Chapter 1 - Overview of Project Delivery
- 1.1 Introduction
- 1.2 Phases of a Project
- 1.3 Project Delivery Flowchart
- 1.4 Program Master Schedules
- 1.5 Program Oversight Committee
- 1.6 Community and Neighborhood Council Involvement
- 1.7 Client Satisfaction
Chapter 2 - Project Delivery Methods
- 2.1 Introduction
- 2.2 Design/Bid/Build
- 2.3 Design/Build
- 2.4 Construction by City Forces
Chapter 3 - Initiating a Project
- 3.1 An Overview of Project Initiation
- 3.2 Opening a Work Order
- 3.3 Obtaining Funding
- 3.4 Defining Scope
- 3.5 Selecting the Project Team
- 3.6 Establishing a Memorandum of Understanding (MOU)
- 3.7 Project Estimating
Chapter 4 - Change Control
- 4.1 Control and Variance Analysis
- 4.2 Risk Assessment and Risk Management
- 4.3 Managing Scope Creep
Chapter 5 - Reporting Progress
- 5.1 Uniform Project Reporting System
- 5.2 Progress Reports
- 5.3 Progress Meetings
- 5.4 Public Information
- 5.5 Use of City and BOE Websites
Chapter 6 - Using Consultants
- 6.1 When to Use a Consultant
- 6.2 Pre-Qualified On-Call or Project Specific Contract - Which to Use?
- 6.3 Cost-Reimbursement or Lump Sum Contract - Which to Use?
- 6.4 Procurement Process
- 6.5 Contract Negotiations
- 6.6 Standard Contract Requirements
- 6.7 Contract Execution
- 6.8 Managing Consultant Performance
- 6.9 Paying for the Work - WBS and MBE/WBE and BIP Utilization
- 6.10 Amending the Contract
- 6.11 Consultant Performance Evaluations
- 6.12 Closing the Contract
- 6.13 Using the Pre-Qualified On-Call Consultants Lists
Chapter 7 - Pre-Design
- 7.1 Formulation Phase and Analysis of Alternatives
- 7.2 Identifying Property Needs
- 7.3 Identifying Geotechnical Restraints
- 7.4 Preliminary Environmental Review
- 7.5 Preparing the Pre-Design Report
- 7.6 Approval of the Pre-Design Report
Chapter 8 - Design Phase
- 8.1 Plan Development Process
- 8.1.1 Design Development for Public Buildings
- 8.1.2 Design Development for Recreational Facilities
- 8.1.3 Design Development for Street and Bridge Projects
- 8.1.4 Design Development for Sewer and Storm Drain Projects
- 8.1.5 Design Development for Air/Water Quality and Wastewater Treatment Projects
- 8.2 Technical Specifications
- 8.3 Site Surveying
- 8.4 Geotechnical Report
- 8.5 Utility Coordination
- 8.6 Property Acquisition and Right of Entry
- 8.7 Outsourced Design Services
- 8.8 Typical Plan Set Requirements
- 8.9 CADD Standards
- 8.10 Traffic Planning
- 8.11 Bidding Approaches
Chapter 9 - QA/QC During Design
- 9.1 Introduction and Definitions
- 9.2 Developing the QA/QC Plan
- 9.3 Design Reviews
- 9.4 Construction Review
- 9.5 Operability and Maintainability Review
Chapter 10 - Project Specifications and Bid Proposal
- 10.1 Master Specifications Concept
- 10.2 Bid Proposal
- 10.3 General Conditions
- 10.4 General Requirements
- 10.5 Technical Specifications
- 10.6 The Greenbook
Chapter 11 - Permits and Approvals
- 11.1 Introduction
- 11.2 Environmental Clearance
- 11.3 Plan Check Review and Permits from City Agencies
- 11.4 Cultural Affairs Approval
- 11.5 “1% for Arts” Program
- 11.6 Regulatory Agency Approvals
- 11.7 Approval to Advertise from Granting Agencies
Chapter 12 - Preparing the Bid Package
- 12.1 Obtaining the Required Signatures
- 12.2 Reviewing the Bid Documents
- 12.3 Assembling the Bid Package
Chapter 13 - Advertising a Project for Bids
- 13.1 Obtaining Board Approval to Advertise for Bids
- 13.2 Advertising for Bids
- 13.3 Bid Package Distribution and Control
- 13.4 Pre-Bid Meeting and Job Walk
- 13.5 Responding to Inquiries and Issuing Addend
Chapter 14 - Awarding the Construction Contract
- 14.1 Receipt and Opening of Bids
- 14.2 Evaluating Bids
- 14.3 Contract Compliance Review
- 14.4 Award by the Board of Public Works
- 14.5 Processing Bonds and Insurance
- 14.6 Escrow of Bid Documents
- 14.7 Issuing the Notice to Proceed
Chapter 15 - The Bureau's Approach to Construction Management
- 15.1 Construction Management Team
- 15.2 Partnering
Chapter 16 - Construction Management Procedures
- 16.1 Shop Drawings
- 16.2 Request for Information
- 16.3 Plan Clarification
- 16.4 Substitution and “Or Equal” Proposals
- 16.5 Construction Document Control
- 16.6 Meetings
- 16.7 Meeting Minutes
Chapter 17 - Inspection Procedures
- 17.1 General
- 17.2 Pre-Construction Inspections
- 17.3 Inspection Staffing
- 17.4 Inspection Documentation
- 17.5 Inspection Reports
- 17.6 Notices of Non-Compliance and Work Stoppage
- 17.7 Job Memorandum
- 17.8 Jobsite Interference
- 17.9 Construction Photographs
- 17.10 Shop Inspections
- 17.11 Inspection by the Department of Building and Safety
- 17.12 Materials Testing
- 17.13 Construction Surveying
- 17.14 Jobsite Safety
- 17.15 Subcontractors
Chapter 18 - Construction Schedule Control
- 18.1 Types of Schedules
- 18.2 Obtaining an Approved Schedule
- 18.3 Monthly Schedule Updates
- 18.4 Analyzing Delays/Granting Time Extensions
- 18.5 Assessing Liquidated Damage
Chapter 19 - Construction Cost Control
- 19.1 Purpose and Principles
- 19.2 Progress Payment Procedures
- 19.3 Retention and Withholding
Chapter 20 - Construction Change Orders
- 20.1 Introduction
- 20.2 Initiating Change Orders
- 20.3 Processing Preliminary Change Orders
- 20.4 Finalizing Change Orders
- 20.5 Allowance Orders
Chapter 21 - Avoiding and Mitigating Construction Disputes and Claims
- 21.1 Request for Equitable Adjustment - Prevention
Chapter 22 - Construction Completion
- 22.1 Partial Final Inspection and Partial Acceptance
- 22.2 Sign-Off by the Department of Building and Safety
- 22.3 Final Inspection by BCA
Chapter 23 - Emergency & Specialty Construction Contracts
- 23.1 Emergency Contracts
- 23.2 Pre-Authorized Emergency Contracts
- 23.3 Specialty Construction Contracts
Chapter 24 - Facility Startup
- 24.1 Overview of Facility Startup
- 24.2 Equipment Installation and Testing
- 24.3 Equipment & Facility Performance Testing
- 24.4 Operations and Maintenance (O&M) Manuals
- 24.5 Operations and Maintenance Training
- 24.6 Warranties & Guaranties
- 24.7 Spare Parts
Chapter 25 - Project Closeout
- 25.1 Closeout Flowcharts & Checklists
- 25.2 Record Drawings & As-Built Plans
- 25.3 Final Retention Release
- 25.4 Monumentation Survey
- 25.5 Project Performance Report
- 25.6 Contractor Performance Evaluation Report
- 25.7 Acceptance Board Report
- 25.8 Closing the Work Order

