B08 - W9123826RA012 A07 - DRAFT Specification 2585 Vol 2 - NSA-U CMF - 20260521.pdf

Request for Proposal – Vol 2 of 5 Design / Build

NSAU CONSOLIDATION – MISSION FACILITY

NSA-UTAH, BLUFFDALE, UT

United States Army Corps of Engineers - Sacramento District

Government Project Number: 43294 Government P2 Number: 567249 Specification Number: 2585 Drawing File Number: 20025-0251

Corrected Final RFP Submittal May 21, 2026

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DRAFT

NSAU CONSOLIDATION - MISSION 2585

FACILITYNSA-UTAH, BLUFFDALE, UT

PROJECT TABLE OF CONTENTS

DIVISION 01 - GENERAL REQUIREMENTS

01 00 00 08/21, CHG 5: 11/24 GENERAL REQUIREMENTS

01 10 10.01 08/21, CHG 2: 08/24 DESIGN REQUIREMENTS - GENERAL

01 10 10.03 08/21, CHG 9: 11/22 DESIGN REQUIREMENTS - CIVIL

01 10 10.04 08/24 DESIGN REQUIREMENTS - LANDSCAPE

ARCHITECTURE

01 10 10.05 08/21, CHG 4: 08/24 DESIGN REQUIREMENTS - GEOTECHNICAL

01 10 10.06 08/21, CHG 2: 02/23 DESIGN REQUIREMENTS - STRUCTURAL

01 10 10.07 11/22 DESIGN REQUIREMENTS - ARCHITECTURAL

01 10 10.08 08/21, CHG 9: 11/22 DESIGN REQUIREMENTS - INTERIOR DESIGN

01 10 10.09 11/22, CHG 1: 07/25 DESIGN REQUIREMENTS - MECHANICAL

01 10 10.10 08/21, CHG 5: 06/25 DESIGN REQUIREMENTS - ELECTRICAL

01 11 00 02/24, CHG 1: 05/25 SUMMARY OF WORK

01 30 00 11/20, CHG 5: 02/25 ADMINISTRATIVE REQUIREMENTS

01 32 01 02/15, CHG 8: 08/24 PROJECT SCHEDULE

01 33 00 10/2024 SUBMITTAL PROCEDURES

01 33 16 05/16, CHG 1: 7/24 DESIGN DATA (DESIGN AFTER AWARD)

01 33 29 02/21, CHG 1: 08/25 SUSTAINABILITY REQUIREMENTS AND

REPORTING

01 35 26 05/24, CHG 3: 7/25 GOVERNMENTAL SAFETY REQUIREMENTS

01 42 00 05/24, CHG 2: 05/25 SOURCES FOR REFERENCE PUBLICATIONS

01 45 00 08/23, CHG 4: 09/25 QUALITY CONTROL

01 45 00.15 11/16, CHG 5: 03/24 RESIDENT MANAGEMENT SYSTEM CONTRACTOR

MODE (RMS CM)

01 45 35 05/24 SPECIAL INSPECTIONS

01 50 00 08/24, CHG 1: 07/25 TEMPORARY CONSTRUCTION FACILITIES AND

CONTROLS

01 50 01 RESIDENT ENGINEER OFFICE (REO)

01 57 19 12/18, CHG 9: 09/25 TEMPORARY ENVIRONMENTAL CONTROLS

01 57 23 09/15, CHG 5: 3/23 TEMPORARY STORM WATER POLLUTION CONTROL

01 58 00 08/19, CHG 5: 08/22 PROJECT IDENTIFICATION

01 59 00 10/24 CONSTRUCTION SECURITY PLAN

01 74 19 02/19, CHG 3: 11/21 CONSTRUCTION WASTE MANAGEMENT AND

DISPOSAL

01 78 00 05/19, CHG 8: 04/23 CLOSEOUT SUBMITTALS

01 78 23 11/23 OPERATION AND MAINTENANCE

DOCUMENTATION AND PROCEDURES

01 78 24 11/23 FACILITY ASSET MANAGEMENT INFORMATION

SYSTEM (FAMIS)

01 91 13 11/23 GENERAL COMMISSIONING REQUIREMENTS

01 91 14 11/23 COMMISSIONING OF FIRE PROTECTION AND

LIFE SAFETY SYSTEMS

01 91 19 05/2023 BUILDING ENCLOSURE COMMISSIONING

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SECTION TABLE OF CONTENTS

DIVISION 01 - GENERAL REQUIREMENTS

SECTION 01 11 00

SUMMARY OF WORK

02/24, CHG 1: 05/25

PART 1 GENERAL

1.1 SUBMITTALS

1.2 WORK COVERED BY CONTRACT DOCUMENTS

1.2.1 Project Description

1.2.2 Location

1.2.2.1 Existing UDC Facilities

1.2.2.2 New UDC Facilities

1.3 OCCUPANCY OF PREMISES

1.4 LOCATION OF UNDERGROUND UTILITIES

1.4.1 Notification Prior to Excavation

1.4.2 Utility Locations

1.5 EARLY TURNOVER FOR FIT OUT ACTIVITIES

1.5.1 Phase 1 Turnover

1.5.2 Phase 2 Turnover

1.6 SALVAGE MATERIAL AND EQUIPMENT

PART 2 PRODUCTS

PART 3 EXECUTION

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SECTION 01 11 00

SUMMARY OF WORK

02/24, CHG 1: 05/25

PART 1 GENERAL

1.1 SUBMITTALS

Government approval is required for submittals with a "G" or "S" classification. Submittals not having a "G" or "S" classification are for Contractor Quality Control approval. Submittals not having a "G" or "S" classification are for information only. When used, a code following the "G" classification identifies the office that will review the submittal for the Government. Submit the following in accordance with Section

