Effective Project Oversight: Grantee Insights for Risk Mitigation & Management

1. ECTP Project Oversight Grantee Perspective TRB BRT Workshop July 22, 2008

2. Project Oversight • Risk Assessment • FFGA Readiness • Technical Capacity • Utility Coordination • Third Party Impacts

3. Risk Assessment • Initial assessment conducted in December 2003 • Status when Risk Assessment started • 60% plans and estimate completed • Vehicle acquisition ongoing • ROW acquisition just starting • 60% value engineering scheduled

4. Risk Assessment • Conducted by PMOC with facilitation by specialty consultant. • Three two-day workshops over three month period. • PMOC Draft Risk Assessment • GCRTA Risk Mitiagtion Plan • PMOC Risk Assessment Spot Report • Six month process

5. Risk Assessment • Initial unmitigated results • Budget $168.4 million • $169.2 – $179.8 million (10% - 90% range) • Schedule Revenue Operations Date December 2007 • June 2008 – May 2009 (10% - 90% range)

6. Risk Mitigation Plan • One month to prepare and submit to FTA • Focused on top ten cost and top three schedule items • Additional mitigating strategies such as revising budget and/or schedule

7. Risk Mitigation Plan

8. Risk Mitigation Plan

9. Risk Mitigation Plan • Mitigated Results • Budget $168.4 million • $157.2 – $169.0 million (10% - 90% range) • Schedule Revenue Operations Sept 2008 • May 2008 – April 2009 (10% - 90% range) • 80% Budget and 70% Schedule Probability • PMOC issues Final Risk Assessment

10. Risk Mitigation Plan

11. Risk Management Plan • GCRTA acknowledges the final finding of the Risk Assessment • Commit to adding a Risk Management Plan to our PMP • Included written plan and action register • Focused on top ten cost and top three schedule items • Action register updated monthly as part of PMOC visit and report. • Used as management tool

12. FFGA Readiness • Progress on Risk Management monitored frequently • FTA focused on key items • Vehicle Acquisition Contract • Utility Coordination/Agreements • Contractor Interfaces (Number of Contracts/Constructability) • Project Staffing/Technical Capacity

13. Technical Capacity • Key focus of FTA • Risk assessment showed areas of staff weakness • Hired additional in-house staff and added scope for consultant staff • Need to have best staff from supporting departments within agency

14. Utility Coordination • 21 Private and public utilities in the project limits • City of Cleveland does not have a right-of-way ordinance governing utilities • Standard agreement with private utilities with work authorizations for specific construction contracts • We paid for relocations they paid for betterments

15. Third Party Impacts • Cuyahoga County Duct Bank • City of Cleveland Utility Coordination • Cleveland Clinic Agreement • Adjacent Development Coordination

16. ECTP Project Oversight Grantee Perspective TRB BRT Workshop July 22, 2008