RAPID TRANSPORTATION fo HONOLULU...

INTERFACE MANAGEMENT PLAN

REV. 1.0, JANUARY 30, 2014

HJTHONOLULU AUTHORITY fo RAPID TRANSPORTATION

Approved

Daniel A. GrabauskasHART Executive Director and CEO

Page 2 of 36 Honolulu Rail Transit Project

Interface Management Plan — Rev. 1.0, January 30, 2014

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Honolulu Rail Transit Project Page 3 of 36


HJTHONOLULU AUTHORITY for’ RAPID TRANSPORTATION

Prepared By:

Concur:

èz)Brennan MoriokaHART Deputy Executive Director

CtlLMartha C. KingHART Civil Engineer, Interface

Approved By:

zri2HART Dirtér of Design and Construction

Date

Date -

2./q /2.4’19Date



Revisions

Necessary modification to this document will be made to conform to evolving project needs.As major revisions occur, the entire manual will be reproduced, bound, and distributed and priorversions of the manual shall be destroyed. For minor revisions, only the affected pages will beissued. All minor revisions will be dated and signed by the Executive Director and CEO, or designee,and previous minor revisions of the document shall be destroyed.

CHANGE HISTORYREVISION DATE SECTION(S) DESCRIPTION

0 06/30/2011 — Initial Issue1.0 01/30/2014 Multiple Revised RTD to HART and HHCTCP to

HRTP. Updated Sections 2 and 3, andadded a new Section 5. Revised HARTand GEC contact lists to one integrated

list. Other miscellaneous edits.



Table of Contents

1 Introduction, Purpose, Scope, and Standard Terms 71.1 Introduction 71.2 Purpose and Scope 81.3 Standard Terms 8

2 Interface Roles and Responsibilities 112.1 Honolulu Authority for Rapid Transportation (HART) 112.2 Interface Management Team 112.3 Core Systems Contractor (CSC) 112.4 Engineering Design Consultants (EDC), Fixed Facilities Contractors (FFC), Design-Furnish

Install-Maintain (DFIM) Contractors, and Design-Build (DB) Contractors 122.5 Interface Control Manuals 12

3 Organization and Duties for Interface Management 133.1 Honolulu Authority for Rapid Transportation (HART) 133.2 Duties of Interface Management Team 15

3.2.1 Project Interface Manager (PIM) 153.2.2 FFC Interface Engineer 153.2.3 DB-FF and MSF Interface Engineers 163.2.4 CS Interface Engineer 17

3.3 CEI Interface Engineers and FFC Interface Engineers 173.4 Project Interface Contact Lists 17

4 Coordination 194.1 Overview 194.2 Design Phase 194.3 Construction Phase 20

5 HART Interface Assessment Team 215.1 Overview 215.2 The “A-Team11 Process 215.3 Unresolved Interface Points 22

6 Project Controls 236.1 Document Control 236.2 Change Management 236.3 Schedule 236.4 Monthly Reports 23

7 Safety and Security and Quality Assurance/Quality Control 257.1 Safety and Security 257.2 Quality Assurance and Quality Control 25

8 Reference Documents 27

FiguresFigure 3-1: HART Interface Organizational Chart 14



AppendixExhibit 1: Information Flow Diagram 29

Exhibit 2: Interface Process Steps during the Design Phase 31

Exhibit 3: Interface Process Steps during the Construction Phase 32

Exhibit 4: Project Interface Contact List 33

Exhibit 5: Elevated RFID/ICD Flowchart 34

Exhibit 6: Risk Assessment Matrix 35

Exhibit 7: Example of HART Elevated Issues Assessment Matrix 36



1 Introduction, Purpose, Scope, and Standard Terms

1.1 Introduction

Through the Honolulu Authority for Rapid Transportation (HART), the City and County ofHonolulu is embarking on the Honolulu Rail Transit Project (Project): the development andconstruction of a fixed guideway system along an approximate 20-mile corridor from EastKapolei to Ala Moana Center. This system will be constructed and open for passengerservice from East Kapolei to Aloha Stadium in 2017, followed by opening of the entirealignment to Ala Moana Station in 2019.

It is recognized in the Project Management Plan (PMP) that the project interfacemanagement task is vital to creating a successful Project because of the Project’s manycomplexities. This Interface Management Plan (IMP) describes in detail how the Project’sinterface requirements will be managed by HART with the support of the GeneralEngineering Consultant (GEC) as defined in Reference 1 and the Construction Engineeringand Inspection Consultants (CEI) as defined in Reference 1. This joint relationship is knownas the Interface Management Team.

