9.3.4 HART-Interface Management Plan Rev1

INTERFACE MANAGEMENT PLAN
REV. 1.0, JANUARY 30, 2014
HJT
HONOLULU AUTHORITY fo RAPID TRANSPORTATION
Approved
Daniel A. Grabauskas
HART Executive Director and CEO
Page 2 of 36 Honolulu Rail Transit Project
Interface Management Plan — Rev. 1.0, January 30, 2014
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Honolulu Rail Transit Project Page 3 of 36
HJT
HONOLULU AUTHORITY for’ RAPID TRANSPORTATION
Prepared By:
CtlL
Martha C. King Date
HART Civil Engineer, Interface
Approved By:
zri2 Date -
HART Dirtér of Design and Construction
Concur:
èz)
Brennan Morioka
2./q /2.4’19
Date
HART Deputy Executive Director
Revisions
Necessary modification to this document will be made to conform to evolving project needs.
As major revisions occur, the entire manual will be reproduced, bound, and distributed and prior
versions of the manual shall be destroyed. For minor revisions, only the affected pages will be
issued. All minor revisions will be dated and signed by the Executive Director and CEO, or designee,
and previous minor revisions of the document shall be destroyed.
CHANGE HISTORY
REVISION DATE SECTION(S) DESCRIPTION
0 06/30/2011 — Initial Issue
1.0 01/30/2014 Multiple Revised RTD to HART and HHCTCP to
HRTP. Updated Sections 2 and 3, and
added a new Section 5. Revised HART
and GEC contact lists to one integrated
list. Other miscellaneous edits.
Table of Contents
1 Introduction, Purpose, Scope, and Standard Terms 7
1.1 Introduction 7
1.2 Purpose and Scope 8
1.3 Standard Terms 8
2 Interface Roles and Responsibilities 11
2.1 Honolulu Authority for Rapid Transportation (HART) 11
2.2 Interface Management Team 11
2.3 Core Systems Contractor (CSC) 11
2.4 Engineering Design Consultants (EDC), Fixed Facilities Contractors (FFC), Design-Furnish
Install-Maintain (DFIM) Contractors, and Design-Build (DB) Contractors 12
2.5 Interface Control Manuals 12
3 Organization and Duties for Interface Management 13
3.1 Honolulu Authority for Rapid Transportation (HART) 13
3.2 Duties of Interface Management Team 15
3.2.1 Project Interface Manager (PIM) 15
3.2.2 FFC Interface Engineer 15
3.2.3 DB-FF and MSF Interface Engineers 16
3.2.4 CS Interface Engineer 17
3.3 CEI Interface Engineers and FFC Interface Engineers 17
3.4 Project Interface Contact Lists 17
4 Coordination 19
4.1 Overview 19
4.2 Design Phase 19
4.3 Construction Phase 20
5 HART Interface Assessment Team 21
5.1 Overview 21
5.2 The “A-Team
11 Process 21
5.3 Unresolved Interface Points 22
6 Project Controls 23
6.1 Document Control 23
6.2 Change Management 23
6.3 Schedule 23
6.4 Monthly Reports 23
7 Safety and Security and Quality Assurance/Quality Control 25
7.1 Safety and Security 25
7.2 Quality Assurance and Quality Control 25
8 Reference Documents 27
Figures
Figure 3-1: HART Interface Organizational Chart 14
Appendix
Exhibit 1: Information Flow Diagram 29
Exhibit 2: Interface Process Steps during the Design Phase 31
Exhibit 3: Interface Process Steps during the Construction Phase 32
Exhibit 4: Project Interface Contact List 33
Exhibit 5: Elevated RFID/ICD Flowchart 34
Exhibit 6: Risk Assessment Matrix 35
Exhibit 7: Example of HART Elevated Issues Assessment Matrix 36
1 Introduction, Purpose, Scope, and Standard Terms
1.1 Introduction
Through the Honolulu Authority for Rapid Transportation (HART), the City and County of
Honolulu is embarking on the Honolulu Rail Transit Project (Project): the development and
construction of a fixed guideway system along an approximate 20-mile corridor from East
Kapolei to Ala Moana Center. This system will be constructed and open for passenger
service from East Kapolei to Aloha Stadium in 2017, followed by opening of the entire
alignment to Ala Moana Station in 2019.
It is recognized in the Project Management Plan (PMP) that the project interface
management task is vital to creating a successful Project because of the Project’s many
complexities. This Interface Management Plan (IMP) describes in detail how the Project’s
interface requirements will be managed by HART with the support of the General
Engineering Consultant (GEC) as defined in Reference 1 and the Construction Engineering
and Inspection Consultants (CEI) as defined in Reference 1. This joint relationship is known
as the Interface Management Team.
This IMP provides the framework for the following Interface Management project-related
activities:
• Interface roles and responsibilities
• Organization and duties
• Coordination
• Project controls
• Quality assurance/quality control
• Safety and security

This IMP is to be used as a guide to supplement HART Procedures in the administration of
the Project Interface Management Tasks. The IMP also accompanies HART Procedures
applicable to the identification of key areas, coordination, contract requirements, schedule,
assessment of the constructed interface, acceptance, and change order management.
The guidelines contained in the IMP are not to be construed as replacing, modifying, or
superseding any of the provisions of the Project contract documents. All HART, GEC, and
CEI design, construction, and start-up personnel should study and become familiar with the
contents of this plan, as they are expected to comply with the guidelines and procedures
contained in this IMP.
1.2 Purpose and Scope

