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By Blanchard, Brian A; Bohuslav, Thomas R; Schneider, Christopher; Anderson, Stuart; Schexnayder, Cliff J; DeWitt, Steven D; Raymond, George; Sheffield, Richard

This experiment keen on building operations and administration practices to speed up the supply of development initiatives. traveling 5 states from the East to West Coasts, the experiment crew sought details from DOT employees and contractors on practices that speed up venture development. The crew visited with transportation leaders in: 1. Jacksonville and Pensacola, Florida; 2. Birmingham and Montgomery, Alabama; three. Houston, Texas; four. Salt Lake urban, Utah; and five. Sacramento and Oakland, California. Transportation service provider representatives, contractors, providers, and engineering specialists having sped up undertaking event shared their viewpoints and information at conferences with the test crew. The crew then evaluated those practices for his or her power software by way of different transportation corporations. The workforce discovered that, for each venture tested, the first issue resulting in luck was once a lively attempt of partnership and collaboration among the DOT and the contractor, including a supportive layout and/or layout procedure.

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Pre-bid with five contractors 10 16 Jan. , bids opened* 12 18 Jan. 2002 Friday, notice to proceed† 14 21 Jan. , construction begins 17 1 7 Feb. , northbound lanes of I‑65 closed to set girder over the travel lanes. All 15 140-ft girders in place before dawn on 8 Feb. 34 18 26 Feb. 2002 Paving and striping completed 53 37 27 Feb. 2002 Opens to traffic (54 days after the accident) 54 38 * By state law, if an emergency occurs, the Director of Transportation has to write a letter to the Finance Director stating that the Department is operating in an emergency.

For this project, the fabricator put together a detailed production schedule. 4 times the normal selling price. Many of the old piles were pulled, which made the foundation design simpler. The state furnished the elastomeric bearings. Only one ready-mix plant was used, and it was within visual distance of the project. The contractor worked 24/7 until the very end of the project. 4 Using precast box culvert as forms Traffic Management Local media were a great help in educating the public and keeping it informed about the detour routes the DOT established.

II. If all work is not completed at Marble Wash Bridge in 40 calendar days, as defined above, a disincentive deduction of $25,000 per calendar day shall be deducted from any monies due or that may become due to the Contractor under this contract for each and every calendar day’s delay after the 40 calendar days. III. If all work is completed and the contract is accepted by the Engineer prior to the number of working days bid, the Contractor shall receive an incentive payment of $45,000 per calendar day for each and every calendar day prior to the number of working days bid, to a maximum dollar amount of $2,750,000.

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