01 33 00 SUBMITTAL PROCEDURES:

SD-01 Preconstruction Submittals

Salvage Plan ; G

1.2 WORK COVERED BY CONTRACT DOCUMENTS

1.2.1 Project Description

The Project includes design and construction of a Secure Administrative Mission Facility, an Unclassified Commons Facility, a 650 space Parking Structure, and a Vehicle Control Point with Inspection Canopy at the Utah Data Center (UDC) in Bluffdale, Utah. The Project is a total of 433,479

sq. ft. of new construction consisting of the following elements: Secure Administrative Mission Facility (127,571 sq. ft.); Unclassified Commons Facility (33,427 sq. ft.); a 650-space Parking Structure (270,000 sq.

ft.); and a Vehicle Control Point with Inspection Canopy (2,481 sq. ft.).

The Project will be constructed on federal land and will be designed to meet all applicable local and federal building codes. Construction will include all utility services, information services, fire detection/suppression and alarm systems, roads, concrete sidewalks, curbs, gutters, storm drainage, parking areas, and site improvements. Facilities will be designed to a minimum life of 50 years with energy efficiencies meeting, on average, American Society of Heating, Refrigerating, and Air-Conditioning Engineers (ASHRAE) 189.1 Standards through improved building envelope and integrated building systems performance. Access for individuals with disabilities will be provided. The new Project will be constructed to support the mission of the National Security Agency - Utah (NSA-U) and the Central Security Service (CSS). The UDC campus currently holds 250 assigned FTE and the new center will increase the population of the UDC by approximately 500 assigned FTE.

1.2.2 Location

The UDC Campus is in the City of Bluffdale and adjacent to the UTNG Camp Williams Training Center. This location is approximately 20 miles south of Salt Lake City. The City’s elevation is 4,330 feet, which makes it higher than most cities in the United States. The entire Salt Lake Valley is an arid mountain desert. The air is thin, dry, and experiences four full seasons per year. On average, Salt Lake City gets 20 inches of rain per year in addition to 54 inches of snow per year. The site is accessed from

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State Route 68 (Redwood Road) and a new north/south limited access road (Mountain View Corridor) has been constructed between State Route 68 and the UDC Campus; access to the campus will remain off Redwood Road.

The UDC Campus occupies 330-acres along the southern end of the I-15 corridor in Bluffdale, Utah. The site is surrounded to the west and north by Camp Williams, with the east side fronting State Road 68 and the Camp Williams cantonment area. The south side fronts private land. The right of way of a future highway, the Mountain View Corridor, parallels the UDC Campus fence line on the east side.

The UDC Campus was constructed between 2010 and 2013. The 20-building campus includes data centers, an Administrative/ Data Center Logistics Support (DCLS) Building, water treatment facilities, chiller plants, an electrical substation, fire pumps, a warehouse, full site capacity emergency standby generators, a vehicle inspection facility, and a visitor control center. As constructed primarily as a Data Center, the UDC campus does not require a large employee population. Therefore, the quality of life and food service, meeting spaces, and fitness areas are limited.

Mission changes and NSA's goal of reducing leased space has been adding personnel to the site, taxing the existing administration and support facilities.

There are approximately 250 assigned FTE for the site that are distributed across leadership, staff support, security, and O&M functions to operate and maintain the facility. A surface parking area, with 262 parking spaces, is located outside the secure fence line. During the winter months, this is reduced by 10-15 parking spaces due to the need for snow removal/storage. An expansion of the parking lot was recently completed and shown as an existing condition along with including its parking count for this report.

A Parcel Exchange was undertaken as part of an overall property management strategy with the State of Utah and the adjacent landowners to implement a land swap. This land swap involved a 90-acre parcel to the south of the UDC Campus to be exchanged with the 86-acre parcel to the east of the corridor right-of-way. The Utah Department of Transportation (UDOT) will use the east parcel for the construction of new highway (Mountain View Corridor) and has finalized the purchase of the 90-acre parcel.

The entire campus is contained within a K12-rated security perimeter fence line and has two access gates at the truck delivery warehouse and at the emergency ingress/egress point. A continuous paved road parallels the outside of the entire fence line, while an unpaved road run along the inside of the fence for security access within the perimeter. Both visitors and employees parking outside the fence must enter the secured side via the VCC and walk up a 1,300’ walkway to the existing Administrative/DCLS Building. All existing buildings are several hundred feet from the perimeter fence line. A VCIF provides truck inspection for vehicles accessing the delivery/storage warehouse that is outside the primary security fence. Traffic may also access the Beefhollow Substation on the western slopes. An unpaved road must be maintained in some fashion along the southern boundary of the site such that the Lehi Water Tank may be accessed by maintenance personnel.

1.2.2.1 Existing UDC Facilities

The existing campus facilities are mostly arranged in a linear layout centered around the existing Administrative/DCLS Building. The Administrative/DCLS building provides administrative (about 20 offices), May 21, 2026 SECTION 01 11 00 Page 4 Corrected Final RFP

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security, limited storage, and a receiving/shipping dock. A small 12-person seating area with vending area is provided outside the confirmed area for meals and breaks.

The existing Administrative/DCLS Building is flanked by four large data centers (2 on the north side and two on the south side). Each data center building contains data halls, air- and water-cooled data center space, administrative spaces, support spaces, and mechanical and electrical feeder rooms. To accommodate immediate space needs, some spaces within the data center buildings have been converted to mission-administrative (people) spaces.