The purpose of the IMP is to provide guidance and promote a uniform approach to
Interface Management across all contracts and third-party boundaries throughout the
design, construction, and start-up phases of the Project. Together with HART Project
Procedure 6.CM-05, “Interface Management and Coordination Procedure,” the IMP defines
the relationships and responsibilities of the participants of interface management with the
intent of ensuring comprehensive interface compatibility, both physical and functional.
The scope of interface management is driven by the following parameters, which illustrate
the range and complexities of the scope of the interface management tasks required by the
Project:
• Multiple contract delivery methods:

• Design-Build
• Design-Bid-Build
• Design
• Construction
Design-Furnish-Install-Maintain
• Design-Build-Operate-Maintain
• Two phased openings for passenger service
• Unsynchronized design and construction schedules between partnered Fixed
Facilities Contractor and the Core Systems Contractor overall
• Various design, construction, and start-up phases of the Project
1.3 Standard Terms

Refer to HART Project Procedure 1.PP-03, “Standard Terms, Definitions, and Acronyms
Procedure.” Terms specific to the IMP include the following:
• A-Team HART Interface Assessment Team for Final Design Revision 0
—
determination of submittals with elevated issues

• CEI — Construction Engineering and Inspection Consultant
• CIM — Contractor Interface Manager
• CMS — Contract Management System
• CS — Core Systems
• CSC — Core Systems Contractor
• DB—Design-Build
• DBB — Design-Bid-Build
• DBOM — Design-Build-Operate-Maintain
• DFIM — Design-Furnish-Install-Maintain
• DPM — Deputy Project Manager
• EDC — Engineering Design Consultant
• Elevated Issues An interface point determined to be unresolved prior to HART

—
signature on FD submittal due to lack of data from the interfacing partner due to
unsynchronized design schedules.
• FD — Final Design
• FF — Fixed Facilities
• FFC — Fixed Facilities Contractor
• GEC — General Engineering Consultant
• IC — Interface Control
• lCD — Interface Control Document
• 1CM — Interface Control Manual
• 1DM — Interface Definition Meeting

• IM — Interface Management
• IMP — Interface Management Plan
• Interface Management Team Members of the HART/GEC Interface group

—
comprised of the HART Deputy Director of Design, HART Interface Manager, Project
Interface Manager, and Fixed Facility Interface Engineer, supported by DB FFC, MSF,
and CS Interface Engineers.
• IPS — Integrated Project Schedule
• KHG — Kamehameha Highway Guideway
• MSF — Maintenance and Storage Facility
• P1CM — Project Interface Control Manual

• PIM — Project Interface Manager
• PM — HART Project Manager
• RE — CEI Resident Engineer
• RFC — Request for Change
• RFI — Request for Information
• RFID — Request for Interface Data
• WOFH — West Oahu Farrington Highway Guideway

2 Interface Roles and Responsibilities

All DB Contractors, FFC, EDC, DBOM Contractors, and DFIM Contractors have the
responsibility for implementation of interface management with each interfacing contractor.
Oversight and facilitation of interface management is by HART with the support of the GEC
for design and the CEI for construction. To be efficient with staff resources, HART has
assembled the Interface Management Team: a joint relationship of HART, the GEC, and the
CEI for interface management oversight.
2.1 Honolulu Authority for Rapid Transportation (HART)

HART has elected to place the responsibility for implementation of Interface Management
with the individual contractors and oversight by the HART Interface Management Team.
The HART Interface Manager will provide oversight and coordinate with the HART Interface
Team Project Interface Manager (PIM).
2.2 Interface Management Team

The HART Interface Team is responsible for facilitating the Project Interface Management
Program and will provide an Interface Management oversight role, including, but not
limited to, the following:
• Provide a coordinated and consistent approach for Interface Management across all
contracts in accordance with HART Project Procedure 6.CM-05, “Interface
Management and Coordination Procedure.”
• Support HART in Contract Change Management in accordance with HART Project

Procedure 5.CA-02, “Contract Change Management Procedure.”
• Perform reviews of interface submittals from the designers and contractors in
accordance with HART Project Procedure 6.CM-01, “Submittal Processing
Procedure.”
• Provide a monthly status report of interface activities of the Project.1
2.3 Core Systems Contractor (CSC)

The CSC, a DBOM Contractor, has the largest role in the implementation of interface and is
responsible for all Systems-to-Systems, Systems-to-Facilities, Systems-to-Guideways, and
Systems-to-Structures interfaces, which will be described in the required Core Systems
Interface Control Manual.
‘The interface status report will be incorporated into the Monthly Progress Report.
The CSC will use HART’s Interface Management tools (which consist of CMS, Sharepoint,
Phoenix, and other databases used by the GEC) to maintain a systematic, documented,
comprehensive, and verifiable systems interface process to be applied throughout the
duration of the Contract. This process will be used in such a way as to ensure that
interfaces and interaction between infrastructure, facilities, subsystems, software,
functionality, and operations and maintenance activities have been identified and
engineered to function together.
The CSC will update the CSC 1CM when significant changes to the work or interfacing entity’s
work are made.
2.4 Engineering Design Consultants (EDC), Fixed Facilities

