2 Agenda Vision MnDOT-wide Expectations Implementing Enhanced Project Management in the DistrictRoles, Responsibilities, Authority, Accountability, CompetenciesProject Lifecycle & Management ProcessesImplementing Primavera P6Enterprise Project GovernanceRecap Expectations & Implementing in the District
3 Why Change? We can get better We must get better Project management gets at the issuesCan get better:Can we imagine more efficient, more effective project delivery?Must get better:Funding will be dynamicEnvironmental rules means balancing more competing interestsPublic demand for do something/not in my backyard/do it now/keep me informedProject 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 expectationsPerformance reviewsPM governanceScalable processesOpen communicationPortfolio & program managementLessons learnedPEOPLETOOLSPROCESSTrainingSoft/hard skills requiredPM’s supportedClear roles/responsibilitiesContinuous improvementConsistent tool set & systemsTemplatesPM Lifecycle ToolboxTPCE databasePMIS
7 Includes All Kinds of Projects Projects that create a safe, efficient, sustainable transportation systemProjects 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?
20 Project Management Plan Collection of subsidiary plansScalableApproved by sponsorScopeRisk ManagementScheduleConsultant UseBudgetOngoing ManagementQualityStakeholder ManagementMonitoringChange ManagementCommunicationsClosingProject Team
22 Stakeholder Management PM is responsible for representing the project to stakeholdersIdentify stakeholdersBring in thoughts from CSPIncludes methodologies ofHear every voiceSDICCSPCSS
23 Scope Purpose – Project team knows what they are supposed to do Describes:The ProductThe Process
24 Scope - ProcessGet stakeholder input on what they think should be in the scopeScoping worksheets, letters, public input meetingsCSS, Complete Streets, Hear Every Voice, ADA, TZD, Modal Integration, SustainabilityDecide what’s in and not in the scope with project team and program boardDocument the decisionsObtain sponsor approval
25 Scope – Level of Detail Three levels of detail: SponsorBig picture of the projectAs detailed as sponsor needs to be comfortableE.g. Mill and overlay from RP X to RP YProject ManagementDetails that affect multiple functionsE.g. Depth of mill and overlayFunctional GroupDetails that don’t affect multiple functions, but need to be carried into plans, specs, and estimatesE.g. Oil typeProgressive Elaboration
26 Scope - Management Verification Changes Making sure contracts, plans, specs, and estimates are consistent with scopeMaking sure deliverables are consistent with scopeChangesTo sponsor level items require change request and sponsor approvalTo project management level items require project team agreement and documentation in notesTo 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 deliverImpact of issues can be analyzed at project and program level
28 Schedule - Process Develop Work Breakdown Structure Identify activitiesSequence activitiesEstimate resourcesEstimate durationsDevelop schedule
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 timeIt is easier to estimate more discrete effortsYou need to break out work done by different groups or individualsYou need to keep tabs on progressIt is necessary to break out waiting timeIt is necessary to break out contingency buffers
32 Schedule - Sequence Precedence Dependencies Leads and Lags Finish to StartFinish to FinishState to StartState to FinishDependenciesMandatory (hard)Discretionary (soft or preferred)Leads and Lags
33 Schedule - ResourcesTypically provided by the functional group responsible for the work packageFirst round of schedules will not have resources identifiedNext round will identify rolesEventually move to named resources
34 Schedule - Durations Estimate amount of effort in full work days Estimate % of time resource will be availableSoftware then scales this to calendar daysLacking good database, estimates will be bottom up and probably not that good at firstEven 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 CenterSchedules in working days (normally)Critical pathContingenciesCrashingFast trackingAgreement by key functional groupsBaseline
36 Schedule - Control Update frequency Update process Reports Physical % completeRemaining durationReportsCorrective ActionsProgressive elaborationSchedule changes
37 Budget – Cost Estimating Total Project Cost EstimateBasisBase costContingencies
38 Budget – Determine Budget Work package budget rolls up to projectContingency reserves for identified risks are managed by PMManagement reserves for unplanned changes are not part of project budget
39 Budget – Cost Management Cost reportingEarned Value ManagementEstimates to completeReleasing contingenciesBudget changes
41 QualityPlan quality requirements and activities and include them in schedule and budgetPerform quality assurance activitiesPerform quality control
42 Project Staffing Plan staff – Define clear roles and responsibilities Acquire team – Assign individuals to projectDevelop team – Improve individual and team performanceManage team – Manage performance Integrated Project Teams
43 Communications Plan communications Distribute info Manage expectations Report performance
44 Risk ManagementPurpose – be aware of what might happen that would alter project plan and be prepared for itProcessesPlan risk managementIdentify risksPerform qualitative analysisPerform quantitative analysisPlan risk responsesManage risks
45 Risk Management – Identify Risks Specify what could happen – good and badGood = opportunitiesBad = threatsState what the impact would beCapture in a risk register
46 Risk Management - Qualitative Probability = likelihood the risk will come aboutImpact = the effect on cost, schedule, or public trust if the risk occursSelect a range for each to get a priority scorePut effort into highest priority risks
47 Risk Management - Quantitative Detailed analysis that supports decision making in the presence of uncertaintyVarious Techniques:Three Point EstimatesExpected ValueMonte Carlo Simulation
48 Risk Management – Responses Use the responses:Avoid/ExploitTransfer/ShareMitigate/EnhanceAcceptSchedule time for response activitiesBudget for response activitiesSchedule time for schedule contingenciesBudget for cost contingencies
49 Risk Management – Monitor & Control Review risk register at team meetingsUpdate risks at milestones or annuallyRetire contingencies so money goes back to program
51 Project ExecutionInformation – getting info to the right people at the right timeWorkflow – ensuring that people are working on the right things at the right timeDecisions – ensuring issues are resolved in a timely way
52 Monitor & Control Monitoring Deviations from the Plan Scope for refinements, deliverables, changesSchedule for updates, deviations, changesBudget for expenditures, overages, changesRisks for changes (add, retire, probability, impact)Issues for resolutionTeam for performanceLessons LearnedDeviations from the PlanChanges to the Plan
53 Project Change Management Impact of Change on Project:LowMediumHighScope/DesignChange to details within work packageChange to scope that affects other work packagesChange to approved scopeScheduleChange only affects functional group activitiesChange requires duration changes by other functional groups or fast trackingChange to major milestones (Env Doc, Letting, Open to Traffic)BudgetChange managed within assigned work package budgetChange managed within assigned project budgetChange to project budgetApproved by:Functional Group SupervisorProject Manager (with team participation)Project SponsorCommunicated to:Functions that use work package & PMWhole project teamStakeholders as needed
54 Project Change Management Low level changes are made at the functional group level and communicated through amended project documentsMedium level changes are identified as issues, made by the project manager and team, and communicated in the method defined in the PMPHigh level changes are identified as issues, requested through a change request, approved by the project sponsor
55 Project or Phase Closeout FilesDocuments that get passed on to next phaseContractsLessons learned
58 Enterprise Project Governance Portfolio: Collection of projects, programs, and other work grouped together to facilitate effective management to meet strategic business objectives.EnterprisePortfolioProgramProject 1Project 2…ProjectsProgram: 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 riskRemember, 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?