2019 AACE Northeast Symposium Silver Line: Light at the End of The Tunnel AACE Region 2 Northeast Symposium

Thomas P. Crone, CCM Director, Program Operations

March 29, 2019 8:30 AM RCEP Standards

MBP has met the standards and requirements of the Registered Continuing Education Program. Credit earned on completion of this program will be reported to RCEP. A certificate of completion will be issued to each participant. As such it does not include content that may be deemed or construed to be an approval or endorsement by RCEP.

3 Silver Line: Light at the End of The Tunnel

The purpose of this presentation is to Provide a basic understanding of the scope of theCLICK Silver TO Line EDIT and concepts MASTER used TITLE to manag STYLEe the project At the end of this presentation you will be able to review: 1. The scope of the Silver Line Phase 1 and Phase 2. 2. Concepts used to manage the project. 3. The current status of the project and remaining effort needed to complete the project. 4. Explain how the project impacts the region. The Silver Line: $5.6 Billion Project Connecting the DC Region

• Seamless integration with current Metro system • 23-mile extension branches off existing Orange Line after East Falls Church Station, providing direct connections to DC without transfers • Connects Dulles Airport to Tysons Corner, Reagan Airport, DC and suburban Maryland • 11 new stations • 5 in Phase 1 (open) • 6 in Phase 2 • Phase 1: East Falls Church to Wiehle Avenue in Reston; opened July 2014 • Phase 2 (6 stations): Wiehle Avenue through Dulles Airport to Ashburn; under construction; 92% complete It’s been a long, challenging road

1962: Washington-Dulles International Airport opens, Access Road median slated for transit

1964: Federal Aviation Administration (FAA) reserves median of Dulles International Airport Highway for future transit service to airport

1966: President Lyndon Johnson signs bill creating the Washington Metropolitan Area Transit Authority It’s been a long, challenging road

1994-2006: After decades of studies, business and political leaders got serious about rail to Dulles and prepared a Major Investment Study (MIS), an Environmental Impact Statement (EIS), a Locally Preferred Option Analysis and, finally, Preliminary Engineering conducted by the Department of Rail and Public Transportation 2007: Agreement with MWAA to manage the construction of the Project and take over the Dulles Toll Road 2009: Federal Grant to MWAA March 2009: Construction of Phase 1 begins March 2014: MWAA transfers control of the line to WMATA June 2014: Opening date of July 26 announced July 26, 2014: Silver Line opened for passenger service

7 Early Goals

• To provide high-quality, high- capacity rail service in the Dulles corridor. • To spur redevelopment in aging Tysons and Reston/Herndon, and to ensure ongoing state and regional economic dominance. • Tysons and Reston are Virginia’s largest employment center • To provide rail access to Dulles International Airport. • Connecting Dulles and Reagan National airports by rail.

8 Silver Line Vision Unfolds Early Decisions – Environmental Impact Statements A Draft Environmental Impact Statement (EIS) for the project was completed in June 2002. This Draft EIS evaluated several alternatives, including three Bus Rapid Transit (BRT) options, a combined BRT/Metrorail alternative and a full Metrorail extension. Public hearings on the Draft EIS were held in July 2002. Based on extensive public comments and input from local jurisdictions, the full extension of Metrorail was recommended as the preferred option or Locally Preferred Alternative (LPA). The Dulles Corridor Metrorail Project was approved by the WMATA Board of Directors in November 2002 and Virginia's Commonwealth Transportation Board (CTB) in December 2002. The project was also endorsed by the Fairfax County, Loudoun County and MWAA Boards. Following these approvals, a Final EIS was published in December 2004 and the Federal Transit Administration (FTA) issued its Record of Decision approving the environmental process in March 2005.

9 Silver Line Phase 1 Alignment

Phase 2

Phase 1

10 Phase 1 Stations

Phase 1 Phase 1 includes five stations along 11.7 miles. Four are in Tysons Corner and the fifth, which serves as the temporary terminus, is on the eastern edge of Reston.

McLean Station (aerial). (aerial). Tysons Greensboro Station (half below ground, half at grade). McLean Corner (aerial). Wiehle-Reston East Station (at grade).

