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SHRP2 C19 Expediting Project Delivery

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Expediting Project Delivery Webinar

Improving Project Delivery Outcomes in Documentation and Construction

November 15, 2017

• Improving Project Delivery Outcomes in Documentation and Construction
• Integrating SHRP2 Into NMDOT Projects
• VTrans Accelerated Bridge Program
• Conclusion

Many of the slides in this presentation contain the SHRP2 Solutions logo.

Improving Project Delivery Outcomes in Documentation and Construction

Slide 1: Expediting Project Delivery Webinar - Improving Project Delivery Outcomes in Documentation and Construction

November 15, 2017

  • Kate Kurgan, AASHTO
  • Carlos Figueroa, FHWA
  • David Williams, FHWA
  • Michael Smelker, New Mexico DOT
  • Laura Stone, VTrans

Image: A strip of photos: a concrete bridge over a river, a highway with numerous traffic devices on trusses above traffic, a bridge over a calm river at night, a train under a bridge, and a worker repairing the underside of a bridge

Slide 2: SHRP2 & Its Focus Areas
  • Safety: Fostering safer driving through analysis of driver, roadway and vehicle factors in crashes, near crashes, and ordinary driving.
  • Renewal: Rapid maintenance and repair of the deteriorating infrastructure using already-available resources, innovations, and technologies.
  • Capacity: Planning and designing a highway system that offers minimum disruption and meets the environmental, and economic needs of the community.
  • Reliability: Reducing congestion and creating more predictable travel times through better operations.

Images: Icons that correlate to the items listed above: a vehicle occupant wearing a seat belt and shoulder harness (Safety), a circular arrow that reconnects with itself (Renewal), a six-lane roadway (Capacity), and a clock (Reliability)

Slide 3: R10 - Project Management Strategies for Complex Projects
  • Five-dimensional project management approach to identify any issues that should be planned for and managed proactively in the following project elements:
    • Cost
    • Schedule
    • Technical
    • Financial
    • Context
  • The planning methods are:
    • Define critical project success factors
    • Assemble project team
    • Select project arrangements
    • Prepare early cost model and finance plan
    • Develop project action plans
Slide 4: R10 Project Management Tools
  • Tool 1: Incentivize Critical Project Outcomes
  • Tool 2: Develop Dispute Resolution Plans
  • Tool 3: Perform Comprehensive Risk Analysis
  • Tool 4: Identify Critical Permit Issues
  • Tool 5: Evaluate Applications of Off-Site Fabrication
  • Tool 6: Determine Involvement in ROW and Utilities
  • Tool 7: Determine Work Packages and Sequencing
Slide 5: R10 Project Management Tools (cont.)
  • Tool 8: Design to Budget
  • Tool 9: Colocate Team
  • Tool 10: Establish Flexible Design Criteria
  • Tool 11: Evaluate Flexible Financing
  • Tool 12: Develop Finance Expenditure Model
  • Tool 13: Establish Public Involvement Plans
Slide 6: C19 - Expediting Project Delivery
  • Expediting Project Delivery identifies 24 strategies for addressing or avoiding 16 common constraints in order to speed delivery of transportation projects.
  • Strategies Grouped Under Six Objectives:
    1. Improve internal communication and coordination;
    2. Streamline decision-making;
    3. Improve resource agency involvement and collaboration;
    4. Improve public involvement and support;
    5. Demonstrate real commitment to the project; and
    6. Coordinate work across phases of project delivery.
Slide 7: Expediting Project Delivery
Strategy Stage of Project Planning or Delivery
Early Planning Corridor Planning NEPA Design/ROW/Permitting Construction
1. Change-control practices
2. Consolidated decision council
3. Context-sensitive design and solutions
4. Coordinated and responsive agency involvement
5. Dispute-resolution process
6. DOT-funded resource agency liaisons
7. Early commitment of construction funding
8. Expedited internal review and decision-making
9. Facilitation to align expectations up front
10. Highly responsive public engagement
11. Incentive payments to expedite relocations
12. Media relations manager
13. Performance standards
14. Planning and environmental linkages
15. Planning-level environmental screening criteria
16. Programmatic agreement for Section 106
17. Programmatic or batched permitting
18. Real-time collaborative interagency reviews
19. Regional environmental analysis framework
20. Risk management
21. Strategic oversight and readiness assessment
22. Team co-location
23. Tiered NEPA process
24. Up-front environmental commitments

Boxes with a checkmark show direct applicability. Empty boxes show conditional applicability.

