RFP General Conditions

for

IT&C Primary Addition

Version 1

February2017

Prepared by the Antarctic Support Contractor
for the

National Science Foundation Division of Polar Programs

RFP General Conditions for IT&C Primary

Version 1February 2017

Table of Contents

1.Schedule and Cost General Conditions

1.1.Related Documents

1.2.Summary

1.3.Definitions

1.4.Submittals

1.5.Schedule Overview and Requirements

1.5.1.Software

1.5.2.Scheduler Qualifications

1.5.3.Network Details

1.5.4.Required Data Fields

1.5.5.Schedule Activity Properties and Level of Detail

1.5.6.Project Phases

1.5.7.Subcontract Milestones and Constraints

1.5.8.Work Breakdown Structure and Activity Codes in Schedule

1.5.9.Lost Work Days

1.5.10.Schedule of Values

1.5.11.Schedule Software Settings and Restrictions

1.5.12.Project Float

1.5.13.Correspondence and Test Reports

2.Building Information Modeling

2.1.Related Documents

2.2.Summary

2.3.Definitions

2.4.Submittals

2.5.Construction/Shop/Fabrication Models

2.6.Configuration Control

3.Environmental Regulations and Requirements

3.1.Related Documents

3.2.Summary

3.3.Definitions

3.4.Submittals

3.5.Detailed Environmental Requirements

3.5.1.Training and Reporting Requirements

3.5.2.Material Import and Non-Native Species Prevention

3.5.3.Area and Wildlife Protection

3.5.4.Remediation

4.Employee Health and Safety

4.1.Related Documents

4.2.Summary

4.3.Definitions

4.4.Submittals

4.5.Project Safety Plan Requirements

4.5.1.Staffing

4.5.2.Employee Site Access and Employee Orientation.

4.5.3.Injury/Incident Free Construction Culture.

4.5.4.EHS Training

4.5.5.Safety Meetings and Forums

4.5.6.Action for Non-Compliance

4.5.7.Job Hazard Analysis and Task Planning

4.5.8.Work Coordination

4.5.9.Recognition

4.5.10.EHS Information Management

4.5.11.Audits and Inspections

4.5.12.Incident Reporting and Investigation

4.5.13.Hazardous Materials

4.5.14.Demolition/Decontamination

4.5.15.Emergency Response Plan

4.5.16.Musculoskeletal Disorder (MSD) and Cumulative Trauma Disorder (CTD) Injury Prevention Programs

4.5.17.Overtime Policy and Fatigue Management:

5.Risk Management

5.1.Related Documents

5.2.Summary

5.3.Definitions

5.4.Submittals

6.Staffing and Deployment

6.1.Related Documents

6.2.Summary

6.3.Definitions

6.4.Submittals

6.5.Personnel Deployment

7.Procurement and Logistics

7.1.Related Documents

7.2.Summary

7.3.Definitions

7.4.Submittals

7.5.Procurement Plan

7.6.Logistics Plan

7.6.1.Cargo Staging Plan

7.7.Mobilization/Demobilization Plan

7.8.Cargo Transport

7.8.1.General Shipping Conditions

7.8.2.Port Hueneme at Naval Base Ventura County, CA

7.8.3.Receiving at Port Hueneme

7.8.4.Annual resupply vessel to McMurdo

7.8.5.Military Cargo Flights

7.8.6.Vessel Offload at McMurdo Station

7.8.7.Material Laydown and Storage at McMurdo Station

List of Figures

Figure 1:Example of lower level Subcontractor WBS......

Figure 2:Exterior Material Laydown Space......

List of Tables

Table 1:Shipping milestones schedule

Table 2:Monthly anticipated adverse weather days

Page 1

RFP General Conditions for IT&C Primary

Version 1February 2017

  1. Schedule and Cost General Conditions
  2. Related Documents
  • IT&C Schedule of Values_WBS (Attachment 1)
  • Summary

The Subcontractor is required to provide cost and schedule performance for this project.

1.3.Definitions

None.

1.4.Submittals

The subcontractor shall provide the following schedule-related submittals:

1.FINAL, DETAILED SCHEDULE

A final, detailed schedule for baseline is due 14calendar days after the subcontract kickoff meeting. This schedule should be inclusive of the base scope and all optional scope.

