iemens Project Manager, Dana Cogocari, and Director with The Colorado High Performance Transportation Enterprise, David Spector, share results and advice on how to keep infrastructure projects on track. Learn how to use technology to break scope into manageable sections, use data to your project’s advantage and collaborate across the entire project team.

1. 5 Methods to Keeping Infrastructure
Projects on Course
With

2. Intro
Transformation in transportation
The future of power generation
Aconex demo
Q&A
Agenda
Janet Poses
David Spector
Dana Cojocari
David Shearon

3. David Spector
Director - Colorado High Performance Transportation
Enterprise
Keeping Infrastructure Projects on Course

4. What Does CDOT Do?
4
FY 2017-2018 $1.42 BILLION BUDGET

5. What Does HPTE Do?
5
Required to “aggressively pursue” innovative
means of more efficiently financing important
transportation projects:
-Public Private Partnerships
-Operating concession agreements
-User fee-based project financing (tolls)
-Annual performance payment agreements
Exists to make Coloradans’
commutes better

6. Challenges and Solutions
6
• Ensuring safety
• Keeping traffic moving
• Most efficient use of public
funds
• Regulatory compliance
• Planning and execution
with asset life in mind
• Central solution
• Impeccable coordination
• Innovative funding
• Thoughtful contracting
• Process efficiency
• Accountability
• Full project record

7. • Delivered P3 project 20 years early
• 0 injury crashes in first year of
operations of reconfigured DDI
interchange
• Travelers have a choice
7
• Recognized nationally and
internationally
Best use of technology and
innovation (AAA and American
Association of State Highway and
Transportation Officials
• Multimodal success: Bus Rapid
Transit, bikeway, toll express or
carpool
Accomplishments

8. Methods for Keeping Infrastructure
Projects on Course
8
• Unified team – culturally, contractually and structurally
• Linking processes, systems and information
• Breaking Programs into manageable pieces

9. Methods for Keeping Infrastructure Projects on
Course
• Unified team – culturally and
contractually
• Linking processes, systems and
information
• Breaking Programs into manageable
pieces

10. Project Overview & Accomplishments
• Add one Express Lane in each direction
• Restriping portion
• Complete reconstruction of portion
• Widen a portion
• Remove the 54-year-old viaduct and
lower the interstate
• Construct new 4-acre park over the
interstate
• Colorado’s largest transportation
construction project
• Successful financial close of 1.3B P3
project
• Outreach and Transparency Success
• Creating local jobs, improving local
schools and fixing local homes

11. Collaborative Leadership
Collaborative Team

12. About the Team
CORE VALUES
PEOPLE: Care for the well-being of
people, and help them grow in their
ability to be successful.
INTEGRITY: Conduct business to the
highest ethical standards and take
responsibility for our actions.
EXCELLENCE: A commitment to
excellence in all we do with a focus on
continuous improvement.
STEWARDSHIP: Embrace the culture of
building a sustainable infrastructure for
future generations. *Consistent partnership for the project duration (35+ years)*

13. Linking Information - Utility Relocations

14. Breaking the Project into
Manageable Pieces

15. Current Future
Everyone Working Toward a Common Goal

16. Local Hire Program
• 20 percent of jobs from
adjacent neighborhoods
• One of nine pilot projects
nationwide
Neighborhood Training Center
• Opened July 2017
• Hands-on training courses
• Career coaching onsite
• Day and evening classes
• More than 200 graduates
Workforce Training and Jobs

17. Improvements for Impacted Homes
• Retrofit for 100 year old historic
neighborhood
• Mitigation for noise and dust
during construction (282 homes)
• Committed Partnership
– City of Denver, Energy Outreach
Colorado, Mile High Youth Corp.,
Energy Resource Center,
Groundwork Denver
• Multiple outreach methods used
including door-to-door visits

18. 18
Looking to the Future
Partner. Innovate. Accelerate.
• Express Lanes
• Parking Facilities
• Hyperloop
• Digital Communication Network
• Land/Right of Way Development?
• In-Road EV Charging?
• New Funding Sources?
• Employee Housing?
• Airports?

19. Questions?

20. Dana Cojocari
Internal Project Manager in Offshore Sales & Projects
Siemens
Keeping Infrastructure Projects on Course

21. CONFIDENTIAL | 21
• A leading provider of Offshore and Onshore Wind
Power solutions
• 50,000/ 84,5 GW Installed and Manufactured Turbines
• 25,000 Employees worldwide
• 11 €B Annual Revenue
• Investments of >400 M€/year in technological
developments
• Continuous strive towards cost competitiveness of
wind energy
• Need for advanced digital capabilities for project
performance
Siemens Gamesa Renewable Energy
Onshore Offshore
Over 11 GW installed since 1991
Most experienced offshore wind company with
the most reliable product portfolio in the market.
Over 73 GW installed since 1980
The technological partner of choice for
Onshore wind power projects.
Service
55 GW maintained
Commitment beyond the supply of the wind
turbine to reach the profitability goals.

