1、CONSTRUCTION PROJECT MANAGEMENT HANDBOOK5(/($6( 6(37(0%(5 CONSTRUCTION PROJECT MANAGEMENT HANDBOOK September 2009 Prepared by Gannett Fleming, Inc. 591 Redwood Highway Mill Valley, CA 7 Prepared for Federal Transit Administration Office of Research, Demonstration and Innovation U.S. Department of Tr
2、ansportation Washington, DC 20590 Report Number FTA-CA-26-7077-2009.1 Report Available Online /.fta.dot.gov/assistance/research_research.html TABLE OF CONTENTS Foreword and Notice/Disclaimer .i Acknowledgements .ii Acronym List . iii Chapter 1. Introduction . 1-1 1.0 Purpose of the Handbook .1-1 1.1
3、 What is a Project? . 1-3 1.2 Principles of Project Management. 1-9 Chapter 2. Project Development .2-1 2.0 Purpose of this Chapter . 2-1 2.1 Integrate Agency Goals into Capital Improvement Plan .2-4 2.2 Evaluate and Select Capital Assets for Capital Improvement Plan . 2-6 2.3 Fund and Authorize Pro
4、jects . 2-8 Chapter 3. Project Initiation .3-1 3.0 Purpose of this Chapter . 3-1 3.1 Defining the Project . 3-2 3.2 Planning the Project .3-4 3.3 Contract Management Planning .3-11 Chapter 4. Planning, Environmental Clearance, Real Estate Acquisition 4-1 4.0 Purpose of this Chapter . 4-1 4.1 Plannin
5、g Studies. 4-3 4.2 Environmental Compliance . 4-6 4.3 Real Estate Acquisition and Relocation . 4-10 4.4 Entitlement . 4-11 Fe deral Transit AdministrationTABLE OF CONTENTS Chapter 5. Design .5-1 5.0 Purpose of this Chapter . 5-1 5.1 Design Phases .5-3 5.2 Design Management . 5-8 5.3 Design Reviews .
6、 5-9 5.4 Third Party Coordination . 5-11 5.5 Value Engineering . 5-12 5.6 Peer Reviews .5-14 5.7 Constructability Reviews . 5-15 5.8 Risk Assessment . 5-16 5.9 Quality Assurance and Quality Control .5-19 5.10 Sustainability (Green Building) Standards and Design .5-21 Chapter 6. Construction . 6-1 6.
7、0 Purpose of this Chapter . 6-1 6.1 Construction Management .6-3 6.2 Third Party Coordination . 6-11 6.3 Quality Management . 6-13 6.4 Safety Management During Construction .6-15 Fe deral Transit AdministrationTABLE OF CONTENTS Chapter 7. Commissioning . 7-1 7.0 Purpose of this Chapter . 7-1 7.1 The
8、 Commissioning Plan .7-5 7.2 Owner Furnished Equipment . 7-7 7.3 Integrated Testing and Start-up. 7-8 7.4 Safety and Security Certification . 7-9 7.5 Operational and Maintenance Manuals . 7-10 7.6 Training and Transition to Operations .7-11 7.7 As-Built Documentation . 7-12 7.8 Warranty Administrati
9、on .7-13 Chapter 8. Project Closeout . 8-1 8.0 Purpose of this Chapter . 8-1 8.1 Contractual Closeout . 8-2 8.2 Administrative Closeout . 8-4 Chapter 9. Project Support . 9-1 9.0 Purpose of this Chapter . 9-1 9.1 Project Control . 9-2 9.2 Project Administration . 9-9 9.3 Procurement and Contract Adm
10、inistration . 9-11 9.4 Project Communications . 9-16 9.5 Records Management . 9-18 Chapter 10. Handbook References .10-1 Index .11-1 Fe deral Transit AdministrationTABLE OF CONTENTS Foreword The Federal Transit Administration (FTA) sponsored and developed the Construction Project Management Handbook
11、 to provide guidelines to public transit agencies undertaking substantial construction projects either for the first time or with little experience in construction management. Gannett Fleming, Inc., a national engineering and construction firm, developed this Handbook under contract to and with guid
12、ance from the FTA Office of Technology. The project managers consisted of Henry Nejako, FTA Program Management Officer; and Kam Shadan, P.E., Author, and Project Manager, Gannett Fleming, Inc. This Handbook provides comprehensive coverage of construction project management, including the applicabili
13、ty of the principles of project management and of all phases of project development in sequence and in separate chaptersfrom project initiation through planning, environmental clearance, real estate acquisition, design, construction, commissioning, and closeout. The Handbook will be of use to transi
14、t agencies and their consultants, the FTA Regional Offices, and others responsible for the management of capital projects involving construction of transit facilities or systems. The study is organized to provide the transit agency and the project manager with a clearer understanding of the applicab
15、ility of the structures and principles of construction project management. Notice/Disclaimer This Handbook is intended to be a general reference document for use by public transportation agencies responsible for the management of capital projects involving construction of a transit facility or syste
16、m. This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government and the Contractor, Gannett Fleming, Inc., assume no liability for the contents or use thereof. The United States Government does not
17、endorse manufacturers or products. Trade or manufacturers names appear herein solely because they are considered essential to the objective of this report. i Acknowledgements The FTA Construction Project Management Handbook was sponsored and managed by FTAs Office of Technology. Gannett Fleming, Inc