Phase 1 Contractor In March 2008, MWAA and Dulles Transit Partners signed a $1.6 billion fixed-price construction contract to build Phase 1, keeping the anticipated costs of the Wiehle – Reston East project to $2.6 billion.

Greensboro Spring Hill

11 Tysons Development

The Ascent Apartments at Spring Hill

Tysons Towers at Tysons Capital One HQ Corner Center at McLean

Tysons Central at Greensboro

The Adaire Apartments at The Boro at Greensboro Spring Hill

12 End of Phase 1: Wiehle-Reston East Station

Reston Station Development

Wiehle-Reston East Station, at the end of the Silver Line Phase 1, serves as the prototype Metro station for all Phase 2 station, except for Dulles Airport Station.

13 Silver Line Phase 2 Alignment

Ashburn Station Loudoun Silver Line Station Gateway Station At-Grade Track

Aerial Guideway

Innovation Center Station Rail Yard and Maintenance Facility

Herndon Reston Town Center Station Station

Dulles Airport Station

14 Construction Status • Stations and track – More than 91% complete • Rail Yard and Maintenance Facility – More than 96% complete • Opening expected late 2020 Phase 2 Phase 2 will include six stations along 11.4 miles from the Wiehle-Reston East Station to Ashburn. Locations are: Reston Town Center Station (at grade) (at grade) Innovation Station (at grade) Dulles Airport Station (aerial) (at grade) Ashburn Station (at grade) Phase 2 Contractor On May 14, 2013, the Airports Authority awarded a design-build contract for the major portion of Phase 2 to Capital Rail Constructors, a joint venture of Clark Construction Group and Kiewit Infrastructure South. A notice to proceed was issued on July 9, 2013. The contract includes systems, tracks, and stations. On August 4, 2014, the Airports Authority awarded a $253 million design-build contract to Hensel Phelps Construction Company for the rail yard and maintenance facility which is being built on Dulles Airport property as part of Phase 2.

15 Reston Town Center Station

• No additional parking provided by the project • Bus drop-off/pickup (both entrances) • Kiss & Ride (both entrances) • 28 bicycle racks, 6 lockers on north side; 10 racks and five lockers on south side

16 Typical At Grade Station Precast and Steel Framing

17 Reston Corridor Reston Crescent

Reston Gateway

RTC West

18 Herndon Station

• Bus drop-off/pickup (south side only) • Kiss & Ride (existing) • Parking for about 3,500 cars (total includes existing garage) • 35 bicycle racks on the north side; five lockers on the south side, 46 racks in garage

19 Vision for Herndon Station

Herndon Transit Station Area

• Create a transit-focused neighborhood within ½ mile of transit station. • 50% non-residential, 50% residential • Jobs – 2.5 per household • More paths, trails, green space

20 Herndon Station Will jump start high-density development on both north and south sides of Dulles Toll Road. Pavilion amenities for north side not finalized; south side includes rail parking

Stanley Martin Homes

21 Innovation Center Station – Precast Concrete Erection

22 Innovation Center Station

• Bus drop-off/pickup (both entrances) • Kiss & Ride (both entrances) • Parking for approximately 2,000 cars (south side) • Seven bicycle racks and five lockers on the north side; 45 racks in the garage on south side and five lockers 23 Innovation Center Station South: Fairfax

Rocks Engineering’s Innovation Center South is a 1.5 million-square-foot mixed-use development on the south side of Innovation Center Station that i ncludes more than 1,000 multifamily units, retail, a hotel, and more than 1 million square feet of office space.

24 Innovation Center Station North: Loudoun

The Hub by DWC Holdings Includes 1,265 multifamily units, 400,000 square feet of retail, 350 hotel rooms and 3.5 million square feet of office space.

Waterside Includes 2,595 residential units, 350 hotel rooms and 500,000 square feet of retail on the site of the existing Chantilly Crushed Stone Quarry.

25 Dulles Airport Station

Work is underway on the aerial Dulles Airport station approximately 1,150 feet north of the main terminal near the North Garage, or Garage 1. The pedestrian tunnel linking Garage 1 to the main airport terminal was closed during construction of the station, but has reopened to airport pedestrian traffic.