Slide 8: SHRP2 on the Web

Image: Screenshot of the SHRP2 website homepage

Slide 9: AASHTO & FHWA Contacts

Images: the AASHTO logo and the U.S. Department of Transportation logo

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Integrating SHRP2 Into NMDOT Projects

Slide 10: Integrating SHRP2 Into NMDOT Projects

Images: the NMDOT logo and an aerial photo of a highway interchange

Slide 11: Benefits of SHRP2?


  • Early communication in the process
  • Early identification of complexity based on needs of the specific project
  • Early preparation of the financials, schedule, and resources
  • Looking at context and financing as drivers of the project
  • Earlier identification of critical success factors
  • Creates a realistic balance between the available funding and scope
  • Reduces uncertainties
  • Develop project action plans and/or more defined scope report for success
Slide 12: How have other States incorporated SHRP2?

Round 1 Lead Adopter

  • Federal Lands
  • Georgia
  • Massachusetts
  • Michigan
  • New Mexico

Round 4 User

  • Alaska, Arizona, Iowa, New Hampshire, North Carolina, Washington, Wisconsin, Rhode Island

Image: map of the U.S. with the states listed above marked with a yellow star inside a green star

Slide 13: Project Definition
  • Identify key project issues
  • Dimension rank and rating
  • Develop complexity map
  • Follow-up questions
  • Identify critical success factors
  • Identify key team members
  • Develop preliminary action plan
Slide 14: Project Definition - Identify Key Team Members

Project Team Member Analysis1

Team Member Required?
(yes or no)
In-House (I) or
Consultant (c)
Public involvement officer
Cost model expert
Contract administration engineer
Project Development Engineer
Assistant District Engineer
Design Project Manager
Traffic engineer
Geotechnical engineer
Pavement engineer
Utility coordinator
Right-of-Way specialist
Environmental specialist
ADA coordinator
Construction manager
FHWA representatives
Local jurisdiction representatives
Consultant staff (specify)
Other (specify)

1 NMDOT developed this worksheet, which covers method 2, assemble the project team.

Slide 15: Project Definition - Identify Key Project Issues
  • Cost - Factors that affect cost
  • Schedule - Time requirements and constraints to achieve project delivery
  • Technical - All technical aspects of a project, including engineering requirements
  • Context - External factors that can impact a project
  • Financing - How will the project be paid for, including constraints and timing of funding (cash flow)
Slide 16: Project Definition - Identify Key Project Issues

Exhibit PM-1 | Project Issue Identification

  • Cost Factors
    • Contingency Usage
    • Risk Analysis
    • Estimate Formation
    • Owner resource cost allocation
    • Cost control
    • Optimization’s impact on project cost
    • Incentive usage
    • Material cost issues
    • User costs/benefits
    • Payment restrictions
    • Other (specify)
  • Schedule Factors
    • Timeline requirements
    • Risk analysis
    • Milestones
    • Schedule control
    • Optimization’s impact on project cost
    • Resource availability
    • Scheduling system/software
    • Work breakdown structure
    • Earned value analysis
    • Other (specify)
  • Technical Factors
    • Project scope
    • Owner’s internal structure
    • Bidder prequalification
    • Warranties
    • Disputes
    • Delivery methods
    • Contract formation
    • Design method
    • Reviews/analysis
    • Existing conditions
    • Construction quality
    • Safety/Health
    • Optimization’s impact on construction quality
    • Typical climate
    • Technology use
    • Other (specify)
  • Context Factors
    • Public
    • Political
    • Owner
    • Jurisdictions
    • Designer(s)
    • Maintaining capacity
    • Work zone visualization
    • Intermodal
    • Social equity
    • Demographics
    • Public emergency services
    • Land use impact
    • Growth inducement
    • Land acquisitions
    • Local economics
    • Marketing
    • Cultural impacts
    • Local workforce
    • Utility coordination
    • Railroad coordination
    • Resource availability
    • Sustainability goals
    • Environmental limitations
    • Procedural law
    • Local acceptance
    • Global/national incidents
    • Unexpected weather
    • Force majeure events
    • Other (specify)
  • Financing Factors
    • Legislative process
    • Uniformity restrictions
    • Transition to alternate funding sources
    • Project manager financial training
    • Federal funding
    • State funding
    • Bond funding
    • Borrowing against future funding
    • Advance construction
    • Revenue generation
    • Monetization of existing assets
    • Franchising
    • Public-private partnerships
    • Risk analysis
    • Financial management software
    • Other (specify)
Slide 17: Project Definition - Identify Key Project Issues

