People Make Projects Happen. Sherri H. LeBas, P.E. Secretary, LADOTD January 10, 2011

Transcription

1 People Make Projects Happen Sherri H. LeBas, P.E. Secretary, LADOTD January 10, 2011

2 Evolution of Project Management Building a Project Management Culture Project Management Section Expectations, Roles & Responsibilities Budget Partitions Scope, Schedule & Budget

3 25 years ago Fewer Projects were outsourced Projects Managed in: Road Design Bridge Design Other DOTD Sections

4 25 Years ago Responsibilities co-mingled Design Management Budget/Financing Lack of knowledge among project coordinators Other sections handled Budgets not set or adhered to No fiscal constraints

5 25 Years ago Schedule Projects let when ready Numerous projects on the shelf

6 Milestones Staffing reductions Federal fiscal constraints DOTD budget partitions Project Stages (Phases 0 6) DOTD re-organization in 2005 Project Management Section created in 2006

7 84/85 85/86 86/87 87/88 88/89 89/90 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 7,500 7,000 6,500 6,000 5,500 5,000 4,500 4,000 3,500 T.O. ON-BOARD

8 PM must take ownership of the project from day 1. PM must develop a concise, useful project management plan, no matter the size of the project. (Scope) PM must develop a detailed schedule, preferably one based on critical path principles. (Schedule) PM must develop a budget for each task and be able to manage all budget changes. (Budget)

9 PM must be held accountable for project performance (Scope, Schedule, and Budget). The PM must hold project team members accountable. PM must be given the ability to make decisions. PM must focus on the bigger picture.

10 Created to Manage: Scope Schedule Budget Cost Estimating Value Engineering Statewide CADD Standards

11 Currently Section is managing projects that are: High risk Complex Large in size Other various projects Not managing Pavement Preservation Off System Bridge Urban System

12

13 160 projects 144 projects are past the Stage 0 phase $3.07 Billion Range in cost from $640,000 to $300 million 16 are currently in Stage 0 Value Engineering Over the Past 5 years 25 VE studies of $945 million in estimate construction cost Savings of $85 million

14 New Ambassador Caffery at US 90 ( Future I-49) Interchange in Lafayette Capacity Improvements over the Red River in Shreveport ( Jimmy Davis Bridge Replacement ) 11 Project Segments making up I-49 North from I-220 to Arkansas Line Design Build Projects to widen I-10 and I-12 in the Baton Rouge Area Design Build of La 85 Interchange at US 90 in New Iberia Kansas Lane Connector and Kansas Lane Garrett Rd. Connector in Monroe La. 1 Improvements from Golden Meadow to Leeville in Lafourche Parish

15 I 12 Widening in St Tammany Parish I 12 Widening in Livingston Parish to Walker Widening of La. 64 in Zachary Causeway Earhart Interchange Improvements in New Orleans Widening of La. 1 in Avoyelles Parish La. 42 Widening in Ascension Parish La. 21 Widening in St. Tammany Parish New Grand Prairie Interchange at I-10 (La. 98) Hickey Avenue Extension in New Orleans La. 73 Widening in Ascension Parish

16 Program Management & Corridor Management Submerged Roads Program Phases 1 and 2 in New Orleans ARRA Program Management FEMA Hazard Mitigation Grant Program (HMGP) for Hurricanes Gustav/Ike. I- 49 North and I-49 South Corridor Management Capacity Program ( pending ) Capital Outlay (Bond) Program ( pending )

17 Road Right-a- Way Environ -mental Utilities Project Manager Administration Bridge Survey Permits & Agreements

18 Can do attitude Well organized Instill a sense of urgency Proactive & Gumption Problem Solver Good listening skills Verbal & written skills Team Builder Facilitator Risk Managers

19 Within the practice of project management a project is best defined as an undertaking with a discrete start, a discrete finish, and some complexity. Compare this to, say, a manufacturing line, which is intended to be a continuous process without a planned end. Source word iq