18、., a national engineering and construction management firm with specialized expertise in transit project planning, design, and construction, developed and produced this Handbook. The lead development team consisted of Henry Nejako, FTA Program Management Officer and Kam Shadan, P.E., Lead Author and
19、 Project Manager, Gannett Fleming, Inc. Rodney Dawson and Scott Zeevaart were the deputy project managers and co-authors. Additional specialized input was provided by Michael Lee, William Plumpton, Charles Norrish, and Mark Hollopeter of Gannett Fleming, and Candy Spitzer of Spitzer and Associates i
20、n the areas of facilities, environmental compliance, construction, commissioning, and real estate. Gannett Fleming staff that assisted in editing and document preparation included Kelly Zanzinger, Mary Kissinger, and Marlin Mann. An Industry Workgroup was created by FTA to specify the content of the
21、 Handbook and oversee its development, providing overall guidance and comments on deliverables. Members of the Workgroup included the following: Mary Anderson, FTA Headquarters, Washington, DC Lewis Clopton, formerly FTA Headquarters, now Community Transportation Development Center, Silver Spring, M
22、D Paul Davis, Tri-State Transit Authority, Huntington, WV William Kalt, FTA Region 7, Kansas City, MO Matthew Keamy, FTA Region 1, Cambridge, MA Reinald Ray Ledoux, Brockton Area Transit Authority, Brockton, MA Michael Radbill, Urban Engineers, Inc., Philadelphia, PA Devendra Soni, FTA Region 3, Phi
23、ladelphia, PA Cheryle Tyson, FTA Region 6, Fort Worth, TX Dale Wegner, FTA Headquarters, Washington, DC Michael Williams, FTA Region 10, Seattle, WA Bobby Kuhn, San Joaquin Regional Transit District The following transit agencies participated in the survey and/or provided photographs: Capital Area T
24、ransit, Harrisburg, PA Eastern Contra Costa Transit Authority, Antioch, CA Livermore Amador Valley Transit Authority, Livermore, CA Piedmont Wagon Transit, Conover, NC San Joaquin Regional Transit District, Stockton, CA San Mateo County Transit District, San Carlos, CA Santa Rosa City Bus, Santa Ros
25、a, CA SunLine Transit Agency, Thousand Palms, CA Union/Snyder Transportation Alliance, Lewisburg, PA Yolo County Transportation District, Woodland, CA ii ACRONYM LIST ADA Americans with Disabilities Act LEED Leadership in Energy and Environmental Design ASHRAE American Society of Heating, Refrigerat
26、ing, and Air-MPO Metropolitan Planning Organization Conditioning Engineers NCR non-conformance reports AE architectural and engineering NEPA National Environmental Policy Act BPPM Best Practices Procurement Manual NTI National Transit Institute CA contract administrator OFE owner furnished equipment
27、 CE categorical exclusion OSHA Occupational Safety and Health Administration CIP Capital Improvement Plan (Planning) OM operations and maintenance CM construction manager PMC program management consultant CMAR construction manager at-risk PMP Project Management Plan CPM critical path method PRD Proj
28、ect Requirements Definition CVS certified value specialist QA/QC quality assurance/quality control D/B design/build RE resident engineer D/B/B design/bid/build RFC request for change DBE Disadvantaged Business Enterprise RFI request for information D/B/O/M design/build/operate/maintain RFP request f
29、or proposal DEIS Draft Environmental Impact Statement ROD Record of Decision DOT Department of Transportation ROW right-of-way EA Environmental Assessment SAVE Society of American Value Engineers ECHO Electronic Clearing House Operation SOW scope of work EIS Environmental Impact Statement STIP State
30、wide Transportation Improvement Program FEIS Final Environmental Impact Statement TAB testing, adjusting, and balancing FMCSA Federal Motor Carrier Safety Administration TEAM Transportation Electronic Award Management FONSI Finding of No Significant Impact USGBC United States Green Building Council
31、GTA Federal Transit Administration VE Value Engineering GEC general engineering consultant WBS work breakdown structureLEDPA Least Environmentally Damaging Practicable Alternative Federal Transit Administration iii ACRONYM LIST CHAPTER 1. INTRODUCTION 1.0 PURPOSE OF THE HANDBOOK Introduction The pur
32、pose of this Handbook is to provide guidelines for use by public transit agencies (Agencies) undertaking substantial construction projects, either for the first time or with little prior experience with construction project management. It provides a comprehensive introduction to construction project
33、 management, including the applicability of the principles of project management and of all phases of project developmentfrom project initiation through planning, environmental clearance, real estate acquisition, design, construction, commissioning, and closeout. The Federal Transit Administration (