3.2 Opening a Work Order

Revised on 03-11-2025

Purpose

The purpose of this procedure is to provide a guideline for opening a Work Order for a capital project.

References

N/A

Responsibilities

Project Manager (PM): It is the responsibility of the PM to secure a Work Order for each project they are managing.
Administration Division (ADM): Work Order Unit of ADM is responsible for maintaining the Bureau’s Work Order records and files.
Systems Division (SYS): SYS is responsible for monthly downloads of time charges which also get input into the Uniform Project Reporting System (UPRS).

Procedure

The Work Order is the heart of the cost accounting system. It is one of the first items of business for a PM to secure for a prospective project. A work order is required for every project to be tracked in UPRS. The opening of a work order authorizes the tracking system to permit and collect time charges for the defined scope of work of a project. After the defined scope of work is completed, the closing of a work order prevents further charges against the work order.

A work order is utilized for three purposes: (1) a mechanism for tracking charges to a project; (2) a mechanism for the Bureau of Engineering (BOE) to collect payment for time charged on a project; and (3) a tool for assessing trends and collecting data to determine the amount of time required to perform a specific operation. This information can then be used to program staff time in the Work Program Resource Requirement (WPRR) for this function when it arises again. On occasion, more than one work order may need to be opened for a specific project to track the charges and bill the appropriate client but a single work order should never be used for more than one project.

The PM should open and establish a work order number when activities are requested and needed to fulfill a desired project outcome. Processing a work order allows a PM to collect costs for a particular scope of work or project in the BOE.

Work Orders can be grouped into two main categories:

Capital Improvement Projects
Reimbursable Projects

Capital Improvement Projects are the budgeted projects that have received prior authority as part of a BOE program, whether it is Streets, Stormwater, Wastewater, a State Proposition, Bond Program or Grant Program.

A reimbursable project is when an owner/client department or agency is responsible for reimbursing the BOE for the agreed upon charges incurred by the BOE on this project. These projects are usually defined by a mutual agreement between an owner/client department or agency and the BOE. Examples of these projects are Memorandum of Understanding (MOU) or General Accounting Inter-Departmental Order (GAEID) funded projects, investigations or remediation requested by the City Attorney’s Office, and Interagency Agreements. In order to justify opening a Reimbursable Project Work Order, a written document such as an MOU or an GAEID from an owner/client department or agency should be submitted along with the appropriate form to the Work Order Unit of the ADM. The head of ADM can grant exceptions to this rule.

Form ENG 3.35 (Attachment 3.2-1) is to be used for all projects. The form should be filled out completely, signed by the Project and Division/Group Managers and sent to the Work Order Unit of the ADM. When the work order is authorized, photocopies are distributed to the appropriate offices.

Related Procedures

LINKS / Attachments

Attachments

3.2-1 Bureau of Engineering Work Order Form