2.SUBCONTRACTOR DAILY REPORT

This report is a daily submittal uploaded to the Leidos collaboration tool. The report covers weather for the day, crew size (trades/subs), equipment used, activities worked on or completed, issues found, issues resolved, visitors to the site, inspections, safety activities/events, and any comments pertinent to the day.

3.THREE-WEEK, LOOK-AHEAD SCHEDULE

The subcontractor shall deliver to Leidos one electronic PDF file of the three-week, look-ahead schedule no later than 8 a.m. each Monday, mountain time. The activity designations shall be consistent with the activity designations in the detailed schedule.

The three-week, look-ahead schedule, which will be reviewed as part of the weekly status meeting (every Tuesday, Denver time, as defined in the division 1 specifications), must include:

  • Previous week’scompleted activities
  • Previous week and succeeding three weeks in-progress activities
  • In-progress and completed activities from the previous week, and the activities scheduled for the succeeding three weeks
  • Upcoming outages, closures, field evaluation tests, preparatory meetings, and initial meetings
  • Critical path activities

4.MONTHLY PROGRESS STATUS REPORT

Amonthly progress status report shall be delivered to Leidos no later than the seventh (7th) calendar day after the last day of each calendar monthand shall reflect progress through the end of the previous month. The report shall provide a narrative explanation of progress identified in the updated detailed schedule (Section #6, below). This shall include the progress measurement and cost analysis (reports/graphs) summarized one to two levels below the Leidos work breakdown structure (WBS), along with a narrative for each update that describes critical path progress and any change order work. The monthly progress status report narrative shall also include the following, at a minimum:

  • A summary of revisions made to the detailedschedule since the previous month’s submittal. Revisions should include:

Added or deleted activities

Original and remaining durations for activities that have not started

Logically networked

Milestones

Planned sequence of operations

Critical path

  • The following items for each entry:

Activity ID

Activity description

The date and reason for the change

Description of the change

Date and time constraint(s)

Justification for any new or changed date/time constraints

  • Summary of work completed during the reporting period
  • Problem areas, anticipated delays, cause of delays, and impact to the schedule

Pending items and status thereof, change orders, and time extensions;

Corrective action recommended, and its effect

The effect of changes in schedules to station operations

  • An evaluation of the overall status of the schedule for the project
  • An updated, on-site McMurdo Station subcontractor’s headcount forecast
  • Astaffing report that identifies the status of deployed and deploying personnel. This report must include the position and dates of deployment and redeployment of all personnel for the previous and upcoming month.

5.UPDATED DETAILED SCHEDULE (MONTHLY)

An updated schedule must accompany the monthly progress report. These detailed schedule requirements are due seven (7) calendar days after the last day of the calendar month. Submitting an acceptable, updated schedule to Leidos is a condition precedent to the processing of the subcontractor's invoice.The subcontractor, Leidos, and the government representative on site must agree on the percentage of completion for each activity during the reported period.The updated detailed schedule must include:

  • An 11 x 17 PDF directly from the scheduling tool, to include following columns:

WBS

WBS description

Leidos trace ID

Subcontractor unique activity ID

Activity name

Physical % complete

Original duration

Remaining duration

Total float

Forecasted start and finish dates

Baseline start and finish dates

Actual start and finish dates

  • A logic report that identifies the predecessor and successor of each activity
  • A critical path review, including a Gantt view showing the status of the project completion date and interim milestones
  • An electronic copy of the entire updated detailed schedule

6.UPDATED SCHEDULE OF VALUES

An updated to schedule of values (Tab 3a), per the Excel template provided inAttachment 1. This updated Excel file is due seven (7) calendar days after the last day of the calendar month. Instructions for completing Tab 3a are included within the Excel file on Tab 1.

7.FINAL, AS-BUILT SCHEDULE

A final, as-built schedule should be submitted as the last schedule update, showing all activities at 100 percent completion. This schedule must reflect the exact manner in which the project was actually constructed. This schedule is due 30 calendar days after final acceptance.

1.5.Schedule Overview and Requirements

The schedule is a tool to manage the project. The subcontractor’s schedule must logically integrate all aspects of the work for the entire project, from shop drawings, submittals, procurements, and construction, through tenant move-in. Major, incremental project milestones must be established and will be used to report progress and evaluate time extensions. The schedule should use the Critical Path Method (CPM) and be logically networked,with minimal constraints, to ensure appropriate alignment of activities across time and to align with the cost requirements in the schedule of values template.

