mn/dot’s cradle to grave estimating our cost estimating journey transportation estimators...
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Mn/DOT’s Cradle to Grave EstimatingOur Cost Estimating Journey
Transportation Estimators Association ConferenceOmaha, NE
Mike GinnatyDirector, Project Scoping and Cost Management
Cost Estimation and Cost Management
Cradle to Grave Estimating
• Why MN/DOT needed to change • What: Cost Estimating Project Overview• Implementation• Issues MN/DOT faced in implementation• Status of Implementation Items
Cost Estimation and Cost Management
Performance Measures
• Projects in 3rd (4TH) Year of STIP are let on time– FY 2008 65% of projects– FY 2007 76% of projects
• Projects in 1st Year of STIP are let in current year– FY 2007 92% of projects– FY 2008 82% of projects
• Percentage of projects let within +/- 10% of original 3rd year STIP construction estimate– FY 2008 28% of projects– FY 2006 29% of projects
Cost Estimation and Cost Management
Cost Estimating Issues/Concerns
• Emphasis on estimating
• Transparency
• Public Trust and Confidence
• Credibility
• Following Through on Commitments
Cost Estimation and Cost Management
Cost Estimating Process Improvement and Organizational Integration Project
Phase 1
Data Gathering
Oct 06 – June 07
Phase 2
Desired Solutions
&
Implementation Plan
July 07 – Dec 07
Phase 3
Reference Manual
Jan 08 – Dec 08
Phase 4
Training
June 08 – Dec 08
Cost Estimation and Cost Management
NCHRP Report 574 Cost Estimating and Cost Management Practices
• Make Estimating a priority by allocating time and staff resources
• Set project baseline cost early and manage throughout
• Communicate estimate meaning and uncertainty
• Protect estimators from internal and external pressures
• Complete every step in a structured estimating process
• Document estimate basis, assumptions, deviations
• Identify project uncertainties early and establish contingencies
• Perform estimate reviews and obtain management approvals
Cost Estimation and Cost Management
Cost Estimation Process Improvement and Organization Integration Project
• Created CE/CM vision for Mn/DOT • Developed Policies and procedures• Created an implementation plan • Developed a manual • Developed a training course • Completed this work December, 2008.
Cost Estimation and Cost Management
Organization Change/Integration
Vision
Resources
Accountability
Skills
Processes
Communication Incentives
Case for Change
Action Plans
Sustained Change
Training
Cost Estimation and Cost Management
Mn/DOT’s Vision for CE/CM
• Department-wide priority on estimating, managing and controlling costs
• Total Project Costs (including Engineering, R/W, Construction and other elements)
• Reliable and accurate estimates• Statewide uniformity and consistency• Improved communication and credibility with external
stakeholders• Clear accountability
Cost Estimation and Cost Management
CE/CM Policies
1. Project Cost Estimation Policy• Districts will have dedicated estimators• Estimates will be Total Project Cost Estimates
(TPCE)• Management approval required at gates
2. Uncertainty, Risk, and Contingency Policy• TPCE will identify risks and estimate contingencies• There is no program contingency, all contingency
will be at the project level• Unused contingency will be returned to the program
Cost Estimation and Cost Management
CE/CM Policies
3. Cost Estimate Communications Policy• All projects will have a Project Summary Report
(one-pager)• MN/DOT is only committed to projects in the STIP• Projects outside of STIP will be shown in ranges
4. Project Cost Management Policy• Projects will be managed against a Baseline Cost
Estimate• Use of contingency requires approval of Program
Manager
Cost Estimation and Cost Management
CE/CM Policies
5. Program Management Policy• Projects will be managed to the scope• Scoping marks the end of discovery• Change to Baseline Cost Estimate requires
approval of Transportation Program Investment Committee (MN/DOT Division Directors)
6. Emerging Issues (Not a policy in TRM)• Design-Build Projects• Special Programs/Funding, i.e. Chapter 152,
ARRA• CE/CM during construction
Cost Estimation and Cost Management
CE/CM Implementation Plan