Create a statement explaining unique aspects of the project for:

  • Cost
  • Schedule
  • Technical
  • Context
  • Financing
Slide 18: Project Definition - Dimension Ranking

Project Dimension Ranking

(least complex)
2 3 4 5
(most complex)
Slide 19: Project Definition - Dimension Rating

Image: reproduction of a Dimension Rating Exercise rating form that allows for general ratings (minimal, average, and high) and numerical ratings (1-100) for five dimensions (cost complexity, schedule complexity, technical complexity, context complexity, and financing complexity

Slide 20: Project Definition - Compare Ranks and Rating

Complexity Map Exercise - Comparing Ranks and Relative Score

Dimension Rank Rate/Relative Score
Cost 2 55
Schedule 3 60
Technical 4 85
Context 5 90
Financing 1 50
Slide 21: Project Definition - Develop Complexity Map

Image: a complexity map with the following information: Ave Area = 6,000; Max Area = 24,000

Slide 22: Project Definition - Tools/Solutions
  1. Incentivize project outcomes
  2. Develop dispute resolution plans
  3. Perform risk analysis
  4. Identify critical permit issues
  5. Special environmental reports
  6. Evaluate off-site fabrication
  7. Determine involvement of right-of-way and utilities
  8. Design to budget
  9. Co-locate team
  10. Establish flexible design criteria
  11. Evaluate flexible financing
  12. Develop finance expenditure model
  13. Establish public involvement plans
Slide 23: Regional Map

Image: map of New Mexico with three labels: Santa Fe, Silver City, and NM 15 Project Location

Slide 24: Vicinity Map

Image: Google map of the Silver City area marked to show the beginning and end of the NM 15 Project

Slide 25: Funding of the Project

Funding $8 million

  • Consists of construction, ROW, design/engineering, stipends, and construction management
  • Risk in Cost
    • Rock Excavation
    • Lighting
    • Urban Design

Image: photo of a section of NM 15

Slide 26: Schedule


  • Environmental Process
  • Right of Way
  • Property Surveys
  • Utility Relocations

Image: aerial photo of the an NM 15 intersection marked to show the Modified Geometry Concept Option 1

Slide 27: Technical


  • American with Disabilities Act
  • Driveways
  • Urban Section
  • Limited Right of Way
  • Maintenance of Traffic Control
  • Public Involvement

Image: a small photo of an existing section of NM 15 North of Pine Street and a larger artistic rendering of that same Pine Street section labeled Option 2

Slide 28: Context
  • Cycling Community
  • Steep Slopes
  • Utility Relocation
  • Lighting Agreements

Image: a small photo of an existing section of NM 15 South of Pine Street and a larger artistic rendering of that same Pine Street section labeled Option 2

Slide 29: Financing


  • State and Federal aid - highway funds
  • Town of Silver City lack of necessary financing for lighting and utility relocations.
Slide 30: How has NMDOT incorporated SHRP2 to date?

NM 15 Silver City Project

  • Cost - Determined risk in cost was rock excavation, lighting, urban design.
  • Schedule - Determined that right of way and utility relocation will affect schedule.
  • Financing - Town of Silver City lacks necessary funds for lighting and utility relocations.
  • Context - Cycling community, steep slopes, utility relocation, public involvement
  • Technical - ADA, urban section, limited right of way

Note: This project’s estimate is about $8 million.

Image: the Complexity Map from Slide 21

Slide 31: How is NMDOT integrating SHRP2?
  • Integrating specific aspects of SHRP2 that will apply to most NMDOT projects
  • Most of the work will occur during project definition
  • Pavement preservation projects will not be required to complete the SHRP2 elements that have been integrated into project development
  • Other NMDOT projects, including rehabilitation, reconstruction, new construction, and all consultant-led projects will require SHRP2 documentation
Slide 32: How is NMDOT integrating SHRP2?

