Committee Meeting.
Please recognize that approval of the VE Recommendations, as indicated by the signatures on
Attachments A, B & C, is a prerequisite to entering next design phase.
170
Attachment A
Final List of Value Engineering Alternatives Selected for Implementation
Project Name:
Design Contract #:
Date Submitted to MBTA:
Section 1:
Design Team will Include the following options in current design.
Implementation
Alternative # Description cost $ Savings
Principal (Designer) Date
Director Date
Director of Design Date
AGM of Design and Date

Construction
171
Attachment B
List of Value Engineering Alternatives Not Selected by Design Team for Implementation
Project Name:
Design Contract #:
Section 1: Section 2:
Design Team's request not to include the following options in design: VE Committee Final Recommendations
Alternative # Description Reason Accepted Rejected * Further Study Comments
Director Date
AGM or Chief of Design Date

and Construction
Section 1 to be filled out by Design Consultant and submitted to the MBTA within 14 days of receipt of VE Report
Section 2 and signatures are completed by Value Engineering Review Committee during VE review meeting
*If the Designer proposes not to adopt a VE alternative (as shown in Section 1) and the VERC has rejected the
request (as shown in Section 2), that VE alternative must be incorporated into the design.
This sheet is used as a summary. Provide additional pages as required to support reasons included above.
172
Attachment C
List of Selected Value Engineering Alternatives Recommended by Designer for Implementation
Project Name:
Design Contract #:
Section 1: Section 2:
Design Team proposes to include the following options in current design: VE Committee Final Recommendations
Estimated
Implementation Estimated Cost
Alternative # Description Cost Savings Accepted Rejected Comments
Director Date
AGM or Chief of Design Date

and Construction
173
Exhibit I
Value Engineering Waiver

Contract #:
Description:
Project Manager:
Date:
All projects over $5 Million are required to undergo the process of value engineering when they
reach the 30% design stage*. The project is formally requesting a waiver from value engineering
requirements shown above. Please provide a reason for the waiver request in the allotted space
below:
Print Name:
Signature: Date:
Approved Denied
Date:
AGM for Design and Construction
*Major capital projects are encouraged to undergo the process of value engineering at the 10% design stage.
Forward a signed copy to Project Controls
174
XII. LESSONS LEARNED Page No.
Lessons Learned Overview 176
Lessons Learned Instructions & Form 177
175
XII. LESSONS LEARNED
OVERVIEW
In accordance with FTA requirements of sharing experiences gained in the planning,

design, construction and revenue operations of major capital transit projects, the
Design and Construction Department has mandated the incorporation of Lessons
Learned on every MBTA project.
Lessons Learned can potentially produce higher quality projects while saving time and
cost and help the project team share knowledge gained from experience so that the
entire organization may benefit. A successful Lessons Learned program will help
project teams:
Repeat desirable outcomes

Avoid undesirable outcomes
Project Managers are required to record Lessons Learned throughout the life cycle of
each project. The form, Exhibit J, should be submitted annually, prior to March 15th - an
exception of this would be when there is a safety incident, in which case, the form will
need to be filled out immediately. A minimum of one (1) Lessons Learned, for each
project, from each PM, is due at the end of each quarter. The data that is compiled will
be available for PMs and design consultants to review as they are assigned new
projects or as projects enter new phases. Completed Lessons Learned should be sent to
Project Controls.
During project close-out, PMs are required to archive Lessons Learned with project
records.
176
Instructions for Lessons Learned Form
Limit one (1) form per Lesson Learned.
Project Managers are encouraged to document as many lessons learned as possible in an effort to
share their experiences with others. Lessons Learned are submitted yearly to Design & Construction
Project Controls.
1. Project Title: Self-explanatory.
2. Contract #: If project is in design, provide design contract number. If project is in construction,

provide construction contract number.
3. Lessons Learned #: For the duration of design, each lesson learned shall have a unique
designated number. Numbering shall be sequential. The same applies to projects in
construction.
4. Date: Indicate date Lessons Learned is recorded.
5. Project Delivery Method: Self-explanatory.
6. Phase: Choose one phase Lessons Learned applies to.
7. Project Classification: Choose appropriate project classification.
8. Lessons Learned Category: Determine which category the Lessons Learned issue applies to.
What was the root cause of the issue? Choose one.
9. Safety Related: Self-explanatory.
10. Title of Lesson Learned: The project lessons should be descriptively titled to allow the reader to
understand the lesson content through the title alone.
11. Background: Briefly describe scope. What happened during the execution of the project that
brought to light the deficiency or need to create or modify a process, procedure, plan and/or
specification?
12. Lessons Learned: Describe the issue surrounding the lesson. This should include just enough
information to facilitate understanding the lesson.
13. Lessons Learned Recommendation: How would you improve or avoid the situation? What
would you do differently?
14. Applicability: When or where can this particular Lessons Learned be used?
15. Submitted By: Individual completing the Lessons Learned form.
16. Telephone # & Email: Self-explanatory.
177
Exhibit J
Lessons Learned Form
1. Project Title:
2. Contract #:
3. Lessons Learned #:
4. Date:
5. Project Delivery Method (choose only one):
Design - Bid - Build

Design Build
CM @ Risk
CM GC
6. Phase (choose only one):
Design
Procurement
Construction
7. Project Classification (choose only one):
System Improvement (Ops. Project) Building Demo

Parking Lot Maintenance Facility Improvement
Roadway Elevator
Commuter Rail Light Rail Right-of-Way
Bridge New Vertical Construction
Station Renovation (rapid transit) Environmental
Noise Wall Signal/Comm./Power Upgrade
New Capital Expansion (i.e., Greenbush, GLX)
8. Lessons Learned Impacted Category:
Scope Time
Cost Management
9. Is this a safety related lesson?
Yes No
178
10. Title of Lessons Learned:
11. Background:
12. Lessons Learned:
13. Lessons Learned Recommendations (how would you improve or avoid or why do you think it
went so well?):
14. Applicability:
Submitted by:
Telephone #: Email:
179
XIII. PROJECT MANAGEMENT FILING
SYSTEM Page No.
Project Management Filing System Overview 181
Filing System Diagrams 182
180
XIII. PROJECT MANAGEMENT FILING SYSTEM
OVERVIEW
In order to maintain proper documentation and proper archiving throughout a project life
cycle, the following standard format shall be followed.
The filing system for projects shall be divided into two phases: Design phase and
Construction phase.
The Design phase of the project shall then be subdivided into 2 categories; Pre-design
(PDN) and Design (DN).
The Construction phase shall be subdivided into two categories: Pre-construction (PCN)
and Construction (CN).
See Figure 9, 10 and 11 for more details. The first 2 letters shall represent the project
name abbreviation, i.e. SL (Shoreline Bridge), followed by the phase of the contract (PDN,
CN etc...) and the sequential number for each document.
Project Management Filing System
Project
( SL) Shoreline Bridge
Pre-Design Pre-Construction Construction

(PDN) Design (DN)
(PCN) (DN)
Figure 9
181
Design Phase
Contract No. SL
Pre-Design (PDN) Design (DN)
SL.PDN-001 LOI SL.DN-001 Award Documents SL.DN-018 Letter from Design Consultant
SL.PDN-002 RFP SL.DN-002 Amendments SL.DN-019 Letter to Design Consultant
SL.PDN-003 RFQ SL.DN-003 Reallocations SL.DN-020 Design Meeting
SL.PDN-004 Budget Concurrence Memo SL.DN-004 PDG Meetings SL. DN-021 Real Estate Acquisition
SL.PDN-005 Public Announcement SL.DN-005 Environmental Permits SL.DN-022 Peer Reviews
SL.PDN-006 Authorization Cover Memo SL.DN-006 Design Reports (EVM) SL.DN-023 DPS, Fire Approvals
SL.PDN-007 Selection Committee SL.DN-007 Project Design Schedules and Updates SL.DN-024 Variances
SL.PDN-008 Proposal Evaluation Sheet & SL.DN-008A 0-15% Plans/Specs/Review Comments SL.DN-025 Pre-bid Control Sheets w/back-
Scoring SL.DN-008B 15-30% Plans/Specs/Review Comments up
SL.PDN-009 Letter to Selected Firm SL.DN-008C 30-60% Plans/Specs/Review Comments SL.DN-026 Anticipated Construction
SL.DN-008D 60-90% Plans/Specs/Review Comments Schedule from Designer
SL.DN-008E 90-100% Plans/Specs/Review SL.DN-027 Change Management
Comments Document and Log
SL.DN-009 Contract SL.DN-028 Bid Escrow Task Order
Document/Plan/Spec/Addendum SL.DN-029 Misc. Files:
SL.DN-010 Conformed Documents -AGM Report (Design )
SL.DN-011 VE Reports -Budget Documents
SL.DN-012 Risk Assessments -Consultant Evaluation
SL.DN-013 Engineers estimates -Errors & Omissions
SL.DN-014 IA Agreements SL.DN-030 Invoices
SL.DN-015 P.I Agreements SL.DN-031 Lessons Learned
SL.DN-016 Utility F.A Agreements
SL.DN-017 MBTA F.A Agreements (TRS)
Figure 10
182
Construction Phase
Contract No. SL
Pre-Construction Construction
(PCN) (CN)
SL.PCN-001 Prebid SL.CN-006 Construction Baseline Schedule and Updates SL.CN- 021 Change Order
SL.PCN-002 Notice of Award SL.CN-007 Schedule Workshop Meeting SL.CN- 021.1 Change Order No. 1
SL.PCN-003 Pre-Award Meetings SL.CN-008 Progress Meeting Minutes SL.CN- 021.2 Change Order No. 2
SL.PCN-004 Preconstruction SL.CN-009 Letters from Contractor SL.CN- 022 EWOL
SL.PCN-005 NTP SL.CN-010 Letters to Contractor SL.CN- 023 Claims
SL.CN-011 Memo to File SL.CN- 024 Photos/Videos
SL.CN-012 Subcontractor Approval SL.CN- 025 Contractor Schedule of Values
SL.CN-013 Submittal Log SL.CN- 026 Meeting ( misc.)
SL.CN-013.submittal section.submittal #.rev # Submittal No. 1 SL.CN- 027 Misc Files:
SL.CN-013.submittal section.submittal #.rev # Submittal No. 2 -AGM Report (Construction)
SL.CN-013.submittal section.submittal #.rev # Submittal No. 3 - Budget Documents
SL.CN- 014 RFI Log -Contractor Evaluation
SL.CN-015 RFIS -Errors and Omissions
SL.CN-016 Shop Drawing Log SL.CN-028 Lessons Learned
SL.CN-016.submittal section.sd1 Shop Drawing No. 1 SL.CN-029 Form 6, 7, 8 & 9
SL.CN-016.submittal section.sd2 Shop Drawing No. 2 SL.CN-030 Contract Closeout Documents
SL.CN-017FCN/Construction Change Directives (Modifications) SL.CN-031 As-built
SL.CN-018 FCN Log SL.CN-032 O and M Manuals
SL.CN-019 Misc. Correspondence ( external stakeholder) to MBTA SL.CN-033 Certifications
SL.CN-020 Misc. Correspondence ( external stakeholder)from SL.CN-034 Pay Requisitions
MBTA SL.CN-035.0 Permits
SL.CN-035.1 Fire/Burn Permit
SL.CN-035.2 Excavation Permit
SL.CN-035.3 etc.
Figure 11
183
Construction Phase (continued)
Contract No. SL
Construction
(CN)
SL.CN-036.0 Resolution Report Log SL.CN-039 Safety Documents