Continuing outward from the center of the campus, adjacent to each data center, are large utility facilities that provide power, redundant power, and supporting uses. Mechanical support is provided by twelve 3,000-ton chillers and one 1,000-ton chiller providing air and water cooling to the data center facilities. The site provides 100MVA utility electrical power capacity via utility primary substation, and 65MW generator backed power capacity, with fully redundant infrastructure and uninterruptable power.

Redundancy is provided by dual power grids, cable runs, and water utility feeds. The full site generator capacity ensures the site can continue to run in the event of a disruption to the commercial electrical grid.

South of the southern utility facilities is a state-of-the-art mail facility/warehouse. Its location allows truck and freight delivery without vehicles needing to enter the primary security perimeter.

1.2.2.2 New UDC Facilities

The conceptual site layout locates the new Administrative Building to the north and the new parking structure to the south. The site plan allows for the future expansion of parking and Administrative Buildings to the north and south of the new facilities. The layout includes the implementation of a new VCP with separation between truck traffic to the existing VCIF and privately owned vehicles (POV) traffic to the new VCP. Visitor parking remains in its existing location outside of the PSAT, while employee parking is brought inside of the PSAT and into parking structures.

The conceptual site layout will require extensive grading and retaining walls. Construction sequencing will be crucial to the continuous function of the site. The parking structure and the visitor parking access road will need to be complete prior to the start of the VCP so that the loss of parking for employees is mitigated and access for visitors is maintained.

The existing VCIF will likely need to function as a VCP to allow cleared employees access to the parking structure once most of the visitor parking is demolished.

Visitor parking maintains ADA/ABA access with an elevator located on Level -1 of the Commons Building. The distance between the existing VCC and the Commons Building east entrance is approximately 1,280 feet.

During construction and for certain deliveries post construction, long wheelbase and oversized vehicles, and cranes, etc. will be directed to the north gate for access after inspection at the VCIF. Additional asphalt will be needed to ensure all turning movements can be accommodated at the intersection with the interior circulation road and the perimeter access road that is just inside the north gate. The loading dock at the new Administrative Building will be designed to accommodate WB-62 vehicles that will back in from the perimeter road to the loading dock. The loading

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area at the new Commons building will be designed to accommodate a single unit (WB-40) style delivery box truck.

1.3 OCCUPANCY OF PREMISES

Existing facilities on the UDC campus will be occupied during performance of work under this Contract.

Before work is started, arrange with the Contracting Officer a sequence of procedure, means of access, space for storage of materials and equipment, and use of approaches, roadways and parking.

All existing facilities on the UDC campus must remain operational throughout the construction of the new facilities.

1.4 LOCATION OF UNDERGROUND UTILITIES

Obtain digging permits prior to start of excavation, and comply with Installation requirements for locating and marking underground utilities.

Verify existing utility locations indicated on Contract drawings, within area of work.

1.4.1 Notification Prior to Excavation

Notify the Contracting Officer at least 15 days prior to starting excavation work.

1.4.2 Utility Locations

Provide a third party, independent, private utility locating company to positively identify underground utilities in the work area in addition to any station locating service and coordinated with the station utility department.

1.5 EARLY TURNOVER FOR FIT OUT ACTIVITIES

The Government will take early use and possession of select telecommunications infrastructure and communication areas/telecommunication spaces prior to BOD for the purposes of beginning Government fit out activities. This is required to coordinate customer operational goals for the project that occur later in the project life cycle after construction completion. Early use and possession are to be broken down into two (2) phases.

1.5.1 Phase 1 Turnover

Phase 1 is defined as the early use and possession of the communication protective distribution system (PDS) ductbank system, including manholes and vaults, the Telecommunication Vault, the Main Telecommunication Room/Frame Room, and the Industrial Controls Systems (ICS) Room in order to provide the communications backbone to the project. The Contractor will not have access to the Government's secure telecommunications ductbank system in order to establish the required communications link for energy management and Control System (EMCS) and SCADA connectivity necessary for building commissioning once the Government has taken use and possession of

it. The Government will provide the backbone EMCS and SCADA cable connection from its existing systems and coordinate a hand-off of that connection to the contractor's head end monitoring equipment at a demarcation point located inside the ICS Room. In order for the Government

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to provide EMCS and SCADA backbone cabling to meet the Contractor's construction schedule:

a. Notify the Contracting Officer six months prior to the start of Commissioning so the Government can coordinate the cable installation in conjunction with the construction schedule, and

b. Throughout the early turnover period, accommodate the following in order for the Government to access the site to begin fit out activities.

(1) Allow site access to communication duck bank manholes and vaults

(2) Designate on-site parking for twelve (12) Government vehicles.

(3) Allocate two loading dock locations to support Government trash and recycling for early fit out activities.

c. Complete the telecommunication ductbank system and all conduit serving or transiting the Telecommunications Vault, the Main Telecommunications Room/Frame Room and the ICS room and turn them over to the Government prior to the aforementioned milestone. All conduits in the site ductbanks and serving the rooms listed above are to be cleaned using a mandrel and are to then have inflatable conduit seal (e.g. Raychem Rayflate or approved equal) installed at each end to prevent moisture or debris getting in the conduits. Each conduit is to be labeled on each end indicating where the conduit is coming from and going to. Each conduit is to have a 1200-pound test line installed and tied off at each end. Ensure the manholes are complete, including, but not limited to approved locks and OSHA compliant ladders.

