Construction Risk Management Plan

Pontoon Construction Project
Project Management Plan

July 2009
Part 1: Preconstruction
Submitted by:
Julie Meredith
SR 520 Program Director
SR 520 Bridge Replacement and HOV Program
Washington State Department of Transportation
600 Stewart Street, Suite 520
Seattle, WA 98101
Table of Contents
1. PROJECT ENDORSEMENT 5
2. PROJECT SCOPE 7

2.1 TEAM MISSION/ASSIGNMENT 7
2.2 MAJOR MILESTONES 7
2.2.1 PRE-CONSTRUCTION PHASE 7
2.2.2 CONSTRUCTION PHASE 8
2.3 PROJECT BOUNDARIES 8
3. TEAM ALIGNMENT 10

3.1 TEAM IDENTIFICATION 10
3.1.1 PONTOON CONSTRUCTION PROJECT DESIGN OFFICE 10
3.1.2 EXTERNAL PARTNERS 11
3.1.3 FEDERAL HIGHWAYS ADMINISTRATION (FHWA) 13
3.1.4 SR 520 BRIDGE REPLACEMENT AND HOV PROGRAM 13
3.1.5 WSDOT HQ SUPPORT 13
3.2 PROJECT ORGANIZATIONAL CHARTS 14
3.3 ROLES AND RESPONSIBILITIES 17
3.3.1 INTEGRATED PROJECT TEAM 17
3.4 MEASURES OF SUCCESS – PROJECT METRICS 21
3.5 OPERATING GUIDELINES 22
4. PROJECT CONTROLS AND ACCOUNTABILITY 24

4.1 PROJECT MANAGEMENT STRATEGY 24
4.1.1 FINANCIAL PLAN 24
4.1.2 CONFLICT RESOLUTION 25
4.2 PROJECT CONTROLS 27
4.2.1 CHANGE PROCESS AND DOCUMENTATION 27
4.2.2 SCHEDULE MANAGEMENT 28
4.3 AUDIT SERVICES 34
4.4 SR 520 BUSINESS MANUAL 35
4.5 SR 520 OFFICE OPERATION AND PROCEDURES MANUAL 36
4.5.1 PROJECT METRICS 36
4.5.2 EARNED VALUE REPORTING 36
4.5.3 STAFFING PLANS AND FORECASTS 36
5. RISK MANAGEMENT PLAN 38

5.1 RISK MANAGEMENT APPROACH 38
5.2 RISK-BASED COST ESTIMATING 38
5.3 RISK MANAGEMENT MATRIX AND RISK RESPONSE 39
5.4 SCHEDULED RISK ASSESSMENT 41
6. COMMUNICATIONS PLAN 42

6.1 COMMUNICATIONS PROGRAM OVERVIEW 42
6.2 COMMUNICATIONS PLAN 42
Pontoon Construction Project – Project Management Plan

Data Date: July 2009 Page 1
6.3 EXTERNAL COMMUNICATIONS 42
6.3.1 KEY AUDIENCES 42
6.3.2 TOOLS AND TECHNIQUES 45
6.4 INTERNAL COMMUNICATIONS 48
6.4.1 OVERVIEW 48
6.4.2 AUDIENCE 49
6.4.3 TOOLS AND TECHNIQUES 49
7. QUALITY PLAN 51

7.1 DESIGN QC/QA PLANNING 51
8. TRANSITION PLAN AND PROJECT CLOSEOUT 53

8.1 PROJECT PHASES 53
8.1.1 ENVIRONMENTAL AND PRELIMINARY DESIGN 53
8.1.2 CONSTRUCTION 55
8.1.3 TRANSITION BETWEEN PHASES 56
8.2 PROJECT CLOSEOUT 56
9. PROJECT DOCUMENTATION MANAGEMENT 58

9.1 PROJECT FILE 58
9.1.1 DOCUMENT CONTROL 58
9.1.2 DESIGN DOCUMENTATION PACKAGE 59
9.1.3 ADMINISTRATIVE RECORD 59
10. OTHER REQUIREMENTS 60

10.1 VALUE ENGINEERING, VALUE ANALYSES, AND CONSTRUCTABILITY RISK
MANAGEMENT PLAN 60
10.2 RIGHT OF WAY 60
10.3 PROCUREMENT AND CONTRACT MANAGEMENT 61
10.3.1 INNOVATIVE PROCUREMENT STRATEGIES 62
10.3.2 CONTRACT MANAGEMENT 62
10.3.3 AUTHORITY DELEGATIONS 62
10.3.4 DISADVANTAGED BUSINESS ENTERPRISES (DBES), MINORITY AND WOMEN-
OWNED BUSINESSES, AND SMALL BUSINESS PROCUREMENTS 62
10.3.5 PROTEST PROCEDURES 63
APPENDIX A: SR 520 PROGRAM CHARTER
APPENDIX B: PONTOON CONSTRUCTION PROJECT INTEGRATED SCHEDULE SUMMARY
APPENDIX C: PONTOON CONSTRUCTION PROJECT WORK BREAKDOWN STRUCTURE
APPENDIX D: CURRENT PONTOON CONSTRUCTION PROJECT RISK ASSESSMENT MATRIX

INTRODUCTION
This document is the Project Management Plan for the SR 520 Bridge
Replacement and HOV Program’s Pontoon Construction Project. The Pontoon
Construction Project is one of several projects that make up the larger corridor
construction effort.
The Pontoon Construction Project will be constructed as a Design-Build project.

This Project Management Plan is presented in two parts in order to describe the
adjustment in approach after the Design-Build contractor has been added to
project team.
Part 1 of the project management plan describes project management for
preliminary engineering activities up to award of the design-build contract
in January 2010. For the most part, schedule dates that are presented in
Part 1 are the assumed dates that were used for development of the
Design-Build Request for Proposals. In some instances, notation has been
added to this document to provide updated information for clarification of
delivery status. However, the reader is advised that Part 1 was completed
in April 2009 and applies primarily to activities through January 2010.
Except for the limited updates described above, Part 1 has not been
revised beyond that time frame because project management from that
point forward is described in Part 2.
Part 2: Design-Build Construction Project

Part 2 of the project management plan is a second volume and describes
project management including the role of the design-build contractor.
Completion of the final design and construction of the project are both
included in the design-build phase.

2. PROJECT SCOPE
The purpose of the Pontoon Construction Project is to expedite construction of
pontoons needed to replace the existing traffic capacity of the Evergreen Point
Bridge. The pontoons will be stored in case they are needed for catastrophic
failure response, or until they can be incorporated into the proposed Evergreen
Point Bridge replacement.
To achieve this purpose, WSDOT is proposing to build a new casting

basin facility that could accommodate simultaneous construction of
multiple pontoons. WSDOT would retain ownership of the facility at
least until it is determined whether the facility would be needed to
construct the additional pontoons needed for the proposed SR 520, I-5 to
Medina: Bridge Replacement and HOV Project. A secondary purpose of
the SR 520 Pontoon Construction Project is to ensure access to the
proposed facility if it were needed to build pontoons for unforeseen
WSDOT floating bridge repairs or replacements.
2.1 Team Mission/Assignment

The Pontoon Construction Project Team’s mission is to expedite pontoon
construction for replacing the Evergreen Point Bridge in case of catastrophic
failure, while at the same time incorporating best engineering practices,
developing the most cost effective design, and minimizing effects on the
environment.
2.2 Major Milestones

The following major milestones apply to the Pontoon Construction Project.
Completion dates provided are based on the April 2009 Pontoon Construction
Schedule. (Updates to the construction schedule are provided based on October 2010
information):
2.2.1 Pre-Construction Phase

 Project Definition Complete .......................... May 2008
 Begin Preliminary Engineering ..................... July 2005
 Environmental Documentation Complete ..... August 2010
Update, December 2010: FEIS published in December 2010. ROD to be signed in
January 2011.
 Right of Way Certification ............................. June 2010

 Request for Qualification (RFQ) ................... June 2009
 Request for Proposal (RFP) ........................ August 2009
 Announce Best Value/Bid Opening .............. December 2009

2.2.2 Construction Phase
 Contract Award ........................................... January 2010
 Contract Execution ...................................... March 2010
Update, December 2010: Contract was executed in February 2010.
 Construction ................................................. December 2010 – April 2014
Update, December 2010: Physical construction of the casting basin is scheduled to begin
after all permits are received, which will be two to four months after ROD is signed.
Pontoons to be complete before approximately June 2014.
 Final Contract Completion ............................ March 2014
Update, December 2010: Contract and project closeout to be completed by the end of
2014.
2.3 Project Boundaries

The new casting basin will be built on one of two potential sites in Grays Harbor
County. One site is located within the City of Hoquiam, and the other is in the
City of Aberdeen. WSDOT has signed options to purchase both privately owned
sites. WSDOT has identified the Aberdeen Log Yard as the preferred site for
pontoon construction. Purchase of this site is expected in the fall of 2010.
(Update, December 2010: The Aberdeen Log Yard site was purchased in November 2010.)
The casting basin and project pontoons will be constructed at the newly
purchased site in Grays Harbor County. The Concrete Technology Corporation’s
facility in Tacoma has been provided to the construction industry as addition
pontoon construction capacity, but will require a complete ESA Analysis if
utilized. Based on the schedule described above, all project pontoons will be
complete by early 2014 and ready for use in case of a catastrophic event on the
existing SR 520 Evergreen Point Bridge.
The 2010 Legislative supplemental budget provided $2.641 billion for the SR 520
Program with intent to complete a new floating bridge across Lake Washington
and Eastside corridor. Of the total program funding, the Pontoon Construction
Project will receive approximately $591 million to complete all work and deliver
pontoons into storage for use on the SR 520 floating bridge. The approximate
allocation of funds to each project phase is as follows:
 Preliminary Engineering – $43 million

 Right of Way – $7 million
 Construction – $541 million

Figure 1: Pontoon Construction Project Map

3. TEAM ALIGNMENT
To achieve the SR 520 Program goals and objectives as effectively and
efficiently as possible, WSDOT has formed an integrated project management
team composed of state staff and partners, such as consultants and contractors.
Integrated team members work side-by-side in a collaborative environment. The
integrated team structure was initiated to bring the best people together to work
seamlessly toward successful completion of the complex and costly SR 520
Program.
Timely communication with no surprises is critical to successful delivery of the

Pontoon Construction Project. Project designers and environmental planners
work together in a co-located Pontoon Construction Project Design Office.
Regularly scheduled communication meetings are held between 1) internal
project team members, 2) project managers and SR 520 Program senior
management, 3) project managers and regulatory agencies, 4) project managers,
FHWA managers and WSDOT HQ staff, and 5) project managers and internal
project team members. Successful team alignment depends on a commitment
from all team members to actively communicate at all times. This takes much
work and planning by all.
3.1 Team Identification

During preconstruction activities for the Pontoon Construction Project, the project
team consists of the following groups:
 The Pontoon Construction Project Design Office

 The SR 520 Bridge Replacement and HOV Program
 WSDOT HQ Support
These groups are involved in work planning, and schedule development and
maintenance.
3.1.1 Pontoon Construction Project Design Office

The Pontoon Construction Project Design Office consists of a staff made up of
both state and consultant resources. The following disciplines and specialty
services are participating in the Pontoon Construction Project Team:

x Access x Local Agencies
x Bridge & Structures x Maintenance
x Construction x Materials
x Consultant Liaison x Program Management
x Design & Plans Review x Public Information Office
x Environmental x Real Estate Services
x Geographical Services x Right-of-Way
x Geotechnical Services x Traffic
x Hydraulics x Utilities
3.1.2 External Partners
3.1.2.1 Pontoon Construction Project Agency Coordination Team

As required by the Safe, Accountable, Flexible, Efficient Transportation Equity
Act: A Legacy for Users (SAFETEA-LU) the Pontoon Construction Project
Agency Coordination Team (PCPACT) provides a forum for ongoing
collaboration with regulatory agencies and tribes. The PCPACT aims to make the
environmental review process more efficient and timely, while enhancing
interagency coordination.
The PCPACT is currently focused on NEPA and ESA compliance and will later
shift to project permitting. SAFETEA-LU overlays a procedural process on
traditional NEPA coordination, including creation of a group of “Participating
Agencies,” in addition to “Cooperating Agencies.” SAFETEA-LU also establishes
specific review and comment points prior to issuing a draft environmental impact
statement. The additional steps include:
 Public and agency involvement when developing the project’s purpose

and need.
 Public and agency involvement when developing project alternatives.
 Collaboration with the participating agencies in determining the
appropriate impact assessment methodologies to be used and the level of
detail required for the analysis of alternatives.
The PCPACT meets bi-monthly as a large group to exchange information and
develop strategies to advance technical work on specific project topics. The team
is supported by technical working groups, which are formed as needed to
address issues in more detail. Technical working groups have been convened on
topics such as pontoon moorage, ecosystems, water resources and the built
environment. Issues may also be elevated to staff and agency decision-makers,
as needed, to resolve conflicts.
Implementation-level staff from the following entities have been invited to attend
regular PCPACT meetings to receive project updates, note topics of concern and
convene appropriate technical working groups:

Federal Agencies
 Environmental Protection Agency

 Federal Highway Administration (co-lead agency)
 NOAA Fisheries
 U.S. Army Corps of Engineers
 U.S. Coast Guard
 U.S. Fish and Wildlife
State Agencies
 Department of Archaeology and Historic Preservation

 Department of Ecology
 Department of Fish and Wildlife
 Department of Natural Resources
 Department of Transportation
Local Authorities
 City of Aberdeen
 City of Hoquiam
 Grays Harbor County
 Port of Grays Harbor
Tribal Authorities
 Quinault Indian Nation

 Shoalwater Bay Tribe
 The Confederated Tribes of the Chehalis Reservation
 Skokomish Tribal Nation
 Hoh Tribe
 Squaxin Island Tribe
 Other tribes as appropriate
Regional Groups
 Olympic Region Clean Air Agency

3.1.3 Federal Highways Administration (FHWA)
The Pontoon Construction Project will work closely with FHWA to effectively
deliver the SR 520 Program through an ongoing partnership and stewardship
program during the Pre-Construction and Construction phases of the project.
During Pre-Construction, FHWA will approve Design Deviations and the
Environmental Impact Statement for the project and any subsequent re-
evaluations of environmental impacts. FHWA will be a member the Executive
Team Oversight Committee in the review of the Design Builder selection process.
During Construction, the Pontoon Construction Project Team will follow and
adhere to the WSDOT stewardship agreement with the FHWA.
3.1.4 SR 520 Bridge Replacement and HOV Program

The Pontoon Construction Project is one of several projects being executed as
part of the SR 520 Bridge Replacement and HOV Program. The program aims to
enhance safety by replacing the aging floating bridge and to keep the region
moving with vital transit and roadway improvements throughout the SR 520
Corridor. Procedures and policies established by the SR 520 Program shall apply
to the Pontoon Construction Project. Program management will have oversight
over the Pontoon Construction Project and will monitor its progress through
regular reports and meetings with project leaders.
The SR520 Project desires a strong owner role. With this in mind key project
management positions for decision making and contracting will be staffed with
WSDOT employees. Examples of these are the Engineering Managers and
Project Engineers.
3.1.5 WSDOT HQ Support

The Project Design Office will carry out many of the environmental and
engineering activities associated with the Pontoon Construction Project.
However, certain key activities will be performed and/or supported by WSDOT
personnel located within the WSDOT Headquarters. These activities include:
WSDOT Headquarters
 Capital Program Development and Management – Funding approval,

change management, executive reporting of cost and schedule.
• Program Management – CPMS and work order management.
• Project Controls and Reporting – Region reporting of cost, schedule
and progress; change management to HQ PC&R.
 Environmental – Review, compliance, monitoring, oversight.
 Hydraulics – Review and approval of Hydraulics Report.

 Utilities, Railroads & Agreements – Coordination, agreements with railroad.
 Real Estate Services – Property appraisal, negotiation, option,
purchase/lease.
 Right of Way Plans – Review and approval for Record of Survey, prepare
sundry site plan, prepare DNR aquatic plat.
 Project Development – RFQ/RFP review, design review.
 Materials Laboratory – Geotechnical design.
 Bridge & Structures – Casting basin and pontoon design.
 Environmental – Review, compliance, monitoring, oversight.
Olympic Region
 Materials Laboratory – Pavement design(s).

 Traffic Operations Design & Traffic Control – Work zone traffic control.
 Construction – Reviews, contract administration.
3.2 Project Organizational Charts

The following high-level organizational charts illustrate the structure of the
Pontoon Construction Project Team. Chart A (Figure 2) illustrates the staff who
report to the Project Engineer, whose responsibilities include implementing
project direction, handling project communications and overseeing contracting for
the project. Chart B (Figure 3) illustrates the team structure beneath the Assistant
Project Engineer, whose responsibilities include structural, geotechnical and
coastal engineering design. The Assistant Project Engineer reports to the Project
Engineer, who reports to the Project Manager.
All Pontoon Construction Project construction will occur at sites in Grays Harbor
County. Construction sites are located in the WSDOT Olympic Region, which will
provide direct construction management for the Pontoon Construction Project.
The SR 520 Program, the HQ Construction Office and the Olympic Region
management groups are in the process of establishing a construction
organization and protocols for management of the construction process. An
organizational breakdown is currently being developed and will be included at the
next Project Management Plan update.