This IMP provides the framework for the following Interface Management project-relatedactivities:

• Interface roles and responsibilities

• Organization and duties

• Coordination

• Project controls

• Quality assurance/quality control

• Safety and security

This IMP is to be used as a guide to supplement HART Procedures in the administration ofthe Project Interface Management Tasks. The IMP also accompanies HART Proceduresapplicable to the identification of key areas, coordination, contract requirements, schedule,assessment of the constructed interface, acceptance, and change order management.

The guidelines contained in the IMP are not to be construed as replacing, modifying, orsuperseding any of the provisions of the Project contract documents. All HART, GEC, andCEI design, construction, and start-up personnel should study and become familiar with thecontents of this plan, as they are expected to comply with the guidelines and procedurescontained in this IMP.



1.2 Purpose and Scope

The purpose of the IMP is to provide guidance and promote a uniform approach toInterface Management across all contracts and third-party boundaries throughout thedesign, construction, and start-up phases of the Project. Together with HART ProjectProcedure 6.CM-05, “Interface Management and Coordination Procedure,” the IMP definesthe relationships and responsibilities of the participants of interface management with theintent of ensuring comprehensive interface compatibility, both physical and functional.

The scope of interface management is driven by the following parameters, which illustratethe range and complexities of the scope of the interface management tasks required by theProject:

• Multiple contract delivery methods:

• Design-Build

• Design-Bid-Build

• Design

• Construction

Design-Furnish-Install-Maintain

• Design-Build-Operate-Maintain

• Two phased openings for passenger service

• Unsynchronized design and construction schedules between partnered FixedFacilities Contractor and the Core Systems Contractor overall

• Various design, construction, and start-up phases of the Project

1.3 Standard Terms

Refer to HART Project Procedure 1.PP-03, “Standard Terms, Definitions, and AcronymsProcedure.” Terms specific to the IMP include the following:

• A-Team — HART Interface Assessment Team for Final Design Revision 0determination of submittals with elevated issues

• CEI — Construction Engineering and Inspection Consultant

• CIM — Contractor Interface Manager

• CMS — Contract Management System

• CS — Core Systems



• CSC — Core Systems Contractor

• DB—Design-Build

• DBB — Design-Bid-Build

• DBOM — Design-Build-Operate-Maintain

• DFIM — Design-Furnish-Install-Maintain

• DPM — Deputy Project Manager

• EDC — Engineering Design Consultant

• Elevated Issues — An interface point determined to be unresolved prior to HARTsignature on FD submittal due to lack of data from the interfacing partner due tounsynchronized design schedules.

• FD — Final Design

• FF — Fixed Facilities

• FFC — Fixed Facilities Contractor

• GEC — General Engineering Consultant

• IC — Interface Control

• lCD — Interface Control Document

• 1CM — Interface Control Manual

• 1DM — Interface Definition Meeting

• IM — Interface Management

• IMP — Interface Management Plan

• Interface Management Team — Members of the HART/GEC Interface groupcomprised of the HART Deputy Director of Design, HART Interface Manager, ProjectInterface Manager, and Fixed Facility Interface Engineer, supported by DB FFC, MSF,and CS Interface Engineers.

• IPS — Integrated Project Schedule

• KHG — Kamehameha Highway Guideway

• MSF — Maintenance and Storage Facility

• P1CM — Project Interface Control Manual

• PIM — Project Interface Manager



• PM — HART Project Manager

• RE — CEI Resident Engineer

• RFC — Request for Change

• RFI — Request for Information

• RFID — Request for Interface Data

• WOFH — West Oahu Farrington Highway Guideway



2 Interface Roles and Responsibilities

All DB Contractors, FFC, EDC, DBOM Contractors, and DFIM Contractors have theresponsibility for implementation of interface management with each interfacing contractor.Oversight and facilitation of interface management is by HART with the support of the GECfor design and the CEI for construction. To be efficient with staff resources, HART hasassembled the Interface Management Team: a joint relationship of HART, the GEC, and theCEI for interface management oversight.

2.1 Honolulu Authority for Rapid Transportation (HART)

HART has elected to place the responsibility for implementation of Interface Managementwith the individual contractors and oversight by the HART Interface Management Team.The HART Interface Manager will provide oversight and coordinate with the HART InterfaceTeam Project Interface Manager (PIM).

