part project management plan - piedmont authority … ptrm model will be developed in transcad 5.0...

PIEDMONT TRIAD FREIGHT STUDY: PHASE 2

PROJECT MANAGEMENT PLAN

Version 1.0

1/5/2016

CLEARBOX FORECAST GROUP, PLLC

THE CORRADINO GROUP, INC

RSG, INC

Triad Freight Study Ph 2: Project Management Plan Version: 1.0

Revision Date: 1/5/2016



VERSION HISTORY This section documents the development and maintenance of the project management plan. Prior to the onset of the freight study, Version 1.0 was developed. During the completion of the project, changes may be necessary due to issues with project deliverables, staffing (client and consultant), and data needs. The table below is intended to track modifications to the document made through the course of the project.

Version #

Implemented

By

Revision

Date

Approved

By

Approval

Date

Reason

1.0 Craig Gresham 1/5/2016 <name> <mm/dd/yy> Initial PMP development



TABLE OF CONTENTS

1 INTRODUCTION ....................................................................................................................... 1

Project Purpose ............................................................................................................... 1 1.1

Purpose of Project Management Plan ............................................................................ 2 1.2

2 EXECUTIVE SUMMARY OF PROJECT CHARTER .......................................................................... 2

Project Background ......................................................................................................... 2 2.1

Project Tasks .................................................................................................................... 3 2.2

Assumptions/Constraints ................................................................................................ 4 2.3

3 SCOPE MANAGEMENT............................................................................................................. 6

Project Roles and Responsibilities ................................................................................... 6 3.1

Project Scope Addendum Process ................................................................................... 7 3.2

Task Responsibilities ...................................................................................................... 10 3.3

Data Support Responsibilities ....................................................................................... 10 3.4

PMP Update Process ..................................................................................................... 11 3.5

4 SCHEDULE/TIME MANAGEMENT ........................................................................................... 11

Milestones ..................................................................................................................... 11 4.1

Project Schedule ............................................................................................................ 12 4.2

Meeting/Presentation Schedule ................................................................................... 13 4.3

Work Breakdown Structure ........................................................................................... 13 4.4

Project Critical Dependencies ....................................................................................... 13 4.5

5 COMMUNICATIONS MANAGEMENT ...................................................................................... 16

Project Communication Matrix ..................................................................................... 16 5.1

Project Meeting Schedule ............................................................................................. 17 5.2

Project Reporting Schedule ........................................................................................... 17 5.3

6 COST/BUDGET MANAGEMENT .............................................................................................. 17

7 RISK MANAGEMENT .............................................................................................................. 17

8 QUALITY MANAGEMENT ....................................................................................................... 18

9 STAFF MANAGEMENT ........................................................................................................... 18

10 ISSUE MANAGEMENT PLAN ................................................................................................... 19

11 PROJECT CONTACTS .............................................................................................................. 21


Revision Date: 1/5/2016 Page 1

1 INTRODUCTION

PROJECT PURPOSE 1.1

The Piedmont Authority for Regional Transportation (PART), in cooperation with North Carolina Department of Transportation, Greensboro Urban Area MPO, High Point MPO, Burlington-Graham MPO, and Winston-Salem MPO, has select the Clearbox Forecast Group team (Clearbox Forecast Group, The Corradino Group, and Resource System Group) to enhance the Piedmont Triad Regional Model (PTRM) Freight Model component.

The Clearbox Team understands that the purpose of the project is to develop and integrate an advanced freight component to the Piedmont Triad Regional Model Version 4.0 (PTRM4.0) based on the recommendations enlisted in Phase 1 of the Piedmont Triad Freight Study. This freight component will replace the existing trip-based commercial vehicle model in the PTRM.