20 Project Process for DOTD Stage 0: Feasibility Stage 1: Environmental Clearance Stage 2: Funding Stage 3: Survey/Design/Right-of-Way Acquisition/Utilities/Permits Stage 4: Specs and Bidding Stage 5: Construction Stage 6: Maintenance

21 Identifying, tracking, managing & resolving issues Proactively disseminating project information to all stakeholders Indentifying, managing & mitigating project risk Ensuring solution is of acceptable quality Proactively manage scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management

22 Defining & collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable Managing overall schedule to ensure work is assigned and completed on time and within budget

23 Identifying, tracking, managing & resolving issues Proactively disseminating project information to all stakeholders Indentifying, managing & mitigating project risk Ensuring solution is of acceptable quality Proactively manage scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management Carry out task Communicate issues to the Project Manager Seek resources when needed for on time completion

24 Administration Allocate necessary resources to project Set realistic expectations Champion Project Management philosophy and require accountability Prioritize and communicate sense of urgency

25 Realistic goals Well defined scope Strong project plan Change controls Accountability Defined roles Engaged project team

26 Unrealistic expectations Inappropriate leadership Poorly defined scope Lack of buy-in Lack of culture conducive to Project Management Lack of trust Poor work schedule and estimates Inefficient resource allocation Poor teamwork Lack of training & skills Lack of confidence

27 Broken promises Citizens Stakeholders Schedule is missed Cost can increase Loss of credibility Loss of trust between all parties

28 Preservation Amount: $396.2 million Program Managers: Mark Chenevert (interstate & non-interstate) Ray Mumphrey (bridge preservation/rehab. & replacement) Ronald Broadbent (road preventive maintenance & TSM) Danny Tullier (bridge preventive maintenance)

29 Operations Amount: $68.1 million Program Managers Steve Glascock (ITS) Peter Allain (traffic control devices) Mehdi Nilforoushan (drainage) Janet McCoy (weigh stations) Roy Dupuy (rest areas) John Harter (movable bridges) Kevin Reed (ferries) Ed Douglas (interstate lighting)

30 Safety Amount: $53.4 million Program Manager Terri Monaghan Capacity Amount: $71.6 million Program Manager Misc. Chad Winchester Amount: $224.7 million Enhancements, urban system, TIMED, State Bonds, Federal Earmarks, Road Transfer

31 Put the right project team together and determined resource needs quickly. Create a project management plan. Create a detailed schedule and budget for all project tasks and milestones. Delegate with continuous follow-up. Continuously monitor schedules and expected results. Implement corrective action where necessary.

32 Developed in Stage 0 Project manager participates in process Stage 1 Project scope is better defined during environmental process Project manage participates in process Stage 3 Project Manager is responsible for managing scope Process for managing scope needs further refinement

33 Project Manager sets the project schedule with input from the project team; Stage 2 Set delivery of final PS&E Critical path should be identified Tracking System Project Systems is part of LaGov Work in progress as we learn functionality of the new system Project Management Section continues to manage the project schedules using Primavera Software then manually populating LaGov milestones.

34 Stages 0 & 1: Project cost is established Stage 2: Funding sources identified & approved Stage 3: Budget adhered to & monitored Design Right of Way Utilities Permits

35 Stage 2 Funding sources identified; budget set up Stage 3 Set up budget for all aspects of project with appropriate funding sources Set up budget for all contracts Monitor & track all invoices Access, understand & manage financial data Continuously compare budget versus actual cost & anticipated cost Take action to manage within budget If cost still begins to exceed budget, discuss with Program Managers

36 Stage 4 Work with federal aid unit to set up budget for construction Understand coding Stage 5 Monitor budget Involved with change orders Track project through SiteManagers

37 Initial obligation and re-obligation of all $430M ARRA funds for 118 individual projects. Daily tracking of ARRA project estimates, bid amounts, change orders, final project costs. Monthly and quarterly reporting to: FHWA, Transportation and Infrastructure Sub-Committee, Office of Budget and Management, and Governor Jindal s Office. Development of an ARRA Database and Contractor Input Module to the ARRA Website for monthly entry of FHWA Form Development of an ARRA Program Process and Procedures Manual.

38 Communication Communication Communication