Contractors (FFC), Design-Furnish-Install-Maintain (DFIM)
Contractors, and Design-Build (DB) Contractors
Each EDC, FFC, DFIM Contractor, and DB Contractor is required to develop contract-specific
lCMs covering interfaces between adjacent fixed facilities contracts and the CSC. Each EDC,
FFC, DFIM Contractor, and DB Contractor shall update the individual lCMs when significant
changes to the work or interfacing entity’s work are made. Each EDC, FFC, DFIM Contractor,
and DB Contractor will be required by HART to develop the design of the fixed facilities
under its Fixed Facility Contract and perform construction consistent with the requirements
of the 1CM.
Each EDC, FFC, DFIM Contractor, and DB Contractor will use HART’s Interface Management
tools to maintain a systematic, documented, comprehensive, and verifiable systems
interface process to be applied throughout the duration of the Contract. This process will
be used in such a way as to ensure that interfaces and interaction between infrastructure,
facilities, systems, and operations and maintenance activities have been identified and
engineered to function together.
2.5 Interface Control Manuals

The lCMs shall be posted on the HART CMS Interface Management folder and will be visible
to HART and all contractors performing work on the Project. Upon completion of the
development of the initial individual ICMs, and upon completion of any updates thereof,
each 1CM will be kept current on the HART CMS Interface Management folder.
3 Organization and Duties for Interface Management
3.1 Honolulu Authority for Rapid Transportation (HART)

To be more efficient with staff resources, HART has elected to integrate HART, GEC, and CEI
interface staff as the Interface Management Team for the duration of the Project. The
Interface Management Team Organizational Chart (Chart 1) reflects the interface
relationships for both design and construction between the EDC, FFC, DFIM Contractors, DB
Contractors, DBOM Contractors, and CEI.
The HART Director of Design and Construction has established a matrix organization with
guidance from the HART Deputy Director of Design. Chart 1 illustrates the Interface
Management Team relationship between the EDC, FFC, DFIM Contractors, DB Contractors,
DBOM Contractors, DBB Contractors, and CEI.
Figure 3-1: HART Interface Organizational Chart
HART
Elevated Assessment Team
HART Director of Design and
Construction
HART Deputy Director Of Design
HART Systems Manager
HART Operations Manager
Design Phase
All Projects: DB, EDC, DBOM
Construction Phase
DB: WOFH, KHG, MSF
DBOM: CSC
Construction Phase
DBB: Airport & City Center Guideway, All
Stations
DBOM: CSC
3.2 Duties of Interface Management Team
3.2.1 Project Interface Manager (PIM)

The PIM’s duties include the following management and oversight functions:
• Coordinate with the CRE and DPM to ensure contractors’ adherence to contractual
requirements, especially in the areas of coordination, schedule, contract
requirements, inspections, and acceptance, as they pertain to the Project’s Interface
Management Program. Change order management is the responsibility of the HART
Project Manager.
• Report to the HART Deputy Director of Design.
• Facilitate the Interface Definition Meetings.
• Prepare monthly interface activities for the monthly report (refer to Section 6.4).
• Bring elevated issues to the attention of the Interface Assessment Team (refer to
Section 5).
• Review Interface Control Documents for conformance and completeness.
• Verify potential contract changes arising through the interface process have been
brought to the attention of the PM, RE, DPM, and the HART Deputy Director of
Design.
3.2.2 FFC Interface Engineer

The FFC Interface Engineer will report to the PIM for interface management and coordinate
between the DB, EDC, DBOM, DFIM, FFC, and CS contracts. Additional Interface Engineers
may be allocated during peak FFC contract mobilization periods as necessary.
The FFC Interface Engineer’s duties include the following:
• Support the PIM in the management and oversight of FFs as they pertain to the
Project’s IM Program.
• Oversee the development of the lCMs of the EDC and the DFIM Contractor; track
progress, review changes and additions as they occur to PIM, PM, and DPM. The
Interface Engineer provides updated 1CM progress to the PIM.
• Participate in routine interface meetings between adjacent interfacing

contractors/designers.
• Monitor contractor performance, inform the PIM of potential issues, participate in

resolving conflicts between contractors, and identify potential contract changes
revealed during the interface process to the PIM, PM, and DPM.
• Prepare risk assessment analysis for elevated issues for Interface Assessment Team
meetings.
• Coordinate completion of the Project lCD.

meetings.
• Require the DB contractors to complete the Project Interface Control Documents
(lCD).
• Oversee and verify the required contract partner lCD sign-off for work designed and
constructed by the DB Contractor, EDC, FFC, DFIM Contractor, and CSC.
3.2.3 DB-FF and MSF Interface Engineers

The DB-FF and MSF Interface Engineers will be assigned to cover one or more DB contracts
depending upon the size and complexity of the contracts. She/he will report to the PM and
RE for matters regarding the execution of the contract and to the PIM for interface
management and coordination between contracts.
The DB-FF and MSF Interface Engineers’ duties include the following:
• Support the PIM in the management and oversight of FF contracts as they pertain to
the Project’s IM Program.
• Oversee the development of the 1CM of the DB Contractor(s); track its progress and
review changes and additions as they occur. The Interface Engineer provides
updated 1CM progress to the PIM.
• Monitor contractor performance, inform the PM, RE, and PIM of potential issues,
participate in resolving conflicts between contractors, and identify potential contract
changes revealed during the interface process to the PM, RE, and PIM.
meetings.
• Require the DB contractors to complete the Project Interface Control Documents
(lCD).
• Oversee and verify the required contract partner lCD sign-off for work designed and
constructed by the DB Contractor, EDC, FFC, DFIM Contractor, and CSC.
• Refer to the HART Resident Engineer Manual for Design-Build and Design-Build-
Operate-Maintain Contracts, Sections 5.4.4 and 5.4.5, for additional construction
responsibilities and involvement for interface in construction.
3.2.4 CS Interface Engineer