The construction schedules shall be resource loaded, using defined resource hours on every activity.These hours will be used to determine on-site monthly headcount. The schedule shall be developed from the bottom-up at a level of detail sufficient to 1) provide interface points with ongoing station operations; 2) track progress at the activity level; 3) allow for the early detection of problem areas, and; 4) provide sufficient detail to enable the equitable-time-impact-analysis of scope changes.The schedule of values template provided in Attachment 1 contains time-phased cost requirements.

The subcontractor shall provide a lowerlevel project WBSfrom the Leidos WBS (seeFigure 1, next page).Each activity in the proposed schedule will include an associated lower level WBS element defined by the subcontractor (yellow highlighted boxes). The schedule and WBS shall have a sufficient level of detail to demonstrate an understanding of the project requirements and concept of execution and identify any potential schedule impacts that require discussion before contract award.

Leidos is required to report earned value (EV) to its customer. The subcontractor’s supplemental schedule and cost data that supports the government’s EV requirement shall compare actual performance against the project baseline schedule to provide early problem detection, along with possible solutions, thus allowing as much recovery time as possible.

The schedule shall be coded in such a way that it allows summary roll-up reporting and monthly electronic transfer of WBS and organizational breakdown structure (OBS) data for both program and project.

1.5.1.Software

The subcontractor shall prepare and maintain project schedules in a project scheduling tool (Microsoft Project, Oracle Primavera P6, or equivalent).Although the subcontractor is not required to use Primavera for its CPM schedule, if Primavera is not used, the schedule calculating methodology of the selected software shall be fully compatible with Primavera methodology. If data files are provided in any other program, it is the subcontractor's sole responsibility to translate all data into a format acceptable to Primavera Project Planner without modification.Also, if the subcontractor's scheduling software tool is other than Primavera P6 or Microsoft Project 2013, three additional licenses of the scheduling tool must be provided to Leidos to support monthly deliverables.

1.5.2.Scheduler Qualifications

The assumption is that the subcontractor's scheduler/s will be available to support McMurdo Station construction and all schedule-related contract requirements. The designated scheduler/s for the project must have prepared and maintained at least three previous schedules of similar size and complexity as this contract type, using a CPM scheduling tool. It shall at all times remain the subcontractor's responsibility to schedule and direct subcontractor resources in a manner that will allow for the completion of the work within the contract time.

1.5.3.Network Details

The detailed schedule shall include time-scaled network diagrams, based on a six-day McMurdo calendar. The schedule shall be constructed in such a way that it shows the order in which the subcontractor proposes to carry out the work, indicates restrictions of access, shows availability of work areas, and shows availability and use of manpower, materials, and equipment. The subcontractor shall utilize the detailed schedule in planning, scheduling, coordinating, and performing the work under the contract (including all activities of lower tier subcontractors, equipment vendors, and suppliers).

Figure 1: Example of lower level Subcontractor WBS

The subcontractor shall break the work into activities, and the activities included in the detailedschedule shall be analyzed in detail to determine activity time durations in units of calendar days. Activity durations shall be based on the labor required to perform each activity on a normal calendar day basis. If multiple shifts are to be used, the subcontractorshall provide notification to Leidos.No on-site McMurdo Station activity shall have a schedule duration of more than fourteen (14) calendar days.

1.5.4.Required Data Fields

The following information must be included for each activity in the detailed schedule:

  • Activity ID number (either alpha/numeric or numeric)
  • Activity description (a definitive description of the activity)
  • Original duration in work days
  • Remaining duration in work days
  • Physical percent complete
  • Start/finish date
  • Late start/finish date, actual start/finish, early start/finish date
  • Total float
  • Leidos trace ID
  • Change number/IMS modification number field
  • Schedule Activity Properties and Level of Detail

With the exception of the subcontract award and subcontractcompletion date milestone activities, no activity is allowed to be open-ended; each activity must have predecessor and successor ties.No activity shall have open start or open finish (dangling) logic, and redundant logic ties should be minimized.

