Project Management Guidelines: Version 1.0

Project Management
Guidelines: Version 1.0

Project Management Guidelines
TABLE OF CONTENTS
1. INTRODUCTION AND OVERVIEW ............................................................................... 1

1.1 Introduction .............................................................................................................................. 1
1.2 Definitions ................................................................................................................................. 2
1.3 Organization Charts ................................................................................................................ 27
1.4 Abbreviations & Glossary........................................................................................................ 28
1.5 Line of Authority ..................................................................................................................... 33
1.6 Budgeting and Funding (CIP / O&M / AIP).............................................................................. 36
1.7 Project Manager Responsibilities ........................................................................................... 37
1.8 Standards of Conduct.............................................................................................................. 40
1.9 Folder Format and Document Serialization ............................................................................ 44
1.10 Communications ................................................................................................................... 48
1.11 Office Management .............................................................................................................. 52
1.12 Personnel Management........................................................................................................ 57
1.13 Annual Review & Update of the Background ....................................................................... 60
1.14 Annual Training & Review of the Project Management Guidelines ..................................... 62
2. PROJECT DEFINITION ........................................................................................... 64
2.1 Project Definition .................................................................................................................... 64
2.2 Project Definition - Energy Management ............................................................................... 67
2.3 Initiation of a Project in the Project Information Management System (PIMS) .................... 71
2.4 Tracking Initial Manpower Costs for Projects ......................................................................... 74
3. PROJECT DELIVERY METHODS................................................................................ 77
3.1 General Overview ................................................................................................................... 77
3.2 Procurement Method - Request for Qualifications (RFQ) ...................................................... 82
3.3 Procurement Method - Request for Proposal (RFP) .............................................................. 86
3.4 Procurement Method - Invitation for Bids (Firm Fixed Priced Bids) ...................................... 93
3.5 Contract Type - Design-Bid-Build ............................................................................................ 99
3.6 Contract Type - On-Call Master Contracts ............................................................................ 102
3.7 Contract Type - Construction Manager / General Contractor (CM/GC)............................... 109
3.8 Contract Type - Design-Build ................................................................................................ 112
3.9 Contract Types - Lump Sum, Unit Price, Time & Materials .................................................. 114
3.10 Contract Modifications - Amendments and Additional Services Authorizations ............... 117
4. RISK MANAGEMENT ......................................................................................... 120
4.1 Risk & Risk Mitigation ........................................................................................................... 120
Version 1.0 – 05/14 Table of Contents

5. PERMITS & LICENSES......................................................................................... 129

5.1 Permits, Approvals, Certifications and Licenses ................................................................... 129
6. FEDERAL AVIATION ADMINISTRATION ................................................................... 144
6.1 FAA Grant Funded Projects (AIP) .......................................................................................... 144
6.2 FAA - National Environmental Policy Act (NEPA) and (7460) Permits .................................. 158
7. SUSTAINABILITY ............................................................................................... 161
7.1 Sustainability – UNDER DEVELOPMENT ............................................................................... 161
8. ENVIRONMENTAL SERVICES................................................................................. 162
8.1 Environmental Guidelines..................................................................................................... 162
9. CONTRACT PROCUREMENT ................................................................................. 172
9.1 Procuring a Contract ............................................................................................................. 172
9.2 Alfresco ................................................................................................................................. 174
9.3 Determining the Type of Contract to Issue........................................................................... 176
9.4 Overview of DIA Sections Involved In the Procurement Process ......................................... 178
9.5 Pre-Advertising 90 Day Forecast Requirements ................................................................... 181
9.6 Preparation of Bid Package Background............................................................................... 184
9.7 Exhibit A – Project Definition ................................................................................................ 187
9.8 Exhibit B – Scheduling, Progress Reporting, Invoicing, & Correspondence Control ............ 191
9.9 Project Budget & Funding - UNDER DEVELOPMENT ........................................................... 194
9.10 Contract Executive Summary .............................................................................................. 195
9.11 Minority / Women Business Enterprise (M/WBE) Goal Requirement ............................... 197
9.12 Insurance............................................................................................................................. 203
9.13 Bonds .................................................................................................................................. 205
9.14 Contract Initiation (Project Information Request Form (PIRF)) – UNDER DEVELOPMENT 208
9.15 Prequalification Board ........................................................................................................ 209
9.16 General Contract Conditions 2011 Edition – “Yellow Book” .............................................. 211
9.17 Special Conditions ............................................................................................................... 213
9.18 Advertise the Request for Proposal (RFP), Invitation for Bid (IFB), or Request for
Qualifications (RFQ) .................................................................................................................... 215
9.19 Pre-proposal / Pre-Bid Conference ..................................................................................... 217
9.20 Proposer or Bidder Questions ............................................................................................ 219
9.21 Proposal Addendums .......................................................................................................... 221
9.22 Coordination of the Proposals Received ............................................................................ 223
9.23 Company Status and Debarment Review ........................................................................... 225
9.24 Selection Committee Review .............................................................................................. 227

9.25 Apparent Best Proposer ...................................................................................................... 231

9.26 Firm Fixed Price Bids ........................................................................................................... 234
9.27 Awarding of the Contract.................................................................................................... 236
9.28 Downtown Approval & Notice To Proceed......................................................................... 238
9.29 Executive Order s 8 and 101 & Memorandum No 8B and 101A ........................................ 240
9.30 Amending Existing Professional Services Contracts ........................................................... 244
9.31 Procurement Schedule Timeline......................................................................................... 249
9.32 Business Management Services Reports ............................................................................ 252
10. PROJECT CONTROLS ........................................................................................ 254
10.1 Develop Overall Project Schedule....................................................................................... 254
10.2 Design Activity Schedule ..................................................................................................... 258
10.3 Construction Activity Schedule ........................................................................................... 262
10.4 Measuring Progress and Performance ............................................................................... 265
10.5 Evaluating the Impact of Changes ...................................................................................... 268
10.6 Managing Critical Path Items .............................................................................................. 270
10.7 Estimating ........................................................................................................................... 272
11. DESIGN ACTIVITY ........................................................................................... 277
11.1 Initial Project Concept Review Meeting ............................................................................. 277
11.2 Design Management Overview........................................................................................... 280
11.3 Design Cost Proposals (methodologies for Obtaining Design Proposals) .......................... 288
11.4 Design Services for Expansion or Modification of the Water Distribution System ............ 290
11.5 Application for Electrical and Gas Services – Design and Construction ............................. 294
11.6 Overhead Multiplier Factor and Core Staff Labor Rates – (Master On-Call and Firm Fixed
Price, Not-To-Exceed Contracts) ................................................................................................. 298
11.7 Request for Information (RFI) ............................................................................................. 302
11.8 Changes to Design............................................................................................................... 306
11.9 Design Standards Manual ................................................................................................... 314
11.10 Obtaining Project Addresses............................................................................................. 317
11.11 Design Activity Phases ...................................................................................................... 320
11.12 Monitoring the Design Process ......................................................................................... 328
11.13 Weekly Project Review with Director ............................................................................... 330
11.14 Design Scope Management & Integration........................................................................ 332
11.15 Sensitive Security Information (SSI) .................................................................................. 343
11.16 Value-Engineering ............................................................................................................. 348
11.17 Design Package ................................................................................................................. 350
11.18 Commissioning .................................................................................................................. 364

11.19 Statement of Special Inspections...................................................................................... 375

11.20 Building Information Modeling ......................................................................................... 381
11.21 Calculations ....................................................................................................................... 383
11.22 Adequacy of Design .......................................................................................................... 386
11.23 Quality Control / Quality Assurance ................................................................................. 389
11.24 Purchasing ......................................................................................................................... 403
11.25 Payment Processing .......................................................................................................... 408
11.26 Audits ................................................................................................................................ 414
11.27 Design Contract Closeout ................................................................................................. 418
11.28 Lessons Learned and Post Project Evaluation .................................................................. 422
12. CONSTRUCTION ACTIVITY ................................................................................. 425
12.1 Initiation of the Construction Phase ................................................................................... 425
12.2 General Contract Administration........................................................................................ 430
12.3 Submittals ........................................................................................................................... 432
12.4 Safety .................................................................................................................................. 437
12.5 Preconstruction Activities ................................................................................................... 446
12.6 Weekly Construction Progress Meetings............................................................................ 449
12.7 Weekly Project Review with Director ................................................................................. 452
12.8 Quality Assurance / Quality Control ................................................................................... 454
12.9 Defects ................................................................................................................................ 480
12.10 Special Inspections ............................................................................................................ 485
12.11 Project Coordination ......................................................................................................... 496
12.12 Contract Files .................................................................................................................... 499
12.13 Sensitive Security Information (SSI) .................................................................................. 501
12.14 Multiplier Factor and Core Staff Labor Rates: On-Call Contracts ..................................... 506
12.15 CM/GC Fee Proposal ......................................................................................................... 509
12.16 Sales & Use Tax Exemption – Executive Order 45 ............................................................ 512
12.17 Payment Processing .......................................................................................................... 514
12.18 Contingencies.................................................................................................................... 521
12.19 Allowances ........................................................................................................................ 525
12.20 Stored Materials ............................................................................................................... 527
12.21 Request for Information (RFI) ........................................................................................... 531
12.22 Construction Cost Proposals ............................................................................................. 535
12.23 Shutdown Requests .......................................................................................................... 542
12.24 Change Management........................................................................................................ 545
12.25 Negotiations (for Changes) ............................................................................................... 568

12.26 Liquidated Damages ......................................................................................................... 573

12.27 Disputes ............................................................................................................................ 576
12.28 Claims ................................................................................................................................ 581
12.29 Water Service Installation and Application For Denver Water Supply License ........... 585
12.30 Commissioning .................................................................................................................. 588
12.31 Construction Contract Closeout ....................................................................................... 600
12.32 Warranties ........................................................................................................................ 609
12.33 Transition Assets to Airport Maintenance ........................................................................ 612
12.34 Lessons Learned and Post Project Evaluation .................................................................. 616
12.35 Audits ................................................................................................................................ 619
13. TENANT ACTIVITIES ......................................................................................... 623
13.1 Managing Tenant Projects .................................................................................................. 623
APPENDIX A – WORK FLOWS ................................................................................. 630

Version Control Table

Version
Version Name Updates Included
Publish Date
Version A 03/17/14 Original publish date
Internal document links added; revisions made for comments
Version B 03/24/14
received through 03/20/14
Updated NCR Process; revisions made for comments
Version C 03/28/14
received through 03/27/14;
Updated Substantial Completion Process; revisions made for
Version D 04/21/14
comments received through 04/11/14;
Reordered the document for the flow of a project; added
sections; updated the substantial completion process; made
Version 1.0 05/14/14 revisions for comments received through 05/15/14; updated
tech spec references; added environmental workflow;
updated definitions
Version 1.0 – 05/14 Version Control Table

1. INTRODUCTION AND OVERVIEW

1.1 INTRODUCTION
A. BACKGROUND
1. The purpose of the Project Management Guidelines (PMG) is to provide relevant
team members of the Airport Infrastructure Management (AIM) Division with
uniform direction and the information necessary to successfully administer
professional services and construction projects. Because AIM Development will
include Consultants and Contractor teams during the execution of projects, it is
imperative that all teams employ similar management techniques and operate
within the framework established by these Guidelines.
2. The Project Management Guidelines (PMG) has been established to serve as a tool
for the Airport Infrastructure Management (AIM) Division staff and the consulting
and contracting teams which are involved in the delivery of the projects at DIA.
These Guidelines are intended to provide the various teams associated with the AIM
Division with procedures for management, communication, and documentation that
will provide for more effective project delivery. These procedures will be updated
periodically as improvements and updates are approved.
3. The Project Manager is ultimately responsible for the execution of all design and
construction management services in accordance with the guidelines and
procedures contained within these Guidelines.
4. Questions regarding the interpretation of these Guidelines or of differing and/or
unique circumstances pertaining to the PMG shall be brought to the attention of the
Senior Director of AIM - Development and his/her Directors.
END OF SECTION
Chapter 1 - Introduction and Overview

Version 1.0 - 05/14 Section 1.1 - Introduction Page 1 of 630
1.2 DEFINITIONS
• 7460 - A form required by Federal Aviation Regulation (FAR) Part 77 and Airport Grant
Assurances for all construction on an Airport that needs to be submitted and approved by
the FAA prior to project commencement. Even if the proposed improvement is depicted on
the approved Airport Layout Plan (ALP) a 7460-1 is required.
• 90 Day Forecast List - This process requires the project opportunity to be advertised to the
public for 90 days on the Future Opportunities Section of the Business Opportunities
Webpage on the airport’s website before the formal advertisement of the RFP.
o Accepted Shop Drawings
• Act of God - An unforeseeable, inevitable event caused by natural forces over which a
contract party has little or no control. Examples are windstorms, floods, earthquakes, and
lightning strikes.
• Activity - The work items that are the basic component of the project
• Activity Schedule - Method for monitoring the process and determining the completion
date of the overall project.
• Addendum - Official document issued by DIA to change any part of the contract documents
during the bid phase of a project.
• Additional Service Authorization - Is a pre-approved amount included in the original
professional services contract and encumbered upon execution of the original contract with
the Consultant.
• Administrative Modifications - Formal requests to the City and County Development
Services to modify existing building code requirements.
• Agreement – The terms agreement and contract are used somewhat interchangeably.
However, generally an agreement is the formal executed document for Professional
Services projects. For the purposes of this guideline, the term contract will be used for
either a construction contract or a professional services agreement.
• Airfield Shutdown Request - All work performed on the airfield side of the Airport requires
an airfield shutdown request. This could include but is not limited to work associated with
runways, taxiways, airfield roadways, apron pavement, airside underground utilities,
taxiway lighting, deicing systems, etc.

Version 1.0 - 05/14 Section 1.2 - Definitions Page 2 of 630
• Airport Capital Improvement Program (ACIP) - A program developed by the FAA that
contains a list of projects that will be funded by the FAA.
• Airport Layout Plan (ALP) - A scaled drawing (or set of drawings), in either traditional or
electronic form, of existing and proposed land and facilities necessary for the operation and
development of the airport. AC 150/5070-6 contains guidance on the development of ALPs,
as well as a detailed listing of the various components that constitute a well-appointed ALP
• Alfresco – A hierarchical workflow tracking and execution data management system.
• Allowance - A designated monetary amount associated with specific activities or items that
are required for the construction of a project, but where a total cost can’t be clearly defined
or established at the time the project is being bid (e.g. welding inspections costs, permit
costs, outside utility design, etc.).
• Amendment - Used to increase the contract amount of an existing contract issued through
a Request for Proposal.
• Apparent Best Proposer - Company selected by the Selection Committee based on their
qualifications and/or interview, for contract negotiations.
• Area District Office - District offices established by the FAA that oversee Airport for a
specific area.
• Audit - Audits of the quality of the design management process and performance may be
conducted on any Project at any phase of design services performed on a Project. An audit
can be classified as either an internal audit or an external audit.
• Baseline Schedule - The schedule that has been accepted to represent the initial series of
activities and milestones prior to any progress or change of plan.
• Basis of Estimate - The summary of specific information utilized in developing an estimate.
• Benefit Cost Analysis - an analysis prepares by a grant application and submitted to the FAA
for each project over $10,000,000.00.
• Bid Tabulation Form - The Project Manager determines an estimated value for the
Allowance and enters it on the Bid Tabulation Form. Allowances are shown on the Bid
Tabulation Form as a separate line item or line items. The Project Manager shall specify the
detailed activities associated with Allowances in the technical specifications and on the Bid.
• Budget – The estimated total cost of the project including any allowances or contingencies.

• Building Cashier Label - An invoice from the Development Services Coordinator identifying
costs associated with the City and County of Denver’s Plan Review and Construction
Permits. It is attached to the Interagency Budget Transfer (IBT) form.
• Building Permits - A formal document issued by the City and County of Denver that is
required for all modifications or additions to DIA property, infrastructure, buildings, or
systems.
• Business Case - The tool used for developing the project definition.
• Calendar Days - Every day shown on the calendar including Saturdays, Sundays and
holidays.
• Capital Improvement Program - A six (6) year improvement program develop by DIA that
includes estimated costs for all new development, redevelopment, and expansion projects
at DIA.
• Categorical Exclusion (CatEx) - One of the three categories that fall under a NEPA project
that is submitted to the FAA. Assume 90 days for the FAA to approval.
• Certificate of Compliance - A document issued by the City and County of Denver’s
Development Services Building Inspector which verifies that all building permits have been
finalized.
• Certificate of Occupancy - A document issued by the City and County of Denver’s
Development Services Building Inspector which allows occupancy and operational use of a
facility.
• Change Notice (CN) - A Change Notice (CN) Form CM-20 is the standard method by which
the city notifies a Contractor of the city’s intent to change the contract/project and to
request the Contractor submit a cost and schedule proposal for the specific change(s). This
method is used when time is not of the essence.
• Change Order (CO) - Change Order (CO) Form CM-21 (and Change Order Directive (COD)
Form CM-21) are the only mechanisms for revising contract terms, dollar amounts, and
contract duration(s). A Change Order is a written instrument signed by the Senior Director,
other designated parties, and the Contractor, that contains their agreement upon all of the
following matters:
o The change(s), addition(s) or deletion(s) to the Work;
o The amount of the adjustment in the Contract Amount, if any; and

o The extent of the adjustment in the Contract Time or Period of Performance,

if any.
o No change of Contract Time or Contract Amount, or any other change to the
Contract, shall be binding until the Contract is modified by a fully executed
Change Order.
• Change Order Directive (COD) - A Change Order Directive Form CM-21 (and Change Orders)
are the only mechanisms for revising contract terms, dollar amounts, and/or contract
duration(s).
• Change Order Estimate - Estimate prepared by a Contractor or DIA Estimator or work
considered outside the scope of the contract.
• Changes to design/Design Changes - Significant modifications or alterations of the design
criteria or design package scope of work.
• City – The City and County of Denver, a municipal corporation, organized under and by
virtue of Article XX of the Constitution of the State of Colorado.
• Claim - A documented action in which merit is in dispute.
• Commercial Permitting Handbook - A handbook that contains the guidelines and process
for completing a commercial building project in the City and County of Denver. The process
and procedures are outlined and the required forms are enclosed. There are several
specialized items to be included in to plan review submittal. More information may be
found of the City and County of Denver’s web site, under Development Services.
• Concept Review or Pre-application Meetings - A meeting set up by the City and County of
Denver Development Services Coordinator which is to be attended by the Project Manager,
Supervisor and Designer of Record to present the project, exchange information and obtain
clarification on the requirements for submittal, approval and permit issuance to specific
departments of the City and County of Denver.
• Constructability –The ease, with which a project can be built, based upon the clarity,
consistency, and completeness of the contract documents for bidding, administration, and
interpretation to achieve overall project objectives.
• Construction Administration - Management of all action after the award of a contract to
assure that terms of the contract are complied with.

• Construction Contracts - The agreement that lays out terms for the construction phase of a
project.
• Construction Documents - drawing, plans, specifications etc. associated with the
construction of a project.
• Construction Management - The process for managing the construction of a Project.
• Construction Manager / General Contracting (CMGC) - A project delivery method where
the design services and construction services are contracted separately.
• Construction Safety and Phasing Plan (CSPP) - A specific safety and project construction
phasing plan to be submitted to the FAA along with plans and specifications for review prior
to the construction of an approved FAA funded project.
• Consultant – A (or organization) with an area of expertise or professional training who
contracts to perform a service.
• Contingency – A dollar amount or percentage included in the project budget to account for
unknowns.
• Contract - The executed Contract Form and all of the Contract Documents. The terms
contract and agreement are used somewhat interchangeably. However, generally a
contract is for construction projects and an agreement for Professional Services projects.
For the purposes of this procedure manual the term contract will be used for either a
construction contract or a professional services agreement.
• Contract Amount - The total amount of money payable to the Contractor or Consultant
under the Contract.
• Contract Documents - The documents which are listed in the Contract Form. Executed
agreements, supplementary conditions, drawings, specifications, and other records specific
to a contract. The documents which are generally included are listed below:
o Advertisement of Notice of Invitation for Bid
o Instructions to Bidders
o Bid Bond
o Addenda
o Bid Forms
o Affirmative Action/SBE/MBE/WBE/DBE Documents
o Notice to Apparent Low Bidder
o Contract Form

o Performance and Payment Bond

o Certificate of Insurance
o Notice to Proceed
o Change Orders
o Final Receipt or Certificate of Contract Release
o Prevailing Wage Rate Schedule
o General Conditions
o Special Conditions
o Equal Employment Opportunity Provisions
o Federal Requirements (if applicable)
o Technical Specifications
o Contract Drawings
o Accepted Shop Drawings
• Contract Execution Summary - Contains various contract details, project information,
terms, funding, MBE/WBE/DBE Goals, contract justification and other details pertinent to
the Contract.
• Contract Time - The total number of days provided in the Contract Documents from the
date of the Notice to Proceed to the date of Final Completion of the Work. Substantial
Completion shall occur prior to Final Completion. Contract Time may be further defined
and divided into phases by the Technical Specifications or Special Conditions. The Contract
Documents may require completion on or before a certain specified date. The date of the
notice to proceed is considered the first day of the Contract Time.
• Contractor - The person, partnership, corporation, limited liability Company, joint venture,
or other entity that has contracted with the City to perform the Work as an independent
Contractor.
• Contractor Licenses - A license issued and required by the City and County that Contractors
must possess in order to perform work and be issued a permit in the City and County of
Denver. Electricians and plumbers must have a Contractor license issued by the State of
Colorado Department of Regulatory Agencies in addition to being licensed/registered with
local jurisdictions.
• Contractor Personnel - All employees, officers, Superintendents of, or persons engaged as
independent Contractors by the Contractor, or any of its Subcontractors and Suppliers of
any tier who perform work under the Contract or who enter the Work site.
• Contractor Quality Control Plan - Is a plan submitted by the contractor to DIA for review
and approval prior to initiating any construction activities associated with the Project. The

Contractor Quality Control Plan documents how the contractor will manage, control, and
document compliance with contract provisions and specifications.
• Correspondence Tracking System - A serialized system for tracking correspondence
• Cost – The expenditure in dollars incurred over the course of a project.
• Cost Loaded – Each activity on a construction schedule that has been allocated cost
reflecting: labor, material, overhead, subcontracting or profit.
• Cost Proposal - A proposal for the cost of a given Project based on Design, Specification,
and Scope of Work.
• Critical Path Method (CPM) - A schedule where all activities are logically linked to each
other.
• Days - The consecutive calendar days unless specifically designated otherwise and includes
weekends, holidays, or days of normal inclement weather. It will be presumed that the
Contractor, at the time of bidding, took into account the number of days which might be
unavailable for Work during the Contract Time.
• Debarment - An action that prevents companies from participating in contracts or
contracting with federal or local entities.
• Defect - A “defect” is Work or the performance of Work which is not in conformance with
the Contract Documents and referenced governing codes and technical standards.
• Defect – Latent – a hidden defect. A defect that is present but not readily detectable, even
with reasonable care.
• Defect – Observable – a defect that is readily observable and discoverable or apparent by a
reasonable inspection.
• Deputy Manager - The official who reports directly to the Manager or to another official
who exercises supervisory responsibility in the City agency defined in Title 2 herein that is
responsible for the project.
• Design Analysis Programming - The phase of a project to make sure the project is designed
to meet its intended purpose. This phase is to be completed prior to initiating any activity
associated with the design of a project. It occurs when the project is 0% complete, in the
Preliminary Phase.

• Design Build (DB) - A project delivery method in which a single entity is contracted under
one contract to perform both the design and construction of a project.
• Design Contract - A legal agreement between an Owner and Consultant associated with the
consultant to provide design services for a specific amount.
• Design Development - The phase of the design that begins after the Schematic Design
documents have been reviewed, commented on, and accepted by DIA and the involved
stakeholders. During this phase the design is refined to include more details and identifies
materials, components, and systems to be incorporated into the scope.
• Design Management - The oversight of activities in the project design phases typically
required of the Director, Supervisor, and Project Manager. The purpose of design
management activities is to guide the project to successful completion.
• Design Schedule - Schedule defining the timeline and activities for the Design phase of a
Project.
• Design Standards Manual - Working documents that address the general, design, and
technical standards for all areas of design for Denver International Airport.
• Design-Bid-Build (DBB) - A project delivery method where the Owner contracts with
separate entities for both the design and the construction phase of a project.
• Designer - Also sometimes referred to as design professional, Design Consultant, or
Designer of Record. It is the Engineer or Architect who designed the project and prepared
the drawings and specifications. The Designer may be an employee of the City or may be
retained by the City as an independent Contractor under a professional services contract,
and is identified in the Contract Documents. The Designer may be requested to interpret
drawings and specifications and review and approve Shop Drawings, Product Data, Samples,
and other documents. The Designer, when directed by the City to do so, observes the Work
as it is performed, monitors critical construction activities identified in the Contract
Documents and participates in the final inspection of the Work, all in coordination with the
Project Manager. The Designer may also participate in the preparation and approval of
progress and final payment requests.
• Designer of Record - Already in the definitions section of the PMG.
• DIA Tenants - A tenant is a business, company, person or agency conducting business on
airport property. DIA categories of tenants include:

o airlines and airline related services

o food and beverage
o retail services
o rental car companies
o cargo companies
o telecom
o GT
o federal agencies such as TSA & FAA
• Dispute - Due to the increasing demand for expedited project schedules and changes to the
scope of work, disputes may arise on any construction project. Disputes may potentially
develop from any of the following conditions:
o Plans, specifications, and contract terms that are not clear and complete
o Unforeseen conditions that are beyond the control of the Owner or
Contractor
o Excessive changes in scope
o Poor communication
• Division of Small Business Opportunity (DSBO) - Under Denver city ordinance, the Division
of Small Business Opportunity (DSBO) is a division responsible to undertake specific
activities to prevent discrimination and its effects against business enterprises which have
been certified as minority business enterprises (MBEs), woman business enterprises (WBEs),
and/or disadvantaged business enterprises (DBEs – for federally funded projects) in the
areas of construction, reconstruction and remodeling, and professional design and
construction services.
• DSM Library - A location where the complete set of Design Standard Manual are stored.
• Early Occupancy - DIA has the right to take early beneficial possession of and to use any
compete or partially completed portions of the Work. In the event, DIA elects this to take
possession or to use any completed or partially completed portions of the Work prior to
Substantial Completion, this process shall be performed in accordance with the General
Contract Condition, Section 1904 Right of Early Occupancy and Use.

• Encumbrances - Specific money funded and designated for a specific Project.

• Engineering Inspections Manager – The approved SIA on-site project representative is
accountable to the Building Official and responsible for the special inspections and testing
program for their assigned project(s). The EIM shall be a licensed Professional Engineer
registered in the state of Colorado.
• Engineer's Estimate - Estimate of hard construction costs prepared by the CM or Engineer
of Record on behalf of the OMP for a particular project. Often used as a guide to
communicate the approximate size of a project prior to the receipt of bids.
• Environmental Assessment - One of the three categories that fall under a NEPA project that
is submitted to the FAA. Assume 4-12 months for FAA approval.
• Environmental Impact Statement - One of the three categories that fall under a NEPA
project that is submitted to the FAA. Review of this statement can take up to 3+ years for
FAA approval.
• Environmental Permits - Permits issued by Federal, State and/or Local agencies generally
addressing specific aspects of a project that may pose environmental impacts.
• ePlan - an electronic system for initial submittal of erosion control, plan review, and sewer
use & drainage permit applications used by the City and County of Denver.
• Escalation - An increase in the cost of a Project based on any number of variables affecting
the project.
• Estimate - An approximate calculation or judgment of the value, number, quantity, or
extent of a Project.
• Estimate at Completion (EAC) - The forecast of cost at completion of all projects or subset
of projects taking into account actual costs, pending and potential costs. The EAC is based
upon actual cost expended to date plus a forecast of the cost to complete the required
design and/or construction. The forecast will include all pending cost, potential cost and
contingency. The EAC shall include approved change orders and any other potential
changes necessary to complete the design and/or construction.
• Estimate to Complete - An estimate of the cost to complete a contract or Task Order from
the time of the estimate to the completion of all work.
• Estimate to Construct - The reconciled estimate or Opinion of Probable Cost for each design
deliverable as design progresses.

• Event - A point in time representing the intersection of two or more activities. The event
has no time duration. An event may be a milestone.
• Executive Order XO 46: State of Colorado Sales and Use Tax Exemption Policy - establishes
the policy for the State of Colorado Sales and Use tax Exemption for construction and
building materials.
• Expense – All cost items that are incurred by or are chargeable to a project or Task Order.
• FAA - The Federal Aviation Administration created under the Federal Aviation Act of 1958,
as amended, or any successor agency thereto.
• Federal Aviation Regulations - Regulation developed by the FAA for to be used for the
development, design, construction and operation of Airports.
• Final As-Built Schedule - Final "red-lined" schedule showing all actual time expended on the
Project.
• Final Completion - Occurs following Substantial Completion and when the Project Manager
confirms in writing that the Contractor has completed the Work in accordance with the
Contract, including completion of all punch list items, cleanup work and delivery of all
required owner’s manuals, guarantees, warranties, licenses, releases and other required
deliverables.
• Financial Audit - Periodically the DIA Quality Assurance Manager will perform an
operational audit on a Project Manager’s Project. The intent is to insure that the DIA Design
Standards and Project Management Guideline procedures applicable to the Project are
being performed and requisite documentation is being properly maintained current with
the present status of the Project. The audit is performed by the Quality Assurance
Manager’s Team using the QA Management Review Checklist.
• Firm Fixed Price (Hard Bid) - A defined price agreed upon between an Owner and
Contractor prior to the award of the contract. It is not subject to adjustments except for
changes anticipated in the scope of work or performance conditions and owner-ordered
extras.
• Firm Fixed Price Not-To-Exceed Value Contract - Pertains to Professional Service Contracts
where the consultant submit a firm price to perform a service but charges the work based
on hours used.

• Fixed Fee - A pricing structure that charges a single fixed rate for a service, regardless of
usage.
• Fixed price - A defined price agreed upon between an Owner and Contractor prior to the
award of the contract.
• Float - Scheduling term used to describe the amount of time a scheduled activity's start or
completion may be delayed without impacting the critical path.
• Fragnet - A very detailed portion of a CPM schedule. The Fragnet is used to analyze
portions of a schedule for change impact.
o General Conditions
• General Conditions - The General Contract Conditions defined by the City and County of
Denver ("Yellow Book").
• General Contractor - The primary contractor under contract for the Work or Project.
• General Ledger String Number - A number that represent the project budget number to be
used for O&M funded projects or items.
• Guaranteed Maximum Price (GMP) - As a specific phase of the design, as stipulated in the
contract documents, the Owner and the Construction Manager negotiate a 'guaranteed
maximum price'(GMP) for the construction of the project based on the defined scope of
work, contract documents and project schedule.
• Hard Bid - A defined price agreed upon between an Owner and Contractor prior to the
award of the contract.
• Hard Construction Cost – A cost that includes labor, equipment, material and/or Contractor
markups that represent the actual amounts paid to the construction Contractor to build the
project.
• In-House Design - Design perform by DIA staff.
• Initial Project Concept Review Meeting - A meeting initiated by the project manager at the
onset of the project lifecycle. The purpose of this meeting is to informing the appropriate
DIA personnel that a particular project has been approved to start and provide an overview
of the project and seek feedback on the project requirements.
• Interest Accrual Date - The prompt pay timeline begins on the later of the date of the
Contractor’s invoice or in the case of invoices that are not complete or responsive, the date

on which the invoice is submitted to DIA complete and responsive (known as the Interest
Accrual Date).
• Internal Budget Transfer - An internal process used by DIA to pay for plan reviews and
permit fees for projects within the City and County of Denver.
• Invitation for Bid - A formal competitive solicitation to contractors to submit a sealed bid
for a specific project based on the detailed scope of work and design and technical
specification requirements outlined in the Invitation for Bid offering documents.
• Invoice - A Contractor or Consultant's request for payment for services rendered. A proper
invoice as defined in the contracts is required before payment can be made.
• Job Hazard Analysis - Is a systematic method of analyzing, before the fact, each phase of
work to be performed to complete a contract: identifying potential hazards to a safe
operation and then developing procedures which will be used to control or remove those
hazards.
• Joint Venture - An agreement in which the parties agree to develop, for a finite time, a new
entity and new assets by contributing equity.
• Latent Defect - A latent defect is any defect that has been uncovered or discovered after
the Project has been completed and accepted by the Owner. The defect can be related to
either material, equipment and/or workmanship quality.
• Length of statute of limitations: The statute of limitations for claims concerning
construction defects is two years after the claimant knew or should have known
about a "physical manifestation" of the alleged defect. (A different statute of
limitations applies to claims based upon potential third-party liability.)
• Length of statute of repose: The statute of repose imposes an absolute bar on
claims after six to eight years (depending on when the claim arises) after substantial
completion of the construction.
• Lease Agreement - All tenant design and construction activities shall comply with the terms
and conditions set forth in the contractual agreement between the tenant and the Airport,
i.e., a “Lease Agreement”, an “Operator Agreement”, a “Site Access Permit”, or any other
form of written agreement with the Airport to conduct business at DIA.
• LEED Rating System - The LEED rating systems, created by the U.S. Green Building Council
(USGBC), are internationally accepted benchmarks for the design, construction, and
operation of high performance green buildings. The LEED rating and certification system is
the industry's gold-standard for environmentally sustainable building and is recognized

industry-wide by architects, engineers, developers, and other building professionals, many

of which have been designated "LEED Accredited Professional." The LEED rating systems
are grouped into five main categories: Building Design & Construction, Interior Design and
Construction, Operations & Maintenance, Homes, and Neighborhood Development (These
categories also correspond to the LEED professional credentials).
• Lessons Learned - The capture of lessons learned on a project is an ongoing process which
starts with project setup and concludes with project closeout.
• Letter of Authorization - A letter issued by DIA stating a project has been approved for
construction and required by CCD Development Services in order to initiate the Plan Review
and permit process.
• Letter of Intent – DSBO - A written communication from the proposer or bidder to the City
indicating the Bidder/Proposer has or will enter into a contractual relationship with the
MBE/WBE or that its Subcontractor(s) and supplier(s), manufacturer(s), manufacturers'
representative(s) and broker(s) will do so. It specifies the estimated project cost that will be
performed by the specific MBE/WBE.
• Letter of Intent – FAA - A letter issued by the FAA to a Sponsor (Airport) assuring they will
receive Federal funding over the duration of the project.
• Level I Schedule - Milestone Schedule, also known as the Preliminary Schedule or Master
Schedule.
• Level II Schedule - Overall Project Schedule with summary activities.
• Level III Schedule - Work Breakdown Summary Schedule.
• Level IV Schedule - Detailed Activity Schedule, aka Design Baseline Schedule, or Overall
Progress Schedule, or Contract Baseline Schedule, or Design Schedule, or Construction
Schedule, or Final Schedule.
• Liquidated Damages (LDs) - Predefined monetary amounts that, in the event of a contract
breach, compensate for the loss of expected use of the finished project.
• Log-in-Number - A number assigned by the CCD Development Services when construction
plans are submitted review.
• Lump Sum - A contract where an Owner agrees to pay a Contractor a definite and fixed
price amount for completing a project.

• Lump Sum Contract – A forward priced contract that establishes a single sum or several
sums for a well-defined scope of work. For construction contracts, it is usually procured
through a low-bid process. For professional services, it is usually negotiated after a firm is
selected through a qualifications based selection (QBS).
• M/WBE Participation Goal - A goal establish by the DSBO for participation M/WBE goals for
project expenditures. The participation goal is a percentage stated as the amount of project
cost performed by qualified MBE/WBE DBE firms in relation to the total overall project cost.
• Manager – Manager means the Manager of Aviation. Wherever the term Manager is used
in the Contract Documents, such term refers only to the Manager of Aviation and not to any
individual to whom the Manager has delegated authority.
• Markup - Amount added to the Work allowed for Profit.
• Master On-Call Contract/Task Order Contracts - On-call Contracts awarded to Consultants
or Contractors to create a group of pre-approved and pre-qualified entities to perform
professional services and/or construction related activities at DIA. Master On-Call Contracts
use Task Orders as a flexible streamlined procurement method to acquire professional
services and/or construction related services.
• Matman - The Materials Management Supervisor forwards the signed Spare Parts and
Overstock Log CM 65 to Material Maintenance where the information is loaded
• Maximo - Maximo is an Enterprise Asset Management System. It is designed to track Assets
and their respective locations and the cost of maintaining those Assets. Maximo will collect
data to assist you in managing and supervising work, labor, materials and failures.
• Meeting Minutes – Record of discussions between participants and serves to document
decisions reached at the meeting. Meeting minutes must be both comprehensive and
concise because they will be considered part of the official record of the project as well as
provide a record of issues and action items.
• Milestone – A selected strategic event of significant importance to the progress of the
project.
• Mitigation - Action taken to reducing the severity, seriousness, or financial impact of a
project.
• National Environmental Policy Act (NEPA) - An Act signed into law on January 1, 1970 that
establishes national environmental policy and goals for the protection, maintenance, and

enhancement of the environment. A NEPA evaluation is required for all Federal funded
projects.
• Negative Float – Scheduling term used to describe the amount of time a scheduled
activity’s start or completion has delayed the critical path.
• Negotiation Session Agreement - An agreement that reach between an Owner and a
Contractor that usually centers around additional charges associated with their scope,
estimated costs, and any request for schedule extension.
• Negotiations - Negotiations is a process to reach an equitable mutual agreement between
the Owner and the Contractor on any item related to the contract documents or project
such as proposals and changes to a contract provision.
• Non-Conformance Report (NCR) - If the Project Manager or DIA QA Inspector or Special
Inspector has discovered a defect and determined that the Contractor has violated a CCD
Building Code, FAA Regulation or believes the Non-Conformance issue is more substantial
and cannot be rectified by the Contractor without the Designer of Record (DOR) issuing a
design for, or approving a proposed remedy the Project Manager or Special Inspector will
issue a Non-Conformance Report (NCR) – Form CM 23 to the Contractor within 24 hours.
o Notice to Apparent Low Bidder
o Notice to Proceed
• Notice to Proceed - Once a contract has been executed Business Management Services will
send a Notice to Proceed to the Contractor which signifies the start of the work.
• Not-to-Exceed Contract - A cost-type contract where the contractor is compensated for
actual costs incurred plus a fixed fee subject to a ceiling price.
• On Call (Master contract) (OCM) - A contract awarded to Consultants or Contractors to
create a group of pre-approved and pre-qualified entities to perform professional services
and/or construction related activities at DIA.
• On Call Professional Services - See Master On-call/Task Order Contracts.
• On-Call Contracts - On-call Contracts are master contracts, which are awarded to
Consultants or Contractors to create a group of pre-approved and pre-qualified entities to
perform professional services and/or construction related activities at DIA.
• Operating Licenses - Licenses required for certain equipment and systems, and are issued
after certification testing has been successfully completed.

• Operational Audit - In an effort to assist the Project Manager manage his contracts, the
Airport Infrastructure Management Division’s management will periodically perform an
operational audit reviewing samples of the Project Manager’s records for timeliness of
responses, uniformity, completeness of logs, and accuracy of work product.
• Outside Consultant - Contracted staff, hired through a competitive process, to either
support DIA staff or design a project.
• Overall Project Schedule - Logic defining the total Planning, Design, and Construction
timeline and activities of a Project
• PeopleSoft - An integrated software package that provides a wide variety of business
applications to assist in the day-to-day execution and operation of business processes. Each
individual application, such as Financials, Customer Relationship Management and Human
Resources, interacts with others to offer an effective and efficient means of working and
reporting in an integrated fashion across the enterprise”
• Percent Complete – An estimate of the amount of work completed compared to the total
project.
• Performance Enhancement Plan Report (PEPR) – Formal annual evaluation developed for
employees of City & County of Denver as part of their performance review process.
• Plan Review - A review of construction plans and specification perform by the City and
County of Denver in order to ensure the project has been design using the correct and latest
codes and local requirements.
• Post Project Evaluation - A post project evaluation is done at the conclusion of each project
in order to capture events, issues and subsequent resolutions for use by Project Managers
on other projects.
• Potential Change – An identified issue for which no action has been taken. The issue may
impact the scope, schedule, or cost of a project. This item is tracked and managed by the
Project Manager.
• Potential Claim – An issue with undefined merit such as an outstanding change that is not
settled. This is an issue that has been identified by the Contractor or project team but there
is no notice and no action taken yet. This item is tracked and managed by the Project
Manager.

• Primavera Contract Management – a software system developed by Oracle to manager

projects.
• Primavera P6 Reporter – Part of the Primavera software system used to track labor hours.
• Product Data - Illustrations, standard schedules, performance charts, instructions,
brochures, diagrams, warranties and other information furnished by the Contractor to
illustrate a material, product, or system for some portion of the Work.
• Professional Services Contract - A legal agreement between an Owner and a Consultant to
provide professional or management consulting services.
• Progress Reporter - Primavera system used by Development to track every employee’s time
against projects, including CIP, O&M and tenant projects.
• Project - The total construction of which the Work to be provided under the Contract
Documents may be the whole or a part as indicated elsewhere in the Contract Documents
and may include construction by separate Contractors.
• Project Closeout - A contract is not considered complete until final closeout has been
achieved. The Project Manager has the authority to determine when the deliverables of the
contract have been met and the project has been completed.
• Project Control Number - A number established by the Project Controls Administrator that
is used to identity a project.
• Project Coordination - The Project Manager is responsible for coordinating activities
between the various parties involved in the project. This coordination effort includes the
timely exchange of information with the Contractor/Consultant, the Designer, the FAA (as
applicable), City agencies, outside agencies, (eg. Denver Water, Wastewater, Xcel, etc.) and
stakeholders and customers. Project coordination will be on the agenda for every pre-
construction meeting and in each progress meeting.
• Project Definition - Defined standardized process for all projects that ensures all necessary
information required for management to make critical go/no go decisions is presented
accurately, completely, and in a manner conductive to making comparative judgments.
• Project Delivery Method - The approach by which the project is delivered to the owner
• Project Document Control - It is the Project Manager’s responsibility to maintain document
control over all documents associated with the project. The Project Manager will use Unifier
as a project management system for managing these documents.

• Project Information Manage System - One or more software application and a methodical
process for collecting and using project information.
• Project Initiator – A person or group that requests any type of improvements, upgrades,
changes and construction of new facilities to occurs at DIA.
• Project Manager - The City representative who has day to day administrative responsibility
of the project under the Contract.
• Project Master Schedule – The complete project schedule. The schedule includes permits,
utilities, design and construction. The schedule includes the design team and construction
schedules as developed and approved.
• Project Registration (LEED) - Registration of a project serves as a declaration of intent to
certify a building or neighborhood development under the LEED Green Building Rating
Systems. Registration provides access to a variety of tools and resources necessary to apply
for LEED certification.
• Proposal - A written response to an Owner’s published requirements contained in a
Request for Proposal (RFP) or an invitation for bids.
• Punch List - During Pre-Final or Final Acceptance Inspections, work that is found to be
deficient, needing repair or in nonconformance with the contract requirements such as
loose bolts, damage, unsatisfactory workmanship, etc., is identified on a punch list.
• Quality Assurance – monitoring the quality of the Quality Control process.
• Quality Control - Monitoring and managing the quality of the work on a day-to-day basis.
• Record Drawings - All changes in CADD format in the Projects and any deviations between
the drawings and the work actually performed, no matter how insignificant, including all
clarifications made during construction based on marked-up prints, Change Directives (CD)
s, Change Orders (CO), Request for Information (RFI), drawings and other data furnished to
the Consultant by the City and City. The Consultant shall maintain on an ongoing basis from
Contractor Notice to Proceed to Construction Contract Final Completion the Record
Drawing information based upon information provided by the City. Annotations in the title
block shall be removed and “Project Record” and date of Final Construction Contract
Completion shall be entered in the Title Block.

• Recovery Schedule – A schedule developed with the addition of resources and/or working
hours or through re-sequencing of activities in order to make up lost time on a negatively
impacted schedule.
• Registered Design Professional (RDP) – The professional organization hired by the Owner
to perform the design and engineering of the project. They are responsible for developing
the Statement of Special Inspections for the project. They are something referred to the
Designer of Record. They can also be employed by the Owner to perform the special
inspections.
• Remaining Duration - The amount of time left to complete an activity or project. The
Remaining Duration is established by evaluating the remaining work to be performed and
assigning a value. The entity responsible for updating progress on the schedule will
evaluate at each update cycle.
• Request for Information (RFI) - The formal mechanism the Contractor or Consultant shall
use to submit any requests for information or clarification of Contract Drawings, Technical
Specifications, clarification of ambiguous drawings and/or language contained in the
contract, or to correct errors discovered in the contract documents or problems discovered
during construction, etc.
• Request for Proposal - A solicitation process the airport uses to advertise and elicit cost
proposals from potential Consultants or Contractors for a specific work project or service
• Request for Qualifications - A solicitation process for the pre-qualification stage of the
procurement process
• Risk - Potential loss of value
• Risk Management - The identification, assessment, and prioritization of risks
• Rough Order of Magnitude (ROM) - A rough calculation of cost based on limited
information, detail, and scope for a Project
• Safety Risk Management - A document the FAA may determine is required to be part of the
Construction Safety and Phasing Plan (CSPP). If required, both documents are submitted to
the ADO.
• Sales Tax Exemption Certificate - Allows certain materials used in the construction or
renovation of a project for a tax exempt entity to be purchased free of State, RTD, and
District sales taxes.

• Samples - Physical examples that illustrate materials, equipment, or reasonable

workmanship, and establish standards by which the Work will be judged.
• Schedule of Valuation - An estimated value of specific construction activates established by
the City and County of Denver used to deter the cost of plan review and permit fees.
• Schedule of Values - is a detailed statement furnished by a contractor outlining the portions
of the contract sum. It allocates values for the various parts of the work and is also used as
the basis for submitting and reviewing progress payments
• Schedule Update - The action of reporting the status of activities of a current schedule to
reflect the latest progress. A schedule update shall not make any changes to the original
durations, activity relationships, constraints, costs, add or delete activities, or alter the
schedule logic when updating the schedule, except as' approved by the Project Manager.
• Schematic Design/Preliminary Design - Phase of the design of a project that usually contains
the basic layout of the project which could include civil, architectural, mechanical, and
electrical flow diagrams.
• Scope Modification - Any project change that impacts the schedule or has a cost impact and
either reduces, increases, or otherwise modifies the scope of an established project during
the course of the project's development and implementation.
• Scope of Work - The technical description of work to be performed under the contract. This
part of the contract defines what the vendor/contractor will accomplish in terms of
deliverables and schedule requirements.
• Second Party - A company that the Owner has agreed to contract with to perform services.
• Selection Scoring Criteria - Data elements and weighting parameters used to evaluate
proposals for the project.
• Sensitive Security Information (SSI) - Is information that the Transportation Security
Administration (TSA) has determined to reveal a systemic vulnerability of the aviation
systems, vulnerability of aviation’s facilities to attack, or be detrimental to the security of
the airport if disclosed to unauthorized persons.
• Serialized Number - A unique code assigned for identification of a document
• SharePoint - A web application framework and platform developed by Microsoft that
integrates intranet, content management and document management. Used at DIA as a
document repository.

• Shop Drawings - Also referred to as Supplemental Drawings. Drawings, diagrams and other
data specifically prepared for the Work by the Contractor, any Subcontractor,
manufacturer, Supplier, or distributor, to illustrate some portion of the Work and which will
be used in the construction of the Work when reviewed and accepted for such use by the
Designer or the City.
• Short List - Part of a contract awarding and selection process where a list is developed by
the Owner which contains a specified group of companies which is based on their response
to published requirements.
• Six Point Inspection Plan - DIA’s Six-point inspection plan - The Project Manager's and QA
Manager’s staff ensures that the Contractor utilizes the following six-point Quality Control
inspection plan to verify the conformance of the work performed by the Contractor to the
Contract Documents. Refer to Technical Specification 014510.
• Sole Source - Goods or service only available from one source and cannot be substituted by
another.
• Special Conditions - modify and/or clarify specific provisions in the Contract Documents
and/or to modify the Standard Specifications
• Special Inspection Agency – A City and County of Denver (CCD) approved agency hired by
the Owner to manage the special inspections program and perform the required special
inspections for projects. The SIA is an extension of the CCD Building Inspection Department
and reports directly to the Building Official.
• Special Inspections Manager– The person hired by the SIA to manage and supervise the
special inspections operations of the agency. The SIM reports to the Building Official.
• Special Inspector – an individual employed by the SIA that is certified in a particular field in
construction as a special inspector. Special inspectors shall be approved in writing by the
Building Official.
• Special processes - Including, but not limited to, heat treating, hydrostatic testing, fiber
optic cable testing, cable high potential testing, and welding are accomplished by qualified
personnel properly trained and appropriately certified using written procedures prepared in
accordance with Contract Drawings, Technical Specifications and the codes and standards
referenced therein.
• Sponsor - A term the FAA uses that refers to the Owner of an airport. They may be a public
agency, a private owner, or a State entity that is associated with a public-use airport.

• Stakeholder – Individuals, companies, tenants, agencies that contribute or are beneficiaries

and or risk bearers to the operation and organization of the Airport.
• Statement of Qualifications - The information requested from interested proposers.
• Statement of Special Inspections - Document developed by the Registered Design
Professional (aka Designer of Record (DOR)) that identifies the materials, systems
components, and/or work required to have special inspection or testing for each portion of
the work.
• Stored materials - Are defined as permanent materials or equipment, not yet incorporated
into the work, that are delivered to the site on the airport property or at other sites in the
vicinity that are acceptable to the Owner.
• Subcontractor - A person or entity having a contract with the Contractor or other
Subcontractor of any tier to perform work at the Work site, including the provision of labor,
materials, equipment, supplies, tools, services, or other items or services, or any
combination thereof. However, this definition is not intended to limit in any way the
prevailing wage obligations of the Contractor, as defined by federal, state or local law, or to
alter the statutory rights of Subcontractors.
• Subject Matter Expert - Individuals identified by the appropriate section or division leader
as personnel able to provide meaningful information about a particular discipline.
• Submittal - Submittals are the mechanism used by the Contractor to obtain the Owner’s
approval of pay applications, shop drawings, schedules, materials and equipment, etc.
proposed to be incorporated into the work. Occasionally the approach to be used in
performing certain elements of work is also the subject of a submittal.
• Substantial Completion - The Work has progressed to the point that the City can
beneficially occupy or utilize the Work for the purpose for which it is intended, and the
Work complies with all applicable codes and regulations, including, if required, issuance of a
certificate of occupancy, or certificate of suitability for use from the appropriate
governmental agencies, as determined by the Manager in his sole discretion. The Deputy
Manager will advise the Contractor in writing when Substantial Completion of the Work has
been achieved.
• Supplier - Any material or equipment Supplier having a contract with the Contractor, a
Subcontractor, Supplier, or other entity of any tier, to furnish or deliver materials, supplies,
tools, equipment, or other items to the project, but not performing labor at the Work site.

However, this definition is not intended to limit in any way the prevailing wage obligations
of the Contractor, as defined by federal, state or local law, or to alter the statutory rights of
Suppliers.
• System for Award Management (SAM) - Federal government website that houses
information on debarred entities.
• System Shutdown Request - Any work performed on an existing operating mechanical or
electrical system such as but not limited to: plumbing, cathodic protection, HVAC, fire alarm
and detection, fire protection, lighting, communications, data, security systems, elevators
and escalators, baggage handling system, passenger loading bridges systems and roadways
– landside.
• Task Order - Task Orders issued under the Master On-call Contract are individual contracts
awarded and are similar in nature to individual contract awarded through other Project
Delivery Methods.
• Task Order Contract - One of several "on-call" contracts procured by the City & County of
Denver that does not have a specific scope of work, but includes provisions for the Project
Manager to add work to the contract on a Task Order basis. Each Task Order includes a
defined scope, schedule, and cost for reviews.
• Tenant - Tenant is a business, company, person or agency conducting business on airport
property.
• Tenant project - A tenant project is, by definition, funded by the tenant. It does not use City
funds.
• Time and Material - A contract where the Owner agrees to pay the cost for direct labor at a
fixed rate and for all materials used at their actual costs plus an allowed agreed upon
markup amount for Contractor’s fees.
• Unit Price - A contract where estimated quantities of items included in the project are
quoted with fixed unit prices.
• Unit Price Contract - Contract type utilized for certain projects where exact quantities are
difficult to estimate. It includes an estimated quantity for various materials or construction
components to be utilized in the construction of the work, which is established by the
Designer of Record and verified by the CM. Contractors compete for the low bid through
totaling a combination quantity and pricing for each line item. Line items have an estimated

quantity and are priced on a given unit such as linear foot (LF), Square Yard (SY), Cubic Yard
(CY), etc ... or even containing Lump Sum or allowance line items.
• Value Engineering - Is defined as "the art of developing a plan to maximize value while
minimizing cost”. It is a systematic, multi-discipline approach designed to optimize the value
of each dollar spent on a project.
• Warranty period - The date the Certificate of Substantial Completion is executed serves as
the basis for initiating the warranty period per Standard Specifications for Construction
General Contract Conditions – Section 1801.4B.
• Weekly Construction Progress Meeting - The most important operational meeting between
the Contractor and the Project Manager is the Weekly Construction Progress Meeting. This
meeting is intended to foster the professional and orderly completion of the project,
addressing such topics as coordination, progress, quality, safety, open issues, and planning.
• Work - The construction and services required by the Contract Documents and includes all
labor, management, administration, supervision, materials, supplies, manufactured
components, equipment and services provided or to be provided by the Contractor to fulfill
the Contractor's obligations under the Contract.
• Work Breakdown Structure (WBS) - A coded, detailed, hierarchical configuration of all work
that must be accomplished to manage the project, providing the basic framework to plan,
manage, and execute the project
• Work Days - Business days according to the days of business conducted by the City &
County of Denver.
END OF SECTION

1.3 ORGANIZATION CHARTS
The latest AIM Development Organization Chart can be found on the DIA Intranet Site
at: AIM Development Organization Chart
END OF SECTION

Version 1.0 - 05/14 Section 1.3 - Organization Charts Page 27 of 630
1.4 ABBREVIATIONS & GLOSSARY

• AAO - Affirmative Action Officer
• AASHTO - American Association of State Highway and Transportation Officials
• ACI - American Concrete Institute
• AFI - Air Filter Institute
• AGTS - Automated Guideway Transit System
• AISC - American Institute of Steel Construction
• AISI - American Iron and Steel Institute
• AITC - American Institute of Timber Construction
• AMCA - Air Moving and Conditioning Association
• ANSI - American National Standards Institute, Inc.
• APA - Air Pollution Emission Notes
• APWA - American Public Works Association
• ASCE - American Society of Civil Engineers
• ASHRAE - American Society of Heating, Refrigeration and Air Conditioning Engineers
• ASME - American Society of Mechanical Engineers
• ASNT - American Society for Non-Destructive Testing
• ASTM - American Society for Testing and Materials
• AWS - American Welding Society
• AWNA - American Water Works Association
• BID – Building Inspection Division, Department. of Public Works
• CCD – City & County of Denver
• CCR - Contractor Change Request
• CCRL - Cement & Concrete Reference Laboratory
• CDOH – Colorado Department of Highways or Colorado Department of Health

Version 1.0 - 05/14 Section 1.4 - Abbreviations & Glossary Page 28 of 630
• CDOT – Colorado Department of transportation

• CM - Construction Manager
• CMEC – Concrete Materials Engineering Council
• CN - Change Notice
• CO - Change Order
• COD - Change Order Directive
• COE – Corps of Engineers (see also USACE)
• CPM - Critical Path Method
• CR - Change Request
• CRSI - Concrete Reinforcing Steel Institute
• CSI - Construction Specifications Institute
• DFD – Denver Fire Department
• DIA - Denver International Airport
• DOT - United States Department of Transportation
• DOR - Designer of Record (also known as Registered Design Professional)
• DWB – Denver Water Board
• EEO - Equal Employment Officer or Equal Employment Opportunity
• EIS - Environmental Impact Statement
• EPA - Environmental Protection Agency
• FAA - Federal Aviation Administration
• FCC - Federal Communications Commission
• FHWA - Federal Highway Administration
• FM – Factory Mutual Association
• GCC - General Contract Conditions
• IBC - International Building Code

• IFB – Invitation for Bid

• IFC - International Fire Code
• IEC - International Electric Code
• IPC - International Plumbing Code
• ICBO - International Conference of Building Officials
• IEEE - Institute of Electrical and Electronic Engineers
• ITA - Independent Testing Agency
• MIL - Military Specifications (Naval Publications and Forms Center)
• MSS - Manufacturers Standardization Society of the Valve and Fittings Industry
• NAAB - National Association of Air Balance
• NACE - National Association of Corrosion Engineers
• NBS - National Bureau of Standards (now called National Institute of Standards and
Technology)
• NCR - Non Conformance Report
• NEC - National Electric Code (NFPA 70)
• NECA – National Electrical Contractor’s Association
• NEMA - National Electrical Manufacturer’s Association
• NESC - National Electrical Safety Code
• NFC - National Fire Code (as published by NFPA)
• NFPA - National Fire Protection Association
• NGS – National Geological Survey
• NICET - National Institute for the Certification of Engineering Technologies
• NIST - National Institute of Standards and Technology
• NLMA – National Lumber Manufacturer’s Association
• NOAA – National Oceanic and Atmospheric Administration
• NRMCA - National Ready Mix Concrete Association

• NTP – Notice to Proceed

• OSHA - Occupational Safety and Health Administration
• PCA - Portland Cement Association
• PCI – Pre-stressed Concrete Institute
• PDM – Precedent Diagram Method
• PEPR – Performance Enhancement Plan Report
• PM – Project Manager
• PS – Product Standard of NIST (National Institute of Standards & Technology)
• QA - Quality Assurance
• QC - Quality Control
• RDP – Registered Design Professional (also known as Designer of Record)
• RFI - Request for Information
• RFP – Request for Proposal
• RFQ – Request for Qualifications
• SC – Special Contract Conditions
• SDI – Steel Door Institute
• SIM – Special Inspections Manager
• SMACNA - Sheet Metal and Air-Conditioning Contractor's National Association
• SME – Subject Matter Expert
• SSPWC - Standard Specifications for Public Works Construction
• TCP - Traffic Control Plan
• TO – Task Order
• TOD – Task Order Directive
• TSA – Transportation Security Administration
• UBC - Uniform Building Code (published by ICBO)

• UL - Underwriters Laboratories, Inc.

• UMC - Uniform Mechanical Code (published by ICBO)
• UPC - Uniform Plumbing Code (published by ICBO)
• USC - United States Code
• USACE - U.S. Army Corps of Engineers
• WBS - Work Breakdown Structure
• Yellow Book – 2011 version of the General Contract Conditions
END OF SECTION

1.5 LINE OF AUTHORITY

A. BACKGROUND
1. This section will provide a background of key roles that will be described further
throughout the sections of this document
B. ROLES AND RESPONSIBILITIES
1. Manager of Aviation - The Manager of Aviation is responsible for all aspects of the
Department of Aviation including the Operations and Maintenance at DIA. This
position is appointed by and reports directly to the Mayor of the City & County of
Denver.
2. Deputy Manager of Aviation – Airport Infrastructure Management - The Deputy
Manager is the official who reports directly to the Manager of Aviation and has
supervisory responsibility over the Sr. Directors, Directors, and the Project
Managers, either directly or through another position. This position is exclusively
responsible for the management and control of designing, planning, construction,
reconstruction, remodeling, repair, and maintenance of all Denver Airport System
facilities. The Deputy Manager reports directly to the Manager of Aviation and may
delegate their authority to specific intermediate positions as they see fit.
3. Senior Director – Airport Infrastructure Management - Has the overall responsibility
to manage the design and construction functions, energy management, baggage
system, and project control functions of the Airport Infrastructure Management
Division. This position reports directly to the Deputy Manager - Airport
Infrastructure Management.
4. Director – Airport Infrastructure Management - Has the overall responsibility and
authority for the execution of the design and the construction of projects. There are
3 Directors, one managing all work associated with roadways and airfields, one
managing all facilities, and one managing technical programs. These positions
reports directly to the Senior Director, Airport Infrastructure Management.
5. Engineer/Architect Supervisor – Airport Infrastructure Management - Supervises
Engineering/Architectural staff who are assigned a task of applying technical
expertise to a project from scoping through construction. Responsible for the
successful coordination, oversight and completion of all project management
activities. The Supervisor may delegate project management activities and tasks as

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deemed appropriate. This position reports directly to the appropriate Director,

Airport Infrastructure Management.
6. Project Manager - The Project Manager is the City representative who has day to
day administrative responsibility for the execution of construction projects. They
are officially responsible for developing project scope, project budget, project
management, administration, and oversight of all aspects related to the design and
construction of the project. The Project Manager reports directly to the appropriate
Director.
7. Contract Administrator - The Contract Administrator is responsible for providing
support to the Project Manager for the day-to-day administration of the Contract.
Depending upon their assigned discipline their responsibilities include but are not
limited to: monitoring, recording and expediting the submittals of technical data,
shop drawings, QA/QC reports, etc.; control and release of all revised Engineering
and contract documents, maintaining various project logs such as correspondence,
defective reports, submittals, drawings, etc., support the Project Manager with
contract negotiations, and developing and issuing changes associated with the
project. The Contract Administrator reports directly to the Project Manager.
8. Inspectors - Inspectors are responsible for the daily surveillance, inspection, and
documentation of the Contractor’s work, ensuring that it conforms to the contract
drawings, specifications and the Contractor’s Quality Control Plan (as approved by
the Project Manager). Inspectors are assigned to a project by the appropriate
Director and take direction from and report directly to the QA Manager.
9. Project Controls – is the quantitative resource control subset of the project
management process. Their main concern is with the metrics of projects such as
time cost and other resources. They are involved in planning, scheduling, project
reporting, cost engineering and estimates, change management and risk and delay
claims.
10. Contractor - The person, firm, corporation or entity with whom the Owner has
entered into a Contract.
11. For a complete breakdown of the Lines of Authority for all DIA organizations, refer to
Introduction 1.3 Organization Charts of this Guideline.

C. PROCESS
1. N/A
D. DOCUMENT CONTROL
1. N/A
E. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Introduction 1.3 Organization Charts
END OF SECTION

1.6 BUDGETING AND FUNDING (CIP / O&M / AIP)

A. BACKGROUND
1. This information associated with this section is being defined. Completion of this
section is pending.
2. Project Manager shall be diligent about ensuring that any budget funds are
encumbered immediately, prior to the start of their project.
END OF SECTION

Section 1.6 - Budgeting and Funding (CIP / O&M /
Version 1.0 - 05/14 Page 36 of 630
AIP)
1.7 PROJECT MANAGER RESPONSIBILITIES

A. BACKGROUND
1. The Project Manager is ultimately responsible for the project they are managing.
Throughout this guideline the roles are bolded where responsibility is defined.
Additionally, the responsible parties are listed at the beginning of each section.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Project Manager
D. PROCESS
1. The Project Manager responsibilities include, but are not limited to:
2. During the initiation of a project the Project Manager will prepare the project
definition, define the internal and external customers, prepare and verify the project
budget (Design cost, Construction Management cost, Construction cost, Contingency
cost) with the Performance Budget team.
3. Enforce all requirements and provisions of the Professional Services and
Construction Contracts assigned.
4. Coordinate contract administrative issues and procedures with the appropriate
Director as applicable.
5. Coordinate project requirements and actions with DIA: Planning, Operations,
Maintenance, Finance, Procurement, Security, and any other DIA sections or
stakeholders impacted by the project as applicable.
6. Coordinate Contractor quality control (QC) and DIA quality assurance (QA)
requirements and actions with the appropriate Director as applicable.
7. Conduct daily field visits to ensure that the Contractor is performing in compliance
with the contract documents and the approved QC Program.
8. Coordinate contract interface issues with the appropriate Director as applicable,
other Project Managers, and other DIA divisions and sections.

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9. Be aware of and coordinate with the Denver Building Inspection Department

inspections and other regulatory inspection agencies, including all special
inspections.
10. Receive, log, track, and distribute project submittals using DIA’s electronic
management systems.
11. Establish field-level communications between the Project Manager’s staff and the
Contractor’s staff.
12. Conduct contract preconstruction meetings, progress meetings, and construction
coordination meetings, and issue minutes as required.
13. Produce required contract documentation and reports in a timely manner.
14. Coordinate the preparation and prompt issuance of written responses to Contractor-
initiated correspondence.
15. Coordinate methods of materials measurement for payment as required.
16. Review and approve Contractor monthly payment applications for forwarding to
Business Management Services.
17. As directed, prepare and issue changes, review and negotiate cost, functionality,
and/or time impacts in conjunction with Project Controls, and process change
orders.
18. Perform monthly reviews of the Contractor’s current work schedule and report
findings to the appropriate Director as applicable.
19. Coordinate the preparation of preliminary and final punch lists, equipment testing
and startup, owner training, and contract closeout proceedings.
20. Conduct regular self-audits of contract documentation.
We should consider if we want to include a quick periodic peer review of the
contract documents in the project folders as an internal control.
21. Review the Designer’s pre-bid documents for liability and constructability as
requested.
22. Coordinate the resolution of design issues with the Designer of Record.
23. Prepare and maintain a Project Daily Diary which shall include, at a minimum,
weather conditions, names of visitors, verbal communications, problems or Non-

Conformance issues, brief descriptions of Contractor’s progress, and a record of the

Project Manager’s staff on duty that day with a brief description of their activities.
24. Assist the City and/or the FAA on an as-needed basis with project matters.
25. Review and approve Record Documents.
26. Finalize and Close-out the Contract. This includes coordination with Project Controls
to ensure all project documentation is archived appropriately, and coordination with
Finance to ensure the project budget is closed-out in order to avoid accruing
additional expense through the capitalized interest cost allocation.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

1.8 STANDARDS OF CONDUCT

A. BACKGROUND
1. DIA Capital Improvement Projects (CIP) are funded by the City and County of
Denver, and to a lesser extent through Airport Improvement Program (AIP) grants
issued by the FAA. As such, all rules, regulations and City and County of Denver
standards of conduct, DIA Personnel Manual and Reference Guide, federal, state, or
government contracting procedures apply to Department of Aviation.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Global Marketing and Communications Division
2. Prime Contractor
3. Project Management Team
4. Project Manager
D. PROCESS
1. Ethics
a. The following quotation, taken from the Federal Acquisition Regulations (FAR),
illustrates the basic principle underlying all the various statutes and regulations
relating to standards of conduct when doing government business. The quote is
equally applicable to those persons participating in construction projects at DIA:
1. “Government business shall be conducted in a manner above reproach and
except as authorized by statute or regulation, with complete impartiality and
with preferential treatment for none. Transactions relating to the
expenditure of public funds require the highest degree of public trust and an
impeccable standard of conduct. The general rule is to avoid strictly any
conflict of interest or even appearance of a conflict of interest in
government-contractor relationships. While many Federal laws and
regulations place restrictions on the actions of government personnel, their
official conduct must be such that they would have no reluctance to make a
full public disclosure of their actions.”

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b. Knowing these basic principles is not enough. The Project Manager’s

responsibility is to apply these principles in everyday situations.
c. For more information on ethics, see the Denver Code of Ethics.
2. Media and Public Information
a. Construction activity at Denver International Airport has been and remains
highly visible, both politically and economically. Because of this, public curiosity
about DIA is a constant. There is virtually no such thing as a casual inquiry.
b. The Project Manager, by virtue of position, will undoubtedly be approached by
persons or groups not affiliated with or otherwise involved in the Project
Manager’s projects who are seeking information or insights on a variety of
matters. The Project Manager’s immediate response must be courteous and
automatic, explaining the Project Manager is not authorized to discuss any
aspects of the project and refer them to the Global Communications and
Marketing Division.
3. Business Relationships
a. It is important to recognize that establishing a good working relationship with
our design and construction industry partners provides many mutual benefits.
The expertise, dedication and professionalism that each party brings to the
project provide the basis for achieving our ultimate goal of producing a quality
product, on time and within budget. Expected results of good business relations
are enhanced productivity, better quality, a safer work environment, fewer
claims, improved cost control, and speedier construction. A professional,
organized and positive approach, as exhibited by the Project Manager, will
contribute to the success the project and the Division.
b. The following appearances of impropriety must be avoided at all costs:
1. Favoring or giving preferential treatment to a Contractor or Consultant
during a competitive process
2. Using a public position for private gain
3. Losing impartiality or credibility
4. Unauthorized release of confidential information

5. Accepting favors or gratuities of any kind from a DIA Contractor or

Consultant
6. Offering favors or gratuities of any kind to a DIA Contractor or Consultant
7. Publicly socializing, on a regular basis, with (perceived) contractual
adversaries
8. Failing to include upper level management in the decision-making process
when appropriate
9. Complacency with spoken or written words including those of subordinates.
4. Physical Demeanor
a. The actions and appearance of the entire Airport Infrastructure Management
Division, including the Deputy Manager, will be a determining factor in the level
of success and achievement our programs attain. The following basic principles
must be understood and applied daily by all members of the Project
Management Team:
1. When in the presence of a Contractor always remain in the Team mode.
Differences of opinion or discussions among staff, while encouraged by the
Project Manager, must be handled privately.
2. Allow Contractors the greatest possible latitude within contract provisions in
the choice of construction equipment and techniques.
3. Ensure that a representative of the Prime Contractor is present at all
meetings or discussions with a Subcontractor.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other

a. DIA Personnel Manual and Reference Guide

b. Denver Code of Ethics
END OF SECTION

1.9 FOLDER FORMAT AND DOCUMENT SERIALIZATION

A. BACKGROUND
1. These guidelines establish minimum requirements for the correspondence tracking
system and the folder format required for electronic storage of project documents.
B. KEY TERMS
1. Correspondence tracking system
2. Project Controls Number
3. Serialized number
C. RESPONSIBILITIES
1. Consultant
2. Contractor
3. Project Controls Administrator
4. Project Manager
D. PROCESS
1. Correspondence Tracking System and Logs
a. If a Consultant or Contractor has an existing correspondence tracking system
that serializes and logs correspondence that it would like to use it for its’
correspondence control requirements, that correspondence tracking system
must be submitted for review and is subject to written approval by the Project
Manager.
b. All project correspondence, submittals, plans sketches, drawings reports, etc.
shall be produced, transmitted, and stored, in an electronic format. All forms of
written or electronic communications, transmittals, memos, letters, emails, etc.,
must carry serialized numbers, be logged on a the Incoming Correspondence Log
Form CM-56 or the Outgoing Correspondence Log Form CM-57, and final
electronic copies filed with the appropriate project records as outlined below.
2. Project folder setup
a. The Project Manager will send a request to the Project Controls Administrator
to setup a Project Controls number for their project. After receiving

Section 1.9 - Folder Format and Document
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Serialization
confirmation the Project Controls number has been setup, the Project Manager
will setup the project folders to hold the project documents. Each project is
unique and only those folders with anticipated activity need to be setup.
3. Document Serialization- The format of the folder and document serialization is the
combination of the Project Controls Number and 4 (2 digit) level identifiers. The
required format for the project folder structure and the serialization of all
correspondence is as follows.
a. Project Controls number:
1. 3 digits alpha – DEV (AIM- Development)
2. 2 digits numeric – Year
3. 2 digits numeric – AIM Section Number
4. 1 digit alpha – FMT Sub-Section
5. 3 digits numeric – Sequentially Assigned
6. PC# Example: DEV1350A001
b. Folder Number
1. Level 1 - 2 digits to identify the Task Order # (if applicable, 00 is the default
value if no Task Order).
2. Level 2 - 2 digits to identify the individual sections, 01 - Planning, 02 -
Environmental, 03 - Design, and 04 - Construction.
3. Level 3 - 2 digits to create logical sub-sections within the Planning,
Environmental, Design, and Construction sections.
4. Level 4 - 2 digits to create detailed steps within the sub-sections.
5. The complete folder format will look as follows:
a. DEV1360A001.01.01.01.01
c. The final step in the document serialization process is to prefix the filenames
within each folder with: 01 filename, 02 filename, 03 filename, etc. Exception:
Documents that already have a specific document tracking number like Change
Orders, RFIs, & Task Orders etc. do not require an 01, 02, 03 prefix.
4. The complete folder structure outline is as follows:

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Serialization
5. The full list of the Project File Folders can be found in the “PM Manual” folder on the
Project Controls Section site.
E. DOCUMENT CONTROL
1. Documentation of Document Tracking System
2. Incoming Correspondence Log
3. Outgoing Correspondence Log
F. REFERENCES
1. Form link
a. Incoming Correspondence Log Form CM-56
b. Outgoing Correspondence Log Form CM-57

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Serialization
2. Process link
a. N/A
3. Other
a. Project Controls Section site
END OF SECTION

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Serialization
1.10 COMMUNICATIONS
A. BACKGROUND
1. The success of any project is ultimately determined by the Project Manager’s ability
to communicate effectively, internally and externally. This includes with his staff,
DIA division and section managers, the Contractor and everyone that is or could be
impacted by the project.
2. The need for communication and knowledge management in successful project
delivery is to facilitate the exchange of information among project team members,
to assist the flow of the right information to the various stakeholder, and to capture
knowledge gained for use in future projects
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Contractor
2. Contractor’s Project Manager
3. Project Manager
4. Project Manager’s Staff
D. PROCESS
1. In order to achieve effective communication, the lines of communicate need to be
strictly adhered to and all project personnel need to have access and/or be provided
the latest project information. All communication with the Contractor will be
through the Project Manager. The Project Manager should be aware of the basic
forms used to manage a project. They are as follows.
a. Verbal Communication
b. Written Communication
c. Email Communication
d. Telephone Communication
2. Verbal Communication

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a. The key word for verbal communications is “caution”. If a statement cannot be

backed up in writing, it should not be made. A general list of rules to be followed
regarding the spoken word is as follows:
1. Verbal communications are not a substitute for written communications.
2. All verbal communications with the Contractor regarding any aspect of the
contract documents must be followed up in writing by serialized letter within
24 hours documenting the discussion. Undocumented communication is
open to misinterpretation, oversight, or deliberate contrary interpretation.
b. The Project Manager’s staff shall not allow themselves to be trapped into an
immediate verbal response for the sake of expediency. Take the time necessary
to consider the situation and research the issue so that the ultimate response,
even if verbal is sufficient and correct.
c. The Project Manager’s staff shall not give verbal direction to any of the
Contractor’s crews or Subcontractors. They shall not direct the Contractor’s
work, superintend the job, or determine the means and methods of
construction.
d. All verbal communication shall be polite, professional, impersonal and will stick
to the facts.
e. No change to the contract will be allowed by just verbal communication. Verbal
agreements not supported by a written document shall not be enforced by DIA
Management.
3. Written Communications
a. Whether the communication is in letter, email, memorandum, or in report form,
it must follow the basic rules stated below:
1. All formal contract communication will be in writing from the Project
Manager to the Contractor’s Project Manager. However, communication
procedure may be stipulated in the Contract. The Project Manager must
verify who is designated to receive written communication.
b. Written communications are never accusatory. The communication states the
facts and is expressed in a neutral tone with no inflammatory verbiage. The
“tone” of all written communication shall be professional and factual.

c. The Distribution Sheet Form CM-64 is used to transmit documents. The

distribution sheet contains the names of those persons who will receive and/or
who are expected to comment on various contract documents.
1. The requested action should be clearly stated on the Distribution Sheet.
2. Serialized correspondence that is self-transmitting does not require a
distribution sheet (eg. Submittals CM-30).
d. All outgoing written communication should be typed in a letter format on DIA
letterhead, serialized, dated and signed by the Project Manager or sent as an
email from the Project Manager.
e. Immediately rescind or supersede a prior written communication if it is
determined that an error, an oversight or a false statement was included
therein. If a communication rescinds a previous one, clearly state the reason for
the new communication.
f. Written communications clearly reference previous or related communications
regarding the subject matter.
g. Serialized correspondence from the Contractor is listed on an Incoming
Correspondence Log Form CM-56.
h. Outgoing serialized letters are listed on an Outgoing Correspondence Log Form
CM-57.
i. Written communications are never used as the instrument to change any of the
requirements or provisions of the contract documents.
4. E-mail Correspondence
a. E-mail can serve as a quick response to questions, project issues and matters or
contract or transmissions of project information. Email correspondence shall be
logged in their respective correspondence logs and filed under the appropriate
folder.
b. Email correspondence will be factual, professional and should not include
opinions.
c. Emails become part of the contract records.
5. Telephone Communications

a. All important telephone conversations between the Project Manager, their staff,
and the Contractor, or other relevant personnel should be formally documented
in the Telephone Log Form CM-66 and filed in the project files.
b. Important telephone calls include but are not limited to discussions regarding
safety, quality, schedule, issues/disputes, legal, support services and potential
changes.
E. DOCUMENT CONTROL
1. Distribution Sheets
2. E-mails
3. Incoming Correspondence Log
4. Outgoing Correspondence Log
5. Telephone Log
6. Written Correspondent
F. REFERENCES
1. Form link
a. Incoming Correspondence Log Form CM-56
b. Outgoing Correspondence Log Form CM-57
c. Distribution Sheet Form CM-64
d. Telephone Log Form CM-66
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

1.11 OFFICE MANAGEMENT

A. BACKGROUND
1. The objective of this section is to establish procedures related to:
a. Facilities, Equipment, & Vehicles
b. Project Coordination
c. Project Document Control
d. Audits During the Project
e. Reports
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Airport Infrastructure Management Division Administrator
2. Consultant/Contractor
3. DIA QA Materials Testing Administrator
4. Director
5. Maintenance Control
6. Project Controls P6 Administrator
8. Project Manager
9. QC Coordinator
10. Supervisor
D. PROCESS
1. Facilities, Equipment, & Vehicles
a. The City will obtain and provide the Project Management Team with those
facilities, equipment items and vehicles required to conduct its operations and
perform its duties. However, it is the responsibility of the Project Manager to
identify and obtain any items that are required but not initially furnished. If the

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authority to obtain any items is beyond that of the Project Manager (trucks,
furniture, office space, etc.), the Project Manage will inform the appropriate
Director of the equipment or material needed. The Project Manager is
responsible for managing the inventory of all items provided by the City, to
maintain proper care of such items, to arrange for scheduled maintenance (as
necessary), to designate its use among the Project Manager's staff, and to
return same in good working order to the City upon completion of the project
b. Regarding City-provided vehicles, insurance is provided by the City on a
conditional basis to City employees. Coverage will apply only upon the condition
that its use is limited to on-site travel or for direct business matters during off-
site travel. Non-City employees; i.e., Project Management, Inspection Services,
and Material Testing Laboratory contract employees, are to be covered through
insurance provided by the contract holder and its Subcontractors. For insurance
coverage to be in effect, a City Business Vehicle Request and Status Change Form
is completed with and approved by their Immediate Supervisor and the
appropriate Director or Senior Director for all City and non-City employees. The
Airport Infrastructure Management Division Administrator is responsible to
obtain the necessary information and verify that the City Business Vehicle
Request and Status Change Form has been prepared and submitted for each
applicable staff member to utilize a City provided vehicle. City vehicles may not
be driven home. City vehicles may not be taken home. If any vehicles that need
to be taken off airport property, the Project Manager must contact
Maintenance Control first which will log the event.
2. Project Coordination
a. The Project Manager is responsible for coordinating activities between the
various parties involved in the project. This coordination effort includes the
timely exchange of information with the Contractor/Consultant, the Designer,
the FAA (as applicable), City agencies, outside agencies, (eg. Denver Water,
WasteWater, Xcel, etc.) and stakeholders and customers. Project coordination
will be on the agenda for every pre-construction meeting and in each progress
meeting.
The Project Manager is responsible for informing their Director of outstanding
management or contract administrative issues. The Project Manager will also

inform the Director when initiating coordination issues that affect other DIA
sections, other projects (and other Project Managers), or outside agencies.
b. The Project Manager is responsible for coordinating contract provisions or
construction issues which affect and involve other projects shall be coordinated
between the affected Project Manager(s). When a coordination effort is
contractually assigned to the Contractor, the issue shall be documented and
monitored by the Project Manager as outlined in Technical Specification Number
013100. Remember a Contractor's failure to coordinate his work in accordance
with the contract is a breach of that contract.
c. The Project Manager is responsible for coordinating with the DIA QA Materials
Testing Administrator. Coordinating the field testing technicians must be
initiated by the Project Manager after confirming with the Contractor’s Project
Manager and their QC Coordinator the time table for testing and inspecting. The
DIA Project Manager must recognize and understand the project’s testing
requirements and notify the QC Coordinator at least one week in advance of the
required test(s). The Contractor’s QC Coordinator and the Project Manager
should arrange for direct communications between themselves and the DIA field
technician. In order to properly schedule the DIA Material Testing group, it is
the contractor’s responsibility to identify activities that will require QA Material
testing on their 2 week look ahead schedule and to advise the Project Manager,
24 hours in advance of any such activity requirements.
d. The Project Manager is responsible for coordinating Issues regarding design
problems or design changes are coordinated between the Project Manager and
the Designer of Record. See also Design Activity 11.8 Changes to Design.
e. The Project Manager is responsible for coordinating requests for information by
the FAA, State agencies, City, DIA sections or the Contractor is coordinated
between the Project Manager and the appropriate Director to ensure that the
Project Manager's response is appropriate, accurate and complete.
3. Project Document Control
a. It is the Project Manager’s responsibility to maintain document control over all
documents associated with the project. The Project Manager will use a project
management system and SharePoint for managing these documents. Project
drawings and specification, RFI’s, CCRs, Change Orders, and correspondence sent

and received are managed through the project management system. Contract
related documents such as the executed contracts, NTPs, meeting minutes,
Safety/Environmental, Insurance etc are stored and managed in SharePoint. The
SharePoint contract file system is set up to accept all documentation associated
with the project. The project management system is interfaced with SharePoint
so that all attachments in system are automatically transmitted to the correct
project folder in SharePoint. Any revisions to the drawings and/or specifications
are to be uploaded into project management system and distributed to the
contractor and appropriate groups or agencies. Large files greater than 100MB
cannot be uploaded into this system. Those large files must be uploaded directly
into the appropriate SharePoint project folder.
b. Consultant/Contractor’s Document Control – By contract, the
Consultant/Contractor is responsible for maintaining their own document
control system to ensure the project is being engineered and constructed in
accordance with the contract documents and Owner’s requirements.
4. Audits During the Project
a. DIA Project Manager – The Airport Infrastructure Management (AIM) Division
will periodically audit the Project Manager’s records to assist in managing their
contract. This audit will be based on uniformity, completeness and accuracy of
work being performed. The audit will be documented and a copy of the results
will be supplied to the Project Manager. Suggestions for improvements will be
made to the Project Manager. The intent of this audit is to ensure DIA, the City
and FAA (if applicable) that the project is being managed properly, budgets and
schedule status is being maintained, and that procedures are being followed.
b. The Project Self-Audit Checklist Form CM-12 is to be completed and filed as
evidence the audit was performed.
5. Reports
a. Bi-Monthly Progress Report (twice per month)
1. This is a required report with project data updated by the Project Manager
using P6. The Project Manager should immediately notify the DIA Project
Controls Administrator if there are any issues with access, data entry, or
generating the report.

2. The DIA Project Controls Administrator generates the reports and distributes
to AIM - Development Management.
b. The Bi-Monthly Progress Reports shall include but not be limited to:
1. Updating the monthly progress of the project
2. Updating the current budget
3. Determining the Estimate at Completion (EAC)
4. Determining the present day project completion percentage
5. Determining an updated project completion date.
6. Explanation of issues and variances.
E. DOCUMENT CONTROL
1. City Business Vehicle Request Form
2. Sample Bi-Monthly Progress Report
3. Status Change Form
F. REFERENCES
1. Form link
a. City Business Vehicle Request Form
b. Status Change Form
2. Process link
a. N/A
3. Other
a. Sample Bi-Monthly Progress Report
b. Design Activity 11.8 Changes to Design
c. Project Self-Audit Checklist Form CM-12
END OF SECTION

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1.12 PERSONNEL MANAGEMENT

A. BACKGROUND
1. The Project Management team is typically a compilation of qualified City and County
of Denver employees and private Consultant(s) who have an executed Professional
Services contract between the City and the Consultant(s). The Senior Director with
assistance from the Director(s) is responsible for the administration of these service
contracts, which includes approving any management personnel assigned to the
Project Manager’s Project Management team.
B. KEY TERMS
1. Performance Enhancement Plan Reports (PEPRs)
C. RESPONSIBLE PARTies
1. Director
2. Project Manager
3. Senior Director
4. Supervisor
D. PROCESS
1. Planning and Selection
a. The Senior Director, the appropriate Director and the Project Manager will
review résumés, conduct interviews (as needed), and make final decisions for
additions to the Project Manager’s Project Management Team. Final approval of
the Consultant’s personnel and authorization to mobilize will reside solely with
the Senior Director. Once assigned to a project, the Project Management staff
will report to and take direction from the Project Manager.
b. In the event that a project requires additional or reduced staff, the Project
Manager will immediately bring the matter to the attention of the appropriate
Director to determine the appropriate course of action.
2. Indoctrination
a. The Project Manager is responsible for familiarizing each new member of the
Project Manager’s staff with the requirements of the Airport Infrastructure
Management Division, key DIA staff personnel, project customers and

stakeholders, the contents of this Project Management Guidelines, and with the
project(s) to which the Project Manager’s staff are assigned. This indoctrination
is one of the Project Manager’s key management priorities.
3. Utilization
a. As the project team office manager, the Project Manager will prepare and
maintain an office work plan (i.e., staff duty assignments, workloads and work
schedules) that shall minimize work backlogs and avoid overtime assignments
unless absolutely necessary.
b. All staff overtime must be pre-approved by either the appropriate Director or
Senior Director.
c. The Project Manager will inform his staff of their job descriptions, duty
assignments and the associated performance standards they are expected to
meet.
d. The Project Manager is responsible for coordinating with the appropriate
Director to obtain adequate facilities, equipment and vehicles, and for providing
working conditions that promote job safety, efficiency and effectiveness.
4. Evaluation
a. Both quality and quantity of staff performance are reasonable and realistic
measures by which the Project Manager will evaluate his team’s performance.
Performance Enhancement Plan Reports (PEPRs) may be required by the Project
Manager for all City employees on the team. DIA consultants may request the
Project Manager provide them with feedback on their staff performance. The
Project Manager shall keep the immediate Supervisor and appropriate Director
apprised of personnel issues, and shall conduct regular discussions with
individual staff members, to strengthen relations, provide a mentoring
environment, and improve performance.
b. If a staff member’s performance declines, or if conduct becomes a problem
beyond the Project Manager’s ability to resolve, the Project Manager will discuss
the matter with the appropriate Director.

E. DOCUMENT CONTROL
1. Performance Enhancement Plan Reports (PEPRs)
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Sample Performance Enhancement Plan Reports (PEPRs)
END OF SECTION

1.13 ANNUAL REVIEW & UPDATE OF THE BACKGROUND

A. BACKGROUND
1. In order to facilitate continuous improvement the Project Management Guidelines
should be reviewed periodically and updated according to both review findings and
suggestions from end users.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Project Controls
2. Project Management Guidelines Review Team
D. PROCESS
1. The Airport Infrastructure Management - Project Controls will be responsible for
managing and coordinating the updates to the Project Management Guidelines.
2. Once rolled out, for the first year updates will be made on a quarterly basis. After
that Project Controls will re-evaluate the update process and determine if the
updates will be performed on a semi-annual or annual basis for that upcoming year.
3. If necessary, the Project Management Guidelines may be updated at any time to
facilitate any new or revised procedures and/or processes.
4. All proposed modifications to the Guidelines shall be submitted to the Airport
Infrastructure Management Project Management Guidelines Review Team,
(consisting of the Senior Director, Directors, Project Controls, Project Managers and
Contract Administrators (as needed)) for review and approval prior to incorporating
into the Project Management Guidelines.
5. All revisions shall be recorded in a Revision Log to capture the substance and date of
each revision. This provides an audit trail of all modifications. The Project Manager
will email notifications of new or modified procedures shall be made to all Airport
Infrastructure Management Staff.
6. As the document matures, not less than at least annually, the entire Project
Management Guidelines shall be reviewed for content and edited as necessary. This
annual review shall be documented.

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Background
E. DOCUMENT CONTROL
1. Revision log
2. Documentation of annual review
F. REFERENCES
1. Form link
2. Revision log
3. Process link
a. N/A
4. Other
a. N/A
END OF SECTION

Section 1.13 - Annual Review & Update of the
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Background
1.14 ANNUAL TRAINING & REVIEW OF THE PROJECT MANAGEMENT GUIDELINES

A. BACKGROUND
1. To assure that all Project Staff understand, follow, and utilize the Project
Management Guidelines, annual training and review of the guidelines will be
conducted.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Contractors
2. Project Managers
3. Project Staff
D. PROCESS
1. Training
a. This section is under development
2. Annual Review
a. Annually each Project Manager will review the Project Management Guidelines
and re-affirm (via the Annual Review of Project Management Guidelines
Certification) their understanding of the contents of the document and
acknowledge they are following the current procedures contained in the Project
Management Guidelines.
E. DOCUMENT CONTROL
1. Annual Review of Project Management Guidelines Certification
F. REFERENCES
1. Form link
a. Annual Review of Project Management Guidelines Certification
b. N/A
2. Other

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a. N/A
END OF SECTION

Section 1.14 - Annual Training & Review of the
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2. PROJECT DEFINITION
2.1 PROJECT DEFINITION
A. BACKGROUND
1. Continual improvements, upgrades, changes and construction of new facilities are
ongoing activities that occurs at DIA. In order to incorporate these improvements
into projects, the Project Initiator must:
a. Clearly defined the goals, benefits, objectives, scope of work, budget and
schedule utilizing the AIM Project Request Form (CM-82).
b. Submit this information to AIMProjectDefinition@flydenver.com for review by
Senior AIM Leadership and possible approval.
2. The Airport Infrastructure Management (AIM) Leadership will determine whether
to proceed to further develop a business case or kill the project based on key
elements provided in the Project Request Form (CM-82).
3. If the initial decision is to proceed, the Project Initiator will complete the AIM Project
Data Definition form (CM-83) and coordinate with their AIM’s Division Financial
Analyst to develop a comprehensive Business Case.
4. The Business Case is sent to Capital Planning Committee for evaluation. If the
Business Case is granted “Go” status, the AIM’s Divisional Financial Analyst will
initiate the Project Delivery Process.
5. A request for any improvement, upgrade, change and construction of a new facility
can be made by anyone affiliated with DIA including tenants, maintenance,
governmental agencies, city agencies, etc (aka Stakeholders).
6. Unless the work is identified as a pure maintenance responsibility, the design and
construction of all new improvements, upgrades, changes and new facilities are
done through AIM Development Group.
7. For any of these activities to occur or before any type of resources are assigned to a
project for implementation, AIM Development must have a clear and accurate
project definition (SOW, project budget and schedule).
8. The tool used for developing this project definition is called a Business Case.
Chapter 2 - Project Definition

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a. The Business Case is developed by the Project Initiator and the AIM’s Divisional
Financial Analyst with support from various entities throughout DIA.
b. Each component of the Business Case is essential in developing a common
understanding of the project and its details.
c. If it is determine that AIM Development support is required for the
development of this project, AIM Leadership must approve before any type of
resource is assigned to assist.
B. KEY ITEMS
1. Business Case
2. Project Initiator
3. Stakeholder
C. RESPONSIBILITY
1. AIM Development
2. AIM Senior Leadership
3. Capital Planning Committee
4. Deputy Manager of Aviation
5. Director
6. Divisional Financial Analyst
7. Finance
8. Maintenance
9. Sr. Director
10. Tenants
D. PROCESS
See Project Definition Workflow
1. This project definition process pertains only if AIM Development is involved in
providing assistance in the development of the Business Case/Project. There may
also be situation where AIM Development is also the Project Initiator.

2. The Project Initiator (Stakeholder, Customer) identifies the need for the proposed
project, its objectives, and benefit to DIA.
3. Project Request Form (CM-82)
a. The Project Initiator completes the Project Request Form (CM-82).
b. The Project Request Form (CM-82)is submitted to AIM Leadership via
AIMProjectDefinition@flydenver.com for evaluation and a determination on
whether to proceed with the development or assist in the development of the
Business Case.
1. If the project requested needs to be performed on a fast track basis, AIM
Leadership will immediately assign a Project Development Team to assist
with the development of the Business Case.
c. Determination is made by AIM Leadership whether to assign a Project Manager
and support team to provide assistance with the request.
1. If approved to proceed, AIM Leadership completes the Project Request Form
(CM-82), assigns a Project Manager, and returns the completed form to the
Project Initiator.
2. If determined not to proceed with the request, the Project Request Form
(CM-82)is forwarded back to the Project Initiator stating a reason for the
denial or delay of the proposed project.
4. Project Data Definition form (CM-83)
a. The assigned Project Manager contacts Project Initiator, notifying them they
have been assigned to assist them in completing the Business Case. This
assistance usually involves developing cost estimates and project schedules.
1. Before any AIM personnel provide assistance with the development of the
Business Case, the Project Initiator must complete the Project Data
Definition form (CM-83) with preliminary information of the project and have
it signed by the required personnel identified on the form.
2. The AIM Project Manager is not to begin any work until this form is fully
executed.
b. The AIM Project Manager assists the Project Initiator in completing the Project
Data Definition form (CM-83).

c. The Project Initiator completes the Business Case and attaches Project Data
Definition form (CM-83).
5. Business Case
a. The Project Initiator submits the Business Case to their Divisional Financial
Analyst for finalization.
b. The Divisional Financial Analysis submits completed Business Case to the
Capital Planning Committee.
c. The Project Initiator notifies Project Manager of the Capital Planning
Committee’s decision.
d. If the Business Case is approved, the Project Manager will:
1. Verify with Finance that the Project is funded and the funds are encumbered.
2. Complete Project Control’s Project Request Form and forward it to them so
that the project is set-up in the project management system.
3. The Project Manager initiates work on Project.
e. If the Business Case is not approved, it is returned to the Project Initiator and a
possible determination is made if further action is required.
E. DOCUMENTS CONTROL
1. Business Case
F. REFERENCES
1. Form Link
a. Project Request Form (CM-82)
b. Project Data Definition form (CM-83)
2. Process Link
a. Project Definition Workflow
3. Other
a. Business Case Sample
END SECTION
2.2 PROJECT DEFINITION - ENERGY MANAGEMENT

Version 1.0 - 05/14 Section 1.1 - Page 67 of 630
A. BACKGROUND
1. When a project is being considered for development or in the scoping phase a key
factor that must be considered is energy related impacts (mostly Building/shell and
MEP) and energy savings opportunities. It is at this point of development life-cycle
costing and interoperability with other existing systems or infrastructure or with
other pending projects can most easily be considered.
2. A variety of incentives are available from Xcel Energy’s Demand-Side Management
(DSM) program, including rebates and/or financial support for energy-related
studies and designs. These incentives are intended by Xcel and the Colorado Public
Utilities Commission (PUC) to improve the business case for energy reduction
devices and strategies in order to encourage those devices and strategies. Knowing
about these incentives during project development can lower the net cost of a
particular project, thus improving the Business Case and getting projects approved
by Management and Finance.
3. In many cases, Xcel/Public Utilities Commission imposes requirements that must be
completed early in the process in order to qualify for payments.
4. The benefits and requirements of these various incentive programs vary widely and
they change periodically. DIA’s Energy Manager, with help from DIA’s Xcel Account
Manager, keeps track of those changes and can help with the application and
approval process through Xcel.
5. DIA also participates in the Xcel Process Efficiency Program (PEP). Through this
program Xcel provides an energy consultant that can assist with our projects in
seeking energy saving opportunities, energy modeling, life-cycle cost equipment
selection, as well as in in the rebate process. This PEP may ease the application
process and allow bonuses on top of the rebates, as long as a particular project is
properly included under that PEP.
6. Tax or other governmental incentives from time-to-time may also be available. Due
to DIA’s tax-exempt status, any tax incentives generally will require some form of
lease, public-private partnership or savings pass-through; and therefore will
introduce considerable complexity and cost. Thus the availability of tax incentives
must be considered early in Scoping to determine whether the complexity and
additional costs may be outweighed by the financial benefits.

Section 2.2 - Project Definition - Energy
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Management
B. KEY TERMS
1. Business Case
2. Colorado Public Utilities Commission (CPU)
3. Xcel Process Efficiency Program (PEP)
4. Xcel’s Energy Demand-Side Management (DSM) Program
C. RESPONSIBILITIES
1. Energy Manager
2. Project Manager
3. Supervisor
4. Xcel Account Manager
5. Xcel Energy Consultant
D. PROCESS
1. At Project Initiation, the Project Manager meets with the Energy Manager to
review the project and discuss possible Energy-related impacts. They assess the
scope of the project and determine if there are any items that can be considered for
incentives or rebates from Xcel.
2. The Energy Manager investigates the Xcel Energy Demand Side Management
program for rebates and/or financial support for energy-related studies and designs,
their impacts to the project and costs, and the timetable for applying.
3. The Energy Manager meets with Xcel’s Energy Consultant for assistance in seeking
energy saving opportunities, energy modeling, life –cycle cost equipment selection,
and rebates.
4. Once the Project Manager, Design Team, SMEs, and Energy Manager determine
which energy related feature(s) are feasible, the Project Manager and Energy
Manager meet with the Project Manager’s Supervisor to review and determine
which features/incentives are to be implemented into the project.
a. The Project Manager meets with the Project Initiator to discuss and ensure the
expected energy savings and rebates are incorporated into the Business Case.