The freight study is broken into four primary tasks:

Development of Project Management Plan/Data Assessment

Development of Advanced Freight Model

Integration of Advanced Freight Model into PTRM

Model documentation and Training

The proposed advanced freight model has three primary components that together reflect vehicular freight activity in the Piedmont-Triad Area:

1) Regional Freight Truck-Touring Model - simulates truck movements within the

PART region that deliver and pick up freight shipments at business establishments

2) Regional Commercial Vehicle Touring Model - simulates the remainder of the

travel of light, medium, and heavy trucks that is for commercial purposes, i.e.,

providing services and also goods delivery to households, within the PTRM region

3) Long Distance Freight Flow Model – utilizes the NCSTM to provide the upper level

flows required by the bi-level model structure, providing external-external,

external-internal, and internal-external truck movements

The completed project will calibrate and validate PTRM freight movements to a newly published version 5.0 for transportation planning and project development use of NCDOT and local MPO’s to accurately replicate existing and predict future traffic volumes on the transportation system. The PTRM Model will be developed in TransCAD 5.0 r4, Build 2110. This is the latest (and final) version of TransCAD 5. TransCAD 6 is not recommended at this time due to the time and effort needed to upgrade the model to the new version. Assuming a mid-January notice-to-proceed, the model and model training will be completed by November 18th, 2016.



PURPOSE OF PROJECT MANAGEMENT PLAN 1.2

The Project Management Plan (PMP) serves as a guide for the implementation of the Triad Freight Study: Phase 2. It documents assumptions and decisions related to communications, the management process, and overall project execution. It serves as a tool to clearly define roles, responsibilities, and procedures that will help complete the subject study 1) within schedule, 2) within budget, and 3) of good quality.

The Project Management Plan addresses all phases of the project and serves as a tool to proactively manage the project through the life of the project, with considerations as to what risks lay ahead during the model development and strategies to overcome each risk. Through the PMP, the Consultant and the Client have established key criteria and expectations for what defines the successful delivery of an updated PTRM with an advanced freight model component.

2 EXECUTIVE SUMMARY OF PROJECT CHARTER On October 12, 2015 a Request for Qualifications (RFQ) was advertised by PART to select a qualified freight and logistics consultants for a Piedmont Triad Regional Model (PTRM) Freight Modeling Enhancement Project.

The RFQ describes the purpose of the project as:

“The purpose of this project is to develop an enhanced freight component for the Triad Region's PTRM. The primary approach is to transfer an existing tour-based freight model of other regions, or to develop a new tour-based model most suitable for the PTRM. The PTRM, as presently structured, utilizes the Commercial Vehicle sub-model, developed based on the 1995 commercial vehicle survey. It facilitates the employment data to estimate commercial vehicle trips, which deliver goods and service.

Given that the Piedmont Triad region is one of the world’s largest transportation and logistics clusters the objective of this project is developing an advanced freight truck sub-model as described under Phase 2. The Phase I project was completed in 2014-2015. The referenced project “White Paper” is available for your review. The expected delivery for consideration of this solicitation will focus primarily on Phase 2.”

PROJECT BACKGROUND 2.1

The RFQ listed these primary issues as needs to address with freight model enhancements:

Federal legislation, known as MAP-21, highlights the need to improve knowledge and

incorporate freight related activities into planning in the United States. The US DOT has

created a Freight Advisory Committee to provide multi-modal freight-focused inputs for

policy and design issues. North Carolina has not yet formed a similar advisory committee.

The NCDOT Strategic Mobility Formula requires data-based planning and accommodation

for multi-modal solutions including freight projects.

Transportation and logistics companies do NOT create markets - they serve them. The

Piedmont Triad supply-chain cluster has emerged from serving the significant

manufacturing sector. This cluster continues to grow.



Currently, the PTRM uses a separate sub-model to estimate internal commercial vehicle

trips. The model consists of vehicle specific functions during the trip generation and

destination choice stages of the model. The three commercial vehicle modes are

vans/autos, pickups and trucks. The commercial trip purposes are combined with all other

trips during the Highway Assignment model.

Recommendations for freight model types were developed for the PTRM through the

Phase 1. It is described in the white paper “A freight model framework for the Triad”.

The PTRM covers the counties of Alamance, Davidson, Guilford, Rockingham, Forsyth, and

portions of Orange, Randolph, Davie, and Stokes Counties.

