Developing Scope of Work & Developing Scope of Work & Schedules:Schedules:

Recommendations for Information Recommendations for Information Gathering & Decision-makingGathering & Decision-making

Gary Farnsworth, Area-Tech Center Manager, Region 4

References References OPD reference materials (Dave Lutz, Kelly Retzman) http://www.oregon.gov/ODOT/HWY/OPD/

Operational Notices:02, Project Development Decision Structure

03, Access Management in Projects

12, Communication Plans

14, Project Delivery Method (In-source/Outsource)

Day 3 & 4: ODOT Project Delivery Academy (Scoping & PD-02 Sessions)

ODOT Projects get Lots of ODOT Projects get Lots of Interest:Interest:Safety, Mobility, Access, Convenience

Reliability, PredictabilityMarkets: Economy, Recreation, EmergenciesConstructability, MaintainabilityQuality, Value, Financing, Stewardship, AccountabilitySchedules, Commitments, Performance MeasuresInnovation, Efficiency, Technical ExpertiseWorkforce – Jobs, Satisfaction, Health, DiversityEnvironment / Natural Resources / RegulationsCommunity / Social Values / Livability / AestheticsElection Cycles, Public Image, CommunicationFinancing

Many are Interested:Many are Interested:Operations & Maintenance StaffConstruction Staff / IndustryTechnical ExpertsODOT Motor Carriers / Rail / Development / Etc.Planning, Program ManagersOther State & Federal Partners / Decision-makers / LegislatorsFreight Industry, Emergency ServicesOTC, Cities, Counties, other jurisdictionsAffected Property / Business ownersMediaTraveling Public, visitors, special interest, etc.

What’s a Good Scope of What’s a Good Scope of Work?Work?How do we balance among all those

interested and all of their often competing interests?

How do we outline a plan to do the “Right Project” the “Right Way”?

How do we define “Teamwork”?

How do we gain budget / schedule / task buy-in, and minimize the risks?

How do we align with the funding “strings”?

Have a good Work Plan?Have a good Work Plan?Who’s on the initial team, who’s in charge, who makes decisions?

Who’s on the initial list of stakeholders?

What public/stakeholder involvement needs to be done during scoping?

What Traffic and Ground data is needed?

Is an Environmental Baseline Report needed?

Is R/W, Access, and Utility recon needed?

What other background data is needed?

How and when will the Recommendations be made, Deliverables be completed?

Start with a Public Start with a Public Involvement PlanInvolvement Plan

Describe as many stakeholders as possible

Find Leadership and Influence

Identify what information they need to have for meaningful input

Identify what information is needed from them to help us (e.g., other stakeholders)

Identify techniques for information exchange

Schedule the activities, staff, and other resources

Techniques: Who’s Techniques: Who’s Problem is it?Problem is it?

Absolutely must talk to the source (e.g., District Manager)

Completely draw out their perspective on the issue they’ve raised

Sure, let them talk about solutions if they’d like

Ask them about anyone they know of who might have further insight, data, or interest

Facts are important, but don’t rely on written narratives

Techniques: Bring Them Techniques: Bring Them TogetherTogether

Turn competing interests into opportunities

Dialogue allows learning, empathy, and shared ownership

Technical staff/team members are stakeholders

Expand the team (with those opposed?)

Begin establishing roles & relationships for life of the project

Stakeholder Stakeholder OpportunitiesOpportunities

Vision, Purpose & Need, Goals & Objectives!!!!

Help on recommending how project decisions should be made. Opportunity to build consensus along the way?

Learn about and/or avoid potential “deal-killers”

Build trust, while gaining broader perspective on Problem and Solutions

Help on Developing Public Involvement Plan recommendations for life of the Project

Learn about other Stakeholders / Contacts

Develop the Project Schedule focused on the Public Involvement Plan (tasks & milestones)

Developing Developing RecommendationsRecommendations

Can Recommendations by directly tied to specific Stakeholder Needs?

Refined Vision, Purpose & Need, Goals & Objectives?

Preferred Alternative, or Range of Alternatives, or Evaluation Framework / Criteria, or Next Steps for decision-making?

Performance Measures?

What are the key decision-making points in the process, and who needs to have input or be informed?

Who should make recommendations, who should make the decisions?

Developing Developing RecommendationsRecommendations

Other Change Mgt / Decision-making tools?

Steering Team? Project Team? Delivery Method(s)?

Communication Plan? Stakeholder Groups?

Environmental Classification / Requirements?

Access Management Strategy (Risks)?

Agreements?

Budget (Cradle to Grave, Risks)?

Schedule (Stakeholder & Budget based)?

Political Risks & Opportunities?

Media Risks & Opportunities?

Developing Developing Recommendations Recommendations

Material Source Issues?

Aesthetics / Roadside Development?

Value Engineering / Safety Audits / Construction Industry Input?

Construction Traffic Management & Staging Decisions, Constructability Reviews?

Freight Mobility?

Land Use Requirements?

R/W, Railroads, Utilities (Risks)?

Baselines & Expectations for QC/QA?

Developing Developing Recommendations?Recommendations?

What if we cannot reach a Preferred Alternative? Scope of Work is:

All perspectives of Vision, Purpose, Need

Criteria

Alternatives Evaluated or yet to be Evaluated

Work Completed

Decision-making Gaps

Next Steps (schedule, budget, resources, techniques, etc.)

Developing Developing Recommendations?Recommendations?What is Technical Design Criteria?

Attempt to Balance All Interests?

Why use Best Practices and Standards? (Production Efficiency, Minimizing Errors, Clear Communication to Builders / Regulators)

Design Speed, Traffic LOS, Design Vehicle?

Technical Expertise/Engineering = Innovation & Creativity?

Do we trade off Safety? Safety vs Liability?

Applying Travel Forecasts? Other Standards?

Project In-sourcing v Project In-sourcing v Outsourcing?Outsourcing?

Availability of In-House Staff

Budget impacts

Type of Project (specialized expertise may be required)

Geographic proximity for efficiencies, bundling, etc.

Schedule timing

Evaluation consultant contract type / phasing

Intergovernmental Agreements implications (e.g., TARO)

Construction timeline expectations

Political/Environmental climate