The CS Interface Engineer provides a similar role to the DB-FF Interface Engineers, with a
dual role for the FFC contracts. Additional duties include:
• During the construction phase, monitor performance to the contract and lCDs and
oversee certifications and close-out activities.
• Refer to the HART Resident Engineer Manual for Design-Build and Design-Build-
Operate-Maintain Contracts, Sections 5.4.4 and 5.4.5, for additional construction
responsibilities and involvement for interface in construction.
3.3 CEI Interface Engineers and FFC Interface Engineers

These engineers will provide interface oversight during the construction of the FF
construction contracts. The CEI Interface Engineers will provide duties similar to the
previously defined duties of the Interface Engineers, during construction activities for HART:
• Oversee the adherence to the 1CM of the FF Contractors; track progress and notify
the PM and PIM of changes and additions as they occur. The CEI Interface Engineer
provides updated 1CM progress to the PIM and HART.
• Monitor contractor performance, inform the PIM and DPM of potential issues, and
participate in resolving conflicts between contractors.
• Perform routine field assessments of work to confirm final close-out of the work is in
accordance with the lCD.
• Refer to the HART Resident Engineer Manual for Design-Bid-Build Contracts, Section
5.8, for additional responsibilities and involvement for interface in construction.
3.4 Project Interface Contact Lists

The Interface Contact List (Exhibit 4) has been developed as a reference tool to allow staff
to be able to navigate to the appropriate contact person when needed and can also be used
as a guide for the distribution of information. The Interface Contact Lists will be updated to
show additional staffing as personnel are brought on the project.
DFIM interface responsibilities will be added in the next revision.

4 Coordination
4.1 Overview
As the Project advances through the design and construction phases, the CSC and each EDC,
FFC, DFIM Contractor, and DB Contractor will identify interface items and requirements,
develop an 1CM for their work, and exchange information with interfacing contractors. The
PIM will compile the contractor’s ICMs and create the Project Interface Control Manual
(P1CM). The information flow for this portion of work is indicated in Exhibit 1. The PIM will
maintain the P1CM developed from and supported by each CSC, EDC, FFC, DFIM Contractor,
and DB Contractor.
Coordination and review is the responsibility of each interfacing contractor to ensure that
interface designs are compatible and meet the requirements of the interfacing partner. In
addition, after the interface item has been installed, review for compliance by the
interfacing contractor will be required. The Interface Management Team will provide
facilitation and oversight throughout the design and construction phases of the Project.
4.2 Design Phase

Exhibit 2 illustrates the interface process steps during the Design Phase, including the
relationship between the designers and the oversight by the Interface Management Team,
as follows:
• Step 1: Initiation by the designer, who identifies interface items and indicates
information required from interfacing contractors. The interface control matrix is
assembled at this time.
• Step 2: Further definition of the common interface items between designs through
IDMs facilitated by the Interface Management Team. At these meetings,
information is exchanged with the expectation of reaching agreement for the
interface configuration that clearly defines the responsibility of each party.
• Step 3: Development of ICDs that contain the agreed-upon interface configuration

and reference the necessary specifications and drawings to enable construction.
• Step 4: Incorporation of the final lCDs into the construction drawings, which are
provided to the interfacing contractor(s)’ partner(s).
The Interface Management Team oversees these activities by participating in meetings,
reviewing the adequacy of the documents, and mitigating disputes. The Interface
Management Team will monitor progress and support the PM and DPM in the evaluation of
potential contract changes.
Refer to HART Project Procedure 6.CM-05, “Interface Management and Coordination

Procedure.”
4.3 Construction Phase

Exhibit 3 illustrates the steps in the continuation of the interface process during the
Construction Phase, including the relationship between the contractors and the oversight
by the Interface Management Team, as follows:
• Step 5: Review by the interfacing contractors of the applicable ICDs, specifications,

and drawings for confirmation that they meet the agreed-upon requirements.
Meetings are held between interfacing contractors to discuss sequencing, material
delivery, site access, permits, and any safety-related issues.
• Step 6: Proceed with construction. The contractor proceeds with installation in
accordance with lCD documentation.
• Step 7: Agreement on conformance. After the installation is complete, the
interfacing contractor will review the installation for compliance with the ICDs,
specifications, and design drawings and sign off on conformance with the lCD.
• Step 8: Complete resolution of the lCD after Interface Management Team review
and documentation.
As during the Design Phase, the Interface Management Team will oversee construction
interface activities, monitor progress, and support the PM and RE in resolution of claims
and disputes and in evaluation of potential contract changes.
Refer to HART Project Procedure 6.CM-05, “Interface Management and Coordination
Procedure.”
5 HART Interface Assessment Team
5.1 Overview
Due to the unsynchronized schedule of various HART design and construction contracts,
some contracts are completing final design prior to completion of final design by the
contracts’ interfacing partner(s). In order to assist the EDC, FFC, DB Contractors, or DFIM
Contractors to allow them to obtain HART signature for their FD submittal without all the
required information necessary from the interfacing partners, HART has created an
Interface Assessment Team, the “A-Team’, which is comprised of the HART Director of
Design and Construction, HART Deputy Director of Design, HART Deputy Director of
Construction, and HART Deputy Director of Systems. The A-Team will determine
progression to final design submission for HART signature by evaluating the severity of
interface issues elevated by the contractor that impact the completion of the final design.
Decision recommendations to the A-Team will be prepared by the PIM and interface staff.
When an interfacing partner is unable to provide a timely response to an RFID, or a
commercial issue has arisen during the resolution of an RFID which results in a Contractor
being unable to complete the FD submittal according to the accepted contract schedule, a
process of “elevating” the RFID for HART direction will be used (Exhibit 5). Similarly when
an interfacing partner is unable to sign off on an interface item on their interfacing partner’s
lCD which results in a Contractor not being able to achieve Final Design Revision 0, a process
of “elevating” the lCD for HART direction is used (Exhibit 5).
5.2 The “A-Team” Process

