central federal lands highway division consultant work session common goal – deliver our program...
TRANSCRIPT
Central Federal Lands Highway DivisionCentral Federal Lands Highway DivisionCONSULTANT WORK SESSIONCONSULTANT WORK SESSION
•Common goal – deliver our program -- OPEN DIALOG TODAY
•Expectations -- what we owe you–Clear leadership on projects
–Clear guidelines, criteria and standards
–Spirit of cooperation with high expectations
–Fairness including profit
–Opportunity to be proactive and accountable as engineers
•Expectations -- what you owe us–Well managed and coordinated deliverables
–Quality assurance and oversight – including subs– through out
–Fair proposals
–Timely deliverables
–Accountable engineers
A/E Partner Process Improvement MeetingA/E Partner Process Improvement MeetingAAgendagenda
• IntroductionsIntroductions• Project Manager Roles and Consultant ExpectationsProject Manager Roles and Consultant Expectations• A/E Oversight Guidelines and Roles (Attached)A/E Oversight Guidelines and Roles (Attached)• Standard Scope of Work Sections (Attached)Standard Scope of Work Sections (Attached)• Scoping Report Outlines (Attached)Scoping Report Outlines (Attached)• QA/QCQA/QC
– Milestone Checklists (Attached)Milestone Checklists (Attached)– QA/QC Plan Evaluation and AuditsQA/QC Plan Evaluation and Audits
• BreakBreak• Road Inventory Project (RIP) Data and Resource AvailabilityRoad Inventory Project (RIP) Data and Resource Availability• Project Manager (PM) Areas and Future ProgramProject Manager (PM) Areas and Future Program• Data AvailabilityData Availability• Open DiscussionOpen Discussion• CloseoutCloseout
CFL PS&E Delivery
0
20
40
60
80
100
120
140
160
180
2001
99
7
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
Fiscal Year
$M
illi
on
# Projects
CN Cost
Resources to Deliver PS&Es (30% Oversight in FY2005)
0
50
100
150
200
250
300
350
1998 1999 2000 2001 2002 2003 2004 2005
Fiscal Year
Re
so
urc
es O Agency
A/E
Oversight
Production
Resources to Deliver PS&Es (15% Oversight in FY2005)
0
50
100
150
200
250
300
350
1998 1999 2000 2001 2002 2003 2004 2005
Fiscal Year
Re
so
urc
es O Agency
A/E
Oversight
Production
PE Amount (30% Oversight in FY2005)
$0
$5
$10
$15
$20
$25
$30
$35
1998 1999 2000 2001 2002 2003 2004 2005
Fiscal Year
Mill
ion Agreement
A/E
Internal
PE Amount (15% Oversight in FY2005)
$0
$5
$10
$15
$20
$25
$30
$35
1998 1999 2000 2001 2002 2003 2004 2005
Fiscal Year
Mill
ion Agreement
A/E
Internal
Functional Organization
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
Chief Executive
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Project Coordination
Project Organization
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
Chief Executive
Chief Executive
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Coordination
Weak Matrix Organization
Project Coordination
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
Chief Executive
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Balanced Matrix Organization
Project Coordination
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
Project Manager
Project Manager
StaffStaff
StaffStaff
StaffStaff
Chief Executive
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Functional Manager
Strong Matrix Organization
Project Coordination
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
StaffStaff
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Project Manager
Chief Executive
Chief Executive
Functional
Manager
Functional
Manager
Functional
Manager
Functional
Manager
Functional
Manager
Functional
Manager
Manager of Project
Managers
Manager of Project
Managers
Project Leadership
PROJECT MANAGER
Project Delivery Relationship ModelProject Delivery Relationship Model
InternalDESIGN TEAM
LEADER
A/E PROJECT MANAGER
Outsource
"Turn
key"
Bridge
Design
Environment
Geotech
Hydraulics
Safety
Surveys
Bridge
Design
Environment
Geotech
Hydraulics
Safety
Surveys
Project Leadership & Direction
Solicit Resource Center and FHWA Technical Assistance
Guide Strategy Development
COTR on comprehensive T.O.
Establish & Balance Project Risks
Technical A/E Support
Manage through Construction
Lead External Client/Agency Interaction
Secondary Technical Support
Coordinate with Program Function
Establish & Coordinate Acquisition strategies
Establish & Manage Scope, Schedule, Budget and Quality
Represent Project to FHWA Management
Lead/Manage involvement and review
Project Delivery Relationship Project Delivery Relationship ModelModel
OutsourceOutsource
Bridge
Design
Environment
Geotech
Hydraulics
Safety
Surveys
PROJECT MANAGER
PROJECT SUPPORT TEAM
A/E PROJECT MANAGER
Bridge
Design
Environment
Geotech
Hydraulics
Safety
Surveys
Project Leadership & Direction
Solicit Resource Center and FHWA Technical Assistance
Guide Strategy Development
COTR on comprehensive T.O.
Establish & Balance Project Risks
Technical A/E Support
Manage through Construction
Lead External Client/Agency Interaction
Secondary Technical Support
Coordinate with Program Function
Establish & Coordinate Acquisition strategies
Establish & Manage Scope, Schedule, Budget and Quality
Represent Project to FHWA Management
Lead/Manage involvement and review
PROJECT MANAGER
Project Delivery Relationship Project Delivery Relationship ModelModel
In-houseIn-house
DESIGN TEAM LEADER
Bridge
Design
Environment
Geotech
Hydraulics
Safety
Surveys
Coordinate with Program Function
Establish & Coordinate Acquisition strategies
Project Leadership & Direction
Solicit Resource Center and FHWA Technical Assistance
Guide Strategy Development
Establish & Manage Scope, Schedule, Budget and Quality
Establish & Balance Project Risks
Represent Project to FHWA Management
Lead/Manage involvement and review
Technical A/E Support
Manage through Construction
Lead External Client/Agency Interaction
Secondary Technical Support
Post Design Service for Full Service Projects
95% Primary – COESecondary – PM/PE
Coordinate with Contracts
Under 30K and routine
Over 30Kand
indeterminate
COTR – COECOTR – PM or PE
Identify Scope of
Post Design Construction
BPA
FFPif very
clearly defined
EXECUTEPost DesignConstruction
Support
CPFF
Any $
Between bid opening and award
To Contractor
PE logand screen
PECompletein Field
PE/COEforward to
A/E with Guidance
PE Consolidate response & respond
to contractor
PE/COE & PM coordinate
EXECUTEPost Design
Services
ContractorSubmitted
Simple & routine Technical scope change
To A/Ewith Guidance
Require Continuity
of Eng of Record
Post Design Support Key Thoughts
•Budget and Code as ’52 account – CE
•Not to correct errors and omissions (E&O)
•Ensures continuity of engineering through construction
•Requires continuity of management from FHWA
•Requires advance planning and coordination (PM and COE)
•Can still engage our internal resources as needed
(PE is not alone)
Need Team to Finalize Details