Once an activity exists on the schedule it must not be deleted or renamed to change the scope of the activity, and it must not be removed from the schedule logic without approval, in writing, from Leidos.While an activity cannot be deleted, where said activity is no longer applicable to the schedule but must remain within the logic stream for historical record, it can be changed to a milestone.Document any such change in the milestone's notebook or notes column, including a date and explanation for the change.The ID number for a deleted activity must not be re-used for another activity.

Subcontractor activities must be driven by calendars that, at a minimum, reflect a nine-hour day, six-day-a-week calendar. Constraints must be justified.Relationship types must be either finish-to-start or start-to-start.There should be zero negative lags and less than 5% positive lags.

1.5.6.Project Phases

All project phases must include phase start and completion milestones, any contract milestones, and at least two substantial milestones per reporting month.

1.5.6.1.Procurement Activities

Shop drawing activities must include shop-drawing decision points and design submittal packages, including any critical path submittals for any long-lead items.All procured materials are due to Port Hueneme no later than 12/1 of each year.

A typical procurement sequence includes a string of activities: submittal/approval, material procurement, fabricate/test/inspect, deliver, and forecasted dates for material/equipment required on-site.Separate procurement activities should be provided and tracked for critical or long-lead items. All procurement activities in the schedule should be shown with a relationship tie to the shipping activity.

1.5.6.2.NSF Activities

Any NSF or other agency activities that could impact progress will be provided to the subcontractor by Leidos, as required.

1.5.6.3.Shipping Activities

The following milestone table should be used to plan material deliveries to McMurdo Station. See the Logistics section for further details regarding shipping requirements to McMurdo Station.

Table 1:Shipping milestones schedule

All Materials due in Pt. Hueneme, CA / Vessel Departs Pt. Hueneme, CA for McMurdo Station / Vessel Arrives at McMurdo Station / Vessel Departs McMurdo Station
FY18 / 12/1/2017 / 12/30/2017 / 1/15/2018 / 2/1/2018
FY19 / 12/1/2018 / 12/30/2018 / 1/15/2019 / 2/1/2019
FY20 / 12/1/2019 / 12/30/2019 / 1/15/2020 / 2/1/2020

1.5.6.4.McMurdo Mobilization Activities

Leidos will remove all materials from the vessel and deliver them to a dedicated construction laydown area at McMurdo Station. A sample airlift calendar is provided in the logistics section to assist with identifying mobilization and demobilization activities in the schedule.

1.5.6.5.Construction Activities

No on-site construction activity is allowed to have a duration longer than 14 calendar days. Each discrete on-site construction activity shall be resource loaded with the estimated hours to be expended on each activity.To the greatest extent feasible, activities related to a specific physical area of the project shall be grouped by activity codes or similar function on the detailed schedule for ease of understanding.

Each activity will need to include the associated Leidos trace ID.On tab 4 of the IT&C Schedule of Values_WBS (Attachment 1), a list of our summary activities has been provided.A cross walk from the subcontractor’s activity to the Leidos activity will need to be documented.It will be a many-to-one relationship.

Construction activities would include;

  • Responsible owner of specific activities
  • Access to and availability of work areas
  • Identification of interfaces and dependencies with preceding, concurrent, and follow-on lower-tier subcontractors, if any
  • Coordination for all utility impacts
  • Resource loading, with hours by crew or discipline
  • Test, Start-up, Close-out, Occupancy Activities

The subcontractor must include activities for all:

  • Tests, test reports submissions, and approval of test results, as required by the specifications
  • All start-up, testing, training, operation and maintenance manuals, and close-out activities required under the contract
  • Planning for phased or total transition to the NSF
  • Punch list and final cleanup
  • Subcontract Milestones and Constraints

The subcontractor will:

  • Identify deliverables that can serve as discrete milestones for payment, in accordance with the IT&C WBS;
  • Break these activities or deliverables into measurable units or events (at least weekly);
  • Estimate and negotiate the price of each event;
  • Develop a delivery schedule for the events to serve as a performance management baseline and payment schedule;
  • Establish clear acceptance criteria for the events; and
  • Submit documentation, objective evidence, and invoices for completed events.
  • Subcontract AwardMilestone

Include as the first activity on the schedule a start milestone titled "Subcontract Award.”Thismust have a mandatory start constraint equal to the subcontract award date.