Construction of the #7 Line Subway Extension Project New York September 17, 2018
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1 Construction of the #7 Line Subway Extension Project New York September 17, 2018 Saibal Basuroy, PMP Project Controls Director, Hill International Inc.
2 Disclaimer This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the MTA Capital Construction are prohibited. The opinions expressed and presented in the following presentation are solely the speakers point of view and may not necessarily be considered the opinions of the employer 2
3 AGENDA Project Overview Project Budget Schedule Control Challenges & Lessons Learned Q&A 3
4 PROJECT OVERVIEW 4
5 HOW IT STARTED Original proposal for Jets Stadium & NYC s 2010 Olympics bid, failed to receive approval Loss of 2010 Olympic bid turned into Urban Planning Adventure 5
6 HOW IT STARTED Rezoned into vibrant, transit-oriented, pedestrian-friendly, 50- million-sf, multipurpose district Apartments & hotels Offices Cultural & community facilities Public open space 6
7 PROJECT ALIGNMENT 7
8 PROJECT ALIGNMENT 8
9 NO. 7 LINE SUBWAY PROJECT FACTS 1.5 miles of tunnels Terminal at 11 th Ave & 34 th Street Funded by New York City Hudson Yards Development Corp. Cost: $2.4B 9
10 NO. 7 LINE SUBWAY PROJECT FACTS Construction began December 2007 Completed tunneling April 2012 Opened for revenue service September 2015 Secondary entrance is under construction at 11 th Ave & 34 th St. 10
11 PROJECT PARTNERS Parent Agency MTA Project Manager MTACC Owner/Operator/Maintainer NYCT Design Consultant PB (WSP) Construction Management HLH7 Hill International, LiRo & HDR 11
12 STAKEHOLDERS City Representatives Hudson Yards Dev. Corp. Funding Hudson Yards Infrastructure Corp. Community Boards Developers NY City & State Agencies Jacob Javits Convention Center Amtrak Consolidated Edison Others 12
13 FUNDING Hudson Yards Infrastructure Corp. issued $3B bonds, project fully funded $2B subway construction $100M contingency $900M parks, streets, property acquisition Funded by the City of New York 13
14 FUTURE DEVELOPMENT Due to 2005/2009 re-zonings, Hudson Yards can hold: 25-million SF of new office development 20,000 units of new housing 2-million SF of new retail 3-million SF of new hotel Demand for development will result in full build-out by
15 CONTRACT PACKAGING Running Tunnels Site L Ventilation Building Site J Ventilation Building & Station Entrance Site K Ventilation Building Systems & Finishes Secondary Station Entr. (Site P) 15
16 DELIVERY METHOD Running Tunnels Single Bid, Negotiated Site L Ventilation Building Low Bid Site J Ventilation Building & Station Entr. Low Bid Site K Ventilation Building Low Bid Systems & Finishes Low Bid Secondary Station Entr. (Site P) Low Bid 16
17 17
18 BUDGET & COST CONTROL 18
19 PROJECT BUDGET 2006 Budget (Subway Only) - $2.1B 2017 Additional Non-Subway Work - $300M Total Budget - $2.40B 19
20 PROJECT BUDGET Major Categories % of Project Cost Construction 83% Design 7% Construction Management 6% Contingencies 4% Total 100% Subway Related Cost - $2.1B Non-Subway Related Cost - $300M 20
21 CONTRACTS 21
22 IN CONSTRUCTION CONTRACT DESCRIPTION COST (millions) % COMPLETE Notes Site L C RUNNING TUNNELS $1, % Completed5 months early & $600M under budget C SITE L(Vent. Building Structure) $58 100% Completed Under Budget 34 th St. Station Site K Site P Site J C SITE K(Vent. Building Structure) C SITE J(Vent. Building & Main Station Entrance Structure) $58 100% Completed 3 months early and Under Budget $ % Completed Under Budget C FINISHES & SYSTEMS $ % Sept. 13, 2015 (Revenue Service) Sub-total Revenue Service $1, % Site A C SiteP (Structures and Systems, Secondary Entrance) $ % RevenueService August 31, 2018 TOTAL $2, % 22
23 MEASURE & MONITOR EXPENDITURES $2.3B+ disbursed to date Prompt payment for each invoice Peak monthly payment - $50M to contractors Negotiate changes of $65M, includes credits 4-of-6 construction contracts completed under budget Develop baseline budget & cash flow for each line item 23