1.5.2 Phase 2 Turnover

Phase 2 is defined as joint use and occupancy of the communications rooms within the building. These rooms include the Main Telecommunications/Frame Room, Telecommunications Rooms, ICS Room, the Land Mobile Radio (LMR) Room, the Security Equipment (SER) Room, Unclassified Telecommunications Room, the Demarc Room, the Communications Center, and the Attic Stock Room. These rooms must be architecturally complete including installation of permanent doors and hardware. All equipment must be installed, and mechanical and electrical commissioning completion is preferred but not required. The interim target delivery date for these rooms is six (6) months prior to the Original Contract Completion Date or the Beneficial Occupancy Date (BOD), whichever is earlier.

a. In support of joint use and occupancy, install a separate construction cylinder, different from any others in the building to limit contractor access to the Phase 2 rooms. The remainder of the building and project will remain as is with no additional access limitations

b. During the Phase 2 of the early turnover period, accommodate the following in order for the Government to access the site to begin fit up activities.

(1) Grant the Government exclusive use of one (1) bay of the loading dock for Government deliveries and access.

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(2) Coordinate their load banking schedule with the Government per-BOD fit-out in early turnover spaces.

(3) Provide exclusive use of its vertical transportation to the Government two (2) days per week for three (3) hours per day for Government material deliveries.

(4) Designate 2 loading dock spaces for Government dumpster and recycling container.

1.6 SALVAGE MATERIAL AND EQUIPMENT

Items designated by the Contracting Officer to be salvaged remain the property of the Government. Segregate, itemize, deliver and off-load the salvaged property at the Government designated storage area.

Provide a salvage plan , listing material and equipment to be salvaged, and their storage location. Maintain property control records for material or equipment designated as salvage. Provide a system for property control in the salvage plan. Store and protect salvaged materials and equipment until disposition by the Contracting Officer.

PART 2 PRODUCTS

Not used.

PART 3 EXECUTION

Not used.

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SECTION TABLE OF CONTENTS

DIVISION 01 - GENERAL REQUIREMENTS

SECTION 01 30 00

ADMINISTRATIVE REQUIREMENTS

11/20, CHG 5: 02/25

PART 1 GENERAL

1.1 SUBMITTALS

1.2 VIEW LOCATION MAP

1.3 PROGRESS AND COMPLETION PICTURES

1.4 MINIMUM INSURANCE REQUIREMENTS

1.5 PARTNERING

1.5.1 Facilitated (Formal) Partnering

PART 2 PRODUCTS

PART 3 EXECUTION

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SECTION 01 30 00

ADMINISTRATIVE REQUIREMENTS

11/20, CHG 5: 02/25

PART 1 GENERAL

1.1 SUBMITTALS

Government approval is required for submittals with a "G" or "S" classification. Submittals not having a "G" or "S" classification are for Contractor Quality Control approval. Submittals not having a "G" or "S" classification are for information only. When used, a code following the "G" classification identifies the office that will review the submittal for the Government. Submit the following in accordance with Section

01 33 00 SUBMITTAL PROCEDURES:

SD-01 Preconstruction Submittals

View Location Map

Progress and Completion Pictures

1.2 VIEW LOCATION MAP

Submit, prior to or with the first digital photograph submittals, a sketch or drawing indicating the required photographic locations. Update as required if the locations are moved.

1.3 PROGRESS AND COMPLETION PICTURES

No Photography/video recording will be permitted on the construction site unless authorized in writing by the SSM and coordinated through the Contracting Officer. This restriction includes cameras of all kinds, including but not limited to all cell phone/PDA cameras.

a. Requests for photography or video recording shall be submitted in writing not less than forty-eight (48) hours prior to progressing with such effort. Only USACE/ MPO employees will be authorized to take photographs or video recordings and may be required to wear special photography badges. There will be no photos on the secure side unless provided by MPO. Requests shall identify the work, objects, or areas to be photographed, the name of the person performing the work, and the associated company requesting the recordings. Exposed film, negatives, and recordings of such areas or equipment will be subject to review and approval by the Government.

b. Any person found taking unauthorized photographs or video recordings will be stopped immediately, will be held for questioning and, at the option of the Government, result in removal of the person from the site. Their camera equipment and photographs may be destroyed with no liability to be incurred by the Government. All resultant costs shall be borne entirely by the Contractor.

c. Regular site progress and completion photographs/recordings will be taken by USACE/ MPO personnel at the discretion of and delegated by the Contracting Officer. The Government Oversight team will maintain

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the records and files of any such Photography/recordings.

1.4 MINIMUM INSURANCE REQUIREMENTS

Provide the minimum insurance coverage required by FAR 28.307-2 Liability, during the entire period of performance under this contract. Provide other insurance coverage as required by Utah law.

1.5 PARTNERING

To most effectively accomplish this Contract, the Contractor and Government must form a cohesive partnership with the common goal of drawing on the strength of each organization in an effort to achieve a successful project without safety mishaps, conforming to the Contract, within budget and on schedule. The partnering team must consist of personnel from both the Government and Contractor including project level and corporate level leadership positions. Key Personnel from the supported command, end user, Contractor, key subcontractors and the Designer of Record (DOR) (regardless of whether the contract is a design-build or a design-bid-build) are required to participate in the Partnering process.

1.5.1 Facilitated (Formal) Partnering

a. Before the Facilitated (Formal) Partnering session, coordinate with the Facilitator all requirements for incidental items (such as audio-visual equipment, easels, flipchart paper, colored markers, note pads, pens/pencils, colored flash cards) and have these items available at the Partnering session. Provide copies of any documents required for distribution to all attendees. Participants will bear their own costs for meals, lodging and transportation associated with Partnering .

b. The Initial Partnering Session must be a duration of one day and be held at a meeting space in Lehi, Utah provided by the contractor as agreed to by the Contracting Officer. Provide a meeting room for Partnering session in Lehi, Utah free from line-of-sight obstructions to the greatest extent possible, sized for a minimum of 20 Government team members plus the contractor’s design team. As a minimum, the meeting room shall have the following for each participant: table space & chair, WIFI and Internet access, teleconference and conference call capability that is supported by the Government, screen for viewing images. These are minimum requirements and additional requirements for specific meetings are specified under separate specification sections. Partnering session may take place concurrently with the Pre-Construction Meeting.

c. Facilitator must be experienced in conducting corporate Partnering sessions and must be a third-party independent facilitating consultant

- not an employee of the Contractor. The Facilitator is responsible for leading all aspects of the Partnering session necessary to achieve the Partnering goal.

d. An outcome of the Partnering session must be an escalation matrix agreed upon by both the Government and Contractor, which identifies key Government and Contractor decision makers by name and anticipated decision durations.

e. Host follow-on Partnering Sessions at three- to six-month intervals or

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more frequently if needed and lasting generally a half day or less.