22. CONFIDENTIAL | 22
Renewable Energy Challenges and Solutions
Challenges Solutions
Competitive pressure to ensure lower CoE
compared to other renewable sources
Investment in research and development projects aimed and
improving turbine performance and lifecycle
Logistic difficulty in transporting larger and
larger components
Reducing transportation needs by bringing production, storage and
sourcing facilities closer to Sites/Harbors/Installation vessels.
Managing and tracking the fulfillment of all
project requirements and deliverables
Triggering of requirements management early in the project phases
and digitalization of process
The need to cooperate with a large number
of sub-suppliers, sub-contractors and
approval authorities in all project phases
Bringing all project partners on same communication platform and
investment of considerable resources in stakeholder management
Documenting all technical agreements made
and technical decisions taken throughout
project execution
The use of a standardized process and system for review and
documentation of technical decisions. These records will also be
transferred further to our O&M organization

23. CONFIDENTIAL | 23
• The Common Data Environment (CDE) – One common platform (everything on
one system, providing one consistent ‘source of truth’).
• Capturing information in a central platform
– Properly manage and document the fulfillment of all contractual requirements
– Provide full transparency of the project lifecycle to the O&M organization taking over
• The use of a central platform positively impacts all project phases
The Full Project Lifecycle
Construction/In
stallation
Dispatch
Purchasing and
Manufacture
Detailed planning
Sales
Phase
Commissioning
Acceptance/
Handover to Client
Handover to Project
Execution
Handover to O&M

24. CONFIDENTIAL | 24
• An open architecture enables the organization to work
in their process specific systems for i.e. product design,
project management, quality management
• At the same time, an open architecture aims at
seamlessly connecting the process specific systems
into a landscape where data is not reproduced or re-
entered
• The thread running through the eco-system and finally
ending in the customer interface generates reliable
and valuable data
Importance of Open Systems
Managing your eco-system

25. CONFIDENTIAL | 25
• Important factors in the successful delivery of
large projects
– Detailed planning of all deliverables
– Breakdowns of deliverables into various packages
– Clear responsibilities and timelines
– Ongoing pulse check of client requirements
• Setting up for success
– Standardized naming and numbering
– Matching naming/numbering to project phases
and/or disciplines
– Using matching to track project deliverables
• Use of PACKAGES to track
– Client submissions
– Internal work packages
– Handover documentation
Managing Megaprojects

26. CONFIDENTIAL | 26
• Handover to client and documentation submissions are planned
from project start.
• Digitalization of this process offers the ability to react quickly to any
needed adjustments.
• Hand over to O&M
– System containing the clear and structured activity records of the
execution phase.
– O&M can provide
professional and
reliable product service.
Planning for Handover

27. CONFIDENTIAL | 27
• Plan for handover from the very beginning of the project
• Implement a Common Data Environment (CDE)
• Use systems with open architecture
• Break down program into manageable pieces
• Handover complete and usable project record to operations
Methods for Keeping Infrastructure
Projects on Course

28. CONFIDENTIAL | 28
Field
Inspections
Connecting teams project-wide
OperateConstructDesignBidPlan
Document
Control
RFIs &
Change Orders
Bidding &
Tenders
Workflows &
Approvals
BIM
Collaboration
Submittals Handover to
Operations
Cost
Management
Dashboards
& Reporting
The Project Lifecycle

29. CONFIDENTIAL | 29Hunter’s Point South| Long Island City, New York
Connected Processes
with Full Visibility
Consultant
Sub Contractor
Contractor

30. CONFIDENTIAL | 30
The Construction Ecosystem
All your systems connected to one open platform
A single source of truth that is
always up-to-date
Aconex is the open
ecosystem
Automate data consolidation
processes for better insights and
decision-making

31. CONFIDENTIAL | 31
Insights to Drive Performance
Solve tomorrow’s problems, today.
Process insights – Identify bottlenecks
to keep processes on track
Project insights – measure performance
& forecast with confidence
Portfolio insights – predict & improve

32. CONFIDENTIAL | 32
The Power and Flexibility of Packages
Powered by:
Packages
Package Reviews
Design Management Configuration
Management
Work Packaging
Powered by:
Packages
Related Items
Powered by:
Packages
Mail / Insights

33. Demo: 5 Methods for Keeping Infrastructure Projects on Course
• Overview
• Insights
• Project controls
• BIM
• Packages
• Configurable workflows
We presented a live Aconex demo. Please view your demo at aconex.com/Demo

34. Recap: 5 Methods for Keeping Infrastructure Projects on Course
• Bring the entire team together
• Link information
• Align contract style to project goals
• Break project into manageable pieces
• Use data to your advantage

35. 5 Methods to Keeping Infrastructure
Projects on Course
With
Our thanks to David Spector, Dana Cojocari and David
Shearon and to you for attending