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

Nu

mb

er

of

Sta

te P

roje

cts

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 Roy

Director, Office of Project Management & Technical Support

Chris.Roy@state.mn.us

Peter Harff

Project Management Office

Peter.Harff@state.mn.us