26 Dulles Airport Station Precast Pier and Girder Construction

27 Pedestrian Tunnel at Dulles Airport prior to reopening in November

28 Dulles Airport Station

29 Dulles Airport Station

30 Aerial Guideway Construction

31 Aerial Guideway Construction

32 Aerial Guideway Construction

33 Aerial Guideway Construction

34 Loudoun Gateway Station Loudoun Gateway is viewed as a commuter hub and is located near planned data centers and low-rise industrial development.

• Bus drop-off/pickup; kiss & ride; parking garage; bicycle racks and lockers at north pavilion

35 Ashburn Station

• Pedestrian bridges and station entrances from both sides of Dulles Greenway • Bus drop-off/pickup (both sides)Kiss & Ride (both sides) • Parking for approximately 3,000 cars (1,500 on each side) • 24 bicycle racks, 5 bike lockers, north side; 27 bicycle racks, south side 36 Ashburn Station North: Loudoun Station Loudoun Station

Phase 2 of Comstock’s Loudoun Station , is underway. It has been approved for 1,159 residential units, 166,145 square feet of retail uses and 3,741-space garage with 1,500 spaces dedicated to Metro .

37 Typical At Grade Station Construction

38 Typical At Grade Station Construction

39 Typical At Grade Station Construction

40 Rail Yard & Maintenance Facility

• Being built on more than 90 acres of airport property by Hensel Phelps • The facility is designed to accommodate the storage of 168 rail cars and the S&I shop can handle 22 cars • Includes five primary buildings: Service and Inspection Building; Warehouse Building (storage); Maintenance of Way (track maintenance vehicles and equipment); Train Wash Facility; and Transportation Building (administrative building for train operators) • 96% overall complete

41 Yard Construction

42 S&I Shop, Maintenance of Way and Warehouse Buildings

43 S&I Building

44 S&I Building

45 Systems Construction – Traction Power

46 Systems Construction – Traction Power

47 Systems Construction – Communications/Automatic Train Control

48 Systems Construction – Communications/Automatic Train Control

49 Trackwork Construction

50 Trackwork Construction

51 Trackwork Construction

52 Trackwork Construction

53 Project Management Critical Documents • Major Investment Study • Environmental Impact Statement • Locally Preferred Alternative • Full Funding Grant Agreements, Local Funding Agreements • Stakeholder Agreements • Project Management Plan • Includes Budget, Schedule, Risk Management Plan, Change Order Management Plan, Organization, Project Management Procedures • Contract Documents • Includes Contract, Preliminary Engineering, Standards and Criteria, Plans, Specifications, Geotechnical Studies • Deeds, Lease Agreements, Proffers • Permits

54 Project Controls Cost and Schedule Cost Management

Overall Program Budget

BUDGET ITEM AMOUNT Main Line $ 1,193,777,000 Yard $ 273,280,530 WMATA $ 305,324,718 Other Project-Related Items* $ 1,005,853,316 TOTAL $ 2,778,235,564 Parking Facilities (By others) $ 348,215,194

* Includes Right-of-Way, Preliminary Engineering, Project Management and Contingency.

55 Project Controls Cost and Schedule - Cost Management Cost by Organizational Breakdown Structure

Monthly Cost Report by , December 2017

ORIGINAL BASELINE EXPENDITURE DESCRIPTION ESTIMATE AT COMPLETION 6 PERCENT OF EAC EXPENDED TO DATE BUDGET BUDGET 3 5 TO DATE 4

Design-Build Design Build Main Line - Package A $ 1,177,777,000 $ 1,177,777,000 $ 974,791,339 $ 1,349,607,236 Commodity Escalation - Package A $ 16,000,000 $ 16,000,000 $ - $ 16,000,000 Yard - Package B + Yard Soil Preparation - Package S $ 269,280,530 $ 258,939,297 $ 188,570,701 $ 279,286,874 Commodity Escalation - Package B $ 4,000,000 $ 4,000,000 $ - $ 3,928,000 Parking Garages - Package C $ - $ - $ - $ - Design-Build Contracts Total $ 1,467,057,530 $ 1,456,716,297 $ 1,163,362,040 $ 1,648,822,110 71% Right of Way Parcels & Project Management $ 58,600,000 $ 58,600,000 $ 16,130,213 $ 58,038,300 Right Of Way Total $ 58,600,000 $ 58,600,000 $ 16,130,213 $ 58,038,300 28% WMATA Agreement Vehicles $ 205,868,200 $ 205,868,200 $ 127,178,430 $ 205,868,200