2.2 Interface Management Team

The HART Interface Team is responsible for facilitating the Project Interface ManagementProgram and will provide an Interface Management oversight role, including, but notlimited to, the following:

• Provide a coordinated and consistent approach for Interface Management across allcontracts in accordance with HART Project Procedure 6.CM-05, “InterfaceManagement and Coordination Procedure.”

• Support HART in Contract Change Management in accordance with HART ProjectProcedure 5.CA-02, “Contract Change Management Procedure.”

• Perform reviews of interface submittals from the designers and contractors inaccordance with HART Project Procedure 6.CM-01, “Submittal ProcessingProcedure.”

• Provide a monthly status report of interface activities of the Project.1

2.3 Core Systems Contractor (CSC)

The CSC, a DBOM Contractor, has the largest role in the implementation of interface and isresponsible for all Systems-to-Systems, Systems-to-Facilities, Systems-to-Guideways, andSystems-to-Structures interfaces, which will be described in the required Core SystemsInterface Control Manual.

‘The interface status report will be incorporated into the Monthly Progress Report.



The CSC will use HART’s Interface Management tools (which consist of CMS, Sharepoint,Phoenix, and other databases used by the GEC) to maintain a systematic, documented,comprehensive, and verifiable systems interface process to be applied throughout theduration of the Contract. This process will be used in such a way as to ensure thatinterfaces and interaction between infrastructure, facilities, subsystems, software,functionality, and operations and maintenance activities have been identified andengineered to function together.

The CSC will update the CSC 1CM when significant changes to the work or interfacing entity’swork are made.

2.4 Engineering Design Consultants (EDC), Fixed FacilitiesContractors (FFC), Design-Furnish-Install-Maintain (DFIM)Contractors, and Design-Build (DB) Contractors

Each EDC, FFC, DFIM Contractor, and DB Contractor is required to develop contract-specificlCMs covering interfaces between adjacent fixed facilities contracts and the CSC. Each EDC,FFC, DFIM Contractor, and DB Contractor shall update the individual lCMs when significantchanges to the work or interfacing entity’s work are made. Each EDC, FFC, DFIM Contractor,and DB Contractor will be required by HART to develop the design of the fixed facilitiesunder its Fixed Facility Contract and perform construction consistent with the requirementsof the 1CM.

Each EDC, FFC, DFIM Contractor, and DB Contractor will use HART’s Interface Managementtools to maintain a systematic, documented, comprehensive, and verifiable systemsinterface process to be applied throughout the duration of the Contract. This process willbe used in such a way as to ensure that interfaces and interaction between infrastructure,facilities, systems, and operations and maintenance activities have been identified andengineered to function together.

2.5 Interface Control Manuals

The lCMs shall be posted on the HART CMS Interface Management folder and will be visibleto HART and all contractors performing work on the Project. Upon completion of thedevelopment of the initial individual ICMs, and upon completion of any updates thereof,each 1CM will be kept current on the HART CMS Interface Management folder.



3 Organization and Duties for Interface Management

3.1 Honolulu Authority for Rapid Transportation (HART)

To be more efficient with staff resources, HART has elected to integrate HART, GEC, and CEIinterface staff as the Interface Management Team for the duration of the Project. TheInterface Management Team Organizational Chart (Chart 1) reflects the interfacerelationships for both design and construction between the EDC, FFC, DFIM Contractors, DBContractors, DBOM Contractors, and CEI.

The HART Director of Design and Construction has established a matrix organization withguidance from the HART Deputy Director of Design. Chart 1 illustrates the InterfaceManagement Team relationship between the EDC, FFC, DFIM Contractors, DB Contractors,DBOM Contractors, DBB Contractors, and CEI.


Figure 3-1: HART Interface Organizational Chart

Design PhaseAll Projects: DB, EDC, DBOM

Construction PhaseDB: WOFH, KHG, MSF

DBOM: CSC

Construction PhaseDBB: Airport & City Center Guideway, All

StationsDBOM: CSC


HARTElevated Assessment Team

HART Director of Design andConstruction

HART Deputy Director Of DesignHART Systems Manager

HART Operations Manager



3.2 Duties of Interface Management Team

3.2.1 Project Interface Manager (PIM)

The PIM’s duties include the following management and oversight functions:

• Coordinate with the CRE and DPM to ensure contractors’ adherence to contractualrequirements, especially in the areas of coordination, schedule, contractrequirements, inspections, and acceptance, as they pertain to the Project’s InterfaceManagement Program. Change order management is the responsibility of the HARTProject Manager.

• Report to the HART Deputy Director of Design.

• Facilitate the Interface Definition Meetings.