SL.CN-036.1 Resolution Report No. 1 SL.CN-039.1 Contractor Safety Plan
SL.CN-036.2 Resolution Report No. 2 SL.CN-039.2 Contractor Safety Inspection Reports
SL.CN-037 Material Inspection Log SL.CN-039.3 Contractors Tool Box Meeting
SL.CN-037.1 Concrete Log SL.CN-039.4 Material Safety Data Sheets (MSDS)
SL.CN-037.2 Grout Log SL.CN-039.5 Accident Reports
SL.CN-037.3 Shotcrete Logs SL.CN-039.6 MBTA Safety Inspection Reports
SL.CN-038 Test Reports SL.CN-039.7 Safety Open Items List
SL.CN-038.1 Grout Inspection Reports SL.CN-039.8 Safety Walk Documentation
SL.CN-038.2 Shotcrete Inspection Reports SL.CN-039.9 Other Safety Items
SL.CN-038.3 Rebar Inspection Reports SL.CN-040 Construction Environmental Documents
SL.CN-038.4 Rock Anchor Tests/Inspection Reports SL.CN-040.1 Contractors Environmental Plan
SL.CN-038.5 Soils Tests/Inspection Reports SL.CN-040.2 Insp. Reports
SL.CN-038.6 Asphalt Tests/Inspection Reports SL.CN-040.3 MBTA Environmental Insp. Reports
SL.CN-038.7 Structural Tests/Inspection Reports SL.CN-040.4 Environmental Open Items List
SL.CN-038.8 Architectural Tests/Inspection Reports SL.CN-040.5 Other Environmental Items
SL.CN-038.9 Mechanical Systems Tests/Inspection Reports SL.CN-041 Inspection
SL.CN-038.10 Electrical Systems Tests/Inspection Reports SL.CN-041.1 Daily Inspectors Report
SL.CN-038.11 Other Equipment Tests/Inspection Reports SL.CN-041.2 Other Inspection (flagmen, traffic, etc.) Logs
SL.CN-038.12 Contractor Equip. Inspections (cranes, etc.) SL.CN-041.3 REs Daily Reports
SL.CN-038.13 Other Tests/Inspection Reports SL.CN-042 CQV
SL.CN-038.14 Open Items List
Figure 11A
184
XIV . PROJECT MANAGEMENT PLAN
Page No.
Project Management Plan Overview 186
Project Management Plan 187
185
XIV. PROJECT MANAGEMENT PLAN OVERVIEW
All MBTA projects require a Project Management Plan (PMP) The purpose of a PMP is to
establish when and how a project will be managed, monitored, controlled and closed
throughout the project life cycle. A Project Management Plan contains important project
information.
Once a PMP has been developed for a project the parties involved will have a clear
understanding of the projects organization structure along with the responsibilities of
most parties and external stakeholders. A PMP serves as a roadmap for each project. The
Federal Transit Administration has recommended the use of a PMP on all Design and
Construction projects.
A sample PMP template has been included in this chapter and will serve as a guide to each
projects PMP development. It is recommended that a PMP be developed prior to a projects
design reaching 30% and then continually be updated throughout the projects life cycle.
186
MBTA-[project name] Project
MBTA
[Insert project name]
PROJECT
MANAGEMENT
PLAN
Template
[insert date]
PROJECT MANAGEMENT PLAN [insert project phase]
PROJECT MANAGEMENT PLAN [Month/Year]

187
ENDORSEMENT PAGE
[Insert name of project manager]

Project Manager
Reviewed by: [insert name]

Project Controls
Approved by: [insert name of AGM]

Assistant General Manager for Design and Construction

188
Revision Log
Revision Date of Issuance Description of Changes Sections Revised

[description of change] [section revised]
[revision #] [insert date]

189
TABLE OF CONTENTS
1. Introduction ........................................................................................................................................ 193

1.1 Purpose of the Project Management Plan ................................................................................. 193
1.2 MBTA Legal Authority ................................................................................................................ 193
1.3 Project Objectives ...................................................................................................................... 194
1.4 Project Description ..................................................................................................................... 194
2. Organization and Staffing .................................................................................................................. 194
2.1 Project Organization ................................................................................................................... 194
2.2 Project Management Team ........................................................................................................ 195
2.3 Design Consultant ...................................................................................................................... 199
2.3.1 Design Consultant Team .................................................................................................... 199
2.4 Governmental and Oversight Agencies ..................................................................................... 199
2.4.1 Federal Agencies (if applicable) ......................................................................................... 199
2.4.2 Local Agencies ................................................................................................................... 199
2.4.3 Regulatory Agencies .......................................................................................................... 199
2.4.4 Utilities ................................................................................................................................ 199
2.4.5 Developer Team (if applicable) .......................................................................................... 200
2.5 Equal Employment Opportunity Policy ....................................................................................... 200
3. Management Control ......................................................................................................................... 200
3.1 Technical Control ....................................................................................................................... 200
3.1.1 Technical Baseline /Configuration Control ......................................................................... 201
3.1.2 Design Reviews/Constructability/Risk ................................................................................ 201
3.1.3 QA/QC Program ................................................................................................................. 201
3.2. Cost Control ............................................................................................................................... 201
3.2.1 Maintaining Baseline Project Cost ..................................................................................... 201
3.2.2 Performance Measurement ................................................................................................ 202
3.2.3 Cost Estimating .................................................................................................................. 202
3.2.3.1 Estimating Methodology ..................................................................................................... 202
3.2.3.2 Quantity Take-offs .............................................................................................................. 202
3.2.3.3 Pricing ................................................................................................................................ 202
3.2.3.4 Estimating Software ........................................................................................................... 202
3.2.4 Contingency Management ................................................................................................. 202
3.2.5 Escalation Factor Derivation .............................................................................................. 204
3.2.6 Contracting Techniques ..................................................................................................... 204
3.2.7 Cost Allocation Plan ........................................................................................................... 204
3.2.8 Cost Accounting Plan ......................................................................................................... 204
3.2.9 MBTA Force Account Plan ................................................................................................. 210
3.3 Schedule Control ........................................................................................................................ 210
3.3.1 Types of Schedules ............................................................................................................ 210
3.3.2 Schedule Development, Progress Monitoring .................................................................... 212
3.3.5 Schedule Reporting ............................................................................................................ 212
3.3.6 Earned Value Reporting .......................................................................................................... 212
3.3.7 Schedule Updates .............................................................................................................. 212
3.4 Cash Management ..................................................................................................................... 212
3.5 Change Control .......................................................................................................................... 212
3.6 Document Control ...................................................................................................................... 212
3.6.1 Records Management ........................................................................................................ 213
3.6.2 Document Control .............................................................................................................. 213
4. Human Resources Management....................................................................................................... 213
4.1 General Approach and Responsibilities ..................................................................................... 213
4.2 Statutory and Regulatory Requirements .................................................................................... 214
4.3 Employment and Business Utilization Goals ............................................................................. 214
4.4 Labor Relations .......................................................................................................................... 214
5. Risk Management and Insurance...................................................................................................... 214
190
5.1 Scope ......................................................................................................................................... 214
5.2 Risk Identification ....................................................................................................................... 214
5.3 Evaluation................................................................................................................................... 215
5.4 Risk Mitigation/Control ............................................................................................................... 215
5.6 Insurance.................................................................................................................................... 215
6. Environmental Assessment and Mitigation ....................................................................................... 216
7. Procurement of Services .................................................................................................................. 216
7.1 Procurement of Construction Contracts ..................................................................................... 216
7.2 Affirmative Action Goals ............................................................................................................. 216
8. Procurement of Materials and Equipment ........................................................................................ 216
8.1 General Approach and Responsibilities ..................................................................................... 216
8.2 Regulatory Environment for Procurement .................................................................................. 216
8.3 Contract Types ........................................................................................................................... 216
8.4 Code of Conduct ........................................................................................................................ 217
8.5 Contract Proposal and Award Process ...................................................................................... 217
9. Design Program................................................................................................................................. 217
9.1 Requirements and Standards .................................................................................................... 217
9.2 Design Supervision .................................................................................................................... 218
9.3 Design Coordination Internal, External ................................................................................... 218
9.4 Design Review Process ............................................................................................................. 219
9.5 Value Engineering ...................................................................................................................... 220
9.6 Constructability Reviews ............................................................................................................ 221
9.7 Operations and Management (O&M) ......................................................................................... 222
9.8 Change Control .......................................................................................................................... 222
9.9 Systems Integration ................................................................................................................... 222
9.10 Reliability, Availability, Dependability and Safety................................................................... 222
10. Right-of-Way Acquisition ................................................................................................................ 222
10.1 Overview ................................................................................................................................ 222
10.2 Conceptual to 30% Design Property Acquisition Cost Estimates .......................................... 223
10.3 Negotiation of Final Appraised Value with Landowner .......................................................... 223
10.4 License Agreements .............................................................................................................. 224
10.5 Eminent Domain ..................................................................................................................... 224
11. Community Outreach Plan ............................................................................................................. 224
11.1 Community Outreach Program Objectives ............................................................................ 224
11.2 Community Outreach Program .............................................................................................. 225
11.3 Interfaces with Elected Officials and Government Agencies ................................................. 225
11.4 Media Interface....................................................................................................................... 225
12. Construction Program .................................................................................................................... 225
12.1 General Approach and Responsibilities ................................................................................. 225
12.2 Pre-Award Activities ............................................................................................................... 226
12.3 Prequalification of Contractors and Vendors ......................................................................... 226
12.4 Coordination of Construction.................................................................................................. 226
12.4.1 Project Schedule ................................................................................................................ 226
12.4.3 Bi-Weekly Meetings............................................................................................................ 226
12.4.4 Establish Point of Contact .................................................................................................. 227
12.5 Change Management ............................................................................................................. 227
12.6 Verification, Testing and Acceptance ..................................................................................... 227
12.7 Warranties/Equipment Guarantees ........................................................................................ 228
13. Safety/Security ............................................................................................................................... 228
13.1 General Approach .................................................................................................................. 228
13.2 Design Safety and Security .................................................................................................... 228
13.3 Protection of MBTA Operations during Construction ............................................................. 230
14. Interagency Coordination ............................................................................................................... 230
14.1 MBTA Interagency Agreements with Utility Providers ........................................................... 230
14.2 Tracking Interagency Inputs ................................................................................................... 231
14.3 Agreements with City and State Agencies and Authorities .................................................... 231

