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Performance Management Report

Performance Management Report. Manage the Design and Construction of Major Capital Projects. Team Members : Charlie O‘Hanlon, Karen Rhodes, Eric Livingston, Howard Drogin, Shah Saleh, Rob Alexander, Felicia Haynes, Barbara Moskowitz 21 January 2004. Overview and Contents.

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Performance Management Report

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  1. Performance Management Report Manage the Design and Construction of Major Capital Projects Team Members: Charlie O‘Hanlon, Karen Rhodes, Eric Livingston, Howard Drogin, Shah Saleh, Rob Alexander, Felicia Haynes, Barbara Moskowitz 21 January 2004

  2. Overview and Contents PMP Template • Value proposition and strategy • Performance objectives and measures • Customer Perspective: Critical Measures • Project Team Survey results • Internal Business Process Perspective: Critical Measures • Projects reporting late on Synopsis • Learning and Growth: Critical Measures • Actual Hours spent on Projects • Financial Perspective: Critical Measures • Cost of Service per Construction $ • Conclusions

  3. DCPM Performance Plan FY 04 – FY 05

  4. Strategy Mapping - DCPM

  5. Strategy Mapping Conclusions and Actions • Strategy Mapping revealed our Strategic Objectives are outcomes focused on facilitating life cycle management of NIH capital projects. The goal is ensuring our IC customers are getting the best value for their budgets. The strategy map showed the linkage between improving our core competencies and achieving our goal for better project management to avoid costly mistakes and keep the customer satisfied through improved communications. • We used the map to help establish our high impact objectives. We then were able to focus on establishing a few critical measures to achieve our key objectives.

  6. Customer Perspective Critical Measures

  7. Objective C1. Increase Customer Satisfaction Measure C1.1 Satisfaction Score on Team SurveyThe Benchmark Survey measures critical interpersonal skills used on a project. It should be repeated monthly to identify trends to which the project team should respond. Project Team Benchmark Survey Please rate these items on the indicated scale. These factors should be based on your experience with design/construction in the past. It is a general impression based on your overall experience. Scale 1 2 3 4 5 Adversarial Accommodating Synergistic Selfish Compromising Team Based Confrontational Cooperative Collaborative Slow Timely Prompt Guarded Open RESULTS 1. Communication among teams on projects among team project. 1 2 3 4 5 2. Issue identification and acknowledgment. 1 2 3 4 5 3. Responsiveness to issues once they are identified. 1 2 3 4 5 4. Cooperation among teams on projects. 1 2 3 4 5 5. People did what they said they would do. 1 2 3 4 5 6. The process for solving problems on projects. 1 2 3 4 5 7. Resolving differences between teams. 1 2 3 4 5 • Effectiveness in providing a quality product. 1 2 3 4 5 • Effectiveness in maintaining project budget. 1 2 3 4 5 • Overall feeling about the progress of the project. 1 2 3 4 5

  8. Project Team Survey Scorecard Methodology • FY 04 will be the first year DCPM implements a Project Team Survey. We will use the Project Team Survey method that has been practiced with success in the private sector. • A Project Team, consisting of DCPM project staff, IC staff, A/E staff and others is created for every capital project. We will survey these teams at least twice yearly. With the help of a facilitator, the Team will recommend the actions to be taken to address issues resulting from the scores. Selected team members, with the assistance of the Project Manager, will be responsible for implementing recommended actions. • A sample of the Project Team Survey is included.

  9. Internal Business PerspectiveCritical Measures

  10. Objective: IB2. Improve Timeliness of response and service delivery.Measure: IB2.1 Projects reporting late

  11. What does Internal Business Data tell us? • If behind on the goals, it will show us where we need to change. • DCPM needs to more clearly define the information it needs on each project and how best to collect it until EVA is fully implemented. • Project Managers need training and controls to support implementation of the data collection system.

  12. Learning & Growth Critical Measures

  13. Objective L1. Build a climate of trust Measure L.1.2: Project Manager time spent

  14. What does this Internal L& G tell us? • DCPM needs a better way of tracking time spent by Project Managers. • Once an improved system is in place, we should be able to identify how effectively we are using our professional resources. • An improved system will also help us identify the need for additional contract support. • An improved system will help us identify budget requirements for staffing.

  15. Financial Perspective Critical Measures

  16. Objective F1. Minimize unit costsMeasure F1.1 Compare Yr to Yr Service Cost to Construction $ “Soft” cost is the cost of the professional services on a project, including fee-for-service, construction quality management (CQM), costs of studies, and design. Louis Stokes Research Center, Building 50 Construction cost: $100,402,427 Soft costs: $15,041,343 Soft cost/Dollar construction: $.15 Bumpers Vaccine Research Center, Building 40 Construction cost: $29,119,328 Soft costs: $3,226,048 Soft cost/Dollar construction: $.11 East Day Care Center, Building 64 Construction cost: $3,800,000 Soft costs: $700,000 Soft cost/Dollar construction: $.18 Comparative figures from government and private industry* Navy, Soft cost/Dollar construction: $.12 (Was $.16 before soft costs were subsidized) GSA, Soft cost/Dollar construction: $.18 (Includes high-end AE/CM, plus average 6% FFS) Private Industry, $.16 (high-end AE/CM) *These figures were provided by Logistics Management, Inc. “High-end” figures were used to reflect that NIH facilities are, almost without exception, high-end projects that include laboratory and animal care space rather than just office or living space.

  17. What does this Financial data tell us? • It identifies the makeup of all the costs associated with DCPM delivery of services. • It helps establish baselines for ongoing and future project developments. • It provides some basis for comparison with other similar service organizations.

  18. Conclusions DCPM needs to adopt the EVM approach for qualified projects and have a consistent method of reporting schedule and budget across the project portfolio. Those capital projects not currently using EVM as a control need to have formal reporting criteria established to ensure that project status is accurately reflected. DCPM needs to have a more accurate means of tracking distribution of staff time. Our key initiatives for FY 04 and FY 05: Develop and Implement the Project Team Survey Establish reporting criteria for all capital projects Develop a Communications Protocol to ensure that customers, DCPM personnel, contractors/partners, and all stakeholders are up to date and fully knowledgeable about project status, and to help NIH senior management, and DHHS better understand our business.

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