23
MnDOT Project Management History and Future MnDOT – ACEC/MN Annual Conference March 5, 2013 Earle Brown Heritage Center
MnDOT Project ManagementHistory and Future
MnDOT – ACEC/MN Annual Conference March 5, 2013
Earle Brown Heritage Center
Projects are MnDOT’s Business
2006 2007 2008 2009 2010 2011 2012 20130
50
100
150
200
250
300
$500 $520 $540 $560 $580 $600 $620 $640 $660 $680
Number of Projects
Fiscal Year
Num
ber
of S
tate
Pro
ject
s
Aw
ard
($M
)
Measure of On Time Delivery
Measure of On Budget Delivery
Project Management Can Help• Defined project leader with authority• Clear objectives• A plan
– Scope– Schedule– Budget
• Monitoring results against the plan• Controlled changes
Project Management is Not New• 1905 State Highway Commission• 1993 Project Management Task Force• 1994 Project Management Academy• 2007 Scoping Process• 2008 Cost Estimating/Cost Management • 2009 Peer Review• 2012 Project Management Office
Taking it to the Next Level• People:
– Higher Expectations– More Authority– Career Path for PMs
• Processes:– Standardized, Scalable, Flexible
• Tools:– Schedule, Budget, Resource Budget Management– Project Team Collaboration
Project Managers and Teams• Authority –
– Specify authority to keep decisions on project– Issue resolution process
• Accountability – – Set Expectations: Scope, Schedule, Budget– Measure Results: Reports– Follow Up: Recovery Plans
• Career Path –
Shared Service Centers• Project Management Support
– Servicing– Monitoring– Consulting– Coaching
• Regional– North (Districts 1-4)– Metro (Metro)– South (Districts 6-8)
Project Management Processes
Initiate Project
Plan Project
Execute Project
Close Project
Monitor & Control Project
Project Management ProcessesProject Charter → Stakeholder Involvement
Scope → Schedule → Cost Estimate → Risk Mgmt→ Project Management Plan
Lead & Do Work
Monitor → Change Control
Close
Project Charter• Authorize use of resources on project• Define objectives• Identify complexity and risk• Name project manager • Define authority
Conflict Scoping Process1. Project Analysis2. Stakeholder Identification3. Conflict Identification4. Conflict Mapping5. Conflict Ranking6. Conflict Strategy7. Conflict Management8. Conflict Review9. Conflict Resolution
Scoping• Get Stakeholder Input• Decide What’s In / What’s Out• Document Decisions• Manage Changes
Scheduling• Checklist → CPM Schedule• Custom Development• Resource Loaded• Functional Group Buy In or Someone Else• Consultant Access• Project Management Shared Service Center• Baseline → Status Reports → Recovery Plan
Budgeting• Total Project Cost Estimate• Base Cost & Contingency• Cost Management
– Release contingency– Corrective actions
• Earned Value Management
Risk• Make Decisions and Move On• Identify Risks• Assess Probability and Impact• Determine Responses• Schedule and Budget Contingencies• Risk Management
Project Management Plans• Scope, Schedule, Budget• Quality• Communications• Team Management• Issues and Risks• Monitoring & Changes• Closeout
Change Management• Thresholds
– Affects project or program• Analysis & Decision
– Environmental, commitments, rework, schedule, cost, etc.
• Communication
Primavera P6• January 1st 2013 – All construction projects in P6• March 2013 – Develop protocols• April 1st – All new projects in P6• April-May 2013 – Transfer active precon projects• May-June 2013 – Resource load precon projects• January 1st 2014 – Resource load construction prj• July 1st 2014 – All projects in P6, resource loaded
Consultant Role in Effort• Understand MnDOT Processes
– http://www.dot.state.mn.us/pm/index.html• Follow Good Practice• Coaching & Mentoring• Be Ready to Work for PMs Who Are Less
Technical
Summary• MnDOT is expecting more from Project Managers• PMs will have more authority• Scope, Schedule, Budget will be bigger issues• This will benefit both MnDOT and Consultants • Need to be partners in the effort
Questions?
Chris RoyDirector, Office of Project Management & Technical
Peter HarffProject Management Office