191
List of Figures
1. Organization Chart
2. Schedule
3. Work Breakdown Structure (WBS)
List of Tables
1. Budget Table
List of Appendices
Appendix A: Reference List of Policies & Procedure Manuals

Appendix B: Grant Documents

192
1. Introduction
1.1 Purpose of the Project Management Plan
The Massachusetts Bay Transportation Authority (MBTA) has prepared this Project
Management Plan that provides a basis for administering the design, construction of the
[insert project name] Project. This document outlines the management philosophy, goals
and objectives, and organizational structure; defines the responsibilities and roles of project
participants; identifies the interactions among project staff and consultants; and specifies the
general procedures and management tools that will be implemented to ensure effective
project management and successful project completion. This Project Management Plan
defines the details of management of project implementation during preliminary engineering
design and provides the framework for managing the subsequent final design, construction,
procurement, testing and startup phases.
In addition to serving as a guide for all project participants and assisting in clarifying their
respective roles, responsibilities and assignments, this document will serve as a basis for
measuring and assessing the projects performance and consistency with the plan. The
MBTA will provide the necessary elements to allow for proper and effective management
upon completion of this project. As design and construction work advances and additional
procedures are developed the MBTA will update the plan as needed and appropriate.
The development of the Project Management Plan will be an evolutionary process. The
PMP will be updated and revised as needed, as the program proceeds through its various
phases. The maintenance of and subsequent revisions to the PMP are the responsibility of
the MBTA.
The parties requesting the revision issues a written request to the MBTA stating the
proposed change(s) and the reason(s) for the changes. The MBTA reviews each request.
If the proposed revision(s) is approved, the MBTA issues the change(s) to all recipients of
the manual. A published revision will include:
1.1.1 a cover memo describing how and where to place the revision in the manual
(revision instructions);
1.1.2 a new cover page with revised date;
1.1.3 a revised Table of Contents, if required;
1.1.4 the revised pages of text with revision number and revision date placed at the
bottom of the page; and
1.1.5 a side-bar in the right hand margin of the page for changes to the text.
1.2 MBTA Legal Authority
Massachusetts Bay Transportation Authority (MBTA) is a body politic and corporate, and a
political subdivision of the Commonwealth of Massachusetts. The MBTA is duly organized
and existing pursuant to Chapter 161A of the Massachusetts General Laws (as amended)
and having a usual place of business at 10 Park Plaza, Boston, Massachusetts. Its primary
purpose is to hold, operate and manage the mass transportation facilities and equipment
acquired by the Authority.

193
The [insert project name] Project Management Team will design and oversee the
construction of the project in accordance with all applicable federal and state laws and
regulations, codes and guidelines. In addition, the Team will proactively work to provide
community outreach and relations to ensure the project is compatible not only with city
regulations, services and facilities, but with the community and businesses abutting the
project.
1.3 Project Objectives
[Explain project objectives]
1.4 Project Description
[Brief overview of project]
1.5 Grant Budget
[List each grant and its value]
1.6 Total Project Budget
[Provide Project budget]
1.7 Project Completion Date
[Provide grant project completion date and current substantial completion date]
2. Organization and Staffing
To successfully manage the planning, design, and construction of the [insert project name]
Project, an integrated team of Authority and consultant staff will be established. This section
describes the organization and its structure. It provides a description of the functions, major
responsibilities, and qualifications of the senior executives and key managers involved.
The [insert project name] Equal Employment Opportunity (EEO) policy is the same one that
is incorporated by the MBTA and the consultant firms that comprise the Project Team. This
section affirms the projects commitment to fair employment considerations for all applicants
considered for employment or procurement activities.
2.1 Project Organization
The [insert project name] Project will be accomplished by the concerted efforts of various
organizations and responsible parties, who will work together as an integrated team
providing multiple levels of oversight to ensure a successful outcome. The Project Team
for [insert project name] Project is the combined staff of the MBTA and the Design
Consultant. The Design Team primarily includes the Design Consultant and all associated
sub-consultants. The Team also consists of other key support and oversight organizations
such as the FTA. The Project Team will work towards the common goal of successfully
completing the project and meeting the expectations of the Project stakeholders. The

194
Design Team is responsible for planning, designing, and completion of all state and federal
environmental review documents as well as all documents and submittals required.
The following sections describe the structure, integration, and interfaces of the project
organization. For clarity, the MBTA organization will be described in Section 2.2 followed by
the Design Consultant described in Section 2.3. Organization charts for both the MBTA and
Design Consultant are provided in Figures 2-1 and 2-2, respectively, at the end of this
section.
2.2 Project Management Team
The Project Management Team (PMT) is an integrated staff of managers and personnel
from the MBTA and the Design Consultant. The PMT reduces overlaps in duties and
functions and provides the flexibility to accomplish project objectives effectively and
efficiently. To illustrate the structure, refer to the organization chart (Figure 1) at the end of
this section.
The PMT is led by the Project Manager, Area Director and Assistant General Manager for
Design and Construction, who report to the General Manager and Rail & Transit
Administrator of the MBTA. Different areas of expertise from various departments within the
MBTA support the GM.
This basic structure will be maintained throughout the projects life providing continuity
between phases and maintaining effective project communications. The positions of
General Manager and Rail & Transit Administrator, Assistant General Manager for Design
and Construction, Project Manager and listed staff define the Project Management Team. In
addition, various MBTA departments are supporting the Project Management Team.

195
Figure 1 Integrated Project Management Team
[Insert Organizational Chart of MBTA and Design Consultant]

196
The MBTA key staff by position (and current personnel) is:
MBTA General Manager and Rail & Transit Administrator
The MBTA General Manager and Rail & Transit Administrator (GM) provides executive
leadership and guidance regarding policy issues and project financing. The GM is
responsible for all operations, facilities, and projects at the MBTA. The GM is available
to address issues requiring top-level decision-making in support of the project schedule.
Assistant General Manager for Design and Construction
The Assistant General Manager (AGM) for Design and Construction reports directly to
the GM of the MBTA. The AGM for Design and Construction serves as the direct
supervisor of all MBTA design and construction projects providing executive guidance.
Accountability
The AGM reports directly to the MBTA General Manager.
Chief of Design and Construction
The Chief of Design and Construction reports directly to the AGM. The Chief of Design
and Construction provides oversight to all projects in relation to design and construction
issues.
Accountability
The Chief of Design and Construction reports directly to the AGM.
Director of [Provide Area]
The Director reports directly to the Chief of Design and Construction. The Director
serves as the supervisor of this project providing executive guidance.
Accountability
The Director reports directly to the Chief of Design and Construction.
Project Manager
The Project Manager is the authorized representative of the MBTA and reports to the
AGM for Design and Construction indirectly through the Director of Design and
Construction. The Project Manager is responsible for day-to-day oversight of the Design
Consultant in accordance to specifications, design direction, and schedule. The Project
Manager directs all elements of work required for the scope, design, construction, and
delivery of the Project. The Project Manager is the single point of contact for all official
information on the project. All project activities are coordinated through the Project
Manager including acting as liaison with the FTA.
Major Responsibilities

197
Evaluate project cost at each design phase submissions.

Review all project documents at each design phase submission.
Review all related project agreements, including interagency and other third party
agreements.
Assist with managing the planning, scope, design and engineering, construction
administration, and construction inspection to deliver timely, cost-effective, and high
quality projects for the MBTA.
Review progress reports in accordance with the scope to maintain schedule and
budget.
Coordinate with MBTA Departments and other key stakeholders.
Represent the MBTA with outside agencies and community groups.
Manage/Oversee the Contractor during the construction process to ensure the
successful completion of the Project.
Accountability
The Project Manager reports directly to the Director for Design and Construction.

198
2.3 Design Consultant
[Identify the Design Consultant, their role and responsibility]
The Design Consultant organization/Team consists of the following:
[List the Team disciplines]
The Design Consultant organization is described in more detail in the descriptions that
follow.
2.3.1 Design Consultant Team
[Identify each task discipline classification lead (i.e. Officer in Charge, Project Manager,
Design Lead, Architectural Lead, Structural Design Lead, Signal Lead, Project Controls
Lead, Civil, Electrical Lead, etc.]
[List task leaders responsibilities as it relates to this project]
[Identify what position the task leaders are accountable to]
2.4 Governmental and Oversight Agencies
2.4.1 Federal Agencies (if applicable)
[Indicate if this project will be federally funded]
[Identify which Federal agency has oversight of this project]
2.4.2 Local Agencies
[Identify the location of the project]
[Identify which local agencies and departments the project must coordinate with]
2.4.3 Regulatory Agencies
[Describe all regulatory agencies the Project will have to interface with]
The Project designed will be reviewed the Massachusetts Department of Public Safety for
compliance with the State Building Code, ________ Edition, NFPA _______and ADA.
2.4.4 Utilities
This project may affect the right-of-way of various utilities. The following is a list of utilities
that may be affected:

199
[insert utility - example; City of Somerville DPW]

[insert utility - example; Verizon]
[insert utility - example; Nstar]
2.4.5 Developer Team (if applicable)
[Name of developer team, if applicable]
2.5 Equal Employment Opportunity Policy
The MBTA has developed its EEO policy, which prohibits discrimination against any person
in employment and/or in access to contracts. Further, it is the MBTAs policy to make
certain that all applicants are considered for employment, or procurement opportunities
regardless of race, religion, creed, color, sex, age, national origin, disability, or marital
status. All consultants will comply with the MBTA policy, as well as the Federal EEO policy.
The [insert project name] Project EEO policy will adopt the policy of the MBTA. As defined in
this policy, affirmative action will include, but not be limited to, recruitment, hiring, promotion,
compensation, benefits, transfers, layoffs, recalls, company sponsored training, education,
and social and recreational programs. Goals with specific measurement factors are
established to assist managements progress toward finding remedies to any apparent
discrimination.
The [insert project name] Project bases decisions on the individuals qualifications as related
to the position for which he or she is being considered. In this regard, rules of conduct are
enforced equitably and impartially.
3. Management Control
3.1 Technical Control
Functional control of the Project will be guided by the MBTA Project Managers Manual
(PMM) and the Project Controls Policy Manual (PCPM) that will be used by the Design
Consultant and the MBTA. The PMM and PCPM will include topics such as correspondence
control, invoicing procedures, project reporting, file management, and other items pertinent
to the execution of the Program. The format and content of the PMP will be consistent with
the MBTA Project Controls Policy Manual, and will be submitted to the MBTA for review and
concurrence. The PMP will outline in general terms the procedures common to all Project
participants.
Technical control of the Project will be administered by the Design Consultant and will follow
the requirements of and full knowledge of input sources and guidance documents by the use
of Design Task Protocols (DTPs). The intent of DTPs is to provide those preparing
technical documents with the input, references, criteria, direction, and background
information necessary to carry out their tasks in a complete and efficient manner. DTPs will
be completed for calculations, and may be used as input to specifications, drawings, and
technical reports and studies. Exceptions to this requirement are cases where the tasks are
simple or for information only, or where the input information is readily available or
developed in another manner for the project (e.g. Design Criteria Document). Depending on
complexity, DTPs may be developed for single documents or tasks, groups of documents or
tasks, or at the project level.