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Management
5. Once the Project Manager is given the approval to proceed with the project, they
will implement the energy saving features into the design and assist the Energy
Manager in applying for the financial incentives and/or rebates.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

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Management
2.3 INITIATION OF A PROJECT IN THE PROJECT INFORMATION MANAGEMENT SYSTEM (PIMS)

A. BACKGROUND
1. This section describes the process for initiating a project on the Project Information
Management System (PIMS)
B. KEY TERMS
1. Capital Improvement Plan (CIP)
2. Operations & Maintenance (O&M)
3. Primavera Contact Management
4. Primavera P6 Progress Reporter
5. Project Information Management System (PIMS)
6. SharePoint
C. RESPONSIBILITIES
1. AIM Development Personnel
2. Director
3. Director’s Administrator
4. Financial Planning and Analysis
5. Project Controls P6 Administrator
6. Project Manager
7. Section Manager
D. PROCESS
1. The Project Manager is responsible for initiating the project setup in the Project
Management System. This system is the tool the Project Manager will use to
monitor costs and manage the project.
2. Prior to performing or proceeding with any work associated with the proposed or
approved task, the Project Manager is responsible for ensuring that a funding
source(s) has been identified.

Section 2.3 - Initiation of a Project in the Project
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Information Management System (PIMS)
3. If a potential project is on the Capital Improvement Plan (CIP), it may already have
funding associated with it. The Project Manager shall verify this with Finance.
4. For projects that are not yet on the CIP list, all preliminary expenses related to
defining and designing the project (prior to approval) will initially be funded through
the appropriate Director’s O&M budget. The Project Controls Administrator will
provide the project budget source number and the Director’s Administrator will set
up the appropriate string to secure the O&M funding.
a. If a project is subsequently approved as a CIP project the Project Manager will
contact Finance to identify the appropriate funding source(s). Additionally, any
expenses initially recorded in the O&M budget for the project will be moved
from O&M into the CIP project budget funding source.
5. Project Setup
a. The Project Manager initiates a project electronically in project management
software by completing the Project Setup form. When completing this form it is
important that email alerts are setup by the Project Manager. By doing this, an
email notification is sent to the Director or Section Manager, to obtain the
necessary approval(s). After sign off, an email will be sent to the Project
Manager notifying them that the project setup has been approved and an email
notification is also sent to the project management system administrators
informing them that a new Project Setup form has been entered into the system.
6. Contract Setup
a. When work on the project is ready to begin (after a contract has been awarded
or a task order has been issued), the Project Manager will complete the Contract
Setup form in the PIMS systems. Once the Project Manager receives an email
notification from the administrator(s) that the contract has been setup, they may
proceed with entering project contract data. Note: The Project Setup form must
be completed and submitted first before the contract can be set up.
b. When completing the Contract Setup form, the Project Manager is responsible
for creating the list of all project team members involved in the project including
all Consultants and Contractors.
7. Project Management and Design Labor Costs

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a. The Project Manager will set up and track labor costs in accordance with the
Project Definition 2.4 Tracking Initial Manpower Costs for Projects section of this
Guideline.
E. DOCUMENT CONTROL
1. Contract Setup form
2. Project Setup form
F. REFERENCES
1. Form link
a. Contract Setup form
b. Project Setup form
2. Process link
a. N/A
3. Other
a. Project Definition 2.4 Tracking Initial Manpower Costs for Projects
END OF SECTION

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2.4 TRACKING INITIAL MANPOWER COSTS FOR PROJECTS

A. BACKGROUND
1. This section describes the process to charge and track internal labor for a project.
B. KEY TERMS
2. General Ledger String Number (GL String)
3. Operations & Maintenance (O&M)
4. Primavera Contract Management (PCM)
5. Primavera P6 Progress Reporter
6. Project Controls Number
C. RESPONSIBILITIES
1. AIM Development Personnel
2. DIA Section Administrator
3. Director
5. Project Manager
6. Finance
D. PROCESS
1. Once the Director has authorized the Project Manager to proceed with the work,
the Project Manager is responsible for monitoring man hours associated with the
project (through the project management system.). This is required whether the
project involves developing just the preliminary concept or all future work
associated with the Design and Construction of the project. Man hours associated
with this task are to be tracked using project management system. The Project
Manager must initiate the project electronically as described in the Project
Definition 2.3 Initiation of a Project in the Project Information Management System
(PIMS) section of this Guideline.

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Projects
a. Recording Man Hours - The Project Manager will provide a unique Project
Controls Number for all DIA staff personnel (City and County of Denver and
Contracted Extended Staff) assigned to a project, to allow them to charge their
time to that project. All personnel are required to enter their time on a weekly
basis.
b. Tracking DIA Staff (City and County of Denver and Contracted Extended Staff) –
In order to track and quantify the time and cost associated with the
development of a potential project, all time spent working on a project shall be
recorded in the project management system.
c. Tracking Consultants - Whenever consultant services are required during the
project, the costs associated with their work will be tracked in project
management system. The Project Manager must set up the Consultant’s
contract as described in the Project Definition 2.3 Initiation of a Project in the
Project Information Management System (PIMS) section of this Guideline.
d. Once a week, the Project Manager will review the hours charged by each project
team member for that particular week and either accept or reject them. Project
management system is the time management tool that Airport Infrastructure
Management uses to monitor the total amount of City and County of Denver and
Contracted Extended Staff man hours spent on the project and the contract. The
Project Manager should consult with the Project Controls Administrator on how
to use this software. All AIM Development personnel working on the project
are required to enter their time on a weekly basis. The Project Manager is
responsible for reviewing the hours charged to the project by each project team
member each week and either accept or reject them.
e. If the hours are rejected by the Project Manager, an email is generated in
project management system, and sent to that individual. The individual will
discuss the situation with the Project Manager, agree on what action should be
taken, and adjust their time accordingly.
2. Procedures for Initiating Task, Project or Contracts
a. Procedures for initiating task, projects and contracts using project management
system are located in the DIA Intranet Airport Infrastructure Management
SharePoint site

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Projects
3. Capital Improvement Project (CIP)

a. If the project will be processed as a Capital Improvement Project, refer to Project
Definition 2.1 – Project Definition of this Guideline.
4. Operations and Maintenance - If a project will be funded through a particular O&M
fund, the Project Manager will perform the following steps.
a. Develop a cost estimate or obtain a cost proposal from a Consultant.
b. Verify with the appropriate DIA Section Administrator there is sufficient funding
for the project.
c. Obtain from the DIA Section Administrator the General Ledger String Number
(GL string) which will represent the project budget number for the O&M funded
projects.
d. Once all of the above information is provided, the project is ready to be setup in
project management system.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Project Definition 2.1 – Project Definition
b. Project Definition 2.3 Initiation of a Project in the Project Information
Management System (PIMS)
c. Airport Infrastructure Management SharePoint site
END OF SECTION
Chapter 3 - Project Delivery Methods

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3. PROJECT DELIVERY METHODS

3.1 GENERAL OVERVIEW
A. BACKGROUND
1. The project delivery process includes three elements:
a. procurement
b. methods
c. contract type
2. Procurement
a. Procurement is the process in which services are solicited.
b. There are three (3) procurement methods used in the Airport Infrastructure
Management – Development section:
1. Request for Qualifications
2. Request for Proposal
3. Invitation for Bid
3. Project Delivery Method
a. A Project Delivery Method is the approach by which the project is delivered to
the owner.
b. There are four (4) Project Delivery Methods used at the airport:
1. Design-Bid-Build (DBB)
2. On Call (Master contract) (OCM)
3. Construction Manager / General Contracting (CMGC)
4. Design Build (DB)
4. Contract Types
a. Contract Types define the contractual arrangements by which the cost of the
project is determined and the parties are compensated.
b. There are four (4) contract types used at the airport:
1. Lump Sum

2. Unit Price
3. Guarantee Maximum Price
4. Time & Material
B. KEY TERMS
1. Construction Manager / General Contracting (CMGC)
2. Design Build (DB)
3. Design-Bid-Build (DBB)
4. Guarantee Maximum Price
5. Invitation for Bid
6. Lump Sum
7. On Call (Master contract) (OCM)
10. Time & Material
11. Unit Price
C. RESPONSIBILITIES
1. Director
2. Project Manager
3. Supervisor
D. PROCESS
1. Procurement
a. The Project Manager shall meet with their Supervisor and Director, review the
requirements of the project, and make a determination of the type of contract to
procure and the services required to complete the project, as described in
Contract Procurement Section 9.3 - Determining the Type of Contract to Issue.
b. The procurement methods are defined and described later in this chapter.
1. Project Delivery Methods Section 3.2 - Request for Qualifications (RFQ)

2. Project Delivery Methods Section 3.3 - Request for Proposal (RFP)

3. Project Delivery Methods Section 3.4 - Invitation for Bids (Firm Fixed Priced
Bids)
c. The procurement document should specify the project delivery method and
contract type.
d. Before the package is put out for bid, the Project Manager is responsible for
reviewing the final offering solicitation package (i.e., RFQ, RFP, Design-Bid-Build,
CM/GC, Design Build, etc.) and confirming all required documents are included.
They should coordinate this effort with Business Management Services
Coordinator.
1. The Solicitation Package Checklist provides by package type the documents
etc. the Project Manager should be looking for and confirming.
a. The project delivery method is determined by either the:
1. Deputy Manager
2. Senior Director of Airport Infrastructure Management (AIM) - Development
3. Director
b. The project delivery method determines the arrangement of relationships
among various parties involved in the design and construction of a project that
establishes the project scope, distribution of responsibility, and risk. The four
project delivery methods are defined and described later in this chapter.
1. Project Delivery Methods Section 3.5 - Design-Bid-Build
2. Project Delivery Methods Section 3.6 - On-Call Master Contracts
3. Project Delivery Methods Section 3.7 - Construction Manager / General
Contractor (CMGC)
4. Project Delivery Methods Section 3.8 - Design-Build
c. The project delivery method defines who is responsible for each of the various
phases of the project (the conceptual design, the detailed design and the
construction) and establishes the nature, timing and responsibility for project

definition boundaries related to the various transitions and “handoffs” for each
of these phases of the project.
d. The project delivery method is separate and distinct from the contractual
arrangements for financial compensation.
e. Contract Type
1. The contract type outlines the contractual arrangements for the financial
compensation.
2. The contract type is determined by either the:
a. Deputy Manager
b. Senior Director of Airport Infrastructure Management - Development
c. Director
3. Project Delivery Methods Section 3.9 - Contract Types (Lump Sum, Unity
Price, Time & Materials, Guarantee Maximum Price)
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. Solicitation package checklist
2. Process link
a. N/A
3. Other
a. Project Delivery Methods Section 3.2 - Request for Qualifications (RFQ)
b. Project Delivery Methods Section 3.3 - Request for Proposal (RFP)
c. Project Delivery Methods Section 3.4 - Invitation for Bids (Firm Fixed Priced Bids)
d. Project Delivery Methods Section 3.5 - Design-Bid-Build
e. Project Delivery Methods Section 3.6 - On-Call Master Contracts

f. Project Delivery Methods Section 3.7 - Construction Manager / General

Contractor (CMGC)
g. Project Delivery Methods Section 3.8 - Design-Build
h. Project Delivery Methods Section 3.9 - Contract Types (Lump Sum, Unity Price,
Time & Materials, Guarantee Maximum Price)
i. Contract Procurement Section 9.3 - Determining the Type of Contract to Issue
END OF SECTION

3.2 PROCUREMENT METHOD - REQUEST FOR QUALIFICATIONS (RFQ)

A. BACKGROUND
1. A Request for Qualifications (RFQ) is typically a solicitation process for the pre-
qualification stage of the procurement process.
2. Issuing the Request for Qualifications gives the Owner the opportunity to reduce the
potential list of proposers by pre-selecting a “short listed” group of qualified
applicants.
3. In the essence of time, the City may enter into a contract with a firm considered the
best value from the RFQ.
B. KEY TERMS
1. Construction Contracts
2. Professional Services Contracts
4. Request for Qualifications Insert text
5. Selection Scoring Criteria
6. Statement of Qualifications
C. RESPONSIBILITIES
1. DIA Business Management Services
2. DIA Business Management Services Office
3. Owner
4. Project Manager
5. Proposers
6. Selection Committee
D. PROCESS
1. A Request for Qualifications (RFQ) is generally used for Professional Services
Contracts, although it can be used for Construction Contracts.
2. The Request for Qualifications package is prepared by the Project Manager and DIA
Business Management Services.

3. The preferred process for using the Request for Qualifications is to seek Statements
of Qualifications prior to issuing the Request for Proposal.
a. If time does not allow, the Request for Qualification may go out as part of a
Request for Proposal, with proposers required to submit responses for both the
Request for Qualification and the Request for Proposal.
b. The Project Manager and DIA Business Management Services Office should
determine the process and timing for issuing a Request for Qualifications,
consistent with Contract Procurement Section 9.31- Procurement Schedule
Timeline.
4. Request for Qualifications content.
a. The Request For Qualification document package is described in the Business
Management Services RFP Policies and Procedures and BMS Contract
Procurement Toolbox, and will generally contain the following sections:
1. Overview & Scope of Work - Description
2. Minority Business Enterprise and Women Business Enterprise Participation
Goal, as described in Contract Procurement Section 9.11 – Minority/Women
Business Enterprise Goal Requirement
3. Insurance Requirements
4. Information to be requested from Consultants for the Statement of
Qualifications
b. Statement of Qualifications - the information requested from interested
proposers should be in narrative form and include:
1. Cover letter stating interest
2. Company information, such as prior work history on projects of similar size
and/or complexity and references
3. Demonstrate experience
4. Key personnel information, such as organization charts and resumes
5. A response to specific issues the project must address
6. Selection Scoring Criteria

Section 3.2 - Procurement Method - Request for
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Qualifications (RFQ)
7. Other information deemed useful by the Project Manager to select a

preferred consultant/contractor.
5. Request for Qualifications Evaluation
a. The Statements of Qualifications will be reviewed and evaluated as described in
Contract Procurement Section 9.24 – Selection Committee Review.
b. If the Request for Qualifications is a distinct process, the Owner will evaluate the
Statements of Qualifications, as per Contract Procurement Section 9.24 –
Selection Committee Review, and select a firm or develop a short list of
candidates that will be invited to subsequently propose or bid on the specific
project through either a Request for Proposal (RFP) or Invitation for Bids (IFB)
process.
c. If the Request for Qualifications is part of the Request for Proposal process, the
Owner evaluates the Statements of Qualifications first.
1. The only proposals that will be reviewed will be those of candidates that are
selected for consideration based on the Statements of Qualifications.
E. DOCUMENT CONTROL
2. Statements of Qualifications
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Business Management Services RFP Policies and Procedures
b. Business Management Contract Procurement Toolbox
c. Contract Procurement Section 9.11 – Minority/Women Business Enterprise Goal
Requirement

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d. Contract Procurement Section 9.24 – Selection Committee Review

e. Contract Procurement Section 9.31- Procurement Schedule Timeline
END OF SECTION

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3.3 PROCUREMENT METHOD - REQUEST FOR PROPOSAL (RFP)

A. BACKGROUND
1. A Request for Proposal (RFP) is a solicitation process the airport uses to advertise
and elicit cost proposals from potential Consultants or Contractors for a specific
work project or service.
2. A Request for Proposal typically asks Consultants or Contractors to respond to their
technical capability, proposed work plan and approach, key personnel and schedule
of prices and quantities.
3. A Request for Proposal provides the Owner with the opportunity to negotiate any
items contained within the proposal.
4. A Request for Proposal is issued after or with a Request for Qualifications.
B. KEY TERMS
1. Final Receipt
2. Performance and Payment Bond
3. Prevailing Wage Schedule
6. Special Conditions
C. RESPONSIBILITIES
1. Consultant
2. Contractor
3. DIA Business Management Services Division
4. Director
5. Owners
6. Project Manager
7. Proposers
8. Supervisor

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Proposal (RFP)
D. PROCESS
1. Use of Request for Proposal process
a. For projects under $1,000,000, only the Request for Proposal process is
necessary to allow a wide range of proposers.
b. For construction projects awarded through a firm fixed price (hard bid) contract
with an estimated value greater than $1,000,000, Executive Order 8 (XO 8)
requires that bidders meet a certain prequalification dollar threshold.
c. For Design Build and CM/GC contracts awarded through a Request for Proposal
and greater than $1,000,000.00, Executive Order 8 (XO 8) also requires
prequalification for the construction activity under the contract. See Contract
Procurement Section 9.15 - Prequalification Board of this guideline for more
detail.
2. Request for Proposal content
a. The Request for Proposal contains a detailed project description, scope of work
and contractual requirements. It also requests information from Consultants as
to how the scope of work will be completed, potentially including basic
corporate information and history, financial information and technical capability.
b. The specific requirements to be included in a Request for Proposals Package, as
well as the process by which to initiate a Request for Proposals, can be found in
the Business Management Services RFP Policies and Procedures and Procedures
for Processing Contracts at DIA Manual.
c. Request for Proposal Package typically includes two sections:
1. Project Requirements
2. Technical Provisions.
d. Project Requirements
1. Notice of Invitation To Propose
a. The Notice of Invitation to Propose explains the project context and how
the project will be managed, as described in the Business Management
Services RFP Policies and Procedures. It includes the following elements:
1. Statement of Sealed Proposals

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Proposal (RFP)
2. Brief description of the project.

3. Proposal submittal requirements, such as due date and location.
4. Information regarding a pre-proposal conference, if any, as described
in Contract Procurement Section 9.19 – Pre-proposal/Pre-bid
conference.
5. Statement of Prequalification applicability, as described in Contract
Procurement Section 9.15 - Prequalification Board.
6. Minority/Women Owned Business Enterprise Participation Goal, as
described in Contract Procurement Section 9.11 – Minority/Women
Business Enterprise Goal Requirement.
b. The Notice of Invitation references the following exhibits:
1. Scope of Work (Exhibit A), as described in Contract Procurement
Section 9.7 – Exhibit A, Project Definition.
2. Scheduling, Progress Reporting, Invoicing, and Correspondence
Control (Exhibit B), as described in Contract Procurement Section 9.8
– Exhibit B, Scheduling, Progress Reporting, Invoicing and
Correspondence Control.
2. Instructions to Proposers
a. The Instructions to Proposers describes the requirements of the proposal
responses which are described in Business Management Services RFP
Policies and Procedures and BMS Contract Procurement Toolbox.
b. The Instructions to Proposers should include an overview of the process,
including criteria, by which the project will be awarded and noticed.
a. All proposals must be in compliance with the prevailing wage schedule.
4. Proposal Forms
a. The following forms must be completed and included with any proposals
submitted:
1. Part 1, Proposal Acknowledgment Letter

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Proposal (RFP)
2. Part 2, Proposal Data Form

3. Part 3, MBE and WBE letter of intent
5. Contract Conditions
a. A reference and link to the Table of Contents to General Contract
Conditions (2011 Edition) should be included, consistent with Contract
Procurement Section 9.16 - General Contract Conditions 2011 Edition –
“Yellow Book”.
b. Any Special Conditions, in addition to the General Conditions, should be
identified. There are 30 items that are considered “special conditions” as
described in Contract Procurement Section 9.17 – Special Conditions.
e. Sample Contract
1. A Sample Contract should be included in the Request for Proposal Package as
an attachment. The Sample Contract should address:
a. Performance and Payment Bond requirements, as described in Contract
Procurement Section 9.13 –Bonds.
b. Certificate of Insurance requirements, as described in Contract
Procurement Section 9.12 – Insurance.
c. Partial & Final Lien Releases, for construction projects, as specified in
Form CM-26 and CM-70.
d. Application For Payment, for task order contracts, as specified in
Application for Payment Form CM-18A.
e. Contractor’s Certification of Payment Form CM-19
f. Daily Quality Control Report Form CM-13
g. Equal Employment Opportunity Provisions
h. CCD Equal Opportunity Clause
i. Affirmative Action Requirements
j. Standard Federal Assurances
f. Part II Technical Provisions

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Proposal (RFP)
1. Division 1: General Requirements

2. Technical Specifications
3. Request for Proposal Submissions
a. The proposals are received in sealed envelopes by a specific date and time, as
determined by the Project Manager and stated in the Request for Proposals.
b. Any proposal received after the specific date and time will be considered out of
compliance and rejected from the review process.
c. The proposals must provide all the required information outlined within the
Request for Proposal documents. Any proposal that does not include all
required information will be considered out of compliance and rejected from the
review process.
d. The Proposals will be reviewed and evaluated as described in Contract
Procurement Section 9.24 – Selection Committee Review.
4. Notice to Apparent Selected Proposer
a. After a contractor has been selected, Notice to Apparent Best Proposer Form PS-
M-008 is completed consistent with Contract Procurement Section 9.25 –
Apparent Best Proposer.
5. Notice to Proceed
a. Notice to proceed with the contract shall not be granted until certain conditions
are met, as identified in the Notice to Apparent Best Proposer Form PS-M-008,
including Affirmative Action and Equal Employment Opportunity requirements.
b. The notice to proceed process is described in Contract Procurement Section 9.28
– Downtown Approval and Notice to Proceed.
E. DOCUMENT CONTROL
1. Request for Proposals Package
2. Proposals received
3. Notice to the Apparent Selected Proposer
F. REFERENCES
1. Form link

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Proposal (RFP)
a. Part 1, Proposal Acknowledgment Letter

b. Part 2, Proposal Data Form
c. Part 3, MBE and WBE Letter of Intent
d. Notice to Apparent Best Proposer Form PS-M-008
e. Partial & Final Lien Releases Form CM-26 and CM-70
f. Application for Payment Form CM-18A
g. Contractor’s Certification of Payment Form CM-19
h. Daily Quality Control Report Form CM-13
2. Process link
a. N/A
3. Other
a. Sample Contract
b. Executive Order 8 (XO 8)
c. Business Management Services RFP Policies and Procedures
d. Contract Procurement Toolbox
e. Procedures for Processing Contracts at DIA Manual
f. Prevailing Wage Schedule
g. Table of Contents to General Contract Conditions (2011 Edition)
h. Contract Procurement Section 9.7 – Exhibit A, Project Definition.
i. Contract Procurement Section 9.8 – Exhibit B, Scheduling, Progress Reporting,
Invoicing and Correspondence Control
j. Contract Procurement Section 9.11 – Minority/Women Business Enterprise Goal
Requirement
k. Contract Procurement Section 9.12 – Insurance
l. Contract Procurement Section 9.13 –Bonds
m. Contract Procurement Section 9.15 - Prequalification Board

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Proposal (RFP)
n. Contract Procurement Section 9.16 - General Contract Conditions 2011 Edition –

“Yellow Book”
o. Contract Procurement Section 9.17 – Special Conditions
p. Contract Procurement Section 9.19 – Pre-proposal/Pre-bid conference
q. Contract Procurement Section 9.24 – Selection Committee Review
r. Contract Procurement Section 9.25 – Apparent Best Proposer
s. Contract Procurement Section 9.28 – Downtown Approval and Notice to Proceed
END OF SECTION

Section 3.4 - Procurement Method - Invitation for
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Bids (Firm Fixed Priced Bids)
3.4 PROCUREMENT METHOD - INVITATION FOR BIDS (FIRM FIXED PRICED BIDS)
A. BACKGROUND
1. An Invitation for Bid is a formal competitive solicitation to contractors to submit a
sealed bid for a specific project based on the detailed scope of work and design and
technical specification requirements outlined in the Invitation for Bid offering
documents.
2. The focus of the invitation for bid is on the bidder's price for project completion,
with less emphasis on the bidder introducing its own ideas.
B. KEY TERMS
1. Final Receipt
2. Invitation to Bid
3. Joint Venture
4. Minority/Women Owner Businesses
5. Non-segregated Facilities
6. Performance and Payment Bond
C. RESPONSIBILITIES
1. Contractors
2. DIA Business Management Services Office
3. Project Manager
D. PROCESS
1. The Invitation to Bid is used when DIA specifies the detailed scope of work and
design and technical specification requirements and the Contractor is commenting
primarily on the price to complete the work.
2. Invitation for Bids Package content
a. The specific requirements to be included in an Invitation for Bids package, as well
as the process by which to initiate an Invitation for Bids, can be found in the

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Business Management Services RFP Policies and Procedures and Business

Management Services Contract Procurement Toolbox.
b. The Invitation for Bid Package typically contains the following documents or
information:
1. Notice of Invitation for Bids
a. The Notice of Invitation for Bids explains the project and includes the
following elements:
1. Statement of Sealed Bids
2. Instruction to Bidders
3. Sample Contract
3. Notice of Invitation for Bids
a. The Notice of Invitation for Bids explains the project and includes the following
elements.
1. Statement of Sealed Bids
2. Pre-bid Conference details, if any, as described in Contract Procurement
Section 9.19 – Pre-proposal/Pre-bid conference.
b. Prequalification requirements, if any, as described in Contract Procurement
Section 9.15 - Prequalification Board.
4. Instructions to Bidders
a. The Instructions to Bidders describes the requirements of the bid responses
which are described the Business Management Services RFP Policies and
Procedures.
b. The Instructions to Bidders should include an overview of the process, including
criteria, by which the project will be awarded.
c. The Instructions to Bidders should include an explanation of the following
requirements to be included in the bid:
2. Completion of Bid Forms

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a. Bid Letter
b. Schedule of Prices and Quantities
c. Bid Data forms
d. List of subcontractors
e. Equal Opportunity Statement
f. Certification of Non-segregated Facilities
g. Bid Bond
h. List of proposed Minority/Women Owner Businesses
i. Letters of Intent (LOIs)
j. Joint Venture Eligibility and Affidavit
3. Rules & Regulations and Bid Conditions
a. A reference and link to the Table of Contents to General Contract
Conditions (2011 Edition) should be included as reference, consistent
with Contract Procurement Section 9.16 - General Contract Conditions
2011 Edition – “Yellow Book”.
b. Any Special Conditions, in addition to the General Conditions, should be
identified. There are 30 items that are considered “special conditions” as
described in Contract Procurement Section 9.17 – Special Conditions.
4. Statement of nondiscrimination in airport employment opportunities
5. Technical Provisions
a. Division 1: General Requirements
b. Division 2: Technical Specifications
5. Sample Contract
a. A Sample Contract should be included in the Initiation to Bid Package as an
attachment. The Sample Contract should address:
a. Performance and Payment Bond requirements, as described in Contract
Procurement Section 9.13 –Bonds.

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b. Certificate of Insurance requirements, as described in Contract

Procurement Section 9.12 – Insurance.
2. Partial & Final Lien Releases Form CM-26 and CM-70, for construction
projects
3. Application for Payment Form CM-18A
4. Contractor’s Certification of Payment Form CM-19
5. Daily Quality Control Report Form CM-13
6. Equal Employment Opportunity Provisions
7. CCD Equal Opportunity Clause
8. Affirmative Action Requirements
9. Standard Federal Assurances
10. Certification of Contracts, Grants, Loans, & Cooperative Agreements
6. Invitation to Bid Submissions
a. The bids are received in sealed envelopes by a specific date and time, as
determined by the Project Manager and noticed in the Invitation to Bid.
b. Any bid received after the specific date and time will be considered out of
compliance and rejected from the review process.
c. The bid must provide all the required information outlined within the Invitation
to Bid documents. Any bid that does not include all required information will be
considered out of compliance and rejected from the review process.
d. The Bids will be reviewed and evaluated as described in Contract Procurement
Section 9.26 – Firm Fixed Price Bids.
7. Notice to Apparent Low Bidder
a. After a contractor has been selected, a Notice to Apparent Low Bidder is
completed consistent with Contract Procurement Section 9.26 – Firm Fixed Price
Bids.

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a. The notice to proceed process is described in Contract Procurement Section 9.28
– Downtown Approval and Notice to Proceed.
E. DOCUMENT CONTROL
1. Invitation to Bid Package
2. Bids received
3. Notice to the Apparent Low Bidder
F. REFERENCES
1. Form link
a. Bid Letter
b. Schedule of Prices and Quantities
c. Bid Data forms
d. Equal Opportunity Statement
e. Certification of Non-segregated Facilities
f. Bid Bond
g. Letters of Intent (LOIs)
h. Joint Venture Eligibility and Affidavit
i. Partial & Final Lien Releases Form CM-26 and CM-70
j. Application for Payment Form CM-18A
k. Contractor’s Certification of Payment Form CM-19
l. Daily Quality Control Report Form CM-13
2. Process link
a. N/A
3. Other
b. Procedures for Processing Contracts at DIA Manual

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c. Prevailing Wage Schedule

d. Table of Contents to General Contract Conditions (2011 Edition)
e. Contract Procurement Section 9.12 – Insurance
f. Contract Procurement Section 9.13 –Bonds
g. Contract Procurement Section 9.15 - Prequalification Board
h. Contract Procurement Section 9.16 - General Contract Conditions 2011 Edition –
“Yellow Book”
i. Contract Procurement Section 9.17 – Special Conditions
j. Contract Procurement Section 9.19 – Pre-proposal/Pre-bid conference
k. Contract Procurement Section 9.26 – Firm Fixed Price Bids
l. Contract Procurement Section 9.28 – Downtown Approval and Notice to Proceed
END OF SECTION

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3.5 CONTRACT TYPE - DESIGN-BID-BUILD

A. BACKGROUND
1. Design-Bid-Build is a project delivery method where the Owner contracts with
separate entities for both the design and the construction phase of a project.
2. This method is also known as:
a. Design-tender
b. Traditional method
c. Hard bid
B. KEY TERMS
1. Construction Documents
2. Design-Bid-Build
3. Hard Bid
4. Invitation to Bid
6. Request for Proposals
C. RESPONSIBILITIES
1. Consultant, Architect or Engineer
2. Contractor
3. Owner
4. Senior Director
5. Project Manager
6. Supervisor
D. PROCESS
1. There are three main sequential phases to the Design-Bid-Build project delivery
method.
a. The design phase
b. The bidding phase

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c. The construction phase (includes commissioning and closeout)

2. Design Phase
a. The Owner retains a Consultant, Architect or Engineer, to design the project and
produce design documents (construction documents) which General Contractors
will bid on. These design documents are used to construct the project.
3. Bid Phase
a. Using the construction documents created in the design phase, the Contractor
submits a bid price for construction of the project to DIA Business Management
Services.
b. DIA Business Management Services reviews the bids and provide the Owner
with a ranking of the bids.
c. DIA is required to accept the lowest responsive bidder unless we note “Best
Value.”
1. If the bids are not acceptable due to high bidder’s responses, the Owner
may:
a. Abandon or delay the project
b. Revise the design to bring the cost down and rebid the project
4. Construction Phase
a. The Construction documents are revised to include any addenda or changes that
were issued and issued the documents for construction.
b. The Project Manager and their team monitor and manage the construction of
the contract until final completion.
5. The project delivery method is determined by either the:
a. Deputy Manager
b. Senior Director of Airport Infrastructure Management – Development
c. Director
6. The appropriate Request for Proposal process, described in Project Delivery Section
2.3 Request for Proposal (RFP), and Invitation to Bid process, described in Project

Delivery Section 2.4 Invitation for Bids (Firm Fixed Priced Bids), is used to solicit
Consultants and Contractors.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Project Delivery Section 2.3 Request for Proposal (RFP)
b. Project Delivery Section 2.4 Invitation for Bids (Firm Fixed Priced Bids)
END OF SECTION

3.6 CONTRACT TYPE - ON-CALL MASTER CONTRACTS

Refer to the following workflows:
- Task Order Justification Workflow

A. BACKGROUND
1. The On-call contracting process is a flexible streamlined procurement method
issuing Task Orders to acquire professional services and/or construction related
services allowing projects to be completed quickly and efficiently.
2. On-call Contracts are master contracts, which are awarded to Consultants or
Contractors to create a group of pre-approved and pre-qualified entities to perform
professional services and/or construction related activities at DIA.
B. KEY TERMS
1. Fixed Fee
3. On-call
4. Project Delivery Methods
5. Task Order
C. RESPONSIBILITIES
1. Consultants
2. Contractors
3. Deputy Manager
4. Director
5. Project Control’s Chief Estimator
6. Project Controls Estimator
7. Project Manager
8. Senior Director
9. Supervisor

Section 3.6 - Contract Type - On-Call Master
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Contracts
D. PROCESS
a. Deputy Manager
b. Senior Director
c. Director
2. On-call Contracts are awarded through the Request for Proposal process, as
described in Project Delivery Section 2.3 Request for Proposal (RFP).
3. Contract Value
a. The On-call master contracts have a maximum contract value. However, no City
funds are encumbered when the master contract is executed.
b. The original contract “value” is zero at the time the On-call Contract is executed.
c. Encumbrance against the master On-call Contracts does not occur until Task
Orders are issued.
4. Task Orders under an On-call
a. In On-call contracts, work projects are issued through the Task Order process.
1. Task Orders issued under the Master On-call Contract are individual
contracts awarded and are similar in nature to individual contract awarded
through other Project Delivery Methods.
2. Task Orders are aggregated under and accrete to the master contract. Task
Orders may be issued up to the total contract amount of the master contract
value.
3. Task Orders can be issued for professional services or construction services,
and identify the scope of work, timeline, and funding sources for a particular
project or service.
b. Issuing a Task Order - General
1. Task Orders are issued through three processes:
a. negotiated with a single On-call company
b. issued as a Task Order Directive

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Contracts
c. competitively bid between 2 or more existing On-call companies

2. Task Orders issued under a competitive bid are awarded similarly to the
Invitation to Bid (IFB) process, as described in Project Delivery Section 2.4
Invitation for Bids (Firm Fixed Priced Bids), with the exception that the
bidders consist only of the existing On-call companies currently under
contract at DIA.
3. Prior to issuing any services or work under a task order a Task Order
Justification Form PS-22 (Professional Services) or Task Order Justification
Form CM-46 (Construction) must be completed by the Project Manager and
approved by either the Director or Senior Director (based on the threshold
dollar amount as stated on the form)
c. Issuing a Task Order - Professional Services
1. Under an On-call Contract, when a project is approved, the Project Manager
prepares an On-call Services Request for Proposal Form PS-02 that describes
the scope of the project, provides drawing and specification references, the
time duration for the project and all appropriate forms.
a. Prior to completing this form, the Project Manager and Director
determine if the costs for the project will be handled as a negotiated
price or a fixed fee.
b. Once completed the Project Manager will forward this On-call Services
Request for Proposal Form PS-02 to the appropriate Consultants(s).
2. Negotiated proposals with a single On-call company
a. Consultants are required to submit an Exhibit F Task Order Fee Proposal.
1. Exhibit F Task Order Fee Proposal is a detailed multi-tabbed file that
reflects all the labor, material, equipment, sales tax, and
subconsultant cost of a project allowing a clear view of the rollup of
the project cost.
2. The summary tab aggregates all the cost together and stratifies the
project by: Material & Labor cost, M/WBE vs. non-M/WBE cost, Cost
by Phase.

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Contracts
b. The Project Manager reviews submitted Exhibit F Task Order Fee

Proposal with Project Controls Estimator and the appropriate
Supervisor.
c. The Project Manager, with assistance from the Project Controls
Estimator, negotiates the final cost of the project with the On-call
Consultant.
1. The Project Manager documents the negotiation session on the
Negotiation Session Agreement Form CM-04, which is then signed by
the appropriate parties.
3. Competitive Bid with multiple companies
a. For a competitive bid, the Project Manager reviews the Cost Proposals
submitted with the Project Controls Estimator and awards the task based
on the qualified responsive bid.
b. There is no specific submittal form for competitive bids from multiple On-
call Consultants.
4. Task Order Authorization
a. Once the cost of the project is determined, an On Call Task Order
Authorization Form PS-03 is prepared by the Project Manager and issued
to the Consultant to begin work.
1. Before issuing a Task Order Authorization, the Project Manager will
verify with Finance that the total for the Task Order has been
encumbered. The Supervisor and Director will verify.
b. The On Call Task Order Authorization Form PS-03 also acts as a Notice–to-
Proceed.
d. Issuing a Task Order - Construction Services
1. Under an On-call Construction Contract, when a project is approved, the
Project Manager prepares a Task Notice for Proposal Form CM-47 that
describes the scope of the project, lists the drawings and specifications,
states the value of liquidated damages, if asserted, and the time duration for
the project.

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Contracts
a. Prior to completing this form, the Project Manager, Supervisor and

Director determine if the cost for the project will be handled as a single
source negotiated price or as a competitive fixed price bid.
b. Once completed the Project Manager will forward this Task Notice for
Proposal Form CM-47 to the appropriate Contractor(s).
2. Negotiated proposals with a single On-call company
a. Contractors are required to submit a Standard On-call Cost Proposal.
1. The Proposal is a detailed multi-tabbed file that reflects all the labor,
material, equipment, sales tax, and subcontractor cost of a project
allowing a clear view of the rollup of the project cost.
2. The summary tab aggregates all the cost together and stratifies the
project cost by: Material, Equipment, Direct Labor, Markups,
Subcontractor, M/WBE, Sales taxes, Permits, Bonds, & Insurance.
b. The Project Manager reviews the Standard On-call Cost Proposal that
was submitted with the Project Control’s Estimator.
c. The Project Manager and Project Control’s Estimator negotiate the final
cost of the project with the On-call Contractor.
1. The Project Manager documents the negotiation session on the
Negotiation Session Agreement Form CM-04, which is then signed by
the appropriate parties.
3. Competitive Bid with multiple companies
a. For a competitive bid, the Project Manager reviews the Cost Proposals
submitted with the Project Control’s Estimator and awards the task
based on the lowest qualified responsive bid.
5. Task Order Authorization
a. Once the cost of the project is determined, a Task Order Form CM-86 is prepared
by the Project Manager and issued to the Contractor.
b. The Task Order Form CM-86 form also acts as a Notice–to-Proceed.

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Contracts
E. DOCUMENT CONTROL
1. Task Order Justification Form PS-22 (Professional Services)
2. Task Order Justification Form CM-46 (Construction)
3. On-call Services Request for Proposal Form PS-02 (Professional Services)
4. Exhibit F Task Order Fee Proposal (Professional Services)
5. Negotiation Session Agreement Form CM-04
6. Task Order Authorization Form PS-03A (Professional Services)
7. Task Notice for Proposal Form CM-47 (Construction)
8. Standard On-call Cost Proposal (Construction)
9. Task Order Form CM-86 (Construction)
F. REFERENCES
1. Form link
a. Task Order Justification Form PS-22 (Professional Services)
b. Task Order Justification Form CM-46 (Construction)
c. On-call Services Request for Proposal Form PS-02 (Professional Services)
d. Exhibit F Task Order Fee Proposal (Professional Services)
e. Negotiation Session Agreement Form CM-04
f. Task Order Authorization Form PS-03A (Professional Services)
g. Task Notice for Proposal Form CM-47 (Construction)
h. Task Order Form CM-86 (Construction)
i. Standard On-call Cost Proposal (Construction)
2. Process link
a. Task Order Justification Workflow
3. Other
a. Project Delivery Section 2.3 Request for Proposal (RFP)

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Contracts
b. Project Delivery Section 2.4 Invitation for Bids (Firm Fixed Priced Bids)
END OF SECTION

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Contracts
3.7 CONTRACT TYPE - CONSTRUCTION MANAGER / GENERAL CONTRACTOR (CM/GC)

A. BACKGROUND
1. Construction Manager / General Contractor (CM/GC) is a project delivery method
where the design services and construction services are contracted separately. This
method is also known as Construction Management at Risk.
2. The CM/GC process is where the Owner selects a Construction Management firm,
which later serves as the project’s General Contractor.
B. KEY TERMS
1. Construction Management
2. Construction Manager / General Contractor (CM/GC)
3. General Contractor
4. Guaranteed Maximum Price
C. RESPONSIBILITIES
1. Construction Manager
2. Construction Manager/General Contractor (CM/GC)
3. Deputy Manager
4. Designer
5. Director
6. General Contractor
7. Owner
8. Senior Director
D. PROCESS
a. Deputy Manager
b. Senior Director

Section 3.7 - Contract Type - Construction Manager
Version 1.0 - 05/14 Page 109 of 630
/ General Contractor (CM/GC)
c. Director
2. Generally, the Construction Manager/General Contractor is selected based on
qualifications, relevant past experience, and/or a “best value” basis.
3. Contract Procurement is through the RFP/RFQ process. Refer to Chapter 9 Contract
Procurement.
4. Design Phase
a. During the design phase, the Construction Manager provides services such as
construction scheduling, project cost estimating, constructability review of the
design, phasing and other inputs that helps the Owner design a more
constructible project.
b. Designers and Contractors work collaboratively to: develop the project scope,
optimizing the design, improve the quality of the work, and manage project
costs.
c. The CM/GC fee for this phase is based upon an agreed-upon Construction
Manager actual work performance fee.
5. Construction Phase
a. As a specific phase of the design, as stipulated in the contract documents, the
Owner and the Construction Manager negotiate a 'guaranteed maximum price'
(GMP) for the construction of the project based on the defined scope of work,
contact documents and project schedule.
b. Once the GMP is established, the Owner amends the contract to include it, and
the Construction Manager becomes the General Contractor.
E. DOCUMENT CONTROL
1. Contract documents
2. Guaranteed Maximum Price (GMP) estimate
F. REFERENCES
1. Form link
a. N/A
2. Process link

Section 3.7 - Contract Type - Construction Manager
Version 1.0 - 05/14 Page 110 of 630
/ General Contractor (CM/GC)
a. N/A
3. Other
a. Chapter 9 Contract Procurement
END OF SECTION

3.8 CONTRACT TYPE - DESIGN-BUILD

A. BACKGROUND
1. Design-Build is a project delivery method in which a single entity is contracted under
one contract to perform both the design and construction of a project. This method
is also known as design–builder or design–build contractor.
2. Design-Build relies on a single point of responsibility and streamlines project delivery
through a single contract between the Owner and the design-build team.
3. Benefits of the Design-Build project delivery method are:
a. This process can save money and time by transforming the relationship between
Designers and Contractors into an alliance, which fosters collaboration and
teamwork.
b. It provides one unified flow of work from initial concept through completion,
thus minimizing risks to the owner and reducing the project delivery schedule by
overlapping the design phase and construction phase of a project.
c. With a single point responsibility, it carries the clearest contractual remedies for
the Owner because the Design Build Contractor is responsible for all of the work
on the project.
B. KEY TERMS
1. Design-build
2. Project delivery method
C. RESPONSIBILITIES
1. Contractor
2. Deputy Manager
3. Designer
4. Director
5. Owner
6. Senior Director

D. PROCESS
a. Deputy Manager
b. Senior Director
c. Director
2. Contract Procurement is through the RFP/RFQ process. Refer to Chapter 9 Contract
Procurement.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
END OF SECTION

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3.9 CONTRACT TYPES - LUMP SUM, UNIT PRICE, TIME & MATERIALS
A. BACKGROUND
1. There are three contract types:
a. lump sum
b. unit price
c. time and materials with a not-to-exceed amount
2. A lump sum contract is a contract where an Owner agrees to pay a Contractor a
definite and fixed price amount for completing a project. Lump sum contracts are
also known as: Firm Fixed Price or Hard Bid contracts
3. A unit price contract is based on estimated quantities of items included in the
project and their fixed unit prices.
4. A time and material contract with a not-to-exceed amount is a contract where the
Owner agrees to pay the cost for direct labor at a fixed rate and for all materials
used at their actual costs plus an allowed agreed upon markup amount for
Contractor’s fees.
B. KEY TERMS
1. Fixed price
2. Not-to-exceed amount
3. Time and materials
4. Unit price
C. RESPONSIBILITIES
1. Contractor
2. Deputy Manager
3. Director
4. Owner
5. Senior Director

Section 3.9 - Contract Types - Lump Sum, Unit Price,
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Time & Materials
D. PROCESS
1. The contract type is determined by either the:
a. Deputy Manager
b. Senior Director
c. Director
2. Lump Sum Contracts
a. This type of contract does not require a cost breakdown and the price remains
firm for the life of the contract.
b. It is not subject to adjustment except for changes in the scope of work,
performance conditions and owner-directed extras.
3. Unit Price Contracts
a. Unit pricing fixes only the price of a given unit or element of quantity. The total
contract price is determined by multiplying unit prices by the quantity of items
delivered, erected or installed.
b. The Owner pays a fixed sum for each completed unit of work.
c. The final price of the project will depend on the quantities needed to perform
the work.
4. Time & Material Contracts with a Not-to-Exceed (NTE) amount
a. The value of this type of contract is based on a not- to- exceed amount. For this
type of contract, the Owner requires a greater effort since material costs and
labor hour usage must be monitored and approved.
b. The Contractor is required to comply with GCC1102.5 Time and Materials.
E. DOCUMENT CONTROL
1. Lump Sum Contract
2. Unit Price Contract
3. Time & Materials Contract with not-to-exceed amount

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Time & Materials
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. GCC1102.5 Time and Materials
END OF SECTION

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Time & Materials
3.10 CONTRACT MODIFICATIONS - AMENDMENTS AND ADDITIONAL SERVICES AUTHORIZATIONS

A. BACKGROUND
1. There are two approaches to changing the services and/or budget provided in a
contract:
a. Amending the contract
b. Providing an additional service
2. Amendments are used to increase the contract amount of an existing contract
issued through a Request for Proposal.
3. Additional Services is a pre-approved amount included in the original professional
services contract and encumbered upon execution of the original contract with the
Consultant.
B. KEY TERMS
1. Additional Service Authorization
2. Amendment
3. Change order process
4. Professional Services Contract
5. Scope of Work
C. RESPONSIBILITIES
1. Consultant
2. Director
3. Project Control Estimator
4. Project Manager
5. Supervisor
D. PROCESS
See Additional Service Authorization (ASA) Workflow and Change Order / Task Change
Order (TCO) Workflow

Section 3.10 - Contract Modifications - Amendments
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and Additional Services Authorizations
1. Amendments
a. The process to amend existing contracts is described in Contract Procurement
Section 9.30 – Amending Existing Professional Services Contracts.
b. Competitive bid (hard bid) contracts use the Change Order Process as outlined in
Construction Activity Section 12.24 Change Management of this Guideline to
modify the contract amount.
c. Amendments encumber additional dollars or additional time on the contract.
d. The Amendment document utilizes the same approval process that is used for
processing a contract, as described in Chapter 9 Contract Procurement.
2. Additional Services
a. The Additional Services process is only used with Professional Services Contract.
b. Additional Services are services related to the subject matter of the contract but
which the Director has determined to not be described in the Scope of Work.
c. The Additional Services process begins with the Project Manager preparing the
Request for Proposal for Additional Services Form PS-05 .
1. This form includes a description of and the reason(s) for the change, and
requests that a project proposal be prepared using the Exhibit F Professional
Services Fee Proposal from the Consultant.
d. When the proposal is received, the Project Manager reviews the proposal to
identify items to negotiate.
1. The Project Control’s Estimator is available to assist in that cost review if
deemed necessary.
e. Once the proposed cost has been negotiated and agreed to by the Consultant,
the Project Manager prepares the Additional Services Authorization Form PS-06
and the Negotiation Session Agreement Form CM-04 and routes the Additional
Services Authorization Form PS-06 for review and signatures using Additional
Services Authorization Route Sheet Form PS-10.
E. DOCUMENT CONTROL
1. Proposed Change Order

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2. Request for Proposal for Additional Services Form PS-05

3. Exhibit F Professional Services Fee Proposal
4. Additional Services Authorization Form PS-06
5. Additional Services Authorization Route Sheet Form PS-10
F. REFERENCES
1. Form link
a. Request for Proposal for Additional Services Form PS-05
b. Exhibit F Professional Services Fee Proposal
c. Additional Services Authorization Form PS-06
d. Additional Services Authorization Route Sheet Form PS-10
e. Negotiation Session Agreement Form CM-04
2. Process link
a. Additional Service Authorization (ASA) Workflow
b. Change Order / Task Change Order (TCO) Workflow
3. Other
b. Contract Procurement Section 9.30 – Amending Existing Professional Services
Contracts
c. Construction Activity Section 12.24 Change Management
END OF SECTION

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4. RISK MANAGEMENT
4.1 RISK & RISK MITIGATION
A. BACKGROUND
1. The purpose of this section is to discuss “risk” as it relates to the management and
execution of projects and the utilization of tools that are in place to mitigate those
risks that are inherent at DIA.
2. In the context of DIA’s Airport Infrastructure Management (AIM) Development
organization, the working definition of risk is “a factor, element or course of action
involving uncertain danger or probability of loss that may be caused by external or
internal vulnerabilities.” From a practical perspective, risk is best defined by
asking the question “what could go wrong?” In this section, an outline of
applicable risk elements is provided.
3. In general, risks are classified as internal or external.
a. Internal
1. For DIA, potential internal risks include:
a. schedule slippage and the resulting cost overruns
b. poorly executed project management and communications
c. incomplete or omitted regulatory compliance
d. inadequate planning
2. Project-related risks for the AIM group are largely related to the scope,
budget and schedule.
b. External
1. Potential external risks at DIA include:
a. Contractor failures
b. changes in regulations and technology
c. weather-related issues
d. tenant problems
Chapter 4 - Risk Management

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4. To follow best practices in business situations, controls are put in place to help
mitigate (i.e. avoid or minimize) risk. Due to the fact that the primary functions,
design and construction, of DIA’s Development organization are inherently risky,
managing the uncertainty of risk is a key component of project management. DIA
has risk mitigation tools that are in place to minimize the impact of risk. In the risk
analysis section below, those specific tools are matched with the risks identified at
DIA to indicate what should be done to help mitigate or avoid specific risks.
5. Ongoing monitoring of identified risk is a best practice which should be conducted
throughout the lifecycle of each project and carried forward to future projects to
actively apply lessons learned through post-project evaluation of successes and
failures.
a. Early and proactive visibility to potential critical problems, combined with
appropriate actions in response provides the opportunity for correction before
issues escalate into more costly consequences.
b. Ongoing communications with all relevant parties to ensure that risks are given
proper awareness is critical.
c. Completing a timely and thorough close-out process for each project, including
communication of “lessons learned” during Post Project Evaluations and the
official transition of project-related assets to the Maintenance section is also
very important.
B. KEY TERMS
1. Business Case
2. Budget
4. Encumbrances
5. Liquidated Damages (LDs)
6. Mitigation
7. Risk
8. Risk Management

C. RESPONSIBILITIES
1. Director
2. Finance
3. Legal
4. Maintenance
5. Planning
6. Procurement
7. Project Controls
8. Project Manager
9. Senior Director
10. Supervisor
D. PROCESS
1. Risk assessment and risk mitigation is primarily the responsibility of the Project
Manager, with support from the entire project team, including the Supervisors,
other project support members, the management team, Finance, Procurement,
Project Controls, Legal, Planning and other interrelated teams. It is the Project
Manager’s responsibility to ensure that all pertinent personnel are adequately
involved. This is the key point in this process and it should be noted that risk
assessment is subjective and therefore should not be done by the Project
Manager alone. By incorporating the support of the entire project team risks can
be identified, assessed and mitigations put in place through open discussions with
various options investigated.
2. Risks Identified at DIA
a. Below is a table of the some potential risks identified that are applicable to DIA’s
Airport Infrastructure Management (AIM) Development team. The table defines
the relative level/likelihood and impact of the specific risks (High, Medium or
Low) identified as applying to DIA projects, as well as many of the potential root
causes of these risks.

RISK DESCRIPTION LEVEL ROOT CAUSES

Lack of proper plan or scope,
authorization delayed, permits not
issued, inflation/price escalation not
adequately considered, unforeseen
Projects could be delayed and could incur
additional costs. High events or conditions, contractor
performance, improper documentation
in asset management tracking systems
(e.g. BIM), regulatory changes, political
direction
Lack of communication between
groups, quality controls bypassed,
unqualified contractors/consultants,
Improper design and/or construction
could be completed. High untrained staff, budget constraints,
improper documentation in asset
management tracking systems (e.g.
BIM)
Financial penalties could be imposed Not conforming to regulatory
and/or operations could be curtailed. High compliance requirements
Surety bonds not properly in place,
DIA could be exposed to additional costs. High legal opinions or contract clauses not
enforced
Lack of proper plan and/or scope, lack
of appropriate communication
between groups, inflation/price
Project funding requirement assumptions
may be over- or understated.
High escalation not adequately considered,
quality controls bypassed, improper
documentation, unforeseen events or
conditions
Critical systems failures, gross
regulatory compliance failures, failure
Operations could be curtailed. High to update asset management tracking
systems (e.g. BIM)
Project invoices improperly reviewed,
Potential for abuse or misappropriation closing not timely, inadequate controls
exists. High over change orders, materials and
equipment
Circumvention of city contracting rules
may reduce accountability and Inadequate controls over change
transparency, while increasing the risk of
High orders
fraud, misuse and abuse.


Failure to comply with grant
Opportunities to collect grant funds may
be reduced. High requirements, lack of proper planning
for application process
Capital (CIP) funds may be re-allocated. High Projects competing for limited funds
Safety rules and procedures not
Liabilities for injuries could be incurred. High followed, inadequate insurance
coverage
Tenants delayed or unable to begin
Operating funds from tenants/airlines may
be reduced.
Medium operations, liquidated damages not
collected, uncertainty of airline plans
Lack of coordination with operations,
not adhering to standards, use of
Maintenance of assets could be delayed outdated or unapproved
and could incur additional expenses. Medium equipment/materials, improper
documentation, lack of communication
for warrantees
Projects initiated without proper
Unauthorized activities may be initiated,
approval, contract provisions not
exposing the city to unauthorized Medium reviewed, lack of communication
expenditures.
across groups
Encumbrances not completed,
Late payment fees are added to the
project costs. Medium approvals not timely, other
administrative failures
Lack of appropriate transition to
operations, aging infrastructure, use of
Additional expenses could be incurred. Medium custom parts, design flaws, inadequate
preventative maintenance, inadequate
procedural documentation or training
Policies and procedures are not
documented for some areas, standard
Proper/approved policies and procedures
may be circumvented. Medium processes are not in place or bypassed,
policies and procedures are not
required
Incompatible software, inadequate IT
Project reports and documentation may
be incomplete and unreliable. Medium controls, duplicate data entry,
duplicate records
Succession plan not completed, critical
staff turnover/retirements, increase in
Staff level/skills may not be adequate. Medium facility responsibilities, inadequate
cross-training, multiple concession
contracts expiring


City initiatives not understood or not
City goals might not be achieved. Medium included in planning cycle
New/updated regulations not
reviewed, incomplete information
Regulatory requirements could be missed
and projects could be delayed. Medium regarding permits, PM’s lack of
knowledge and/or enforcement of
necessary regulatory requirements
Inadequate approval procedures, lack
Improper segregation of duties could lead
to fraud, misuse and abuse. Medium of account reconciliations, inadequate
review of payment requests
Inadequate communication of KPI
Departmental KPI goals may be missed. Medium needs
Adverse business decisions, improper Failure of Business Case Analysis,
implementation of decisions, or lack of significant senior management
responsiveness to industry/economic
Low changes, not understanding severity of
changes could occur. regulatory changes
Tenants and contractors not following
DIA standards may not be followed. Low policies and required practices
Inappropriate claims management,
improper contractor selection
DIA's reputation could be damaged. Low management, failure to consider
political implications
Opportunities to identify areas for Lack of comprehensive post project
improvement that can be applied to Low and personnel reviews, insufficient
future projects are reduced. number of qualified project bidders
3. Risk Assessment Form CM-99
a. As a project is being conceptualized, a Business Case for the project is to be
developed by the Project Manager. As part of the Business Case and part of the
Project Definition Data Form CM-83, an initial project Risk Assessment Form CM-
99 shall be prepared by the Project Manager to assess the overall project risk.
The Risk Assessment Form CM-99 is filed with the other Business Case
documents as part of the Project Definition Data Form CM-83.
1. Refer to Introduction Section 1.6 - Budgeting and Funding (CIP / O&M / AIP)
of this Guideline for further information on Business Cases.
b. At key checkpoints throughout the life of each project (e.g. 30/60/90%
Completion Reviews and when transitioning from Design phase to Construction
phase), the Risk Assessment Form CM-99 should be reviewed and updated by

the Project Manager to determine if the overall risk assessment has changed.
The updated form should be signed by the Project Manager and the Project
Supervisor, annotated appropriately, and filed with the other current project
documents. It should be attached to the executed Project Definition Data Form
CM-83.
4. Risk Mitigation Tools
a. A chart of risk mitigation tools is presented below. The risks described above are
presented with mitigating tools DIA’s Development organization has in place.
The chart is marked with an “X” where the opportunity to mitigate the risks
exist. This chart can be used as a reference to identify the appropriate tools to
mitigate the risks in a project.

Mitigation Tool/Stage
Scope Budget Schedule General
U pdate
rovals
rsight
ages
ew
es
v al
ls
ual
ls
Approva
g
Process
ject Revi
o
s
ve Appro
g/Scopin
ring/Ove
ary App
s
or Preq
nication
ted Dam
m Contr
ion Plan
s T&C s
andard
pinions
Risk Description Risk Level
racking
QA/QC
curity
orting
rance
Bonds
Close
ncy
ules
ons
Pay
vel
ce
Standard
Continge
Post-Pro
Contract
Contract
Contract
Prelimin
Asse t Se
Regulati
g
Saf ety R
Encumb
Asse t St
Commu
Permits
IT Syste
KPI Rep
Success
Staff Le
Monito
Plannin
Insuran
Prompt
Legal O
Executi
Liquida
Asse t T
Budget
Project
Trainin
Design
Surety
.
.
Projects could be delayed and could incur
HIGH X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
additional costs.
Improper design and/or construction could
HIGH X X X X X X X X X X X X X X X X X X X X X
be completed.
Financial penalties could be imposed or
HIGH X X X X X X X X X X X X X X X
operations could be curtailed.
DIA could be exposed to additional costs HIGH X X X X X X X X X X
Project funding requirement assumptions
HIGH X X X X X X X X X X X X X X X X X X X X
may be over- or understated.
Operations could be curtailed. HIGH X X X X X X X X X X X X X X X X X X
Potential for abuse or misappropriation
HIGH X X X X X X X X X X X X X X X X
exists.
May circumvent city contracting rules and
reduces accountability and transparency,
HIGH X X X X X X X X X X X X X X X
while increasing the risk of fraud, misuse
and abuse.
Opportunities to collect grant funds may
HIGH X X X X X X X X X X X X X X X X
be reduced.
Capital (CIP) funds may be reduced. HIGH X X X X X X X X X X X X X X X
Liabilities for injuries could be incurred. HIGH X X X X X X X X X
Operating funds from tenants/airlines may
MEDIUM X X X X X X X X X X X X X X X X
be reduced.
Maintenance of assets could be delayed
MEDIUM X X X X X X X X X X X X X
and could incur additional expenses.
Unauthorized activities may be initiated,
exposing the city to unauthorized MEDIUM X X X X X X X X X X X X X X X X X X X X
expenditures.
Late payment fees are added to the project
MEDIUM X X X X X X X X X X
costs.
Additional operating expenses could be
MEDIUM X X X X X X X X X X X X X X X X X X X
incurred
Proper/approved policies and procedures
MEDIUM X X X X X X X X X X X X X X X X X X X X
may be circumvented.
Project reports and documentation may be
MEDIUM X X X X X X X X
incomplete and unreliable.
Staff level may not be adequate MEDIUM X X X X
City goals might not be achieved. MEDIUM X X X X X X X X X X X X
Regulatory requirements could be missed
MEDIUM X X X X X X X X X X X X X X X
and projects could be delayed.
Improper segregation of duties could lead
MEDIUM X X X X X X X X X X X
to fraud, misuse and abuse.
Departmental KPI goals may be missed. MEDIUM X X X X X X X X X X X X X X X
Adverse business decisions, improper
implementation of decisions, or lack of
LOW X X X X X X X X X X X X X X X X X X X X X
responsiveness to industry/economic
changes could occur.
DIA standards may not be followed LOW X X X X X X X X X X X X X X X X X X X X X X X
DIA's reputation could be damaged. LOW X X X X X X X X X X X X X X X X X
Opportunities to identify areas for
improvement that can be applied to future LOW X X X X X X X
projects are reduced.
E. DOCUMENT CONTROL
1. Risk Assessment Form CM-99
2. Any updates to the Risk Assessment Form CM-99
3. Business Case
4. Project Definition Data Form

F. REFERENCES
1. Form link
a. Risk Assessment Form CM-99
b. Project Definition Data Form CM-83
2. Process link
a. N/A
3. Other
a. Introduction Section 1.6 - Budgeting and Funding (CIP / O&M / AIP)
END OF SECTION

5. PERMITS & LICENSES

5.1 PERMITS, APPROVALS, CERTIFICATIONS AND LICENSES
A. BACKGROUND
1. Per DIA Policy #3001, all modifications or additions to DIA property, infrastructure,
buildings, or systems, shall be performed with all required permits and approvals
regardless of which agency (i.e., Aviation Division, Tenant or others) is conducting
the modifications/additions.
a. Permits and approvals are required from the agencies having jurisdiction of the
DIA property.
b. Modifications/additions must be made in accordance with all federal, state and
local rules, laws and regulations prior to the start of construction.
c. Appropriate permits must be maintained throughout construction and amended,
transferred or closed as needed post-construction.
2. Multiple agencies have jurisdiction for approval and permitting of projects
undertaken at DIA. A listing of potential agencies with jurisdiction can be found on
the DIA Intranet and generally can be categorized as follows:
a. Aviation Divisions
b. Local Agencies
c. State Agencies
d. Federal Agencies
3. Because DIA’s property boundary and municipal jurisdictional boundaries are not
the same, DIA property is not contiguous and DIA owns and maintains facilities
that are located on property owned by others (i.e., noise monitoring network), it is
of particular importance that the Project Manager be aware of where the project
is located to determine exactly which agencies have jurisdiction over permits and
approvals.
4. Project Permits
a. Permits carry civil and criminal enforcement liability.
Chapter 5 - Permits & Licenses

Section 5.1 - Permits, Approvals, Certifications and
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Licenses
b. The type and quantity of permits required varies depending on the scope of
work. In general, permits fall into three general categories:
1. Building Permits
2. Development Permits
3. Environmental Permits
c. Building permits for projects at DIA issued by the City & County of Denver
Department of Development Services include, but may not be limited to:
1. #1C - building permit
2. #2 - roofing
3. #3 - electrical
4. #3A - fire alarm
5. #3B - access control
6. #4 - plumbing
7. #6 - signs
8. #7 - refrigeration A/steam & hot water (including hydronic piping)
9. #10 - fire protection
10. #11 - HVAC
d. Development permits common to DIA facilities/infrastructure projects issued by
the City & County of Denver Department of Development Services include, but
may not be limited to:
1. Zoning
2. Erosion Control (a.k.a., Construction Activities Stormwater Discharge Permit)
3. Plan Review (a.k.a., drainage review)
4. Sewer Use & Drainage Permit (including sanitary sewer, storm sewer,
interceptor devices, on-site wastewater treatment, and work in floodplains)
5. Fire Prevention Bureau Permits

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Licenses
e. Environmental permits issued by Federal, State and/or Local agencies generally

address specific aspects of a project that may pose environmental impacts.
Refer to Chapter 8 - Environmental Services of this guideline for more details.
5. Project Approvals
a. Approvals, unlike permits, do not carry civil and criminal enforcement liability,
but they are required prior to the start of construction.
b. Approvals typically do not incur plan review or permit fees.
c. FAA approvals must be obtained for any project that changes the Airport Layout
Plan, uses federal funding or passenger facility charges or involves a federal
action. These approvals include:
1. 7460 Approval (See Chapter 6 – Federal Aviation Administration of this
guideline.)
2. NEPA Review Approval (See Chapter 8 - Environmental Services of this
guideline.)
d. Approvals from internal DIA Sections and Divisions will vary depending on the
scope of the project and may include:
1. Construction Safety & Operations Plans—Airport Operations
2. Traffic Control Plans—AIM Landside Services, Terminal Operations, Airport
Security
3. Designated Haul Routes—Airport Operations, Airport Security
4. Discharges to ground or sewer systems—Environmental Services
5. Airfield Striping—Planning
6. Signage—Graphic Design, Design Review Committee
7. Landscaping & Seed Mixes—USDA APHIS
8. Contractor Staging Areas—AIM Facility Services
9. Borrow & Spoils Site(s)—AIM Infrastructure/QA
10. Spill Prevention, Control & Countermeasure Plans—Environmental Services
11. Life Safety Systems—AIM Life Safety

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12. Dust Mitigation Plans—Environmental Services

13. Waste Management & Recycling Plans—Environmental Services
14. Shutdown Requests & Notifications—Airport Operations
6. Project Licenses
a. Project-related licenses generally fall into two categories:
1. Contractor licenses
2. Operating licenses
b. Contractor licenses
1. All Contractors and Subcontractors performing work for the City & County of
Denver shall be licensed by the City & County of Denver to perform the work
they have been contracted to provide.
2. To be issued a building permit, the Contractor must present a valid
Contractor license at the permit counter.
3. Electricians and plumbers must have a Contractor license issued by the State
of Colorado Department of Regulatory Agencies in addition to being
licensed/registered with local jurisdictions.
c. Operating licenses
1. Operating licenses are required for certain equipment and systems, and are
issued after certification testing has been successfully completed.
2. Operating licenses may need to be renewed on a periodic basis following
inspection or re-certification.
3. Examples of equipment or systems requiring operating licenses include, but
are not limited to:
a. People movers (i.e., elevators, escalators, moving walkways, AGTS)
b. Life Safety Systems (i.e., fire alarms, fire protection systems)
c. Boilers & Pressure Vessel Systems
d. Wells (i.e., oil, gas, groundwater)

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e. HazMat (i.e., fueling operations, certain materials storage, certain

materials use)
f. Eateries/Restaurants (i.e., kitchens, bars, food storage)
B. KEY TERMS
1. 7460
2. Administrative Modifications
3. Building Cashier Label
4. Building Permits
5. Certificate of Compliance
6. Certificate of Occupancy
7. Commercial Permitting Handbook
8. Concept Review or Pre-application meeting
9. Contractor Licenses
10. Environmental Permits
11. ePlan
12. Internal Budget Transfer (IBT)
13. Letter of Authorization
14. Log-in-Number (LOGG#)
15. National Environmental Policy Act (NEPA)
16. Operating Licenses
17. Plan Review
18. Schedule of Valuation
19. Variance Request
20. Walk-thru Counter

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C. RESPONSIBILITIES
1. Accounts Payable
2. Cashiering
3. City & County of Denver Development Services
4. City & County of Denver Wastewater Management Division Erosion Control
5. Contractor
6. Denver Fire Prevention Bureau Department
7. Designer of Record
8. Development Services Plan Coordinator
9. Director
10. Electricians
11. Plumbers
12. Project Manager
13. Stakeholders
14. State of Colorado Department of Regulatory Agencies
15. Supervisor
16. Tenant
D. PROCESS
1. Plan and Permit Approval Process
a. The DIA Supervisor will coordinate with the Development Services Plan
Coordinator to schedule a Concept Review or Pre-application meeting.
1. The Project Manager, Supervisor and Designer of Record shall attend to
present the project, exchange information and obtain clarification on the
requirements for submittal, approval and permit issuance.
b. At 65% Design Development, the appropriate Supervisor will prepare a Letter of
Authorization LOA DIA Project Template PS-33 and forward it to the appropriate
Director for review and signature.

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c. The Supervisor will email the approved LOA DIA Project Template PS-33 to the
Development Services Plan Coordinator who will initiate the Plan Review and
permit process.
1. Copies of the LOA DIA Project Template PS-33 will go to those cc’d on the
letter template.
d. Additional copies may be sent to stakeholders at the Supervisor’s discretion. The
Supervisor shall schedule the delivery of the plan submittals with the
Development Services Plan Coordinator prior to sending them to City & County
of Denver Department of Development Services.
2. Types of Permit Review
a. The Development Services Plan Coordinator will provide instructions on the
preferred method of plan submittal, which can include ePlan, log-in review,
walk-in review or quick permit.
1. ePlan
a. ePlan is an electronic system for initial submittal of erosion control, plan
review, and sewer use & drainage permit applications.
b. The upload of submittal documents is typically performed by the
Designer of Record.
c. City & County of Denver Development Services staff will log in, review,
respond and approve the application submittal electronically.
2. Log-in Review
a. Log-in reviews for building permit plan reviews are for projects with a
total construction value greater than $300,000.00.
b. Delivery of the submittal documents is by appointment only and typically
performed by the Designer of Record.
c. Hard copies of the application submittal will be logged in for review and
assigned a City & County of Denver Log-in-Number (LOGG#).
d. The application submittal will be internally routed and assigned to Plan
Reviewers for review and approval.

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e. Refer to the City & County of Denver Development Services building

permit plan review webpage for more information about log-in reviews.
3. Walk-in Review
a. Walk-in reviews for building permit plan reviews are for projects with a
total construction value less than $300,000.00, do not require approval
from any other agency or have been approved by the Building Official for
walk-in review. Refer to the City & County of Denver Development
Services building permit plan review webpage for a list of projects eligible
for walk-in review.
b. Hard copies of building permit applications will be logged in, assigned a
City & County of Denver LOG- in- Number, reviewed and approved the
same day.
c. Applications for walk-in reviews are best submitted by the Contractor as
proof of Contractor license is required before a permit can be issued. If
someone other than the Contractor obtains a walk-in review approval,
the approved permit will be held until the Contractor provides a valid
license at the counter, at which time the permit will be issued.
d. If the Contractor obtaining the walk-in review approval and has
subcontractors requiring other specific permits (electrical, plumbing,
etc.), the Contractor will be issued the permit for which they have a valid
license while the other approved permits will be held until the individual
subcontractors provide a valid license at the counter to be issued their
respective permits.
e. An approved permit is not valid until it is issued to a licensed Contractor.
f. Refer to the City & County of Denver Development Services building
permit plan review webpage for more information about walk-in reviews.
4. Quick Permits
a. Quick permits are for trade-specific permits.
b. Quick permits are intended to be for minor work (replacing a water
heater, adding a single outlet, etc.) and do not require documents (plans,
specifications, calculations, etc.).

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c. Quick permits are not typically appropriate for DIA projects, unless
specifically directed by the Development Services Plan Coordinator,
because of the complexity of DIA facilities and systems which have the
potential to be impacted by even minor changes.
d. Refer to the City & County of Denver Development Services quick permit
webpage for more information about quick permits.
3. Submittal Contents
a. Plan review submittals should typically contain:
1. Two (2) wet-signed and sealed copies of:
a. Plans
b. Specifications (if required)
c. Geotechnical Report(s) (if required)
d. Drainage Report(s) (if required)
e. Calculations - structural, electrical, and mechanical (if required)
2. One (1) Contact List
3. One (1) Schedule of Valuation, based upon the Engineer’s Estimate
4. Refer to the Commercial Permitting Handbook for details of the specific plan
review requirements.
4. Variance Requests
a. Variance requests are often required when DIA operational requirements
conflict with regulatory requirements.
b. Variance requests are typically letters written by the Supervisor and submitted
to the Plan Reviewer responsible for the specific issue.
c. Variance requests will be approved or denied by written letter response.
d. Plan Review and Permit fees are not typically changed for Variance requests.
5. Administrative Modifications
a. Administrative modifications are formal requests to modify building code
requirements.

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b. Requests for Administrative modifications must follow a specific format and

submittal requirements
c. Administrative modifications are submitted by the Supervisor to the
Development Services Plan Coordinator and processed in the same manner as
Plan Review submittals including the assignment of LOGG #.
d. Plan review and permit fees will be based upon the hours necessary to review
and approve the request.
6. Submittal Timeline
a. The initial plan reviews are typically completed within 30 calendar days.
1. If resubmittals are required, subsequent reviews generally take less time to
turnaround.
2. Permits that have not been issued within 180 calendar days of being logged
in will be purged from the permitting queue.
a. Thirty (30) days prior to the permit file being purged, a letter will be sent
to the project contact notifying him/her of the deadline.
7. Fees and Payments
a. Determination of fees
1. Plan review fees are determined by City & County of Denver Development
Services Plan Coordinator and are based on the Statement of Evaluation
Form PS-37 prepared by the Project Manager and electronically submitted to
the Development Services Plan Coordinator.
2. Permit fees are determined by City & County of Denver Development
Services Plan Coordinator based on an updated Statement of Evaluation
Form PS-37 prepared by the Supervisor and electronically submitted to the
Development Services Plan Coordinator.
a. Upon approval of the permits, the Supervisor prepares an updated
Statement of Evaluation Form PS-37 based upon the actual bid received
or negotiated and submits it to the Development Services Plan
Coordinator. Permit fees will be based upon this updated Statement of
Evaluation Form PS-37.

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b. An updated Statement of Evaluation Form PS-37 is prepared for each

“Type of Work”.
3. Each permit required for the construction of the project will need a separate
updated Statement of Evaluation Form PS-37 to be submitted.
b. Payment of Permit, Approval or License Fees
1. On DIA sponsored projects, payment of fees for plan review and all permits,
licenses or approvals required shall be paid by DIA unless stated otherwise in
the Contract Documents.
a. This includes, but is not limited to all permits, approvals to tap water and
sewer lines, to occupy or operate, or to comply with zoning
requirements.
b. The Supervisor is responsible for making sure that project-specific permit
fees are clearly defined as being directly paid by DIA in the Contract
Documents.
2. For Tenant projects or project by others, the Tenant shall be solely
responsible for plan review and permit fees incurred on their projects.
3. For projects occurring outside the jurisdictional boundaries of the City &
County of Denver, fees shall be paid through direct billing procedures to DIA.
4. Plan and permit fees for projects within the City and County of Denver shall
be paid through the Internal Budget Transfer (IBT) process.
a. The Supervisor receives the amount of the Plan Review/Permit fee(s) and
the Building Cashier’s label (invoice) from the Development Services Plan
Coordinator. The Supervisor is responsible for preparing the Internal
Budget Transfer (IBT) Form PS-35 for the fees.
b. After the Internal Budget Transfer (IBT) Form PS-35 is prepared, the
Supervisor attaches the Building Cashier’s label, forwards it to Accounts
Payable with a copy to the Development Services Plan Coordinator.
c. Accounts Payable emails the completed IBT form to the Development
Services Plan Coordinator and copies the Project Manager

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d. The Development Services Plan Coordinator will process the completed

Internal Budget Transfer (IBT) Form PS-35 through Cashiering, mark the
plan review/permit(s) fees as “paid” and email the Supervisor that the
plans/permits are approved and ready to be issued.
e. The Development Services Plan Coordinator will email a copy of the fully
processed IBT form and the cashiering receipt to the Supervisor, who will
then forward it to Accounts Payable and the Project Manager for their
records.
8. Revised Permit
a. If the scope of work significantly changes from the original permitted scope, it
may be necessary to amend/revise an existing permit (i.e., adding or subtracting
area(s) from an erosion control permit).
b. Resubmittal for permit amendments are processed in the same manner as Plan
Review and Permit fees described above with the inclusion of the Resubmittal
Slip.
c. If a resubmittal is required, the Supervisor shall discuss and coordinate the
resubmittal and document numbering process with the Development Services
Plan Coordinator.
9. Certifications
a. Certain aspects of DIA projects require testing and certification(s) before permits
can be closed out and the facility or system put into use. Examples of common
certifications required for DIA projects include, but are not limited to:
1. DIA’s sanitary and stormwater sewer systems.
2. Building permits requiring special inspection reports.
3. Eateries that require food preparation / kitchen equipment.
b. Denver Fire Department requires testing and certification of various systems
including but not limited to:
1. Fire alarm systems
2. Emergency communication systems
3. Fire protection systems

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4. Boilers and pressure vessels

5. Tanks
6. People movers—elevators, escalators, moving walkways, AGTS
10. Closeout of Permits
a. Building permits are required to be finalized at the end of construction to allow
occupancy and operational use.
b. To allow occupancy and operational use, as well as to facilitate the closeout of
the Contract, the Contractor must request from Development Services Building
Inspectors either a:
1. Certificate of Occupancy, which shall be submitted to the Project Manager
for the project record; or
2. Certificate of Compliance verifying that all building permits have been
finalized, which shall be submitted to the Project Manager for the project
record.
c. All construction activity permits, including environmental erosion, control, and
dewatering permits are required to be closed at the end of the project.
1. Closeout of erosion control permits may be achieved after a final inspection
is approved by the City and County of Denver Wastewater Management
Division Erosion Control Inspector and closeout forms are submitted to the
respective local and State agencies.
E. DOCUMENT CONTROL
1. Administrative Modification
2. Approved Design Change Notices and permit amendments
3. Building Cashier Labels
4. Cashiering receipts
7. Compliance documentation including, but not limited any records of
communication between the permitted and regulatory agencies

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8. Deferred submittals
9. Internal Budget Transfer Forms
10. Issued permits
11. Letter of Authorization
12. Modifications
13. Permit application review comments and responses
14. Permit application submittal packages
15. Permit closeout documentation
16. Requests and approvals for waivers, variances, or administrative
17. Special inspection documentation
18. Statement of Evaluation
19. Testing and certification documentation
20. Variance Request
F. REFERENCES
1. Form link
a. LOA DIA Project Template PS-33
b. Statement of Evaluation Form PS-37
c. Resubmittal Slip
d. Internal Budget Transfer (IBT) Form PS-35
e. Certificate of Occupancy
f. Certificate of Compliance
2. Process link
a. N/A
3. Other
a. DIA Policy #3001
b. DIA Intranet

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c. City & County of Denver Development Services building permit plan review
webpage
d. City & County of Denver Development Services quick permit webpage
e. Chapter 6 – Federal Aviation Administration
f. Chapter 8 - Environmental Services
g. Commercial Permitting Handbook
h. Administrative Modification
i. Variance Request
END OF SECTION

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6. FEDERAL AVIATION ADMINISTRATION

6.1 FAA GRANT FUNDED PROJECTS (AIP)
A. BACKGROUND
1. The process for applying and receiving funding for Airport Improvement Program
(AIP) projects repeated annually. Success is achieved through teamwork involving
the DIA Project Manager, the DIA Grants Manger, DIA Finance and Administration,
and the FAA Denver Airports District Office (ADO). The Project Manager should
refer to FAA Order 5100.38 latest edition, Airport Improvement Program Handbook,
for more details information concerning this process.
2. Airport Improvement Program (AIP)
a. The Airport Improvement Program (AIP) is a federal grant-in-aid program that
represents a major source of funding for airport development and planning.
b. The program receives support from taxes on tickets, freight, and fuel.
c. The FAA refers to the Owner of an airport as a "Sponsor”. A Sponsor’s eligibility
to receive funds under the AIP varies according to the type of airport and the
type of project activity. In general, a Sponsor may be a public agency, a private
owner, or a State entity that is associated with a public-use airport. Sponsors
must be legally, financially, and otherwise be able to carry out the assurances
and obligations contained in the project application and grant agreement.
d. Eligible projects include those improvements related to enhancing airport safety,
capacity, security, and environmental concerns. Generally, Sponsors may use
AIP funds for most airfield capital improvements, necessary land acquisitions,
and acquisition of approved safety equipment.
e. Prohibitions include landscaping, artwork, parking facilities and costs associated
with "exclusive use" development (gate construction that will subsequently be
leased to an airline). Airport operational costs such as salaries, normal
maintenance services, operational equipment, and supplies are also ineligible for
AIP reimbursement.
f. All AIP eligible projects must be shown on a current and approved Airport Layout
Plan (ALP). It is important to note that the ALP update process can take a long
time if it needs to be updated to show a new project.
Chapter 6 - Federal Aviation Administration

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3. Federal Share
a. The AIP does not reimburse Sponsors the full amount of a project expense. The
amount of reimbursement will vary with the type of Sponsor. This participation
can change with each Congressional re-authorization action. As of the date of
this publication, the following AIP participation rates apply:
1. For large and medium primary hub airports, the Federal share is 75% of AIP
eligible expenses with the exception of noise program implementation,
which is 80% Federal participation.
4. Project Priority
a. Because the demand for AIP funds exceeds the availability, the FAA bases the
distribution of limited AIP funds on current national priorities and objectives.
Projects that rate a higher priority will receive first consideration for funding
over those projects with lower priority ratings.
5. AIP and FAA Policies
a. Information about the AIP and FAA policies and requirements is available on the
following websites:
1. FAA Northwest Region: www.faa.gov/airports/northwest_mountain/aip
2. FAA: www.faa.gov/airports/aip.
6. Airport Improvement Program (AIP) Guidance, Policies and Requirements
a. FAA Order 5100.38 – AIP Handbook provides guidance and sets forth policy and
procedures to be used in the administration of the AIP. Although the FAA Order
5100.38 – AIP Handbook is written for FAA Administrators, Airport Managers can
use it as a reference because it contains valuable information concerning grants
and funding.
7. Types of Airport Improvement Program (AIP) Grants
a. There are two (2) types of grants: Entitlement and Discretionary. Details of these
AIP Grants are located in the FAA Order 5100.38 – AIP Handbook.
1. Entitlement Grants - AIP funds that are apportioned by formula each year to
specific airports such as DIA. Construction projects funded by Entitlement
grants may start although the grant is pending.

2. Discretionary Grants – come from funds that remain after the

apportionments (Entitlement Grants) are made, and the set-asides (reserves)
are accommodated. Construction projects funded by Discretionary grants
may only start after the grant funding has been received.
8. AIP Grant Funding Ration
a. DIA is classified as a Large-Hub Airport, therefore it is entitled to the maximum
funding ration of 75% AIP and 25% DIA. However, 100% of the project costs
must be encumbered with Capital Improvement Project (CIP) funds prior to the
start of work.
9. Project Eligibility
a. Construction - The FAA Order 5100.38 – AIP Handbook describes project
eligibility and allowable costs in great detail, but it does not list or describe every
kind of specific project. In general, construction projects are eligible to be
funded by the AIP if they contribute to airport standards and provide for
adequate facilities and equipment that meet the public’s needs. In other words,
the project must assist all users as opposed to helping one tenant
b. Rehabilitation – To receive funding for rehabilitation projects, the AIP funding
must be used for reconstruction and not for maintenance. The difference
between the two becomes clear during the project requirements identification
phase. Interpreting the eligibility criteria in the AIP Handbook and coordinating
the project with FAA’s Denver Airports District Office ‘engineer assigned to DIA
will be necessary.
B. KEY TERMS
1. Airport Capital Improvement Program (ACIP)
3. Airport Layout Plan (ALP)
4. Area District Office (ADO)
5. Benefit-Cost Analysis (BCA)
6. Capital Improvement Program (CIP)
7. Construction Safety and Phasing Plan (CSPP)

8. Designer of Record (DOR)

9. Division of Small Business Opportunity (DSBO)
10. Environmental Impact Statement (EIS)
11. Letter of Intent (LOI)
13. Notice-To-Proceed (NTP)
14. Safety Risk Management (SRM)
15. Sponsor
C. RESPONSIBILITIES
1. Airfield Group
2. Airport Legal Services (ALS)
3. ADO Program Manager
4. Business Management Services
5. Consultant
7. Environmental Services
8. FAA Engineer
9. Finance and Administration
10. Grants Manager
11. Manager of Aviation
12. Owner
13. Planning
14. Project Manager
15. Senior Financial Asset Manager for Capital Improvements
16. Sponsor

D. PROCESS
1. In order to have a successful FAA design and construction program and receiving the
grant compensation, the Project Manager needs to establish a good working
relationship with the FAA’s Denver Airports District Office (ADO). Prior to starting
any work, whether applying for grants, or getting approval to initiate construction,
the Project Manager should contact the ADO Program Manager and discuss the
FAA’s requirements. Failure to do this could results in submitting wrong or
incomplete documentation, submitting required reports erroneously, creating a
poor relationship with the FAA, and failure of DIA to receive all the funds it is
entitled to for the work.
2. DIA develops its six (6) year Capital Improvement Program (CIP) and submits it to the
Denver Area District Office (ADO). Once submitted, DIA (Grants Manager, Senior
Financial Asset Manager for Capital Improvements and the Capital Planning
Manager) meets with the ADO to discuss the Airport’s Capital Improvement
Program (CIP) and determine the projects DIA that may be eligible for grants and a
schedule for project accomplishments. This process occurs annually.
3. In concert with DIA, the ADO reviews the list and selects the projects that will be
included in the FAA’s Airport Capital Improvement Program (ACIP). For each
calendar year, DIA usually lists two (2) to four (4) projects that will be eligible for FAA
grant funding.
4. Based on the outcome of discussions with the FAA ADO and a review of the projects
scheduled to proceed for that coming year, the FAA will inform DIA which projects
are eligible for grant entitlements and discretionary grants.
5. Once this information is received, the DIA Grants Manager prepares a grant
application for each project. For projects over $10,000,000.00 a Benefit-Cost
Analysis (BCA) will be prepared by DIA and submitted to the FAA. If the FAA’s
available funding will not agree with the DIA’s timing or if DIA has a large project
that will be in construction for more than one year, DIA may complete and submit
an application for a Letter of Intent (LOI) in order to obtain assurance from the FAA
that it will receive funding over the duration of the project.
6. Design
a. DIA will initiate work on the project design(s) by soliciting a Consultant(s) to
perform this service as the Designer of Record (DOR). FAA projects cannot be

fulfilled using DIA’s On Call Task Order process. The Consultant shall be acquired
through a separate contract award process which the Project Manager will
coordinate with Business Management Services.
b. Once a Consultant is selected and their contract is finalized, DIA issues a Notice-
To-Proceed (NTP), to begin work on the design. During this phase, the Project
Manager maintains regular communication with the ADO. Based on the ADO’s
requirements, the Project Manager submits the Design Documents for their
review at each pre-determined percent completion level, which is generally at
the 90% and 100% phases.
c. Pre-Design Meeting: This meeting shall be scheduled with the Sponsor (DIA), the
sponsor’s Engineer (Consultant or DOR), and the FAA Engineer responsible for
the project. Details of the project, FAA requirements, and the project schedule
should be discussed.
d. An AIP construction project must be designed and constructed according to FAA
standards. Certain construction details have been standardized. A set of
technical specifications for airfield construction have been developed and
approved by the FAA, and is kept within Airport Infrastructure Management’s
Airfield Group. The DOR can select the specification sections that are applicable
to the project, and develop the pay items from those sections.
e. When the Airport accepts a grant for a construction project, the incorporation of
FAA Advisory Circular (AC) requirements, especially the ones in the 150 series
(Advisory Circular 150/5370-2F), is mandatory. Therefore, the project must be
designed and constructed according to the standards described in the ACs.
f. As the development of the design documents approaches 30% completion or
less, depending on the size of the project and the Project Manager’s discussion
with the ADO, the Project Manager meets with the DOR to discuss the
development of the required Construction Safety and Phasing Plan (CSPP). Early
in the development of the Construction Safety and Phasing Plan (CSPP), the
Project Manager meets with the ADO to determine the need for a Safety Risk
Management (SRM) document. If required, the FAA must be involved with the
phasing of the Construction Safety and Phasing Plan (CSPP) to develop the SRM.
Once both documents are completed, the CSPP and the SRM are submitted to
the ADO. The Project Manager must keep in mind that the FAA’s review process

takes several months. If the FAA region office determines a SRM Panel is
justified, the review time will be extended. If the Construction Safety and
Phasing Plan (CSPP) is not submitted early enough in the design phase, it could
have on impact on the start of construction. See most current FAA Advisory
Circular 150/5370-2F Operational Safety on Airports During Construction, which
describes the contents of the CSPP.
g. When the design drawings and specifications are at the 30% completion level,
the DIA Project Manager discusses the project with DIA Environmental Services,
to evaluate the National Environmental Policy Act (NEPA) requirements and
submit appropriate documentation to the FAA for approval. In addition to this,
the Project Manager discusses the project with DIA Planning to initiate the
airspace study and approval process.
h. Upon completion of the project’s Design Documents, consisting of drawings,
General Requirements and technical specifications, the Project Manager
prepares a Sponsor Certification for Project Plans and Specifications form and
submits it along with the design documents and the Construction Safety and
Phasing Plan (CSPP) to the ADO for review and approval. See additional detail
on sponsor certifications and the Design Report below.
i. Sponsor Certification forms are required for AIP construction projects, and they
are:
1. Sponsor Certification for Selection of Consultants
2. Sponsor Certification for Project Plans and Specifications
a. Sponsor Certification forms are located in Appendix 25 in the AIP
Handbook Order 5100.38. The Grants Manager insures these forms are
submitted during the grant application process or the grant close-out
process where they are included in the Final Construction Report.
3. Sponsor Certification for Construction/Equipment Contracts
4. Sponsor Certification for Construction Project Final Acceptance
5. Sponsor Certification for Drug-Free Workplace
j. Design Report: This report must be prepared by the engineer and submitted to
the City who passes it on to the Denver ADO for each project. The report
contains an explanation of the engineer’s design based on the project’s study

and an analysis of materials and conditions, and it is a written assurance that the
design provides for the project’s conditions. The Design Report’s general outline
is:
1. Design Analysis
a. Airport Layout considerations
b. Soils and Grading
c. Drainage
d. Pavements
e. Lighting and Navaids
2. Modifications to Standards to FAA Specifications
3. Cost Estimates
4. Project Schedule
7. Construction
a. After the FAA has approved the documents, the Project Manager will work with
Business Management Services (BMS) to advertise and receive bids for the
construction of the project. Airport Legal Services (ALS) develops the contract
and BSM develops the Part 1 Project Requirements document.
b. Bid or Proposal Form: This form is a section of the Part 1 Project Requirements,
and the Project Manager usually prepares it in the specified format.
c. Federal Laws: Contract requirements derived from Federal laws that address civil
rights, equal opportunity, Disadvantaged Business Enterprises (DBE), labor, and
the environment are contained in the Part 1. The preceding list of subjects is not
all inclusive.
d. Buy American Act: The materials and assemblies that are a part of finished
construction need to be documented according to the Buy American Act. The
aforementioned FAA web sites describe the policy and the procedures for
documenting items and seeking waivers.

e. Upon receipt of all the bids, the DOR will review them and prepare a letter
recommending the successful bidder. This recommendation letter contains all
necessary backup documentation justifying their decision and is developed
based on the ADO Program Manager’s requirements. At a minimum, this
justification should contain the following: a brief history of the bidding process
identifying the dates when the notice of invitation was issued, when pre-bid
meetings were held, if and when addendums were issued, the number of bids
received, the high and low value of the bids received and how they compared to
the Designer of Record’s estimate, Division of Small Business Opportunity
(DSBO) Goals, and the bid tab summary.
f. Upon receipt of the letter, if the Project Manager agrees with the Designer of
Record’s recommendation, he will forward the recommendation letter and bid
results to CCD’s DSBO for their review and verification that the potential
successful bidder has met the DSBO participation goals established by the FAA
and CCD for the project.
g. If DSBO determines the potential successful bidder has met these goals, it issues
a memorandum to the Manager of Aviation stating the results of its review. A
copy of this memorandum is forwarded to the Project Manager to include in the
project file.
h. The Project Manager will issue a letter to the ADO Program Manager with a
recommendation of which bidder should be awarded the project. This
recommendation is based on the bid evaluation performed by the DOR and the
CCD’s DSBO. All pertinent information and documentation is attached to this
letter.
i. Upon receipt of the DIA ‘s project award request, if the ADO concurs with DIA’s
recommendation, they will send two (2) copies of the Grant Agreement to DIA’s
Grant Manager to be routed for signature and execution. The FAA will not
initiate a grant offer (through a Grant Agreement) until the Congressional
notification to the ADO which effectively confirms the amount of funds the FAA
has available for that area.
j. When the Grant Agreement is received, DIA reviews it and if in agreement
prepares the Agreement for processing and formal signatures. Once the two (2)
copies are signed, the Grant Manager forwards an original executed agreement

to the ADO Program Manager. The DIA Project Manager receives a copy of the
executed grant for his records.
k. Construction Management Plan: This detailed plan is required for AIP projects
involving paving, and it must be approved by the FAA Denver ADO before the
start of construction. The plan should detail the measures and procedures to be
used to comply with the quality control provisions of the contract including, but
not limited to, all quality control and acceptance tests required by the
specifications. The general outline of this report is:
1. Introduction
2. Personnel
3. Inspection Procedures including surveying and grade control
4. Submittal Process
5. Quality Control Testing
6. Acceptance testing
7. Testing Results
8. Final Test and Quality Control Report
l. Accurate cost accounting during construction is a requirement. The costs may be
audited by the FAA or the U.S. Department of Transportation. For AIP projects,
eligible and non-eligible costs must be identified and clearly listed. This includes
the Sponsor’s (DIA) tracking of all quantities for progress payments. If an AIP
project involves more than one grant, then the eligible and non-eligible costs for
each grant needs to be accounted for, and they cannot overlap.
m. Final cost accounting is a requirement of the Final Construction Project Report.
The Project Manager must keep accurate and clear records during construction
with the development of the Final Construction Project Report in mind. The
outline of this Report is detailed below. The Denver ADO must approve this
Report.
n. Final Construction Project Report: At the conclusion of the project during the
close-out process, the detailed Final Project Report must be prepared and
submitted to the FAA Denver ADO. This report is a summary of the project
describing problems and their solutions, design changes, the final quantities,

accepted test results with summaries, and the computation of a reduced

payment where applicable. The format shall be followed for all projects and
items addressed in the report. The report is to be complete and will be returned
if errors are found or the standard format is not followed. Detailed requirements
for this report including required Attachments/Appendix can be located on the
FAA Northwest Mountain Region website as Engineering Guideline 2012-06 or
most current. Search for the “Standard Handout for Final Reports”.
1. Final Report Standard Outline
a. General Requirements
b. Cover page with Contract and Grant information
c. AIP Project Closeout Checklist
d. Forward
e. Table of Contents
f. Introduction
2. Project History
a. Project Location
b. Work Constructed
c. Work bid but not constructed with reasons for deletion
3. Administration
a. Final FAA Pay Reimbursement Request
b. Final Payment Summary worksheet
c. DBE Participation Summary (Appendix 2)
d. Confirm Grant Special Conditions
e. Amendment Request for Grant Increase
4. Engineering, Design/CM
a. Narrative and breakdown describing cost of engineering and inspection
work

b. Contract date, amount, and FAA approval date for engineering contract
and any amendments.
5. Construction
a. Construction Narrative
b. List of Prime and Subcontractors
c. Liquidated Damages
d. Contractors Final Pay Application
e. Change Order Summary
f. Final Quantities and Justification of Variation
g. Final Inspection Report
h. As-Built Drawings
i. Summary of Test Results
j. Construction Management Plan Actual Test Frequency for Paving
k. Force Account for Construction
l. Items Acquired by Sponsor Directly
7. Airport Master Record
8. Pavement Strength Survey
9. Consultant Certifications:
a. Certifications of Selection of Consultants (Appendix 3)
b. Certification of Project Plans and Specifications (Appendix 4)
c. Certification of Construction Contracts (Appendix 5)
d. Construction Project Final Acceptance ( Appendix 6)
e. Consultant Certifications for Project Testing ( Appendix 8)
o. Final Construction Project Report Conclusion - Preparation of the Final
Construction Project Report takes considerable time and effort to complete. The
Project Manager is responsible for keeping organized records of the above

information in order to successfully develop and complete the report. The report
layout as detailed above is the most current preferred by the Denver ADO as of
November, 2013 and does vary from the layout found on the FAA website. The
Project Manager should verify layout with ADO.
8. Closeout
a. AIP Project Section Summary
1. This AIP section is a summary of actions necessary for the successful
completion of an AIP construction project. For information not described
here, please refer to the FAA websites, the AIP Handbook, the FAA Denver
ADO, the DIA Grants Manager, and the files of previous AIP projects.
b. Payment and closeout process for FAA grants are performed in accordance with
FAA Grant Guidelines. The AIP Handbook, Chapter 13, Project Payment,
Closeout, and Audit, lists and describes a number of requirements for AIP-
funded projects. The Project Manager, the Grants Manager, and Finance must
work together to accomplish these actions.
c. Upon completion of the project and submittal of all required closeout
documentation and final pay requests, the grant is closed.
9. FAA Updates
a. The FAA is constantly updating its information (Advisory Circulars, forms, etc.). It
is important that whether applying for grants, developing Program Narratives,
Sponsor Certification, Final Reports, etc., the Project Manager should always
check with the FAA website in order to ensure they are using the correct forms
or formats for reports.
E. DOCUMENT CONTROL
2. Design Documents
3. Grant Agreement
4. Safety Risk Management (SRM) document
5. Sponsor Certification forms

F. REFERENCES
1. Form link
a. Sponsor Certification for Project Plans and Specifications
2. Process link
a. N/A
3. Other
a. FAA Order 5100.383 – AIP Handbook
b. Appendix 25 in the AIP Handbook Order 5100.38
c. AIP Handbook, Chapter 13, Project Payment, Closeout, and Audit
d. Advisory Circular 150/5370-2F Operational Safety on Airports During
Construction
e. www.faa.gov/airports/northwest_mountain/aip
f. www.faa.gov/airports/aip
g. Safety Risk Management (SRM) sample
h. Construction Safety and Phasing Plan (CSPP) sample
i. Sponsor Certification forms
j. Design Report Sample
k. Part 1 Project Requirements Sample
l. Grant Agreement Sample
m. Final Project Report Sample
n. FAA Northwest Mountain Region website
o. Notice-To-Proceed (NTP) Samples
p. Construction Management Plan Sample
END OF SECTION

6.2 FAA - NATIONAL ENVIRONMENTAL POLICY ACT (NEPA) AND (7460) PERMITS
A. BACKGROUND
1. This section covers the requirements and process for submitting National
Environmental Policy Act (NEPA) documentation and FAA Form 7460-1, the Notice of
Proposed Construction or Alteration
B. KEY TERMS
2. Airport Grant Assurances
3. Federal Aviation Regulation (FAR)
C. RESPONSIBILITIES
2. Operations
3. Planning
4. Project Manager
D. PROCESS
See FAA Permit 7460 Workflow
1. NEPA Analysis
a. Any project at DIA that falls under the following categories requires a National
Environmental Policy Act (NEPA) Analysis:
1. Any project that causes a change to the Airport Layout Plan (ALP)
2. Any project that uses passenger fees for funding
3. Any project that is Airport Improvement Program (AIP) funded
b. Processing of a NEPA Analysis
1. All NEPA actions are accomplished by DIA Environmental Services. The
Project Manager must discuss in detail the project with Environmental

Services who will determine if the project requires a NEPA review.

