Concept Definition Phase Gate

Establish Project Management Discipline

October 11, 2011

Executive Sponsor: John Barton

Project Lead : Nan Boyd

CD Phase Authorization

& Review

We Are

Here

Evaluate project and determine viability

Analyze project requirements and design the solution

Build and test the solution; staff training,

develop implementation plan

Execute solution and measure achievement of goals

Concept Validation

Design

Build

Implement

Project Team Name Role John Barton Executive Sponsor

Mark Marek Sponsor

Nan Boyd, Donald Jirkovsky Project Leads

Judd Maroney Change Management Coach

Andy Keith Team Member - Maintenance

Bill Reed Team Member - Finance

John DeWitt Team Member - San Angelo TP&D

Kevin Pete Team Member - TSD

Maureen Wakeland Team Member - PMO

Nancy-Ellen Soteriou Team Member - HRD

Randy Hopmann Team Member - TYL Admin

Roxana Garcia-Zinsmeyer Team Member - Construction

Project Problem & Goal ► Problem: TxDOT depends heavily on heroics or

individuals to execute transportation projects and department improvement efforts.

► Goal: Establish Project Management discipline to improve alignment of staff, predictability of outcomes, knowledge sharing, consistency, and project quality.

Project Scope Project Scope:

– Road construction and maintenance projects executed with TxDOT funds/staff.

– IT and other internal improvement efforts. – Define deliverable processes, standards, and templates for core

project types (IT, Construction, Modernization, etc.). – Establish PMO practices to administer, measure, govern, and improve. – Ensure that project trajectory data (schedule, cost, change controls) is

tracked in a centralized system. – Ensure that projects are assessed post-implementation for: lessons

learned, benefits/results achieved, customer satisfaction, and other measures as appropriate to project type.

► Trained Team on Concept Definition Phase

► Identified Key Customers

► Conducted Interviews of Stakeholders

► Identified Key Measures of Success

► Determined Project Approach

► Completed Charter

7

High

Low High Low Frequency of Daily PM Process Interaction

TxDOT PGM /PRJ Mgrs

Project Team Members

TSD P6 Users

Information Resource Managers

MLT

Administration

DDOR

Operations Sppt

SW End User

QAT

Information Resource Committee

Training Partners (Vendors)

Ext. Contractors

Ext. Consultants

Maintenance PMs

LPAs

MPOs

Regional Mobility Authorities

PM Training Providers

Vendors/Suppliers

Affi

liatio

n to

TxD

OT

Org

aniz

atio

n

Traveling Public

City & County Officials

Elected Officials/Legislat

ure

Audit Offices

Research Partners

Other DOTs

TIBH

HHSD

TPWD

Partners

District Staff Budget Adm - Finance

Budget Adm - Regions

Programming & Letting Accounting Mgmt

Concession/RTR Funds

Accounting Adm - Regions

Stakeholders

DIR

PMO Team

Interview answers will be used for: 1. Determining CTQs (Measurable Requirements) 2. Potential Solutions or Recommendations for Process Improvements

Project Management

IT

Maintenance Construction

Leadership/Culture Opportunities

Employee/HR Opportunities

0

1

2

3

4

5

6

7

8

9

PM R

ole

PM M

ethodology

Unrealistic

Deadlines

Resource

Capacity

Lack of Planning

Prioritization

Adm

in & M

gmt

Support

Perf Mgm

t/Heroics

PM Training &

Experience

Portfolio Mgm

t

Transportation Portfolio & Priority View

(WIP: PDP2012)

P6 Assessment and Utilization Strategy*

Prioritization Process (TP03 - Establish Statewide Transportation Project Prioritization and Planning Process)

Funding Process*

IT Portfolio & Priority View (WIP)

P6 Implementation and Utilization Strategy*

Prioritization Process (WIP)

10

Current Project: • Define PMO Scope, Processes, Staffing, & Strategic/Maturity Plan for

Enterprise, Transportation, IT, and Modernization PMOs.

Spin Off Projects:

*New charters

Phase Name Guidance Expected Due Date

Actual End Date

Concept Definition ~ 1-2 Weeks 9/15/11 10/4/11 Concept Validation ~ 2-4 Weeks 11/5/11 Design ~ 1-3 Months 1/31/12 Build ~ 1-10 Months 5/11/12 Implement ~ 1-6 Months 6/30/12

Next Steps

► Approval of Charter

► Begin Concept Validation

► Validate As-Is

► Design High Level To-Be

► Document Requirements

Key Measures

1. Percent projects managed by PM 1, 3, 5yr 2. Percent of certified PMs 1, 3, 5yr 3. Percent projects using new methodology 1,

3, 5yr 4. Baseline throughput vs. 1 yr, 3 yr, 5 yr 5. Percent reduction in change orders/rework 6. Percent reduction in accounting

adjustments 7. Customer Satisfaction 8. Public Perception

Questions

Establish Project Management Discipline