200
3.1.1 Technical Baseline /Configuration Control
[What is the projects approach to defining and establishing a technical baseline?]
[Explain the project approach to configuration management]
3.1.2 Design Reviews/Constructability/Risk
Design Reviews, as described in the MBTAs design review procedure (as contained in the
MBTAs Project Management Manual, which is appended to this PMP as Attachment B) are
an integral part of the design process and necessary to ensure that both the right problem is
solved and that it is solved correctly. The quality assurance process for reviews is organized
by phase, by discipline and across disciplines. It is both a pro-active and a reactive process;
it is pro-active in the systems that are set up and the steps that are required, and it is
reactive in the review of data and drawings by senior staff.
[Describe the process the Project will use for design reviews and constructability reviews]
[Against what criteria will design reviews and constructability reviews be based]
3.1.3 QA/QC Program
[Describe in detail the QA/QC plan that will be used for this project]
3.2. Cost Control
[Explain the cost controls system that will be utilized for this project]
[What reporting system will be used?]
[How often will reports be submitted to T?]
[How will trends, forecasts and variances be reported on and by what means?]
[Identify what cost elements of the project will be monitored and what is excluded]
[How will requirements of the MBTAs Project Controls Policy Manual are incorporated into
the Projects Cost Control Program]
3.2.1 Maintaining Baseline Project Cost
The Baseline Program budget will be developed at the end of the [enter phase] phase
(approximately 30%), after the alignment is refined and the project is very well defined. This
will be the cost basis against which future performance will be measured. The Engineers
Estimate will be reviewed at each design phase of completion to assure budget accuracy.

201
Contractor bids and performance will be constantly monitored during construction for
consistency with the baseline budget.
The program budget will be updated as conditions or changes warrant. Any updates to the
budget require review and approval, at a minimum, by the MBTA Director.
3.2.2 Performance Measurement
[Explain what kind of performance metrics will the Project utilize during design and
construction to monitor and measure progress?]
3.2.3 Cost Estimating
3.2.3.1 Estimating Methodology
[Explain what estimating methodology will be used]
3.2.3.2 Quantity Take-offs
[How will quantity take offs be performed?]
[What technology will be utilized?]
3.2.3.3 Pricing
[Explain how pricing will be obtained for labor, equipment, materials and indirect costs]
3.2.3.4 Estimating Software
[What estimating software will the project employ?]
3.2.4 Contingency Management
[Explain how contingency will be determined and managed? See sample below.]
Sample
Contingency funding is a fiscal planning tool for managing the risk of cost escalations and
covering potential cost estimate shortfalls. Inclusion of a contingency amount in the cost
estimate will minimize the impact of cost increases inherent in an overly optimistic estimate
and provide for an earlier discussion of how potential circumstances can be addressed.
Risks will be defined with specific costs allocated to them, as determined by a risk analysis,
as opposed to just "bumping up" the total cost. A risk allocated cost contingency will be
included in the total project cost estimate for the mitigation of all significant risks. Risk
management and contingency funding can be utilized to mitigate those risks that cause cost
escalations throughout the project continuum.

202
During the preparation of the initial estimate, a risk assessment will be performed on the
entire project in order to define and quantify the potential risk areas and types. Risk
assessments will continue also be performed periodically throughout the project continuum
to update contingency amounts. Some examples of risk assessment areas include the
analysis of differing site conditions, utility impacts, hazardous materials, environmental
considerations, third-party concerns, geological conditions, etc.
When preparing the project cost estimate, a risk assessment will include allocating risk
contingencies for major cost elements. This will assist in the mitigation of uncertainties and
help create a conservative cost expectation. Probability of occurrence, severity and
expected dollar value are variables that may be utilized when quantifying risk as a
contingency amount. After all known risk mitigation, the cost estimate's contingency-funding
levels should reflect the amount of remaining risk associated with the project's major cost
elements. Additionally, an overall management contingency can be included to cover
unknown, unanticipated risks.
The following are major cost elements for contingencies that should be considered for Major
Projects: 1) a Construction contingency to cover cost growth during construction; 2) a
Design contingency (based on different levels of design completion); 3) an overall
Management contingency for third-party and other unanticipated changes; and 4) other
contingencies for areas that may show a high potential for risk and change, i.e.,
environmental mitigation, right-of-way, utilities, highly specialized designs, etc. Other areas
of interest for contingency cost estimating may include contractor availability and historical
contingency levels for similar projects.
Construction contingencies will be established and adjusted based on the assessed risk in
exposure to construction cost escalations. Project funding will be reviewed at periodic
intervals and unused contingency funds can be released to be made available for other
contracts.
Design contingency amounts will be based on the amount of design completed. When the
final design is complete, the design contingency amount in the cost estimate will equal zero.
Projects under design are not over estimated; however the contingency is based on the
uncertainty inherent in the remaining design to be completed.
The MBTAs Management responsibility will include managing cost and schedule deviations
from the approved budget and schedule, impacts resulting from the deviations, and
initiatives being analyzed or implemented in order to recover any cost overruns or schedule
delays. While individual construction contracts will be analyzed for exposure to changes,
comprehensive risk and contingency management tools and processes are not always in
place. Project contingency funding management procedures will include continual
comprehensive risk analysis to quantify and refine contract contingencies, individual
contract contingency tracking, and a contingency drawdown plan that includes contingency
forecasting.
An overall management contingency will be incorporated. This contingency will be a "stand
alone" piece of the cost estimate that is managed by the MBTA Director and will be used for
a broad spectrum of uncertainties.
Management of the transfer of costs to and from contingency line items will be administered
and tracked carefully for decision makers. Cost transfers will be correlated to the major
element type of cost escalation. For example, if work outside of a clearly defined scope is
found to be essential and justifiable in the future, then a management decision can be made

203
to pay for the added work from the management contingency or another appropriate
contingency. On the other hand, if a specific utility issue that has a utility contingency,
careful tracking of this particular contingency can help management better analyze cost
overruns.
Reasons supporting contingency transfers will be noted and included in all pertinent
reporting. This is so a comparison analysis to the available contingency amounts can be
periodically analyzed for contingency usage rates. This analysis will show MBTA Executive
Managers that a reasonable and sufficient amount of contingency remains to keep the
project within the latest approved budget.
3.2.5 Escalation Factor Derivation
[Explain how escalation for this project will be derived.]
3.2.6 Contracting Techniques
[Which project delivery methods are being considered for this project?]
[Explain each method]
[At what point in the design will the project delivery method be chosen?]
3.2.7 Cost Allocation Plan
The Preliminary Project Budget is $XXXX million as outlined below.
Category Budget (millions)
Professional Services $
Real Estate $
Construction $
Inspection $
Force Account $
Project Administration $
Contingency $
Table 1
3.2.8 Cost Accounting Plan

204
The MBTA Project Manager is responsible for monitoring of project commitments,

expenditures, and other costs. A computerized cost control system will be used to facilitate
the gathering and analysis of cost information. The cost tracking system will be based on
the WBS detail elements and detailed Chart of Accounts. Information will be gathered and
entered into the system at the account level and summarized or recombined as needed.
A Work Breakdown Structure (WBS) has been developed as a means of organizing all work
elements to be completed for the Program/Project. By coding the cost and schedule
information to the appropriate WBS element, detailed reports are produced for all levels of
reporting. The WBS forms the basis for all scheduling, cost, estimating, document control
reporting.
The Program/Project WBS is arranged in hierarchical levels.
Figure 3 on the next page shows the MBTA typical WBS structure. The [insert project name]
Project will develop a project specific WBS in line with the MBTAs typical WBS:

205

206

207

208

209
The Cost Control System will include the following basic elements:
[List and define the elements of the cost control system]
3.2.9 MBTA Force Account Plan

A preliminary force account budget and plan has been developed in cooperation with the
Design Consultant. The anticipated force account needs include the following:
[Insert line, ex. red, orange] Line Diversions [insert amount]

[Commuter Rail] Diversion [insert amount]
The force account budget currently available is presented in the Cost Allocation Plan in
Section 3.2.7. The total force account budget as of [insert date] is approximately [insert
amount].
The force account budget will be updated at regular intervals during the design phase. Joint
meetings with the Director of Subway Operations, the AGM for Design and Construction and
other MBTA personnel will be held to balance operations requirements, customer service,
and construction activities.
Force account costs for the use of MBTA Transit Police are contained in the construction
estimate.
3.3 Schedule Control

Through the use of several levels of schedules, in accordance with the Project Controls
Policy Manual, strict schedule management and control is the responsibility of the Design
Consultant, with input from MBTA Project Manager and all project participants on the [insert
project name] Project. This is accomplished through a stringent change control process,
and a comprehensive monitoring and reporting system as described in the Project Controls
Policy Manual.
The [name of project] uses industry standard scheduling software to develop and manage
the schedule. The [name of project] has selected Primavera to provide consistent reporting
of the Master Schedule and all program/project elements. Schedules generated by the
consultant and all contractors, use the Primavera software for the purpose of maintaining
uniformity and compatibility between interrelated project schedules, work calendars and
resources.
3.3.1 Types of Schedules
The schedules used for the [insert project name] Project will be:
[List the types of schedules to be used on this project]
[Explain the level of detail that will make up each schedule type]

210
Figure 2 Project Schedule
[Insert Master Schedule]

211
3.3.2 Schedule Development, Progress Monitoring

[Explain how schedules will be developed and how progress will be monitored]
3.3.5 Schedule Reporting
[Identify who will issue schedule reports]
[What will be reported on?]
[How often will reports be issued]
[Who will receive schedule reports?]
3.3.6 Earned Value Reporting
[Explain how Earned Value will be incorporated, monitored and reported on for this Project.
See Project Controls Policy Manual for more information.]
3.3.7 Schedule Updates

[Explain the schedule update process that will be used for this Project]
[Identify who is responsible for providing schedule updates]
[Identify who is responsible reviewing schedule updates]
3.4 Cash Management
The Authoritys Capital Investment Program is financed by five sources of funds: revenue
bonds, federal grant anticipation notes, pay-as-you-go capital, federal grants and project
financing. In the event the Authority requests federal funds and those funds are not available
in a timely manner, the MBTA would use either bond funds or pay-as-you-go-capital until the
federal funds are received. Upon receipt of the federal funds either bond funds or pay-as-
you-go-capital would be reimbursed.
3.5 Change Control

[Explain the Change Control process that will be used for this Project. See the MBTAs
Project Controls Policy Manual and Change Order Guidelines for more information for more
information]
The Project will follow procedures outlined in the Project Controls Policy Manual and
Change Order Guidelines.
3.6 Document Control

