Project Management View from Rail Transit Programs and Projects

On rail transit projects with multiple design and construction contracts, a key project management function is Contract Integration.  

Typically, a contract has specific performance milestones for delivering services and furnishing systems, products and tangible assets to complete the work.  The work activities, durations and sequencing of predecessor and successor work are defined in the detailed contract schedule, which is used to report progress and determine payments to the contractor.    

When multiple contracts are executed under a single project with a fixed budget and end date, the interfaces between contracts is critical to organizing and monitoring the work to ensure it is executed in the same manner as-designed.   A Project Manager (PM) or designated Integration Manager will define the specific interfaces between the contracts, identify the activities that are linked to the interfaces, and create a Contract Integration Plan (CIP).   The CIP, which is a supplement to the Project Management Plan (PMP), is used by the PM to monitor and maintain the sequence of contract progress and manage risks that impact the overall project schedule. 

Contract integration is a cross-functional management activity that connects knowledge of processes, input/outputs, and tools and techniques from several areas of PMI’s Construction Extension to Project Management Body of Knowledge, such as Scope Management, Time Management and Risk Management.  

In rail transit construction, contract integration can be performed by any one of several members of the project team, including PM and staff, Contract Officer/Manager, Scheduler and Risk Manager.  However, contract integration requires the team acquire a thorough understanding of:

• Procurement methods and durations
• Scope and contents of the contract documents
• Timing of work progress relative to other contracts
• Likely means and methods by contractors to meet the performance requirements of the contracts
• Interfaces created by the scheduled sequence of the contracts.  

While the PM will assign the responsibility to a single team member, the entire project team should be aware of the function and the key markers that will be established to monitor the interfaces between contracts. 

The scopes of contract packages are developed for execution in a certain sequence to achieve project scope realization by the time the last contract is completed.   The planned sequence of construction contracts is heavily dictated by the physical reality of the project environment, available means and methods, and the space within the project envelope.   Those physical considerations will determine the key interfaces between each contract as well as a confidence level that the project plan and schedule can be properly executed.    

A simple method to implement contract integration on a project is to:

A)        Identify and describe the interfaces between contracts.    PM will manage the development of the contract documents.  Based on the contract scope and performance requirements, PM will prepare a simple statement such as Contract A for the system must complete submittals before Contract B for the equipment foundation is awarded so the weight and loading of the system equipment and the footprint can be finalized for constructing the foundation.   The Interfaces may include contracts under other projects that are adjacent to the Project envelope. 

If part of a Program, the interfaces may include connections to predecessor and successor projects.  An example interface is -  Contract E for the Control Center can not be completed until Contract D for the fiber Optic Network under another project is completed and available to connect into the Control Center.  

B)        Create a Master Project Schedule (MPS) with milestones or constraints linking the contracts to specific activities and dates.    PM will create an Integration Management Plan (IMP) that describes the interface and the connected contracts.   PM will assure the interfaces are shown in the MPS and that they are properly link in the approved detailed contracts schedules for each contract.   The interfaces will create specific connections to activities in each project contract and as needed, interfaces to specific milestones in contracts on other project adjacent to the Project envelope.   As the MPS is updated for progress, changes in activities dates may show variances between milestone dates and forecast milestone dates.   

C)        Establish the monitoring methods, schedule variance metrics and triggers, and the frequency for assessing any impacts to the dates based on progress updates or changes to the contract schedules.   PM will define the integration management responsibility in the PMP and incorporate the MPS milestones interfaces into the Risk Management Plan (RMP).   This may be discussed at monthly progress meetings, quarterly updates for the risk management plan, and at PMO Quality Management System Meetings.      

D)        Describe the mitigation for impacts to milestones or constraints created by contractors’ progress that varies from the planned schedule.   PM will create a CIP that describes the interface and the connected contracts and the actions required to address schedule variance for interface dates.  As the CIP identifies interfaces, the RMP will be updated for the risk that contract interfaces are changed along with qualitative judgment on probability and impact.   As theses risks are triggered, PM will lead the development of solutions, analyze the solutions and alternatives, assess threats and opportunities to other contracts and projects, and select/present to PMO the best value decision.  Due to critical nature of construction schedules, the solution development process should be completed within the PM’s progress reporting period.     