WMATA Non Revenue Vehicles $ 9,250,751 $ 9,620,781 $ 3,008 $ 9,620,781 WMATA Project Management and Other Costs $ 90,205,767 $ 89,835,737 $ 24,105,481 $ 89,835,737 WMATA Agreement Total $ 305,324,718 $ 305,324,718 $ 151,286,919 $ 305,324,718 50% Preliminary Engineering Preliminary Engineering Total $ 75,000,000 $ 75,000,000 $ 73,266,056 $ 75,000,000 98% Airports Authority Services Airports Authority Project Management $ 64,620,000 $ 64,620,000 $ 46,217,776 $ 65,821,913 Project Management Support $ 140,000,000 $ 140,000,000 $ 129,333,277 $ 140,560,000 Other Costs 1 $ 116,182,137 $ 116,682,137 $ 49,358,321 $ 121,400,247 Airports Authority Services Total $ 320,802,137 $ 321,302,137 $ 224,909,374 $ 327,782,160 69% Contingency Contingency Total $ 551,451,179 $ 561,292,412 $ 363,268,276 Dulles Airport Windscreens - Package G 7 Dulles Airport Windscreens Total $ - $ - TBD Stormwater Management Ponds - Package P 7 Stormwater Management Ponds Total $ - $ - TBD TOTAL PROJECT COSTS $2,778,235,564 $2,778,235,564 $1,628,954,602 $2,778,235,564 67%

1. Includes Rent, Relocation, OCIP, VDOT, Dulles Rail Consultants, Testing Consultant, DGS, TRIP II, DEQ, Airports Authority Permits/Inspection, Testing Power and Historic/Archaeological Mitigation. Estimate at Completion includes Dominion Virginia Power Route 28 to Frying Pan Road Ductbank Installation also. 2. This percentage does not include Contingency. 56

3. Baseline Budget for Package A, B and S reflects the Contract Price. Baseline Budget for Contingency is adjusted by $9.8 million increase which is the net of the underrun in Package S and overrun in Package B. Project Controls Cost and Schedule - Cost Management Cost by Standard Cost Categories Cost Summary by SCC Code, December 2017 EXPENDITURE FTA SCC CODE DESCRIPTION ORIGINAL BUDGET 1 BASELINE BUDGET 2 ESTIMATE AT COMPLETION 5 TO DATE 4 10 Guideway and Track Elements $ 344,946,326 $ 167,928,670 $ 170,780,349 $ 204,191,434 20 Stations $ 228,424,057 $ 227,697,000 $ 113,166,627 $ 222,103,097

30 Yards, Shops, Admin. Bldgs $ 229,857,097 $ 213,730,843 $ 144,277,353 $ 222,453,957

40 Site Work and Utility Relocation $ 394,075,868 $ 545,160,692 $ 497,036,135 $ 668,575,805

50 Systems $ 193,794,178 $ 215,516,247 $ 105,273,712 $ 220,668,533

60 Right of Way Acquisition $ 58,523,267 $ 58,600,000 $ 16,130,213 $ 58,038,300 70 Vehicles $ 212,765,000 $ 213,613,334 $ 127,178,430 $ 213,613,334

80 Professional Services $ 564,398,592 $ 574,696,366 $ 455,111,783 $ 605,322,827

3 90 Contingency $ 551,451,179 $ 561,292,412 $ - $ 363,268,276

TOTAL PROJECT COST $ 2,778,235,564 $ 2,778,235,564 $ 1,628,954,602 $ 2,778,235,564 1. Original Budget is based on Table 2-1 "Program Budget Breakdown" of RCMP Rev1c submitted to FTA in November 2013.