• Prepare monthly interface activities for the monthly report (refer to Section 6.4).

• Bring elevated issues to the attention of the Interface Assessment Team (refer toSection 5).

• Review Interface Control Documents for conformance and completeness.

• Verify potential contract changes arising through the interface process have beenbrought to the attention of the PM, RE, DPM, and the HART Deputy Director ofDesign.

3.2.2 FFC Interface Engineer

The FFC Interface Engineer will report to the PIM for interface management and coordinatebetween the DB, EDC, DBOM, DFIM, FFC, and CS contracts. Additional Interface Engineersmay be allocated during peak FFC contract mobilization periods as necessary.

The FFC Interface Engineer’s duties include the following:

• Support the PIM in the management and oversight of FFs as they pertain to theProject’s IM Program.

• Oversee the development of the lCMs of the EDC and the DFIM Contractor; trackprogress, review changes and additions as they occur to PIM, PM, and DPM. TheInterface Engineer provides updated 1CM progress to the PIM.

• Participate in routine interface meetings between adjacent interfacingcontractors/designers.

• Monitor contractor performance, inform the PIM of potential issues, participate inresolving conflicts between contractors, and identify potential contract changesrevealed during the interface process to the PIM, PM, and DPM.



• Prepare risk assessment analysis for elevated issues for Interface Assessment Teammeetings.

• Coordinate completion of the Project lCD.


• Require the DB contractors to complete the Project Interface Control Documents(lCD).

• Oversee and verify the required contract partner lCD sign-off for work designed andconstructed by the DB Contractor, EDC, FFC, DFIM Contractor, and CSC.

3.2.3 DB-FF and MSF Interface Engineers

The DB-FF and MSF Interface Engineers will be assigned to cover one or more DB contractsdepending upon the size and complexity of the contracts. She/he will report to the PM andRE for matters regarding the execution of the contract and to the PIM for interfacemanagement and coordination between contracts.

The DB-FF and MSF Interface Engineers’ duties include the following:

• Support the PIM in the management and oversight of FF contracts as they pertain tothe Project’s IM Program.

• Oversee the development of the 1CM of the DB Contractor(s); track its progress andreview changes and additions as they occur. The Interface Engineer providesupdated 1CM progress to the PIM.


• Monitor contractor performance, inform the PM, RE, and PIM of potential issues,participate in resolving conflicts between contractors, and identify potential contractchanges revealed during the interface process to the PM, RE, and PIM.


• Require the DB contractors to complete the Project Interface Control Documents(lCD).

• Oversee and verify the required contract partner lCD sign-off for work designed andconstructed by the DB Contractor, EDC, FFC, DFIM Contractor, and CSC.



• Refer to the HART Resident Engineer Manual for Design-Build and Design-Build-Operate-Maintain Contracts, Sections 5.4.4 and 5.4.5, for additional constructionresponsibilities and involvement for interface in construction.

3.2.4 CS Interface Engineer

The CS Interface Engineer provides a similar role to the DB-FF Interface Engineers, with adual role for the FFC contracts. Additional duties include:

• During the construction phase, monitor performance to the contract and lCDs andoversee certifications and close-out activities.

• Refer to the HART Resident Engineer Manual for Design-Build and Design-Build-Operate-Maintain Contracts, Sections 5.4.4 and 5.4.5, for additional constructionresponsibilities and involvement for interface in construction.

3.3 CEI Interface Engineers and FFC Interface Engineers

These engineers will provide interface oversight during the construction of the FFconstruction contracts. The CEI Interface Engineers will provide duties similar to thepreviously defined duties of the Interface Engineers, during construction activities for HART:

• Oversee the adherence to the 1CM of the FF Contractors; track progress and notifythe PM and PIM of changes and additions as they occur. The CEI Interface Engineerprovides updated 1CM progress to the PIM and HART.


• Monitor contractor performance, inform the PIM and DPM of potential issues, andparticipate in resolving conflicts between contractors.

• Perform routine field assessments of work to confirm final close-out of the work is inaccordance with the lCD.

• Refer to the HART Resident Engineer Manual for Design-Bid-Build Contracts, Section5.8, for additional responsibilities and involvement for interface in construction.

3.4 Project Interface Contact Lists

The Interface Contact List (Exhibit 4) has been developed as a reference tool to allow staffto be able to navigate to the appropriate contact person when needed and can also be usedas a guide for the distribution of information. The Interface Contact Lists will be updated toshow additional staffing as personnel are brought on the project.