E)        Prepare a response action for solutions that require changes to contract milestones.  PM will develop the response action for the RMP, which will detail the cost, schedule and scope impacts from the triggered risk.    Interfaces with contract schedule variances that can not be mitigated will require changes in project end-date.   Under the RMP, the PM will execute the response plan, which will implement changes to cost, schedule and scope on the affected contracts, and as needed, to the Project and to any other projects with interfaces.

TIP:  Before developing the CIP, ensure that the project has developed the prerequisite project documents such as Project Charter, PMP, and a Procurement Plan/Contract Packaging Plan 

TIP:   Contracts can include labor agreements for work conducted by the Owner’s in-house labor forces, which are governed by Owner’s collective bargaining agreements with the unions with jurisdiction for the work.  

TIP:   Before validating the project schedule and milestones and finalizing the CIP, obtain the Owner’s organizational process and forms to support the proposed procurement acquisition and delivery methods for authorizing work by contractors and in-house forces.  

TIP:    The responsibility for contract integration maybe best handled by the PM with support from a Scheduler or Project Coordinator providing monthly updates on key marker activities in the Master Schedule.

TIP:   Best value decisions should not seek to reduce the project scope or create dramatic changes in a Program.  However if it does, a thorough review of interfaces should produce a Lessons Learned that may include updating the planning and executing of projects and the packaging and sequencing of contracts. 

This article complements the previous articles “What are good practices for Commissioning Acceptance and Maintenance Plan (CAMP)?” and Questions and Answers to CAMP – Part 1.  Here are Questions and Answers to CAMP – Part 2.

What are the CAMP deliverables?

Typical contract sections or project plans for CAMP deliverables are:

• Receipt of Final Testing and Acceptance Sign-Off Documentation:  This consists of a complementary series of project documents, which demonstrate quality and managerial oversight of the work.    Based on the scope, this may include factory acceptance test results, site acceptance test results, inspections at substantial completion, final inspection at completion of punchlist, record of special inspections, and closure of Permits by the issuing agency.   This documentation is produced by construction management consultants and Agencies with permitting jurisdiction.
• Certificate of Construction Completion: This is certification that all punchlist work is complete; start-up, training and burn-in is complete; and the overall Project Element is constructed as shown on the RFC design packages, shops drawings and material/product submittals.  Unless indicated otherwise, this Certificate is produced by the primary Construction Manager. 
• Certificate of Construction Compliance/Code Compliance:  This is certification that all work meets the contract technical and quality requirements, the Design Build Quality Program, and all stipulations in construction Permits.   This Certificate is produced the Engineer of Record. 
• Spare Parts:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.   The spare parts description and quantities will typically be itemized in the Buyer’s contract award price breakdown and in the Seller’s Detailed Contract Schedule/payment schedule.  
• Training, O&M Manuals:   This is found in the Division 1 Technical Specifications of the contract/purchase order.    While the Seller’s  system and equipment suppliers typically have standard services and deliverables for off-the-self components, the Buyer’s may have extraordinary requirements to meet the operation standards, procedures and processes of the company. 
• As-Built drawings:    This is found in the Division 1 Technical Specifications of the contract/purchase order.     This item may also be expressed and defined by the Buyer with other labels such as red-lined contract drawings and record drawings.   It is typically an updated version of the conformed contract drawings from the Seller, which includes all contract changes and modifications, and it indicates the actual installed locations of the constructed assets.
• Warranty:    This is found in the General Provisions, and it may be amplified in Division 2-16 Technical Specifications for large, high value technology systems and equipment.    By Contract, the Warranty starts at Buyer’s use/acceptance of the work, and it follows Final Inspection, and Punchlist activities.    Seller’s obligation  for warranty  is typically one year and as supplemented by manufacturer’s and Original Equipment Suppliers’ warranties, which may extend post-contract closeout for several years as described in the product data/specification reviewed during the Contract Submittal process. 
• Software and Software Licenses:    The requirements scope for computer supported products with hardware and software are usually found in the Technical Specifications in Division 10-16, including (10) Specialties, (11) Equipment, (13) Special Construction, (14) Conveying Systems, (15) Mechanical/Plumbing, and (16) Electrical.   However, depending on the contract format, requirements may also be separated into new Divisions including (21) Fire Suppression, (23) HVAC, (25) Integrated Automation, (26) Electrical, (27) Communications, and (28) Electronic/Safety/Security.  
• BIM/GIS Data and Asset Management Data:    This is found in the Division 1 Technical Specifications of the contract/purchase order.   While the data can be generated using the contract drawings, it is more accurate to complete after the As-Built drawings are submitted and accepted.  