2. Baseline Budget reflects cost loading of Package A baseline schedule approved in February 2014 and redistribution of spare parts budget. Baseline Budget for Packages B and S is adjusted to matched the Contract Price. Baseline Budget for Contingency is adjusted by $9.8 million increase which is the net of the underrun in Package S and overrun in Package B. 3. All of the contingency resides in SCC 90. 4. Package A expenditure to date include $5 million of retainage released in December 2014. Excludes $8.3 million Betterments.

5. Estimate at Completion includes Baseline Budget plus any changes funded via contingency drawdown requests and budget transfer requests. Excludes $11.8 million Betterments.

57 Project Controls Cost and Schedule - Cost Management Change Order Log

Changes as of 12/31/17

AGREED CHANGE CO RFC DL RFC DATE DESCRIPTION SOURCE ORGANIZATION CHANGE TYPE DATE APPROVED TOTAL COST FEDERAL BETTERMENT DATE SWM II-B Construction (Track Drainage) 163 0048B 9/21/15 Dulles Airport Staff RRQ $ 1,302,600 $ 1,302,600 $ - 5/13/16 6/20/17 (Was Part of Original SWM II-B Change)

202 0244 7/21/16 Vista Switch Protection - Construction Project Team RRQ $ 145,000 $ 145,000 $ - 9/26/16 6/16/17

209 0255 8/31/16 Columbia Gas Utility Relocation at TPSS #14 (Design Only) Project Team CRQ $ - $ - $ - 11/29/16 6/22/17

222 0272 11/15/16 Revise Fire Hydrant Location in NDC-128 (Construction) Project Team DDL $ 26,500 $ 26,500 $ - 12/29/16 6/20/17

237 0302 4/25/17 Insurance Charges in Change Order Pricing Project Team $ (169,609) $ (169,609) $ - 06/27/17 9/25/17

239 0317 6/22/17 Town Center Parkway Rail Structure - Allowance Credit Fairfax County BET $ (225,000) $ - $ (225,000) 7/25/17

Change Type Legend: Total Approved through November 2017 : $ 150,218,199 $ 142,189,132 $ 8,029,067

BET= Betterment Total Approved in December 2017 : $ - $ - $ -

CRQ= Contract Requirements Total Approved through December 31, 2017 : $ 150,218,199 $ 142,189,132 $ 8,029,067

DDL= Design Development Total in Process in Decembe r 2017 : $ 20,477,631

OTH= Other Federal/Nonfederal split TBD: $ 20,477,631

PAC= Partner Agency Change Total: $ 170,695,830 $ 142,189,132 $ 8,029,067

RRQ= Revised Requirements Total Original Federal Baseline Budget: $ 1,177,777,000 $ 1,177,777,000

Approved Changes through December 31, 2017 12.75% 12.07% 0.00%

Approved Changes in December 2017: $0 $0 $0

Changes in December 2017 : 0.00% 0.00% 0.00%

58 Project Controls Cost and Schedule - Cost Management Request for Change (RFC) Under Evaluation Log Changes as of 12/31/17

RFC REV. RFC NO. RFC DATE RFC VALUE DESCRIPTION INITIATOR CHANGE TYPE STATUS SUMMARY COMMENTS/NOTES NO.

Under Scope/ Merit 12/7/17: CRC's proposal in CRC-3634 was received on 12/6 and is under review. 0356 12/5/17 $ - Retaining Wall Footing Conflict with Shaft - Design and Construction Project Team DSC Review Previous letter CRC-3498 was responded to by MWAA-P2-09433.

12/21/17: MWAA is reviewing CRC's proposal in letter CRC-3646, received on Project team / Under Scope/ Merit 0358 12/18/17 $ - DSC- Utilities at Reston Sth and Sunrise Val Drv at Edmond Halley DSC 12/20, which also voided CRC's PCOs 810450 and 810574 by combining all CRC Review issues into this request for change.