Figure 2: Pontoon Construction Project Organizational Chart (A)
Position may be filled by consultant

Figure 3: Pontoon Construction Project Organizational Chart (B)
Position may be filled by consultant

3.3 Roles and Responsibilities
3.3.1 Integrated Project Team
3.3.1.1 Senior Management Team (WSDOT)

 Oversight group for the SR 520 Program consisting of senior managers
with knowledge and expertise in the following areas:
 Environmental NEPA/SEPA compliance
 Project Development
 Construction Administration
 Business and Financial Reporting
 Public Outreach and Communications
 Maintains program consistency across all projects
 Provides guidance to Project Delivery Teams on WSDOT policies and
procedures
3.3.1.2 Project Engineering Manager (WSDOT)

 Project Manager for the Pontoon Construction Project.
 Liaison between the Project Delivery Team and the Senior Management
Team.
 Liaison between the Project Delivery Team and FHWA Major Projects
Oversight Manger
 Maintains the direction of purpose and mission.
 As the project progresses, sets goals and provides guidance and advice.
 Monitors the schedule and budget.
3.3.1.3 Project Engineer (WSDOT)

 Deputy Project Manager for the Pontoon Construction Project.
 Engineer of Record for design documents, where applicable.
 Works with an integrated team of consultants and WSDOT staff to
implement project direction, and serves as a positive communication link
between program leadership and project staff.
 Represents WSDOT on contracting.
3.3.1.4 Assistant Project Engineer

 Manages structural design for Pontoon Construction Project.
 Manages geotechnical design for Pontoon Construction Project.

 Coordinates coastal engineering design with other disciplines.
 Represents WSDOT in the absence of the Project Engineer.
3.3.1.5 Civil Design
3.3.1.5.1 Civil Design Leader

 Coordinates design team operations and incorporates products from
specialty groups into the design approval process.
 Responsible for design oversight, including meeting requirements of the
Design Manual, other manuals, and the Team Mission.
 Provides technical advice regarding individual design elements.
 Develops and provides project information as needed.
 Brings concerns from the design team to the management team.
 Updates the design team on decisions/recommendations of management.
 Develops and maintains the project schedule.
 Tracks the project budget.
3.3.1.5.2 Hydraulic Engineering

 Develops the project hydraulic design in compliance with local, state and
federal regulations.
 Prepares treatment plan to manage runoff to meet objectives and goals
outlined in WSDOT Hydraulic Manual and Highway Runoff Manual.
 Responsible for developing design to meet the permit conditions and
supporting the application process for hydraulic-related permits.
3.3.1.5.3 Utilities
 Identifies existing utilities in the project vicinity for inclusion in the base
map.
 Develops utility relocation plan, as needed.
 Coordinates with affected utility owners for identification and relocation of
facilities.
3.3.1.5.4 Roadway
 Develops roadway geometrics in accordance with state and local
guidelines.
 Coordinates and provides design for traffic mitigation measures.
 Coordinates pavement design, and develops paving plans and roadway
sections.

 Coordinates site access design.
 Develops work zone traffic control plans.
3.3.1.6 Structural Design
3.3.1.6.1 Structural Design Lead

 Manages Structural Design Team to develop deliverables pertaining to
structural elements of SPCS project, such as design, analysis, plans,
specifications, and estimates.
 Coordinates flow of information between Structural Design Team and
other project teams.
 Provides structural guidance such as wall type, location, etc.
 Provides alternative schemes or options.
 Acts as an advocate for the Bridge and Structures office by
communicating concerns and issues between the design team and the
Bridge office.
3.3.1.7 Gate and Hydraulic Control Structure Design
3.3.1.7.1 Gate Structural Design Lead

 Manages structural design of the gate, jamb, sill and hydraulic control
structure.
3.3.1.7.2 Gate and Hydraulic Control Structure Mechanical Lead

 Manages mechanical design of the gate and hydraulic control structure.
3.3.1.7.3 Gate and Hydraulic Control Structure Electrical and Controls Lead
 Manages electrical and controls design of the gate and hydraulic control
structure.
3.3.1.8 Geotechnical Engineering
3.3.1.8.1 Geotechnical Services

 Assesses project subsurface conditions.
 Assists the structural engineer in preparing design-level foundation
recommendations.
 Provides geotechnical recommendations related to development, design
and construction of retaining walls, piling supports, and soil characteristics
for stormwater treatment facilities.

3.3.1.9 Environmental
3.3.1.9.1 Environmental Manager

 Develops project environmental strategy and provides guidance to
Environmental Lead on implementing the strategy.
 Manages project environmental risks (identify, monitor, mitigate and
report).
 Ensures the project is managed consistently and complies with WSDOT,
federal, state and local policies.
 Promotes, builds and maintains relationships that facilitate agreement and
trust with resource agencies, key stakeholders, tribal nations and the
public.
 Provides oversight on environmental documentation and permits.
3.3.1.9.2 Deputy Environmental Manager

 Manages environmental team to develop appropriate NEPA/SEPA
compliance documentation.
 Coordinates flow of information between environmental team and other
project teams.
 Prepares the project Environmental Review Summary.
 Provides environmental documentation and applicable permits for project
advertisement.
 Coordinates any mitigation to address environmental impacts.
 Communicates with the appropriate state, federal and local agencies to
obtain the appropriate permits required.
 Acts as an advocate for the environmental office by communicating
concerns or issues between the design team and the environmental office.
3.3.1.10 Geographical Services, Survey, Right-of-way, Real Estate
3.3.1.10.1 Geographical Services

 Prepares the elements of project base map including topography,
photogrammetry, and site features.
3.3.1.10.2 Land Survey

 Provides data for the Geographical Services team.
 Provides support for the geotechnical exploration effort.

3.3.1.11 Communication, Public Outreach
3.3.1.11.1 Strategic Communication

 Develops public involvement plan.
 Plans community meetings.
 Develops information fliers, folios, etc.
 Maintains database of members of the affected communities.
3.4 Measures of Success – Project Metrics

The overall objective of the Pontoon Construction Project is to design, permit and
construct the pontoons required for replacement of the Evergreen Point Bridge,
within project budget and meeting scheduled dates for advertisement of the
contract and pontoon construction completion. The following metrics will be used
to evaluate the project’s performance in meeting this objective:
Success Factor Measure of Success
Obtain project environmental Update, December 2010: Biological

approval (NEPA ROD, ESA Opinion signed by NMFS in October
2010, FEIS published in December 2010,
biological opinion) for one of the two and ROD to be signed in January 2011.
potential casting basin sites in Grays
Harbor County, by the end of 2010.
Obtain all necessary project permits Update, December 2010: Permits

by the end of 2010. scheduled to be obtained within two to
four months after ROD is signed.
Obtain acceptable contract bids the Yes – Pontoon CN Design build

first time each construction project is bid were opened on December
advertised. (Whether D/B or D/B/B.) 23rd 2009
Award and execute a contract the Yes – Pontoon CN Design Build

first time each construction project is contract was awarded on January
advertised. (Whether D/B or D/B/B.) 8th 2010
Complete construction of all project Ongoing

pontoons by June 2014.
Measures of Success – Key Goals
 Safety: No Recordable or lost time injuries and reportable injuries lower

than the industry average
 Schedule: Meet or beat established project milestones

 Budget: Manage risks to contain costs within budget
 Quality: Conform to project requirements without adverse effects on
milestones or budget
 Environmental Compliance: Complete project without permit violations
 Public Perception: Strong community support through effective
communication
3.5 Operating Guidelines

The Pontoon Construction Project Team will be governed by the operating
principles contained in the SR 520 Bridge Replacement and HOV Program
charter (Appendix A), as well as the following guidelines specific to the Pontoon
Construction Project. These principles and guidelines will be incorporated into all
project processes and procedures.
 Team Decision-Making Process. Each Pontoon Construction Project

office group will have the authority to make decisions within their area of
technical expertise and level of authority. However, this authority comes
with the responsibility to consult with each group that will be affected by
the decision and to identify, address and resolve any issues and concerns.
When significant differences of opinion remain unresolved, the team will
refer the decision to Senior Management / Leadership director for
resolution. Contractual authority to make decisions during construction
will be as defined in the Construction Manual. The entire Pontoon
Construction Project Team will support all final decisions.
 Team Meetings. At the project level, the following key meetings currently
occur:
o Civil Team Meeting – Once a week.
o Pontoon Design-Build Coordination Meeting – Once a week.
o Pontoon RES Check-in – Once a month.
o Pontoon Project Bi-weekly Check-in – Twice a month.
o PCPACT and TWG Meetings – As needed.
o Pontoon Project Cost & Schedule Review with Task Leads – Once
a month.
o Monthly Task Contract Status – Once a month.
o Bi-weekly Task Lead Meeting – Twice a month.
o Construction Team Meetings – To begin as project nears end of
design phase.
 Communication. The Pontoon Construction Project Team will use a
variety of communication methods, including formal correspondence (e.g.,

letters, memos, reports, review and comment records), emails, meetings,
Web pages, and Quarterly Project Delivery Reports. Formal
correspondence and informal correspondence (e.g., emails) that
significantly affect the project will be reviewed, approved, distributed and
controlled in accordance with the SR 520 Program Communication Plan
and Quality Assurance Plan. All project decisions will be documented
appropriately (e.g., formal correspondence, meeting minutes, emails
entered into the project files) and distributed to all affected parties.
 Manage Team Change. As the Pontoon Construction Project Team’s
staffing needs change, staff hiring decisions will be made in accordance
with WSDOT policy and procedure. Anticipated changes in project scope,
schedule and budget, and their potential impact on work assignments, will
be clearly and promptly communicated to the team.
 Manage Team Conflict. All members of the Pontoon Construction Project
Team are expected to interact in a professional manner. Team members
will attempt to resolve disagreements between themselves directly,
recognizing that disagreements center on opinions, ideas and concepts,
and not the individual. When significant differences cannot be resolved
directly, the team will elevate the issue to the appropriate level of
management for resolution.
 Risk Management. Proactive risk management is vital to the success of
the Pontoon Construction Project. The project team has implemented a
systematic process to identify, analyze and respond to project risk in all
phases of the project. The effort includes creation and maintenance of a
project-specific Risk Management Matrix (Appendix D) and regular
reporting of risk-related issues and concerns to project and program
management.

4. PROJECT CONTROLS AND ACCOUNTABILITY
4.1 Project Management Strategy
Effective control systems are required to manage major projects such as the
Pontoon Construction Project. The many agencies, consultants and contractors
involved in the program must be provided proper control tools. Central among
these tools is a control system that provides accurate and timely information
about the program schedule, actual cost, projected cost and revised budgeting.
To that end, the Pontoon Construction Project, and the entire SR 520 Program,
will use a standard project controls software suite of programs, selected and
developed by the WSDOT Headquarters Capital Program Development and
Management Office as the tools to track and control program and project
performance. The software tools were developed using a “best of breed”
approach to select and integrate various software products to control schedule
and costs for all capital improvement projects. The selected software packages
are Primavera Contract Manager, and the Primavera Scheduler.
In addition, the project team has prepared a work plan that addresses the tasks
and deliverables for the current biennium as well as the project’s work
breakdown structure and budget. This project work plan is reviewed monthly with
the SR 520 Program Management Team, and quarterly with the task leads. The
work plan will be revised as necessary throughout the current biennium. Three
months prior to the start of a new biennium the work plan will be updated to
include revised and new tasks associated with the current scope of the project.
4.1.1 Financial Plan
4.1.1.1 FHWA Requirement

Initial financial plans and annual updates are required for all major projects,
defined as projects costing $500 million or more. Any major project receiving
federal funds for construction, regardless of the federal percentage compared to
state, local, or private funding will require the submission of financial plans. The
initial financial plan will be submitted to FHWA in the fall of 2010 for review. The
financial plan must be approved by FHWA before authorization of federal funding
for the project construction. Financial plans and annual updates should be
prepared in accordance with the FHWA Financial Plan Guidance and with
recognized financial reporting standards such as the “Guide for Prospective
Financial Information” of the American Institute of Certified Public Accountants.
The content of the initial financial plan and each annual update should be
certified and signed by the WSDOT Secretary of Transportation prior to
submission to the FHWA.
4.1.1.2 Project Financial Plan

In January 2008, a 2007 SR 520 Program Finance Plan was prepared for the
Governor as required by Engrossed Substitute Senate Bill (ESSB) 6099. This

plan was developed for the entire SR 520 Program, estimated at $4.38 billion at
that time.
A detailed Finance Plan has been developed for the SR 520 Pontoon
Construction Project to meet FHWA requirements. This plan was completed in
December 2010, and is expected to be approved in January 2011. The Pontoon
Construction Project Initial Finance Plan includes finance information for the
Pontoon Mitigation and Pontoon Moorage Projects, which will be constructed
under contracts separate from the Pontoon Construction Design-Build Contract.
4.1.1.3 Design and Construction Financing

This project currently has $591 million in committed funds. The following
breakdown of fund sources is taken from the 2010 Legislative Budget detail for
the SR 520 Pontoon Construction Project as of April 2010:
 $134 Million – State Transportation Partnership Account

 $457 Million – State SR 520 Account (Toll Bond Revenue)
A 2009 CEVP provided an estimated total project cost of $746 million, which
includes an estimated project cost reduction of $29 million in sales tax deferral.
The initial estimate for pontoon construction was $600 million. Bids lower than
expected resulted in an initial project construction budget of $419 million and risk
reserve of $63 million. The balance of funding was used for preconstruction and
right-of-way activities and will be used to complete environmental mitigation and
the construction of the moorage facility.
The entire Pontoon Construction Program is considered fully funded.
4.1.2 Conflict Resolution

Conflict in project management is inevitable. The potential for conflict in the
development of projects is usually high because it involves individuals from
different backgrounds and orientations working together to complete a complex
task. The cause of conflict in the project is typically due to differences in values,
attitudes, needs, expectations, perceptions, resources, and personalities. Proper
skills in dealing with conflict can assist project managers and other organization
members to handle and effectively resolve the conflict.
Understanding Conflict
Conflict is “a situation of competition in which the parties are aware of the

incompatibility of potential future positions and in which each party wishes to
occupy a position which is incompatible with the wishes of the other.” Conflict can
be constructive and healthy for an organization. However, if conflict cannot be
managed properly, it can be detrimental to an organization by threatening
organizational unity, business partnerships, team relationships, and interpersonal
connections.
It is important for a project manager to understand the dynamics of conflict before
being able to resolve it. The internal characteristics of conflict include perception
of the goal, perception of the other, view of the other's actions, definition of
problem, communication, and internal group dynamics.
Approach to Conflict Resolution
The SR 520 Program and project teams will use an approach referred to as
confronting, which is described as problem solving, integrating, collaborating or
win-win style. It involves the conflicting parties meeting face-to-face and
collaborating to reach an agreement that satisfies the concerns of both parties, if
after the first meeting a successful resolution does not occur the project manager
will involve a neutral third party to facilitate resolution. If this approach does not
work, then the process shown on the fourth line of the flow chart below will be
enacted.
Figure 4: Conflict Resolution Process

4.2 Project Controls
Project controls are used to manage cost, schedule and scope. The controls
include procedures to uniformly document changes in the project during the
procurement and preliminary engineering phases. Status reports on the project
are prepared monthly and presented to WSDOT as the Monthly Project Report.
These reports are designed to apprise management of emerging issues so they
can be addressed expeditiously.
The following sub-section on change management mentions both design and

construction. However, the discussion focuses on design changes, specifically
changes to design task orders. Procedures and processes for each element
(section) in the PMP that addresses the construction phase will be developed
when an acquisition method is chosen and before the construction phase begins.
4.2.1 Change Process and Documentation

The Headquarters Capital Program Development and Management Office, in
conjunction with the Project Manager, is responsible for implementing a Change
Control process for each project, encompassing changes during design and
contract Change Orders during construction. However, it is the responsibility of
the Project Management Team to initiate the Change Control process.
The objective of Change Control is to identify the various scope, cost and
schedule impacts to the project, and to help HQ and the projects’ managers
deliver projects on time and on budget as expected. The scope, schedule and
cost, as identified in the budget approved by the Legislature, establish the
baseline from which all work is measured, managed and reported.
Monitoring the baseline parameters and documenting any changes to those

parameters is Change Control, a process used to identify the various cost
impacts of changes to the project. Changes are measured both for immediate
and cumulative impacts.
These changes can result from a variety of causes. Often, an item is added to
the scope at a partner’s request, after the estimate has been completed and the
agreement signed. The causes of other types of scope and cost change may be
more difficult to identify. For example, the project team may be asked to perform
additional traffic or environmental discipline studies, or the project team during
the design phase directs a change after a drawing is 90 percent complete and
the drawing has to be taken back to the 30 percent design level. These two
examples demonstrate the importance of all members of the project team
knowing the scope of the project.
The specific document used to identify the impacts of such change is called a
Change Request Form. The form requires a written description of the change

and identifies the approximate cost and schedule impacts, which help manage
change control.
The Project Task Manager uses the form to determine whether the identified item
is truly a change in the scope of work. If the Project Task Manager determines
the item constitutes a change, the Change Request is forwarded to the Project
Scheduler and Cost Engineer for analysis. Once Project Controls is complete,
the Project Task Manager determines which review and approval process must
be followed.
WSDOT HQ’s Project Control process has been aligned to coincide with the
development of the quarterly Gray Notebook/Beige Page and Quarterly Project
Report (QPR) updates. (See HQ’s website on Change Management at
http://wwwi.wsdot.wa.gov/ppsc/pgmmgt/dpsb/) The Project Control and
Reporting Manual and the Project Management Online Guide will guide Change
Control for the SR 520 Program.
4.2.2 Schedule Management