1. Develop system to track and define TPCE elements2. Performance Measures and incentives3. Role and Responsibilities4. Communication of CE/CM5. Resources Requirements6. Technical Support7. Integration with Scoping initiative and others processes8. Accurately identify inflation impacts9. Identify and develop additional tools and databases10. Short-term Implementation (FY 2010, 2011, 2012)11. Reduce the use of Setasides in the SRC12. Emerging areas to be addressed
Cost Estimation and Cost Management
Technical Reference Manual Outline
• SECTION I INTRODUCTION (Vision for CE/CM)• SECTION II: ESSENTIALS (Foundation for CE/CM)
– Interaction of Project Development and CE/CM Processes– Policy statements– CE/CM Process – Key information Total Project Cost, Risk
and Contingency, Roles/Responsibilities
• SECTION III: Practice– Overview of Cost Estimating and Risk Methodologies– Cost Estimating/Cost Management procedures for
Planning, Scoping, Design and Letting
• SECTION IV: Appendix (Terms, Estimating Tools and Tips)
Cost Estimation and Cost Management
CE/CM Training
• Cost Estimating is 2 days• Cost Management is 1 day• Contract with University of Minnesota who is working
with Stu Anderson, Jennifer Shane and Keith Molenaar as the instructors
• Held first session August 17-19• Scheduled to complete the initial training by Summer,
2010• Session on September 28-30, 2009 will be taped and
sessions will be posted on our website
Cost Estimation and Cost Management
CE/CM Training Attendees
• Training is for estimators and others who provide information to estimators and project managers– Estimators– Managers– Functional managers– Project Managers
• Estimated need to train 400 people in the department
Cost Estimation and Cost Management
Cost Estimating TrainingAgenda
• Module 1 Cost Estimating: Why, When, Who, What, Where, and How
• Module 2 Project Development and Cost Estimating and Cost Management
• Module 3 Cost Estimating Overview • Module 4 Key Cost Estimating Tools• Module 5 Determine Estimate Basis• Module 6 Prepare Base Estimate• Module 7 Determine Risk and Set Contingency• Module 8 Review and Approve Estimate• Module 9 Determine Cost Estimate Communications• Module 10 Cost Estimating Training Summary
Cost Estimation and Cost Management
Cost Management TrainingAgenda
• Module 1 Cost Management: Why, When, Who, What, Where, and How
• Module 2 Project Development and Cost Estimating and Cost Management
• Module 3 Cost Management Overview • Module 4 Key Cost Management Tools• Module 5 Cost Management Based on Updating Cost Estimates • Module 6 Cost Management Based on Individual Changes • Module 7 Cost Management Training Summary
Cost Estimation and Cost Management
CE/CM Training Comments
• We didn’t emphasize letting estimates• We had a mix of people at the training from
estimators to managers• Performance measures need to be developed• Need to hear from top staff the reason for
change, why we are changing• We need to Minnesotaize the tools• Tie training slides to the manual• 3 days is a big commitment of time• This is not how we have done this• We don’t have the resources for this
Cost Estimation and Cost Management
Scoping Process
• Vision for New Scoping Process– Early– Comprehensive– Documented– Includes a Scoping Change Process
• Definition of Scoping: What’s In and What’s Out of a Project
Cost Estimation and Cost Management
Scoping Implementation
• Scoping Process was developed by Preconstruction Managers Group (PCMG)– Developed a process– Developed a manual – Provided training ahead of implementation
• Implementation was for FY 2012 projects in the 09-12 STIP
• All projects to be scoped using the new scoping process
• Measured results, 95% of projects in 2012 had an approved scoping document
Cost Estimation and Cost Management
Scoping Process Flowchart
October 13, 2008
Planning - Scoping - Programming Process 2008 (Refer to Scoping Narrative for detail)
Needs Identification
Identify Alternatives
Fiscal/other constraints
Compiled List of Projects
("Long" List) Define PurposeDevelop Cost
Estimate Range
Compile List of Approved Scoped
ProjectsSTIP
Project Programming
Fiscallyconstrained list /
ATP Process
Project ChangeProcess
LETTING
Project Planning
Compiled List("Short" List)
Issue Resolution and Agreement on
Scope
Refine project schedule
Finalize Project Scoping Report
Project Scoping
Issues + cost compiled by topic on Draft Scoping
Report
Approval of Final Scoping
Report