Who is responsible for CAMP?

CAMP is a cross-functional process and it is correlated with various activities and the creation of various project records.  As established by the project in the Schedule Work Breakdown Structure, the CAMP process monitors work across several managerial silos.   In some Electronic Document Management Systems, the managerial silos or project phases include:

Design:   The development and refinement of project product requirements, and the creation of contract documents and performance metrics for the product meeting the Buyer’s criteria and business case results.

Construction:   The physical fabrication/manufacture of systems, brick & mortar assembly of a structure for the systems, and the integrated start-up and testing the entire product for Buyers acceptance.  

Quality:   The control and assurance on the product, processes and documentation meet the Buyer’s requirements for the project product, including design and construction submittals and deliverables and the content for CAMP.  

Commercial:   The management of project finances, contract payments and closeout, contract changes and of contractor performance to schedule milestones, which includes monitoring incentives for beating milestones and liquidated damages for missing milestones. 

What typical CAMP activities should be in the Detailed Contract Schedule?

A sample of the critical cross functional activities with responsibilities by Buyer/Seller are:

1. Seller initiates CAMP package and compiles project records
2. Seller and Buyer confirm readiness for substantial completion/operational use
3. Seller/Buyer conduct and document QC/QA inspection and testing, including Site  Acceptance Test (Predecessor = B)
4. Seller/Buyer conduct and document substantial completion inspection and punchlist (Predecessor = C)
5. Seller requests progress payment for 100% earned value and Buyer issues progress payment (Predecessor = D)
6. Seller submits CAMP package and notifies Buyer on readiness for final inspection (Predecessor = A, E)
7. Seller/Buyer conduct and document final inspection and completion of punchlist/work and burn-in (Predecessor = F)
8. Seller submits contract closeout documents and requests release of retainage withheld from previously approved progress payments (Predecessor = G)
9. Buyer confirms acceptance of CAMP package, including and all products and deliverables by contract requirements, and releases retainage to Seller  (Predecessor = F, G, H)

February 26, 2020 was the 27th anniversary of the terrorist bombing of the World Trade Center in New York, USA.   This anniversary marks the start of a new era for design and construction requirements on projects funded by the government in the United States.   Rightly so, the development of projects since then have considered and incorporated structural hardening, security measures, and monitoring and surveillance enhancements.   It also introduced, military warfare type analyses for certain situations, metrics for injuries and casualties, and the consequential and collateral impacts to persons and damage to property.     

On September 11, 2001, a second terrorist action had far greater impact.   It too expanded the realization of threats and vulnerabilities on infrastructure around the world.

As of August 1, 2007, Owners using US government funding for capital projects are required to certify that the design deliverables and construction products demonstrate that they mitigate job hazards for product use, and they mitigate exposure to potential threats and vulnerabilities from the environment and other atypical influences.  Additionally, public agencies aso adapted more comprehensive processes to protect infrastructure and persons.

Design, Construct and Operate to Mitigate Hazards, Threats and Vulnerabilities

For most projects, job hazards are associated the contractor’s and supplier’s means and methods of construction or product manufacturing processes.   But the scope of the Systems Certification is to identify job hazards associated with persons that will operate and use the product completed by the project.   For rail transit projects, the users include employees, customers and members of the public.    Some of the hazards may be similar in categories but the potential impacts and the mitigation may be different.   For job hazards that can not be addressed by the designer or contractor, there will be accepted mitigations by the Owner, including operator training, personnel licenses and education, standard procedure and practices, and personal protective equipment.

The government, industry experts, and statutory agencies and authorities overseeing the management and operation of infrastructure have initiated standard protocols and certifications for projects.   The purpose of the certification requirements is to assure that the Owner, designer and contractor verify that the systems and security requirement are fulfilled in each project within the regions infrastructure, including transportation systems, government facilities, ports and cargo transfer facilities, and multi-modal hubs/facilities.  

The Certifications are a systematic review and verification that the job hazards, threats and vulnerabilities are addressed in the project deliverables during the milestones for:  

Design:  Verification proves the construction or purchase contract specified the technical requirements and product features to mitigate the job hazards, threats and vulnerabilities.  

