Attachment 2 __ Large Project Design Bid Build Scheduling Specs.pdf

632-12-106 Renovate Sterile Processing Dept., B200 Northport, VAMC

NETWORK ANALYSIS SCHEDULES – LARGE

VISN 2 CONSTRUCTION PROJECT

DESIGN-BID-BUILD

01 32 16.13 - 1

SECTION 01 32 16.13

NETWORK ANALYSIS SCHEDULES – LARGE VISN 2 CONSTRUCTION PROJECT

PART 1 - GENERAL:

1.1 DESCRIPTION:

A. The Contractor will develop a fully Resource loaded (cost) Network Analysis System (NAS) plan/diagram and computer generated schedule demonstrating fulfillment of the entire contract requirements, will keep the plan and computer generated schedule up-to-date in accordance with the specification requirements of this section and will utilize the plan for scheduling, coordinating, mitigating and monitoring work under this contract (including all activities of subcontractors, equipment vendors and suppliers) and verification of every Periodic Progress updates and

Payment Submittals of the work under this contract. The Contractor’s initial NAS Diagram submission will be the basis for their initial project schedule and will be designated as a Day 1 diagram submission. After review and approval of first schedule by VA, this schedule will be designated as the approved Baseline Schedule.

B. Conventional Critical Path Method (CPM) Precedence Diagramming Method (PDM) technique will be utilized to satisfy both time and cost applications. All schedule data and reports required under this specification section will be based upon total float, not free float schedules. The approved baseline NAS diagram and the schedule becomes the official project schedule of record governing schedule management, oversight, and actions on the corresponding contract.

1.2 CONTRACTOR'S REPRESENTATIVE:

A. The contractor will designate a representative on the site (Usually the Project Executive or

Manager) who will be responsible for the preparation, timeliness, quality and the accuracy of the network diagram, review, and report progress of the project with and to the Contracting Officer's representative (COR).

B. The Contractor's representative will have direct project control and complete authority to act on behalf of the Contractor in fulfilling the requirements of this specification section.

C. The Contractor’s representative will have the option of developing the Project CPM Schedule within their organization or to engage the services of an outside consultant. If an outside scheduling consultant is utilized, all requirements of Section 1.3 of this specification will apply. If the project schedule is developed within the contractor’s organization, all requirements of Section

1.3 will be provided equivalent to a Contractors scheduling consultant for the organizations scheduling personnel and experience; including names, information to demonstrate qualifications

01 32 16.13 - 2 and selected PDM network diagram samples on the contractor’s completed projects of equal size and scope as covered under this contract.

1.3 CONTRACTOR'S CONSULTANT (CONTRACTORS OPTION):

A. To fulfill all the requirements of this specification section, the Contractor will engage an independent CPM consultant who is skilled in the time and cost application of scheduling using

(PDM) network techniques for similar sized construction projects. The cost of which is included in the Contractor's bid proposal price. This consultant will not have any financial ties, business ties, affiliation with or a subsidiary company of the Contractor. The consultant is expected to provide unbiased professional services to the contractor and to VA’s representatives in developing and maintaining the project schedule.

B. Prior to engaging a consultant, and within 10 calendar days after award of the contract, the

Contractor will submit to the Contracting Officer:

1. The name and address of the proposed consultant and Company.

2. Sufficient information to show that the proposed consultant has the qualifications to meet the requirements specified in this specification section.

3. A list of at least three similar prior construction projects, along with selected PDM network diagram samples on current projects which the proposed consultant has performed complete project scheduling services. These network diagram and schedule samples must show complete project planning for a project of similar size and scope as covered under this contract.

C. The Contracting Officer has the right to approve or disapprove employment of the proposed consultant, or the qualifications and experience of the contractor organization’s in-house scheduler and will notify the Contractor of the VA decision within seven calendar days from receipt of information. In case of disapproval, the Contractor will resubmit another consultant within 10 calendar days for renewed consideration. The contractor must have their CPM

Consultant, or in-house scheduling qualifications and experience, approved prior to Notice to

Proceed (NTP).

1.4 PRIOR TO BASELINE SCHEDULE ACCEPTANCE:

A. At the time of the Pre-Construction Conference, prior to the issuance of the project Notice to

Proceed, the Contractor and the Contractor’s Scheduling Consultant, or contractor organization’s inhouse scheduler, will arrange a separate meeting with the Contracting Officer and/or his representative to discuss the requirements of this specification in detail. The Contractor and the

Contractor’s CPM Consultant, or in-house scheduler, will acknowledge, in writing, their understanding and compliance with the requirements of this specification.

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B. With exception of bonds, insurance, and limited mobilization cost associated with preparatory work such as site trailers, staging areas, haul roads etc., the approval of the baseline NAS schedule is a condition precedent to:

1. Processing of contractor’s pay request(s) for any construction activities/items of work.

2. Review of any schedule updates.

C. Government review comments on the contractor’s schedule will not relieve the contractor from compliance with requirements of this specification section and the remaining contract documents.