Updating our project development process

  • Project Definition
    • Determine project complexities
    • Identify project challenges and success factors
    • Identify key team members
    • Develop a preliminary action plan
  • Project Scoping and Conceptual Design
    • Update complexity map
    • Update the project action plan
    • Optional exercises to help with cost and financing issues
  • Preliminary Design
    • Update complexity map
    • Update the project action plan
    • Optional exercises to help with cost and financing issues
Slide 33: Project Definition - Complexity Map Follow-up Questions
  1. How are you going to address your most complex dimension?
  2. What resource allocation issues need to be addressed as part of project planning for each dimension?
  3. When are you going to address these complexity factors?
Slide 34: Project Definition - RFP vs. Internal Design Projects
  • For projects involving RFP development for consultants, this up front work should help form the basis of the consultant RFP.
    • Consultants have indicated that the preliminary action plan and complexity map would be helpful for them to see in an RFP
    • The goal would be to improve the RFP process for both NMDOT and consultants.
  • For internal design projects, this upfront work will help to develop a solid scope of work. The intent of the work is to minimize scope creep as the project progresses.
  • Documentation becomes part of the project file.
Slide 35: Lesson Learned

Small Project

  • Currently utilizing most of the items in daily design development process.
  • Small complex project - It Works to Get the Communication on the Project Started.
  • Method works great on design build projects.
  • Great Process for Young Project Development Engineers

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VTrans Accelerated Bridge Program

Slide 36: SHRP2 C19 Expediting Project Delivery - VTrans Accelerated Bridge Program

Expediting Project Delivery Webinar - Improving Project Delivery Outcomes in Documentation and Construction
November 15, 2017

Laura J. Stone, PE, VTrans

Images: a strip of photos: a bridge section being installed, a team looking over plans, an aerial view of a highway interchange, a four-lane highway in a rural area during autumn, the construction of a large concrete bridge

Images: the FHWA logo, the SHRP2 Solutions logo, and the AASHTO logo

Slide 37: Accelerated Bridge Program (ABP)
  • ABP Created in 2012
  • Reorganized into two new sections
    • Accelerated Bridge Program (ABP)
    • Project Initiation and Innovation Team (PIIT)
  • Structure Program
    • Accelerated Bridge Program
    • Bridge Preservation
    • Alternative Contracting
    • Conventional Project Design/Delivery
    • Project Initiation & Innovation (PIIT) Team

Image: organization chart that is reproduced in the list directly above

Slide 38: Accelerated Bridge Program (ABP)
  • Programmatic approach to accelerating projects
  • Project Delivery 24 months from Project Defined to Bid Advertisement
  • Programmatic use of ABC
  • Initial goal of 25% of all bridge projects

Image: photo of a new bridge being constructed over a wetland

Slide 39: ABP Implementation
  • Early Project Coordination
    • Public outreach
    • Contractor Input
    • Internal and External Stakeholders
  • Streamline/expedite the project delivery process
    • Maximize flexibility in rules and process
    • Evaluate risk but run concurrent activities
  • Develop and use standard details for ABC
  • Design projects to be successful for ABC
Slide 40: Project Initiation & Innovation Team (PIIT)
  • Dedicated team of scoping Engineers and Technicians
  • All bridge projects start here
  • Approximately 20-30 projects initiated and scoped per year
  • Heavy emphasis on collaboration
  • Public Engagement in Process
  • ABC option is always first consideration.