Construction:  Verification proves the constructed or manufactured product is tested, and it meets the quality for contract requirements, which mitigate the job hazards, threats and vulnerabilities.

Start Up and Operation (Final):  Verification proves the accepted product from the contractor demonstrates operation with features, controls and procedures that protect the users and mitigates the defined job hazards, threats and vulnerabilities. 

The Certification processes and documents consist of a Certifiable Items List, job hazards or TV topics, design specifications and drawings, construction inspection and tests, startup and commissioning procedures and signatures of verification experts.   These documents are supplemented with Expert analyses and judgment by certified safety and security professional affirming the product requirements or Owner operational assets, procedures and operator training to mitigate potential job hazards and TV topics.  

The Certifiable Items List, job hazards and TV topics are defined by the Owner/Buyer organization based on past experience with design, construction and operation of similar equipment or constructed products or as defined by design consultants from new and emerging products proposed for the project. 

Systems Certification

Job hazards are the potential for injuries or death from the normal operation, inspection and maintenance of the designed product.  The designers and constructors of the project products will document the job hazards are mitigated by specifying and constructing the project with industry suppliers of equipment and systems.  Some job hazards to may include:

• Caught in equipment
• Struck by equipment
• Cut/dismembered by equipment
• Burned by fluid or heated equipment
• Improper operation
• Bypassing safety features
• Electric shock, shorts, electrocution

The mitigations may include:

• Safety covers and appliances
• Electrical grounding and switches
• Personal protective equipment
• Operational procedures

The verifications involves demonstrating the construction/product specifications and drawings or operator procedures contain requirements that are proven to address hazards that might be encountered from use by qualified operators and from public persons using the product.  

Security Certification

Threats and vulnerabilities (TV) are the potential for property damage and injuries or death to persons due to accidental or intentional acts of distracted persons, criminals or terrorists upon the project product.  The mitigation of the threats and vulnerabilities are incorporated into product features such as bollards, barrier gates, high security fencing, crash walls, blast walls/shutters, planters, and surveillance cameras.   Some TV may include:

• Rammed by vehicles
• Impacted by explosive devices
• Exposed to biological, chemical and radioactive materials
• Hacker penetrated computers, network and corporate assets
• Breached by intruder and active shooter

The mitigations may include:

• Perimeter security lighting, fencing. bollards and gates
• Surveillance camera monitoring critical entrances, exits and secluded areas
• Access and intrusion detection devices
• Air, chemical, biological and radiological monitoring devices
• Computer and communication equipment firewalls
• Employee and Customer help stations
• Crowd control gates and barriers

The verification involves demonstrating the construction/product specifications and drawings contain requirements that are proven to address TV situations that might be encountered from outside influences. 

For more information, see Circular FTA C 5800.1, Safety and Security Management Guidance for Major Capital Projects.   https://www.transit.dot.gov/regulations-and-guidance/fta-circulars/safety-and-security-management-guidance-major-capital

TIP:    For projects where the Owner has comprehensive technical requirements that are routinely used to replace in-kind or construct identical facilities/equipment, it is likely the Owner already has a System Safety Management Plan that includes a standardized list of hazards, threat and vulnerabilities associated with the technical requirements.

This article complements the previous article “What are good practices for Commissioning Acceptance and Maintenance Plan (CAMP)?”  Tailored to rail transit projects, this article follows with  Q&A on CAMP definitions, description of CAMP deliverables, integrated managerial functions supporting CAMP, and the general activities and sequence for CAMP.    Here are Questions and Answers to CAMP – Part 1.

When Does the CAMP Process Start?

CAMP starts with the design of the project and the creation of construction documents, and it continues through the closeout of the contract/project.   The process will consist of iterative development of a content a Matrix that lists the components that will form the constructed product as described in the project scope and objective.   The Matrix also lists the expected CAMP deliverables, such as Operation and Maintenance Manuals, Warranty, Training, As-Built Drawings, Spare Parts, Software, and GIS/Asset Management data.   Starting the work in the design will assure that at the time of the construction contract award, the Seller and Buyer have the same expectations for the CAMP deliverables.

What are the definitions for CAMP?