The Project will follow procedures outlined in the MBTAs Project Managers Manual; Project
Controls Policy Manual and Change Order Guidelines.
The Design Consultant will be responsible for maintaining the official project documents
including, but not limited to:

212
Central Files All correspondence/documentation between the MBTA, Design

Consultant, Contractors, and third parties.
Controlled Files A controlled set of project documents (plans, specifications, manuals

and procedures), including approved changes.
Library Reference documentation for use by project personnel, such as

Environmental Assessment, codes, standards, maps, etc.
In addition, the Design Consultant will establish measures for the storage and protection of
vital records that will assure the continued operations of the project, in the event of a
disaster.
3.6.1 Records Management
The Design Consultant will use the established MBTA archival system, using standardized
forms that incorporate file descriptions and control fields that will automate the date entry
process for archiving project documentation.
3.6.2 Document Control
[Identify and explain any specialized software that will be used for Document Control]
All project personnel generating or receiving project documentation will be responsible for
conforming to the document preparation and identification standards set forth in the Project
Document Control Procedures.
The Design Consultant will maintain the Central Files, Controlled Files, and Library. The
Design Consultant will establish a universal file coding structure which will index all incoming
and outgoing project correspondence and documentation received by postal mail, courier
mail, hand delivery, fax, and email.
All documentation that is generated for the project will be forwarded to the Design
Consultant who will be responsible for processing all project correspondence/documentation
and filing including stamping, logging, copying, routing and distribution to designated project
personnel.
The Project Design Quality Assurance Manager and Document Control Manager will
perform routine audits of the files to ensure file integrity and compliance with the Document
Control procedures. The Project Design Quality Assurance Manager will report violations
and recommend corrective actions to the Project Manager.
4. Human Resources Management
4.1 General Approach and Responsibilities

The MBTA Project Manager reserves the right to request replacement of key staff when, in
his/her sole discretion, the existing staff does not serve the best interests of the Project.
The MBTA Project Manager will request a decision will be made based on a mutual
agreement with both parties as to what is most beneficial to the Project.
Each participating contractor has a separate and unique human resources system and each
retains the right to hire, promote, transfer or terminate employees in accordance with its own
specific policies and consistent with federal, state and local laws and regulations. Payroll

213
and benefits administration remain the responsibility of the individual firms as does staffing,
selection, evaluation and discipline.
4.2 Statutory and Regulatory Requirements

The Projects participants, including the PM, and design and construction contractors, shall
use their best efforts to comply with all relevant federal and State laws and regulations.
4.3 Employment and Business Utilization Goals

The contract documents contain provisions concerning employment requirements and the
Disadvantaged Business Enterprise goals for the selected Construction Contractor. These
include:
Design Disadvantaged Business Enterprise (DBE) participation goals of [insert %]

Construction Disadvantaged Business Enterprise (DBE) participation goals of [insert %].
4.4 Labor Relations

All federally funded MBTA Projects will comply with the Federal Davis Bacon Act regarding
wages on federally assisted construction projects.
5. Risk Management and Insurance
5.1 Scope
The Project will follow the procedures outlined in the Project Controls Policy Manual.
The scope of the MBTAs approach to Risk Management, and ultimately a decision on how
to obtain cost-effective insurance coverage, is structured and well founded on significant
experience in the development and construction of major capital projects. Risk
Management is broken down into five distinct activities:
1. Risk Identification
2. Risk Evaluation: Magnitude; Probability; Schedule Implications
3. Risk Mitigation/Control
4. Risk Allocation
5. Insurance Methodology
Managing the risks associated with the project in this manner allows a more accurate
reflection of the costs and contingencies necessary to ensure that a project budget is
established that allows for a high probability that the project may be constructed and closed
out within the budget and schedule established.
5.2 Risk Identification

Through a coordinated effort between the MBTA the Design Consultant, and the FTA, a
Risk Register is prepared identifying all of the possible risks that may affect the Project
anywhere along the course of its development from design to construction to start-up and
being placed into revenue service. Risks may span from geo-political to design to
procurement to environmental to technical to economical.

214
The Risk Register is used to identify, classify, organize, evaluate, and track all levels of risks
that may affect the project. Mitigation strategies are then identified and tracked for
implementation at the appropriate times during the timeline of the project.
5.3 Evaluation
Each risk identified and listed on the Risk Register is evaluated for its potential affect on
scope, cost, and/or schedule of the project. A determination is made as to the following:
Magnitude of the cost to the project should this risk occur;
Probability of the risk occurring; and
Impact to the schedule should the risk occur; and
Mitigation strategies that when implemented may eliminate or reduce the cost impact,
eliminate or reduce the likelihood of occurrence, and/or eliminate or reduce the potential
impact to the project schedule of that particular risk.
5.4 Risk Mitigation/Control
Mitigation strategies that when implemented may eliminate or reduce the cost impact,
eliminate or reduce the likelihood of occurrence, and/or eliminate or reduce the potential
impact to the project schedule of that particular risk.
Risk Control is facilitated by maintaining the Risk Register as a living document throughout
the life of the project. After Risk Identification and Evaluation, Controlling of the risks is
done through determination of proper and potential mitigations that could be implemented.
Those mitigation strategies are tracked and confirmed that they were in fact implemented
and results monitored. Then proper Risk Allocation is accomplished through the MBTAs
Terms and Conditions and through the strategy used in the writing of the Technical
Provisions, i.e., determination of measurement and payment provisions.
5.5 Risk Allocation
Allocation of risk should be to the entity that can best control that particular risk.
Massachusetts Bay Transportation Authority (MBTA) is a body politic and corporate, and a
political subdivision of the Commonwealth of Massachusetts. Therefore, as an agency it is
inherently conservative and risk adverse. Allocation of risk onto contractors and/or through
the purchase of insurance protects the MBTA. However, in todays construction
environment and contractors growing aversion or unwillingness to take on unquantifiable
risks, a more strategic allocation of risk must be made to the entity that can best control or
mitigate that risk and in certain cases that may be the MBTA.
5.6 Insurance
The MBTA has utilized both Contractor Supplied Insurance (CCIP) and Owner Controlled
Insurance Programs (OCIP) on its various capital projects and the determination as to which
to use was made on a project by project basis.

215
The decision as to which insurance avenue to pursue for the project must be made in early
[insert year] in order to facilitate the commencement of construction in [insert month/year].
The MBTAs procurement of an OCIP policy for the Project will take approximately [insert
duration].
6. Environmental Assessment and Mitigation
[Describe environmental requirements and processes]
7. Procurement of Services
This section focuses on the development of procurement packages for construction to

achieve project goals. The section also addresses affirmative action requirements and
contract modifications. The section is broken down as follows:
Procurement of Construction Contracts

Affirmative Action Goals
Contract Modifications
7.1 Procurement of Construction Contracts
[Describe procurement planned]
The contractor procurement will be in accordance with MBTAs Procurement Policy that also
defines the level and degree of responsibilities.
7.2 Affirmative Action Goals
The MBTA EEO Office establishes the affirmative action goals for both consultant and
construction contracts, within the parameters of State and Federal guidelines that require
that construction by third parties be procured by free, open and unrestricted competition.
8. Procurement of Materials and Equipment
Conventional procurement has been successfully used for major projects by the MBTA, and
throughout the United States, and will be utilized for the [insert project name] Project
Procurement objectives include:
[Describe approach]
8.2 Regulatory Environment for Procurement
[Describe Regulatory Requirements]
8.3 Contract Types

The Contractor will follow the procedures of the MBTA Procurement Manual.

216
8.4 Code of Conduct

The Project is governed by guidelines set forth in the MBTA Procurement Manual.
8.5 Contract Proposal and Award Process

The process of contract award will follow the listed sequence, with primary responsibility for
each sequence item listed in parentheses:
Prepare wording and procedure for advertisement for Bidders (PMT),

Place advertisement, according to the agreed procedure (MBTA);
Construction bid documents will be available (MBTA);
Information meeting for qualified contractors (MBTA);
Receive and open sealed bids (MBTA);
Complete evaluation of bids., (PMT);
Final contractor discussion, prior to final bid and award (PMT); and
Award contracts (MBTA).
9. Design Program
The design phase will be undertaken with multidisciplinary teams and provide designs that
meet the project objectives and the various targets of quality, cost, and time. Design
management and planning will be accomplished through the project management and
control elements as described herein. This section describes the design input and criteria
control, design control, design review processes, design changes and CADD and GIS
design standards. It also defines the use of an EMS and its components and
implementation. The use of a value engineering (VE) consultant is stipulated, and the roles
of value engineers are defined. The MBTA will procure the VE consultant and manage this
process.
9.1 Requirements and Standards
The MBTA will have design requirements for the project, which will include:
Project Objectives
Operational Requirements
Functional Requirements
Operational and Maintenance Preferences
Existing Design Standards and Guidelines
Project approved design criteria
The Design Consultant will review all relevant MBTA, city, state, and federal codes and
standards and select the most appropriate design criteria for the project. The Design
Consultant will consolidate the criteria for the project in the Project Design Criteria
memorandum, which will then be used to complete the design. Design inputs may include:
Functional and Performance Requirements

Regulatory Requirements, including the Americans with Disabilities Act (ADA)
Compliance

217
Codes and Standards

MBTA Requirements or Preferences
Previous Experience (Lessons Learned from Stage II)
Proven Methods or Processes
Engineering Judgment
Investigation Data
Existing or Previous Design Data
Design inputs shall be controlled to ensure that the history of design is maintained and that
proper changes are made when they occur. Control is maintained through the process of
identification, maintenance, and update of criteria. Identification occurs in design criteria
documents, calculations, and design reports. The input documents are maintained through
the document control process.
9.2 Design Supervision
The overall responsibility for the technical aspects of the design rests with the individual
Discipline Design Leads and upwards to the Deputy Project Manager Engineering/Design
and ultimately to the Project Manager.
The Design Consultant will establish a standard method of communication and protocols to
ensure that high-level technical decisions are made in an open and expeditious manner.
This manner of communication also provides an efficient means for senior project
committees to achieve timely decisions consistent with the overall project goals while
keeping MBTA management and technical staff abreast of design issues. The process
ensures that real-time knowledge is shared allowing for immediate action in response to
changes to the in-process design.
Confirmation of design decisions will be provided by the MBTA Project Manager and
upwards through the Director to the Assistant General Manager for Design and
Construction.
9.3 Design Coordination Internal, External
There are two levels of Internal Design Coordination, first being internal to the Design
Consultant and the second being internal to the MBTA/Design Consultant Team.
[Designer explains their design coordination here]
The Design Consultant holds regularly scheduled weekly Senior/Technical Management

meetings where specific design coordination issues are discussed and major technical
resolutions are presented. The MBTA Management Team attends these meetings as well.
At these meetings, further meetings are established between the Design Consultant and the
various MBTA Engineering and/or Facilities and Operations people for their input, review
and confirmation of specific technical solutions to issues.
Major technical issues and proposed solutions are presented to the Project Development
Group (PDG). The PDG is comprised of the MBTA senior management and technical and
operations staff to be identified. This group is responsible for collectively evaluating
technical proposals, suggestions, or significant issues requiring resolution. The group will

