Page 61 - Megaprojects Playbook

Blue Origin OLS

LESSONS LEARNED

INFORMATION/APPROVAL TRANSFER BETWEEN PARTIES

With the large-scale program there were multiple Owners' reps, permitting authorities and agency reps. Early on
it was identified to have a single point of contact from each entity to make sure information was transferred
to the appropriate parties, who then shared with their teams. This made sure that none of the agencies or
parties were bypassed or left off of information that was pertinent to making progress on the schedule.

ON-SITE DESIGN COORDINATOR

Having a design coordinator on-site was beneficial from a schedule standpoint allowing for real time
solutions for design coordination issues. They also became the conduit for the balance of designers that were
located in the Jacksonville office, making information transfer faster between locations and onto drawings.

CHARGING INCORRECT COSTS CODES
With so many team members, it is inevitable that charge codes will be applied incorrectly and cause
issues for tracking. It was identified that at the beginning of the project that a meeting should be held
with AA’s, PAR’s, design leads and the construction team to establish the proper charge codes
and issue the plan to the team for reference throughout the project. Additionally, it was agreed
that JCJVs should be limited to only when necessary. Constant reallocation of costs is disruptive.

COMMUNICATING SUBCONTRACT TERMS & CONDITIONS TO FIELD STAFF

With the amount of trades and day-to-day activity, there was confusion on what subcontractors were responsible
for, and what Haskell was responsible for, when it came to the contract. At each mobilization, subcontract
field crews came unprepared and did not have the information needed to efficiently unload and get to work.
It was suggested that at the precon meeting a checklist be made that identifies, from a field standpoint,
who is responsible for what. At the end of the meeting that list should be signed by all parties and used
as a reference once the crews mobilize. This would ensure that everyone, even those not part of the precon
meeting, could quickly identify the responsibilities if the assigned team member is not available. This helped
to stop the fire drill of calls between team members and made the subs more accountable and efficient.

PROJECT CONTROLLER

Early on, the team identified the need for a position that was responsible for all aspects of project
accounting, invoicing, the interface between project management and traditional accounting (PAR)
and supporting project reporting and analysis. By creating this position, PM time was freed up to
concentrate on functions other than accounting. Mega Projects should use a project controller.

54 MEGA PROJECTS PLAYBOOK | 2021
CONTAINS CONFIDENTIAL AND PROPRIETARY INFORMATION. FOR INTERNAL HASKELL USE ONLY.