Attendees need only be those required to resolve current issues. The same Facilitator used in the Initial Partnering session must lead the follow-on sessions unless an alternative is permitted by the Contractor Officer. All costs associated with follow-on Partnering sessions to include meeting space are the responsibility of the Contractor.

PART 2 PRODUCTS

Not used.

PART 3 EXECUTION

Not used.

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SECTION TABLE OF CONTENTS

DIVISION 01 - GENERAL REQUIREMENTS

SECTION 01 32 01

PROJECT SCHEDULE

02/15, CHG 8: 08/24

PART 1 GENERAL

1.1 REFERENCES

1.2 SUBMITTALS

1.3 PROJECT SCHEDULER QUALIFICATIONS

PART 2 PRODUCTS

2.1 SOFTWARE

2.1.1 Government Default Software

2.1.2 Contractor Software

2.1.2.1 Primavera

2.1.2.2 Other Than Primavera

PART 3 EXECUTION

3.1 GENERAL REQUIREMENTS

3.1.1 Scheduling Expectations Kickoff Meeting(SEKO)

3.1.2 Schedule Status Reports

3.2 BASIS FOR PAYMENT AND COST LOADING

3.2.1 Activity Cost Loading

3.2.2 Cost Loading of Submittals

3.2.3 Withholdings / Payment Rejection

3.3 PROJECT SCHEDULE DETAILED REQUIREMENTS

3.3.1 Level of Detail

3.3.2 Activity Durations

3.3.3 Design and Permit Activities

3.3.4 Procurement Activities

3.3.5 Mandatory Activities

3.3.6 Government Activities

3.3.7 Standard Activity Coding Dictionary

3.3.7.1 Workers Per Day (WRKP)

3.3.7.2 Responsible Party Coding (RESP)

3.3.7.3 Area of Work Coding (AREA)

3.3.7.4 Modification Number (MODF)

3.3.7.5 Bid Item Coding (BIDI)

3.3.7.6 Phase of Work Coding (PHAS)

3.3.7.7 Category of Work Coding (CATW)

3.3.7.8 Feature of Work Coding (FOW)

3.3.8 Contract Milestones and Constraints

3.3.8.1 Project Start Date Milestone and Constraint

3.3.8.2 End Project Finish Milestone and Constraint

3.3.8.3 Interim Completion Dates and Constraints

3.3.8.3.1 Start Phase

3.3.8.3.2 Design phase

3.3.8.3.3 End Phase

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3.3.9 Adverse Weather

3.3.10 Calendars

3.3.11 Open Ended Logic

3.3.12 Default Progress Data Disallowed

3.3.13 Out-of-Sequence Progress

3.3.14 Added and Deleted Activities

3.3.15 Original Durations

3.3.16 Leads, Lags, and Start to Finish Relationships

3.3.17 Retained Logic

3.3.18 Percent Complete

3.3.19 Remaining Duration

3.3.20 Cost Loading of Closeout Activities

3.3.20.1 As-Built Drawings

3.3.20.2 O&M Manuals

3.3.21 Anticipated Adverse Weather

3.3.22 Early Completion Schedule and the Right to Finish Early

3.4 CONTRACTS WITH MULTIPLE BUILDINGS/FACILITIES

3.5 PROJECT SCHEDULE SUBMISSIONS

3.5.1 Preliminary Project Schedule Submission

3.5.2 Initial Project Schedule Submission

3.5.2.1 Design Package Schedule Submission

3.5.3 Periodic Schedule Updates

3.6 SUBMISSION REQUIREMENTS

3.6.1 Electronic Scheduling Data

3.6.2 Narrative Report

3.6.3 Schedule Reports

3.6.3.1 Activity Report

3.6.3.2 Logic Report

3.6.3.3 Total Float Report

3.6.3.4 Earnings Report by CLIN

3.6.3.5 Scheduling and Leveling Report

3.6.4 Network Diagram

3.6.4.1 Continuous Flow

3.6.4.2 Project Milestone Dates

3.6.4.3 Critical Path

3.6.4.4 Grouping and Sorting

3.6.4.5 Cash Flow / Schedule Variance Control (SVC) Diagram

3.7 PERIODIC SCHEDULE UPDATE

3.7.1 Periodic Schedule Update Meetings

3.7.2 Update Submission Following Progress Meeting

3.8 WEEKLY PROGRESS MEETINGS

3.9 REQUESTS FOR TIME EXTENSIONS

3.9.1 Justification of Delay

3.9.2 Submission Requirements

3.9.3 Changes That Do Not Cause Delay

3.9.4 Time Impact Analysis (Prospective Analysis)

3.9.5 Forensic Schedule Analysis (Retrospective Analysis)

3.9.6 Fragmentary Network (Fragnet)

3.9.7 Time Extension

3.9.8 Impact to Early Completion Schedule

3.10 FAILURE TO ACHIEVE PROGRESS

3.10.1 Artificially Improving Progress

3.10.2 Failure to Perform

3.10.3 Recovery Schedule

3.11 OWNERSHIP OF FLOAT

3.12 TRANSFER OF SCHEDULE DATA INTO RESIDENT MANAGEMENT SYSTEM

3.13 PRIMAVERA P6 MANDATORY REQUIREMENTS

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SECTION 01 32 01

PROJECT SCHEDULE

02/15, CHG 8: 08/24

PART 1 GENERAL

1.1 REFERENCES

The publications listed below form a part of this specification to the extent referenced. The publications are referred to within the text by the basic designation only.

