LEADERSHIP ROLES With a project of this magnitude, it is important to have great leadership and communication. The level of cooperation between the different agencies, contractors, and the public is fundamental in having the project delivered on time. This project was led by Frank Gaines, who is the lead bridge engineer for the city of San Diego for over 30 years. The project was awarded to FlatIron West Inc. for the entire construction phase of the bridge. The traffic study was performed by Rick Engineering and the bridge was designed by TYLIN International and led by Project Engineer Kumar Gosh and Project Manager Jesus Garcia. The California Department of Transportation is the primary owner of this project. Seaworld has a stake in this bridge because they contributed $4.9 million to the project from their traffic mitigation fund. FlatIron contributed to the schedule by updating the schedule when there were any delays such as structural issues in the piles. An example is that the contractor had to perform a gamma test to determine if there were any structural failures within the pile. The issue detected was a mixture of slurry and concrete causing an inefficient consistency of the concrete. Due to this issue, the project was delayed about a month and FlatIron had to update the delay. This delay depleted most of the project float. Part of this delay was because once the workers made the mistake of mixing the concrete, they decided to work on the next pile and not fix the first one. While working on the second one, another structural issue happened and instead of fixing it they wanted to continue with other piles. That is when Frank Gaines took initiative to tackle the issues and instructed that the piles should be repaired before continuing. Scheduling Contributors ● Owner: California Department of Transportation ● City Frank Gaines, Senior Bridge Engineer PE ● Contractors: FlatIron West Inc ● Traffic Study: Rick Engineering ● Bridge Designer:TYLIN INTERNATIONAL ● Project Engineer Kumar Gosh ● Project Manager Jesus Garcia 6 KEY PARAMETERS It is common to experience delays in construction projects due to design faults, lack of team accountability, resources and equipment management, etc. For the West Mission Bay Bridge replacement project, one of their biggest conflict that affected the project schedule so far was the construction of the concrete bridge piers. Since all of the live and dead loads of the bridge are supported by its piers, it is crucial to construct them efficiently and safely. Equipment failure and construction mistake should be taken into consideration when creating the schedule. Any critical issue in equipment failure will likely take up all of the free float in the schedule, and will not allow for any cushion for other potential delays. In this case, the project suffered a significant delay because of a concrete pour mishap in one of its 24 ...

1. LEADERSHIP ROLES
With a project of this magnitude, it is important to have great
leadership and communication.
The level of cooperation between the different agencies,
contractors, and the public is
fundamental in having the project delivered on time. This
project was led by Frank Gaines, who
is the lead bridge engineer for the city of San Diego for over 30
years. The project was awarded
to FlatIron West Inc. for the entire construction phase of the
bridge. The traffic study was
performed by Rick Engineering and the bridge was designed by
TYLIN International and led by
Project Engineer Kumar Gosh and Project Manager Jesus
Garcia. The California Department of
Transportation is the primary owner of this project. Seaworld
has a stake in this bridge because
they contributed $4.9 million to the project from their traffic
mitigation fund. FlatIron
contributed to the schedule by updating the schedule when there

2. were any delays such as
structural issues in the piles. An example is that the contractor
had to perform a gamma test to
determine if there were any structural failures within the pile.
The issue detected was a mixture
of slurry and concrete causing an inefficient consistency of the
concrete. Due to this issue, the
project was delayed about a month and FlatIron had to update
the delay. This delay depleted
most of the project float. Part of this delay was because once
the workers made the mistake of
mixing the concrete, they decided to work on the next pile and
not fix the first one. While
working on the second one, another structural issue happened
and instead of fixing it they
wanted to continue with other piles. That is when Frank Gaines
took initiative to tackle the
issues and instructed that the piles should be repaired before
continuing.
Scheduling Contributors
● Owner: California Department of Transportation
● City Frank Gaines, Senior Bridge Engineer PE
● Contractors: FlatIron West Inc
● Traffic Study: Rick Engineering