DFIM interface responsibilities will be added in the next revision.






4 Coordination

4.1 Overview

As the Project advances through the design and construction phases, the CSC and each EDC,FFC, DFIM Contractor, and DB Contractor will identify interface items and requirements,develop an 1CM for their work, and exchange information with interfacing contractors. ThePIM will compile the contractor’s ICMs and create the Project Interface Control Manual(P1CM). The information flow for this portion of work is indicated in Exhibit 1. The PIM willmaintain the P1CM developed from and supported by each CSC, EDC, FFC, DFIM Contractor,and DB Contractor.

Coordination and review is the responsibility of each interfacing contractor to ensure thatinterface designs are compatible and meet the requirements of the interfacing partner. Inaddition, after the interface item has been installed, review for compliance by theinterfacing contractor will be required. The Interface Management Team will providefacilitation and oversight throughout the design and construction phases of the Project.

4.2 Design Phase

Exhibit 2 illustrates the interface process steps during the Design Phase, including therelationship between the designers and the oversight by the Interface Management Team,as follows:

• Step 1: Initiation by the designer, who identifies interface items and indicatesinformation required from interfacing contractors. The interface control matrix isassembled at this time.

• Step 2: Further definition of the common interface items between designs throughIDMs facilitated by the Interface Management Team. At these meetings,information is exchanged with the expectation of reaching agreement for theinterface configuration that clearly defines the responsibility of each party.

• Step 3: Development of ICDs that contain the agreed-upon interface configurationand reference the necessary specifications and drawings to enable construction.

• Step 4: Incorporation of the final lCDs into the construction drawings, which areprovided to the interfacing contractor(s)’ partner(s).

The Interface Management Team oversees these activities by participating in meetings,reviewing the adequacy of the documents, and mitigating disputes. The InterfaceManagement Team will monitor progress and support the PM and DPM in the evaluation ofpotential contract changes.



Refer to HART Project Procedure 6.CM-05, “Interface Management and CoordinationProcedure.”

4.3 Construction Phase

Exhibit 3 illustrates the steps in the continuation of the interface process during theConstruction Phase, including the relationship between the contractors and the oversightby the Interface Management Team, as follows:

• Step 5: Review by the interfacing contractors of the applicable ICDs, specifications,and drawings for confirmation that they meet the agreed-upon requirements.Meetings are held between interfacing contractors to discuss sequencing, materialdelivery, site access, permits, and any safety-related issues.

• Step 6: Proceed with construction. The contractor proceeds with installation inaccordance with lCD documentation.

• Step 7: Agreement on conformance. After the installation is complete, theinterfacing contractor will review the installation for compliance with the ICDs,specifications, and design drawings and sign off on conformance with the lCD.

• Step 8: Complete resolution of the lCD after Interface Management Team reviewand documentation.

As during the Design Phase, the Interface Management Team will oversee constructioninterface activities, monitor progress, and support the PM and RE in resolution of claimsand disputes and in evaluation of potential contract changes.

Refer to HART Project Procedure 6.CM-05, “Interface Management and CoordinationProcedure.”



5 HART Interface Assessment Team

5.1 Overview

Due to the unsynchronized schedule of various HART design and construction contracts,some contracts are completing final design prior to completion of final design by thecontracts’ interfacing partner(s). In order to assist the EDC, FFC, DB Contractors, or DFIMContractors to allow them to obtain HART signature for their FD submittal without all therequired information necessary from the interfacing partners, HART has created anInterface Assessment Team, the “A-Team’, which is comprised of the HART Director ofDesign and Construction, HART Deputy Director of Design, HART Deputy Director ofConstruction, and HART Deputy Director of Systems. The A-Team will determineprogression to final design submission for HART signature by evaluating the severity ofinterface issues elevated by the contractor that impact the completion of the final design.Decision recommendations to the A-Team will be prepared by the PIM and interface staff.When an interfacing partner is unable to provide a timely response to an RFID, or acommercial issue has arisen during the resolution of an RFID which results in a Contractorbeing unable to complete the FD submittal according to the accepted contract schedule, aprocess of “elevating” the RFID for HART direction will be used (Exhibit 5). Similarly whenan interfacing partner is unable to sign off on an interface item on their interfacing partner’slCD which results in a Contractor not being able to achieve Final Design Revision 0, a processof “elevating” the lCD for HART direction is used (Exhibit 5).

5.2 The “A-Team” Process

The purpose of the A-Team is to review elevated RFIDs or ICDs associated with a FDsubmittal and give direction on how to proceed in such a way that minimizes constructionschedule and cost impacts.

