FTA Oversight Procedures - Federal Transit Administration - U.S. ...

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orders: 5.6.2.1 Is PDR consistent with the specification; 5.6.2.2 Is FDR consistent with specification, with all issues of design and analysis closed; 5.6.2.3 Does the FAI validate all items of production; 5.6.2.4 Are the performance tests a full validation of the vehicle performance; 5.6.2.5 Does vehicle acceptance validate the fleet performance within acceptable tolerances; 5.6.2.6 Does analysis and test precede production to minimize changes after production has started; 5.6.3 The Supplier’s QA program and the Grantee’s oversight will assure delivery of “as designed” vehicles; 5.7 Quality Assurance. Review the Grantee’s QA plan to assure: 5.7.1 Grantee has qualified inspector(s) on site during manufacturing, including during pre-production of jigs and fixtures; 5.7.2 The Grantee and Supplier reporting provides sufficient independence to allow issues to be raised; 5.7.3 Discrepant material will be properly managed to assure it is quarantined and disposed of appropriately; 5.7.4 The schedule is such that choices between corrective action and meeting schedule do not drive quality; 6 Scope of Work. While undertaking the reviews detailed in section 5, The PMOC shall pay special attention to the following: 6.1 Schedule. Issues potentially or actually affecting schedule; 6.2 Vehicle Safety Issues; 6.3 Vehicle Reliability, Availability and Maintainability issues; 6.4 Issues impacting Vehicle Operability; 6.5 Faulty or unreliable vehicle designs; 6.6 Known component or material design deficiencies. These check lists are to be supplemented as needed by the PMOC. OP26B Bus and Rail Vehicle Technical Review Revision 0, June 2008 Page A-3
U.S. DOT Federal Transit Administration TPM-20 Office of Engineering Project Management Oversight Oversight Procedure 32A - Project Capacity Review ______________________________________________________________________________ 1.0 PURPOSE The purpose of this Oversight Procedure is to describe the review, analysis and recommendation procedures and reporting requirements expected by Federal Transit Administration (FTA) from the Project Management Oversight Contractor (PMOC) as regards the design capacity, functionality, and project definition for critical project scope elements relative to that required to accommodate forecasted conditions and required by sound engineering practices. 2.0 BACKGROUND As demonstrated in research results published previously by Construction Industry Institute and other governmental agencies such as NASA, greater front end planning efforts lead to improved performance on capital projects in the areas of cost, schedule, and operational characteristics. Further, as NASA notes, since project definition (specifically NASA PDRI element scores) relates to risk, such efforts can easily isolate risk areas that need further work. In a report titled Managing Capital Costs Of Major Federally Funded Public Transportation Projects (2006), the Transportation Research Board noted that project definition entails the: Further: • Conceptualization of the alternatives and the refinement of this project definition through the course of the project-development process. The inception and evolution of a project can have a large impact on the capital costs. In particular, the level of design is an important factor affecting the uncertainty of the capital costs and the subsequent variation in the estimates. • Clear cost priorities, established early in project development, are important to cost and schedule performance. These priorities should be reflected in the initial evaluation of alternatives. Establishing clear budget and schedule constraints early in the projectdevelopment process helped contain scope creep and identify reasonable projectdevelopment schedules. However, some flexibility with respect to scope and schedule should be maintained in the project-development process in order to adapt to the more unique project conditions identified throughout the development process. This flexibility combined with appropriate budgetary targets and reasonable developmental schedules formed the successful factors in project definition. [t]he project definition strategies that contributed the most success to the project-definition process were a transparent development process with extensive stakeholder input, a reasonable project-development schedule that reflects sufficient time for stakeholder outreach, a value engineering exercise at each stage that reconsiders the definition results to that point, and a OP 32A Project Capacity Review Revision 0, June 2008 Page 1 of 4
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CLIN# OP# FTA Oversight Procedures
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5.0 GRANTEE SUBMITTALS NA 6.0 SCOPE
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6.1.2 Task Orders FTA headquarters
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and communications systems; fare co
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7.1 Format Avoid repetition in the
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APPENDIX B Sample Task Order ______
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APPENDIX D Sample Proposal Format _
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U.S. DOT Federal Transit Administra
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Management controls are the organiz
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5. Act in a manner consistent with
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5) Introduction to PMOC scope of wo
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7.3 Project Status Reporting - Cont
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Cost $2,500,000 $2,000,000 $1,500,0
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• Legislators, legislative staff
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4.2 FTA Circulars • C5010.1C, Gra
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v) develop and implement a force ac
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4.0 REFERENCES The following are th
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o PMOC’s opinion of situations an
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The report formatting requirements
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APPENDIX A Sample - Lessons Learned
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• Recipients with major capital p
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follow, have different names for si
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documents referenced in the SSMP to
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(2) The effectiveness of the proces
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For recipients with projects affect
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APPENDIX A: SSMP REVIEW CHECKLIST -
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App. No. Checklist Item Plan Requir
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APPENDIX B: LIST OF SUGGESTED DOCUM
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DOCUMENT (Title and acronym; R sign
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DOCUMENT (Title and acronym; R sign
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APPENDIX D: SAMPLE INTERVIEW QUESTI
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Page 118 and 119: 3 PMOC review of Grantee’s Operat
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Page 158 and 159: provisions) to make detailed design
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APPENDICES PROJECT COST ESTIMATE ([
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EXHIBIT D-1: PROJECT COST ESTIMATE
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3.0 OBJECTIVES FTA’s objective is
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E) Lead times and durations for equ
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activity durations. Critical path f
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US DOT Federal Transit Administrati
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orders may direct the PMOC to reeva
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Design‐Build or CM‐GC), the pro
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degree of understanding among the p
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management labor and profit/fee. Su
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US DOT Federal Transit Administrati
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Construction Risk is subdivided int
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Category or sub‐category cost ele
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with the construction contractor. T
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Management Plan; these recommendati
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etween risk reduction and risk acce
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75% construction 85% 90% constructi
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milestones, the value of expected m
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4.2 Guidance coordination of platfo
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communicate with the vehicle manufa
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APPENDIX A FTA Request for Informat
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APPENDIX B OP 41 ADA Review - Level
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4.1 Legislative • The Safe, Accou
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4) Cost estimate in year-of-expendi
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• Project Schedule (Master Schedu
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d) Assessed safety and security iss
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• Interim Guidance on Design-Buil
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(3) Appropriateness of the proposed
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7) Project Schedule The PMOC should
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2) The Grantee’s program for adva
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2. Identify all apparent discrepanc
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• The PMOC shall assess whether t
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to FD phase of the project, should
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Table 1, continued: Expected Attrib
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• Real Estate Acquisition Managem
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performed Quality assurance records
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plan that ensures the necessary qua
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5.3 Systems/Facilities Integration
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6.2 Successful completion and recor
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