1. Managing Engineering Design - Infrastructure

2. Presentation Overview 1.Tools and Techniques 2.Design and Documentation 3.Estimating and Scheduling

3. Project Management Elements 1.Scope 2.Time 3.Cost 4.Quality 5. Human Resources 6. Communications 7. Risk 8. Procurement 9.Integration of them all

4. Our Project Management Basics Plan the work Communicate the plan Do the work Document the process and results Get paid for our services

5. The Context – Our Typical Client Close contractual relationship to Owner Usually Public Sector based Any Private Sector clients tend to be larger - industrial users (oil sands) - transportation companies (railways) Typically they have: - Defined scope for a Fixed Fee - Defined procurement / reporting processes All this drives PM practices to some degree

6. Tools and Techniques Frameworks - in-house guideline customized for each Practice Area - links to forms, guidelines and help - constantly evolving

7. Tools and Techniques Frameworks

8. Tools and Techniques Project Implementation Plan - A “must do” requirement - Requires PM to actually Plan - Defines processes and how to document results - Used to Communicate - gives team wide understanding

9. Tools and Techniques Scope - Need good definition (fixed fee) - Work or Task Breakdown Structure - defines: - Who is responsible - Deliverables for each task - Internal accounting tied to WB - Scope Changes in writing

10. Tools and Techniques Project Project Elements (Top Tasks) Activities (Middle Tasks) Tasks (Lowest Tasks) Work Packages (Middle Tasks) Work Breakdown Structure

11. Tools and Techniques Human Resources - Understand the client and their style - Match the right people to the roles and tasks Communication - Never enough - Regular meetings / reviews / status reports - Establish email protocols

12. Tools and Techniques Risk - Facilitated risk assessment and value engineering early on - Feedback from contractors Procurement - Rarely do – get an expert

13. Design and Documentation Quality - Increasing challenge with: - Multiple offices - Email - Digital data direct to field - Project Implementation Plan - Lines of communication - CAD guidelines - Design review process

14. Estimating and Scheduling Cost (Engineering) - Task level budgets with task leader build-up and ownership - Weekly reporting and questions asked - Use of Earned Value as a check of progress versus budget

15. Estimating and Scheduling Project TaskLabor Budget Current Budget Consumed Estimate to Complete (ETC) Estimate at Completion (EAC) Projected Variance Earned Value (EV) Index 1. Schematic Design $1,000 0 0 2. Attend 4 meetings $1,000$500 $1,0000 3. Prepare Report $8,000$3,200$5,000$8,200($200) $10,000$4,700$5,500$10,200($200)0.98 Earned Value Analysis

16. Estimating and Scheduling Cost (Construction) - Construction typically based on unit price contracts - Quantities “scaled” from drawings – evolving to automatic generation - Senior reviews to identify special items and site condition constraints

17. Estimating and Scheduling - Unit prices estimated from similar projects

18. Estimating and Scheduling -Special item costs “built-up” from basics by specialized estimators – rare -Need to understand typical payment clauses and contractor expectations -Tend to track trends rather pricing basics

19. Estimating and Scheduling Time - Critical path schedule tied to Engineer’s WBS and Contractor’s WBS - Microsoft Project typically used - internal feedback and control - client reporting - contractor input sometimes a challenge

20. Estimating and Scheduling

21. Final Thoughts Systems are fine, but they are just tools Its all about people – they have to make it want to work Project Manager and his special Integration magic makes it all come together