A Contractor seeking to achieve Final Design Revision 0 for a Design Submittal, by definition,is required to submit a completed lCD signed by the interfacing partner. This means that allRFIDs associated with the submittal and noted on the lCD are resolved, agreed, and closed.If a Contractor has all Technical Issues resolved but is not able to submit a completed andfully signed lCD due to inaction by the interfacing partner, the Contractor can request thatthe lCD (and the associated unresolved RFID5) be Elevated for HART Review (Exhibit 5).

The PIM will assemble an Elevated Issues Assessment Matrix, which is based on informationprovided on the Contractor’s lCD. See Exhibit 7 for an example of an Elevated IssuesAssessment Matrix. The matrix is populated with data from the subject lCD. Appropriatedesign and construction office personnel are solicited for input to the GECRecommendations. Risks are evaluated and established according to the matrix shown inExhibit 6.



The Matrix is used as the Agenda during the A-Team Meeting. HART decisions arrived atfrom the meeting are noted in the HART Decision and Meeting Notes Column. Thecompleted and approved matrix is maintained in the Interface Management folder in CMSand serves as a record of the proceedings.

After a decision by the A-Team has been recorded on the matrix, the PIM will notify theRE’s/DPM’s office of HART’s decisions along with a brief description of any conditions whichapply. The RE/DPM will officially give direction to the contractor by written notification,including a description of standard conditions and any special conditions or instructionswhich apply. The two primary categories of HART decisions are as follows:

• Submittal Placed on Hold: If the A-Team assesses the risk as being too high to allowthe submittal to proceed to Final Design Revision 0, the submittal will be placed onHold and will not be allowed to proceed to Final Design Revision 0 until the high-riskinterfaces have been resolved, followed by an A-Team revisit of the submittal.

• Submittal allowed to Proceed to Final Design Revision 0 without the lCD beingcomplete at this time, subject to the following four Standard Conditions:

• All Technical Review issues are resolved.

• Final Design details are to be completed during the Construction Phase.

• The design contractor is to identify unresolved interface design details as“Hold Points” (Unresolved Interface Points) on their drawings.

• The interfacing contractor will review and sign the associated lCD prior tocommencement of construction of the item on the lCD.

5.3 Unresolved Interface Points

The RE/DPM will monitor the contractor’s Hold Point tracking and will verify Hold Pointshave been clearly identified on the Revision 0 and IFC Drawings. Once the contractorreceives the interface data to finish the design in construction, the Drawings will be revisedand construction will resume for those areas on “Hold”. Should the contractor consider thiseffort to be a change to the contract, the Contract Change Management Procedure will befollowed. After the change is processed, these items will be interfaced during construction.Refer to Exhibit 5 and Exhibit 7 for more information on Hold Points.



6 Project Controls

6.1 Document Control

The HART Contract Management System (CMS) will be used to record Requests for InterfaceData (RFID), record minutes of interface coordination meetings, submit completed ICDs toHART, track ICDs through review and confirmation of completeness (under development),and record interface confirmation between designers and contractors. Refer to HARTProject Procedure 6.CM-05, “Interface Management and Coordination Procedure,” for thestep-by-step process.

6.2 Change Management

Contract changes resulting from confirmations reached through the interface process willbe managed as discussed in HART Project Procedure 5.CA-02, “Contract ChangeManagement Procedure.”

6.3 Schedule

The PIM will receive information from the PM, DPM, and RE related to the IntegratedProject Schedule (IPS) and related to the individual contract interface milestones foradherence to schedule, and for oversight of mitigation strategies, as necessary. It isencouraged that Hold Points should be identified in the contractors’ schedule. The PIM willreport on monthly progress and potential issues that may affect the IPS.

6.4 Monthly Reports

Within the monthly report, the PIM will provide the following:

• A narrative describing the process, issues, and resolution of the interfacemanagement and coordination efforts of the previous month.

• Status by each contract for the following:

• RFIDs logged, those responded to, and late items

• Meetings held

• ICDs agreed upon and incorporated into the construction drawing

• Potential issues

• ICDs closed

• Construction



• Installation concurrence by the interfacing contractor

Closeouts of lCDs

• A three-month look-ahead for contract interface milestones.



7 Safety and Security and Quality Assurance/Quality Control

7.1 Safety and Security

The final designer’s or contractor’s 1CM does not circumvent the requirements of the HARTSafety and Certification Plan (SSCP). Certifiable items that are also interface points will betracked according to the SSCP and reported on by each designer/contractor involved in theinterface in their SSCP documentation. For Systems testing and certification, the CSC willtake the lead for final Certification of Compliance and Issuance of Project Safety andSecurity Certification.