Scheduling provides a planning framework for project team staff, public and
private utility companies, railroads, local community groups, businesses,
consultants, suppliers, contractors, and federal, state and local agencies.
The Pontoon Construction Project Design Office will develop and maintain the
Project Master Schedule. (See Appendix B: SR 520 Pontoon Construction
Project Integrated Schedule Summary for more detail.) Subsidiary or subnet
schedules to the Project Master Schedule will be assigned to and developed by
the design and construction teams as the project progresses. The Project
Controls Lead will review and manage subsidiary or subnet schedule effects and
inputs to the Project Master Schedule. The Project Master Schedule establishes
the project timeline with emphasis on the timing of the production of key
deliverables and review of project progress.
The Project Master Schedule follows the project’s scope of work breakdown by
task and budget, as outlined in the Work Breakdown Structure. (See Appendix C:
SR 520 Pontoon Construction Project Work Breakdown Structure for more
detail.) The Master Schedule shows procurement activities; indicates the
performance of work relating to the NEPA process, preliminary engineering and
environmental permitting; and shows specified times for delivery, review and
approval by WSDOT, as well as local and federal agencies with jurisdiction. The
Master Schedule integrates all existing consultant schedules, and ties the
schedule through inter-project links so consultants and SR 520 staff maintain
their baselines.
4.2.2.1 Scheduling Software

Primavera Project Management Release 6.0 (P6) has the capabilities to control
and monitor project work. It is the software package that will be used for the

project, and has been recommended by the state’s project management
consultant.
4.2.2.2 Schedule Progress Monitoring and Updating

The schedule monitoring process detects adverse trends, including costs, early
enough in the project to address them. Established procedures provide sound,
efficient, timely and accurate methods of schedule control, monitoring and
reporting, including monthly progress reporting, monthly management team
meetings and quarterly reviews of the work plan with task managers.
Monthly Progress Report
The project’s status, schedule conflicts and changes are reported on in the
Monthly Progress Report prepared by task leaders and distributed to the project
team and other involved parties. It provides a consistent vehicle for reporting and
evaluating progress, and allows the various managers to focus on exceptional
events and negative trends. The Project Controls Lead can also produce special
studies and analyses of particular topics as needed. The format and distribution
of such reports will be tailored to the specific needs of the situation.
Procedure for Schedule Updates
All “active” tasks are a collection of executed work (whether by WSDOT or a

consultant), and all executed work is required to create a baseline schedule prior
to issuance of Notice to Proceed. Once a baseline schedule is approved, a
“schedule worksheet” will be issued to the parties responsible for updating their
portions of the schedule. The worksheet will be updated and returned to the
controls lead at least once a month in order to process a regular update of the
entire project schedule.
Each discipline manager or reporting party will provide the percentage complete,
remaining duration, and actual start and finish of each task. In addition, progress
reports will be provided for each task. The Project Controls Lead will incorporate
the information into the Project Master Schedule, determine the overall status of
the work and produce a series of schedule reports.
The schedule updating process is intended to provide the most accurate picture
possible of the progress achieved by all levels and organizations involved in the
project and to demonstrate the effect of this progress on the overall project
schedule. (See the Business Procedures Manual for more details.)
Schedule Audits
The Project Controls Lead will closely monitor and perform periodic audits of the
consultants and contractors to verify that scheduling software is used properly;
that the resulting schedules and updates meet contractual requirements; and that

the schedules can be updated electronically and incorporated into the Project
Master Schedule.
In addition, the SR 520 Program Controls Group will perform routine audits of the
Project Master Schedule to ensure that the content and form are consistent with
the project’s scope and goals.
Schedule Analyses
Schedule analyses will be prepared on an as-needed basis to review proposed

schedule issues, concerns and changes; to model “what-if” scenarios; and to
evaluate potential delays and methods of recovery.
4.2.2.3 Construction and Supplier Schedule Management

During the design phases, the baseline schedule will reflect general, summary-
level estimates of the construction schedule. Once specific construction contracts
are awarded, the contractors will prepare detailed construction schedules and
submit them to the project management team for acceptance.
The construction schedule specifications will be applied as appropriate, given the

size and complexity of the contract packages. Packages with large budgets, long
durations and/or complicated construction require more schedule control than
projects with small budgets, short durations and/or simple construction. As a
result, the specification for larger projects will be based on Critical Path Method
(CPM) scheduling, while specification for smaller projects may not require CPM
scheduling, but could require the contractor to regularly submit horizontal bar
chart type schedules. The Project Manager, with the advice and concurrence of
WSDOT, will decide which specification to include in the contract package.
4.2.2.4 Budget and Cost Management

The project management team is responsible for controlling the risk of project
cost increases. The project will use a risk analysis process to address potential
cost overruns by identifying and examining the particular risks, opportunities and
uncertainties faced by each project element. A likely range of costs will be
developed to quantify the probability that particular cost levels will be realized.
This information will be used to develop strategies to reduce risk and cost, and to
streamline the project schedule. Risks and their potential costs will be identified,
evaluated and mitigated, or resolved as the project proceeds.
4.2.2.5 Cost Control

The Project Controls Lead maintains a cost control and reporting system.
Through this system, the Project Controls Lead provides WSDOT with monthly
summary-level cost information derived from approved budgets, current
estimates, progress payments and other actual costs. This information is
presented in the Monthly Progress Report.

The Project Controls Lead prepares project financial analysis, funding plans,
earned value status, budgets, forecasts, cost estimates, project breakdown
schedules, cost reduction evaluations and financial data to meet the project’s
specific needs. Additional tasks include tracking and evaluating cost trends, as
well as variances in procurement, preliminary engineering, administration, utility,
right-of-way, public involvement and costs, and recommending adjustments
when adverse trends occur. The Project Controls cost management process
includes the following elements: budgeting, cost tracking, project cost reports,
earned value, chart of accounts, and cost estimating.
4.2.2.6 Cost Estimating

The SR 520 Program develops base cost estimates in accordance with the Cost
Estimating Manual for WSDOT Projects, which can be found at
http://www.wsdot.wa.gov/publications/fulltext/CEVP/EstimatingGuidelines.pdf.
Cost estimating for SR 520 is performed at the project level.
4.2.2.6.1 Preliminary Engineering Costs

Preliminary engineering includes all work prior to award of the construction
contract, including the ad, bid and award process. The basis for Preliminary
Engineering Costs on the SR 520 Program projects were calculated using one or
both of the following methods:
 Estimating by a percent of the construction value (typically 10 percent).

This is usually done early in the design phase of the project, when scope
has yet to be determined.
 A detailed evaluation of anticipated work and estimated value of labor
hours and direct expenses for each estimated work activity. This is
typically done at a more advanced design stage, when scope has been
clearly defined.
4.2.2.6.2 Right of Way Costs

Basis of Quantities
Right of Way needs are identified during the design process by overlaying the
proposed design onto existing right of way limits and examining the differences.
Basis of Unit Prices
The WSDOT Real Estate services office will help the project determine property
value assessments. Additional markups may be added for appraisals, labor,
property management and other right of way expenses.

4.2.2.6.3 Construction Costs
The SR 520 Program has created Cost Estimating guidelines for use in the
development of the base costs estimated for construction costs. The guiding
principles for cost estimating in the SR 520 Program are as follows:
Basis of Quantities
Quantities of individual items of work are obtained from various disciplines such
as roadway, traffic, illumination, urban design, existing utilities, structures,
environmental mitigation, and stormwater management. These disciplines
estimate the quantities for items of work that relate to their section of the project.
The quantities are developed using CADD drawings, design standards and
engineering judgment.
Basis of Unit Prices
The unit prices are based on historical bid prices for similar road construction
projects that were recently advertised, as well as updated prices provided by the
WSDOT Bridge and Structure Office. If historical data is unavailable, unit prices
will be developed from built-up prices based on material, equipment, labor,
markup, etc. If historical data is available but outdated, estimates will rely on a
price escalation factor that accounts for inflation. The final base cost estimate is
calculated by multiplying quantities by the unit prices. WSDOT Region and HQ
support and regional traffic management support should also be considered in
program cost estimate determinations.
4.2.2.6.4 Soft Costs

Construction estimates for the SR 520 Program include soft costs, such as local
sales tax, construction engineering and construction contingencies.
4.2.2.6.5 Escalation/Inflation
Cost estimates will be inflated to the Year of Expenditure according to WSDOT
Instructional letter IL 4071.01 dated May 7, 2010
http://wwwi.wsdot.wa.gov/docs/OperatingRulesProcedures/4071.pdf
Inflation rates for construction, right of way, and preliminary engineering will be
estimated using the CPMS inflation tables. (For additional information visit
http://www.wsdot.wa.gov/NR/rdonlyres/FC8BA06E-6561-49FB-AFB9-
27A3B98EA228/0/4071.pdf)
4.2.2.7 Cost Validation

As with all major WSDOT projects, the SR 520 Program uses the WSDOT Cost
Estimate Validation Process (CEVP) to validate base cost estimate, perform risk
assessment and determine a cost estimate range.

CEVP is a systematic project review and risk assessment method that identifies
and describes cost and schedule risks, and evaluates their impact on the
available project estimate. CEVP performs a project cost and schedule
validation, and develops updated cost and schedule ranges using probabilistic
risk assessment. The process examines, from the very beginning, how risks can
be lowered and cost vulnerabilities managed or reduced. The result of the CEVP
process is a range of costs associated with the project. This reflects the limits of
estimating precision at the planning stage when crucial decisions have yet to be
made and the specific risks cannot be priced exactly.
Based on an evaluation of project risk events and sound engineering judgment,

project leadership will determine a risk percentile to determine the project Agency
Cost Opinion, a single point cost estimate for public discussion and budgeting
proposes.
Project Cost Estimates are reviewed annually in a weeklong CEVP workshop

session to update the base estimate and risk register. The SR 520 Program held
its first CEVP session in 2002 and will continue to hold annual CEVP workshops
until the major construction contracts are issued for bid. (For more information
visit www.wsdot.wa.gov/Projects/ProjectMgmt/RiskAssessment/)
4.2.2.8 Construction Cost Targets

Construction cost targets were initially based on the 2009 CEVP information.
Construction Project costs targets will be updated and managed as construction
contracts are bid and awarded.
4.2.2.9 Contingency Management

The SR 520 Project Management Team will manage the program budget as
defined by the Legislature. Modifications in scope, where necessary within each
segment, will be used to maintain the budget. Project construction contingencies
will be managed by the construction Project Manager as part of the construction
budget. The SR520 Program may hold a separate “Risk Reserve” managed by
the Program Director. Changes to the Risk Reserve will be documented with the
HQ Capital Program Development and Management Office
4.2.2.10 Funds Accounting

WSDOT uses funds accounting procedures to comply with federal and state
requirements. The procedures are incorporated into the accounting system.
4.2.2.11 Cash Flow Management

The Project Management Team will derive the initial cash flow from the
appropriate CEVP and the Project Master Schedule. The projected cash flows
will be analyzed against the anticipated funding availability, and any project
adjustments to optimize the project schedule will be suggested. As projects are
executed and budgeted, managers will analyze budget and spending trends and
report monthly updates to the SR520 Program Finance Controls.
4.2.2.12 Cost Tracking Software and System
The Project Controls Lead for the Pontoon Construction Project is responsible for
monitoring project estimates, commitments/obligations, actuals, and forecasts.
The lead uses a computerized cost control system to gather and analyze cost
information. The cost tracking system is based upon the WBS, which is broken
down into a chart of accounts. Information is gathered and entered into the
computer system at the detailed account level and summarized or recombined as
needed.
4.2.2.13 Monitoring and Reporting

The Project Controls Lead for the Pontoon Construction Project has developed
standard cost reports as required by the various funding agencies and by the
Project Manager. The cost reports may include detailed line item reports as well
as various levels of summary reports. The Project Controls Lead also provides
special analysis and oversight, and monthly reports as required. The monthly
progress report provides monthly financial tracking for the project.
4.2.2.14 Financial Closeout Plan

As contracts are closed, budget amounts and actual incurred will be reconciled.
When there is more budget than incurred, the cost avoided will be reallocated to
other contracts in the section subject to Legislative and WSDOT executive
approval.
4.3 Audit Services

The SR 520 Program uses a hierarchical audit process as one of the ways it
maintains accountability. The table below depicts the audit function for various
program roles:
Role Audit Function
WSDOT Audit Office WSDOT Audit Office performs audits to

ensure that the program has adequate
procedures and processes in place, that
they are being used as planned, and that
standard auditing guidelines are followed.
Executive Leadership WSDOT uses regular reporting to ensure

that sound project decisions are made that
align with the expectations of the region,
the state, and the public.

Role Audit Function
WSDOT Construction Audits WSDOT HQ Construction Office provides

construction audits for items such as
materials testing records to ensure that
state standards are followed.
HQ Peer Review HQ provides an independent review of

work products and management systems
to ensure that state and Toll Division
standards are followed.
SR 520 Business Audit SR 520 Business Group is responsible for

ensuring that adequate accountability
procedures, tools, and mechanisms are in
place for work to be conducted in
accordance with federal, state, and Toll
Division regulations.
SR 520 Quality Assurance SR 520 QA manager is responsible for

ensuring that project quality control
procedures are being followed.
SR 520 Work Product Quality Control Task leads are responsible for ensuring
that a standard process is used to review
and verify work products before they are
finalized.
The SR 520 Program will follow all standard auditing guidelines. Program
management has access to the resources of the Washington State Auditor’s
Office, the State Attorney General’s Office and WSDOT Internal Audits.
4.4 SR 520 Business Manual

The SR 520 Program maintains a Business Procedures Manual that establishes
policies and procedures for business processes including:
 Project Controls
 Finance Controls
 Document Controls
 Consultant and Intra-WSDOT Task Agreements
 Local Agreements
 Utility Agreements
 Invoices

 Purchasing and Inventory
The Pontoon Construction Project Team will adhere to the policies and
procedures within this program manual.
4.5 SR 520 Office Operation and Procedures Manual

The SR 520 Program maintains an Office Operations and Procedures Manual
that establishes policies and procedures for communications and office
operations. The Pontoon Construction Project Team will adhere to the policies
and procedures within this program manual.
4.5.1 Project Metrics

Monthly and quarterly progress reports are prepared and reviewed by the project
team and WSDOT management. The progress reports include information on the
project’s status and performance metrics, including:
 Accomplishments for current month and next month.

 Work activities for the month.
 Project milestones.
 Schedule performance.
 Cost performance.
 Foreseen project challenges and risks.
Analyses of the data generated by the tools described above help identify trends
and forecast project performance. The metrics are used to identify and
proactively address challenges to eliminate surprises.
4.5.2 Earned Value Reporting

Earned Value Management System (EVMS) will be used to monitor and control
the project budget and schedule. EVMS is one of the most effective ways to
manage all costs on the project, providing management with cost expenditure
trends and forecasts several months before costs are actually incurred. EVMS
gives management the lead-time needed to make the most informed decisions
possible, including mitigation strategies, should negative final costs be
forecasted.
4.5.3 Staffing Plans and Forecasts

The SR 520 Program has committed to maintaining a steady staffing level that
can meet the ups and downs of the project. An integrated project team of
WSDOT staff and consultants will allow WSDOT to maintain a “base” level of
core project staff while consultants manage the peaks, valleys and specialty
demands of the project.

The project budget (labor hours) and schedule are the basis for projecting the
staffing needs of the project. The Project Management Team is responsible for
defining the resources required in the project, by position title. The Pontoon
Construction Project Team has adopted the resource titles used throughout the
SR 520 Program. This consistency allows resources to be leveled between
projects if necessary. Once resources are defined they will resource-load the
schedule. This allows all resources to roll up under the project identifying the
number of FTEs required, when needed, and what positions are needed.
A resource-loaded schedule allows the Project Management Team to monitor

and forecast staffing levels. This is important when planning for staff level
increases and decreases where long lead times for acquisition or placement are
required.

5. RISK MANAGEMENT PLAN
The Pontoon Construction Project Team has implemented a systematic process
to identify, analyze and respond to project risk in all phases of the project. This
process is described in the WSDOT Policy on Project Cost Risk Assessment,
which is maintained on the following Web site:
http://www.wsdot.wa.gov/Projects/ProjectMgmt/RiskAssessment/
The output from the risk management process used on the Pontoon Construction
Project is a risk register that identifies and describes the project risks to be
monitored and controlled; prioritizes the risks by analyzing their probability of
occurrence and their impacts; provides a response strategy and actions to be
taken; and assigns responsibility for monitoring the risk and taking the
appropriate actions to a Pontoon Construction Project Team member.
The risk management process used by the Pontoon Construction Project Team
includes completion of an annual CEVP workshop. The results of these
workshops, as well as the current risk register, are documented in the SR 520
Program’s ProjectWise file.
5.1 Risk Management Approach

Risk management is a vital part of the WSDOT Project Management Process.
The Pontoon Construction Project Team will implement and continuously
upgrade the risk management approach throughout the life of the project.
Primary risk management functions include:
 Monitoring risk and opportunity elements.

 Identifying new risk and opportunity elements.
 Evaluating/upgrading probability of occurrence and potential impacts.
 Devising and implementing response strategies.
 Evaluating and documenting the effectiveness of response actions.
 Reporting to region/organization management and stakeholders.
5.2 Risk-Based Cost Estimating

Estimating the cost, risk and uncertainty of transportation projects is a
fundamental WSDOT responsibility. Efforts are underway nationwide to identify
tools and techniques to produce more accurate and complete estimates.
Traditional estimating practices tend to produce “the number” – the bottom line –
for a project. But the single number often masks the critical risk and variation
assumptions made implicitly or explicitly for a particular project.