Depending on the project scope, a CatEx, EA or EIS could be a required, the
Project Manager and Environmental Services should determine at what
percentage of development phase the Project Manager must submit the
project documents to Environmental Services for review (in most cases it is at
the 30% design development phase). Refer to Environmental Services 8.1 -
Environmental Services of this guideline for more information concerning the
NEPA Analysis.
c. Approval Timeframe
1. FAA approval of CatEx, EA and/or EIS submittals must be received before
construction activities can begin. Typical timeframes for FAA approvals are as
follows:
a. CatEx – 3 months
b. EA – 4-12 months
c. EIS – 3 years
2. FAA Form 7460-1 , Notice of Proposed Construction or Alteration
a. Federal Aviation Regulation (FAR) Part 77 and Airport Grant Assurances require
that all construction on the Airport must be coordinated with the FAA using
Form 7460 prior to project commencement. Even if the proposed improvement
is depicted on the approved Airport Layout Plan (ALP) a 7460-1 is required.
b. Requesting, Completing and Submitting FAA Form 7460-1
1. DIA Planning is responsible for completing and submitting FAA Form 7460 to
the FAA. However, once it is determined that a 7460 is required, the PM is
responsible for completing a Form 7460 Request Form found in the Forms
library on the Airport Infrastructure Management SharePoint site. The PM
should coordinate completing the request form with planning in order to
ensure it is properly filled out and all required information is attached. Once
completed the Project Manager will forward the request form and
appropriated documentation to DIA Planning who will complete and submit
the 7460 to the FAA.

Section 6.2 - FAA - National Environmental Policy
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Act (NEPA) and (7460) Permits
c. Submitting and Approval Timeframe

1. Three to four months prior to construction, please fill out a FAA Form 7460-1
request form and return to DIA Planning at Planning@flydenver.com
2. . Planning will then prepare the FAA Form 7460-1, along with the associated
documentation, and submit it to the FAA for processing. Once approval is
received from the FAA, a copy of the letter will be forwarded to the Project
Manager. Please note - it is the Project Manager’s responsibility to
coordinate any/all construction activity and implementation of related FAA-
imposed conditions with DIA Operations. If you have any further questions,
please feel free to contact DIA Planning.
d. Coordination of Work
1. The Project Manager is responsible for coordinating all construction
activities and implementation of related FAA-imposed conditions with DIA
Operations (Contact Adam Steffi, ext. 4123).
E. DOCUMENT CONTROL
1. FAA Form 7460-1
F. REFERENCES
1. Form link
a. FAA Form 7460-1
2. Process link
a. FAA Permit 7460 Workflow
3. Other
a. Environmental Services 8.1 - Environmental Services
END OF SECTION

Section 6.2 - FAA - National Environmental Policy
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Act (NEPA) and (7460) Permits
7. SUSTAINABILITY
7.1 SUSTAINABILITY – UNDER DEVELOPMENT
Chapter 7 - Sustainability
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8. ENVIRONMENTAL SERVICES
8.1 ENVIRONMENTAL GUIDELINES
A. BACKGROUND
1. Any new development, redevelopment, and expansion projects at DIA including
Capital Improvement Program, tenant, and maintenance projects, may have
environmental impacts. The Project Manager and Environmental Services must
evaluate these impacts early in the planning and design process in order to minimize
environmental impacts, regulatory liabilities, project costs, and/or project delays.
2. Projects subject to a Federal action, which include any project that changes the
Airport Layout Plan (ALP) or is Federally funded, warrant special consideration.
These considerations are the National Environmental Policy Act (NEPA) analysis and
the Air Quality General Conformity Evaluation.
3. For City sponsored projects, DIA Environmental Services will be responsible for
completing the appropriate NEPA documentation and performing the Air Quality
General Conformity Evaluation for criteria air pollutants. For tenant sponsored
projects, the tenant will prepare the documentation, submit them to the DIA Project
Manager who will forward them to DIA Environmental Services for review. Projects
subject to a Federal action cannot begin until approved by the FAA.
4. Although a project may not be subject to NEPA requirements, other environmental
issues may need to be considered. These include wetland, wildlife, and stormwater
impacts. A U.S. Army Corps of Engineers (USACE) permit related to Clean Water Act
Section 404 may be needed if the work will be conducted in or impacts waters of the
United States. This includes wetlands, washes, drainages, ditches, creeks, streams,
and rivers. If working in an area with protected species, the Project Manager may
have to consult with the U.S. Fish and Wildlife Service. For example, burrowing owls
(a state threatened species also protected by the Migratory Bird Treaty Act) are
quite common on DIA property especially in active prairie dog towns.
5. Other resources available to the project team to help with this process are
Environmental guidelines, ES-301-3.01 Construction and ES-301-3.02 Planning and
Design. These are available on the Environmental Services SharePoint site and to
contractors and other business partners. Reference ES-301-3.01 Construction Page
304 and ES-301-3.02 Planning and Design Page 313.
Chapter 8 - Environmental Services

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6. The Project Manager should refer to Technical Specification Section 015700 for
information regarding avoiding or mitigating adverse environmental impacts caused
by construction.
B. KEY TERMS
3. Categorical Exclusion (CatEx)
4. Environmental Assessment (EA)
C. RESPONSIBILITIES
1. Colorado Department of Public Health and Environment (CDPHE)
2. Contractor
3. Department of Public Works
6. Operator
7. Project Manager
8. Project Sponsor
9. Tenant
10. U.S. Army Corps of Engineers
11. U.S. Fish and Wildlife Service
D. PROCESS
See Environmental Workflow
1. Activity Description: New Development, Redevelopment, and Expansion
a. Step 1 - The Project Manager completes and submits a DIA Environmental
Project Review Form (ES-01). This form provides Environmental Services with

basic information to help determine whether a project is a Federal action subject

to National Environmental Policy Act (NEPA) requirements. Federal Actions are:
1. Federally Funded projects
2. Projects utilizing Passenger Facility Charges (PFC)
3. Projects resulting in changes to the airport layout plan (ALP).
b. Step 2 – Environmental Services conducts a more detailed environmental review
using the Facility Development/Redevelopment Environmental Checklist (ES-02).
This checklist is a comprehensive environmental review of air quality,
stormwater, groundwater, drainage, flood control, wetlands, spill control,
wildlife impacts and threatened and endangered species, etc.
2. NEPA projects can fall under one of three categories:
a. Categorical Exclusion (CatEx) - assume 90 days for FAA approval;
b. Environmental Assessment (EA) - assume 4-12 months for FAA approval;
c. Environmental Impact Statement (EIS) – assume up to 3+ years for FAA approval.
3. The Project Manager is responsible for ensuring that the airport Tenant, Contractor,
or Operator obtains all environmental permits and approvals prior to work
commencement. Pursuant to Technical Specifications Section 015700, these
permits and approvals shall be incorporated into contracts as required submittals.
4. Potential Environmental Risks
a. Legal action from environmental regulators, including Cease and Desist Orders,
Notices of Violation, and/or fines
b. Legal action from outside parties
c. Inability to obtain or delays in obtaining Federal funding
d. Project schedule delays
e. Damage to airport property, persons and/or the environment
f. Negative publicity
g. Project cost increases
5. Critical Operating Requirements

a. Prohibited Activities
1. Starting work without securing proper approvals and permits
2. “Piece-mealing” of projects to circumvent the NEPA process (i.e. breaking up
a larger project into smaller tasks, phases, or “mini-projects”) shall be
avoided with regard to environmental planning. This practice is not lawful
for Federally funded projects and is not allowed for other projects. Piece-
mealing can lead to delays and errors in the environmental permitting
process.
3. Failure to comply with the City and County of Denver (CCD) Municipal
Separate Storm Sewer System (MS4) Requirements.
b. General Considerations
1. Each airport Tenant, Contractor, Operator, or Project Manager conducting
planning and design activities is responsible for understanding the applicable
regulations and managing their activities accordingly; this Environmental
Guideline is meant as guidance only and does not supersede any regulations.
6. Training Requirements for NEPA
a. All DIA Project Managers need to be familiar with the NEPA process. Contact
Environmental Services for additional assistance.
7. Planning Requirements
a. Identification of projects or activities requiring Environmental Review -
Environmental permitting requirements shall be identified early in the planning
and design phases of a project. Because some permits require long lead times,
early identification of these issues by the Project Manager and Environmental
Services can help secure permits with minimal delay. Examples include, but are
not limited to the following:
1. Roadway improvements, widening, expansion, etc.
2. Parking lot construction
3. Concourse expansions
4. Runway construction
5. New/temporary building construction, expansion

6. Lighting projects
7. Solar projects
b. Project Managers are responsible for gathering project information and
submitting it to Environmental Services using the DIA Environmental Project
Review Form (ES-01). This form includes:
1. Project purpose and need
2. Project description/scope of work
3. Project location
4. Project schedule
5. Project sponsor
6. Arial extent of scraping/grading for the project and asphalt paving for the
project
7. Basic project drawings or sketches
c. Next, Environmental Services will evaluate the project using the Facility
Development/Redevelopment Environmental Checklist (ES-02). The checklist is
completed for both projects that are subject to NEPA, as well as those that are
not.
d. NEPA Considerations
Category Description
1. Controversy Is project controversial on environmental grounds?
2. Air Quality General Conformity Evaluation to ensure actions meets national
standards for air quality.
3. Coastal Resources Does project occur in or affects a coastal zone?
4. Compatible Land Evaluates project for consistency with local plans, goals, policies or
Use controls.
5. Construction Required if project will produce construction impacts, such as
Impacts localized noise, reduce air quality, produce erosion or pollutant
runoff, or disrupt local traffic patterns.
6. Section 4(f) Impacts Required if project will impact DOT Section 4(f) resources such as
public parks, recreation areas or waterfowl refuge of national,
state or local significance, or of a historic site of national, state or
local significance.
7. Farmlands Required if project will impact prime or unique farmlands.
8. Endangered and Potential to impact Federal or state endangered or threatened

Threatened Species species or their habitat.

9. Essential Fish Potential impacts to fish habitat protected under the Magnuson-
Habitat Stevens Act.
10. Migratory Bird Act Potential to adversely impact birds protected by the Migratory
Bird Act.
11. Floodplains Project located in, encroaches upon, or otherwise impacts a
floodplain.
12. Solid Waste Impacts Proposed project produces solid wastes.
13. Hazardous Materials Project constructed in an area that contains hazardous materials.
14. Historical, Project involves an activity that has the potential to affect historic
Architectural, structures.
Archaeological and
Cultural Resources
15. Light Emissions and Light emission impacts.
Visual Impacts:
16. Natural Resources, Impacts to the energy supply or natural resources in a detrimental
Energy Supply and manner.
Sustainable Design
17. Noise
18. Secondary (Induced) Shifts in patterns of population movement and growth, public
Impacts service demand; or changes in business and economic activity.
19. Socio-Economic Relocation of residents or businesses; alter surface transportation
Impacts, patterns or cause degradation of service levels; disproportionate
Environmental impacts on minority or low-income populations.
Justice and
Children’s
Environmental,
Health and Safety
Risks
20. Water Quality Water quality impacts to ground water, surface water, public
water supplies, or violate Federal, State, or Tribal water quality
standards.
21. Wetlands Impacts to wetlands.
22. Wild and Scenic Effects on any portion of Wild and Scenic River or a Study River or
Rivers any adjacent areas that are part of such rivers, listed on the Wild
and Scenic Rivers inventory.
23. Cumulative Impacts Project would produce a significant cumulative effect on any
environmental impact category when considered with past,
present, and reasonably foreseeable future development projects.

e. Other Considerations
Category Description
1. Air 1. Construction Permit for new/modified/existing sources (i.e.
emergency generators, tanks, boilers, etc.).
2. Dust control permit required (Land Development Air Pollution
Emission Notice) for projects > 25 acres or earth moving
activities > 6 months. For air quality purposes, earthmoving
includes excavation (including topsoil removal), backfill,
embankment work, grading, trenching, drilling, and boring.
2. Stormwater and 1. DIA is required to adhere to the terms and conditions of
Drainage the Municipal Separate Storm Sewer System (MS4) permit
issued to the City and County of Denver (CCD) by the
Colorado Department of Public Health and Environment
(CDPHE).
2. CDPHE requires a stormwater permit for construction
activities greater than 1 acre.
3. CCD Dept. of Public Works requires a Construction
Activities Stormwater Discharge Permit (CASDP) (a.k.a.
erosion and sediment control permit) for projects greater
than 1 acre.
4. CCD Dept. of Public Works can require water quality
control for development greater than 1 acre.
5. CCD Dept. of Public Works can require stormwater
detention (for flood control) for projects greater than 0.5
acres. For larger projects, a drainage report or drainage
study is required. A drainage report may only require a
simple grading plan, while a drainage study may include
grading, sheet flow, and proposed corrections to areas
with standing water, roof drains and hydraulics.
3. Sewer Use and The Department of Public Works requires a sewer use and
Drainage drainage (SUD) permit for each new building. SUD permits cover
new hookups to the sanitary sewer system and storm sewer,
water quality pretreatment devices (e.g. sand traps, grit chambers,
sand/oil interceptors, oil/water separators, and grease traps),
sewer abandonment, and individual sewage disposal systems (e.g.
privy vaults or septic systems).
4. Dewatering CDPHE requires a dewatering permit for construction activities
where groundwater has seeped up into an excavation and the
project team proposes to put the groundwater in surface water
drainage (e.g., dewater the groundwater and place it in a
stormwater drain, swale, or pond). This activity must have prior
approval from the MS4 permit manager.
5. Tanks 1. The Denver Fire Department – Fire Prevention Bureau

requires a permit for the installation of new petroleum

storage tanks and a separate permit for the removal of
petroleum storage tanks.
2. The state Division of Oil and Public Safety (OPS) requires
an application and registration for the installation of new
petroleum underground storage tanks above 110 gallons
and above ground storage tanks with capacities between
660 and 39,999 gallons. OPS requires an application and
registration for the installation of new LPG tanks above a
certain capacity.
6. Cathodic Protection Cathodic protection for buried tanks, piping, and above ground
storage tanks and other structures in contact with corrosive soils
must be evaluated.
8. Municipal Separate Storm Sewer System (MS4)
a. If applicable, the Project Manager schedules and conducts a Municipal Separate
Storm Sewer System (MS4) pre-application meeting. The meeting should take
place at the beginning of the design phase. Meeting attendees should include
representatives from DIA Environmental Services, the Project Sponsor, the
Designer of Record, and the Department of Public Works. Meeting minutes
shall be recorded utilizing the General Meeting Minute Form PS-41 In addition to
discussing the items listed above, other items may include:
1. Stormwater drainage
2. Flood control and water quality control
3. Best management practices
4. Sewer upgrades
5. Water quality pretreatment devices
6. Stormwater quality control plan requirements
7. Permit requirements.
E. DOCUMENT CONTROL
1. Environmental Project Review Form (ES-01)
2. Facility Development/Redevelopment Environmental Checklist (ES-02)

3. Required submittals (such as copies of applications and permits) as discussed in the

Facility Development/Redevelopment Environmental Checklist
4. Meeting Minutes
F. REFERENCES
1. Form link
a. Environmental Project Review Form (ES-01)
b. Facility Development/Redevelopment Environmental Checklist (ES-02)
c. General Meeting Minute Form PS-41
2. Process link
a. N/A
3. Other
a. Federal environmental planning regulations (40 CFR 1500 – 1508)
b. FAA Order 1050.1E - Environmental Impacts: Policies and Procedures
c. FAA Order 5050.4B - National Environmental Policy Act Implementing
Instructions for Airport Actions
d. FAA Advisory Circulars if applicable
e. FAA Northwest Mountain Region Categorical Exclusion Form
f. CDPS MS4 Permit (Permit No. COS-000001, Part I.B.1.a.2)
g. City and County of Denver Sanitary Sewer Design Technical Manual
h. City and County of Denver Storm Drainage Design & Technical Criteria
i. UDFCD Urban Storm Drainage Criteria Manual – Volume 3
j. ES-301-3.01 Construction Page 304
k. ES-301-3.01 Construction Page 301
l. ES-301-3.02 Planning and Design Page 313
m. ES-301-6.01 General Waste Management Page 405
n. ES-301-4.10 Cathodic Protection Corrosion Prevention on Buried Tanks and
Piping Page 382

o. DIA Technical Specifications – Section 015700

p. DIA Technical Specifications – Section 264200
q. DIA Technical Specifications – Section 015100
END OF SECTION

9. CONTRACT PROCUREMENT
Refer to the following workflows:
- Task Order – Construction – Competitive Bid Workflow

- Task Order – Professional Services – Competitive Bid Workflow
- Task Order – Construction – Single Source Workflow
- Task Order – Professional Services – Single Source Workflow
- Construction – Fixed Price / Unit Price Workflow
9.1 PROCURING A CONTRACT
A. BACKGROUND
1. When procuring any type of contract at DIA, the Project Manager should familiarize
themselves with the Business Management Services RFP Policies and Procedures
and the Contract Procurement Tool Box . For additional information on the Contract
Procurement process see the Procedures for Processing Contracts at DIA manual.
2. A Project Manager will have one dedicated Contract Coordinator in Business
Management Services assigned to them for a project. This individual will assist the
Project Manager through any Contract Procurement Process. New Project
Managers shall contact the Contract Supervisor to have a Contract Coordinator
assigned to them.
3. Explanations of procurement requirements are detailed in the sections in this
chapter.
B. KEY TERMS
4. Alfresco
C. RESPONSIBILITIES
6. Contract Coordinator
7. Contract Supervisor
8. Project Manager
Chapter 1 -
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D. PROCESS
1. Each contract is initiated though the Alfresco workflow system. The Project
Manager has the ability to review the development status within Alfresco
throughout the life of the procurement process.
2. The login to Alfresco is the same user name/password as the login to the DIA
network.
E. DOCUMENT CONTROL
9. N/A
F. REFERENCES
10. Form link
a. N/A
11. Process link
a. N/A
12. Other
a. Contract Procurement Tool Box
b. Alfresco
c. RFP Policies and Procedures
END OF SECTION
Chapter 9 - Contract Procurement

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9.2 ALFRESCO
A. BACKGROUND
1. Alfresco is the City’s electronic contract workflow tracking and execution data
management system. It is a hierarchical workflow management system. As contract
procurement activities are completed, Alfresco automatically creates subsequent
“tasks” to perform and notifies the appropriate parties or pools via email they have
a task to perform.
B. KEY TERMS
1. Alfresco
C. RESPONSIBILITIES
1. Airport Legal Service
2. Contract Compliance Coordinator
3. DSBO
4. Project Manager
5. Risk Management
D. PROCESS
1. The Business Management Services Coordinator is responsible to coordinate the
input of information into Alfresco.
2. After creation of the contract shell, all contract data is either
a. input directly into Alfresco or
b. entire documents are uploaded into Alfresco.
c. Contact a Contract Compliance Coordinator in Business Management Services to
obtain the current PM Alfresco Guide or go to the Contract Procurement Toolbox
(DIA Intranet, Service & Programs, and Contracts).
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link

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a. N/A
2. Process link
a. N/A
3. Other
a. PM Alfresco Guide
b. Contract Procurement Toolbox (DIA Intranet, Service & Programs, and Contracts)
END OF SECTION

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9.3 DETERMINING THE TYPE OF CONTRACT TO ISSUE

A. BACKGROUND
1. It is essential that extensive research be completed to determine the type of
contract that best serves the needs of each possible project. All requirements of the
project must be reviewed and the ultimate outcome of the project must be taken
into consideration.
B. KEY TERMS
1. Invitation for Bid - (IFB)
2. Request for Proposal - (RFP)
3. Request for Qualifications - (RFQ)
4. Sole Source
5. Sole Source Contracts
6. Task Order
C. RESPONSIBILITIES
1. Business Management Services Coordinator
2. Director
3. Project Manager
4. Supervisor
D. PROCESS
1. The Project Manager shall meet with their Supervisor and Director, review the
requirements of the project, and make a determination of the type of contract to
procure the services required to complete the project.
2. There are 5 types of contract options that require Business Management Services
participation. They are as follows:
1. Request for Proposal - (RFP)
2. Request for Qualifications - (RFQ)
3. Invitation for Bid - (IFB)

Section 9.3 - Determining the Type of Contract to
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Issue
4. Sole Source Contracts

5. Amendments to All Contract Types
3. For Task Orders refer to the Chapter 3 – Project Delivery Methods of this manual.
4. If uncertain, the PM should go to the Procurement Decision Tree.
5. Once the contract procurement method has been identified, the Project Manager
shall review the Responsibilities During the Contract Phase to identify what their
duties and responsibilities are.
6. Meet with Business Management Services Coordinator to discuss time frames by
completing the Contract Consultation Form.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. Contract Consultation Form
2. Process link
a. N/A
3. Other
a. Responsibilities during the Contract Phase
b. Chapter 3 – Project Delivery Methods
c. Procurement Decision Tree
END OF SECTION

Section 9.3 - Determining the Type of Contract to
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Issue
9.4 OVERVIEW OF DIA SECTIONS INVOLVED IN THE PROCUREMENT PROCESS

A. BACKGROUND
1. There are a number of DIA Sections that are involved in the kickoff of the contract
procurement process. Each group has its own specific responsibility during the
process. Those responsibilities are outlined in this section.
B. KEY TERMS
1. Consent Agenda
2. Contract
3. Disadvantaged Business Enterprise
4. Minority/Women Business Enterprise (M/WBE)
5. Ordinance
6. Procurement
7. Request for Ordinance
8. Small Business Enterprise
C. RESPONSIBILITIES
1. Airport Infrastructure Management (AIM)
2. Airport Legal Services
4. City Council Liaison
5. Division of Small Business Opportunity
6. Finance
8. Project Manager
9. Risk Management

Section 9.4 - Overview of DIA Sections Involved In
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the Procurement Process
D. PROCESS
1. The Project Manager will meet with the appropriate Airport Infrastructure
Management (AIM) sections to clearly identify the requirements associated with the
selected contract type.
2. The Project Manager shall meet with Business Management Services for their
assistance in the development of the offering package. Business Management
Services will provide support in all phases of the contract procurement process.
Reference the RFP Policies and Procedures Manual and the Contract Procurement
Tool Box for full procedures.
3. Airport Legal Services is responsible to develop, write, advise and approve all
contracts, agreements and amendments. Airport Legal Services is also responsible
to draft and file all ordinances for contracts requiring City Council approval.
4. The Division of Small Business Opportunity (offices at DIA) determines whether or
not a Participation Goal would apply to a contract. This goal would either be
Minority/Women Business Enterprise (M/WBE), Small Business Enterprise, or
Disadvantaged Business Enterprise (for federally funded projects).
5. Finance is responsible for the approved budget for all projects and manages the CIP
programs for DIA.
6. Risk Management determines and monitors the appropriate insurance
requirements.
7. The Manager of Aviation approves the initiation of contracts, signs and approves all
contracts, agreements and amendments, and ensures the integrity of the contract
process.
8. The City Council Liaison files the Request for Ordinance with City Council, works
with the Project Manager to get appropriate information for Consent Agenda,
Mayor Council, or Committee presentations, and maintains communications with
DIA stakeholders during the legislative process. This step takes place only after the
Second Party has signed and returned the Contract Documents to Business
Management Services.
E. DOCUMENT CONTROL
1. Amendment

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2. Contract
3. Offering Package
4. Request for Ordinance
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. RFP Policies and Procedures Manual
b. Contract Procurement Toolbox
END OF SECTION

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9.5 PRE-ADVERTISING 90 DAY FORECAST REQUIREMENTS

A. BACKGROUND
1. Each design or construction project must be advertised on the Future Opportunities
Section of the Business Opportunities Webpage on the airport’s website for a
minimum of 90 days prior to the formal advertising of the opportunity across 3
consecutive business days.
B. KEY TERMS
1. Alfresco
2. Financial Level
3. Funding Source
4. M/WBE Goal Percentage
5. Work Category
C. RESPONSIBILITIES
2. Director
4. Finance
5. Management Analyst II
6. Project Manager
7. Supervisor
D. PROCESS
1. The Project Manager shall prepare a high level Scope of Work and submit it to their
Supervisor for review and approval.
2. The Project Manager shall meet with Finance to discuss the budget, identify the
funding source(s) and verify there are funds for the project.
3. The Project Manager shall prepare the Division of Small Business Opportunity DSBO
Goals Committee Project Information Form COMP-FRM-001 requesting an M/WBE

Section 9.5 - Pre-Advertising 90 Day Forecast
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Requirements
Goal percentage for the contract and emails it to the Management Analyst II in the
Division of Small Business Opportunity.
a. For more information on the DSBO Goals see Contract Procurement Section 9.11
Minority/Women Business Enterprise (M/WBE) Goal Requirement of this
Guideline.
4. The Project Manager prepares the Contract Executive Summary Form and forwards
it to Business Management Services.
a. For more information see the Contract Procurement Section 9.10 Contract
Executive Summary section of this Guideline.
5. The Project Manager shall review the Rules for Prequalification of Construction
Contractors to identify and determine the prequalification Work Category and
Financial Level required in order for a Contractor to bid/propose on the project.
This information is forwarded to Business Management Services.
a. For more information on the Prequalification see the Contract Procurement
Section 9.15 Prequalification Board of this Guideline.
6. The Project Manager prepares the Construction Contract Data Form (CM-F-002) and
uploads it into Alfresco. The Construction Contract Data Form (CM-F-002) contains
more detailed contract provisions and elements that will be incorporated into the
Contract including but not limited to:
a. the maximum percentage of work that may be subcontracted
b. contact information
c. insurance requirements
7. Once the above documentation has been received by Business Management
Services they will package all the documents and includes the project on the agenda
for the Manager of Aviation’s signing meeting.
8. Once the Manager of Aviation has approved the project, Business Management
Services will advertise the project for 90 Day on the DIA Business Opportunity
Webpage www.flydenver.com.
E. DOCUMENT CONTROL
1. Contract Executive Summary Form

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Requirements
2. DSBO Goals Committee Project Information Form (COMP-FRM-001)

F. REFERENCES
1. Form Link
a. DSBO Goals Committee Project Information Form COMP-FRM-001
b. Construction Contract Data Form (CM-F-002)
2. Process link
a. Construction – Fixed Price / Unit Price Workflow
3. Other
a. Future Opportunities Section of the Business Opportunities Webpage
b. www.flydenver.com
c. Contract Procurement Section 9.10 Contract Executive Summary
d. Contract Procurement Section 9.11 Minority/Women Business Enterprise
(M/WBE) Goal Requirement
e. Contract Procurement Section 9.15 Prequalification Board
f. Rules for Prequalification of Construction Contractors
END OF SECTION

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Requirements
9.6 PREPARATION OF BID PACKAGE BACKGROUND

A. BACKGROUND
1. Business Management Services is responsible for developing the Proposal / Bid
Package. This process is performed concurrently with the 90 Day Forecast period.
This allows the project documents to be entered into Alfresco for review and
approval immediately upon completion of the 90 Day Forecast.
2. A review must be completed and verified by the Project Manager for each bid
package prior to release for advertising. Coordination between the Project Manager
and Business Management Services team is necessary in this step of the process.
3. Upon completion of the 90 day advertisement, the project can be advertised (3
business days) to the public for bidding or proposing. The Project Manager
coordinates with Business Management Services in developing the Proposal / Bid
Package.
B. KEY TERMS
1. Alfresco
2. Construction Contract Data Form
3. Contract / Agreement
4. Invitation for Bid (IFB)
5. Proposal / Bid Package
C. RESPONSIBILITIES
3. Project Manager
D. PROCESS
1. Proposal / Bid Package Development
a. The Project Manager will complete the Construction Contract Data Form and
email it to Business Management Services.
b. The Project Manager will coordinate with Business Management Services and
Airport Legal Services to generate the Contract / Agreement.

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c. Airport Legal Services is responsible for finalizing and approving the contract.
d. Once the project is setup in Alfresco, an email is sent automatically to Airport
Legal Services requesting an attorney be assigned to develop the Contract /
Agreement for the project.
e. The Project Manager is responsible for developing and providing to Business
Management Services the following information needed to create the Proposal /
Bid Package.
1. Exhibit A - Scope of Work (complete project).
2. Exhibit B - Scheduling, Progress Reporting, & Invoicing is in the Contract
Documents (Professional Services only)
3. Special Conditions as necessary based on the review of the General Contract
Conditions (Construction only).
4. Design documents, drawings, specifications, and bid tabulation forms.
(Construction only)
a. Technical Specification with Contract Number.
5. Scoring Criteria (Pertains to Proposal only)
2. The Project Manager is responsible for reviewing the overall Proposal / Bid Package
for completeness and accuracy prior to release for advertising.
3. The Project Manager and the Business Management Services team combine the
contract documents and create the Proposal / Bid Package.
4. Business Management Services sends the Proposal / Bid Package to the Project
Manager for review prior to publication.
a. The Project Manager is responsible for the completeness quality and accuracy of
all contract documents.
b. After review, the Project Manager notifies Business Management Services via
email, the package has been reviewed and is complete or requires additional
modifications.
5. For Invitation for Bid (IFB) projects the Project Manager forwards the following to
Business Management Services to upload into the www.flydenver.com website:
a. Design Documents

b. DIA Division 1
c. Division 2 Specifications
1. Complete set of Specifications with Contract Number
6. After review by the Project Manager, the Business Management Services team
uploads the final package into Alfresco and routes the Memo Advertising Closeout
Form CM-85 for approval.
E. DOCUMENT CONTROL
1. Bid / Proposal Package
2. Memo Advertising Closeout
F. REFERENCES
1. Form link
a. Exhibit A - Scope of Work Sample
b. Exhibit B - Scheduling, Progress Reporting, & Invoicing Sample
c. Construction Contract Data Form
d. Special Conditions Sample
e. Memo Advertising Closeout Form CM-85
2. Process link
a. N/A
3. Other
a. www.flydenver.com
END OF SECTION

9.7 EXHIBIT A – PROJECT DEFINITION

A. BACKGROUND
1. Project Definition, specifically the Scope of Work, is covered under Exhibit A – Scope
of Work of the Contract Documentation. It is essential that a well-defined Scope of
Work be completed prior to any solicitation in order to avoid problems in the
process.
B. KEY TERMS
1. Rapid Improvement Event (RIE)
2. Scope of Work
C. RESPONSIBILITIES
1. Project Manager
2. Supervisor
D. PROCESS
1. The Project Manager is responsible for preparing the Exhibit A – Scope of Work for
each project. The Scope of Work can vary depending on the type of project. The
Project Manager shall review the Scope of Work with their Supervisor.
1. A typical Professional Services Scope of Work contains but is not limited the
following:
a. Introduction
b. General Consultant Services
1. Scope of Work
2. Programming Criteria
3. Design Requirements
4. Design Standard Manuals
5. Project Definition
6. Art Integration
7. Project Automation Information and Communications Systems
8. Field Investigations and Other Engineering Services

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9. Preliminary Design Drawings

10. Final Design Phase
c. Specific Design Services
d. Project Schedule
e. Project Controls
f. Communication
g. Shop Drawings & Submittals
h. System Commissioning
i. Project Close Out
j. Accounting Records
k. Ownership of Documents
l. Notice to Proceed
m. Reports
n. Meetings
o. Airport Security Requirements
p. Consultant Personnel Assigned to the Agreement
q. Additional Services Authorizations
2. A typical Construction Scope of Work contains but is not limited the following:
a. Introduction
b. Project Description
c. DIA Organization Chart
d. Relationships and Roles of the Parties
e. Summary of Work
1. Approach
2. Objectives
3. Services

4. Preconstruction Phase Services (CM/GC or Design/Build contracts only)

5. Construction Phase Services
f. Building Information Modeling (BIM)
g. Project Records
h. Startup & Mobilization
i. Project Scheduling
j. Cost Estimating
k. Meetings
l. Quality Control
m. Airport Security Requirements
n. Reports
o. Project Close Out
3. Contract Close-out – The following language is to be included:
a. Professional Services Contract – The Closeout Period shall be 45 calendar days
from receipt of all contractors’ as-built drawings from the Project Manager.
b. Construction Closeout – The Closeout Period shall be 90 calendar days from
issuance of executed Certificate of Substantial Completion. This includes the
following milestones.
1. 30 Day Milestone – Complete Substantial Certificate punch list and
construction site cleanup.
2. 75 Day Milestone – Construction Closeout Checklist is completed and
Contractor submits Consent of Surety to DIA PM.
3. 90 Day Milestone– Contractor Submit Final Pay Application to BMS.
E. DOCUMENT CONTROL
1. Exhibit A - Scope of Work
F. REFERENCES
1. Form link

a. Exhibit A – Scope of Work

2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

9.8 EXHIBIT B – SCHEDULING, PROGRESS REPORTING, INVOICING, & CORRESPONDENCE CONTROL

A. BACKGROUND
1. Part of the Contract Procurement process includes the review and control of project
schedules, progress reports, invoice submittals and other various correspondence
types. These items are handled in Exhibit B – Scheduling, Progress Reporting,
Invoicing, and Correspondence Control of the contract. Monthly progress reports,
schedule updates and invoices are part of the required Consultant/Contractor pay
request submittal.
B. KEY TERMS
1. General and Administrative Expenses
3. Pay Request
4. Project Work Schedule
C. RESPONSIBILITIES
1. Consultant
2. Contractor
3. Project Manager
4. Supervisor
D. PROCESS
1. The Project Manager is responsible for reviewing and editing as required the Exhibit
B – Scheduling, Progress Reporting, Invoicing, and Correspondence Control. The
Project Manager shall coordinate any edits with their Supervisor.
1. The Exhibit B – Scheduling, Progress Reporting, Invoicing, and Correspondence
Control outlines the procedures the Consultant/Contractor must perform to
prepare and submit: schedules, budgets, invoices, progress reports, and to control
correspondence. At a minimum, the Exhibit B – Scheduling, Progress Reporting,
Invoicing, and Correspondence Control should contain but not limited to the
following:
a. Work Schedules

Section 9.8 - Exhibit B – Scheduling, Progress
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Reporting, Invoicing, & Correspondence Control
1. For non On-Call contracts the Consultant shall provide the city a preliminary
Final Project Work Schedule in a Primavera P6.1 Enterprise Project Portfolio
Management format within 45 days after receiving the Notice to Proceed
(not required for Task Order based On-Call contracts).
2. The Project Manager has 10 days to provide comments to the
Consultant/Contractor after the preliminary Final Project Work Schedule has
been submitted.
3. No later than 75 days after the Notice to Proceed, the Consultant/Contractor
shall submit to the Project Manager the Final Work Schedule.
4. Immediately following the Notice to Proceed and throughout the project, the
Consultant/Contractor shall submit to the Project Manager a rolling two-
week, look-ahead schedule by close of business every other Friday.
b. Progress Payment Measurement Alternatives
c. Invoices and Progress Payments
d. Monthly Progress Report Requirements
e. Schedule Changes and Increases in Project Amount
f. Allowable General & Administrative Expenses (Indirect Costs)
g. Allowable (Non-Salary) Expenses
h. Contract Task Order/Project Controls Requirements
2. There are four versions of the Exhibit B that should be referenced:
a. On-Call Exhibit B
b. Design-Bid-Build Exhibit B
c. CMGC Exhibit B
d. Design-Build Exhibit B
E. DOCUMENT CONTROL
1. Exhibit B – Scheduling, Progress Reporting, Invoicing, and Correspondence Control
F. REFERENCES
1. Form link

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a. Exhibit B – Scheduling, Progress Reporting, Invoicing, and Correspondence

Control
b. On-Call Exhibit B
c. Design-Bid-Build Exhibit B
d. CMGC Exhibit B
e. Design-Build Exhibit B
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

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9.9 PROJECT BUDGET & FUNDING - UNDER DEVELOPMENT

Section 9.9 - Project Budget & Funding - UNDER
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DEVELOPMENT
9.10 CONTRACT EXECUTIVE SUMMARY

A. BACKGROUND
1. The Executive Summary contains various contract details, project information,
terms, funding, MBE/WBE/DBE Goals, contract justification and other details
pertinent to the Contract.
B. KEY TERMS
1. Budget Source Number
C. RESPONSIBILITIES
1. Project Manager
3. Senior Director
D. PROCESS
1. The Project Manager is responsible for preparing the initial Contract Executive
Summary Form.
1. Prior to preparing the Contract Executive Summary Form the Project Manager must
have the following:
a. Approval of the project from the Senior Director
b. Funding and a budget source number
c. Scope of work
2. Anytime during the Contract Procurement period the Project Manager may be
contacted by Business Management Services to provide additional project
information.
3. Once completed the Contract Executive Summary Form is emailed to
Contract.Procurement@flydenver.com (in Business Management Services) for
processing.
E. DOCUMENT CONTROL
1. Contract Executive Summary

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F. REFERENCES
1. Form link
a. Contract Executive Summary Form
2. Process link
3. Other
a. Contract.Procurement@flydenver.com
END OF SECTION

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9.11 MINORITY / WOMEN BUSINESS ENTERPRISE (M/WBE) GOAL REQUIREMENT

A. BACKGROUND
1. Under Denver city ordinance, the Division of Small Business Opportunity (DSBO) is
responsible to undertake specific activities to prevent discrimination and its effects
against business enterprises which have been certified as minority business
enterprises (MBEs), woman business enterprises (WBEs), and/or disadvantaged
business enterprises (DBEs – for federally funded projects) in the areas of
construction, reconstruction and remodeling, and professional design and
construction services.
2. All projects at Denver International Airport require the DSBO to establish
participation goals for project expenditures. The participation goal is a percentage
stated as the amount of project cost performed by qualified MBE/WBE DBE firms in
relation to the total overall project cost.
B. KEY TERMS
1. Administrative Reconsideration
3. Compliance Plan
4. Disadvantaged Business Enterprises (DBEs)
6. Good Faith Effort
7. Letter of Intent
8. Minority Business Enterprises (MBEs)
9. Woman Business Enterprises (WBEs)
C. RESPONSIBILITIES
1. Project Manager
3. MBE/WBE or DBE Goals Committee

5. Bidder/Proposer
D. PROCESS
1. The Project Manager prepares the Division of Small Business Opportunity DSBO
Goals Committee Project Information Form COMP-FRM-001 requesting an M/WBE
Goal percentage for the contract and forwards it to DSBO.
2. The MBE/WBE or DBE goals are established by a MBE/WBE or DBE Goals
Committee.
a. There are three Goals Committees:
1. Heavy highway
2. Professional services
3. Construction management
b. There are nine different individuals on each Goals Committee and none are City
employees.
3. Goal determination meetings are scheduled throughout the month for each of the
three industry disciplines. The Project Manager should be available to respond to
any questions the Goals Committee may have when the when their project is being
evaluated.
4. The DSBO forwards the Approved Goal Memorandum to Business Management
Services and emails a copy to the Project Manager.
5. The Bidder/Proposer is responsible for submission of their M/WBE documentation
with their bid/proposal.
a. Methods for meeting the Participation Goals
1. Letters of Intent
a. The Bidder/Proposer may submit Letters of Intent Forms from
MBE/WBE Subcontractors or Consultants as evidence of the anticipated
participation on a project.

Section 9.11 - Minority / Women Business
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Enterprise (M/WBE) Goal Requirement
b. The Letters of Intent is a written communication from the proposer or

bidder to the City indicating the Bidder/Proposer has or will enter into a
contractual relationship with the MBE/WBE or that its Subcontractor(s)
and supplier(s), manufacturer(s), manufacturers' representative(s) and
broker(s) will do so.
c. The Letters of Intent specifies the estimated project cost that will be
performed by the specific MBE/WBE.
a. An alternative to the Letters of Intent is the Good Faith Effort. Under the
Good Faith Effort the Bidder/Proposer must demonstrate that it has
made good faith efforts to meet the project participation goal.
b. The Bidder/Proposer shall furnish to the DSBO on or before the time
specified in the proposal documents, a detailed statement of its good
faith efforts to meet the project goal set by the DSBO.
1. The statement will address issues such as:
a. Soliciting through all reasonable and available means to reach the
MBE/WBEs
b. The Bidder/Proposer must use the DSBO MBE/WBE Directories
to identify, recruit and place MBE/WBEs.
c. The Bidder/Proposer must negotiate in good faith with interested
MBE/WBEs and provide written documentation of such
negotiation with each such MBE/ WBE.
d. For each MBE/WBE which contacted the Bidder/Proposer or
which the Bidder/Proposer contacted, the Bidder/Proposer must
supply a statement giving the reasons why the Bidder/Proposer
and the MBE/WBE did not succeed in negotiating a subcontract
relationship.
e. The Bidder/Proposer must provide verification that it rejected
each non-utilized MBE/WBE because the MBE/WBE was not
qualified.
3. Compliance Plan (Not allowed for FAA funded projects)

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a. The Compliance Plan is an alternative process a Bidder/Proposer can use

in lieu of Letters of Intent. Generally for Master On-Call contract this is
the method that is used because there are no known projects when
those contracts are awarded.
b. The Manager of Aviation may determine to address the project goal by
means of a Compliance Plan for utilization of MBE/WBEs on a project. In
that event, the Manager of Aviation shall request the DSBO to approve
the utilization of such a Compliance Plan, consistent with the scope and
intent of the ordinance. The development, scope and utilization of such
Compliance Plans shall be addressed in rules and regulations
promulgated by the DSBO.
b. Small Business Enterprise (SBE)
1. City and County of Denver revised the SBE program as by Council Bill No.
CB14-0039. This program is only applicable to City and County of Denver
projects.
c. Disadvantaged Business Enterprise (DBE)
1. Airport Improvement Program (AIP), FAA funded projects will have a DBE
participation goal.
a. These participation goals are developed in the same manner as above
and must comply with DOT CFR 49 Part 26.
d. DSBO Review – Responsive (Pass) / Non-Responsive (Fail)
1. The DSBO reviews the Bidder/Proposer’s or bidder’s responses to the
M/W/DBE goal requirements as set forth in the offering documents and
makes a determination on each proposal as being either Responsive (Pass) or
Non-Responsive (Fail).
a. Non-responsive Bidders/Proposers are sent a letter explaining the
DSBO’s determination. Letters are sent via either: fax, email, or certified
mail (if fax and email are not available).
b. Responsive Bidder/Proposers are not sent a letter acknowledging they
are Responsive.

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2. The Project Manager shall remove any proposals or bids that were deemed
Non-Responsive from the pool of proposals or bids received and notifies the
Selection Committee which Bidder/Proposers will ultimately be reviewed
and scored.
6. Administrative Reconsideration
a. The DSBO has an appeals process called an Administrative Reconsideration that
a non-responsive Bidder/Proposer may utilize to have their Non-Responsive
status reviewed and re-evaluated.
1. A non-responsive Bidder/Proposer has 3 business days after receiving the
non-responsive letter to file an appeal with the DSBO.
2. The DSBO notifies the Project Manager if there has been an appeal from a
Bidder/Proposer that was previously found non-responsive.
3. The Project Manager coordinates with the DSBO during the appeals process.
4. If a Bidder/Proposer is subsequently successful in their appeal, the Project
Manager will include their proposal or bid in the Selection Committee
Review process.
E. DOCUMENT CONTROL
1. DSBO Goals Committee Project Information Form
2. Approved goal memorandum
3. Letter of Intent
5. Compliance Plan
6. Letter to Responsive/Non-responsive Bidders/Proposers
7. Non-Responsive Bidder/Proposer Letter of Appeal
F. REFERENCES
1. Form link
a. DSBO Goals Committee Project Information Form COMP-FRM-001
b. Letters of Intent Form

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c. Good Faith Effort

2. Process link
a. Task Order – Construction – Competitive Bid Workflow
b. Task Order – Professional Services – Competitive Bid Workflow
c. Construction – Fixed Price / Unit Price Workflow
3. Other
a. DOT CFR 49 Part 26
b. Approved Goal Memorandum Sample
c. DSBO MBE/WBE Directories
d. Compliance Plan
e. Council Bill No. CB14-0039
END OF SECTION

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9.12 INSURANCE
A. BACKGROUND
1. Each contract awarded at the airport has specific insurance requirements depending
on the type of work being performed. The insurance requirements for each project
are generated by Risk Management through the Alfresco process.
B. KEY TERMS
1. Alfresco
C. RESPONSIBILITIES
1. Risk Management
D. PROCESS
1. Project Manager meets with Risk Management to discuss the level of coverage
required for each project.
2. Information Required
a. Location of project – Airside or Landside
b. Construction Value of project
c. Environmental Impacts
d. Rolling Owner Controlled Insurance Program (ROCIP)
3. Risk Management will specify the limits of insurance and issue them a CCD
Certificate of Insurance for the Department of Aviation.
a. This process is handled through Alfresco.
4. For more detail on this subject refer to Business Management Services RFP Policies
and Procedures.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. CCD Certificate of Insurance for Department of Aviation

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2. Process link
a. N/A
3. Other
END OF SECTION

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9.13 BONDS
A. BACKGROUND
1. All awarded construction contracts require payment and performance bonds. For
bidding purposes a bid bond is required.
2. Bonds are not required on Professional Services contracts.
B. KEY TERMS
1. Bid Bond
2. Payment and Performance Bonds
C. RESPONSIBILITIES
2. Bidders/Proposers
4. Contract Administration
5. Contractor
7. Mayor
8. Project Manager
D. PROCESS
1. Contractors bidding on projects are required to submit Bid Bonds in the amount of
5% of their total bid amount. The Bid Bonds are returned to all bidders/proposers
at the end of the bid/proposal process.
2. Business Management Services is responsible for reviewing and confirming that
each bid/proposal submitted has an appropriate Bid Bond.
3. Contract Administration in Business Management Services is responsible for
obtaining the bonds initially. The Project Manager is responsible for monitoring
bond compliance throughout the contract term (including any warranty period for
performance bonds). Airport Legal Services coordinates with the surety company
on any Contractor defaults.

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a. Monitoring enforcement includes withholding payment from Contractors if bond

coverage is not in compliance.
b. Fixed Price Contracts (Hard Bid, Lump Sum)
1. Payment and Performance bonds for the full amount of the contract are
obtained from the Contractor when the contract is signed.
2. As Change Orders are issued increasing the contract amount, the Contractor
obtains additional bonding capacity to cover the additional contract amount.
The Project Manager is responsible for monitoring the bond balances,
receiving any increases, and forwarding to Business Management Services.
c. On Call Contracts
1. On Call Construction contracts require an initial payment and performance
bond of $100,000. This provision is usually contained in the Special
Conditions modifying General Conditions Title 15.
2. As Task Orders are issued, the Contractor obtains and remits additional bond
capacity so the total bond coverage is equal to or exceeds the total amount
of the active Task Orders issued under the contract. The Project Manager is
responsible for monitoring the bond balances, receiving any required
increases, and forwarding to Business Management Services.
3. Original Performance & Payment bonds from the entity awarded the contract are
retained in Business Management Services for safe keeping during the term of the
contract and returned to the Contractor at the end of the contract term including
any warranty period.
E. DOCUMENT CONTROL
1. Bid Bonds
2. Performance & Payment Bonds
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A

3. Other
a. General Conditions Title 15
END OF SECTION

9.14 CONTRACT INITIATION (PROJECT INFORMATION REQUEST FORM (PIRF)) – UNDER DEVELOPMENT

Section 9.14 - Contract Initiation (Project
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DEVELOPMENT
9.15 PREQUALIFICATION BOARD

A. BACKGROUND
1. Prequalification is a process which categorizes the project into specific work and
financial levels which the Contractor must be qualified to meet in order to bid /
propose on a project. The levels are granted based on a contractor’s experience,
qualifications, skill, integrity, and financial capability. The Prequalification process is
designed to ensure that bidders and proposers are responsible and qualified to
perform the work required on the project. Prequalification is only one criteria of
many in determining which entity to award a specific contract.
2. Prequalification is generally only required for construction activities with an
estimated value of $1,000,000.00 or more or for contract specific reasons as shown
in the City and County of Denver’s Rules for Prequalification brochure.
3. Professional Services Agreements do not require Prequalification.
B. KEY TERMS
1. Prequalification
C. RESPONSIBILITIES
1. Bidder/Proposer
2. Contractor
4. Prequalification Board
5. Public Works Department
D. PROCESS
1. The Manager of Aviation has the ability to waive or modify the prequalification
criteria and requirements for specific projects, as deemed appropriate in the
Manager’s discretion.
2. Any Bidder/Proposer who is not currently prequalified at the required level may
submit its prequalification application to the Public Works Department generally 10
days prior to the bid / proposal opening, 14 days for environmentally sensitive
issues.

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3. To become prequalified, companies submit a Contractor’s Prequalification

Application to the Prequalification Board. The prequalification application requires
submittal of various company information, financial statements, resumes on key
personnel, and a list of previous projects.
4. Bids / proposals received from Contractors who are not prequalified at the correct
level will be deemed Non-Responsive.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. Contractor’s Prequalification Application
2. Process link
a. N/A
3. Other
a. City and County of Denver’s Rules for Prequalification brochure
END OF SECTION

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9.16 GENERAL CONTRACT CONDITIONS 2011 EDITION – “YELLOW BOOK”

A. BACKGROUND
2. For construction contracts, the Standard Specifications for Construction General
Contract Conditions 2011 Edition (Yellow Book) contains general requirements a
Contractor must adhere to when performing work for the City and County of
Denver.
1. These General Conditions are included in any construction contract that is awarded
by City and County of Denver.
B. KEY TERMS
1. Standard Specifications
2. General Conditions
C. RESPONSIBILITIES
2. Contractor
D. PROCESS
1. When developing Contract Documents Airport Legal Services is responsible for
incorporating these General Conditions into each and every construction contract.
2. The current version of the Standard Specifications for Construction General Contract
Conditions 2011 Edition (Yellow Book) is available publically on the City’s website.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other

Section 9.16 - General Contract Conditions 2011
Version 1.0 - 05/14 Page 211 of 630
Edition – “Yellow Book”
a. Standard Specifications for Construction General Contract Conditions 2011

Edition (Yellow Book)
END OF SECTION

Section 9.16 - General Contract Conditions 2011
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Edition – “Yellow Book”
9.17 SPECIAL CONDITIONS

A. BACKGROUND
1. In all construction contracts there are General Conditions and Special Conditions.
1. The Special Conditions modify and/or clarify specific provisions in the Contract
Documents and/or to modify the Standard Specifications for Construction General
Contract Conditions 2011 Edition (Yellow Book)
B. KEY TERMS
1. General Conditions (GCs)
3. Construction Contact Data Form
C. RESPONSIBILITIES
1. Project Manager
2. Airport Legal Services Attorney
D. PROCESS
1. The Project Manager is responsible for reviewing the General Conditions and the
existing Special Conditions in the Contract Documents and determines if there is any
need for them to be modified or additional conditions added.
2. The Project Manager will coordinate with the Airport Legal Services Attorney in
developing or modifying the Special Conditions based upon the Project Manager’s
review using the Request for Preparation of Special Conditions Form CM-16.
a. Project Manager to verify with Business Management Service if this was
performed under the Construction Contract Data Form.
E. DOCUMENT CONTROL
1. Request for Preparation of Special Conditions Form CM-16
F. REFERENCES
1. Form link
a. Request for Preparation of Special Conditions Form CM-16

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b. Process link
c. N/A
2. Other
a. Standard Specifications for Construction General Contract Conditions 2011
END OF SECTION

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9.18 ADVERTISE THE REQUEST FOR PROPOSAL (RFP), INVITATION FOR BID (IFB), OR REQUEST FOR
QUALIFICATIONS (RFQ)
A. BACKGROUND
1. The length of the proposal development period is determined by the Project
Manager and Business Management Services. Typically the proposal or bid
development period allows approximately four to six weeks between the initial 3
days of advertising and the proposal or bid due date, depending on the complexity
of the project.
2. The RFP, IFB, or RFQ package solicitation remains on the airport’s website and the
following:
a. For RFPs/RFQs: http://business.flydenver.com/bizops/rfp.asp
b. For IFBs: http://business.flydenver.com/bizops/bids.asp
3. While on the website the RFP or IFB will be classified as “Open”, “Under Review”, or
“Awarded”.
4. Additionally the proposal or bid opportunity is posted on the bulletin board outside
the Airport Office Building and emailed to a list of construction related companies.
B. KEY TERMS
2. Request for Proposal (RFP)
3. Request for Qualifications (RFQ)
C. RESPONSIBILITIES
2. Project Manager
D. PROCESS
1. Advertising projects is the sole responsibility of Business Management Services. For
more information on the 3 Day Advertising process see Business Management
Services RFP Policies and Procedures.

Section 9.18 - Advertise the Request for Proposal
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1. For contracts in excess of $100,000, Business Management Services advertises the

project opportunity in a local print media with general circulation for a minimum of
three consecutive business days or longer if desired.
2. Business Management Services also posts the RFPs, RFQs, or IFBs on the airport’s
website where it is available until the proposal or bid due date.
E. DOCUMENT CONTROL
1. RFPs
2. RFQs
3. IFBs
F. REFERENCES
1. Form link
a. N/A
2. Process link
3. Other
a. For RFPs: http://business.flydenver.com/bizops/rfp.asp
c. For RFQs: http://business.flydenver.com/bizops/rfq.asp
d. Business Management Services RFP Policies and Procedures
END OF SECTION

Section 9.18 - Advertise the Request for Proposal
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9.19 PRE-PROPOSAL / PRE-BID CONFERENCE

A. BACKGROUND
1. At the discretion of the Project Manager or their Supervisor a pre proposal / bid
conference is held a few weeks prior to the due date to review the RFP or IFB. The
intent of the meeting is to discuss pertinent aspects of the project, provide guidance
on DIA requirements, and address any questions or issues.
B. KEY TERMS
1. Prevailing Wage
2. Certified Payroll
C. RESPONSIBILITIES
1. Airport Operations
2. Airport Security
3. Auditor’s Office
5. City and County of Denver
9. Project Manager
10. Proposers
11. Supervisor (Optional)
D. PROCESS
1. Business Management Services along with the Project Manager shall determine the
date/time of the meeting.
2. Business Management Services chairs the meeting and attendance is taken. Airport
and City and County of Denver divisions are represented at the meeting to provide
information and answer any questions from the prospective proposers/bidders. At
a minimum the following personnel attend:

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a. Project Manager
b. Designer of Record
c. DSBO – discusses the M/WBE goal requirements. Refer to Section 5.11 - Minority
/ Women Business Enterprise (M/WBE) Goal Requirement of this guideline for
further information.
Airport Security reviews the vehicle and personnel badging requirements
d. Airport Operations
e. Environmental Services
f. Auditor’s office discusses the Prevailing Wage and certified payroll requirements
3. The Project Manager along with Business Management Services is responsible for
reviewing the specifics of the project to determine if other DIA divisions should be
included in the Pre-Proposal / Pre-Bid Conference.
4. A Pre-Proposal / Pre-Bid Conference Agenda generated by Business Management
Services is used for the meeting.
5. Meeting minutes generated by Business Management Services to record the
meeting.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
3. Other
a. Section 5.11 - Minority / Women Business Enterprise (M/WBE) Goal
Requirement
END OF SECTION

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9.20 PROPOSER OR BIDDER QUESTIONS

A. BACKGROUND
1. Upon review of an RFP, IFB or RFQ a Bidder/Proposer may need clarification on
specific issues or sections of the document. The Bidder/Proposer is given an
opportunity to submit their questions to Business Management Services. Based on
the type of questions received and related responses, addendums may be issued as
necessary.
B. KEY TERMS
1. Addendum
C. RESPONSIBILITIES
1. Bidder/Proposer
3. Project Manager
D. PROCESS
2. All Bidders/Proposers must submit their questions in writing to Business
Management Services at least 10 days prior to the proposal or bid due date as set
forth in the RFP, RFQ or IFB. All question shall be submitted to:
Contract.Procurement@flydenver.com
1. Business Management Services forwards all questions to the Project Manager for
responses.
2. The Project Manager coordinates providing the responses to Business Management
Services who uploads the answers onto the website at the following links:
3. Business Management Services is responsible to post the cumulative list of the
questions and answers on the airport’s website until the due date of the proposals
or bids.
E. DOCUMENT CONTROL
1. Cumulative List of Questions and Answers

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F. REFERENCES
1. Form link
a. N/A
2. Process link
3. Other
a. E-mail for question: Contract.Procurement@flydenver.com
b. For RFPs/RFQs: http://business.flydenver.com/bizops/rfp.asp
c. For IFBs: http://business.flydenver.com/bizops/bids.asp
END OF SECTION

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9.21 PROPOSAL ADDENDUMS

A. BACKGROUND
1. In the event that it becomes necessary to change any part of the contract
documents after posting to the airport’s website an addendum will need to be
processed.
B. KEY TERMS
1. Addendum
C. RESPONSIBILITIES
1. AIM – Senior Director
4. Project Manager
D. PROCESS
1. All addendums are prepared by the Project Manager, signed by the Airport
Infrastructure Management - Senior Director, and forwarded to Business
Management Services for posting as follows:
2. If the addendum issued effects the Contract/Agreement or it is of a legal nature, the
Project Manager coordinates with Airport Legal Services to draft the appropriate
language.
E. DOCUMENT CONTROL
1. Addendums
F. REFERENCES
1. Form link
a. N/A
2. Process link

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3. Other
END OF SECTION

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9.22 COORDINATION OF THE PROPOSALS RECEIVED

A. BACKGROUND
1. Bidders/ Proposers will submit their respective proposals in response to an IFB or
RFP. This section covers the process for receipt of those proposals/bids.
B. KEY TERMS
1. Proposal
C. RESPONSIBILITIES
1. Bidder / Proposer
3. Project Manager
D. PROCESS
1. As the proposals / bids are received, Business Management Services records the
proposals creating a list of the proposers or bidders.
2. The number of electronic copies (usually six (6) on flash drives) and the required
format of the proposal or bid are specified in the RFP or IFB.
3. Business Management Services retains one electronic copy of each proposal or bid,
forwards one electronic copy of each proposal or bid to DSBO, and the other copies
are distributed to the Project Manager.
a. Project Manage shall distribute the proposal or bid to members of the Selection
Committee.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link

Section 9.22 - Coordination of the Proposals
Version 1.0 - 05/14 Page 223 of 630
Received

3. Other
a. N/A
END OF SECTION

Section 9.22 - Coordination of the Proposals
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Received
9.23 COMPANY STATUS AND DEBARMENT REVIEW

A. BACKGROUND
1. When reviewing the proposals / bids the Consultant / Contractor must have a
current status of “Good Standing” from the Secretary of State and not be under
debarment by the City and County of Denver.
B. KEY TERMS
1. Debarment
2. SAM – System for Award Management
C. RESPONSIBILITIES
2. Consultant
3. Contractor
4. Project Manager
5. Proposer
D. PROCESS
1. The federal government system known as the SAM – System for Award
Management is a website that houses information on debarred entities. For
verification with the federal government the Project Manager enters the DUNS # or
the CAGE # (received with the proposal / bid) into the search criteria and confirms
the entity’s status submitting the proposal has a Status of ‘Active’, and ‘NO’ Active
Exclusions. This is applicable to Federally Funded construction projects.
2. The Project Manager is responsible for reviewing the proposals / bids to make sure
the Consultant / Contractor has a current status of “Good Standing” from the
Secretary of State and is not under debarment by the City and County of Denver.
The Project Manager shall coordinate this step with Business Management
Services.
3. Any proposal or bid received from a proposer which is currently on the City &
County of Denver debarment list or on the federal SAM – System for Award
Management with “Active Exclusions” will be rejected and returned.

Section 9.23 - Company Status and Debarment
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Review
4. Subcontractors – All subcontractors working on the project must conform to the

requirements as stated in the Standard Specifications for Construction General
Contract Conditions 2011 Edition (Yellow Book).
a. The Standard Specifications for Construction General Contract Conditions 2011
Edition (Yellow Book) outlines requirements for subcontractor acceptance.
b. The Project Manager confirms the current status of the company is “Good
Standing” on the Colorado Secretary of State website.
5. The Business Management Services inquires directly to the Auditor’s office by email
Auditor@DenverGov.org for the entities that need to be verified.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. SAM – System for Award Management
b. Colorado Secretary of State website
a. Auditors Office E-mail: Auditor@DenverGov.org
b. Standard Specifications for Construction General Contract Conditions 2011
END OF SECTION

Section 9.23 - Company Status and Debarment
Version 1.0 - 05/14 Page 226 of 630
Review
9.24 SELECTION COMMITTEE REVIEW

A. BACKGROUND
1. A Selection Committee process may be utilized to review proposals and score the
proposer. Both selection and scoring are covered in this section.
B. KEY TERMS
1. Short List
C. RESPONSIBILITIES
1. Chief Estimator
2. Deputy Manager of Aviation, AIM
3. Director
4. Project Manager
6. Supervisor
D. PROCESS
1. Participant Selection
a. The Project Manager prepares a Selection Committee Approval Memo Form PS–
29 listing those individuals the Project Manager would like to have on the
committee to review and evaluate the submitted proposals. Each Selection
Committee must have a representative from the community who is unrelated to
DIA. This process should begin during the advertisement phase.
1. IFBs do not utilize the Selection Committee process. They are awarded to
the best qualified bidder (lowest price).
b. The Selection Committee Approval memo Form PS-29 (used for both
Professional Services and Construction) is completed by the Project Manager,
routed through the appropriate Director, and forwarded to the Deputy Manager
of Aviation, Airport Infrastructure Management for review and approval.
c. Once the signed Selection Committee Approval memo Form PS–29 is received
from the Deputy Manager of Aviation, the Project Manager completes the

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Memo to Selection Committee for Proposal Review Form PS-30, and forwards it
to each member of the Selection Committee for them to review and score.
d. Each member of the Selection Committee prepares and submits a Selection
Committee Conflict of Interest and Non-Disclosure Statement Form PS-27 to the
Project Manager affirming their independence with regard to the proposal
scoring.
2. Proposal Scoring
a. For both Professional Services and Construction related projects the Project
Manager prepares the Proposal Score Sheet Form PS-12 and determines the
scoring elements and weighting parameters as they deem necessary for the
project. Once developed, the Project Manager meets with their Supervisor for
review and approval of the criteria.
b. Criteria are evaluated based on the Proposer’s responses to the requirements as
set forth in the Instructions to Proposers. Additional points may be awarded for
exceeding the minimum requirements.
c. For On-Call contracts the Schedule of Pricing & Quantities criteria is scored by
the Chief Estimator using a matrix to calculate the core staff salary rates and
markup percentage data submitted in the proposals. This matrix estimates the
total amount of the contract that will be spent on core staff and mark up
expenses providing some insight into how much of the contract amount will be
spent on actual construction projects. The proposers are ranked from lowest
estimated cost to highest estimated cost.
1. The Chief Estimator forwards the results of the Schedule of Pricing &
Quantities scoring to the Project Manager.
d. For non On-Call RFPs, the Chief Estimator in Airport Infrastructure Management
performs a costing analysis of the project pricing parameters that were
submitted. A summary of the results of the pricing proposal review is forwarded
to the Project Manager for inclusion in the selection committee review process.
e. The Selection Committee reviews the proposals and scores the proposer.
f. The Project Manager will host a meeting with the Selection Committee to
discuss the results of their scoring and make a determination to award the
contract or which proposers should be short listed for interviews / presentations.

g. Selection Committee Interviews (Short Listed entities)

1. The Project Manager will setup an interview with the Selection Committee
and the short listed entities.
2. The Project Manager and the Selection Committee will develop a list of
questions for the shorted entities to address during the interview.
3. The Project Manager will prepare the short listed interview notification
letters and attach the questions.
4. The interviewees will be scored based on their responses to the questions in
a manner similar to the process outlined above.
h. Based on the results of the Selection Committee, the Project Manager prepares
a Recommendation for Selection and Negotiations Form PS-31 memo and
forwards it through their Supervisor and Director and Manager of Aviation for
review and approval.
i. The approved Recommendation for Selection and Negotiations Form PS-31 is
forwarded to the Deputy Manager of Aviation, Airport Infrastructure
Management for review and signature approval. The approved
Recommendation for Selection and Negotiations Form PS-31 is returned to the
Project Manager.
1. Project Manager forwards the executed approval form to the Business
Management Services Coordinator.
j. No scoring information is retained in Alfresco.
3. The Business Management Services creates the Notice to Apparent Best Proposer
Form PS-M-008, attaches the executed Recommendation for Selection and
Negotiations Form PS-31 and DSBO’s approval memo, and forwards the package to
the Deputy Manager of Aviation – Airport Infrastructure Management for review
and approval. Upon their approval, the package is forwarded to the Project
Manager for review and final signature.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link

a. Selection Committee Approval Memo Form PS–29

b. Memo to Selection Committee for Proposal Review Form PS-30
c. Selection Committee Conflict of Interest and Non-Disclosure Statement Form PS-
31
d. Proposal Score Sheet Form PS-12
e. Recommendation for Selection and Negotiations Form PS-31
f. Notice to Apparent Best Proposer Form PS-M-008
2. Process link
3. Other
a. DSBO’s approval memo sample
END OF SECTION

9.25 APPARENT BEST PROPOSER

A. BACKGROUND
1. Once a selection has been determined the next step in the proposal process is to
notify both the apparent best proposer and the unsuccessful proposers. The
process portion of this section covers the method used for notification.
B. KEY TERMS
1. Apparent Best Proposer
C. RESPONSIBILITIES
2. Apparent Best Proposer
4. Consultant
5. Contractor
6. Contract Procurement
7. Deputy Manager, AIM
9. Project Manager
10. Supervisor
11. Unsuccessful Proposers
D. PROCESS
1. For both Professional Services and Construction related projects the Business
Management Services prepares the Notice to Apparent Best Proposer Form PS-M-
008 and forwards it to the Deputy Manager, Airport Infrastructure Management
and then the Manager of Aviation for review and signature.
2. After the Manager of Aviation has signed the Notice to Apparent Best Proposer
Form PS-M-008, the signed letter is forwarded to the Business Management
Services who distributes a copy to the distribution list on the form.

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3. Once Business Management Services is notified of the results of the selection, a

letter is sent by Business Management Services to the unsuccessful proposers
notifying them of the airport’s decision. A copy of this letter is sent to the Project
Manager for the project file.
4. The Project Manager schedules a meeting with the Apparent Best Proposer to begin
the negotiation process.
a. If there are any requested changes to the existing documents, the Project
Manager will discuss the issues with their Supervisor and Airport Legal Services.
b. If there are any changes to the contract documents the Project Manager will
coordinate with Airport Legal Services (as necessary) to draft the changes
incorporating them into the final contract.
5. The original signed Notice to Apparent Best Proposer Form PS-M-008 letter and one
copy of the entire contract package are prepared by Business Management Services
and e-mailed to the appropriate Consultant / Contractor.
6. The Consultant / Contractor has ten (10) business days (specified in the Instructions)
to return the contract, signed, along with the required bond(s), insurance
certificate(s), and relevant contractor licenses to Business Management Services.
E. DOCUMENT CONTROL
1. Notice to Apparent Best Proposer
2. Unsuccessful Proposers notification letters
F. REFERENCES
1. Form link
a. Notice to Apparent Best Proposer Form PS-M-008
2. Process link

3. Other
a. N/A
END OF SECTION

9.26 FIRM FIXED PRICE BIDS

A. BACKGROUND
1. An Invitation for Bid (IFB) is a formal competitive solicitation to Contractors to
submit a sealed bid for a specific project based on the detailed scope of work and
design and technical specification requirements.
2. A bid form is included in the Invitation to Bid which breaks the project down into
individual items with established quantities and prices. The work is awarded based
on the best qualified bid. There is no Selection Committee and no interviews of the
bidders.
B. KEY TERMS
1. Firm Fixed Price
C. RESPONSIBILITIES
2. Consultant
4. Contractor
5. DSBO
6. Project Manager
D. PROCESS
1. The bids are reviewed to ensure they are in compliance with the offering
documents. Business Management Services reviews the bids and forwards them to
DSBO to ensure they are in compliance with City and County of Denver
requirements.
2. Based on their review, the Project Manager shall notify Business Management
Services of their recommendation for award.
b. Business Management Services prepares the Notice to Apparent Low Bidder and
notifies the successful bidder.
c. The original signed Notice to Apparent Low Bidder letter

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and one copy of the entire contract package is prepared by Contract Procurement
and emailed to the appropriate Consultant / Contractor.
3. The Consultant / Contractor has ten (10) business days (specified in the Instructions)
to return the contract, signed, along with the required bond(s), insurance
certificate(s), and relevant contractor licenses to Contract Procurement.
E. DOCUMENT CONTROL
1. Contract Package
F. REFERENCES
1. Form link
a. Notice to Apparent Low Bidder
2. Process link
3. Other
a. N/A
END OF SECTION

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9.27 AWARDING OF THE CONTRACT

A. BACKGROUND
1. After the selections process and notifications have been completed the contract is
awarded. This section outlines the process for review and approval of each contract.
B. KEY TERMS
C. RESPONSIBILITIES
2. Director
3. Contract Manager
5. Finance
7. Project Manager
D. PROCESS
1. Concurrent with the contract being sent out for Second Party signatures, the Project
Manager shall prepare the Final Contract Executive Summary (Word Documents)
and forward it to Business Management Services for review and comments.
a. Business Management Services will coordinate the following:
1. Getting the final draft to Finance for review and signature
2. Returning to the Project Manager and their Director for signatures.
2. The signed contract is returned to Business Management Services who is
responsible to upload the signed contract into Alfresco which routes it automatically
for DIA internal approvals.
3. Each week the Manager of Aviation has a scheduled meeting to review and approve
contracts. The following items must be prepared by the Project Manager and
forwarded to Business Management Services for the contract to be put on the
Manager’s Signing Meeting Agenda. Contracts will not be placed on the agenda if

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the items below have not been completed and forwarded to Business Management
Services. The Project Manager is required to attend the Signing Meeting.
a. Contract Executive Summary
b. Ordinance Request Form
c. BMS Contract Power Point Presentation to City Council
4. Project Manager shall prepare an Ordinance Request Form if the contract meets the
following requirements:
a. Professional Services contracts ≥ $500.000.00
b. Construction & Construction Related Professional Services contracts ≥
$5,000.000.00
5. The contract is approved electronically in Alfresco by the Manager of Aviation. This
starts the formal electronic City and County of Denver signature process in Alfresco.
6. The Project Manager verifies with Finance the amount of the contract has been
encumbered. Supervisor and/or Director will verify this with Finance.
E. DOCUMENT CONTROL
a. BMS Contract Power Point Presentation To City Council
2. Ordinance Request Form
F. REFERENCES
1. Form link
a. Ordinance Request Form
b. Contract Power Point Presentation To City Council
2. Process link
3. Other
a. N/A
END OF SECTION

Section 9.28 - Downtown Approval & Notice To
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Proceed
9.28 DOWNTOWN APPROVAL & NOTICE TO PROCEED

A. BACKGROUND
1. Construction and Construction Related Professional Service contracts with a value of
$5,000,000.00 or higher require an ordinance from City Council.
2. Once a contract has been executed Business Management Services will sent a Notice
to Proceed to the Contractor which signifies the start of the work.
B. KEY TERMS
1. Notice to proceed (NTP)
C. RESPONSIBILITIES
1. Bidder / proposer
2. City Council
3. Contract Procurement Team
4. Contractor
5. Project Manager
D. PROCESS
1. All Construction and Construction Related Professional Service contracts ≥
$5,000,000.00 require an ordinance passed by City Council. All required approvals &
signatures are tracked and routed automatically via Alfresco.
2. When all the required signatures have been recorded in Alfresco the Business
Management Services Contract Procurement team is notified by Alfresco the
contract has been executed.
3. The executed contract package is sent to the Contractor by Business Management
Services.
a. Firm Fixed Price Contracts - Contract Procurement Team will issue the executed
Notice to Proceed to the successful bidder / proposer and forwards a copy to
the Project Manager.

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Proceed
b. On-Call Contracts (Master Contracts) – The Contract will state when it starts.
NTPs are only issue on the executed Task Orders by the Project Manager.
c. On-Call Contracts (Task Orders) - the Notice to Proceed is incorporated into the
Task Orders which are used to initiate the work under On-Call contracts. The
Project Manager shall forecast the official Notice to Proceed date in order to
allow enough time for the signature process.
E. DOCUMENT CONTROL
1. Executed Contract Package
3. Appropriate Task Order
F. REFERENCES
1. Form link
a. Notice to Proceed Template
2. Process link
3. Other
a. N/A
END OF SECTION

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Proceed
9.29 EXECUTIVE ORDER S 8 AND 101 & MEMORANDUM NO 8B AND 101A

A. BACKGROUND
1. Executive Order 8 (XO 8) and Memo 8B establishes the policies and procedures for
the regular preparation and execution of contracts and other written instruments or
documents that represent or create a legally enforceable obligation or duty of the
City.
a. Memo 8B outline competitive/non-competitive selection Criteria.
2. Executive Order 101 establishes the policy for the City to require certain solicitations
by City agencies for services or goods to obtain information regarding the
contractor/consultant’s practices on behalf of the City.
a. Memo 101A
1. It applies for solicitation of services or goods that are estimated to cost
$100,000 or more.
2. City agencies will determine whether a bidder or proposer has a diversity and
inclusiveness program as identified by the responses in the City Solicitation
Information Request Form.
3. City Solicitation Information Request Form is to be completed and submitted
by any entity seeking to provide goods or services to the City.
4. Applies to any selection procedure including hard bids, requests for
information, requests for proposals, requests for qualification , requests for
applications, or any other proceed to award a City contract or purchase
order.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Project Manager

Section 9.29 - Executive Order s 8 and 101 &
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Memorandum No 8B and 101A
D. PROCESS
1. The Project Manager is responsible for being familiar, understanding, and following
the provisions stated in Executive Order 8 (XO 8) and Memo 8B and Executive Order
101 and Memorandum 101A.
a. Some key provisions of Executive Order 8 (XO 8) and Memo 8B are:
1. Advertising Requirements for Design or Construction Projects
2. Contract Preparation
3. Risk Management and the Insurance Requirements
4. Division of Small Business Opportunity (DSBO) Goals
5. Contract Signing Process
6. City Council Review and Approval Process (required for contracts over
$5,000,000)
7. Pre-qualification (required for contracts over $1,000,000)
8. Prevailing Wage
9. Professional Services Contracts
10. Contract Compliance
b. Key Provisions of Executive Order 101 and Memorandum No. 101A
1. Diversity and Inclusiveness in City Solicitations Information Request Form
must be included in any proposal or response to a solicitation by a
contractor/consultant.
a. Failure to complete and include this form when submitting a response to
a proposal or solicitation will deem the response as non-responsive and
result in a rejection.
2. Business Management Services is responsible for making sure the City
Solicitation Information Request Form is include in each solicitation package.
a. During the review of the draft solicitation package, the Project Manager
will verify this form is included.

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2. Project Managers should familiarize themselves with the following Executive

Orders. Refer to the additional Executive Orders Index for a full list of Executive
Orders.
a. XO 1 - Establishment and Maintenance of Executive Orders
b. XO 8 and Memo 8B- Contracts and Other Written Instruments of and for the City
and County of Denver
c. XO 46 - State of Colorado Sales and Use Tax Exemption
d. XO 101 – Diversity and Inclusivity Provisions in City Solicitations.
e. Memo No. 101A – Diversity and Inclusivity Provisions in City RFP and RFQ
Solicitations
f. XO 123 - Office of Sustainability and Citywide Sustainability Policy
g. XO 137 - Development Services: A Division of Community Planning &
Development Updated Organizational Structure, Powers and Duties
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. XO 1 - Establishment and Maintenance of Executive Orders
b. XO 8 and Memo 8B- Contracts and Other Written Instruments of and for the City
and County of Denver
c. XO 46 - State of Colorado Sales and Use Tax Exemption
d. XO 101 – Diversity and inclusivity Provision in City Solicitations
e. Memo No. 101A – Diversity and Inclusivity Provisions in City RFP and RFQ
Solicitations

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f. XO 123 - Office of Sustainability and Citywide Sustainability Policy

g. XO 137 - Development Services: A Division of Community Planning &
Development Updated Organizational Structure, Powers and Duties
END OF SECTION

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9.30 AMENDING EXISTING PROFESSIONAL SERVICES CONTRACTS

A. BACKGROUND
1. Amendments are used to either:
a. increase the cost of the contract
b. extend the completion time of the contract
c. change the scope of an existing contract.
2. Amendments are only used on contracts that were awarded through a Request for
Proposal (RFP) process. Firm Fixed Price (hard bid) contracts must use the Change
Order process for any modification to the Contract Documents.
B. KEY TERMS
1. Second Party
C. RESPONSIBILITIES
2. Business Management
3. Director
4. DSBO
5. Finance
6. Project Manager
7. Second Party
8. Senior Director
9. Deputy Manager
10. Services
11. Supervisor

Section 9.30 - Amending Existing Professional
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Services Contracts
D. PROCESS
1. When the Project Manager has determined that an existing contract awarded
through the Request for Proposal process needs to be amended they will meet with
their Supervisor to discuss the situation.
2. The Supervisor then presents amendment to the Director and Senior Director for
review, and approval. If approved, the Supervisor will notify the Project Manager
to commence the process for initiating an amendment.
a. If the amendment is increasing the contract amount the Project Manager must
meet with Finance to secure the additional funding.
b. The amendment process takes 3 – 6 months. Amendments can only be executed
on active contracts. If the contract expires during the amendment process, the
amendment will not be approved. The Project Manager shall make sure ample
time is provided to get the amendment initiated and approved before the
existing contract expires.
3. The Project Manager is responsible for preparing the Initial Contract Executive
Summary Form.
a. Anytime during the Contract Procurement period the Project Manager may be
contacted by Business Management Services to provide additional project
information.
b. Prior to preparing the Initial Contract Executive Summary Form the Project
Manager must have the following:
1. Approval of the project from the Senior Director
2. Funding and a budget source number
3. Scope of Work
4. The Initial Contract Executive Summary Form contains various contract details,
project information, terms, funding, MBE/WBE/DBE Goals, and contract justification,
etc..
a. If the original contract had DSBO Participation Goals and the amendment is
increasing the value of the contract, a DSBO Goals Committee Project
Information Form COMP-FRM-001 form is not required.

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Services Contracts
5. Once completed the Initial Contract Executive Summary (Word Document) package
is emailed to Contract.Procurement@flydenver.com (Business Management
Services) for processing for appropriate signatures. The Project Manager will
forward a copy to the Senior Director and the Deputy Manager.
6. After the Initial Contract Executive Summary is signed by the Project Manager and
Director, the Project Manager will forward it to Business Management Services for
placement on the agenda for the initial Contract Signing Meeting.
7. Once approved Business Management Services will input the data into Alfresco.
Alfresco will automatically request an attorney be assigned to prepare the
amendment.
8. The Project Manager will coordinate the development of the amendment with
Airport Legal Services. Once the draft is completed, Airport Legal Services will
forward it to the Project Manager for review and comments to finalize the draft.
Once finalized the amendment is uploaded into Alfresco.
9. Business Management Services will download the amendment and forward it to the
Second Party for review and signature.
10. Concurrently the Project Manager prepares the Final Contract Approval Contract
Executive Summary (Word Document) package.
a. If the amendment increases the total amount of the contract to ≥ $500,000.00
the Project Manager must prepare the following:
1. Ordinance Request Form (available from Business Management Services)
2. Contract Power Point presentation (available from Business Management
Services)
b. If the total contract value including the amendment is under $500,000.00, it does
not need to go before City Council and therefore neither a Request for
Ordinance or Power Point presentation is required.
11. The Project Manager forwards the Final Contract Approval Contract Executive
Summary package to Business Management Services for review and approval. After
approval, Business Management Services forwards the package to Finance for
review, approval, and signatures. Finance returns the package to Business
Management Services who forwards it to the Project Manager for approval and

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Services Contracts
signatures. After signing the Final Contract Approval Contract Executive Summary,
the Project Manager returns the complete package to Business Management
Services where it is combined with the Second Party Signed Amendment and
uploaded into Alfresco for the Alfresco approval process.
12. The completed amendment package is placed on the agenda for the Manager of
Aviation Contract Signing Meeting. Amendments are approved electronically in
Alfresco.
13. Once approved by the Manager of Aviation, the amendment package is forwarded
downtown for final approval and signatures.
14. The Project Manager verifies with Finance the amount of the amendment has been
encumbered. Supervisor and Director will verify this with Finance.
15. Once the amendment is fully executed Business Management Services will forward
it to the Second Party and the Project Manager.
E. DOCUMENT CONTROL
1. Executed Amendment
2. Initial Contract Executive Summary Form
3. Final Contract Approval Contract Executive Summary Package
B. REFERENCES
4. Form link
a. Initial Contract Executive Summary Form
b. DSBO Goals Committee Project Information Form COMP-FRM-001
c. Ordinance Request Form
d. Contract Power Point presentation
5. Process link
a. N/A
6. Other
a. Initial Contract Executive Summary Sample
b. Final Contract Approval Contract Executive Summary Sample

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Services Contracts
c. Second Party Signed Amendment Sample

d. Contract Procurement e-mail: Contract.Procurement@flydenver.com
END OF SECTION

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Services Contracts
9.31 PROCUREMENT SCHEDULE TIMELINE

A. BACKGROUND
1. This section will address the schedule timeframes for procurement. The Project
Manager must bear in mind the constraints associated with the contract
procurement process and modify/accommodate the timeline accordingly.
2. The time estimates below (calendar days) are conservative in that they represent
the best case scenario for accomplishing all the various tasks associated with the
contract procurement process.
3. For further reference refer to Business Management Services’, Procedures for
Processing Contracts at DIA manual (appendix 1)
B. KEY TERMS
4. Hard Bids
C. RESPONSIBILITIES
5. Project Manager
B. PROCESS
1. The Project Manager is responsible for understanding the Procurement Schedule
Timeline outlined below.
a. There is a requirement that all capital project opportunities be advertised for 90
calendar days in the Future Opportunities section of the DIA Business
Opportunities website prior to posting the RFP, RFQ, or Bid documents for
distribution.
b. In all timeline scenarios it is assumed that preparation work on the various
contract documents is continuing concurrently with the initial 90 day advertising
process.
c. For a detailed breakdown of each timeline see the Business Management
Services’, Contract Consultation Form.
d. Hard Bids < $5,000,000
1. The estimated time from the initial 90 day advertising through to issuing a
Notice to Proceed is approximately 141 calendar days.

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e. Hard Bids ≥ $5,000,000

1. The estimated time from the initial 90 day advertising through to issuing a
Notice to Proceed is approximately 161 calendar days.
2. The additional time is related to the City Council review process anticipate 8
weeks.
3. If the contract does not go through the “Consent Process”, it will need to go
to “Committee” which could add another 14 days to the timeline.
f. Request for Proposals < $500,000
1. The estimated time from the initial 90 day advertising through awarding a
contract and issuing a Notice to Proceed is approximately 189 calendar days.
2. The additional time is related to the proposal review by the selection
committee, potential presentations by short listed proposers, and
negotiations with the Apparent Best Proposer.
g. Request for Proposals ≥ $500,000
1. The estimated time from the initial 90 day advertising through awarding a
contract and issuing a Notice to Proceed is approximately 219 calendar days.
2. The additional time is related to the City Council review process. If the
contract does not go through the “Consent Process”, it will need to go to
“Committee” which could add another 14 days to the timeline.
D. DOCUMENT CONTROL
1. N/A
E. REFERENCES
1. Form link
a. Contract Consultation Form
2. Process link
3. Other
a. Future Opportunities section of the DIA Business Opportunities website

b. Business Management Services’, Procedures for Processing Contracts at DIA

manual (appendix 1)
END OF SECTION

9.32 BUSINESS MANAGEMENT SERVICES REPORTS

A. BACKGROUND
1. Various contract reports are produced by the Contract Administration Team in
Business Management Services that help Project Managers review the contract
expenses to date and other financial information relative to the contract.
A. KEY TERMS
1. N/A
B. RESPONSIBILITIES
2. Contract Administration Team
3. Project Manager
C. PROCESS
1. The Contract Administration Team is responsible for emailing the reports to the
Project Manager.
2. Contract Administrative Status Report is a listing expenditure contracts that are
currently active. Insurance compliance is captured on this report.
3. The Contract Expiration Report tracks the upcoming contract expirations and
includes the following types of data stratification:
a. Contracts expiring in the next 3, 6, 9, & 12 months
b. Contracts that are expired and must be amended in order to complete the work
c. Contracts in the normal closeout process
d. Contracts that remain in full force and effect (beyond their initial termination
date) to allow for completion of the work.
D. DOCUMENT CONTROL
1. Contract Administrative Status Report
2. Contract Expiration Report

Section 9.32 - Business Management Services
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Reports
E. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Contract Administrative Status Report Sample
b. Contract Expiration Report Sample
END OF SECTION

Section 9.32 - Business Management Services
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Reports
10. PROJECT CONTROLS

10.1 DEVELOP OVERALL PROJECT SCHEDULE
A. BACKGROUND
1. The Project schedule is a tool that establishes the period in which the Project needs
to be executed to meet defined goals and the sequence in which work activities are
linked. It is a means to communicate project information related to time,
sequencing of the work, and resources planned for performing this work. It reflects
the logic of the Project’s activities, taking into consideration any constraints on the
work due to permit requirements, special material requirements, airport operations
requirements, contract procurement requirements, etc. It includes the duration of
each activity so that the Project Manager can accurately monitor the progress of the
work. It uses both interim/internal and final milestones tied to key activities.
2. The Project schedule is established and monitored using the Critical Path Method
(CPM) and is to be developed and managed using a project management system.
a. The Master Schedule is defined as a Level I schedule.
3. Objectives of the Project Schedule
a. Plan the work, correctly identify the critical path and all activity dependencies.
b. Communicate to the project stakeholders the project schedule requirements and
progress.
c. Monitor the Design, Construction and other outside entities that affect the
project.
4. Types of Schedules
a. There are three (3) types of schedules.
1. Overall Project Schedule
2. Design Schedule
3. Construction Schedule
B. KEY TERMS
1. Critical Path Method (CPM)
2. Level I Schedule
Chapter 10 - Project Controls

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3. Level II Schedule
4. Level III Schedule
5. Level IV Schedule
6. Work Breakdown Structure
C. RESPONSIBILITIES
1. Contractor Director Supervisor
3. Finance
4. Project Controls Scheduler
5. Project Manager
6. Stakeholders
D. PROCESS
1. There are four types of project schedules including:
a. Level I Schedule - Milestone Schedule, also known as the Preliminary Schedule or
Master Schedule
b. Level II Schedule - Overall Project Schedule with summary activities
c. Level III Schedule - Work Breakdown Summary Schedule
d. Level IV Schedule - Detailed Activity Schedule, aka Design Baseline Schedule, or
Overall Progress Schedule, or Contract Baseline Schedule, or Design Schedule, or
Construction Schedule, or Final Schedule
2. Project Manager is responsible for developing the Overall Project Schedule (Level II).
a. In developing this schedule, the Project Manager meets with the Project
Controls Scheduler to discuss the project, scope of work, work breakdown
structure (WBS), and key estimated start and finish dates.
b. The Project Manager develops the initial work breakdown structure and logic of
the Overall Project Schedule including Planning, Design, & Construction
activities. Once initially developed, he/she works with the Project Controls
Scheduler to build the work breakdown structure and incorporate the project

logic into the schedule. Both the design and construction portion of the overall
schedule are developed at a basic level, showing only start and finish dates and
total durations. A breakdown of these stages into individual activities is
unnecessary at this level.
c. The Overall Project Schedule is developed preceding the project’s approval and
completion of Finance’s financial plan. The schedule will be developed as part of
the Project Business Case.
3. Determine Project phasing requirements
a. In developing the schedule, the Project Manager determines how the project is
to be phased. In order to determine and develop this, the Project Manager
should consider the following:
1. Budget Allocation and Encumbrance
a. When and how much money needs to be encumbered for the duration of
the project.
2. Project Initiation and Set-Up
a. Key parties and activities to coordinate:
1. Planning – work involved prior to project approval
2. Environmental – project impacts and environmental permitting
3. Permitting – type of permits needed and duration of each
4. Utilities – utilities that need to be design by outside agencies and
existing ones that are affected during the project. This includes
coordination with third parties (eg. Denver Water, Xcel)
5. Project Controls – Project initiation in the Project Management
Systems
3. Plan Review and Permitting
4. Design Contract Procurement
5. Design Activities
6. Possible procurement of long lead equipment
7. Construction Contract Procurement

8. Construction Activities (including Substantial and Final Completion)

9. Project Closeout
4. Upon completion of the draft schedule, the Project Manager should meet with the
Project Controls Scheduler to ensure the schedule takes into consideration all
required activities of the project.
5. Once the Project Manager and Project Controls Scheduler review is complete, the
Project Manager meets with their Supervisor to review and discuss the Overall
Project Schedule (Level II). If necessary, the Project Manager may elect to forward
the draft to pertinent stakeholders for comments.
6. Once reviewed, revised (if required), and agreed to by all parties, the schedule is
identified as the official Overall Project Schedule and is to be used as the basis for
monitoring and comparing the progress of the project.
E. DOCUMENT CONTROL
1. Overall Project Schedule (Level II)
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

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10.2 DESIGN ACTIVITY SCHEDULE

A. BACKGROUND
1. The design activity schedule provides a method for monitoring the design process
and determining the completion date of the overall project.
2. Initially the Project Manager develops a schedule to be incorporated into the
overall project schedule. Once the scope of work is clearly defined and a Schematic
Design is approved, a detailed activity schedule is developed.
B. KEY TERMS
1. Activity Schedule
2. Baseline
3. Design Baseline Schedule
4. Design Schedule
5. Overall Project Schedule
C. RESPONSIBILITIES
1. Consultant
2. Denver Water
4. Project Manager
5. Xcel
D. PROCESS
1. Responsibility for developing this schedule is based on whether DIA personnel
develop the design of the Project or an outside Consultant is used.
a. In-House Design
1. The Project Manager develops a detailed Activity Schedule with a defined
start and finish date to meet the requirements of the overall project. The
schedule developed includes all activities associated with the design process
including milestones.

2. The Project Manager, with assistance from the Project Controls Scheduler if
needed, develops the schedule using project management system.
b. Consultant
1. The Consultant develops and submits a detailed design schedule based on
their contractual requirements and the requirements as stated in DSM-1,
Section 106.
2. DIA Design Development
a. The Project Manager reviews the project requirements and organizes the
project design team.
b. Utilizing the scope of work and the work breakdown structure, the Project
Manager compiles information to define the project activities, creating an
estimate of activity resources and durations.
c. The work breakdown structure activity descriptions are expressed in sufficient
detail to provide project team members with description of their tasks, inputs,
outputs, quality requirements and specific technical references.
d. During this process, the Project Manager establishes a timetable when weekly
progress meetings are held. The weekly progress meetings will cover the overall
status of the Project. Refer to Project Scheduling Section 4.2 – Measuring
Progress and Performance of this guideline for further information.
e. The Project Manager may choose to build a design schedule from scratch or use
the Project Controls Design Project Template and adjust or change the logic,
activities and duration to fit the project scope or design development type.
f. If the Project Manager has any difficulty developing this schedule, they should
request assistance from the Project Control’s Scheduler.
3. Consultant Development of Design
a. The Consultant develops their Preliminary and Final schedules in accordance
with DSM-1, Section 106. The schedule shall be based on the Consultant’s
contractual scope of work and project requirements. The timeframe for
submitting the schedules is based on the contractual agreement between the
City and the Consultant.
b. Review of the Schedule

1. Once the Consultant has submitted the preliminary schedule to the Project
Manager, he/she shall forward it to the Project Controls Scheduler for
review and comments. The Project Manager and Project Controls Scheduler
will collaborate on review and editing the schedule.
2. The Project Manager will then return the reviewed and edited schedule to
the Consultant for resolution.
3. The Consultant shall revise the draft schedule and resubmit it to the Project
Manager.
4. The Project Manager and Project Controls review the revised schedule.
5. If the schedule is acceptable, it becomes the Design Baseline Schedule and
will be used as the basis for monitoring progress and impacts of changes. It
will be incorporated into the Overall Project Schedule and replace the initial
design schedule.
c. This approved baseline schedule is updated monthly or as directed by the City.
This baseline schedule and its’ monthly updates are used as the tool to measure
design progress at the weekly progress meetings. Refer to Project Scheduling
Section 4.2 – Measuring Progress and Performance of this guideline for further
information.
4. Outside Entities
a. Water and Electrical Utilities - Denver Water and Xcel are responsible for
providing the design for their services (water, electricity and gas) for any new or
existing facility. Whether the design is performed in-house or by an outside
consultant, the time frame for providing these deliverables must be included in
the schedule. The Project Manager is responsible for coordinating this effort.
E. DOCUMENT CONTROL
1. Design Baseline Schedule
2. Monthly Updated Schedule
F. REFERENCES
1. Form link
a. Project Controls Design Project Template

2. Process Link
a. N/A
3. Other
a. DSM-1, Section 106
b. Project Scheduling Section 4.2 – Measuring Progress and Performance
END OF SECTION

10.3 CONSTRUCTION ACTIVITY SCHEDULE

A. BACKGROUND
1. The construction schedule is developed by the Contractor. It should reflect the logic
of construction activities and consider any constraints on the work due to
operational or permitting requirements, special requirements from the technical
specifications, safety and standard construction practices.
B. KEY TERMS
1. Construction Baseline Schedule
2. Final As-Built Schedule
3. Schedule of Values
C. RESPONSIBILITIES
1. Contractor
3. Project Manager
D. PROCESS
1. The Project Manager develops an Overall Project Schedule (Level II) identifying the
duration of Construction for the project. The schedule will only show start and finish
dates and any major required milestone(s). If the Project Manager is having
difficulty developing the Overall Project Schedule (determining durations, etc…),
they should coordinate with the Project Controls Scheduler.
2. By contract, the Contractor submits a detailed Critical Path Method (CPM)
Construction Baseline schedule. The schedule is developed in accordance with the
contractual requirements and Technical Specification Section 013300.
3. Once completed, the Contractor submits the baseline schedule to the Project
Manager for review and approval. The timeline for submitting this schedule is
stated in Technical Specification Section 013300.
a. This schedule includes the duration of each activity so that progress of the work
can be monitored by the Project Manager.

