Overview of the Yongsan Relocation Program

Overview of the Yongsan Relocation
Program
Mark Pratt, PE, LEED ® AP
Senior Design Manager
Kunwon-CH2M HILL PMC
5 February 2010
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Presentation Agenda
• Program Background
• Challenges
• Program Management Strategies
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Safety
■ Safety Vision




Target zero
Behavioral based
Implement EM 385.1 on YRP projects
75% improvement over Korean Industry Average
■ Where we are today (as of 5 Feb 10)
 K-C PMC Office: 975 days without lost time incident
 Construction: 744 days without lost time incident
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Background
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• Drivers: USFK Relocation on Korean Peninsula
• Government to Government Agreements
• Yongsan Army Base in Seoul and 2ID will be
relocated to USAG-Humphreys south of Seoul
 USAG-Humphreys to grow from 9,000 to 44,000
 642 facilities:
•603 new facilities
•32 renovations
•7 on-going facilities
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USFK Consolidation
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• Largest Base Relocation program in DoD
• Shared financial responsibility between ROK and
US
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8
Client Structure
Ultimate Authorities
ROK
US
“Owners”
USFK
(US Forces Korea)
MND
(Korean Ministry National
Defense)
YRP/LPP Ad Hoc Sub-Committee
Moving JWG
Installations JWG
C4I JWG
(Humphreys, Yongsan Residual, Area IV,
Osan, Chinhae, Mujuk, etc.)
PMO
• Define Requirements
• Make Policy and
Strategy Decisions
Service JWGs
FED
PA JWG
• Provide Oversight
Execution Agents
MURO
FED – Far East District of
USACE
Program
Management
Consortium
(PMC)
LH
MURO – Ministry of
Defense USFK Relocation
Office
LH – Korea Land Housing
Corporation
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Challenges
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• A big program with big challenges
• We have transitioned from planning to execution
• Both external and internal challenges
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External
• Public program with high visibility
 Significant ROK public funding generates heavy oversight, audit
 Government/Government agreement brings significant politics
• Market Capacity – Design, Construction, Materials
 Could require 13,000 workers at peak
 Expect hundreds of contracts
 Desire to maximize use of local materials and equipment
• Major site constraints
 Highly constrained access
 Massive landfill needed – 11 million m3
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US Army Corps
of Engineers
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Internal
• Two Owners have different program perspectives
• Complex Owner and DCA structure
• Major communication and cultural differences
 Language
 Decision making
 Trust
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And, Of Course, Cost and Schedule
• Major C4I scope - integrated from beginning
• Multiple funding sources that need to be tracked
and managed
• Schedule must be coordinated with military
command and unit relocation move sequences
• Change can be very costly
15
Program Management Strategies
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Program Vision
On Time Completion, Under Budget and Safely
Maintain Mission Readiness
Integration of C4I Systems and Facilities
Efficient Unit Moves
Flexibility for Master Planning and Program Changes
Continuous Technology Transfer/Training
Maximize Korean DoD Compliant Materials
Tour of Choice – Quality Military Community
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Delivery Execution Strategies
• Integrated delivery approach
 Deliver to military unit move sequence – i.e. by
capability package
 Maximize product line and other efficiencies
 Integrate C4I early and throughout the design,
construction, turnover and move-in
• Combine like facilities for efficiencies
 Use of product lines
• Standard designs for multiple facilities
 Apply USACE Centers of Standardization, site adapted
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Sector/Product Line Approach
• Grouping of similar
projects/industrial type
facilities
 Lines up with Master Plan
 Interface coordination
 Span of control/commonality
Sector 1 – Infrastructure
Sector 3 – Unit Operational Facilities
Sector 4 – Housing & Community
Development
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Contract Packaging
Sector
Sector 1 – Infrastructure and Utilities
Sector 2 – C4I
Number of Contract
Packages
8
TBD
Sector 3 – Unit Operational Neighborhoods
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Sector 4 – Housing and Community Development
17
Others
4
Total
53
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Progress To-Date
• Parcel 1, 2A, 2B, Parcel K, and HHOP are under
construction
• BTL Phase 1 currently being negotiated
• 24 YRP projects will be in Criteria Package
phase by end of 1Q 2010
• Much of the YRP is already underway (either
design or construction phase)
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A Look Ahead for 2010
Activities
Initiate Criteria Packages for 2010
Award ROK Contracts for Design and Construction
Relocate PMO Office from Seoul to Pyeongtaek
Client Approval of C4I Acquisition Strategy and Implementation
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Conclusion
• Program of lifetime
• Critical to US and ROK Government interests
• Organizational challenges exceed technical
• Great opportunity to apply, improve, leave behind
program management best practices
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