A single number estimate implies a precision beyond what actually can be
achieved during planning, scoping or early design phases. Project engineers,
project managers, business managers and executives must be prepared to
answer three questions often raised by the public and others about our projects.
These questions are:
 How much will this project cost?

 How long will this project take?
 Why?
WSDOT has found that the answer to these fundamental questions rests in the
fact that an estimate is more accurately expressed, not as a single number, but
as a range. WSDOT has developed a process for bringing experts together in
workshops to determine this range: the Cost Estimate Validation Process, CEVP,
for projects over $100 million. WSDOT uses the less-intense Cost Risk
Assessment, CRA, for projects valued between $25 million and $100 million.
A key difference between conventional estimating and CEVP/CRA is the

expression of project cost and schedule as a distribution (range) rather than as a
single number. To develop this outcome, some of the components of an estimate
are described as variables with significant uncertainty or risks. A major part of the
CEVP/CRA is to take a conventional project estimate and to separate out the
parts of the estimate that represent costs, representing the costs that would
result if all goes according to plan, from those costs that would result from risk
events, if they should occur. The risk elements are then described in terms of
their possible consequences and likelihood of occurrence.
5.3 Risk Management Matrix and Risk Response

Each project within the SR 520 Program will develop and maintain a Risk
Management Matrix. The basis for the matrix will be a set of selected, usually
high-ranking, risks identified in the Risk-Based Cost Estimation. Additional risk
may be identified throughout the year between estimates. Appendix D provides
the most recent risk management matrix completed for the Pontoon Construction
Project.
The following table describes the risk management and response approach that
will be used throughout the life of the Pontoon Construction Project.
Implement and Manage the Risk Management Plan
 Brief team members on the Risk Management Matrix.

 Risk reviews should be a standing agenda item at team meetings.
 Maintain the Risk Management Matrix.

 Report the status of the Risk Management Plan.
Monitor and Control Potential Risk Events
 Assign a team member to monitor and track risk events.

 Risk ratings and prioritization may change over the life of the project.
 Identify and report changes in probability of occurrence and potential
impact.
Identify and Evaluate New Risk Elements
 Charge team members with responsibility to continuously review project

work and conditions and to identify new risk events.
 Add new risk events to the Project Management Matrix.
 Identify appropriate triggers.
 Establish preliminary response strategies.
Implement the Risk Management Plan when Risk Events Occur
 As risk events reach the “imminent” stage:

 Review the planned response actions.
 Use the Change Management process to enact and implement response
actions.
 Monitor the effectiveness of each response action.
 Document each risk event and response action implemented as a basis for
future actions.
Manage Risk Response Resources
 Contingency and Risk Reserve funds are the “last resort” and are used
only after all other means for Abatement, Avoidance or Mitigation of risks
have been exhausted.
 Use of Contingency funds are “in general” used for typical construction
changes that are within the contingency budget and authority of the
construction manager
 Use of the Risk Reserve is managed by the Program Director and is
reserved for the unforeseen changes that are outside the scope and
authority of the construction manager.

5.4 Scheduled Risk Assessment
The Pontoon Construction Project will be subject to regular risk assessment
throughout the life of the project. As part of good Risk Management, project risk
assessment will include risk assessment for schedule impacts. Impacts to the
project schedule should be assessed for not only direct project delays but
impacts to others SR520 Program projects that may be effected.

6. COMMUNICATIONS PLAN
6.1 Communications Program Overview
WSDOT strives to build and maintain the trust, support and confidence of the
public and the media throughout the life of the Pontoon Construction Project. To
do this, the project will support WSDOT’s “no surprises” policy, which identifies
WSDOT as the first and best source of information, whether the news is good or
bad. This approach ensures the dissemination of accurate, timely, complete and
open communication on project issues, which will be critical given the many
different moving elements of the project and the SR 520 Program.
6.2 Communications Plan

Each year the project team will develop a communications and public
involvement plan for the Pontoon Construction Project. This plan will align with
the SR 520 Program Communications Plan. Some key elements of the plans
include:
 Overview of the communications goals, objectives, risks and opportunities.

 Approach for proactively conveying the purpose, benefits, schedule,
contracting opportunities and budget for the program to the public, key
stakeholders and the media.
 Plan for soliciting comments from the public to help WSDOT understand
the concerns of residents, businesses, commuters and community groups.
 Strategy for sharing information about commuter and traffic information,
including the identification of communications techniques that best convey
local traffic impacts and any work zone accidents.
 Strategy for communicating how construction impacts to local residents
and businesses will be mitigated to the greatest extent possible.
 List of the public involvement and media relations specialists responsible
for all external program communications, ensuring consistent, accurate
and clear messaging resulting in “one voice” for the program.
6.3 External Communications

6.3.1 Key Audiences
The project team will engage the audiences listed below through multiple
channels identified in the communication and public involvement plan.

State Government
 Governor Christine Gregoire

 House and Senate Transportation Committee members
 Washington State Transportation Commission
 State legislators from SR 520 corridor
 State legislators from Grays Harbor (Coastal Caucus):
• Senator James Hargrove, 24th District
• Representative Lynn Kessler, 24th District
• Representative Kevin Van de Wege, 24th District
• Senator Brian Hatfield, 19th District
• Representative Brian Blake, 19th District
• Representative Dean Takko, 19th District
• Senator Tim Sheldon, 35th District
• Representative Kathy Haigh, 35th District
• Representative Fred Finn, 35th District
Local Government
 City of Aberdeen
 City of Cosmopolis
 City of Cosmopolis Beach
 City of Elma
 City of Hoquiam
 City of McCleary
 City of Montesano
 City of Oakville
 City of Ocean Shores
 City of Taholah
 City of Westport
 Grays Harbor County
 Port of Grays Harbor

Tribal Authorities
 Quinault Indian Nation

 Shoalwater Bay Tribe
 The Confederated Tribes of the Chehalis Reservation
 Skokomish Tribal Nation
 Hoh Tribe
 Squaxin Island Tribe
 Other tribes as appropriate
Co-lead Agencies
 Federal Highway Administration
Pontoon Construction Project Agency Coordination Team
 See Section 3.1.2.1 of this PMP
Media
 Online resources (Web site)

 Print (The Daily World, The Vidette)
 Radio (Jodesha Broadcasting – KBKW AM 1450, KXRO AM 1320)
 Television
Community Groups
 Chambers of commerce and business associations (Grays Harbor

Chamber of Commerce, Grays Harbor Economic Development Council,
Hoquiam Business Association)
 Contracting, union and labor groups (WorkSource Grays Harbor, Olympic
Master Builder’s Association – Twin Harbors Chapter, Northwest Laborers
Union, Union Carpenter Local 131)
 Environmental interest groups (Grays Harbor Audubon Society, Friends of
Grays Harbor, Surfrider Foundation, Grays Harbor Alliance, Chehalis Basin
River Land Trust)
 Fishing and shellfish harvesting groups (WSU extension office – marine
resources, Washington Crab Fishermen’s Association, oyster growers,
whale watch operators)

 Freight interest groups
 Local utilities (Grays Harbor PUD)
 Property owners
General Public
 Residents of Hoquiam and Aberdeen and neighboring Grays Harbor

communities
 Traditionally underrepresented populations included Limited English
Proficient populations
6.3.2 Tools and Techniques

A variety of communications and outreach tools and techniques will be used to
deliver, gather and distribute program information, including:
6.3.2.1 Targeted individual/group briefings

The Pontoon Construction Project Team will work to provide the latest
information to targeted audiences, including local jurisdictions, Grays Harbor
County residents, businesses, community organizations and other key interest
groups. Various speaking opportunities will arise during the course of design and
construction. The SR 520 Program team will develop a PowerPoint template that
can be tailored for specific audience interests and topics.
6.3.2.2 Public hearings/meetings

The SR 520 Program team will conduct hearings and/or meetings with key
stakeholders at the appropriate environmental and design milestones. The level
of notification and public involvement will depend on the specific milestone and
its anticipated effect on stakeholders. Public hearings driven by federal and state
regulations will meet all notification/publication requirements.
6.3.2.3 Fair and festival outreach

WSDOT will participate in local community fairs and festivals, including local
business/contractor fairs and annual summer community events, to distribute
project information and gather public input on project designs, timelines,
environmental considerations, etc. In compliance with the principles of
environmental justice, the program will continue to conduct outreach and provide
translated materials to underrepresented, low-income, and/or minority
communities. Some Pontoon Construction Project materials will also be available
in Spanish.

6.3.2.4 Elected official outreach
WSDOT will update elected or appointed local officials on a regular basis. The
Program Director and Project managers will work with the SR 520 Program
communications manager to identify key milestones for engaging elected
officials. WSDOT will notify key elected officials prior to releasing information that
may generate media and other public interest. The program communications
team will maintain a contact list of corridor officials.
6.3.2.5 Tribal authority outreach

WSDOT strives to build and maintain honest, open relationships with tribal
authorities through multiple levels of engagement. Throughout the life of the
Pontoon Construction Project, WSDOT will work directly with tribal staff and
inform appropriate tribal authorities on a regular basis. WSDOT will work to
resolve any issues or concerns that arise during the project, recognizing the
rights of the tribal governments. All correspondence between WSDOT and tribal
authorities will be recorded in the agency’s communication database for future
reference, and to ensure timely response.
6.3.2.6 Program information line

The program team will maintain the program information line: 1-888-520-NEWS
(6397). The information line will provide information about work that directly
affects the public, such as fieldwork or lane closures, as well as a status update
for each project included in the SR 520 Program. The hotline will be updated
monthly to include announcements for major community events and briefings.
6.3.2.7 Project dialogue center

WSDOT receives comments and inquiries from the public throughout the course
of the project. As an agency, WSDOT strives to provide accurate responses to
inquiries in a timely fashion. All responses will be addressed using the following
protocol:

Figure 5: Public Input Protocol

6.3.2.8 Informational communications and materials
The SR 520 Program team will generate and maintain the latest information in a
variety of online and traditional hard-copy formats.
Examples of online communications will include:
 Project Web site: http://www.wsdot.wa.gov/projects/sr520/pontoons

 E-mail newsletters
 Narrated PowerPoint presentations
 Web-based survey tools
Examples of traditional, hardcopy materials will include:
 Fact sheets and folios

 Informational displays
 Direct mailings
6.3.2.9 Media tracking and support

Developing and maintaining good relationships with local media is key for mega-
projects. As the traditional journalism industry declines, WSDOT has been able
to successfully “be the media”, by telling the story in a way that engages readers
and provides the necessary information to the public and drivers in the region.
Tools that will help the program stay in the know about related stories,
proactively tell our story, and provide factual data about the program include:
 Press releases
 Reporter briefings
 Media events
 Daily tracking of related media stories (maintaining logs)
6.3.2.10 Special events

The SR 520 Program team will seek out and be prepared to host or participate in
special events to promote the project.
6.4 Internal Communications

6.4.1 Overview
The SR 520 Program Leadership and Senior Management teams will develop an
internal communications strategy to better define the communications processes
between the project delivery team members. They will establish an internal
communications network to create open lines of communication and support

between all project and functional teams, channeling all external communications
through the program communications team.
Major interfaces will be identified between the Pontoon Construction Project and
functional teams. Responsibilities, authorities and communications procedures
(meetings, memorandums, authorizations, reviews, etc.) will be established and
documented at each identified interface.
6.4.2 Audience
To deliver a program the size of SR 520, WSDOT relies on resources from
different agency region offices and groups (HQ, Olympic Region, Northwest
Region), as well as private contractors organized into both functional and project
teams. Because the Pontoon Construction Project will take place in Grays Harbor
County, staff from WSDOT’s Olympic Region will be involved.
6.4.3 Tools and techniques

A variety of tools and techniques will be required to ensure efficient coordination
and keep all team members up-to-date on the latest program information,
including:
6.4.3.1 Monthly all-program team meetings

All SR 520 Program staff, both WSDOT and consultant, will participate in monthly
meetings with program management. The meetings will be used to update the
team about key accomplishments, decisions and issues affecting the program.
6.4.3.2 Pontoon project all-staff meetings

The project will host Pontoon Construction Project all-staff meetings around key
project milestones to ensure consistent messaging and provide an opportunity for
all disciplines to ask questions and confirm coordination.
6.4.3.3 Program and project update e-mails

The SR 520 Program director will send an e-mail message to all program staff
summarizing key “no surprises” items for the program. This includes a listing of
key briefings and meetings, decisions and issues. In addition, the Pontoon
Construction Project Manager will send e-mail updates to all project staff
announcing any important new information.
6.4.3.4 Communications protocol document

A protocol document will be developed and distributed to all SR 520 Program
staff summarizing the approved protocols for coordination and communication
with all external parties. This document will help program staff follow the
appropriate internal procedures and processes before communicating externally.
Coordinated communication with external parties helps keep the SR 520
Program on schedule by streamlining communications and reducing inconsistent
messaging and information.

Update, December 2010: The Construction Communications/Public Involvement Plan was initially
prepared in November 2009. The plan is updated on an on-going basis as needed.
6.4.3.5 External communications tracking systems

Members of the Pontoon Construction Project Team will incorporate all external
coordination and contacts, key questions/comments and schedule updates into
one centralized spreadsheet known as the “information vault.” The project will
maintain a calendar of all external events to help provide strategic coordination
among disciplines.

7. QUALITY PLAN
Quality Control is the evaluation of the individual components of a project to
monitor the accuracy and completeness of the work, specifically the performance
of document and design reviews, and the planning and execution of project file
and performance audits. Quality Assurance is the process of ensuring that work
is performed in a professional and accurate manner, meets WSDOT
expectations, limits risk, complies with laws and regulations, and meets accepted
industry practices.
The goal of the quality plan is to establish, maintain and continually improve the
efficiency of quality procedures that are consistent with project-specific
requirements. The quality plan is designed to ensure that technical tasks: (1)
result in improved work products and services, (2) are performed according to
accepted industry practice, (3) are consistent with emerging technologies, (4)
comply with laws and regulations, and (5) conform to WSDOT Quality Assurance
policy.
The Pontoon Construction Project will follow the Quality Control and Assurance
Plan that has been developed for the SR 520 Bridge Replacement and HOV
Program, which is incorporated by reference into this document.
7.1 Design QC/QA Planning

The SR 520 Program Quality Control and Assurance Plan is a detailed
document that specifies design procedures, documentation and forms. Among
other things, it addresses:
 Control of data collection and field investigations.

 Procedures for preparing and checking individual plans, specifications,
estimates, calculations and other submittal items.
 Procedures for preparing and checking any unique or highly specialized
designs.
 Procedures for coordinating work performed by different people for related
tasks, to ensure that conflicts, omissions or errors do not occur between
drawings or between drawings and other design documents.
 Level, frequency and methods of review of the adequacy of the total
project design. Methods by which all final design documents will be
independently reviewed; verified by constructability, completeness, clarity
and accuracy; and back-checked.
 Level and frequency of audit and oversight design reviews to be
performed by the WSDOT, FHWA, independent consultants, and/or other
agencies.

 Procedures for reviewing and checking design drawings and documents
required during construction.
 Documentation and submission procedures to ensure that the established
design QC/QA procedures have been followed.
Other design QC/QA requirements, including design standards to be adhered to,
design criteria specific to the project, and qualifications for key personnel are
addressed in the SR 520 Office Operations and Procedures Manual and the SR
520 Computer Aided Design and Drafting (CADD) Manual.

