Distribution Project/Program

ManagementDon Stanton, PMP

SWEDE ConferenceMay 10, 2007

Agenda

• Need for PM• Initial Project Management

measures• Need for more Project Management• Migration to Program Management• Process Improvement

Need for Project Management

• Initial need for formalized PM recognized

• Team formed to develop PM guidelines

• Guidelines to follow Project Management Institute (PMI) standards

Developing a PM Program

• Focused on PM principles and methodologies– Scope– Schedule– Budget guidelines– Defined R&R’s– Reporting– Templates

Practical Use of PM Program

• Focused on “large” distribution projects– Civic projects– Large System jobs

• Additional feeders, Rehabs, large circuit upgrades, pole replacement program

– Inter-related substation/feeder projects

– Large customer initiated projects

Large Customer Distribution Substation Conversion Project

Things worked well, but…

More PM Needed

• Increase in backlog of smaller projects

• Continued outside influences to be more competitive

• Resource constraints– Labor– Budgets

Evolution from Project Management

to Program Management

Evolution from Project Mgmt. to Program

Mgmt.Purpose:

• To address the existing backlog of distribution projects that caused a strain on our resources.

• To address all future civic and system improvement projects.

Staged Approach

• Stage 1 - Distribution Backlog • Primary focus is to alleviate the backlog.

• Three-pronged approach

• Stage 2 - Distribution Program Management• Address current and future distribution

projects• Drive accountability• Maintain current work load by fully utilizing

CPS Energy crews and flex with contract crews as workload varies

Distribution Backlog Stage 1

Three-pronged Approach

One: Current Backlog of Projects

• CPS Energy Crews• CPS Crews primary responsibility to focus on

customer work requests.• Secondary responsibility is to work on

System, Civic, and Maintenance jobs. • Contractor Crews

• Primary responsibility is to work on System and Civic jobs

• Maintain current work load by using contract crew to flex as workload varies.

Distribution Backlog Stage 1

Three-pronged Approach

Two: Pole Replacement Backlog Project

• Second contractor brought on board to focus mainly on backlog of Pole Replacement jobs (System improvements)• 125 Jobs assigned

Distribution Backlog Stage 1

Three-pronged Approach

Three: Recloser-Capacitor Project• Project developed for installation of approx. 50

Reclosers and 65 Capacitor Banks. • Devices and materials ordered and supplied

by CPS Energy• Contractor(s) to provide labor to install• Some could also be installed by CPS Energy

crews depending on workloads

Distribution Program Management

Stage 2

• Project Management facilitating a Distribution Process Improvement Team to develop the Distribution Program and to document the processes for assigning and tracking current and future distribution projects.

Program Management

Team• Stakeholders

– Project Management– Construction District Managers– Outside Services– Distribution Engineering– Distribution Planning– Purchasing/Stores– Utility Coordination

• Executive Sponsors– VP of Engineering– VP of Construction

• Additional team members may be “flexed” in as needed

Goals• Keep internal crews 100 % loaded

– The contractor crews will be “flexed” as work loads cycle to allow full utilization of CPS Energy crews

– Assignment of future projects to the proper crews based on the work loads

05

1015202530354045

CPS EnergyCrewsContractor Crews

TIME

Work load

Process Improvement

• Document current processes to identify possible areas of improvement

DESIGN(SAP/WMIS Planning)

Tracking w/in Areas(Engineering)

Note: Need Examples of all Reports used now

NOTE:MDS Maintenance

Make Ready(Communications)

WORK ORDER LISTGENERATED

(“Released to Construction)

PRIORITY LIST(Manual process by

OH Engr.)Subdiv, LCP

Dist, Civic, Syst.Make Ready

Note: possibleBreakout Team

NSD

CPS CENTERSReview Priority List

CREW WORKLOAD

Analyze& LeveledAssigned

OUTSIDE SERVICES

Gets Overflow(Proj. Mgm’t)

CONSTRUCT(“Scheduled”)

Tracking(Start/Finish Date)

Route Sheet - DistrictsSpreadsheet – OS Svs.

Note: Need Examples

As-Built/Close

Verify Complete(on time)

EN

D

DISTRIBUTION MANAGEMENT OVERHEAD CIVIC AND SYSTEM

PROJECTSCURRENT PROCESS MAP

APRIL 23, 2007

DESIGNER Tools Avail?

R. LujanJ. Trevino

PERMITS(City)

Reporting/TrackingPossible Breakout

Team

PLAN(Initiation of Work)

PERMITS(TXDOT,

Railroad,County, Historical, etc.)

SYSTEM(Internal)

Distr. Planning OH Engr.

(Pole InspectionCircuit PatrolMaintenance 10+ poles)

CIVIC(External)Util. Coord. OH Engr.

Project Management – Project Management Section

• Responsible for facilitating the process used to develop the plan for addressing future projects

• Make sure that the key stakeholders are involved and that the plan is followed

• Responsible for monitoring and reporting

progress

• Assist in solicitation and securing of additional resources as needed

Roles and Responsibilities

Engineering –

• Responsible for helping to identify projects and prioritize those projects for completion.

• Responsible for ensuring that the projects are planned, designed and released for construction and that all materials are available or ordered as necessary.

• Involved in helping to develop contracts for

outside contractor solicitation and selection.

Roles and Responsibilities (cont.)

Construction – Service Centers

• Responsible for securing internal labor resources and properly distributing their workload

• Possibly help provide internal inspection services for contractor constructed projects if necessary or resources are available

• May be involved in the solicitation and selection process of external contractors/resources

Roles and Responsibilities (cont.)

Construction Outside Services – ConstructionCoordinators

• Responsible for providing and directing additional contracted resources as needed

• Responsible for providing inspection services for all constructions projects as necessary

• Involved in the solicitation and selection process of external contractors/resources

Roles and Responsibilities (cont.)

Next Steps• Assign “Breakout Teams” to look

at the sub-processes (SME’s)– Reporting– Prioritization of Project– Resource Allocation

• Assigning projects• Resource loading

– Permitting

Next Steps• Map/document “new” processes• Implement new processes!

QUESTIONS• What type of project management

program do you have in place?• How do you report on project

progress/productivity?• Prioritization of projects?• How do you determine Resource

Allocation/crew loading?• Other discussion?