1. Project Management Institute
Northern Nevada Chapter
Bill Hoffman, P.E.
Assistant Director – Engineering
September 27th, 2011

2. Roman
Empire
1990s
1980s
1970s
1950s
1940s A.D.
100 B.C.
1960s
Current
2000’s
1940’s
World War II
1957
Critical Path Analysis
CPM &
PERT
1960’s
Defense Dept. &
Construction Industry
1970’s
Project Management Institute
Int’l Project Management Assoc.
PMBOK
1980’s
Enterprise PM
Project Management BOK
1990’s
Enterprise PM
Current
Technology Explosion

3. NDOT PM Objectives Improve efficiency Deliver Projects Faster
Meet public needs
Minimize Costs

5. NDOT PM Initiatives
Document the PM Process
Refined Project Scoping Process
Risk-Based Cost Estimating
Innovative Project Delivery

6. Innovative Project Delivery

7. Document the Process Project Management Institute –
“A Guide to the Project Management Body of Knowledge” (PMBOK)
Initiating
Planning
Executing
Monitoring & Controlling
Closing
Project Management
The NDOT Project Management Guidelines (PMG) was developed based on the Project Management Institute – A Guide to the Project Management Body of Knowledge (PMBOK)
The NDOT Project Management Guidelines (PMG) was developed to :
improve project delivery,
improve team performance and
to satisfy legislative mandated reporting requirements.  T

8. NDOT PM Processes
The PMG defines a common approach for application of project management techniques that can be applied to all NDOT transportation projects. This structured approach will help project teams to think about project goals and risks; helps define, organize and plan their project; and guides project teams to monitor and control project performance from inception to completion.  
The project manager uses the project management planning processes to develop the project management plan. The project management plan is the primary source of information for how the project will be planned, executed, monitored, controlled, and closed.

9. NDOT's PM Vision Program Level Management Plan (Enterprise PM)
Project Level Management plan
Using our Project Management Guidelines Manual, we plan to prepare both a program level management plan and a project level management plan.

10. NDOT Project Lifecycle
Risk management is an integral part of project management process. The primary goal of risk management is to optimize project performance. By identifying project risks and anticipating potential problems early during project development, strategies can be implemented to manage project risks and thus improve project performance.
Project will perform poorly if the project risks are not managed. Even a best planned project (solid line during the planning phase), will perform poorly (will follow the dashed line) if the project risks are not well managed or risk management is ad-hoc.

11. Scoping & Refinement
As the project is developed and project risks are reduced/retired, the confidence in project costs/schedule will increase.
PM #13 performance measurement is based on comparing the project’s total awarded costs to the project baseline range at the end of the environmental phase.

12. Ability to make changes
Change Management
High
Ability to make changes
Cost of making changes
It really comes down to when you lock-down your most accurate estimate and whether you’ve accurately identified all your risks.
Degree of
Change
Best Opportunity
for Improvement
Low
Planning
Design
Construction
Time

13. Scoping - Continual Project Refinement
2011 Transportation Conference

14. NDOT’s Approach to Cost Estimating
Risk Management:
Probabilistic, risk based, integrated cost and schedule model
Currently working with FHWA to “certify” this process
If certification received, FHWA HQ staff will not require CER be performed by them: we will perform our own risk analysis and they will review and approve our report to minimize duplication of effort.

15. Risk Analysis Threats and Opportunities analysis:
Review project Cost and Schedule elements
Develop associated cost scenarios for each Threat & Opportunity
Develop probability assumption curves
Perform a Monte Carlo Simulation to generate a project estimate and schedule forecast as a range
Cost risk assessment + value engineering
“What-If” Scenarios

16. Cost risk assessment and value engineering

28. Detailed Project Info www.nevadadot.com 2011 Transportation Conference
The Project Management Plan is the guide for implementing the major project and documents assumptions and decisions regarding communication, management processes, execution and overall project control. The purpose of the Management Plan is to clearly define the roles, responsibilities, procedures and processes that will result in the project being managed such that it is completed on-time, within budget, with a high degree of quality, in a safe manner and in a way in which the public trust, confidence and support in the project will be maintained.
In accordance with Section 106(h)(2) of Title 23, as amended by SAFETEA-LU, a Project Management Plan shall "document the procedures and processes that are in effect to provide timely information to the project decision makers to effectively manage the scope, costs, schedules, and quality of, and the Federal requirements applicable to, the project. A Project Management Plan shall also document the role of the agency leadership and management team in the delivery of the project. It is essential that the Project Management Plan establishes the metrics by which success of the project is defined."
The FHWA has developed Project Management Plan guidance that describes topics that form the basic contents of a Project Management Plan that meet the SAFETEA-LU requirements. This guidance is intended to be a general framework for the Project Management Plan, but not a prescriptive format. View the Project Management Plan Guidance.
2011 Transportation Conference

29. Thank you ! NNC-PMI whoffman@dot.state.nv.us
The Project Management Plan is the guide for implementing the major project and documents assumptions and decisions regarding communication, management processes, execution and overall project control. The purpose of the Management Plan is to clearly define the roles, responsibilities, procedures and processes that will result in the project being managed such that it is completed on-time, within budget, with a high degree of quality, in a safe manner and in a way in which the public trust, confidence and support in the project will be maintained.
In accordance with Section 106(h)(2) of Title 23, as amended by SAFETEA-LU, a Project Management Plan shall "document the procedures and processes that are in effect to provide timely information to the project decision makers to effectively manage the scope, costs, schedules, and quality of, and the Federal requirements applicable to, the project. A Project Management Plan shall also document the role of the agency leadership and management team in the delivery of the project. It is essential that the Project Management Plan establishes the metrics by which success of the project is defined."
The FHWA has developed Project Management Plan guidance that describes topics that form the basic contents of a Project Management Plan that meet the SAFETEA-LU requirements. This guidance is intended to be a general framework for the Project Management Plan, but not a prescriptive format. View the Project Management Plan Guidance.
NNC-PMI