8. TRANSITION PLAN AND PROJECT CLOSEOUT
Effective project management includes planning and managing the transition of
project staff from one major phase of the project to the next, and ultimately, to
other projects. Some project staff may stay with the project from start of planning
to finish of construction. Other staff may be part of the project team for specific
phases only. Project schedule and budget can be affected if too few or too many
staff work on the project at any given time, or if the right skill sets are not
available at the right time. Additionally, project team members need reasonable
advance notice of changes and transitions that affect them as individuals.
For these reasons, the Pontoon Construction Project Management Team is in the
process of developing a “Transition Plan” that will include the following elements:
Phasing Out of Consultant Resources. Planning is currently underway to

efficiently phase out consultant resources as work force needs diminish. This will
be a gradual process that will occur between now and some point (to be
determined) before the end of the project. The objective is to phase out our
consultant staff in a manner that enables the project to meet committed ad dates,
and provides co-located consultant employees with sufficient opportunities for
obtaining employment elsewhere to the extent possible.
Project Office. The direction of the Pontoon Construction Project Office, after
completion of the Preliminary Engineering (PE) is to transition project staff to 1)
support pontoon project construction activities, or 2) support other SR 520
Program projects, or 3) non-SR 520 Program assignments.
8.1 Project Phases

8.1.1 Environmental and Preliminary Design
8.1.1.1 NEPA/SEPA Process

A joint National Environmental Policy Act (NEPA)/State Environmental Policy Act
(SEPA) Final Environmental Impact Statement (FEIS) and Record of Decision
(ROD) will be completed for the Pontoon Construction Project in the first quarter
of 2011. The Notice of Intent to prepare the EIS was issued in December 2007.
The objective of the EIS is to document the environmental analysis, proposed
mitigation measures, and the public, interagency, and tribal coordination as
required by NEPA and SEPA. The EIS documents potential environmental
impacts for two alternative project sites. The alternative sites were identified
through a regional site identification and screening process that included input
from regulatory agencies and interested tribal nations.
In order to advance Endangered Species Act (ESA) Consultation and early

permit coordination, an agency preferred alternative was identified prior to the
public release of the Draft Environmental Impact Statement (DEIS), and rationale

for this preference was described in the DEIS. WSDOT has fully considered all
comments submitted during the 45-day public comment period - that immediately
followed the issuance of the DEIS. The FEIS includes responses to all
substantive comments.
Early agency and tribal coordination was initiated prior to beginning the
NEPA/SEPA process in order to ensure that milestone NEPA/SEPA decisions -
such as purpose and need, alterative screening criteria, range of alternatives,
and preferred alternative – are aligned with applicable plans, laws and
regulations, tribal treaty rights, and tribal interests. Preliminary design, and
environmental reconnaissance and analysis work will continue to be advanced to
the level necessary to respond to issues of regulatory concern and support
environmentally-informed and compliant decisions throughout the NEPA/SEPA
process.
An agreement to advance the environmental analysis and preparation of the

NEPA/SEPA documentation to complete DEIS was issued in early 2008, and an
amendment for the preparation of the Final EIS and ROD followed in May 2010.
The final EIS is expected to be completed by the end of 2010.
Update, December 2010: The final EIS was published in December 2010 and ROD will be signed
in January 2011.
8.1.1.2 Endangered Species Act (ESA) Consultation

Section 7 of the ESA requires that projects with federal funding or other federal
nexus consult with the appropriate federal agencies to determine if the project
could jeopardize the continued existence of an ESA-listed species or adversely
modify any designated critical habitat. ESA requires that potential effects to
listed species are evaluated in a Biological Assessment, which documents the
potential effects of the preferred alternative on listed species and habitat. After
review of the Biological Assessment, the US Fish and Wildlife Service and NOAA
fisheries each issue a Biological Opinion that includes terms and conditions to
avoid and minimize adverse effects on listed species and habitat. These terms
and conditions are included in the Final EIS and ROD.
WSDOT has been working in cooperation with the federal services that oversee
ESA since 2007 to analyze and determine potential effects of the project on ESA-
listed species. The Biological Assessment is expected to be complete in the
spring of 2010, and the Biological Opinion from the services is expected in the
fall of 2010 before the FEIS is issued.
Update, December 2010: The Biological Opinion was signed by NMFS in October 2010.
8.1.1.3 Section 106 of the National Historic Preservation Act (NHPA)

Consultation
Section 106 of the National Historic Preservation Act (NHPA) requires agencies
to consider a project’s effects on historic districts, sites, structures, and objects
that are listed in or eligible for inclusion in the National Register of Historic Places
(NRHP). In order to evaluate the project’s potential effects on cultural resources

at the two alternative sites, WSDOT, in partnership with the Washington
Department of Archaeology and Historic Preservation (DAHP), established the
Area of Potential Effect (APE) for the project. WSDOT has completed research
and field work to identify potential Section 106 resources within the APE of both
alternatives under evaluation in the EIS. WSDOT consulted with Native
American tribal nations with possible historical ties to the alternative sites on
potential resources within the APE that could be adversely impacted by the
project.
Close coordination with both the Washington DAHP and interested tribes was
initiated before the NEPA/SEPA process began in order to identify issues early
and ensure decisions that were in alignment with the NHPA and tribal interests.
8.1.1.4 Early Permit Coordination

Federal, State, and local permits will be required to implement the Pontoon
Construction Project. In order to streamline the permitting process in Washington
State, regulatory agencies collaborated to develop a single application form,
called the Joint Aquatic Resources Permit Application (JARPA) that can be used
to apply for multiple permits. WSDOT will use the JARPA application and
process to apply for several permits including but not limited to:
 US Army Corps of Engineers Rivers and Harbors Act Section 10 and

Clean Water Act Section 404 permits
 The Washington Department of Ecology Clean Water Act Section 401
Water Quality Certification
 Washington Department of Fish and Wildlife Hydraulic Project Approval
 Washington Department of Natural Resources Aquatic Land Use
Authorization
 Local Shoreline Permits
Coordination with federal, state, and local permitting agencies began at the onset
of the NEPA/SEPA process to ensure decisions that were not in conflict with
permit regulations and to facilitate expedited permit application processes.
WSDOT is pursuing issuance of environmental permits before or shortly after the
ROD in order to begin construction as soon as possible.
8.1.2 Construction
The WSDOT Olympic Region will provide most, if not all, staff for day-to-day
management of construction activities during the construction phase. Because
the Pontoon Construction Project will be a design-build project, the design-build
contractor will complete final design during the construction phase. The SR 520
Program office will retain ultimate regional authority and responsibility for project
direction and decisions.

Part 2 of this Project Management Plan describes the project management
approach after execution of the design-build contract when the design-build
contractor has been added to the project team. The design-build phase includes
both final design and construction of the project.
The design-build contract will be awarded prior to completion of the

environmental documentation. The design-build contractor will perform design
activities until the ROD has been issued and all needed permits have been
acquired. Actual construction will not begin until ROD and permits have been
received.
Update, December 2010: The design-build contract was executed in February 2010. The FEIS
was published in December 2010 and ROD to be signed in January 2011. All permits are
anticipated to be received by March 2011.
8.1.3 Transition Between Phases

Olympic Region Management and SR 520 Program Senior Management are
currently planning details for hand-off from design management to construction
management. The transition will be somewhat lengthy, as the design-build
contractor will be on board and assisting with preliminary design for nearly a year
before final design and actual construction activities begin.
This PMP will be updated to further address the project’s transition phase once
transition plans are complete.
8.2 Project Closeout

The Pontoon Construction Project Office will conduct project closeout activities
following pre-construction and construction project phases. Detailed plans for
pre-construction closeout activities are included in Part 2 of this PMP.
Documentation and closeout will be performed in accordance with WSDOT

procedures as described in the WSDOT Design Manual M 22-01, Construction
Manual M 41-01, and Chapter 1 of the Request for Proposals (RFP). These
Closeout activities will address the following elements:
 Acceptance of work – Plan for and implement specific procedures for the
acceptance of the work involved in the transition or closure, including
formal acknowledgement of the transfer of responsibility.
 Agreements and Commitments – Develop and implement a plan to close
all governmental, local and utility agreements and to close any
environmental commitments.
 Demobilization of staff and resources – Plan for and implement specific
procedures for staff reassignment; the return of facilities and equipment;
and the termination of services no longer needed for the project.
 Financial closure activities – Review, identify and implement
region/organization and program management requirements, and

implement specific procedures for closing the financial and accounting
activities of the project.
 Archiving – Develop and implement specific procedures for collecting,
organizing and storing the final project records.
 Lessons Learned – Develop and implement specific procedures and
assignments for a formal Lessons Learned collection and documentation
process that complies with the requirements on the WSDOT Lessons
Learned system.
 Recognition of success – Develop a plan for recognizing and rewarding
excellence in both team and individual performance throughout the project
and for recognition activities at the completion of project work.

9. PROJECT DOCUMENTATION MANAGEMENT
The SR 520 Bridge Replacement and HOV Program have developed document
management procedures that apply to all projects within the program. The
Pontoon Construction Project will follow these document management
procedures and the SR 520 Business Procedures Manual, which are
incorporated here by this reference.
9.1 Project File

The project file takes two forms: 1) electronic files on the WSDOT server or on
ProjectWise, and 2) hard copies of documents filed in flat files, bookcases or
shelves designated throughout the Project Office. Typically, the project file
structure is reflective of the contract or Scope of Work.
Additional information on the project file structure for the SR 520 Program can be
found in the SR 520 Program Quality Control and Assurance Plan. Following the
Quality Audit of a quality control review package, hard copies of the items below
will be filed in the project file:
 Quality Control Documentation Form

 Quality Control Check Print Set
 Quality Control Clean Print Set
 Quality Audit Documentation Form
 Original Comment Resolution Form (with initial status code complete and
signed by author and reviewer)
 Original Review Package Mark-ups (if provided by any reviewer)
 Copy of completed Comment Resolution Form (remarks complete by
author)
 Any Quality Control Check Print Set (If changes were necessary following
revisions from external-internal/external review)
These documents will be retained for seven years after the project’s completion.
9.1.1 Document Control

Once a deliverable, as defined in the scope of work related to various task
orders, is submitted and necessary reviews deem it technically complete, free of
error and in alignment with the original intent, it will be transferred to WSDOT
Document Control for filing within the state’s system. Hard copies of each
submitted document are available in the Document Control Library located in the
SR 520 Project Office. Each submitted document is also provided electronically
and is electronically filed using Expedition.

The original deliverable document must be submitted to the Project Engineer with
a transmittal letter listing the original to be submitted to Document Control. The
Transmittal Letter will include the Contract Agreement Number, the Task Order
Number and the Deliverable Document Number.
Additional information on document control for the SR 520 Program can be found
in the referenced SR 520 Business Procedures Manual.
9.1.2 Design Documentation Package

The purpose of a design documentation package (DDP) is to document both the
design criteria and decisions made during project development. These include,
but are not limited to, project scope, applied design standards, design deviations,
and engineering reports.
Within the current design-build context, the project team produces a Design
Approval Package (DAP) and initiates the DDP, while the responsibility for
completing the balance of the DDP rests with the design-builder. Allocation of
responsibility for completing the DDP is called out within the DDP Checklist, as
provided within the DAP.
The approved DDP and DAP provide the basis by which WSDOT can defend
itself against litigation concerning project design.
9.1.3 Administrative Record

An administrative record is intended to document decisions made as part of the
NEPA process. These include, but are not limited to, decisions on the scope of
the environmental analysis, the alternatives evaluated, and selection of a
Preferred Alternative. Any document available to the decision-making agency for
use in reaching any decisions regarding the Pontoon Construction Project will be
included in the record. These documents could include, but are not limited to, e-
mails, technical reports, meeting minutes, and letters.
The Pontoon Construction Project’s Administrative Record will be compiled and

maintained as part of the larger SR 520 Program’s administrative record effort.
The Pontoon Construction Project’s administrative record will be electronic.
Designated SR 520 Program staff will compile the each project’s administrative
record in compliance with WSDOT’s 2009 Environmental Project Electronic
Content (ECM) Guidelines. Project files that should be included in the
administrative record will be copied to Livelink, an electronic file management
system.
The administrative record will be considered complete at the project’s Record of

Decision. The record will serve as a foundation for defense against any litigation.

10. OTHER REQUIREMENTS
10.1 Value Engineering, Value Analyses, and Constructability
Risk Management Plan
Value Engineering is a systematic, multi-discipline approach designed to
optimize the value of each dollar spent. The Pontoon Construction Project Team
will use Value Engineering during the design phase in order to identify and
develop possibilities for adding value to the project and/or reducing the
construction cost or schedule.
The Pontoon Construction Project completed one VE study prior to selection of a

preferred alternative. The site was dropped for environmental reasons. A second
VE study was completed in the summer of 2009, following selection of a
preferred alternative. The study examined the structural design of the basin itself,
including the slab, piles, walls and gate.
10.2 Right of Way

Real Property requirements will be determined in the course of project final
design, although some critical parcels maybe acquired through the Early Right of
Way Acquisition process near the end of the FEIS phase. At that time, this
section of the PMP will be developed in further detail.
WSDOT may use consultants and contractors for the management and
execution of acquisition, relocation and property management related services.
Consultants will maintain acquisition files in accordance with project control
procedures, and original documents will be delivered to WSDOT headquarters
for recording and storage.
ROW acquisition is governed by the Uniform Relocation Assistance and Real
Property Acquisition Policies Act of 1970 as amended (URA); USC Title 23; USC
Title 49; Chapter 8.26 RCW; and Chapter 468-100 WAC. The acquisition process
is highly proscriptive to equitably balance the obligations and rights of the public
with those of affected property owners and tenants. WSDOT maintains a ROW
manual that specifies the manner in which the state will apply the ROW related
requirements of Title 23 and Title 49 in accordance with state law.
When necessary and appropriate, interests in real property, e.g. fee, easements,
or temporary construction easements, to be acquired as part of the project will be
tracked in a ROW database for efficient management of the acquisition process.
The ROW database will track the status of acquisition related activities and,
through reporting, facilitate the sharing of essential information between
Management and supporting organizations. This database will also support
tracking and managing ROW acquisition costs.

The project team will monitor the ROW acquisition process for schedule and cost
impacts. Schedule requirements for acquisitions will be coordinated with
construction requirements and incorporated into the project schedule.
10.3 Procurement and Contract Management

Design
Projects within the SR 520 Program rely on a variety of consultants to

accomplish specialized tasks, such as design, construction management and
environmental services. The Agreements Manager, with the technical
cooperation of the Project Management Team and Business Unit, administers
these contracts. Agreements Management is responsible for ensuring
compliance with the contract terms and conditions and legal aspects of the
contract, while the project managers are responsible for ensuring compliance
with the contractual scope of work.
Selection of consultants for the project will comply with WSDOT “Consultant
Services Procedures Manual” M 27-50. Consultant Master Agreement contracts
and Task Orders will be prepared and administered in accordance with WSDOT
Manual M 27-50 and SR 520 Business Management Procedures.
WSDOT contracts with consultants to assist with preliminary engineering

activities leading up to completion of the environmental documentation and
design-build request for proposals. Consultants are selected in accordance with
the WSDOT procedures referenced above. The majority of the consultant
assistance for preliminary engineering for the SR 520 Program is provided by the
SR 520 Bridge Replacement and HOV Project General Engineering Consultant
(GEC). This consultant contract was procured through a competitive selection
process and executed in February 2006. Pursuant to state and federal
regulations, a qualifications-based selection process was used to evaluate and
select the GEC. Request for Qualifications (RFQs) was advertised in pertinent
major publications, and consultants submitted written packages describing their
qualification and experience. A submittal review team reviewed and scored the
submittals to establish a ranked list of qualified consultants and select the GEC.
In addition to the GEC, preliminary engineering assistance may be provided by

consultants who are contracted with WSDOT on an on-call basis to provide
services in specific engineering disciplines. The WSDOT on-call contracts are
procured in accordance with the WSDOT procedures referenced above.
Construction
The project’s contracting strategy must accommodate the project schedule and
budget, and satisfy federal, state and local requirements concerning such issues
as Disadvantaged Business Enterprise (DBE) participation. The selection of
contractors will conform to WSDOT’s contracting procedures, and a competitive
process will be used.
The WSDOT standard contracting procedures outlined in the documents listed
below will be used in the bidding and contract award process.
 Advertisement and Award Manual

 Construction Manual
 Standard Specifications
10.3.1 Innovative Procurement Strategies

The 520 Project Director, Headquarters Construction Staff, and WSDOT
executives will evaluate non-traditional contract formats and contracting
techniques for the SR 520 project sections. FHWA Headquarters approval under
Special Experimental Projects (SEP-14) will be sought for any non-traditional
construction contracting techniques that deviate from the competitive bidding
provisions in 23 USC 112 or use a method of award other than lowest responsive
bidder (or force account as described in 23 CFR 635B).
Non-traditional contracting techniques may include design-build, best value, life

cycle cost bidding, qualifications-based bidding and other methods where cost
and other factors are considered in the award process. The Design-build
contracting method will be used for final design and construction of the Pontoon
Construction Project.
10.3.2 Contract Management

The SR 520 Business Unit and Contracts groups are preparing a Contract
Management Plan for the SR 520 Program. The Contract Management Plan will
formalize how procurement decisions are made and the types of contracts to be
utilized. Consideration will be given to the size and length of contracts as they
relate to bonding capacity, the number of likely bids and other market conditions.
The plan will also address contract administration, performance reporting, claims
administration, and records management, as well as the development,
management and closeout of task orders for consultant services.
10.3.3 Authority Delegations

Signing authority and delegations for the project are contained in the WSDOT
Signature Authority Matrix.
10.3.4 Disadvantaged Business Enterprises (DBES), Minority and Women-

Owned Businesses, and Small Business Procurements
The Office of Equal Opportunity (OEO) manages and monitors WSDOT’s Equal
Opportunity, Affirmative Action, and Contract Compliance projects. OEO has two
basic units: The External Civil Rights Branch (ECRB) and the Internal Civil Rights
Branch (ICRB). The goal of OEO’s projects and services is to support and
enhance WSDOT’s commitment to a diverse workforce.

WSDOT submitted an interim DBE goal methodology to the FHWA for review
and approval pursuant to 49 CFR 26.45 to establish the overall DBE goal for
federally assisted highway contracts.
For federal fiscal year (FFY) 2006, WSDOT established a proposed interim goal
of 12.70 percent.
WSDOT encourages the voluntary use of DBE firms in the design and
construction of its projects, as these will be counted toward WSDOT’s overall
race-neutral goals. The Office of Equal Opportunity (OEO) is closely monitoring
these race-neutral activities and their results.
The Washington State Office of Minority and Women’s Business Enterprises

(OMWBE) will continue to certify DBE firms and maintain the directory of MBE,
WBE and DBE firms. In addition, under contract with WSDOT, OMWBE will
continue to provide support services for DBEs performing highway related work.
10.3.5 Protest Procedures

Protest procedures will follow state procurement regulations.