Image: reproduction of the cover of the February 2, 2017 report: State of Vermont Agency of Transportation Scoping Report for Weston BF 013-2(13) VT Route 100, Bridge 98 Over the West River

Slide 41: SHRP2 Solutions |Tools for the Road Ahead

Leveraging Strategies to Remove Impediments and Deliver Projects

Image: the SHRP2 Solutions | Tools for the Road Ahead logo

Slide 42: SHRP2 C19
  • In 2012, SHRP2 published a report entitled, “Expedited Planning and Environmental Review of Highway Projects.”
    • 16 Constraints
    • 24 Strategies

Image: Reproduction of the Transportation Research Board report: Expedited Planning and Environmental Review of Highway Projects

Slide 43: SHRP2 C19
  • In October 2013, VTrans was selected as a Lead Adopter of SHRP2 C19.
  • Program Assessment of Project Delivery
    • Leadership
    • Data management
    • Scoping
    • Design
    • Resources
    • Public Outreach
  • Development of Action Plan
  • Implementation of Action Items
  • Final Report of Experience
  • October 2013: VTrans selected as recipient for funding
  • July 2014: ABP process/program review
  • Sept 2014: Expediting project delivery assessment workshop
  • June 2015: Develop action plan with deliverables and performance measures
  • Fall 2015: Peer-to-Peer Exchanges
  • January 2016: External and internal stakeholder interviews
  • May 2016 - Present: Implement action items

Image: photo of four workers looking over plans
Image: timeline that is reproduced in the list directly above

Slide 44: 5 Key Strategies for Expediting Project Delivery
  • Strategy 3: Context Sensitive Design/Solutions
  • Strategy 8: Expediting Internal Review and Decision Making
  • Strategy 10: Highly Responsive Public Engagement
  • Strategy 21: Strategic Oversight and Readiness Assessment
  • Strategy 22: Team Co-Location
Slide 45: C19 Desired Outcomes
  • Evaluate risks to timely project delivery
  • Identify opportunities to expediting projects with special emphasis on the strategies described in the Expediting Project Delivery report
  • Identify resource demands for the ABP and how this may differ from conventional project delivery
  • Analyze the VTrans organizational structure for opportunities for increased efficiencies
  • Identify potential process improvements
  • Build relationships with internal and external partners
Slide 46: C19 Action Plan Drawing Upon Key Strategies
  • July 23-24, 2014: ABP Process/Program Review
  • Sept. 3-4, 2014: Expediting Project Delivery Assessment Workshop
  • June 2015: Develop Action Plan with Deliverables and Performance Measures
  • May 2016: Implement Action Items
  • Project Initiation Process Improvements
    • Develop an Operations Questionnaire
    • Add Collaboration Phase
    • Heightened Stakeholder Coordination
  • Documenting the PIIT/ABP Process
    • Document the PIIT and ABP Process
    • Develop Performance Measures for the PIIT and ABP
    • Document Resource Demands
  • Public Outreach
    • Public Involvement Plan
    • Website Development
    • Early Coordination with Stakeholders
    • Outreach Products
    • Tools to Engage the Public
  • Scanning Tour
    • Conduct Scanning Tour
  • Generate Final Report of Findings
    • Prepare Final Report

Image: two flowcharts that are reproduced above

Slide 47: Strategy 3: Context Sensitive Design Solutions

Objective: Improve public involvement and support

  • Enhanced project scoping in the PIIT
  • Community and Operations Questionnaires
  • Addition of “Collaboration Phase” during project definition
  • Proper Selection of selected alternatives (avoidance, minimization, and mitigation)
Slide 48: Strategy 8: Expediting Internal Review and Decision Making

Objective: Streamline decision making

  • Batching of scoping projects for resource ID
  • Heightened Communication and Collaboration
    • Collaboration Phase During Project Definition
    • Team Meetings
    • Constructability Review Meetings
    • Pre-closure Contractor Meeting
  • Concurrent Activities and Decision Tree
Slide 49: Strategy 10: Highly Responsive Public Engagement

Objective: Improve public involvement and support

  • Providing Financial Incentives on TH Projects (ACT 153)
  • Public Meetings throughout the life of the project
  • Effective Public Engagement
    • Audience Response Systems
  • Public Involvement Plans
  • Project Outreach Coordinators
  • Customer Satisfaction Surveys

Image: photo of four workers consulting plans

Slide 50: Strategy 21: Strategic Oversight and Readiness Assessment

Objective: Improve internal communication and coordination

  • Creating a Culture that Values Innovation
  • Strong and Effective Project Management
  • Developing Key Planning Documents
    • Traffic Management Plans
    • Public Involvement Plans
    • Risk Registry
    • Credible Schedules and Spending Profiles
  • Standardized Design Details
Slide 51: Strategy 22: Team Co-Location