PART 2 - SCHEDULE CRITERIA / DATA REQUIREMENTS:

2.1 COMPUTER PRODUCED SCHEDULE DEVELOPMENT CRITERIA:

A. The computer produced schedule will be prepared and maintained using current editions of either

Primavera P6 software or Microsoft Project Plan 3 software, or an equivalent scheduling software which provides all necessary capabilities to produce the scheduling and reporting deliverables required by these specifications. Proposed equivalent scheduling software will be submitted to the Contracting Officer for approval. The software submittal must include a side-by-side comparison checklist of this specification scheduling and report deliverable requirements and the proposed software’s capabilities to provide those deliverables along with project relative examples of the software schedule diagrams and reports. The contractor must provide to the VA two cloud based licensed seats for proposed equivalent scheduling software for a continuous duration to be not less than the approved contract completion period duration thru the one-year warranty period. The cost of these two VA designated software seats will be included in the project bid cost. [Note the VA has access to Microsoft Project and Primavera P6 thru its Software

Application Subscription system]

B. Work activity/event relationships will be restricted to Finish-to-Start (FS) and Start-to-Start (SS) only without lead or lag constraints. Note: Some exception may be allowed for lag in SS relationship but must be approved by the VA’s contracting officer on case-by-case basis prior to inclusion in the schedule.

C. Subsequent schedule updates work activity/event relationships will reflect planned sequence of work, with actual status of completed or for in-progress work.

D. Activity/event date constraints, not required by the contract, will not be accepted unless submitted to and approved by the Contracting Officer. The contractor will make a separate written detailed request to the Contracting Officer identifying these date constraints and secure the Contracting

Officer’s written approval before incorporating them into the network diagram. The Contracting

Officer’s separate approval of the network diagram will not excuse the contractor of this requirement.

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E. Logic events (non-work) will be permitted where necessary to reflect proper logic among work events but must have zero duration. The complete computer schedule will reflect the Contractor's approach to pursuing the entire project.

F. Intermediate Phasing milestones contained in the contract documents will be clearly shown in the schedule.

G. The Contractor’s initial Day 1 submission, prior to VA review and approval, in its original form will reflect only the original contract scope of work.

H. Early Project Completion or “Short Schedule” – VA will not approve any baseline schedule which shows completion date prior to the contract completion date. Also, there should not be any “filler or “contingency” type of activities to fill the entire contract duration. VA has no obligation to accelerate activities to support a proposed early contract completion. However, if the subsequent updates show that early handover is feasible due to “ahead of schedule” situation, VA may accept the facility earlier at no additional cost to the government.

I. The Baseline Schedule Critical Path of the project will be limited to:

1. No more than 20% of the work activities will be on the critical and near-critical path(s). Critical path is defined as activities with zero (0) day total float. Near-Critical path(s) is defined as activities with one (1) to twenty (20) days of total float.

2. Multiple Critical paths will not be allowed.

J. The Contractor will show activities/events for:

1. Contractor's time required for submittal of shop drawings, templates, fabrication, delivery and similar pre-construction work.

2. Contracting Officer's and Architect-Engineer's review and approval of shop drawings, equipment schedules samples, template, or similar items with time duration of no less than

20 workdays, beginning the workday after receipt of submittal.

3. Shutdowns or Interruption of VA Medical Center utilities, delivery of Government furnished equipment (GFE), and rough-in drawings, project phasing and any other specification requirements.

4. VC/VV Equipment - All significant VC (VA furnished and Contractor installed) and VV (VA furnished and VA installed) equipment will be clearly shown in the schedule. Any smaller VC and VV Equipment will also be logically grouped together and shown in the schedule.

5. Test, balance and adjust various systems and pieces of equipment, maintenance and operation manuals, instructions, and preventive maintenance tasks.

6. Commissioning (CX)Activities – Based upon the project specific Commissioning plan and project specification section 01 91 00, the contractor will include in the Day 1 NAS Diagram all the systems commissioning activities (see systems covered in Division 7, 8, 21, 22, 23, 26, 28, 31 and others as specified) such as startup, Pre-functional check list, Pre–test, individual

01 32 16.13 - 5 component and system level Functional test, Operator’s training, O.& M. Manuals etc.(including any deficiency correction and re-testing). Most commissioning activities should be completed as part of the normal construction schedule and finalized prior to the construction contract completion date. To this end, it is imperative that the Commissioning

Agent and the Contractor collaborate to integrate commissioning activities into the

Contractor’s overall construction schedule. All commissioning activities will be cost loaded as required in the later paragraphs. e Commissioning Plan will identify critical commissioning activities and associated construction/start up tasks that must precede these activities to allow for successful execution of the commissioning activities. To coordinate these activities with the construction schedule, a Commissioning Duration Schedule should be provided by the Commissioning Agent to the VA COR and the Contractor to provide a rational basis for integration of commissioning into the Day 1 NAS diagram and the construction schedule.

The Commissioning Duration Schedule should include the following information:

a. Description of Commissioning Activity

b. Prerequisite Construction Tasks Required to Execute the CX Activity

c. Elapsed Time Duration of Each Activity

d. Documentation Associated with Each Task/Document Responsibility

7. Once the duration schedule is delivered to the Contractor, the Contractor will collaborate with the Commissioning Agent to integrate all commissioning activities into the fixed duration construction schedule in accordance with VA NAS requirements for scheduling the project.