Pontoon Construction Project
Project Management Plan
Appendices
APPENDIX B: PONTOON CONSTRUCTION PROJECT INTEGRATED SCHEDULE

SUMMARY
APPENDIX C: PONTOON CONSTRUCTION PROJECT WORK BREAKDOWN

STRUCTURE
APPENDIX D: CURRENT PONTOON CONSTRUCTION PROJECT RISK

ASSESSMENT MATRIX

APPENDIX B: PONTOON CONSTRUCTION PROJECT
INTEGRATED SCHEDULE SUMMARY
Activity ID SR520 Program Actual Total Cost EAC CPI SPI Start Finish 07 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Plan (Global) Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2
1 SR 520 Bridge Replacement & HOV Program $727,056,554 $24,828,185 $746,302,772 1.09 0.95 07-01-05 A 06-02-23
1.04 SR520 Pontoon Construction Project $712,749,622 $24,668,040 $712,427,704 1.09 0.95 07-01-05 A 10-03-14
1.04.1 Preliminary Engineering Pontoon Project Design U52003 $35,933,345 $23,869,596 $39,084,449 1.09 0.95 07-01-05 A 03-06-12
1.04.1.1 Pontoon Project Site Design $21,853,552 $16,652,241 $21,285,383 1.05 0.96 07-01-05 A 01-28-11
1.04.1.1.01 Project Management / Strategic $5,228,739 $4,532,752 $5,153,859 1.09 0.99 07-01-05 A 11-30-10
1.04.1.1.99 HQ Redistribution / SPMG $1,098,515 $624,794 $1,464,794 0.52 1.00 07-01-07 A 01-28-11
1.04.1.1.02 Engineering $7,535,772 $7,074,900 $7,313,300 1.05 1.01 07-01-05 A 03-31-10
n Complete
1.04.1.1.10 Design / Build $5,490,526 $4,419,795 $4,853,431 1.08 0.87 07-01-07 A 04-30-10
01-25-10 01-25-10*
NTP - #1 Preliminary Design
1.04.1.1.63 Stipends for unsuccessful bidders $2,500,000 $0 $2,500,000 0.00 0.00 12-23-09 02-18-10
1.04.1.1.XX Deobligation $0 $0 $0 0.00 1.00 06-30-09 A 06-30-09

A
1.04.1.2 SR 520 Pontoon - Environmental $14,079,793 $7,217,355 $17,799,065 1.21 0.93 07-01-07 A 03-06-12
1.04.1.2.00 Milestones $0 $0 $0 0.00 0.00 09-01-08 A 02-17-10
1.04.1.2.01 Project Management $1,710,118 $1,209,462 $2,458,126 1.06 0.97 07-01-07 A 01-14-11
1.04.1.2.02 Technical Studies $669,267 $472,990 $573,791 1.40 0.94 01-02-08 A 06-30-10
1.04.1.2.04 Section 106 Consultation $3,038,434 $1,930,089 $2,726,597 1.58 1.03 09-02-08 A 09-10-10
1.04.1.2.05 Endangered Species Act Consultation for Pontoon Constr. $1,410,225 $626,238 $1,776,028 0.95 0.55 07-01-07 A 02-25-11
1.04.1.2.03 NEPA/SEPA Compliance $6,192,912 $2,769,418 $9,346,618 1.04 0.95 07-01-07 A 12-31-10
02-12-10
DEIS
09-09-10
FEIS
08-27-10 09-10-10
FEIS- NOA Published in FR
10-14-10
ROD
09-27-10 10-15-10
Issue ROD
1.04.1.2.07 Permitting Activities $1,058,837 $209,158 $913,305 1.66 1.09 03-03-08 A 03-06-12
1.04.1.2.XX Deobligation Account $0 $0 $0 0.00 1.00 06-30-09 A 06-30-09

A
1.04.2 Right of Way Pontoon Project R/W Acquisition U52003A $10,426,207 $798,444 $6,953,189 0.98 1.01 07-01-07 A 10-03-14
1.04.2.1 Pontoon Project Right of Way $10,426,207 $798,444 $6,953,189 0.98 1.01 07-01-07 A 10-03-14
1.04.2.1.01 IDD ROE $0 $0 $0 0.00 0.00 10-01-07 A 09-30-08

A
1.04.2.1.02 Real Estate / RW Services $472,982 $87,957 $461,064 0.96 1.00 07-01-07 A 06-30-11
1.04.2.1.03 Leases - Tacoma $4,139,587 $178,487 $678,487 0.94 1.06 07-01-07 A 06-30-13
1.04.2.1.04 Grays Harbor $5,813,638 $532,000 $5,813,638 1.00 1.00 07-01-07 A 10-03-14
1.04.2.1.06 Lease/Permit - Moorage Site $0 $0 $0 0.00 0.00 01-03-12 01-09-14
1.04.2.1.07 Disposal, Access $0 $0 $0 0.00 0.00 05-28-10 05-28-10
1.04.3 Construction Pontoon Project Construction U52003A / 00 $666,390,070 $0 $666,390,066 0.00 0.00 04-01-09 A 06-11-14
1.04.3.1 Pontoon Construction $666,390,070 $0 $666,390,066 0.00 0.00 04-01-09 A 05-22-14
1.04.3.1.01 Grays Harbor Construction $644,375,254 $0 $644,375,250 0.00 0.00 04-01-09 A 05-22-14
11-07-12
D/B Pontoon Site Design & Construction
03-19-12 03-19-12
Pontoon Bay 1 Completed
Pontoons Construction Start

03-25-14
Operationall Complete - 23 Longit Pontoons & 2 Cross Final Pontoons completed (Ties to Corridor schedule)
Start Date: 01-01-05 SR 520 Pontoon Project Summary Current Finish

Finish Date: 06-02-23
Data Date: 12-01-09 Baseline Finish
Run Date: 12-16-09 Summary
Activity ID SR520 Program Actual Total Cost EAC CPI SPI Start Finish 07 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Plan (Global) Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2
1.04.3.1.06 CTC Pontoon Component Construction $22,014,816 $0 $22,014,816 0.00 0.00 06-08-10 06-05-12
1.04.3.1.10 Project Closeout $0 $0 $0 0.00 0.00 03-26-14 05-19-14
1.04.3.9 Pontoon Contingency $0 $0 $0 0.00 0.00 01-04-10 06-11-14
1.11 SR520 Pontoon Mitigation Project $14,306,932 $127,776 $14,696,699 0.95 0.90 01-02-08 A 06-02-23
07-21-11 07-21-11
Plans ready for Ad
1.14 SR520 Pontoon Moorage $0 $0 $18,700,000 0.00 0.00 10-01-09 A 08-25-15
1.15 SR520 Pontoon Site Restoration Project $0 $32,369 $478,369 0.77 1.06 08-12-09 A 02-08-10
Start Date: 01-01-05 SR 520 Pontoon Project Summary Current Finish

Finish Date: 06-02-23
Data Date: 12-01-09 Baseline Finish
Run Date: 12-16-09 Summary
APPENDIX C: PONTOON CONSTRUCTION PROJECT WORK
BREAKDOWN STRUCTURE
Project ID Activity ID WBS Activity Name
1 SR 520 Bridge Replacement & HOV Program

1.04 SR520 Pontoon Construction Project
1.04.0 High Level Milestones from Public Visio Picture
1.04.0.90 Site Construction
1.04.0.91 Pontoon Construction (Non-CTC)
1.04.1 Preliminary Engineering Pontoon Project Design U52003A XL-2672
1.04.1.1 Pontoon Project Site Design
1.04.1.1.01 Project Management / Strategic
1.04.1.1.99 HQ Redistribution / SPMG
1.04.1.1.02 Engineering
1.04.1.1.10 Design / Build
1.04.1.1.63 Stipends for unsuccessful bidders
1.04.1.1.XX Deobligation
1.04.1.2 SR 520 Pontoon - Environmental
1.04.1.2.00 Milestones
1.04.1.2.01 Project Management
1.04.1.2.02 Technical Studies
1.04.1.2.04 Section 106 Consultation
1.04.1.2.05 Endangered Species Act Consultation for Pontoon Constr.
1.04.1.2.03 NEPA/SEPA Compliance
1.04.1.2.07 Permitting Activities
1.04.1.2.XX Deobligation Account
1.04.2 Right of Way Pontoon Project R/W Acquisition U52003A / RW-5045
1.04.2.1 Pontoon Project Right of Way
1.04.2.1.01 IDD ROE
1.04.2.1.02 Real Estate / RW Services
1.04.2.1.03 Leases - Tacoma
1.04.2.1.04 Grays Harbor
1.04.2.1.06 Lease/Permit - Moorage Site
1.04.2.1.07 Disposal, Access
1.04.3 Construction Pontoon Project Construction U52003A / 00-7826
1.04.3.1 Pontoon Construction
1.04.3.1.00 Contract Dates
1.04.3.1.01 Grays Harbor Construction
1.04.3.1.01.01 Contractor Design
1.04.3.1.01.02 Site Construction
1.04.3.1.01.15 Pontoon Construction
1.04.3.1.01.08 Pontoon Moorage
1.04.3.1.06 CTC Pontoon Component Construction
1.04.3.1.10 Project Closeout
1.04.3.9 Pontoon Contingency
1.11 SR520 Pontoon Mitigation Project

1.11.1 MItigation PE
1.11.1.3 Pontoon Mitigation
1.11.1.3.06 Mitigation
1.11.1.3.67 Design / Bid / Build - Mitigation
1.11.2 Mitigation ROW
1.11.2.2 Mitigation ROW
1.11.2.2.05 Aquisition - Mitigation Site
1.11.3 Mitigation Construction
1.11.3.2 Pontoon Mitigation
1.11.3.2.09 Mitigation Site (Development/Construction)
1.14 SR520 Pontoon Moorage

1.14.01 Moorage Preliminary Engineering
1.14.01.01 Moorage Engineering
1.14.01.01.01 Moorage Engineering
Start Date: 01-01-05 File: XL2672_STATE...

Finish Date: 10-06-23 Layout: ZZ_EPC_WSDOT_WBS Summary Layout
Data Date: 12-04-09 TASK filter: wbs 2 is not equal to blank.
Run Date: 05-25-10 Pontoon Construction
Program... Page 1 of 2
Project ID Activity ID WBS Activity Name
1.14.02 Moorage Right of Way
1.14.02.01 Moorage ROW
1.14.02.01.01 Moorage ROW
1.14.03 Moorage Construction
1.14.03.01 Moorage Construction
1.14.03.01.01 Moorage Construction
1.15 SR520 Pontoon Site Restoration Project

1.15.01 Site Restoration Preliminary Engineering
1.15.01.01 Site Restoration Engineering
1.15.01.01.01 Site Restoration Engineering
1.15.03 Site Restoration Construction
1.15.03.01 Site Restoration Construction
1.15.03.01.01 Site Restoration Construction
1.16 SR520 Pontoon Program Contingency

1.16.01 SR520 Pontoon Program Contingency
1.16.01.01 SR520 Pontoon Program Contingency
Start Date: 01-01-05 File: XL2672_STATE...

Finish Date: 10-06-23 Layout: ZZ_EPC_WSDOT_WBS Summary Layout
Data Date: 12-04-09 TASK filter: wbs 2 is not equal to blank.
Run Date: 05-25-10 Pontoon Construction
Program... Page 2 of 2
APPENDIX D: CURRENT PONTOON CONSTRUCTION PROJECT
RISK ASSESSMENT MATRIX
Post- Pre- Post- Pre-
Project Title WSDOT SR-520 Pontoon Construction RISK MANAGEMENT SUMMARY RESULTS Functional Area
Response Response
Functional Area
Response Response
Management /
Estimate Date Target AD date 07/17/09 Planned and Actual ($ M) Construction 4.7 $M 5.7 $M 0.0 $M 0.0 $M
Funding
Project PIN # Estimated CN Duration 57.9Mo Expected Value Total Risk Before Response -17.1 $M Right-of-Way 0.0 $M 0.0 $M Structures & Geo-tech 1.6 $M 1.6 $M
Last Review Date Estimated PE Cost 37.0 $M Expected Value Total Risk After Response -19.7 $M Design/PS&E 1.8 $M 2.1 $M Utilities 0.0 $M 0.0 $M
Environmental &
Project Manager Estimated ROW Cost 16.9 $M Estimated Cost to Respond 0.0 $M Railroad 0.0 $M 0.0 $M 0.4 $M 5.6 $M
Hydraulics
Est $ Impact of Signficant
Partnerships and Contracting and
Project Risks ( cost & Estimated CN Cost 693.4 $M Potential Cost Savings 2.5 $M 0.4 $M 0.4 $M 2.1 $M 2.2 $M
schedule)
Stakeholders Procurement
Pre-Response Post-Response
Est. Risk Avoided [$M]/Months

Project Phase--Date Identified
Risk Assignment (Contractor

[most likely X probability]
Expected Impact (Post-

Is Risk on Critical Path?
Cost of Schedule Delay
Responded Probability
Cost to Respond [$M]

Expected Impact ($M)
(pre CN, CN, or ROW)
Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Summary Detailed Description of Risk Event
ACTION TO BE TAKEN Responded Risk
Impact
Impact
Status
Risk #
Phase
Description (Specific, Measurable, Attributable, Relevant, Risk Risk Impact Date, Status and
Type Risk Matrix Response Actions including advantages Impact Risk Matrix
Threat and/or Timebound) Trigger ($M or Mo) Review Comments
and disadvantages (include dates) ($M or Mo)
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
Opportunity MIN 0.0$M VH MIN 0.0$M VH

May-09
23-Jun-09
Very Low
Very Low
-0.3$M
-0.3$M
Cost
50%
50%
MAX -2.0$M H MAX -2.0$M H
Probability
Most Likely -0.5$M M $,Mo Most Likely -0.5$M -$0.1 M $,Mo
Probability
Moderate
Moderate
Active
0.2$M
0.3$M
VE1
Design/PS&E
Gate Value engineering recommendation #1, modifications to the gate. L L Contractor

Current
MIN 0.0Mo VL MIN 0.0Mo 0.0Mo VL
Very Low
Very Low
Schedule
0.4 $M
0.5 $M
0.8Mo
MAX 3.0Mo VL L M H VH MAX 3.0Mo 0.8Mo 0.0Mo VL L M H VH
Threat Most Likely 1.5Mo Impact Most Likely 1.5Mo 0.0Mo Impact
Opportunity MIN -10.0$M VH MIN ###### VH

May-09
23-Jun-09
-9.4$M
-9.4$M
Cost
75%
75%
Low
Low
MAX -15.0$M H Mo $ MAX ###### H Mo $
Probability
Most Likely -12.5$M M Most Likely ###### $0.1 M
Probability
VE recommendation #2, modifications for the basin floor. VE
-9.7$M
-9.8$M
Active
High
High
decision report revises VE design to use lesser different type of piles
VE2
Design/PS&E
Basin Floor L L Contractor

than included in the base. (A refinement of the foundation analysis
that minimizes piles and slab thickness.)
Current
Very Low
Very Low
Schedule
-0.4 $M
-0.5 $M
-0.8Mo
MAX -2.0Mo VL L M H VH MAX -2.0Mo -0.8Mo 0.0Mo VL L M H VH
Opportunity Most Likely -1.0Mo Impact Most Likely -1.0Mo 0.0Mo Impact

May-09
23-Jun-09
-4.0$M
-4.0$M
Cost
33%
33%
Low
Low
MAX -15.0$M H MAX ###### H
Probability
Most Likely -12.0$M M Most Likely ###### $0.1 M
Probability
-4.1$M
-4.2$M
Active
VE recommendation #3, modifications to the center wall.