Commissioning:   This is the pre-requisite activities and deliverables for starting the CAMP package and deliverables for Acceptance, and it is the Buyer’s (Owner) process for verification of project/contract scope and the Seller’s (Contractor) compliance with requirements.    The activities typically include Factory Acceptance Testing (FAT), On-Site Acceptance Testing (SAT), In-progress Inspections, Start-Up and Burn-In.   Commissioning activities should be integrated into Project Control schedules and Quality Plans, which contain quality control test and inspection plans.

Acceptance:  This is a predecessor activity for contract closeout, and it refers to the Final Acceptance by the Buyer/Owner, which follows completion of Commissioning activities and  A) Final formal inspection of the Seller’s work.   B) Seller’s completion of punchlist work.   C) Buyer’s  confirming resolution of Submittals and Non-Conformance Reports (NCR).   D) Buyer’s receipt of Seller’s training, As-Built drawings, Spare parts, Warranty, Operation and Maintenance Manuals (Inspection and Maintenance).   E) BIM/GIS and Asset Management Data.   Contractually, Acceptance equates to Construction Completion, which its tied directly to commercial provisions, Final Payment and Warranty, and is a milestone for the Project Control schedule.  

Maintenance:   This is a post-contract closeout activity and it refers to Buyer’s readiness to conduct periodic inspections and maintain the Seller’s accepted work.  The Buyer’s readiness includes A) Allocating operating budget and assign management responsibility.  B) Purchase and inventory of special tools, consumable items and spare parts.  C) Assign new or reallocate operation/maintenance staff and resources.  D) Update company asset inventory and insurance. 

What are CAMP requirements?

The requirements for the items cited in the definitions above are typically embedded in the contract document.    Typical contract sections or project plans for CAMP technical requirements or inputs in rail transit are:

• FAT/SAT:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.    It is most applicable to major systems and equipment, including signal systems, HVAC, substations, signal power motor generators, communications and supervisory control systems and control centers.   The Seller is required to submit detailed test procedures, and the test results for review and approval by the Buyer. 
• Inspections:   This is implemented under the General Provisions and detailed in Technical Specifications of the contract/purchase order.   It is most applicable to work covered by government permitting and code compliance, and it is described in the Buyer’s construction  manager’s  (CM) monitoring plan and in the CM’s inspection and testing plan  for overseeing the Seller’s work.
• Start-Up/Burn-In:   This is found in the Division 2-16 Technical Specifications of the contract/purchase order.   It is most applicable to power systems such as substations and signal power motor generators.   The Burn-in periods can range from 30 – 90 days after initial start-up under full load.   For replacement projects, the completion of the Burn-In for the new infrastructure is a predecessor activity in the Seller’s Detailed Contract Schedule for demolition of the old systems.  
• Final Inspection:    This is found in the General Provisions of the contract/purchase order, usually under the Payment and Time/Contract Schedule Milestones.   Final inspection is typically an end-of-contract item.  However, Buyer and Seller may agree to incremental inspection, use and occupancy of portions of the work.   The Seller’s detailed contract schedule and the Inspection and Test  Plan will delineate the proposed sequence for completing portions of the work.  
• Punchlist:   This requirement follows Final Inspection and it is a predecessor for achieving Time/Contract Schedule Milestone for Substantial Completion (SC) in the General Provisions of the contract/purchase order.   SC means the work is useful to the Buyer ahead of the completion of work and milestones such as Construction Completion and Contract Completion.
• Resolution of Submittals and Non-Conformance Reports (NCRs):   This is part of the Buyer’s contract monitoring plan and the project quality plan.  These Plans assure that delivered and installed products reflect the current contract including all negotiated changes and contract modifications, and the completion of corrective actions on NCRs under the Seller’s Quality Management Plan.

Recently I was asked to estimate the cost of the various deliverables that are contractually required from Sellers to Buyers.   The estimate included the Seller’s material cost, software cost, labor and administrative effort to prepare, publish and deliver multiple copies of knowledge deliverables, labor for knowledge transfer services, and administrative costs for post contract liabilities.   The knowledge deliverables consisted of As-Built drawings and Operation and Maintenance Manuals.   The knowledge transfer services consisted of training and organized handover of project records.   The post-contract liabilities consisted of Warranty services. 

