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Developing Scope of Work & Schedules: Recommendations for Information Gathering & Decision-making Gary Farnsworth, Area-Tech Center Manager, Region 4.

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Presentation on theme: "Developing Scope of Work & Schedules: Recommendations for Information Gathering & Decision-making Gary Farnsworth, Area-Tech Center Manager, Region 4."— Presentation transcript:

1 Developing Scope of Work & Schedules: Recommendations for Information Gathering & Decision-making Gary Farnsworth, Area-Tech Center Manager, Region 4

2 References OPD reference materials (Dave Lutz, Kelly Retzman) Operational Notices: 02, Project Development Decision Structure 03, Access Management in Projects 12, Communication Plans 14, Project Delivery Method (In-source/Outsource) Day 3 & 4: ODOT Project Delivery Academy (Scoping & PD-02 Sessions)

3 ODOT Projects get Lots of Interest: Safety, Mobility, Access, Convenience Reliability, Predictability Markets: Economy, Recreation, Emergencies Constructability, Maintainability Quality, Value, Financing, Stewardship, Accountability Schedules, Commitments, Performance Measures Innovation, Efficiency, Technical Expertise Workforce – Jobs, Satisfaction, Health, Diversity Environment / Natural Resources / Regulations Community / Social Values / Livability / Aesthetics Election Cycles, Public Image, Communication Financing

4 Many are Interested: Operations & Maintenance Staff Construction Staff / Industry Technical Experts ODOT Motor Carriers / Rail / Development / Etc. Planning, Program Managers Other State & Federal Partners / Decision- makers / Legislators Freight Industry, Emergency Services OTC, Cities, Counties, other jurisdictions Affected Property / Business owners Media Traveling Public, visitors, special interest, etc.

5 What’s a Good Scope of Work? How do we balance among all those interested and all of their often competing interests? How do we outline a plan to do the “Right Project” the “Right Way”? How do we define “Teamwork”? How do we gain budget / schedule / task buy-in, and minimize the risks? How do we align with the funding “strings”?

6 Have a good Work Plan? Who’s on the initial team, who’s in charge, who makes decisions? Who’s on the initial list of stakeholders? What public/stakeholder involvement needs to be done during scoping? What Traffic and Ground data is needed? Is an Environmental Baseline Report needed? Is R/W, Access, and Utility recon needed? What other background data is needed? How and when will the Recommendations be made, Deliverables be completed?

7 Start with a Public Involvement Plan Describe as many stakeholders as possible Find Leadership and Influence Identify what information they need to have for meaningful input Identify what information is needed from them to help us (e.g., other stakeholders) Identify techniques for information exchange Schedule the activities, staff, and other resources

8 Techniques: Who’s Problem is it? Absolutely must talk to the source (e.g., District Manager) Completely draw out their perspective on the issue they’ve raised Sure, let them talk about solutions if they’d like Ask them about anyone they know of who might have further insight, data, or interest Facts are important, but don’t rely on written narratives

9 Techniques: Bring Them Together Turn competing interests into opportunities Dialogue allows learning, empathy, and shared ownership Technical staff/team members are stakeholders Expand the team (with those opposed?) Begin establishing roles & relationships for life of the project

10 Stakeholder Opportunities Vision, Purpose & Need, Goals & Objectives!!!! Help on recommending how project decisions should be made. Opportunity to build consensus along the way? Learn about and/or avoid potential “deal-killers” Build trust, while gaining broader perspective on Problem and Solutions Help on Developing Public Involvement Plan recommendations for life of the Project Learn about other Stakeholders / Contacts Develop the Project Schedule focused on the Public Involvement Plan (tasks & milestones)

11 Developing Recommendations Can Recommendations by directly tied to specific Stakeholder Needs? Refined Vision, Purpose & Need, Goals & Objectives? Preferred Alternative, or Range of Alternatives, or Evaluation Framework / Criteria, or Next Steps for decision-making? Performance Measures? What are the key decision-making points in the process, and who needs to have input or be informed? Who should make recommendations, who should make the decisions?

12 Developing Recommendations Other Change Mgt / Decision-making tools? Steering Team? Project Team? Delivery Method(s)? Communication Plan? Stakeholder Groups? Environmental Classification / Requirements? Access Management Strategy (Risks)? Agreements? Budget (Cradle to Grave, Risks)? Schedule (Stakeholder & Budget based)? Political Risks & Opportunities? Media Risks & Opportunities?

13 Developing Recommendations Material Source Issues? Aesthetics / Roadside Development? Value Engineering / Safety Audits / Construction Industry Input? Construction Traffic Management & Staging Decisions, Constructability Reviews? Freight Mobility? Land Use Requirements? R/W, Railroads, Utilities (Risks)? Baselines & Expectations for QC/QA?

14 Developing Recommendations? What if we cannot reach a Preferred Alternative? Scope of Work is: All perspectives of Vision, Purpose, Need Criteria Alternatives Evaluated or yet to be Evaluated Work Completed Decision-making Gaps Next Steps (schedule, budget, resources, techniques, etc.)

15 Developing Recommendations? What is Technical Design Criteria? Attempt to Balance All Interests? Why use Best Practices and Standards? (Production Efficiency, Minimizing Errors, Clear Communication to Builders / Regulators) Design Speed, Traffic LOS, Design Vehicle? Technical Expertise/Engineering = Innovation & Creativity? Do we trade off Safety? Safety vs Liability? Applying Travel Forecasts? Other Standards?

16 Project In-sourcing v Outsourcing? Availability of In-House Staff Budget impacts Type of Project (specialized expertise may be required) Geographic proximity for efficiencies, bundling, etc. Schedule timing Evaluation consultant contract type / phasing Intergovernmental Agreements implications (e.g., TARO) Construction timeline expectations Political/Environmental climate

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