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Milcon Project Closeout Enterprise Business Process


The TDP uses the project completion checklist developed as part of the USACE Enterprise Business Process for all new military construction projects as the primary guide for meetings in the Red Zone. The checklist establishes a detailed 46-step process that begins with the planning of the first meeting in the red zone to the final stage of project completion in P2 (Corps Project Management Software). The Red Zone Meeting concept was first implemented by the Honolulu District in 2002 and required the first Red Zone meeting to be held at 80%, but no less than 75 days before the planned BOARD for all military construction funded projects (MILCON). The objective is to establish a necessary timeline to ensure both timely project execution and financial completion. Since mid-May 2013, the district has held four newly regenerated Red Zone meetings. These meetings identified critical communication issues for various projects that gave all stakeholders enough time to create contingencies that would otherwise have led the BSB to slide further and ultimately impact the mission of end users. At a meeting in the red zone, the Project Execution Team (PDT) meets with the contractor and client to discuss the closing process, plan milestones and events, and assign responsibilities for the actions required to provide the BSB with a physically complete project and ensure a smooth transfer and financial close. Unlike a pre-construction conference, the different stakeholders rarely meet. The District recommends that meeting participants in the Red Zone include the Project Manager, Resident Engineer, other key PDT members, public works branch, network enterprise centre, emergency services branch, federal fire department, end user and contractor. Meetings are led by the resident engineer and project manager and discuss all known construction and tax requirements before reaching BSB. This process results in a workable action plan among other instruments that identifies the main bodies responsible for each activity, as well as the associated milestones needed to mitigate delays and potential costs.

Construction surveys provided to the Corps have shown that clients primarily remember how a project was completed and rarely respond to how it began. After all, most projects start on time and within budget, with high morale and healthy relationships between the entrepreneur and stakeholders. Different construction conditions, structural challenges and staff turnover are not uncommon and can change initial conditions and expectations during the project. The best way to mitigate these potential problems is to hold meetings in the red zone. Construction faces many challenges in the later stages and is more susceptible to potential delays because the construction schedule is less flexible once the effective occupancy date (BOD) is set. Therefore, the district implements strategies of the Corps` construction staff, contractors, and related stakeholders to score points. To do this, they put more emphasis on the details and review the details during the final months and final phases of each project, and by holding monthly meetings in the red zone with project stakeholders. Crossing the goal line in the finish area and completing the scoring action for a construction project means a successful conclusion for everyone involved in the construction process. For Honolulu District project managers, its customers, and stakeholders, the ultimate goal is to successfully and safely enter the final area and score.

While the Honolulu District is committed to providing high-quality facilities to the country`s soldiers and armed forces, this victory means the continued implementation of the strategy for the meeting in the Red Zone to accelerate the safe, timely and budgetary provision of these facilities to our armed forces. By Major James C. Covington, Assistant Regional Engineer, Schofield Barracks Regional Office, Honolulu District, USACEJuni 19, 2013 The first and subsequent Red Zone meetings are essential to ensure timely coordination, engagement, and proactivity between pdT, contractor, and all stakeholders to deliver a complete and usable facility to the customer on time. The process of meeting the “red zone” accelerates the completion of the project Although there are many opportunities to score points on a football field, the ultimate goal of any team is to push the ball into the final zone for a touchdown. Football coaches at all levels of the game – from high school to the National Football League – now dedicate special sessions to each practice session to execute offensive strategies aimed at scoring from the red zone. As Vince Lombardi once said, “Winning isn`t everything, it`s the only thing.” FORT SHAFTER, Hawaii (18. June 2013) — The Red Zone: The red zone is the last 20 yards before the goal lines at both ends of the field. As the football field is 100 meters long, the red zone represents 40% of the football field. By the time a team reaches the red zone, the attack has almost reached the goal line. The red zone is never marked on the field itself – nothing formally distinguishes the red zone from another part of the field – but becomes an extremely useful tool for planning strategy. Commentators often talk about the red zone when measuring the overall effectiveness of a team. Similarly, coaches often emphasize red zone games as a way to succeed in training (or hinder opponents).

— eHow.com. . . .

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