Project Update & The Success of the Integrated Project Management Office Metro Goldline East Extension Los Angeles January 19, 2007 ASCE Construction Institute Conference

The MGLEE Project The MGLEE is a six-mile, dual track light rail transit system extending the Pasadena Gold Line from Union Station to East Los Angeles. This $898 million project consists of elevated guide way, at-grade segments, 1.7 miles of twin tunnels, two portals, six at-grade stations and two underground stations. The traditional design-bid-build method of procurement was used for the tunnels and stations/portals excavation, while the design- build method of procurement was used for the at-grade segments, underground stations construction, track work and systems. Integral projects which are done by others are the 101 Freeway Structure (by Caltrans), the First Street Bridge Reconstruction (by City), the property acquisition and construction of New HS No. 1 (by LAUSD) the relocation and reconstruction of Ramona OHS (by LAUSD).

MGLEE ALIGNMENT

MGLEE Time Line The project was initiated in 2001 (environmental and preliminary engineering phase), final design and contract packaging for design-bid-build and design-build was completed in 2003, construction contracts awarded in 2004 and as of this writing, construction is more than 50% complete. The Revenue Operating Date (ROD) is scheduled for December of 2009.

MGLEE Entities  Los Angles County Metropolitan Authority (Metro)  Stakeholders (LADOT, Los Angeles County and City Public Works Agencies, Gas Company, SCE, SBC….  Consultants (Eastside Light Rail Partners: Parsons Brinckerhoff; Jenkins, Gales, Martinez; Barrio Planners)  Regulatory Agencies (CPUC, Caltrans, FTA, EPA)  Contractor: Eastside Light Rail Transit Contractors: Washington Group International; Obayashi Corp.; Shimmick Construction Company  Tunnel Sub-Contractor: Traylor Brothers  Utilities Sub-Contractor: Steiny Company  Design-Build Engineer: DMJM Harris/AECOM

Function/Goals of IPMO  Responsible for the design, construction, and start up of the Metro Gold Line Eastside Extension.  Select and Assign key personnel to the MGLEE Project in lieu of the standard matrix organization basis.  Demonstrate that the IPMO ensures the project is delivered on time and within budget.  Implements the goal to minimize the physical distance between the entities involved in the project by co-location.  Although a cooperative atmosphere is encouraged, it is important that staff of contract members is not subjected to pressure to forgo critical procedural requirements.  Provide QA staff to ensure policies and procedures are followed

Development of the IPMO Based on Lessons Learned from previous projects, Metro Project Management explored and adopted a different management approach on the MGLEE, namely the “Integrated Project Management Office (IPMO).

IPMO Structure  Consists of the following:  Engineering  Construction Management  Safety, QA  Planning  Cost and Schedule  Configuration Management  Public Affairs  Environmental  Third Party (Stakeholders) Coordination

MGLEE IPMO Site Plan Contractor Parking and Lay down Area Contractor Field Engineering Underground Structures Metro Administration Metro Engineering Contractor D/B Engineering QC Contractor Parking and Lay down Area To Downtown To County Area To City Area To101 FWY Bridge & !st St. Bridge

Selection of Key Personnel  Expertise in their respective disciplines  Committed to the Project until completion  Must have the necessary Personality and Flexibility for comingling with others  Must be able to “think out of the box” and be proactive in their daily duties

Advantages of IPMO  Reduced Management costs through elimination of redundant positions  Eliminates re-work of technical submittals and ensure the development of a consistent quality design submittal  Improves communication and coordination  Fosters team spirit and teamwork  Promotes a more conducive atmosphere between the entities  Allows for the elimination of perceived barriers between the entities  Accelerates resolution of issues  Results in more efficient project execution  Ensures the free flow of information between entities

Factors working against an effective IPMO to be overcome  Inability of large design groups to relocate key elements of their staff, such as the D-B design team remained in Downtown L.A., close to its major designer, DMJM Harris, although this office was an integrated office, including Budget, Scheduling, Records Control, Engineering Design ( Civil, Structural, Trackwork, Utilities, Architectural, Electrical, Mechanical ). ( Continued )

Factors, continued  Inability of small, highly specialized design groups to relocate any staff, such as Traffic, Systems (Mechanical, Electrical, Communication, Rail Operations, and Fire Safety ), primarily for the need to keep their designers and computer drafting operations in one cost-effective location. Most of these groups are outside L.A., i.e. Orange County, San Diego, Northern CA, Arizona, NY, and elsewhere.