VE3
Low
Low
Design/PS&E
Wall-Center L Mo $ L Mo $ Contractor
Implementation of a fully movable wall.
Current
MIN -1.0Mo VL MIN -1.0Mo 0.0Mo VL

Very Low
Very Low
Schedule
-0.2 $M
-0.2 $M
-0.5Mo

May-09
23-Jun-09
Moderate
Moderate
-22.5$M
-22.5$M
Cost
75%
75%
MAX -60.0$M H Mo $ MAX ###### H Mo $
Probability
VE recommendation #5, revised basin concept (at grade casting Most Likely -30.0$M M Most Likely ###### $0.7 M
Probability
-23.9$M
-24.6$M
yard). This recommendation is mutually exclusive from VE
Active
High
High
VE5
Design/PS&E
At Grade Casting Yard recommendations 1 through 4. Add a risk for schedule delay due to L L Contractor
this VE recommendation (correlated with this opportunity), delay of 0
to 9 months for NEPA/permitting, 25% probability.
Current

Very Low
Very Low
Schedule
-1.4 $M
-2.1 $M
-3.4Mo
Threat MIN 15.2$M VH MIN $15.2 VH

May-09
Moderate
Moderate
6-Aug-09
4.7$M
4.7$M
Cost
25%
25%
MAX 24.9$M H MAX $24.9 H
Probability
Most Likely 18.7$M M Most Likely $18.7 $0.0 M
Construction
Construction
Change Order is
CNS 900.07
Acceptance
Probability
Corridor
required to create There is a chance that a delay to this project causes permanent
Active
4.7$M
4.7$M
ROD is not
Low
Low
Design/PS&E
permanent Pontoon pontoon moorage to be necessary while only temporary is costed in L $ Update this risk as more information becomes available. L $ WSDOT
obtained as
Moorage due to effect the base costs.
scheduled
on the next project
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH
Most Likely Impact Most Likely 0.0Mo Impact

May-15-2009
Threat MIN 5.0$M VH MIN $5.0 VH

6-Aug-09
1.1$M
1.1$M
Contracting and Procurement
Cost
15%
15%
Low
Low
MAX 10.0$M H MAX $10.0 H
Issues with contract documents due to short time line; change
Probability
permit conditions from assumptions; alternative technical concepts; Most Likely 7.5$M M Most Likely $7.5 $0.0 M
Construction
CTR 40.02
Probability
Additional project RFP document will be issued on partial pontoon design could lead to
Mitigation
Very Low
Very Low
Active
1.1$M
1.1$M
costs incurred due to more or less costs when final design is completed; With only 3 Increase the amount of the stipend; Limit the amount and changes that are in
Design/PS&E
L L Contractor
current accelerated months for the RFP response, the contractor may be less the addendums that would require any type of redesign;
base schedule comfortable with their design and bid up price to cover the
Current
uncertainty; premium may apply to the casting basin costs 2.5% to MIN VL $ MIN 0.0Mo VL $
Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
5% of the casting basin costs
0.0Mo
Threat MIN 1.0$M VH $ MIN 1.0$M VH $

May-09
23-Jun-09
Very Low
Very Low
2.0$M
2.0$M
100%
100%
Cost
MAX 3.0$M H MAX 3.0$M H
Probability
Design/PS&E
Most Likely 2.0$M M Most Likely 2.0$M $0.0 M

Construction
Acceptance
DES 10.01
Probability
Local road Haul route improvement costs don't seem to be in the base;
Very High
Very High
Active
2.0$M
2.0$M
maintenance that the discussions with the cities and the Port have occurred and may
Design/PS&E
L Continued communication with cities and the Port. L Contractor

city may require lead need to do some paving overlay costs; basin excavation schedule is
to a cost impact tight but maintenance won't affect schedule
Current
MIN VL MIN 0.0Mo VL

chedule
O RISK
O RISK
0.0 $M
0.0 $M
0.0Mo

Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
0
N
N
S
Threat MIN 1.0$M VH MIN 1.0$M VH

May-09
Very Low
Very Low
6-Aug-09
1.0$M
1.0$M
Cost
50%
50%
Probability
Most Likely 2.0$M M $ Most Likely 2.0$M $0.0 M $
Right Of Way
Construction
Acceptance
ROW 50.03
Probability
Concrete Tech agrees
Moderate
Moderate
CTC
Active
1.0$M
1.0$M
to work on site but Updated: CTC has not been saying that they will require any
Design/PS&E
Modification L Pursue no effect letter from FHWA; L Contractor

Requires improvements, could be fish handling improvements.
s
Improvements
Current
MIN VL MIN 0.0Mo VL
Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo

May-09
6-Aug-09
Very Low
Very Low
0.2$M
0.2$M
Cost
15%
15%
Environmental & Hydraulics
Probability
Most Likely 1.0$M M Most Likely 1.0$M -$0.3 M
Construction
Archaeological resources may be discovered during construction.
Acceptance
ENV 40.01
Probability
Very Low
Very Low
Potential issues with Artifacts discovered during construction, historical burial discovery
Active
1.1$M
1.3$M
Write the MOA to assume they may find some cultural resources; Complete
Design/PS&E
Section 106 during during construction; Update Two, currrently the site is undergoing a L L WSDOT
extensive cultural resource investigations;
construction cultural resources review so expect less chance of an issue during
construction.
Current
MIN 6.0Mo VL $,Mo MIN 6.0Mo 0.0Mo VL $,Mo
Very Low
Very Low
Schedule
0.9 $M
1.2 $M
1.4Mo
MIN VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
40%
20%
MAX H MAX H
Probability
Most Likely M Mo Most Likely $1.2 M
Right Of Way
Construction
ROW 50.04
CTC refuses to allow Probability

Moderate
Mitigation
If CTC refused because of environmental regulations and had to Met with CTC and will meet every other Thursday with the services to make a
Active
1.2$M
0.0$M
on site, have to build
Low
Design/PS&E
move to build all pontoons at Gray's Harbor; Risk 50.04 and Risk L case that consultation is not necessary, failing that the team will negotiate L Mo WSDOT
all pontoons at Gray's
50.03 are mutually exclusive terms that are acceptable to CTC.
Harbor
Current

Very Low
Very Low
Schedule
1.2 $M
0.0 $M
2.4Mo
MIN VH MIN VH
May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
10%
10%
14 hour work days are planned, could include extensive pile driving, MAX H MAX H
this could lead to community opposition to noise and vibration
Probability
Most Likely M Most Likely -$0.3 M
Construction
leading to change in construction schedule. Noise will be significant,
Acceptance
ENV 80.02
Probability
Noise issues during

Very Low
Very Low
over time there could be opposition due to long work days and day
Active
0.9$M
1.1$M
construction lead to Currently planning work hours of 7am to 9pm and keep the City of Aberdeen
Design/PS&E
after day of noise. Reduction in the work hours would be the impact L L Contractor
alteration of informed.
if community opposition occurs. Already employing 3 sets of crews
construction plan
which is the maximum possible. Update Two: The cities seem
Current
MIN 1.0Mo VL Mo MIN 1.0Mo 0.0Mo VL Mo

Very Low
Very Low
Schedule
supportive of this so the likelihood should be lower...lowered to 10%

0.9 $M
1.1 $M
0.2Mo
chance. MAX 2.0Mo VL L M H VH MAX 2.0Mo 0.2Mo 0.0Mo VL L M H VH
MIN VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
7%
7%
MAX H MAX H
Probability
Pre-construction
Most Likely M Acceptance Most Likely $0.5 M

ENV 10.03
Probability
Risk of legal challenge from regional marine industry, conservation

Very Low
Very Low
Active
1.8$M
1.3$M
Legal Challenge to groups, NGOs, etc. (will team up) as a result of construction site.
Design/PS&E
L We follow our proven process for environmental documentation. L WSDOT

NEPA Documentation Impact occurs when a challenge with injunction happens. 33%
chance of no challenge; 60% chance of challenge with/noeffect.
Current

Very Low
Very Low
Schedule
1.8 $M
1.3 $M
0.9Mo

May-09
15-May-09
Very Low
Very Low
1.0$M
1.0$M
Cost
50%
50%
Probability
Most Likely 2.0$M M $ Most Likely 2.0$M $0.0 M $
Construction
CTR 50.03
Probability
Base assumes domestic steel. Minimal chance for waiver; pontoons

Moderate
Moderate
Active
1.0$M
1.0$M
use some stainless steel and this can be difficult to get domestic;
Design/PS&E
Buy America Clause L L

design builder may add to his bid to prepare to cover any penalty if
he is forced to get too much foreign material.
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
30%
30%
MAX H MAX H
Probability
Most Likely M Most Likely $0.0 M
Construction
Construction
CNS 40.08
Probability
Risk of delay to Contractor may need to do the mock up more than once until
Active
0.9$M
0.9$M
pontoon construction accepted; have seen this issue in past projects; minor changes won'
Low
Low
sign/PS&E
L Mo L Mo
due to unacceptable trigger a new mockup; Base assumes 4 months after ROD to allow
mock up for a mockup;
rent

ow
ow
ule
M
o
Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
0.9 $M
0.9 $M
Des
1.1Mo
Very Lo
Very Lo
Schedu
Cur

May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
75%
75%
Probability
Construction
ENV 50.02
Probability
NO RISK
NO RISK
Retired
Soil Contamination Would add cost but if caught early would not lead to schedule
0.0$M
0.0$M
Design/PS&E
discovery during pre- impacts Retired as of final update, Geotech did not find L L
construction/geo-tech contamination. Retired as of Update Two.
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
Opportunity MIN -1.0$M VH MIN -1.0$M VH

May-09
15-May-09
The single contract approach was selected to provide the contracto
Very Low
Very Low
-0.8$M
-0.8$M
with an opportunity to develop a more innovative or cost effective
Cost
50%
50%
design. RFP will have some restrictions because there is another MAX -2.0$M H MAX -2.0$M H
project coming after this that would also need to use the same
Probability
Opportunity for
Design/PS&E
Most Likely -1.5$M M $ Most Likely -1.5$M $0.0 M $

Construction
criteria; Slide launch; elevator launch barges, dual stage pontoons;

DES 60.07
Probability
Contractor Innovation
Moderate
Moderate
remove one of the gates; change the wall type; savings (low end)
-0.8$M
-0.8$M
Active
on Casting Basin Site

Design/PS&E
could be single gate $8M to $12M savings, different pile types (pre- L L
Design or Construction
cast concrete pile is the base) possibly $10M savings on foundation
Methods (Excavation
driving from a floating crane inside the hole could save 1 to 2
Current
Changes) MIN VL MIN 0.0Mo VL

Schedule
months schedule; wall changes (base is cast in place wall) could
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
move to sheetpile or MSE wall, $4M to $5M savings; Possibly no MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH
need for the wall; Excavation changes $1M to $3M savings Steep
Slopes
MIN VH MIN VH
May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
50%
25%
MAX H MAX H
Probability
Pre-construction
Design/PS&E
Most Likely M Mo Most Likely $1.5 M

DES 900.06
Probability
WSDOT to apply for most of the permits not requiring contractor to do this;
Moderate
Mitigation
No time in the construction schedule to allow for permit changes in
Active
1.8$M
0.3$M
Delay to final design of Those permits that are more concerned with work process will be obtained by
Low
Design/PS&E
final design; Corps permit may be the big issue as the permit may L L Mo Contractor
facilities the design builder. Environmental impacts are captured elsewhere for NEPA,
have to be reinitiated and lead to a delay;
changing the impacts to 1 to 3 months.
Current

Very Low
Very Low
Schedule
1.8 $M
0.3 $M
2.8Mo
MIN VH MIN VH
May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
50%
25%
MAX H MAX H
Follow WSDOT's proven design builder process; WSDOT is holding a
Probability
Pre-construction
Most Likely M Mo voluntary submitters meeting on July 1, 2009, to provide potential bidders with Most Likely $0.0 M
CTR 30.01
Probability
Bid protests, addenda, etc.; critical period is the 3 months of

Moderate
Mitigation
information and answer questions; Work with other support groups on
Active
0.1$M
0.1$M
Delays in proposal preparation time; depending on the severity of the
Low
Design/PS&E
L addendum coordination and set key milestone dates for when major changes L Mo WSDOT
Ad/Bid/Award Process addendum delay could be larger; there is a tight schedule for this
are accepted. Weekly coordination meetings with AG's office. Update,
large of a job.
submittals have been tendered to WSDOT still on schedule. Still chance of a
Current

Very Low
Very Low
Schedule
protest but less likelihood than previously.

0.1 $M
0.1 $M
1.0Mo
MIN VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
10%
10%
MAX H MAX H
Probability
Construction
ENV 80.03
Probability
Truck traffic creates

Mitigation
Very Low
Very Low
One truck every 30 seconds during basin excavation for 6 to 8
Active
0.2$M
0.3$M
community complaints When VE recommendation #5 occurs this risk lessens in impact. Correlate
Design/PS&E
months. This can lead to long traffic queues. If reduce the number L L Contractor
either air quality or this mitigated impact with the VE#5 Opportunity.
of trucks by 50% leads to the 6 month upper impact
traffic.
Current

Very Low
Very Low
Schedule
0.2 $M
0.3 $M
0.5Mo
MIN VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
15%
15%
MAX H MAX H
Probability
Pre-construction

Acceptance
ENV 30.01
Probability
Corps of Engineers
Very Low
Very Low
Corps might not accept this site as the Least Environmentally
Active
0.2$M
0.5$M
May Not Accept Grays Continue to work with WSDOT execs and Quinault indian nation in
Design/PS&E
Damaging Practicable Alternative (LEDPA) based on public L L WSDOT

Harbor Sites as the identification of LEDPA.
comments a new site could be entered into the LEDPA review.
LEDPA
Current

Very Low
Very Low
Schedule
0.2 $M
0.5 $M
0.5Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
10%
10%
MAX H MAX H
Probability
nstruction
nstruction
NS 30.04
robability
Very Low
Very Low
Risk that fish windows
Active
0.1$M
0.0$M
June 15th through Feb 28th is the assumed fish window; base
S&E
concerning pontoon L L Contractor

currently does not asume a window on pontoon floatout
float out are missed
Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (15) [22a] (23) (28)
float out (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15a) (16) (17) (18) (19) (20) (21) (22) (24) (25) (26) (27) (28a)
A
are missed
Con
Con
Design/PS
CN
Pr
V
V
Current
Very Low
Very Low
Schedule
0.1 $M
0.0 $M
0.2Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
5%
5%
MAX H MAX H
Probability
Pre-construction

ENV 30.02
Probability
Very Low
Very Low
Corps has to deal with extensive comments on their permit or the
Active
0.1$M
0.2$M
Risk of the 401/404
Design/PS&E
department of ecology, water quality, 401 approval is delayed; Minor L L WSDOT

permit being delayed
risk (See also 106 risk ENV 40.01)
Current
Very Low
Very Low
Schedule
0.1 $M
0.2 $M
0.2Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
20%
20%
MAX H MAX H
Probability
Construction
Construction
CNS 40.03
Probability
Uncertain production
Active
0.1$M
0.2$M
20 hrs per day excavation assumed equates to a truck every 30
Low
Low
Design/PS&E
rates for basin L Mo L Mo Contractor

seconds; 12,000 cubic yards/day is assumed as the rate.
excavation
Current
Very Low
Very Low
Schedule
0.1 $M
0.2 $M
0.2Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
5%
5%
MAX H MAX H
Probability
Pre-construction

ENV 20.02
Probability
Minor issue of a delay; but this risk is already minimized due to

Very Low
Very Low
Other Endangered
Active
0.0$M
0.0$M
incremental consultation process; minor issues may occur with
Design/PS&E
Species Act (ESA) L L WSDOT

pontoon storage (assumption is the storage is within Gray's Harbor);
Consultation Issues
invasive species; negligible risk.
Current

Very Low
Very Low
Schedule
0.0 $M
0.0 $M
0.2Mo
MIN VH MIN VH
May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
15%
15%
MAX H MAX H
Probability
Construction
Acceptance
ENV 30.03
Probability
DNR aquatic land use lease, HPA, Shoreline, Section 10. Risk is
Very Low
Very Low
Delay in Gray's Harbor
Active
0.4$M
0.4$M
that DNR requests information late before willing to issue the aquatic
Design/PS&E
Pontoon Moorage L L WSDOT

land use lease; Believes there is enough time to address issues with
Permits
DNR;
Current

Very Low
Very Low
Schedule
0.4 $M
0.4 $M
0.5Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
5%
5%
MAX H MAX H
Probability
Construction
ENV 30.05
Probability
DNR aquatic land use lease, HPA, Shoreline, Section 10, DMMO
Very Low
Very Low
Active
0.3$M
0.4$M
Delay in dredge (Dredge Material Management Office). Risk is that DNR requests
Design/PS&E
L L WSDOT
channel construction information late before willing to issue the aquatic land use lease;
Believes there is enough time to address issues with DNR.
Current

Very Low
Very Low
Schedule
0.3 $M
0.4 $M
0.2Mo
MIN VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
20%
20%
MAX H MAX H
Probability
Currently contemplating sites that don’t require much excavation, Most Likely M Most Likely $0.0 M
Construction
ENV 40.04
Probability
Cultural Resources such as converted intertidal areas. Field reconnaissance will be done
Mitigation
Identify the site and do the cultural survey. This mitigation will not impact the
Active
0.0$M
0.0$M
Issues at Mitigation during the wetland survey. A database evaluation has been done on
Low
Low
Design/PS&E
L Mo critical path of the delivery of the pontoons and therefore does not have delay L Mo WSDOT
Site cause delay currently identified sites. Possibility of encountering cultural issues
to the pontoon project but could delay the completion of the mitigation project.
during construction since 4 sites that are possible all had tribal villages at some point in
Current
time. Some excavation is required. MIN 3.0Mo VL MIN 3.0Mo 0.0Mo VL

Very Low
Very Low
Schedule
0.0 $M
0.0 $M
0.9Mo

May-09
15-May-09
Very Low
Very Low
0.2$M
0.2$M
Cost
30%
30%
Hydraulics
ability
tion
.02
ity
Dredge material is not

e
M
Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
Proba
Dredge material is not
Construct
Active
0.2$M
0.2$M
Probabil
ENV 900
Environmental &
Low
Low
Design/PS&E
clean leads to disposal Base assumes the material is clean. L $ L $ Contractor

costs
Current
MIN VL MIN 0.0Mo VL
Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo

May-09
6-Aug-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
50%
50%
Maximum necessary may require 2 commercial properties
Probability
Pre-construction

Right Of Way
relocation, widen some roads may require some more row. Volume
ROW 50.07
Probability
NO RISK
NO RISK
Retired
Traffic issues lead to of truck traffic may lead to more row necessary to mitigate the traffic
0.0$M
0.0$M
Design/PS&E
more ROW acquisition impacts on congestion; delay risk comes from if had to move to L L Contractor
necessary condemnation. Updated due to assignment of this risk to the
contractor, believe they will price in a higher probability than in past
Current
Very Low
Schedule
update. Retired as of Update Two.
NO RISK
0.0 $M
0.0 $M
0.0Mo
Opportunity MIN -1.0$M VH MIN -1.0$M VH

May-09
15-May-09
Very Low
Very Low
-0.5$M
-0.5$M
Cost
33%
33%
MAX -2.0$M H MAX -2.0$M H
Probability
Most Likely -1.5$M M Most Likely -1.5$M $0.0 M
Construction
Construction
CNS 40.01
Probability
Production rate due to Have defined a wet weather season from oct 15th to april 15th, lowe
-0.5$M
-0.5$M
Active
weather is better or production rates for weather affected activities; basin excavation
Low
Low
Design/PS&E
L $ L $
worse than assumed affected, base will be changed to gravel borrow, opportunity to use
in the base less costly method. -1.0, 0.0, 1.0 Impact
Current

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo

May-09
15-May-09
Very Low
Very Low
0.5$M
0.5$M
Cost
80%
80%
Probability
Construction
Construction
CNS 900.05
Probability
Settlement occurs at
Very High
Very High
Applies to site grading, utilities; stormwater, conduit; estimates 4 to
Active
0.5$M
0.5$M
the site leading to
Design/PS&E
6 inches but could be worse; up to 4 to 6 feet of fill in places; low L L

increased costs due to
costs.
repair costs
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
10%
10%
MAX H MAX H
Structures & Geo-tech
Probability
Construction
STG 20.02
Probability
Productivity of pile
Very Low
Very Low
Base assumes 5.5 piles per day per crew for each 3 crews over a 14
Active
0.0$M
0.0$M
driving is uncertain
Design/PS&E
hour shift; obstruction delay is low, could be opportunity for quicker L L

leading to change in
schedule due to uncertain production rate. -1.0, 0.0, 1.0 impact
schedule
Current

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
Could be a liquifiable site; WSDOT cannot get the analysis finished

May-09
before the RFP so the information will not be available. Impact is

Very Low
Very Low
6-Aug-09
1.6$M
1.6$M
due to negative issues that can arise due to no hazard analysis
Cost
80%
80%
Geotechnical baseline information being available before the bid; seismic risk issues; MAX 3.0$M H MAX 3.0$M H
report will not contain assumption is design criteria for 1,000 year event life safety only;
Probability
Construction
hazard analysis and ground improvements may be necessary to solve the issue leading
STG 30.01
Probability
Very High
Very High
due to lack of to high cost; IBC requires for special structures if there is an
Active
1.6$M
1.6$M
Design/PS&E
information there is a applicable code use that if not the owner develops a specific code; L L Contractor
higher risk of a higher could design to survive lesser earthquakes; upper cost is design to
bid due to fears that make the structural serviceable after an earthquake; have the
Current
MIN VL MIN 0.0Mo VL

Schedule
lateral spreading contractor to design for lateral spreading; risk is for lateral spreading
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
occurs costs; analysis supplied is conservative; cost is to allow the structure MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH
to hold together and float if it has to move sideways because of
liquifaction. Update: Geotech information now seems to indicate
that lateral spreading will occur.