The purpose of the A-Team is to review elevated RFIDs or ICDs associated with a FD
submittal and give direction on how to proceed in such a way that minimizes construction
schedule and cost impacts.
A Contractor seeking to achieve Final Design Revision 0 for a Design Submittal, by definition,
is required to submit a completed lCD signed by the interfacing partner. This means that all
RFIDs associated with the submittal and noted on the lCD are resolved, agreed, and closed.
If a Contractor has all Technical Issues resolved but is not able to submit a completed and
fully signed lCD due to inaction by the interfacing partner, the Contractor can request that
the lCD (and the associated unresolved RFID5) be Elevated for HART Review (Exhibit 5).
The PIM will assemble an Elevated Issues Assessment Matrix, which is based on information
provided on the Contractor’s lCD. See Exhibit 7 for an example of an Elevated Issues
Assessment Matrix. The matrix is populated with data from the subject lCD. Appropriate
design and construction office personnel are solicited for input to the GEC
Recommendations. Risks are evaluated and established according to the matrix shown in
Exhibit 6.
The Matrix is used as the Agenda during the A-Team Meeting. HART decisions arrived at
from the meeting are noted in the HART Decision and Meeting Notes Column. The
completed and approved matrix is maintained in the Interface Management folder in CMS
and serves as a record of the proceedings.
After a decision by the A-Team has been recorded on the matrix, the PIM will notify the
RE’s/DPM’s office of HART’s decisions along with a brief description of any conditions which
apply. The RE/DPM will officially give direction to the contractor by written notification,
including a description of standard conditions and any special conditions or instructions
which apply. The two primary categories of HART decisions are as follows:
• Submittal Placed on Hold: If the A-Team assesses the risk as being too high to allow
the submittal to proceed to Final Design Revision 0, the submittal will be placed on
Hold and will not be allowed to proceed to Final Design Revision 0 until the high-risk
interfaces have been resolved, followed by an A-Team revisit of the submittal.
• Submittal allowed to Proceed to Final Design Revision 0 without the lCD being
complete at this time, subject to the following four Standard Conditions:
• All Technical Review issues are resolved.
• Final Design details are to be completed during the Construction Phase.
• The design contractor is to identify unresolved interface design details as
“Hold Points” (Unresolved Interface Points) on their drawings.
• The interfacing contractor will review and sign the associated lCD prior to
commencement of construction of the item on the lCD.
5.3 Unresolved Interface Points

The RE/DPM will monitor the contractor’s Hold Point tracking and will verify Hold Points
have been clearly identified on the Revision 0 and IFC Drawings. Once the contractor
receives the interface data to finish the design in construction, the Drawings will be revised
and construction will resume for those areas on “Hold”. Should the contractor consider this
effort to be a change to the contract, the Contract Change Management Procedure will be
followed. After the change is processed, these items will be interfaced during construction.
Refer to Exhibit 5 and Exhibit 7 for more information on Hold Points.
6 Project Controls
6.1 Document Control

The HART Contract Management System (CMS) will be used to record Requests for Interface
Data (RFID), record minutes of interface coordination meetings, submit completed ICDs to
HART, track ICDs through review and confirmation of completeness (under development),
and record interface confirmation between designers and contractors. Refer to HART
Project Procedure 6.CM-05, “Interface Management and Coordination Procedure,” for the
step-by-step process.
6.2 Change Management

Contract changes resulting from confirmations reached through the interface process will
be managed as discussed in HART Project Procedure 5.CA-02, “Contract Change
Management Procedure.”
6.3 Schedule
The PIM will receive information from the PM, DPM, and RE related to the Integrated
Project Schedule (IPS) and related to the individual contract interface milestones for
adherence to schedule, and for oversight of mitigation strategies, as necessary. It is
encouraged that Hold Points should be identified in the contractors’ schedule. The PIM will
report on monthly progress and potential issues that may affect the IPS.
6.4 Monthly Reports

Within the monthly report, the PIM will provide the following:
• A narrative describing the process, issues, and resolution of the interface
management and coordination efforts of the previous month.
• Status by each contract for the following:

• RFIDs logged, those responded to, and late items
• Meetings held
• ICDs agreed upon and incorporated into the construction drawing
• Potential issues
• ICDs closed
• Construction
• Installation concurrence by the interfacing contractor

Closeouts of lCDs
• A three-month look-ahead for contract interface milestones.
7 Safety and Security and Quality Assurance/Quality Control
7.1 Safety and Security

The final designer’s or contractor’s 1CM does not circumvent the requirements of the HART
Safety and Certification Plan (SSCP). Certifiable items that are also interface points will be
tracked according to the SSCP and reported on by each designer/contractor involved in the
interface in their SSCP documentation. For Systems testing and certification, the CSC will
take the lead for final Certification of Compliance and Issuance of Project Safety and
Security Certification.
7.2 Quality Assurance and Quality Control

The Interface Management and Coordination Process will be monitored in accordance with
the HART Quality Management Plan and the GEC Quality Assurance Plan.