7.2 Quality Assurance and Quality ControlThe Interface Management and Coordination Process will be monitored in accordance withthe HART Quality Management Plan and the GEC Quality Assurance Plan.





Interface Management Plan — Rev. tO, January 30, 2014

8 Reference Documents

Draft Interface Control Manual (RFP Reference Document)

HART Configuration Management Plan

Procedure 1.PP-03, “Standard Terms, Definitions, and Acronyms Procedure”

Procedure 3.PM-05, “Meeting Minutes Procedure”

Procedure 5.CA-02, “Contract Change Management Procedure”

Procedure 5.CA-05, “Contract Change Order Procedure”

Procedure 6.CM-01, “Submittal Processing Procedure”

Procedure 6.CM-02, “Request for Information (RFI) Processing Procedure”

Procedure 6.CM-03, “Request for Change (RFC) Processing Procedure”

Procedure 6.CM-05, “Interface Management and Coordination Procedure”

Resident Engineer Manual for Design-Build and Design-Build-Operate-Maintain Contracts

Resident Engineer Manual for Design-Bid-Build Contracts




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Exhibit 2: Interface Process Steps during the Design Phase

Page 31 of36

Interface Definition Meeting

and prepare Final Designand Interface Control

(ICOs) in accordance with

the completed ICOs, signed byI Interfacing Partners, with the

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These are the documents which will be used toinstall the Interface Items.See Exhibit 3 for continuation of the processduring the Construction PhaseFacilitated by PIM


Exhibit 3: Interface Process Steps during the Construction Phase

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Exhibit 4: Project Interface Contact List:

Phone

Contract Abrv Org. Name Title No. Email Address

All Contracts GEC Audrey Moreland Project Interface 694-3225 morIandajpbworld.comManager

HART Martha C. King Interface 768-6153 Mking1honolulu.govManager

GEC Taka Kimura Fixed Facilities 694-3230 kimurapbworld.comInterface Eng.

GEC Ilana Davis Interface Support 312-6021 [email protected]

Core Systems

CSC HART Rainer Hombach Project Manager 768-6147 rhombachhonoIulu.govGEC Huy Huynh Deputy PM 768-8932 hphuynhIeaelIiot.comGEC Eric Phillips CS Interface 768-3284 ephillips@leaelliotcom

EngineerMaintenance and Storaqe Facility

MSF HART Akira Fujita Project Manager 768-6171 afujitahonoIuIu.govHART Brent Uechi MSF Asst PM 768-6202 buechihonoIulu.govGEC Martin Hall Deputy PM 694-3226 haIImarkpbworId.comGEC Michelle Guidry MSF Interface 441-1827 [email protected]

EngineerGuideway and UtilitiesWest Oahu Farrington WOFH HART Karley Halsted Project Manager 768-6251 khalstedhonoluIu.govHighway Guideway & GEC Robert Nichols — Deputy PM 686-9102 nicholsrpbworld.comUtilities GEC Paul Dowler WOFH Interface 801-803- dowIerpbworId.com

Engineer 9546Kamehameha Highway KHG HART Mall Scanlon Project Manager 768-6248 mscanIonhonoIulu.govGuideway & Utilities GEC Lori Hesprich Deputy PM 694-3228 [email protected]

GEC Michael Boomsma KHG Interface 686-9132 [email protected]

Airport Guideway, City Airport HART Greg Rapp Project Manager_ 768-6243 grapp©honolulu.govCenter Guideway & GEC Karl Winterstein_ Deputy PM 694-3273 Wintersteinpbworld.comUtilities GEC Taka Kimura Fixed Facilities 694-3230 [email protected]

Interface Engr.Stations

ALL GEC Taka Kimura Fixed Facilities 694-3230 [email protected] Engr.

