increasing the value of project management at txdot · increasing the value of project management...
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INCREASING THE VALUE OF PROJECT MANAGEMENT AT TxDOTMelba Schaus, P.E.
October 11, 2017
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Increasing the Value of Project
Management at TxDOT
With your help…
PPM Phone: 512-416-3333 (Help Desk)
PPM Email: [email protected]
Key TxDOT Goal
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Deliver the Right Projects(Get the right projects Ready–to–Let)
Project Management – The Gravity of the Situation
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Wrap Up and Questions
Table of Contents
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10-13
14-32
33-34
6-9Project and Portfolio Management (PPM)– Section Snapshot
PPM Project Manager Goals
Project Management Tools on District Projects
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2
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4
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PPM SECTION SNAPSHOT
PPM Section Services
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Training
Tools
Guidance
P6 Support Group
Peer Exchanges
Risk Workshops
Managing District Projects
Project and Portfolio Management Team Support
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25 Geographical Districts
Multiple Area Offices per District
20 + Divisions
12,000 Employees
100 Years of History
Project Management Services
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PPM PROJECT MANAGER GOALS
Goals of Project Managers – Mentoring
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LRD, BMT
Pairs PPM-PM with less
experienced District PM
PPM-PM works to develop
skill set of District PM
through OJT and
recommended classroom
training
Generally assumes same
responsibilities as traditional
model; but responsibilities
are shared
SJT, ODA, PAR, LFK, WAC, PHR,
YKM
Most closely resembles what
project management is thought
of in the district
PMs responsible for
coordination all aspects of the
project
May or may not include
development of scope and WA
PM introduces tools and
techniques that have been
developed by PPM
ELP, BRY
Typically pairs PPM-PM with
District PM
PPM-PM focus on
management aspects of
the project while District
PM focus on technical
aspects
PM introduces tools and
techniques that have been
developed by PPM
Traditional PM Model Support Model 1
BMT
Typically pairs PPM-PM
with District PM
PPM-PM serves as
behind the scenes
support to District PM
Has no interaction with
the consultant
PM introduces guides use
of tools and techniques
that have been developed
by PPM
Mentoring Model Traditional PM with
Mentoring Model
We are also piloting a new service to pair up inexperienced District PMs with PM
Services PMs for one-on-one mentorship, outside of a specific project.
PM Knowledge Areas
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The PM Knowledge Areas are based on
Project Management industry standards.
PM training, tools, guidance and support services are organized by PM Knowledge Area
Project Resource Management
Project Scope Management
Project Cost Management
Project Quality Management
Project Stakeholder Management
Project Integration Management
Project Time Management
Project Risk Management
Project Communication Management
Project Procurement Management
Tools and Best Practices
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Planning Execution Monitor /Control Close
Project Integration * ** **** ****
Scope Management *** ** *
Time Management ** * *** **
Cost Management * *** ***** **
Quality Management * **
Human Management * *
Risk Management **** ***** ** **
Procurement Management * ** *
Stakeholder Management ** *
Note: Project Initiation is typically not the responsibility of the Project
Manager. This process group includes identification of projects from various
sources, programming and identification of funding.
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PM TOOLS ON DISTRICT PROJECTS
Odessa – Status Meetings
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Planning Execution Monitor /Control Close
Project Integration * ** **** ****
Scope Management *** ** *
Time Management ** * *** **
Cost Management * *** ***** **
Quality Management * **
Human Management * *
Risk Management **** ***** ** **
Procurement Management * ** *
Stakeholder Management ** *
Odessa Status Meeting Successes – Project Reporting Templates
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Odessa Status Meeting Monitoring and Controlling
Project Integration
Project Status Meetings
- Project Reporting Template
- Risks and Issues
- Lessons Learned
Odessa Status Meetings
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PPM is currently managing 16
projects in Odessa District,
consisting of 21 WAs, and
already completed 3 projects.
6 Project Managers
Weekly 1-hr. status meetings:
-- Includes all PPM PMs
-- Odessa staff, including
Design Engineer, APD
Engineer, Environmental
Coordinator, Area Engineers
Consistency and communication is key.