The Baseline Schedule, as approved by the VA at the beginning, may not have all necessary

Cx details, but the contractor is required to subsequently update the commissioning activities as more detailed Commissioning Duration Schedule is being developed.

K. VA inspection and acceptance activity/event with a minimum duration of five workdays at the end of each phase and immediately preceding any VA move activity/event required by the contract phasing for that phase. Schedule these activities/events so that only one phase is scheduled for completion within the same 30 consecutive calendar day period (except for those phases immediately preceding the final acceptance). Maintain this scheduling condition throughout the length of the contract unless waived by the Contracting Officer’s representative (COR) in writing.

L. Work activities/events for the asbestos abatement bid item will have a trade code of ASB.

M. Bid items other than the Base Bid (ITEM 1) and Asbestos Abatement item will have trade codes corresponding to the appropriate bid item number (e.g., ITM 3, ITM 4 and other items).

1. Show not only the activities/events for actual construction work for each trade category of the project, but also trade relationships to indicate the movement of trades from one area, floor, or building, to another area, floor, or building, for at least five trades who are performing major work under this contract.

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2. Break up the work into activities/events will have:

a. Duration no longer than 20 workdays each, except as to non-construction activities/events (i.e., procurement of materials, delivery of equipment, concrete and asphalt curing) and any other activities/events for which the Contracting Officer may approve the showing of a longer duration.

b. Submittal / Shop Drawings- The duration for VA approval of any required submittal, shop drawing, or other submittals will not be less than 20 workdays. Some long lead items and complex system shop drawings and submittal approval process will require longer than 20 workdays and should be clearly portrayed in the baseline schedule. Refer to Example drawing CPM-1 for some typical VA approval activities/events which will require minimum duration longer than 20 workdays. The construction time as determined by the CPM schedule from early start to late finish for any sub-phase, phase or the entire project will not exceed the contract time(s) specified or shown.

c. An activity/event will only reflect the work of one entity (subcontract or craft).

d. The activity/event once began can continue unimpeded until the activity/event is complete.

3. Describe work activities/events clearly, so the work is readily identifiable with clear scope for assessment of completion. Activities/events labeled "start," "continue," or

"completion," are not specific and will not be allowed. Lead and lag time activities will not be acceptable (Refer to item 2.1 B above for some exceptions).

4. Uniquely number each activity/event ID with ALPHA-NUMERIC value in ascending order.

The network diagram should be generally numbered in such a way to reflect trade discipline, phase, or location of the work.

2.2 WORK ACTIVITY/EVENT COST AND TRADE RESOURCE DATA:

A. Cost Loading - The Contractor will cost load all work activities/events except procurement activities. The cost loading will reflect the appropriate level of effort of the work activities/events.

The cumulative amount of all cost loaded work activities/events (including alternates) will equal the total contract price. Prorate overhead, profit and general conditions on all work activities/events for the entire project length. The contractor will generate from this information cash flow curves indicating graphically the total percentage of work activity/event dollar value scheduled to be in place on early finish, late finish. These cash flow curves will be used by the Contracting Officer to assist him in determining approval or disapproval of the cost loading. In the event of disapproval, the Contractor will revise and resubmit in accordance with Article, THE INITIAL DAY ONE SCHEDULE SUBMITTAL (Item 3.1B

01 32 16.13 - 7 below). Negative work activity/event cost data will not be acceptable, except on VA issued contract changes.

B. The Contractor will cost load work activities/events for guarantee period services, test, balance and adjust various systems in accordance with the provisions in the FAR 52.232 – 5

(PAYMENTS UNDER FIXED-PRICE CONSTRUCTION), Article, and VAAR 852.232 Article 71

Including NAS-CPM for (PAYMENTS UNDER FIXED-PRICE CONSTRUCTION).

C. The Contractor will cost load work activities/events for ASBESTOS ABATEMENT. The sum of asbestos abatement work activity/event costs will equal the value of the asbestos bid item in the

Contractors' bid.

D. The Contractor will cost load work activities/events for all BID ITEMS. The sum of the cost loading for each bid item work activities/events will equal the value of the item in the Contractors' bid.

E. The Contractor will cost load the submission and approval of as-built drawings activity not less than $35,000 or 1 percent of the present contract value, whichever is greater, up to $200,000.

Activity will be declared 100 percent complete upon the government’s approval.

F. The Contractor will cost load the submission and approval of O&M manuals and onsite training of government employees activities not less than $20,000 for the O&M manual activity and not less than $20,000 for the onsite training activity, not to exceed $40,000 total. Activity will be declared 100 percent complete upon the Government’s approval of all O&M manuals and completion of onsite training of government employees.

G. The Contractor will cost load the “Correction of punch list from Government pre-final inspection” activity(ies) not less than 1 percent of the present contract value. Activity(ies) may be declared

100 percent complete upon the Government’s verification of completion and correction of all punch list work identified during Government pre-final inspection(s).

