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Using Collaborative Tools to Successfully Plan and Manage Construction within a 2.7 Billion Capital Improvement Program

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The Orange County Sanitation District (OCSD) collects, conveys, and treats approximately 250 million gallons of wastewater generated daily in its 471 square mile service area. In 2002, to improve effluent quality, increase treatment capacity and rehabilitate aging facilities, OCSD embarked on a Capital Improvement Program (CIP) valued at approximately 2.7 billion.

Recognizing the increased volume of construction work and the need to standardize the reporting and tracking process OCSD developed a state-of-the-art, web-based program controls system (PCS). The PCS integrates finance and accounting information with innovative reporting, tracking, and forecasting techniques. The PCS tracks a series of key construction phase performance indicators to form a Construction Management Dashboard. By looking closely at CIP projects and the interrelationships of their activities with facility operations, OCSD also developed an Out-of-Service Tracking Module. This Module considers established plant-wide practices, identifies key technologies, and develops an organizational structure for delivering a sustainable program. The PCS, CM Dashboard, and Out-of-Service Tracking Module enhances communication and collaboration between OCSD project stakeholders and improves operational risk management capabilities as related to construction activities. The tracking and reporting systems assist with issue resolution and claims avoidance by identifying and focusing attention on performance

indicators to resolve issues before they become significant and by enabling timely processing of documents to avoid cost, schedule and quality impacts.
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Keywords: Capital Improvement Program (CIP); Construction; Construction Management; Dashboard; Program Management; Project Control System; Wastewater

Document Type: Research Article

Publication date: 2009-01-01

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