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From page 202... ... 202 CHAPTER 3. PHASE II: CRP DECISION-MAKING FRAMEWORK AND OTHER DELIVERABLES TASK 2-1: DECISION-MAKING FRAMEWORK The CRP Decision-Making Framework is the most important element of the research which involved creating a conceptual framework to Phase I of the research. Read the entire page →
From page 203... ... 203 The team had to decide on and establish the proper format of the original input -- i.e., the data that would enable an algorithm to formulate the outputs. To this end, team members began work on a questionnaire, generating questions they considered germane to the four framework output questions. Read the entire page →
From page 204... ... 204 Table 3-1. Tying Questions to Outputs in the Framework (Sample) Read the entire page →
From page 205... ... 205 CRP Framework Input Questions and Weights for Output 1 "Should a CRP be performed on this project, and if so, to what level? " Table 3-2. Read the entire page →
From page 206... ... 206 • Whether a CRP was necessary for a project. • How formal the process should be. Read the entire page →
From page 207... ... 207 exercise. Both of these possible solutions prompted the team to rethink its vision of how to conduct the workshop component of the research methodology. Read the entire page →
From page 208... ... 208 that they did not think that the conceptual model developed by the team in Phase I offered enough guidance to help agency leaders make the decisions necessary for an effective CRP. The conceptual model did a good job of recommending whether a particular project warranted a CRP, and how formal a process it should be. Read the entire page →
From page 209... ... 209 The question data structure was then modified to accommodate multiple outputs. Soon thereafter, the team developed a more advanced prototype that would produce all four outputs (recommendation sets) Read the entire page →
From page 210... ... 210 Making Framework model from a stand-alone desktop application to a server-hosted application. Finally, just before the workshop, the team conducted a dry-run of the CRP Decision-Making Framework, focused on troubleshooting connection issues and problems with database concurrency issues. Read the entire page →
From page 211... ... 211 a project. Finally, the team added a "Print" function and made a few aesthetic changes before submitting the fully developed CRP Decision-Making Framework to the panel, along with the rest of the project deliverables. Read the entire page →
From page 212... ... 212 5. Once all questions are completed, press "Review Answers." A summary of all questions and their responses will be displayed. Read the entire page →
From page 213... ... 213 The purpose of the Workshop was four-fold: 1. Elicit information and recommendations to strengthen and increase the robustness of the CRP Decision-Making Framework. Read the entire page →
From page 214... ... 214 • How can DOTs make their relationships with the FHWA stronger and more trusting, while at the same time, improving the environmental permitting and NEPA processes? For each session, the questions had been strategically aligned with the speakers, exercises, and anticipated outcomes. Read the entire page →
From page 215... ... 215 sessions were the only opportunities for the delegates to get to know each other, and all of them participated in lively conversations on the discussion topics. Examples of the breakout session scripts and the entire workshop agenda are also presented in Appendix C Read the entire page →
From page 216... ... 216 • Wetland permitting • Wildlife resources • Time-of-year restrictions • ConnDOT's Planning and Environment Linkages process (especially as it pertains to constructability. Jay Heiptas – "MnDOT Industry Constructability Process" Jay Heiptas serves as Assistant Commissioner of Operations for the Minnesota DOT (MnDOT) Read the entire page →
From page 217... ... 217 • Constructability and estimating pool contracts • Alternate Delivery (CM/GC and PD-B) • UDOT construction crews and inspectors. Read the entire page →
From page 218... ... 218 • Anonymous comments and question are submitted online, with a 72-hour turnaround time for responses. • All project information is in draft form and for information only. Read the entire page →
From page 219... ... 219 Commonwealth's budget and identified schedule; and to ensure timeliness, the engagement of agencies, and the sustainability of decisions. The signatories of the MOU agreed on five "Concurrence" points in the Merged Process: 1. Read the entire page →
From page 220... ... 220 that minimizing their LOD does not help to procure a ROD at all, and may lead to future problems. Planning-level LODs are used most frequently when generating EAs and EISs. Read the entire page →
From page 221... ... 221 • Coordination of all building systems (clash detection) and the testing of design alternatives prior to construction • Ability to tie the model to schedules for visualization and quality assurance purposes (4D BIM) Read the entire page →
From page 222... ... 222 • Lack of Manpower – Few organizations have sufficient personnel to staff the CRP. • Lack of Experience – Designers tend to lack construction experience, and contractors tend to lack design experience. Read the entire page →
From page 223... ... 223 1 year," "will use in 3 years," "will use in 5 years," "will never use," and "don't know." The applications were as follows: • Cloud computing • VR/AR/MR • Drones • Design for offsite construction • 3D printing of structural components • Analytics and big data technologies • Digital twins, sensors, machine-to-machine communication • Artificial intelligence, or machine learning. At least 30 percent of respondents worked for companies that already use the first four applications, but, at most, 11 percent of respondents work for companies that have ever used any of the last four. Read the entire page →
From page 224... ... 224 • The AHP proved to be effective in assigning weights to the issues involved in choosing the right people and the right tools for the CRP. • Virginia DOT has developed an approach combining the NEPA and other environmental approval processes that all but guarantees an ROD after its initial NEPA evaluation and the quick issuance of all needed environmental permits, while at the same time increasing the level of trust between the agency and the FHWA. Read the entire page →