Scoping Worksheets
Prepare Baseline Cost
Estimate
Develop Preferred Alternative
Develop Alternatives(See HPDP)
ProjectDevelopment
3.33.1
Draft Project Planning Report
Assign PM
Candidate Projects
Selected Projects
Alternative Selection
Detailed Scoping
2.1
No
Yes
No - Project Needs
Rescoping
Continue
Stop
Yes
No
Continue
Stop
3.4
1.51.6 1.7 1.8
1.9
1.10
1.11
2.22.3
2.4 2.5 2.6
2.7 2.8 2.9 2.10
No
ID Needs
1.1
Compiled List of Needs
("Needs" List)
1.2
Define Project Concept
1. Assume Fix2. Rough Cost
Estimate1.3
Fiscal/other constraints
1.4
Create project in PPMS, obtain SP# 1.12
Project Planning Report
1.13
Letting Planned and >5 Years Out
1.14
HIP
1.15 Analysis of effect on performance
trends3.2
Purpose & Need Change
4.2
Scope, Cost, Time Change
4.1
Project Change Request Form
4.3
Program Evaluation Form
4.4
Change Approved
Yes
No
Yes
Yes - Approved
OrNo -
Remains Unchanged
4.5Fund
Don’t Fund
Baseline Cost Estimate
Baseline Change Process
Cost Estimation and Cost Management
Scoping Implementation –Remaining Challenges
• Focusing on earlier coordination, especially with external stakeholders
• Need for Risk Management Plans
• Shifting resources to earlier in Project Development
• Ensuring change is sustained through continued training and resources
Cost Estimation and Cost Management
Mn/DOT Scoping and Cost Estimating website
www.dot.state.mn.us/cost-estimating
Operational Fall, 2008Includes the Manual, Tools and other information
for Scoping and CE/CM
Cost Estimation and Cost Management
Project Scoping and Cost Management Office
• Created July, 2008• Created from the work on the Cost
Estimating Project• Heighten exposure of the CE/CM effort• Currently have 4 positions filled,
Director, Scoping Section Director, Bundle Steward, TTAA (Taxpayer Accountability Act)
Cost Estimation and Cost Management
CE/CM Implementation Requirements
• Directive by Commissioner in October, 2008• Chapter 152 Projects (10 Year Program)
– Legislative program in Spring, 2008– Scopes and TPCE’s completed by Dec 1, 2008– One-pagers completed by Dec 15, 2008
• 10-13 STIP Projects– Scopes and TPCE’s completed by April 24, 2009– One-pagers completed by May 1, 2009
Cost Estimation and Cost Management
Implementation Issues
• We did not have– TRM (Technical Reference Manual)– Training– Limited formal experience with risk assessment– No estimate tracking system (limited tracking in
PPMS)
• We did have– Experience with cost estimating (we are good at
estimating what we know)– Generally are later estimates are very good
Cost Estimation and Cost Management
Implementation Kit
• Developed Implement Kit including– TPCE Spreadsheet – One Pager format and example– Risk Fact Sheet– Risk/Contingency Guidance– Risk Register – Contingency Chart
Cost Estimation and Cost Management
Risk Management Training
• Conducted Cost Risk Assessment Value Engineering (CRAVE) Workshops– Conducted on 13 Major bridge projects
with cost ranges $50-700M– Projects were from across the state
(District 2, District 6, District 7, Metro)– Participants were from various districts
Cost Estimation and Cost Management
Implementation Results
• Chapter 152 Projects– Districts delivered 100% of projects having
scoping documents, TPCE and one-pagers
• FY 10-13 STIP Projects– Districts delivered 94% of projects having
scoping documents, TPCE and one-pagers
Cost Estimation and Cost Management
Organization Change/Integration
Vision
Resources
Accountability
Skills
Processes
Communication Incentives
Case for Change
Action Plans
Sustained Change
Training
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansResistance
Skills
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansFragmented
Skills
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansAnxiety
Skills
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansFrustration
Skills
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansConfusion
Skills
Cost Estimation and Cost Management
Enabling Change
Vision
Resources
Accountability
Training
Processes
Communication Incentives
Case for Change
Action PlansUnsustained
Skills
Cost Estimation and Cost Management
Issues/Concerns
• Project Summary Reports (One-Pagers), where to store
• Tool Development, Minnesotaize the tools
• TPCE Tracking System
• Risk and Contingency Training
• Management wants the “Right estimate”, what is “Right”?