PROJECT TASKS 2.2

The RFQ lists three primary tasks for a successful completion of this project:

1) Develop Project Management Plan

2) Scope of Work (Advanced Freight Model Development)

3) Final Report

For completion of the project, the Consultant team has further delineated the required project tasks. The contractual scope of work dated January 19, 2016) describes the project tasks as:

1.a. Project Management Plan

1.b. Input Data Assessment

1.c. Model Support Data Development

1.d. Update Model Network

2.a. Develop Detailed Freight Tour Framework

2.b. Develop Regional Freight Truck-Touring Model

2.c. Develop Regional Commercial Vehicle Touring Model

2.d. Develop Long Distance Freight Model

2.e. Freight Model Report

3.a. Update Model Skimming Procedure

3.b. Replace Existing Freight Components

4.a. Update Tour Model to Targets

4.b. Model Validation

5. Freight Model Forecasting/Guidelines

6. Future Model Sensitivity Tests

7a. Final Report

7b. Model Training and PTRMv5 delivery



The final deliverables for the Phase 2 freight study are:

Freight Model Development & Integration Documentation

Updated PTRM User’s Manual

PTRMv5 Model Installation Files and complete package of input and working files, 5 CDs with

documentation and user’s manual.

ASSUMPTIONS/CONSTRAINTS 2.3

The Project will be completed with the following assumptions:

1) PART and stakeholders will provide support data for development and calibration of the advanced freight model, including but not limited to:

a. Freight Node Database (major warehouses, intermodal yards, distribution centers)

b. InfoGroup employment database (point location database with NAICS classification data)

c. All available 2013 classification traffic counts for the area

d. Supplemental traffic classification counts if mutually deemed necessary for calibration by the Consultant team and the Client

e. TREDIS forecasts if available from NCDOT, or other long-range economic forecasts for the region

f. Transearch Commodity Flow database and forecasts if available

g. NPMRDS data for truck speed validation (validation of bottleneck/delay locations)

h. Weigh in motion data set, if available

i. Confidential rail waybill sample data, if available

2) The Consultant team will provide the following data:

a. Freight model framework for borrowed models (estimated and calibrated models and application software code)

b. Calibration tabulations for truck tour patterns, stop durations, etc., derived from the Ohio Establishment Survey

c. Freight Analysis Framework data and forecasts (both FAF 3.5 and FAF 4 are available from FHWA)

d. BEA Input Output tables

e. Commodity Flow Survey tabulations for calibration

f. Public use rail waybill sample data if confidential cannot be obtained

3) Data collected in Phase 1 will be analyzed to support development of an advanced freight model



4) The advanced freight model component will be “borrowed” and adapted for the PTRM model

5) The advanced freight model will be integrated into the PTRM interface and model stream

6) A Methodology for predicting future input to the freight model will be provided, but additional future input data will not be prepared as part of this effort

7) Some minor recalibration of the PTRM model passenger travel components may be necessary, but the destination choice/mode choice models will not be re-estimated as part of this project

8) The adapted model will be calibrated to 2013 base year for the PTRM using the input data from PTRMv4 and additional input data acquired as part of this project



3 SCOPE MANAGEMENT The project scope management plan describes how the scope is defined, monitored, controlled and verified. It documents the process for evaluating whether or not a request is within the contract’s scope or now, and how requests for contract addendums are prioritized. It is especially crucial in this type of project where there are many unknowns with regards to the abundance and quality of input data to develop an advanced freight model.

The scope management plan is intended to manage the three critical elements of a successful project: schedule, budget, and quality.

PROJECT ROLES AND RESPONSIBILITIES 3.1

Table 1 outlines the roles and responsibilities for the management of the scope for the Piedmont Triad Advanced Freight Study: Phase 2.