Interface Management Plan — Rev. tO, January 30, 2014
8 Reference Documents
Draft Interface Control Manual (RFP Reference Document)
HART Configuration Management Plan
Procedure 1.PP-03, “Standard Terms, Definitions, and Acronyms Procedure”
Procedure 3.PM-05, “Meeting Minutes Procedure”
Procedure 5.CA-02, “Contract Change Management Procedure”
Procedure 5.CA-05, “Contract Change Order Procedure”
Procedure 6.CM-01, “Submittal Processing Procedure”
Procedure 6.CM-02, “Request for Information (RFI) Processing Procedure”
Procedure 6.CM-03, “Request for Change (RFC) Processing Procedure”
Procedure 6.CM-05, “Interface Management and Coordination Procedure”
Resident Engineer Manual for Design-Build and Design-Build-Operate-Maintain Contracts
Resident Engineer Manual for Design-Bid-Build Contracts


Exhibit 1: Information Flow Diagram
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Honolulu Rail Transit Project Page 31 of36
Exhibit 2: Interface Process Steps during the Design Phase
and prepare Final Design

and Interface Control
(ICOs) in accordance with
These are the documents which will be used to
the completed ICOs, signed by
Interface Definition Meeting I Interfacing Partners, with the
install the Interface Items.
See Exhibit 3 for continuation of the process
Design subniittals
Facilitated by PIM during the Construction Phase
Exhibit 3: Interface Process Steps during the Construction Phase
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Completeness
I I Contractor notifies CRE and PIM I

(Refer to Exhibit 5 for options
H No 6
A
No
0 Agree to
Agree to Interface Yes
Interface onfigu ratio
C ratio ete
Installation Complete
It Li
Documentation Resolution
Step 7 and resubmit

I IConduct meetIng to I I Conduct meeting to
clarify conflict issue
I Ia’Y conflict issue
A
O
Interfacing Contractors No
Z’
meet as required to Contractor proceeds with

confirm CD item(s) to installation in accordance with
be installed. lCD documentation. After
Confirm schedule,
Agree to
Interface
—
completion of the installation, p8

construction the Interfacing Contractor
<uratio
sequencing, sIte reviews the work for
access and satisfy any compliance with the lCD.
safety related issues
Interface Definition
Meeting -J
Exhibit 4: Project Interface Contact List

:
Phone
Contract Abrv Org. Name Title No. Email Address
All Contracts GEC Audrey Moreland Project Interface 694-3225 morIandajpbworld.com
Manager
HART Martha C. King Interface 768-6153 Mking1honolulu.gov
Manager
GEC Taka Kimura Fixed Facilities 694-3230 kimurapbworld.com
Interface Eng.
GEC Ilana Davis Interface Support 312-6021 ilanad@rmtowiIl.com
Engineer
Core Systems
CSC HART Rainer Hombach Project Manager 768-6147 rhombachhonoIulu.gov
GEC Huy Huynh Deputy PM 768-8932 hphuynhIeaelIiot.com
GEC Eric Phillips CS Interface 768-3284 ephillips@leaelliotcom
Engineer
Maintenance and Storaqe Facility
MSF HART Akira Fujita Project Manager 768-6171 afujitahonoIuIu.gov
HART Brent Uechi MSF Asst PM 768-6202 buechihonoIulu.gov
GEC Martin Hall Deputy PM 694-3226 haIImarkpbworId.com
GEC Michelle Guidry MSF Interface 441-1827 Guidry@pbworld.com
Engineer
Guideway and Utilities
West Oahu Farrington WOFH HART Karley Halsted Project Manager 768-6251 khalstedhonoluIu.gov
Highway Guideway & GEC Robert Nichols Deputy PM
— 686-9102 nicholsrpbworld.com
Utilities GEC Paul Dowler WOFH Interface 801-803- dowIerpbworId.com
Engineer 9546
Kamehameha Highway KHG HART Mall Scanlon Project Manager 768-6248 mscanIonhonoIulu.gov
Guideway & Utilities GEC Lori Hesprich Deputy PM 694-3228 hepdch@pbworld.com
GEC Michael Boomsma KHG Interface 686-9132 Boomsma@pbworId.com
Engineer
Airport Guideway, City Airport HART Greg Rapp Project Manager_ 768-6243 grapp©honolulu.gov
Center Guideway & GEC Karl Winterstein_ Deputy PM 694-3273 Wintersteinpbworld.com
Utilities GEC Taka Kimura Fixed Facilities 694-3230 kimura@pbworld.com
Interface Engr.
Stations
ALL GEC Taka Kimura Fixed Facilities 694-3230 kimura@pbworId.com
Interface Engr.
West Qahu Station WOSG HART Cheryl Kaneshiro Project Manager 768-6186 ckaneshirohonoluIu.gov
Group GEC Alan Murakami Deputy PM 694-3274 aIanm@rmtowill.com
Farnngton Station FHSG HART Michael Yoshida Project Manager 768-5459 myoshidahonoIuIu.gov
Group GEC Deputy PM
Kamehameha Station KHSG HART Michael Yoshida Project Manager 768-5459 mvoshidahonoIuIu.gov
Group GEC Alan Murakami Deputy PM — 694-3274 alanm@rmtowilI.com
Airport Station Group ASG HART Cheryl Kaneshiro Proiect Mananer 768-6186 ckaneshirothonoluIu.Qov
GEC Darryl Carty Deputy PM 312-6013 cartypbworId.com
City Center Station DKSG HART Scott Hansen II Project Manager 768-6266 shansenhonoIuIu.gov
Group 1 GEC Roland Libby Deputy PM 312-6013 rolandl@rmtowilI.com
Other Contracts TBD TBD
-v
Exhibit 5: Elevated RFID/ICD Flowchart w
eq
CD
‘A)
Reason for Elevation H&RT-GEC I 2,

