- ?l .. Replacement Mcdicai Center. Eastern Colorado Health Care System, Denver, CO PROJECT MANAGEMENT PLAN . FOR REPLACEMENT MEDICAL CENTER EASTERN COLORADO HEALTH CARE SYSTEM AURORA. COLORADO Department of Veterans Affairs Of?ce of Construction and Facilities Management West Region September 2011 Revision Date.- 09/18/11 Page I of 31 Replacement Medical Center Denver - 09-18-11.doc Exhibit No.: it Replacement Medical Center, Eastern Colorado Health Care System Denver, CO 10. RISK MANAGEMENT Risk is de?ned as ?an uncertain event or condition that, if it occurs, has a positive or negative effect on a project?s objectives.? We recognize the inherent risk associated with this and all projects. Our plan is to maintain a Risk Log containing the issues and establishing a risk level value of ?high?, ?medium?, or ?low? to be associated with each, which is in relation to the amount of effect on the project. Our Risk Strategy will be to mitigate risks and lessen the impacts through effective management. One means of mitigating risks that arise is to issue Changes to the contract in accordance with the FAR. 10.1 RISK LOG RISK pun Monitoring Prob abth lmpa RISK ct Mitigation Strategy (H.M, (HM, Prio Frequency of Evaluation l. of Risk. - Project Scope Problem with scope and design management has caused bud et overruns Project Team em bers Unclear if there is suf?cient Extensive VE required. see budget section below ongoing staf?ng to ef?ciently process Deva'op Project ongoing submittais/ CO requests Staff plan is focused on . Develop staf?ng plan with Project mg? Exec and SREs that includes I . pp appropriate levels of admin support ongoing sta?' BSpec'a?y In the areas and document control and inspectio' of cost. schedule. inspection sewlces and administrative support. ?ggf?gg?fgff??ggrze Review KT's JV agreement; establish mgmbers in Ierms of Ill staf?ng plan that brings Turner Healthcare expertise to team healt?hgre eitpe?lse Project Team Roles and . - Responsibilities need better Final'ze Team Roms and ongoing de?nition Quality Process Procedures No formal quality mobilization conducted Responsibilities Establish a Quality Council made up of Owner. Architect and Contractor rgpresentaiives irregular and incomplete communication amongst team members. Establish regular team meetings to inform all team members of status of Revision Date.- 09/18/11 Replacement Medical Center Denver PMP - 09-18-11. doc Page 25 0134 AWE Replacement Medical Center, Eastern Colorado Health Care System, Denver, CO contracting approach for does not ?t existing procedures which is complicated by VA culture that does not encourage or ls comfortable with new approaches Convert to a ?xed price contract that tits with VA culture and expertise or re-caiibrate expectations to administrate a Firm Target Price effectively (EVMS) Procurement ch represents new i No objective evidence that Contractor's pro-qualification process for subcontractors is in the best interest of the VA There is no master schedule for the entire project Insist that KT provide such evidence or allow owner input into the process VA should develop its own schedule or insist that all key milestones be added to Contractor?s schedule No buy-in of schedule by the entire project team; Perform detailed scheduling charrette Contractor forecas?ng to agree upon Master Project completion dates beyond Schedule and Milestone Log date approved by VA Contractor developing . scheduling assumptions that Perform detailed scheduling charrette VA may not be able to to agree upon Master Project support. laying grounds for Schedule and Milestone Log delay claims. FTP proposal is based on an outdated schedule Insist that FTP be tied up-to?date schedule Review VA procurement process with In delays. inefficiency. rework, defects and cost overmns Political Matters Dif?culty in gaining approval from Of?ce of General schedule, no up-to-date submittai schedule Work collaboratively with 060 and the external stakeholders to develop Lack of a clear procurement . hold activation planning and coordination plan of 0333:6233: nge?gnt sessions, incorporate could impact cost! informamn' mm Mgster Project results into master schedule Schedule schedule Poor coordination of designs and specifications could . . Insist that AE employ better QAIQC . result In change orders. cost ongorng growth, delays and before release on documents construction defects Contractor was very slow to start Inadequateg comm and work and after they did have made coordination of work resulting many m'stakes' No appmved ongomg 6011:1313 )ifor mp? no :88 9f 7 an action plan for how to accomplish ongoing the offsite improvements needed Revision Date.