Cost Estimation and Cost Management
Keys to Mn/DOT’s Success
• We need to become a Risk Management Organization
• Emphasis on scoping• Need to increase our effort on scoping
projects• The end of scoping is the end of discovery.• Management is looking for “Right Estimate”,
need to define “Right”• Retirement of Contingency
Cost Estimation and Cost Management
CE/CM Implementation Progress
1. Develop system to track and communicate TPCE• Define TPCE elements (needs more work)• Group TPCE elements (TPCE Spreadsheet)• Define and develop tracking system (Project Summary Report)• R/W Estimating process• Engineering Estimating process (PET, TTAA position)• Tracking of estimates, comparing estimates to actual
expenditures (Bundle Project)
2. Performance Measures and Incentives• Developing performance measures (Fall, 2009, CTS Transition
Contract) • Tracking who needs training and who has completed
Cost Estimation and Cost Management
CE/CM Implementation Progress 3. Roles and Responsibilities
• Define role of Office (CTS Transition contract)• Define the role of districts responsibility (somewhat defined in
policies)
4. Communication of CE/CM• Communication plan (updating as part of CTS Transition contract)• Part of the CE/CM training• Role of Office• Presentation at meetings (functional areas, management, TEA)
5. Resources Requirements• Partially in role Office• District Estimators• Earned Value Management (Resource loaded schedules)
Cost Estimation and Cost Management
CE/CM Implementation Progress
6. Technical Support• CE/CM Training (starting)• Project Management Peer Review
7. Integration with Scoping Initiative and other processes• Completed Scoping Process integration Fall, 2008• Other processes include utilities, Program development• R/W Estimate
8. Accurately Identify Inflation Impacts• Identified process for applying inflation working with Office
of Investment Management
Cost Estimation and Cost Management
CE/CM Implementation Progress
9. Identify and develop additional Tools and Databases• Project Summary Report (one-pagers)• Risk Management• Accelerated projects, working with D-B, major bridges scoping
efforts
10. Short-term Implementation (FY 2010, 2011, 2012)• This was the actual implementation
11. Reduce the use of Setasides in the SRC• Identifying projects earlier in STIP• Still work to be done
Cost Estimation and Cost Management
CE/CM Implementation Progress
12. Emerging areas to be addressed• Design-Build projects• Special programs (ie Chapter 152) • Scope reviews• CE/CM during construction
Cost Estimation and Cost Management
Mn/DOT Scoping and Cost Estimating website
www.dot.state.mn.us/cost-estimating
Cost Estimation and Cost Management
Thank you!I appreciate your interest in learning
about our Cost Estimating/Cost Management
Journey
Michael Ginnaty, P.E.
Director, Project Scope and Cost Management Office
Email: [email protected]
Phone: 218-846-3604