24 MEASURE & MONITOR EXPENDITURES Track actual against plan Perform trend analysis Revise budget allocation, based upon trend Forecast Estimate-At-Completion (EAC) 24
25 25
26 1.28 Construction of Running Tunnels and Station Structures Number 7 (Flushing) Line Extension - A Division (IRT) Borough of Manhattan Cost Performance Index (CPI) Expenditure Nov/07 Dec/07 Jan/08 Feb/08 Mar/08 Apr/08 May/08 Jun/08 Jul/08 Aug/08 Sep/08 Oct/08 Nov/08 Dec/08 Jan/09 Feb/09 Mar/09 Apr/09 May/09 Jun/09 Jul/09 Aug/09 Sep/09 Oct/09 Nov/09 Dec/09 Jan/10 Feb/10 Mar/10 Apr/10 May/10 Jun/10 Jul/10 Aug/10 Sep/10 Oct/10 Nov/10 Dec/10 Jan/11 Feb/11 Mar/11 Apr/11 May/11 Jun/11 Jul/11 Aug/11 Sep/11 Oct/11 Nov/11 Dec/11 Jan/12 Feb/12 Mar/12 Apr/12 May/12 Jun/12 Jul/12 Aug/12 Sep/
27 CHANGE ORDERS Number of change orders 360 (approx.) Total change order value. $65M (approx.) Change order % vs. Construction cost 3.25% (approx.) 27
28 Change Order Keys: CHANGE ORDERS Identify potential change orders/rfis Evaluate each change was warranted Negotiate each change order Track each credit change order Minimize time impact claims 28
29 SCHEDULE CONTROL 29
30 OVERALL SCHEDULE Original duration 78 months Revenue service achieved 9/13/15 No schedule contingency No additional time added for: Late property acquisition Non-subway work ($300 Million) Developers changing their requirements that impacted the Subway work 30
31 OVERALL SCHEDULE Integrated project schedule (IPS) Included all aspects of work Schedule for each contract Largest schedule 7,000+ activities Updated weekly & monthly 31
32 OVERALL SCHEDULE Identify critical paths Identified Opportunities Identify delays, potential delays, & mitigation measures Created what-if schedules 32
33 Nov/07 Dec/07 Jan/08 Feb/08 Mar/08 Apr/08 May/08 Jun/08 Jul/08 Aug/08 Sep/08 Oct/08 Nov/08 Dec/08 Jan/09 Feb/09 Mar/09 Apr/09 May/09 Jun/09 Jul/09 Aug/09 Sep/09 Oct/09 Nov/09 Dec/09 Jan/10 Feb/10 Mar/10 Apr/10 May/10 Jun/10 Jul/10 Aug/10 Sep/10 Oct/10 Nov/10 Dec/10 Jan/11 Feb/11 Mar/11 Apr/11 May/11 Jun/11 Jul/11 Aug/11 Sep/11 Oct/11 Nov/11 Dec/11 Jan/12 Feb/12 Mar/12 Apr/12 May/12 Jun/12 Jul/12 Aug/12 Sep/12 Schedule Performance Index (SPI) Expenditure
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37 IMPORTANT MEASURES All schedules were cost & resource loaded Developed Testing & Commissioning (T&C) schedule T&C schedule was included with bid solicitation T&C schedule allowed time for MTA Reps to witness test 6 levels of tests for each equipment Measured progress on Physical % Complete & Earned Value 37
38 IMPORTANT MEASURES Contractor s monthly payment conditioned upon monthly schedule update Coordinated using BIM 4D modeling Mitigation strategies: Fast tracking or concurrent activity Crashed durations when possible Created additional float in schedule OT, weekends, double & extended shifts 38
39 RESULTS Tunnel contract completed 5 months ahead of schedule Ensured follow-on Systems & Finishes contractor had on-time or early access 39
40 UNIQUE STEPS TAKEN Added bonus sharing feature for accelerated completion Minimized changes Dispute Resolution Board for tunnel contract Developed What-if contracting & construction scenarios during contract packaging 40
41 LESSONS LEARNED Begin with project end in mind Manage by measuring Treat contractors/vendors/consultants as extended family Involve Operations & Maintenance from the start Limit last minute changes 41
42 DEVELOPMENT IS ONGOING IN A BIG WAY 42
43 ABOUT 10 YEARS AGO 43
44 ABOUT 6 YEARS AGO 44
45 Recent Development 45
46 Recent Development 46
47 Recent Development 47
48 Recent Development 48
49 Recent Development 49
50 Recent Development 50
51 Recent Development 51
52 Recent Development 52
53 Recent Development 53
54 Recent Development 54
55 Recent Development 55
56 Recent Development 56
57 Recent Development 57
58 Recent Development 58
59 Recent Development 59
60 Rendering Future Development 60
61 FUTURE OF HUDSON YARDS 61
62 QUESTIONS 62
63 Contact Details: Saibal Basuroy, PMP 63
64 THANK YOU 64
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