Table 1. Project Roles and Responsibilities

Role Participant Responsibilities

Client (PART) PM

Mark Kirstner Initiate Requests for additional Services

Participate in definition of scope of additional services

Evaluate requests for additional services to determine if

they follow within the contracted scope

Prioritize additional services

Client (PART) Modeler

John Kim Communicate with stakeholders regarding stakeholder

data/scope responsibilities

Review determination of project effort request within

scope limits

Negotiate delivery dates for scope deliverables

Determine if scope deliverables have been achieved

Consultant PM

Craig Gresham Oversee completion of approved scope work and

deliverables

Determine if project effort is within scope of project or

requires project addendum

Document each request for additional services by

project team

Prepare scope and fee for project scope addendums

Propose addendum delivery dates

Project QA/QC

RSG Deputy PM

Colin Smith Oversee completion of approved scope work and

deliverables for RSG contract

Determine if subconsultant project effort is within scope

of project or requires project addendum



Alert Project Manager of need for project addendum

Project QA/QC

Corradino Deputy PM

Srin Varanasi Oversee completion of approved scope work and

deliverables for Corradino contract

Determine if subconsultant project effort is within scope

of project or requires project addendum

Alert Project Manager of need for project addendum

Project QA/QC

PART Executive Committee (EC)

N/A Provide authorization for approval of requested

additional services

PROJECT SCOPE ADDENDUM PROCESS 3.2

Figure 1 shows the process for requesting and approving project scope addendums. Consultant responsibilities are in green; client responsibilities are in yellow.

Figure 1. Scope Addendum Process

1) Initiate Potential Scope Issue

2) Document Details of Scope Issue

4) Prioritize Scope Addendum

3) Scope Addendum Required?

5) Estimate Delivery Date

6) Authorize Work

7) Perform Work

YES

Within Scope?NO

YES

8) Document Decision

NO



Step 1: Initiate Request The process begins when the consultant (or client) identifies project effort that may or may not fall within scope limits. For this type of project, it would typically include the identification of additional data collection/processing needs or additional model development efforts. No work will be performed by the consultant for tasks that are potentially out of scope until the remaining steps of the Scope Addendum process are completed and the Client/Consultant PMs reach agreement that work is either in scope or scope addendum authorization to proceed is completed.

Step 2: Document Details To allow each request to be evaluated effectively, a standard set of key information is gathered and documented in a standard scope analysis template. The expected outcome, task performance expectations and a requested delivery date are among the information that will be gathered for each request.

The template is still incomplete during this step. Several pieces of information need to be added in step 3 and other information may change as the request proceeds through the scope management process (e.g., the task’s priority).

Step 3: Evaluate The Consultant PM works with the Client PM and adds the following information to the template:

Initial assessment of whether the request falls within the contracted scope of work

Resource(s) required to perform the work

Level of effort (LOE) estimate of the required work in hours

Initial determination of the scope addendum need.

If both parties agree (a) the work is in scope and (b) it is sufficiently defined, the process continues to step 4. If there is disagreement about whether the work is within the contracted scope that cannot be quickly resolved, either the Client PM or the Consultant PM may request an in-person meeting between PART and the Consultant team to discuss the project scope and expectations.

If there is concern the work is not sufficiently defined to allow an effective outcome, the process will return to step 2 to document additional details.

Step 3.1: Evaluate - Request Type Determination The determination of the request type is critical to its overall assessment and management. The request type serves as the reference point for the project PM to decide if the request is within the scope of the current staffing capabilities or not. The following information identifies and defines these request types:

In scope - no impact to team resources’ activities An in-scope request that can be supported and no reprioritization of current activities is needed.

In scope - impact to team resources’ activities An in-scope request, but current activities being supported by existing team resources require reprioritization to support it.



In scope - requires additional team resources to meet the requirement An in-scope request requiring additional team resources to support it. The Consultant PM prepares a statement of work and negotiates with the Client PM for a contract/project modification to meet the requirement.

Out of scope – no work will be performed The Client PM and Consultant PM agree the work requested is outside of the scope of the contract and will not be performed.

Step 4: Prioritize The Consultant PM prioritizes all ad hoc activities with input from the project team. These priorities provide a foundation for estimating the task’s delivery date.

Step 5: Estimate Delivery Date The PM estimates the task’s delivery date based on factors including:

Priority relative to other ad hoc tasks

Time and effort estimate

Skills required

Current team members’ skill sets and availability to support ad hoc activities.