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b. Scheduling activities will be consistent with work items listed in the Schedule of
Values including all constraints and milestones listed in the contract documents
as well as the defined sequence of construction.
c. The schedule shall be submitted to the Project Manager for review and
approval. GCC 306
d. The Contractor is responsible for implementation and maintenance of the
schedule in accordance with the Contract Documents.
4. Upon receipt of the draft baseline schedule, the Project Manager shall coordinate
with the Project Controls Scheduler for review and comment. Once the review is
complete, the Project Manager will forward the schedule with comments to the
Contractor. If rejected, the Contractor will revise the schedule in accordance with
DIA’s comments and resubmit. If the schedule is accepted, the Project Manager will
identify it as the official baseline schedule for the project and incorporate it into the
overall project schedule.
5. From that point on, this schedule will be the baseline schedule and is used as the
basis for monitoring the project.
6. The Construction Schedule must be updated monthly by the Contractor and
submitted to the Project Manager. Submittal of schedules shall be in compliance
with Technical Specification Section 013300.
7. Cost and Resource Loading
a. Contracts of $500,000 or more must be cost loaded to match the contract
amount and labor hours loaded, for direct man hours, to track performance. The
Project Manager shall reject schedules that do not comply with this
requirement.
b. Contracts below $500,000 are not necessarily required to be cost and resource
loaded. This decision shall be left to the sole discretion of the Project Manager.
8. The Final As-Built Schedule – Upon completion of the project, the Contractor shall
submit a final as-built schedule within 30 days of Substantial Completion of the
project. The project will not be closed out until the Project Manager receives and
approves the Final As-built schedule.
9. Failure to Comply – Should the Contractor fail to comply with the scheduling
requirements as identified in the Contract Documents, the Project Manager may

withhold payment(s) until such time as the Contractor has submitted a schedule or
updates that are approved.
E. DOCUMENT CONTROL
1. Baseline Schedule
2. Monthly Updated Schedules
3. Final As-Built Schedule.
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Technical Specification Section 013300
b. GCC 306
END OF SECTION

10.4 MEASURING PROGRESS AND PERFORMANCE

A. BACKGROUND
1. Throughout the execution of the project the Project Manager will use monthly
schedule updates to determine the progress and performance of the project.
2. Any changes in key dates of the project phases can have an impact to the Overall
Project Schedule and must be evaluated.
3. All monthly updated schedule changes are to be compared to the baseline to
determine these impacts and to determine progress of each phase of the project.
B. KEY TERMS
1. Critical Path Method (CPM)
2. Estimate at Completion
C. RESPONSIBILITIES
1. Project Manager
3. Contractor
D. PROCESS
1. The Project Manager is responsible for ensuring the Overall Master Schedule is
updated monthly. The Project Manager coordinates updates with the Project
Controls Scheduler.
2. Monthly updates shall show the status of all activities on which work was performed
during the previous payment application period. Updates are based on data
received from the Designer, Contractor, DIA sections or other groups or agencies
associated with the project.
3. These monthly updates will be used to measure the progress of each individual
phase of the project, and how they compare against the initial baseline schedule.
4. The Project Manager monthly updates shall be based on the following information
and updated into the DIA Master Schedule:
a. Logic Changes
b. Sequence Changes

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c. Duration Changes
d. Critical Path Changes
e. Added or Deleted Activities
f. Down days due to weather, strikes, shutdowns, etc
g. Project % Complete
h. Estimated Finish Date
i. Updated Project Budget (if it has changed)
j. Change Orders to the Contract
k. Estimate at Completion (EAC)
l. Project Comments (Status or Issues)
5. Should any of the key dates of the project phases change, the Overall Project
Schedule must be updated to reflect this. The Overall Baseline Project Schedule will
be compared to the updated project schedule throughout the duration of the
project and will be used as a key reference in determining delays, allocation
responsibility for delays, and schedule extensions.
6. Design Updates
a. The submitted and approved design baseline schedule will be set as the design
contract schedule to compare updates against. The monthly updated design
schedules, submitted by the Consultant, will be used to show the progress of the
design. The Project Manager will compare the updated schedule against the
baseline to determine if there are any changes to the design or project finish
date, or any impacts that will affect milestones in the project.
7. Construction Updates
a. The Contractor is responsible for submitting monthly updates to their schedule
in accordance with the technical specifications and contact documents. The
updated construction schedules, submitted by the Contractor, will reflect the
progress of the construction. The Project Manager compares the updated
schedule to the baseline and determines if there are any changes to the project
finish date or any other key changes that may affect the milestones of the
project. Refer to Technical Specification 013300 and GCC 306.

b. Construction Contracts with a value of $500,000 and higher are required to be

cost and labor hour resource loaded by the Contractor. (Resource loading is not
required for contracts under $500,000). To determine performance progress,
the labor hour resource curve compares the baseline man hours to actual hours
complete and projected for the remaining of the project. This will help
determine if the Project Manager needs to request a recovery schedule from the
Contractor, in order to meet the project completion date.
E. DOCUMENT CONTROL
1. Overall Master Schedule
2. Monthly Schedule Updates
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. Technical Specification 013300
b. GCC 306
END OF SECTION

10.5 EVALUATING THE IMPACT OF CHANGES

A. BACKGROUND
1. Change Orders may have an impact on the project schedule. Change Orders are the
only mechanism that can change the completion date of a contract. Once a Change
Order has been issued it must be evaluated to determine if there is an impact to
time and/or cost.
B. KEY TERMS
1. Critical Path
2. Change Order
3. Recovery Schedule
4. Liquidated Damages
C. RESPONSIBILITIES
1. Owner
2. Project Manager
4. Contractor
D. PROCESS
1. Time impacts can be the result of the Owner or the Contractor changes.
2. The Project Manager is responsible for the evaluation of an approved Change Order
to determine if there is an impact to the critical path.
a. Should the project critical path incur a delay caused by the Owner, a Change
Order will be issued to change the project end date. The Project Controls
Scheduler will review the updated schedule and set it as the new project finish
date.
b. Delays to the critical path caused by the Contractor can result in the Project
Manager requesting a recovery schedule with no cost to DIA. They can also
serve as a basis for assessing Liquidated Damages.
1. Any delays to activities not on the critical path, is not a reason for a Change
Order.

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3. The overall project schedule and contract schedule must include all approved
Change Orders. It is the responsibility of the Project Manager to review each
approved Change Order to determine the impact of the change. The contract
schedule must match the approved contract amount.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

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10.6 MANAGING CRITICAL PATH ITEMS

A. BACKGROUND
1. Critical Path activities drive the project finish date. The approved contract baseline
schedule from the Contractor, will determine what activities are on the critical path.
2. With each schedule update, the activities on the critical path shall be updated.
3. Should the project scope change by means of a Change Order, the critical path may
also change.
4. Changes to the critical path are to be reviewed by the Project Manager and Project
Controls Scheduler. Final approval is made by the Project Manager.
B. KEY TERMS
1. Critical Path
2. Change Order
C. RESPONSIBILITIES
1. Project Manager
3. Contractor
D. PROCESS
1. The Project Manager, with each monthly update submitted by the Contactor, will
monitor the critical path established by the Contractor’s approved schedule. The
Project Controls Scheduler will assist the Project Manager utilizing a variety of
methods to help manage project critical activities. The Project Manager will note
any changes identified to the critical path and relay the potential impact to the
Project Control’s Scheduler.
2. Comments from the Project Manager will be forwarded the Contractor. The
Contractor will be required to update the schedule to reflect any and all changes.
3. The Contractor will resubmit a revised schedule reflecting the Project Manager’s
and Project Controls Scheduler’s concerns. If approved the overall baseline
schedule will be updated to reflect the changes to the critical path.

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4. The Project Manager will address any impacts to the project finish dates with their
Supervisor, Director and Stakeholders.
E. DOCUMENT CONTROL
1. Monthly Schedule Update
2. Baseline schedule
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

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10.7 ESTIMATING
A. BACKGROUND
1. All Projects or changes to projects require one of the following to assist in defining
the overall Project Budget or Budget impact:
a. Estimate
b. Cost Proposal or
c. Cost Analysis
2. The information included in Analysis should include
a. Design
b. Markup
c. General Conditions
d. Permitting
e. Staffing
f. Construction Management
g. Escalation
h. Contingency
i. Taxes
j. Bond
k. Insurance
l. Art Program
3. These evaluations should take into consideration:
a. Type of Proposal (i.e. CMGC, DBB, DB, On-Call)
b. Type of Work (i.e. Airfield, Roadways, Facilities)
c. Overall Scope of Work
d. Schedule
e. Stakeholder impacts

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4. Estimates and proposals should be developed utilizing established Project Controls

software, and any available scope information from the Project Manager,
Stakeholder(s), and associated resources. Valuations will vary based on the
information available at the outset.
5. When limited information is available, or a gross assessment of Project validity is
needed, a Rough Order of Magnitude (ROM) or Class 5 Estimate (or Level 5 Estimate)
will be used to establish a general Budget guideline, and will be further defined as
the Project develops.
6. When a developed scope of work, drawings, and specifications are available, a full
Budget estimate or Class 1 Estimate (or Level 1 Estimate) may be developed to
within +/- 5%.
7. When a cost proposal has been submitted by a Contractor, a cost analysis will be
done on the body of the estimate, and Project Controls will help the Project
Manager develop the overall budget for the Project.
8. When a Consultant submits a cost estimate, the Project Controls group will perform
a cost analysis on the body of the estimate.
9. Primary software for development of estimates and proposals will be
a. On Screen Takeoff – Overall plan development including utilities, square
footages, materials, etc…
b. RS Means – Facilities Construction Cost Data, General rates for Materials, Labor
and productivity rates for specific trades and types of construction
c. Richardson – Industry standards for equipment usage and site development
(earthwork)
d. Equipment Watch – CDOT mandated equipment cost book per the City and
County of Denver General Contract and Conditions, industry standard for
equipment rates
e. MCAA – Mechanical Contractors Association of America – Mechanical
productivity rates
f. NECA MLU – National Electrical Contractors Association Manual of Labor Units
– Electrical productivity rates

g. NECA Tool & Equipment Rental Schedule – reference source for tools and
equipment rates not listed in Equipment Watch
h. URDB – Unit Rate Data Base, Historical cost data from Denver International
Airport
B. KEY TERMS
1. Basis of Estimate
2. Construction Management
3. Contingency
4. Cost Analysis
5. Cost Proposal
6. Escalation
7. Estimate
8. General Conditions
9. Markup
10. Rough Order of Magnitude (ROM)
C. RESPONSIBILITIES
1. Chief Estimator
2. Consultant
3. Contractor
4. Estimating Team
5. Estimator
6. Project Manager
7. Stakeholder
8. Supervisor
D. PROCESS
1. A formal request for estimate or Analysis, will be coordinated with the Chief
Estimator for assignment to an Estimator or Estimating Team.

2. The Project Manager will include all available information, including Drawings,
Specifications, and Scope, as well as define the purpose for the budget and the
expected timeline for development of the estimate or evaluation.
a. In the event the available information is insufficient to develop an accurate
estimate, the Project Manager will work with the Estimator to develop a ROM of
the work based on all available information.
3. The assigned estimator will develop a ROM or an estimate within the agreed to
timeline, and may submit it to the Chief Estimator for review prior to submitting it
to the Project Manager.
a. In addition to the estimate, a basis of estimate shall be completed by the
Estimator which will summarize specifics in the Estimate.
1. Assumptions
2. Exclusions
3. Clarifications
4. Notes
b. In the event that a ROM is developed, the basis of estimate may not be required.
4. Once approved, the Estimator will submit the Estimate to the Project Manager and
explain the process of development and all exclusions from the estimate.
a. The ROM or estimate will include a detailed list of known exclusions to the
budget so that the Project Manager can identify further budget needs prior to a
formal request for funding.
5. The Estimator will refine the ROM or estimate after consulting with the Project
Manager and submit the final analysis to both the Chief Estimator and the Project
Manager.
6. For Projects already in construction, the Estimator will be available to review,
analyze, and/or negotiate change (CRs, CCRs, COs) to the scope of work.
E. DOCUMENT CONTROL
1. Basis of Estimate
2. Cost analysis

3. Cost proposals
4. Estimates
5. ROMs
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. RS Means
b. Richardson
c. Equipment Watch
d. MCAA – Mechanical Contractors Association of America
e. NECA – National Electrical Contractors Association
f. URDB – Unit Rate Data Base
END OF SECTION

11. DESIGN ACTIVITY

11.1 INITIAL PROJECT CONCEPT REVIEW MEETING
A. BACKGROUND
1. At the onset of the project lifecycle, the Project Manager will host an Initial Project
Concept Review Meeting for the purposes of informing the appropriate DIA
personnel that the project has been approved to start, provide an overview of the
project and seek feedback on the project requirements.
2. The DIA personnel invited to the Initial Project Concept Review Meeting will be DIA
Stakeholders involved with the project. Participation and attendance at future
project meetings will be based on the feedback and requirements established in the
Initial Project Concept Review Meeting.
B. KEY TERMS
1. Initial Project Concept Review Meeting
2. Subject Matter Expert
C. RESPONSIBILITIES
1. Consultant Designer of Record
2. DIA Section Manager
3. Project Manager
4. Stakeholders
5. Subject Matter Expert(s)
D. PROCESS
1. The Project Manager will schedule the Initial Project Concept Review Meeting after:
a. The project has been approved by DIA Management to proceed, is funded and
DIA Finance has provided a project budget number.
b. The Consultant Designer of Record, if applicable is under contract and able to
attend the meeting.
2. The Project Manager will schedule the meeting approximately (2) two weeks prior
to the start of any design work.
Chapter 11 - Design Activity

Section 11.1 - Initial Project Concept Review
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Meeting
3. The Project Manager will send meeting invitations via email to each DIA section
manager, Stakeholders (Grant providers, Utilities, etc.) and the Designer of Record
(if applicable). The DIA section manager will assign the appropriate Subject Matter
Experts to attend this initial meeting.
a. Subject Matter Experts are individuals identified by the appropriate section or
division leader as personnel able to provide meaningful feedback about the
project requirements to the Project Manager.
b. If a representative from a specific section cannot attend the meeting, an alternate
should be sent to represent the section.
4. Along with the meeting invitation, the Project Manager will send a meeting agenda.
The agenda should follow the Initial Project Concept Review Meeting Agenda
Template Form PS-45.
5. The Project Manager will facilitate the meeting and provide all documents required
at this meeting.
a. The meeting documents should be provided to the participants one week before
the meeting.
b. The meeting documents should include, but not be limited to:
1. A meeting agenda
2. A high level Scope of Work
3. The overall project budget
4. A basic schedule for the overall project
5. A footprint drawing identifying the location of the project on airport
property.
c. If an invited section is not represented at the Initial Project Concept Review
Meeting, the Project Manager shall follow up with the DIA Section Manager to
discuss the project and determine what, if any components of the project might
impact that particular DIA section or discipline.
6. The Project Manager, or designee, will draft meeting minutes following the
General Meeting Minute Form PS-41
a. The meeting minutes should include:

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Meeting
1. Name and represented agency of all in attendance

2. Name and represented agency of those invited but who did not attend.
3. Summary of discussion
b. The meeting minutes shall be distributed to all who were invited to the meeting.
7. The Project Manager shall develop an action item list which will track assigned
responsibilities and deadlines for issues to be resolved.
8. The Project Manager will be responsible for monitoring, reviewing, commenting,
coordinating, following up on the responses, and updating the action item list.
E. DOCUMENT CONTROL
1. Action Item List
2. Meeting minutes
3. Initial Project Concept Review Meeting agenda
F. REFERENCES
1. Form link(s)
a. General Meeting Minute Form PS-41
b. Initial Project Concept Review Meeting Agenda Template Form PS-45
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

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Meeting
11.2 DESIGN MANAGEMENT OVERVIEW

A. BACKGROUND
1. Design Management is the oversight of activities in the project design phases,
typically required of the Director, Supervisor, and Project Manager.
2. The purpose of design management activities is to guide the project to successful
completion.
3. Design Management is required for all design projects at Denver International
Airport. The Design Management tasks vary depending on who is performing the
work.
a. In-House Design projects use in-house design staff to complete the work.
b. Outside Consultant projects use contracted staff, hired through a competitive
process, to complete the work.
B. KEY TERMS
1. Design Management
2. In-House Design
3. Outside Consultant
C. RESPONSIBILITIES
1. City and County of Denver Development Services
3. DIA Project Controls Estimators
4. DIA Project Manager
5. DIA Supervisor
6. Director
8. Review Team

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D. PROCESS
1. The Supervisor shall appoint a DIA Project Manager to oversee the entire project,
which includes the design, as described in Design Activity Section 11.11 Design
Activity Phases. The DIA Project Manager will report to the Supervisor. The
Director has ultimate responsibility and authority for all projects at DIA. The DIA
Project Manager is responsible for managing the design, including scope, schedule
and budget, of a single project. This includes oversight of all tasks described in this
manual.
2. Project Manager responsibilities include, but are not limited to, the following:
a. Plan, schedule, and facilitate project meetings throughout the process, as
required and described in Design Activity Section 11.11 Design Activity Phases, to
approve design decisions and monitor the project’s progress. This may include
coordination with other DIA sections and/or with outside agencies, such as
Environmental, AIM Sections, City and County of Denver, Development Services,
Denver Fire Department, FAA, CDOT, Denver Wastewater, etc.
1. Project meetings shall include individuals identified at the Initial Project
Concept Review Meeting.
2. Meeting invitations shall be provided via email, two weeks before the
scheduled meeting. An agenda shall be included with the meeting invitation,
following the General Meeting Minute Form PS-41.
3. Meeting documents to support the meeting agenda items should be
provided to the participants one week before the meeting.
4. Meeting minutes, prepared by the Project Manager or designee, shall be
drafted and finalized within three days of the meeting, following the General
Meeting Minute Form PS-41. The meeting minutes shall be distributed to all
who were invited to the meeting.
b. Direct, and monitor development of the design and related documents, as
identified in Chapter 11 – Design Activity of this manual. All project documents
must be designed within the guidelines and specifications established by DIA.
c. Follow, and ensure that others follow, BIM Model, DSM-01 Chapters 9 and 25,
for document retention, including incorporating all as-built (red-lined) contract
documents (eg. Drawings, Specifications, etc.).

d. Review design documents, approvals and certifications

1. Review of design and related documents, as identified in Chapter 11 –
Design Activity (specifically refer to the document control sections contained
within each section) of this manual should be completed using the Design
Quality Control Checklist Form PS-23 .
2. The DIA Project Manager shall organize a review team to include each major
discipline associated with the project. The make-up of the Review Team may
also include groups or agencies outside of Airport Infrastructure
Management as discussed in the Initial Project Concept Review Meeting (eg.
DIA Maintenance, DIA Environmental, Operations, Denver Fire Department,
Asset Management, Project Controls, Stakeholders that are identified in
Project Definition, QA, Survey, Testing Lab, etc.)
3. The DIA Project Manager shall distribute the documents for review to the
appropriate individual(s).
4. The Review Team shall have at least ten (10) working days, if possible, to
review and provide comments on the document. If review is required in less
than ten (10) working days, the DIA Project Manager must notify the Review
Team as soon as possible in advance of distributing the document(s).
5. All comments on the documents shall be provided in writing using the
Review Comment Form.
6. The DIA Project Manager shall review the comments of each reviewer and
document their agreement or disagreement with the comments. The
comments will be forwarded to the appropriate design team member
responsible to address the comment. If an Outside Consultant is being used,
the DIA Project Manager shall provide the Consultant’s Project Manager
with the comments. The Project Manager review of review comments should
be complete within five (5) working days.
e. Review, document and authorize project changes, consistent with Design Activity
Section 11.8, Changes to Design.
f. Coordinating variances/revisions/memorandums of understanding.
3. When in-house design staff is being utilized for the project, the DIA Project Manager
also has the following additional responsibilities:

a. Initiate value engineering, consistent with Design Activity Section 11.16 Value-
Engineering.
b. Coordinate with DIA Project Controls Estimators to develop a cost estimate using
the Project Data Definition Form CM-83 and budget reconciliations for the
project.
1. Depending on the complexity of the project, the DIA Project Manager may
develop cost estimates at the 30, 60 and 90 percent to ensure the project is
staying within the budget requirements and the amount encumbered at the
time of project approval.
c. Develop and maintain a Project Schedule to include all activities of the Project.
Refer to Chapter 10: Project Controls.
1. The project schedule should identify the major task elements, key
milestones, deliverables, project reviews, and durations of tasks.
2. The project schedule should be reviewed and updated as necessary.
d. Ensure that the project has been set-up in the Enterprise Project Management
program and follow the document control measures identified in these
repositories.
e. If the construction of the project will not be processed as a Task Order, the DIA
Project Manager shall work with DIA Business Management Services to prepare
contract documents for competitive bidding process, following the process
described in Chapter 9: Contract Procurement.
1. Work with DIA Business Management Services to prepare the Contract data
Form to advertise the project following the process described in Chapter 9:
Contract Procurement.
2. Work with DIA Business Management Services as the point of contact to
respond to the questions that come from the bidders. Prepare and issue
addendums as necessary.
3. Work with DIA Business Management Services to review the bids received
and award the construction of the project, following the process described in
Chapter 9: Contract Procurement.
f. During construction, serve as DIA Project Manager and primary point of contact.

g. Use the Checklist for Closeout of Design Contracts Form PS-24 to properly close
out the project in a timely manner.
4. For projects using an Outside Consultant (Designer of Record (DOR)) to complete
the design, the DIA Project Manager responsibilities shall also include, but not be
limited to, the following:
a. Solicit design cost proposals consistent with Design Activity Section 11.3 Design
Cost Proposals
b. Secure an Outside Consultant using the process identified in Chapter 9: Contract
Procurement
c. Manage the Outside Consultant’s contract or Task Order in accordance with
Contract Documents.
1. Ensure the Outside Consultant is designing the project within the contractual
requirements and the DSM manuals as they apply to the proposed scope of
work. Outside Consultant is required to perform all work in accordance with
the DSM-12 (all chapters applicable to deliverables necessary to complete
the work)
2. Coordinate and chair the City and County of Denver Project Progress
Meetings with the Outside Consultant.
3. Ensure the Outside Consultant creates a project schedule and delivers
products to DIA within the timeframe(s) identified.
4. Monitor the Outside Consultant’s budget and review and approve invoices.
5. Setup the budget for internal staff and ensure funds have been encumbered.
5. For projects using an Outside Consultant to complete the design, the Outside
Consultant’s responsibilities include, but are not limited to, the following:
a. Designate a Consultant Project Manager to be the single point of contact for DIA,
responsible for all activities associated with the scope of work (SOW) and
responsible for ensuring the project is designed within the guidelines and
specifications established by DIA and the contractual requirements that are
within the project budget.

b. Ensure the designated project phases and contract documents, as detailed in

DSM-01, are delivered to DIA within the timeframe as determine by the DIA
Project Manager and stated contract.
c. Submit cost estimates to DIA Project Manager in compliance with DSM-01.
d. Coordinate the presentation of the project plan review to City and County of
Denver Development Services with the DIA Project Manager. Respond to
questions and incorporate comments into the design documents.
e. Assist with peer review of documents prepared by the Outside Consultant team.
f. Develop the contract documents for bidding, following the process described in
Chapter 9: Contract Procurement.
1. Work with DIA Project Manager to prepare the advertisement(s) for the
competitive bidding process, following the process described in Chapter 9:
Contract Procurement. This does not pertain to On-Call Projects do not
require public advertising of the project opportunity.
2. As directed by the DIA Project Manager, respond to questions that arise
during the bidding phase and assisting with addendums.
g. As directed by the DIA Project Manager, assist with review of the bids received,
following the process described in Chapter 9: Contract Procurement.
h. Provide assistance during construction. Unless otherwise stipulated in the
Consultant’s agreement with the City, Contract Administration services provided
shall be in accordance with Chapter 8 of the DSM-01.
i. Review and provide feedback on all construction change requests.
6. Prepare submittal logs in accordance with the Sample Submittal Log and review all
Contractor submittals in accordance with DSM-01.
7. Prior to the initiation of any work, the Project Manager is responsible for verifying
with Finance that funds for the contract have been fully encumbered.
E. DOCUMENT CONTROL
1. Cost Estimate
2. Design Quality Control Checklist
3. Meeting agenda(s)

4. Meeting minute(s)
5. Project Data Definition Form
6. Project Schedule
7. Review Comments
F. REFERENCES
1. Form Link
a. Checklist for Closeout of Design Contracts Form PS-24
b. Cost Estimate Template
c. Design Quality Control Checklist Form PS-23
d. General Meeting Minute Form PS-41
e. Project Data Definition Form CM-83
f. Meeting Agenda Template
g. Project Schedule Template
h. Review Comment Form
i. Sample Submittal Log
2. Process Link
a. N/A
3. Other
a. DSM-01 Chapter 25
b. DSM-01 Chapter 8
c. DSM-01 Chapter 9
d. DSM-1
e. Chapter 9: Contract Procurement
f. Chapter 10: Project Controls
g. Chapter 11 – Design Activity
h. Design Activity Section 11.3 Design Cost Proposals

i. Design Activity Section 11.8, Changes to Design

j. Design Activity Section 11.11 Design Activity Phases
k. Design Activity Section 11.16 Value-Engineering
END OF SECTION

11.3 DESIGN COST PROPOSALS (METHODOLOGIES FOR OBTAINING DESIGN PROPOSALS)

A. BACKGROUND
1. If an outside consultant is used to develop the design documents, a Request For
Proposals (RFP) must be issued to obtain a total cost for performing design services.
2. The RFP process is used for two (2) different types of contracts: On-Call Task Order
contracts and Advertised Proposed Firm Fixed Price Not-To-Exceed Value contracts.
B. KEY TERMS
1. 90 day Forecast List
2. Firm Fixed Price Not-To-Exceed Value contract
3. Master On-Call Contract/Task Order contract
4. Request For Proposal (RFP)
C. RESPONSIBILITIES
1. Director
2. Project Manager
D. PROCESS
1. Once the design project has been approved, and it has been determined to use an
outside consultant to develop the design documents, the Project Manager must
issue an RFP to obtain a total cost to perform design services. Depending on the
time element and the estimated value of the project, there are two options a Project
Manager can use in issuing a RFP: Master On-Call Contract/Task Order contracts or
Advertised Proposed Firm Fixed Price Not-To-Exceed Value contracts.
2. The Supervisor with Director approval will decide which process to use based on:
the project requirements, the time frame for completion, and the client’s
requirements.
3. Master On-Call / Task Order Contracts.
a. Using On-Call Consultants is the preferred method if either: time constraints do
not allow for the normal advertising involved in a RFP time line; or the project is
not overly complex.

Section 11.3 - Design Cost Proposals (methodologies
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for Obtaining Design Proposals)
b. The Project Manager can issue an RFP to one or several existing DIA contracted
On-Call Consultants using form Request for Proposal – Form (PS-02) requesting a
cost proposal to perform design services for a particular project.
c. The process to be followed to justify a Task Order through an existing On-Call
contract is described in Project Delivery Section 3.6 – On-Call Master Contracts.
4. Firm Fixed Price Not-To-Exceed Value Contracts
a. If it is determined by the Senior Director in the best interest of DIA to obtain cost
proposals from various Consultants either, the Project Manager will have to
advertise and issue an RFP to make the opportunity available to all firms to
propose.
1. This process requires the project opportunity be advertised to the public for
90 days, on the 90 day Forecast List before the formal advertisement of the
RFP as described in Contract Procurement Section 9.5 Pre-Advertising 90 day
Forecast Requirements.
b. The process to initiate a Firm Fixed Price Not-To-Exceed Value Contract is
described in Chapter 9 - Contract Procurement.
B. DOCUMENT CONTROL
1. Request for Proposal – Form (PS-02)
C. REFERENCES
1. Form link
a. Request for Proposal – Form (PS-02)
2. Process link
a. N/A
3. Other
a. Project Delivery Section 3.6 – On-Call Master Contracts
b. Contract Procurement Section 9.5 Pre-Advertising 90 day Forecast Requirements
c. Chapter 9 - Contract Procurement
END OF SECTION

Section 11.3 - Design Cost Proposals (methodologies
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for Obtaining Design Proposals)
11.4 DESIGN SERVICES FOR EXPANSION OR MODIFICATION OF THE WATER DISTRIBUTION SYSTEM
A. BACKGROUND
1. On July 11, 2006 a Memorandum of Understanding (MOU) was issued between the
Board of Water Commission and the Department of Aviation which designated
Denver Water as the only agency that can provide Design and Inspection Service for
the expansion or modification of the water distribution system at DIA. Denver
Water is the sole source that can provide design drawings and specifications for all
new construction that involves the installation of a water service, potable or fire
protection.
B. KEY WORDS
1. Guarantee Maximum Price (GMP)
2. Memorandum of Understanding
C. RESPONSIBILITY
1. Denver Water Design Project Engineer
2. Design Build Contractor
4. Design Consultant
5. Director
6. Project Manager
7. Senior Director
8. Supervisor
D. PROCESS
1. The Project Manager meets with their Supervisor to discuss all of the requirements
of the project.
2. Project Manager develops the Request For Proposal - PS-01 requesting Denver
Water to provide a cost for providing design documents and inspection services for a
facility that requires the installation of water service.

Section 11.4 - Design Services for Expansion or
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Modification of the Water Distribution System
a. PM attaches all necessary documentation (drawings or sketches) to the Request

for Proposal PS-01 and forwards the complete package to Denver Water’s
Design Project Engineer.
3. Denver Water Design Project Manager develops a fee based on the RFP and
submits it to the Project Manager for review. Project Manager evaluations the
proposal, verifies that it addresses the scope of work and that their fee is within the
allotted budget designated for this service. The Project Manager also discusses it
with their Supervisor.
a. If acceptable, the Project Manager completes a DIA – Denver Water Design Fees
Project Authorization Form PS – 44, signs it, and forwards it to their Supervisor
and the Senior Director for signatures.
b. If it is not acceptable, the Project Manager and their Supervisor will meet with
the Denver Water Design Project Engineer and discuss possible alternatives to
get the project within the estimated budget value.
4. Once the DIA – Denver Water Design Fees Project Authorization Form PS – 44 is
signed by the Senior Director, the Project Manager forwards the executed copy to
the Denver Water’s Design Project Engineer. Upon receipt, Denver Water will begin
developing the construction documents.
5. Denver Water’s Construction Documents
a. Upon completion of the construction documents, Denver Water sends an
electronic copy of the drawings and specifications to the Project Manager.
b. The Project Manger reviews the drawings and specifications and if acceptable,
forwards them to the Designer Of Record to be incorporated into the overall
project drawings and specifications.
1. If the drawings or specification are not acceptable, the Project Manager will
forward comments to the Denver Water Project Engineer.
c. To avoid duplication of the water service design, the Project Manager informs
the Designer Of Record, that Denver Water will be developing the design and
they are not to perform that activity.

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6. Design Build Contract

a. Due to the uniqueness of a Design Build Contract, the Project Manager may
elect to have the Design Build Contractor or their Design Consultant directly
contract with Denver Water to provide these services. If the Project Manager
elects to proceed in this manner, they are responsible to ensure that the
Proposal documents clearly state this and that copies of Denver Water’s
boilerplate specifications are included in the RFP/RFQ.
1. To track this cost and ensure Denver Water is changing the specified fee as
stated in the Memorandum of Understanding (MOU), the Project Manager
may want the Proposer to include in their proposal or Guaranteed Maximum
Price (GMP) a separate cost line item that is associated with this work.
7. Bidding Process
a. Installation of all water lines extensions are to be installed by a contractor that
has been pre-qualified by Denver Water. Denver Water Technical Specification
Section 02523 identifies the contractors that are pre-qualified to perform this
service. The Project Manager shall inform the prospective bidders of this
requirement.
E. DOCUMENT CONTROL
1. Request for Proposal, Denver Water Design Services PS-01
2. DIA & Denver Water, Design Fees Project Authorization Form PS-44
F. REFERENCES
1. Form Link
a. Request for Proposal, Denver Water Design Services PS-01
b. DIA & Denver Water, Design Fees Project Authorization Form PS-44
2. Process Link
a. N/A
3. Other
a. Memorandum of Understanding (MOU), DIA and Denver Water, Design Fees
July, 2006

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b. First Amendment MOU DIA & Denver Water, Design Fees, July 11, 2011
c. Denver Water Response to RFP – Sample
d. Request for Proposal Denver Water Design Services PS-01 Sample
e. Denver Water Project Authorization PS-44 Sample
f. Denver Water Technical Specification Section 02523
END OF SECTION

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11.5 APPLICATION FOR ELECTRICAL AND GAS SERVICES – DESIGN AND CONSTRUCTION
A. BACKGROUND
1. Xcel Energy (formerly Public Services Company of Colorado) and the City and County
of Denver are parties to a Franchise Agreement and an Operating Agreement. Under
this agreement Xcel Energy is the only entity franchised to deliver electric and
natural gas services to Denver International Airport. There are a few outlying regions
of DIA property that are in Adams County, and are served by United Power but for
the large majority of facilities located on Airport Property, Xcel Energy is the
provider.
2. For electrical services, Xcel Energy is responsible for designing and installing the
main power from the primary side of the service, up to and including the
transformer. DIA is responsible for the designing and installing the electrical power
from the secondary side to and throughout the facility.
3. For natural gas services, Xcel Energy is responsible for providing the design and
installation of the gas line up to and including the gas meter. DIA is responsible for
designing and installing the remaining portion of the gas line from the meter to and
throughout the facility.
4. For Tenant work, the Tenant is responsible for having the gas line designed and
installed from the meter to and throughout their designated area. For electrical
service, the Tenant is responsible for having the electrical service designed and
installed from the power source (Power Distribution Panel) assigned to them by DIA,
to and throughout their designated area.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Energy Manager
2. Geographic Information System Analysis
3. Project Manager
4. Purchasing Agent
5. Supervisor

Section 11.5 - Application for Electrical and Gas
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Services – Design and Construction
6. Tenant
7. United Power
8. United Power Project Coordinator
9. Utilities Coordinator
10. Xcel Designer
11. Xcel Energy
D. PROCESS
1. When new gas or electric service is required, the Project Manager completes an
Xcel Energy Service Application. The Project Manager can complete the Service
Application on-line and submit it directly to Xcel Energy or they can download the
Service Application form and fax it to Xcel Energy.
a. When completing the form, the Project Manager should get the service address
from the DIA Geographic Information System Analysis. A copy of the completed
Service Application should be forwarded to DIA’s Energy Manager and to DIA’s
Utilities Administrator to ensure consistency in metadata with the new meters.
See Design Activity Section 11.10 – Obtaining Project Addresses of this guideline
for further information.
2. The DIA Energy Manager will also require a description of the physical locations and
the main loads being served. For Tenant projects, the Tenant is responsible for
completing the service application. The Tenant shall provide to the Project
Manager a copy of the application and the expected Tenant electrical loads. This
information is to be passed on to the DIA Energy Manager.
3. If it determined that United Power will be the provider of electrical service for that
facility, the Project Manager completes an Electric Service Request and submits it to
the United Power Project Coordinator. A copy of the completed Electric Service
Request is sent to the DIA Energy Manager and the DIA’s Utilities Administrator
along with the information as stated above.
4. Design Phase
a. Once an Xcel Designer is assigned to a project they will notify the Project
Manager and requests a set of drawings to scale, so that they can develop a cost

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estimate for the design and construction of the system. The Project Manager is
to include the address card as part of the drawing package.
b. From this information, the Xcel Designer develops a cost proposal for providing
this service. The Xcel Designer sends the cost quote letter to the Project
Manager for review and approval.
c. If the quote is acceptable, the Project Manager will have a purchase requisition
developed and a purchase order will be sent to Xcel to perform the work. The
quote letter must be attached to the Purchase Requisition.
1. For the purchase order process, go to Design Activity Section 11.23 –
Purchasing.
2. The purchasing process falls under the classification of “Sole Source” and
would normally require a “Justification for Sole Source” memo. However,
since this is related to Xcel Energy (or in a few cases, United Power), which is
the only entity authorized to deliver electric energy and gas service within
the designated are, purchasing does not require such a memo.
3. Once Xcel Energy receives the Purchase Order, they will proceed with the
design and construction of the project. Xcel Energy is responsible for
obtaining all required permits.
5. Construction
a. Once installation of the services is complete and the meter has been installed,
brass tags are to be installed on the meter housing. These tags are to contain the
assigned address, and the designation of the main switchgear or panel-board
served, DIA Maintenance is responsible making and installing the tags.
E. DOCUMENT CONTROL
1. United Power Electric Service Request
2. Xcel Application for Gas and Electric Service
F. REFERENCES
1. Form Link
a. Xcel Application for Gas and Electric Service On-Line
b. Xcel Application for Gas and Electric Service Form

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c. United Power Electric Service Request

2. Process Link
a. N/A
3. Other
a. Xcel Application for Gas and Electric Sample
b. Design Activity Section 11.10 – Obtaining Project Addresses
c. Design Activity Section 11.23 – Purchasing
END OF SECTION

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11.6 OVERHEAD MULTIPLIER FACTOR AND CORE STAFF LABOR RATES – (MASTER ON-CALL AND FIRM FIXED
PRICE, NOT-TO-EXCEED CONTRACTS)
A. BACKGROUND
1. As part of the required submittals in the initial Request For Proposals (RFP) package,
Consultants must complete Submittal 2 – Overhead Multiplier Factor Calculation
form and Exhibit E – Core Staff Labor Rate Proposal.
a. Submittal 2 – Overhead Multiplier Factor Calculation form is used by the
Consultant to show in detail how the Overhead, Fringe Benefits and Profit
Multiplier Factor were calculated. This information allows DIA to properly
review and determine if the factor is reasonable, fair, and acceptable.
1. This resulting multiplier is subsequently used in the Exhibit E – Core Staff
Labor Rate Proposal to calculate the billable (loaded) hourly rates for core
staff personnel the Consultant is allowed to bill DIA during the project.
b. Exhibit E – Core Staff Labor Rate Proposal identifies the personnel that the
Consultant is proposing to work on a project, their base hourly rate, and their
DIA billing rates. Exhibit E is employee specific, not job title specific.
B. KEY TERMS
1. Construction Administration
3. Contract documents
4. Design Analysis Programming
5. Design Development
6. On Call Professional Services
7. Request for Proposal (RFP)
8. Schematic Design/Preliminary Design

Section 11.6 - Overhead Multiplier Factor and Core
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Price, Not-To-Exceed Contracts)
C. RESPONSIBILITIES
3. City & County of Denver’s Career Services Authority
4. Consultant
5. Director
6. Financial Analyst – Airport Infrastructure Management
7. Project Manager
9. Subconsultants
D. PROCESS
1. Submittal of Forms
a. The Consultant is required to submit both the Submittal 2 – Overhead Multiplier
Factor Calculation and Exhibit E – Core Staff Labor Rate Proposal with their
response to the RFP. The Project Manager is responsible to ensure the latest
versions of the forms are included in the RFP.
1. If the Consultant has identified any subconsultants they will work with,
those subconsultants are required to also submit a Submittal 2 – Overhead
Multiplier Factor Calculation and Exhibit E – Core Staff Labor Rate Proposal in
the proposal.
b. For On Call Professional Services RFPs, where DIA has no specific task yet
identified, the Consultant and any Subconsultants, if applicable, must present
their respective core staff billable rates in Exhibit E – Core Staff Labor Rate
Proposal for review and approval.
1. As On-Call projects are identified, before awarding the Task Order, the
Submittal 2 – Overhead Multiplier Factor Calculation and Exhibit E – Core
Staff Labor Rate Proposal are sent to any new Subconsultant(s) that are
expected to work on the new task, if DIA has not already received and
approved an Exhibit E file from that entity.

2. The billable hourly rate for each employee must be reviewed and approved
by the Director before the employee begins work at DIA.
2. Evaluation of the Forms
a. The Project Manager will provide the forms to the AIM Financial Analyst -
Airport Infrastructure Management for review and comment. The Financial
Analyst will prepare a summary report of his/her review of the Submittal 2 –
Overhead Multiplier Factor Calculation and Exhibit E – Core Staff Labor Rate
Proposal for the Project Manager.
b. Upon receipt of the forms, the Project Manager will review it and discuss it with
the Director. If there are no issues to negotiate, the Project Manager will accept
the consultant billing rates submitted and notify the consultant of DIA’s decision
and incorporate the Exhibit E – Core Staff Labor Rate Proposal into the contract
document. If there are issues, the Project Manager will set-up a meeting with
the Consultant to negotiate acceptable rates.
3. Acknowledgment of Rates
a. For Master On-Call Professional Services Contracts, once the Overhead Multiplier
Factor rate is approved, the Project Manager will issue an Acknowledgement
Letter to the , confirming the negotiated rates (incl. Subconsultants) on the
Submittal 2 – Overhead Multiplier Factor Calculation Form. The calculated
Overhead / Multiplier Factor will be effective for the duration of the contract
unless otherwise stated in the contract documents.
1. Any rate increase, (if allowed by the Contract Documents), must not exceed
the annual rate increase percentage for the appropriate job title(s) as
determined by City & County of Denver’s Career Services Authority for
similar job titles.
b. For proposed, Not-To-Exceed Value Contracts, after the Selection Committee’s
review and recommendation of the proposals, the Project Manager will notify
Business Management Services of the results and Business Management
Services will notify the successful consultant that they have been selected for
the project and that a negotiation meeting will be set up if warranted.

1. A negotiations meeting will be set up if, based on the summary report from
the Financial Analyst - Airport Infrastructure Management, the Project
Manager elects to negotiate the Multiplier Factor and Core Staff Labor Rates.
Once all parties are in agreement, the Project Manager will request the
consultant resubmit an Exhibit E – Core Staff Labor Rate Proposal with the
new agreed upon billing rates for all Consultant and Subconsultant
employees anticipated to work on the contract. The Exhibit E – Core Staff
Labor Rate Proposal will be forwarded to Airport Legal Services where it will
get incorporated into the Contract.
E. DOCUMENT CONTROL
1. Acknowledgement letter
2. Exhibit E – Core Staff Labor Rate Proposal
3. Financial Analyst Summary Report of Exhibit E
4. Financial Analyst Summary Report of Submittal 2
6. Submittal 2 – Overhead Multiplier Factor Calculation
F. REFERENCES
1. Form link
a. Acknowledgement Letter
b. Exhibit E – Core Staff Labor Rate Proposal
c. Submittal 2 – Overhead Multiplier Factor Calculation
2. Process link
a. N/A
3. Other
a. DSM-01
b. Federal Acquisition Regulation FAR 15.404-4(c)(4)(i)(B)
END OF SECTION

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11.7 REQUEST FOR INFORMATION (RFI)

A. BACKGROUND
1. A Request for Information (RFI) is a formal mechanism that an Outside Consultant
may use when requesting additional information or clarification on an issue
associated with the design contract, the Design Standards Manuals, and/or design
development of the project.
B. KEY TERMS
1. Design Contract
2. Design Standards Manuals
4. Request for Information (RFI)
C. RESPONSIBILITIES
2. Director
4. Reviewer
D. PROCESS
See RFI Workflow
1. Submitting a Request for Information
a. The Outside Consultant will prepare the Request for Information in the Project
Management System utilizing the Request for Information Form and send an
email notification to the DIA Project Manager that there is an RFI that needs to
be reviewed.
1. Once issued, the RFI is automatically logged in PCM which also monitors,
tracks, and documents the status of the RFI.
b. The Request for Information (RFI) form requires the Outside Consultant to
propose a solution to the issue identified in the RFI.

1. The Outside Consultant must also indicate on the RFI form if there will be
cost or schedule impacts relative to their proposed solution and also state
the reason for these impacts.
2. The Outside Consultant’s proposed solution shall not be binding upon the
reviewer.
3. While RFIs should all be responded to within 5 business days, if the issue is
critical, the Outside Consultant will provide an earlier deadline for
responding to the RFI.
a. This deadline is not contractually binding, but shall be adhered to where
possible to continue forward progress of the project.
2. Receipt of a Request for Information
a. The DIA Project Manager has the overall responsibility to review, distribute (if
required), track progress, expedite as necessary, respond to, and return each RFI
submitted.
1. The Project Manager shall review the incoming RFIs from the Outside
Consultant and confirm that the questions are stated clearly, the proposed
solutions are realistic, and the requested RFI response date is reasonable.
2. Receipt of the RFI by DIA and confirmation of the requested RFI response
date will be provided to the Consultant by the DIA Project Manager within 5
business days of receiving the RFI.
a. If the Outside Consultant requests an unreasonable or unattainable
response time to an RFI, the Project Manager will immediately notify the
Outside Consultant in writing when a response may be expected. If
appropriate, the Project Manager’s notification should cite any delays or
untimely circumstances surrounding the Outside Consultant’s submittal
of the RFI.
1. The revised schedule for responding to the RFI will be determined by
the DIA Project Manager and Director, but shall remain within the
established 5 business days for typical RFI responses.
b. If the answer to the question can be found in the Design Standards
Manuals, or the contract documents, the Project Manager will respond
with the correct Contract Document Reference.

3. If a valid issue is raised in the RFI, the DIA Project Manager will determine
if/who the RFI should be forwarded to so the proper response can be
obtained and will prepare his/her comments to the reviewer as a separate
attachment to the RFI (i.e., not written on the face of the document).
3. Response to a Request for Information
a. The Project Manager will review the response received from the appropriate
reviewer(s), determine if it satisfactorily addresses the question, and will
determine its possible effects on the contract costs, time, or function.
1. If, in the Project Manager’s opinion, cost, time, or function is affected, the
Project Manager will notify the reviewer(s) and the Director for
consideration of the response before returning the RFI to the Outside
Consultant.
b. The response to an RFI shall not:
1. state that the reply will be issued in a forthcoming change
2. State the reason for the clarification
3. address alleged liability of any of the parties, or
c. The Project Manager will close the RFI in the Project Management System and
email the Consultant that the RFI has been responded to and that it is closed.
4. Request for Information Log
a. All RFIs are logged and tracked in PCM.
E. DOCUMENT CONTROL
3. Requests for Information
F. REFERENCES
3. Form link
b. Request for Information (RFI) form
c. Request for Information Log template
2. Process link

a. RFI Workflow
4. Other
a. Design Standards Manuals
END OF SECTION

11.8 CHANGES TO DESIGN

A. BACKGROUND
1. Significant modifications or alterations of the design criteria or design package scope
of work constitutes a change to design work.
2. Design changes fall into one of four categories:
a. A fundamental change in the design contract that materially modifies the scope
of services initially advertised in the Request for Proposal.
b. Revisions to the design approach or function that are incorporated into the
design prior to construction.
c. A modification to the project scope resulting from the Project Definition process
or as a result of the incompatibility of the design with the actual field conditions.
d. Changes required because the design details exceed the project budget.
3. If a change is requested and approved by the Director, additional design work can be
added to three types of Outside Consultant contracts: Lump Sum, Not-to-Exceed
Contract; Professional Service Contract, Additional Services; or Master On-Call, Task
Order.
a. Additional design work can also be added to design projects conducted in-house.
4. A Consultant's TERMS AND CONDITIONS are NEVER accepted as part of a change
order, task order, task order directive or any document which changes the terms
and conditions of the contract. The original contract or negotiated changes to the
contract govern any all future modifications.
B. KEY TERMS
1. Additional Services Authorizations
2. Changes to design / Design changes
3. M/WBE Participation Goal
4. Negotiation Session Agreement
5. Not-to-Exceed Contract
6. On-Call, Task Order
7. Professional Services Contract

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C. RESPONSIBILITIES
3. City Council
4. DIA Finance
5. Director
6. Director - Division of Small Business Opportunities
8. Project Manager
9. Project Stakeholder/Initiator
10. Subject Matter Experts
11. Supervisor
D. PROCESS
See Design Change Request Workflow, Professional Services Amendment Workflow, and
Additional Services Authorization Workflow
1. Request for Design Change
a. Any project stakeholder associated with the DIA organization or tenant may
request a written change or modification to an existing contract that revises the
design scope, the construction schedule, or budget. The initiator submits a
Design Change Request Form (PS-13) to the Project Manager for consideration.
The Project Manager will review changes, determine the impact(s), and present
a recommendation to the Director.
b. The Director, with input from the stakeholders, is responsible for approving all
changes.
1. All suggested changes must be evaluated with respect to the project’s
design, construction schedule, cost and impacts to the operations and
surrounding facilities. If additional funding is necessary the Project Manager

discuss the situation with the Director coordinate this activity with Finance
prior to proceeding.
2. Design Changes to In-House Design Work
a. The Project Manager is responsible for incorporating approved design changes
into in-house design work, including amending the project scope, schedule and
budget to reflect the design change.
1. The Project Manager will work with the appropriate Subject Matter Experts
to amend the scope, schedule and budget.
2. Project Controls will review the proposed budget and make a
recommendation to the Project Manager.
b. Once the proposed amendments have been completed, the Project Manager
will review the amendments with the Supervisor and Director for approval
before proceeding with the changes.
c. The Project Manager will verify with Finance any additional funding
requirements before proceeding with the change(s).
3. Design Changes to an Outside Consultant
a. Amendment - Lump Sum, Not-to-Exceed Contract
1. For lump sum, not-to-exceed contracts, an Amendment is the formal
document that DIA uses to increase the consultant scope of work, contract
value, and/or time, if the additional work is related to the original work.
2. Requesting an Amendment / Expanded Scope
a. If an Amendment is required, the Project Manager will coordinate the
development and processing of it with Business Management Services
and Airport Legal Services.
b. An Amendment to a contract may require City Council approval.
a. Refer to the Chapter 9 – Contract Procurement of this Guideline for this
process.
b. Additional Services Authorization - Professional Service Contract

1. For professional service contracts with additional services, the consultant’s

contract allows the Outside Consultant to perform services which are related
to the subject matter of the contract but are not part of the Scope of Work.
a. The amount allotted for these “Additional Services” is established in the
executed contract and can only be used after the fees and reimbursable
expenses have been approved in writing in advance by the Director.
2. Requesting Additional Services and preparing the proposal
a. Once the need for Additional Services has been determined, the Project
Manager will issue a Request for Proposal for Additional Services (PS-05)
to the Outside Consultant.
1. The Request for Proposal will include a description of the proposed
change, reason for the change, the originator of the change, and
instructions to the Outside Consultant.
b. Upon receipt of the Request for Proposal, the Outside Consultant shall
review it and prepare a proposal in accordance to the requirements
stated on the form. Once completed, the Outside Consultant will
forward their proposal to the DIA Project Manager for review.
3. Reviewing the proposal and issuing an Additional Services Authorization
a. Upon receipt of the Outside Consultant’s proposal, the Project Manager
will review and evaluate it and recommend either approval or
disapproval to the Director.
b. If the design fee associated with the Request for Proposal is acceptable,
the Project Manager will generate and issue and prepare an Additional
Services Authorization form (PS-06)
c. Should the Project Manager and the Director disagree with the proposed
Outside Consultant’s fee, the Project Manager will contact the Outside
Consultant and setup a negotiation session.
1. Once an acceptable value is established and agreed to for the
additional work by both parties, the Outside Consultant will revise
their proposal and forward it to the Project Manager.

2. The Project Manager will document the negotiation sessions utilizing

the General Meeting Minute Form PS-41 and the Negotiation Session
Agreement Form – CM 04.
a. Both the Project Manager and the Consultant will sign the
Negotiation Session Agreement Form – CM 04.
3. Upon receipt of the revised proposal, the Project Manager will review
it, and after confirming it contains all agreed upon items and/or
terms, the Project Manager will create and issue the Additional
Services Authorization form (PS-06).
d. Because of the potential significance of the additional services needed, all
Additional Services Authorizations are reviewed and approved by the
Director - Division of Small Business Opportunities.
e. Once the Additional Services Authorization has been approved by the
AIM Director and the Director - Division of Small Business Opportunity,
and DIA Finance has issued a budget project number, the Project
Manager will verify the additional funds are encumbered prior to
forwarding the executed Additional Services Authorization to the Outside
Consultant.
1. The Additional Services Authorization serves as the Outside
Consultant's Notice-to-Proceed with the additional work, and allows
payment for performing services associated with it.
2. Any work performed by the consultant without an executed
Additional Services Authorization is performed at the sole risk of the
Outside Consultant.
b. Master On-Call, Task Order
1. A Task Order Authorization Amendment - Form (PS-04A) is the formal
mechanism that adds or deletes work to the original task order scope of
work, adjusts the task order value, and/or incorporates changes to the task
order for the Outside Consultant to receive payment.
2. Requesting additional work and preparing the proposal

a. Once it is determined that the change to the original design and/or

Additional Services is required, the Project Manager will issue a Request
for Proposal – Form (PS-02) to the Outside Consultant.
1. The Request for Proposal will include a description of the proposed
change, reason for the change, the originator of the change, and
instructions to the Outside Consultant.
b. Upon receipt of the Request for Proposal, the Outside Consultant shall
review it and prepare a proposal in accordance with the requirements
stated on the form. Once completed, the Outside Consultant will
forward the proposal to the DIA Project Manager for review.
3. Reviewing the Proposal and Issuing an Amendment
a. Upon receipt of the Outside Consultant’s proposal, the Project Manager
reviews and either recommends approval to the Supervisor or meets
with the Outside Consultant to discuss.
b. If the fee associated with the Request for Proposal is approved, the
Project Manager will create and issue a Task Order Authorization
Amendment - Form PS-04A.
c. Should the Project Manager and/or the Supervisor disagree with the
proposed Outside Consultant’s fee, the Project Manager will contact the
Outside Consultant and arrange a negotiation session.
1. Once an acceptable value is established and agreed to by both
parties, the Outside Consultant will revise their proposal and
resubmit it to the Project Manager.
the General Meeting Minute Form PS-41 and the Negotiation Session
Agreement Form – CM 04.
a. Both the Project Manager and the Consultant will sign the
Negotiation Session Agreement Form – CM 04.
3. Upon receipt of the revised proposal, the Project Manager will
review it, and after confirming it contains all agreed upon items
and/or terms, the Project Manager will prepare and issue a Task
Order Authorization Amendment - Form PS-04A.

4. Once the amendment has been approved by DIA and the Project Manager
has verified that the funds have been encumbered, the Project Manager will
forward the executed amendment to the Outside Consultant.
a. The executed amendment serves as the Outside Consultant's
authorization to proceed with the additional work and incorporates
changes to the Task Order for payment. It is also part of the Outside
Consultant's Contract.
b. The Outside Consultant cannot bill for any work performed under this
amendment until they receive an executed copy of it from the Project
Manager. Any work performed by the Outside Consultant without an
executed amendment is at the sole risk of the Outside Consultant.
E. DOCUMENT CONTROL
3. Additional Services Authorization form (professional service contract, additional
services)
4. Amendment to contract (lump sum, not-to-exceed contract)
5. Design Change Request Form
6. In-House scope, schedule and budget amendment
7. Meeting Minutes from Negotiations Sessions
8. Negotiation Session Agreement Form
9. Proposal for Additional Services (Master on-call, task order)
10. Proposal for Additional Services(professional service contract, additional services)
11. Request for Proposal (Master on-call, task order)
12. Request for Proposal for Additional Services (professional service contract,
additional services)
13. Task Order Authorization Amendment (Master on-call, task order)
F. REFERENCES
3. Form link
a. Additional Services Authorization form (PS-06)
b. Amendment Template & Sample

c. Design Change Request Form (PS-13)

d. General Meeting Minute Form PS-41
e. Negotiation Session Agreement Form – CM 04
f. Request for Proposal – Form (PS-02)
g. Request for Proposal for Additional Services (PS-05)
h. Task Order Authorization Amendment - Form (PS-04A)
4. Process link
a. Design Change Request Workflow
b. Professional Services Amendment Workflow
c. Additional Services Authorization Workflow
5. Other
a. Chapter 9 – Contract Procurement
END OF SECTION

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11.9 DESIGN STANDARDS MANUAL

A. BACKGROUND
1. Denver International Airport (DIA) developed and maintains Design Standards
Manuals (DSM) to insure a unified and consistent approach to the thematic and
technical design of projects developed at the airport.
2. The DSMs are intended to be working documents to address the general, design,
and technical standards for all areas of design for Denver International Airport.
3. The DSMs for Denver International Airport have been prepared for use by
competent, professionally licensed Architectural and Engineering Consultants under
the direction of Denver International Airport.
B. KEY TERMS
1. Design Standards Manuals (DSM)
2. DIA Tenants
3. DSM library
4. LEED rating system
5. Project Registration
C. RESPONSIBILITIES
1. Architectural and Engineering Consultants
2. Project Manager
3. Tenants
D. PROCESS
1. Use of the Design Standards Manual
a. The DSMs are for use and strict implementation by all Consultants (Design and
Construction (as applicable))under contract at Denver International Airport
including Tenant projects at Denver International Airport.
b. The DSM shall not be quoted, copied or referenced in any bidding or
construction contract documents.

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1. All information contained in these standards must be fully explained and

shown in all bidding and contract documents.
2. The Consultant shall not reproduce, duplicate in any manner, transmit to
other Consultants or other entities, or use the DSM in conjunction with other
projects without the express written consent of Denver International Airport.
c. The DSMs are intended to be used as a whole, as each manual is complementary
to the others.
1. In order to understand the overall thematic and design standards for Denver
International Airport, the manuals must be utilized together and not
separated from the DSM library as a whole.
d. The DSM will be revised and updated by DIA, as deemed necessary and
appropriate by the Director. New manuals to the DSM may also be added as
required.
2. The current Design Standards Manuals are:
a. DSM 1 Standards and Criteria
b. DSM 2 Architectural
c. DSM 3 Structural
d. DSM 4 Mechanical
e. DSM 5 Electrical
f. DSM 7 Signage
g. DSM 12 CADD, GIS, & BIM
h. DSM 14 Tenant Development Guidelines
3. Conformance with the DSM
a. The Project Manager has the overall responsibility to ensure the project design
conforms to these manuals along with the desired LEED rating system standard
identified at time of Project Registration.
1. Refer to City & County of Denver’s Executive Orders #123 Office of
Sustainability and Citywide Sustainability Policy for more information.

E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. City & County of Denver’s Executive Orders #123 Office of Sustainability and
Citywide Sustainability Policy
b. Design Standards Manuals
1. DSM 1 Standards and Criteria
2. DSM 2 Architectural
3. DSM 3 Structural
4. DSM 4 Mechanical
5. DSM 5 Electrical
6. DSM 7 Signage
7. DSM 12 CADD, GIS, & BIM
8. DSM 14 Tenant Development Guidelines
c. LEED rating system
END OF SECTION

11.10 OBTAINING PROJECT ADDRESSES

A. BACKGROUND
1. All facilities whether a concession, airlines, airport related structure, electric signs,
electric guard gates, control values, gas island, transformers, etc. must have an
address. The address identifies the location of that facility, structure, sign, guard
gate, etc... on airport property.
2. The Geographic Information System Analysis (GISA) performs an evaluation on the
location of proposed work to verify if an address exists or if one is required. The
Geographic Information System Analysis coordinates this activity electronically with
the Denver Address Data. The Denver Address Data is where all address for the City
and County of Denver are listed.
B. KEY TERMS
1. Colorado State Planes Central
2. Denver Address Data (DAD)
3. Geographic Information System Analysis (GISA)
4. Letter of Authority (LOA)
C. RESPONSIBILITIES
1. Colorado State Planes Central
3. DIA Survey Office
4. Geographic Information System Analysis (GISA)
5. Project Manager
6. Tenant
D. PROCESS
1. At the early stage of the design, Project Manager coordinates with the Geographic
Information System Analysis to determine if an address is required, if an address
exists or verifies the existing address is valid.

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2. Project Manager provides the Geographic Information System Analysis with DIA
coordinates of the project from the DIA Survey Office or the Colorado State Planes
Central.
a. The Project Manager also provides the direction the structure, meter, sign, etc.
will be facing (North, South, East, and West). This information is important
because it determines the address of the Work.
1. If an object is being installed on Pena Boulevard, then the Project Manager
must identify if the sign will be facing inbound, east or west side or outbound
east or west side.
2. If an object is to be installed on a street, the Project Manager must state the
direction the sign must face (North, South, East, and West). This is based on
the flow of traffic.
b. The Project Manager must provide a copy of the executed Project Letter of
Authorization (LOA).
1. The Geographic Information System Analysis (GISA) will not provide any
information, until they receive it.
3. Once the Geographic Information System Analysis has received this information,
they locate the structure on the “DIA Address Grid” map. As soon as the location is
determined, the Geographic Information System Analysis (GISA) establishes the
address and creates an “Address Card”.
4. Geographic Information System Analysis (GISA) emails a copy of the “Address Card”
5. The Project Manager incorporates the address into the contract documents. If the
Designer of Record (DOR) is an outside consultant, the Project Manager will email
the “Address Card” to them so that they can incorporate the information into the
contract documents.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Forms
a. N/A

2. Process Links
a. N/A
3. Other
a. Sample “Address Card”
b. Letter of Authorization
END OF SECTION

11.11 DESIGN ACTIVITY PHASES

A. BACKGROUND
1. There are six design activity phases:
a. Design analysis programming
b. Schematic design/preliminary design
c. Design development
d. Construction documents
e. Bid and bid evaluation
f. Construction administration
2. This section provides an overview of each of the design activity phases. More details
about each phase are provided in DSM-01.
B. KEY TERMS
1. Design analysis
2. Design development phase
3. Initial project concept review meeting
4. Preliminary design
5. Preliminary phase
6. Record Documents
7. Task order
C. RESPONSIBILITIES
1. Architect/Engineer
2. Business Liaison
4. Design Review Committee
5. DIA

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7. Project Manager
D. PROCESS
1. Design Analysis Programming
a. The goal of this phase is to make sure the project is designed to meet its
intended purpose.
b. The design analysis programming phase is to be completed prior to initiating any
activity associated with the design of a project. It occurs when the project is 0%
complete, in the Preliminary Phase.
c. The primary task of this phase includes the Initial Project Concept Review
Meeting described in Design Activity Section 11.1 Initial Project Concept Review
Meeting.
d. Once the Project Manager has incorporated the feedback from the Initial Project
Concept Review meeting into the design, the project can proceed to the next
phase, schematic design/preliminary design.
2. Schematic Design/Preliminary Design
a. The goal of this phase is to ensure the design documents meet the requirements
of the project.
b. The schematic design/preliminary design phase takes the design drawings and
specifications to approximately 30% complete.
1. This phase usually contains the basic layout of the project which could
include civil, architectural, mechanical, and electrical flow diagrams.
2. The 30% design is the development of graphic and written conceptual design
solutions for the project submitted to DIA for review, comment, and
approval.
c. DSM-01, Chapter 4 provides the requirements of the schematic
design/preliminary design phase.
3. Design Development
a. The goal of this phase is to take the design drawings and specifications to
approximately 60% complete.

b. The Design Development phase begins after the Schematic Design documents
have been reviewed, commented on, and accepted by DIA and the involved
stakeholders, (typically not more than a two (2) week review process).
c. During Design Development, the design is refined to include more details and
identifies materials, components, and systems to be incorporated into the scope.
The Designer of Record provides drawings and documents for the Project
Manager showing the project’s range and quality.
d. DSM-01, Chapter 5 provides the requirements of the design development phase.
4. For all design work that affects or alters the aesthetics of an existing facility (inside
or outside) or involves the construction of a new facility, the Director is required to
present the design to the Design Review Committee for approval. The Design
Review Committee meets every other Thursday at 2:00pm. It is up to the Director
to determine at what phase the design is to be presented to the Design Review
Committee for approval.
a. The goal of this phase is to take the construction documents to approximately
90%-100% complete.
b. Construction Documents are the design drawings and specifications, including
written and graphic directions, used for bidding and construction of the project.
1. These documents should be precise, consistent, comprehensive and apply to
the design intent.
2. They must be coordinated with all sections and disciplines associated with
the project and its location.
3. They must be prepared in conjunction with the project requirements.
c. Once the Outside Consultant completes the construction documents, the
Project Manager will coordinate a final review of the documents.
1. The Project Manager shall coordinate a final review meeting with all Subject
Matter Experts and other personnel associated with the project to ensure
the design complies with the original concept and meets the needs and
requirements of the stakeholders and the engineering and maintenance
organizations.

2. Any modifications required of the construction documents will be

documented and communicated according to the process outlined in DSM-
01, Chapter 6.
d. The Outside Consultant will complete the Design Quality Control Checklist PS-23
for the construction documents.
1. Upon receipt and review of the Consultant’s Quality Control Checklist, the
Project Manager will initiate DIA’s Design Quality Assurance review.
2. This review is documented by completing the Design Quality Control
Checklist PS-23
e. DSM-01, Chapter 6 provides the content requirements of the construction
documents.
6. Bid and Bid Evaluation
a. The goal of this phase is to seek and evaluate bids to construct the project per
the documents created in the construction documents phase.
1. For work being processed through a Task Order, all the steps below will be
applicable except Business Management Services will not be involved and
the Project Manager will be the main point of contact.
b. Procedures for handling this phase of the project are based on whether the
design is done In-House or through and Outside Design Consultant. Obtaining
Bids – In-House Design
1. The process to seek bids is described in Chapter 9 - Contract Procurement of
this manual.
2. During the process to obtain bids, the role of the Project Manager is as
follows:
a. The Project Manager will attend the construction pre-bid meeting hosted
by Business Management Services.
b. The Project Manager will coordinate with the Business Liaison to attend
the Commerce Hub Outreach meeting.
c. The Project Manager will respond to questions received by Business

1. The Project Manager will coordinate drafting responses which are

forwarded to Business Management Services who is responsible for
uploading them to the flydenver.com web site.
d. The Project Manager will create addendums (as needed) and forward
them to Business Management Services for posting on the
flydenver.com website.
c. Obtaining Bids - Outside Consultant Design
1. The process to seek bids is described in Chapter 9 - Contract Procurement.
2. The Outside Consultant will attend the pre-bid meeting and assist the
Project Manager as needed.
3. The Project Manager will forward applicable questions received by Business
Management Services to the Outside Consultant.
a. The Outside Consultant will respond to the questions in writing and
forward their response(s) to the Project Manager.
b. The Project Manager will review the response(s) and if acceptable will
forward them to Business Management Services for posting on the
flydenver.com website.
4. The Outside Consultant will assist the DIA Project Manager in developing
any addendums.
d. Bid Analysis and Evaluation
1. The Project Manager will be responsible for reviewing the bids and making
sure they are in compliance with the bid requirements in the Denver Revised
Municipal Code, Chapter 5 - Airport & Aircraft, Article II-Operations of
Denver Municipal Airport System, Section 5-19.
a. If an Outside Consultant was involved in the design, the Project Manager
may request the consultant review and make a recommendation on the
bids received.
b. If this is an FAA project, DIA will hire an Outside Consultant who will be
responsible for reviewing the bids and making a recommendation on the
selection.

1. The Outside Consultant is required to formally document the results

and recommendation in a letter addressed to the DIA Project
Manager per the requirements of Chapter 6 – FAA of this Guideline.
c. If an Outside Consultant is used they will be responsible for reviewing
the bids submitted concurrently with the Project Manager.
2. Based on the Outside Consultant and Project Manager reviews, the Project
Manager will forward their recommendation to their Supervisor, Director,
and Senior Director for comments
a. Subsequently the Project Manager shall forward their recommendation
to Business Management Services for award.
3. More detail on the process to evaluate bids is described in Chapter 9 -
Contract Procurement of this Guideline
7. Construction Administration Services
a. The goal of this phase is to provide administrative services during the
construction of the project. It can be done using in-house personnel or outside
consultants.
b. In-House Design
1. During the construction phase of the project, the Project Manager will be
responsible for all aspects associated with managing the contract and making
sure the project is built within the guidelines established by the contract
documents.
2. Refer to the Section Construction Activity Section 12.31 Construction
Contract Closeout for additional information on construction contract close
out activity.
c. Outside Consultant
1. During the construction and close-out phase of the contract, the Outside
Consultant shall conform to the requirements as stated in their Professional
Service Contract and in DSM-1, Chapters 8, 9 and 10.

E. DOCUMENT CONTROL
1. Bid Evaluation
2. Construction drawings and specifications
3. Quality Assurance Checklist
4. Quality Control Checklist
5. Schematic design/preliminary design drawings and specifications
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Chapter 6 – FAA
b. Chapter 9 - Contract Procurement
c. Design Activity Section 11.1 Initial Project Concept Review Meeting
d. Construction Activity Section 12.31 Construction Contract Closeout
e. Design Closeout Checklist PS-24
f. Denver Revised Municipal Code, Chapter 5 - Airport & Aircraft, Article II-
Operations of Denver Municipal Airport System, Section 5-19
g. DSM-01
2. DSM-01, Chapter 4
5. DSM-01, Chapters 8, 9 and 10
h. DSM-12
i. Final Certificate of Completion

j. Design Quality Control Checklist PS-23

k. flydenver.com
END OF SECTION

11.12 MONITORING THE DESIGN PROCESS

A. BACKGROUND
1. This section provides the guidelines for monitoring the activities and progress
associated with the design of a project whether they are performed by an In-House
DIA Designer or an Outside Consultant.
a. This section applies to work associated with paving, roadways, runways, utilities,
utility systems, buildings, etc.
2. A Design Analysis Report, which presents a clear, complete, and concise picture of
the design of the project, task, facility, and/or systems, is to be prepared to
document the activities in the design phases.
B. KEY TERMS
1. Design Analysis Report
2. Design Standards Manual
3. In-House Designer
C. RESPONSIBILITIES
1. In-House Designer
3. Project Manager
D. PROCESS
1. The Project Manager is responsible for monitoring the activities and progress of the
In-House Designer/Outside Consultant during the six (6) Design Phases:
a. Design Analysis Programming
b. Schematic Design / Preliminary Design
c. Design Development / CADD / BIM Submittal
d. Construction Documents
e. Bid & Bid Evaluation
f. Construction Administration

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2. The In-House Designer/ Outside Consultant is required to follow the guidelines as

established in the Design Standards Manual (DSM)-1 .
3. DIA DSM-1 calls for a Design Analysis Report for each project to be reviewed and
approved by the Project Manager and the Director prior to beginning work on the
next design phase.
a. If an Outside Consultant is performing the design work, the Design Analysis
Report is to be completed by the Outside Consultant and submitted to the
Project Manager for review and acceptance.
b. If In-House staff is performing the design work, the Project Manager develops
the Design Analysis Report.
c. The Design Analysis Report must be consistent with the requirements listed in
the Design Standards Manual 1, Chapters 2 & 3.
1. The Design Analysis Report should be updated continuously during the
design phases.
2. The Design Analysis Report shall contain all of DIA’s accepted program
criteria, parameters, and criteria for each Project or Task.
E. DOCUMENT CONTROL
F. REFERENCES
3. Form link
a. Design Analysis Report Sample
4. Process link
a. N/A
5. Other
a. DSM-1
END OF SECTION

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11.13 WEEKLY PROJECT REVIEW WITH DIRECTOR

A. BACKGROUND
1. On a weekly basis the Project Manager meets with the Supervisor, Director, and
Senior Director to discuss the progress of the project, its’ budget, and risks.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Director
2. Project Manager
3. Senior Director
4. Supervisor
D. PROCESS
1. Weekly Status Update
a. The Project Manager is responsible for updating the status of their project(s) in
the Project Update Meeting form located in Primavera P6. This update is to be
performed weekly or sooner as directed by their Director. At a minimum, it must
be completed prior to the Senior Director’s weekly progress status meeting so
that it may be downloaded by the Senior Director and discussed at their Weekly
Project Progress Meeting. At this meeting, the Project Manager will discuss the
following items associated with each of their projects.
b. Some items typically reviewed during the meeting are:
1. The overall project status (Budget and Schedule)
2. Budget Risk
3. Schedule Risk
4. Remaining Contract or Task Order Capacity
5. Remaining Budget Capacity
6. Open items
7. Potential Risk Items

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8. Change Order activity

2. Meeting Minutes
a. Meeting minutes shall be recorded utilizing the General Meeting Minute Form
PS-41 and will recap the issues discussed and the status of the projects and email
it to all attendees and Airport Infrastructure Management managers.
3. Status Updates
a. The Project Manager will update the status of their projects each week in
project management system prior to the Senior Directors Weekly Project Status
Meeting.
E. DOCUMENT CONTROL
1. Meeting minutes and associated attachments
2. Project Update Meeting form
F. REFERENCES
1. Form link
b. Project Update Meeting form sample
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

11.14 DESIGN SCOPE MANAGEMENT & INTEGRATION

A. BACKGROUND
1. Scope Management is maintaining systematic control to meet the project objectives,
goals, budget and schedule, and monitoring and documenting all other facilities,
systems, operations of the airport, and security, etc. that may be impacted.
a. Any changes to the scope will be based on the Project Manager’s review and
initial approval and discussions and approval with the Supervisor and Director
and DIA Finance (for cost changes) as per Section 1.6 – Changes to Design.
b. All changes shall be created and managed using Primavera Contract
Management (PCM).
c. If a change is to be incorporated into the project, the Project Manager can use
various methodologies to implement the change as described in Section 1.6 –
Changes to Design.
2. The Project Manager has primary responsibilities for the design coordination.
3. Formal design reviews are required for all projects but additional reviews may be
held as necessary at any level of completion.
a. Formal reviews during the design process are conducted to evaluate and
compare design progress against predetermined project definition, including
scope, cost and schedule, and to allow reassessment of the project as the design
progresses. consider
b. Constructability Reviews shall be conducted to ensure that construction
considerations are contemplated with respect to the design.
4. The Work Breakdown Structure (WBS) used to perform project management
functions. It is a coded, detailed, hierarchical configuration of all work that must be
accomplished to manage the project, and provides the basic framework to plan,
manage, and execute the project.
B. KEY TERMS
1. 2011 Construction Specifications Institute (CSI) Master Format specifications groups
2. BIM Autodesk Design Review
3. Constructability review

Section 11.14 - Design Scope Management &
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4. Design validation review

5. Final design review
6. Formal design review
7. In-house
8. In-process design review
9. Pre-final design review
11. Scope management
12. Work Breakdown Structure (WBS)
C. RESPONSIBILITIES
2. City & County of Denver Development Services
3. Contractor
4. Design Team
5. DIA Finance
6. Director
8. Project Controls Manager
9. Project Manager
10. Subject Matter Experts (SMEs)
11. Supervisor
D. PROCESS
1. Design Coordination
a. The Project Manager's design oversight responsibilities include but are not
limited to:

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1. Coordinating issues, design review comments, and design requirements with

other entities throughout the project.
a. Depending on the type or location of the project, ‘other entities’ could
include various disciplines within DIA or Denver Water, Xcel Energy,
Centurylink, ASIG, CCD Wastewater, CCD Development Services, Denver
Fire Department, E470, Adams County, Arapahoe County, Commerce
City, etc.
2. Establishing and/or reviewing design milestone dates to meet the overall
project scheduling objectives.
3. Reviewing work schedules of the Design Team or Outside Consultant (if
applicable) to ensure these schedules are incorporated into the master
project schedule.
4. Coordinating the plan review and permitting with City & County of Denver
Development Services and discuss updates to CCD to help prepare them for
reviews and allocating resources.
5. Providing oversight and management of the contract or Task Order.
6. Evaluating any proposed scope, fee, or schedule changes and making
recommendations to the appropriate Director.
7. Ensuring that communication and coordination between the project team
members, agencies and stakeholders is timely and effective.
8. Coordinating the design review process as the Project Management Team or
Outside Consultants (if applicable) make progress submittals.
9. Leading the effort required to structure and coordinate effective
construction bid packages and coordinating these efforts with Business
10. Reviewing Consultant invoices and making payment recommendations (if
applicable).
11. Managing the overall design review process to ensure that all questions,
comments, and issues have been addressed and closed.
12. Coordinating all Value Engineering meetings.

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Integration
2. Formal Reviews
a. The formal review process is intended to:
1. Provide all project team disciplines an opportunity to assess progress in their
areas of expertise.
2. Ensure that changes to the project definition, which may result from
conditions revealed by the review, are recorded and that the appropriate
management action is initiated to address the change(s).
b. The Project Manager is responsible for overseeing the formal review(s) process
and reviewing the project documents and reports at each submittal stage.
1. All Subject Matter Experts that are impacted by the project are included on
the team reviewing the design documents.
2. The Project Manager will use BIM Autodesk Design Review which will log
and track all the comments to conduct these reviews.
3. The Project Manager shall review all comments, determine which have merit
and respond accordingly.
a. If an Outside Consultant is used for developing the design, the Project
Manager will forward these comments to the Outside Consultant for
resolution.
b. The Project Manager tracks the resolution of all comments and updates
the BIM Autodesk Design Review as to the open/pending/closed status
of all review comments.
c. Design Validation Review
1. The Design Validation Review is conducted when the design documents are
approximately 30% complete at the Contact Document Phase.
a. Airfield and roadway projects - the point when Design Validation Review
takes place can vary depending on the Project Manager and possibly FAA
requirements.
1. Roadway projects - conduct their Design Validation Review (First
Infield Review) at 35%
2. Airfield projects - conducts their review at 50%.

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Integration
2. The Design Validation Review is a high level technical review of all drawings,
specifications, preliminary schedules, and preliminary cost estimates
provided by the Design Team or Outside Consultants (if applicable).
3. The Project Manager reviews and records comments from the Subject
Matter Experts and assigns the comments (as necessary) to various Design
Team or Outside Consultants (if applicable) for resolution.
4. The Project Manager is responsible for arranging and facilitating a Design
Validation Review meeting with the Subject Matter Experts and the Design
Team or Outside Consultants (if applicable).
5. At each Design Validation Review meeting, the Project Manager shall
document the meeting utilizing the General Meeting Minute Form PS-41 and
summarize all the actions, discussions of major issues, cost and schedule
impacts and establishes further action items as necessary to bring each
design review comment to a conclusion. Each review, once completed or
closed, becomes part of the historical record of the project.
d. In-Process Design and Content Review
1. The In-Process Design and Content Review is performed during the Contract
Document Phase when the design documents are approximately 60%
complete. Occasionally, Airfield may conduct a review at 70% and Roadways
may perform an intermediate review at 50% or 60%.
a. The Project Manager will determine when the In-Process Design and
Content Review will occur.
1. If an Outside Consultant is involved, the In-Process Design and
Content Review may be part of their contractual requirements.
2. The In-Process Design and Content Review is a more detailed review of all
the design elements that will appear in the drawings and specifications and
will include a review of the current project schedule and cost.
3. Previous review comments are reviewed and updated for resolution by the
Project Manager. The Project Manager reviews and records comments and
assigns the comments (as necessary) to various Design Team or Outside
Consultants (if applicable) for resolution.

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4. During the In-Process Design Review stage, the Project Manager may elect to
perform a Constructability Review to provide a confirmation of the cost
estimate and project schedule.
e. 90% Submittal Phase Review
1. 90% Submittal Phase Reviews are held when the design documents are
approximately 90% complete at the Construction Documents Phase. The
detailed drawings, specifications, schedules, phasing, and cost estimates will
be substantially complete. To be consistent with CDOT standards roadway
projects will take place at the 95% completion point.
2. Previous review comments are reviewed and updated for resolution by the
Project Manager. The Project Manager reviews and records comments and
assigns the comments (as necessary) to various Design Team or Outside
Consultants (if applicable) for resolution.
3. The Project Manager will discuss the project and project documents with the
Director and Project Controls Manager to determine if a Constructability
Review is warranted.
a. A Constructability Review is warranted if confirmation is needed that the
cost estimate, the schedule, and the proposed phasing remain within the
project plan parameters.
b. If performed, the team will need to decide whether to have the
Constructability Review done In-House or through an Outside
Consultant.
f. Final Design Review (100%)
1. The Final Design Review is conducted when the Construction Documents are
at 100%.
2. The purpose of the Final Design Review is to ensure that the comments
received at the 90% Submittal Phase Review have been satisfactorily
resolved.
3. Evaluate the Engineer’s Estimate and confirm funding requirements.

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g. Constructability Reviews
1. Constructability Reviews include a thorough review for potential design
conflicts, field construction issues, and inter-system compatibility issues that
may arise during construction.
a. Items of particular concern are schedule and project interfaces, drawing
interfaces, potential operational impacts on the airfield (if applicable),
logistics, phasing, general and Special Conditions, milestones, long lead
time procurement, liquidated damages, and risk assignment and
management.
2. Constructability Reviews can be performed during the In-Process Design
Review phase and the 90% Submittal Phase Review phase.
a. The Project Manager will conduct a Constructability Review.
b. The constructability review performed at In-Process Design Review
phase is a thorough review of all design aspects. This review is the most
important because it will allow for design modifications and revisions to
be incorporated into the project with minimal effect on the project
schedule or budget.
c. The constructability review performed at 90% Submittal Phase Review
phase will consider the full ramifications of the plans and specifications
on construction and will allow for revisions to be incorporated into the
final documents before bidding.
3. Constructability reviews can be performed in-house by a DIA construction
Subject Matter Expert or another DIA division/section, by the Outside
Consultant (if in their scope of work) or a Contractor presently under
contract with DIA (e.g., On-Call Contractor, CMGC or Design Build).
a. At the In-Process Design Review phase, the Project Manager will choose a
Subject Matter Expert in construction to do this review. They may also
request Project Controls or a Contractor to assist.
1. The Project Manager will meet with the Supervisor and Director to
determine who is best qualified to handle this activity.
2. In-House Review

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a. If the review is performed in-house, the Director will provide

feedback to the Project Manager as to who from their division
can support the review.
b. The Project Manager will provide a project charge number for the
reviewer to charge their time in Primavera Progress Reporter.
3. Outside Consultant/Contractor Review
a. If the Outside Consultant or a Contractor is selected to perform
this review, the Project Manager may issue a Request for
Proposal to get a cost associated with this activity.
b. The Project Manager will issue the appropriate documentation
(e.g., Change Order, Addendum, Task Order or Task Change
Order) to incorporate this activity into the appropriate contract.
3. Once it is determined who will perform this activity, the Project Manager will notify
the respective party and provide them with their requirements. Work Breakdown
Structure (WBS)
a. The WBS allows the precise identification of project elements to provide
accurate tracking, development and application of functional requirements,
design criteria, performance specifications, scheduling, construction
documentation and financial reporting.
b. The following project management functions are WBS elements:
1. Packaging
a. All work is planned into logical work groupings or packages that are
successively subdivided into smaller work groupings.
b. The activities required to perform the work in each group are identified,
defined, and dependent relationships established.
c. The WBS in contracting documents will describe all tasks required of the
Contractor as detailed in the project schedule.
2. Funding
a. Development of the costs associated with each element of the project
will help determine the total funding required.

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3. Cost Estimating
a. Cost estimates are prepared for each WBS element to assist budgeting
and project validation.
b. Cost estimates are rolled up into higher level activities to present
summarized data.
4. Scheduling
a. All schedules will relate activities to the WBS to allow integration of
scheduled information and to facilitate review of status reports and
change proposals.
5. Budgets
a. Detailed project budgets will be prepared in WBS, following the manner
in which the work was planned, scheduled, estimated, and funded.
6. Performance Measurement
a. Using the WBS to clearly identify technical, schedule, and cost
performance data with the work package, Contractor and major system
elements, the Project Manager will be able to accurately measure the
performance of the project.
c. WBS structure levels
1. Project
a. This level is used to summarize all the information related to the project.
2. Stage
a. Data is summarized by the stage or phase of the project such as: design,
procurement, permits, licenses, construction and close out.
3. Work Package
a. This level will be used to summarize the information related to portions
of the work within a project and stage such as: a design package or trades
such as: mechanical, electrical, plumbing, etc.
b. Other than cost estimate development, this level will only be used during
construction.

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4. Task Level
a. Detail cost and schedule information will be maintained at this level.
b. Task level information is defined using the latest 2011 Construction
Specifications Institute (CSI) Master Format specifications groups, FAA
and CDOT specification sections.
c. Other than cost estimate development, this level will only be used during
construction.
d. WBS coding
1. The WBS is organized and coded using the 2011 CSI Master Format, FAA ,
and/or CDOT format.
E. DOCUMENT CONTROL
1. Constructability Review request for proposal
2. Constructability Review(s) comments
3. Design Review documentation
4. Design Validation Review comments
5. Final Design Review comments
6. In-Process Design Review comments
7. Meeting Minutes
8. Pre-Final Design Review comments
9. Work Breakdown Structure
F. REFERENCES
1. Form link
2. Process link
a. N/A
3. Other
a. BIM Autodesk Design Review Instructions

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b. Work Breakdown Structure Sample
END OF SECTION

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11.15 SENSITIVE SECURITY INFORMATION (SSI)

A. BACKGROUND
1. The Code of Federal Regulations (CFR) 49 Parts 15 and 1520 describes the handling
and protection of Sensitive Security Information (SSI) which is information that the
Transportation Security Administration (TSA) has determined to reveal a systemic
vulnerability of the aviation systems, vulnerability of aviation’s facilities to attack, or
be detrimental to the security of the airport if disclosed to unauthorized persons. In
general, SSI is information obtained or developed, the disclosure of which, the TSA
has determined would:
a. Constitute an unwarranted invasion of privacy (including, but not limited to,
information contained in any personnel, medical, or similar file);
b. Reveal trade secrets or privileged or confidential information obtained from any
person; or
c. Be detrimental to the security of transportation.
2. This section pertains only if Sensitive Security Information is involved in the project
3. For any new project being developed a Scope of Work (SOW) must be established.
The Scope of Work describes the use, basic functional requirements and overall
goal(s) of the project. Code of Federal Regulations (CFR) 49 Parts 15 and 1520 is not
applicable during the development of the SOW since the SOW describes the use,
basic functional requirements and overall goals of the project.
4. Technical Specification 011420 further details DIA’s and the Project Manager’s
responsibility regarding safeguarding Sensitive Security Information.
B. KEY TERMS
1. Code of Federal Regulations (CFR) 49 Parts 15 and 1520
2. Non-Conformance Report (NCR)
3. Scope of Work
4. Sensitive Security Information
5. Transportation Security Administration

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C. RESPONSIBILITIES
2. DIA Review Team
3. DIA’s Program Security Manager
4. Project Manger
5. Subconsultant
D. PROCESS
See Sensitive Security Information (SSI) Professional Services Workflow
1. Once the project has been approved and the Designer of Record selected, the
Project Manager and Designer of Record will work together on developing the
project, starting with the schematic design through the 100% contract documents. If
determined that the project would contain Sensitive Security Information, then in
accordance with Code of Federal Regulations (CFR) 49 Parts 15 and 1520, the
Designer of Record would sign a PS-17: Confidentiality and Non-Disclosure
Agreement form and submit it to the Project Manager.
a. It is not possible to have a definitive list of all the types of SSI documents. Each
project is unique and therefore the Project Manager shall coordinate a meeting
with the Program Security Manager in Operations – Airport Security and the
TSA to get a clear understanding of the documents TSA considers SSI for the
individual project. This meeting is held once the scope of work is clearly defined.
Meeting minutes shall be written utilizing the General Meeting Minute Form PS-
41.
2. At the 60% submittal of the design document, the Project Manager and Designer of
Record will meet with DIA’s Program Security Manager, to identify the documents
that may contain SSI information. Once this determination is made, those
documents are separated from the design documents and become a separate SSI
package. Each item associated with the package shall be marked as SSI. This SSI
package will fall under the requirements of Code of Federal Regulations (CFR) 49
Parts 15 and 1520. The Project Manager, Designer of Record, DIA Review Team,
and any applicable Subconsultants of the Designer of Record associated with the
SSI package are required to complete the following forms.

a. PS-17 – Confidentiality and Non-Disclosure Agreement

b. PS-18 – List of SSI released and Recovered Documents
c. PS-19 – Request for Disclosure
d. PS 20 - SSI Return or Destruction Compliance Form
3. PS-17 – Confidentiality and Non-Disclosure Agreement
a. The Consultant and their respective Subconsultants must sign a PS-17 –
Confidentiality and Non-Disclosure Agreement prior to receiving any SSI
documentation.
1. The Project Manager is required to witness the consultant’s signing of the
PS-17 – Confidentiality and Non-Disclosure Agreement. Once this has taken
place, the Project Manager is to sign and date it.
2. The Project Manager is responsible for obtaining and filing the signed PS-17
– Confidentiality and Non-Disclosure Agreement from all the individuals
(including subconsultants) who have access to SSI and file them in the
designated folder located in their project files.
b. SSI documents must remain under the strict control, at all times, of those who
have signed the agreement. When not in their physical possession, the
documents must be stored in a secure, lockable, container as defined in Federal
regulations 49 C.F.R. part 1520. When no longer needed the information must be
either returned to the Project Manager or destroyed in a manner to preclude
recognition so that no reconstruction of the information is possible.
4. PS-18 – List of SSI released and Recovered Documents
a. The Project Manager is required to track the distribution and recovery or
destruction of all the SSI documents documenting this activity by using PS-18 –
List of SSI released and Recovered Documents.
b. The Project Manager has the overall responsibility to keep the list of all SSI
materials released during the project, with company information as well as
released and recovery/destroyed dates of the SSI. This record will act as a ledger
from which to track SSI material. Since the contents of selected SSI documents is
of such sensitive nature, the use of said documents must be restricted to the
airport premises.

5. PS-19 – Request for Disclosure

a. The Project Manager will require the Consultant to prepare a PS-19 – Request
for Disclosure listing which SSI documents the Contractor has in their possession
and reconcile it against the PS-18 – List of SSI released and Recovered
Documents. Any discrepancies will be brought to the attention of the
Consultant immediately. The Project Manager may elect to issue a Non-
Conformance Report (NCR) against the subconsultant’ s quality control program
as a method to document and resolve the situation. Since this is a violation of a
Federal statute, the Project Manager should immediately discuss this situation
with their appropriate Director and determine the proper course of action.
b. At the end of the contract, the Consultant is responsible for gathering all SSI
documents from their staff and Subconsultants and either return them to the
Project Manager or destroy them in a manner described above.
6. PS 20 - SSI Return or Destruction Compliance Form
a. As part of the Contract Close Out process, the Consultant is to complete the PS
20 - SSI Return or Destruction Compliance Form and forward it to the Project
Manager. Upon receipt, the Project Manager will verify that the information
contained on the form is correct and that the contractor has signed and dated it.
The Project Manager will notify the Consultant if any discrepancies are
discovered. The project cannot be closed out until all inconsistencies are
resolved.
7. E-mail
a. From that point on, emailing of the documents is allowed only if the attached
documents are password protected. They are not to be part of the body of the
email. Electronic storage of the SSI Package will have to be password secured or
the network should have limited access. Hard copies of the SSI documents are to
be locked up in a secure container or file cabinet.
8. The Project Manager is ultimately responsible for obtaining these completed SSI
forms and documents from any person associated with DIA that was involved with
the project’s SSI package.
E. DOCUMENT CONTROL
a. Meeting Minutes from meeting with Airport Operations and TSA

b. PS-17 – Confidentiality and Non-Disclosure Agreement

c. PS-18 – List of SSI released and Recovered Documents
d. PS-19 – Request for Disclosure
e. PS 20 - SSI Return or Destruction Compliance Form
F. REFERENCES
1. Forms Link
e. PS -20 - SSI Return or Destruction Compliance Form
2. Process Link
a. Sensitive Security Information (SSI) Professional Services Workflow
3. Other
a. Code of Federal Regulations (CFR) 49 Part 1520
b. Technical Specification 011420
END OF SECTION

11.16 VALUE-ENGINEERING
A. BACKGROUND
1. Value Engineering is defined as "the art of developing a plan to maximize value while
minimizing cost”. It is a systematic, multi-discipline approach designed to optimize
the value of each dollar spent on a project. As a project management tool, it
compliments rather than replaces other cost-reduction and/or cost control
techniques. The objective is to satisfy the required functions at the lowest cost
consistent with performance, reliability, and maintainability requirements within the
design objective. Value Engineering, if performed early in the design stages, has the
potential to reduce construction costs. Value Engineering is a component of the
Design Validation Review process. The Project Manager coordinates and facilitates
the Value Engineering review process.
2. Value Engineering evaluates the proposed systems, products, construction methods,
initial project costs vs. life cycle costs and the impacts on the construction schedule
and project development. The Value Engineering Review should factor the current
status of the project and attempt to identify only those items, which if changed, will
justify the time and expense to the project for making the modifications.
B. KEY TERMS
1. Design Validation Review Process
2. Value Engineer Report
3. Value Engineering
4. Value Engineering Review Process
C. RESPONSIBILITIES
1. Consultant
2. Director
3. Project Manager
4. Value Engineering Review Team
D. PROCESS
1. A continuous Value Engineering process is conducted throughout the design
process.

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2. If the Project Manager determines that a formal Value Engineering Review is

required, it will be conducted during the review of the 60% design submittal for the
project. This review allows the recommended changes to be incorporated into the
90% design submittal.
3. A Value Engineering Report will be developed utilizing the guidelines in the Value
Engineering Change Proposal Form PS-16.
a. If the design is performed In-House by DIA staff, the Project Manager will
develop a Value Engineering Review Team (Customer, Subject Matter Experts,
Designer of Record, Project Controls, the appropriate discipline Quality
Assurance personnel) based on the project cost, complexity, and scope to
provide recommendations of long term life cycle savings for the project.
b. If a Consultant performs the design, they will be responsible for providing a list
of recommendations in a Value Engineering Report for long term life cycle
savings to the Project Manager to review and evaluate.
4. Those items deemed to have merit as identified in the Value Engineering Report and
accepted by the Project Manager, are presented to the Director and any other
project related section or external stakeholder for review, discussion, and approval.
Once approved, the selected Value Engineering recommendations are incorporated
into the design documents. Depending on the effect on the original scope of work,
an Amendment to the Consultants contract may be required.
E. DOCUMENT CONTROL
1. Value Engineering Report
F. REFERENCES
1. Form link
a. Value Engineering Change Proposal Form PS-16
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

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11.17 DESIGN PACKAGE

A. BACKGROUND
1. The Design Package or Design Documents is the complete set of documents
developed for the construction, addition, modification, or repair of facilities,
systems, roadways, airfields or any other type of project associated with DIA.
2. The Design Package shall include all documents associated with the construction of
the project, including, but not limited to:
a. Design Analysis Report
b. FAA Form 7460
c. National Environmental Policy Act (NEPA) paperwork
d. Preliminary design development and final construction drawings
e. Construction specifications
f. FAA Airport Improvement Plan (AIP) Certification
g. Construction schedule and phasing requirements (as necessary)
h. Cost estimate and budget information
B. KEY TERMS
1. Certification of Design for DIA Compliance
2. Construction documents
3. Construction issues
5. Design Package
6. FAA AIP grant funding
7. FAA Airport Improvement Plan (AIP) Certification
8. Final construction drawings
9. National Environmental Policy Act
10. Preliminary issues

12. Quality control requirements

13. Technical specifications
14. Value engineering
C. RESPONSIBILITIES
1. City and County of Denver, Development Services
2. DIA BIM Manager
3. DIA Environmental
4. DIA Finance
5. DIA Planning
6. DIA Project Controls Estimators
7. Director
8. FAA
9. In-House personnel
a. DIA Design Team
b. Subject Matter Experts
c. DIA Lead Engineer/Architect
10. Outside consultant
a. Design Consultant
b. Designer of Record
c. Designer’s Engineer/Architect
11. Project Manager
D. PROCESS
1. Development of the Design Package
b. The Project Manager with assistance from the stakeholders is responsible for
developing the scope.
c. The Project Manager will be responsible for monitoring the progress of the
Design Package.

1. While monitoring the development of the Design Package, the Project

Manager will ensure that it is developed in accordance with the design
objectives, the project description and criteria, the design standards and
technical specifications referenced in the Contract Documents, and any other
pertinent project data.
2. The development of the Design Package can be done by In-House personnel
or an outside consultant.
a. In-House Design
1. If the development and completion of the Design Package is performed by
DIA personnel, it is the responsibility of the Project Manager to ensure the
Design Package is developed within the requirements of DIA.
b. Outside Consultant
1. If the Design Package is developed by a Design Consultant, they are
responsible for coordinating the development and completion of the Design
Package with the Project Manager.
2. Design Package Elements
a. Design Analysis Report
1. The Design Analysis Report includes all programming, calculations, code
studies, and design / BIM Standards.
2. The Design Analysis Report is submitted in accordance with the
requirements as stated in DSM-1 or at the appropriate completed percent as
dictated by the Project Manager or the Contract Documents.
3. Each Design Analysis Report submitted shall contain a Design Certification
Letter Form PS-28, an attestation by the Outside Consultant that the designs
and deliverables created for the project conform to the DSM-1 304.1.
b. FAA Form 7460
a. The Federal Aviation Regulation (FAR) Part 77 and Airport Grant
Assurances require that all construction on the Airport be coordinated
with FAA prior to commencement. FAA Form 7460, "Notice of Proposed
Construction or Alteration" is the means for this coordination.

b. The Project Manager prepares and forwards the 7460 Request Form CM-
06 and required submittals to DIA Planning to prepare the FAA Form
7460.
c. Once issued, the FAA Form 7460 is good for 18 months: construction
must start by the 18th month.
1. If construction starts within the 18 month time frame, the 7460 is
good until the project is completed (regardless of the construction
time).
2. If construction is delayed beyond 18 months, a new 7460 will have to
be applied for and issued.
d. The Project Manager should start the FAA Form 7460 application process
at the 60% Design Documents phase.
e. The project schedule should include approximately 120 days for FAA
Form 7460 approval.
c. National Environmental Policy Act (NEPA)
1. The National Environmental Policy Act (NEPA) establishes national
environmental policy and goals for the protection, maintenance, and
enhancement of the environment. NEPA provides a process for
implementing these goals within the federal agencies.
a. The NEPA process consists of an evaluation of the environmental effects
of a federal funded undertaking including its alternatives. There are three
levels of analysis: categorical exclusion determination; preparation of an
environmental assessment/finding of no significant impact (EA/FONSI);
and preparation of an environmental impact statement (EIS).
2. Any federal action at DIA is required to comply with NEPA.
3. The Project Manager forwards submittals to DIA Environmental to review
and if required prepare the appropriate National Environmental Policy Act
(NEPA) paperwork.
4. Typically the Project Manager should initiate this process at the 30% design
package level or earlier if the project schedule requires it.
d. Preliminary design development and final construction drawings

1. Preliminary Design Development and final construction drawings include:

a. Vicinity and location layouts
b. Project limits
c. Contract quantities (where units of work are used)
d. Detail drawings (with GPS coordinates as necessary)
2. The Design Consultant must certify all plans, drawings, and calculations by
their seal, signature and date.
e. Construction specifications
1. Construction specifications include:
a. Part 1 – General Requirements Non-technical (standard specifications
reviewed and modified by the Project Manager)
b. Part 2 – Technical Specifications specific to the project (prepared by the
Designer of Record (Outside Consultant) or Project Manager (In-House
Design))
2. The Designer must certify all plans, drawings, and calculations by their seal,
signature and date.
f. FAA Airport Improvement Plan (AIP) Certification
1. For federally funded projects (generally FAA funding) the Project Manager
must prepare a Certification Letter Form PS-28 certifying the designs and
deliverables created for the project conform to the DSM-1 304.1 and FAA
Specifications.
a. This Certification Letter Form PS-28 will be forwarded to the appropriate
federal agencies for review and acceptance when federal funding is used
on a project.
g. Construction schedule and phasing requirements
1. Refer to Project Controls Chapter 4 and DSM 12 Chapter 4 BIM.
h. Cost estimate and budget information
1. Refer to Project Controls Chapter 4
3. Design Package Drawing Preparation

a. Drawings are to be prepared in accordance with DSM-12-CADD-GIS-BIM and can

be prepared in house or by a design consultant.
1. The DIA Design Team or the Design Consultant is responsible for
coordinating with all applicable regulatory agencies.
2. Document reviews shall follow the submittal procedures described in the
DSM-1, Section 3201.4.
4. Design Package Reviews
a. Adequacy of Design
1. In House Design
a. The Project Manager is responsible for distributing design documents to
the reviewers (Subject Matter Experts) within DIA divisions and sections,
and other applicable stakeholders impacted by the project.
b. The Project Manager is responsible for facilitating and coordinating the
review process across the different disciplines and between the different
designers (as necessary) to assure conformity and the technical adequacy
of the design.
2. Outside Consultants
a. The Design Consultant is responsible for all inter-discipline coordination
and communication within their design contract and with other Design
Consultants whose work interfaces with the project.
3. The design adequacy review also applies to checking revisions against
previously checked and issued drawings, except that the checker shall
electronically initial the issue box in the revision columns.
4. Design Review
a. The Project Manager distributes the set of drawings to the Subject
Matter Experts for review.
b. The Project Manager will use Autodesk design review for this process.
1. If Subject Matter Experts are not using BIM, than Adobe Shared
Review process will be used.

c. Each Subject Matter Expert will record their comments in a timely

manner, based on a schedule set by the Project Manager.
d. The Project Manager will consolidate all comments. If a Consultant is
used he/she will forward the comments to them.
e. In the event conflicting comments are received, the Project Manager will
confer with the Subject Matter Expert whose comments conflict and
resolve the issue(s).
b. Quality Assurance
1. Quality Assurance during the design phase of a project encompasses those
activities required to ensure that the DIA Design Team or Design Consultant
(if applicable) adequately explores products and system alternatives,
prepares construction documents in accordance with program and industry
standards and satisfactorily addresses Quality Control requirements as set
forth in the DSM-1, Chapter 33 Quality Control Plan.
a. These assurances are achieved as a result of Value Engineering reviews of
the construction documents’ ability to be bid, constructed, and inspected
as well as reviews of the design’s progress and.
b. Further assurances of Content Quality Assurance shall be met by
completing the BIM Content review process as outlined in DSM12.
2. The Project Manager is responsible for completing the Design Quality
Assurance Checklist Form PS-43 before the project is advertised for
construction bidding.
c. Cost Estimates
1. Confirming the project design is in line with the project budget should take
place at each design phase before proceeding to the next phase. The project
cost estimate/budget reconciliation procedure should be completed on all
projects at the 30(+/-), 60(+/-) and 90(+/-) percent of completion and before
the project is advertised for construction bidding.
2. Cost estimates prepared by DIA Project Controls Estimators and/or an
Outside Consultant will be evaluated by the Project Manager and discussed
with the appropriate Director.

a. If an Outside Consultant prepared the construction cost estimate, they

will send it to the Project Manager who will forward it to DIA Project
Controls Estimators for review and evaluation before it is discussed with
the appropriate Director.
3. If the DIA estimate and/or Consultant’s estimate is significantly over the
project budget and/or If the review identifies major differences in the
Consultant’s estimate and DIA’s estimate, the Project Manager and the
appropriate Director will:
a. re-evaluate the current design to determine what changes are necessary
to bring the cost of the project within the budget; or
b. work with Finance to procure additional funding for the project if
approved by Senior Leadership or Capital Planning Committee. The
request for additional funds must come from the Director.
5. Design Package Issues
a. All drawings are developed and distributed electronically.
b. A uniform code naming convention for drawings must be utilized.
c. DSM-01 and DSM-12 are to be used for Design authoring deliverables.
d. Preliminary Issues
1. All versions of drawings issued have been completed and issued for
construction are called preliminary issues.
a. All preliminary issues are designated by letters of the alphabet, using "A"
for the first issue, then “B” for the second, etc.
b. Drawings issued for bid before they are issued for construction are
considered preliminary issues and are designated as “Issued for Bid” and
should not be designated with any letter in the revision block.
c. For further clarification refer to DSM 12 Chapter 4.4 BIM Manual.
2. The responsible DIA Project Manager or Design Consultant
Engineer/Architect, where applicable, enters the issue information in the
revision column of the drawing.

