MnDOT Project Management History and Future MnDOT – ACEC/MN Annual Conference March 5, 2013 Earle Brown Heritage Center

Projects are MnDOT’s Business

Measure of On Time Delivery

Measure of On Budget Delivery

Project Management Can Help Defined project leader with authority Clear objectives A plan – Scope – Schedule – Budget Monitoring results against the plan Controlled changes

Project Management is Not New 1905 State Highway Commission 1993 Project Management Task Force 1994 Project Management Academy 2007 Scoping Process 2008 Cost Estimating/Cost Management 2009 Peer Review 2012 Project Management Office

Taking it to the Next Level People: – Higher Expectations – More Authority – Career Path for PMs Processes: – Standardized, Scalable, Flexible Tools: – Schedule, Budget, Resource Budget Management – Project Team Collaboration

Project Managers and Teams Authority – – Specify authority to keep decisions on project – Issue resolution process Accountability – – Set Expectations: Scope, Schedule, Budget – Measure Results: Reports – Follow Up: Recovery Plans Career Path –

Shared Service Centers Project Management Support – Servicing – Monitoring – Consulting – Coaching Regional – North (Districts 1-4) – Metro (Metro) – South (Districts 6-8)

Project Management Processes Initiate Project Plan Project Execute Project Close Project Monitor & Control Project

Project Management Processes Project Charter → Stakeholder Involvement Scope → Schedule → Cost Estimate → Risk Mgmt→ Project Management Plan Lead & Do Work Monitor → Change Control Close

Project Charter Authorize use of resources on project Define objectives Identify complexity and risk Name project manager Define authority

Conflict Scoping Process 1.Project Analysis 2.Stakeholder Identification 3.Conflict Identification 4.Conflict Mapping 5.Conflict Ranking 6.Conflict Strategy 7.Conflict Management 8.Conflict Review 9.Conflict Resolution

Scoping Get Stakeholder Input Decide What’s In / What’s Out Document Decisions Manage Changes

Scheduling Checklist → CPM Schedule Custom Development Resource Loaded Functional Group Buy In or Someone Else Consultant Access Project Management Shared Service Center Baseline → Status Reports → Recovery Plan

Budgeting Total Project Cost Estimate Base Cost & Contingency Cost Management – Release contingency – Corrective actions Earned Value Management

Risk Make Decisions and Move On Identify Risks Assess Probability and Impact Determine Responses Schedule and Budget Contingencies Risk Management

Project Management Plans Scope, Schedule, Budget Quality Communications Team Management Issues and Risks Monitoring & Changes Closeout

Change Management Thresholds – Affects project or program Analysis & Decision – Environmental, commitments, rework, schedule, cost, etc. Communication

Primavera P6 January 1 st 2013 – All construction projects in P6 March 2013 – Develop protocols April 1 st – All new projects in P6 April-May 2013 – Transfer active precon projects May-June 2013 – Resource load precon projects January 1 st 2014 – Resource load construction prj July 1 st 2014 – All projects in P6, resource loaded

Consultant Role in Effort Understand MnDOT Processes – Follow Good Practice Coaching & Mentoring Be Ready to Work for PMs Who Are Less Technical

Summary MnDOT is expecting more from Project Managers PMs will have more authority Scope, Schedule, Budget will be bigger issues This will benefit both MnDOT and Consultants Need to be partners in the effort

Questions? Chris Roy Director, Office of Project Management & Technical Support Peter Harff Project Management Office