AACE INTERNATIONAL (AACE)

AACE 29R-03 (2011) Forensic Schedule Analysis

AACE 52R-06 (2006) Time Impact Analysis - As Applied in Construction

AACE 84R-13 (2015) Planning and Accounting for Adverse Weather

AMERICAN SOCIETY OF CIVIL ENGINEERS (ASCE)

ASCE 67-17 (2017) Schedule Delay Analysis

U.S. ARMY CORPS OF ENGINEERS (USACE)

ER 1-1-11 (1995) Administration -- Progress, Schedules, and Network Analysis Systems

1.2 SUBMITTALS

Government approval is required for submittals with a "G" designation;

submittals not having a "G" designation are for information only. When used, a designation following the "G" designation identifies the office that will review the submittal for the Government. Submittals with an "S" are for inclusion in the Sustainability eNotebook, in conformance to Section 01 33 29 SUSTAINABILITY REPORTING. Submit the following in accordance with Section 01 33 00 SUBMITTAL PROCEDURES:

SD-01 Preconstruction Submittals

Project Scheduler Qualifications ; G

Bar Chart Schedule

Project Schedule ; G

Design Package Schedule ; G

Preliminary Project Schedule ; G

Initial Project Schedule ; G

Periodic Schedule Update ; G

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Justification of Delay ; G

Time Impact Analysis ; G

Forensic Schedule Analysis ; G

Schedule Status Report ; G

1.3 PROJECT SCHEDULER QUALIFICATIONS

Designate an authorized representative to be responsible for the preparation of the schedule and updating and production of reports. The Designated Project Scheduler to have prepared and maintained at least three previous construction schedules for projects of similar size and complexity to this contract, using Primavera P6. Representative to have a comprehensive knowledge of CPM scheduling principles and application.

PART 2 PRODUCTS

2.1 SOFTWARE

2.1.1 Government Default Software

The Government uses Primavera P6. Ensure exported schedule files are compatible with the version of P6 used by the Government.

2.1.2 Contractor Software

Use scheduling software commercially available from the software vendor for purchase with vendor software support agreements available. The software routine used to create the required SDEF file to be created and supported by the software manufacturer.

2.1.2.1 Primavera

If Primavera P6 is selected for use, provide the XER export file in a version of P6 importable by the Government system. Verify at the SEKO meeting which version of P6 is in use by the Government. Export the schedule in a version of P6 no newer than that used by the Government.

2.1.2.2 Other Than Primavera

If software other than Primavera P6 is used, that is compliant with this specification, provide for the Government's use two licenses, two computers, and training for two Government employees in the use of the software. Ensure these computers are stand-alone and not connected to Government network. Ensure computers and licenses are returned at project completion.

PART 3 EXECUTION

3.1 GENERAL REQUIREMENTS

Prepare for approval a Project Schedule , as specified herein. Show in the schedule the proposed sequence to perform the work and dates contemplated for starting and completing schedule activities. Submit the scheduling of the entire project. The scheduling of design and construction is the responsibility of the Contractor. Contractor management personnel to

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actively participate in its development. Designers, subcontractors and suppliers working on the project to contribute in developing and maintaining an accurate Project Schedule. Provide a schedule that is a forward planning as well as a project monitoring tool. Use the Critical Path Method (CPM) of network calculation to generate Project Schedules.

Prepare each Project Schedule using the Precedence Diagram Method (PDM).

3.1.1 Scheduling Expectations Kickoff Meeting(SEKO)

In conjunction with the post award conference or pre construction conference the Government and the Contractor will hold a separate and distinct Scheduling Expectations Kickoff Meeting(SEKO). The intent of this meeting is for the Government to review with the contractor the requirements of the scheduling specification, communicate the Government’s expectations regarding schedule development and management, and answer any questions the Contractor may have regarding the schedule requirements.

3.1.2 Schedule Status Reports

Provide a Schedule Status Report on at least a monthly basis. If, in the opinion of the Contracting Officer, the Contractor falls behind the approved schedule, take steps necessary to improve its progress including those that may be required by the Contracting Officer, without additional cost to the Government. In this circumstance, increase the number of shifts, overtime operations, days of work, or the amount of construction plant or a combination of these, and to submit for approval supplementary schedule or schedules as the Contracting Officer deems necessary to demonstrate how the approved rate of progress will be regained.

3.2 BASIS FOR PAYMENT AND COST LOADING

The approved Project Schedule is the basis for determining Contract earnings during each update period and therefore the amount of each progress payment. Lack of an approved schedule update, or qualified scheduling personnel, will result in the inability of the Contracting Officer to evaluate Contract earned value for the purposes of payment.

Failure to provide required information will result in the disapproval of the preliminary, initial and subsequent schedule updates. The aggregate value of all activities coded to a Contract Line Item Number (CLIN) to equal the value of the CLIN. Match the progress payment "Pay Period Thru" date in RMS to the schedule data date.

3.2.1 Activity Cost Loading

Activity cost loading to be reasonable and without front-end loading.

Activities with a negative cost loading is not allowed. Provide additional documentation to demonstrate reasonableness if requested by the Contracting Officer.

