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Enhanced Project Management Implementation Workshop

Enhanced Project Management Implementation Workshop

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Enhanced Project Management Implementation Workshop

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  1. Enhanced Project Management Implementation Workshop

  2. 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

  3. Why Change? • We can get better • We must get better • Project management gets at the issues

  4. 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.

  5. 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.

  6. Vision Components • PM authority defined • Defined expectations • Performance reviews • PM governance • Scalable processes • Open communication • Portfolio & program management • Lessons learned • Training • Soft/hard skills required • PM’s supported • Clear roles/responsibilities • Continuous improvement • Consistent tool set & systems • Templates • PM Lifecycle Toolbox • TPCE database • PMIS

  7. 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.

  8. 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?

  9. Expectations – the HURT • To be added

  10. Roles • Portfolio management team • Program manager • Project sponsor • Project manager • Team members • Functional group managers • Project Management Office and Resource Centers

  11. Responsibilities

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

  13. Accountability • Basic thoughts for discussion to be added

  14. Competencies 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

  15. Transportation Project Lifecycle

  16. And Within Each Phase

  17. Project Management Processes • Initiating • List the processes • Planning • Managing & Directing • Monitoring & Controlling • Closing

  18. Project Charter • Authorize use of resources on project • Define objectives • Identify complexity and risk • Name project manager • Define authority • Obtain sponsor’s approval

  19. Example of Charter

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

  21. Examples of Minor, Moderate, Major

  22. 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

  23. Scope • Purpose – Project team knows what they are supposed to do • Describes: • The Product • The Process

  24. 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

  25. 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

  26. Scope - Management • Verification • 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

  27. 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

  28. Schedule - Process • Develop Work Breakdown Structure • Identify activities • Sequence activities • Estimate resources • Estimate durations • Develop schedule

  29. Schedule - WBS • Hierarchy • Deliverables • Work packages • 100% rule • Generic

  30. Show WBS Example

  31. 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

  32. Schedule - Sequence • Precedence • Finish to Start • Finish to Finish • State to Start • State to Finish • Dependencies • Mandatory (hard) • Discretionary (soft or preferred) • Leads and Lags

  33. 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

  34. 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

  35. 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

  36. Schedule - Control • Update frequency • Update process • Physical % complete • Remaining duration • Reports • Corrective Actions • Progressive elaboration • Schedule changes

  37. Budget – Cost Estimating • Total Project Cost Estimate • Basis • Base cost • Contingencies

  38. 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

  39. Budget – Cost Management • Cost reporting • Earned Value Management • Estimates to complete • Releasing contingencies • Budget changes

  40. Show Earned Value Graphic

  41. Quality • Plan quality requirements and activities and include them in schedule and budget • Perform quality assurance activities • Perform quality control

  42. 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

  43. Communications • Plan communications • Distribute info • Manage expectations • Report performance

  44. 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

  45. 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

  46. 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

  47. Risk Management - Quantitative • Detailed analysis that supports decision making in the presence of uncertainty • Various Techniques: • Three Point Estimates • Expected Value • Monte Carlo Simulation

  48. 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

  49. Risk Management – Monitor & Control • Review risk register at team meetings • Update risks at milestones or annually • Retire contingencies so money goes back to program

  50. Consultant Procurement