From utility conflicts to poor soil conditions and beyond, foresight and preparation can go a long way when it comes to overcoming project surprises.
You can't predict the future, but you can prepare for it. Here, veteran project managers Wayne Wambold and Dave Simons share specific methods to minimize seven of the most common project conflicts and surprises.
How to minimize
“Engage your private utility early and often in the design and construction process,” advises SEH Project Manager Dave Simons. “They sometimes have information that is unavailable in record plans or other sources.”
Make sure your construction contract language makes room for a show-stopping utility conflict. “A good contract will outline how all parties (i.e., contractor, owner and designer) can work together to resolve an unknown utility conflict,” says Dave.
“Look ahead to narrow down the areas of your project where a conflict could arise; places where you’re not as comfortable with the accuracy of the information,” says Dave. Then, think ahead to what action and processes you might have or need in place if a crisis occurs. If you hit a utility conflict, what tasks need to be done and who will do what? During a crisis, having an action plan in place will keep you focused on doing rather than on figuring out what needs to be done.
How to minimize
“Right-of-way ownership can be tricky, in that you don’t always know if you can trust certain maps,” says Dave. Where should your project confidence come from? Confirm your right-of-way ownership with professional survey or a title search. Both can help you get a better picture of ownership.
How to minimize
Are you aware of all the lakes, wetlands or stream impacted by your project? Upstream and downstream? Your project might have greater area of impact than you think, resulting in the need for more permits.
Regulatory agencies may increase permit review time when aquatic resources are affected. While the actual time frame varies from state to state, even year to year, be safe and submit your application early – anywhere from eight months to a year – otherwise you might stall your project, or worse, lose funding.
How to minimize
At its best, public participation is not a checkbox but a genuine attempt to engage the right stakeholders in the right place at the right time. Use the right participation tools and make sure you understand what public and political repercussions might complicate success.
Related Content: How to Plan and Deliver a Better Engineering Project: Practical Tips, Key Steps & Industry Trends (eBook)
How to minimize
Budget for more soil borings to better characterize the ground beneath your project. “You don’t need to turn the site into a pin cushion,” says SEH Geotechnical Engineer Wayne Wambold. “But, used in coordination with any other geological site data you may have, you can usually get a good idea of where and how many borings will give you the most bang for your buck.” Good planning – and understanding of a phased drilling and testing approach – will help reduce risk when dealing with a difficult site.
...you can usually have a good idea of where and how many borings will give you the most bang for your buck.
If you complete your subsurface investigation in the fall, after a dry spell, and are building in wet spring, you may discover beneath the surface a rising water table ready to wreak havoc on your construction schedule. More than just the quantity of boring samples, timing your testing and understanding seasonal variations is essential to reduce your exposure to risk.
How to minimize
Of course, you can’t control the weather. But, you can have a contingency plan for keeping your project moving during poor weather. Identify the project tasks in advance that are not time sensitive but can be completed any time, even during inclement weather. Discuss these tasks with the contractor at the start of the project, and plan to reserve the completion of them for times when poor weather causes delays in other weather-dependent tasks.
It sounds obvious, but the sooner you start the project, the sooner it can be completed. Set up the overall schedule with weather delays in mind, and allow for them in both the initial design field work and the construction phase of the project. For example, set the bid date early enough so there is more than just the minimum time needed to complete the construction work before the winter freeze-up. Weather delays can easily add 10-20% to the duration needed to complete a construction project. Why not add this extra time to the schedule to begin with, start the project early, and complete the project sooner than expected if the weather cooperates?
How to minimize
Certain construction materials, equipment or specialty trades are known for their long lead times, while others are almost always available. Availability of materials, equipment and subcontractors can vary widely depending on the project location, type of construction, time of year and other factors. Talk with your engineering consultant early in the planning phase and develop a list of potential long lead time items that could become part of the project. Check into the actual lead times for these items to confirm whether there could be a future delay.
If you discover a potential future delay due to use of a specific material or equipment with a long lead time, consider adjusting the project schedule to allow additional time for placing the order, fabrication and shipping. If the schedule cannot be adjusted due to a fixed completion deadline, consider adjusting the design of the project to minimize or eliminate this material or equipment in favor of one that is more readily available. Sometimes this may require creative, out-of-the-box thinking.
Every project is different, yet a few conflicts tend to poke their heads out of the ground more often than others. When they do, the best you can do is be ready for them. Please be encouraged to contact both Dave and Wayne below to further dig into any of the conflicts above or others you might be facing!
Dave Simons, PE*, leads the SEH Civil Engineering Practice in Wisconsin, Illinois and Indiana. He's an SEH principal, member of the Board of Directors and has been with the company for over 30 years. Contact Dave
Wayne Wambold, PE**, PMP, is a project manager and senior geotechnical engineer who has been with SEH for nearly three decades. Contact Wayne
*Registered Professional Engineer in AR, MN, NC, SD, WI
**Registered Professional Engineer in IA, MN, NE, WI
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