Odessa Status Meetings
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Odessa Status Meetings
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consistency
and
communication
is the key to
everything.
El Paso I-10 Connect – Risk Management Workshop
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Planning Execution Monitor /Control Close
Project Integration * ** **** ****
Scope Management *** ** *
Time Management ** * *** **
Cost Management * *** ***** **
Quality Management * **
Human Management * *
Risk Management **** ***** ** **
Procurement Management * ** *
Stakeholder Management ** *
El Paso I-10 Connect – Risk Management Workshop Successes
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I - 10 Connect Execution
RiskRisk Identification
- Risk Workshop
El Paso I-10 Connect - Risk Management Workshop
Project phase: Alternatives development and after the project’s first public meeting.
Goals: For project team to document uncertainties, prioritize risks, develop response
and contingency plans for risks identified.
The 6-hour workshop covered:
– Project Overview
– Risk Workshop Overview
– Risk Identification & Assessment
– Development of risk register
• Responses/ identify risk owners /contingency plans
Attendees:
– Schematic Design / Environmental consultants
– District TP&D Director
– District support staff: Bridge, Design, Planning,
Programming & Funding
– Bridge Division
– PPM
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El Paso I-10 Connect - Risk Management Next Steps
Monitor and discuss at status meetings and progress meetings.
Update Risk Register as necessary.
Meet again with project team to assess Risk Register once we have identified a preferred alternative. Identify and/or retire risks if needed.
Current Snapshot:
– Started with 23 Risks in the register
– 3 of those risks identified are now issues – actively continue to monitor and resolve as issues
– 2 risks were retired
– 3 risks are accepted and no mitigation is proposed
Total of 15 risks remain
– 7 risks are active (on-going)
– 8 risks remain dormant
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El Paso I-10 Connect - Risk Workshop Value
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Pharr SH 107 –Closeout Meeting
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Planning Execution Monitor /Control Close
Project Integration * ** **** ****
Scope Management *** ** *
Time Management ** * *** **
Cost Management * *** ***** **
Quality Management * **
Human Management * *
Risk Management **** ***** ** **
Procurement Management * ** *
Stakeholder Management ** *
Pharr SH 107 –Closeout Meeting Successes
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SH 107 Pharr Close
Project Integration
Project Closeout Meeting
- Lessons Learned
- Closeout Checklist
Pharr SH 107 - Project Overview
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Scope: Widen from a 2 lane to a 4 lane undivided highway
within existing ROW and construct turnaround at overpass
(Length = 0.38 miles)
Let Date: April 2017 (Orig Nov 2016)
PS&E Consultant Contract: WA#4; SWA#1: (ROW Mapping &
SUE (Level A); SUE (Level B) in WA#4; SWA#2: Time Extension
Environmental: CE, Public Meeting, Soil Groundwater
Management Plan
Utilities: City sewer & water, phone, cable, electric, gas
ROW: 1 parcel (corner clip)
RR X-ing adjacent: RR Agreement required
Pharr SH 107 - Closeout Meeting Knowledge Transfer
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Pharr SH 107 - Documentation (PROJECTWISE)
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Pharr SH 107 - Risks, Issues and Lessons Learned
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Pharr SH 107 – Passing the Baton
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Pharr SH 107 - Close Out Meeting Value
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“I found the meeting to be beneficial. It helps the Area office
better understand the project. Many times construction PMs,
utility coordinators, and inspectors wonder why “X, Y, Z” is
being proposed a certain way. However, by allowing the area
office to be involve, it provides a better transition and allows us
to provide our input. Good meeting.”
- Assistant Area Engineer
I believe these type of meetings are necessary as a much
needed "hand-off" process from design to construction. The
meeting allows all information pertinent to the project to
be known by the construction management team.
- Area Engineer
Fundamentals of Project Management
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Successful projects don’t
just happen…
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Increasing the Value of Project
Management at TxDOT
With your help…
PPM Phone: 512-416-3333 (Help Desk)
PPM Email: [email protected]