3. The DIA Project Manager or Design Consultant reviews the drawing and
enters their initials in the original issue box.
4. To avoid inadvertent misuse of prints, particularly in the field, prints of
drawings for preliminary issues are stamped: “NOT TO BE USED FOR
FABRICATION OR CONSTRUCTION” Drawings issued for construction shall be
stamped: “ISSUED FOR CONSTRUCTION”
e. Construction Issues
1. Construction issues of drawings are versions of a drawing for construction
including all subsequent revision issues.
a. Construction issues are designated numerically using "0" for the first
issue.
b. All documents to be issued for a construction permit must be affixed with
the Engineer's/Architect's State of Colorado seal.
c. The responsible DIA Project Manager or Designer’s Engineer/Architect
enters the issue information in the revision column.
d. The first construction set of drawings consists of the “Issued for Bid” set
plus the inclusion of addendums issued during the bidding period.
2. If a Design Consultant is under contract with the City & County of Denver to
perform design services, they are responsible for providing documents for
construction to the Project Manager.
3. If the design is performed by DIA In-house personnel, the DIA Project
Manager is responsible for providing documents for construction.
6. Revisions
a. Revisions are done electronically.
b. The revision number is entered in the revision column.
1. The revision column is not dated or closed until the revision has been
completely checked and signed by the Project Manager or his designated
representative.
a. Signature protocol is established by the Project Manager prior to
initiating work on the project.

b. If the design is developed by an Outside Consultant, then the appropriate

Designer’s Engineer/Architect or their designated representative would
be responsible for signing in the revision box.
c. If the design was performed In-House by DIA the appropriate DIA Lead
Engineer/Architect or designated representative will sign the revision box.
Revisions are entered and monitored using Primavera Contract Management.
7. Drawing Index
a. The Project Manager, for In-House design, or the Outside Design Consultant,
when utilized, establishes and maintains a list of all drawings, including a
schedule of estimated completion for all the drawings, a drawing development
budget, and each drawings date of completion.
1. The drawing list is based on the Project Manager’s or Design Consultant's
Final Work Schedule.
8. Distribution
a. Drawings are to be developed electronically through BIM.
b. If the design was performed by an Outside Consultant, the drawings must be
submitted to the Project Manager as required under the consultant’s contract.
1. Submittal of drawing must be in accordance with DSM 01, Chapter 32.
9. Filing of Drawings
a. All drawings are developed electronically.
1. Once received or completed, the Project Manager copies the set of
electronic drawings to the Project folder where they will permanently reside.
b. Building Information Modeling (BIM) files are delivered to the DIA BIM Manager
for temporary and/or permanent storage.
1. The BIM Manager will notify the Project Manager when they have received
the files and downloaded the PDF files to the appropriate project file folders.
a. The objective of this procedure is to establish uniform methods for preparation,
review and approval of technical specifications.

b. The Project Manager is responsible for providing oversight and ensuring that
project specific specifications are prepared for projects.
1. The Engineer/Architect or Design Consultant assigned to write the
specifications, collects, develops, checks, and incorporates all pertinent
technical data into the specifications, and forwards the draft to the Project
Manager for review.
2. The Project Manager will review the specifications with respect to general
format, technical conformance, continuity, completeness and agreement
with other contract documents in his/her area of responsibility and the scope
of work.
c. Process to create technical specifications
1. Rough Draft
a. When starting to prepare a technical specification, the originating
Engineer/Architect or Design Consultant author should check with the
Project Manager to determine the project number and obtain copies of
any published standard and/or sample specifications pertinent to the one
to be created.
b. The Engineer/Architect or Design Consultant author shall revise and
incorporate data as required into DIA’s sample boilerplate specification.
1. If no standard or sample specification is available, the author shall
develop the required specification following the appropriate format.
2. As appropriate, the author should seek information from other
Engineers or Architects to incorporate in the rough draft.
c. When the rough draft is complete, the author submits it to the Project
Manager for review and acceptance.
2. Review – (See Design Package Review Workflow)
a. As part of the design phase review of the project, the Project Manager
distributes the draft specifications to the Subject Matter Experts for
review.
b. The Project Manager will use Autodesk design review for this process.

1. If Subject Matter Experts are not using BIM, than Adobe Shared
Review process will be used.
c. Each Subject Matter Expert will record their comments in a timely
manner, based on a schedule set by the Project Manager.
d. The Project Manager will consolidate all comments and forward them to
the Engineer/Architect or Design Consultant for changes.
1. In the event conflicting comments are received, the Project Manager
will confer with the Subject Matter Expert whose comments conflict
and resolve the issue(s).
e. The Engineer/Architect or Design Consultant incorporates the comments
into the final issue and prepares the Contract Documents.
1. In the event that technical comments result in additional
construction cost or time, the Engineer/Architect or Design
Consultant notifies the Project Manager. The Project Manager
discusses the additional costs with the appropriate Director. Based
on their decision, the Project Manager informs the
Engineer/Architect or Design Consultant and resolves the cost or
time impact issues.
f. Specifications may require more than one review process. The Project
Manager determines the number of reviews required during the
development of the Final Work Schedule.
g. Projects eligible for FAA AIP Grant Funding require FAA review of the
Contract Documents.
1. The Project Manager forwards a copy of the Contract Document set
to the FAA for review and approval prior to final issue for bids.
d. Design Certification - Issue for Bid
1. The Project Manager (In-House) or Design Consultant consolidates the
appropriate project documents (drawings, specifications, bid forms,
contracts, etc.) and prepares the documents for bid.
a. After consolidation, the Project Manager will review the Contract
Documents for completeness and accuracy.

2. The Project Manager must receive the Design Certification Letter Form PS-28
letter, attesting that the design and deliverables conform to DIA standards
DSM-1 304.1 and required to be included in the Design Analysis Report, from
the Designer prior to the plans being issued and advertised for construction
bidding.
3. After receiving the Design Certification Letter Form PS-28 letter, the Project
Manager issues the documents for bid in coordination with DIA Business
E. DOCUMENT CONTROL
1. “Certification of Compliance” letter
3. Construction schedule and phasing requirements (as necessary)
4. Cost estimate and budget information
6. Design Certification Letter Form PS-28
7. Design Documents
8. FAA Form 7460-1
F. REFERENCES
1. Form link
a. FAA Form 7460
b. Design Certification Letter Form PS-28
c. Design Quality Assurance Checklist Form PS-43
2. Process link
a. Design Package Review Workflow
3. Other
a. Design Analysis Report Sample
b. DSM-1

2. DSM-1 304.1
3. DSM-1, Section 3201.4
4. DSM-1, Chapter 33 Quality Control Plan
c. National Environmental Policy Act (NEPA)
d. FAA specifications
e. DSM-12-CADD-GIS-BIM
END OF SECTION

11.18 COMMISSIONING
A. BACKGROUND
1. System commissioning is the process of achieving, verifying and documenting that
all of the Project’s system components perform and interact according to the design
intent and meet the functional and operational needs of the Project.
a. The process of commissioning involves the systematic inspection, testing,
evaluation and starting of individual components of mechanical, electrical, and
instrumentation equipment, and preliminary and final functional performance
testing for all commissioned systems, including security systems and building
envelopes.
b. Commissioning is both a team effort and quality control process.
c. Commissioning may be part of the process for pursuing LEED certification.
2. Commissioning services – Design Analysis Programming phase
a. Commissioning services begin during the Design Analysis Development phase of
the Project.
b. The Design Analysis Programming phase Scope of Work describes the use, basic
functional requirements and overall goals of the project. It serves as a general
guideline for decision-making, design review and commissioning activities
through the life of the project.
1. The Scope of Work should include a description of general project criteria as
well as specialized project requirements.
2. Commissioning requirements are based upon the Scope of Work
specifications.
B. KEY TERMS
1. Commissioning
2. Commissioning Plan
3. Design Analysis Programming phase
4. LEED
5. Owners Project Requirements

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6. Programming Design Analysis Report

7. Project development stage
8. Scope of Work
9. System of Commissioning
C. RESPONSIBILITIES
1. Commissioning Authority
2. Commissioning Team
3. Contractor (if Applicable)
5. Director
6. Discipline Inspectors
7. Maintenance Personnel
8. Owner/DIA
9. Project Manager
D. PROCESS
1. Determination of Level of Commission
a. During the development of the Scope of Work, the Project Manager, along with
the Director, will determine whether Level 1 or Level 2 Commissioning is
required for the Project. The determination of which level of commissioning to
pursue is done at the project development stage, and is based on the project
complexity, scope and certification requirements. It is critical that the level of
commissioning is determined at this early point because it will have an impact on
the project commissioning budget.
1. Level 1 Commissioning
a. Level 1 Commissioning is appropriate when the complexity and
interaction between the mechanical and electrical systems is moderate

or the scope of the project is limited and does not require comprehensive
services.
2. Level 2
a. Level 2 Commissioning is an elevated level of commissioning which
includes Level 1 commissioning and additional responsibilities and
documentation.
b. Level 2 is appropriate on projects which are complicated or require a
higher level of oversight. This includes projects where the mechanical
and electrical systems or interactions between systems are complex,
where significant testing of life safety, environmental, or building
envelope systems are appropriate, or where certifications are required or
where the end use requires critical operating parameters.
3. Projects pursuing LEED certification require Level 2 Commissioning and
LEEDS certification requirements “LEED EA Prerequisite1: Fundamental
Commissioning of the Building Energy System”. LEED project compliance
will be up to the decision of the Director, Senior Director and in accordance
with the City and County of Denver requirements..
2. Commissioning Authority Selection
a. The Project Manager and Director will determine, based on the level of
commissioning and Contract Documents, if the Commissioning Authority will be
a member of DIA staff, the Designer of Record or a third party consultant.
1. The selection of the Commissioning Authority is dependent on the
requirements of the systems and what is stated in the Contract Documents.
2. If an independent third party consultant will be used as the Commissioning
Authority, the Project Manager can either solicit a Commissioning Authority
through the RFP process or through one of DIA’s Master On-Call contracts. It
is important the Commissioning Authority is on the Commissioning Team
during the development of the Design Analysis Development phase.
b. Level 1 Commissioning Authority
1. Depending on the requirements stated in the Contract Documents, the Level
1 Commissioning team is made of the Project Manager and designated DIA
staff (e.g., Discipline Inspectors, Subject Matter Experts, Maintenance

(technical) personnel), the Designer of Record, Commissioning Authority,

and the Contractor.
2. For Level 1 Commissioning, the Commissioning Authority may not be
required until the construction contract is awarded.
3. If a member of the Contractor’s construction team is used as the
Commissioning Authority, the project bid documents must contain specific
language to ensure the Contractor includes costs for the Commissioning
Authority.
c. Level 2 Commissioning Authority
1. The Level 2 Commissioning team consists of the Project Manager and their
designated staff (e.g., discipline inspectors, Subject Matter Experts
maintenance (technical) personnel), the Designer of Record, Commissioning
Authority, and the Contractor.
2. For Level 2 commissioning, the Commissioning Authority is involved at the
time of initiation of the project’s pre-design activities.
3. The Level 2 Commissioning Authority responsibilities include:
a. Review of the basis of the design/design concept
b. Having a formal commissioning plan
c. Providing oversight of training, and
d. Preparing a commissioning report.
4. The Project Manager, Supervisor and Director should identify the
Commissioning Authority once the project has been approved initially.
3. Owner’s Project Requirements Document
a. The Owner’s Project Requirements Document is prepared during the Design
activity and applies only to Level 2 Commissioning.
b. The Project Manager, Designer of Record, and the Commissioning Authority will
work as a team to develop the Owners Project Requirements for the project.
c. Owner’s Project Requirements Document Purpose

1. The Owner’s Project Requirements is an essential document that provides a

description of the project, its use, basic functional requirements and overall
project goals.
2. The Owner’s Project Requirements document serves as a general guide for
decision making, design review and commissioning activities throughout the
life of the project.
d. Owner’s Project Requirements Document Level of Detail
1. The level of detail in the Owner’s Project Requirements varies according to
the size and complexity of the project, the owner’s performances, and the
experience of the design team.
2. At a minimum, the Owners Project Requirements should state the owner’s
goals, objectives and expectation for the project or building, and identify the
role of each team member.
a. For small and limited scope projects, the Owner’s Project Requirements
will also include the project description.
b. For major projects the Owner’s Project Requirements will also include a
summary narrative, a description of the general project criteria as well as
specialized project requirements.
a. Each commissioned project will have a Commissioning Plan that defines the
scope and budget.
b. The Commissioning Authority will work with the Owner to develop the budget
to support the commissioning activities.
c. The Commissioning Authority, with input from the Designer of Record, is
responsible for developing the Commissioning Plan. The Plan will:
1. Identify the processes and procedures that will be undertaken, including a
schedule of activities, document requirements, data commissioning
requirements and lists the roles and responsibilities of team members for
each process/procedure.
2. Include electronic forms and templates to be used to document the
commissioning activities.

3. Address in detail the development and ongoing management of the project-

specific design and the development of the Design Analysis Report
Standards.
4. The Commissioning Plan is an evolving document. The Commissioning
Authority, with input from the Project Manager and Designer of Record, will
review and update the document throughout the commissioning process at
each designated project milestone. During the design analysis programming
phase, the Commissioning Plan will specify commissioning-related tasks for
the design activities in order to provide a focus for the scope of
commissioning efforts.
5. During the design development phases, including schematic/preliminary
design, the construction activities (including data commissioning) will be
articulated and documented in both the Commissioning Plan and the project
specification.
a. The types of tests to be conducted and the commissioning milestones to
be integrated into the construction schedule should be identified.
d. During each of the design activity phases, the Commissioning Authority is
responsible for updating the Commissioning Plan. The following elements should
be continually updated in the Plan:
1. Systems and assemblies to be verified and tested.
2. Commissioning schedules during construction and during warranty.
3. Roles and responsibilities of team members.
4. Documentation and reporting requirements, including procedures and
formats.
5. Communication protocols.
6. Commission procedures.
7. References to project specification.
5. Commissioning Authority and Design Review
a. The design review process concerning the Commissioning Authority has several
steps and takes place throughout the design phase of the project. The

Commissioning Authority leads the reviews of design and construction

documents and incorporates commissioning requirements.
b. The intent of the Design Review is to enhance design and foster communication
between the Designer of Record, Owners, Operations and Maintenance staff and
contractors (if applicable at this stage).
c. During each phase or milestone of the Design Activity, the Commissioning
Authority performs a coordination review to examine how systems will interact
and whether there are any potential conflicts.
d. Throughout the Design Activity, the important decisions for the Commissioning
Authority to review include:
1. Sizing and selection of building systems and equipment.
2. Accessibility of equipment for operations and maintenance.
3. Energy impacts of design decisions.
4. Details of the controls design relative to equipment being controlled.
5. Ability of the controls interface to facilitate trending and identification of
equipment’s faults during functional testing.
6. Identification and access of test ports, sensors and onsite measurement
devices for use in functional testing and re-commissioning.
7. Identification of required data parameters to be incorporated into model
content for direct data input and extraction.
e. Review specific to Schematic/Preliminary Design and Design Development
1. During the design development phases, including schematic/preliminary
design, the Designer of Record makes decisions about how to accomplish the
Owner’s goals as they are described in the Owner’s Project Requirements
Document.
2. The Commissioning Authority shall carefully review the design documents
for clarity, completeness, and compliance with the Owner’s Project
Requirements.
3. For Level 2 Commissioning, the Commissioning Authority shall carefully
review the Programming Design Analysis Report (Design Narrative), which

describes the concepts and features the Designer of Record intended to

incorporate during Schematic/Preliminary Design, and the Basis of Design,
which explains the Designer of Record’s reasoning and assumptions for
choices made in the Programming Design Analysis Report. Refer to Design
Standards Manual 1 for more detail on the development of the Design
Analysis Report(s).
a. The Commissioning Authority will evaluate whether the Programming
Design Analysis Report, meets DIA’s project requirements and goals.
b. The Commissioning Authority will discuss the evaluation with the
Project Manager and Designer of Record and identify any changes that
are required in the Design Analysis Report(s). Any changes required will
be forwarded to the Designer of Record for inclusion into the Design
Analysis Report(s).
f. For requirements of each phase of the development of the design, refer to
Design Standards Manual 1. During Schematic/Preliminary Design, the
Commissioning Authority will conduct a general review of the Design Analysis
Report (s) to ensure the basic level of quality is met; checking for items such as
legibility, labeling, and continuation of items from sheet to sheet.
a. The Commissioning Authority will provide comments from the review to
the Designer of Record for incorporation into the Design Analysis Report
(s).
b. The Designer of Record is responsible for coordinating edits of the
project’s commissioning requirements with the Commissioning Authority
and incorporating the Commissioning Authority’s input into the
commissioning documents and Design Analysis Report, as appropriate.
c. For schematic/preliminary design documents, non-applicable
commissioning checklists and performance tests are not required but
should be identified as elements to be added later.
d. The actual construction verification checklists and functional
performance test forms do not need to be included in the
schematic/preliminary design review documents.

g. Review specific to the Construction Document phase of Design. During the

Construction Document phase of the Design Activity, the Commissioning
Authority conducts a final check on the Construction Documents.
1. The Designer of Record edits the construction verification check lists to
reflect the project requirements. The Designer of Record may provide either
functional performance test forms edited for the project requirements or
unedited functional performance tests clearly identifying that the unedited
test form is a SAMPLE.
a. For unedited SAMPLE functional performance test forms, the Designer of
Record provides final editing and test forms to the contractor at the time
of the Designer of Record’s submittal review of equipment and systems.
2. The Commissioning Authority will provide comments from the review to the
Designer of Record for incorporation into the Construction Documents.
3. The Designer of Record is responsible for coordinating edits of the project’s
commissioning requirements with the Commissioning Authority and
incorporating the Commissioning Authority’s input into the Construction
Documents.
h. Issue Log
1. Issues requiring further attention are noted in the Design Phase Issue Log,
with their eventual resolutions.
2. The Commissioning Authority is responsible for updating the Design Phase
Issue Log regularly and submitting it to the Owner and the Designer of
Record for discussion at design meetings.
3. The Commissioning Authority is not to approve recommendations resulting
from the Design Phase Issue Log. It is the Owner’s responsibility to evaluate
the Commissioning Authority’s recommendations, discuss them with the
design team, and decide whether to require the issues be resolved or not. It
is the Owner’s responsibility to communicate the desired change to the
Designer of Record.
6. Commissioning Requirements - Construction
a. For more information regarding the commissioning in the construction phase,
see Construction Activity Section 12.30 Commissioning of this manual.

b. The Commissioning requirements define the Contractor’s commissioning-related

responsibilities, including equipment installation and start-up, documentation
and functional testing.
c. The commissioning requirements are to be included in the project specifications.
d. The Designer of Record is responsible for developing detailed commissioning
requirements. The Commissioning Authority may assist the Designer of Record
by drafting language and reviewing requirements before they are released.
e. The Owner must ensure that contractors are correctly informed about the
commissioning requirements before they are required to submit their
construction bids.
1. As directed by the Owner, the Commissioning Authority will discuss the
commissioning process and requirements at the pre-bid meeting, and
provide sample test protocols and other documentation to potential
contractors in advance of the bid submission deadline.
f. The Commissioning Authority will review the construction bid documents for
verification that all design review comments by the Commissioning Authority or
the Owner were incorporated into the final bid documents.
1. If issues remain, the Commissioning Authority will work with the Owner and
the Designer of Record to resolve the discrepancies, either during the bid
period by addendum or immediately following the award of the construction
contracts.
E. DOCUMENT CONTROL
1. Commissioning Plan, including updates
2. Commissioning requirements for construction
3. Design Analysis Programming phase scope of work
4. Issue Log
5. Owners Project Requirements
F. REFERENCES
1. Form Link
a. Design Phase Issue Log Template

b. Process Link
c. N/A
2. Other
a. LEED EA Prerequisite1: Fundamental Commissioning of the Building Energy
System
b. Design Standards Manual 1
c. Owner’s Project Requirements Document Sample
d. Design Analysis Report Sample
e. Construction Activity Section 12.30 Commissioning
END OF SECTION

11.19 STATEMENT OF SPECIAL INSPECTIONS

1. Statement of Special Inspections will be performed prior to the 90% Pre-Final
Design Review
2. The Statement of Special Inspections is a document developed by the Registered
Design Professional that identifies the materials, systems components and work
required to have special inspection or testing for each portion of the work during the
construction phase.
3. Need for Statement of Special Inspection
a. Section 110 of the 2011 Denver Amendment to the 2009 International Building
Code (IBC) states: construction or work for which a permit is required shall be
subject to inspections by the building official. It also details along with Section
140, the inspections that are required for buildings or structures in order to
receive a Certificate of Occupancy or a Certificate of Compliance.
b. Section 1704 of the 2011 Denver Amendment to the 2009 International Building
Code (IBC), section 1704 have a requirement that special inspections are
performed and documented on material, installation, fabrication, erection or
placement of components and connections requiring special expertise to ensure
compliance with approved construction documents and referenced standards
c. The following items require verification under the title of Special Inspections
1. Steel Construction
2. Concrete Construction
3. Masonry Construction
4. Soil Inspection
5. Deep Foundation Elements
6. Sprayed Fire-Resistant Materials
7. Exterior Insulation and Finish System (EIFS)
8. Smoke Control System
9. Fabrication of Structural Load-Bearing Members and Assemblies
10. Special Observations, as necessary

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a. These observations are required when these structures fall under the
Seismic Design Category D, E, F or when the structures are sited in areas
that have wind speeds that exceed 110 mph. (IBC Section 1710)
4. The Statement of Special Inspections must be approved by the City and County of
Denver Building Official.
5. A Special Inspection Agency conducts the special inspects for the project during the
construction phase.
B. KEY TERMS
1. 90% Pre-Final Design Review
4. International Building Code
5. Special Inspections
6. Statement of Special Inspections Insert text
C. RESPONSIBILITIES
1. Building Official
2. City and County of Denver Building Inspection Department
3. City and County of Denver Building Official
4. City and County of Denver Development Services
5. City and County of Denver plan reviewers
6. Denver International Airport
7. Director
8. Project Manager
9. Registered Design Professional/Designer of Record
10. Special Inspection Agency
11. Special Inspection Manager
12. Specific Plan Review Engineers

D. PROCESS
1. Development of Statement of Special Inspections
a. When special inspections are required, the Registered Design Professional shall
prepare a Statement of Special Inspections with collaboration by the Project
Manager.
1. The IBC and the City and County of Denver Special Inspections Qualification
documents both identify the Designer of Record as the Registered Design
Professional.
b. The Statement of Special Inspections shall:
1. be developed in accordance with Section 1705.2,2011 Denver Amendments
to the 2009 International Building Code
2. designate the portion of work that requires special inspections.
3. contain the name or names of the individuals or firms who will perform the
special inspections, and indicate the duties of the special inspections.
c. The Statement of Special Inspections is submitted to the Building Official before
the 90% contract documents are submitted to DIA for review.
d. Once the Statement of Special Inspections has been developed, the Registered
Design Professional submits it to the Project Manager for a final review.
1. The Project Manager will meet with the Special Inspections Manager to
review, discuss, and comment on the Statement of Special Inspections.
2. The Project Manager may elect to discuss the Statement of Special
Inspections with their Supervisor and Director.
e. The Project Manager will forward all comments to the Registered Design
Professional for review.
1. If the Registered Design Professional has any issues or concerns, they will be
discussed with the Project Manager, a resolution identified and the
Statement of Special Inspections modified as appropriate.
2. City and County of Denver Review
a. Once an acceptable Statement of Special Inspections has been developed and
approved by the Project Manager, the Registered Design Professional submits

the Statement of Special Inspections along with the project documents to City
and County of Denver Community Planning and Development Services (Ed
Kocman 720-865-2912) to be logged in. This will begin the City and County of
Denver review process.
b. CCD Community Planning and Development Services will forward the Statement
of Special Inspections to the Building Official and the specific plan review
engineers for review and comments.
1. The Registered Design Professional is not to submit the Statement of Special
Inspections directly to the Building Official. This action will result in a
breakdown in the City and County of Denver document logging system,
which will result in a failure to track the review process.
c. Comments developed by the Building Official or City and County of Denver plan
reviewers will be forwarded to the Registered Design Professional for
resolutions.
1. Copies of these comments are forwarded to the Project Manager and the
Special Inspection Manager.
2. The Registered Design Professional, the Project Manager, and the Special
Inspection Manager should collaborate in resolving these comments.
3. The Registered Design Professional will revise the Statement of Special
Inspections and re-submit it to City and County of Denver Development
Services as a revision for review and approval.
d. Once approved, the Statement of Special Inspections becomes part of the
permit and construction package.
1. Any changes to the Statement of Special Inspection program must be
formally submitted to the City and County of Denver Development Services
as a revision by the Registered Design Professional for review and approval.
1. DIA must hire a Special Inspection Agency to manage the special inspections
program and perform the required special inspections for projects. This can
be an Agency under contract with DIA or Registered Design Professional in
Responsible Charge.

a. The selected Special Inspection Agency must be approved by the City

and County of Denver Building Official.
b. Although the Special Inspection Agency is hired by DIA, it is an extension
of the City and County of Denver Building Inspection Department and
reports directly to the Building Official.
c. The Special Inspection Agency must meet the requirements as
established in the Qualifications. The Special Inspection Agency and its
inspection staff shall not be part of or have a financial interest or other
interest in the construction, manufacture, representation, supply,
installation or maintenance of the structures or components, (including
any fixtures or appliances) which they inspect, or in entities that supply
similar competitive items or services.
d. The Special Inspection Agency and its staff shall not engage in any
activities that may conflict with their independence of judgment and
integrity.
e. The Special Inspection Agency must operate in an objective,
nondiscriminatory, transparent manner to allow full access to its reports
and services by interested parties.
f. If a Special Inspection Agency is not under contract with DIA to perform
these services, the Project Manager is to meet with the appropriate
Senior Director or Director to determine the responsible party or parties
for performing the special inspections.
1. Once determined, the Project Manager will notify the appropriate
party of their decision.
E. DOCUMENT CONTROL
1. Statement of Special Inspections
2. Reviews of Statement of Special Inspections
F. REFERENCES
1. Form link
a. Statement of Special Inspection
2. Process link

a. N/A
3. Other
a. Section 110, 2011 Denver Amendment to the 2009 International Building Code
b. Section 1704, 2011 Denver Amendments to the 2009 International Building Code
c. Section 1705.2,2011 Denver Amendments to the 2009 International Building
Code
d. City and County of Denver Building Permit Policy, Special Inspection
Qualifications
END OF SECTION

11.20 BUILDING INFORMATION MODELING

A. BACKGROUND
1. Building Information Modeling (BIM) is a 3D virtual model of a building or structure.
It provides a coordinated graphical document set of all trades of a building. BIM
provides a three (3) dimensional graphical database that allows the dramatic
coordination of documents sets, clash detection of multiple trades, phasing the
project for construction logistics, energy analysis, and calculations, etc.
2. AT DIA BIM is used as a process and deliverable. It takes advantage of the data
information created during design and construction to enhance and feed into
existing and future facilities. It is also a critical element utilized in DIA’s Asset
Management systems.
B. KEY TERMS
1. Autodesk Revit
2. Building Information Modeling (BIM)
3. Civil 3D
C. RESPONSIBILITIES
1. Contractor
2. Designer
3. Project Manager
D. PROCESS
1. The Project Manager, Designer, and Contractor are responsible to assure BIM is
used on all new projects.
a. All projects at DIA shall be delivered using Autodesk Revit and Civil 3D.
b. Older, existing projects may have been developed using CADD. In that case, for
projects develop using CADD refer to DSM 1, 2012.
c. For projects using Autodesk Revit and Civil 3D, refer to DIA Design Standards
Manual 12.
E. DOCUMENT CONTROL
1. All BIM Files

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F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. DSM 1, 2012
b. DIA Design Standards Manual 12
END OF SECTION

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11.21 CALCULATIONS
A. BACKGROUND
1. At DIA projects can be designed In-House by DIA staff personnel or by an Outside
Consultant. Regardless of the Designer, calculations must be developed using a
specific guideline and format.
2. The guidelines for the development and quality control of calculations are covered in
the Design Standards Manual, Chapter 3 – Design Analysis Report (DAR), Sections
304.3 through 304.7.
B. KEY TERMS
1. Calculations
2. Design Analysis Report (DAR)
C. RESPONSIBILITIES
1. Project Manager
2. Consultant
3. City and County of Denver, Development Services
4. Permitting Senior Engineer
D. PROCESS
1. The Project Manager is responsible for preparing, checking, reviewing, controlling
and retaining engineering calculations based on one of the two situations described
below. Each calculation shall include a list of basic criteria. These include design
assumptions, applicable codes, standards and references. Major equation sources
shall also be listed as well as computer program names and sources used. The
source of formula, equation, input data or assumption and derivation of all
uncommon equations should be shown when they are introduced into the
calculation.
a. In-House Design – The Project Manager is responsible for making sure the
calculations are developed in accordance with Design Standards Manual,
Chapter 3 – Design Analysis Report (DAR), Sections 304.3 through 304.7.
b. Outside Consultants – Calculations are part of the Consultant’s Design Analysis
Report (DAR). The Consultant is responsible for ensuring that the development

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of the design and the related calculations conform to the requirements as stated
in Design Standards Manual, Chapter 3 – Design Analysis Report (DAR), Sections
304.3 through 304.7. Variations due to special conditions may be necessary and
will be addressed when the Consultant submits the quality control program for
acceptance.
2. Signed and Sealed Calculations - Signed and sealed calculations at a minimum are
required for the following items
a. Structural Calculations– Any component involved with the structural integrity of
the project or involved in performing a structural function eg. retaining walls.
b. Electrical Calculations – Electrical calculations are required for development of
all new systems or modifications to an existing system. If the calculations are
shown on the stamped and sealed drawing then a separate stamped and sealed
calculation book is not required.
c. If the Project Manager or the Consultant is unsure of what calculations are
required to be sealed and stamped by the City & County of Denver,
Development Services they should contact the Permit Coordinator for
clarification.
d. Any computer programs that are used in the calculations above shall also be
identified and a copy of the computer printout shall be included in the
calculation booklet. This booklet shall also be signed and sealed.
e. Calculations required for structural or electrical work or required by City &
County of Denver, Development Services shall be signed and sealed by a
licensed Professional Engineering registered in the State of Colorado. This
applies also to computer programs that were used.
E. DOCUMENT CONTROL
1. Design Analysis Report (DAR)
2. Engineering calculations
F. REFERENCES
1. Form link
a. N/A
2. Process link

a. N/A
3. Other
a. Design Standards Manual, Chapter 3 – Design Analysis Report (DAR), Sections
304.3 through 304.7
b. Design Analysis Report Sample
END OF SECTION

11.22 ADEQUACY OF DESIGN

A. BACKGROUND
1. The purpose of this procedure is to establish uniform methods for the coordination
of the design within the different disciplines and between the different Designers
and to assure conformity and technical adequacy of the design.
2. Adequacy of design also consists of a construction cost estimate conducted at
specific design milestones in order to ensure that the design will produce a
construction bid price within the budget parameters set forth by DIA. It is essential
that DIA keep the design within an estimated construction budget during the design
phase.
B. KEY TERMS
1. Value Engineering
C. RESPONSIBILITIES
1. Design Consultants
2. Project Manager
D. PROCESS
1. Coordination of Responsibilities
a. The Design Consultants are responsible for the interdisciplinary coordination
and communication within their design contracts and as required to coordinate
with other Design Consultants whose work interfaces with their Work. Refer to
11.19 Quality Assurance / Quality Control of this guideline. For projects
designed In-House, the DIA Project Manager will be responsible for performing
this process.
b. The Project Manager is responsible for the distribution of documents to
reviewers, stakeholders, and subject matter experts within DIA divisions and
sections impacted by the project. The Project Manager is responsible for
facilitating and coordinating the review process within DIA.
2. Construction Cost Estimates
a. Construction cost estimates prepared by the Designer are forwarded by the
Project Manager to the Project Controls Manager for evaluation. If this review

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determines major differences between the project budget and the cost estimate
from that of the Designer, or the Designer's estimate is significantly over the
project budget, these differences are reconciled before authorizing the Designer
to proceed with the next phase of work.
b. This project budget reconciliation procedure is completed on all projects at 30,
60, and 90 percent of completion and before advertisement for construction
bids.
c. The Designer shall keep the Project Manager informed of any adjustments to
previous estimates of construction costs necessitated by changes in scope,
requirements, or market conditions. The Designer shall provide a reconciliation
to the variance between the previous estimate and current milestone estimate.
d. All estimates of construction costs by the Designer shall contain such provisions
for inflation or deflation as maybe reasonably anticipated within the
construction industry. The inflation or deflation factor shall be applied based
upon the anticipated start date of construction or by other date as identified by
3. The project schedule is reviewed and approved by the Project Manager on all
projects at 30, 60, and 90 percent of completion.
4. Quality Assurance during the design phase of a project encompasses those activities
required to ensure that Design Consultants adequately explore product and system
alternatives, prepare construction documents in accordance with program and
industry standards, and satisfactorily address Quality Control requirements as set
forth in the DIA Design Standards, Manual 1. The Project Manager is responsible for
maintaining these quality control requirements. These assurances are achieved as a
result of Designer-provided and DIA-conducted Value Engineering reviews as well as
reviews of the design’s progress and the construction document’s ability to be bid,
constructed, and inspected. Refer to 11.20 Quality Assurance / Quality Control of
this guideline.
E. DOCUMENT CONTROL
1. Construction Cost Estimates
2. Project Schedule
F. REFERENCES

1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. 11.20 Quality Assurance / Quality Control
b. DIA Design Standards, Manual 1
END OF SECTION

11.23 QUALITY CONTROL / QUALITY ASSURANCE

A. BACKGROUND
1. The diversity of projects that DIA AIM Development undertakes, increasing project
complexity, interfaces with airport logistics, differences between new infrastructure
growth projects and existing asset improvement, repair and replacement projects
collectively make it imperative that rigorous quality assurance management of
quality control procedures is implemented for every project at the initial Project
Definition Phase. Quality Assurance doesn’t come from reacting to and fixing
problems, it comes from proactive anticipation of, and fixing the source of problems.
That means putting QA / QC in place before design begins.
2. Design Quality Assurance is a managerial function implemented through planned
and systematic actions necessary to provide assurance that adequate quality control
procedures are planned and performed by the Designer of Record (DOR) to satisfy
established design quality requirements. QA is the process of:
a. defining overall project objectives and performance metrics in the Project
Definition Phase,
b. establishing measurable Design Quality Control expectations and criteria prior to
design procurement,
c. communicating the Design QC expectations and criteria as contract
requirements in the design procurement phase,
d. reviewing the selected Designer’s QC Plan submittal and approving it when it
meets the Design QC criteria established by contract,
e. then planning and systematically evaluating the Designer’s QC Plan performance
on a regular basis through the course of each design phase to provide assurance
that the project design meets DIA’s objectives and performance metric
expectations.
3. Design Quality Assurance is the verification process that is defined and managed by
DIA AIM Project Managers, QA Managers and QA Inspectors under the supervision
of AIM Directors to assure the DOR has adequately performed its Quality Control
obligations.
4. Design Quality Control is a technical function that employs operational techniques,
objective review practices and systematic monitoring activities to quantitatively

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identify, document and assure correction of deficiencies in (non-conforming?)

design deliverables. QC is the DOR’s means to identify, track and eliminate causes of
unsatisfactory performance and to ensure the drawings, specifications and other
Construction Documents prepared:
a. meet DIA project definition program requirements,
b. conform to the Contract with DIA and associated provisions of DIA’s Design
Standards Manual,
c. comply with the IBC / Denver Building Codes, regulatory agency (FAA, CDOT,
etc.) requirements and referenced industry standards (ASHTO, ASTM, ACI, etc.),
d. adhere to the professional standards of care governing applicable design
disciplines,
e. adequately provide economically competitive product and system alternatives of
enduring quality,
f. are sufficiently detailed, complete, clear, accurate, consistent and coordinated to
be competitively bid, economically and expeditiously constructed, and
g. minimize the potential for unsolicited requests for information and change
orders to correct design deficiencies.
5. Design Quality Control is performed by the DOR under its DIA AIM approved Design
Quality Control Plan and under the oversight of the DIA Project Manager, QA
Manager and QA Inspectors assigned to the Project. All responsibility and liability
for design Quality Control remains with the Designer.
6. A DOR Quality Control Plan (QC Plan) is required under the DIA Design Contract. The
QC Plan developed and executed in accordance with applicable sections of the DIA
Design Standards Manual as identified in the Design Contract and in particular, the
Design Standards Manual 1, Chapter 33. The DOR is responsible for developing,
submitting, revising as necessary for approval, implementing and executing a DIA
approved and documented Quality Control Plan.
7. The QC Plan includes an overall Organization Chart that identifies the DOR, its
Quality Control Manager, individual design discipline managers, subconsultants and
other pertinent individuals, as well as the functional relationship of each. The QC
Plan includes a description of roles and responsibilities of each position as it relates

to the QC functions, periodic reviews, reports and clearing / correction of design

comments or deficiencies.
B. KEY TERMS
1. Biddability
2. Constructability
3. Cost Compliance
4. Cost Effectiveness
C. RESPONSIBILITIES
1. BIM Manager
2. City & County of Denver
3. Consultant
4. Consultant’s Project Manager
5. Consultant’s Quality Control Manager
6. Director
7. Division or Section Manager
8. Documents Manager
9. GBCI
10. Program Administrator – Maintenance
11. Program Manager – Asset Management
12. Project Control Manager
14. Project Manager
15. Project Manager review Coordinator
D. PROCESS
1. Design Quality Control

a. When a Consultant is performing design services, they will submit their Quality
Control Plan to the Project Manager for review and approval. Upon acceptance,
the Project Manager provides the Consultant with written approval of their
Quality Control Plan. For On-Call contacts, the Consultant submits one (1) plan
to cover all Task Order work issued under the contract.
b. Quality Control (QC)
1. The QC Plan details the specific procedures for the timely internal review of
deliverables at each phase or milestone. As a guideline and at a minimum,
the Consultant QC Plan shall include a checklist of detailed items organized
by discipline, which the Consultant‘s Project Manager, or their Quality
Control Manager, will fill out and certify. At a minimum, the Consultant’s
Design Quality Control Checklist Form PS-23 should contain the items listed
in the QC’s checklist detailed in Design Standards Manual 1, Chapter 33.
2. The Consultant’s checklist should be comprehensive, covering all elements of
the: design standards, design coordination efforts, permits, licenses,
Subconsultant elements, production, and any other items that reflect the
scope of work or DIA standards utilized.
3. The Design Quality Control Checklist Form PS-23 may vary from project to
project as well as from phase to phase. The checklist is not meant to be an
onerous step in the completion of each phase, but a tool to insure that the
design elements, calculations, standards, formats, details, etc. that are
required under the Contract Documents are maintained at the completion of
each phase. Likewise, during the course of the design, the Consultant may
amend or update the checklist to be more comprehensive as more
constraints, coordination issues or design changes occur. All changes to the
QC checklist must be reviewed and approved in writing by the Project
Manager.
4. As each phase or milestone of the design is completed, the Consultant will
perform an internal quality control review in accordance with their approved
QC Plan. Comments and corrections are incorporated by the Consultant and
the process repeated until the package is ready for submittal. All comments
and corrections are made part of the review record and included in the
package submittal.

5. The production schedule developed by the Consultant shall allow sufficient

time for internal QC reviews prior to submission of deliverables. The
Consultant’s Project Manager or Quality Control Manager certifies that an
internal QC review was performed. This certification is provided as part of
the transmittal of the deliverable(s).
c. QC Program Evaluation
1. Periodic Review Meetings
a. During the course of the design process, the Project Manager chairs
periodic status meetings where the project’s progress, cost compliance
and quality will be discussed. The Consultant’s Project Manager or
Quality Control Manager report on the progress of the respective QC
Plan’s implementation and discuss quality action items. These action
items are recorded and tracked through the meeting minutes (using the
General Meeting Minute Form PS-41) by the Project Manager.
2. Upon completion of each phase or milestone requiring the completion of the
QC Checklist for that particular portion of the work, the Project Manager
reviews all project specific QC Checklists and reviews submittal
documentation to ensure the Consultant has completed the QC check for
each element of the design.
3. Upon completion of the Project Manager’s review, comments are forwarded
to the Consultant for incorporation and resubmission. QC process
improvements are documented and made in response to comments received
by the Consultant. The effectiveness of the QC Plan is evaluated by the
Project Manager for each deliverable received from the Consultant.
4. At any point between 30% and 90% Design Documents the Project Manager
may conduct an audit of the QC plan implementation at the Consultant’s
production office(s). The on-site review includes work product quality
assessment, interviews with production staff and Engineers to ascertain
familiarity with quality requirements review of standards and evaluation of
effectiveness of on-going QC efforts.
2. DIA’s Quality Assurance Checklist

a. The Design Quality Assurance Checklist Form PS-43 in Design Standards Manual
1, Chapter 33 is provided to establish a minimum level of thoroughness for the
development of a project specific document quality control checklist. The
Project Manager and the Subject Matter Experts shall review this checklist and
based upon the specifics of the project, modify this checklist to meet the specific
need(s) for document quality assurance for its design. The quality assurance
checklist is to be prepared with each design development and construction
document submittal as defined in this Design Standards Manual 1 – Standards
and Criteria.
3. Design Quality Assurance – Definitions and Types of Reviews
a. Commenting Section or Discipline – Any DIA division or section impacted by the
project, and/or supporting the design review process by performing a review of
the design deliverables, and/or providing comments on those deliverables in a
timeframe and format specified by the Project Manager.
b. Review Leads – The Subject Matter Expert designated by each Division or
Section Manager to be the single-point-of-contact and provide internal
coordination of all document reviews by that section or division. Subject Matter
Experts are responsible for review, quality control, and reconciliation of the
comments prior to submission to the Project Manager.
c. Functional Review – This review by the Subject Matter Expert focuses on the
facility requirements including, but not limited to; arrangement of utilities,
layout of pavements, lighting, NAVAIDs, energy usage, aircraft, vehicular and
pedestrian access, egress, security, construction materials, and handicap access.
d. Technical Review – This review by the Subject Matter Expert checks for
conformance with applicable codes and regulations, accuracy of design
calculations (sitework, drainage, pavement, electrical, HVAC, structural,
mechanical, space, allocation, noise, etc.) and established standards.
e. Operations and Maintenance Review – This review by the Subject Matter Expert
addresses design issues that could interfere with the Operations of the airfield
and landside areas and/or maintainability of the facilities and utilities after
construction is complete.

f. BIM Review – This review by the BIM Manager checks for conformance with the
software requirements of the project and ensures that the electronic copies are
in the specified format.
g. Constructability Review – This review by the Subject Matter Expert addresses
design issues which could interfere with the actual construction process,
including subsurface information, interfaces with other projects and between
contracts, existing utilities and facilities, interface with existing operations,
access, egress, availability of construction materials, availability of labor, long
lead procurement, earthwork , phasing and sequencing, etc. In this review, the
Project Manager also reviews the design documents to confirm the project can
be constructed as designed.
h. Biddability Review – This review by the Subject Matter Expert addresses the
completeness of the information contained in the documents essential to the
ability to properly price the work. This will include consideration of quantities,
completeness of scope, necessary description of the work, availability of the
required materials and performability of the specified work.
i. Design Quality Review – This quality assurance review by the Subject Matter
Expert addresses the adequacy and extent of design for site-work, electrical,
mechanical architecture, security, landscape design, materials, completeness of
information, including details, sections, elevations, etc.
j. Claims Avoidance Review – This review is performed by both the Subject Matter
Expert and the Project Manager focusing on the contract language and general
requirements of the plans and specifications relative to accuracy, completeness,
clarity, equitable risk sharing, reasonableness, ambiguous language, conflicts,
errors and omissions.
k. Cost Effectiveness Review – This review by the Subject Matter Expert addresses
an evaluation of the cost estimate prepared by the Consultant against the
project budget. The Project Manager may contact the Project Control Manager
for support in this evaluation.
l. Sustainable Design Review – If the review is related to LEED certification, GBCI is
a third party entity that performs the design review as part of the certification
process. This review will focus on the following:
1. Specified materials and equipment considered as part of the design,

2. Evaluation of the extent to which the sustainable design opportunities have

been included, and
3. Identification of any additional opportunities given the nature of the work.
4. Submittal Review and Comment Procedures
a. Receipt and Distribution of Submittals by the Project Manager
1. The Project Manager will store the project documents on the DIA network.
The Project Manager shall contact the Documents Manager to set up a
project folder. For BIM refer to Design Standards Manual 12, Chapter 4.
b. Email
1. Any document equal to or less than 7MB the Project Manager can distribute
them electronically using email if they are sending documents to an outside
reviewer (stakeholder) that is not on the DIA network. The Project Manager
can also set up a review process in ADOBE Shared Review. If the document
package is greater than 7MB, and the reviewer is an outside stakeholder, the
Project Manager will have to copy the documents onto a CD or thumb drive
and mail them to the reviewer. If ADOBE Shared Review is used, the Project
Manager will identify the reviewing personnel and Shared Review will
electronically notify them that a review has been set up, that there are
documents ready for their review, and that comments are due by a specific
date.
c. Assembly of Comments: (Coordinate this process with Design Standards Manual
12, Chapter 4)
1. Every Commenting Division or Section shall have one or more Subject Matter
Expert. They are responsible for the internal
coordination/distribution/collection of comments, as well as the
coordination and editing of those comments to avoid redundancies and
ensure comments are in line with the intent of the review.
2. The Project Manager will meet with the designated Subject Matter Experts
and discuss the forthcoming design submittal contents, the scheduled review
period, expectations of review comments and review of this procedure as
necessary.

a. Comments are constructive, and consistent with the intent of the project,
and the design criteria.
b. Comments are assembled and sorted in order by drawing/spec. section
indicating the comment author by initials.
c. Comments are to be prepared as affirmative statements giving guidance,
noting that a need is to be addressed, not just stating an
observation/opinion (e.g., “Provide water line size”, not “Water line size
is missing”)
d. Comments are generally not in the form of questions. However, in
certain cases, questions requesting clarification or design intent may be
appropriate so long as the intent of the questions is not without merit or
is not inflammatory.
e. Comments are not to be redundant in the final assembly of the review
comments.
f. Comments shall be made in conjunction with requirements of the
Consultant(s) scope/detailed scope of services per their City & County of
Denver contract for Professional Services.
g. Comments made in conjunction with adherence to the Design Criteria
shall identify compliance, Non-Conformance, or interface only.
h. Comments related to quality control issues should be summarized if they
become excessive, rather than listing redundant individual comments
(e.g., “Spell check Section 123 of the technical specifications, spelling
errors are excessive”).
i. Comments shall be typed and easily understood, spell checked and
without spelling error(s).
d. Comment Distribution:
1. Comment distribution by the Subject Matter Expert to the Project Manager
a. The Subject Matter Expert(s) will distribute the comments to the Project
Manager only after reconciling comments from within their division or
section in relation to the requirements above.

b. Comments will be distributed timely as dictated by the schedule and

dates requested by the Project Manager’s transmittal. If Adobe Shared
Review is used, it will post the end of the review cycle.
c. Comment distribution will be made electronically.
2. Comment distribution from the Project Manager to the Consultant.
a. The Project Manager collects the comment documents from the Subject
Matter Experts. Upon review, the Project Manager assembles the valid
ones into a complete package and transmits them electronically to the
Consultant for required actions and responses. If Adobe Shared Review
is used, the Project Manager will review the comments, accept the valid
ones, and forward the reviewed document(s) to the Consultant.
e. Consultant Response to Comments
1. Consultant’s Responses: (Coordinate this process with Design Standards
Manual 12, Chapter 4)
2. The response period for the Consultant begins once they have received the
comments from the Project Manager.
3. The Consultant shall provide an “Action Required” log and formally respond
to the comments within the time period specified in the contract, or by a
date as specified by the Project Manager.
4. Comment Classification:
a. A – Acceptable as submitted
b. B – Acceptable as Noted. Resubmission is NOT required
c. C – Revise and Resubmit
d. D – Not Acceptable
e. E – Receipt Acknowledge
5. Reconciliation of the Contractor’s Responses
a. Upon receipt of the “Action Required” log and responses from the
Consultant, the Project Manager will distribute responses to the
appropriate commenting Sections or Divisions. The Project Manager will
determine if the responses to the comments are acceptable or whether a

face-to-face coordination meeting is necessary. This meeting is for the

sole purpose of reviewing and confirming the action determined by the
Consultant in response to the comments and/or reconciliation of those
responses. The Project Manager will take minutes at the meeting(s).
b. Reconciliation of comments and responses is the responsibility of the
Project Manager. Comments and responses which cannot be reconciled
between the Consultant and the Project Manager or Subject Matter
Expert will be presented by the Project Manager to their Supervisor and
if necessary their Director for a decision within three (3) business days of
submission.
1. All comments must be reconciled prior to the next scheduled design
deliverable or advertisement date for that package.
c. Once the outstanding responses have been reconciled, the Consultant
will provide the Project Manager with the final response document as
determined by this meeting.
d. The Project Manager will sign-off accepting the “Actions Required” log
and responses or provide written direction on any open issues.
e. The Project Manager is responsible for the distribution of the final
comment/responses to the Subject Matter Expert(s) of each commenting
Section or Division.
f. The Project Manager will file the comments/responses to the Project
Folder located in SharePoint.
f. Closure of Comments:
1. The Consultant is responsible for taking the necessary action to make the
approved adjustments/revisions to the design documents at each stage of
review.
2. Closure of design review comments is an integral part of the design review
process. The closure is the responsibility of the Consultant and will be
confirmed by the Project Manager.
3. All adjustments/revisions shall be incorporated into the documents by the
Consultant prior to the next scheduled design deliverable or construction bid
package as applicable.

4. The DIA Construction Subject Matter Expert(s) Team which could include a
Project Controls Estimator will evaluate the design and recommend
measures if required for efficient construction, minimizing cost and time
growth, and avoiding unnecessary changes and claims, as well as to ensure
safe efficient operations. The Project Manager will support the efforts of the
Construction Subject Matter Expert(s) Team’s review, their review
recommendations, and ensure comment closure following the above
process, treating the Construction Subject Matter Expert(s) Team as a
Subject Matter Expert.
5. At 100%, responses to comments and reconciliation must be conducted by
the Project Manager prior to or concurrent with the review of the package.
The comments will be resolved in the manner described above. The required
actions must be taken prior to advertising the package for bid. However, on
a case-by-case basis, the Project Manager may request approval from the
appropriate Director to incorporate some of the required actions into the bid
documents by Addendum. The comment/response review meeting between
the Project Manager and Consultant must take place before advertising the
package for bid.
6. The Project Manager transmits an electronic copy of the 100% Construction
Documents to the Program Administrator – Maintenance (or Program
Manager – Asset Management) in Maintenance to begin the process of
creating the fixed asset shell(s) in Maximo.
5. DIA QC Review Process (DIA In-House Design)
a. If the design was developed In-House by DIA personnel, the appropriate Director
will designate a totally independent Project Manager Review Coordinator to
lead a team of Subject Matter Experts to perform the QC review of the
documents at each phase of the design. The Director may also elect to use a
consultant to review the documents.
1. The Subject Matter Experts will base their review in accordance with the DIA
QC Manual for Design which includes completion of the Design Quality
Assurance Checklist Form PS-43. The process for reviewing, receiving and
incorporating comments will follow the same steps as stated above and
below.

2. For In-House Design projects the Project Manager title may be substituted
for the word Consultant in the process described above.
b. Comments
1. The independent Project Manager Review Coordinator will accumulate all
the comments from the review team, review them, and forward the valid
ones along with the QC checklist to the Project Manager. If Adobe Shared
Review is used, the deadline for receiving comments will be based on the
date the review cycle is closed.
2. Based on comments received and the completed QC checklist, the Project
Manager will review and forward them to the responsible project design
disciplines for responses. Responses to the comments and QC checklist are
to be completed by the date specified by the Project Manager. It is the
responsibility of the Project Manager to review and reconcile all comments.
3. Constructability Review – See the Design Activity 11.14 Design Scope
Management & Integration section of this Guideline.
c. Closure of Comments
1. The Project Manager is responsible for taking the necessary action(s) to
make adjustments or revisions to the design documents at each phase.
2. The Project Manager transmits an electronic copy of the 100% Construction
Documents to the Program Administrator – Maintenance (or Program
Manager – Asset Management) in Maintenance to begin the process of
creating the fixed asset shell(s) in Maximo.
E. DOCUMENT CONTROL
1. “Action Required” log
2. Design Quality Assurance Checklist
3. Meeting Minutes from QC Meetings
4. Project Documents
5. Quality Control Checklist
6. Quality Control Plan
7. Responses to Comments

F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Design Standards Manual 1, Chapter 33
b. Design Standards Manual 1 – Standards and Criteria
c. Design Standards Manual 12, Chapter 4
d. Design Quality Control Checklist Form PS-23
e. Design Quality Assurance Checklist Form PS-43
f. General Meeting Minute Form PS-41
g. “Action Required” log template
h. DIA QC Manual
i. Design Activity 11.14 Design Scope Management & Integration
END OF SECTION

11.24 PURCHASING
A. BACKGROUND
1. During the design of the project, certain outside services may require a purchase
order to support the design or construction effort. It may also be detrimental to the
project for DIA to purchase some of the equipment. The Project Manager and
Director should review the project and determine if and when a purchase order is
needed or would be beneficial to the project.
2. A purchase order could be used when the Project Manager and Director determine
that it is more beneficial to the project for DIA to directly purchase a product or
service (eg. Xcel) than to go through a second party. The decision will be based on
the following:
a. It is more cost effective
b. A particular item has a long lead time which could affect the project schedule
c. An item is manufactured by only one specific company
d. Only one supplier (local/national) carries that particular Insert text
B. KEY TERMS
1. Change Order (CO)
2. Justification Form
3. Purchase Order (PO)
4. Purchase Requisition (PR)
5. Vendor
C. RESPONSIBILITIES
1. City and County of Denver Purchasing Agent
2. City Council
3. Director
4. Project Manager
5. Purchasing
6. Section Administrator

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7. Vendor
D. PROCESS
1. Purchase Order (PO)
a. When it has been determined it is necessary to purchase a product or service by
means of a purchase order, the Project Manager prepares a purchasing package.
This package will contain all pertinent information that Purchasing will need to
procure this project (drawings, spec, etc). The Project Manager should contact
DIA Purchasing to verify the specific information they will require. A Purchase
Order Sample is provided for reference.
b. Soliciting Bids – This process may be performed by the Project Manager or
Purchasing. The Project Manager or Purchasing must solicit a formal quote
from a single supplier or formal quotes from multiple suppliers that carry the
product or service. The quotes must be on company letterhead in order for
Purchasing to accept it as a valid quote. When it is not a sole source situation,
obtaining at least three (3) quotes is preferred to ensure DIA is getting the best
price for the item(s).
c. Upon receipt of the quotes, Purchasing (if applicable) will forward the bids to the
Project Manager who discusses them with the appropriate Director and a
decision is made to proceed (or not) with purchasing the product or service.
d. If it is determined to proceed with a Purchase Order, the Project Manager needs
to secure the appropriate funding out of the project budget from Finance.
e. Once the Project Manager has received a project budget number from finance,
the Project Manager will meet with the Purchasing Section Administrator and
have them issue a Purchase Requisition (PR) in MAXIMO. Prior to issuing a PR,
the PM must provide all of the required supporting documentation. The Project
Manager should refer to the DIA Purchasing Manual or contact DIA Purchasing
to verify the type of support documentation required for the item being
acquired.
f. Required Support Documentation
1. Product cost is <= $10,000.00, No justification form required
2. Product cost is >$10,000.00 Justification form required

g. Types of Justification Letters

1. Standardization – Explains why the goods must be requested
2. No Substitution – Explains why only these particular goods will meet the
needs of DIA.
3. Sole Source - Explains why the goods or service is only available from one
source and it can’t be substituted by another.
4. Sole Source – Blanket (used for recurring purchases) – This is the only
company that can provide the goods or service.
5. Professional Preference – Explains why the goods or service should be
purchased from a particular vendor, and why it cannot be substituted by
another.
6. Unauthorized Purchase – Explains who made the purchase, why the purchase
was made without authorization, and the remedial action to prevent
reoccurrence.
7. Waiver of Procedure – Explains why the goods or service should be
purchased with this waiver of procedure.
8. Post Cut-Off Justification (at yearend) – States reason(s) for purchasing and
any extenuating circumstances that may have prevented the purchase form
being made at the appropriated time.
9. Items and suppliers that are on the City’s Bid List do not require a letter or
are not bound by a specific amount.
h. Process for Purchase Orders
1. DIA Purchases (</=$ 10,000) - Purchase Orders under or equal to $ 10,000
can be processed through DIA Purchasing. The Project Manager shall
contact DIA Purchasing to coordinate purchasing the item(s).
2. Downtown Purchases (> $10,000) – All Purchase Orders that are over $
10,000.00 will be processed through City & County of Denver Downtown
Purchase Department.
3. </= $10,000.00 – DIA Purchasing Agent issues PO

4. >=$10,000.00 to $ 49,999.00 – Purchasing does an informal bid. –Purchasing

is required to solicit 3 quotes, evaluate them and issue the PO to successful
bidder.
5. >= $ 50,000.00 and over - Formal Bid – Purchasing advertises product for 2
weeks, collects and evaluates the bid(s) and issues a PO to successful bidder.
6. >= $ 500,000 - Follows the Formal Bid process. The PO must also go to City
Council for approval.
7. NOTE: A Purchase Requisition is required for all purchasing. The Purchase
Requisition is prepared by the Section Administrator in Airport
Infrastructure Management. Once the Purchase Requisition has been issued,
DIA or City & County of Denver Purchasing will handle the purchasing
process. If the Project Manager has any questions about purchasing, they
should contact their Department Administrator or a representative from DIA
Purchasing.
2. Vendor Request Forms
a. If the Project Manager is purchasing a product or service from a new vendor,
Purchasing will provide the appropriate documentation to the vendor to
complete the new vendor setup in MAXIMO. The Project Manager may be
asked to assist in this matter.
3. Purchase Order Change Orders
a. If it is determined that the amount encumbered for the Purchase Order is
insufficient to cover all of the expenses that are anticipated for the material or
services to be provided, a Change Order (CO) may be issued.
b. The Project Manager is required to complete a Request for Change Order to
Purchase Order and forward it to the Purchasing Office for processing. No
further action is required by the Project Manager unless Purchasing requests
assistance.
E. DOCUMENT CONTROL
1. Change Order
2. Justification Letter
3. Purchase Order

4. Purchase Requisition
5. Request for Change Order to Purchase Order
6. Vendor Request Form
F. REFERENCES
1. Form link
a. Vendor Request Forms
b. Request for Change Order to Purchase Order
2. Process link
a. N/A
3. Other
a. DIA Purchasing Manual
b. Purchase Order Sample
c. Purchase Requisition Sample
d. City’s Bid List
END OF SECTION

11.25 PAYMENT PROCESSING

A. BACKGROUND
1. The processing of payments is a contractual requirement and sets into motion the
tracking of costs vs. budgets on the project. Payment Processing for Professional
Services contracts is governed by Exhibit B – Scheduling, Progress Reporting,
Invoicing, and Correspondence Control of the Contract Documents. The Initial
review is to determine if the invoice package will be rejected or approved.
2. In December 2001, the City & County of Denver adopted a Prompt Pay Ordinance
for DIA which requires that for complete and responsive invoices, payments be
processed within 36 calendar days from the invoice date (the date the invoice
interest accrual begins if a prompt pay penalty is assessed).
a. Of those 36 calendar days, DIA has 26 days and the City and County of Denver
has 10 days to review and prepare the check.
b. The prompt pay clock begins on the date of the Consultant’s invoice unless that
invoice date is more than 10 days before Business Management Services’ date
stamp, in which case the clock starts with the date stamp.
c. If the prompt pay timing deadline is not met, the interest expense will be paid to
the Consultant and assessed to the project.
1. This interest penalty is assessed automatically.
B. KEY TERMS
1. Invoice Package
2. Payment Application
3. Prompt Pay
C. RESPONSIBILITIES
2. Business Management Services Administrator
3. City and County of Denver
4. City Controller
5. Consultant

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6. Contract Administration
7. Project Manager
D. PROCESS
See Professional Services Payment Procession Workflow
1. The Project Manager is responsible for reviewing the Exhibit B – Scheduling,
Progress Reporting, Invoicing, and Correspondence Control of the Contract
Documents and implementing its’ requirements into this process
a. Professional Services invoices are due to Business Management Services by the
day of the month agreed to by the Project Manager and the Consultant for
services performed in the previous 30 day period. Dates and time frames for
submittals are covered in the Consultant’s executed contract documents.
b. Submitting the Invoice
1. The Consultant prepares their monthly invoice using Primavera Contract
Management. Once they complete the Invoice package, they will digitally
sign the invoice transmittal, and electronically email the package to Business
Management Services’ universal email address
(mailto:ContractAdminInvoices@flydenver.com).
2. There are numerous submittals required with each payment application
(schedules, partial releases, status updates, etc.) as outlined in the
consultant’s contract documents, Attachment A (to Exhibit B), the Monthly
Progress Invoice Checklist
c. DIA Review of the Invoice
1. Business Management Services receives the invoice and will notify the
Project Manager that there is a Consultant’s invoice ready for them to
review located on the shared drive: S:\Contract Pay Application\Design
Project Manager.
2. Business Management Services and the Project Manager will download the
invoice package, and its’ related supporting documentation. Based on their
concurrent review, the Project Manager and Business Management Services
will make a determination to approve or reject the submitted invoice.

b. Below is a list of the more common, though not all encompassing, reasons why
monthly invoicing may be rejected.
a. Billing amount exceeds the contract amount
b. Inadequate documentation
c. Previous corrections or adjustments not reflected
d. Required submittals missing
e. Math errors
f. Signature missing
d. If the Project Manager determines the invoice is not acceptable he will mark it
electronically as rejected using Adobe, attach the reasons for the rejection,
attach the rejected invoice package in Primavera Contract Management, and
upload the rejected Invoice package onto the shared drive: S:\Contract Pay
Application\Design Project Managers\All Approved Pay Apps. The Project
Manager will notify the Business Management Services Administrator that the
invoice was rejected and is in the All Approved Pay Apps folder for them to
download for their files.
e. The Project Manager will notify the Consultant that their invoice has been
rejected and provide the reason(s) for rejection.
1. If the invoice is not complete and responsive, the Project Manager must
notify the Consultant of the deficiency within five (5) calendar days of the
invoice date or the date of the receipt of the invoice at DIA (evidenced with
an official City date stamp), whichever is later.
a. The Project Manager also contacts the Contract Administrator in
Business Management Services to coordinate extending the Prompt Pay
deadline.
2. If the Consultant is not notified within the required 10 calendar days, the
invoice is deemed to be complete and responsive.
3. If the invoice submitted is not complete and responsive, the invoice interest
accrual date will be extended by the number of days elapsed between the
original invoice date and the date the invoice becomes complete and
responsive.

4. When the receipt date (as demonstrated solely by an official City date stamp
on the invoice is more than 10 days later than the invoice date the interest
accrual date shall be extended by the number of days elapsed between the
original invoice date and the date of the receipt of the invoice by the City.
f. Approved invoices must be certified by the Project Manager prior to payment.
After approving the invoice, the Project Manager will forward the invoice
package to the appropriate Director for their review and approval. Once they
have given their approval the Project Manager digitally signs and dates the
invoice. The Project Manager will certify the invoice in Primavera Contract
Management, and attach the Budget Summary sheet generated in Primavera
Contract Management which allocates the approved invoice amount(s) across
the related budget source(s). Once signed, the Invoice Package is uploaded to
the shared drive: S:\Contract Pay Applications\Design Project Managers\All
Approved Pay Apps.
g. The Project Manager will notify the appropriate Business Management Services
Administrator that the Invoice Package has been approved for further payment
processing. During the review process, the submitted invoice amounts may be
modified for amounts that are:
1. Pending (potentially temporary) – an amount that is a valid payable but not
all the supporting documentation was submitted to support the charge.
2. Disallowed (never valid) – an amount that is specifically excluded for
reimbursement through the Contract Documents.
3. If Business Management Services determines there are any Pending or
Disallowed issues, an electronic copy of the revised invoice reflecting the
adjustment(s) is sent to both the Consultant and the Project Manager as
notification.
h. After review and approval, the Contract Administrator (in Business Management
Services) sends the Invoice Transmittal to Accounts Payable who reviews and
forwards it to the City Controller to issue the check.
2. Subconsultant Payments
a. Under the Prompt Pay Ordinance the Consultant is required to pay their
subcontractors within 7 days from the date they receive a check from the City.

b. The Contract Administration team in Business Management Services is

responsible for ensuring prompt payment to subcontractors by monitoring the
partial lien releases submitted with each pay application.
c. If the Consultant is not in compliance, Contract Administration may withhold
payment from a Consultant and notify both the Consultant and the Project
Manager. If the Consultant continues to be slow or delinquent paying their
subconsultants, the City may elect to issue separate checks to the consultant and
their subconsultants.
3. Textura
a. Professional Services contracts worth $5,000,000 or more are required to use
Textura to process Pay Applications.
b. For more Information on Textura see Construction Activity Section 12.17
Payment Processing of this Guideline.
E. DOCUMENT CONTROL
1. Budget Summary
2. Invoice Package
3. Progress Invoice Checklist
F. REFERENCES
1. Form link:
a. Monthly Progress Invoice Checklist
2. Process link:
a. Professional Services Payment Procession Workflow
3. Other
a. Exhibit B – Scheduling, Progress Reporting, Invoicing, and Correspondence
Control of the Contract Documents
b. Attachment A (to Exhibit B), the Monthly Progress Invoice Checklist
c. Prompt Pay Ordinance
d. Budget Summary Sample

e. Invoice Transmittal Sample

f. S:\Contract Pay Application\Design Project Manager
g. S:\Contract Pay Applications\Design Project Managers\All Approved Pay Apps
h. Construction Activity Section 12.17 Payment Processing
END OF SECTION

11.26 AUDITS
A. BACKGROUND
1. Audits of the quality of the design management process and performance may be
conducted on any Project at any phase of design services performed on a Project.
An audit can be classified as either an internal audit or an external audit. Intent
underlying an internal audit is an independent, arm’s-length and focused review of
the design process as a whole or specific design management activities deserving
particular attention at the Senior Supervisor or Director level. The purpose of
external auditing is to verify that design activities are being executed as effectively
as possible per the terms of a Consultant’s Contract Documents.
a. In order to determine the efficiency and effectiveness of the design management
processes, DIA will perform internal process compliance audits on itself. Internal
audits are tools used to assure that established procedures are being followed
during the execution of a given project. Results of internal audits assist an
organization in identification of problem areas within its procedures. This is also
helpful in preparing Project Managers for external audits.
1. In an effort to assist the Project Manager manage his contracts, the Airport
Infrastructure Management Division’s management will periodically perform
an operational audit reviewing samples of the Project Manager’s records for
timeliness of responses, uniformity, completeness of logs, and accuracy of
work product. The Project Manager will be given feedback and suggestions
for improvement as necessary.
2. Other City and Government agencies may also audit portions of the Project
Manager’s records and the work for compliance with their specific
requirements.
b. DIA will perform external compliance audits on a Consultant’s contractual,
design and design QC performance during the design phases of the Project.
External audits may also be initiated by DIA and performed by an outside agency
and are conducted to assure that established procedures and Contract
requirements are being followed. An external audit of a Designer may be
conducted at any time within the duration of services performed or after the
Project is completed up to the date specified in the Contract.

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2. The ultimate goal of these audits is to assure the City and the FAA (as appropriate)
that established procedures are being followed which produce a quality product at a
fair price.
B. KEY TERMS
1. Audit
2. Financial Audit
3. Operational Audit
C. RESPONSIBILITIES
1. Auditor
2. City Auditor
3. Contractor
4. Project Manager
5. QA Manager
6. Quality Assurance Manager’s Team
7. Subconsultant
8. Supplier
D. PROCESS
1. DIA Project Management Audits
a. Periodically the DIA Quality Assurance Manager will perform an operational
audit on a Project Manager’s Project. The intent is to insure that the DIA Design
Standards and Project Management Guideline procedures applicable to the
Project are being performed and requisite documentation is being properly
maintained current with the present status of the Project. The audit is
performed by the Quality Assurance Manager’s Team using the QA Management
Review Checklist. The Project Manager is responsible for attending all meetings
with the Auditor and providing all records requested by the Auditor.
b. Once complete, a copy of the audit is sent to the Project Manager. The Project
Manager will be responsible for responding to and correcting any defects
identified on the QA Management Design Audit Checklist Form PS-42. Once the

defects are resolved, the Project Manager will identify it on the checklist and
once completed forward a copy to the QA Manager. The QA Management
Design Audit Checklist Form PS-42 is filed along with the project documents.
2. Other City and Government Audits
a. Other City and Government agencies may also audit portions of the Project
requirements. The responsibilities of the Project Manager remain the same as
with a DIA Project Management audit.
b. The Project Manager is responsible for retention of the audit report.
3. Audits of Designers
a. The Project Manager is responsible for coordination of any external audit
involving a Contractor or Designer under contract on their project.
b. Generally design and/or construction project audits are initiated by either DIA
Internal Audit or the City Auditor.
c. Section 1.4 and 1.5 in the Exhibit B to the Professional Services contracts include
an examination of records provision allowing the city to review the books and
records of Consultant for a project for up to 6 years after the final payment is
made under the Contract. The Consultant, it’s Subconsultants, and Suppliers are
required to maintain all Work related records for the purpose of auditing and
verifying the Consultant's costs or any other costs claimed to be due and
payable hereunder.
d. In accordance with General Contract Conditions Title 9 Section 11, the City’s
Auditor may perform a financial audit of the Consultant’s project records
including Subconsultants.
E. DOCUMENT CONTROL
1. Audit report
2. QA Management Design Audit Checklist
F. REFERENCES
1. Form link
a. QA Management Review

b. QA Management Design Audit Checklist Form PS-42

2. Process link
a. N/A
3. Other
a. Section 1.4 and 1.5 in the Exhibit B to the Professional Services
b. General Contract Conditions Title 9 Section 11
END OF SECTION

11.27 DESIGN CONTRACT CLOSEOUT

A. BACKGROUND
1. A contract is not considered complete until final closeout has been achieved. The
Project Manager has the authority to determine when the deliverables of the
contract have been met and the project has been completed. Information and
requirements for Design Contract Closeout are located in the Design Standards
Manual 1, Chapter 10.
B. KEY TERMS
1. Record Drawings
2. Shop Drawings
C. RESPONSIBILITIES
2. Construction Contractor
4. Project Manager
5. Records Management
D. PROCESS
1. During the design phase and throughout the construction phase, the Project
Manager shall address the items on the Checklist for Closeout of Design Contracts.
2. Project Manager will meet with the Designer of Record to discuss the Checklist for
Design Closeout and process.
3. Designer of Record will submit any outstanding items identified by the Project
Manager on the checklist.
4. Record Drawings and Specifications
a. For projects developed in BIM, refer to Design Standards Manual 12, Chapter 4.2
b. The Construction Contractor shall prepare and submit as-built project model and
specifications to the Project Manager. The as-built model and specifications
reflect field modifications, contract change order data, product data changes and
pertinent shop drawing data. The Project Manager along with any authorized

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personnel will verify the accuracy of the as-built project model and
specifications. Upon their review and acceptance, the Project Manager will
forward the as-built model and specifications to the Designer of Record.
c. The Designer of Record will make the changes to the BIM Model in accordance
with Design Standards Manual 12.
1. For projects in progress that are not utilizing BIM:
a. For drawings, the changes are incorporated into CADD format per Design
Standards Manual 1. The original drawings are labeled “RECORD
DRAWING” in 3-inch high capital block letters in the lower right hand
corner of each drawing. The drawings are also annotated in the revision
block as “RECORD” and include the date of the action. For specifications,
the changes are incorporated in the Word documents and stamped,
“Record Document”.
d. The Designer of Record shall submit the complete electronic set of final
reconciled record documents to the Project Manager within 30 days of receipt
of the as-built documents
e. If the Project Manager determines the reconciled model and record documents
are acceptable, they will record their acceptance in PCM, notify the Designer of
Record, and forward the files to DIA’s BIM Manager. If the submitted
documents are not acceptable, the Project Manager will record his rejection in
PCM, notify the Designer of Record and forward the documents with the Project
Manager’s comments back to the Designer of Record for re-submission.
5. Closeout Submittals
a. Once the record documents are accepted, the Project Manager will review the
Checklist for Design Closeout with the Designer of Record to ensure all items
have been submitted and the checklist is complete.
b. When the checklist is completed the Project Manager will notify the Designer of
Record the project is ready for closeout and to submit to Business Management
Services the required closeout documents which include:
1. The Affadavit of Completion Form PS-26
2. Final Lien Releases from all subconsultants

3. The Designer of Record’s Final Invoice

c. Upon notification of receipt of the final invoice from Business Management
Services the Project Manager shall review the final invoice concurrently with
Business Management Services. Once accepted the Project Manager will sign
the invoice and attach a copy of the completed Checklist for Closeout of Design
Contracts Form PS-24 to Business Management Services:
d. Business Management Services is responsible for providing the following items
and finalizing closeout of the contract.
1. The Treasury Release – Sales Tax Payment
2. DSBO Goal Compliance
3. Notification to the City Attorney
4. Notification to Airport Security
6. The Project Manager is responsible to submit all project records to Records
Management.
7. The Project Manager is responsible for notifying Finance that the project is closed.
Remaining budget balances are to be returned to Finance for reuse.
E. DOCUMENT CONTROL
1. Affidavit of Completion Letter
2. Design Contract Closeout Checklist
3. Project Record Documents
4. SBOD Goal Compliance Insert Text
5. Treasury Release
F. REFERENCES
1. Form link
a. Checklist for Closeout of Design Contracts
b. Final Lien Release – Professional Services Form PS-09
c. Process link
d. Design Contract Closeout

e. Affadavit of Completion Form PS-26

2. Workflow
a. N/A
3. Other
a. Design Consultant’s Affidavit Sample
b. Design Standards Manual 1, Chapter 10
c. Design Standards Manual 12, Chapter 4.2
END OF SECTION

11.28 LESSONS LEARNED AND POST PROJECT EVALUATION

A. BACKGROUND
1. Lesson Learned - the capture of lessons learned on a project is an ongoing process
which starts with project setup and concludes with project closeout.
2. Post Project Evaluation Report - a post project evaluation is done at the conclusion
of each project in order to capture events, issues and subsequent resolutions for use
by Project Managers on other projects.
B. KEY TERMS
1. Lessons Learned
2. Post Project Evaluation
C. RESPONSIBILITIES
1. Director
2. Project Manager
3. Supervisor
D. PROCESS
1. Post project Evaluations and Lessons Learned
a. During the life cycle of the project the Project Manager is responsible to
document any lessons learned.
b. All lessons learned shall be captured on the Post Project Evaluation Form CM-97
throughout the lifecycle of the project.
c. The Lessons Learned Form CM-61 with the attached Post Project Evaluation
forms shall be available in SharePoint for review by any Project Manager.
d. The Project Manager will host a meeting with the appropriate Director and any
other appropriate DIA personnel to discuss the specific lessons learned during
the course of the project.
e. The Project Manager is responsible for updating the Lessons Learned Form CM-
61 and attaching the completed Post Project Evaluation form CM-97 in
SharePoint.

Section 11.28 - Lessons Learned and Post Project
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Evaluation

a. During the lifecycle of the project the Project Manager is responsible for the
preparing and updating the Post Project Evaluation Form CM-97 and forwarding
it to their Supervisor and Director. This form provides the Project Manager the
opportunity to document what went well and what should have been handled
differently during the project life cycle.
a. The Project Manager will host a meeting with the Supervisor and/or Director
and any other appropriate DIA personnel to discuss the specific lessons learned
during the course of the project. The meeting is documented by the Project
Manager and a copy of the Post Project Evaluation Form is retained in the
project folder and on SharePoint.
b. The Post Project Evaluation Form CM-97 reviews:
1. Contract Terms & Conditions
2. Quality of the Design Documents
3. Design Documents conforming and meeting Owner’s Requirements
4. Scope Creep
5. Risk Register
6. Budget
7. Schedule
8. Project Controls
9. Change Orders (if any)
10. Quality Issues – Control & Assurance
11. Communication
12. Personnel Relationships
13. Consultants’ Overall Performance and Response.
2. Airport Infrastructure Management procedures (and perhaps policy) may be
modified as necessary based on the lessons learned and the post project evaluation.

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Evaluation
E. DOCUMENT CONTROL
1. Post Project Evaluation Form CM-97
2. Lessons Learned Form CM-61
F. REFERENCES
1. Form Link
a. Lessons Learned Form CM-61
b. Post Project Evaluation Form CM-97
2. Process link
3. Other
END OF SECTION

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Evaluation
12. CONSTRUCTION ACTIVITY

12.1 INITIATION OF THE CONSTRUCTION PHASE
A. BACKGROUND
1. Obtain Project Approval
2. Establish the Construction Budget
3. Initiating the Construction Contract Phase in into the construction management and
reporting software.
4. Setting up and Managing Labor Costs
B. KEY TERMS
1. Budget
2. Capital Improvement Projects (CIP) Funds
3. General Ledger string number (GL String)
4. Operations and Maintenance (O&M) Funds
5. Progress Reporter
7. Business Case
C. RESPONSIBILITIES
1. Accounts Payable
2. Director
4. Project Manager
5. Senior Finance Administrator
D. PROCESS
1. Prior to performing any work associated with this phase of the project, the Project
Manager is responsible for ensuring the following activities have been completed:
a. The Business Case has been approved
Chapter 12 - Construction Activity

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b. The contract budgets have been set up

c. The Project has been setup and initiated in to the project management system.
d. Funding for the full contract has been encumbered. Supervisor and Director will
verify.
2. Project Approval
a. The Project Manager will meet with their appropriate Director and verify that
the construction phase of the project has been approved to proceed by DIA
Management.
b. Although the project funding has been established by Finance, the Director will
verify with the Project Manager if the project is being funded and encumbered
by either Capital Improvement Projects (CIP) funds or through ongoing
Operations and Maintenance (O&M) funds.
1. If the project is being funded through O&M, the Director will verify the
appropriate O&M account code.
3. Construction Budget
a. At the construction phase of the project, the overall project budget should be
developed and approved. Once the project has been approved by management,
the Project Manager has a choice of two (2) possible processes depending on
the funding source.
1. Capital Improvement Project (CIP)
a. The Project Manager will meet with the Senior Finance Administrator
who will provide the project budgets number. Before the Senior Finance
Administrator can set-up any project budget number, the Project
Manager must provide the project number, the contract name and
contract number. The Project Manager needs to receive project
numbers for each of the following from the approved Business Case:
1. Construction cost including purchase orders for utility work
2. Construction Management Cost to be broken down by Consultant
3. Contingency

b. All of the above information is provided in the approved Business Case.

The amounts reflected in the Business Case represent the overall project
costs that have been approved and allocated by the Senior Finance
Administrator. In order to obtain the construction management and
contingency amounts, the Project Manager will have to determine the
total costs associated with Design Phase (past, present, and future) and
subtract that amount from the value shown in the Business Case. The
remaining balance will the value that will be associated with construction
management and contingency. All three values are presented to the
Senior Finance Administrator who will provide the budget project
number(s) for each element which will be used to charge the costs to the
appropriate element during the project. The Project Manager will also
request that Accounts Payable encumber the budgeted funds.
2. Operations and Management (O&M) Project
a. If a project is being funded through a particular O&M fund, the Project
Manager must perform the following;
1. Develop and provide a cost estimate for construction management
cost broken down by consultant or solicit cost proposal(s) from
Contractor(s).
2. Verify with the appropriate Section Administrator that there is
sufficient funding.
3. Have the Section Administrator provide the General Ledger String
Number (GL string). This number will represent the project budget
number for O&M funded projects.
4. The Project Manager will make a request to Accounts Payable to
encumber the funds for the Contractor, Project Manager Consultants,
and any other entities that will be charging against the project.
3. Once all of the above information is provided, the project is ready to proceed
and be integrated into Primavera P6 and Project Contract Management
(PCM).
4. Initiation of the construction project in the project management system.

a. The Airport Infrastructure Management (AIM) Division monitors overall project

costs and projects labor costs using a project management system Microsoft
Sharepoint is used as the repository for all contract and project related
documents. At this stage the Design Phase and the Project Management Phase
of the project should already be setup in the project management system. For
the construction phase, the Project Manager is responsible for initiating the
construction contract phase and updating the Project Management Phase in the
project management system.
b. Initiating the Construction Contract Phase in the project management system.
1. The Project Manager is responsible for initiating the construction contract in
the project management system by completing the Contract Setup Form.
2. Once the form is completed in SharePoint by the Project Manager, an
automatic alert is sent to the Project Controls Administrators who will set-
up the contract the project management system and SharePoint. Once the
contract information is loaded and set-up, the Project Controls
Administrator will notify the Project Manager they can begin using these
systems to manage their contract/project.
5. Project/Construction Management Labor Costs
a. Construction management labor costs are internal DIA employee and DIA
contractor labor costs which are recorded and tracked in the project
management system. The Project Manager will be responsible for updating the
Project Management team costs in the system throughout the duration of the
project. Personnel assigned to the project will have access to the system and are
required to enter the hours they worked on the project each week. The Project
Manager is responsible for reviewing and approving or rejecting the hours of
each individual who is charging their time to the project.
b. If the time sheet is rejected, the Project Manager will notify the appropriate
person via email or telephone.
E. DOCUMENT CONTROL
1. Contract Initiating Form
2. Project Request Form

F. REFERENCES
1. Forms
a. Contract Setup Form
b. Project Request Form
c. Project Definition Data Form CM-83
2. Procedures / Work Flows
a. Initiation of Construction
b. Procedure for initiating projects and contracts using Progress Reporter
3. Other
a. N/A
END OF SECTION

12.2 GENERAL CONTRACT ADMINISTRATION

A. BACKGROUND
1. Contract administration encompasses the day-to-day activities required to manage
and successfully complete a construction contract. This business relationship takes
place between the Project Manager and the Prime Contractor’s Project Manager as
specified in the contract documents. The contract to perform construction services
is between the City and the Contactor. The City does not have a contract or any
relationship with the Contractor’s Subcontractors.
2. Effective contract administration combines the orderly and timely flow of accurate
information between the DIA Project Manager and the Contractor’s Project
Manager to minimize the risk of delaying the project schedule and/or cost overruns.
B. KEY TERMS
1. Contract
C. RESPONSIBILITIES
1. Contractor’s Project Manager / Contractor
D. PROCESS
1. The DIA Project Manager should only interact directly with the Contractor and not
their Subcontractors. If there are any problems or concerns with the project
construction, the DIA Project Manager should correspond directly with the
Contractor. DIA has no relationship with the Subcontractors. Similarly, the Project
Manager staff is not allowed to direct or do formal business with the Contractor or
their Subcontractors. If any problems develop in the field, the Project Manager’s
staff should immediately contact the DIA Project Manager to assist in addressing the
matter.
2. All contractual correspondence, shop drawings, samples, reports, changes and
requests for progress payments are exchanged directly between the DIA Project
Manager and the Contractor’s Project Manager.
3. The DIA Project Manager has the prime responsibility to manage the contract in a
manner that facilitates the construction of a quality product, is fair to both parties,
eliminates or minimizes claims, and to enforce the terms of the contract. This

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professional approach is the basis of the relationship between the DIA Project
Manager and the Contractor’s Project Manager.
4. The DIA Project Manager may delegate various duties associated with contract
administration to members of his staff. The Project Manager may not delegate the
responsibility of adhering to these procedures, attending to administrative matters,
and/or enforcing the terms of the contract.
E. DOCUMENT CONTROL
1. All contractual related documents
F. REFERENCES
1. Forms
a. N/A
2. Process/Work Flows
a. N/A
3. Other
a. N/A
END OF SECTION

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12.3 SUBMITTALS
A. BACKGROUND
1. Submittals are the mechanism used by the Contractor to obtain the Owner’s
approval of pay applications, shop drawings, schedules, materials and equipment,
etc. proposed to be incorporated into the work. Occasionally the approach to be
used in performing certain elements of work are also the subject of a submittal.
2. Generally, the submittal process is described in Division 1 of the Technical
Specifications, Section 013300. Depending on the type of project that is being
constructed, each section of the Technical Specifications, the CDOT specifications, or
the FAA specifications identifies the specific requirements for information that
needs to be submitted. The submittal process provides a lot of potential for
contention with the Contractor. It is imperative that the Project Manager exercise
strict control over the management of the submittal process.
3. Submittals will be created, logged, distributed, tracked, and approved or rejected
using the Submittal Module in Primavera Contract Management by both the
Contractor and the DIA Project Manager.
B. KEY TERMS
2. Submittal
3. Submittal schedule
C. RESPONSIBILITIES
1. Contractor
3. Project Manager
D. PROCESS
See Submittal Workflow
1. Per Technical Specifications, Section 013300, the Contractor must provide the
Project Manager with the submittal schedule within 14 (fourteen) days of issuing the
Notice to Proceed.

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a. The Contractor is required to update the submittal schedule at least every 2

(two) weeks, and a current submittal schedule must accompany every pay
application.
2. Using the project management system, the Contractor is responsible for developing
the submittal work package, attaching the submittal and notifying the Project
Manager the submittal is ready for review.
a. The project management system will record, track and maintain the status of all
submittals submitted by the Contractor. Both the Contractor and the Project
Manager are responsible for making sure all data relating to the submittal is
properly entered in into the software.
b. The Submittal cover sheet CM-30 generated in system is self-transmitting. No
transmittal cover sheet is required to transmit it. The reviewed submittal shall
be digitally signed by the Contractor’s Project Manager and attached in the
project management system. The Project Manager will notify the Contractor
and other pertinent members of the project, the status and the stored location
of the signed submittal.
3. The Project Manager is responsible to, review and distribute the submittal to
appropriate reviewers. All submittals shall be processed, reviewed, and returned to
the Contractor within 14 calendar days.
4. The Project Manager will assign a status to all submittals, sign them, and return
them with one of the following review statuses:
a. Accepted (ACC) - is an acceptance and means that the submittal appears to
conform to the respective requirements of the contract documents.
b. Accepted as Noted (AAN) - is an acceptance, and means that the submittal will
conform to the respective requirements of the contract documents after
changes in are made in accordance with reviewer's comments. AAN submittals
do not need to be resubmitted.
c. Revise and Resubmit (R&R) - means that the submittal is unacceptable and must
be revised and resubmitted.
d. Rejected (REJ) - means that the submittal is not approved and that a new
submittal in accordance with the contract documents shall be prepared and
submitted.

e. For Information Only (FIO) - means an item is received by the Project Manager
but no review was made.
5. The Project Manager shall retain an electronic copy of all submittals at each step of
the review process in SharePoint and in the project management system. The
Project Manager will ensure that the DIA inspectors have access to the project files
in the system and SharePoint and are familiar with using these programs and are
able to review, download, and/or print the approved submittal for all field
inspections.
6. Submittals will normally fall within one of the two basic categories.
a. General Submittals – These are derived from the contract General Conditions
and Special Conditions, and from the Division 1 General Requirements of the
Technical Specifications. The subject matter tends to be broad in nature; e.g.,
schedules, QC plans, etc. General submittals are reviewed by the Project
Manager or others as appropriate within the Airport Infrastructure Management
(AIM) Division.
b. Technical Submittals – Based on the type of project, this type of submittal may
be required by the Master Format Technical Specifications or the CDOT
specifications, or the FAA specifications. This type of specification deals with
specific information relative to materials and/or equipment, shop drawings, etc.
to be provided by the Contractor. All technical submittals must be reviewed by
the Designer of Record. However, depending on the type of data or information
being submitted, the Project Manager is responsible for determining what other
agencies, disciplines, sections or individuals should be involved in the review
process.
If the Project Manager is not sure or unfamiliar with DIA personal or Section or they
are in violation of the contract and any work performed under these need
assistance in determining the appropriate review personnel, they should go over
the Subject Matter Expert list and make a determination or discuss this matter
with their Director.
In cases where a Contractor proceeds with the work in advance of having
received approval of the appropriate submittal, the Project Manager will

immediately put the Contractor on notice so if work is done it is entirely at the

Contractor’s own risk.
7. The Project Manager and Contractor should review the Submittal Log weekly as part
of the Weekly Progress Meeting. The log should reflect:
a. Specification Section
b. Submittal number
c. Submittal description
d. Revision number
e. The date the Contractor submitted
f. The reviewer(s)
g. The date the submittal was sent to the reviewer(s)
h. The date the submittal was received back from the reviewer(s)
i. The date the submittals was returned to the Contractor
j. The status of the submittals
k. Average submittal processing time (KPI)
l. The total number of submittals
m. The total number of outstanding submittals
n. The total number of overdue submittals
E. DOCUMENT CONTROL
1. Submittal Log
2. Submittal Schedule
3. Submittals
F. REFERENCES
1. Forms
a. Submittal cover sheet CM-30
2. Process/Work Flows
a. Submittal Workflow

3. Other
a. Link to Division 1 of the Technical Specifications, Sections 013300
b. Sample Submittal Log
c. Subject Matter Expert List
END OF SECTION

12.4 SAFETY
A. BACKGROUND
1. Safety is an integral part of the Project Manager’s responsibilities. This section is
intended to provide the Project Manager with an understanding of the DIA
Construction Safety Manual, and to outline the essential elements of this plan in
preventing job related disabling injuries and illnesses.
2. Contractors are responsible, per the terms of their contract, to protect the lives and
health of persons exposed to their operation, and to safeguard property and
equipment from accidental loss or destruction. All construction contracts stipulate
that all work will be performed in accordance with federal, state and local safety and
health standards, as well as those which are outlined in the DIA Construction Safety
Manual.
3. In addition to being a contract requirement, a well-planned and conscientiously
applied safety program is essential to the efficiency, quality and cost effectiveness of
work performed. The Project Manager and his staff must exercise close control and
surveillance to verify that Contractors comply with established safety and health
standards.
4. The Contractor may also be required to employ at the work site a safety
representative whose duties shall include the protection of persons and property
and the administration of the Contractor’s Safety Program. This person must have
safety training, a working knowledge of state and federal health and safety laws and
experience administering safety programs. The Contractor shall assign this person to
fulltime duty on the work site and provide the Project Manager with this person’s
name and credentials prior to the start of construction.
5. In addition to the DIA Construction Safety Manual, contractual safety requirements
are outlined in Title 8 of the Standard Specifications for Construction, General
Contract Conditions, and in the Division 1 - Technical Specifications.
B. KEY TERMS
1. Drug Free Workplace Program
2. Experience Modification Rate Factor
3. Job Hazard Analysis (JHA)

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4. Rolling Owner Controlled Insurance Program (ROCIP)

5. Site Specific Safety Plan (SSSP)
6. Stop Work Order
C. RESPONSIBILITIES
1. Contractor
2. Contractor Foreman/Supervisor
3. Contractor Onsite Safety Representative
4. Contractor’s Superintendent
5. DIA Safety Coordinator
6. DIA Safety Manager
7. Project Manager
D. PROCESS
1. Pre-Construction Safety Conference
a. The purpose of this conference is to provide a forum for the Project Manager,
Safety Manager, the Contractor and his safety representative, security
representative, and the Program Insurance Administrator (if applicable), to
become acquainted, to examine the functions and operating procedures of their
respective organization and to reach mutual understandings relative to the
administration of the DIA Safety Program. An Pre-Construction Safety
Conference Agenda is developed by the Project Manager to fit the particular
safety problems associated with performing the contract. Items typically
included in the discussion are:
b. Review of the Contractor’s Safety Program, its deficiencies, and the corrections
needed to bring it to an acceptable level. Agreements reached at this safety
conference shall become a matter of record and shall be included as
amendments to the Contactor’s accident prevention program.
1. A statement signed by the Contractor’s Superintendent that all its
employees and all Subcontractor employees will have been briefed on and

have read the DIA Construction Program General Safety Rules prior to
starting work. The Contractor shall include a statement that all employees
listed in the Certified Payrolls have been briefed on, have received copies of,
and have read the DIA Construction Program General Safety Rules. The
Contractor shall provide the amended list within seven (7) days after new
employees have been assigned. The Contractor shall keep on file for the
Project Manager to review, a signed and dated statement from each
employee that he has been briefed on and has read and understands the DIA
Construction Program General Safety Rules.
2. Explanation and discussion of the Rolling Owner Controlled Insurance
Program (ROCIP) and how the Contractor benefits from a lower than average
Experience Modification Rate Factor record.
3. Operation and location of the nearest Medical Facility and designated health
care provider.
4. Review of the Construction Site Emergency Response Procedures, to include
the key staff notification network, telephone numbers and emergency radio
frequencies.
5. Review of accident investigation and reporting procedures.
6. Review of construction site security procedure and functions of the security
Consultant.
7. Review of onsite firefighting capabilities.
8. Review of Contractor safety education and training requirements, i.e. toolbox
safety meeting; records of safety meetings held.
9. Review of safety audits is required to determine who performs the audit,
how frequently, and what actions are to be taken to correct any deficiencies
noted.
10. Review of the Drug Free Workplace Program.
11. Review of the Hazardous waste management program and the OSHA Hazard
Communication Standard.
12. Review of the OSHA Excavation and Confined Space Entry Standards.
13. Explanation of Job Hazard Analysis.

c. Minutes of the conference, including agreements reached and a record of

attendance, shall be maintained by the Project Manager. Copies of the minutes
shall be forwarded to the Contractor’s, Safety Manager and all other attendees.
1. Action items shall be noted and identify the entity or individual responsible
for resolving the issue and include a deadline for resolution.
2. Site Specific Safety Plan (SSSP) - Contractors are required to submit a copy of their
Site Specific Safety Plan to the Project Manager for review and acceptance at least
ten (10) days before onsite construction begins. This review is performed by DIA’s
Safety Manager with assistance by the Project Manager. The Contractor’s program
must meet, at a minimum, requirements of the DIA Construction Safety Manual.
3. Employee Safety and Health Training
a. The Contractor must conduct a General Safety Rules briefing for all of its
employees and all Subcontractor employees prior to the start of construction.
There is also an ongoing requirement for employee safety and health training
which is stipulated in Section 6 of the DIA Construction Safety Manual.
b. The Contractor is responsible for preparing and conducting “Toolbox Safety
Meetings” on a weekly basis. Records of the safety meetings shall be kept on file
for the Project Manager’s review. DIA’s Safety Coordinator is required to review
these safety training records whenever an audit is performed of the Contractor’s
work area.
c. The purpose of Section 5 of the DIA Construction Safety Manual is to assist Job
Hazard Analysis in establishing basic safety and health rules for all Denver
International Airport construction employees. The Contractor’s General Safety
Rules apply to all occupations including employees with “Supervisory and Non-
Supervisory assignments. There are also individual Craft Safety and Health Rules
which are specific for each craft listed in Section 5 of the DIA Construction Safety
Manual.
d. It is also stipulated that any employee who carelessly or callously disregards the
Job Hazard Analysis’s or other applicable safety regulations shall be subject to
disciplinary action or discharge. By Colorado law, they might also be penalized
50% of their worker’s compensation benefits if they are injured as a result of a
willful violation of these safety rules.

e. Per OSHA Standard 1910.1200 Contractors whose employees are potentially

exposed to hazardous chemicals (including fuels, lubricants, solvents, curing
compounds, sealants, paints, coating, etc.) must develop a list of all such
chemicals used on the project. The Contractor must then provide information
and training for all ne and present employees on the hazards associated with
exposure to these hazardous chemicals. Section 2 of DIA Construction Safety
Manual outlines training required by this Standard.
4. Job Hazard Analysis (JHA)
a. A Job Hazard Analysis is a systematic method of analyzing, before the fact, each
phase of work to be performed to complete a contract: identifying potential
hazards to a safe operation and then developing procedures which will be used
to control or remove those hazards. The process of Job Hazard Analysis must
identify and evaluate hazards and outline the proposed methods and techniques
for the safe completion of each phase of work. The Job Hazard Analysis is
performed prior to the pre-work meetings and included on the agenda for pre-
work meetings.
b. The approved Site Specific Safety Plan (SSSP) is to be specific and include certain
aspects related to the Job Hazard Analysis that was performed. For instance,
the Contractor may be required to submit a plan on the method of ditching and
trenching excavation to be used, including how slopes will be stabilized, with
calculations showing the slope stability or, “how concrete forms will be anchored
to assure their stability” or “how flammable materials will be stored and
handled”. A review of the Site Specific Safety Plan (SSSP) will be on the agenda
for the pre-work meetings.
5. Safety Audits
a. DIA Safety Coordinators, who report directly to the DIA Safety Manager are
required, at a minimum, to conduct weekly onsite safety audits and compliance
reviews of all Contractors. The primary purpose of these safety audits, which
should be performed in the presence of the Contractor’s safety representative,
is to check the Contractor’s compliance with safety requirements contained in
the contract General Requirements, Technical Specifications, the DIA
Construction Safety Manual, the Contractor’s Safety and Health Program, and
Federal, State and Local Safety and Health standards that apply. These safety

audits are documented and reported to the Project Manager, with

recommendations to correct deficiencies noted.
b. The Project Manager shall provide a copy of the report of audit to the
appropriate Contractor for prompt correction. The following procedures are
recommended for correcting hazards to safety and unsafe conditions:
1. The Contractor or his representative must be informed in writing of the
deficiency, and based upon the severity of the deficiency, instructed to
correct it within an appropriate period of time as stated by the deficiency
finding.
2. If the Contractor fails or declines to correct the deficiency within the allotted
time, the Project Manager will remind the Contractor, in writing, of his
contractual obligation to correct unsafe and unhealthful conditions
associated with their activities, and that the City may withhold progress
payments or issue a Stop Work Order.
3. If the Contractor refuses or is slow to correct the deficiency, the Project
Manager shall issue an order to withhold progress payments until
satisfactory corrective actions have been taken by the Contractor. The
Contractor shall be informed in writing of the extent of the action taken, the
date and hour that the action became effective, the reason for the action,
and the conditions under which progress payments will be resumed.
6. An accurate record shall be maintained on all personnel, material, and equipment
affected by withholding payments. All of the above actions shall be fully and
factually documented in the Daily Safety Reports.
7. Construction Site Emergency Notification
a. Response to emergencies by firefighting and medical care units are
accomplished through an emergency alerting network. In case of emergency the
Contractor should call DIA’s emergency response number, 303-342-4211. Do not
call 911.
8. Accident Investigation and Reporting Procedures
a. Contractors are required to investigate and report all accidents to the Project
Manager which are incidental to work performed under the contract. The
purpose of investigating job related accidents and diseases is to:

1. Determine cause, in the interest of preventing recurrence, and in some

instances to determine pecuniary liability.
2. Comply with applicable federal, state, and local codes and regulations
relating to loss reporting.
3. Provide documentation of occupational injuries and illnesses, and to assist in
workers compensation claims management.
4. Ensure sensitive notification for an injured employee’s family and for
objective releases of information to the news media.
b. All injury, property damage, fire, and near miss accidents will normally be
investigated by the foreman/supervisor and Contractor safety representative in
the area of occurrence.
c. In the event an injury is or has the possibility of being a fatality, or there is
serious injury or extensive damage to any property, immediate notification will
be made to the Contractor's safety representative and the DIA Safety Manager,
who will assume responsibility for the investigation.
d. For further details on accident investigation and reporting procedures, see
section 8 of the DIA Construction Safety Manual.
9. Drug Free Workplace Program
a. The Policy on a drug free workplace program outlined in section 5.1 of the DIA
Construction Safety Manual establishes guidelines for construction management
and Contractors which apply to all construction operations. The Mayor's
Executive Order 94 is a supplement to this Program.
b. All Contractor employees and all Subcontractor employees must certify that they
have received, understand and agree to abide by the City's Policy on illegal
drugs, controlled substances, contraband weapons, stolen property and
unauthorized items.
c. They must also certify that they agree to notify their employer of any criminal
drug statute conviction for a violation occurring in the workplace no later than
five (5) days after such conviction.
d. For further details of the DIA Drug Free Workplace Program see section 5.1 of
the DIA Construction Safety Manual.