Under Scope/ Merit 0359 0 12/21/17 $ - Daily Garage #1 As-Built Conflict Near Pier 23 OB - DSC Project Team DSC 12/21/17: MWAA to review RFC Review

Change Category Legend: ADC = Adjacent Development Change HMM = Hazardous Materials Mitigation SBET = Shared Betterment APC = Adjacent Project Conflict BET = Individual Betterment SP = Spare Parts AAC = Agency Approval Condition LRC = Law or Regulatory Change TIA = Time Impact Analysis

AIT = Art in Transit MCM = Maintenance Cost Mitigation UPE = Unresolved PE Issue/Error

CCL = Code Compliance MCO = Minor Change USP = Utility Self-Performance Payments CNPA = Concurrent Non-Project Activity NIB = Not in Base Contract VE = Value Engineering

CC = Criteria Change PC = Permit Condition WD = Weather Delays

DCR = Design Comment Resolution P1C = Phase 1 Consistency

DSC = Differing Site Condition RCM = ROW Cost Mitigation

59 Project Controls Cost and Schedule - Cost Management Top Ten Risks Risk ID Event Description (Proposed Primary) Risk Mitigation Risk Rating 50.05.C.153 Communications System Scope of Work – The designs for these changes have been x. Risk xdx. x xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 25 xxxxxxxxxxx

80.03.C.3 xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx (for changes Working to avoid further impacts that may delay the schedule. post CO-66) (Acceleration) Minimize directing xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 25 In July 2017 CRC submitted draft "On-Time" schedule for review.

50.05.C.150 Communications System Scope of The designs for these changes have been finalized and the changes to xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxx 20

40.03.C.3 Differing Site Conditions 1 20 50.05.C.130 Tie-Breaker Station (TBS) Exterior Access 1) 20

20.02.C.1 Screenwall Glazing at Dulles Station NEW* 20

80.08.C.196 xxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

20

30.05.C.237 Coordination of 34.5kV power xxxxxxxxxxxxx Expedite power delivery by xxxxxxxxxxxxxxxxxx NEW* 20 80.03.C.2 Request for Equitable Adjustment Part 2 (REA-2) xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxxxxxx 18

80.02.D.240 Package B Design xxxxxxxxxxxxx 1) Spot mitigation of issues xxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 2) Expediting xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 18 3) Airports Authority has xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

60 Project Controls Cost and Schedule - Cost Management Risk Register

SCC Codes legend : 10 = Guideway, 20 = Stations, 30 = Yard, 40 = Site work and Utility, 50 = Systems, 60 = Right of Way, 70 = Vehicles, 80 = Professional Services PROB. COST SCHED SCORE Event Description Event Background (Potential) Outcomes P C S Px(C+S) (Proposed) Risk Mitigation Risk Risk ID SCC SCC Code Risk Category Contract Package Risk Mgr (Proposed) 50.05.C.153 50 C A Phil C Communications System Scope of Work – xxxxxxxxxx xxxxxxxxxxxxxxxxxxx 1) Additional construction costs. 5 4 1 25 The designs for these changes have been finalized and the changes to construction have been reduced. The increased costs are mainly due to additional material and labor. Risk realized. Cost yet to be finalized.

80.03.C.3 80 C A Shirlene C/ Jay N Recovery of Revised Baseline Schedule (xxxxxxxx There will potentially be numerous revisions of xxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Cost and Schedule impacts 5 4 1 25 Working to avoid further impacts that may delay the schedule. Minimize directing changes and objectively monitor CRC's performance for concurrent delays. In July 2017 CRC submitted draft "On-Time" schedule for review.

50.05.C.150 50 C A Phil C Communications System Scope of Work - xxxxxxxx These are communications system changes to xxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 1) Additional construction cost 5 3 1 20 1) Expeditiously processing and implementing the change, design, reviews and permits. The designs for these changes have been finalized and the changes to construction have been reduced. The increased costs are due mainly to additional material and labor. Risk realized. Cost yet to be finalized.

40.03.C.3 40 C A Shirlene C/ Jay N Differing Site Conditions DSC related issues to Package -xxx 1) Potential additional Schedule & Cost Impacts 5 3 1 20 1) Minimize any merited schedule impacts by considering acceleration costs Hard Rockxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

50.05.C.130 50 C A Phil C Tie-Breaker Station (TBS) x Thxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 1) Additional design & construction cost 5 3 1 20 1) Project team provided an alternative enclosure concepts to address WMATA's concerns. 2) CO under negotiation.