Once the delivery date is estimated, the Client and Consultant PM discuss it and, if necessary, the COR works with the PM and the appropriate client staff to refine the task’s scope or change the priority to enable a more aggressive target delivery date.

Step 6: Authorize Work The PART EC provides authority to the PM to perform the requested ad hoc activity.

Step 7: Perform Work The Consultant PM assigns the appropriate team member(s) to perform the work and designated formal and informal progress reporting methods are used to keep the client apprised of the activity’s status.

Step 8: Document

The Consultant PM documents the scope management decision in an Appendix in the Project Management Plan.



TASK RESPONSIBILITIES 3.3

The PART Freight Study Phase 2 project has 7 primary tasks that have been identified for successful completion of the project. Table 2 shows the project tasks and primary lead for each project task.

Table 2. Project Roles and Responsibilities

TASK Task Name Task Lead Task

Support

1 Project Management Plan Development and Input Data Assessment Clearbox

RSG, Corradino

2 Develop and Document Advanced Freight Model RSG

Corradino, Clearbox

3 Integrate Advanced Freight Model into PTRMv5 Corradino

RSG, Clearbox

4 Model Validation RSG

Corradino, Clearbox

5 Freight Model Forecasting/Guidelines RSG

Corradino, Clearbox

6 Future Model Sensitivity Tests Corradino

Clearbox, RSG

7 Final Report and Training Clearbox

RSG, Corradino

DATA SUPPORT RESPONSIBILITIES 3.4

Section 2.1 – Project Assumptions – documents data needs for the project that are to be provided by the Client. Project data needs have been disaggregated to those that are to be provided by the Client and the Consultant.

For data needs that are to be provided by the Client, the PART modeler will be

responsible for identifying the appropriate source (internal, project stakeholder, third-

party), obtaining data, and delivering to the Consultant team

For data needs that are to be provided by the Consultant, the PM will be responsible for

identifying the appropriate source (subconsultant, third-party), obtaining data, and

delivering to the Consultant team

Changes in data support responsibilities from those documented in Section 2.1 may require a scope addendum and will undergo the project scope addendum review process detailed in Section 3.2.



PMP UPDATE PROCESS 3.5

The Project Management Plan is intended to be a living document that is maintained throughout the project process. At a minimum, the PMP will be reviewed by the PM monthly and updated as necessary to reflect changes in project schedule, staff, and deliverables. Additional updates may be required if scope addendums are required for additional project tasks. Each update will be catalogued in the version history section at the beginning of the document.

With each PMP update, the Consultant PM will distribute the PMP to the Client PM for review and sign off. After sign off, the updated PMP will be distributed via the project Google Drive folder.

4 SCHEDULE/TIME MANAGEMENT The Consultant PM will be responsible for reviewing the project schedule and working with the project team to maintain an on-time project status. Major milestones are to be delivered in the timeframe detailed in Section 4.1. Project Tasks are to be completed in the schedule detailed in Section 4.2.

Delays in schedule occur for many reasons, including but not limited to: Delays in input data acquisition, data quality issues, model development issues, scope addendums/changes, project review delays, and Consultant/Client staffing issues. In the event that a major milestone is to not be delivered “on-time”, the Consultant PM will discuss the project schedule with the Client PM and determine the cause of the project delay and mitigation for schedule overruns.

MILESTONES 4.1

Table 3 lists the milestones for this project, along with their estimated completion timeframe.

Table 3. Project Milestones

Milestone Estimated Completion Date

Final Project Management Plan 1/12/2016

Project Notice to Proceed 1/13/2016

Input Data Assessment 1/26/2016

Advanced Freight Model Framework 2/2/2016

Advanced Freight Model Development 5/24/2016

Freight Model Integration 8/9/2016

Model Validation 9/13/2016

Model Report and Training 11/10/2016



PROJECT SCHEDULE 4.2

The Clearbox Team proposes that the model be delivered by November 18th, 2016, and will work diligently to meet that schedule.