From page 225... ... 225 • There is not only one way to implement constructability, since the DOTs and their project contexts vary. TASK 2-3: TRAINING MATERIALS The workshop had a major impact on the development of the training materials. Read the entire page →
From page 226... ... 226 information icon can present them with factors to consider when formulating their answer. An example of this is the following: Question: Rate the environmental sensitivity of the project. Read the entire page →
From page 227... ... 227 Outputs The tool processes the input information and provides recommendations in the following four output areas: 1. Necessity and formality of the CR 2. Read the entire page →
From page 228... ... 228 Figure 14. Levels of CR Formality Typical attributes associated with each CR level are further summarized in Table 3-3 to add further guidance for users. Read the entire page →
From page 229... ... 229 Table 4 Attributes of CR Levels Again, hyperlinks to additional information are provided to help the user make the following decisions: 1) At which project stage should CR tools be used? Read the entire page →
From page 230... ... 230 Figure 15. CR Tools and the Timing of Their Use in Different Project Phases. Read the entire page →
From page 231... ... 231 Figures 16, 17, and 18 below present screen captures of the different kinds of pop-up messages in the framework model. Figure 16. Read the entire page →
From page 232... ... 232 Figure 17. An Instructional Pop-Up Message on an Input Question Superimposed over the Model Input Questions. Read the entire page →
From page 233... ... 233 Constructability Planning 1. Checklists A consistent system of checklists is useful for minimizing the number of errors, inconsistencies, and omissions on construction projects. Read the entire page →
From page 234... ... 234 4D digitized models and information for automated machine guidance. NCHRP Report 748 described various mobile LiDAR applications for delivering highway construction projects as follows: • As-built and maintenance documentation -- Integration of LiDAR data into a centralized database that is continuously updated for future planning and construction, • Pavement smoothness and quality determination -- LiDAR data collected at high resolutions can be used to evaluate pavement smoothness and quality, • Construction automation and quality control -- Change detection and deviation analysis software uses digital models to identify deviations from LiDAR point clouds for construction quality control, • Performing quantity take-off -- LiDAR data is used to calculate lengths, areas, or volumes of construction quantities, • Virtual and 3D Design -- LiDAR data can be used for clash detection by checking for intersections of proposed objects with existing objects modeled in the point cloud, and • Inspections -- LiDAR can provide overall geometric information and an overall condition assessment of various highway infrastructure assets (7, 11) Read the entire page →
From page 235... ... 235 1. (Optional) Read the entire page →
From page 236... ... 236 Making Framework on a proposed project. The team developed two versions of this presentation, one long and one short. Read the entire page →
From page 237... ... 237 • VDOT has a process that can serve as a model for how DOTs can use the advantages of IPD and not lose time, money, or quality due to conflicts arising from outside input into the design (i.e., from the contractor or design-builder) Read the entire page →
From page 238... ... 238 o 38 survey respondents said their DOT has a formal CRP. o 25 respondents said their agency's formal CRP changes when the delivery system changes. Read the entire page →
From page 239... ... 239 • During the virtual workshop, the team faced issues with concurrency and internet connection while the participants were submitting their AHP forms. So, changes were made to the database system to handle multiple submissions at the same time, and an automatic retry function was added on the user side, to handle cases of initial submission failure. Read the entire page →
From page 240... ... 240 The research also revealed the need to develop methods to measure the performance, not only for the model, but for an agency's CRP. Such metrics are needed to allow continuous improvement. Read the entire page →
From page 241... ... 241 gathered data for developing such a model for measuring the effectiveness of a CRP but more data would have to be gathered and amalgamated with the current data to develop the model. In addition to offering improvement of the CRP for all PTAs, research to develop a common set of CRP performance measures and targets would likely expedite and improve implementation of the CRP Decision-Making Framework. Read the entire page →
From page 242... ... 242 2. The current framework is not responsive to the delivery system being used or considered for a project. Read the entire page →
From page 243... ... 243 that, to make the framework usable to PTAs, it had to be electronic. A computer scientist was subsequently added to the team, and the final product is an easy-to-use model that receives user inputs from system prompts, and delivers recommendations on four essential concerns of CRP development: 1) Read the entire page →
From page 244... ... 244 • Minnesota DOT has generated CRP guidelines, into which they have inserted a 12-step process for gaining contractor input into the design. They have called this process the "Industry Constructability Review Process." • Interviewees from several states called for a formalized cross-training program to improve the CRP. Read the entire page →
From page 245... ... 245 • The absence of performance measures and targets to measure the effectiveness and efficiency of the model. • Some people assume that this will be just one more "time sink," and that their units do not have enough people or resources to pay someone to operate the system. Read the entire page →

From page 202...

... 202 CHAPTER 3. PHASE II: CRP DECISION-MAKING FRAMEWORK AND OTHER DELIVERABLES TASK 2-1: DECISION-MAKING FRAMEWORK The CRP Decision-Making Framework is the most important element of the research which involved creating a conceptual framework to Phase I of the research.