E. DOCUMENT CONTROL
1. Audit Findings
2. Daily Safety Reports
3. Job Hazard Analysis
4. Meeting Agendas and Minutes
5. Resumes for Safety Personnel
6. Site Specific Safety Plan (SSSP)
7. Stop Work Orders
F. REFERENCES
1. Form link
a. Job Hazard Analysis
b. Site Specific Safety Plan
c. Stop Work order
2. Process link
a. N/A
3. Other
a. City's Policy on illegal drugs, controlled substances, contraband weapons,
stolen property and unauthorized items
b. Construction Site Emergency Response Procedures
c. DIA Construction Safety Manual
d. DIA Drug Free Workplace Program (XO 94)
e. Division 1, Technical Specifications
f. OSHA Excavation and Confined Space Entry Standards
g. OSHA Hazard Communication Standard
h. OSHA Standard 1910.1200
i. Rolling Owner Controlled Insurance Program (ROCIP)

j. Sample Daily Safety Report

k. Sample Pre-Construction Safety Conference Agenda
l. The Mayor's Executive Order 94
m. Title 8 of the Standard Specification for Construction, General Contract
Conditions
END OF SECTION

12.5 PRECONSTRUCTION ACTIVITIES

A. BACKGROUND
1. This section defines pre-construction activities that should take place by the Project
Manager, the Project Management Team, the Contractor and the appropriate
parties involved in the Pre-Construction Kick Off Meeting
B. KEY TERMS
1. Meeting Minutes
2. Pre-Construction Kick Off Meeting
C. RESPONSIBILITIES
1. Contractor
3. Project Manager
D. PROCESS
1. Prior to the issuance of the Notice to Proceed by the City, the Project Manager and
the Project Management Team will prepare for the upcoming project. These
preparations include:
a. An in-depth review of the contract documents
b. Preparation of the Scope of Work using the information from the Project
Definition Data Form CM-83 as a guideline
c. Development of a list of all submittals and due dates to be provided by the
Contractor
d. Organization of the Construction Office resources
e. Startup of the administrative methods to be used
f. Initialization of the Project Manager’s contract files, meeting plans, and other
project management functions
2. Preconstruction Kick Off Meeting – Applies to all types of contracts (fixed price, On
Call, etc.)

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a. The preconstruction meeting is a critical meeting where the formal lines of

communication are established, and the contractual and administrative rules
and responsibilities are identified and reviewed with the Contractor.
b. The Project Manager is responsible to
1. Schedule the Preconstruction Meeting
2. Prepare a Preconstruction Meeting Agenda Form CM-01
3. Notify all participants
4. Chair the meeting
5. Arrange for meeting minutes to be recorded and published.
c. The Technical Specifications, Division 1, Section 013119 - Project Meetings, also
contains a detailed narrative of the issues to be addressed at the Preconstruction
Meeting.
d. The Project Manager should follow the Preconstruction Meeting Agenda Form
CM-01.
1. Documents Referenced in the Agenda include:
a. Responsible Party Contact List
b. EEO Plan Statement Guidelines
c. Monthly Compliance
d. Partial Lien Release
e. Contractor’s Certificate of Payment
f. Required General Conditions and Special Conditions Submittals
g. Required Division 1 Submittals
h. Contractor’s Daily Report
i. Contractor’s Daily Inspection Report
j. Contract Closeout Checklist
3. Meeting Minutes
a. The Project Manager will take minutes at all meetings utilizing the General
Meeting Minute Form PS-41 and distribute the minutes to all attendees.

E. DOCUMENT CONTROL
1. Meeting Minutes and Associated Attachments
F. REFERENCES
1. Form link
b. Project Definition Data Form CM-83
c. Preconstruction Meeting Agenda Form CM-01
2. Process link
a. N/A
3. Other
a. Contract Closeout Checklist
b. Contractor’s Certificate of Payment
c. Contractor’s Daily Inspection Report
d. Contractor’s Daily Report
e. EEO Plan Statement Guidelines
f. Monthly Compliance
g. Partial Lien Release
h. Required Division 1 Submittals
i. Required General Conditions and Special Conditions Submittals
j. Responsible Party Contact List
k. Technical Specifications, Division 1, Section 013119 - Project Meetings
END OF SECTION

12.6 WEEKLY CONSTRUCTION PROGRESS MEETINGS

A. BACKGROUND
1. The most important operational meeting between the Contractor and the Project
Manager is the Weekly Construction Progress Meeting. This meeting is intended to
foster the professional and orderly completion of the project, addressing such topics
as coordination, progress, quality, safety, open issues, and planning.
B. KEY TERMS
1. Meeting Minutes
2. Weekly Construction Progress Meeting
C. RESPONSIBILITIES
1. Contractor
5. Project Manager
D. PROCESS
1. All meetings will be documented in the form of meeting minutes. The Project
Manager will either record or will designate someone from their team who will
record meeting minutes. Meeting minutes must be reviewed by the Project
Manager and issued as soon as possible after the meeting has taken place;
generally, within two business days. Meetings that involve other city
representatives should be scheduled as far in advance as possible to facilitate the
attendance of needed participants.
a. Meeting minutes will follow the format provided in the General Meeting Minute
Form PS-41
2. Construction Progress Meetings will be scheduled by the Project Manager to occur
at least weekly or more as often as required. Meetings shall be chaired by the
Project Manager or, in his/her absence, by the Project Manager’s designee. The
Contractor’s Project Manager and Superintendent must also attend or, in their

Section 12.6 - Weekly Construction Progress
Version 1.0 - 05/14 Page 449 of 630
Meetings
absence, a designated representative. All meetings shall have a printed Weekly

Construction Progress Meeting Agenda developed and distributed by the DIA
Project Manager. The minutes of the Construction Progress Meeting will include
the following:
a. Meeting minutes will be sequentially numbered beginning with the first
Construction Progress Meeting. The minutes will clearly state the meeting
number; the contract number; the Contractor’s company name; the date, time
and location of the meeting; and the names of all attendees along with their
affiliation, job title, telephone number, and email address.
b. Meeting minutes record discussions between the Contractor and the Project
Manager and serve to document decisions reached at the meeting. Minutes are
prepared using a standard format to include the Item number, person
responsible, deadline for completion, and status of action items.
c. The body of the minutes will be arranged in accordance with the Weekly
Progress Meeting Miinutes Form CM-62.
d. Copies of meeting minutes will be sent to all attendees of the meeting, the
appropriate Director, Senior Director of Airport Infrastructure Management
(AIM) and other parties in other sections who are affected by the issues and
decisions addressed at the meeting.
e. The Construction Progress Meeting is one of the most important Project
Manager / Contractor coordination records and must be documented accurately,
completely, and in detail. Often the minutes of these meetings can prove pivotal
in contract disputes.
E. DOCUMENT CONTROL
1. Meeting agendas
F. REFERENCES
1. Form link
a. Construction Progress Meeting Agenda Template
b. Weekly Progress Meeting Miinutes Form CM-62

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Meetings
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

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Meetings
12.7 WEEKLY PROJECT REVIEW WITH DIRECTOR

A. BACKGROUND
1. On a weekly basis the Supervisors and Directors will meet with the Project
Managers to understand the progress of the project, the budget, and risks.
B. KEY TERMS
1. N/A
C. RESPONSIBILITIES
1. Director
2. Project Manager
D. PROCESS
1. Weekly Status Update
a. The Project Manager is responsible for updating the status of their project(s) in
the Project Update Meeting form located in construction management software.
This update is to be performed weekly or sooner as directed by their Director. At
a minimum, it must be completed prior to the Director’s weekly progress status
meeting so that it may be downloaded by the Director and discussed at their
Weekly Project Progress Meeting. At this meeting, the Project Manager will
discuss the following items associated with each of their projects.
b. Some items typically reviewed during the meeting are:
1. Budget Risk
2. Change Order activity
3. Open items
4. Potential Risk Items
5. Remaining Contract/Task Order Capacity
6. Remaining Funding Capacity
7. Schedule Risk
8. Status of Milestones
9. The overall project status

2. Meeting Minutes
a. Meeting minutes shall be recorded utilizing the General Meeting Minute Form
PS-41 and will recap the issues discussed and the status of the projects and email
it to all attendees and Airport Infrastructure Management managers.
3. Status Updates
a. The Project Manager will update the status of their projects each week in
project management system prior to the Senior Directors Weekly Project Status
Meeting.
E. DOCUMENT CONTROL
F. REFERENCES
1. Form link
2. Process link
a. N/A
3. Other
a. N/A
END OF SECTION

12.8 QUALITY ASSURANCE / QUALITY CONTROL

A. BACKGROUND
1. Quality Assurance is the responsibility of the Owner and their representatives while
Quality Control is the responsibility of Consultants and Contractors.
2. Quality Assurance - Quality Assurance as herein described is a process that is
employed through each phase of a Project, with a progression of specific procedures
relating to Project Definition, Design, Construction and Close-out phases.
a. Design Quality Assurance
1. Quality Assurance during design encompasses Project Definition and Design
Phase activities that provide assurance and documentation that the Designer
of Record implemented an approved Quality Control Plan, adequately
explored product/system alternatives, prepared construction documents in
accordance with program and industry standards, and satisfactorily
addressed quality control requirements in Design Standards Manuals (DSM) –
Volume 1 as a part of contract specifications.
2. Design Quality Assurance is covered under Design Activity Section 11.23
Quality Control / Quality Assurance of this Guideline.
b. Construction Quality Assurance
1. Construction Quality Assurance is a managerial function implemented
through planned and systematic actions. It serve as a verification mechanism
to ensure a Contractor’s Quality Control Plan and implementation program
means and methods produce finished products that meet specified quality
standards.
2. The Construction Quality Assurance verification process is defined and
managed by DIA Project Managers, QA Managers and QA Inspectors under
the supervision of AIM Directors to assure the Contractor has adequately
performed its Quality Control obligations.
3. AIM provides and enforces a Quality Assurance Program as described in DIA’s
standard Technical Specification 014510 and General Conditions Title 17.
a. Actions include review and approval of the Contractor’s Quality Control
Plan, Shop Drawings and Sample submittals.

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b. Key activities include material receipt and installation inspections,

supplemental material tests by DIA’s Material Testing Lab, objective
analysis of the Contractor's execution of the Contractor’s Quality Control
Plan during construction, testing, commissioning and activation
operations and of final acceptance requirements and Contract Close-Out
procedures.
4. On FAA projects, there are additional responsibilities and requirements for
Quality Acceptance of certain materials such as soil densities, concrete and
asphalt. DIA is responsible for performing, recording and accepting the
material testing and documenting associated results.
5. On facility building projects that involve construction of a new structure, new
structural elements or making modifications to existing structural
components under a City & County of Denver Building Permit, the Quality
Assurance Program includes Special Inspections by a third party Special
Inspections Agent (SIA) of the CCD Building Department retained by DIA.
Special Inspections (SI) Inspectors report to the CCD Building Official as well
as AIM Directors and have been delegated the jurisdiction and authority of a
CCD Building Department Inspector.
3. Construction Quality Control (QC)
a. Each construction Contractor is required to provide and document Quality
Control inspection, testing and correction of its own work in accordance with
Contract Document requirements and specifically in compliance with DIA’s
standard Technical Specification 014510, as well as ASTM, ASHTO, CDOT, FAA
and other standards referenced therein and in other Technical Specification
sections.
b. Construction Quality Control is performed by the Contractor under its DIA AIM
approved Contractor’s Quality Control Plan and under the oversight of the DIA
Project Manager, QA Manager and QA Inspectors assigned to the Project. All
responsibility and liability for construction Quality Control remains with the
Contractor.
4. DIA Quality Assurance Roles and Lines of Authority
a. Front line responsibility and accountability for Quality Assurance on an DIA
Project Team is shared under a coordinated and collaborative effort between

the DIA Project Manager and the third party QA Inspector(s) assigned to the
Project.
b. The DIA Project Manager is the project lead authority and decision maker in all
matters within the broad scope of the Project and is accountable to the Senior
Supervisor and Director of his or her section within AIM - Development.
c. In a separate, but parallel role within in the narrower scope of Quality Assurance
responsibilities on a Project, the QA Inspector supports, coordinates with and
implements the decisions of the Project Manager at the Project level. However,
the QA Inspector reports directly to the QA Manager in line of authority and
performance accountability.
d. The Project Manager and the QA Inspector each play a vital and complimentary
role on the AIM Project Team to assure the Project is built according to the
quality standards set forth in the Contract Documents. In addition to the
Contract Drawings and Technical Specifications, the Contract Documents
reference and include quality standards established by the CCD Building Code,
specified industry and technical standards and applicable regulatory agency
requirements (e.g. FAA). It is equally important to assure the Contractor on the
project is held accountable for compliance with all components of the Contract.
e. It is the QA Inspector’s primary responsibility to know and understand the
quality standards established by the Contract Documents and then to identify,
document and report any and all variances, Deficiencies and Non-Conformance
Reports (NCR’s) to the DIA Project Manager and to the Contractor that are
discovered during the course of construction. The responsibility to notify a
Contractor of a Deficiency and to inform the Contractor of the potential
consequences of proceeding without fixing a Deficiency or NCR does not include
any authority to stop the work or to direct the Contractor to cease or perform
any action. That authority resides exclusively with the Project Manager and the
chain of command in his or her reporting structure.
f. It is the Project Manager’s responsibility to enforce the requirements of the
Contract Documents with the Contractor in a manner that serves the best
interests of DIA as the owner of the Project assets. The Project Manager is
charged with weighing the impact of all influencing factors and exercising sound
judgment in determining an acceptable remedy to Deficiencies and NCR’s.

g. In the event there is disagreement between the Project Manager and the QA
Inspector or Special Inspector regarding the status or disposition of a Deficiency
or an NCR, the QA Manager and the DIA Senior Supervisor of the Project
Manager shall be informed, confer and render a decision on the matter. If
consensus cannot be reached to resolve the issue at that level, the matter shall
be presented to the applicable DIA Section Director for a determination.
h. For further information regarding roles and responsibilities, please refer to Item
G in this section of the Guideline.
B. KEY TERMS
1. AIM Quality Assurance Program
2. Bid Documents
3. Completion Inspection
4. Contractor Quality Control Plan
5. Corrective Action
6. Defect/Deficiency
7. Document Controls
8. FAA Quality Acceptance
9. Final Acceptance Inspection
10. Follow-up Inspections
11. Initial Inspection
12. Latent Defect
14. Pre-Final Acceptance Inspection
15. Pre-work coordination
16. Punch List
17. Quality Control
18. Six-point inspection plan

20. Special Process

21. Submittals
C. RESPONSIBILITIES
1. City & County of Denver (CCD)
2. CCD Building Official
3. CCD Building Department Inspector
4. Consultant
5. Contract Administrator
6. Contractor
7. Contractor’s Material Testing representative
8. Contractor’s Safety Representative
9. Contractor's Quality Control Manager
10. Contractor's Superintendent
12. DIA On-Site Material Testing Laboratory
13. Director
14. Lead Inspector
15. Materials Testing Laboratory Supervisor
16. Owner
17. Project Manager
18. Quality Assurance Manager
19. Quality Assurance Inspectors
20. Special Inspections Agent (SIA)
21. Special Inspector (SI)
22. Stakeholder
23. Subcontractor’s Supervisor

D. PROCESS
See Field Quality Assurance / Quality Control Process Workflow, Deficiency Workflow,
and Non-Conformance Report Workflow
1. Training
a. All personnel that perform quality assurance related activities, as defined in
these guidelines, shall maintain ongoing training to ensure that Project
Management and Quality Assurance personnel are knowledgeable in and
understand:
1. The Contract Documents issued on their assigned Projects, with special

emphasis on;
a. Contractor’s QC and AIM QA Sections 01400 of DIA’s standard Technical
Specification Division 1 .
b. General Conditions Title 17 – Inspections and Defects of CCD’s General
contract conditions,
c. the inspection and testing requirements noted in each section of the
Technical Specifications
d. The Statement of Special Inspections sheet(s) of the Contract Drawings
that have been approved for a Building Permit by the CCD Building
Department.
2. Pertinent quality programs (i.e., the AIM Quality Assurance Program and
assigned Project Contractor’s Quality Control Plans).
3. QA related sections of DIA’s Design Standards Manual and Project
Management Guidelines.
4. Training requirements to keep inspection and testing certifications current
that are prerequisite qualifications necessary to perform their duties and
responsibilities.
b. Prior to the start of work on the project, newly assigned personnel shall be
trained in the above by the appropriate Project Manager, Senior Supervisor and
the Quality Assurance Manager.
2. Document Version Management

a. The Project Manager ensures that only current Contract Documents are
available at the location of the work (i.e., Project Manager's office and the
construction Contractor's office). The Project Manager and Designer of Record
shall maintain a matrix of current documents with approved status, and will
distribute it to all assigned project plan-holders.
1. The plan-holders are responsible for ensuring their set of Contract
Documents matches the status of the Contract Documents identified on the
matrix.
3. Quality Assurance for Purchased Items - Materials, Equipment and Supplies
a. Material or Equipment Delivery Inspection of Purchased items
1. Upon delivery and prior to incorporation into the Work, all permanent
materials, equipment and supplies furnished by the Contractor or City and
delivered to the project site shall be inspected by the responsible
Contractor’s Quality Control Representative and the Lead or QA Inspector
for conformance with the Contract Documents, the referenced quality
standards, the Contract Drawings and Technical Specifications.
a. The Lead Inspector and QA Inspectors monitor the Contractors' material
and equipment delivery Quality Control inspection procedures.
b. The delivery inspections will be documented on the Daily DIA Inspection
Report Form CM-14.
2. Items furnished by the Contractor which do not comply with the Contract
Document requirements shall be identified and recorded by the Lead
Inspector or QA Inspectors as a deficiency on the Deficiency Log Form CM-03
and shall be segregated by the Contractor from accepted materials,
equipment and supplies.
3. Deficient items shall not be incorporated into the work unless and until
acceptable corrective action, has been performed and the items have been
re-inspected for verification that the corrective action has cured the
deficiency.
a. For further information regarding deficiencies or the Deficiency Log
Form CM-03 please refer to the Construction Activity 12.9 – Defects
section of this Guideline

b. Handling, Storage, & Shipping

1. Material and Equipment items furnished by the City or purchased by the
Contractor shall be stored by the Contractor prior to installation or use in
conformance with the storage requirements as defined by the Contract
Documents, manufacturer recommendations or requirements and applicable
codes or referenced standards.
a. Special handling instructions, where required, shall be developed and
submitted by the Contractor as part of its Quality Control Plan to provide
sufficient control to prevent damage, deterioration or loss and shall be in
accordance with the Contract Documents, manufacturer’s
recommendations or requirements and applicable codes or referenced
standards.
b. The Project Manager will review these special handling instructions for
compliance and acceptance. If accepted the Project Manager will
forward these instructions to the QA Inspector.
2. The QA Inspector shall verify that the materials/equipment are stored and
maintained within acceptable limits as identified in the special handling
instructions.
a. If the specified storage standards are not met, the QA Inspector will
make an entry into the Deficiency Log Form CM-03 and corrective action
is taken following either the deficiency process or the Non-Conformance
Report (NCR) – Form CM 23 process described in Construction Activity
12.9 – Defects.
3. Shipping - Items prepared for shipping must be adequately protected from
damage and deterioration during shipping by the Contractor and/or
Supplier. Items requiring special environments or special controls during
shipping, and storage prior to use, shall be prominently identified by marking
or labeling.
4. When stored on or offsite, all items must be properly protected at all times,
including preservation of temperature and humidity in accordance with
manufacturer recommendations.

a. Periodic inspections by the Contractor and the QA Inspector are

performed and documented.
b. The Contractor shall maintain a continuous recording of temperature and
humidity for all items required to be kept within a specified range.
c. If a particular item is being stored off-site, the Contractor is responsible
for carrying appropriate insurance as required by the Contract
Documents to cover off-site storage.
1. Copies of the insurance certificates shall be sent to the Project
Manager for distribution to DIA Risk Management for review and
approval.
4. Contractor’s Quality Control (QC) Plan
a. A Contractor Quality Control Plan is a plan submitted by the contractor to DIA
for review and approval prior to initiating any construction activities associated
with the Project. The Contractor Quality Control Plan documents how the
contractor will manage, control, and document compliance with contract
provisions and specifications.
b. Quality Assurance (QA) reviews, observations, inspections and tests will be
performed by AIM Infrastructure QA Inspectors and Material Testing Lab
Technicians to verify and document implementation of the Contractor’s
Contractor Quality Control Plan.
5. Inspections and Tests
a. Special Inspections
1. The Contractor, Subcontractor’s or Supplier’s construction processes or
techniques requiring Special Inspections by a third party Special Inspections
Agency (SIA) retained by DIA include welding,
a. Special Inspections include inspections which are required by the
International Building Code Section 1704, 1707 and 1708 and the City and
County of Denver Building Department associated with the structural
integrity of a building.
b. Reference Section 12.10 “Special Inspections” for further information.
b. Special Process and Procedures Inspection

1. The special processes including, but not limited to, heat treating, hydrostatic
testing, fiber optic cable testing, cable high potential testing, and welding
are accomplished by qualified personnel properly trained and appropriately
certified using written procedures prepared in accordance with Contract
Drawings, Technical Specifications and the codes and standards referenced
therein.
2. Personnel qualifications and special installation, testing and inspection
procedures for Quality Control shall be submitted by the Contractor and
approved by the DOR and DIA prior to the start of the special process. DIA’s
QA Inspectors ensure that the procedure to be used for the special process,
as well as the qualification records of personnel performing the special
process, have been submitted and accepted by the Project Manager.
a. Adequate information regarding the impact of the process, materials
tested and/or the materials required for the tests on human health or the
environment shall be documented in advance and submitted to the
Project Manager.
b. Any and all special processes shall be fully documented by the Contractor
regarding necessary planning and preparation, precautionary
considerations, actual performance criteria. End results or effects on
other systems from special processes must be fully documented.
c. QA Construction Materials Testing
1. QA Construction materials testing occurs in the DIA Materials Testing
Laboratory on site at the South Campus. QA Materials Testing does not
reduce or replace the Contractor’s QC Testing requirements, but serves to
augment the QC testing with a sufficient number of identical control tests to
compare with, validate and accept, question or reject Contractor’s QC tests.
2. The DIA Materials Testing Laboratory staff is furnished on site by a certified
materials testing Consultant to the City under the supervision of the AIM
Infrastructure - QA Section Director.
3. The Materials Testing Laboratory staff perform Quality Assurance and
Quality Acceptance testing, including sampling and performing tests on soils,
concrete, cement, asphalt, aggregates, and lime or cement treated materials,
etc.

a. Test procedures are those published in the applicable standards. The

Contract Drawings and Technical Specifications describe the type of test
to be performed and the industry standards standard tests that govern
the quality of the work (ASTM, AASHTO, etc.).
b. For FAA projects, all testing must comply with FAA Advisory Circular
150/5370 unless noted otherwise.
c. For Landside Civil Projects, CDOT Materials Testing Standards are
typically applied.
d. QA Test results, reports and certifications are recorded on forms
submitted by the Materials Testing Lab operator, reviewed by the DIA
Material Laboratory Supervisor for compliance with the Contract
Documents and transmitted in a Periodic QA Test Results Report (often
weekly) to the Designer of Record, Project Manager and Quality
Assurance Manager for review and distribution as needed.
e. FAA, CDOT or industry standards referenced in the Technical
Specifications govern the frequency of QC and QA tests required.
However, to the extent QA test frequency is not specified, the Designer
of Record and Project Manager in collaboration with the Material
Testing Laboratory Supervisor shall determine a reasonable frequency
that shall be sufficient to ensure that the Contractors' Quality Control
tests are representative of the work being performed.
4. Six Point Inspection Plan
a. DIA’s Six-point inspection plan - The Project Manager's and QA
Manager’s staff ensures that the Contractor utilizes the following six-
point Quality Control inspection plan to verify the conformance of the
work performed by the Contractor to the Contract Documents. Refer to
Technical Specification 014510.
1. Pre-Work Coordination Meeting
2. Initial Inspection
3. Follow-up Inspections
4. Completion Inspection

5. Pre-Final Acceptance Inspection

6. Final Acceptance Inspection
6. Mechanical, Electrical, and Special Systems Commissioning/Testing
a. A commissioning plan shall be developed by the Contractor which shall include a
matrix listing the testing to be performed under each Technical Specification
section and identifying who is responsible to develop detail and documentation
of test procedures and results. The Project Schedule should include
performance testing activities system by system.
b. All tests shall be performed in accordance with the Contract requirements.
c. The Contractor’s Quality Control Plan test procedures shall include, but shall not
be limited to:
1. Contractor's name and contract number
2. Applicable specification(s)
3. Prerequisites of the tests
4. Instrumentation to be used
5. Monitoring requirements
6. Environmental considerations
7. Performance and Acceptance criteria
8. Test procedures to include a traceable reference number with applicable
revision number
9. Certification and/or training required of tester.
d. The test results shall be reviewed by the Contractor’s Quality Control
Representative to ensure that the test requirements have been satisfied prior to
transmittal to the Project Manager, Lead Inspector, the Subject Matter Expert,
the Quality Assurance Manager and the Designer of Record for review and
approval. All test results will be documented. The test records shall include at a
minimum the following:
1. Contractor's name and contract number

2. Item tested, including a detailed description of the item, listing of accessories

and type of utilities supplying the item
3. Date of test
4. Name of tester (including firm name) or data recorder
5. Test procedure name and reference number
6. Test results and acceptability
7. Action taken in connection with any deviation(s) noted
8. Signature, affiliation and title of person evaluating test results.
e. The Contractor must notify the Project Manager in writing at least 48 hours
prior to any system test to be performed by the Contractor.
1. The Project Manager will schedule the necessary personnel to witness the
test. In addition to the Project Manager and QA Inspectors, the witnesses
may include the Designer of Record, an end user representative from DIA
AIM Asset Management, and other interested parties.
2. If required to validate the warranty, the Contractor is responsible for having
the equipment manufacturer’s representative present to witness the test.
7. Control of Measuring and Testing Equipment
a. The Contractor or the Contractor’s testing laboratory will be responsible for
maintaining and calibrating all measuring and testing equipment, used to verify
conformance of the work to the Contract requirements in accordance with
written procedures stated in the Technical Specifications or codes and standards
referenced therein that contain the calibration method, frequency, and duration
of calibration.
b. Where no national standards exist, the basis employed for calibration shall be
documented or demonstrated.
1. Recalibration frequencies shall be in accordance with the measuring or
testing equipment and the manufacturer’s recommendations.
2. Records of these calibration certifications will be available to the DIA QA
Inspector upon request. Examples of items that will be calibrated include:
a. Pressure gauges

b. Torque wrenches
c. Megger testers
d. Survey instruments
e. Nondestructive examination equipment
f. Scales and balances
g. Voltage and amperage meters
h. Ovens
i. Volume measuring devices.
8. Defects - Deficient and Non-Conforming Work
a. Reference Construction Activity 12.9 – Defects of this Guideline for processes,
forms, and workflows related to deficiencies and non-conforming work.
b. The Contractor shall employ similar procedures within his own quality control
plan to ensure the tracking and documenting of all deficient work.
9. Punch List
a. During Pre-Final or Final Acceptance Inspections, work that is found to be
deficient, needing repair or in nonconformance with the contract requirements
such as loose bolts, damage, unsatisfactory workmanship, etc., is identified on a
punch list.
b. The Contractor, Designer of Record, Owner’s Inspectors, and relevant
Stakeholders will develop punchlists. These punchlists will be compiled into a
master punchlist and managed by the Project Manager.
c. The Project Manager logs the Punch List Form CM-74 items on the Punch List
Log Form CM-73 to monitor and manage the resolution of all punch list items.
d. The punch list is distributed to the Contractor and the Designer of Record by the
Project Manager.
10. Latent Defects
a. A latent defect is any defect that has been uncovered or discovered after the
Project has been completed and accepted by the Owner. The defect can be
related to either material, equipment and/or workmanship quality.

b. The Project Manager will issue a Latent Defect Repair Request (LDRR) Form CM-
34 to the Contractor for corrective action.
c. Reference Construction Activity 12.9 – Defects of this Guideline for processes
and forms related to Latent Defects.
11. Quality Records
a. Quality records shall be compiled by the Project Manager's staff and
electronically stored in the appropriate Contract folder.
b. Contractor’s Quality Control and DIA’s Quality Assurance Records - At a
minimum the following Quality Control and Quality Assurance Records shall be
controlled and maintained by the Project Manager and shall be made available
to the Designer of Record and others for review:
1. Certificates of Compliance
2. Contractor Quality Control Daily Reports
3. Contractor’s Quality Control Plan (original and updates)
4. Deficiency Notices and Logs
5. Inspection and Test Reports (both QA and QC)
6. Inspection Check Lists
7. Material Receipt Inspections
8. Minutes of QC and QA meetings
9. Non Conformance Reports and Logs
10. Other records specified in the Contract Drawings and specifications.
11. Punch Lists
12. QA Audits and Management Reviews
13. Qualifications of Contractor’s QC Personnel
14. Quality Assurance Daily Reports
15. Quality Verification Documentation
16. Submittal Logs
17. Test Procedures

12. Audits and Management Review

a. Audits
1. The Quality Assurance Lead Inspector will perform continuous monitoring
and the QA Manager will perform regular periodic audits of the Contractors'
Quality Control Program including the Contractor's Quality Control
laboratory to verify implementation of the Contractor’s Quality Control Plan
and to evaluate its effectiveness.
2. A copy of the audit report will be transmitted to the Contractor's Project
Manager and Quality Control Manager, the appropriate DIA Director and the
Project Manager.
3. Corrective action to resolve audit findings will be the responsibility of the
Contractor and will be recorded in the Deficiency Log Form CM-03.
b. Failure to perform the corrective action prior to the date agreed to or
the next Quality Assurance audit can result in DIA’s issuance of an Non-
Conformance Report (NCR) – Form CM 23.
4. The QA Manager will utilize the Quarterly QA Audit Checklist to perform

audits.
b. Management Reviews
1. The appropriate Director will perform regular semi-annual management
reviews of the DIA Quality Assurance Program to verify implementation and
to evaluate its effectiveness.
2. A copy of the management review will be transmitted to the Project
Manager and the Quality Assurance Manager.
3. The Director will utilize the Management Semi-Annual QA Review Checklist
to perform the management review.
E. DOCUMENT CONTROL
1. Certificates of Compliance
2. Contractor Quality Assurance Plan
3. Contractor Quality Control Daily Reports
4. Current document file log

5. Daily DIA Inspection Report

6. Deficiency Log
7. Documentation of training
8. Inspection and Test Reports (both QA and QC)
9. Inspection Check Lists
10. Latent Defect Repair Request (LDRR)
11. Management Semi-Annual Review Checklist
12. Material Receipt Inspections
13. Minutes of QC and QA meetings
14. Non Conformance Log
15. Non Conformance Reports
16. Other records specified in the Contract Drawings and specifications
17. Punch List Log
18. Punch Lists
19. QA Audits and Management Reviews
20. Qualifications of Personnel
21. Quality Assurance Daily Reports
22. Quality Verification Documentation
23. Quarterly Audit Checklist
24. Statement of Special Inspections sheet(s)
25. Submittal Tracking Logs
26. Test Procedures
F. REFERENCES
1. Form link
a. Daily DIA Inspection Report Form CM-14
b. Daily Quality Assurance Report

c. Daily Quality Control Inspection Report(s) Form CM-07

d. Deficiency Log Form CM-03
e. General Meeting Minute Form PS-41
f. Latent Defect Repair Request (LDRR) Form CM-34
g. Management Semi-Annual Review Checklist
h. Material Safety Data Sheets (MSDS)
i. Materials Testing Laboratory forms
j. Non-Conformance Report (NCR) Form CM-23
k. Non-Conformance Report Log Form CM-60
l. Punch List Form CM-74
m. Punch List Log Form CM-73
n. Quarterly Audit Checklist
o. Submittal distribution matrix
2. Process link
a. Field Quality Assurance / Quality Control Process Workflow
b. Deficiency Workflow
c. Non-Conformance Report Workflow
3. Other
a. Design Standards Manuals (DSM) – Volume 1
b. FAA Advisory Circular 150/5370
c. International Building Code Section 1704, 1707 and 1708
d. Technical Specification 014510
e. General Conditions Title 17
f. Current Document File Matrix Sample
g. Contractor Quality Control Plan Sample
h. Contractor’s Operational Safety Plan Sample

i. Final Acceptance Inspection Request Sample

j. Notice to Proceed Sample
k. Periodic QA Test Results Report Sample
l. Pre-Final Acceptance Inspection Request Sample
m. Section 808 of the General Contract Conditions
n. Design Activity Section 11.23 Quality Control / Quality Assurance
o. Construction Activity Section 12.9 – Defects
p. Statement of Special Inspections sheet(s)
G. ADDENDUM 1 – ROLES AND RESPONSIBILITIES DEFINED
1. Senior Director– Overall responsibility to manage the AIM Development group
design and construction functions, energy management, baggage system, and
project control functions of the Airport Infrastructure Management Division.
2. Director – Overall responsibility and authority for the execution of the design and
the construction of projects of designated disciplines in the AIM Development
Sections of Facility Services, Infrastructure & QA and Technical Services, respectively.
3. Senior Supervisor – Supervises an Engineering, Architectural and Project
Management staff who are assigned a task of applying technical expertise to a
project from scoping Project Definition through Design, Construction and Close-out
phases. Responsible for the successful coordination, oversight, and completion of all
project management activities. The Supervisor may delegate project management
activities and tasks as deemed appropriate.
4. Quality Assurance (QA) Manager- reports to the Director of the Infrastructure & QA
Section of AIM Development and is responsible for the supervision, training and the
performance of Lead Inspectors, QA Inspectors, Special Inspectors and the entire
QA Inspection staff. (Note: The QA Manager may also be a Special Inspections
Manager or Engineer under an approved Special Inspections Agency (SIA)
agreement with the City and County of Denver Building Department that also
reports directly to the CCD Chief Building Official.)
5. Project Manager (PM) – Reports to the Senior Supervisor and coordinates on a daily
basis as required with the Quality Assurance Manager, QA Inspectors, the Designer
of Record, Contractors, Suppliers, DIA’s Material Testing Laboratory, and others.

The Project Manager receives direct assistance from the assigned Lead QA Inspector
and any other assigned inspectors or contract administration personnel. The Project
Manager’s duties and responsibilities include, but are not limited to:
a. Administration and implementation of the DIA Quality Assurance Program to
ensure and document that the work performed by the Contractor is in
conformance with the Contract Drawings and Technical Specifications.
b. Advising the appropriate Senior Supervisor on how the Quality Assurance
Program may have been adapted and is being applied to a given Project and any
need for revisions or corrective actions.
c. Reviewing, approving and enforcing the Contractor’s Quality Control Plan and
reviewing its QC testing reports to ensure results conform to the Contract
Documents, Technical Specifications, and that the correct tests are performed.
d. Ensuring QA and QC inspections are performed.
e. Coordination of the resolution of quality problems and/or Contract Document
discrepancies between the Contractor, the Designer of Record, and DIA.
f. Preparation, issuance and disposition of Deficiencies and Non-Conformance
Report (NCR) – Form CM 23 for the construction Contractor as required to
maintain appropriate quality standards.
g. Review of Daily DIA QA Inspection Report Form CM-14 and the Contractor’s daily
QC inspection reports.
6. Lead QA Inspector – Reports in line of authority and performance accountability to
the Quality Assurance Manager and to the Project Manager for coordination of
duties and responsibilities on specific Projects. (Note: Not all Projects warrant
assignment of a full time Lead Inspector and may have a part time or a special
systems QA Inspector assigned as Lead Inspector.) Lead Inspector Duties and
responsibilities include, but are not limited to:
a. Study and develop a working knowledge of the Contract Documents, existing
conditions, logistical constraints, goals and objectives and quality standards
established for assigned Projects.
b. Review the Contractor’s submitted Quality Control Plan for compliance with
Contract Document requirements, governing CCD Building Codes, FAA, CDOT or

other standards as applicable and make recommendations to the Project

Manager for acceptance or correction of plan deficiencies prior to acceptance.
c. Review the Contractor’s submitted Operational Safety Plan and monitor the
Contractor’s implementation and compliance with it. Cooperate fully with
officials of other agencies (Federal and/or State) who are vested with authority
to enforce requirements of OSHA or the FAA. Conduct periodic safety reviews of
job site(s) and advise the Contractor and Project Manager of deficiencies. Report
corrective actions by the Contractor to the Project Manager.
d. Review and be familiar with all approved Submittals, Shop Drawings and material
samples to assure that all products being installed in the work are in compliance
with the approved documents.
e. Review of the Contractor's Daily Quality Control Inspection Report(s) Form CM-
07, preparation and issuance of the Daily Quality Assurance Report summarizing
the Quality Assurance and Contractor’s Quality Control activities to the attention
of the Project Manager's office.
f. Review the Contractor’s QC verification documentation and approved Shop
Drawings for materials and equipment furnished by the Contractor for
compliance with the Contract Documents, or equivalent documentation if
furnished by the City; i.e. material test reports and inspection reports.
g. Review all required Contractor QC and DIA QA inspection and test reports of
electrical and mechanical equipment and civil/structural/architectural features.
Check the results of the inspections and tests to verify the quality requirements
of the Contract Documents have been achieved.
h. Develop and maintain the Project Deficiency Log Form CM-03. Enter all
deficiencies noted and any Deficiencies issued, track deficiency evolution to NCR
status as applicable, through resolution, correction and final disposition.
i. Witness tests, correlate and review test reports generated by the Contractor’s
QC and DIA’s QA materials testing laboratories for Contract compliance.
j. Coordination and scheduling of specialty system QA Inspections and DIA’s QA
Materials Testing Laboratory personnel for testing soils, concrete, bituminous
paving, aggregates, and lime or cement treated materials, etc. to ensure that

quality requirements of the Contract Documents have been achieved by the

Contractor’s execution of its QC Plan.
k. Coordinate with Special Inspections, QA, FAA or CCD Inspectors scheduled by the
Contractor to inspect the work performed by the Contractor to ensure
conformance with the Contract Drawings and Technical Specifications and the
referenced codes and standards.
l. Coordinate through the Project Manager the resolution of quality problems
and/or Contract Drawing discrepancies between the Contractors, DIA and the
Designer of Record.
m. Review Contractor’s reports of inspections, tests and maintenance performed on
equipment and systems installed by the Contractor to verify completion of all
pre-commissioning start-up, testing and balance operations prior to
commissioning , turnover and activation.
n. Verify and document the correction of field construction deficiencies and
nonconforming items.
o. Monthly review of the Record Drawings prepared by the Contractor and
verifying they are being updated and kept current.
p. Assist Project Manager and in maintaining project site records in accordance
with established AIM guidelines, FAA or CCD Building Department requirements
(electronic and hard copies as directed).
q. Conduct field visits to visually confirm that quality and quantity specified in the
Contract Documents is being monitored and obtained.
r. Be familiar with and monitor Contractor’s compliance with DIA Airport
Operations and FAA rules and regulations on the AOA, as well as TSA and CBP
requirements in the terminal and concourses. Advise the Contractor and Project
Manager of any failures to comply.
s. Assist the Project Manager with the coordination of construction work in
conjunction with the day to day operations of DIA, airport tenants, affected
agencies, utilities, construction contractors on other DIA projects, and other
parties as necessary.
t. Assist the Project Manager with review of Contractor’s terminal and airfield
construction security procedures and monitor Contractor’s compliance.

7. Quality Assurance Inspectors report in line of authority and performance

accountability to the Quality Assurance Manager and are typically scheduled by the
Lead Inspector on a Project. QA Inspectors specialize in one or more specific
disciplines such as FAA civil work (Airside), CDOT civil work (Landside), electrical,
electronic, mechanical, plumbing, fire protection, baggage, ramp services or other
such systems. QA Inspectors may be assigned the Lead Inspector role on certain
Projects, in which case the description of Lead Inspector would apply in addition to
the following. Quality Assurance Inspector duties and responsibilities include, but
are not limited to:
a. Study and develop a working knowledge of the Contract Documents, existing
conditions, logistical constraints, goals and objectives and quality standards of
applicable systems on assigned Projects.
b. Review the Contractor’s submitted Quality Control Plan for compliance with
Contract Document requirements of applicable systems on assigned Projects.
c. Review and be familiar with all approved Submittals, Shop Drawings and material
samples to assure that all products being installed in the work are in compliance
with the approved documents of applicable systems on assigned Projects.
d. Scheduled observation, inspection, and documentation of the Contractor's work
to ensure compliance with the Contract Drawings, Technical Specifications,
approved Shop Drawings, and the Contractor's Quality Control Plan.
e. Document and report any discrepancies between the Contract Documents, the
Shop Drawings Contractor’s installation to the attention of the Lead Inspector
immediately.
f. Witness the functional testing and validation of systems prior to acceptance
testing.
g. Monitor the Contractor’s performance and documentation of manufacturer’s
recommended maintenance of the equipment and material stored and/or
installed by the Contractor.
h. Other responsibilities commensurate with those assigned to all project
personnel regarding safety, hazardous waste handling, general clean up, etc.
8. Special Inspections (SI) Inspector – directed by, and report in line of authority and
performance accountability to an independent third party Special Inspections

Manager or Special Inspections Engineer who reports directly to the CCD Chief
Building Official. The Special Inspections Manager or Engineer would also report to
(or may actually be) the DIA Quality Assurance Manager. Reference Construction
Activity section 12.10 Special Inspections of these PM Guidelines for more detail. SI
Inspectors:
a. Are International Code Council (ICC) certified (or certified by another institute
recognized by the ICC under International Building Code (IBC) Chapter 17, such
as ACI, PTI, AWS, NCMA or IAS, the International Accreditation Service) in one or
more specific disciplines and types of construction to inspect work for building
code compliance.
b. Perform Denver Building Code compliance inspections which are typically
scheduled and requested by the Contractor directly, or through the Lead
Inspector on a Project.
c. Shall be familiar with and inspect the types of work identified in the DOR or EOR
Statement of Special Inspections in the Contract Documents for conformance
with the construction documents approved under the CCD Building Permit.
d. Shall be familiar with and inspect the types of materials identified in
construction documents approved under the CCD Building Permit and shall
coordinate and direct the testing of such materials for compliance with the
applicable referenced material standards in the Denver Building Code.
e. Are required to write a Non-Conformance Report (NCR) and immediately notify
(w/in 24 hours) a Contractor of any failure to conform to the approved
construction documents, the Denver Building Code or other violations of the
applicable referenced material standard in the Denver Building Code.
f. Shall write and furnish inspection reports to, and as directed by the CCD Building
Official under the requirements of the Denver Building Code or applicable
material standards referenced therein.
9. Contract Administrator (CA) reports to the Project Manager. Duties and
responsibilities include but are not limited to:
a. Distribution of all data and reports to the Project’s Master File (located in
Microsoft SharePoint).
b. Control of all initial project related Engineering documents.

c. Control and distribution of all revised Engineering documents.

d. Monitor, record, and expedite the timely submittal of technical data, Shop
Drawings, QA/QC reports, etc.
e. Review and track the deficiency and Non-Conformance report logs. (Logs are
established in PCM.)
f. Review, track, and log all change related issues.
g. Establish and maintain the Project Manager's correspondence file.
10. The duties and responsibilities of the Material Testing Laboratory Supervisor
include but are not limited to:
a. Managing the QA laboratory and staff performing specified Quality Assurance
and FAA Quality Acceptance testing as applicable.
b. Retaining enough properly trained and qualified staff to manage and perform
construction material testing required on all concurrent Projects.
c. Providing input to the Project Manager and QA Manager to determine the type
and frequency of testing to employ per the Technical Specifications based on
whether the Project is a facility or civil infrastructure Project or whether FAA , or
CDOT standards apply.
d. Reviewing QA test results, comparing QA test results with Contractors QC test
results and providing periodic (often weekly) summaries to the Project Manager
of tests performed on their projects during construction.
1. For FAA projects, the Project Manager will coordinate with the FAA Airports
District Office to determine the timeframe for providing the summary of
tests to the FAA.
e. Maintaining records of all QC and QA testing performed during the construction
phase of the project.
f. Upon completion of the Project, submit to the Project Manager, electronic files
of all the testing performed associated with the project during construction.
END OF SECTION


12.9 DEFECTS
A. BACKGROUND
1. A “defect” is Work or the performance of Work which is not in conformance with
the Contract Documents and referenced governing codes and technical standards.
Defects can exist and be identified in two phases of a Project. Observable Defects
are those identified, recorded, tracked and resolved during the construction or
construction close out phase. Latent Defects are those discovered and identified
during the specified period as stated in Colorado State’s Statute of Repose. (refer to
“Defects” in Introduction Section 1.2 Definitions).
B. KEY TERMS
1. Deficiency
2. Latent Defect
4. Substantial Completion
5. Warranty Period
C. RESPONSIBLE PARTIES
1. Contractor’s Project Manager or Superintendent
2. Contractor’s QC Inspector
5. DIA QA Inspector
6. DIA QA Manager
7. DIA Records Management Department
8. DIA Section Director
9. DIA Senior Supervisor
D. PROCESS

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1. Defects Identified During Construction

a. Initial Finding
1. Anytime the Contractor’s QC Inspector or Superintendent or a DIA QA
Inspector identifies a potential construction problem, or an activity, or
condition that could result in a deficiency in materials, equipment or
workmanship, he should immediately notify the Contractor’s
Superintendent verbally of the non–conformance or potential Non-
Conformance issue.
2. The notification should be recorded in the Contractor’s Daily Inspection
Report
3. The notification shall be recorded in the DIA QA Inspector’s Daily DIA
Inspection Report Form CM-14.
b. Deficiency
1. If the Project Manager or DIA QA Inspector believes the deficient issue is
minor and can be rectified by the Contractor in less than ten (10) Calendar
days, the issue will be tracked as a Deficiency:
2. The Deficiency should be recorded by the Contractor’s QC or Project
Manager and confirmed by the DIA Project Manager as entered in the
Deficiency Log Form CM-03.
3. The DIA QA Inspector cannot direct the Contractor or a member of the
Contractor’s construction team to rectify the situation. The DIA QA Inspector
can only notify the Contractor that a Deficiency has been identified which
shall be recorded and inform him of the consequences of proceeding with
any activity that would cover up the Deficiency or render it difficult or
impossible to remedy without impact to the Project .
c. Deficiencies not resolved in ten (10) Calendar days
1. If the Contractor does not resolve the Deficiency within ten (10) Calendar
Days, or continues to furnish or install non-conforming equipment or
materials, the DIA QA Inspector must immediately issue a Non-Conformance
Report (NCR) – Form CM 23.

2. At the time when an NCR is issued, a value with budget retention will be
assessed and the Project Manager will notify the Contractor of the retention
value in the Non-Conformance Report (NCR) – Form CM 23.
d. Non-Conformance Report (NCR)
1. If the Project Manager or DIA QA Inspector or Special Inspector has
discovered a defect and determined that the Contractor has violated a CCD
Building Code, FAA Regulation or believes the Non-Conformance issue is
more substantial and cannot be rectified by the Contractor without the
Designer of Record (DOR) issuing a design for, or approving a proposed
remedy the Project Manager or Special Inspector will issue a Non-
Conformance Report (NCR) – Form CM 23 to the Contractor within 24 hours.
2. All Non-Conformance Report (NCR) – Form CM 23s shall be logged in the
Non-Conformance Report Log Form CM-60.
3. An NCR has multiple steps which include proposed correction and
preventative action, review and acceptance criteria and sign off stages by
various responsible parties (Designer of Record, etc…) throughout the
process. Once the defective work has been completed, re-inspected and
accepted, the NCR can be closed out. The Project Manager is the only
responsible person that is authorized to close or void an NCR. For more
information on NCRs refer to the Construction Activity Section 12.8 Quality
Assurance / Quality Control of this Guideline.
4. In the event there is disagreement between the Project Manager and the
DIA QA Inspector or Special Inspector regarding the status or disposition of
an NCR, the DIA QA Manager, Supervisor, and the Project Manager shall be
informed, confer and render a decision on the matter. If consensus cannot
be reached to resolve the issue at that level, the matter shall be presented to
the applicable Director for a determination.
5. The closed or voided Non-Conformance Report (NCR) – Form CM 23 is
distributed to all responsible parties and then electronically filed in the
project folder located in SharePoint.
e. Per General Condition 1706, if the Contractor does not remove the non-
conforming item(s) within 10 days after receiving written notice, the City shall
have the right to charge to Contractor for its cost of having the material or work

removed and re-inspecting the Work after the non-conforming Work is

corrected.
2. Latent Defect - Defect Identified after Final Completion and Owner’s occupancy and
use.
a. Any defect that has been uncovered or discovered after the Project has been
completed and accepted by the Owner is identified as a latent defect. When this
type of issue has been identified, DIA will issue a Latent Defect Repair Request
(LDRR) – Form CM 34 to the responsible Contractor for corrective action.
b. The accountable Contractor is responsible for providing a method of
remediation to the problem and providing a schedule identifying when the
corrective action will take place. No work can begin until DIA has approved the
method for correction and the schedule for performing the repair.
1. Once approved, the Contractor can commence work on resolving the defect.
During this repair period, DIA will assign an Inspector to witness and
document the repair activity. The DIA Inspector is to document this work in
a separate Daily DIA Inspection Report Form CM-14 associated with this
project.
2. Upon completion, the Contractor will notify the DIA Inspector to perform a
final inspection. If the work is acceptable, the Inspector will report that the
defect has been successfully repaired and sign the Latent Defect Repair
Request (LDRR) – Form CM 34. If is not acceptable, the Contractor will
continue with the repair process.
3. Once Latent Defect Repair Request (LDRR) – Form CM 34 is closed, an
electronic copy will be sent to the appropriate Director, assigned Project
Manager, the Contractor and forwarded to the DIA Records Management
Department to be filed in the appropriate project file.
E. DOCUMENT CONTROL
1. Daily Inspection Report
2. Deficiency Log
3. Latent Defect Repair Request (LDRR) Form CM 34
4. Non-Conformance Report (NCR) Form CM 23

5. Non-Conformance Report Log Form CM-60

F. REFERENCES
1. Form link
a. Daily DIA Inspection Report Form CM-14
b. Deficiency Log Form CM-03
c. Latent Defect Repair Request (LDRR) – Form CM 34
d. Non-Conformance Report (NCR) – Form CM 23
e. Non-Conformance Report Log Form CM-60
2. Process link
3. Other
a. Introduction Section 1.2 Definitions
b. Construction Activity Section 12.8 Quality Assurance / Quality Control
c. General Condition 1706
END OF SECTION

12.10 SPECIAL INSPECTIONS

A. BACKGROUND
1. A Statement of Special Inspections is a document developed by the Registered
Design Professional (aka Designer of Record (DOR)) that identifies the materials,
systems components, and/or work required to have special inspection or testing for
each portion of the work.
2. The Statement of Special Inspections must be approved in writing by the Building
Official.
3. Need for Special Inspection
a. Section 110 of the 2011 Denver Amendment to the 2009 International Building
Code states: construction or work for which a permit is required shall be subject
to inspections by the building official. It also details along with Section 140 of
the 2011 Denver Amendment to the 2009 International Building Code, the
inspections that are required for buildings or structures in order to receive a
Certificate of Occupancy or a Certificate of Compliance.
b. Section 1704 of the 2011 Denver Amendments to the 2009 International
Building Code, has a requirement that special inspections are performed and
documented on material, installation, fabrication, erection or placement of
components and connections requiring special expertise to ensure compliance
with approved construction documents and referenced standards.
c. For additional information, refer to the Design Activity 11.19 – Statement of
Special Inspections section of this Guideline.
4. Throughout the construction process, the special inspection SI requirements
associated with the project are monitored to ensure compliance.
a. If an SI component of the Project does not comply with the Denver Building Code
or is in violation of the applicable technical specifications or referenced material
standards in the Denver Building Code, a Non-Conformance Report (NCR) –
Form CM 23 will be initiated and transmitted to the Contractor within 24 hours
of discovery by the Special Inspector.
b. The issue will be monitored until corrective action has been taken and the
project deemed in compliance.

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5. Organization
a. The Special Inspection Agency oversees and performs the special inspections.
1. The Special Inspection Agency is a City and County of Denver (CCD)
approved agency hired by the Owner to manage the Special Inspections
program and perform the required Special Inspections for DIA projects. The
Special Inspection Agency is an extension of the CCD Building Department
and reports directly to the Building Official.
2. Special Inspection Agency staff conducting special inspections includes:
a. Engineering Inspections Manager is the approved Special Inspection
Agency on-site project representative, accountable to the Building
Official and responsible for the Special Inspections and testing program
for assigned project(s). The Engineering Inspections Manager shall be a
licensed Professional Engineer registered in the state of Colorado.
b. Special Inspections Manager is a Special Inspection Agency staff
member that manages and supervise the special inspections operations
of the agency. The Special Inspections Manager reports to the Building
Official.
c. Special Inspector is an individual employed by Special Inspection Agency
who is certified by ACI, ICC,AWS,IAS or other approved accreditation
agencies in a particular field of construction as a Special Inspector.
Special Inspectors shall be approved in writing by the Building Official.
B. KEY TERMS
1. Deficiency
2. Non-Conformance Report
4. Special inspector’s inspection report
C. RESPONSIBILITIES
1. Building official
2. City and County of Denver (CCD) Building Department

3. City and County of Denver (CCD) Development Services

4. Contractor
7. Engineering Inspections Manager
8. Project Manager
9. Registered Design Professional
11. Special Inspections Manager
12. Special Inspector
D. PROCESS
1. Statement of Special Inspections Approval
a. Prior to the construction of a project, the Project Manager reviews the
Statement of Special Inspections and confirms through the Registered Design
Professional all required special inspection requirements associated with the
project have been coordinated with the Building Department, have been tailored
to the specific components of the Project and are included in the Building Permit
Set of Construction Documents.
1. The Registered Design Professional is responsible for developing the
Statement of Special Inspections for the project and can be employed by the
Owner to perform the special inspections.
2. The Registered Design Professional is the only responsible party that can
revise the approved Statement of Special Inspections.
b. Once the Statement of Special Inspections has been approved by the CCD
Development Service, the Contractor is required to pick-up the revised permit
and Statement of Special Inspections.

1. Copies of the revised Building Permit and Statement of Special Inspections

are forwarded by the Contractor to the Project Manager.
2. The Project Manager will forward the Statement of Special Inspections to
the Engineering Inspections Manager.
3. The Project Manager will meet with the Special Inspection Manager and
review the Statement of Special Inspections.
a. During the meeting, the Special Inspection Manager introduces the
Special Inspections’ Engineer Inspection Manager assigned to the
project.
1. The Engineer Inspection Manager is designated as the point of
contact for all project site special inspection issues and is accountable
to the Building Official.
2. The Engineer Inspection Manager has the authority to sign off on all
Special Inspections required documentation and is responsible for
providing all Special Inspection information to the Building Official.
3. The Special Inspection Manager will notify the Project Manager and
the Building Official should there be any personnel changes in the
Engineer Inspection Manager or Special Inspectors assigned to the
Project. .
2. Pre-construction Activities
a. Review of Special Inspections
1. Prior to the initiation of construction activities, the Project Manager, the
Contractor’s Project Manager and Superintendent, and the Special
Inspector will meet to review the Statement of Special Inspections.
a. The intent of this meeting is to ensure that construction and
management teams are aware of the requirements associated with the
Statement of Special Inspections, and how they will be conducted during
the construction of the Project.
b. The Project Manager must inform the Contractor that any failure to
comply with this program will result in issuance of a Non-Conformance
Report (NCR) – Form CM 23 Non-Conformance (logged in Non-

Conformance Report Log Form CM-60) or a possible shutdown of the

Project. The Building Official will be immediately notified of the actions
and the Contractor will be held responsible and liable for any
repercussions, including monetary, that might occur because of their
actions or failure to act.
c. The Project Manager will prepare minutes (utilizing the General Meeting
Minute Form PS-41) of the meeting and distribute them to the attendees
after the meeting.
b. Pre-construction meeting
1. At the pre-construction meeting with the project team (DIA and Contractor),
the Project Manager will introduce the Special Inspection Manager.
2. The Special Inspection Manager will provide a brief presentation on the
Statement of Special Inspections, the expected timetable for performing
special inspections and introduce the special inspection team.
3. The Special Inspection Manager will also reiterate that the Special Inspector
is an extension of the CCD Building Department and are under the
jurisdiction of the Building Official, not the DIA Project Manager or the
Contractor.
3. Construction Activities
a. Project Manager Weekly Status Meetings
1. The Project Manager will include special inspections as an agenda item for all
Project Manager’s Weekly Status Meetings.
2. The discussion will be documented on the meeting minutes (utilizing the
General Meeting Minute Form PS-41) under a designated section identified
as “Special Inspections”.
b. Inspection
1. During construction, the Special Inspector shall inspect the types of work
identified in the Statement of Special Inspections for compliance with the
approved Construction Documents, the Denver Building Code and the
applicable referenced material standards in the Denver Building Code.
c. Reports

1. The Special Inspector shall write report(s) and, as directed by the Building
Official, provide other information within the scope of the Special
Inspector’s duties. The Special Inspector shall furnish inspection reports as
required by the Denver Building Code and the applicable referenced material
standards in the Denver Building Code.
2. The reports are to be submitted to the Special Inspection Manager for
review.
3. The Special Inspector will forward final copies of the reports to the Project
Manager and the Registered Design Professional. All reports prepared by
the Special Inspector shall be made available to the Building Official upon
request.
d. Special Inspection Defects refer to the Construction Activity 12.9 – Defects
section of this Guideline for further information on defects
e. Initial Finding
1. A special inspection “defect” is work which is found to not be in conformance
with the Denver Building Code, technical specifications or other material
standards in the Denver Building Code.
2. The Special Inspector shall immediately notify the Project Manager and the
Registered Design Professional verbally when there is non-conformance
with the Denver Building Code, within the scope of their special inspections
activities, or other violation(s) of the applicable technical specifications or
referenced material standards in the Denver Building Code.
a. The notification shall be recorded in the Contractor’s Daily Inspection
Report.
b. The notification shall be recorded in the Special Inspector’s Special
Inspection Report.
f. Non- Conformance Report (NCR)
1. The Special Inspector is required to immediately notify the Contractor in
writing of non-conformances to the approved construction documents, the
Denver Building code or other violations of the applicable referenced
material standards in the Denver Building Code within the scope of their

special inspections activities. Such notification (NCR) shall be issued within

24 hours.
2. The Special Inspector shall provide copies of the Non-Conformance Report
(NCR) – Form CM 23 Non-Conformance to the Building Official, Registered
Design Professional, Engineering Inspections Manager and the Project
Manager.
3. Non-Conformance Report (NCR) – Form CM 23s are logged by the Project
Manager on a Non-Conformance Report Log Form CM-60 and noted as
being related to a special inspection.
a. The Special Inspector will document the issuance of the Non-
Conformance Report in the Special Inspector’s inspection report.
4. Corrective Actions
a. For all deficiencies, the corrective action(s) proposed by the Contractor shall be
sent to the Registered Design Professional and the Building Official for review
and approval.
b. If the corrective action does not change the official permitted Contract
Documents, and is approved by the Registered Design Professional and the
Building Official, the Contractor can proceed with the recommended corrective
action.
c. Acceptable Corrective Action
1. Upon completion of the work, the Special Inspection Manager shall inspect
the work, and if acceptable, Non-Conformance Report (NCR) – Form CM 23
and Non-Conformance Report Log Form CM-60 Non-Conformance to reflect
the corrective action.
2. The Special Inspection Manager will forward the updated Non-Conformance
Report (NCR) – Form CM 23 and Non-Conformance Report Log Form CM-60
the Special Inspector for final disposition and closure.
a. After the Special Inspector has finalized, signed, and closed the Non-
Conformance Report (NCR) – Form CM 23, the Special Inspector forwards
copies to the Contractor, Building Official, Registered Design
Professional and the Project Manager.

b. The closed Non-Conformance Report (NCR) – Form CM 23 is filed in the

Special Inspection Agency’s files.
d. Unacceptable corrective action/change requiring design alteration
1. If the Contractor’s proposed corrective action is unacceptable or if the
Registered Design Professional determines that the design must be altered
or a solution has to be engineered which changes or deviates from the
approved permitted Contract Documents, the Non-Conformance Report
(NCR) – Form CM 23 Non-Conformance and the designed corrective action
must be submitted to CCD Development Services as a revision to the original
permit for processing, for review and approval by the CCD Review Engineer
and Building Official.
2. No work is to be performed on resolving this Non-Conformance item until a
revised permit is issued and posted on the site.
3. After the Non-Conformance Report and the designed corrective action have
been approved, the Contractor shall receive a revised permit issued by CCD.
The Contractor will forward copies of the revised permit to the Project
Manager and Special Inspector.
4. The Contractor can proceed with correcting the non-conformance once the
permit has been received.
5. Upon completion of the correction, the Contractor shall notify the Special
Inspector and request an inspection.
6. The Special Inspection Inspector shall inspect the work, and if acceptable,
update the Non-Conformance Report (NCR) – Form CM 23 to reflect the
corrective action.
7. The Special Inspection Inspector will forward the updated Non-Conformance
Report (NCR) – Form CM 23 and Non-Conformance Report Log Form CM-60
to the Special Inspector Manager for final disposition and closure.
a. After the Special Inspecting Manager has finalized, signed, and closed
the Non-Conformance Report (NCR) – Form CM 23, the Special
Inspection Manager forwards copies to the Contractor, Building Official,
Registered Design Professional and the Project Manager.

b. The closed Non-Conformance Report (NCR) – Form CM 23 is filed in the

Special Inspection Agency’s files.
5. Final Report
a. The Special Inspection Agency develops a Final Report for submission to the
Building Official only after:
1. All special inspections have been completed and are in compliance with the
approved permitted Construction Documents, the Denver Building Code and
the applicable referenced materials standards in the Denver Building Code;
and
2. All Non-Conformance defects have been cleared or exceptions taken have
been documented as being acceptable to the Registered Design
Professional,
b. The Final Report shall meet the requirements as stated in the CCD Building
Permit Policy Special Inspector Qualifications.
c. The Special Inspection Manager forwards copies of the Final Report to the
Registered Design Professional and the Project Manager.
6. Certificate of Occupancy or Certificate of Compliance
a. Only after the Final Report is submitted and approved by the Development
Services Plan Review Engineer will CCD Development Services issue a
Certificate of Occupancy or Certificate of Compliance.
b. The Contractor will forward copies of the Certificate of Occupancy or Certificate
of Compliance to the Project Manager and Special Inspector.
c. The Project Manager shall not close out the project or release retainage to the
Contractor until the approved Final Report and Certificate of Occupancy or
Certificate of Compliance have been received.
E. DOCUMENT CONTROL
1. CCD Development Services permits, including revised permits if applicable
3. Project Manager Weekly Status Meeting Minutes
4. Special Inspector inspection reports

5. Special Inspection Deficiency Log

6. Non-Conformance Report(s), and updates to include corrective actions
recommendations and completion
7. Executed Non-Conformance report(s)
8. Non-Conformance Report Log
9. Final Report
10. Certificate of Occupancy or Compliance
11. Pre-Construction meeting minutes
F. REFERENCES
1. Form link
a. Deficiency
b. Deficiency Log Form CM-03
c. Non-Conformance Report (NCR) – Form CM 23
d. Non-Conformance Report Log Form CM-60
e. General Meeting Minute Form PS-41
2. Process link
3. Other
a. Statement of Special Inspections Sample
b. Denver Building Code
c. Section 110 of the 2011 Denver Amendment to the 2009 International Building
Code (IBC)
d. Section 140 of the 2011 Denver Amendment to the 2009 International Building
Code

e. Section 1704 of the 2011 Denver Amendments to the 2009 International

Building Code (IBC)
f. Certificate of Occupancy Sample
g. Certificate of Compliance Sample
h. Design Activity 11.19 – Statement of Special Inspections
i. Construction Activity 12.9 – Defects
j. CCD Building Permit Policy Special Inspector Qualifications
k. Final Report Sample
END OF SECTION

12.11 PROJECT COORDINATION

A. BACKGROUND
1. The Project Manager is the driving force ensuring that proper coordination occurs
between all parties involved in the project. This coordination effort includes the
timely exchange of information with the Contractor, the Designer of Record, the
FAA (when applicable), other DIA divisions and sections, and city agencies outside
the airport. Since coordination issues can require considerable discussion, they
should be on the agenda for every Construction Progress Meeting.
B. KEY TERMS
1. Coordination
C. RESPONSIBILITIES
1. Contractor
2. Contractor’s QC Coordinator
4. Director
5. FAA, State agencies or city departments
6. Project Manager
7. QA Coordinator
8. QA Materials Testing Lab
9. Test Technician
D. PROCESS
1. The Project Manager is responsible for initiating coordination efforts for issues such
as the following:
a. Contract provisions or construction issues that affect and involve other projects
shall be coordinated with the affected Project Managers and the appropriate
Director as necessary.
b. Instances where a coordination effort is contractually assigned to the Contractor
shall be logged and monitored for execution by the Project Manager.

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c. Coordination with the QA Materials Testing Lab and test technicians must be
initiated by the Contractor’s QC Coordinator through the Project Manager. The
Contractor’s QC Manager must forecast his testing needs and notify the QA
Coordinator one week ahead of the required test(s). In certain instances the QA
coordinator will arrange for direct communications between the QC Coordinator
and the test technician.
d. Issues regarding design problems or design changes must be coordinated
between the Project Manager and the Designer of Record. If there is a separate
design Project Manager, he/she shall also be included.
e. Requests for information by the FAA, State agencies or city departments must
be coordinated between the Project Manager and the appropriate Director to
ensure that the Project Manager’s response is appropriate, accurate and
complete.
f. Traffic Planning and Construction Staging
1. Landside
a. Traffic planning involves the Contractor furnishing plans and designs for
traffic control and haul routes to be used during construction. The
Contractor is responsible for developing and submitting these plans to
the Project Manager for approval prior to the initiation of any
construction activities.
b. Traffic Control plans shall be developed in accordance with Technical
Specification 015525.
c. The Contractor shall submit the Traffic Control plans for review to the
Project Manager in accordance with the project submittal process.
2. Airfield
a. Traffic control plans, haul routes, haul route monitors, and the location of
flaggers are provided by DIA and are detailed on the contract
construction drawings. Contractors are not allowed to deviate from
these plans without prior written approval from the Project Manager and
FAA.
3. Construction Staging Areas

a. Construction staging areas are provided by DIA and are detailed on the
contract construction drawings. The Contractor is not allowed to deviate
from these plans without prior written approval from the Project
Manager. If the Contractor needs additional space or a different location
for staging, a written request shall be provided to the Project Manager to
review. The Contractor will also provide detailed drawings of the
requested location of the staging area.
E. DOCUMENT CONTROL
1. N/A
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Technical Specification 015525
END OF SECTION

12.12 CONTRACT FILES

A. BACKGROUND
1. Contract files shall be stored in accordance with the DIA Project Filing System.
2. The contract filing system, associated with the overall project document control and
records management system, provides the framework to allow anyone with
appropriate access to find any project documents.
B. KEY TERMS
1. Contract document filing system
2. Project folder
3. Record contract documents
C. RESPONSIBILITIES
1. Project Manager
2. Records Management Control
D. PROCESS
1. Contract File Storage
a. All record contract documents associated with managing the project are to be
electronically stored, in specific contract folders, in accordance with the format
required by the DIA Project Filing System.
b. It is the Project Manager’s responsibilities to set up and maintain the contract
document filing system.
2. Establishing a Project Folder
a. The Project Manager will contact Records Management Control and request a
project folder to be setup using the Project Initiation Setup Form. Once Records
Management Control has setup the project folder, they will email the folder link
b. After verifying access to the project folder, the Project Manager will set up the
document file folders within the Project Folder.
c. The Project Manager is responsible for confirming the contract filing system
complies with DIA’s specific format for setting up folders associated with a

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project or contract, as described in the Introduction 1.9 - Folder Format and

Document Serialization section of this Guideline.
3. Project Filing System Closeout
a. Once the contract has been officially closed out in accordance with DIA’s
procedure for closeout as described in Construction Activity 12.31 - Construction
Contract Closeout, the Project Manager is responsible for notifying Records
Management that the project is closed and the documents are ready to be
archived.
E. DOCUMENT CONTROL
1. Project Initiation Setup Form
2. Construction Contract Closeout
F. REFERENCES
1. Form link
a. Project Initiation Setup Form
2. Process link
a. N/A
3. Other
a. DIA Project Filing System
b. Introduction 1.9 - Folder Format and Document Serialization
c. Construction Activity 12.31 - Construction Contract Closeout
END OF SECTION

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12.13 SENSITIVE SECURITY INFORMATION (SSI)

A. BACKGROUND
1. The Code of Federal Regulations (CFR) 49 Part 1520 describes the handling and
protection of Sensitive Security Information (SSI) which is information that the TSA
has determined to reveal a systemic vulnerability of the aviation systems,
vulnerability of aviation’s facilities to attack, or be detrimental to the security of the
airport if disclosed to unauthorized persons. In general, SSI is information obtained
or developed, the disclosure of which the TSA has determined would:
a. Constitute an unwarranted invasion of privacy (including, but not limited to,
information contained in any personnel, medical, or similar file);
b. Reveal trade secrets or privileged or confidential information obtained from any
person; or
c. Be detrimental to the security of transportation.
2. Technical Specification 011420 further details DIA’s and the Project Manager’s
responsibility regarding safeguarding Sensitive Security Information.
3. This section pertains only if Sensitive Security Information is involved in the project.
B. KEY TERMS
2. Scope of Work
3. Sensitive Security Information
4. Transportation Security Administration
C. RESPONSIBILITIES
1. Contractor
2. DIA Security Advisor
3. Director
4. Program Security Manager in Operations – Airport Security
5. Project Manager
6. Subcontractors

7. TSA
D. PROCESS
See Sensitive Security Information (SSI) – Construction Workflow
1. It is not possible to have a definitive list of all the types of SSI documents. Each
project is unique and therefore the Project Manager shall coordinate a meeting with
the Program Security Manager in Airport Security, to get a clear understanding of
the documents TSA considers SSI for the individual project. If a meeting is required
with the TSA, Airport Security will arrange it. This meeting is held once the scope of
work is clearly defined but before any documents have been released to the
Contractor. Meeting minutes shall be written utilizing the General Meeting Minute
Form PS-41.
2. If the project contains SSI, after the contract is awarded and prior to the initiation of
any construction activities, the Project Manager will distribute the following forms
to the Contractor.
a. PS-17 – Confidentiality and Non-Disclosure Agreement
b. PS-18 – List of SSI released and Recovered Documents
c. PS-19 – Request for Disclosure
d. PS-20 - SSI Return or Destruction Compliance Form
3. PS-17 – Confidentiality and Non-Disclosure Agreement
a. The Contractor and their respective Subcontractors must sign a PS-17 –
Confidentiality and Non-Disclosure Agreement prior to receiving any SSI
documentation.
b. The Project Manager is required to witness the contractor’s signing of the PS-17
– Confidentiality and Non-Disclosure Agreement. Once this has taken place, the
Project Manager is to sign and date it.
c. The Project Manager is responsible for obtaining and filing the signed PS-17 –
Confidentiality and Non-Disclosure Agreement from all the individuals (including
subcontractors) who have access to SSI and file them in the designated folder
located in their project files.
d. SSI documents must remain under the strict control, at all times, of those who
have signed the agreement. When not in their physical possession, the

documents must be stored in a secure, lockable, container as defined in Federal

regulations 49 C.F.R. part 1520. When no longer needed the information must be
either returned to the Project Manager or destroyed in a manner to preclude
recognition so that no reconstruction of the information is possible.
4. PS-18 – List of SSI released and Recovered Documents
a. The Project Manager is required to track the distribution and recovery or
destruction of all the SSI documents documenting this activity by using PS-18 –
List of SSI released and Recovered Documents.
b. The Project Manager has the overall responsibility to keep the list of all SSI
materials released during the project, with company information as well as
released and recovery/destroyed dates of the SSI. This record will act as a ledger
from which to track SSI material. Since the contents of selected SSI documents
are of such sensitive nature, the use of said documents must be restricted to the
airport premises.
5. PS-19 – Request for Disclosure
a. The Project Manager will require the Contractor to prepare a PS-19 – Request
for Disclosure listing which SSI documents the Contractor has in their possession
and reconcile it against the PS-18 – List of SSI released and Recovered
Documents. Any discrepancies will be brought to the attention of the Contractor
immediately. The Project Manager may elect to issue a Non-Conformance
Report (NCR) against the contractor’s quality control program as a method to
document and resolve the situation. Since this is a violation of a Federal statute,
the Project Manager should immediately discuss this situation with their
appropriate Director and determine the proper course of action.
b. At the end of the contract, the Contractor is responsible for gathering all SSI
documents from their staff and Subcontractors and either return them to the
Project Manager or destroy them in a manner described above.
6. PS 20 - SSI Return or Destruction Compliance Form
a. As part of the Contract Close Out process, the contractor is to complete the PS
20 - SSI Return or Destruction Compliance Form and forward it to the Project
Manager. Upon receipt, the Project Manager will verify that the information
contained on the form is correct and that the contractor has signed and dated it.

The Project Manager will notify the Contractor if any discrepancies are
discovered. The project cannot be closed out until all inconsistencies are
resolved.
7. E-mail
a. Once SSI forms are signed, emailing of the documents is allowed only if the
attached documents are password protected. They are not to be part of the
body of the email. Electronic storage of the SSI Package will have to be
password secured or the network should have limited access. Hard copies of the
SSI documents are to be locked up in a secure container or file cabinet.
8. The Project Manager is ultimately responsible for obtaining these completed SSI
forms and documents from any person associated with DIA that was involved with
the project’s SSI package.
E. DOCUMENT CONTROL
a. Meeting Minutes from initial meeting with Airport Operations and TSA
e. PS 20 - SSI Return or Destruction Compliance Form
F. REFERENCES
1. Form link
e. PS-20 – SSI Return or Destruction Compliance Form
f. PS-17 – Confidentiality and Non-Disclosure Agreement
2. Process link
a. Sensitive Security Information (SSI) – Construction Workflow

3. Other
a. Code of Federal Regulations (CFR) 49 Part 1520
b. Technical Specification 011420
END OF SECTION

12.14 MULTIPLIER FACTOR AND CORE STAFF LABOR RATES: ON-CALL CONTRACTS
A. BACKGROUND
1. When responding to a Request for Proposal, DIA requires the contractor to complete
two forms which will show how they developed and calculated their core staff billing
rates. These required forms are Submittal 1 – Fringe Benefit Calculation -
Construction and Exhibit D – Core Staff Labor Rate Schedule. Both of these forms
are required submittals in the initial Request for Proposal package.
B. KEY TERMS
1. Colorado Open Records Act
2. Fringe Benefit
3. Multiplier factor
4. Overhead / Profit
C. RESPONSIBILITIES
1. Contractor
2. Subcontractors
D. PROCESS
1. Submittal 1 – Fringe Benefit Calculation - Construction
a. This submittal is designed to calculate the Fringe Benefit and Overhead/Profit
Multiplier Factor. This resulting multiplier is subsequently used in the Exhibit D –
Core Staff Labor Rate Schedule to calculate the billable hourly rates for core staff
personnel the Contractor and Subcontractors intends to bill to DIA during the
project.
b. The Submittal 1 – Fringe Benefit Calculation - Construction is provided with the
Initial On Call Construction and/or Firm Fixed Price Request For Proposals (RFP)
so that the Contractor and any known Subcontractors can calculate their
respective Fringe Benefit and Overhead/Profit Multiplier Factor(s).
c. The Submittal 1 – Fringe Benefit Calculation - Construction is emailed (Excel
format only) separately and directly to the appropriate Director for review and
evaluation. The Submittal 1 – Fringe Benefit Calculation - Construction contains

Section 12.14 - Multiplier Factor and Core Staff
Version 1.0 - 05/14 Page 506 of 630
Labor Rates: On-Call Contracts
potentially proprietary information and the intent is to shield the Submittal 1

calculator from becoming part of the Contract Documents and thereby not
subject to the Colorado Open Records Act.
d. As On Call projects are identified (before awarding the Task Order) the Submittal
1 – Fringe Benefit Calculation - Construction should be sent out to any
Subcontractors that are expected to work on the new Task if DIA has not already
received and approved a Fringe Benefit and Overhead/Profit Multiplier Factor
file from that entity.
e. Fringe Benefit and Overhead/Profit Multiplier Factor Limitations for On Call
Contracts
2. Acknowledgement Letter
a. Once the Multiplier Factors have been approved the Project Manager shall
prepare an Acknowledgment Letter to the Contractor listing the accepted
Multipliers that they are allowed to use on the project.
3. Exhibit D – Core Staff Labor Rate Schedule
a. The Exhibit D – Core Staff Labor Rate Schedule is provided with the Initial On Call
Construction and/or Firm Fixed Price Request for Proposal so that the Contractor
and any known Subcontractors can present their respective core staff billable
rates for review and approval.
b. This exhibit is used to list the Prime Contractor’s and/or Subcontractor’s core
staff employees including:
1. their initial hourly base rates (salary/2080 hours)
2. the Fringe Benefit and Overhead/Profit Multiplier Factor (from Submittal 1 –
Fringe Benefit Calculation - Construction)
3. and the resulting billable hourly rates to DIA. This exhibit will be submitted
with the rest of the RFP and will become part of the Contract Documents.
c. This Exhibit D – Core Staff Labor Rate Schedule is not job title specific, it is
employee specific. The billable hourly rate for each employee must be reviewed
and agreed to before the employee begins work at DIA.

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4. As On-Call projects are identified, this exhibit is sent out (before awarding the Task
Order) to any new Subcontractors that are expected to work on the new Task if DIA
has not already received and approved an Exhibit D – Core Staff Labor Rate Schedule
file from that entity.
E. DOCUMENT CONTROL
b. Exhibit D – Core Staff Labor Rate Schedule
c. Submittal 1 – Fringe Benefit Calculation - Construction
F. REFERENCES
1. Form link
b. Exhibit D – Core Staff Labor Rate Schedule
c. Submittal 1 – Fringe Benefit Calculation - Construction
2. Process link
a. N/A
3. Other
a. Colorado Open Records Act
END OF SECTION

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12.15 CM/GC FEE PROPOSAL

A. BACKGROUND
1. The Construction Management / General Contracting (CM/GC) Fee Proposal is a
two-part proposal.
a. The first part calculates the cost of the preconstruction phase of the project.
b. The second part captures the Contractor’s fee.
2. The Construction Management / General Contracting Fee Proposal consists of
Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts) and
Schedule D-2: CM/GC Fee Proposal (CM/GC Contracts).
B. KEY TERMS
1. Construction Management / General Contracting (CM/GC)
2. Cost proposal
3. Fringe Benefit Multiplier Factor
4. General and Administrative (G&A)
5. Preconstruction phase
C. RESPONSIBILITIES
1. Contractor
2. Subcontractor
D. PROCESS
1. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts) should be
used by the Contractor to provide the labor and expenses cost proposal for a
Construction Management / General Contract.
a. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts)
combines the Fringe Benefit Multiplier Factor calculator and the Preconstruction
Phase Services cost proposal into one document.
1. The Fringe Benefit Multiplier Factor is used to calculate a fringe benefit
percentage to add to the base wage rate creating a loaded billable labor rate
for the Contractor or Subcontractor’s core staff employees working on a
project.

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2. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts)

provides a format for the Contractor to capture the labor hours required and
other expenses associated with the preconstruction phase of the project.
b. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts) includes
the following detail:
1. Direct Loaded Salary Expense
2. Contractor’s Direct Non-Salary Expenses
3. Contractor’s Profit Percentage
4. Subcontractor Expenses
5. A total Not-To-Exceed amount for the Preconstruction Services Phase
2. Exhibit D-2: CM/GC Fee Proposal (CM/GC Contracts) should be used by the
Contractor to provide the overhead and profit fee proposal for a Construction
Management / General Contract (CM/GC).
a. Exhibit D-2: CM/GC Fee Proposal (CM/GC Contracts) presents the Contractor’s
CM/GC Fee Percentage as a combination of:
1. Profit percentage, plus
2. General & Administrative (G&A) percentage
3. NOTE: All Home Office Overhead is assumed to be included in the overall
Fee.
E. DOCUMENT CONTROL
1. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts)
2. Exhibit D-2: CM/GC Fee Proposal (CM/GC Contracts)
F. CONSTRUCTION MANAGEMENT / GENERAL CONTRACTING FEE PROPOSAL REFERENCES
1. Form link
a. Exhibit D-1: Preconstruction Phase Services Proposal (CM/GC Contracts)
b. Exhibit D-2: CM/GC Fee Proposal (CM/GC Contracts)
c. Process link
d. N/A

2. Other
a. N/A
END OF SECTION

12.16 SALES & USE TAX EXEMPTION – EXECUTIVE ORDER 45

A. BACKGROUND
1. Executive Order XO 46: State of Colorado Sales and Use Tax Exemption Policy
establishes the policy for the State of Colorado Sales and Use tax Exemption for
construction and building materials.
2. All sales of construction and building materials to Contractors and Subcontractors
for permanent use in the building, erection, alteration, or repair of structures,
highways, roads, streets, and other public works owned and used by the City &
County of Denver are exempt from sales and use taxes imposed by the State, RTD,
Metropolitan Stadium District, and the Scientific and Cultural Facilities District.
3. All sales of construction and building materials to Contractors and Subcontractors,
without exception, are subject to sales and use taxes imposed by the City & County
of Denver.
4. Building materials used in conjunction with a construction project owned and used
by the City & County of Denver, but that do not become part of the finished
structure and are removed from the site once the project is completed, are subject
to full sales and use taxes from all taxing jurisdictions.
B. KEY TERMS
1. Change Orders
2. Forced Account work
3. Sales Tax Exemption Certificate
4. Stored Materials
5. Task Orders
6. XO 46: State of Colorado Sales and Use tax Exemption Policy
C. RESPONSIBILITIES
1. Colorado Department of Revenue
2. Contractor
3. Project Manager
4. Subcontractor

Section 12.16 - Sales & Use Tax Exemption –
Version 1.0 - 05/14 Page 512 of 630
Executive Order 45
D. PROCESS
7. For Forced Account work, Change Orders, Task Orders, Stored Materials and any
type of negotiated work, the Project Manager should monitor material purchases
and sales tax very closely to ensure that sales taxes are appropriately applied.
8. All invoices must include line item detail, including sales taxes, for all charges.
a. Any invoices submitted as backup for pay applications that state “Includes Sales
Taxes” must be returned so that the line item detail can be disclosed, unless the
Contractor can provide appropriate documentation supporting the sales tax
amount(s).
9. It is the Contractor and/or Subcontractor’s responsibility to apply to the Colorado
Department of Revenue to obtain the appropriate Sales Tax Exemption Certificate
allowing certain materials used in the construction or renovation of a project for a
tax exempt entity to be purchased free of State, RTD, and District sales taxes.
a. Within 2 weeks of the Notice to Proceed, the Project Manager shall request a
copy of the Sales and Use Tax Exemption Certificate from the Contractor and all
of their Subcontractors.
b. The Sales Tax Exemption Certificate (s) should be placed in the project file.
E. DOCUMENT CONTROL
1. Sales Tax Exemption Certificate(s)
F. REFERENCES
1. Form link
a. N/A
2. Process link
a. N/A
3. Other
a. Executive Order XO 46: State of Colorado Sales and Use Tax Exemption Policy
b. Index of all Executive Orders.
END OF SECTION

12.17 PAYMENT PROCESSING

A. BACKGROUND
1. The processing of payments is a contractual requirement for projects and sets into
motion the tracking of costs vs. budgets on the project. Payment Processing for
construction contracts is governed by General Contract Conditions 902.2.
2. In December 2001, the City & County of Denver adopted a Prompt Pay Ordinance
for DIA which requires that for complete and responsive invoices, payments be
processed within 36 calendar days from the invoice date (the invoice interest accrual
date).
a. Of those 36 calendar days, the DIA has 26 days and the City has 10 days to
review and prepare the check.
1. April 01, 2013 DIA Standard Policies and Procedures, Contract Invoice
Prompt Payment Policy revised DIA’s contract invoice process time line policy
to 21 days with a goal of processing a total of 13 days.
b. The prompt pay clock begins on the date of the Contractor’s invoice unless that
invoice date is more than 10 days before Business Management Services’ date
stamp, in which case the clock starts with the date stamp.
c. If the prompt pay timing deadline is not met, additional interest expense will be
paid to the Contractor and assessed to the project.
1. This interest penalty is assessed automatically.
3. Textura
a. Construction contracts worth $1,000,000 or more are required to use Textura to
process Pay Applications.
B. KEY TERMS
1. Payment Application
2. Invoice Package
3. Prompt Pay
4. Encumbered
5. People Soft

6. Maximo
7. Interest Accrual Date
C. RESPONSIBILITIES
1. Contractor
2. Subcontractor
3. Project Manager
5. Business Management Services Administrator
6. Contract Administration Team
7. Accounts Payable
8. Prevailing Wage Department
9. Controller
D. PROCESS
See Construction Payment Processing Workflow
1. Contractor Submittal of Invoice
a. Per General Contract Conditions 902.2 Contractor’s invoices are due to the
Project Manager by the day of the month agreed to in writing for services
performed in the previous 30 day period.
b. Prior to developing the application for payment the Contractor shall have a
Schedule of Values Form CM 89 approved by the PM. Refer to Technical
Specification 012910 – Schedule of Values.
c. Project Using Textura (ONLY) Once the Schedule of Values Form CM 89 has been
approved, the Project Manager will export the Schedule of Values Form CM 89
to Excel and forward it on to Textura.
d. The Contractor prepares their payment application using Primavera Contract
Management (PCM). Once completed, the Contractor notifies the Project
Manager that the pay application has been created and is ready for their review.

e. There are numerous submittals required with each payment application

(schedule updates, partial lien releases, status updates, submittals, etc.) as
outlined in both the General Conditions and in the Special Conditions for each
Contract.
f. With each Application for Progress Payment Form CM-18, the Contractor is
required to submit Partial Lien Releases Form CM-26 from all Subcontractors
that have worked on the project and the Contractor’s Certification of Payment
Form CM-19.
g. Using Submittals Form CM-30, contractor shall submit all required submittals as
stated in the Technical Specifications and Contract documents
2. Project Manager Initial Review of Invoice
a. The Project Manager reviews the Application for Progress Payment Form CM-18,
related supporting documentation, and submittals and makes a determination
whether to approve or reject the submitted invoice.
b. Progress payment is acceptable
1. If the Project Manager determines that the Application for Progress Payment
Form CM-18 is acceptable, he/she will “certify” it in Primavera Contract
Management and inform the Contractor their pay application has been
initially approved and they can finish developing the pay application package
and submit it to Business Management Services for processing and payment.
2. Projects Using Textura (ONLY) The Project Manager will export the certified
Schedule of Values to Excel and forward it to Textures
3. Prior to approval, with each pay application, the PM shall always verify that
there is adequate funds in their project budget.
c. Progress payment is rejected
1. If the Project Manager determines the Application for Progress Payment
Form CM-18 is not acceptable, he/she will notify the Contractor of the
discrepancies and work with them to resolve the issues so that the
Contractor can resubmit it for approval.
2. Below is a list of the more common, though not all encompassing, reasons
why monthly invoicing may be rejected.

a. Billing amount exceeds the contract amount

b. Inadequate documentation
c. Subcontractor lien releases not submitted
d. Previous corrections or adjustments not reflected
e. Required submittals missing
f. Math errors
g. Signature missing
h. Project Manager recommendation
i. Prevailing Wage disapproval
j. Inadequate documentation for stored materials
3. Contractor Formal Submission of Invoice to Business Management Services
a. Once certified, the Contractor submits their Application for Progress Payment
Form CM-18 package to Business Management Services electronically by
emailing it to their universal email address
ContractAdminInvoices@flydenver.com for further payment processing.
b. The invoice date will generally be the certification date but could be later if the
Contractor chooses to roll the date forward to accommodate the time required
to prepare the whole Application for Progress Payment Form CM-18.
4. DIA Processing of Invoice
a. Once received and logged in, the Contract Administration in Business
Management Services Administrator will notify the Project Manager there is a
Contractor’s payment application pending their review and approval in their
folder located on the shared drive: S:\\Contract Pay Applications\Construction
Project Managers.
b. The Project Manager will download the pay app to his project folder and
generate an electronic copy of the Budget Summary Sheet in Primavera Contract
Management and save it in the project folder. The Project Manager will
combine both documents using Adobe, digitally sign and date the Application for
Progress Payment Form CM-18 and attach the signed copy in Primavera Contract
Management.

c. The Project Manager will upload the signed and approved payment application
package into the All Approved Pay Application from PM folder located on the
shared drive: S:\Contract Pay Applications\Construction Project Managers\All
Approved payment applications From Project Managers and inform the Business
Management Services Administrator that the pay application is approved for
processing.
d. Business Management Services Administrator (BMSA) will download the file
and begin their review process of the payment application. If during this review,
the Business Management Services Administrator determines that the
submitted invoice amounts need to be modified (Disallowed or Pending items),
they will make those adjustments and forward copies of the modified pay
application to the Project Manager and Contractor as notification.
e. If the Contractor is not notified within the required 10 calendar days, the invoice
is deemed to be complete and responsive.
f. If the invoice submitted is not complete and responsive, the Invoice Interest
Accrual Date will begin when the invoice is resubmitted with corrections.
g. After review and approval by the Contract Administration Team in Business
Management Services, the Application for Progress Payment Form CM-18 is
forwarded by the Business Management Services Administrator to Accounts
Payable.
h. Accounts Payable confirms there are enough funds encumbered to pay the
invoice. The data is also entered into PeopleSoft (The City and County of
Denver’s system) and Maximo (DIA’s system). The Application for Progress
Payment Form CM-18 is printed and couriered downtown to the Prevailing
Wage Department to verify the certified payroll. After the Prevailing Wage
Department approval the Application for Progress Payment Form CM-18 is
forwarded to the Controller’s Office to issue the check.
i. Rejected Pay Applications:
1. If the Project Manager rejects the invoice, the Project Manager will notify
Business Management Services who will notify the Contractor.
2. If Business Management Services rejects the invoice, Business Management
Services will notify the Project Manager and the Contractor.