May-09
15-May-09
Very Low
Very Low
0.2$M
0.2$M
Cost
20%
20%
Discussions with the city to solidify haul routes have not occurred;
Probability
changes may occur; some concern has been expressed about base
Design/PS&E

Construction
DES 10.03
Probability
Change to base haul routes; if a different route is chosen could be different traffic
Active
0.2$M
0.2$M
assumed haul routes mitigation necessary; basin excavation is the activity that could be
Low
Low
Design/PS&E
L $ L $
lead to delay and/or delayed if the haul routes are changed; possibly improvements
costs required by the city in negotiations could also require new ROW;
Current
this risk should be carried by WSDOT as earlier solution reduces the MIN VL MIN 0.0Mo VL
Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
impact greatly.
0.0Mo
MIN VH MIN VH
May-09
5-May-09
O RISK
O RISK
0.0$M
0.0$M
Cost
10%
10%
MAX H MAX H
Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
15
Probability
Pre-construction
If significant changes are made at the last minute, then delays may
Design/PS&E

DES 60.01
Probability
result. Risk is better held by WSDOT; construction related permits;
Very Low
Very Low
Design Delays
Active
0.1$M
0.0$M
changes to the inwater work (channel, moorage) the terms and
Design/PS&E
Resulting from New L L

conditions aren't solidified until later generally; possbily some term
Permit Criteria
or condition that is unanticipated comes up; Risk is when permits
Current
are acquired need to make a change that wasn't accounted for prior. MIN 0.5Mo VL Mo MIN 0.5Mo 0.0Mo VL Mo
Very Low
Very Low
Schedule
0.1 $M
0.0 $M
0.1Mo

May-09
15-May-09
Very Low
Very Low
0.4$M
0.4$M
Cost
10%
10%
Probability
Design/PS&E

Construction
DES 60.08
Probability
Very Low
Very Low
Risk that additional May require 2 more flanker pontoons for the 4 lane; change in
Active
0.4$M
0.4$M
Design/PS&E
pontoon is required for alignment for the 4 lane bridge happened, so more pontoons may be L L
4 lane bridge needed.
Current
MIN VL $ MIN 0.0Mo VL $

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
5%
5%
MAX H MAX H
Probability
Pre-construction
Design/PS&E

DES 900.02
Probability
RFP ready pontoon
Very Low
Very Low
Manpower issue to draft the design could be an issue; issue if wind
Active
0.0$M
0.0$M
design is delayed for
Design/PS&E
and wave analysis comes back with unanticipated results may delay L L
reasons other than
a final addendum.
those explicitly listed
Current

Very Low
Very Low
Schedule
0.0 $M
0.0 $M
0.1Mo
MIN VH MIN VH
May-09
6-Aug-09
NO RISK
NO RISK
Partnerships and Stakeholders
0.0$M
0.0$M
Cost
50%
50%
MAX H MAX H
Probability
Pre-construction
Duration for reaching satisfactory conclusions / agreements. Issues Most Likely M Most Likely -$0.4 M
Acceptance
PSP 10.01
Probability
NO RISK
NO RISK
Retired
such as eelgrass, crabbing, treaty rights, cultural resources, PA,
0.0$M
0.4$M
Agreements with
Design/PS&E
being discussed. Agreement issues can lead to a delay the RFP. L Meeting with the tribes to resolve the issue with PA; L
Tribes
Update: Did not receive the PA, have increased the probability from
25% to 50%. Retired as of Update Two.
Current
Very Low
Schedule
NO RISK
0.8 $M
0.4 $M
0.0Mo
Opportunity MIN 0.0$M VH MIN 0.0$M VH

May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
0%
0%
Probability
Probability
NO RISK
NO RISK
Retired
VE recommendation #4, modification to exterior wall. The value
0.0$M
0.0$M
VE4
Design/PS&E
Walls-Outside engineering recommendation is not accepted. See VE decision L L

document for details.
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0Mo
Opportunity MIN -5.0$M VH MIN VH

May-09
23-Jun-09
NO RISK
NO RISK
The single contract approach was selected to provide the contractor
0.0$M
0.0$M
Cost
75%
with an opportunity to develop a more innovative or cost effective MAX -10.0$M H MAX H
design. RFP will have some restrictions because there is another
Probability
Opportunity for project coming after this that would also need to use the same
Design/PS&E
Most Likely -7.5$M M Most Likely $0.0 M

Construction
DES 60.04
Probability
Contractor Innovation criteria; slide launch; elevator launch barges, dual stage pontoons;
NO RISK
NO RISK
Retired
0.0$M
0.0$M
on Casting Basin Site removal of one of the gates; changing of the wall type; savings (low
Design/PS&E
L VE recommendation #2 and/or #5 retire this opportunity. L

Design or Construction end) could be single gate $8M to $12M savings, different pile types
Methods (Different Pile (pre-cast concrete pile is the base) possibly $10M savings on
Current
Types) foundation driving from a floating crane inside the hole could save 1 MIN -1.0Mo VL MIN -0.8Mo VL
Schedule
NO RISK
NO RISK
-1.3 $M
0.0 $M
to 2 months schedule; wall changes (base is cast in place wall)
0.0Mo
could move to sheetpile or MSE wall, $4M to $5M savings; Possibly MAX -2.0Mo VL L M H VH MAX 0.0Mo -1.5Mo VL L M H VH
no need for the wall;
Opportunity Most Likely -1.5Mo Impact Most Likely -1.1Mo Impact
Opportunity The single contract approach was selected to provide the contractor MIN -8.0$M VH MIN VH
May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
50%
design. RFP will have some restrictions because there is another MAX -12.0$M H MAX H
Opportunity for
Probability
criteria; Slide launch; elevator launch barges, dual stage pontoons;
Design/PS&E

Construction

DES 60.03
Probability
remove one of the gates; change the wall type; savings (low end)
NO RISK
NO RISK
Retired
0.0$M
0.0$M
could be single gate $8M to $12M savings, different pile types (pre-
Design/PS&E
Methods (Single Gate L Covered with VE Recommendations #3 and #5 L

cast concrete pile is the base) possibly $10M savings on foundation
Design) (Cost
driving from a floating crane inside the hole could save 1 to 2
Opportunity Impact)
Current
months schedule; wall changes (base is cast in place wall) could MIN VL MIN 0.0Mo VL
Schedule
(DES 60.10 has the

NO RISK
NO RISK
0.0 $M
0.0 $M
move to sheetpile or MSE wall, $4M to $5M savings; Possibly no
0.0Mo
Schedule Risk Impact) MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH

need for the wall; This is a cost opportunity but this opportunity also
creates a schedule risk which is captured in DES 60.10. Both DES
60.03 and DES 60.10 impacts occur simultaneously. Most Likely Impact Most Likely 0.0Mo Impact
Threat MIN 60.0$M VH MIN VH

y-09
09
SK
SK
M
M
Response Response
Functional Area
Response Response
Management /
Funding
Environmental &
Hydraulics
schedule)




Response Strategy
Risk Review Dates

Total Cost Impact
Total Cost Impact

cost event risk)
cost event risk)

(cost of delay +
(cost of delay +
Update History
Risk Owner
Probability/
RBS Group
Response)
or WSDOT)
Probability
Probability
Impact
Impact
Status
Risk #
Phase
Opportunity [SMART]
(0) (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) [10a] (11) (12) (13) (14) (15) (15a) (16) (17) (18) (19) (20) (21) (22) [22a] (23) (24) (25) (26) (27) (28) (28a)
23-Jun-0
May
0.0$M
0.0$M
NO RIS
NO RIS
Cost
5%
MAX 80.0$M H MAX H
Possibly seismic design level and differential settlement level;
Probability
possible reasons are more information from geotech, or permit from Most Likely 70.0$M M Most Likely $0.0 M
Construction
STG 30.02
Avoidance
Probability
the city to go to a different criteria; performance criteria is currently
NO RISK
NO RISK
Retired
Change in structural
0.0$M
0.0$M
tied to a mechanism; Possibly the performance criteria could change Received a written response from the City of Aberdeen that accepted the
Design/PS&E
design criteria affect L L

dictated by the City of Aberdeen to survive lesser earthquakes; wors seismic criteria.
the project
case is needed to design to survive a 2500 yr quake; $120 million
Current
extra cost minus $25m for piles and floor and $25m for the wall net MIN 3.0Mo VL MIN 0.2Mo VL
Schedule
NO RISK
NO RISK
0.4 $M
0.0 $M
$70M is the median cost
0.0Mo
MAX 12.0Mo VL L M H VH MAX 0.0Mo 0.6Mo VL L M H VH
Threat Most Likely 6.0Mo Impact Most Likely 0.3Mo Impact
The single contract approach was selected to provide the contractor MIN VH MIN VH
May-09
15-May-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
50%
design. RFP will have some restrictions because there is another MAX H MAX H
Opportunity for project coming after this that would also need to use the same
Probability
Contractor Innovation criteria; Slide launch; elevator launch barges, dual stage pontoons;
Design/PS&E

Construction
DES 60.10
Probability
on Casting Basin Site remove one of the gates; change the wall type; savings (low end)
NO RISK
NO RISK
Retired
0.0$M
0.0$M
Design or Construction could be single gate $8M to $12M savings, different pile types (pre-
Design/PS&E
L Due to VE Rec #3 and #5 retired. L

Methods (Single Gate cast concrete pile is the base) possibly $10M savings on foundation
Design) (Schedule driving from a floating crane inside the hole could save 1 to 2
Current
Risk Impact for DES months schedule; wall changes (base is cast in place wall) could MIN 1.0Mo VL MIN 0.5Mo VL
Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
60.03) move to sheetpile or MSE wall, $4M to $5M savings; Possibly no
0.0Mo
need for the wall; This risk is a schedule impact due to the cost MAX 3.0Mo VL L M H VH MAX 0.0Mo 1.5Mo VL L M H VH
opportunity of DES 60.03, both DES 60.03 and DES 60.10 impacts
Threat occur simultaneously. Most Likely 2.0Mo Impact Most Likely 1.0Mo Impact
Threat MIN 5.0$M VH MIN VH

May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
25%
MAX 7.0$M H MAX H
Probability
Design/PS&E
Most Likely 6.0$M M Most Likely $0.0 M

Construction
The pontoons are designed for freshwater but will be moored in

DES 60.09
Probability
Risk that an epoxy
NO RISK
NO RISK
Retired
saltwater until needed; if the project was delayed many years, this
0.0$M
0.0$M
coating for the pontoon
Design/PS&E
could lead to corrosion that damages the pontoons significantly. The L L

is added to the
design change may happen to save this potential issue. The risk of
pontoon design
the pontoons sitting in salt water for a long time is very low.
Current
MIN VL MIN 0.0Mo VL

Schedule
NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
Performing a test pile program on the preferred alternative site could

May-09
possibly lead to savings due to more information. In DB usually the

23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
contractor would do a pile load test during design; and could gain
Cost
50%
some useful information still from doing the test pile program. For MAX -4.0$M H MAX H
the RFP will have some borings, and lab test raw data; information
Probability
Construction
Construction
may lead to fewer piles being necessary leading to a cost savings in

CNS 900.06
Probability
Test pile program

NO RISK
NO RISK
Retired
bid (problem is the information isn't known by the bidders prior to
0.0$M
0.0$M
implemented leads to
Design/PS&E
bid, savings is due to lower premium in bid due to lack of L L

lower bid prices due to
information); with the information can find the ultimate capacity and
more information
can design closer to that limit which can lead to savings, test costs
Current
MIN VL MIN 0.0Mo VL

Schedule
about $300k saves around $4.2 million so a net savings of about

NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
$4m at the largest. This program needs to be done by the State MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH
before bids to get the information out to save on bids. Update: A
decision has been made that this cannot be performed before the
RFP goes out.

May-09
23-Jun-09
NO RISK
NO RISK
0.0$M
0.0$M
Cost
10%
The single contract approach was selected to provide the contracto MAX -5.0$M H MAX H
Probability
Opportunity for
Design/PS&E

Construction
design. RFP will have some restrictions because there is another

DES 60.05
Probability
NO RISK
NO RISK
Retired
0.0$M
0.0$M
Design/PS&E
criteria; foundation driving from a floating crane inside the hole could L L
save 1 to 2 months schedule; wall changes (base is cast in place
Methods (Change Wall
wall) could move to sheetpile or MSE wall, $4M to $5M savings;
Current
Type) MIN VL MIN 0.0Mo VL

Schedule
possibly no need for the wall. Retired because VE

NO RISK
NO RISK
0.0 $M
0.0 $M
0.0Mo
recommendations replaces this opportunity. MAX VL L M H VH MAX 0.0Mo 0.0Mo VL L M H VH

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Pontoon Construction Project

Project Management Plan

2. PROJECT SCOPE 7

3. TEAM ALIGNMENT 10

4. PROJECT CONTROLS AND ACCOUNTABILITY 24

5. RISK MANAGEMENT PLAN 38

6. COMMUNICATIONS PLAN 42

Pontoon Construction Project – Project Management Plan

7. QUALITY PLAN 51

8. TRANSITION PLAN AND PROJECT CLOSEOUT 53

9. PROJECT DOCUMENTATION MANAGEMENT 58

10. OTHER REQUIREMENTS 60

APPENDIX A: SR 520 PROGRAM CHARTER

APPENDIX B: PONTOON CONSTRUCTION PROJECT INTEGRATED SCHEDULE SUMMARY

APPENDIX C: PONTOON CONSTRUCTION PROJECT WORK BREAKDOWN STRUCTURE

APPENDIX D: CURRENT PONTOON CONSTRUCTION PROJECT RISK ASSESSMENT MATRIX

Pontoon Construction Project – Project Management Plan

The Pontoon Construction Project will be constructed as a Design-Build project.

Part 2: Design-Build Construction Project

Pontoon Construction Project – Project Management Plan

To achieve this purpose, WSDOT is proposing to build a new casting

2.1 Team Mission/Assignment

2.2 Major Milestones

2.2.1 Pre-Construction Phase

 Right of Way Certification ............................. June 2010

Pontoon Construction Project – Project Management Plan

2.3 Project Boundaries

 Preliminary Engineering – $43 million

Pontoon Construction Project – Project Management Plan

Pontoon Construction Project – Project Management Plan

Timely communication with no surprises is critical to successful delivery of the

3.1 Team Identification

 The Pontoon Construction Project Design Office

3.1.1 Pontoon Construction Project Design Office

Pontoon Construction Project – Project Management Plan

3.1.2 External Partners

3.1.2.1 Pontoon Construction Project Agency Coordination Team

 Public and agency involvement when developing the project’s purpose

Pontoon Construction Project – Project Management Plan

 Environmental Protection Agency

 Department of Archaeology and Historic Preservation

 Quinault Indian Nation

 Olympic Region Clean Air Agency

Pontoon Construction Project – Project Management Plan

3.1.4 SR 520 Bridge Replacement and HOV Program

3.1.5 WSDOT HQ Support

 Capital Program Development and Management – Funding approval,

Pontoon Construction Project – Project Management Plan

 Materials Laboratory – Pavement design(s).

3.2 Project Organizational Charts

Pontoon Construction Project – Project Management Plan

Position may be filled by consultant

Pontoon Construction Project – Project Management Plan

Position may be filled by consultant

Pontoon Construction Project – Project Management Plan

3.3.1.1 Senior Management Team (WSDOT)

3.3.1.2 Project Engineering Manager (WSDOT)

3.3.1.3 Project Engineer (WSDOT)

3.3.1.4 Assistant Project Engineer