Objective: Improve internal communication and coordination

  • Resource Groups Housed Together
  • Dedicated Utility Relocation Specialists
  • Project Development Team Meetings
  • Constructability Review Meetings

Image: photo of workers laying concrete footing for a new bridge

Slide 52: C19 Peer Exchanges
  • Peer Exchanges with MassDOT, NYSDOT and MaineDOT
    • Project teams from VTrans in Attendance
    • Program Overviews
    • Accelerated Program Emphasis Areas
    • Shared New Initiatives, Innovations, and Lessons Learned
  • Numerous Takeaways from the Program/Process Review, Peer to Peer Exchanges, and Stakeholder Interviews
Slide 53: Peer to Peer Exchanges

September 22 and 23, 2015

Image: photo of fourteen workers wearing hardhats and safety vests and posed for this photo on a new section of road

Slide 54: Our C19 Journey Has Just Begun
  • Explore Enhancements in the PIIT process
    • Leverage expertise in VTrans to help refine recommended alternatives
    • Develop truncated scoping report for Preventative Maintenance and Emergency Projects
    • Explore effective methods to engage upper level management on high risk and high cost projects
    • Develop prescreening GIS tool for resource ID
Slide 55: ABC Performance
  • 54 ABC projects
    Delivered from 2012 to date, which is…
  • 50% of all Projects
  • $84 Million
    Construction costs…
  • 100% New Bridges Opened on Time

Image: background is a drawing of a crane moving a load

Slide 56: ABP - Engineering Costs

40% savings in Engineering costs

  • ABC Standardized approach
  • Shorter duration design process = Preliminary Engineering (PE) Savings
  • ABC = Shorter Construction Durations and Construction Engineering (CE) Savings

Bridge Project Averages

  • PE
    • Accelerated: $236,182
    • Conventional: $451,725
  • CE
    • Accelerated: $250,634
    • Conventional: $398,305

Image: vertical bar graph that is reproduced directly above

Slide 57: ABP - Resource Demands

70-75% savings in resource demands

  • ABC = Less impact to existing Utilities
  • ABC = Less ROW impacts
  • ABC = Less Environmental impacts
  • Team Co-organization and Co-location efficiencies

Bridge Project Averages

  • ROW
    • Accelerated: $17,838
    • Conventional: $59,115
  • Environmental
    • Accelerated: $3,424
    • Conventional: $13,174
  • Utilities
    • Accelerated: $3,549
    • Conventional: $15,579

Image: vertical bar graph that is reproduced directly above

Slide 58: ABC Construction Savings

18% Savings
ABC vs Conventional Projects based on 37 new projects

Image: background is a drawing of a crane moving a load

Slide 59: Customer Survey Results
  • How satisfied were you with ABC?
    397 Responses from nine 2015 projects
    • Very Satisfied: 85%
    • Somewhat Satisfied: 9%
    • Neither Satisfied nor Dissatisfied: 5%
    • Somewhat Dissatisfied: 1%
    • Very Dissatisfied: 0%
  • How satisfied are you with the information you received about the bridge project?
    • Very Satisfied: 76%
    • Somewhat Satisfied: 15%
    • Neither Satisfied nor Dissatisfied: 6%
    • Somewhat Dissatisfied: 2%
    • Very Dissatisfied: 1%
  • Overall, how satisfied were you with how VTrans delivered this project?
    • Very Satisfied: 79%
    • Somewhat Satisfied: 14%
    • Neither Satisfied nor Dissatisfied: 5%
    • Somewhat Dissatisfied: 2%
    • Very Dissatisfied: 0%

Image: a pie chart, a horizontal bar graph, and a vertical bar graph that graphically display the results of three survey questions. The data from these images is reproduced above.

Slide 60: Want to Know More…

Image: reproduction of the SHRP2 Expediting Project Delivery | The Project and Innovation Team and the Accelerated Bridge Team final report
Image: reproduction of the SHRP2 case study: Applying Expediting Project Delivery in Vermont

Slide 61: Thank You

Image: photo of the construction of a bridge in a forest

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Slide 62: Questions?

Please remember to type in your questions to the question prompt.

Thank you for participating!

Image: photo of a curved rural road during autumn

Slide 63: Presenter Contacts

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