Predefined Process Action assessittteED I w
Rev. Mpha C)
Cateciorv Submittal , I
proceed to ED I
Catch Contractor to plo%lde reed
Data cannot be date The Catch Contractor can
/
prcwicted priorto Pitch Contractor to pro4de detsil the desig, during the
ED Rev. Mp[a or deli’.ery date Construction Phase ‘sithout
attie Construction
O need date Catch Contractor to elee lCD? H AR T-GE C
REID Schedule
assess itthe ED
AARTGE[1 Rev. Alpha
Review Team reqtired Submittal is placed
on Hold or gies
Iritaface Item becomes other cirection
uncior the pur’,i ewof the
orddms\ PM. It ctata has been
resolution otthe \ shared and agreed the
/
/ Interface item ha Contractor ad’AsesPM of
REID isCtosrd Wth
potential Delay orlmpact Claim
created atime mfere ma to the
Aa RECC or notif cation letter
Q \ delaycrother RECCR’JCit Number. If data
- has not bee, shared the
REID remains open wth
CD
Dirat coordination between the the P IM -I
-h
Cortractor. PM and HART reflred 0)
Catch Contractor to prceide reed n
it
date
Pitch Contractor to proicfe
delkery date 0)
Resolution 01 Interface Item becomes Z
Catch Contractor to ele’ate REID
Interface item n underthe pur’Aewof the PM.
compatible ‘4th Catch Contractor recaves ctci
The REID isClosed wth CD
Contractors approval trot HART-GEC ‘Aa one
reference made to the cption
Q Scope of Work ot the hIlo’6ng options: RE CC or B
REC R chesenchcumertation NOTES CD
KEEE}-_ The responsible Party pmpares 1) This document was created for guidance
documentation depending onthe purposes only and not to replace contract -o
Dira,t coordination between the
option chosen. requirements El
Contractor, PM and HART reiired
2) Pitch Contractor identifies the “Defrery Z
DateS C
CatchCortactortoprovideneed 3) Catch Contractor providesthe Need Date CD
date
Pitch Contractor to pco’.fcle
Contractor det’very date Irterface Item becomes As the design de’elops
introduces a Catch Cflactor to eIeate REID /underthe purewotthe PM. / Lroththe Change onter
change in sccp PitchContractorreosives TheRElDisClosedviith I C
ProcessIntertace I I
to their REP approval trot HART-GEC s4 a ore I references made to the Management continues 0)
Documents
I I
Q of the fellolang options: RECC or option chesen lbebeeen Irterfadrg Partners I I
Interface item RECR documentation 0)
The responsible Party prepares hnder the puriew of the PIM
documentation depending on the in
option chosen.
Diract coordination between the
Contractor, PM and HART required N)
;3rt
(-I
13IJ425MCK -*
Exhibit 6: Risk Assessment Matrix
Risk Assessment Matrix for Elevated ICDs/ RFIDs
Compatibility of Contractor’s Dates

Very Late, Late, Identical, Early, Very Early,
3 mo. to 0 to Same Date 0 to 3 mo. to
1 yr. Lag 3 mo. Lag Provided 3 mo. Lead 1 yr. Lead
Critical H H H H M
Magnitude of Major H H M M L
Potential impact Marginal H M L L L
Negligible M L L L L
Note: “Contractors Dates’ are defined as (1) date that interface data will be provided and (2) date when interface data
is necessary to avoid delay.
‘Potential Impact” is defined as worse case possibilty for interface data to misalign and require redesign.
H High Risk
M Moderate Risk
L= Low Risk
Exhibit 7: Example of HART Elevated Issues Assessment Matrix
HART Issue No.13 January 25, 2013