Table 4. Project Schedule

TASK Task Name

Projected

Start Time

Projected

Finish Time

1.a Project Management Plan 12/10/2015 1/26/2016

1.b Input Data Assessment 12/10/2015 1/26/2016

1.c Model Support Data Development 3/30/2016 5/24/2016

1.d Update Model Network 3/30/2016 5/24/2016

2.a Develop Detailed Freight Tour Framework 1/30/2016 2/2/2016

2.b Develop Regional Freight Truck-Touring Model 2/3/2016 3/29/2016

2.c Develop Regional Commercial Vehicle Touring Model 2/3/2016 3/29/2016

2.d Develop Long Distance Freight Model 2/3/2016 3/29/2016

2.e Freight Model Report 4/4/2016 5/24/2016

3.a Update Model Skimming Procedure 4/27/2016 6/7/2016

3.b Replace Existing Freight Components 6/8/2016 8/9/2016

4.a Update Tour Model to Targets 6/8/2016 8/9/2016

4.b Model Validation 8/10/2016 9/13/2016

5 Freight Model Forecasting/Guidelines 4/4/2016 6/7/2016

6 Future Model Sensitivity Tests 9/14/2016 10/04/2016

7a Final Report 9/4/2016 11/08/2016

7b Model Training and PTRMv5 delivery 11/9/2016 11/10/2016



MEETING/PRESENTATION SCHEDULE 4.3

In-person project meetings will be held at critical time points in the project process. One or more representatives for the Consultant team will be present at the project meeting. It is anticipated that these meetings will be held in conjunction with the normal PTRM model team meetings to maximize PART and stakeholder attendance.

Four in-person meetings are anticipated:

February 2016: Project Kickoff/Input Data and Model Framework Review

May 2016: Advanced Freight Model Development Review

August 2016: Advanced Freight Model Integration Review

November 2016: Model Training and Final Presentation

In additional, monthly conference calls will be held with the Client and Consultant team. In the event that no conference call is warranted, the Consultant PM will communicate this with the Client and the project team.

WORK BREAKDOWN STRUCTURE 4.4

The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Figure 2 shows the work breakdown structure for the Phase 2 Freight Study. It is simplified – many of the processes are iterative and update of model structures and processes often require revisiting previously completed steps to verify appropriateness of new modules and/or settings

PROJECT CRITICAL DEPENDENCIES 4.5

Project Critical Dependencies identify critical tasks and what must be completed before additional model work is completed. Figure 3 shows a GANTT chart that identifies critical dependencies and their places in the project schedule.

The GANTT chart is “live” on Google Drive and will be updated in conjunction with project schedule updates and project scope addendums.



Figure 2. Work Breakdown Structure

FREIGHT MODEL UPDATE

Advanced Freight Model Development

Freight Truck Touring Model Development

Commercial Vehicle Touring

Model

Calibration/Validation

Data Processing

Model Transfer

Freight Model Integration

Calibration/Validation

Data Processing

Model Transfer

Model Component

Update

Freight Model Integration

Component Testing/QC

Input Data Revision

Model Process Updates

Sensitivity Testing

Model Testing GISDK Update

Model Delivery

PTRMv5 Training

Document-ation

PTRMv5 Files



Figure 3. Project Critical Dependencies



5 COMMUNICATIONS MANAGEMENT The overall objective of a Communications Management Plan is to promote the success of a project by meeting the information needs of project stakeholders. The Triad Freight Study: Phase 2 Communications Management Plan (CMP) defines the methods of collection and distribution of information to the project team in a way that facilitates a successful project.

The intended audience of the Triad Freight Study: Phase 2 CMP is the project manager, project team, and project stakeholders involved with the project.

PROJECT COMMUNICATION MATRIX 5.1

Table 5 shows the project client, project consultant team, and project stakeholders. The table lists what communications occur through the process of the project and who receives what project information.