H. Work activities/events for General Contractor bond will have a trade code and area code of BOND.

I. General contractor work requirement code – The scope of work activities that will be performed solely by the general contractor must be identified clearly and a unique code assigned to each activity so that it can be sorted and summarized in a report. The purpose is to ascertain that the general contractor is meeting his contractual share of work content (as outlined in the signed contract documents). Care must be taken to estimate individual activity costs realistically, so these are not unreasonably inflated or deflated in the schedule.

J. Manpower loading - In accordance with Article PERFORMANCE OF WORK BY THE

CONTRACTOR in FAR 52.236 – 1 and VAAR 852.236 - 72, the General Contractor will submit, simultaneously with the cost per work activity/event of the construction schedule required by this

Section, a responsibility code for all activities/events of the project for which the General

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Contractor's forces will perform the work. This will be the basis for the “Resource loading” of the schedule and the General contractor will provide “Manpower loading” reports by trades and the overall Trade manpower requirements, when requested by the contracting officer or his/her representatives.

2.3 NETWORK DIAGRAM (NAS) DATA REQUIREMENTS:

A. The Day 1 NAS diagram is the logical plan and forms the basis for contractor’s baseline schedule. Participation and input of key construction personnel from the General contractor and the major subcontractors is a mandatory requirement in the baseline schedule development. The Day 1 NAS diagram in its original form will reflect the original contract scope of work and contain no contract changes or delays which may have been incurred during the final NAS diagram and baseline schedule development period and will reflect the entire contract duration as defined in the bid documents. Show on the NAS diagram the sequence and interdependence of work activities/events required for complete performance of all items of work. In preparing the NAS diagram, the Contractor will:

1. Exercise sufficient care to produce a clear, legible, and accurate network diagram, in pure logical precedence diagraming method (PDM) format, refer to the construction document

(CD) drawing, CPM-1 (Sample CPM Network). Computer plotted network diagrams will legibly display and plot all information required by the VA CPM activity/event legend, otherwise the computer plotted network diagram will not be accepted. If the computer plotted network diagram is not found acceptable by the contracting officer’s representative, then the network diagram will need to be created through other means to meet legibility requirements.

Provide a key plan on each network diagram sheet showing the project area associated with the work activities/events shown on that sheet. VA will accept electronic version of this legible

NAS diagram instead of hard copy, if the contractor so choses and the Contracting Officer agrees upon delivery of an acceptable alternative deliverable.

2. Show the following on each work activity/event:

a. Activity/Event ID number, driven by WBS coding structure.

b. Concise description of the work represented by the location and activity/event.

c. Activity coding – Provide activity coding (five alpha characters or less) for Trades (GEN, MECH, ELEC, CARP, PLAST, or other acceptable abbreviations), Area, Phasing etc.

Provide a dictionary of all coding in the front page of the NAS Diagram.

d. Duration (in workdays.)

e. Cost (in accordance with Article, ACTIVITY/EVENT COST DATA of this section and less than $9,999,999 per activity).

f. Load the trade for each activity with proper trade codes in the “resource” field of the scheduling software for ease of generating individual Trades profiles required to plan and

01 32 16.13 - 9 complete the project. Manpower loading, the number of workers, is not required to be provided for each activity, unless requested by the contracting officer.

g. No open-ended activities will be accepted, except for Notice to Proceed and the Final

Completion activities.

h. The SYMBOL LEGEND format shown below and, on the drawing, CPM-1 (Sample CPM

Network) is mandatory and will be followed in preparing final network diagrams.

P u ll W ir in g 1 - F L

2 0 0 3 5 1

2 5 1 4 0 1

3 1 5 R e la t io n s h ip f r o m E v e n t E ls e w h e re in th e N e t w o rk

T ra d e B u m p

R e la t io n s h ip O u t

R e la t io n s h ip f ro m M a t e r ia l E v e n t

R e la t io n s h ip to E v e n t E ls e w h e r e in th e N e t w o rk T r a d e B u m p

R e la t io n s h ip in

3 0 1 E L E 1 F L -

5 2 1 2 0

E v e n t

I d e n t i f ic a t io n

R e la t io n s h ip f ro m P re c e e d in g E v e n t R e la t io n s h ip t o

S u c e e d in g E v e n ts

S F

A c t iv i t y

D u r a t io n

M a n p o w e r

T o ta l L a b o r & M a te r ia l C o s t

A r e a C o d e

T r a d e C o d e

S Y M B O L L E G E N D

E v e n t D e s c r ip t io n

S h o w N e tw o r k D i a g r a m p a g e n u m b e r l o c a t i o n ( s ) f o r a l l in c o m i n g / o u t g o i n g n o d e c o n n e c t o r ( s ) .

B. To the extent that the network diagram or any revised network diagram shows anything not jointly agreed upon, it will not be deemed to have been approved by the Contracting Officer. Failure to include any element of work required for the performance of this contract will not excuse the

Contractor from completing all work required within any applicable completion date of each phase regardless of the Contracting Officer's approval of the network diagram.