West Qahu Station WOSG HART Cheryl Kaneshiro Project Manager 768-6186 ckaneshirohonoluIu.govGroup GEC Alan Murakami Deputy PM 694-3274 [email protected] Station FHSG HART Michael Yoshida Project Manager 768-5459 myoshidahonoIuIu.govGroup GEC Deputy PMKamehameha Station KHSG HART Michael Yoshida Project Manager 768-5459 mvoshidahonoIuIu.govGroup GEC Alan Murakami Deputy PM — 694-3274 [email protected] Station Group ASG HART Cheryl Kaneshiro Proiect Mananer 768-6186 ckaneshirothonoluIu.Qov

GEC Darryl Carty Deputy PM 312-6013 cartypbworId.comCity Center Station DKSG HART Scott Hansen II Project Manager 768-6266 shansenhonoIuIu.govGroup 1 GEC Roland Libby Deputy PM 312-6013 [email protected] Contracts TBD TBD

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Exhibit 6: Risk Assessment Matrix

Risk Assessment Matrix for Elevated ICDs/ RFIDs

Compatibility of Contractor’s Dates

Very Late, Late, Identical, Early, Very Early,3 mo. to 0 to Same Date 0 to 3 mo. to1 yr. Lag 3 mo. Lag Provided 3 mo. Lead 1 yr. Lead

Critical H H H H MMagnitude of Major H H M M L

Potential impact Marginal H M L L LNegligible M L L L L

Note: “Contractors Dates’ are defined as (1) date that interface data will be provided and (2) date when interface datais necessary to avoid delay.‘Potential Impact” is defined as worse case possibilty for interface data to misalign and require redesign.

H High RiskM Moderate RiskL= Low Risk



Exhibit 7: Example of HART Elevated Issues Assessment Matrix

HART Issue No.13 January 25, 2013SEC Recommendations with HART Dedsion on CSC-WOFH lID 63.1,

TMSystem Sites S & ? of Submittal no. S7,RevC(Returned Revise and Resubmitiuly 2012—

Currently on HOW based on 6/27/12 Assessment Team decition)

MeeeTqt WOEH Seeking ED Rev. 0, (SC has not signed lCD no. 63.1

AflfrpfltoiKU70i 130Meetnnig Date: January25, )13 (f meeting heldiune 27, 2012- HART placed this submittal on 1i(Iff,waiti%forTPSS & C3Sstnsctssral loads.)Meeti.gMtendta LoreneoGarrido (HART), lobe Lee (HART), Duane Sayers (HART). Karby Halsted (HART). Audrey Moreland. Eric Phillips & Paul DewierStasfldtonditionr 1) All technical review issues resolved

2) Final Design details, where applicable to be completed prior to or during the Constriction Phase3.) WOFH to identifythose design details as hold points on their IEC Drawings4) (SC will (A) review and dose the RE1Ds and (6) review and sign ICO 631 prior toconstnnion

WOlll Identified Inteaface Potentil baspacts, lmpect& GEt Reconwnee.dation To HART HAflTDedsionand Meetieg MitesItem & Reforeasca Pnsviled Meed DEse & Ddrwrvlhfre Risk & Hold PuntsREID 370 (5PM SX), This RRD was alas included in (Us 30.1, WA 4 Impact: WOEIIto proceed to ED Rev. 0, HAflTdetertnin’ed WOEH is allowed to‘Conduit Quantity at Piers 243- 251 (IM lease 6) and lCD 66.1 Cli’ Hegiigible subject to the standard conditions. ?mceed to Revr subject to the

Abutment 251” Retaining and MSE Walls (IM Issue 26). HART Standard Conditions, including HoldStatus: Elevates) (REVR) Assesanent Team decision on W44 Piers 243- Risk: Place Hold Points on drawings for Points on the drawings for

251 was allow WOHI to Proceedto ED Rev. IT. Moderate cableway/conduit connection details. cableway/conduitconnection details.Pending HART decision on location of cable way.

Rifil is being prepared toinjeaseNeed Date: 6/14112 conduit quantity at Pier 251.Delive,v Date: 12/15/12 (not delivered, noupdate olfered)(OrftARrdecisionon cableway)

REID 331, This RHD was alse included in KU 66.1 OP Impact HART determined WOPH is allowed totucciank between Piers Retaining and M5E Walls (IM Issue 261. Marginal ‘Proceed to 11ev 0,’ subject to tIre251 & 252’ Standard Conditions, including HoldStatus: Elevated (RE’VR) AJIJV provided an answer to IWID 381 on May 25, Risk: Points on the drawings.

2012.Theansw’eridentifled 12-Cconduita for Moderatesystenm cables. The REP identified 6-C conduits RICII is being prepared by WOEH UIEfor systems cables. AHWs detailed design of to revise design to cable trench.cabling requirement has not been completed.

WOEH is seeking direction from HART. (SC’s RE147 (cable trench instead of ductbank in the *grade seóon) was closed pending HART decision

Need Date: 6/14112Oeliwerw Date: 5/25/U(Or HART decision on cableway)

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