1. Enhanced Project Management Implementation Workshop

2. Agenda Vision MnDOT-wide Expectations
Implementing Enhanced Project Management in the District
Roles, Responsibilities, Authority, Accountability, Competencies
Project Lifecycle & Management Processes
Implementing Primavera P6
Enterprise Project Governance
Recap Expectations & Implementing in the District

3. Why Change? We can get better We must get better
Project management gets at the issues
Can get better:
Can we imagine more efficient, more effective project delivery?
Must get better:
Funding will be dynamic
Environmental rules means balancing more competing interests
Public demand for do something/not in my backyard/do it now/keep me informed
Project management
* Focuses on the people side – what is expected, when, by whom, why

4. MnDOT Strategic Vision
MnDOT will be a global leader in transportation, committed to upholding public needs and collaboration with internal and external partners to create a safe, efficient, and sustainable transportation system for the future.

5. Project Management Vision
To achieve the Strategic Vision, MnDOT project management utilizes professional, expert people, effective processes, and appropriate support tools to deliver high quality projects that provide business value on scope, on time and on budget.

6. Vision Components PEOPLE PROCESS TOOLS PM authority defined
Defined expectations
Performance reviews
PM governance
Scalable processes
Open communication
Portfolio & program management
Lessons learned
PEOPLE
TOOLS
PROCESS
Training
Soft/hard skills required
PM’s supported
Clear roles/responsibilities
Continuous improvement
Consistent tool set & systems
Templates
PM Lifecycle Toolbox
TPCE database
PMIS

7. Includes All Kinds of Projects
Projects that create a safe, efficient, sustainable transportation system
Projects to support or improve the people, processes, and tools that are used to deliver the transportation projects.
Highways, Bridges, Maintenance, Transit, Buildings, IT, Change Management, Process Improvements, etc.

8. District Implementation
Throughout the day, think about:
What does district management expect of PMs?
Do there need to be org changes?
What are the training needs?
What data/reports/tools/etc. do PMs need?
What data/reports/tools/etc. do program managers need?

9. Expectations – the HURT
To be added

10. Roles Portfolio management team Program manager Project sponsor
Project manager
Team members
Functional group managers
Project Management Office and Resource Centers

11. Responsibilities

12. Authority Chain of command Work together Resolve issues on project
Issue escalation

13. Accountability
Basic thoughts for discussion to be added

14. Competencies Interpersonal Leadership Communications Management
Project Mgmt
Contracting
Rules
Team work, conflict management, assemble/lead teams, partnering, political savvy
Collaborative leadership, decisiveness, understand detail/larger perspective
Oral communication, written communication, interaction with the public and/or media
Problem solving, monitor/report on team performance, portfolio & program mgmt, change mgmt, program financing, auditing & financial accountability
Scope, schedule, budget, risk, quality, consultant mgmt etc.
Federal & state contracting, advertising, awarding, innovative contracting techniques, contract administration
Federal and/or state laws, regulations, policies and procedures

15. Transportation Project Lifecycle

16. And Within Each Phase

17. Project Management Processes
Initiating
List the processes
Planning
Managing & Directing
Monitoring & Controlling
Closing

18. Project Charter Authorize use of resources on project
Define objectives
Identify complexity and risk
Name project manager
Define authority
Obtain sponsor’s approval

19. Example of Charter

20. Project Management Plan
Collection of subsidiary plans
Scalable
Approved by sponsor
Scope
Risk Management
Schedule
Consultant Use
Budget
Ongoing Management
Quality
Stakeholder Management
Monitoring
Change Management
Communications
Closing
Project Team

21. Examples of Minor, Moderate, Major

22. Stakeholder Management
PM is responsible for representing the project to stakeholders
Identify stakeholders
Bring in thoughts from CSP
Includes methodologies of
Hear every voice
SDIC
CSP
CSS

23. Scope Purpose – Project team knows what they are supposed to do
Describes:
The Product
The Process

24. Scope - Process
Get stakeholder input on what they think should be in the scope
Scoping worksheets, letters, public input meetings
CSS, Complete Streets, Hear Every Voice, ADA, TZD, Modal Integration, Sustainability
Decide what’s in and not in the scope with project team and program board
Document the decisions
Obtain sponsor approval

25. Scope – Level of Detail Three levels of detail:
Sponsor
Big picture of the project
As detailed as sponsor needs to be comfortable
E.g. Mill and overlay from RP X to RP Y
Project Management
Details that affect multiple functions
E.g. Depth of mill and overlay
Functional Group
Details that don’t affect multiple functions, but need to be carried into plans, specs, and estimates
E.g. Oil type
Progressive Elaboration

26. Scope - Management Verification Changes
Making sure contracts, plans, specs, and estimates are consistent with scope
Making sure deliverables are consistent with scope
Changes
To sponsor level items require change request and sponsor approval
To project management level items require project team agreement and documentation in notes
To functional group level items may require tracking by PM

27. Schedule Purpose Project team knows when deliverables are due
Resource managers can plan how to deliver
Impact of issues can be analyzed at project and program level

28. Schedule - Process Develop Work Breakdown Structure
Identify activities
Sequence activities
Estimate resources
Estimate durations
Develop schedule

29. Schedule - WBS
Hierarchy
Deliverables
Work packages
100% rule
Generic

30. Show WBS Example

31. Schedule - Activities At least one per work package More if
The details need to be modeled to make sure the right information is available at the right time
It is easier to estimate more discrete efforts
You need to break out work done by different groups or individuals
You need to keep tabs on progress
It is necessary to break out waiting time
It is necessary to break out contingency buffers