C. Electronic File submittal Requirements and CPM Activity/Event Record Specifications: Submit to the VA (Contracting Officers Representative - COR and CPM Schedule Analyst) date coded electronic file(s) containing one file of the data required to produce a Microsoft Project/Planner, 01 32 16.13 - 10

(PDM) or Primavera P6, or approved equivalent software produced schedule, reflecting all the activities/events of the complete project network diagram being submitted. Electronic and paper submittals shall be made per the requirements of specification 01 30 00 Construction

Documentation and 01 33 23 Shop Drawings, Product Data and Samples.

PART 3 - SUBMITTALS, DELIVERABLES, AND UPDATE PROCESS:

3.1 SUBMITTALS:

A. The independent CPM consultant or Contractors inhouse scheduler Qualification Submittal:

Within 10 calendar days after award of the contract, the Contractor will submit to the Contracting

Officer for review and approval the qualifications of their proposed independent CPM consultant or the organization’s in-house CPM scheduler. The submittal information will be in accordance with PART 1 GENERAL, ARTICLE 1.3 CONTRACTOR'S CONSULTANT of this Specification.

B. THE INITIAL Day 1 SCHEDULE SUBMITTAL: Within 30 calendar days (45 calendar days on projects over $20,000,000) after receipt of Notice to Proceed, the Contractor will submit the initial

Day 1 schedule submittal package, including schedule narrative that describes, not limited to, phasing, work breakdown structure, overall sequence of work, activity calendars, updates process, project start/finish/total duration, deliverables, and milestones, for the Contracting

Officer's review and approval. This Day 1 schedule submittal will consist of:

1. Two full color hard copies of the complete Day One network (NAS) diagram on sheets of paper 765 x 1070 mm (30 x 42 inches) activities sorted by physical work area, as well as a date coded copy of an electronic version of the NAS diagram file or as requested otherwise.

2. Computerized Schedule;

a. A date coded electronic file in a compressed Microsoft Project/Planner, Primavera P6 or approved equivalent software computerized schedule, (PDM) format.

b. Two hard copies (plotted) of a computer-produced activity/event ID schedule showing all requirements including but not limited to project duration; phase completion dates; and other data, including trades, and cost. Each activity/event on the computer-produced schedule will contain as a minimum, but not limited to, activity/event ID, description, duration, predecessor and successor relationships, trade code, area code, budget amount, early start date, early finish date, late start date, late finish date and total float.

The Contracting Officer’s separate approval of the network diagram will not excuse the contractor of this requirement.

3. Supporting Data include the following data:

a. The proposed number of working days per week.

b. The holidays to be observed during the life of the contract (by day, month, and year).

c. The planned number of shifts per day.

d. The number of hours per shift.

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e. List the major construction equipment to be used on the site, describing how each piece relates to and will be used in support of the submitted network diagram work activities/events.

f. Provide a typed, doubled spaced description, at least one page in length, of the sequencing plan and contractor’s approach to constructing the project. Include planned utility outages that would exceed more than two consecutive shifts. Utility outages may be required to be performed exclusively on the 2nd and 3rd shift and on weekends to maintain continuity of facility operations.

h. Failure of the Contractor to include this data will delay the review of the submittal until the

Contracting Officer is in receipt of the missing data.

C. VA RESPONSE TO INITIAL SCHEDULE SUBMITTAL – BASELINE SCHEDULE: Within 30 calendar days after receipt of the complete INITIAL Day 1 SCHEDULE SUBMITTAL Package

(3.1.B), the Contracting Officer or his representative will do one or both of the following:

1. Notify the Contractor concerning the acceptability of the Day 1 Schedule Submittal Package and any additional actions, opinions, and objections to the package.

2. A meeting with the Contractor at or near the job site for joint review, correction or adjustment of the proposed plan will be scheduled if required. Within 14 calendar days after the joint review, the Contractor will revise and will submit three hard copies of the revised network diagram, three copies of the revised computer-produced activity/event ID schedule and a revised and dated coded electronic Microsoft Project/Planning, Primavera P6 or equivalent approved software file as specified by the Contracting Officer. The revised submission will be reviewed by the Contracting Officer and/or representative and, if found to be as previously agreed upon, will be approved.

3. The contractor submitted NAS diagram, the corresponding computer-produced schedule(s) and the submitted supporting data, when approved, will constitute the official Baseline

Schedule until subsequently revised in accordance with the requirements of this section.

D. COMPUTER PRODUCED SCHEDULES submittals:

1. Within 7 calendar days of each periodic (monthly) update meeting, the contractor will submit to the VA Contracting Officer Representative (COR) and VA CPM Schedule Analyst

(simultaneously), computer-produced time/cost loaded schedules and reports generated from monthly project updates. This monthly computer service will include: electronic file copies of up to five different reports (inclusive of all pages), available within the user defined reports of

Microsoft Project/Planning, Primavera P6 or equivalent approved software, to the contracting officer’s representatives; a dated coded electronic copy listing of all project schedule changes, and associated data, made at the update; an electronic file of this data in Microsoft

Project/Planning, Primavera P6 or equivalent approved software format; and the resulting

01 32 16.13 - 12 monthly updated schedule reports in a compressed electronic file in Microsoft

Project/Planning, Primavera P6 or equivalent approved software, (PDM) format. These schedule reports must be submitted along with the modified Look ahead report (with % complete progress) made at the periodic (Monthly) update meeting signed by the contractor and VA COR; and substantively support the contractor’s monthly payment request. The

Contracting Officer or representative will identify the five different report formats that the contractor will provide based upon the monthly schedule updates.