218
then make recommendations to the MBTA Program Manager who is ultimately responsible
for the project decisions.
To ensure expeditious resolution of design issues and proper coordination, and as stated in
Section 2.0 Organization and Staffing, the Project Manager is responsible for all aspects of
the project. The MBTA Program Manager is responsible for the day-to-day activities of the
project and regular interface with the Design Team. The PDG was formed to have senior
representatives with a common goal of advising the MBTA Program Manager on technical
and operational issues and have a forum for discussion and input with various points of
view.
9.4 Design Review Process
Design reviews, as described in the MBTAs design review procedure (as contained in the
MBTAs Project Management Manual) are an integral part of the design process and
necessary to ensure that both the right problem is solved and that it is solved correctly. The
quality assurance process for reviews is organized by Phase, by discipline, and across
disciplines. It is both a pro-active and a reactive process; it is pro-active in the systems that
are set up and the steps that are required, and it is reactive in the review of data and
drawings after their creation by senior staff.
The Pro-active Review systems are developed to assist engineering in controlling the
design process. These systems elements are set up at the beginning of the project to
enable efficient and complete project reviews including:
Deliverables matrices that define what is required for each deliverable by discipline.
Information management systems that ensure the latest information are available to all
parties.
Issue tracking system to ensure resolution before deliverables are due.
Identification of responsible reviewer by discipline and by overall deliverable (cross-
discipline).
Creation of project-specific checklists for reviews, both within discipline and cross-
discipline.
The Standards and Criteria Review process used during design will begin with the:
Review of list of all applicable codes and standards;

Review of emerging standards and agreement on their use;
Agreement on operational and functional criteria;
Review of study and field investigation results; and
Review of concept design for key issues and their solutions.
Design reviews will be conducted for both individual disciplines and for multi-disciplinary
coordination by senior staff, utilizing the review system tools including checklists, deliverable
matrices and issues lists. Reviews will be both formal on a scheduled basis, and informal as
the work progresses. The requirements for the review and approval of design deliverables
are addressed within the Implementing Procedures. These elements include the internal
checks from the preparer and reviewer. The procedures also address the need for
interdisciplinary reviews and coordination between the departments and groups. In addition

219
to the in-process steps, the project conducts high-level design reviews, independent reviews
and peer reviews at critical project junctures.
Reviews will be occurring on an on-going basis by the senior staff. Commentary from those
reviews, as well as feedback from presentations and discussions with team members, will
be documented in an issues tracking system. The system works to keep all interface
disciplines and organizations informed on issues, to engender discussion and provide a way
of tracking an issue to resolution. The issues list then serves as a final checklist in reviews.
9.5 Value Engineering
The Project will follow the procedures outlined in the MBTA Project Controls Policy Manual.
The objective of Value Engineering is to generate a plan to satisfy the required function of a
project at the lowest cost consistent with performance requirements, reliability and
maintainability. Value Engineering must be performed early in design in order to maximize
cost benefits and for the recommendations to be implemented without causing delays to the
construction schedule.
A formal Value Engineering Review workshop will be conducted at the Preliminary Design
(30%) submission. The review will be conducted by an independent Value Engineering
Panel consisting of technical specialists from various disciplines. The Value Engineering
process is independent of both the PDG design review, risk analysis and constructability
reviews.
The Value Engineering Review will be conducted through the following approach endorsed
by the Society of American Value Engineers (SAVE):
Pre-Coordination (Pre-Workshop) The Value Engineering Team Coordinator will collect

drawings, specifications, and review information. The Coordinator will make all
arrangements for the study, including logistics and participant scheduling. The Design
Consultant will supply the participants with copies of drawings, background reports, detailed
cost data, design calculations, specifications, and design criteria. The team members will
then familiarize themselves with the project.
Orientation with Design Consultant This orientation will be included as part of the first
workshop session. The Design Consultant will present their design rationale to the VE
Team.
Value Engineering Workshop The VE Workshop will be divided into the following five
phases:
1. The Information Phase The VE Team will become familiar with all detailed data
pertinent to the design.
2. The Creative Phase During this phase, the team will create an extensive list of
alternatives (i.e., materials, systems, etc.). There will be no evaluation of alternatives in
this phase in order to encourage the free flow of ideas.

220
3. The Analytical Phase At this time, the VE Team considers the feasibility of the various
alternatives developed during the Creative Phase. Each alternative will be evaluated
positively rather than critically with the best ideas selected for further development.
4. The Investigation Phase The most feasible design alternatives selected in the
Analytical Phase are evaluated. Factors such as cost, performance, reliability,
aesthetics, and constructability will be evaluated.
5. The Recommendation Phase The VE Team will draft recommendations for review with
the MBTA and Design Consultant. Following the review of the preliminary report, the
recommendations will be finalized in the post-workshop stage, incorporating both MBTA
and Design Consultant comments.
Following the workshop, the Coordinator will prepare a preliminary report summarizing the
results of the team investigations for review by the designers and the MBTA. The
Coordinator will also make an oral presentation to the MBTA and Design Consultant. The
Coordinator will also be available to further review potential results.
The PDG will provide concurrence or suggest rejection for each VE Team recommendation.
The MBTA Program Manager, however, will be responsible for making all final decisions.
After the MBTA has made final selections, the Coordinator will prepare a final report,
including a project description, all VE worksheets, the listing of potential savings, and a
description of the costs. The report will also discuss the cost of re-design, environmental
impact studies, and any other required items resulting from the selected changes. The
recommendations made in the report, with the concurrence of the MBTA, will be forwarded
to the Design Consultant. The Design Consultant will implement the report
recommendations in the 60% Submission.
9.6 Constructability Reviews
Constructability Reviews will be performed at the 60% submission. The constructability

review performed at the 60% design submission is important since it provides the last
chance for incorporating design modifications and revisions without significant impact on the
design schedule and budget.
The constructability review will include a thorough review for design errors and omissions,
potential constructability issues, use of design standards, and intersystem compatibility.
Items of particular concern are schedule and project interfaces, drawing interfaces,
construction package interfaces, general and special conditions, milestones, long lead
procurement items, liquidated damages and penalties, and risk assignment. Contract
documents are also examined to verify the contract language is consistent across the
various contracts within the project.
The constructability reviews will be performed by members of both the MBTA and
independent construction specialists of the Design Consultant that have not participated
specifically in the design. Each constructability review will be formally documented with all
comments, recommendations, alternatives proposals, etc. incorporated together with the
proposed response by the Design Consultant.

221
9.7 Operations and Management (O&M)
During the course of design, all specific elements are reviewed for conformance to the
Manual of Design Criteria established for the [insert project name] Project. Additionally,
special meeting and/or reviews are held with the appropriate MBTA Operations or
Maintenance Department to review the design and incorporate any comments pertaining to
operations management or maintenance. Comments are recorded, dispositioned and
tracked to ensure incorporation into the design as it progresses.
9.8 Change Control
9.9 Systems Integration
System integration is the bringing together of the component subsystems into one system
and ensuring that the subsystems function together as a system. During design, the Design
Consultant will develop and maintain a Systems Integration Matrix that will list all critical
project components, subsystems and interfaces, and responsibilities by discipline for
ensuring that in fact those specific interfaces are considered and addressed in the design.
During design of project elements, review will be made by the MBTA and PDG to ensure
compatibility with existing systems. As construction and installation of systems is nearing
completion, tests and other checks will be made by contractors to ensure complete system
integration.
9.10 Reliability, Availability, Dependability and Safety
[Insert requirements]
10. Right-of-Way Acquisition
10.1 Overview
The Project will follow the procedures outlined in the MBTA Project Managers Manual.
Many MBTA projects require acquisition of property on a temporary and/or permanent basis.
Property acquisition costs sometimes represent a large percentage of the Project budget.
Accounting for property acquisition needs and costs early in a Projects design helps avoid
costly design modifications and change orders. This procedure describes how the MBTA
manages Real Estate Acquisition and explains how this process is integrated into the
development of the Project schedule and budget.
Some projects require acquisitions (fees, permanent easements, temporary easements,

licenses, etc.). An early and accurate understanding of property acquisition and easement
needs and costs allow the Project Manager to develop the most favorable land acquisition
plan and an accurate Project budget and schedule by the 30% design milestone. The
Project Manager works with the Acquisition staff to acquire a comprehensive understanding

222
of the Projects property acquisition needs and costs prior to submission of the Authorized
Budget and Schedule. The appraised property value serves as a basis for negotiation with
the landowner, and is also the value that is used if it is necessary to acquire property by
eminent domain.
It is intended that all acquisitions and/or temporary/permanent easement agreements be

completed prior to the advertisement of a construction contract.
10.2 Conceptual to 30% Design Property Acquisition Cost Estimates
Upon assignment to the project, the Project Manager recommends a Conceptual Budget
and Schedule. This recommendation must include an estimate of property acquisition and
appraisal costs. In order to ascertain these costs, the Project Manager meets with the
Acquisition staff to review anticipated property acquisition needs. The two explore issues
such as partial takings versus full takings, and permanent acquisition versus temporary
license. Following the meeting, the Project Manager requests that the Acquisition staff
provide a summary of the preliminary estimate of property acquisition costs based upon the
property acquisition plans to date. These costs may be determined through the utilization of
an independent appraiser and/or review of prior appraisal reports completed in the Project
area. Also a review of city or town assessors records may help to determine the preliminary
acquisition budget for the Project.
At the Preliminary Engineering completion milestone, the Project Manager and the Design
Consultant will have finalized all property acquisition needs. The Project Manager also
convenes at least one meeting prior to this milestone with the Acquisition staff and Design
Consultant (and Real Estate Consultant, as necessary) to review the acquisition plans and
explore less costly alternatives to those proposed.
The Project Manager then transfers the 30% design plans and an explanation of all property
requirements to the Acquisition staff. A Right-of-Way Agent is assigned to solicit an
independent appraiser to perform the appraisal assignment. Before receiving the appraisers
report, Acquisition staff meets with the appraiser to verify the assumptions and methodology
to see if it meets the requirements of the solicitation. After receiving the appraisal from the
Certified Appraiser, the Acquisition staff review it and clarify the assumptions and
methodology. Following the review, the Right-of-Way Agent assigns a Review Appraiser to
conduct a formal peer review of the assumptions and methodology underlying the first
appraisal and conduct a review of the first appraisal. The final recommendation of the
review appraiser (Final Appraised Value) is incorporated into the Authorized Budget and
Schedule and serves as the basis for negotiations with the landowner.
10.3 Negotiation of Final Appraised Value with Landowner
Acquisition staff forwards a formal offer to the property owner based upon the final
appraised value or fair market value and negotiations commence. If preliminary agreement
is reached, but the dollar amount established exceeds the Final Appraised Value, the
Project Manager follows the budget modification approval procedure defined in the
Authorization of Budget and Schedule procedure. Final agreement on price cannot be
reached until these approval processes have been completed and the appropriate
authorities of the MBTA approve the negotiated settlement.