Table 5. Project Communication Matrix

Organization Participant/Position

Project Manage-

ment

Technical Data

Requests

Weekly Project

Updates

Monthly Call/ Team

Meetings Model

Training

PART Executive Director (Scott Rhine)

X

X X

PART Director of Planning (Mark Kirstner)

X

X X

PART Regional Transportation Modeler (John Kim)

X X X X X

Clearbox Forecast Group

Project Manager (Craig Gresham)

X X X X X

RSG Deputy Project Manager (Colin Smith)

X X X X X

RSG Technical Lead (John Gliebe)

X X X

The Corradino Group

Deputy Project Manager (Srin Varanasi)

X X X X X

The Corradino Group

Model Integration Lead (Ken Kaltenbach)

X X X

Burlington-Graham MPO

MPO Model Team Representative

X X X

Greensboro Urban Area MPO


X X X

High Point MPO MPO Model Team Representative

X X X

Winston-Salem MPO


X X X

NCDOT Western Planning Unit Head

X

NCDOT MPO Coordinators X X

NCDOT NCDOT Model Team Representatives

X X X



PROJECT MEETING SCHEDULE 5.2

Project Meetings are either in-person meetings art major milestones or a conference call for interested participants. Meetings will be held monthly to discuss project progress. Section 4.3 details in-person project meetings and the anticipated topics. For other monthly meetings, topics will be shared with the group as appropriate for the current phase of the project.

Refer to Table 5 for the list of desired attendees for monthly meetings/conference calls.

PROJECT REPORTING SCHEDULE 5.3

Weekly email project updates will be sent to the project team and stakeholders to summarize current project work. In the event that a weekly email is not being produced or will be delayed, the PM will notify the email distribution list. The email distribution list includes all listed in Table 5.

Monthly invoices with a percent complete will be sent to the Client Project Manager from the Consultant PM. Each invoice will include a detailed list of work effort completed in the month prior by task, along with upcoming action items.

6 COST/BUDGET MANAGEMENT The Triad Freight Study: Phase 2 project is a lump sum project which limits the need of a cost management plan from the Client’s perspective. However, it is imperative that the Consultant team effectively manage costs while producing quality deliverables as defined in the Project Contract. The Consultant team will follow typical in-house processes to manage project budgets. In the event that project costs/budget concerns arise, the project team may report an Issue to the PM to initiate the Issue Management Plan.

7 RISK MANAGEMENT A risk is an event or condition that, if it occurs, could have a positive or negative effect on a project’s objectives. Risk Management is the process of identifying, assessing, responding to, monitoring, and reporting risks. This Risk Management Plan defines how risks associated with project will be identified, analyzed, and managed. It outlines how risk management activities will be performed, recorded, and monitored throughout the lifecycle of the project and provides templates and practices for recording and prioritizing risks by the Project Manager.

Risk identification will involve the project team, appropriate stakeholders, and will include an evaluation of project factors, project data issues, and the project management plan including the project scope, schedule, cost, or quality. Careful attention will be given to the project deliverables, assumptions, constraints, WBS, cost/effort estimates, and other key project documents.



RISK LOG 7.1

For this project, a risk log will be stored in the project Google Drive folder where the project team and stakeholders have access to the file. The risk log contains these primary elements:

Risk ID – Unique Identifier

Current Status – Whether risk is Active (Open), Mitigated, or Closed

Risk Impact – Potential for issue to impact Schedule, Quality, or Cost of Project

Probability of Occurrence – The overall probability that risk will be realized

Risk Description – Detailed Description of potential issue

Project Impact – Potential impact to project schedule, quality, or cost

Mitigation Strategy – Strategy for minimizing risk or subsequent impact to project if

realized

8 QUALITY MANAGEMENT Quality Management for this project is handled through a Quality Control review process. During development of project deliverables, the project team will identify the appropriate team member for internal review of project data, systems, and reports before distribution to the Client. For this project, the Quality Management team is:

1) Craig Gresham – Clearbox Forecast Group – Responsible for final review of deliverables

developed by project team before submission to the Client

2) Dean Munn – The Corradino Group – Responsible for independent review of major project

deliverables (datasets, model results, documentation, etc.) before submission of data to Craig

Gresham for final review

3) Colin Smith – Resource System Group – Responsible for review of project deliverables

prepared by RSG before distributing to project team for additional review

4) Srin Varanasi – The Corradino Group - Responsible for review of project deliverables prepared

by Corradino before distributing to project team for additional review

Any issues discovered through the QA/QC that are not readily addressable (i.e. easy fixes) will be managed through the Issue Management Plan to document (potentially) significant issues during the project process.