3. If Accounts Payable rejects the invoice, Accounts Payable will notify the
Project Manager who notifies the Contractor.
4. If Prevailing Wage rejects the invoice, Prevailing Wage will notify the
Contractor.
5. Subcontractor Payments
a. Under the prompt pay ordinance, the Contractor is required to pay their
subcontractors within 7 days from the date they receive a check from the City.
b. The Contract Administration Team in Business Management Services is
responsible for ensuring prompt payment to Subcontractors by monitoring the
partial lien releases submitted with each pay application.
c. If the Contractor is not in compliance, Contract Administration may withhold
payment from a Prime Contractor and notify both the Prime Contractor and the
Project Manager.
d. If the Contractor continues to be slow of delinquent paying their Subcontractors,
the City may also elect to issue separate checks to both the Contractor and their
Subcontractors.
6. Prompt Pay Ordinance
a. Per the Prompt Pay Ordinance, the Contractor must pay the subcontractors
within 7 days of receiving payment from DIA.
b. The prompt pay timeline begins on the later of the date of the Contractor’s
invoice or in the case of invoices that are not complete or responsive, the date
on which the invoice is submitted to DIA complete and responsive (known as the
Interest Accrual Date).
c. The prompt pay timeline will also be adjusted if the date the invoice is received
by Business Management Services is more than 10 days from invoice date. In
these cases the prompt pay timeline will start on the date the invoice was
received.
d. Business Management Services has 24 hours to log and stamp the invoice
“Received” after receiving the Contractor’s invoice.
E. DOCUMENT CONTROL
1. Application for Progress Payment

2. Budget Summary Sheet

F. REFERENCE
1. Form Link
a. Application for Progress Payment Form CM-18
b. Schedule of Values Form CM 89
c. Partial Lien Releases Form CM-26
d. Contractor’s Certification of Payment Form CM-19
e. Budget Summary Sheet
2. Process Link
a. Construction Payment Processing Workflow
3. Other
a. General Contract Conditions 9002.2
b. Prompt Pay Ordinance
END OF SECTION

12.18 CONTINGENCIES
A. BACKGROUND
1. Contingency is a special monetary designated provision that is established in the
project budget. Its’ purpose is to cover uncertainties or unforeseeable issues or
impacts to the costs as result of a change in schedule or scope of a project or
unforeseen construction issues. The size of the contingency is usually based on the
risk associated with the design and construction of the project. At the initial project
development stage, it should not be less than 10% of the engineer’s estimate of the
project cost. However, the more risk involved to the Owner, the higher the
contingency.
2. Reasons for Contingency
a. Incomplete Plans
b. Changes by Owner
c. Mistakes by Architects and Engineers
d. Unforeseen construction issues
e. Incorrectly specifying material or a product that is no longer in production or
available.
B. KEY TERMS
1. Construction Management, General Contracting (CMGC)
2. Contingency fund
3. Encumber
4. Guaranteed Maximum Price (GMP)
5. Risk
6. Value engineering
C. RESPONSIBILITIES
1. Director
2. Finance
3. Owner

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5. Project Manager
6. Supervisor
D. PROCESS
1. The Project Manager is responsible for ensuring a Contingency Fund has been
established and encumbered for the construction phase of the contract. If an initial
contingency amount was established at the time the Business Case was approved,
the Project Manager needs to evaluate and determine if it is sufficient enough for
the project scope and associated risk. If the initial amount is not sufficient, the
Project Manager should meet with the appropriate Director and if necessary the
Project Controls Estimator and determine an appropriate level. Once the revised
amount has been determined, the Project Manager will forward this information to
Finance so that additional funds are transferred into the account and encumbered
to support this new value. If additional funds are not available, the Project
Manager, Supervisor and Director, and end user will try to reduce the budget
through additional value engineering.
2. Managing the Contingency
a. Finance assigns one project number which includes the overall cost of the
project including any contingency. Based on that the Project Manager is
responsible for managing the contingency and ensuring there is an appropriate
amount to support the ongoing construction and project management activity.
At a minimum, the Project Manager should evaluate the contingency at the 50%
level of construction. Should it be deemed necessary to secure additional funds,
the Project Manager shall follow the steps outlined above.
3. Different Types of Contingencies
a. Construction Management, General Contracting (CMGC) and Design Build
Contracts
1. For CMGC and Design Build contracts, there are two contingency amounts
established. One is established in the Guarantee Maximum Price (GMP) and
the other is established in the Owner’s project budget.

2. Contingency amounts are based for the most part on the amount of risk that
is involved in constructing a project. For CMGC and Design Build, the amount
of risk is based on the design phase within which the GMP is based upon.
3. If the GMP is developed at 30% design phase, there is a very high risk to the
Contractor. Therefore, the GMP construction contingency is higher and could
be as much as 30% of the engineer’s estimate of the project cost.
4. If the GMP is developed at the 60% phase, the risk begins to go down for the
Contractor.
5. Finally, if the GMP is established at the 90% design phase, the risk is minimal
to the Contractor. Usually at this phase the contingency is more in the single
digit range, no more than about 10%.
a. Use of the GMP Contingency – During construction, the only way the
Contractor may access the GMP contingency is by sending a formal
request to the Project Manager and receiving their written approval. The
Contractor’s request must state the amount they are requesting and the
reason for the request. The Contractor must include some form of
documentation (invoices, receipts, bid information, etc…) supporting and
verifying that the amount requested was properly used in association
with the project and specifically the contingency issue in order to receive
payment when submitting a pay application. If the Contractor does not
provide sufficient documentation, the Project Manager may elect to
reject the total or partial amount requested.
b. Fixed Price Contracts
1. For fixed price contracts the only established project contingency is the one
(Owner’s Contingency) developed by the Project Manager when creating the
construction budget. With regard to the construction contractor’s
contingency, unless specified in the bid documents, there are no line items
associated with contingency in the contractor’s bid. The Contractor may
incorporate one into his bid items which is not shared with the Owner.
E. DOCUMENT CONTROL
1. Contingency budgets
2. Contractor written approval for use of contingency

3. Engineer’s estimate
F. REFERENCE
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

12.19 ALLOWANCES
A. BACKGROUND
1. An allowance is a designated monetary amount associated with specific activities or
items that are required for the construction of a project, but where a total cost can’t
be clearly defined or established at the time the project is being bid (e.g. welding
inspections costs, permit costs, outside utility design, etc.).
B. KEY TERMS
1. Allowance
2. Bid tabulation form
C. RESPONSIBILITIES
1. Contractor
2. Project Manager
D. PROCESS
1. The Project Manager determines an estimated value for the Allowance and enters it
on the Bid Tabulation Form. Allowances are shown on the Bid Tabulation Form as a
separate line item or line items. The Project Manager shall specify the detailed
activities associated with Allowances in the technical specifications and on the Bid
Tabulation Form.
2. Usage of Allowance
a. Requesting and Approving Authorization of Allowance
1. To receive authorization the Contractor must complete the Allowance
Authorization form CM-95 and submit it to the Project Manager.
2. The Project Manager is responsible for reviewing and approving any
Allowance authorization request. Upon receipt of the Allowance
Authorization form CM-95, the Project Manager reviews it, ensures the
Contractor has properly completed the form, and has attached all of the
required supporting documentation.
a. If it is acceptable, the Project Manager signs and dates it and forwards a
copy of the executed document back to the Contractor.

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b. If it is unacceptable, the Project Manager will identify on the form that it

is rejected and will attach a letter or memo stating the reason(s) for the
rejection. The Project Manager will then forward a copy of the rejected
authorization form back to the Contractor. If the request is denied the
Project Manager should not sign the rejected request.
b. Applying for Payment
1. Once the Contractor has received a copy of the executed approved
Allowance Authorization form CM-95 package they shall include the
approved amount in the designated section of the schedule of values, attach
the complete Allowance Authorization form CM-95 package to the Payment
Application and submit to the Project Manager in accordance with the
contract requirements. The Allowance Authorization form CM-95 package
must be attached to the Application for Payment in order for the Allowance
portion to be paid.
E. DOCUMENT CONTROL
1. Allowance Authorization Package
2. Application for Payment
3. Memo stating reason for Allowance Authorization rejection
F. REFERENCE
1. Form Link
a. Allowance Authorization form CM-95
b. Bid Tabulation Form
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

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12.20 STORED MATERIALS

A. BACKGROUND
1. Stored materials are defined as permanent materials or equipment, not yet
incorporated into the work, that are delivered to the site on the airport property or
at other sites in the vicinity that are acceptable to the Owner.
B. KEY TERMS
1. Schedule of Values (SOV)
C. RESPONSIBILITIES
1. City
2. Contractor
4. Director
5. Owner
6. Project Manager
7. Supervisor
D. PROCESS
1. Payment for Stored Materials
a. The City is not required to pay for stored materials however, if requested by the
Contractor the Project Manager in consultation with the appropriate Director
may approve payment for such items on a case-by-case basis.
b. The City will only consider paying for stored permanent materials.
c. Prior to the beginning of construction, if the Contractor would like to receive
payment for such permanent items or equipment, they are to make a request to
the Project Manager in writing. This request should include a list of the items
that he is requesting payment for and include the line item they are associated
with.

d. Upon receipt of this request, the Project Manager will arrange a meeting for
both parties to review and discuss the issue.
e. Schedule of Values Form CM 89
1. If the Project Manager agrees to pay for such items then in accordance with
Division 1, Technical Specification, Section 012910, the Contractor shall
include with their initial Schedule of Values Form CM 89 submittal, a
separate section within the schedule identifying the stored material items.
Under the stored materials section schedule, the Contractor should list a line
item for each stored item or equipment and a quantity that they intend to
bill for.
2. The value shown for each stored material line item identified in the initial
Schedule of Values Form CM 89 should show a dollar amount of zero ($0) or
left blank, within the section titled as “Original Contract”, “Change Order
Summary”, and “Revised Quantity”. A value other than that will increase the
overall contract value, which is not acceptable.
3. Prior to accepting the Schedule of Values Form CM 89 stored materials
schedule, the Project Manager and Contractor must agree on a
methodology that will be used to bill the stored materials and how it will
correlate with the particular bid item. It must also detail how much the
Project Manager will allow to be billed against a completed line item(s) for a
particular period and the amount that should be subtracted from the
previous paid associated stored material(s) value(s). This process is
important because it avoids DIA from paying double for the line item and the
associated stored material
4. During the construction phase, the Project Manager (at their sole discretion)
can allow the addition of stored material or equipment items to the Schedule
of Values Form CM 89 if requested.
2. Required Documentation for Payment
a. Along with the request for payment of stored permanent materials the
Contractor must submit paid invoices clearly showing the quantity, the type of
permanent material, must accompany payment for stored permanent materials
and the net amount paid to the supplier.

b. Any discount or rebates must also be shown on the invoice. The Contractor
must furnish to the Project Manager evidence of the quantity and quality of such
stored or stockpiled materials.
c. Payment for certain stored materials will require weight tickets to accompany
the invoice.
d. The Contractor must also provide a certificate stating that the permanent
material is free of any liens or judgments preventing its use by the City should be
included.
e. The Project Manager may accept invoices stamped “PAID” with a purchase order
number and date from the supplier in lieu of this.
f. The Contractor must have purchased the stored materials to be reimbursed for
stored materials.
g. At the Contractor’s request and prior to any requisitions for any materials or
equipment being issued, and at the City’s sole discretion, the City may elect to
pay for stored permanent materials or equipment, only with the mandatory
approval from the Deputy Manager of Aviation – Airport Infrastructure
Management.
3. Special Storing Requirements
a. The Contractor is required to follow all requirements the manufacturer specifies
for properly storing the permanent materials or equipment. Failure to comply
with these recommendations may result in the City denying the Contractor’s
request for reimbursement for stored materials. The Project Manager may also
elect to issue an Non-Conformance Report (NCR) – Form CM 23 against the
Contractor’s Quality Control program, which could also result in monetary
damages to the Contractor.
b. The Contactor will be liable for any warranty issues resulting from their failure
for not complying with the manufacturer’s storing requirements.
4. Permanent Materials Stored Off Site
a. All permanent materials stored off site, for which payment is requested, shall be
insured and stored in a bonded, insured warehouse. The Contactor shall provide
documentation to the Project Manager verifying these requirements.

5. For additional information, the Project Manager should refer to Division 1, Technical
Specification, Section 012910 and/or FAA Advisory Circular 150/5370-10F, Section
90 for additional information with regards to stored material.
E. DOCUMENT CONTROL
1. Request for Payment
F. REFERENCE
1. Form Link
a. Schedule of Values Form CM 89
b. Non-Conformance Report (NCR) – Form CM 23
2. Process Link
a. N/A
3. Other
a. Division 1, Technical Specification, Section 012910
b. FAA Advisory Circular 150/5370-10F, Section 90
END OF SECTION

12.21 REQUEST FOR INFORMATION (RFI)

A. BACKGROUND
1. A Request for Information (RFI) Form CM-17 is the formal mechanism whereby the
Contractor asks a question about a specific requirement of the contract. The
question may be to seek information not covered in the contract documents,
clarification of Technical Specifications, clarification of ambiguous drawings or
language in the contract, or to correct errors discovered in the contract documents.
B. KEY TERMS
1. Request for Information (RFI)
2. Design Standards Manuals
3. Design Contract
C. RESPONSIBILITIES
2. Contractor
3. Reviewer
4. DIA Supervision
5. Director
D. PROCESS
1. Submitting a Request for Information
a. The Contractor creates the Request for Information electronically within project
management system utilizing the Request for Information (RFI) Form CM-17 and
send an e-mail notification to the DIA Project Manager that there is an RFI that
needs to be reviewed.
1. Once the RFI is generated, Primavera Contract Management will
automatically log, monitor, track and document the status of the RFI and will
notify the Project Manager an RFI has been issued.
b. The Request for Information (RFI) Form CM-17 requires the Contractor to
propose a solution to the issue identified in the RFI.

1. The Contractor must also indicate on the RFI form if there will be cost or
schedule impacts relative to their proposed solution and also state the
reason for these impacts.
2. The Contractor’s proposed solution shall not be binding upon the reviewer.
3. While RFIs should all be responded to with 5 business days, if the issue is
critical, the Contractor will provide an earlier deadline for responding to the
RFI.
a. This deadline is not contractually binding, but shall be adhered to where
possible to continue forward progress of the project.
2. Receipt of a Request for Information
a. The DIA Project Manager has the overall responsibility to review, distribute (if
required), track progress, expedite as necessary, respond to, and return each RFI
submitted.
1. The Project Manager shall review the incoming RFIs from the Contractor and
confirm that the questions are stated clearly, the proposed solutions are
realistic, and the requested RFI response date is reasonable.
2. Receipt of the RFI by DIA and confirmation of the requested RFI response
date will be provided to the Contractor by the DIA Project Manager within 5
business days of receiving the RFI.
a. If the Contractor requests an unreasonable or unattainable response
time to an RFI, the Project Manager will immediately notify the
Contractor in writing when a response may be expected. If appropriate,
the Project Manager’s notification should cite any delays or untimely
circumstances surrounding the Contractor’s submittal of the RFI.
1. The revised schedule for responding to the RFI will be determined by
the DIA Project Manager and Director, but shall remain within the
established 5 business days for typical RFI responses.
b. If the answer to the question can be found in the Design Standards
Manuals, or the contract documents, the Project Manager will respond
with the correct Contract Document Reference.

3. If a valid issue is raised in the RFI, the DIA Project Manager will determine
if/who the RFI should be forwarded to so the proper response can be
obtained and will prepare his/her comments to the reviewer as a separate
attachment to the RFI (i.e., not written on the face of the document).
3. Response to a Request for Information
a. The Project Manager will review the response received from the appropriate
reviewer(s), determine if it satisfactorily addresses the question, and will
determine its possible effects on the contract costs, time, or function.
1. If, in the Project Manager’s opinion, cost, time, or function is affected, the
Project Manager will notify the reviewer(s) and the PM’s Supervisor
indicating a need for discussion.
b. The response to an RFI shall not:
1. state that the reply will be issued in a forthcoming change
2. state the reason for the clarification,
3. address alleged liability of any of the parties, or
4. Reference a city-initiated change request as being the solution to the subject
problem.
c. The Project Manager will close the RFI in project management system and email
the Contractor that the RFI has been responded to and that it is closed.
d. Below are a couple of examples of questions and who should respond:
1. Questions regarding Part 1 of the contract; the General Conditions, Special

Conditions, and the Division 1 General Requirements of the Technical
Specifications, can be answered by either the Project Manager or forwarded
to the appropriate Director or Airport Legal Services for a response.
2. Questions regarding; Divisions 2 through 16 of the Technical Specifications,
CDOT Specifications, or FAA Specifications, or the construction drawings
should be forwarded to the Designer of Record. If the design was created
internally by DIA, the Project Manager may forward it to the appropriate
member of the design team if unable to respond on their own.

a. The Project Manager and Contractor should review the Request for Information
Log Form CM-68 as part of the Weekly Progress Meeting. The log should reflect:
b. RFI Number (numbered consecutively)
c. RFI description
d. Date Received
e. Date Sent to Reviewer
f. Reviewer Name & Company
g. Date Returned from Reviewer
h. Date Responded to Consultant
i. Schedule Impact (Y/N)
j. Cost Impact (Y/N)
k. Days Remaining in Review (based on standard 5 business day review) – a
negative number will indicate the RFI is overdue to be returned to the
Consultant
E. DOCUMENT CONTROL
1. Requests for Information
F. REFERENCES
1. Form link
a. Request for Information (RFI) Form CM-17
b. Request for Information Log Form CM-68
2. Process link
a. RFI Workflow
3. Other
a. Design Standards Manuals
END OF SECTION

12.22 CONSTRUCTION COST PROPOSALS

A. BACKGROUND
1. Development, review, and agreement of cost proposals are essential parts of each
contract and / or change order. Internal development of a sound cost estimate will
give the Project Manager a tool to review Bidder/Proposer submitted cost
estimates.
2. DIA requires a Contractor to submit a cost proposal whenever there is a change to a
contract amount and/or for each Task Order assigned under an On-Call Contract.
This includes following the submittal of a CCR by the contractor or following the
issuance of a change order/change order directive, change notice, or task notice for
proposal (depending on the contract) to solicit a cost proposal.
B. KEY TERMS
1. Change Order Directive
2. On-Call
3. Time and Materials
C. RESPONSIBILITIES
1. Contractor
2. DBSO
4. Director
5. On-Call Contractor
7. Project Manager
8. Supervisor
D. PROCESS
See the following workflows:
a. Construction Changes Overview Workflow
b. Contractor Change Request (CCR) Workflow

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c. Change Request (CR) Workflow

d. Change Order (CO) Workflow
e. Change Notice (CN) Workflow
f. Change Order Directive / Task Order Directive Workflow
g. Task Order Justification Workflow
1. On-Call Contracts
a. The Project Manager will coordinate with the appropriate Director and prepare
the Task Order Justification Form CM-46 (The Project Manager is responsible for
developing a cost estimate for the task.)
b. Task Order Justification Form CM-46 is routed by the Project Manager for review
and authorizing signatures using the Task Order Justification Routing Sheet Form
CM-46A.
c. Approval
a. If the Task Order is less than $50,000, the appropriate Director can
approve it.
b. If it is greater than $ 50,000, the Senior Director’s approval is required.
2. Negotiation
a. If the estimated cost is under $500,000 the Task Order may be negotiated
with one On-Call Contractor or a Task Order Directive may be issued.
b. If the estimate is greater than $500,000 but less than $5,000,000 the Task
Order is generally
1. competitively bid between 2 or more On-Call Contractors
2. negotiated with an existing On-Call Contractor, or
3. bid through the standard construction bidding process.
c. Generally projects over $5,000,000 are awarded through the standard
construction bidding process and will not be awarded through the On-
Call process.
3. Task Order

a. Once the Task Order Justification has been approved, the Project
Manager will either:
1. Option 1 - Issue the Task Notice for Proposal Form CM-47 (TNP) and
the Standard On-Call Cost Proposal Form CM-31 to the appropriate
On-Call Contractor, or
2. Option 2 - Issue the Task Notice for Proposal to assigned On-Call
Contractors for a competitive bid.
b. The Project Manager will log all TNPs issued on the Task Notice for
Proposal Log Form CM-48
4. On-Call Contract
a. Under an On-Call Contract, when a project is contemplated, the Project
Manager will prepare a Task Notice for Proposal Form CM-47 that
describes the scope of the project, provides drawing and specification
references, the time frame for the project and liquidated damages.
d. Review of Proposals
1. Option 1 - After receiving the Standard On-Call Cost Proposal Form CM-31
from the On-Call Contractor selected for a negotiated task (single proposer),
the Project Manager will review the Cost Proposal submitted with the
Project Controls Estimator. If necessary, the Project Manager will set up a
negotiation session and the Project Controls Estimator and the Project
Manager will negotiate the cost with the On-Call Contractor.
the Negotiation Session Agreement Form CM-04.
2. Option 2 - After receiving all of the proposals for a competitively bid project,
the Project Manager will review all of the Cost Proposals submitted with the
Project Controls Estimator. Based on their and DSBO’s evaluation, the
lowest responsible bidder will be selected.
3. Once an agreement on the cost has been reached or following selection of
the lowest responsible bidder, the Project Manager will generate the Task
Order Directive (TOD) Form CM-86 using Primavera Contract Manager. Once
the Task Order Directive (TOD) Form CM-86 package is complete the Project

Manager will forward it to the successful On-Call Contractor for approval

and signature.
e. Task Order Directive
1. Task Order Directive (TOD) Form CM-86 and Task Change Order Directive
(TCOD) Form CM-87 (formerly Task Directive)
a. Occasionally (particularly with life safety issues) there are situations
where time does not allow the standard Task Order or Change Order
process to be used. In these situations, the Task Order Directive (TOD)
Form CM-86 and Task Change Order Directive (TCOD) Form CM-87 can be
issued which will direct an On-Call Contractor to immediately begin work
prior to having agreed to the cost of the Task Order.
b. A Task Order Directive (TOD) Form CM-86 will be issued when the
emergency issue is unrelated to any work being done currently by the
On-Call Contractor.
c. A Task Change Order Directive (TCOD) Form CM-87 will be issued when
the emergency issue is related to an existing Task Order.
d. The Project Manager will meet with the appropriate Director and
depending on the time frame and the need for this work to be completed
will determine whether to initiate a Task Order Directive (TOD) Form CM-
86 or Task Change Order Directive (TCOD) Form CM-87.
e. A Task Order Directive (TOD) Form CM-86 or Task Change Order Directive
(TCOD) Form CM-87 can be issued based on either
1. 90% of the cost estimate generated by DIA
a. The Project Manager will coordinate getting an estimate of the
project cost from the Project Controls Estimator. 90% of that
estimate will be used as an initial cost of the Task Order Directive
(TOD) Form CM-86 or Task Change Order Directive (TCOD) Form
CM-87 if the work is not done using Time and Material. On a Time
and Material basis with a not to exceed dollar amount.
f. Following receipt of the Contractor’s cost proposal within 20 days of
issuance of the Task Order Directive (TOD) Form CM-86 or Task Change
Order Directive (TCOD) Form CM-87 the Project Manager will arrange a

negotiation session to finalize the price of the work. The Project

Manager and Project Controls Estimator will negotiate a final cost and or
timeline for the Task Order with the Contractor.
g. Once a final agreement has been reached the Project Manager will issue
a reconciliation Change Order (CO) to the Contractor based on the
remaining balance.
2. Hard Bid Contracts
a. If DIA elects to add additional scope to a contract and time is not an issue the
Project Manager can issue a Change Notice (CN) Form CM-20 to the Contractor.
The Change Notice (CN) Form CM-20 will provide a description of the work being
contemplated and request the Contractor to prepare a cost estimate. See
Construction Activity 12.24 – Change Management section in this Guideline for
more information.
b. If there is a time element involved, the Project Manager can elect to issue a
Change Order Directive (COD). The Change Order Directive is created using the
same process as a Task Change Order Directive above. See Construction Activity
12.24 – Change Management section in this Guideline for more information.
E. DOCUMENT CONTROL
1. Change Notice Form CM-20
2. Cost Proposal
3. Meeting Minutes
4. Negotiation Session Agreement Form CM-04
5. Standard On-Call Cost Proposal Form CM-31
6. Task Change Order Directive Form CM-87
7. Task Notice for Proposal Form CM-47
8. Task Notice for Proposal Log Form CM-48
9. Task Notice for Proposal Log Form CM-48
10. Task Order Directive Form CM-86
11. Task Order Justification Form CM-46

12. Task Order Justification Routing Sheet Form CM-46A

13. Task Orders
F. REFERENCES
1. Form link
a. Task Order Justification Form CM-46
b. Task Order Justification Routing Sheet Form CM-46A
c. Task Notice for Proposal Form CM-47
d. Standard On-Call Cost Proposal Form CM-31
e. Task Order Directive (TOD) Form CM-86
f. Task Change Order Directive (TCOD) Form CM-87
g. Task Notice for Proposal Log Form CM-48
h. Change Notice Form CM-20
i. Change Order (CO)
j. Negotiation Session Agreement Form CM-04
2. Process link
3. Change Directive (CD)Other
a. Task Order Sample
b. Construction Activity 12.24 – Change Management

END OF SECTION

12.23 SHUTDOWN REQUESTS

A. BACKGROUND
1. DIA is made of multiple interrelated systems which are vital to support the daily
operation of the airport. At various times, DIA will authorize modification to existing
systems or install new systems that tie into this infrastructure. To avoid negative
impacts to the operation of these Airport systems and to maintain personnel safety,
DIA requires that before any work starts on an existing functioning system, the
contractor is required to complete, submit, and gain approval of a Shutdown
Request.
B. KEY TERMS
1. Airfield Shutdown Request
2. System Shutdown Request
3. Delivery Notification
C. RESPONSIBILITIES
1. Contractor
2. DIA Operations
3. Project Manager
D. PROCESS
See Shutdown Request Workflow
1. There are two (2) categories of shutdown requests that may be initiated by the
Contractor; Airfield Shutdown Requests and System Shutdown Requests.
a. Airfield Shutdown Request
1. All work performed on the airfield side of the Airport requires an airfield
shutdown request. This could include but is not limited to work associated
with runways, taxiways, airfield roadways, apron pavement, airside
underground utilities, taxiway lighting, deicing systems, etc.
2. DIA Operations requires that before approving any airfield shutdown
request(s), the Project Manager must attend their Weekly Closure Meeting
held every Thursday at 2:00 p.m. at the Operation Airfield Management

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Facility. They will not accept or approve any shutdown requests, if the
Project Manager fails to attend this meeting.
b. System Shutdown Request
1. Any work performed on an existing operating mechanical or electrical system
such as but not limited to: plumbing, cathodic protection, HVAC, fire alarm
and detection, fire protection, lighting, communications, data, security
systems, elevators and escalators, baggage handling system, passenger
loading bridges systems and roadways – landside.
2. Shutdown Processing Time
a. The completed shutdown request must be received by the required reviewers no
later than five (5) working days, (Monday - Friday) prior to the requested
shutdown time. Unless it is an emergency, any shutdown request submitted
without the five (5) day requirement will be rejected by the Project Manager
and/or the required reviewers.
3. Initiating a Shutdown Request
a. Prior to initiation a shutdown request the Project Manager should review the
Shutdown Notification Request Application – User Guide.
https://intranet.flydenver.com/shared/shutdown
b. The Project Manager should follow the process as identified in the User Guide
for initiating, submitting and tracking a shutdown request.
c. The Project Manager go to SharePoint downloads the appropriate shutdown
request template(s) and sends a work copy to the Contractor as an attachment
to an email.
d. The Contractor completes the shutdown template (Airfield or System), saves a
copy in their files and emails the Project Manager with the completed request
form attached.
e. The Project Manager will review the shutdown request information and creates
the appropriate shutdown request in SharePoint and submit it.
1. To create and submit the shutdown request the Project Manager shall follow
the instructions as stated in the Shutdown Notification Request Application –
User Guide.

2. When filling out the shutdown request it is important to complete the

Shutdown Request Types. This will automatically send the request to the
appropriate approver.
4. Tracking the Shutdown Request
a. Each time the appropriate approver reviews your shutdown request and email
will automatically be sent to the Project Manager informing them of the status.
In the email, click on the link to review the details of the request.
1. If a shutdown request is rejected or cancelled it will be noted once you open
up the details link on the email.
b. Once the last approver have reviewed your request and the email will be sent to
you and the status will say approved.
5. Distributing the Shutdown Request
a. Once the Project Manager receives the email form Sharepoint , the Project
Manager should click on the link shown on the email and download the
approved shutdown request.
b. Once downloaded, the Project Manager distributes a PDF of the approved
shutdown request to all pertinent personnel associated with the request.
6. Delivery Notification Form XX
a. For projects that have large quantities of equipment and materials to be
delivered to a DIA Project location, sometimes a full shutdown is not needed to
accommodate the delivery.
b. A Delivery Notification Form XX can be used to inform DIA personnel/PM Team,
who in turn notify the appropriate stakeholders of the activity (Air Operations,
Terminal Ops, MCC, etc). This notification works well for situations that do not
require a full shutdown of the system or any portion of the airfield. Delivery
Notification Form XX lists out the key information fields to be filled out by the
Contractor making the delivery.
E. DOCUMENT CONTROL
a. Shutdown Request
F. REFERENCES

1. Form link
a. Shutdown Request
b. Delivery Notification Form XX
2. Process link
a. Shutdown Request Workflow
3. Other
a. DIA Intranet Site - https://intranet.flydenver.com/shared/shutdown
b. Shutdown Notification Request Application – User Guide
END OF SECTION
12.24 CHANGE MANAGEMENT

B. BACKGROUND
1. As with virtually all construction contracts, changes to the work can and should be
expected. Strong, timely and detailed management of changes is paramount to
achieving effective cost control for the project while concurrently accomplishing a
high quality product that is completed on time.
2. While the individual reasons for change will vary greatly at DIA, the methods to be
used for preparing, administering and controlling changes will remain consistent.
Title 11 of the General Contract Conditions, Changes in the Work, Contract Price or
Contract Time, is explicit as to the overall DIA change process. Title 11 of the
General Contract Conditions, Changes in the Work, Contract Price or Contract Time
and this Project Management Guidelines Manual provides the Project Manager with
a clear picture of how, when and what to do regarding changes at DIA. Should any
additional questions arise, the Project Manager shall direct such questions to their
immediate Supervisor or appropriate Director.
3. Documents that generate changes
a. The following is a list of documents that can only be used to request or generate
a change to the contact.
1. Change Request (CR) Form CM-22 – Generated by anyone associate with DIA,
city agencies, and outside agencies

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2. Contactor Change Request (CCR) Form CM-40 - Generated by the Contractor

only
3. Change Notice (CN) Form CM-20 – Generated by the Project Manager
4. Change Order (CO) or Change Order Directive (COD) Form CM-21 –
Generated by the Project Manger
5. Task Change Order (TCO) or Change Order Directive (TCOD) Form CM-87 –
Generated by the Project Manager
4. A Contractor's TERMS AND CONDITIONS are NEVER accepted as part of a change
order, task order, task order directive or any document which changes the terms
and conditions of the contract. The original contract or negotiated changes to the
contract govern any all future modifications.
B. KEY TERMS
1. Change Notice (CN)
2. Change Order (CO)
3. Change Order Directive (COD)
4. Change Request (CR)
5. Contractor Change Request (CCR)
6. Request for Information
7. Task Change Order (TCO)
8. Task Change Order Directive (TCOD)
C. RESPONSIBILITIES
1. Building Inspection Department
2. Capital Planning Senior Analyst
3. Consultant / Designer
4. Contractor
5. Deputy Manager
6. DIA, CCD or outside agency
7. Director

8. FAA
11. Project Controls Manager
13. Project Manager
14. Senior Director
15. Supervisor
D. PROCESS
d. Change Order (CO) / Change Task Order (TCO) Workflow
2. Methodology for Generating Changes - There are two (2) ways to initiate a change to
the contract.
a. Change Request (CR) Form CM-22 – DIA, CCD or outside agency initiated
b. Contactor Change Request (CCR) Form CM-40 – Contractor Initiated change
c. All Change Request shall be logged in Change Request (CR) Log Form CM-52.
3. Change Request (CR) Form CM-22
a. A request for a change to a construction contract may be initiated by anyone
associated with the contract including the Contractor, the Designer, the Airport
Infrastructure Management (AIM) Division, the Project Manager’s field staff, the
FAA, other city agencies, or outside agencies.

b. When a source other than a Contractor wants to initiate a Change Request, they
generate it using project management system. If they do not have access to this
system, they shall use a Change Request (CR) Form CM-22 to document the
request and send it electronically.
a. Reviewing Change Request (CR) Form CM-22 - For those sources that must use
the Change Request (CR) Form CM-22 form, a Change Request (CR) Form CM-22
consists of two parts:
1. the Change Request (CR) Form CM-22 and
2. the Change Request Summary Form CM-41
a. Additional sheets may be attached to the completed form as needed to
fully document the request.
b. A Change Request (CR) Form CM-22 form is completed whenever there is a need
to alter the contract documents. A sample list of reasons a Change Request (CR)
Form CM-22 is required are:
1. The Designer requests a change
2. The design Project Manager requests a change
3. An RFI response requires a change
4. A submittal reply requires a change
5. The Project Manager is aware of changes in conditions from those defined
by the contract
6. Airport Infrastructure Management Division management wants to obtain
pricing and/or schedule impacts for additional work
7. The FAA, another city agency or any other agency wants to change the
contract or change the design of a project.
c. Processing a Change Request (CR) Form CM-22 and Change Request (CR) Form
CM-22.
1. The Project Manager is responsible for considering, approving, and
coordinating every request for change regardless of the source of the
request. Every change directed by the Project Manager starts with and is
documented by a Change Request (CR) Form CM-22 .

2. Every potential change to the contract must be evaluated for its functional
cost and schedule impacts on the project. Also taken into consideration are
the potential inter-relationships between projects and the impact of the
possible change on other projects. The Project Manager coordinates this
review, involving the necessary Airport Infrastructure Management (AIM)
office staff and the Designer as necessary. The decision to implement the
proposed change or some portion thereof comes from this review.
3. The Project Manager reviews all pending Change Request (CR) Form CM-22
requests with their Supervisor and Director at the earliest opportunity.
Before proceeding with the Change Request (CR) Form CM-22, the Director
determines which Change Request (CR) Form CM-22s should be discussed
with the Senior Executive Director and/or the Deputy Manager of Aviation
of Airport Infrastructure Management, due to their particular sensitivity or
unique functional, cost or schedule impacts.
4. Senior Management Review
a. Additionally, concurrence by the Senior Director shall be obtained when
the change request meets any of the following criteria:
1. The gross value of the change request exceeds $50,000.00
2. There is a schedule impact on the project
3. The change request will affect another contract
4. There is disagreement among the Project Manager, Supervisor,
Director, estimating, scheduling, or the Designer
5. The acceptance may set a precedent or standard which other
contracts may also be potentially required to follow
6. There is reason to believe that the decision is controversial, and
parties may be contacting the Senior Directive or the Deputy
Manager of Aviation directly.
b. Concurrence from the Senior Director and the Deputy Manager of
Aviation, if required, shall be indicated by a signature on the approval line
at the bottom of the Change Request (CR) Form CM-22. The Change
Request (CR) Form CM-22 may also be reviewed with the Manager of

Aviation when deemed necessary by the Deputy Manager of Aviation,

Airport Infrastructure Management (AIM) Division.
c. If none of the criteria listed above are applicable to the change request,
then concurrence from the Deputy Manager of Aviation is not required
and the Project Manager and the Director may sign the approval line at
the bottom of the Change Request (CR) Form CM-22 after review with
the appropriate Director. The appropriate Director is required to review
and approve all Change Request (CR) Form CM-22.
5. For tracking purposes, once received, the Project Manager or Contract
Administrator shall load the data from the completed Change Request (CR)
Form CM-22 in PCM if it was not submitted using PCM.
6. The Change Request (CR) Form CM-22 form is filled out using the following
guidelines.
a. The Project Manager will assign the next sequential Change Request (CR)
Form CM-22 number to the form from the Change Request (CR) Log Form
CM-52 maintained by the Project Manager in project management
system. Once a number is assigned, it shall not be reassigned. If the
Change Request (CR) Form CM-22 is subsequently canceled, the log shall
state the Change Request (CR) Form CM-22 was voided.
b. The name of the person requesting the change and the name of the
company or DIA Division/Section the person works for is noted.
c. The Change Request (CR) Form CM-22 describes the major items in the
change. This description is written so that someone who is not directly
involved with the project can understand the exact nature of the change.
d. The Change Request (CR) Form CM-22 describes the reason why the
change is necessary and what the impact will be if the change is not
implemented.
e. If the Project Manager believes the Change Request (CR) Form CM-22
has merit, the Change Request (CR) Form CM-22 will forward a copy of
the form to the Project Control’s Manager to obtain cost estimates and
schedule impacts of the requested change.

f. Changes initiated by the Designer are submitted to the Project Manager

with a cost estimate and a preliminary schedule analysis. This cost
estimate and schedule analysis is forwarded to the Project Control’s
Manager for review, and is recorded on the Change Request (CR) Form
CM-22 form as well as on the Change Request Summary Form CM-41.
g. If applicable, drawings, sketches and specification numbers are noted on
the Change Request (CR) Form CM-22 with a designation as to whether
they are existing, revised or new documents. In all cases, the revision
level and date shall be noted. If the document is a new issue, then
Revision Zero is noted.
h. To finalize the Change Request, the Project Manager routes the Change
Request Routing Sheet CM 28 for Approval/Disapproval to the personnel
as designate on the Change Request (CR) Form CM-22.
7. When the change request becomes a Change Notice (CN) Form CM-20 or
Change Order (CO) or Change Order Directive (COD) Form CM-21, the
number assigned to the Change Notice (CN) Form CM-20 or Change Order
(CO) or Change Order Directive (COD) Form CM-21 by the Project Manager is
recorded on the bottom of the Change Request Summary Form CM-41.
8. If a Change Request (CR) Form CM-22 affects more than one contract, a
separate Change Request (CR) Form CM-22 shall be prepared for each
contract. The Project Manager for the contract that originated the Change
Request (CR) Form CM-22 reviews the change with the Project Manager(s)
on the affected contracts so that the change is properly coordinated and
Change Request (CR) Form CM-22 on the other contracts are prepared and
followed up on as required.
NOTE: The Change Request (CR) Form CM-22 form is and in-house working document used
by the Airport Infrastructure Management Division. They are not identified in the contract
and therefore should NEVER be given to the Contractor.
4. Contactor Change Request (CCR) Form CM-40

a. By contract, DIA does not allow the Contractor to request a change using a
Request for Information, Deficiency or Non-Conformance Report, by submittal,
or by written correspondence. The Contactor Change Request (CCR) Form CM-
40 is the only vehicle by which the Contractor may request a contract change.

All Contractor Change Requests are initiated, logged, tracked and closed using
Primavera Contact Manager.
b. The Contractor shall give the Project Manager prompt written notice within five
(5) days) via a Contactor Change Request (CCR) Form CM-40 if they:
1. receive any instructions, interpretations, or directives which they believe are
a deviation from the Contract Documents, or
2. identified what they believe are errors or omissions in the Contract Drawings
or Technical Specifications, or
3. encounter a differing site condition, or
4. becomes aware of any other matter or circumstance that they believe might
require a change in the Contract Documents, Contract Time, or Contract
Cost.
c. A Contactor Change Request (CCR) Form CM-40 shall be submitted in PCM
(which will provide sequential numbering) before instructions or directives are
acted upon, before differing site conditions are disturbed, as soon as the
Contractor has knowledge of a delay, or as soon as the Contractor has
knowledge of any circumstances which might require a change to the contract,
but in no event more than five (5) days after the conditions are first discovered.
d. If the Contractor does not have access to project management system then they
are to complete a Contactor Change Request (CCR) Form CM-40. In either case,
the Contractor is responsible for following the process identified in General
Conditions, Section 1103 whenever they are initiating a change.
d. Non-Conformance, as with the Change Request process, the Project Manager is
the focal point for receiving, evaluating and responding to every Contactor
Change Request (CCR) Form CM-40.
e. After receiving a Contactor Change Request (CCR) Form CM-40 the Project
Manager will take the following steps:
a. The Project Manager shall review the Contactor Change Request (CCR)
Form CM-40 and determine if it has merit. They may forward a copy of
the Contactor Change Request (CCR) Form CM-40 to their Supervisor,
Director, and the Designer of Record (if required) for review and
comment. If a cost estimate is attached, the Project Manager will

forward the Contactor Change Request (CCR) Form CM-40 to the Project
Controls Manager for review and comment.
b. The Project Manager shall determine if the Contractor can “work
around” the situation or if the work must be stopped, completely or in
part, while the Contactor Change Request (CCR) Form CM-40 merit is
being reviewed.
c. The Project Manager will review the Contactor Change Request (CCR)
Form CM-40 with their Supervisor and Director when required.
Situations where the Project Manager would consult with the Director
include but are not limited to the following:
1. The cost of the Contactor Change Request (CCR) Form CM-40 (as
estimated by the city) exceeds the lesser of $20,000 or five percent of
the original contract value.
2. There is a schedule impact on the project.
3. The Contactor Change Request (CCR) Form CM-40 will affect another
contract.
4. There is disagreement among the Project Manager, Project Controls
Manager and/or Scheduler in Project Controls, the design Project
Manager, or the Designer of Record.
5. The acceptance of the Contactor Change Request (CCR) Form CM-40
may establish a precedent or set a standard that other contracts may
be required to follow.
6. If there is a reason to believe that the decision may be controversial
and that the Contractor, his Subcontractors or suppliers may contact
the Deputy Manager of Aviation or the Manager of Aviation directly.
f. Project Manager Responses - Once all comments are received, the Project
Manager will review them and determine if the Contactor Change Request (CCR)
Form CM-40 has merit or not.
1. Contactor Change Request (CCR) Form CM-40 - Has merit
a. If the Contractor receives notification from the Project Manager that the
Contactor Change Request (CCR) Form CM-40 has merit, the Contractor is

required to follow the process as described in the General Conditions,

Section 1103.
2. Contactor Change Request (CCR) Form CM-40 - Has No Merit
a. If it is deemed to not have merit, the Project Manager responds to the
Contactor Change Request (CCR) Form CM-40, signs, dates it, and
changes the status in PCM to closed. Once this has been completed, the
Project Manager will send a copy of the executed document to the
Contractor.
b. If the Contractor receives notification from the Project Manager that the
Contactor Change Request (CCR) Form CM-40 has no merit in whole or
in part, but the contractor does not agree with this decision, they have
the right to file a claim. If the Contractor intends to fill a claim, they must
follow the process as described in General Conditions, Section 1201. See
also Construction Activity 12.28 Claims section in this manual.
g. Once a Contactor Change Request (CCR) Form CM-40 is found to have merit
1. The Project Manager shall provide special attention to the Contactor Change
Request (CCR) Form CM-40 and record the following on a daily basis:
a. Nature of the problem
b. Weather conditions
c. Daily progress made
d. Effect upon the efficiency of the Contractor’s work force
e. Effect upon other Contractors
f. Size of the Contractor’s labor force that is affected
g. Equipment affected
h. Effect upon the efficiency of the Contractor’s office operation
i. Steps taken by the Project Manager’s field staff or by the Contractor to
reduce cost impacts, if any
2. The Project Manager shall include a discussion of the Contactor Change
Request (CCR) Form CM-40 in the weekly status meeting to gain a better

understanding of the issues and to discuss the possibilities of an equitable

settlement.
3. The Project Manager obtains concurrence from their Supervisor and
Director on the course of action to be taken (i.e., incorporate the work into
the contract and issue a Change Order, or reject the Contactor Change
Request (CCR) Form CM-40 for no merit).
4. Prevention of Contractor Change Requests - Many Contractor Change
Requests are preventable. Inappropriate actions that can lead to a Contactor
Change Request (CCR) Form CM-40 includes but is not limited to:
a. Assumption of Authority – The Project Manager must never assume
more authority than has been granted to him by the contract documents.
Whether the issue at hand has to do with design problems,
constructability problems, or bureaucratic difficulties, the Project
Manager must recognize that his primary role in seeing that matters are
resolved is that of an action initiator. While the Project Manager may not
be the actual decision-maker, he is expected to obtain a decision from
the proper authority in a timely manner.
b. Excessive Control – Every right has a corresponding duty. If the Project
Manager exerts too much control over the Contractor’s operations, the
city may be exposed to claims that would not otherwise arise.
c. Apparent Oversights – A frequent trap to the Project Manager is the
obvious error in the plans or specifications that the Project Manager
believes can be easily corrected between himself and the Contractor.
Often, the apparent solution is just as obvious to the Designer of Record
but is rejected because some other factor prevents its use. The only safe
way to make corrections is to coordinate directly with the Designer of
Record and obtain his input before making any change.
d. Instructions to the Wrong Person – The Project Manager may talk to the
craft labor but should never give instructions directly to the workers.
Instructions, directions and orders should be given only to the
Contractor’s Project Manager. If the Contractor’s Project Manager is
not at the scene, he should immediately be summoned. If not available,
the Project Manager may give instructions to the next-in-command but

must follow up the discussions in writing to the Contractor’s Project

Manager.
e. Solving the Contractor’s Problems – The Project Manager has the
responsibility to bring unacceptable work to the Contractor’s attention,
but should not attempt to solve the Contractor’s problems. Construction
means, methods, techniques, sequences, and coordination are the
Contractor’s responsibility unless stated otherwise in the contract. The
Project Manager who suggests solutions to problems may find himself in
the position of having to reject the results. Instead, the Project Manager
must insist that the Contractor propose solutions for consideration by
others.
f. Interpretation of the Contract – Interpretations should be as unbiased as
possible and take into consideration the complete contract document.
Often the Project Manager or those advising the Project Manager will
interpret the contract based on information not available before bid
time, or more often, based on the preparer's intent of the contract
document. These subjective interpretations will frequently lead to a
Contactor Change Request (CCR) Form CM-40.
g. Constructive Changes – Field actions (or no action) by the Project
Manager or his/her staff which causes the Contractor to not follow the
contract conditions may lead the Contractor to believe that those
conditions are being waived or altered by the Project Manager.
h. Indecision – Failure by the Project Manager to act in a timely manner
may delay the way in which the Contractor proceeds with the work and
may lead to a Contactor Change Request (CCR) Form CM-40. In particular
if are Contactor Change Request (CCR) Form CM-40 contending
acceleration costs required to overcome late responses to Request for
Information, submittals and/or correspondence.
i. Fraternization – A very normal human reaction is to befriend those with
whom we work closely on a day-to-day basis. Because of this, it is easy
and often gratifying to become friendly with the Contractor’s personnel.
They may have similar interests and casually invite the Project Manager
to join them in off-duty activities. The best approach that the Project

Manager can take is to abide by one of two options: exercise caution, or

decline. This is because of the awkwardness involved when close
personal ties have been developed and the Project Manager renders a
decision that may have adverse economic implications to the Contractor.
A good general rule to follow is: If in Doubt, Don’t.
j. Trading – A popular misconception suggests that minor adjustments or
accommodations to a contract can be made by “Gentlemen’s
Agreement” without fear of consequence or downrange repercussions.
This position is totally unfounded and has no place in the Project
Manager’s repertoire of administrative techniques. Trading with the
Contractor for additional, deductive or otherwise modified work without
the proper change documents is not only foolish but is in direct violation
of the contract and is at odds with this construction services program.
k. Stopping Work – The Project Manager does not have the authority to
stop work except for life threatening situations. If the Contractor
believes he must stop work, he may do so at his own liability. If the
Project Manager believes work must be stopped, he shall immediately
contact the appropriate Director for further review and guidance.
2. Change Notice (CN) - A Change Notice (CN) Form CM-20 is the standard method by
which the city notifies a Contractor of the city’s intent to change the
contract/project and to request the Contractor submit a cost and schedule proposal
for the specific change(s). This method is used when time is not of the essence.
a. If a Change Request (CR) Form CM-22 was the initiating document for the
approved change, the Project Manager will prepare and issue a Change Notice
(CN) Form CM-20 to the Contractor.
b. If the Change Request (CR) Form CM-22 was not issued and a change is required
and approved, the Project Manager will prepare and issue the Change Notice
(CN) Form CM-20 to the Contractor.
c. The Project Manager will determine the required response date with the
appropriate Director. The Change Notice (CN) Form CM-20 will reflect a specific
date (usually 20 calendar days after receipt) to respond (there may be
circumstances when the Contractor shall be required to respond in less than 20

days). The Project Manager may also extend this 20-day response requirement
depending on the circumstances.
1. If the Contractor fails to respond within the specified time, the Contractor
waives any rights to claim against delay-related costs.
d. Change Notice (CN) Form CM-20 is generated in PCM, is automatically numbered
consecutively by contract, and are logged in Change Notice (CN) Log Form CM-
53, distributed, and tracked by the Project Manager through the resolution of
the Change Notice (CN) Form CM-20 (usually through the issuance of a Change
Order (CO) Form CM-21).
e. Upon receipt of the Contractor’s complete cost and schedule proposal, the
Project Manager forwards the information to Project Controls for a final cost
and schedule impact analysis. Project Controls will prepare a cost budget and a
schedule impact evaluation to be used in the negotiations.
f. When cost proposals are requested from two or more for competitive bid
purposes the, the Change Notice (CN) Form CM-20s are issued at the same time
and returned at the same time in sealed envelopes similar to the typical bidding
process. The envelopes are opened by the Project Manager.
g. Upon receipt of the Contractor’s cost and schedule proposal, the Project
Manager, the Project Controls Manager and Airport Infrastructure Management
(AIM) staff (as appropriate) evaluate and enter into scope, cost and time
negotiations with the Contractor until a mutually acceptable adjustment to the
contract is achieved.
1. Once negotiations are complete, the negotiation session is documented
using a Negotiation Session Agreement Form CM-04 and signed by all
present at the session. If no agreement is made, the session still needs to be
documented and a statement stating “No Agreement” was reached. If both
sides are in agreement, the Project Manager will issue a contract Change
Order (CO) Form CM-21. The Negotiation Session Agreement Form CM-04 is
generated using PCM.
3. Change Order Directive (COD) - A Change Order Directive Form CM-21 (and Change
Orders) are the only mechanisms for revising contract terms, dollar amounts, and/or
contract duration(s). A Change Order Directive Form CM-21 is used only when time
does not permit using the standard Change Notice (CN) Form CM-20 process to be

used. The Change Order Directive (COD) Form CM-21 directs the Contractor to
immediately proceed with certain specified elements of additional work even
though negotiated cost or time adjustments have not been developed or reached. A
Change Order Directive (COD) Form CM-21 is used often for safety related situations
that call for immediate resolution to an issue.
a. Change Order Directive (COD) Form CM-21 is only prepared for work that is
directly related to the scope of work in the original Contract. The City’s
contracting process requires the initiation of a separate Contract or Task Order
for work unrelated to an existing project.
b. The amount in a Change Order Directive (COD) Form CM-21 is 90% of the City’s
cost estimate or Time & Materials (T&M) with a Not-To-Exceed (NTE) value. This
amount represents the amount the City will pay the Contractor for the work
which is subject to further negotiations. The Project Manager and the
Contractor continue the negotiations of the cost and/or schedule for the project
while the work is being performed. When a final amount is agreed to, that
amount is reconciled and included in a Change Order (CO) Form CM-21.
c. The Contractor’s refusal to perform the work as described in the Change Order
Directive (COD) Form CM-21 is a violation of the conditions, provisions and/or
covenants of the contract and could prompt the City into exercising its right to
terminate the contract. Change Order Directive (COD) Form CM-21 supersedes a
Change Notice (CN) Form CM-20.
1. A Change Order Directive (COD) Form CM-21 may be performed as “Force
Account” work. If so, certain circumstances may dictate that the Project
Manager record the events surrounding Change Order Directive (COD) Form
CM-21 related work. Careful coordination between the Project Manager and
their Supervisor and Director is essential in determining the extent of
surveillance required in conjunction with a Change Order Directive (COD)
Form CM-21.
2. Change Order (CO) and Change Order Directive (COD) Form CM-21 are
numbered consecutively by contract, logged, distributed, and tracked by the
Project Manager using Primavera Contact Management.
d. The Change Order Directive (COD) Form CM-21 shall be developed and backup
documentation assembled using the following guidelines:

1. The text of a Change Order Directive (COD) Form CM-21 fully and explicitly
describes the change to be incorporated into the work. Sufficient
explanation is provided so that a person not directly involved in the project
can understand the exact nature of the change, and the Contractor has a
detailed understanding of the work so that his pricing and schedule analyses
can proceed quickly and accurately.
2. The text refers specifically to sketches, plans and specifications used in
describing the change. Reference is made to whether the documents are
new, revised or existing. The date and revision number of the document will
always be noted. Reference to the Change Request (CR) Form CM-22 (if
applicable) shall not be made in the text of the Change Order Directive (COD)
Form CM-21. If a Change Request (CR) Form CM-22 was initiated as the
initial change document, the technical descriptive information that appears
in the Change Request (CR) Form CM-22 shall be copied and pasted into the
Change Order Directive (COD) Form CM-21. Opinions and discussions (in
particular the reasons for the change) shall not be included in the text of the
COD.
3. The Change Order Directive (COD) Form CM-21 shall be circulated utilizing
the Change Order Directive Routing Sheet Form CM-38 for Department of
Aviation signoff and shall include the following:
a. Approved Change Request (CR) Form CM-22 (if applicable) that
originated the change action
b. Cost estimates from Project Controls
1. If the Change Request (CR) Form CM-22 was generated by the
Designer of Record, then their estimate should also be included)
c. The Project Controls schedule impact analyses
1. If the Designer of Record generated the a Change Request (CR) Form
CM-22, then their schedule impacts analyses should be included
d. Sketches and specifications (construction drawings are optional)
e. Correspondence applicable to the issue(s).
f. Attachments have the Change Order Directive (COD) Form CM-21
number clearly labeled on each sheet.

g. Changes to the specifications are to be described by specification section

number, subsection number, paragraph number, and line number (if
applicable).
4. Internal memoranda between Designers and Airport Infrastructure
Management Division personnel are not to be referenced in the Change
Order Directive (COD) Form CM-21. If there is a portion of work relating to
the particular change to be performed in another contract in order to make
the system functional, state this but do not name the Contractor(s) who are
performing this work.
5. Revisions to Change Order Directive (COD) Form CM-21 are not permitted. If
information was not addressed in the original Change Order Directive (COD)
Form CM-21, or new information or a scope change is required a new Change
Order Directive (COD) Form CM-21 must be written.
6. If a Change Request (CR) Form CM-22 is the basis for the Change Order
Directive (COD) Form CM-21, the Project Manager shall obtain the
concurrence from their Supervisor and Director on the final scope and cost
and schedule estimate of the Change Order Directive (COD) Form CM-21.
The Project Manager will review the Change Order Directive (COD) Form CM-
21 and makes sure it contains the attachments as described above. The
Project Manager will route the final draft of the Change Order Directive
(COD) Form CM-21 to obtain signatures from the appropriate Airport
Infrastructure Management (AIM) Division personnel.
a. If the estimated cost of the change is $50,000.00 or less, the Change
Order Directive (COD) Form CM-21 is signed by the Project Manager,
capital planning senior analyst, the Project Controls Estimator and their
Director before it is forwarded to the Contractor. If the change exceeds
$50,000.00, the Change Order Directive (COD) Form CM-21 is also
required to be signed by the Senior Director.
Note: The City and County of Denver Building Inspection Department shall be copied on all
Change Order Directives for building contracts. This shall include all contract documents
associated with the change.

7. The Project Manager shall transmit a copy of the Change Order Directive
(COD) Form CM-21 to the Building Inspection Department by letter using the
Letter – Transmit a Change Directive to Denver Building Department Form
CM-79 for developing it.
8. As with the Change Notice (CN) Form CM-20, the Contractor has 20 calendar
days in which to respond to a Change Order Directive (COD) Form CM-21
with an itemized cost and schedule proposal unless that time is extended by
9. Upon receipt of the Contractor’s complete cost and schedule proposals, the
Project Manager, with the assistance of the Project Control’s Estimator, will
evaluate the proposal.
10. The Project Manager will set-up a negotiation session with the Contractor to
discuss the scope, their estimated costs, and any request for schedule
extension. The negotiation session is documented using a Negotiation
Session Agreement Form CM-04 generated in PCM. Once an agreement is
reached, the information is entered on this form and signed by the Project
Manager, Project Control’s Estimator, and the Contractor. Once signed, the
Project Manager will issue a Change Order (COD) Form CM-21 to reconcile
the difference between the Change Order Directive (COD) Form CM-21 and
the agreed amount.
11. If no agreement is reach, negotiations between the Project Manager and
Contractor will continue or the work can be finalized on a T&M basis.
12. All the Change Order Directive (COD) Form CM-21s for a project are recorded
and managed by the Project Manager using Primavera Contract Manager
and logged into the Change Directive (CD) Log Form CM-54.
4. Change Order (CO) - Change Order (CO) Form CM-21 (and Change Order Directive
(COD) Form CM-21) are the only mechanisms for revising contract terms, dollar
amounts, and contract duration(s).
a. Once a Contactor Change Request (CCR) Form CM-40 has been deemed to have
merit and the proposal has been evaluated and negotiated, or a Change Notice
(CN) Form CM-20 has been evaluated and negotiated, a Change Order (CO) Form
CM-21 is written by the Project Manager stating changes to the agreed to
contract amount and/or changes to the contract or time milestones.

b. Change Order (CO) Form CM-21 is developed in the project management system.
Once developed the Change Order (CO) Form CM-21 and associated backup
documentation is to be assembled into a complete Change Order (CO) Form CM-
21 package. Change Order (CO) Form CM-21s shall be logged in Change Order
(CO) Log Form CM-55.
c. The following guidelines can be used in developing the information contained in
the Change Order (CO) Form CM-21 and the Change Order (CO) Form CM-21
package.
1. For Best Management Practices, Change Order (CO) Form CM-21 should only
be prepared for work that is directly related to the scope of work in the
original Contract Documents.
2. The Change Order (CO) Form CM-21 text is divided into separate items or
cohesive units that have been successfully negotiated between the
Contractor and the City. Each item is numbered consecutively on the Change
Order (CO) Form CM-21 and shall have a concise description of the change
such that any person not directly involved in the project can understand the
exact nature of the change. The change order is not the place to discuss the
details of the change. The details are covered in the Change Notice (CN)
Form CM-20. The description in the text of the Change Order references
Change Notice (CN) Form CM-20 or Change Order Directive (COD) Form CM-
21 by their CN or COD number and their dates, but does not reference
Contactor Change Request (CCR) Form CM-40s.
3. Only descriptive information from the Contactor Change Request (CCR) Form
CM-40 is typed on the Change Order (CO) Form CM-21. Opinions and other
statements by the Contractor or the Project Manager (especially those
related to the perceived reason for the change) that have been noted on the
Contactor Change Request (CCR) Form CM-40 is not included in the text of
the Change Order (CO) Form CM-21. These statements may often not
represent the position of the city and thus shall not be directly referred to in
the Change Order (CO) Form CM-21 text.
d. Development of the Change Order (CO) Form CM-21 Package
1. The Project Manager or their designee is responsible for developing the
Change Order Package. All attachments shall have the Change Order number

clearly marked on all pages. At a minimum the package should include the
following items:
a. Complete the Change Order Routing Sheet Form CM-39 and attach it to
the front of the green folder.
b. Complete the Change Order (CO) Contents Sheet (the Table of Contents
for the Change Order package). Each section and its associated
description shall be identified. In the package they will be separated and
identified by tabs.
c. The completed Change Order (CO) Form CM-21
d. The Pay Application Recomndation for Payment Form CM-44
e. Budget and Estimate At Completion Sheet
f. Change Order Justification
g. Change Order Summary of Settlements
h. Negotiation Session Agreement Form CM-04
i. Change Order Summary Sheet
j. Others – Contractor Cost backup data, schedule impacts, CCRs, RFIs,
Drawings, Sketches, Specifications, Change Related Correspondence,
Photographs, etc..
2. Preparing a Change Order for routing
a. The package should be organized a green folder.
b. Once the package is completed, the Change Order package is routed for
signatures.
e. The Project Manager shall obtain signatures from the Contractor first and then
from the appropriate DIA personnel.
1. If the estimated cost of the change is $50,000.00 or less, the Change Order is
signed by the Project Manager, the Project Controls Manager, the Capital
Planning Senior Analyst, and their Director.
2. If the change exceeds $50,000.00, the Change Order shall also be signed by
the Senior Director.

3. Outside Agency Funding - Contracts with funding provided by an outside

agency (for example, the Federal Aviation Administration) may also require
concurrence from the funding agency on the Change Order. The Project
Manager shall write a letter requesting concurrence from the funding agency
attaching the Change Order and all its documentation. The funding agency
signs and returns the Change Order, thus indicating the funding agency’s
concurrence with the change.
f. All the Change Orders for a project are recorded, managed and coordinated by
the Project Manager using Primavera Contract Manager.
5. Task Order Changes
a. Task Change Orders and Change Order Directives are developed and executed in
the same manner as the Change Order and Change Order Directive process using
the Task Change Order or Directive (TCO or TCOD) Form CM-87.
b. Task Change Order or Directive (TCO or TCOD) Form CM-87s shall be logged
using the Change Order Task Order (CO TO) Log Form CM-55a.
6. Encumbrance of Funds
a. Before agreeing to or issuing Change Order, Change Order Directive, Task Order
or Task Order Director, the PM shall check with Finance to ensure sufficient
funding is available and the funds for the change are encumbered.
7. DSBO
a. Copies of all executed Change Orders, Task Orders and Task Change Orders are
to be forwarded to DSBO.
NOTE: If a cost or time adjustment is required as a result of the work stoppage, the only
instrument for doing so is a Change Order.
E. DOCUMENT CONTROL
a. Change Directive (CD) Log Form CM-54
b. Change Directive Routing Sheet Form CM-38
c. Change Notice (CN) Form CM-20
d. Change Notice (CN) Log Form CM-53

e. Change Order (CO) Log Form CM-55

f. Change Order Directive (COD) Form CM-21
g. Change order letter requesting concurrence from the funding agency
h. Change Order Routing Sheet Form CM-39
i. Change Order Task Order (CO TO) Log Form CM-55a
j. Change Request (CR) Form CM-22
k. Change Request (CR) Log Form CM-52
l. Contactor Change Request (CCR) Form CM-40
m. Letter – Transmit a Change Directive to Denver Building Department Form CM-
79
n. Negotiation Session Agreement Form CM-04
o. Task Change Order or Directive
p. Task Change Order or Directive (TCO or TCOD) Form CM-87
F. REFERENCES
1. Form link
a. Contactor Change Request (CCR) Form CM-40
b. Change Request (CR) Form CM-22
c. Change Notice (CN) Form CM-20
d. Change Order Directive (COD) Form CM-21
e. Change Request (CR) Log Form CM-52
f. Change Notice (CN) Log Form CM-53
g. Change Directive (CD) Log Form CM-54
h. Change Order (CO) Log Form CM-55
i. Change Directive Routing Sheet Form CM-38
j. Change Order Routing Sheet Form CM-39
k. Negotiation Session Agreement Form CM-04

l. Letter – Transmit a Change Directive to Denver Building Department Form Cm-79

m. Change Order (CO) Contents Sheet
n. Change Order Task Order (CO TO) Log Form CM-55a
o. Task Change Order or Directive (TCO or TCOD) Form CM-87
p. Pay Application Recomndation for Payment Form CM-44
q. Budget and Estimate At Completion Sheet
2. Process link
3. Other
a. Title 11 of the General Contract Conditions, Changes in the Work, Contract
Price or Contract Time
b. General Conditions, Section 1103
c. General Conditions, Section 1201
d. Construction Activity 12.28 Claims
END OF SECTION

12.25 NEGOTIATIONS (FOR CHANGES)

A. BACKGROUND
1. Negotiations is a process to reach an equitable mutual agreement between the
Owner and the Contractor on any item related to the contract documents or project
such as proposals and changes to a contract provision. Negotiations must be
completed at the earliest practicable time in order to avoid potential delays in
issuing contracts, task orders, or change orders. It keeps the contract scope of work
current and, in keeping with the City’s policy on prompt payment, ensures that the
Contractor receives payment upon satisfactorily completing the additional work.
2. Potential negotiable items are:
1. Professional Services and Construction Contracts executed through the
Request for Proposal (RFP) process.
2. Guaranteed Maximum Price (GMP)
3. Task Orders
4. Task Order Change Orders
5. Task Order Directives
6. Contractor Change Requests
7. Change Notices
8. Change Orders
9. Change Order Directives
B. KEY TERMS
1. Change Order
2. Claim
3. Negotiation Session Agreement
4. Negotiations
5. Task Change Order
6. Task Order

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C. RESPONSIBILITIES
1. Contractor
2. Deputy Manager
3. Director
6. Project Manager
7. Project Manager’s Contract Administrator
8. Senior Director
9. Supervisor
D. PROCESS
1. Prior to Negotiations
a. Prior to any negotiations, the Project Manager and the Project Controls
Estimator meet to review the pending change(s), determine the appropriate
negotiating parameters and prepare for the session.
b. If the parameters of the change fall outside of the project budget, the Project
Manager will discuss the amounts with their Supervisor, Director and Finance
to ensure the Director is in agreement with the parameters established and
there are sufficient funds to cover the change should an agreement be reached.
c. If the Project Manager determines that the item(s) to be discussed have the
potential of becoming a claim, the Project Manager should meet with their
Supervisor and Director to discuss the parameters and define the bottom line
for negotiations. The discussion should also include determining a point where it
would be in the best interest of DIA to discontinue the session.
2. At DIA negotiations can be categorized into two levels, low level and high level.
a. Low Level Negotiations
1. Low level negotiations are centered around issues associated with active
executed contracts or task orders which center more on the day-to-day
management operations of a contract in which the Project Manager is

involved. This would include negotiating change orders, change order

directives, task orders, task order directives, task order change orders, task
change order directives, etc.
2. The negotiation team is usually comprised of the Project Manager, Project
Controls Estimator, Project Controls Scheduler (if time extension is an issue)
and the Project Manager’s Contract Administrator. If a problem exists with
the negotiation of a CO, COD, TO, TOD, TCO or TCOD or there is the potential
for submitting an Intent to claim, the Director may elect to get involved.
3. Low-level negotiation sessions are setup by the Project Manager. The
negotiating team consists of the Project Manager supported by the Project
Controls Estimator, Project Controls Scheduler, and a Contract
Administrator to document the negotiation sessions.
4. Generally depending on the outcome of the negotiations, the Project
Manager will have the authority to approve the provision(s) of the
agreement.
5. The Project Manager or Contract Administrator will document the
negotiation sessions utilizing the General Meeting Minute Form PS-41 and
the Negotiation Session Agreement Form CM- 04.
a. Both the Project Manager and the Contractor will sign the Negotiation
Session Agreement Form CM- 04.
6. If during the session(s), a point is reached where no progress is being made,
the Project Manager should discontinue the session. Once this has occurred,
the Project Manager should immediately notify their Supervisor and
Director of the outcome of the meeting and discuss the options. At this
point, the Director may schedule a meeting with the Project Manager, the
Project Controls Chief Estimator, the Scheduler and the Senior Director to
decide upon a strategy on how to proceed
7. When low-level negotiations are successful, a Change Order, Task Order or
Task Change Order, etc, a is drafted and processed.
b. High Level/High Cost Negotiations
1. High level/high cost negotiations would involve Contracts executed through
an RFP, or where an Intent to claim has been submitted. The negotiation

team would include a Director, Estimator, Scheduler and the Project

Manager. Depending on the situation, the Senior Director and Deputy
Manager may also be involved. Additional examples of this type of
negotiations are, CM/GC Contracts, Design Build Contacts, Guarantee
Maximum Pricing, Professional and Construction Management Service
Contract, and On-Call Master Contracts.
2. High Level negotiation sessions are normally setup and chaired by the
appropriate Director. They involve multiple parties from DIA and the
Contractor or prospective Contractor. These types of negotiations usually
are lengthy and could take place over several weeks or even months
depending on the issues. In this situation, the Project Manager is part of the
team and is involved in the decision making process concerning the
agreement. The Project Manager does not make the final decision.
Depending on the significance of the issues negotiated, the appropriate
Director, Senior Director, or Deputy Manager will chair the team.
3. Once an agreement has been reached, it is documented by incorporating the
negotiated provisions into a fully executed Contract, Change Order, Task
Order, etc...
4. The Project Manager or Contract Administrator will document the
negotiation sessions utilizing the Negotiation Session Agreement Form CM-
04.
a. Both the Project Manager and the Contractor will sign the Negotiation
Session Agreement Form CM- 04.
c. The negotiation sessions are documented using Negotiation Session Agreement
Form CM- 04. Notes are kept of each meeting on the appropriate Negotiation
Session Agreement and shall list those in attendance, items agreed to as well as
any unsettled items. The form is prepared, logged and stored using Primavera
Contact Manager (PCM). Each session is documented and once an agreement is
reached between both parties, the agreed information is entered on the
Negotiation Session Agreement Form CM-04 and signed in accordance with the
requirements of the form.
3. Negotiation Etiquette

a. The Project Manager should always keep in mind the basic skills that are to be
present and necessary in every negotiation.
1. Be Prepared
2. Set Limits and goals you hope to achieve
3. Know when it is best to pause the session to reevaluate
4. Be clear in your communication both verbal and written
5. Close the Deal
E. DOCUMENT CONTROL
4. Negotiation Meeting Minutes
5. Negotiation Session Agreement Form
F. REFERENCES
6. Form link
b. Negotiation Session Agreement Form CM- 04
7. Process link
a. N/A
8. Other
a. N/A
END OF SECTION

12.26 LIQUIDATED DAMAGES

A. BACKGROUND
1. Liquidated damages are predefined monetary amounts that, in the event of a
contract breach, compensate for the loss of expected use of the finished project.
Liquidated Damages will typically be identified as a specific sum assessed per day the
Contractor must pay if certain predefined milestones are not met, which results in a
breach of contract. Traditionally Substantial Completion is one of the milestones
and each project will have its own set of unique milestones depending on the
parameters of the individual project.
2. The Project Manager must be very mindful of retention balances for projects at risk
of delayed completion to avoid Liquidated Damages exceeding the available contract
funds. The project management team should be diligent identifying and resolving
schedule delays if early milestones are late. The Project Manager must fully
understand that their primary objective is to complete the project on time or ahead
of schedule, not to assess or collect liquidated damages from the Contractor. Refer
to General Contract Conditions Section 602.
3. The monetary amount for Liquidated Damages, the corresponding milestone event,
and the milestone date that are to be assessed are stated in the Contract or Special
Conditions to the Contract. For On-Call Contracts, this information is stated in each
executed Task Order.
B. KEY TERNS
1. Liquidated damages
2. Milestones
4. Event
5. Task Order
C. RESPONSIBILITIES
1. Project Manager
2. Contractor
3. Supervisor

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4. Director
5. Senior Director
D. PROCESS
1. During the life of the Project, the Project Manager is responsible for monitoring the
Contractor’s progress by means of reviewing the Contractor’s project schedule and
monthly schedule updates. Based on this review, if the Project Manager determines
there is a possibility that the Contractor may fail to meet a milestone(s) or project
deadline, he should immediately bring this to the attention of the Contractor via
written notification and require the Contractor to submit a recovery plan, otherwise
Liquidated Damages will be assessed per the terms of the Contract Documents. The
Project Manager should also bring this to the attention of their Supervisor and
Director.
2. The Project Manager shall continually keep their Supervisor and Director informed
of the ongoing situation and discuss and determine a plan of action the City should
take in the event of a missed deadline. It is very important that the Project Manager
does not wait until it is too late and the deadline for the milestone has passed
without any resolution. Depending on the situation, the Director may also include
the Senior Director in the discussion.
3. If it is determined to assess Liquidated Damages, the Project Manager will initiate a
letter informing the Contractor of the City’s position regarding their failure to meet
their contractual requirement(s) and specifying the date when Liquidated Damages
will be assessed against them in accordance with General Contract Conditions
Section 602.
4. Measures should be taken to minimize the possibility that math errors could lead to
late completion and the potential for Liquidated Damages.
5. The Project Manager shall:
a. Carefully review and evaluate the Contractor’s Construction Schedule with
emphasis on the projected completion dates versus contractual deadlines.
b. Perform an in-depth review of the Contractor’s monthly construction schedule
updates with regard to overall job progress and the status of the work as it
relates to completion deadlines.

c. Perform an independent analysis of the Contractor‘s work plan and the

probability of the Contractor meeting his current schedule.
d. Discuss the Contractor’s short-term schedule and its correlation to the overall
construction schedule at the weekly progress meetings.
e. Identify delays or activities scheduled too late and provide prompt written
notification to the Contactor.
f. Convene special meetings with the Contractor to rectify missed construction
schedule milestones, product inadequacies, and installation issues.
g. Perform a thorough review and evaluation of change work to determine
reasonable and realistic schedule impacts.
h. Provide timely responses and overall assistance to the Contractor for all matters
relating to the Contract with emphases on the construction schedule.
E. DOCUMENT CONTROL
1. Letter Informing the Contractor of the City’s Position Regarding their Failure to
Meet their Contractual Requirement(s)
2. Project Manager’s Written Notification of Potential Delay
3. Recovery Plan
F. REFERENCES
1. Form Link
a. N/A
2. Process Link
a. N/A
3. Other
a. General Contract Conditions Section 602
END OF SECTION

12.27 DISPUTES
A. BACKGROUND
a. Due to the increasing demand for expedited project schedules and changes to
the scope of work, disputes may arise on any construction project. These
disputes can take up a considerable amount of time and have varied outcomes.
Unless dealt with properly, they can cause the overall project to be completed
late and/or over-budget. The Project Manager and his/her staff must be well
prepared to resolve all issues promptly. Disputes may potentially develop from
any of the following conditions:
1. Plans, specifications, and contract terms that are not clear and complete
2. Unforeseen conditions that are beyond the control of the Owner or
Contractor
3. Excessive changes in scope
4. Poor communication
b. The goal of everyone involved in a construction project should be to minimize
dispute escalation to the fullest extent possible. It is critical to resolve issues as
they occur rather than trying to resolve them later. In addition, it is imperative
that they are resolved at the lowest appropriate level, in the shortest possible
time, and in an equitable manner.
c. The Project Manager’s Staff is the first line of defense in the identification and
mitigation of potential disputes and resultant claims once a contract has been
awarded. It is the responsibility of all DIA construction staff to assist the Project
Manager in identifying and mitigating potential claim situations.
d. One principal method available to the Project Manager to avoid disputes and
claims is timely and equitable contract administration.
e. The Project Manager’s Supervisor, Director, and Senior Director will assist the
Project Manager in evaluating the merits of each dispute presented by the
Contractor. The most common situations leading to disputes and claims are
those discussed in the Contactor Change Request (CCR) Form CM-40 part of the
Construction Activity 12.24 – Change Management section of this Guideline.

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2. Disposition of Disputes – Standard Specifications for Construction General Contract

Conditions – Title 12 and Standard Specifications for Construction General Contract
Conditions – Title 13 provide for the consideration and disposition of Contractor
claims and disputes.
a. Pursuant to Denver Revised Municipal Code Section 5-17, if the Contractor does
not agree with the determination, the claim will be resolved through an
Administrative Hearing held by either Manager of Aviation or their designee
which could be a Department of Aviation employee or a Hearing Officer retained
for that purpose.
B. KEY TERMS
1. Administrative Hearing
2. Claim
3. Contractor Change Request
4. Dispute
5. Hearing Officer
C. RESPONSIBILITIES
1. Contractor
3. Director
4. Hearing Officer
8. Project Manager
10. Senior Director
11. Supervisor

D. PROCESS
a. The Contractor is required to initially present a petition for any change in the
form of a Contactor Change Request (CCR) Form CM-40. This process is fully
described by the Standard Specifications for Construction General Contract
Conditions – Title 1103. If the Contactor Change Request (CCR) Form CM-40 is
denied and the Contractor elects to pursue the matter further, he must do so in
accordance with Standard Specifications for Construction General Contract
Conditions – Title 12. Once a dispute or claim becomes evident, the Project
Manager must develop a dispute history including the following:
1. Prepare a written history of the events leading up to the dispute.
2. Assemble a list and copy all pertinent documents concerning the dispute
including but not limited to RFIs, Submittals, Inspector Daily Reports, e-mails,
and formal correspondence.
3. List all members of the Project Manager’s Staff who have knowledge of the
dispute.
b. Based on this information and the contract documents, the appropriate Director
and the Project Controls Estimator and Project Controls Scheduler will research
the dispute and prepare a report for the Deputy Manager of Aviation, Airport
Infrastructure Management Division. The Project Manager will review the
documents with their Supervisor and make comments as necessary. The
comments are forwarded to the Supervisor and Director for review.
c. Once the Supervisor’s and Director’s comments are incorporated into the
report, the dispute and the Contractor’s claim is reviewed by the Senior Director
and Deputy Manager of Aviation, Airport Infrastructure Management Division
(or his/her designee).
d. A written determination is prepared and issued by the Deputy Manager of
Aviation. The written decision shall clearly state the rationale used by the
Deputy Manager in reaching their decision.
1. If the determination is in agreement with the Contractor, the matter is
returned to the Project Manager and to the appropriate Supervisor and
Director for resolution of the cost and time involved.

a. If the Project Manager, the appropriate Director and the Contractor

cannot agree upon cost or schedule adjustments, the Senior Director
and/or Deputy Manager of Aviation shall attempt to negotiate with the
Contractor’s senior management to reach an agreement. The Deputy
Manager may appoint others to act in their place.
2. If the Deputy Manager of Aviation determination does not agree with the
Contractor, they may elect to pursue the matter further. They may protest
that decision to the Manager of Aviation who conducts an administrative
hearing pursuant to the procedures set forth in Denver Revised Municipal
Code Section 5-17 to further investigate, review, evaluate, and decide on the
merits of the claim.
1. If the Manager of Aviation declines to hear the dispute or claim, the
case is assigned to a Hearing Officer. The Manager of Aviation or
Hearing Officer shall issue a written decision listing the facts relied
upon and the rationale used to reach the decision. Refer to Standard
Specifications for Construction General Contract Conditions – Title
13.
E. DOCUMENT CONTROL
1. All pertinent correspondence, e-mails, or documentation
2. Contractor Change Request
3. Deputy Manager of Aviation written decision
4. Dispute history and supporting documentation
5. Manager of Aviation or Hearing Officer written decision
6. Report for the Deputy Manager of Aviation
F. REFERENCES
1. Form Links
a. Contactor Change Request (CCR) Form CM-40
2. Process Links
a. N/A

3. Other
a. Construction Activity 12.24 – Change Management
b. Standard Specifications for Construction General Contract Conditions - Title
1103
c. Standard Specifications for Construction General Contract Conditions – Title 12
d. Standard Specifications for Construction General Contract Conditions – Title 13
e. Denver Revised Municipal Code Section 5-17
END OF SECTION

12.28 CLAIMS
A. BACKGROUND
1. There are 2 types of claims.
a. A Contractor’s claim against the City - A claim, demand, or assertion by the
Contractor regarding additional money and/or a time adjustment on a project
with which DIA does not agree. Refer to Standard Specifications for
Construction General Contract Conditions – Title 12.
b. A Subcontractor claim against the Contractor - A claim for work performed or
material supplies where the Subcontractor has not been paid. Colorado Revised
Statute 38-26-107 allows for subcontractors, suppliers etc. to file a claim for
unpaid work by submitting the Verified Statement of Claim form.
2. Claims are filed by a Contractor, Subcontractor, or supplier with the Manager of
Aviation and include documentation to support the validity of the claim.
B. KEY TERMS
1. Claim
2. Dispute
C. RESPONSIBILITIES
3. Claimant
4. Contractor
7. Subcontractor
8. Supplier
D. PROCESS

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See Construction Claims Workflow

1. Claims filed by Contractor
a. The Contractor shall file a Notice of Intent to Claim Letter within ten (10) days
after any denial of additional cost or time and forward the Claim to the Deputy
Manager of Aviation - Airport Infrastructure Management. A copy of the
Notice of Intent to Claim Letter is forwarded to the Project Manager and logged
on the Claims Log Form CM-59.
b. The Deputy Manager – Airport Infrastructure Management is responsible for
handling the initial decision process and if applicable the negotiation process.
Refer to Standard Specifications for Construction General Contract Conditions –
Title 12 for the complete claims process and respective timetables.
c. If a settlement is reached, the Project Manager will issue a Change Order (CO)
Form CM-21 to the Contractor for final settlement.
d. If the Contractor disagrees with the Deputy Manager’s determination, the
Contractor may formally petition the Deputy Manager for an Administrative
Hearing pursuant to Standard Specifications for Construction General Contract
Conditions - 1301.
e. In accordance with Standard Specifications for Construction General Contract
Conditions – Title 13 and Denver Revised Municipal Code Section 5-17, an
Administrative Hearing shall be scheduled and held by either the Deputy
Manager of Aviation or their designee. For more information see the
Construction Activity 12.27 Disputes section of this Guideline.
2. Claims filed by Subcontractor against Contractor.
a. Colorado Revised Statute 38-26-107 allows for subcontractors, suppliers etc. to
file a claim for unpaid work by submitting the Verified Statement of Claim form.
b. Claims are recorded in the Claims Log Form CM-59 and the coordination of the
resolution(s) are tracked and managed by the Project Manager.
c. Claims are addressed to the Manager of Aviation, forwarded to Business
Management Services who forwards the claim to the Project Manager.
d. Business Management Services has the responsibility to make a determination
to accept or reject the claim.

1. If the claim is accepted:

a. Business Management Services sends a letter to the prime Contractor
notifying them that funds will be withheld in the next pay application
along with a copy of the claim.
b. Business Management Services provides a copy of the claim to: Airport
Legal Services, the Project Manager, the claimant, and any
subcontractors involved.
c. After the claim has been accepted, interest (at 16%) and Administrative
Fees of ($91.00) are assessed on the claim and withheld from the first
payment application submitted by the Contractor and continue to be
withheld until a Release of Verified Claim is received by DIA from the
claimant.
d. With regard only to Final Settlement of the Contract, the funds may only
be withheld for 90 days after the Final Settlement of the project is
advertised. If after 90 days a Release of Verified Claim is not received,
the funds will be released to the Contractor unless a notice is received
that the funds are subject to a lawsuit.
e. If the claim is rejected:
1. Business Management Services will send a letter to the claimant denying
their claim with a copy to Airport Legal Services and the Project Manager.
E. DOCUMENT CONTROL
1. Business Management Services Letter accepting or denying a claim
2. Claims Log
3. Notice of Intent to Claim Letter
4. Release of Verified Claim
5. Verified Statement of Claim
F. REFERENCES
1. Form Reference
a. Notice of Intent to Claim Letter Sample/Form

b. Claims Log Form CM-59

c. Release of Verified Claim
d. Verified Statement of Claim
2. Process Links
a. Construction Claims Workflow
3. Other
a. Standard Specifications for Construction General Contract Conditions - Title 12
b. Standard Specifications for Construction General Contract Conditions - Title 13
c. Standard Specifications for Construction General Contract Conditions - 1301
d. Colorado Revised Statute 38-26-107
e. Denver Revised Municipal Code Section 5-17
f. Construction Activity 12.27 Disputes
END OF SECTION

12.29 WATER SERVICE INSTALLATION AND APPLICATION FOR DENVER WATER SUPPLY LICENSE
A. BACKGROUND
1. All new facilities that require water service are to have the waterline extension
designed by Denver Water, installed by one of their pre-qualified contractor and the
construction inspected by Denver Water (Design Activity Section 11.4 - Design
Services for Expansion or Medication of the Water Distribution System).
2. When the installation of the waterline extension/service line is complete, a water
meter is required to be installed prior to any water service flowing into the facility.
Denver Water provides the meter and is responsible for installing it. Prior to this
occurring, the Owner must complete and submit to Denver Water an Application for
Water Supply License.
B. KEY TERMS
1. Application for Water Supply License
C. RESPONSIBILITIES
1. Project Manager
2. Supervisor
3. Senior Director
4. Denver Water Inspector
5. Sales Administrator – Denver Water
6. Contractor
7. Denver Water Design Project Manager
8. Denver Water Sales Administrator
D. PROCESS
1. Installation of the waterline extension or service line installation.
a. Before the installation of any water pipe or service line, the Project Manager will
arrange a pre-work coordination meeting with the Denver Water Design Project
Manager, the Utility Contractor and the required DIA Staff.

Section 12.29 - Water Service Installation and
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Application For Denver Water Supply License
b. The agenda for this meeting will be the scope of work, the utility Contractor’s
schedule, Denver Water’s Requirements, quality control requirements including
welding inspections, pre and final inspections, submittal process, acceptance
process and the installation of the water meter.
c. The scope of work will be based on the size of the service line, fire hydrants and
any extension to the existing waterline distribution lines (if required).
d. Only after this meeting has taken place, can the utility contractor begin installing
their waterline pipe or service line.
1. If only a service line needs to be installed, the utility contractor will
coordinate with Denver Water regarding when Denver Water can install the
coupling to the existing water distribution line. (Only Denver Water can tap
into their existing water distribution line.)
2. If an extension of the existing water line or installation of fire hydrant(s) is
required, then the Contractor installs the pipe in accordance with Denver
Water’s drawing and specifications and coordinates the inspection of the
work with them.
2. During this period, the Project Manager develops and completes the Denver Water
Application For Water Supply License package.
a. The Application for Water Supply License Package (see Sample Document)
consists of the DIA Application for Water Supply License Request Form CM-67,
Denver Water Application for Water Supply, City and County of Denver Street
Address Card, a drawing showing the layout of the water supply line and a
Denver Water Soil Amendment Agreement (if applicable).
b. The Project Manager obtains the Denver Water Application For Water Supply
and the Denver Water Soil Amendment Agreement from the Denver Water Sales
Administrator and verifies if a Soils Amendment Agreement is required.
3. The Project Manager completes the forms, compiles all of the required documents
into a package and then routes it to their Supervisor for review and to the Senior
Director for signature.
4. Once signed, the Project Manager sends the executed package to the Contractor
who submits it to the Denver Water Sales Administrator.

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a. All fees associate with the meter, inspections and soils amendment agreement
(if applicable) are the Contractor’s responsibility. These fees are paid to Denver
Water at the time the application is submitted.
5. The Contractor coordinates the installation of the water meter with the Denver
Water Sales Administrator.
E. DOCUMENT CONTROL
1. Request for Application for Water Supply License CM-67
F. REFERENCES
1. Form Link
a. Request for Application for Water Supply License CM-67
2. Process Link
a. N/A
3. Other
a. Denver Water Soil Amendment Agreement
b. Denver Water Application for Water Supply License
c. City and County of Denver Street Address Card
d. Application for Water Supply License Sample Package
e. Design Activity Section 11.4 - Design Services for Expansion or Medication of the
Water Distribution System
END OF SECTION

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12.30 COMMISSIONING
A. BACKGROUND
1. System commissioning is the process of achieving, verifying and documenting that
all of the Project’s system components perform and interact according to the design
intent and meet the functional and operational needs of the Project.
a. The process of commissioning involves the systematic inspection, testing,
evaluation and starting of individual components of mechanical, electrical, and
instrumentation equipment, and preliminary and final functional performance
testing for all commissioned system, including security systems and building
envelopes.
b. Commissioning is both a team effort and quality control process.
c. Commissioning may be part of the process for pursuing LEED certification.
d. As all current and future building projects will be delivered as BIM’s integration
of all projected commissioning documentation, processes and procedures will
incorporate a BIM-based workflow consistent with existing DIA BIM
requirements/standards for use with DIA’s facility/asset management.
2. There are two (2) levels of commissioning. The determination of which level of
commissioning to pursue is done at the project development stage, and is based on
the project complexity, scope and certification requirements. All activities are
focused on meeting that particular level’s requirements.
a. Level 1 Commissioning is appropriate when the complexity and interaction
between the mechanical and electrical systems is moderate or the scope of the
project is limited and does not require comprehensive services.
b. Level 2 Commissioning is an elevated level of commissioning which includes
Level 1 commissioning and additional responsibilities and documentation. Level
2 is appropriate on projects which are complicated or require a higher level of
oversight. This includes projects where the mechanical and electrical systems
or interactions between systems are complex, where significant testing of life
safety, environmental, or building envelope systems are appropriate, where
certifications are required, or where the end use requires critical operating
parameters.

3. Commissioning Activities
a. Both levels 1 and 2 include pre-commissioning and commissioning activities,
such as manufacturer’s services, certifications of readiness of testing, and
trouble shooting, checkout and shakedown activities.
b. Pre-Commissioning
1. Pre-Commissioning is the systematic demonstration through testing and
extended operation that major equipment and auxiliary systems, including
relative components, systems, and sub-systems, operate properly and
consistently with their intended function.
2. Pre-commissioning can involve balancing, adjustments, calibration, loop
check, power checks. It should also simulate shutdown conditions, failure
conditions, power fail and restart bypass, and failure restarts processes.
3. Pre-Commissioning is not considered complete until the successful results
and documentation of tests and manufacturer’s certifications required by the
Contract Documents are submitted and accepted by the Designer of Record
and are to be incorporated in the record model per DIA BIM
requirements/standards.
4. Pre-Commissioning of all portions of the Work shall be completed
successfully prior to starting Commissioning.
c. Commissioning
1. Commissioning verifies that the completed work functions on an extended
basis in full conformance with the Contract Requirements.
d. Systems to be commissioned for each project are determined by the DIA Project
Manager along with assistance from the Subject Matter Experts during the
initial phase of design.
1. Commissioning of temperature control and building automation systems is
recommended whenever they are part of a project scope.
2. See Design Activity 11.18 – Design Commissioning for more detail on the
determination of systems commissioning.

B. KEY TERMS
1. Contract Requirements
2. Functional Performance Testing
3. LEED certification
4. System Commissioning
C. RESPONSIBILITIES
1. Airport Operations
2. Commissioning Authority
3. Commissioning Team
4. Contractor
6. DIA Asset Management
7. DIA Maintenance
8. DIA Staff
9. Project Manager
D. PROCESS
1. Commissioning Authority Responsibilities
a. Level 1 Commissioning
1. For Level 1 Commissioning, depending on the requirements stated in the
Contract Documents, the commissioning team is made up of the Project
Manager, designated DIA staff (Discipline inspectors, Subject Matter
Experts, Maintenance (technical) and DIA asset management personnel), the
Designer of Record, and the Contractor.
2. For Level 1 Commissioning, the Commissioning Authority could be a DIA
Subject Matter Expert, the Designer of Record or may be part of the
Contractor’s team, depending on the requirements of the systems involved
and/or what is stipulated in the Contract Documents.

b. Level 2 Commissioning
1. For Level 2 Commissioning, the commissioning team consists of the Project
Manager and their designated staff (discipline Inspectors, Subject Matter
Experts maintenance (technical) and DIA asset management personnel, the
Designer of Record, Commissioning Authority, and the Contractor.
2. For Level 2 Commissioning, DIA may elect to have the Designer of Record or
an independent third party as the Commissioning Authority, depending on
the contract requirements.
3. The Level 2 Commissioning Authority responsibilities include:
a. Review of the basis of design/design concept
b. Having a formal commissioning plan
c. Providing oversight of training, and
d. Preparing a commissioning report
e. Commissioning data collecting for use by DIA Asset Management per DIA
BIM requirements/standards.
4. Projects pursuing LEED certification require Level 2 Commissioning and
LEEDS certification requirements “LEED EA Prerequisite1: Fundamental
Commissioning of the Building Energy System”. LEED project compliance
will be up to the decision of the Director.
5. For Level 2 or Building Certification, the Commissioning Authority will
manage the commissioning process, and assist the Contractor in tracking
commissioning documents, reviewing project submittals, assisting in the
integration of commissioning tasks into the overall project schedule, and
coordinating the inspection and start-up testing performed by the
contractor, subcontractors, and vendors.
c. See Design Activity 11.18 – Design Commissioning for more detail on the
determination of the Commissioning Authority.
2. Testing and Startup Activities
a. The Contractor will have primary responsibility for the testing and startup
activities and preparing commissioned systems for functional performance

testing. These activities are to be performed in accordance with the Contract

Documents and comply with Technical Specification Section 017515.
b. The Contractor shall coordinate with the Project Manager’ to assure compliance
with the DIA commissioning process, including integration with existing systems
for all Project systems and DIA BIM requirements/standards.
c. All Contractor’s personnel, equipment, tools, and resources necessary for
demonstrating successful operation are to be present during the testing.
d. The Owner’s responsibility during the startup and testing phase is for staff to
assist in coordinating testing with Airport Operations and Airport Maintenance
and Assets Management.
e. Prior to proceeding with the testing of any system, the Contractor shall have
approved shutdown requests for any applicable system.
f. At the Pre-Construction meeting, the Commissioning Authority presents an
overview of the commissioning process, identifies the Commissioning Team, its
tasks and responsibilities and the commissioning milestones, e.g., construction
verification and functional performance testing for incorporation into the
contractor’s schedule.
3. Commissioning Authority Review
a. The Project Manager will forward submittals associated with commissioned
systems to the Commissioning Authority for review and comments., including
reviewing and commenting on functional performance test forms to ensure they
reflect the operational requirements of each system.
b. Once the Commissioning Authority has reviewed the submittal(s), the
comments will be forwarded back to the Project Manager. If a pertinent issue is
identified by the Commissioning Authority, the Project Manager will forward
those comments to the Designer of Record for further review.
4. Construction Progress and Commissioning Meetings
a. The Commissioning Authority will attend the Project Manager’s weekly
construction progress meetings to report on the commissioning activities, ensure
unresolved issues are being addressed and identify commissioning activities to
be integrated into the project schedule.

1. Level 1 commission project plans, schedules and issues can be discussed at

the Project Manager’s weekly construction progress meeting.
b. Regular commissioning meetings will be held during the functional performance
testing phase of construction. The goal of the meetings is to keep the
commissioning on schedule, identify impacts on the commissioning schedule and
provide assistance to the Contractor for work related commissioning activities.
In addition, data formats and deliverables will be validated by DIA Asset
Management for use/compliance per DIA BIM requirements/standards.
1. The Commissioning Authority will meet with the Project Manager to
determine an appropriate time when these meetings should be held. Usually
these meetings are held immediately after the construction progress
meeting.
2. The Contractor, Designer of Record, Project Manager and designated staff
(Discipline inspectors, Subject Matter Experts, Maintenance (technical) and
DIA Asset Management personnel) are required to attend these meetings.
3. The Project Manager will chair meetings associated with Level 1
commissioning. The Commissioning Authority will chair the meetings
associated with Level 2 commissioning. Meeting minutes for the
commissioning meetings will be recorded on the General Meeting Minute
Form PS-41.
4. The meeting agendas will include a review the project progress which
includes reviewing the contractor’s testing schedule, submittal schedule,
including status of O&M manual submittals, commissioning issues and
scheduling for future commissioning tasks.
5. For Level 2 Commissioning, the commissioning plan, schedule, and issues list
will be reviewed and updated at each of the commissioning meetings. The
meetings will cover any new issues, assign responsibility for correcting and
report on progress.
5. Construction Commissioning Issues Log
The Commissioning Authority will maintain and monitor a Construction
Commissioning Issues Log intended to ensure that issues raised during

construction are documented, addressed, and remain visible until they are
resolved.
6. The Project Manager will provide oversight of the Construction Commissioning
Issues Log and ensure the responsible party(ies) resolve the issues in the designated
time frame.
a. The log will be discussed at the regular commissioning meetings.
7. Example of issues to be included in the Construction Commissioning Issues Log are:
a. Commissioning issues,
b. Tests and balance issues,
c. Deficiencies or Non-Conformance items noted during construction,
d. Construction verifications,
e. Functional performance testing,
f. Construction progress or lack of,
g. Document conflicts
h. Issues identified by a visiting agency, Designer of Record, DIA personnel, or any
other source or members of the construction team.
8. Functional Performance Testing
a. The Contractor is responsible for preparing commissioned systems for functional
performance testing, including the coordination of preliminary testing with other
Contractors prior to the formal test witnessed by the Project Manager, the
Commissioning Authority and Designer of Record.
b. The Contractor’s preliminary testing should follow the final functional
performance test process.
c. The Contractor shall submit to the Project Manager the completed Preliminary
Functional Test Forms for review and acceptance.
d. The Project Manager shall forward the forms to the Commissioning Authority
and Designer of Record for their review and comments.