3.2.2 Cost Loading of Submittals

No costs are to be assigned to activities for the preparation, review, or approval of submittals, except as described under paragraph COST LOADING OF CLOSEOUT ACTIVITIES, paragraph AS-BUILT DRAWINGS, design submittals, and paragraph O&M MANUALS.

3.2.3 Withholdings / Payment Rejection

Failure to meet the requirements of this specification may result in the

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disapproval of the preliminary, initial or periodic schedule updates and subsequent rejection of payment requests until compliance is met.

In the event that the Contracting Officer directs schedule revisions and those revisions have not been included in subsequent Project Schedule revisions or updates, the Contracting Officer may withhold 10 percent of pay request amount from each payment period until such revisions to the project schedule have been made.

3.3 PROJECT SCHEDULE DETAILED REQUIREMENTS

3.3.1 Level of Detail

Develop the Project Schedule to the appropriate level of detail to address major milestones and to allow for satisfactory project planning and execution. Failure to develop the Project Schedule to an appropriate level of detail will result in its disapproval. The Contracting Officer will determine appropriate level of detail:

3.3.2 Activity Durations

Reasonable activity durations are those that allow the progress of ongoing activities to be accurately determined between update periods.

Non-procurement activities Original Durations (OD) are not to exceed 20 workdays or 30 calendar days.

3.3.3 Design and Permit Activities

Include design and permit activities with the necessary conferences and follow-up actions and design package submission dates. Include the design schedule in the project schedule, showing the sequence of events involved in carrying out the project design tasks within the specific Contract period. Provide a detailed level of scheduling sufficient to identify major design tasks, including those that control the flow of work. Include review and correction periods associated with each item.

3.3.4 Procurement Activities

Include in the schedule activities associated with the critical submittals and their approvals, procurement, fabrication, and delivery of long lead materials, equipment, fabricated assemblies, and supplies. Long lead procurement activities are those with an anticipated procurement sequence of over 90 calendar days.

3.3.5 Mandatory Activities

Include the following activities in the initial project schedule and updates.

a. Submission, review and acceptance of SD-01 Preconstruction Submittals (individual activity for each).

b. Submission, review and acceptance of design packages.

c. Submission of mechanical/electrical/information systems layout drawings.

d. Long procurement activities.

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e. Special Inspections.

f. Submission and approval of O&M manuals.

g. Final inspection.

3.3.6 Government Activities

Show in schedule, Government and other agency activities that could impact progress. These activities include, but are not limited to acceptance, design reviews, environmental permit approvals by State regulators, inspections, utility tie-in, Government Furnished Equipment (GFE) and Notice to Proceed (NTP) for phasing requirements. Show Government approval of shop drawings activities with the minimum duration allowed by the Contract. Failure to provide reasonable durations in the schedule for Government activities does not establish or change the Government's review or approval path periods and the durations established for Government's activities are subject to approval by the Contracting Officer.

Allow 30 calendar days total duration prior to current Contract completion date for the following activities. Refer to Section 01 45 00 QUALITY CONTROL. Include and properly schedule the following critical tasks:

a. Submission of Contractor Quality Control (CQC) for mechanical/electrical/information systems tests.

b. Government QA for mechanical systems acceptance/operational tests.

c. Government QA for electrical systems acceptance/operational tests.

d. CQC completion inspection of the entire project.

e. Contractor works off CQC punchlist.

f. Prefinal inspection performed when the facility is completed such that it can be used for it intended function, as determined by the Contracting Officer.

g. Contractor works off prefinal punchlist.

h. Final/acceptance inspection of the entire project.

i. Contractor works off final punchlist.

3.3.7 Standard Activity Coding Dictionary

Use the activity coding structure defined in the Standard Data Exchange Format (SDEF) in ER 1-1-11 . Develop and assign Activity Codes to activities as detailed herein.

The SDEF format is as follows:

Field Activity Code Length Description

1 WRKP 3 Workers per day

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Field Activity Code Length Description

2 RESP 4 Responsible party

3 AREA 4 Area of work

4 MODF 6 Modification Number

5 BIDI 6 Bid Item (CLIN)

6 PHAS 2 Phase of work

7 CATW 1 Category of work

8 FOW 20 Feature of work*

*Place FEATURE OF WORK values in several activity code fields. The notation shown is for Primavera P6. Refer to the specific software guidelines with respect to the FEATURE OF WORK field requirements.

3.3.7.1 Workers Per Day (WRKP)

Assign Workers per Day for field construction or direct work activities, if directed by the Contracting Officer. Workers per day is based on the average number of workers expected each day to perform a task for the duration of that activity.

3.3.7.2 Responsible Party Coding (RESP)

Assign responsibility code for activities to the Prime Contractor, Subcontractor(s) or Government agency(ies) responsible for performing the activity.

a. Activities coded with a Government Responsibility code include, but are not limited to: Government approvals, Government design reviews, environmental permit approvals by State regulators, Government Furnished Property/Equipment (GFP) and Notice to Proceed (NTP) for phasing requirements.

b. Activities cannot have more than one Responsibility Code. Examples of acceptable activity code values are: DOR (for the designer of record);

ELEC (for the electrical subcontractor); MECH (for the mechanical subcontractor); and GOVT (for USACE).

3.3.7.3 Area of Work Coding (AREA)

Assign Work Area code to activities based upon the work area in which the activity occurs. Define work areas based on resource constraints or space constraints that would preclude a resource, such as a particular trade or craft work crew from working in more than one work area at a time due to restraints on resources or space. Examples of Work Area Coding include different areas within a floor of a building, different floors within a building, and different buildings within a complex of buildings.

Activities cannot have more than one Work Area Code.