20.02.C.1 20 C G Barna S Screenwallxxxxxxxxxxxxxxxxxxxxx Scope moved out from xxxxxxxxxxxxxxxxxxxx New contract will cost more than credit from CRC 5 3 1 20 Project is developing RFP to competitively bid redesign and installation of screenwalls. RFP to be issued in NEW Q3 2017, Continue coordination with CRC & complete Package G on time.

80.08.C.196 80 C PW Al K WMATA xxxxxxxxxxxxxxx. xxxxxxxxxxxxxxxxxxxxxxxxxxx 1) Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 4 3 2 20 Phase 1 Testing and Startup provided experience and lessons learned that improved both the Airports 2) Authority and WMATAs’ processes, particularly in mutual understating and appreciation for timely 3) communications and coordinated interactions. WMATA has larger staff in support of Phase 2 project. Any part of the corporate agreement, any major outstanding issues or disagreements are deferred to the executive committee to resolve.

30.05.C.237 30 C B David B Coordination of 34.5kV power from Package A to Package B Package A is to provide 34.5kV power to Package B. This last states this power is required in the fall of 2017. Delay claim from the Package B contractor 4 2 3 20 Expedite power x NEW 80.03.C.2 80 C A Shirlene C/ Jay N Request for xxxxxxxxxxxxxxxxxxxxxxxxxx xxxxxxx Cost and Schedule impacts 3 5 1 18 The notice of change was for xthe claim.

80.02.D.240 80 D B Dan K Package B Design xxxx Delays in Pkg xx post Jx Cost and Schedule impacts 3 4 2 18 1) Spot mitigation of issues as they arise 2) Sectionalization 2) xnegotiating acceleration, coordinating with x 3) x 3) Airports Authority has notified xxxxxx 4) Sanitary x Collectively have impacted xxxxcompletion date.

61 Project Controls Cost and Schedule - Cost Management Contingency Drawdown Chart

62 Project Controls Cost and Schedule – Schedule Management Schedule Performance Index (SPI)Actual Cost/Schedule Performance vs. Baseline

SPI = Earned Value (EV)/Planned Value (PV) EV = $196,258,876, PV = $249,956,402 SPI = $196,258,876 / $249,956,402 = 0.785 SPI Values Below 1.00 Indicate Project is Behind Schedule A Key Metric in Evaluating the Relative Health of a Project! Requires Cost-Loaded Baseline (Planned) and Current Schedules

63 Project Controls Cost and Schedule – Schedule Management Top Three Critical Paths Path Description Total Float Preliminary Observations

Procurement of long lead items for the Wiehle Station (Phase 1 tie-in), Critical Path followed by the installation/testing of this equipment. This path continues This path remained the same as CRC’s September 2018 Update. No change (#1) through Static and Dynamic Testing in the Phase 1 tie-in, leading to -89 CDs in total float since last month. Project-wide Level F testing and Systems Performance Demonstration.

Review/approval of design by for PCO 810254 , continuing through CRC’s alleged driver for this path is “MWAA Review/Approval of Design for Secondary deliver/installation/testing of equipment at Wiehle Station (Path #1), Phase 1 equipment”, which lost a month in October 2018. This alleged delay Path (#2) -42 CDs followed by ATC Testing in the Phase 1 tie-in. needs to be vetted. Software development is no longer part of this path.

This has been in the top near critical paths during several months, and Tertiary Path Pull/Terminate/Test Communications Cable at Reston Station, continuing involves PCOs 820102, 820227 and 810323. The path lost 31 days since last #3 through testing and commissioning of the Station leading to SSCD. -25 CDs month, showing a month-for-month slippage!

