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
Why Change? We can get better We must get better Project management gets at the issues
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.
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.
Vision Components PEOPLE TOOLS PROCESS Training Soft/hard skills required PMs supported Clear roles/responsibilities Continuous improvement PM authority defined Defined expectations Performance reviews PM governance Scalable processes Open communication Portfolio & program management Lessons learned Consistent tool set & systems Templates PM Lifecycle Toolbox TPCE database PMIS
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.
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?
Expectations – the HURT To be added
Roles Portfolio management team Program manager Project sponsor Project manager Team members Functional group managers Project Management Office and Resource Centers
Authority Chain of command Work together Resolve issues on project Issue escalation
Accountability Basic thoughts for discussion to be added
Competencies InterpersonalLeadershipCommunications ManagementProject MgmtContractingRules 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
Transportation Project Lifecycle
And Within Each Phase
Project Management Processes Initiating – List the processes Planning Managing & Directing Monitoring & Controlling Closing
Project Charter Authorize use of resources on project Define objectives Identify complexity and risk Name project manager Define authority Obtain sponsors approval
Example of Charter
Project Management Plan Collection of subsidiary plans Scalable Approved by sponsor Scope Schedule Budget Quality Stakeholder Management Communications Project Team Risk Management Consultant Use Ongoing Management Monitoring Change Management Closing
Examples of Minor, Moderate, Major
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
Scope Purpose – Project team knows what they are supposed to do Describes: – The Product – The Process
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 whats in and not in the scope with project team and program board Document the decisions Obtain sponsor approval
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 dont affect multiple functions, but need to be carried into plans, specs, and estimates E.g. Oil type Progressive Elaboration
Scope - Management Verification – 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
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
Schedule - Process Develop Work Breakdown Structure Identify activities Sequence activities Estimate resources Estimate durations Develop schedule
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
Schedule - Sequence Precedence – Finish to Start – Finish to Finish – State to Start – State to Finish Dependencies – Mandatory (hard) – Discretionary (soft or preferred) Leads and Lags
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
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
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
Schedule - Control Update frequency Update process – Physical % complete – Remaining duration Reports Corrective Actions Progressive elaboration Schedule changes
Budget – Cost Estimating Total Project Cost Estimate Basis Base cost Contingencies
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
Budget – Cost Management Cost reporting Earned Value Management Estimates to complete Releasing contingencies Budget changes
Show Earned Value Graphic
Quality Plan quality requirements and activities and include them in schedule and budget Perform quality assurance activities Perform quality control
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
Communications Plan communications Distribute info Manage expectations Report performance
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
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
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
Risk Management - Quantitative Detailed analysis that supports decision making in the presence of uncertainty Various Techniques: – Three Point Estimates – Expected Value – Monte Carlo Simulation
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
Risk Management – Monitor & Control Review risk register at team meetings Update risks at milestones or annually Retire contingencies so money goes back to program
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
Monitor & Control Monitoring – 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
Project Change Management Impact of Change on Project: LowMediumHigh Scope/DesignChange to details within work package Change to scope that affects other work packages Change to approved scope ScheduleChange 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) BudgetChange 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 teamStakeholders as needed
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
Project or Phase Closeout Files Documents that get passed on to next phase Contracts Lessons learned
Primavera P6 Will add schedule and diagram? Tom?
PM Enhancement Guidance Structure Executive Sponsors: Mike Barnes/ Jon Chiglo Operational Sponsor: Mike Ginnaty Program Manager: Jeff Brunner Program Advisory Core Team Projects Project Sponsor: Variable Project Manager: Variable Program StructureProject Structure Project Advisory Team Project Production Team Project Review Team
Enterprise Project Governance Enterprise Portfolio Program Project 1Project 2… Projects ProgramProjects Portfolio: Collection of projects, programs, and other work grouped together to facilitate effective management to meet strategic business objectives. 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.
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!
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?