32. Schedule - Sequence Precedence Dependencies Leads and Lags
Finish to Start
Finish to Finish
State to Start
State to Finish
Dependencies
Mandatory (hard)
Discretionary (soft or preferred)
Leads and Lags

33. Schedule - Resources
Typically provided by the functional group responsible for the work package
First round of schedules will not have resources identified
Next round will identify roles
Eventually move to named resources

34. Schedule - Durations Estimate amount of effort in full work days
Estimate % of time resource will be available
Software then scales this to calendar days
Lacking good database, estimates will be bottom up and probably not that good at first
Even with good historical data for a first guess, the functional group needs to customize for uniqueness of project

35. Schedule - Development
Support by Scheduling & Controls Resource Center
Schedules in working days (normally)
Critical path
Contingencies
Crashing
Fast tracking
Agreement by key functional groups
Baseline

36. Schedule - Control Update frequency Update process Reports
Physical % complete
Remaining duration
Reports
Corrective Actions
Progressive elaboration
Schedule changes

37. Budget – Cost Estimating
Total Project Cost Estimate
Basis
Base cost
Contingencies

38. Budget – Determine Budget
Work package budget rolls up to project
Contingency reserves for identified risks are managed by PM
Management reserves for unplanned changes are not part of project budget

39. Budget – Cost Management
Cost reporting
Earned Value Management
Estimates to complete
Releasing contingencies
Budget changes

40. Show Earned Value Graphic

41. Quality
Plan quality requirements and activities and include them in schedule and budget
Perform quality assurance activities
Perform quality control

42. Project Staffing Plan staff – Define clear roles and responsibilities
Acquire team – Assign individuals to project
Develop team – Improve individual and team performance
Manage team – Manage performance Integrated Project Teams

43. Communications Plan communications Distribute info Manage expectations
Report performance

44. Risk Management
Purpose – be aware of what might happen that would alter project plan and be prepared for it
Processes
Plan risk management
Identify risks
Perform qualitative analysis
Perform quantitative analysis
Plan risk responses
Manage risks

45. Risk Management – Identify Risks
Specify what could happen – good and bad
Good = opportunities
Bad = threats
State what the impact would be
Capture in a risk register

46. Risk Management - Qualitative
Probability = likelihood the risk will come about
Impact = the effect on cost, schedule, or public trust if the risk occurs
Select a range for each to get a priority score
Put effort into highest priority risks

47. Risk Management - Quantitative
Detailed analysis that supports decision making in the presence of uncertainty
Various Techniques:
Three Point Estimates
Expected Value
Monte Carlo Simulation

48. Risk Management – Responses
Use the responses:
Avoid/Exploit
Transfer/Share
Mitigate/Enhance
Accept
Schedule time for response activities
Budget for response activities
Schedule time for schedule contingencies
Budget for cost contingencies

49. Risk Management – Monitor & Control
Review risk register at team meetings
Update risks at milestones or annually
Retire contingencies so money goes back to program

50. Consultant Procurement

51. Project Execution
Information – getting info to the right people at the right time
Workflow – ensuring that people are working on the right things at the right time
Decisions – ensuring issues are resolved in a timely way

52. Monitor & Control Monitoring Deviations from the Plan
Scope for refinements, deliverables, changes
Schedule for updates, deviations, changes
Budget for expenditures, overages, changes
Risks for changes (add, retire, probability, impact)
Issues for resolution
Team for performance
Lessons Learned
Deviations from the Plan
Changes to the Plan

53. Project Change Management
Impact of Change on Project:
Low
Medium
High
Scope/Design
Change to details within work package
Change to scope that affects other work packages
Change to approved scope
Schedule
Change only affects functional group activities
Change requires duration changes by other functional groups or fast tracking
Change to major milestones (Env Doc, Letting, Open to Traffic)
Budget
Change managed within assigned work package budget
Change managed within assigned project budget
Change to project budget
Approved by:
Functional Group Supervisor
Project Manager (with team participation)
Project Sponsor
Communicated to:
Functions that use work package & PM
Whole project team
Stakeholders as needed

54. Project Change Management
Low level changes are made at the functional group level and communicated through amended project documents
Medium level changes are identified as issues, made by the project manager and team, and communicated in the method defined in the PMP
High level changes are identified as issues, requested through a change request, approved by the project sponsor

55. Project or Phase Closeout
Files
Documents that get passed on to next phase
Contracts
Lessons learned

56. Primavera P6
Will add schedule and diagram?
Tom?

57. PM Enhancement Guidance Structure
Program Structure
Project Structure
Executive Sponsors:
Mike Barnes/
Jon Chiglo
Project Sponsor:
Variable
Project Advisory Team
Project Manager:
Variable
Operational Sponsor:
Mike Ginnaty
Program Advisory Core Team
Program Manager:
Jeff Brunner
Project Production Team
Project Review Team
Projects

58. Enterprise Project Governance
Portfolio: Collection of projects, programs, and other work grouped together to facilitate effective management to meet strategic business objectives.
Enterprise
Portfolio
Program
Project 1
Project 2…
Projects
Program: Group of related projects coordinated to obtain benefits and control not available from managing them individually.
Project: A temporary endeavor undertaken to create a unique product, service, or result.

59. In Summary… PM responsible for Scope, schedule, budget
Project charter, PMP, change management, conflict and project risk
Remember, these elements are scalable to your project!

60. In Light of New Expectations…
What does district management expect of PMs?
Do there need to be org changes?
What are the training needs?
What data/reports/tools/etc. do PMs need?
What data/reports/tools/etc. do program managers need?