223
10.4 License Agreements
Rather than permanently acquiring a property right, the MBTA may enter into a License
Agreement with the landowner whereby the MBTA is granted temporary use of property.
The Project Manager and Acquisition staff determines if the Project requires a License
Agreement prior to the 30% milestone. Any funds required for a License Agreement must
be incorporated into the Authorized Budget and Schedule and, if required, the approval
processes set forth in the Authorization of Budget and Schedule procedures are observed.
10.5 Eminent Domain
If the MBTA and the landowner are unable to agree upon a price for the property in
question, the MBTA acquires the property via the eminent domain process. All Orders of
Taking require Board approval. Any acquisitions will be identified during Preliminary
Engineering and will be subject to the following process:
Acquisition staff prepares a Board agenda item on the taking.

If the Board approves the Order of Taking, it must be recorded at the appropriate
Registry of Deeds within 30 days of the Board vote, pursuant to Chapter 79 of the
Massachusetts General Laws.
If there are any tenants on the property being acquired, Chapter 79Aof the
Massachusetts General Laws applies and each tenant must be given four (4) months
notice to vacate after the recording of the Order of Taking. In addition, each tenant is
entitled to relocation assistance in accordance with state and federal regulations.
Acquisition staff maintains all acquisition files for a period of at least three (3) years from
the sale of acquisition. If an action is filed regarding an Order of Taking, Acquisition staff
work with the General Counsels office.
11. Community Outreach Plan
Community outreach and public participation is a crucial element to the [insert project name]
Project. Its importance is so vital that the MBTA has assigned the Assistant General
Manager for Community Outreach as the liaison to government officials, stakeholders, the
media, and the general public. A detailed Public Participation and Community Outreach
Program has been developed for preliminary engineering and design, which outlines the
interfaces set up with stakeholders elected officials and government agencies. Basic
information on meetings and media interface is also included.
11.1 Community Outreach Program Objectives
The objectives of the community relations and public participation program are to encourage
an exchange of ideas and information on issues related to the project, including design
consensus, identify and resolve public issues and concerns as they arise, and generate
interest in and support for the [insert project name] Project. The MBTA and its consultants
will be responsible for the overall public affairs program that will be in effect for the projects
life-cycle.
The Community Relations and Public Participation Outreach Program is intended to work
alongside the technical and design work efforts and conform to MBTA policies. It requires a
careful mix of informational activities designed to inform stakeholders about the progress of

224
the project, and receive feedback from stakeholders that will improve the design and
mitigate impacts.
11.2 Community Outreach Program
During each phase, outreach activities will be scheduled and structured to reflect the
projects demographic and commercial diversity; and to facilitate open communications,
problem resolution, and consensus building.
The community relations and public participation plan is designed to address the concerns
of:
[insert City/Town]
Community-based organizations, neighborhood advocacy groups, and civic groups;
Elected officials, and government agencies
In addition, the program provides a forum for affected communities and other stakeholders,
allowing the Project Team to identify and address new or unanticipated local priorities and
issues.
The Public Outreach Plan will consist of the following:
Targeted stakeholder meeting

General information meetings for all stakeholders
Printed materials, including fact sheets, brochures, and newsletters;
Presentations, possibly including three dimensional models so that stakeholders may
better visualize outcome
11.3 Interfaces with Elected Officials and Government Agencies
The team will make certain that every agency involved in, or affected by, the project receives
all necessary information in a timely, accurate manner.
Contact with elected officials and federal, state, and local agencies will be coordinated
through the MBTA and its consultants.
11.4 Media Interface
MBTA Public Affairs will handle all media requests. The MBTA Project Manager will work
with the MBTA Press Office to provide information, materials, and any other support
required to assist with media briefings, announcements, and press releases.
12. Construction Program
The Project will follow the procedures outlined in the MBTA Resident Engineers Manual.

The [insert project name] Project organization will provide an integrated team of design and
construction professionals and it will emphasize safety, quality and on-time, within-budget

225
Project completion. Construction oversight services will be a key element of the

organization. The construction oversight staff will be active throughout the preliminary
design, proposal and award; final design, construction and post-construction phases of the
Project.
12.2 Pre-Award Activities

The involvement of the MBTA Design and Construction Managers during the pre-award
stage of the Project is crucial to ensure that constructability issues are addressed in the
preliminary design phase and in developing the methods and procedures to monitor the
construction.
During the preliminary design phase, the MBTA Design and Construction Managers and
their staff will be responsible for reviewing preliminary design documents for constructability
and interface issues, special construction conditions and compatibility with contractual
language and schedule requirements.
During the proposal phase, the MBTA Design and Construction Managers and staff will be
available to attend meetings, answer questions, tour work sites with prospective contractors,
review proposal cost estimates and schedules and assist in the development and issuance
of addenda related to construction as required by the MBTA Project Manager.
12.3 Prequalification of Contractors and Vendors

All Contractors and Vendors shall be prequalified according to the requirements set forth in
the MBTAs Procedures Governing Classification and Rating of Prospective bidders.
12.4 Coordination of Construction
12.4.1 Project Schedule

A CPM Project schedule with critical milestones will be developed and made part of the bid
documents. The CPM schedule is a cost-resource loaded schedule and will be used to
determine the progress on the work activities which will be the basis for partial monthly
payments to the Contractor. Upon contract award, the Contractor will be requested within
two weeks of notice of award, to sign off on the bid schedule or to submit requests for
modifications to the Project schedule. Upon review and acceptance, at the sole discretion of
the MBTA, of the Contractor requested modifications, a revised construction schedule will
be issued and monitored. The revised construction schedule will be issued within weeks
from notice of award. The CPM Project schedule will be structured and updated on a bi-
monthly basis by the Contractor and submitted to the MBTA.
12.4.2 Daily On-Site Meetings
The MBTA RE will hold daily meetings, as necessary, with the Contractors field staff to
discuss and coordinate operations scheduled for that day.
12.4.3 Bi-Weekly Meetings
The MBTA Project Manager and RE will conduct bi-weekly progress meetings with the
Contractors management and appropriate stakeholders and the design team to coordinate,
discuss, and resolve various Project issues such as:
Co-ordinate Monthly Activity,

226
Construction Progress and Schedule Revisions,

Material Procurement,
Design Issues,
Shop Drawing Submissions, and
Safety.
12.4.4 Establish Point of Contact

The Contractor will assign a staff person for all contract administration issues. Meetings will
be scheduled as required.
12.5 Change Management

The Project will follow procedures of the MBTA Change Order Guidelines.
At award, the design criteria, technical provisions, contract drawings, key schedule
milestones and the contractors cost proposal; constitute the contractual baseline from which
changes will be measured. Thereafter, any deviations from the contract baseline must be
carefully documented in order to effectively manage contract changes. During construction,
the MBTAs Resident Engineer (RE) will monitor changes by maintaining an accurate and
current record of the status of all change requests issued by the contractor and
subsequently-approved change notices. A summary report on the status of changes will be
compiled by the RE each month.
The RE will have the responsibility for reviewing Contractor change requests and making
recommendations. All change requests shall be reviewed by the Design Consultant. The
MBTA Project Manager will have the authority to approve changes via extra work orders or
change orders.
12.6 Verification, Testing and Acceptance

The MBTA will monitor and review the performance of the Contractors approved quality
program and will verify the design process and observe inspection and testing activities
associated with construction and manufacturing. The MBTA RE will have the authority to
perform its own inspection and testing of work to ensure that the work is in accordance with
the contract requirements. Noncompliance with contract requirements will be documented
utilizing the non-conformance reporting procedure.
After substantial completion of the contract, the contractor will formally request an inspection
of the work and a Project "punch list" will be prepared jointly by the contractor and the RE.
The RE will make a determination of final completion of the contract after all punch-list items
are resolved, and upon determining that:
All final permits, approvals, licenses, certificates, affidavits and authorizations for use
and occupancy have been obtained,
All record documentation, including as-built drawings have been submitted,
All operating and maintenance manuals have been issued, and
Proof that any claims or liens arising out of the work have been resolved or released.

227
Having confirmed that those conditions and all other contractual obligations have been met,
the MBTA RE will issue a Certificate of Final Completion to the MBTA Project Manager, who
will have the authority to approve final payment.
12.7 Warranties/Equipment Guarantees

The contract documents contain provisions requiring that the contractors warrant all work for
a period of one year. For those items placed into service prior to the end of construction,
the warranty period will continue for one year after the completion of construction. In
addition to the items listed in Subsection 12.4 above, the contractor will warrant that:
All work will be carried out according to the approved final design, using materials,
equipment, goods and employing workmanship that are of the quality required in the
contract documents, and
All work will comply with all applicable laws, regulations, and industry standards.
The Project Manager will ensure that the Contractors warranty and guarantee obligations
are met. Should the Project Manager discover or determine that a warranty or guarantee
issue exists, the Project Manager will notify the Contractor and the Contractor will have no
more than ten days to propose a method for correcting the problem. The Project Manager
will evaluate the Contractors proposal and if approved will make a recommendation for its
implementation to the Contracting Officer. The Contractor will then be required to perform
the corrective work using the most expedient means in order to minimize operational
disruption
13. Safety/Security
13.1 General Approach

The primary objective of the [insert project name] Project Safety Program is the well-being,
comfort, and security of patrons, travelers, employees and the general public. This program
emphasizes the early detection and elimination or mitigation of hazards and concerns during
the entire lifecycle of the project, including final design, construction, testing, startup, and
operations stages. This safety program will enhance and secure the Project site as well as
all interfaces with the surrounding community.
The program provides for an accident and drug-free workplace; employee safety training;
the use of prescribed safety equipment on the job site; construction accident reporting and
corrective actions; procurement of reliable equipment; safety programs for subcontractors;
safety certification checklists; accident investigations during start-up and operations;
preventive and corrective maintenance procedures; surveillance of all locations by MBTA
Police; supervised evacuation of patrons as required; and the coordination of emergency
response from police, ambulance and fire departments.
13.2 Design Safety and Security

The Project Manager and design and construction Contractors will be jointly responsible
for developing, implementing and maintaining a series of programs which control and
preserve safety and security during the final design stages. These programs will
continue into the construction and operating phases. The specific programs are:
Fire/Life Safety and Safety Design Reviews;