2. The contractor is responsible for the correctness and timeliness of the computer-produced reports. The Contractor is also responsible for the accurate and timely submittal (within 7 calendar days as noted above) of the updated project schedule and all CPM data necessary to produce the computer reports and payment request that is specified.

E. VA RESPONSES TO COMPUTER PRODUCED SCHEDULE submittals: The VA may report errors in computer-produced reports to the Contractor’s representative within ten calendar days from receipt of reports, indicating approval or disapproval. In case of disapproval, the Contractor will reprocess the computer-produced reports and associated date coded electronic files, when requested by the Contracting Officer’s representative, to correct errors which affect the payment and schedule for the project. In certain large and complex projects, as determined by the

Contracting Officer, this periodic (monthly) reporting will be a formal submittal and approval process. The next periodic (month) update will not proceed without timely submittal and approval of the previous periodic update.

F. FIRST UPDATE SCHEDULE SUBMITTAL: Within 30 calendar days of VA acceptance of the project baseline schedule, the Contractor will submit the first update of the schedule. This update will contain any progress of the work the contractor wishes to receive payment for from contract notice to proceed. Any changes/delays will be entered at the first update after the final network diagram has been approved. The Contractor should provide their requests for time and supporting time extension analysis for contract time because of contract changes/delays, after this update, and in accordance with Article, ADJUSTMENT OF CONTRACT COMPLETION.

These changes/delays will be analyzed (entered) at the first update after the final network diagram and baseline schedule have been approved. The Contractor should provide their requests for time and supporting time extension analysis for contract time because of contract changes/delays, after this update, and in accordance with Article, ADJUSTMENT OF

CONTRACT COMPLETION.

G. Periodic Progress and payment Submittals: The Contractor is entitled to a periodic (not less than monthly) progress payment upon approval.

1. The contractor will submit the AIA application and certificate for payment documents G702 &

G703 reflecting updated schedule activities and cost data in accordance with the provisions

01 32 16.13 - 13 of the following Article 3.2, PAYMENT AND PROGRESS REPORTING, as the basis upon which progress payments will be made pursuant to Article FAR 52.232 – 5 (PAYMENTS

UNDER FIXED-PRICE CONSTRUCTION), and VAAR 852.232 - Article 71 Including NAS-

CPM for (PAYMENTS UNDER FIXED PRICE CONSTRUCTION).

2. If the Contractor fails or refuses to furnish to the Contracting Officer the information and the associated updated Microsoft Project/Planning, Primavera P6 or equivalent approved software, (PDM) schedule and associated requested reports in electronic format, which, in the sole judgment of the Contracting Officer, is necessary for processing the monthly progress payment, the Contractor will not be deemed to have provided an estimate and supporting schedule data upon which progress payment may be made.

3.2 PAYMENT AND PROGRESS REPORTING – SCHEDULE UPDATES:

A. Schedule update meeting - Monthly job site schedule update meeting will be held on dates mutually agreed to by the Contracting Officer (or Contracting Officer's representative) and the

Contractor. Contractor and his CPM consultant, or in-house scheduler, will be required to attend all monthly update meetings. Presence of Subcontractors during update meeting is optional unless required by the Contracting Officer (or Contracting Officer's representative). The

Contractor will update the project schedule and all other data required by this section will be accurately filled in and completed draft (Pencil copy) prior to the monthly update meeting. The

Contractor will provide this information to the Contracting Officer or the VA representative in completed form three full workdays in advance of the update meeting date. The contractor will use only approved previous month’s schedule to report progress (% complete) in “pencil copy” and will not change this in any shape or form. Logic or duration changes for future incomplete activities should be entered later and shown in the resulting reports. Job progress will be reviewed to verify:

1. Actual start and/or finish dates for updated/completed activities/events.

2. Remaining duration, required to complete each activity/event started, or scheduled to start, but not completed.

3. Logic, time and cost data for change orders (CO), and supplemental agreements (SA) that are to be incorporated into the network diagram and computer-produced schedule. Submit

“Fragnets” for each CO and SA for VA approval prior to monthly parallel run. Changes in activity/event sequence and duration should be made pursuant to the provisions of following

Article, ADJUSTMENT OF CONTRACT COMPLETION.

4. Percentage for completed and partially completed activities/events.

5. Logic and duration revisions required by this section of the specifications, particularly if the

Day 1 logic / sequence have changed significantly, which could potentially alter or impact the

01 32 16.13 - 14 critical path of the schedule. Highlight and request VA approval prior to making any logic, durations, and cost loading changes.

6. Activity/event duration and percent complete will be updated independently, meaning that the

Remaining Durations (RD) will be reviewed for all “in-progress” activities and entered manually based on realistic remaining work content, and will not be left to “auto-calculate” by the software.

