3º ENCONTRO ANUAL DA AACE Implementation of a Project Management Office at LA Metro. Julie Owen PSP, CCP

Transcription

1 3º ENCONTRO ANUAL DA AACE Implementation of a Project Management Office at LA Metro Julie Owen PSP, CCP

2 BIO of Julie Owen PSP, CCP Sr. Project Controls Manager B.S. Construction Management, Texas A&M MBA, University of Redlands Years of Experience: 25 years Professional Field: Project Control 2

3 INTRODUCTION

4 LA Metro Background 2rd largest US public transportation system Most populous US county, 88 cities Service area covers 1,433 mi² Over 10,000 employees Daily boarding (bus/rail) 1.5 million Transportation planner, designer builder, operator Measure R $36B capital program is largest public works program in US 4

5 Metro Orange Line Canoga Ext.($180 mil.) East San Fernando Valley North- South Transit Corridors ($69.0 mil.) Measure R Transit Portfolio Sepulveda Pass Transit Corridor I-405 ($1.0 bil.) Regional Connector ($1.4 bil.) Metro Gold Line Foothill Extension ($764.5 mil.) Hollywood Pasadena Azusa Purple Line Ext Sect. 1 ($5.34 bil.) Los Angeles Metro Expo Line Phase II ($1.51 bil.) Crenshaw/LAX Transit Corridor ($2.06 bil.) Sta. Monica Airport Metro Connector ($200 mil.) LAX Metro Expo Line Phase I ($935.3 mil.) Norwalk Eastside Transit Phase 2 ($1.27 bil.) South Bay Green Line ($272 mil.) West Santa Ana Branch ($240 mil) Long Beach 5

6 Measure R Highway Portfolio A I-5 HOV from SR-134 to SR-170 L D A K M F D O H I B C D E F G I-5 Widening and HOV I-5/Carmenita Road Interchange I-5/SR-14 HOV Direct Connector I-405, I-110, I-105 & SR-91 Improv. I-5 HOV Lanes/Truck Lanes (SR-14) I-710 Corridor Project EIS/EIR O H SR-138 Capacity Enhancements E G B N J C I J K High Desert Corridor Project I-605 Corridor Hot Spots Arroyo Verdugo Operational Improv. L Las Virgenes Malibu Oper. Improv. M SR-710 Gap Closure Study Area N BNSF Grade Separations O Alameda Corridor East Phase II RED colored projects = Highway projects selected for initial assessment of funding through Public-Private Partnerships 6

7 Program Management Office Start December 2009 Board directive to study best practices in accelerated project delivery June 2010 Consultant report recommends organizational changes for successful Measure R project delivery September 2010 MTA revises organizational structure to create program management department ***Autonomous organizational structure reporting direct to Chief Executive Office*** 7

8 Organization Chart

9 PROGRAM MANAGEMENT VALUE PROPOSITION

10 Lifecycle Project Management Cost and schedule control, estimating, configuration management support Provide early warning of risks and issues Support to project management via matrix staff Assure executive attention for proactive management Project Control Cost Control Schedule Control Configuration Management Estimating Change Control Document Control 10

11 Project Risk Assessments Project Risk Management Provide life cycle risk assessment per FTA FTA Oversight for technical, cost, schedule risks Lifecycle gate review compliance **Required cost contingency levels PLUS Schedule contingency as 20% of the project duration from final design to revenue service 11

12 Program Risk Transparency Program Risk Management Offer risk policy and procedure guidance Conduct programmatic risk assessment Facilitate lessons learned for transit projects in planning Examples: Earthquake insurance for catastrophic risks Third party partnering agency to agency 12

13 Expedited Project Delivery Accelerate project delivery using design-build Allocate risk to party best able to manage Enhance conflict management/decision making 13

14 External Industry Peer Review Project peer review Procure interactive industry peer review for recommendations pre-bid for project scope and delivery for transit mega projects Program peer review 14 MTA and AGC executives collaborate monthly Improve project labor agreement policy Streamline change order policy Analyze market conditions affecting bid prices

15 Enterprise-wide Project Management Tools Centralized repository Management dashboards Labor reporting Cost Ecosys FIS Integration Cost Reporting Transaction based Document Control Contract Management Change Management Contract Reporting Contracts CM14 CMI Public Facing Website Schedule P6 Planning Scheduling Resources Schedule Control Status Reports Risk Tracking Issues Tracking Collaborate Project Status Dashboards Notebooks Heatmaps 15

16 Dashboard Access at Integrated from PMIS systems and published monthly

17 Dashboard Portfolio View Interactive view of project details. Data automated from EcoSys and P6. Includes approval controls for publication. Data refreshed monthly. 17

18 Performance Management Metrics Facilitate improved program performance Identify key risks and issues Communicate success and lessons learned Must define success metrics: On-Schedule, Within Budget % Budget increase % Complete vs. % Spent % Contingency % Project Managers Trained # Lost time accidents 18

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20 Project Management Training Improve project management capabilities Developed two-day Project Management Academy covering project management policies, procedures and best practices Offered quarterly for all project management Tailored content by project type / business unit 20

21 Return on Investment Enhance staff productivity/efficiency Eliminate labor intensive tasks Improve process methodology Train managers Promote certification Provide structured R Risk Management Identify risks and mitigation strategies Stakeholder Satisfaction 21

22 LESSONS LEARNED

23 Lessons Learned Implement autonomous project controls reporting Establish common understanding for expectations Obtain executive buy-in and appropriate staffing Identify tangible goals and metrics Provide visible products/services Illustrate value proposition Provide frequent updates to executives 23

24 Questions FOR MORE INFORMATION: Julie Owen