1. If the information on the forms is acceptable, the Project Manager will

notify the Contractor that the system is ready for their witnessing of the
functional performance testing.
e. The Commissioning Authority, Designer of Record, and Project Manager shall
witness the final functional performance testing for all commissioned systems.
f. The Commissioning Authority is responsible for the following.
1. Recording the results of the final functional performance tests,
2. Reviewing the completed testing and balancing of the systems
3. Reviewing the systems ensuring that systems operate in manual and
automatic modes of operation
4. Verifying proper control sequences, proper operation of software logic and
controllers noting that the systems operate in normal and emergency mode
5. Recording any deficiencies during testing
6. Witnessing and recording the results of any retesting of systems
7. Including the final functional performance test reports in the final
commissioning report
8. Verify that the overall commissioning program is in compliance with the OPR
and DIA BIM requirements/standards
9. Review/Approval of Operation and Maintenance Manuals
a. The Contractor is responsible for assembling and submitting all Operations and
Maintenance Manuals per the DIA BIM requirements/standards to the Project
Manager.
1. For LEED certification projects, the Commissioning Authority shall review
and provide a summary of the Operations and Maintenance documentation.
b. The Project Manager will forward the draft manual to the Designer of Record,
Subject Matter Experts, the Commissioning Authority and DIA Maintenance
and Asset Management for review and comments.
c. The Project Manager will forward all comments to the Contactor for resolution.

d. Once the Operations and Maintenance Manuals are approved, the Project
Manager will forward them to DIA Asset Management. .
10. Systems Manual
a. The Commissioning Authority shall prepare a systems manual that focuses on
operating rather than maintaining the project equipment and systems. This is a
requirement for LEED certification only.
11. Training
a. The Contractor is responsible for providing training for all equipment, etc. as per
Technical Specification Section 017515.
b. The Commissioning Authority is to attend the training session and evaluate the
training, obtaining comments on the training from the trainees, evaluate their
comments and determine if the training was adequate.
c. The Commissioning Authority should identify any sessions that were deemed
insufficient and report their finding to the Project Manager.
d. The Project Manager will formally notify the Contractor of the Commissioning
Authority’s evaluation. The Contractor is responsible to take the appropriate
action to resolve this situation, including all costs associated with retraining.
12. Post Construction Commissioning Report
a. For Level 2 commissioning, the Commissioning Authority is responsible for
developing a Commissioning Report.
b. The draft Commissioning Report is submitted to the Project Manager for
distribution upon Substantial Completion.
c. The final Commissioning Report shall be submitted to the Project Manager
immediately after the Post Project Evaluation, but prior to completion of the
warranty period.
d. The contents of the Commissioning Report should be clearly defined in the
commissioning plan (Refer to Design Activity 11.18 – Design Commissioning).
The report may include the following:
1. Key members of the commissioning team and their contact information
2. Narrative of the commissioning process

3. Owner’s project requirements

4. Basis of design/design concept
5. Design report
6. Design review comments and resolutions
7. Issues list with all issues resolved
8. Functional performance testing results
9. Review of Contractor’s Training and resolutions to the problems found
during testing and Inspection reports of all commissioned systems
10. Equipment installed
11. Assemblies and building features.
12. Key findings
13. Lessons Learned and Best Practices (based on outcome of the Post
Evaluation Meeting) See section Construction Activity 12.34 - Lessons
Learned and Post Project Evaluation
13. Turnover
a. Once the systems have been commissioned and accepted by DIA, the Project
Manager will turn the systems over to DIA Maintenance.
b. After the one (1) year warranty period is over, DIA Maintenance will be
responsible for assuming the operation and maintenance of the systems or
facility.
c. The Project Manager shall turn over an accurate and fully-coordinated FM/OM
BIM Record Model that shall aid in resolving outstanding commissioning issues
after building turnover, assist in coordinating contractor callbacks and associated
BIM data management update requirements, and identify how best to resolve
issues.
d. The Building Commissioning Team shall perform seasonal and deferred testing to
verify proper system operation during different seasons. Testing that was
delayed due to site and equipment conditions or inclement weather will also be
completed during occupancy.

e. The Building Commissioning Team shall perform near warranty end review
shortly before the expiration of the contractors’ warranty. The Building
Commissioning Team shall return to the buildings to review system operation,
interview building staff, and assist in addressing performance problems or
warranty issues.
E. DOCUMENT CONTROL
1. Commissioning Meeting agendas
3. Commissioning Report
4. Functional performance test forms and submittals
5. Issues List
6. Operations and Maintenance Manuals
7. Systems manual
F. REFERENCE
1. Form Link
a. Functional Performance Test Forms
b. General Meeting Minute Form PS-41
c. Construction Commissioning Issues Log Template
2. Process Link
a. N/A
3. Other
a. Design Activity 11.18 – Design Commissioning
b. Construction Activity 12.34 - Lessons Learned and Post Project Evaluation
c. Technical Specification Section 017515
d. Design Standard Manuals DSM-01, DSM012
e. “LEED EA Prerequisite1: Fundamental Commissioning of the Building Energy
System”

f. Systems Commissioning Program

g. Commissioning Report Sample
END OF SECTION

12.31 CONSTRUCTION CONTRACT CLOSEOUT

A. BACKGROUND
1. Just as starting a construction project properly is critical, proper final completion and
project acceptance, also termed ”closeout” is critical. The closeout period
represents the time when the Project Manager reviews the project, verifies that all
contract document requirements have been met and the systems or facility is
functioning as intended. The Project Manager should be coordinating this phase
with Finance and Business Management Services and confirming the City and
County of Denver closeout process. (Standard Specifications for Construction
General Contract Conditions – Title 20).
2. Contract closeout is one of the most important phases of a project. The
Construction Closeout Checklist Form CM-75 has been developed as a guide for
closing out all DIA projects. The Project Manager should be constantly monitoring
the status of the project and closeout. They should begin planning for the project
closeout when the project is started. Delaying initiating closeout procedures until
later in the schedule, may delay closeout of the project and the Owner could incur
unnecessary costs after construction is complete. Delays and confusion in the final
closeout of the project could result in the project’s costs exceeding budget and
creating an atmosphere conducive to claims. Further, some essential work items
may be overlooked and not completed.
3. Preparing for project closeout early guarantees enough time and budget to ensure
the Contractor has complied with all contractual obligations. It will also expedite
the close-out process and avoid delaying release of the Contractor’s retainage and
final payment.
4. The Project Manager should include the Construction Closeout Checklist Form CM-
75 within the bid documents so that those bidding on the project are aware of their
requirements and begin preparing the closeout process early.
5. The Project Closeout process is the same regardless whether it is a Contract or Task
Order.
6. The Project Manager will notify Finance the contract or task order is closed so that
any remaining funds associated with the contract can be reused.

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B. KEY TERMS
1. Closeout
2. Early Occupancy
3. Final Acceptance
4. Final Completion
5. Retainage
C. RESPONSIBILITIES
1. Administrator (Business Management Services)
2. Contract Administrator
3. Contractor
5. DIA Risk Manager
6. Manager of Records Management
7. Project Manager
8. Subcontractor
9. Suppliers
10. Warranty Program Administrator
D. PROCESS
a. Construction Contract / Task Order Closeout Workflow
b. FAA Contract Closeout Workflow
c. Substantial Completion Workflow
d. Early Occupancy Workflow
2. When a project is bid, the Project Manager should reiterate the importance of DIA’s
timely Project Closeout expectations, including the Construction Closeout Checklist
Form CM-75 within the bid documents with the appropriate Closeout items

identified. The Project Manager is responsible for reviewing DIA’s Construction

Closeout Checklist Form CM-75 and comparing it to the contract requirements
making sure there are no open issues that may not appear in the check list or there
are issues on the check list that are not applicable to the project.
a. If an item is identified as non-applicable, the Project Manager should insert N/A
for that item. They should not delete the item from the form. When an issue
arises during Construction, the Project Manager is to immediately notify the
Contractor and not wait until after Substantial Completion or the end of the
Project.
b. Once the Project Manager has completed their review of the Construction
Closeout Checklist Form CM-75, they should forward the revised draft checklist
to the contractor so that they are aware of their obligations with regard to the
contract closeout. The Project Manager should make every effort to ensure that
the checklist does not contain any additional items that were not previously
identified on the original checklist provided with the bid documents.
3. The Project Manager has the authority to determine when the deliverables of the
contract have been met and the project has been completed.
4. Contract closeout is usually accomplished in three phases. These phases apply
equally to the completion of milestones as well as to overall contract completion. If
funding for a project includes FAA grants, the FAA’s closeout procedures must also
be followed. The three phases are:
a. Pre-Final Inspection
b. Substantial Completion/Early Occupancy
c. Final Completion and Acceptance of the Work
5. Pre-Final Inspection
a. When the Contractor believes that the work or a given element of the work is
complete and is ready for pre-final inspection, they will contact the Project
Manager to arrange and conduct a preliminary walk-through with them of the
subject area. The purpose of this walk-through is to afford the Project Manager
the opportunity to confirm that the work is, in fact, complete and pre-final
inspection proceedings are appropriate.

b. If it is apparent to the Project Manager that numerous items of work are

incomplete or inadequate and would result in a lengthy punch list, the Project
Manager will require that the Contractor rectify those conditions prior to
involving others in a formal pre-final inspection.
a. When the Contractor feels that the project or work conforms to the
requirements of “Substantial Completion” as defined in Standard Specifications
for Construction General Contract Conditions – Title 19 , they shall notify the
Project Manager in writing that the project is substantially complete and request
an inspection. The specific requirements relative to substantial completion,
inspections and punch lists are found in Standard Specifications for
Construction General Contract Conditions - Title 19.
1. When the Project Manager, on the basis of the inspection and
recommendation of the Designer of Record, determines the work or
designated portions of it are substantially complete, they will issue a
Certificate of Substantial Completion Form CM-36 in accordance with
Standard Specifications for Construction General Contract Conditions – Title
19 and route it for signatures using the Certificate of Substantial Completion
– Route Sheet Form CM-42.
2. If the Project Manager and DOR do not agree that the Work is Substantially
Complete, they will cease the inspections and the Project Manager will
inform the Contractor of his/her decision.
b. The contract completion time (from Notice to Proceed to Substantial
Completion), is specified in the Special Conditions of the contract.
c. The date the Certificate of Substantial Completion is executed serves as the basis
for initiating the warranty period per Standard Specifications for Construction
General Contract Conditions – Section 1801.4B. At that time, the Project
Manager will contact the Warranty Program Administrator and coordinate the
transfer of assets to DIA’s Maintenance section. Refer to the Construction
Activity 12.33 - Warranties and Construction Activity 12.33 - Transition Assets to
Asset Management sections in this Guideline.

d. While the Contractor is working on completing the punch list, the Project
Manager should also review the status of the Construction Closeout Checklist
Form CM-75 with the Contractor.
7. Early Occupancy
a. DIA has the right to take early beneficial possession of and to use any complete
or partially completed portions of the Work. In the event, DIA elects this to take
possession or to use any completed or partially completed portions of the Work
prior to Substantial Completion, this process shall be performed in accordance
with the General Contract Condition, Section 1904 Right of Early Occupancy and
Use.
8. Final Completion
a. Once the Contractor has completed the work, the construction permits have
been closed out by the City and County of Denver, work conforms to the
requirements of Standard Specifications for Construction General Contract
Conditions – Title 20, and the Construction Closeout Checklist Form CM-75 has
been completed, the Contractor shall notify the Project Manager in writing that
the Work is Complete and request a Final Inspection. Refer to the Standard
Specifications for Construction General Contract Conditions Title 20 “Final
Completion and Acceptance of the Work” and Technical Specification Division 1,
Section 01 77 20.
b. Based upon this inspection, if the Project Manager determines that the Work
has been fully completed in accordance with the contract documents, and the
requirements stated on the Certificate of Final Completion and Acceptance of
Work Form CM-37 have been met, the Project Manager will initiate the
Certificate of Final Completion and Acceptance of Work Form CM-37 and route
for signatures using Route Sheet - Certificate of Final Completion and Acceptance
of Work form CM-43.
9. Final Settlement Advertising
a. Once the Certificate of Final Completion and Acceptance of Work Form CM-37 is
fully executed, the Project Manager prepares the Memorandum Advertising for
Contract Completion Form CM-85. Prior to advertising the final settlement, the
Contractor must meet the requirements as stated in the Standard Specifications
for Construction General Contract Conditions - Section 2003.2. Once the

Project Manager has determined that the Contractor has met these
requirements, they will issue the memo to Business Management Services for
advertising the Final Settlement.
b. The Notice of Final Settlement of the contract must be advertised at least twice
in a newspaper of general circulation ten (10) days prior to issuing the final
settlement check to the Contractor.
10. Rolling Owner Controlled Insurance Program (ROCIP)
a. The Project Manager shall ensure that the Contractor completes all appropriate
paperwork to move a project from “ongoing operations” to “completed
operations” and notify the appropriate parties to the completion of the
following:
1. DIA accepts full ownership of the completed work (excludes negotiation of
final pricing terms).
2. All work has been completed (does not have to include punch list items).
3. DIA puts the work/project to its intended use.
b. The Project Manager shall contact the DIA Risk Manager to assure all ROCIP
paperwork is completed for final closeout.
11. Final Payment
a. While the Project is being advertised for Final Settlement, the Contractor
submits a draft of the Final Pay Application Package to the Project Manager for
review and approval. The Project Manager compares the Final Pay Application
Package draft against the Document Check List For Construction Final Payment
Application Form CM-31. If the Final Pay Application Package complies with this
Document Check List For Construction Final Payment Application Form CM-31
and the Project Manager determines it is acceptable, they will notify the
Contractor to submit a Final Pay Application Package to Business Management
Services.
b. Once the City and County of Denver is satisfied that no claims by Subcontractors
or Suppliers have been filed or remain pending, Business Management Services
will time stamp the Contractor’s Final Pay Application Package, review it and
inform the Project Manager that the pay application is acceptable for signatures.
The Project Manager will download the Final Pay Application Package, attach

the Route Sheet – Pay Application Form CM-29, and distribute it for signatures
and payment. Refer to Standard Specifications for Construction General
Contract Conditions – Section 2003.
12. Project Finalization
a. Once the final payment has been approved and the Contractor has received
their check, the project files are ready to be archived.
b. The Project Manager arranges for the project records to be consolidated, with
redundant and duplicated material removed. Once this is completed a
permanent record of the project activities is preserved in the project files.
c. The Project Manager arranges with the Manager of Document Control to have
the project files archived. Once the project files are archived, the only access to
the files will be through the Manager of Records Management.
E. DOCUMENT CONTROL
1. Certificate of Final Completion and Acceptance of Work Form CM-37
2. Certificate of Substantial Completion – Route Sheet Form CM-42
3. Certificate of Substantial Completion Form CM-36
4. Check List for Final Completion Form CM-80
5. Construction Closeout Checklist Form CM-75
6. Final Pay Application Package
7. Inspections
8. Memo to Business Management Services for advertising the Final Settlement
9. Memorandum Advertising for Contract Completion Form CM-85
10. Notice of Final Settlement
11. Punchlists
12. Request for Final Inspection
13. Route Sheet - Certificate of Final Completion and Acceptance of Work form CM-43
14. Warranties
F. REFERENCES

1. Form Reference
a. Route Sheet – Pay Application Form CM-29
b. Document Check List For Construction Final Payment Application Form CM-31
c. Certificate of Substantial Completion Form CM-36
d. Certificate of Final Completion and Acceptance of Work Form CM-37
e. Certificate of Substantial Completion – Route Sheet Form CM-42
f. Route Sheet - Certificate of Final Completion and Acceptance of Work form CM-
43
g. Construction Closeout Checklist Form CM-75
h. Check List for Final Completion Form CM-80
i. Memorandum Advertising for Contraction Completion Form CM-85
j. Notice of Final Settlement Sample
k. Final Pay Application Package Sample
2. Process Links
a. Construction Contract / Task Order Closeout Workflow
b. FAA Contract Closeout Workflow
c. Substantial Completion Workflow
d. Early Occupancy Workflow
3. Other
a. Technical Specifications Division 1
1. Technical Specification Division 1, Section 017720
b. Standard Specifications for Construction General Contract Conditions
1. Standard Specifications for Construction General Contract Conditions - Title
20

2. Standard Specifications for Construction General Contract Conditions - Title

19
3. Standard Specifications for Construction General Contract Conditions – 910
4. Standard Specifications for Construction General Contract Conditions –
Section 119
Section 1801.4B
6. Standard Specifications for Construction General Contract Conditions -
Section 2003.2
Section 111
c. Construction Activity 12.32 - Warranties
d. Construction Activity 12.33 - Transition Assets to Asset Management
e. FAA’s closeout procedures
END OF SECTION

12.32 WARRANTIES
A. BACKGROUND
1. The executed Certificate of Substantial Completion Form CM-36 establishes the date
when all contractor warranties for a project commence.
2. Any repair work that is identified or occurs after Substantial Completion will be
handled as a warranty repair. When a repair is identified, the Project Manager or
the DIA Inspector is to issue a Warranty Repair Request - Form CM-35 to the
Contractor for resolution.
3. Issuance of a Warranty Repair Request - Form CM-35 does not delay the closeout of
a project. Refer to Standard Specifications for Construction General Contract
Conditions - Title 18 – Warranties, Guarantees and Corrective Work
B. KEY TERMS
1. Assignment of Warranty
2. Final Completion
4. Warranty
C. RESPONSIBILITIES
1. Contact Administrator
2. Contractor
3. Inspector
4. Project Manager
D. PROCESS
1. Prior to Final Completion, the Contractor shall submit a signed Contractor Warranty
Form CM-10 and each Subcontractor shall submit a signed
Contractor/Subcontractor Warranty Form CM-11 through the Contractor to the
Project Manager. These forms outline the responsibilities and obligations of the
Contractor and Subcontractors to DIA through the warranty period. The
Contractor/Subcontractor Warranty Form CM-11 includes an Assignment of

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Warranty clause transferring all rights to the Contractor. The Contractor Warranty
Form CM-10 transfers all rights to the airport.
2. The Project Manager shall identify and monitor the equipment warranties on the
Warranty Log Form CM-63. It is prepared early in the project lifecycle by the Project
Manager and reflects the list of required warranty documents based on the specific
project.
3. Defects or Repairs
a. All repair work performed during the Warranty Period is initiated through a
Warranty Repair Request Form CM-35 prepared by the Project Manager or DIA
Inspector and forwarding it to the Contractor for corrective action. Warranty
Repair Request Form CM-35 are tracked by the Contract Administrator and
Inspector by using the Warranty Repair Request Log CM-98. Refer to Standard
Specifications for Construction General Contract Conditions 1802.
b. Once the warranty repair is complete, the Contractor notifies the DIA Inspector
to schedule an inspection. If the work is acceptable, the DIA Inspector will note
it on the Warranty Repair Request Form CM-35 and sign and close out the form.
The Contract Administrator or Inspector updates the Warranty Repair Request
Log CM-98 to reflect the status.
E. DOCUMENT CONTROL
1. Warranty Log
2. Warranty Repair Requests
F. REFERENCES
1. Form Links
a. Certificate of Substantial Completion Form CM-36
b. Contractor Warranty Form CM-10
c. Contractor/Subcontractor Warranty Form CM-11
d. Warranty Repair Request - Form CM-35
e. Warranty Log Form CM-63
f. Warranty Repair Request Log CM-98

2. Process Links
a. N/A
3. Other
a. Standard Specifications for Construction General Contract Conditions - Title 18
END OF SECTION

12.33 TRANSITION ASSETS TO AIRPORT MAINTENANCE

A. BACKGROUND
1. Certain types of construction projects have a requirement stated in the technical
specifications for the Contractor to provide a certain quantity of spare parts for a
specific type of equipment or facility. The spare parts are received by the Project
Manager and turned over to the DIA Maintenance Material Management. The
Project Manager documents this process by using Spare Parts and Overstock Log CM
65.
a. Purpose and intent of using Spare Parts and Overstock Log CM 65
1. Ensure Contractor fulfills their contractual requirements
2. Establish a materials turnover process between the Contractor, DIA AIMS
Development, Maintenance Material Management and Asset Management.
3. Verify Maintenance Material Management has receives the spare parts
4. Spare parts and uploaded into Materials Management software Matman
5. Spare parts are tracked
6. An inventory for the spare parts is established.
b. This process applies with the contractor’s turnover of overstock materials.
2. Handling of Operational and Maintenance Manuals and equipment training is also
part of the project asset transition process.
B. KEY TERMS
1. Matman
C. RESPONSIBILITIES
1. Asset Management Team
2. Contractor
3. Inspector
4. Maintenance Material Management Supervisor
5. Project Manager

Section 12.33 - Transition Assets to Airport
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Maintenance
D. PROCESS
1. Turnover of spare parts can occur at any point of the construction phase. In most
cases, it begins once the equipment has been installed and has been functionally
tested and accepted by the Project Manager.
2. At the beginning of the project, the Project Manager enters the appropriate data of
each required spare part in the Spare Parts and Overstock Log CM 65. Once
information is loaded onto the Spare Parts and Overstock Log CM 65, the Project
Manage meets and reviews it with the Contractor.
a. Completion of this list by the Project Manager does not relieve the Contractor of
any responsibility with regards to providing the contractual amount of spare
parts should the Project Manager fail to identify a spare part(s) on this log.
3. Contractor shall notify the Project Manager when they are ready to turnover spare
parts.
a. The Contractor shall identify the type(s) and number of parts being turned over
and their location. The Project Manager shall verify this information against the
Spare Parts and Overstock Log CM 65 to ensure the Contractor has fulfilled the
requirements as stated in the Technical Specification(s).
b. If a part is not identified on Spare Parts and Overstock Log CM 65 or in the
Technical Specifications, it is classified as overstock and is added to the Spare
Parts and Overstock Log CM 65 and handle as a spare part.
4. The Project Manager shall notify the Material Maintenance Supervisor that the
Contractor has a specific spare parts they want to turnover to DIA.
a. The Project Manager and Materials Management Supervisor agree on a time
and date when the spare parts can be picked up.
b. The Project Manager notifies the Contractor once this date and time has been
established.
5. The Project Manager or Inspector and Materials Management Supervisor inspect
and verify the number of spare parts to be received.
a. The Project Manager notifies the Contractor of any defect or discrepancy in the
number of spare parts being turned over.

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Maintenance
6. If everything is acceptable, the Project Manager completes and signs the Spare
Parts and Overstock Log CM 65 along with the Materials Management Supervisor.
a. The Project Manager makes a copy of the Spare Parts and Overstock Log CM 65
for their project files and forwards a copy to the Asset Management Team.
b. The Materials Management Supervisor takes possession of the spare parts and
removes them form the project site.
c. The Materials Management Supervisor forwards the signed Spare Parts and
Overstock Log CM 65 to Material Maintenance where the information is loaded
into Matman.
7. Operational and Maintenance Manuals
a. Electronic copies of the Operational & Maintenance Manuals submitted by the
Contractor to the Project Manager are to be submitted, reviewed and
commented in accordance with Technical Specification 013310 Submittals.
b. Requirements for formatting and submitting the manuals shall be in accordance
with Technical Specification 017825- Operational and Maintenance Data.
c. The Project Manager shall forward an Electronic copy of the Operational &
Maintenance Manuals to Asset Management Team for review and comments.
d. The Project Manager forwards electronic copies of all approved Operational &
Maintenance Manuals to Asset Management Team.
8. Training of Operation of Equipment
a. The Contractor is required to provide on-site training on the operation of all
installed equipment. Training requirements shall be written in accordance with
Technical Specification 017515 System Start-up, Testing and Training.
b. The Contractor will notify the Project Manager when they would like to schedule
the training session.
c. The Project Manager notifies Asset Management Team and establishes the
date(s) and time(s).
d. The Project Manager notifies the Contractor of an acceptable time and date(s)
for training.

Version 1.0 - 05/14 Page 614 of 630
Maintenance
e. Once this training session(s) time has been finalized, the Project Manager will
notify the Asset Management Team who will coordinate the training with DIA
Maintenance.
E. DOCUMENT CONTROL
1. Spare Parts and Overstock Log
F. REFERENCES
1. Form Link
a. Spare Parts and Overstock Log CM 65
2. Process Link
a. Tech Spec 1300 – Submittals
b. Tech Spec 1650 – System Start-up and Testing
c. Tech Spec 1730 – Operational and Maintenance Data
END OF SECTION

Version 1.0 - 05/14 Page 615 of 630
Maintenance
12.34 LESSONS LEARNED AND POST PROJECT EVALUATION

A. BACKGROUND
1. Lessons Learned - The capture of lessons learned on a project is an ongoing process
which starts with project setup and concludes with project closeout.
2. Post Project Evaluation - A post project evaluation is done at the conclusion of each
project in order to capture events, issues and subsequent resolutions for use by
Project Managers on other projects.
a. Once a project has reached the closeout phase, it is important to document the
project delivery process and to transfer information to Airport Infrastructure
Management - Development to facilitate continuous project improvement. This
improvement is documented by the Project Manager completing the Post
Project Evaluation Form CM-97 and presenting it to the members of the Airport
Infrastructure Management Post Evaluation Team (Project Manager,
Supervisor, Director, and any other pertinent. The Post Project Evaluation
process involves an appraisal of the successes and failures of the project and
important lessons learned considering contract terms & conditions, budgets,
project controls, change orders, quality control, safety and personnel
relationships.
B. KEY TERMS
1. Lessons Learned
C. RESPONSIBILITIES
1. Appropriate Director
2. Project Manager
3. Supervisor
D. PROCESS
1. Lessons learned
a. During the life cycle of the project the Project Manager is responsible to
document any lessons learned. All of the lessons learned records shall be

Version 1.0 - 05/14 Page 616 of 630
Evaluation
provided to document control at the end of the project and become part of the
complete Post Project Evaluation package.
b. All lessons learned shall be captured in the Lessons Learned Log Form CM-61.
c. All lessons learned records for AIM projects shall be available for review by any
Project Manager.
d. The Project Manager will host a meeting with their Supervisor, Director and any
other appropriate DIA personnel to discuss the specific lessons learned during
the course of the project.
2. Post Project
a. At the end of each project, the Project Manager will prepare the Post Project
Evaluation Form CM-97 and forward it to the appropriate Supervisor and
Director. This form address and documents key items and specific questions
associated with managing the project during the project life cycle, how issues
were handled and what type of action was required to resolve them.
3. The Project Manager hosts a Post Project Evaluation Meeting with the Supervisor
and Director and the appropriate team members and other DIA personnel as
necessary. The intent of the meeting is to discuss the project, the issues that arose
during the project life cycle, its final outcome, review and comment on the Post
Project Evaluation Form CM-97, and discuss the important lessons learned. This
information is captured and documented, and filed on the Airport Infrastructure
Management SharePoint Site, under Project Controls so that it may be of assistance
to other DIA personnel on future projects. The Project Manager shall send an email
to the other Project Managers and Contract Administrators informing them that a
new Post Project Evaluation form has been posted on SharePoint.
a. This review looks at the:
1. Contract Terms & Conditions
2. Scope Creep
3. Risk Register
4. Budget
5. Schedule

Version 1.0 - 05/14 Page 617 of 630
Evaluation
6. Project Controls
7. Change Orders (if any)
8. Quality Issues – Control & Assurance
9. Communication
10. Personnel Relationships
11. Contractor’s Overall Performance & Response
4. Airport Infrastructure Management procedures (and perhaps policy) may be
modified as necessary based on the results of this review.
E. DOCUMENT CONTROL
1. Post Project Evaluation Form
2. Lessons Learned Records
F. REFERENCES
1. Form Link
a. Lessons Learned Log Form CM-61
b. Post Project Evaluation Form CM-97
2. Process Link
a. N/A
3. Other
a. N/A
END OF SECTION

Version 1.0 - 05/14 Page 618 of 630
Evaluation
12.35 AUDITS
A. BACKGROUND
1. Audits of the quality of DIA Airport Infrastructure Management (AIM) - Development
construction management process or a Contractor’s performance may be conducted
on any Project at any phase of construction or construction services performed on a
Project. An audit can be classified as either an internal audit or an external audit.
The intent underlying an internal audit is an independent, arm’s-length and focused
review of the construction management process as a whole or specific construction
management activities deserving particular attention at the Senior Supervisor or
Director level. The purpose of external auditing is to verify that a construction
Contractor’s activities are being executed as effectively as possible per the terms of
the Construction Contract Documents.
a. In order to determine the efficiency and effectiveness of the construction project
management processes as established within these Project Managers Guidelines,
DIA - AIM – Development will perform internal process compliance audits on
itself. Internal audits are tools used to assure that established procedures are
being followed during the execution of a given Project. Results of internal audits
assist an organization in identification of problem areas within its procedures.
This is also helpful in preparing Project Managers for external audits.
1. In an effort to assist the Project Manager manage his contracts, the Airport
Infrastructure Management Division’s management will periodically perform
an operational audit reviewing samples of the Project Manager’s records for
timeliness of responses, uniformity, completeness of logs, and accuracy of
work product. The Project Manager will be given feedback and suggestions
for improvement as necessary.
2. Other City and Government agencies may also audit portions of the Project
requirements.
2. DIA will perform periodic external operational audits on a Contractor’s Contract
Document compliance, construction management process, documentation and file
system conformance and construction QC performance during the construction
phases of a Project. External audits may also be initiated by DIA and performed by
an outside agency and are conducted to assure that established procedures and

Contract requirements are being followed. An external audit of a Contractor may be

conducted at any time within the duration of services performed or after the Project
is completed up to the date specified in the Contract.
3. The ultimate goal of these audits is to assure the City and the FAA or other
regulatory authority or stakeholder (as appropriate) that established procedures are
being followed which produce a quality product at a fair price.
B. KEY TERMS
1. Audit
2. Financial Audit
3. Operational Audit
C. RESPONSIBILITIES
1. Auditor
2. City Auditor
3. Contractor
4. Director
5. Project Manager
6. QA Manager
7. QC Manager
8. Quality Assurance Manager’s Team
9. Subcontractor
10. Supplier
D. PROCESSES
1. DIA Project Management Audits
a. Periodically, the DIA Quality Assurance Manager will perform an operational
audit on a Project Manager’s project. The intent is to insure that the project
documentation is being properly maintained, is up to date with the present
status of the construction project, and conforms to the procedures and
processes outlined in the Project Management Guidelines. The audit is

performed by the Quality Assurance Manager’s Team using the QA Management

Review Checklist. The Project Manager is responsible for attending all meetings
with the Auditor and providing all records requested by the Auditor.
b. Once complete, a copy of the audit is sent to the Project Manager. The Project
Manager will be responsible for responding to and correcting any defects
identified on the QA Management Review Checklist. Once the defects are
resolved, the Project Manager will identify it on the checklist and once
completed forward a copy to the QA Manager. The QA Management Review
Checklist is filed along with the project documents.
2. Other City and Government Audits
a. Other City and Government agencies may also audit portions of the Project
requirements. The responsibilities of the Project Manager remain the same as
with a DIA Project Management audit.
b. The Project Manager is responsible for retention of the audit report.
3. External Audits of Contractors During Construction
a. The Project Manager will perform regular quarterly audits of the Contractor’s
project documentation and QC program including the Contractor’s QC
laboratory. The intent of the this audit is to insure the Contractor’s project
documentation and Quality Control plan are in compliance with their contract
obligations. A QA Management Review Checklist is used to perform this audit.
b. Once completed, a copy of the QA Management Review Checklist will be
transmitted to the Contractor, their QC Manager, the DIA Project Manager,
Supervisor, Director and Senior Supervisor.
c. The Contractor has the responsibility to correct and resolve deficiencies resulting
from the audit. Failure to comply within the timeframe as stated on the checklist
will result in the Project Manager issuing a Non-Conformance Report (NCR) Form
CM-23 against their QC program.
4. Contractor Reviews After Closeout
a. After construction contracts are completed and closed, General Contract
Conditions 911 allows the City to audit the books and records of the Contractor,
Subcontractor or Supplier for up to 6 years from the date of Final Acceptance or

termination of the Contract, whichever is first. These audits will involve the
financial aspects of the Project including verification of costs associated with
changes and charges made to DIA under the Contract terms.
E. DOCUMENT CONTROL
1. Audit Checklist
2. QA Management Review Checklist
3. Audit Records
F. NON-CONFORMANCE REPORT (NCR)REFERENCE
1. Form Link
a. QA Management Review Checklist
b. Non-Conformance Report (NCR) Form CM-23
2. Process Link
a. N/A
3. Other
a. General Contract Conditions 911
END OF SECTION

13. TENANT ACTIVITIES

13.1 MANAGING TENANT PROJECTS
A. BACKGROUND
1. A tenant is a business, company, person or agency conducting business on airport
property. DIA categories of tenants include:
a. airlines and airline related services
b. food and beverage
c. retail services
d. rental car companies
e. cargo companies
f. telecom
g. GT
h. federal agencies such as TSA & FAA
2. A tenant project is, by definition, funded by the tenant. It does not use City funds.
3. The Tenant Development Guidelines (TDG’s) describes the process by which tenant
projects are managed.
a. Tenant funded projects are managed without many of the protocols required of
a City funded project.
b. The requirements and standards established for Tenant Design and Construction
apply.
c. The Project Manager has the responsibility to ensure that the Tenant clearly
understands TDGs and has access to all DIA policies and procedures.
4. The Tenant’s Lease controls their actions in developing their leasehold at DIA.
a. The Tenant will fund any new Tenant project, unless the Tenant’s lease with DIA
stipulates otherwise.
B. KEY TERMS
1. Lease agreement
2. Tenant
Chapter 13 - Tenant Activities

3. Tenant project
C. RESPONSIBILITIES
1. Contractor
3. DIA Commercial Division Representative
4. DIA Supervisor of Special Programs
5. Inspector
7. Project Manager
8. Supervisor
9. QA Manager
10. Tenant
D. PROCESS
1. Policies and Procedures
a. Policies and procedures regarding tenant design and construction activities on
Airport property are established and defined through, Denver Revised Municipal
Code Chapter 5-Airport and Aircraft, Article II-Operation of Denver Municipal
Airport System.
1. The above referenced ordinance empowers and authorizes the Manager of
Aviation to adopt rules and regulations for the management, operation and
control of Denver Municipal Airport System, and for the use and occupancy,
management, control, operation, care, repair and maintenance of all
structure and facilities at DIA, and for all land on which Denver Municipal
Airport System is located and operated.
b. Rules and Regulations regarding tenant design and construction activities on
Airport property are defined in DIA Rules and Regulations, Part 40-Conduct of
Tenants Using the Airport and apply to all tenants.
1. The DIA Rules and Regulations, Part 40-Conduct of Tenants Using the Airport
require all Tenants to obtain written permission from the Airport prior to

Version 1.0 - 05/14 Section 13.1 - Managing Tenant Projects Page 624 of 630
making any alterations of any nature whatsoever to any building, ramp or

other Airport space, or to erect any building or other structure.
a. Once permission is granted through the execution of a contract, all
tenants proposing such alterations, modifications or additions are
required to follow the design and construction procedures and
requirements set forth in Tenant Development Guidelines (TDG’s)
Manuals 1 & 2 consistent with the DIA Rules and Regulations, Part 40-
Conduct of Tenants Using the Airport.
c. All tenant design and construction activities shall comply with the terms and
conditions set forth in the contractual agreement between the tenant and the
Airport, i.e., a “Lease Agreement”, an “Operator Agreement”, a “Site Access
Permit”, or any other form of written agreement with the Airport to conduct
business at DIA.
2. Project Manager’s Duties and Responsibilities
a. Each Project Manager assigned to a tenant project shall be responsible for
knowing DIA's policies & procedures, Technical Specifications, Design Standards
Manuals (DSMs), TDGs, the requirements of the Contract Documents and
managing, directing and overseeing the Tenant projects.
b. For tenant projects requiring design and construction activities the Project
Manager may use the Design and Construction Checklist as a guide towards
meeting the above referenced procedures and requirements.
3. Project Notification
a. When a Tenant requires new construction or remodeling of an existing facility,
the Tenant will contact their DIA Commercial Division Representative and
discuss the proposed work. The Commercial Division Representative will contact
the DIA Supervisor of Special Programs, who will assign a Project Manager to
the project.
4. Project Review
a. The Project Manager will contact the Tenant and review the proposed scope of
work. The Project Manager is responsible for making sure the Tenant is aware
of the policies, procedures, and standards involved with any DIA tenant design
and construction project.

b. The Tenant shall submit the proposed scope of work and a breakdown of costs
c. The Project Manager shall review the Tenant's request and determine if what
the Tenant wants to do is feasible, and will comply with all standards and codes.
d. The Project Manager will forward the breakout to the Division of Small Business
to assign goals as prescribed in Contract Procurement Section 9.1 - Minority /
Women Business Enterprise (M/WBE) Goal Requirement of this guideline.
e. The Project Manager notifies the Tenant that the scope of work has been
reviewed and the M/WBE goals have been set.
1. If there are concerns about the project’s feasibility or compliance with the
standards and codes, the Project Manager will arrange a meeting with the
Tenant to discuss the concerns.
5. Project Design
a. The Tenant shall secure the necessary services of a qualified
architectural/engineering design team.
1. The Project Manager will assist the design team as needed to tour relevant
site facilities for information gathering.
b. The Tenant's Designer of Record is responsible for reviewing all DIA standards
and procedures to familiarize themselves with those that apply to this Tenant
project.
1. The Project Manager will review the project throughout the design phases to
ensure that the Tenant’s Designer of Record has adhered to all DIA
standards and procedures.
2. The Project Manager will review the final design documents to confirm the
documents meet all the required DIA standards and procedures and are
ready to solicit bids from a construction Contractor.
3. The Project Manager will ensure that the final design documents do not
include any material that may be considered Sensitive Security Information
(SSI) and if necessary coordinate a meeting with Airport Security to discuss
the final design documents and ensure SSI is not released.
6. Construction Contractor Selection/Bid Phase

a. The Tenant is responsible to choose their construction Contractor.

1. The Tenant shall at their discretion take the prospective bidders on a site
visit to familiarize them with the project site. When the prospective bidders
leave the meeting they should understand the full scope of the project and
be able to place a successful bid.
b. During the Construction Contractor selection process, the Tenant shall provide
the Project Manager with an opportunity to discuss requirements for working at
DIA such as: permits, badging, SSI, M/WBE, SBE, ACDBE goals, prevailing wage
payments, bonds, insurance, and other relevant issues, with the prospective
bidders.
7. Notice to Proceed (NTP)
a. The Tenant and its Contractor shall not start any construction work before a
Notice to Proceed has been issued.
b. After the Contractor has been selected, the Project Manager shall collect and
review the required submittals for approval of the Notice to Proceed. The
submittal requirements will include but are not limited to:
1. Bonds,
2. Insurance ACORD forms,
3. Indemnification,
4. Letter Of Acknowledgment,
5. FAA Form 7460-1 (if required), etc.
c. Upon approval of all required submittals, the Project Manager will prepare and
issue a Notice to Proceed.
8. Construction
a. Upon issuance of an executed Notice to Proceed, the Tenant's Contractor may
begin work.
b. The Contractor will be held to the standards set forth in the Contract
Documents.
c. The Contractor will submit on major items that are associated with construction
at the Project Manager’s discretion, or the Tenant’s Designer of Record request.

d. The Project Manager shall have unobstructed access to the project throughout
construction.
1. The Project Manager may take photos during construction at his/her
discretion.
2. Where substitutions are requested the Project Manager shall have the
authority to approve or disapprove of any substitution(s) using a Request for
Substitution Form CM-09.
3. The Project Manager will attend project meetings to discuss project progress
with the Contractor and may assist the Contractor with technical and
procedural information.
4. The Project Manager will act as liaison between the Tenant’s Contractor and
outside agencies such as Denver Water, Excel Energy, Wastewater, etc.
a. The Project Manager will inform other agencies as to the operations of
the contractor for environmental issues, safety issues, fire hazards, etc.
b. The Contractor may work directly with the outside agencies at the
Project Manager’s discretion.
5. Further duties and responsibilities of the Project Manager are outlined in the
documents referenced in Policies and Procedures above.
e. DIA’s QA Manager shall assign Inspector(s) to the project as deemed necessary.
1. The Inspector(s) shall report directly to DIA’s QA Manager.
2. If there is a Non-Conformance issue, the QA Manager will assist the
Inspector(s) in developing a course of action, (Deficiency, NCR). Copies of
any deficiencies or NCRs issued are to be forwarded to the Project Manager.
9. Closeout
a. The Tenant's Designer of Record is responsible for providing DIA with accurate,
up to date Record drawing at the close of the project.
E. DOCUMENT CONTROL
1. Lease Agreement
2. Proposed scope of work

3. Breakdown of costs
4. M/WBE goals for the project
5. Final design documents
6. Notice to proceed
7. Contractor submittal requirements
8. As-built drawings
F. REFERENCES
1. Form link
a. FAA Form 7460-1
b. Design and Construction Checklist
c. Notice to Proceed
d. Request for Substitution Form CM-09
2. Process link
a. N/A
3. Other
a. Denver Revised Municipal Code Chapter 5-Airport and Aircraft, Article II-
Operation of Denver Municipal Airport System
b. Technical Specifications
c. Design Standards Manuals (DSMs)
d. DIA Rules and Regulations, Part 40-Conduct of Tenants Using the Airport
e. Contract Procurement Section 9.1 - Minority / Women Business Enterprise
(M/WBE) Goal Requirement
f. Tenant Development Guidelines Manuals 1 & 2
END OF SECTION

APPENDIX A – WORK FLOWS
Appendix A – Work Flows
Version 1.0 – 05/14 Page 630 of 630

PROJECT DEFINITION PROCESS TIME = N/A
END
AIM LEADERSHIP
START
NO
APP. TO
PROCEED? (AIM
PROCEED W/ YES FAST TRACK? YES YES
& INITIATOR)
BUS. CASE?
PROJECT DEVELOPMENT
AIM PROJECT
TEAM / PM TEAM
PROJECT MANAGER DEFINITION DATA

NO AND TEAM FORM
ASSIGNED
PROJECT DEVELOP BUSINESS

TEAM COLLECTS TEAM LEADERS
DEVELOPMENT CASE BACKUP;
PROJECT INFO; COMPLETES BUSINESS CASE PRE-
TEAM ASSIGNED TO ENERGY REL.
DETERMINES PROJECT REQUEST WORK
DEVELOP BUSINESS IMPACTS, COST AND
PROJECT TYPE FORM (PRF)
CASE SCHEDULE
APPROVING ENTITIES PROJECT INITIATOR
NEED IDENTIFIED
PROJECT REQUEST DIVISIONAL
(CAN BE IDENTIFIED
FORM (PRF) FINANCIAL ANALYST
BY STAKEHOLDER,
INITIATED COMPLETES
CUSTOMER, ETC.)
BUSINESS CASE
PROJECT REQUEST
BUSINESS CASE
FORM (PRF)
TOOLBOX
INITIATED
EVALUATE BUSINESS START PROJECT

GO/NO GO? GO
CASE DELIVERY PROCESS
NO GO
TASK ORDER JUSTIFICATION PROCESS TIME = 17-30 DAYS
PM VERIFIES WITH
FINANCE
FINANCE THAT
SUFFICIENT
THERE IS FUNDING
FUNDING?
FOR THE TASK
ORDER
1 DAY
PS-22 PROF. SRVCS YES
TASK ORDER PS-02- REQUEST FOR
NO PROPOSAL FORM;
JUSTIFICATION (TOJ)
FORM CM-46 CM-47 – TASK
CONSTRUCTION NOTICE FOR
PM COMPLETES THE PROPOSAL FORM
TASK ORDER
TOP SECTION OF
JUSTIFICATION END
THE TOJ AND SIGNS
THE FORM
1 DAY
PROJECT MANAGER
ORDER PROCESS
ESTIMATE & SCHED. PM VERIFIES MTG W/ SUP. & DIR. PM PREPARES TASK
GO TO TASK
PM BEGINS WORK
DEVELOPED; CAPACITY OF EACH RE: ON-CALL NOTICE FOR
ON DEVELOPING PM ROUTES TOJ FOR
REVIEWED WITH ON-CALL CONTRACT CAPACITY, DSBO PROPOSAL /
THE TASK ORDER SIGNATURES
PROJ. CONTROLS & W/ CONTRACT GOALS, & PROC. REQUEST FOR
JUSTIFICATION (TOJ)
SUPERVISOR ADMINISTRATOR PROCESS PROPOSAL
3 DAYS 3-15 DAYS 1 DAY 2 DAYS 2 DAYS
PM MEETS WITH
DSBO TO REVIEW ESTIMATED
THE SCOPE AND COST OF TO >
DISCUSS GOALS FOR $50M
THE TASK ORDER
1 DAY YES
MANAGEMENT STAFF
AIM DEVELOPMENT
NO DIRECTOR & SENIOR

DIRECTOR SIGNS TOJ
TOJ FORWARDED TO
SUPERVISOR
FACILITIES DIR.
INFORMS PM TO
2 DAYS ADMIN. ASST. FOR
BEGIN INITIATION
COMPLETION; DAA
PROCESS ON A TASK
FORWARDS TO PM
ORDER
DIRECTOR SIGNS TOJ 1 DAYS
START
2 DAYS
FAA PERMIT 7460 PROCESS TIME = 107-137 (WITHOUT RESUBMITTAL) DAYS
START END
PROJECT MANAGER
PM COMPLETES 7460 REQUEST

PM REVIEWS
7460 REQUEST FORM
COMMENTS AND
FORM
REVISES AND
RESUBMITS
5 DAYS PM INCLUDES CADD
OF AIRSPACE,
BUILDING &
UTILITIES
NO
PLANNING REVIEWS
FAA COMMENTS &
YES DETERMINES
CHANGES TO
OBTAIN APPROVAL
PLANNING
PLANNING FILES THE

7460 WITH THE FAA 5 DAYS
READY FOR FAA APPROVED WITH
& SENDS TO
REVIEW? COMMENTS?
ENVIRONMENTAL NO
FOR REVIEW PLANNING RECEIVES
PLANNING ENTERS
APPROVED 7460
APPROVES 7460 IN
AND ADVISES
5 DAYS DIA WEBSITE FOR
OPERATIONS, CM,
ACCESS
AND PM
1 DAYS 1 DAYS
YES YES
FAA
FAA REVIEWS AND

APPROVED NO PROJECT CANCELLED
RESPONDS TO 7460
90-120 DAYS
ENVIRONMENTAL PLANNING – PAGE 1 OF 2 PROCESS TIME = 90 DAYS TO 3 YEARS
START END #1
PROJECT MANAGER
SUSTAINABILITY
REVIEW
CONDUCTED
PRE-CONSTRUCTION
OBTAIN APPLICABLE
PROJECT INITIATION PERMIT CONSTRUCTION
PERMITS &
BY DESIGN PM REQUIREMENTS IN BEGINS
APPROVALS
PLACE
PM FILLS OUT THE

DIA
ENVIRONMENTAL
PROJECT REVIEW
FORM PREPARE PREPARE
MORE INFO
ENVIRONMENTAL ENVIRONMENTAL NO
NEEDED?
CHECKLIST CHECKLIST
DIA
ENVIRONMENTAL SERVICES
ENVIRONMENTAL
PROJECT REVIEW
FORM NO YES
NEPA (ALP
CHANGE OR FAA YES
FUNDS)?
FAA
ENVIRONMENTAL PLANNING – PAGE 2 OF 2 PROCESS TIME = 90 DAYS TO 3 YEARS
END #2
PROJECT MANAGER
PRE-CONSTRUCTION
OBTAIN APPLICABLE
PERMIT
PERMITS AND
REQUIREMENTS IN
APPROVALS
PLACE
NO
ENVIRONMENTAL SERVICES
NO
PREPARE NEPA
SIGNED FAA
DOCUMENTS CONSTRUCTION
DOCUMENTS AND
BEGINS
PERMITS RECEIVED
CATEGORICAL
EXCLUSION
(AVERAGE OF 90
DAYS)
ENVIRONMENTAL
FAA
ASSESSMENT – EA
FAA REVIEWS FAA APPROVAL
(AVERAGE OF 4-12
MONTHS)
ENVIRONMENTAL
IMPACT STATEMENT
– EIS (AVERAGE OF 3
YEARS)
TASK ORDER – PROFESSIONAL SERVICES – SINGLE SOURCE PROCESS TIME = 33-39 DAYS
EXHIBIT F TASK
START ORDER FEE END
PROPOSAL
CONSULTANT
CONSULTANT CONSULTANT
RECEIVES PS-02 AND SUBMITS EXHIBIT F CONSULTANT
DEVELOPS TASK ORDER FEE RECEIVES AND
PROPOSAL PROPOSAL BEGINS TASK ORDER
10 DAYS
ON-CALL SERVICES PM , SUPERVISOR, & TASK ORDER

REQUEST FOR DIRECTOR REVISE CHANGE AUTHORIZATION
PROPOSAL – PS-02 YES FORM PS-03A NO
NEGOTIATION REQUIRED
PARAMETERS
2 DAYS
PROJECT MANAGER
NO
PM RECEIVES PM PREPARES AND PM ISSUES FORM

PM PREPARES ON-
PROPOSAL AND ROUTES TASK PS-03A TO
CALL SERVICES CONDUCT SUCCESSFUL
REVIEWS COST YES ORDER CONSULTANT &
REQUEST FOR NEGOTIATION NEGOTIATION?
PROPOSAL WITH AUTHORIZATOIN ENCUMBERS FULL
PROPOSALPS-02
PROJECT CONTROLS FORM PS-03A TASK AMOUNT
5 DAYS 5 DAYS 2-8 DAYS 1 DAYS 1 DAY
PM, SUPERVISOR, & CM-04 NEGOTIATION

PM VERIFIES SESSION
DIRECTOR SET
FUNDING AGREEMENT
NEGOTIATION
AVAILABLE WITH
PARAMETERS
FINANCE YES
2 DAYS
2 DAYS
OTHER REVIEWER(S)
FINANCE, BMS, AND TASK ORDER

APPROVED? NO
DIRECTOR REVIEW CANCELLED
5 DAYS
TASK ORDER – PROFESSIONAL SERVICES – COMPETITIVE BID PROCESS TIME = 34 DAYS
START END
CONSULTANT
NO FORM FOR THIS
CONSULTANT CONSULTANTS
RECEIVES PS-02 AND SUBMIT TASK CONSULTANT
DEVELOPS ORDER FEE RECEIVES AND
PROPOSAL PROPOSAL BEGINS TASK ORDER
10 DAYS
ON-CALL SERVICES TASK ORDER

REQUEST FOR AUTHORIZATION
PROPOSAL – PS-02 FORM PS-03A
PM PREPARES AND PM ISSUES FORM

PM PREPARES ON-
PM REVIEWS ROUTES TASK PS-03A TO
PROJECT MANAGER
CALL SERVICES
PROPOSAL WITH ORDER CONSULTANT &
REQUEST FOR
PROJECT CONTROLS AUTHORIZATION ENCUMBERS FULL
PROPOSAL PS-02
FORM PS-03A TASK AMOUNT
5 DAYS 5 DAYS 1 DAYS 1 DAY
PM VERIFIES
FUNDING
AVAILABLE WITH YES
FINANCE
2 DAYS
REVIEWER(S)
DSBO REVIEWS
ACCREDITATION OF FINANCE, BMS, AND TASK ORDER
APPROVED? NO
CONSULTANTS AND DIRECTOR REVIEW CANCELLED
SUBCONSULTANT
4 DAYS 5 DAYS
TASK ORDER – CONSTRUCTION – SINGLE SOURCE PROCESS TIME = 33-39 DAYS
STANDARD ON-CALL
CONSULTANT
START COST PROPOSAL END
CONTRACTOR CONTRACTOR
CONTRACTOR
RECEIVES CM-47 SUBMITS A
RECEIVES AND
AND DEVELOPS STANDARD ON-CALL
BEGINS TASK ORDER
PROPOSAL COST PROPOSAL
10 DAYS
TASK NOTICE FOR PM , SUPERVISOR, &

TASK ORDER FORM
PROPOSAL FORM DIRECTOR REVISE
YES TASK ORDER CM-86
CM-47 NEGOTIATION
NO
PARAMETERS
2 DAYS
NO
PM ISSUES TASK
PROJECT MANAGER
PM PREPARES TASK PM PREPARES AND ORDER FORM CM-

PM REVIEWS
NOTICE FOR CONDUCT SUCCESSFUL ROUTES TASK 86 TO CONTRACTOR
PROPOSAL WITH YES
PROPOSAL FORM NEGOTIATION NEGOTIATION? ORDER FORM CM- & ENCUMBERS TASK
PROJECT CONTROLS
CM-47 86 ORDER AMOUNT
1 DAYS 1 DAY
5 DAYS 5 DAYS 2-8 DAYS

PM VERIFIES SESSION
DIRECTOR SET
FUNDING AGREEMENT
NEGOTIATION
AVAILABLE WITH
PARAMETERS
FINANCE YES
2 DAYS
2 DAYS
REVIEWER(S)
FINANCE, BMS, AND TASK ORDER

APPROVED? NO
DIRECTOR REVIEW CANCELLED
5 DAYS
TASK ORDER – CONSTRUCTION – COMPETITIVE BID PROCESS TIME = 29 DAYS
START EXHIBIT F TASK END

CONSULTANT
ORDER FEE
PROPOSAL
CONTRACTORS CONTRACTORS
RECEIVE CM-47 AND SUBMIT EXHIBIT F CONTRACTOR
DEVELOP TASK ORDER FEE RECEIVES AND
PROPOSALS PROPOSAL BEGINS TASK ORDER
10 DAYS
TASK NOTICE FOR

PROPOSAL FORM TASK ORDER FORM
CM-47 CM-86
PM ISSUES TASK
PM PREPARES TASK PM PREPARES AND
PM REVIEWS ORDER FORM CM-
PROJECT MANAGER
NOTICE FOR ROUTES TASK

PROPOSALS WITH 86 TO CONTRACTOR
PROPOSAL FORM ORDER FORM CM-
PROJECT CONTROLS & ENCUMBERS TASK
CM-47 86
ORDER AMOUNT
5 DAYS 5 DAYS 1 DAYS 1 DAY
PM VERIFIES
FUNDING
AVAILABLE WITH
FINANCE YES
2 DAYS
REVIEWER(S)
DSBO REVIEWS
ACCREDITATION OF FINANCE, BMS, AND TASK ORDER
APPROVED? NO
CONTRACTORS AND DIRECTOR REVIEW CANCELLED
SUBCONTRACTORS
4 DAYS 5 DAYS
CONSTR. ( FIXED PRICE / UNIT PRICE) - 1 PROCESS TIME = 222-224 CAL. DAYS
START GOAL COMMITTEE
PROJECT
INFORMATION
PROJECT MANAGER
FORM COMP-FRM-
001
PREPARE & SEND FORWARD DRAFT

PM AUTHORIZED TO REVIEW DRAFT
COMP-FM-001 TO PREPARE DRAFT BID CONTRACT
BID CONSTRUCTION CONTRACT
DSBO GOAL PACKAGE DOCUMENTS FOR
PROJECT DOCUMENTS
COMMITTEE REVIEW
1 DAY 5-20 DAYS 1 DAY 3 DAYS
REVIEWS PROJECT
PROJECT
COMP-FRM-001, BMS
ADVERTISED ON
ADDS EXEC. ADMINISTRATOR BMS ISSUES BID
BUSINESS
SUMMARY, & ADD DEVELOPS BID PACKAGE
OPPORTUNITY
TO MOA MTG PACKAGE
WEBPAGE
AGENDA
BMS
7 DAYS 90 DAYS 5 DAYS 5 DAYS
PROJECT ADDED IN
ALFRESCO
1 DAY
YES
DIRECTOR,
NO STAKEHOLDERS,
BMS, AND OTHER ALS FINALIZES
REVIEW CONTRACT
MOA
DOCUMENTS
APPROVAL?
OTHER
10 DAYS
5 DAYS
ATTORNEY
RISK MANAGEMENT
ASSIGNED TO
ASSIGNS INSURANCE
DEVELOP CONTRACT
REQUIREMENT
DOCUMENTS
5 DAYS 10 DAYS
CONSTR. BID PROCESS ( FIXED PRICE / UNIT PRICE) - 2 PROCESS TIME = 222-224 CAL. DAYS
PROJECT MANAGER
YES
RESPOND TO PM PREPARES FINAL

QUESTIONS AND PM&DOR REVIEW & EXEC. SUMMARY &
PREPARE EVALUATE BIDS (FAA PREPARES >=$5,000,000
ADDENDUM (IF PROJECT) POWERPOINT
REQUIRED) PRESENTATION
NO
7-10 DAYS 5 DAYS 10 DAYS
BMS RECEIVES BIDS
20 DAYS
PROJECT
ADVERTISED ON DIA PREPARE NOTICE TO CONTACT E-MAILED
CONDUCT PRE-BID ADDENDUM BMS REVIEWS BIDS
BUSINESS OPP APPARENT LOWEST FOR 2ND PARTY
MEETING POSTED FOR COMPLETENESS
BMS
WEBPAGE; 90 DAY RESPONSIVE BIDDER SIGNATURE

ADVERTISE COMPL.
3 DAYS 5-10 DAYS 1 DAY 3-5 DAYS 2 DAYS 10 DAYS
AWARD NEXT
LOWEST
RESPONSIVE BIDDER
YES
NO
DSBO REVIEWS BIDS MOA SIGNS NOTICE

BIDS
OTHER
FOR GOALS TO APPARENT LOW

COMPLIANT?
REQUIREMENT BIDDER
3 DAYS 7 DAYS
NOTICE TO
APPARENT LOW
BIDDER
CONST. BID PROCESS ( FIXED PRICE / UNIT PRICE) - 3 PROCESS TIME = 222-224 CAL. DAYS
END
PM PREPARES
PROJECT MANAGER
YES REQUEST FOR

ORDINANCE
3 DAYS PM ENCUMBERS
CONTRACT PACKG ENTIRE CONTRACT
COMPLETE AMOUNT &
NO (POWERPOINT, REQ. DIRECTOR VERIFIES
FOR ORDINANCE IF
REQ’D)
5 DAYS 1 DAY
NO
BMS FORWARDS
FINAL SIGNED
BMS
CONTRACT TO PM &
RECEIVE 2ND PARTY
2ND PARTY
SIGNED CONTRACT
1 DAY 1 DAY
DIA CITY COUNCIL CONTRACT &

LIAISON AND CONTRACT PLACED ORDINANCE
MOA SIGNS
MAYOR CITY ON MOA’S SIGNING YES ROUTED
CONTRACT
COUNCIL LIAISON MEETING AGENDA DOWNTOWN FOR
REVIEW (RFCO) FINAL APROVAL
OTHER
3 DAYS 7 DAYS 40 DAYS
APPROVED TO ALS PREPARES

YES
PROCEED ORDINANCE
4 DAYS
ADDITIONAL SERVICE AUTHORIZATION (ASA) PROCESS TIME = 42 DAYS
START END
CONSULTANT
CONSULTANT CONSULTANT
DEVELOPS RECEIVES AND
PROPOSAL BEGINS ASA
10 DAYS
PM , SUPERVISOR, & PS-06 ASA FORM

PS-05 ASA RFP
DIRECTOR REVISE PS-10 ASA ROUTING
PS-XX ASA LOG YES ASA REQUIRED
NEGOTIATION FORM
PARAMETERS
2 DAYS
PROJECT MANAGER
NO
PM RECEIVES
PM CREATES RFP &
PROPOSAL AND PM PREPARES ASA
SUBMITS TO THE CONDUCT SUCCESSFUL PM ISSUES ASA TO
REVIEWS COST YES AND ROUTES FOR
DIRECTOR FOR NEGOTIATION NEGOTIATION? CONSULTANT
PROPOSAL WITH APPROVAL
APPROVAL
PROJECT CONTROLS
5 DAYS 5 DAYS 8 DAYS 3 DAYS 2 DAYS

DIRECTOR SET SESSION
NEGOTIATION AGREEMENT
PARAMETERS
NO YES
2 DAYS
OTHER REVIEWER(S)
BMS, DIRECTOR,
DIRECTOR REVIEWS AND DSBO (IF
APPROVED?
RFP REQUIRED) REVIEW
FOR APPROVAL
2 DAYS 5 DAYS NO
ASA CANCELLED
PROF. SERVICES AMENDMENT – PAGE 1 OF 2 PROCESS TIME = 89 DAYS
START
AIRPORT LEGAL
SUPERVISOR
DSBO REVIEWS AND SERVICES AND PM
PM MEETS WITH OBTAINS APPROVAL
COMMENTS ON COORDINATE TO
SUPERVISOR FROM DIRECTOR OR
OTHER
CPM-FRM-001 FINALIZE
SENIOR DIRECTOR
AMENDMENT
DSBO GOALS FINAL CONTRACT

COMM. PROJECT APPROVAL
INFO FORM EXECUTIVE
COMP-FRM-001 SUMMARY
PM PREPARES THE
PROJECT MANAGER
DSBO AMENDMENT,
IF REQUIRED
PM MEETS WITH PM ROUTES CMP- PM PREPARES FINAL
PM DETERMINES A
FINANCE TO SECURE FRM-001 TO BMS CONTRACT
CONTRACT PM REVIEWS AND
ADDITIONAL 2 DAYS FOR INITIAL APPROVAL
AMENDMENT IS SENDS TO BMS
FUNDING & BUDGET CONTRACT SIGNING EXECUTIVE
REQUIRED
SOURCE NUMBER MEETING SUMMARY
5 DAYS 1 DAY 2 DAYS 3 DAYS

PM PREPARES THE
AMENDMENT
INFORMATION
5 DAYS
INITIAL CONTRACT
EXECUTIVE
BUSINESS MANAGEMENT
SUMMARY FORM
SERVICES (BMS)
BMS DOWNLOADS
BUSINESS BMS INPUTS INTO PM REVIEWS AND
AND FORWARDS TO
MANAGEMENT ALFRESCO AND SENDS TO BMS TO
SECOND PARTY FOR
SERVICES ROUTES ASSIGNS AN UPLOAD INTO
REVIEW AND
FOR SIGNATURES ATTORNEY ALFRESCO
SIGNATURE
1 DAY 3 DAYS 2 DAYS

PROF. SERVICES AMENDMENT – PAGE 2 OF 2 PROCESS TIME = 89 DAYS
END
AMENDMENT IS AMENDMENT IS
FINANCE REVIEWS, PLACED ON THE ROUTED
APPROVES, AND MANAGER’S DOWNTOWN FOR
OTHER
SIGNS CONTRACT SIGNING FINAL APPROVAL

MEETING AGENDA AND SIGNATURES
ORDINANCE
REQUEST FORM 1 DAY 5 DAYS 40 DAYS
AND POWERPOINT
PRESENTATION
PM PREPARES
ORDINANCE
REQUEST FORM
AND POWERPOINT
FOR CITY COUNCIL
PROJECT MANAGER
YES
5 DAYS
CITY COUNCIL
APPROVAL?
> $500000
PM FORWARDS
PM ENCUMBERS
FINAL CONTRACT
PM SIGNS/OBTAINS ENTIRE CONTRACT
NO APPROVAL
FINAL SIGNATURE AMOUNT &
EXECUTIVE
DIRECTOR VERIFIES
SUMMARY TO BMS
1 DAY 3 DAYS 2 DAYS

BUSINESS MANAGEMENT
SERVICES (BMS)
BMS COMBINES BMS FORWARDS

BMS OBTAINS WITH SECOND THE FINAL SIGNED
SECOND PARTY PARTY SIGNATURE AMENDMENT TO
SIGNATURE AND UPLOADS INTO THE PM AND
ALFRESCO SECOND PARTY
1 DAY 2 DAYS 2 DAYS

DESIGN CHANGE REQUEST (DCR) PROCESS TIME = 17-157 DAYS
START END
INITIATOR
NO
CONSULTANT / DIA /
PS-13 DESIGN
OUTSIDE AGENCY
CHANGE INITIATOR REVIEWS AGREES WITH
INITIATES A DESIGN YES DCR VOIDED
REQUEST FORM LETTER POSITION
CHANGE REQUEST
(DCR)
1 DAY
PM ISSUES A LETTER
PS-13 – DCR TO THE INITIATOR
LOG NO EXPLAINING WHY NO
THE DCR WILL NOT
PROCEED
1 DAY
PM REVIEWS DCR, DIRECTOR REVIEWS PM WORKS WITH
LOGS THE DCR AND THE DCR WITH SMEs & PROJECT PM REVIEWS
IN-HOUSE
ROUTES TO THE INPUT FROM THE MERIT? YES YES CONTROLS TO CHANGES WITH THE DCR APPROVED YES PROCEED WITH DCR
DESIGN?
DIRECTOR FOR PM AND EVALUATES MODIFY SCOPE, DIRECTOR
APPROVAL MERIT BUDGET, & SCHED.
PROJECT MANAGER / DIRECTOR
2 DAYS 5 DAYS NO 10 DAYS 2 DAYS
PM WORKS WITH PM WORKS WITH
AMENDMENT
PROCESS
SMEs & PROJECT BUSINESS MGMT
GO TO
LUMP SUM, NTE
YES CONTROLS TO SERVICES TO
CONTRACT?
MODIFY SCOPE, CREATE
BUDGET, & SCHED. AMENDMENT
NO 10 DAYS
PROPOSAL
PM ISSUES WORKS
PROF. SERVICES CONSULTANT REVIEWED,
YES ASA PROVISION NO WITH BMS TO ISSUE
CONTRACT? PREPARES Proposal NEGOTIATED, AND
RFP (PS-05)
PROCEED
YES
GO TO ASA
PROCESS
NO
PM PROCEEDS WITH
ASA
TASK ORDER PM PREPARES TASK

AUTHORIZATION MASTER ON- CONSULTANT PROPOSAL ORDER
PM ISSUES RFP (PS-
AMENDMENT (PS-04) CALL TASK YES PREPARES REVIEWED, AND AUTHORIZATION
05)
ORDER PROPOSAL NEGOTIATED AMENDMENT –
FORM (PS-04)

SENSITIVE SECURITY INFORMATION (SSI) - PROF. SRVCS PROCESS TIME = PROJECT DURATION
START END
PS-17 –
CONFIDENTIALITY PS-20 – RETURN OR
PS-19 – REQUEST
SUBCONSULTANTS
AND NON- DESTRUCTION

CONSULTANT /
FOR DISCLOSURE
DISCLOSURE COMPLIANCE FORM
AGREEMENT
MUST BE
CONSULTANT &
SIGNED PRIOR
SUBCONSULTANTS CONSULTANT TO
TO RECEIVING DURING CLOSEOUT
SIGN PS-17 WITH PREPARE LIST OF
ANY SSI CONSULTANT
PM AS WITNESS ALL SSI DOCUMENTS
INFORMATION COMPLETES PS-20
IN THEIR POSESSION
PS-18 – LIST OF SSI

PS-17, PS-18
RELEASED &
PROJECT MANAGER /
PS-19, PS-20
RECOVERED DOCS
CONSULTANT
AND PM TO BE
DIRECTOR
FAMILIAR
PM CREATES WITH CFR 49
PM SENDS SSI PART 1520
CONTROL LIST OF
FORMS TO
SSI RELEASED AND
CONSULTANT
RECOVERED DOCS
OPERATIONS – AIRPORT
PM & DOR MEET

SECURITY & TSA
WITH AIRPORT
SECURITY TO
DETERMINE SSI
SCOPE – AT 60%
DESIGN
DESIGN PACKAGE REVIEW PROCESS TIME = 17 DAYS
START END
CONSULTANT
CONSULTANT
NEXT DESIGN
CONSULTANT INCORPORATES AND COMMENT
SUBMITTAL
SUBMITS A DESIGN ADDRESSES RES. MTG. NO
ADDRESSES ALL
PACKAGE COMMENTS IN THE REQUIRED?
COMMENTS
NEXT DESIGN PHASE
NO
YES
PROJECT MANAGER
PM REVIEWS AND COMMENT

PM RECEIVES, LOGS, RETURNS RESOLUTION
PACKAGE PM ROUTES FOR PM CONDUCTS
AND REVIEWS FOR YES COMMENTS AND MEETINGS ARE
COMPLETE? REVIEW REVIEW
COMPLETENESS MARKUPS TO CONDUCTED WITH
CONSULTANT THE PM AND DOR
1 DAY 1 DAY 10 DAYS 5 DAYS
COMMENT
RESOLUTION MEETINGS
ASSURE THAT THE DOR
IS INCORPORATING
POTENTIAL REVIEWERS: COMMENTS PRIOR TO
ARCHITECTURAL THE NEXT SUBMITTAL
CIVIL
CONSTRUCTABILITY
REVIEWER(S)
ELECTRICAL
ENVIRONMENTAL
LIFE SAFETY
MAINTENANCE REVIEWER
MECHANICAL CONDUCTS REVIEW
PROJECT CONTROLS
OPERATIONS
QUALITY ASSURANCE
PEER REVIEW 10 DAYS
STAKEHOLDERS
PROFESSIONAL SERVICES PAYMENT PROCESSING PROCESS TIME = 14 CAL. DAYS (DIA REVIEW)
START ATTACHMENT A (TO END
EXHIBIT B) -
MONTHLY PROGRESS
INVOICE CHECKLIST
CONSULTANT
CONSULTANT
PREPARES
MONTHLY INVOICE PRIME CONSULTANT
AND SUBMITS T0 IS PAID
PM & BMS
PM SENDS THE PM NOTIFIES BMS

INVOICE TO THE AND RETURNS
DIRECTOR FOR INVOICE WITH
PROJECT MANAGER
APPROVAL & POSTS COMMENTS TO

BUDGET MEMO CONSULTANT
PM TO VERIFY
2 DAYS ADEQUATE
NO
BUDGET
PM REVIEWS THE PM CERTIFIES THE
INVOICE, DEVELOPS INVOICE AND
BUDGET SUMMARY APPROVED YES BUDGET MEMO CHECK IS ISSUED
- 10 DAYS OF AND RETURNS TO
INVOICE RECEIPT BMS
5 DAYS 1 DAY
OTHER INVOLVED PARTIES
BMS AND PM
COORDINATE
COMMENTS
BMS DOWNLOADS ACCOUNTS PAYABLE

1 DAY INVOICE AND REVIEWS AND
BUDGET MEMO SENDS TO
BMS RECEIVES THE AND BATCHES FOR CONTROLLERS
BMS AND PM
PAYMENT PROMPT PAY AP OFFICE
BMS CONDUCTS REVIEWS ARE
APPLICATION, TIME STARTS WHEN
REVIEW CONCURRENT –
STAMPS AND TIME STAMPED 1 DAY 4 DAYS
TOTAL DAYS = 7
NOTIFIES PM
1 DAY 6 DAYS
SUBMITTALS PROCESS TIME = 15 (14 WITH DIA) DAYS
START
CONTRACTOR
THE SUBMITTAL LOG

CONTRACTOR PM SUBMITTAL SHOULD BE CONTRACTOR
REVIEWS AND INITIATED IN CM 30 UPDATED AT ALL PROCEED WITH
INITIATES STEPS COMMENTS AS
SUBMITTAL APPLICABLE
1 DAY
NO
PM CONDUCTS
YES
REVIEW AND
PROJECT MANAGER
ASSIGNS STATUS
INTERNAL
PM CONDUCTS REVIEW
12 DAYS
INITIAL REVIEW FOR
SUBMITTAL
COMPLETENESS YES REVIEW? APP, AAC, FIO
COMPLETE?
AND REVIEW
ASSIGNMENTS PM REVIEWS
COMMENTS AND
2 DAYS ASSIGNS STATUS
NO
2 DAYS
EXTERNAL
REVIEW
REVIEWER
REVIEWER
CONDUCTS REVIEW
10 DAYS
FIELD QUALITY ASSURANCE / QUALITY CONTROL PROCESS
START
CONTRACTOR
QUALITY CONTRACTOR
CONTROL INITIATED
NO
GO TO DEFICIENCY
PROCESS
DIA PROJECT STAFF
YES
YES
QUALITY CORRECT AS
ASSURANCE DIA INITIATED YES
DEFICIENCY
GO TO NCR
PROCESS
NO
DEFICIENCY PROCESS TIME = 2-17 DAYS
CONTRACTOR
CONTRACTOR
CONTRACTOR LOGS CONTRACTOR

PROPOSES
DEFICIENCY IN DAILY COMPLETES FIELD
RESOLUTION &
REPORT & RESOLUTION OF
REASONABLE (<14
DEFICIENCY LOG DEFICIENCY
DA) TIMEFRAME
1 DAY 1-14 DAYS
DEFICIENCY YES
DIA OR REPORTED IN
CONTRACTOR DEFICIENCY LOG
IDENTIFIES A (CM-03)
DEFICIENCY
NO
PROJECT MANAGER
DIA LOGS
DIA STAFF
DEFICIENCY IN DAILY DIA EVALUATES SOLUTION DEFICIENCY DIA CLOSES
YES MONITORS YES
REPORT AND RESOLUTION ACCEPTABLE? RESOLVED? DEFICIENCY
RESOLUTION
DEFICIENCY LOG
2 DAYS 1-14 DAYS

NO
GO TO NCR
PROCESS
NO
DESIGNER OF RECORD (DOR)
DESIGNER OF
RECORD (DOR)
SHOULD BE ABLE TO
VIEW ALL
DEFICIENCY LOGS
NON-CONFORMANCE REPORT PROCESS TIME = 24 DAYS
NO
CONTRACTOR
CONTRACTOR
CONTRACTOR LOGS CONTRACTOR
SUBMITS PROPOSAL
NCR IN DAILY IMPLEMENTS
FOR CORRECTIVE
REPORT CORRECTIVE ACTION
ACTION
NO
5 DAYS 2-10 DAYS
DIA/CONTRACTOR/
SPECIAL INSPECTOR/ YES END
FAA IDENTIFIES
NON-
CONFORMANCE
DIA ISSUES NCR DIA LOGS NCR IN DIA APPROVES
FORM NCR LOG CORRECTIVE
DIA EVALUATES SOLUTION ACCEPTANCE OF
PROJECT MANAGER
CM-23A CM-60 ACTION YES

NCR RESOLUTION ACCEPTABLE? NCR, DISTRIBUTES
ACCEPTED?
AND CLOSES NCR
START
1 DAYS 1 DAY 2 DAYS
DIA WITHHOLDS
A DEFICIENCY ITEM
PAYMENT FOR DIA RELEASES
HAS NOT BEEN
FUTURE PAY APP WITHHELD
RESOLVED IN THE
UNTIL NCR IS PAYMENT
ALLOCATED TIME
CLOSED
DESIGNER OF RECORD
DESIGNER OF
DESIGNER OF
RECORD IS
RECORD EVALUATES
INFORMED WORK
RECOMMENDATION
COMPLETED AND
AS NECESSARY
ACCEPTED
1-5 DAYS
SENSITIVE SECURITY INFORMATION (SSI)- CONSTRUCTION PROCESS TIME = PROJECT DURATION
START END
PS-17 –
CONFIDENTIALITY PS-20 – RETURN OR
PS-19 – REQUEST
SUBCONTRACTORS
AND NON- DESTRUCTION

CONTRACTOR /
FOR DISCLOSURE
DISCLOSURE COMPLIANCE FORM
AGREEMENT
MUST BE
CONTRACTOR
SIGNED PRIOR CONTRACTOR TO
&SUBCONTRACTORS DURING CLOSEOUT
TO RECEIVING PREPARE LIST OF
SIGN PS-17 WITH CONTRACTOR
ANY SSI ALL SSI DOCUMENTS
PM AS WITNESS COMPLETES PS-20
INFORMATION IN THEIR POSESSION
PS-18 – LIST OF SSI

PS-17, PS-18
RELEASED &
PROJECT MANAGER /
PS-19, PS-20
RECOVERED DOCS
DIRECTOR
CONTRACTOR
PM SENDS SSI PM CREATES
AND PM TO BE
FORMS TO CONTROL LIST OF
FAMILIAR
CONTRACTOR AFTER SSI RELEASED AND
WITH CFR 49
CONTRACT AWARD RECOVERED DOCS
PART 1520
OPERATIONS – AIRPORT
SECURITY & TSA
PM MEETS WITH
AIRPORT SECURITY
TO REVIEW SSI
SCOPE
CONSTRUCTION PAYMENT PROCESSING PROCESS TIME = 14 CAL. DAYS (DIA OFFICIAL REVIEW)
START
CM-30 – SUBMITTAL FORM END
CM-18 PAY APP FORM CM-18 PAY APP FORM
CM-89 OR CM 91 CM-89 OR CM 91
SCHEDULE OF VALUES SCHEDULE OF VALUES
CONTRACTOR
CONTRACTOR CM-19 CCP CONTRACTOR CM-19 CCP PRIME

PREPARES DRAFT & CM-26 PARTIAL LIEN FINALIZES PAYMENT CM-26 PARTIAL LIEN CONTRACTOR IS
SUBMITS APP. FOR RELEASES APPLICATION AND RELEASES PAID
PROGRESS SCHEDULE, LOGS, SUBMITS TO BMS
PAYMENT AGREEMENTS,
SUBMITTALS, ETC
1 DAY
PM SENDS THE PAY PM NOTIFIES BMS

APP TO THE AND RETURNS PAY
PM WORKS WITH DIRECTOR FOR APP WITH CHECK IS ISSUED
THE CONTRACTOR APPROVAL & POSTS COMMENTS TO
TO RESUBMIT BUDGET MEMO CONTRACTOR
PROJECT MANAGER
2 DAYS NO
NO
PM “CERTIFIES” AND PM REVIEWS THE

PM RECEIVES THE
INFORMS PAY APP, DEVELOPS CONTROLLERS
DRAFT PAYMENT
ACCEPTABLE YES CONTRACTOR THE BUDGET SUMMARY APPROVED OFFICE SENDS TO
APPLICATION AND
APPLICATION IS - 10 DAYS OF PREVAILING WAGE
REVIEWS
READY FOR BMS INVOICE RECEIPT
5 DAYS 1 DAY 5 DAYS
YES
PM TO VERIFY
ADEQUATE
BUDGET PM CERTIFIES THE
BMS AND PM PAY APP AND
COORDINATE BUDGET MEMO
COMMENTS AND RETURNS TO
BMS
REVIEWER(S)
1 DAY 1 DAY
BMS AND PM BMS RECEIVES THE BMS DOWNLOADS ACCOUNTS PAYABLE

PROMPT PAY PAYMENT
REVIEWS ARE BMS CONDUCTS PAY APP AND REVIEWS AND
STARTS WHEN APPLICATION, TIME
CONCURRENT – REVIEW BUDGET MEMO SENDS TO
TIME STAMPED STAMPS AND
TOTAL DAYS = 7 AND BATCHES FOR CONTROLLERS
NOTIFIES PM AP OFFICE
1 DAY 6 DAYS 1 DAY 4 DAYS

REQUESTS FOR INFORMATION (RFIS) PROCESS TIME = 6 (5 WITH DIA) DAYS
START
CONTRACTOR
THE RFI LOG

SHOULD BE CONTRACTOR
CONTRACTOR CM-17 RFI FORM
UPDATED AT ALL PROCEED WITH
CREATES AND
STEPS RESPONSE TO THE
SUBMITS AN RFI
RFI
1 DAY
CM-68 RFI LOG PM CONDUCTS

REVIEW AND
YES
PROJECT MANAGER
PROVIDES RFI
PM REVIEW RESPONSE
4 DAYS
PM RECEIVES, LOGS,
REVIEW?
AND REVIEWS RFI
PM REVIEWS AND
FINALIZES RFI
1 DAY RESPONSE
1 DAY
EXTERNAL OR INTERNAL
SME REVIEW
REVIEWER
REVIEWER
CONDUCTS REVIEW
3 DAYS
SHUTDOWN REQUEST PROCESS TIME = 5 DAYS
START END
CONTRACTOR
SUBMITS NO APPROVED TO
SHUTDOWN PERFORM
REQUEST 5 DAYS CONSTRUCTION
PRIOR TO ACTIVITY ACTIVITY
NO
SHUTDOWN
REQUEST FORM –
LINK IN SHAREPOINT
PROJECT MANAGER
PM RECEIVES AND PM COMPILES

REVIEWS THE PM ADDRESSES SHUTDOWN
SHUTDOWN SHUTDOWN
REQUEST AND CONDITIONS & YES REQUEST INTO .PDF
ACCEPTABLE? APPROVED?
UPLOADS INTO COMMENTS & SENDS TO
SHAREPOINT CONTRACTOR
1 DAY 1 DAY
YES
PM TO ENTER
INTO SYSTEM YES
AND APPROVE
OR REJECT
REVIEWER(S)
REVIEWERS RECEIVE
PM SENDS TO COPY OF FINAL
REVIEWER (S) SHUTDOWN
REQUEST PACKAGE
3 DAYS
CONSTRUCTION CHANGES OVERVIEW
GO TO CLAIM
PROCESS
START
NO
CONTRACTOR
CHANGE REQUEST
(CCR) PROCESS
CONTRACTOR
GO TO
CONTRACTOR SUCCESSFUL
YES
INITIATED NEGOTIATION?
GO TO CHANGE
ORDER (CO)
PROCESS
YES
NO
ORDER DIRECTIVE
GO TO CHANGE
(COD) PROCESS
GO TO CLAIM
PM PROCEEDS TO
PROCESS
CHANGE ORDER SUCCESSFUL
PROJECT MANAGER
YES NO
DIRECTIVE (COD) NEGOTIATION?
PROCESS
PROJECT IMMEDIATE
NO MANAGER YES START
INITIATED REQUIRED YES
GO TO CHANGE
GO TO CHANGE
NOTICE (CN)
ORDER (CO)
PROCESS
PROCESS
PM PROCEEDS TO
NO CHANGE NOTICE
(CN) PROCESS
NO
DIA / OUTSIDE AGENCY
GO TO CHANGE
REQUEST (CR)
PROCESS
DIA/OUTSIDE
AGENCY YES
INITIATED
FINALIZATION
PROCESS
CONTRACTOR CHANGE REQUEST (CCR) PROCESS TIME = 27-33 DAYS
CM-40 CCR – SUBMITTED
START WTHIN 5 BUSINESS DAYS OF NO END
KNOWLEDGE; COST AND
TIME IMPACTS DUE 10 DAYS
AFTER CCR SUBMITTED
CONTRACTOR
GO TO CLAIM
PROCESS
CONTRACTOR INTENT TO
SUBMITS RECEIFVES NO YES
INITIATES CCR CLAIM?
PROPOSAL PACKAGE MERIT LETTER
1 DAY 10 DAYS NO
CM-04NEGOTIATION
CM-51 – CCR LOG SESSION SUCCESSFUL
AGREEMENT NEGOTIATION?
PM ISSUES A LETTER PM, SUPERVISOR, &

PROJECT MANAGER
PM ISSUES “NO
PM RECEIVES CCR TO THE CONTRATOR DIRECTOR SET
MERIT” LETTER TO
AND LOGS IN CM-51 ADVISING THAT THE NEGOTIATION
CONTRACTOR AND
(CCR LOG) CCR WAS NOT PARAMETERS &
CLOSES THE CCR YES
RECEIVED IN 5 DAY NEGOTIATE
NO
2 DAYS 2 DAYS 4-10 DAYS
NO NO
NO
ORDER (CO)
PM RECEIVES PM ISSUES "MERIT
PROCESS
CHANGE
CCR INITIAL PROPOSAL
GO TO
PROPOSAL AND OR PARTIAL MERIT
RECEIVED IN YES EVALUATION OF YES RECEIVED IN YES MERIT? YES
DISTRIBUTES FOR LETTER TO
5 DAYS ? MERIT 10 DAYS ?
REVIEW CONTRACTOR
10 DAYS 2 DAYS
REVIEWER(S)
PM AND DESIGNER, PROJECT

REVIEWER CONTROLS, AND/OR
REVIEWS ARE OTHER REVIEW OF
SIMULTANEOUS PROPOSAL
10 DAYS
CHANGE REQUEST (CR) PROCESS TIME = 7 DAYS
START END
NO
INITIATOR
CM-22 –
DIA / OUTSIDE DIA / OUTSIDE
CHANGE AGREES WITH YES
AGENCY INITIATES A AGENCY REVIEWS
REQUEST POSITION
CHANGE REQUEST LETTER
1 DAY
PM ISSUES A LETTER
CM-52 – TO THE REVIEWER
ORDER DIRECTIVE
GO TO CHANGE
(COD) PROCESS
CHANGE NO EXPLAINING WHY
PROJECT MANAGER
REQUEST LOG THE CR WILL NOT

PROCEED YES
PM REVIEWS
PROPOSAL, LOGS
1 DAY
THE CR (CM-52), MERIT?
AND DISTRIBUTES
FOR REVIEW
GO TO CHANGE
NOTICE (CN)
PROCESS
IMMEDIATE
5 DAYS YES START NO
REQUIRED?
1 DAY
DESIGNER, PROJECT
CONTROLS, AND/OR
OTHER REVIEW OF
PROPOSAL
REVIEWER
PM AND
REVIEWER
5 DAYS REVIEWS ARE
SIMULTANEOUS
PROJECT CONTROLS
PERFORMS
ESTIMATE AND
SCHEDULE IMPACT
5 DAYS
CHANGE NOTICE (CN) PROCESS TIME = 39-45 DAYS
START END
CONTRACTOR
CONTRACTOR
RECEIVED CN AND
PREPARES DETAILED
ESTIMATE OF COST
AND TIME IMPACTS
20 DAYS
CM-20 – CHANGE CM-53 – CHANGE PM & DIRECTOR

NOTICE NOTICE LOG REVISE CHANGE VOID CHANGE
YES NO
NEGOTIATION REQUIRED NOTICE
PARAMETERS
PROJECT MANAGER
2 DAYS
NO
PM PREPARES
ORDER (CO)
PM
PROCESS
CHANGE
CHANGE REQUEST CHANGE NOTICE PM & DIRECTOR SET
GO TO
REQUIRES PM CONDUCTS CONDUCT SUCCESSFUL
(CR) HAS BEEN (CN), LOGS IN CM- NO NEGOTIATION YES
EXTERNAL REVIEW NEGOTIATION NEGOTIATION?
APPROVED 53, AND ISSUES TO PARAMETERS
REVIEW?
CONTRACTOR
5 DAYS 10 DAYS 2 DAYS 2-8 DAYS

YES
CM-04 NEGOTIATION
SESSION
AGREEMENT
REVIEWER(S)
PM AND DESIGNER, PROJECT

REVIEWER CONTROLS AND/OR
REVIEWS ARE OTHER REVIEW OF
SIMULTANEOUS PROPOSAL
10 DAYS
CHANGE ORDER (CO) / TASK CHANGE ORDER (TCO) PROCESS TIME = 17 DAYS
START END
CONTRACTOR
GO TO CLAIM
CONTRACTOR
PROCESS
CONTRACTOR SIGNS
INITIATES A CLAIM &
CO AND RETURNS
WORK CONTINUES
TO PM
ON T&M BASIS
2 DAYS
YES
CM-49 (CO CONTENT SHEET),
CM-50 (CO SETTLEMENT
SUMMARY),
BUDGET AND EAC, CM-39 – CO
CM-55 – CO LOG
CO JUSTIFICATION, ROUTING SHEET
CM-40 (CCR)
CM-52 (CR) INITIATED BY A CANCEL
NO
PROJECT MANAGER
CM-20 (CN) COD OR TOD? CHANGE ORDER

CM-21 (CD)
PM NOTIFIES PM FORWARDS
CCR, CN, COD. OR PM PREPARES CO PM ROUTES CO FOR
CONTRACTOR THAT EXECUTED CO TO
TOD HAS BEEN PACKAGE AND LOGS APPROVAL USING
CO IS READY FOR ALL REQUIRED
APPROVED CO (CM-55) CM-39
SIGNATURE PARTIES
5 DAYS 1 DAY 3 DAYS NO 1 DAY

YES
REVIEWER(S)
CO APPROVED?
5 DAYS
CHANGE ORDER DIRECTIVE / TASK ORDER DIRECTIVE PROCESS TIME = 46-52 DAYS
START END
CONTRACTOR
BEGINS BASED ON TRACKS ACTUAL
GO TO CLAIM
90% OF APPROVED COST FOR CHANGE
PROCESS
ESTIMATE OR T&M ORDER
BASIS RECONCILIATION NO
20 DAYS
CANCEL COD OR
CM-25 CHANGE
CM-55 – CO LOG PM , SUPERVISOR, & TOD AND
ORDER DIRECTIVE CM-38 – COD
CM-55A – TCO YES DIRECTOR REVISE CHANGE NEGOTIATE
CM-86 TASK ROUTING SHEET YES NO
LOG NEGOTIATION REQUIRED OUTSTANDING
ORDER DIRECTIVE
PARAMETERS COSTS TO DATE –
ISSUE CO FOR COSTS
2 DAYS
PROJECT MANAGER
NO
PM COORDINATES PM FINALIZES COD
CHANGE REQUEST
ORDER (CO)
WITH DIRECTOR & PACKAGE AND COD / TOD
PROCESS
CHANGE
(CR) HAS BEEN PM REVIEWS COST
GO TO
PREAPARES & LOGS ROUTES FOR APPROVED? CONDUCT SUCCESSFUL
APPROVED PROPOSAL WITH YES
COD APPROVAL NEGOTIATION NEGOTIATION?
PROJECT CONTROLS
5 DAYS
RECONCILIATION
5 DAYS 2-8 DAYS
PROJECT CONTROLS PM, SUPERVISOR, & CM-04 NEGOTIATION

PERFORMS OR DIRECTOR SET SESSION
REVIEWS ESTIMATE NEGOTIATION AGREEMENT
AND SCHEDULE NO PARAMETERS
IMPACT
2 DAYS
10 DAYS
VOID CHANGE
ORDER DIRECTIVE
REVIEWER(S)
SUCCESSFUL NEGOTION
REQUIRES EITHER AN
AGREED TO COST OR
AGREEMENT TO
COMPLETE ON A T&M
BASIS
CONSTRUCTION CLAIMS PROCESS TIME = 92-98 DAYS
START
END
CLAIMS MUST
NOTICE MUST
BE SUBMITTED CONTRACTOR
BE SUBMITTED
CONTRACTOR
WITHIN 20 HAS 30 DAYS TO

WITHIN 10 DAYS
DAYS; 10 DAYS PETITION HEARING
OF DENIAL OF YES
FOR DELAY SCHEDULED
COST OR TIME
CLAIMS
CONTRACTOR CONTRACTOR CONTRACTOR MAY

SUBMITS NOTICE OF SUBMITS CLAIM TO PETITION DEPUTY
CLAIM TO DEPUTY DEPUTY MANAGER MANAGER FOR AN HEARING?
MANAGER AND CCs AND CCs PROJECT ADMINISTRATIVE
PROJECT MANAGER MANAGER HEARING NO CLAIM CANCELLED
10 DAYS 10-20 DAYS 30 DAYS
NO
NO
DEPUTY MANAGER
GO TO CHANGE
ORDER (CO)
PROCESS
DEPUTY MANAGER DEPUTY MANAGER
CLAIM HAS SETTLEMENT
RECEIVES RECEIVED AND YES NEGOTIATE CLAIM YES
MERIT? REACHED?
NOTIFICATION REVIEWS CLAIM
30 DAYS DETERMINATION 2-8 DAYS

OF CLAIM SHALL
BE MADE WITHIN
60 DAYS OF
COMPLETE CLAIM
DEPUTY MANAGER /
PM NOTIFIES
AIRPORT LEGAL
SERVICES
PROJECT MANAGER
2 DAYS
PM RECEIVES AND
PM LOGS THE CLAIM
REVIEWS CLAIM
30 DAYS
CM-59 – CLAIM
LOG
CONSTRUCTION CONTRACT / TO CLOSEOUT - 1 PROCESS TIME = 90 DAYS (CAL. DAYS)
NO
START
CONTRACTOR
CONTRACTOR
CONTRACTOR
SENDS LETTER TO
FINISHES PUNCHLIST
PM REQUESTING
AND FINAL SITE
INSPECTION FOR
CLEANUP
FINAL COMPLETION
27 DAYS 1 DAYS
CM-75
CONSTRUCTION
CONTRACTOR CLOSEOUT
SUBMITS FINAL CHECKLIST
QUANTITIES NO
CONTRACTOR AND
5 DAYS
PM REVIEW AND
ADDRESS CLOSEOUT
CHECKLIST
PROJECT MANAGER
NO PM RECEIVES 36 DAYS CLOSEOUT

PUNCHLIST &
REQUEST AND ITEMS YES
CLEANUP YES
CONDUCTS FINAL COMPLETE
COMPLETE?
INSPECTION
2 DAYS
SUBSTANTIAL
REVIEW COMPLETE
COMPLETION PM REVIEWS FINAL ISSUE CHANGE
ACCEPTED YES CLOSEOUT
CERTIFICATE QUANTITIES ORDER (CO)
CHECKLIST
EXECUTED
COMPLETE PROCESS
ABOVE; NO FAA
INVOLVEMENT
REQUIRED
BMS / OTHER
NO
PM FORWARDS
CERTIFICATE OF
SUBSTANTIAL
FAA CLOSEOUT
FAA PROJECT?
COMPLETION TO
DSBO AND DIA
COMMERCE HUB YES
30 DAY
MILESTONE
CONSTRUCTION CONTRACT / TO CLOSEOUT - 2 PROCESS TIME = 90 DAYS (CAL. DAYS)
END
CONTRACTOR
CONTRACTOR SIGNS DEVELOP AND
SUBMITS CONSENT SUBMITS DRAFT
FINAL CERTIFICATE SUBMIT FINAL PAY
OF SURETY (COS) TO FINAL PAY
OF COMPLETION APPLICATION
PM APPLICATION
1 DAY 1 DAY 7 DAYS 5 DAYS
NO
PROJECT MANAGER
PM RECEIVES COS
DIA SIGNS FINAL
INITIATE FINAL AND ISSUES MEMO
FILE CLOSEOUT CERTIFICATE OF DRAFT PAY APP
YES CERTIFICATE OF TO BMS TO YES
CHECKLIST COMPLETION AND ACCEPTED?
COMPLETION ADVERTISE THE
DISTRIBUTED
PROJECT NO
1 DAY 1 DAY 1 DAY 1 DAY 3 DAYS
CM-37 FINAL
CERTIFICATE OF
COMPLETION
NOTE: START AT
“CONTRACTOR
FINALIZES PAYMENT
BMS ADVERTISES APPLICATION AND
CLAIMS FILED?
THE PROJECT
BMS / OTHER
SUBMITS TO BMS”
YES
14 DAYS
CONSTRUCTION
PROCESSING
PAYMENT
AIRPORT LEGAL
STOPS CLOSEOUT
PROCESS
75 DAY 90 DAY
MILESTONE MILESTONE
FAA CONTRACT CLOSEOUT PROCESS TIME = 30 DAYS + CLOSEOUT 90 DAYS = 120 CAL. DAYS
SURVEY FINAL QUANTITY VERIFICATION
END
CONTRACTOR
FINAL SURVEYED
QUANTITY NO
SUBMITTED
1 DAY
PROJECT MANAGER
CLOSEOUT – PAGE
CONSTRUCTION
START WITH
CONTRACT
SURVEYED “REVIEW
GO TO
RECEIVE AND ISSUE CHANGE
QUANTITIES YES COMPLETE
1
REVIEW QUANTITIES ORDER
ACCEPTED CLOSEOUT
CHECKLIST”
1 DAY 1 DAY
BIM PROJECT QUANTITY VERIFICATION (RECORD DRAWINGS)

CONTRACTOR
BIM SURVEY BIM SURVEY BIM SURVEY BIM SURVEY

SUBMITTED 30% SUBMITTED 60% SUBMITTED 90% SUBMITTED 100%
NO
PROJECT MANAGER
YES NO YES NO YES NO
BIM SURVEY 100% CCD SUBMITS TO

30% ACCEPTED? 60% ACCEPTED? 90% ACCEPTED? YES
SUBMITTED 30% ACCEPTED? FAA
SUBSTANTIAL COMPLETION PROCESS TIME = 23 DAYS
START END
CONTRACTOR
CONTRACTOR
CREATE FORM CONTRACTOR
SUBMITS NOTICE OF
ENTERS CONTRACT
SUBSTANTIAL
CLOSEOUT PHASE
COMPLETION TO PM
MUST BE CM-36 – CERTIFICATE OF

REJECTED PM DENIES SUBSTANTIAL COMPLETION
WITHIN 10 CONTRACTOR’S CM-80 SUBSTANTIAL
PROJECT MANAGER
DAYS OF REQUEST COMPLETION CHECKLIST

NOTICE CM-42 ROUTE SHEET
NO
VERIFY PUNCHLIST
PM ESTABLISHES PM CREATES CM-36
JOINT INSPECTION & INCL. DEFICIENCY
INSPECTION DATE OF USING CM-80 & ONCE EXECUTED PM
BY PM, DOR, AND YES LOG &
ACCEPTABLE SUBSTANTIAL ROUTES FOR DISTRIBUTES CM-36
CONTRACTOR STAKEHOLDER
COMPLETION APPROVAL
ISSUES (AS APP.)
3 DAYS 1 DAY 2 DAYS 2 DAYS
CM-74 – PUNCH LIST

LOG
REVIEWER(S)
DOR &
CM-36 ROUTED FOR
CONTRACTOR
REVIEW AND
PREPARE FINAL
APPROVAL
PUNCH LIST
10 DAYS 5 DAYS
EARLY OCCUPANCY PROCESS TIME = 24-57 DAYS
START END
YES
CONTRACTOR
CHANGE REQUEST
(CCR) PROCESS
CONTRACTOR
GO TO
NO
33 DAYS
NO
PM & CONTRACTOR
SUCCESSFUL
NEGOTIATE
NEGOTIATION?
RESPONSIBILITIES
PROJECT MANAGER
5 DAYS
PM NOTIFIES PM ESTABLISHES
PM REVIEWS
CONTRACTOR THAT DATE OF AVIATION
AGREEMENT FOR DIA TAKES EARLY
DIA HAS ELECTED TO INSPECTION OF MANAGER YES
CCR WITH AVIATION OCCUPANCY
TAKE EARLY WORK WITH APPROVAL?
MANAGER
OCCUPANCY CONTRACTOR
3 DAYS 1 DAY 5 DAYS

LOG
REVIEWER(S)
DOR &
DIA ELECTS TO TAKE CONTRACTOR
EARLY OCCUPANCY PREPARE FINAL
PUNCH LIST
10 DAYS

Project Management Guidelines: Version 1.0

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Project Management

Guidelines: Version 1.0

1. INTRODUCTION AND OVERVIEW ............................................................................... 1

Version 1.0 – 05/14 Table of Contents

5. PERMITS & LICENSES......................................................................................... 129

Version 1.0 – 05/14 Table of Contents

9.25 Apparent Best Proposer ...................................................................................................... 231

Version 1.0 – 05/14 Table of Contents

11.19 Statement of Special Inspections...................................................................................... 375

Version 1.0 – 05/14 Table of Contents

12.26 Liquidated Damages ......................................................................................................... 573

Version 1.0 – 05/14 Table of Contents

Version Control Table

Version 1.0 – 05/14 Version Control Table

1. INTRODUCTION AND OVERVIEW

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

o The extent of the adjustment in the Contract Time or Period of Performance,

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

o Performance and Payment Bond

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

o airlines and airline related services

Chapter 1 - Introduction and Overview

• Encumbrances - Specific money funded and designated for a specific Project.

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

industry-wide by architects, engineers, developers, and other building professionals, many

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

• Primavera Contract Management – a software system developed by Oracle to manager

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

• Samples - Physical examples that illustrate materials, equipment, or reasonable

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

• Stakeholder – Individuals, companies, tenants, agencies that contribute or are beneficiaries

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

Chapter 1 - Introduction and Overview

1.3 ORGANIZATION CHARTS

Chapter 1 - Introduction and Overview

1.4 ABBREVIATIONS & GLOSSARY

Chapter 1 - Introduction and Overview

• CDOT – Colorado Department of transportation

Chapter 1 - Introduction and Overview

• IFB – Invitation for Bid

Chapter 1 - Introduction and Overview

• NTP – Notice to Proceed

Chapter 1 - Introduction and Overview

• UL - Underwriters Laboratories, Inc.

Chapter 1 - Introduction and Overview

1.5 LINE OF AUTHORITY

Chapter 1 - Introduction and Overview