November 12, 2009 PM Process Improvement Plan: Employee Presentation

Introductory Remarks

 Introductory Remarks  Background  Development of Process Framework, Sub- processes, and Tool Identification  Prioritization of processes/issues  Process Improvement Plan  Task Teams  Questions

The District’s Phased Approach to Program Management Phase 2 Goal: Deploy tools and resources to position District staff to successfully manage future increases in annual CIP execution Where we need to be Task B – Implementation Plan Where we are Task A – Needs Assessment Phase 1Phase 2 GAP Training, tools, standards, and resources as required to close the gap

Projected Increase in CIP Delivery $100M (max. Construction Awards) $175M (avg. Construction Awards) Program Management Will Augment District Resources to Increase CIP Delivery

Project Management Shifts Administrative Tasks Proactive/ Preventative Activities Reactive Activity/ Project Changes Direct Project Management Activities Administrative Tasks Reactive Activity/ Project Changes Today Future Proactive/ Preventative Activities Direct Project Management Activities Increase Project Delivery Process/Org Improvement

 Assessment focus  CIP Plan  Existing Processes  Existing Resources  Information systems  Transition/Integration Plan

ABCDE Sub Processes A1 A2 A3 A4 Tools Training/ Piloting High-level Process Framework Phase 2: Process/System Development Approach

NEORSD PM Process Framework Define and Authorize Projects Procure Professional Services Manage the Design Manage the Construction Contract Close the Project Perform CIP Planning Bid and Award the Construction Contract

Perform CIP Planning SUB-PROCESS Identify Potential Projects Prioritize Projects Add to Program Portfolio Validate Projects Evaluate funding sources Project Management Sub-processes

Define and Authorize Project SUB-PROCESS Determine Delivery Approach (PM Assigned) Detail Project Funding Project Definition Gain Endorsement of Plan WBS Scope Cost/ Estimate Project Number Assigned Risk Assessment Schedule Project Management Sub-processes

Procure Professional Services SUB-PROCESS Create RFP Package Execute Award Package Select Consultant Prepare Award Package CRC Review of RFP Negotiate Scope, Cost, & Schedule Negotiate Terms CRC Review of Selection Project Management Sub-processes

Manage the Design SUB-PROCESS Manage Design Performance Manage Design Changes QA/Review of Deliverables for Contract (Value Engineering) Finalize Contract Bid Set (plans & specs) Complete Land Acquisition/P ermits Update/ communicate Project Status Project Management Sub-processes

Bid and Award the Construction Contract SUB-PROCESS Finalize Bid Plan Package Execute the contract (Pre-Con Mtg) Advertise/ Solicit Bids Evaluate the Bids Award the contract Prepare Award Approval Package Project Management Sub-processes

Provide Final Acceptance Manage the Construction Contract SUB-PROCESS QA/Review of Progress for Contract Manage Construction Performance (progress payments) Manage Construction Changes Update/ communicate Project Status Coordinate Commissioning and start-up Project Management Sub-processes

Manage Warranty Develop Lessons Learned Archive and Organize Final Project Documents/ Records Perform Administrative and Financial Closeout Close the Project SUB-PROCESS Reconcile/ balance project funds (Final Payment/ Contract Mod Project Management Sub-processes

Define and Authorize Projects Procure Professional Services Manage the Design Manage the Construction Contract Close the Project Perform CIP Planning Bid and Award the Construction Contract Project Support Activities e.g. SBE, Resolution Requests, Work force monitoring, Time-keeping

Sub-process Steps Prioritization

Prioritization of Sub-processes Urgency > Importance > ) Perform CIP Planning 2) Define and Authorize Project 3) Procure Professional Services 4) Manage the Design 5) Bid and Award Construction Contract 6) Manage the Construction Contract 7) Close the Project

Process Improvement Plan - Initial Activities  Develop Process Improvement Plan  Establishment of Teams; determine Team Membership  Identification of needed tools  Start first two “bubble-up” teams –Resolution Request –Change Orders/Work Orders  Communication to employees  Start Process Task Teams

 “Bubble-up” Task Teams  Process Task Teams

 Collaborative solutions  Best practices  Existing practices  Increases knowledge transfer  Increases ownership  Builds momentum  Drives deliverables and milestones  Focus on implementation issues

Solutions/ Recommendations Workshop (3-4 hr.) Analysis of Process/ Issues Workshop (3–4 hr.) Kick-off/ Charter Team (1 hr.) Present to Management Team for Endorsement Scope  Workflow (touches)  Format/Contents/Templates  Management  Training and Deployment

 Brian Page (Collection)  Alison Schreiber (Collection)  William Donohue (Plants)  Nancy Costanzo (Adm.)  Jordan McCormack (PMO)  Don DeWolfe/Dave Cox (Facilitator/PMO) Objective: Reduction in edits/errors Objective: Consistency in process

Scope/Objectives of Resolution Request Team  Authorization to Advertise  Authorization to Re-bid  Authorization to Issue Request for Proposals  Authorization to Enter into Agreement (Public Entities)  Authorization to Enter into Contract (Private Entities)  Authorization of Contract Modification  Information Item

 Steve Janosko (PM-Collection)  Tom Shively (CM-Collection)  Harry Shaposka (PM – Plants)  Paul Svoboda (CM – Plants)  Dennis Prevo (PMO)  Don DeWolfe/Dave Cox (Facilitator/PMO) Objective: Define new Change Order/Work Order procedures as a result of new GC’s

Scope/Objectives of Change/Work Order Team District Construction Manager Contractor Design Consultant Change Orders Work Orders New General Conditions

Process Improvement Plan – Process Task Teams (Starting in November/December, 2009) Perform CIP Planning Define and Authorize Project Procure Professional Services Manage the Design Bid and Award the Construction Contract Manage the Construction Contract Close the Project Perform CIP Planning Define and Authorize Project Procure Professional Services Manage the Design Bid and Award the Construction Contract Manage the Construction Contract Close the Project

 Meet in a workshop environment with a fixed schedule  Most of the work and the decisions of the team will be made during the meetings; a modest level of work will be required by Team Members outside of these meetings  Task Team will review, make suggestions, and approve drafts produced by PMO  Keep respective division management up to date with project progress/issues  Provide communication back to the Task Team from respective divisions Task Team Members - Roles & Responsibilities

 Leadership and facilitation of Task Team workshops  Participation as a team member(s) in the development workshops  Outside of the workshops, preparation of draft/first cuts of deliverables  Development of agendas, materials and other required information for use in the workshops

Management Steering Committee - Roles and Responsibilities  Empower Task Teams to develop recommendations  Assist with cross departmental coordination/ communication  Remove obstacles, resolve resource issues  Endorse major work products/deliverables  Make decisions/resolve conflict when Task Teams can not resolve  Monitor/measure progress of overall improvement activities