228
Systems Safety - Hazard Analysis;

Systems Assurance - Reliability Availability and Maintainability; and
Safety Certification.
The physical design of the [insert project name] will be checked and modified to ensure
protection from the effects of fire and smoke; ease of vehicular and pedestrian approach
and egress; elimination of vehicular and pedestrian blind spots, dead ends, or dangerous
intersections; adequate lighting; security surveillance by camera and security personnel;
backup power supplies; and compliance with the Americans with Disabilities Act.
The design and construction Contractors will be responsible for submitting Systems Safety
Programs which are comprised of various hazard analyses including preliminary, fault and
interface studies. Any system wide hazard or those that could result in serious injury will be
compiled into a Catastrophic/Critical Items List. These identified safety and security hazards
will be eliminated or minimized by design measures or through the use of safety devices or
procedures. System Safety Programs will also include a Hazard Reporting System and the
submission of Test Plans which will verify the effectiveness of the design with respect to
safety and security during the startup phases of the Project.
The [insert project name] Projects facilities will be designed using only proven methods and
equipment. The design will emphasize the use of interchangeable modular components and
the use of redundant, fail-safe systems whenever possible.
A Safety Certification Program managed jointly by the Project Manager and the design and
construction Contractors will assure that all safety related requirements have been correctly
translated into design criteria, specifications, drawings, calculations and sub-tier submittals,
and eventually the installed condition. Safety-related requirements are extracted from
design criteria and specifications. These requirements are compiled into checklists for each
contract. Every checklist item such as a test report or certificate of conformance must be
satisfactorily completed before operations commence.
The [insert project name] Projects construction site shall comply with all requirements of the
Federal Occupational Safety and Health Act of 1970, the MBTAs safety regulations and all
local laws, ordinances and regulations. To verify compliance with federal and local
requirements, the construction Contractors will submit Construction Site Safety Programs.
These programs specify that Contractors assign Safety and Security managers; define
interfaces and responsibilities of key personnel; and possess written procedures which
control the work site operations. Further program requirements include the formation of an
Emergency Response Team; safety and security drills; participation in the Fire/Life Safety
Committee; classroom training and certification of staff in safety and security matters;
hazard identification and elimination at construction sites; accident reporting systems;
substance abuse program; sub-tier safety programs; and periodic audits by the local fire
department.
Safety and security equipment employed at the sites includes entry barriers, perimeter
fencing, alarms, exterior lighting, identification badges, warning signs, helmets, footwear,
eye goggles, ear protection, safety harnesses, lifelines, gloves, knee pads, belts,
respirators, fluorescent garments and foul weather gear.
The Project will comply voluntarily with all municipal requirements for a site safety project.
The Project Manager will retain the services of a Site Safety Manager to oversee the
Contractors compliance with the Contractors safety programs.

229
13.3 Protection of MBTA Operations during Construction

In general, all of the subways/railroads will be in continuous operation throughout the
performance of the construction work. The railroads affected by the project include MBTA
[insert name of lines affected]. The safety and continuity of the railroads operation will be of
primary importance.
Where the project includes work across, over, under, or adjacent to active railroad tracks or
railroad right-of-way, the contractor will safeguard the traffic, tracks, and appurtenances, and
other railroad property affected by its work. Construction will be scheduled and executed in
a manner that will enable each of the railroads to maintain its full level of scheduled service
to the fullest extent possible.
The contractors will be required to submit for approval, plans, computations, a detailed
description of the construction procedures, and a schedule for accomplishing the work,
including methods of protecting railroad traffic.
Contractors employees working on the project will be required to attend a railroad and/or
MBTA safety training class. All personnel will comply with the rules and regulations and
safety requirements of the respective railroads throughout the project.
During the construction phase, the construction contractors will develop, maintain, and
implement a plan of operations for maintaining and protecting all passenger and pedestrian
operations, concessions, services, and flows. This plan will include working drawings
showing the placement of barricades and barriers as well as a detailed narrative describing
how the plan is to be implemented and how passengers and pedestrians will receive
advisories regarding routings and detours. This plan will also include information on the
location and installation of temporary directional signs. The plan will be coordinated with all
system and utility work plans. TV monitors, public address speakers, signs, and public
telephones will be placed in specific, affected areas.
14. Interagency Coordination
Effective coordination between participating agencies will be an important on-going activity

on the project. This section addresses the coordination process through the discussion of
the following key areas:
Interagency Agreements with Utility Providers

Tracking Interagency Inputs
Agreements with City and State Agencies
Protection of the MBTA Operations During Construction
Impact Mitigation
Easement Agreement
14.1 MBTA Interagency Agreements with Utility Providers

MBTA will enter into Cooperative and Force Account agreements with other agencies and
utility providers for the project. These agreements will provide the legal framework for the
project and the owners of the affected areas to identify, plan, design, rearrange, and
construct facilities in the most cost-effective manner. The agreements will also provide the
basis for identifying the scope of work; developing cost estimates; issuing work orders; and

230
authorizing costs and betterment credits, if applicable, and method of payment. They will
also define the parties responsible for executing the documented tasks associated with the
agreements and the funding source.
During the Preliminary Engineering design phase, the Design Team will coordinate with
utility providers to develop preliminary plans for the rearrangement of the affected utilities
and integrate these proposals with project plans. Utility and agency representatives will be
included in kick-off discussions for each construction contract and develop schedules for
rearrangement of impacted facilities.
During the Final Design phase, the Team will coordinate with utility providers to develop
detailed plans for facility rearrangements and integrate these plans into the construction
contract documents. Utility and agency representatives will be included in kick-off
discussions for each construction contract and develop schedules for rearrangement of the
impacted facilities.
The Design Team will coordinate the utility design with the [insert project name] Project
design team during the Project.
The major utility providers include:
[list utility]
[list utility]
[list utility]
[list utility]
14.2 Tracking Interagency Inputs
The Team will develop a master list of all involved agencies that require deliverables
whether it is for the approval of designs or the development and approval of the permits
necessary to maintain the projects progress. A list of contacts within the various relevant
agencies or within the departments of the same agency will be developed. This will ensure
that a comprehensive list of existing and planned future contacts is produced. Based upon
review of the list, an initial contact will be established via letter and meetings, as appropriate,
for each phase of the project. Based upon the initial contacts, required signoffs;
deliverables; and approvals for each department or agency will be identified and coordinated
with a master project schedule.
14.3 Agreements with City and State Agencies and Authorities
The project will establish procedures for [City/Town] (City) services and the relocation of City
facilities impacted by construction. The procedures will secure the citys assistance to the
project in the areas of public works engineering, hazardous waste control, traffic
engineering, and fire safety. Police services will be provided by the MBTA Transit Police.
The following are the major City agencies:
Department of Public Works;

Police Department (Coordination with the [City/Town] Police will be through the
MBTA Transit Police);
Fire Department; and
Office of Strategic Planning and Community Development.

231
XV. REFERENCES & CONTRIBUTORS
232
XV. REFERENCES
1. Jefferson Science Associate Project Control System Manual (2010)

2. Association for the Advancement of Cost Engineering International - Cost
Estimating & Budgeting; Basis of Estimate Recommended Practice #34R-05
3. General Services Administration P120 Project Estimating Requirements for
Public Buildings Service (2007)
4. American Association of State Highway and Transportation Officials -
Constructability Review Best Practice Guide (2000)
5. Department of Defense Earned Value Management Guide (October 2006)
6. Department of Health and Human Services Policy for Earned Value
Management (June 11, 2007)
7. Massachusetts Highway Departments Value Engineering S.O.P No. HED-09-
09-1-000 (2009)
8. PMI Project Management Body of Knowledge, Fourth Edition (2008)
CONTRIBUTORS
Horace Cooper, Director, CPE, PMP, CCM, PSP

Pierre Destouches, Project Controls Analyst
Sandra Sterlin, Staff Assistant
Stephen Stock, Intern
Adriana Echeverri, Project Controls Analyst, PSP
Courtney Lackard, Project Controls Analyst, PSP, CCE
Ashok Kaul, Project Controls Analyst
233

Project Controls Manual 2014-10-16 Issued Rev 4

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Controls Manual 2014-10-16 Issued Rev 4

Uploaded by

Copyright:

Available Formats

Massachusetts Bay Transportation

Design & Construction Department

III. PROJECT SCHEDULE. ................................................................................................................. 17

IV. EARNED VALUE MANAGEMENT DURING DESIGN ........................................................ 79

V. GENERAL MANAGER REPORTS ............................................................................................... 88

VI. ASSISTANT GENERAL MANAGER DESIGN REPORTS ................................................... 96

VII. ASSISTANT GENERAL MANAGER CONSTRUCTION REPORTS ..............................117

VIII. SCOPE MANAGEMENT........................................................................................................... 136

IX. RISK ANALYSIS ........................................................................................................................... 149

X. CONSTRUCTABILITY REVIEW ............................................................................................... 155

XI. VALUE ENGINEERING.............................................................................................................. 164

XII. LESSONS LEARNED ................................................................................................................. 175

XIII. PROJECT MANAGEMENT FILING SYSTEM ................................................................... 180

XIV . PROJECT MANAGEMENT PLAN ........................................................................................ 185

XV. REFERENCES & CONTRIBUTORS ..................................................................................... 232

Estimator Qualifications and Ethics 3

Cost Estimating and Management Practices 4

Cost Estimating Systems 11

Design and Construction Phase Cost Estimating 11

Delivery Methods and Deliverables 15

An engineers estimate is a critical part of the project development process since

Serves as a basis for probable construction cost

Accurate estimating is an important component of MBTAs cost-management

2. Estimator Qualification and Ethics

Project estimate submissions must be prepared by professional cost estimators.

The standards of practice described in the Canons of Ethics published by the

3. Due Diligence Expectations

3. Cost Estimating and Management Practices

1. Cost Management Principles:

Design within Budget

Unless otherwise specified in design-contract documents, the design engineer

Construction bids may be solicited only if the Estimated Cost of Construction at

Itemized Cost Management

Independent Cost Estimates

The consultant may be required to perform any of the following services

1. Review Requests for Proposals in order to develop an

Initial Project Estimate

*Lump-sum pricing is not acceptable without description and quantification.

During Construction Phase Services, estimates pertaining to Change Orders and

MasterFormat, a product of the Construction Specifications Institute (CSI), is the

MasterFormat is required when the design engineers estimator is providing

The following shall be shown as separate line items:

Project Managers must provide project estimates in Capital Management Group

Design and Engineering Land Acquisition

Project Budget Summary

Total Estimated Required

Total $169,000,000 ($3,664,986)

For construction estimates, up to and including 30%, it is acceptable to use unit

General Conditions and Profit

1. 30% Design Development An overall percentage allowance for the

2. 60% and 100% Design Development and Construction Document - It is

General Conditions: Comprised of itemized general requirements and

Mark-Ups: Comprised of general and administrative costs, profit,

Recommended Design Contingency Allowances

Escalation is the anticipated increase in the projects cost due to inflation

Demonstrate how mark-ups, contingencies, and escalation should be calculated

Reviewing and Reconciling Estimates

The estimate review meeting is held in conjunction with in-depth schedule

On projects for which MBTA requires the preparation of an Independent Cost

Any design-submission may include, but are not limited to:

cost estimates and reports

The purpose is to establish a cost management system that tracks budgets

1. Cost Estimates and Summaries

Initial Project Estimate