7. Out of sequence progress – Activities that have progressed before all preceding logic has been satisfied (Out-of-Sequence progress) are not allowed except on a rare case by case basis, subject to approval by the contracting officer. Propose logic corrections to eliminate out of sequence progress or justify not changing the sequencing for approval prior to submitting updated monthly schedule. Correct out of sequence progress that continues for more than two update cycles by logic revision, as approved by the contracting officer. Also, submit complete revised schedule when more than 5% of the remaining activities are out of sequence. Calculate multiple float paths option is not allowed.

8. Logic changes – Specifically identify and discuss all logic changes pertaining to change orders (see section item 3.2.E below), contractor proposed changes in work plan or sequence, correction to schedule logic for out-of-sequence progress etc. that have been made pursuant to contract provisions. VA will only approve logic revisions to keep the schedule valid in terms of its usefulness in calculating a realistic completion date, correcting erroneous logic ties, and accurately sequencing the work.

B. Schedule Narrative - The Contractor, in addition to the 5 schedule reports, as requested by

Contracting Officer representative (COR), will submit a narrative report as a part of his monthly update reporting prepared after the update meeting, in a form agreed upon by the Contractor and the Contracting Officer. The narrative report will be prepared by the contractor’s authorized representatives (Project manager, Superintendent, or other responsible official, and not by the CPM consultant); will include, at a minimum, a description of major impact construction problem areas; resources issues; current and anticipated delaying factors and their estimated impact on performance of other activities/events and completion dates; and an explanation of corrective action being taken or proposed. This narrative will also include:

1. Any forward Logic Revisions.

2. Any added or deleted activities;

3. Any cost loading or budget changes;

4. Any change order and its impact;

5. Any missed major milestones.

This monthly schedule narrative should also briefly discuss the potential schedule risks / mitigation effort, as required by the item 3.1.G above. This report is in addition to the daily

01 32 16.13 - 15 reports pursuant to the provisions of Article, DAILY REPORT OF WORKERS AND

MATERIALS in the GENERAL CONDITIONS.

C. Cash Flow S-curve or Schedule Variance Control (SVC) Diagram – With each schedule submission, provide an SVC diagram showing Scheduled and Actual (earned value) Project cost curve (both incremental and cumulative) based on both projected early and late activity finish dates. Also, revise the Cash Flow S-curve when the contract is modified, or as directed by the

Contracting Officer.

B. After completion of the joint review and the Contracting Officer's approval of all entries, the contractor will generate an updated computer-produced calendar-dated schedule and submit to the contracting Officer’s representative with reports in accordance with the Article, COMPUTER

PRODUCED SCHEDULES, specified. These reports will be submitted within 7 calendar days after the monthly update meeting to the COR and the VA CPM Schedule analyst simultaneously via electronic media, as noted earlier.

C. Parallel Runs / Time Impact Analysis (TIA) - After completing the monthly schedule update, the contractor’s CPM consultant will rerun all current period contract change(s) as a batch against the previous month’s approved monthly project schedule with the approved

“Fragnet” (Fragments of network or sub-network) logic and durations. The Change Order

Fragnet should be driven by the pure logical ties; and there should not be any “Plug in” date ahead of the data date or at the time of impact. The analysis will only include original workday durations and schedule logic previously agreed upon during the update meeting by the contractor and the COR for the contract change(s), and preferably will be submitted as a part of the C.O. proposal and before any physical C.O. work is performed. Fragnet logic will include only relevant procurement and physical C.O. work activities and will not include any RFI (Request for Information) or non-work activities time. Note: If timely resolution of the RFI is potentially impacting the contract schedule, in contractor’s opinion, the contractor must provide tangible proof with CPM data and immediately submit in writing to the Contracting

Officer’s review. Only selective RFIs for the CO or SA will be allowed in the schedule of record only when approved by the contracting officer or his representative. When there is a disagreement on Fragnet logic and/or durations, the contractor will use the Fragnet provided and approved by the COR. The contractor must also allocate cost and average manpower loading to each CO or SA Fragnet activities as required by the section 2.3 – Network Diagram

Requirements above. Note: Insertion of any CO or SA activities into the CPM database (as a placeholder for cost only) with faulty logic ties like NTP (predecessor) and Project complete (successor) and zero (0) duration will not be accepted. The proper “Fragnet” logic and durations must be used as approved by the COR, tied to the related activities at physical work area of the schedule. After each rerun update, the resulting electronic project schedule data

01 32 16.13 - 16 file will be appropriately identified and submitted to the VA COR and the CPM Analyst in accordance to the requirements listed in articles 3.2.D. This electronic submission is separate from the regular monthly project schedule reports requirements and will be submitted to the COR within fourteen (14) calendar days of completing the regular schedule update meeting. Before inserting the contract changes durations, care must be taken to ensure that only the original durations of the change will be used for the analysis, not the reported durations (as-built) after the progress. In addition, once the final network diagram is approved, the contractor must recreate all manual progress payment updates on this approved network diagram and associated reruns for contract changes in each of these update periods as outlined above for regular update periods. This will require detailed record keeping for each of the manual progress payment updates.