Summarizes Major Issues Driving the Schedule and Potential Schedule Impact

64 Project Controls Cost and Schedule – Schedule Management Benefits of Cost- and Resource-Loaded Schedules Cost Loading • Provides cost dimension (in addition to time) to the project schedule • Provides for cash-flow forecasting • Provides for relative cost comparisons • Provides a basis for progress payments • Supports change management

Resource Loading • Identifies types of resources (labor, equipment, material) for each work activity • Identifies resource requirements by time period • Identifies resource constraints (i.e., over-utilization of labor, equipment, etc.) • Combined with cost loading, provides for cash-flow forecasting by resource • Provides for calculation of all resources required by project

CONFIDENTIAL 65 Project Controls Cost and Schedule – Schedule Management Progress Curves (Quantity vs. Time) Station Steel Placement Loudoun Gateway (Route 606) Station Steel Installat ion (Cumulative) 12 10 10 10

8 8.0 6

4 Column Column Lines 2 Late Plan % 100% Actual Progress % to date 80% 0 Jul-17 Jan-18 Jan-17 Jun-18 Jun-17 Oct-17 Apr-18 Feb-18 Apr-17 Feb-17 Sep-17 Dec-17 Aug-17 Nov-17 Mar-18 Mar-17 May-18 May-17 Cumulative Early Dates Cumulative Late Dates Cumulative Actual CPM Schedules Generate “Early” & “Late” Dates. Early Dates (Green Line) – The Earliest Possible Completion Based on Schedule Logic Late Dates (Red Line) – The Latest Completion Without Impacting Project Finish Date Actual Dates (Black Line with ) – Actual Schedule Performance Data Date – Indicated By Vertical Black Line

CONFIDENTIAL 66 Project Controls Cost and Schedule – Schedule Management Progress Curves (Quantity vs. Time) Track Construction Project Wide Track Work (Cumulative)* 140,000 129,230 124,424 120,000 129,230 119,970 100,000

80,000 67,113 60,000 Linear Linear Ft.

40,000

20,000 Late Plan % 93%

- Actual Progress % to date 52% Jul-16 Jul-17 Jul-18 Jan-16 Jan-17 Jan-18 Jun-16 Jun-17 Jun-18 Oct-15 Oct-16 Oct-17 Oct-18 Feb-16 Apr-16 Feb-17 Apr-17 Feb-18 Apr-18 Sep-15 Sep-16 Sep-17 Sep-18 Dec-15 Dec-16 Dec-17 Aug-15 Aug-16 Aug-17 Aug-18 Nov-15 Nov-16 Nov-17 Mar-16 Mar-17 Mar-18 May-16 May-17 May-18 Cumulative Early Dates Cumulative Late Dates Cumulative Actual *Based on weighted percentage given to all track work activities from cable trough thru 3rd rail CPM Schedules Generate “Early” & “Late” Dates. Early Dates (Green Line) – The Earliest Possible Completion Based on Schedule Logic Late Dates (Red Line) – The Latest Completion Without Impacting Project Finish Date Actual Dates (Black Line with ) – Actual Schedule Performance Data Date – Indicated By Vertical Black Line

CONFIDENTIAL 67 Project Controls Cost and Schedule – Schedule Management Progress Curves (Quantity vs. Time) Pre-Cast Concrete Placement Ashburn (Route 772) Station Precast Installation (C umulative) 30 24 25 21.5 20

15

10 Column Column Lines 5 Late Plan % 100% Actual Progress % to date 90% 0 Jul-17 Jan-18 Jun-17 Oct-17 Feb-17 Apr-17 Sep-17 Feb-18 Apr-18 Dec-17 Aug-17 Nov-17 Mar-17 Mar-18 May-17 Cumulative Early Dates Cumulative Late Dates Cumulative Actual CPM Schedules Generate “Early” & “Late” Dates. Early Dates (Green Line) – The Earliest Possible Completion Based on Schedule Logic Late Dates (Red Line) – The Latest Completion Without Impacting Project Finish Date Actual Dates (Black Line with ) – Actual Schedule Performance Data Date – Indicated By Vertical Black Line

CONFIDENTIAL 68 QUESTIONS?

Thomas P. Crone, CCM Director, Program Operations

Metropolitan Washington Airports Authority 198 Van Buren Street, Suite 300 Herndon, VA 20170 (703) 572-0502 Office (703) 869-7299 Cell [email protected]