9 STAFF MANAGEMENT The core consultant project team, listed in Section 11 – Project Contacts, is not anticipated to change during the life of this project. However, if changes to the project team staff occur, the project management will discuss changes in staff with the Client. Any concerns or issues raised by the client due to staff changes will be managed through the Issue Management Plan.



10 ISSUE MANAGEMENT PLAN The Issue Management Plan details the process for managing project issues. Issues are typically generated during the life of a project when unexpected project hindrances impact the ability to complete the project successfully and on schedule. For this type of project, most issues are typically with the availability and quality of data for use in the development of the freight model. The Issue Management Plan provides a methodology for the subconsultants and the consultant to document and address potential issues with the Client. While most issues will be completely resolved through the issue management process, there is the potential to initiate the Scope Management Plan if the resolution impacts the project’s charter.

The primary goals of an Issue Management Plan are:

Issues are identified, evaluated and assigned for resolution

Issue resolutions determined to impact the scope, schedule, or quality of the project

will go through the scope management process

Issue resolutions are documented and communicated to all affected parties

ISSUE MANAGEMENT PROCESS 10.1

While a project like the Phase 2 Triad Freight Study is fluid in nature, a process to identify and document issues that arise during the project lifetime. For this project, a simplified issue management process has been developed that uses the Issue Log in Section 10.2.

Step Participant

1) Identify Issue Project Team

2) Log Issue Consultant Project Manager

3) Determine Action Consultant Project Manager

Client Project Manager

3.a) Does issue require scope change?

If yes, see Scope Management Plan

3.b) Does issue risk project?

If yes, see Risk Management Plan

3.c) Identify appropriate action

3.d) Assign implementation responsibility

4) Implement Action Project Team



ISSUE LOG 10.2

The Issue Management Log is used to record and track issues that are identified during Project Execution. The Issue Log and Issue Management documents do not replace Change Control Request. Complete the information requested in the columns below for each Issue Management Document submitted. Use one row for each issue. When an issue is resolved, document how and when in the last two columns.

Issue No.

Issue Description

Date

Identified

Assigned To

Date Resolution Required

Resolution

Date

Resolved



11 PROJECT CONTACTS Consultant Project Manager: Craig Gresham Clearbox Forecast Group, PLLC 807 Kingswood Drive [email protected] mobile - 919-274-3596 office - 919-651-8010

Deputy Project Manager: Srin Varanasi The Corradino Group [email protected] office - 954-777-0044 mobile - 954-895-5744

Deputy Project Manager: Colin Smith Resource System Group [email protected] office - mobile -

Technical Lead: John Gliebe Resource System Group [email protected] office - mobile -

PTRM Model Integration: Ken Kaltenbach The Corradino Group [email protected] office - 502-587-7221 mobile - 502-648-3197

Quality Control: Dean Munn The Corradino Group [email protected] office - 317-488-2363 mobile- 317-383-9549

mailto:[email protected]








Appendix A: Project Management Plan Approval

The undersigned acknowledge they have reviewed the Piedmont Triad Freight Study: Phase 2 Project Management Plan and agree with the approach it presents. Changes to this Project Management Plan will be coordinated with and approved by the undersigned or their designated representatives.

Signature: Date:

Print Name: Mark Kirstner

Title: Director of Planning

Role: Client (PART) Project Manager

Signature: Date:

Print Name: John Kim

Title: Regional Transportation Modeler

Role: Client (PART) Modeler

Signature: Date:

Print Name: Craig Gresham

Title: President, Clearbox Forecast Group

Role: Consultant Project Manager

part project management plan - piedmont authority … ptrm model will be developed in transcad 5.0...

Documents