Enhanced Project Management Implementation Workshop

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

Why Change?

• We can get better• We must get better• Project management gets at the issues

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.

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.

Vision Components

• Training• Soft/hard skills required• PM’s supported• Clear roles/responsibilities • Continuous improvement

• PM authority defined• Defined expectations• Performance reviews• PM governance • Scalable processes• Open communication• Portfolio & program

management• Lessons learned

• Consistent tool set & systems

• Templates• PM Lifecycle Toolbox• TPCE database• PMIS

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.

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?

Expectations – the HURT

• To be added

Roles

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

Centers

Responsibilities

Authority

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

Accountability

• Basic thoughts for discussion to be added

CompetenciesTeam work, conflict management, assemble/lead teams, partnering, political savvy

Collaborative leadership, decisiveness, understand detail/larger perspectiveOral communication, written communication, interaction with the public and/or mediaProblem 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

Transportation Project Lifecycle

And Within Each Phase

Project Management Processes

• Initiating– List the processes

• Planning• Managing & Directing• Monitoring & Controlling• Closing

Project Charter

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

Example of Charter

Project Management Plan• Collection of subsidiary plans

• Scalable• Approved by sponsor

Examples of Minor, Moderate, Major

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

Scope

• Purpose – Project team knows what they are supposed to do

• Describes:– The Product– The Process

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

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

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

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

Schedule - Process

• Develop Work Breakdown Structure • Identify activities• Sequence activities• Estimate resources• Estimate durations• Develop schedule

Schedule - WBS

• Hierarchy• Deliverables• Work packages• 100% rule• Generic

Show WBS Example

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

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

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

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

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

Schedule - Control

• Update frequency• Update process– Physical % complete– Remaining duration

• Reports• Corrective Actions• Progressive elaboration• Schedule changes

Budget – Cost Estimating

• Total Project Cost Estimate• Basis• Base cost• Contingencies

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

Budget – Cost Management

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

Show Earned Value Graphic

Quality

• Plan quality requirements and activities and include them in schedule and budget

• Perform quality assurance activities• Perform quality control

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

Communications

• Plan communications• Distribute info• Manage expectations• Report performance

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

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

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

Risk Management - Quantitative

• Detailed analysis that supports decision making in the presence of uncertainty

• Various Techniques:– Three Point Estimates– Expected Value– Monte Carlo Simulation

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

Risk Management – Monitor & Control

• Review risk register at team meetings• Update risks at milestones or annually• Retire contingencies so money goes back to

program

Consultant Procurement

Project Execution

• Information – getting info to the right people at the right time

• Workflow – ensuring that people are working on the right things at the right time

• Decisions – ensuring issues are resolved in a timely way

Monitor & Control• Monitoring– Scope for refinements, deliverables, changes– Schedule for updates, deviations, changes– Budget for expenditures, overages, changes– Risks for changes (add, retire, probability, impact)– Issues for resolution– Team for performance – Lessons Learned

• Deviations from the Plan• Changes to the Plan

Project Change ManagementImpact of Change on Project:

Low Medium High

Scope/Design Change to details within work package

Change to scope that affects other work packages

Change to approved scope

Schedule Change only affects functional group activities

Change requires duration changes by other functional groups or fast tracking

Change to major milestones (Env Doc, Letting, Open to Traffic)

Budget Change managed within assigned work package budget

Change managed within assigned project budget

Change to project budget

Approved by: Functional Group Supervisor

Project Manager (with team participation)

Project Sponsor

Communicated to:

Functions that use work package & PM

Whole project team Stakeholders as needed

Project Change Management

• Low level changes are made at the functional group level and communicated through amended project documents

• Medium level changes are identified as issues, made by the project manager and team, and communicated in the method defined in the PMP

• High level changes are identified as issues, requested through a change request, approved by the project sponsor

Project or Phase Closeout

• Files• Documents that get passed on to next phase• Contracts• Lessons learned

Primavera P6

• Will add schedule and diagram?• Tom?

PM Enhancement Guidance Structure

Executive Sponsors:Mike Barnes/

Jon Chiglo

Operational Sponsor:Mike Ginnaty

Program Manager:

Jeff Brunner

Program Advisory

Core Team

Projects

Project Sponsor:Variable

Project Manager:Variable

Program Structure Project Structure

Project Advisory Team

Project Production

Team

Project Review Team

Enterprise Project GovernancePortfolio: Collection of projects, programs, and other work grouped together to facilitate effective management to meet strategic business objectives.

Program: Group of related projects coordinated to obtain benefits and control not available from managing them individually.

Project: A temporary endeavor undertaken to create a unique product, service, or result.

In Summary…

• PM responsible for

Scope, schedule, budgetProject charter, PMP, change

management, conflict and project risk Remember, these elements are scalable

to your project!

In Light of New Expectations…

• 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?