SEC Recommendations with HART Dedsion on CSC-WOFH lID 63.1,
System Sites S & ? of Submittal no. S7,RevC
TM
(Returned Revise and Resubmitiuly 2012—
Currently on HOW based on 6/27/12 Assessment Team decition)
MeeeTqt WOEH Seeking ED Rev. 0, (SC has not signed lCD no. 63.1
AflfrpfltoiKU70i 130
Meetnnig Date: January25, )13 (f meeting heldiune 27, 2012- HART placed this submittal on 1i(Iff,waiti%forTPSS & C3Sstnsctssral loads.)
Meeti.gMtendta LoreneoGarrido (HART), lobe Lee (HART), Duane Sayers (HART). Karby Halsted (HART). Audrey Moreland. Eric Phillips & Paul Dewier
Stasfldtonditionr 1) All technical review issues resolved
2) Final Design details, where applicable to be completed prior to or during the Constriction Phase
3.) WOFH to identifythose design details as hold points on their IEC Drawings
4) (SC will (A) review and dose the RE1Ds and (6) review and sign ICO 631 prior toconstnnion
WOlll Identified Inteaface Potentil baspacts, lmpect& GEt Reconwnee.dation To HART HAflTDedsionand Meetieg Mites
Item & Reforeasca Pnsviled Meed DEse & Ddrwrvlhfre Risk & Hold Punts
REID 370 (5PM SX), This RRD was alas included in (Us 30.1, WA 4 Impact: WOEIIto proceed to ED Rev. 0, HAflTdetertnin’ed WOEH is allowed to
‘Conduit Quantity at Piers 243- 251 (IM lease 6) and lCD 66.1 Cli’ Hegiigible subject to the standard conditions. ?mceed to Revr subject to the
Abutment 251” Retaining and MSE Walls (IM Issue 26). HART Standard Conditions, including Hold
Status: Elevates) (REVR) Assesanent Team decision on W44 Piers 243- Risk: Place Hold Points on drawings for Points on the drawings for
251 was allow WOHI to Proceedto ED Rev. IT. Moderate cableway/conduit connection details. cableway/conduitconnection details.
Pending HART decision on location of cable way.
Rifil is being prepared toinjease
Need Date: 6/14112 conduit quantity at Pier 251.
Delive,v Date: 12/15/12 (not delivered, no
update olfered)
(OrftARrdecisionon cableway)
REID 331, This RHD was alse included in KU 66.1 OP Impact HART determined WOPH is allowed to
tucciank between Piers Retaining and M5E Walls (IM Issue 261. Marginal ‘Proceed to 11ev 0,’ subject to tIre
251 & 252’ Standard Conditions, including Hold
Status: Elevated (RE’VR) AJIJV provided an answer to IWID 381 on May 25, Risk: Points on the drawings.
2012.Theansw’eridentifled 12-Cconduita for Moderate
systenm cables. The REP identified 6-C conduits RICII is being prepared by WOEH UIE
for systems cables. AHWs detailed design of to revise design to cable trench.
cabling requirement has not been completed.
WOEH is seeking direction from HART. (SC’s RE1

47 (cable trench instead of ductbank in the *
grade seóon) was closed pending HART decision
Need Date: 6/14112

Oeliwerw Date: 5/25/U
(Or HART decision on cableway)
130128
Page 1 of 4

9.3.4 HART-Interface Management Plan Rev1

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9.3.4 HART-Interface Management Plan Rev1

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INTERFACE MANAGEMENT PLAN

REV. 1.0, JANUARY 30, 2014

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HART Dirtér of Design and Construction

1 Introduction, Purpose, Scope, and Standard Terms

• Safety and security

1.2 Purpose and Scope

• Multiple contract delivery methods:

1.3 Standard Terms

determination of submittals with elevated issues

• CSC — Core Systems Contractor

• DPM — Deputy Project Manager

• EDC — Engineering Design Consultant

• Elevated Issues An interface point determined to be unresolved prior to HART

• FFC — Fixed Facilities Contractor

• GEC — General Engineering Consultant

• 1CM — Interface Control Manual

• 1DM — Interface Definition Meeting

• Interface Management Team Members of the HART/GEC Interface group

• IPS — Integrated Project Schedule

• KHG — Kamehameha Highway Guideway

• MSF — Maintenance and Storage Facility

• P1CM — Project Interface Control Manual

• PM — HART Project Manager

• RE — CEI Resident Engineer

• RFC — Request for Change

• RFI — Request for Information

• RFID — Request for Interface Data

• WOFH — West Oahu Farrington Highway Guideway

2 Interface Roles and Responsibilities

2.1 Honolulu Authority for Rapid Transportation (HART)

2.2 Interface Management Team

• Support HART in Contract Change Management in accordance with HART Project

• Provide a monthly status report of interface activities of the Project.1

2.3 Core Systems Contractor (CSC)

2.4 Engineering Design Consultants (EDC), Fixed Facilities

2.5 Interface Control Manuals

3 Organization and Duties for Interface Management

3.1 Honolulu Authority for Rapid Transportation (HART)

Figure 3-1: HART Interface Organizational Chart

3.2 Duties of Interface Management Team

3.2.1 Project Interface Manager (PIM)

• Report to the HART Deputy Director of Design.

• Facilitate the Interface Definition Meetings.

• Review Interface Control Documents for conformance and completeness.

3.2.2 FFC Interface Engineer

The FFC Interface Engineer’s duties include the following:

• Participate in routine interface meetings between adjacent interfacing

• Monitor contractor performance, inform the PIM of potential issues, participate in

• Coordinate completion of the Project lCD.

3.2.3 DB-FF and MSF Interface Engineers

3.2.4 CS Interface Engineer

3.3 CEI Interface Engineers and FFC Interface Engineers

3.4 Project Interface Contact Lists

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4.2 Design Phase

• Step 3: Development of ICDs that contain the agreed-upon interface configuration

Refer to HART Project Procedure 6.CM-05, “Interface Management and Coordination

4.3 Construction Phase

• Step 5: Review by the interfacing contractors of the applicable ICDs, specifications,

5 HART Interface Assessment Team

5.2 The “A-Team” Process

5.3 Unresolved Interface Points

6.1 Document Control