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3.3.7.4 Modification Number (MODF)

Assign a Modification Number Code to any activity or sequence of activities added to the schedule as a result of a Contract Modification, when approved by Contracting Officer. Key Code values to the Government's modification numbering system. An activity can have only one Modification Number Code.

3.3.7.5 Bid Item Coding (BIDI)

Assign a Bid Item Code to activities using the Contract Line Item Number (CLIN) to which the activity belongs, even when an activity is not cost loaded. An activity can have only one BIDI Code.

3.3.7.6 Phase of Work Coding (PHAS)

Assign Phase of Work Code to activities. Examples of phase of work are design phase, procurement phase, and construction phase. Each activity can have only one Phase of Work code.

a. Code proposed fast track design and construction phases proposed to allow filtering and organizing the schedule by fast track design and construction packages.

b. If the Contract specifies phasing with separately defined performance periods, identify a Phase Code to allow filtering and organizing the schedule accordingly.

3.3.7.7 Category of Work Coding (CATW)

Assign a Category of Work Code to activities. Category of Work Codes include, but are not limited to design, design submittal, design reviews, review conferences, permits, construction submittals, procurement, fabrication, weather sensitive installation, non-weather sensitive installation, start-up, and testing activities. Each activity can have no more than one Category of Work Code.

3.3.7.8 Feature of Work Coding (FOW)

Assign a Feature of Work Code to appropriate activities based on the Definable Feature of Work to which the activity belongs based on the approved QC plan.

Definable Feature of Work is defined in Section 01 45 00 QUALITY CONTROL.

An activity can have only one Feature of Work Code.

3.3.8 Contract Milestones and Constraints

Milestone activities are to be used for significant project events including project phasing, project start and end activities, or interim completion dates. The use of artificial float constraints such as "zero free float" or "zero total float" are prohibited.

Constraints that ignore or affect network logic are prohibited. No constrained dates are allowed in the schedule other than those specified herein. Submit additional constraints to the Contracting Officer for approval on a case by case basis.

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3.3.8.1 Project Start Date Milestone and Constraint

The first activity in the project schedule to be a start milestone titled "NTP Executed," which is to have a "Start On" constraint date equal to the date that the NTP is executed by the Contracting Officer.

3.3.8.2 End Project Finish Milestone and Constraint

The last activity in the schedule to be a finish milestone titled "End Project."

Constrain the project schedule to the Contract Completion Date in such a way that if the schedule calculates an early finish, then the float calculation for "End Project" milestone reflects positive float on the longest path. If the project schedule calculates a late finish, then the "End Project" milestone float calculation reflects negative float on the longest path.

3.3.8.3 Interim Completion Dates and Constraints

Constrain contractually specified interim completion dates to show negative float when the calculated late finish date of the last activity in that phase is later than the specified interim completion date.

3.3.8.3.1 Start Phase

Use a start milestone as the first activity for a project phase. Call the start milestone "Start Phase X" where "X" refers to the phase of work.

3.3.8.3.2 Design phase

Include the following design phase activities in the composite design and construction Project schedule. The duration of each of these activities to be the duration as included in the Contract award.

Prework conference within days after NTP

Design Charrette (Preliminary Design) within 7 days after Prework Conference

Submittal conceptual design (35 percent)

Submittal of preliminary design (65 percent)

Design review conference of Preliminary design

Submittal of Final design (95 percent)

Design review conference of Final design

Submittal of Corrected Final design (100 percent)

Design review conference of Corrected Final design

Design Complete

3.3.8.3.3 End Phase

Use a finish milestone as the last activity for a project phase. Call the

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finish milestone "End Phase X" where "X" refers to the phase of work.

3.3.9 Adverse Weather

Ensure anticipated adverse weather is accounted for in the Project Schedule. AACE 84R-13 provides methodologies for techniques in planning for adverse weather.

3.3.10 Calendars

Schedule activities on a Calendar to which the activity logically belongs.

Develop calendars to accommodate any Contract defined work period such as a 7-day calendar for Government Acceptance activities and concrete cure times. Develop the default Calendar to match the physical work plan with non-work periods identified including weekends and holidays. Develop seasonal Calendar(s) and assign to seasonally affected activities as applicable.

If an activity is weather sensitive, assign it to a calendar showing non-work days on a monthly basis, with the non-work days selected at random across the weeks of the calendar, using the anticipated adverse weather delay work days provided in the Section 01 00 00 GENERAL REQUIREMENTS paragraph TIME EXTENSIONS FOR UNUSUALLY SEVERE WEATHER.

Assign non-work days over a five-day work week.

3.3.11 Open Ended Logic

Only two open ended activities are allowed: the first activity "NTP Acknowledged" is to have no predecessor logic, and the last activity -"End Project" is to have no successor logic. Except as noted above, ensure each activity has at least a start-to-start or finish-to-start relationship with its predecessor and a finish-to-finish or finish-to-start relationship with its successor.

Predecessor open ended logic may be allowed in a time impact analyses upon the Contracting Officer's approval.

3.3.12 Default Progress Data Disallowed

Ensure actual Start and Finish dates are not automatically updated with default mechanisms included in the scheduling software. Ensure updating of the percent complete and the remaining duration of activities are independent functions. Disable program features that calculate one of these parameters from the other. Ensure activity Actual Start (AS) and Actual Finish (AF) dates assigned during the updating process match those dates provided in the Contractor Quality Control Reports. Failure to document the AS and AF dates in the Daily Quality Control report will result in disapproval of the schedule.

3.3.13 Out-of-Sequence Progress

Ensure activities that have progressed before preceding logic have been satisfied (Out-of-Sequence Progress) will be allowed only on a case-by-case basis subject to approval by the Contracting Officer.