D. RFI activities not allowed – RFIs are only contractor inquiries and not legitimate work activities; and VA does not allow indiscriminate inclusion of any RFIs in any project schedule updates. The contractor must provide, in advance and in writing, to the contracting officer the valid justification for including any RFIs, on an exception basis, in the project schedule updates; and must obtain VA approval prior to its inclusion in the schedule of record.

E. Retroactive TIA – Retroactive Time Impact Analysis, TIA long after (generally over 3 months) the initiation of impact with “as-built” logic / duration will not be accepted as a normal practice. The contractor is required to perform TIA (as required by Item 3.2.E above) within a month of VA issued Change or other directives to proceed with additional work.

F. Concurrency in Time Extension delays – Whenever there are several delays (due to change orders impact or other Government or contractor caused delays) occurring at the same time frame (same point of initiation), the contractor is required to perform one single TIA with individual

Fragnets for each change inserted in the same base schedule and determine which one is impacting the critical or longest path. Analyze and assign responsibilities to each individual changes or other delay (Government or contractor caused) with graphics and narratives to show if and how various delay impacts becoming concurrent. The VA is only responsible for granting the amount of delay caused by them (apportioned delay) in the longest or critical path, discounting effects of any contractor caused delay that has been occurring concurrently in that time frame. The contractor is required to provide justification narrative, and then submit summary results for VA approval and acceptance.

G. Revised NAS Diagram - After VA acceptance and approval of the final NAS diagram and the schedule, and after each monthly update, the contractor will submit to the Contracting Officer electronic copies of a revised complete NAS diagram showing all completed and partially completed activities/ events, contract changes and logic changes made on the intervening updates or at the first update on the final diagram. The Contracting Officer may elect to have the

01 32 16.13 - 17 contractor do this on a less frequent basis, but it will be done when the Baseline schedule is revised, or when requested by the Contracting Officer.

H. Schedule Coordination/ Progress review meeting - Following approval of the CPM schedule updates, the VA, the General Contractor, its approved CPM Consultant, COR office representatives, and all subcontractors needed, as determined by the COR, will meet to discuss the monthly updated schedule. This schedule coordination meeting will be chaired by the VA

COR and will occur after each monthly project schedule update meeting utilizing the resulting schedule reports from the previous schedule update. The main emphasis will be to address work activities to avoid slippages of project schedule and to identify any necessary corrective actions required to maintain project schedule during the reporting period. VA representatives and the

Contractor should conclude the meeting with a clear understanding of those work and administrative actions necessary to maintain project schedule status during the reporting period.

If the project is behind schedule, discussions should concentrate on ways to prevent further slippage as well as ways to improve the project schedule status, as appropriate.

Furthermore, the critical Change Orders that impact the contract schedule, the contractor must include a reasonable “work-around” plan or re-planning effort (submit narrative) including revised logic sequence for the downstream base contract work, durations adjustments and crew re-allocation from less critical to the new critical path areas, without adversely impacting the change order cost to the government to minimize/mitigate the impact of the time delay. This should not be implied as a direction to accelerate the schedule, rather a reasonable mitigation effort within the current work plan.

I. Ownership of Project Float – Project float is the length of time between the contractor’s predicted completion milestone and the contract completion date milestone. Project Float available in the schedule, at any time, will not be considered for the exclusive use of either the VA or the Contractor.

3.3 RESPONSIBILITY FOR COMPLETION / PROJECT DELAY / RECOVERY:

A. Whenever it becomes apparent from the current monthly progress review meeting or the monthly schedule update that phasing or contract completion dates will not be met, the Contractor will execute some or all of the following remedial actions:

1. Increase construction manpower in such quantities and crafts as necessary to eliminate the backlog of work.

2. Increase the number of working hours per shift, shifts per working day, working days per week, the amount of construction equipment, or any combination of the foregoing to eliminate the backlog of work.

3. Reschedule the work in conformance with the specification requirements to recover all of the delay for which the contractor is responsible.

01 32 16.13 - 18

A. Prior to proceeding with any of the above actions, the Contractor will notify and obtain approval from the Contracting Officer for the proposed schedule changes. If such actions are approved, the contractor will incorporate this “Recovery schedule” with all the CPM revisions into the next update, at no additional cost to the Government.

3.4 CHANGES TO NETWORK DIAGRAM AND REVISED SCHEDULE:

A. Within 30 calendar days after VA acceptance and approval of any updated computer-produced schedule, the contractor will submit a revised set of plotted network diagrams and schedules, the associated date coded electronic files and a list of any activity/event changes including predecessors and successors for any of the following reasons:

1. Delay in completion of any activity/event or group of activities/events; that indicate an extension of the project completion by 20 working days or 10 percent of the remaining project duration, whichever is less. Such delays which may be involved with contract changes, strikes, unusual weather, and other delays will not relieve the Contractor from the requirements specified unless the conditions are shown on the CPM as the direct cause for delaying the project is beyond the acceptable limits.

2. Delays in submittals, or deliveries, or work stoppage are encountered which make rescheduling of the work necessary.

3. The schedule does not represent the actual prosecution and realistic progress of the project, or when more than 5% of the remaining activities are “out of sequence” as noted earlier

(Ref.3.2.A.7).

4. When there is, or has been, a substantial revision to the…