34、FTA) maintains oversight of grant projects and assigns grant administration and management responsibility to the transit Agencies, who then are responsible for planning, managing, and implementing the federally-funded project. Agency project managers need handy tools for project management to make c
35、ertain that projects are effectively contracted for, completed on time and within budget, and comply with all project specifications. This Handbook is intended to assist the Agencys responsible project manager or lead person to undertake multi-million-dollar construction projects and manage the comp
36、lexities of specifying, acquiring, and managing contracts for such projects through utilization of in-house and consultant resources. This Handbook complements the many circulars and publications available on the FTA Web site and through the National Transit Institute, in particular: FTA Lessons-Lea
37、rned documents, Construction Project Management Guidelines, Best Practices Procurement Manual, Quality Assurance and Quality Control Guidelines, and the Manual for the National Transit Institute course entitled Management of Transit Construction Projects. This Handbook is intended to be used as init
38、ial general guidance by transit Agencies and the FTA regional offices who may be contacted for help. This Handbook provides guidance similar to that in earlier documents but tailored more to Agencies that are constructing maintenance and operational facilities, intermodal terminals, park-and-ride st
39、ations, and other similar supporting transit facilities. Throughout the chapters, project management concepts are illustrated with the use of a hypothetical example, a typical project to plan, design, and build a new bus maintenance facility. Fe deral Transit AdministrationINTRODUCTION 1-1 How to Us
40、e the Handbook This introductory chapter defines a project and states principles of project management. Chapter 2 discusses the project development process to provide a better understanding of how projects are created. Chapters 3-8 cover the phases of the project in sequence from project initiation,
41、 through planning, environmental clearance, real estate acquisition, design, construction, commissioning, and closeout. Chapter 9 addresses project-wide functions that take place throughout the project life cycle. Each chapter begins by describing the purpose of the chapter and includes a checklist
42、of important things to do. The sections within a chapter include key points of important things to know about project management that are discussed in more detail in the text and supported by pictures, graphics, tables, and charts. How to Work with the FTA Generally, the FTA regional office or metro
43、politan office responsible for your area will take the lead in providing the necessary guidance. Each FTA regional office has personnel assigned for support in areas such as grants, planning, environment, procurement, program management, and legal. The project manager should establish contact with t
44、he FTA office and staff that are responsible for the Agencys project. How to Contact the FTA FTAs regional and metropolitan offices are responsible for the implementation of grants and the provision of financial assistance to FTA customers, other than specific programs that are the responsibility of
45、 headquarters. Inquiries should be directed to either the regional or metropolitan office responsible for the geographic area in which the Agency is located. To locate the FTA office responsible for serving your region, please see a listing IMPORTANT TO DO of FTA offices in the reference section at
46、? ESTABLISH CONTACT WITH THE FTA the end of this Handbook or visit the FTA OFFICE AND STAFF INVOLVED WITH Homepage: /.fta.dot.gov. YOUR PROJECT. ? UNDERSTAND THE PROJECT MANAGERS ROLE, AND WHAT MAKES UP A PROJECT. ? KNOW YOUR PROJECTS SCOPE, LIFE CYCLE, AND PHASES . Fe deral Transit AdministrationIN
47、TRODUCTION 1-2 1.1 WHAT IS A PROJECT? Important to Know Definition of a Project ? All projects must have a beginning and an end. A project is made up of a group of interrelated work activities constrained by a specific ? Project managers with prior relevant scope, budget, and schedule to deliver cap
48、ital assets needed to achieve the strategic experience help keep projects on track. goals of an Agency. This Handbook is intended for management of capital projects involving construction of facilities or systems. The word project is synonymous with the ? Projects are defined by their scope, words c
49、apital project throughout this Handbook. budget, and schedule. ? Project life cycle phases for a typical Project Managers Role construction project are initiation, planning, design, construction, A projects execution is planned and controlled by the project manager. The project commissioning, and closeout. manager is assigned by the Agency, i.e., the Agen