- 09HM1 Page 26 af34 ReplacementMediL-al Center Denver PMP - 09-18-11.doc Replacement Medical Center, Eastern Colorado Health Care System, Denver, CO Continue to keep Congress infarmed I of progress; explain reasons for delay; do not allow pressure to drive decisions that could drive - costs Pressure from Congress and others to show progress in the field ongoing Hold budget sessions to clarify what budget/bid estimates based on incomplete design Project is over budget should be done (VE, budget ongoing modi?cation etc.) Architect does not believe Insist that appropriate VE be done ongoan . there is a budget problem quickly Design is inconsistent with Architect must be reigned in and the Owner's budget and cost instructed to change designs to meet ongoing objectives budget Contractor has raised forecasted cost of project Once budget reconciliation is during design phase with no complete, establish process for notice and in large tracking cost/schedule impacting on Gin increments; does not appear changes with Contractor. discuss and 9 to have mechanism for document in team procedures tracking changes and meetings notifying Client. Contractor has included a $31 m" targeted mama" i" Owner should insist on a written the proposal has not ex lanation from the Contractor explained where this savings will come from Contractor not being - aggressive in working with instruct Contractor to be more on Din Design Team in eliminating assertive with design team 9 forecasted bud ove Negotiate lower rate with Contractor Combustion start before the 09 not wink stanlwork'basgesd 0" design and speci?cations are ate 5198 Eng . documents), on com plate 100% . complete. resulting in ., ongorng "For Construction documents from Architect before releasing work to unforeseen conditions Cost Management inadequate or missing cost management strategy: limited access to project financiais Contractor No design contingency in Examine and possibly redistribute construction budget I no avalable funds to ensure entire construction contingency for project can be completh without additional funds from Con :4 Estab?sh and manage to Roles and Responsibilities Matrix, with clear accountability for cost management VA Medical Center selection and procurement of could impact cost! schedule DevelOp Master Project Schedule with Med. Center participation; monitor progress once schedule greed upon . Contractor may attempt to take docurieaisio??r?tifm?iosof sew rformed work work: establish procurement plan p8 durinlbudget reconciliation process Emulsion Date: 09/18/11 Page 27 of 34 Replacement Medical Center Den var PW 09-13-11.doc Replacement Medical Center, Eastern Colorado Health Care System, Denver, CO VA staff is extremely security conscious. to the point of . Address during Roles. withholding key Information Responsibilities, and Procedures from members of the project reviews team No CA contract with the Resolve AE's cost, scope and architect for construction expectations quickly to get Architect admin services under CAggreement ASAP Failure to formally communicate. particularly in writing, with the contractor Develop rigor for formally responding during construction regarding to all communications during Roles. the issues that later form the Responsibilities. and Procedures basis of the owner's discussions. complaint against the contractor . 7 Through a robust Roles and Slow or unclear declsion- Responsibilities discussion, making! lack of determine how the team can avoid responsiveness bottlenecks and slow decision making and improve responsiveness VA has unique software Work to change to better software or systems which make the work ill at least optimize processes around less ef?cient. existing software 11. ISSUE MANAGERIENT This Issue Management Plan will ensure that sung; items requiring attention will be addressed properly, while the Risk Plan will be used" to track potential or future items. Our goal for this Plan will be to ensure that issues are fully understood, tracked, and raised to the appropriate level for resolution. . 0? Issues are identi?ed, evaluated, and addressed for resolution. 0 Issues will be assigned tracking numbers and suspense dates. 0 Any issue resolutions that affect the scope of the project, will go through the change process. 0 Issue and resolutions will be documented and distributed to the members of the PDT. 11.1 ISSUE LOG - The Issue Log will be maintained in the Paragon database system for construction. Each issue will be assigned a Request for Information (RFI) number or a De?ciency and Omission Log (DOL) tracking number and ?le. 12. ACQUISITION MANAGELIEN The design was awarded under a VA contract. Conventional facility construction will be based on the detailed design plans and speci?cations developed by the NE. The VA contract was awarded using an ch process. The pro?construction services were awarded to Kiewit?Tumer, a joint venture between KieWit Construction and Turner Construction Co. There are seven construction contract line item numbers in the contract for completing of all construction work. Revision Date: 09/18/11 Page 28 01'34 Replacement Medical Center Der-r var - 09-18-11.doc