Enhanced Project Management Implementation Workshop

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 Can get better: Can we imagine more efficient, more effective project delivery? Must get better: Funding will be dynamic Environmental rules means balancing more competing interests Public demand for do something/not in my backyard/do it now/keep me informed Project management * Focuses on the people side – what is expected, when, by whom, why

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 PROCESS TOOLS PM authority defined Defined expectations Performance reviews PM governance Scalable processes Open communication Portfolio & program management Lessons learned PEOPLE TOOLS PROCESS Training Soft/hard skills required PM’s supported Clear roles/responsibilities Continuous improvement 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

Responsibilities

Authority Chain of command Work together Resolve issues on project Issue escalation

Accountability Basic thoughts for discussion to be added

Competencies Interpersonal Leadership Communications Management Project Mgmt Contracting Rules 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 sponsor’s approval

Example of Charter

Project Management Plan Collection of subsidiary plans Scalable Approved by sponsor Scope Risk Management Schedule Consultant Use Budget Ongoing Management Quality Stakeholder Management Monitoring Change Management Communications Closing Project Team

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 what’s 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 don’t affect multiple functions, but need to be carried into plans, specs, and estimates E.g. Oil type Progressive Elaboration

Scope - Management Verification Changes 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 - WBS Hierarchy Deliverables Work packages 100% rule Generic

Show WBS Example

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 Dependencies Leads and Lags 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 Reports 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

Consultant Procurement

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 Deviations from the Plan 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: Low Medium High Scope/Design Change to details within work package Change to scope that affects other work packages Change to approved scope Schedule Change 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) Budget Change 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 team Stakeholders 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 Program Structure Project Structure Executive Sponsors: Mike Barnes/ Jon Chiglo Project Sponsor: Variable Project Advisory Team Project Manager: Variable Operational Sponsor: Mike Ginnaty Program Advisory Core Team Program Manager: Jeff Brunner Project Production Team Project Review Team Projects

Enterprise Project Governance Portfolio: Collection of projects, programs, and other work grouped together to facilitate effective management to meet strategic business objectives. Enterprise Portfolio Program Project 1 Project 2… Projects 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?