3. ● Bridge Designer:TYLIN INTERNATIONAL
● Project Engineer Kumar Gosh
● Project Manager Jesus Garcia
6
KEY PARAMETERS
It is common to experience delays in construction projects due
to design faults, lack of team
accountability, resources and equipment management, etc. For
the West Mission Bay Bridge
replacement project, one of their biggest conflict that affected
the project schedule so far was
the construction of the concrete bridge piers. Since all of the
live and dead loads of the bridge
are supported by its piers, it is crucial to construct them
efficiently and safely. Equipment
failure and construction mistake should be taken into
consideration when creating the

4. schedule. Any critical issue in equipment failure will likely take
up all of the free float in the
schedule, and will not allow for any cushion for other potential
delays. In this case, the project
suffered a significant delay because of a concrete pour mishap
in one of its 24 columns. Column
number 2 suffered delay because the concrete that was supposed
to be filled to displace the
slurry. It was poured above the slurry line which caused the
concrete and the slurry to mix into
an inhomogeneous mixture that weakens the structural integrity
of the bridge. At this point,
the error not only affected the timeline of that particular phase
but it also delayed the entire
construction phase of the remaining 22 columns. This delay will
affect Flatiron’s overall profit as
it is cutting the company’s productivity by a significant margin.
This mistake could have been
avoided if the labor crew had special training and had someone
that specialized in pier
construction to supervise the entire process.
The contractor should have better resource allocation and in the
long term could mitigate risk

5. such as this particular scenario. The contractor could have
adequately equipped the job site
with sufficient pile-driving equipment. This short term cost
could have saved the project in the
long term. They could have worked on multiple columns and
increased productivity. This could
have saved their available float because one driver could
continue to work on the following
columns while the other driver completes the previous column
delay. The worker’s
incompetence could be mitigated by properly allocating
resources.
The contractor also faced site challenges because the bridge is
constructed over a sensitive
habitat. The demolition phase of the old bridge will require
extra provision to ensure the
preservation of the existing habitat. Any contamination caused
by the demolition could result in
environmental fines and leading schedule delay and cost.

6. 7
Budget:
The project was funded by by DP Homes, which is a family
owned and builder since 1984. The DP Homes have developed
many houses throughout the San Diego County. The budget for
developed housing projects is different from other public
projects, such as roads and bridges. The budget for the housing
development projects is estimated as overall project and per
unit as well. The Legacy Homes project was budgeted
$12,500,000 for 50 Townhouse which approximate 250,000 for
each Townhouse.
PROJECT OVERVIEW
Legacy Home is a residential project owned by DP Homes, a
family owned and builder since 1984. DP Homes has been
developing East of the county for 30 years with over 400 homes
in 16 subdivisions throughout the eastern San Diego County.
This project is located at north west of intersection between
East Washington Avenue and South Anza street.
Legacy Home is located in the center of El Cajon City, walking
distance to many restaurants and grocery stores, two elementary
schools, one middle school and First Lutheran Church. 2.94
acres land is dedicated to this project to build thirty eight two
story wood frame apartments with a total of seventy six
residential units. According to Alan Caldwell
the general superintendent of the project, Legacy Home's
purpose is to provide the community of downtown El Cajon
with high quality homes for the greatest value. The Project

7. began in March 2019 and is scheduled to be complete in March
2020. The initial budget of the project was estimated to be $
9,500,000. The project include thirty eight two story house.
Each house is estimated to be $ 250,000. Each Townhouse will
be 1250 square feet with 3 bedroom 2 bath. According to
Caldwell, the project is most likely to meet the budget. The City
of El Cajon consider these projects to be very beneficial to the
community because it helps with the housing shortage and the
increase of population for the City of El Cajon. According to
DP Homes, there is a demand for new housing in San Diego
County which make these developments good investment for the
company. Due to the location of the project on the corner of
Washington street and Anza street, Legacy Home will have two
entries on Washington street and on Anza street.
The key participants in this project includes, the City of El
Cajon, Pierst Developments, GW Construction, SD Engineering,
California Quality Drywall, Water Tite Pluming and drains, and
other family owned general contractors.