From previous contract experience in the rail transit domain, the contract deliverables are usually covered in the Buyer/Seller agreement and the value is covered by the retainage withheld by the Buyer from the Seller’s approved progress payments.   The retainage is typically 5% and it’s released from the Buyer to the Seller at the completion of Final Payment, which is dependent on the Seller meeting the contract requirements.  

What the preliminary estimate showed was the cost to produce the end-of-contract deliverables expected by the Buyer from the Seller was within the 5% retainage amount.   As a result, the historical use of 5% retainage in contract payment transactions provided high confidence that the Seller would fulfill the requirements or in theory, risk the Buyer using the retainage to fund another professional service contract for completing the deliverables.   

After further review, the estimate did not though, account for the value of the knowledge and services to the Buyer’s operation.  Most of the end-of-contract deliverables will outlast the initial Buyer’s use and continue to provide knowledge for the operation and maintenance of the contract product.    For contract producing sophisticated systems or cutting edge technology and services, the value to the operations may be far more that the 5% retainage.   

Long after the Seller’s contract is closed out, the knowledge created will help the Buyer in training new employees on operating the system, conducting preventive, predictive and routine maintenance and in coordinating as-built conditions for future projects.  As a result, the Buyer will need to secure the knowledge for safe storage and quick retrieval and provide all resources needed for an operational asset. 

In order to assure the continued value of the end-of-contract deliverables, the Buyer will need to protect these legacy documents and establish knowledge management processes and resources.   Deliverables such as As-Built drawings, O&M Manuals and training lesson plans and materials will continue to provide the Buyer with critical knowledge to share with employees for years to come while the product continues through its use-life cycle.

What was once a paper exchange is now being replaced by paperless alternatives that are environmentally conscientious and take up less space and cost less.  Digital libraries on off-properties are replacing storage and retrieval of paper documents.  However, this transition is not yet complete and many companies still require a combination of paper and digital copies of project and contract documents.  

Like the intangible value of a Warranty, the value of the knowledge from the end-of-contract is hard to quantify.   And its true value will only be appreciated when needed and usually at an inconvenient time.    But the qualitative value to a typical railroad organization includes:

• Engineering design for as-built conditions of the parent project that are essential to support future child projects
• Engineering construction for instructions on preventive and routine maintenance and life cycle overhauls on the project products
• Engineering construction for Warranty plans for monitoring and executing repairs on project products
• Engineering design and construction for troubleshooting PLC and microprocessor  operating and application hardware and software
• Procurement for ordering information of consumable and maintenance materials for the project products
• Stores for storing and maintaining inventory of spare parts to support maintenance and repair of project products
• Asset management for comprehensive data and information on constructed products from the project to support maintenance and future modifications
• Human Resources for  lesson plans and documentation for training personnel on operation and maintenance of the project products

TIP:   Most projects funded by the US government are required to retain project records for a defined period, and thereafter can determine the disposition of the records, including disposal.   Buyer’s should have a plan for selecting the records and the medium for longer term storage and retrieval of project knowledge.

TIP:   Buyer’s should review contract requirements to assess if the paper focused deliverables are more cost effective than a digital approach for the scope of the project.  For smaller, lower budget projects, paper may still be the best medium for contract deliverables.  For larger, high budget projects, digital software and licenses may be a more effective solution, which can be accessed and searched by the Buyer from any computer location 24 X 7. 

Feedback to Comments 

A.  On estimated cost:  The evaluation of estimated cost for deliverables was favorable because it was a Design-Build contract, where the value of the design allowed for a buffer.     The estimate relative to a fixed bid/lump sum may require the Buyer consider a large retainage percentage to cover expectations on a contract with systems.  The estimated value does not include the spare parts, which would be itemized separately in the bid price of the contract. 

B.  The closest rail transit projects consider knowledge management is as-built deliverables and O&M Manuals. Historically, rail transit projects deal with paper and hammers. As system projects increase the volume of paper, Buyer’s in the rail transit domain will need to consider management and sharing knowledge via electronic/digital medium. 

C.  On IT initiatives for KM:  Historically commuter railroads with budgets that are funded by the government, which off-set actual operating expenses to fare revenue ratio, tend to lag with leading edge IT practices in other industries. However, as the volume of paper increases with the size and complexity of mega projects, it will be inevitable for railroads to consider paperless approaches. While limiting paper, the are still projects that will require paper copies and software hard drives on-site for immediate use in recovery and restoring operations.