Looking Back at the First S.A.M.E. Infrastructure Forum Project Management Best Practices Training Seminar

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1 Lking Back at the First S.A.M.E. Infrastructure Frum Prject Management Best Practices Training Seminar Mark A. Buma, P.E. Technical Oversight Leader December 4, 2014

2 Opening Remarks (Dn Hlzwarth) Infrastructure Frum designed fr public agencies t: Imprve crdinatin Build relatinships Seek understanding f each thers prcesses and issues Open channels f cmmunicatin Each agency has their wn unique apprach t prject delivery and Prject Management (PM) Gal is t learn frm each ther Understand lessns learned Future directins fr PM t imprve prject delivery 2

3 Opening Remarks (Dn Hlzwarth) Afternn sessin fr mre-in-depth discussins with lively questin and answer sessins Lunchen speaker Mr. Dick Sherwd will prvide insights n critical tpic f leadership in Prject Management As with any prfessinal develpment pprtunity, the mre yu invest in time and effrt, the greater the benefit. We we it t the taxpayers, whse investments we are spending, t frge the best pssible delivery systems in ur rganizatins. 3

4 4

5 Dallas Cunty Emerging frm Functinal t Weak/Balanced Matrix Prject Engineers have changed titles t becme PMs and we are giving them mre authrity Lessns learned frm 1991 Bnd Prgram Plitics are an integral part f the prcess Seek t fund high pririty prjects with multiple lcal stakehlders nly With hundreds f prjects submitted fr a 5-7 year Bnd cycle, evaluatin, assembly and prject initiatin were extremely challenging. Did nt d sufficient up-frnt engineering n getechnical r existing utilities Insights applied Planning and preliminary design Primary design Design cmpletin & ROW initiatin Cnstructin 5

6 City f Dallas Mving frm Weak/Balanced Matrix t Balance/Strng Matrix Meeting challenges in public expectatins Keeping Public infrmed is the key Make certain cntractr is tuned in t the public s cncerns Utility crdinatin rules have changed, we need t wrk tgether Develp new rdinance fr Public Utility use f ROW Infrmatinal demand we must cmmunicate Cmpetitin fr resurces we must all wrk smarter and nt harder Partnering n prjects ver $500K Prject Manager develpment Meeting schedule and budget the essence f prject management 6

7 Crps f Engineers Histry and rigin f Crps f Engineers Technical Structure and District team staffing Prject Management Business Prcess (the way the Crps des business) key elements Prject Manager primary representative; manages resurces Teamwrk must exist at crprate and prject levels Custmer care One Dr t the Crps Imperatives Each prject has ne PM wh is primary pint f cntact with custmer Every prject will be managed with a Management Plan All wrk will be managed using the PM Autmated Infrmatin System and PMBP 7

8 Dallas Area Rapid Transit Prject Management Department rganizatinal structure Prcess gverned by Prgram Management Plan (PMP) Prject Cntrls (budget & schedule develpment & mnitring, cst & change cntrl) Lessns learned prcess (identificatin, dcumentatin, incrpratin) Lessns incrprated Cnsultant cntracting apprach Change cntrl tracking prcess Pint f cntact fr cntractr Electrnic dcumentatin drawings & crrespndence Real estate identificatin prcess 8

9 Nrth Texas Tllway Authrity Organizatinal type varies by department; verall balanced matrix Engineering is a prject riented matrix rganizatin Culture Supprts PM s Decisin making resides with PM Encurages risk taking/creativity Limited plicies t permit flexibility and negtiatin Encurage innvative techniques/experimentatin Lessns Learned Cntracts must be actively managed delegatin cannt be abslute Key cnsultants as extensins f staff Clearly defined scpes f wrk with defined final gal Time is mney Always retain expertise internally All prblems r decisins can be changed. There are n bad decisins, just lessns learned. 9

10 Texas Department f Transprtatin Organizatinal structure f District Prject develpment prcess Different prject management prcesses required fr differing scale f prjects. Flexibility is key t future due t varying prjects, federal influence, state requirements and lcal cmmitments. 10

11 Lunchen Speaker: Dick Sherwd Leadership in Prject Management Hw Will Yu Get It All Dne? Leadership and thught leadership cnstructs Leading thrugh teams Yur persnal leadership style Where t begin fundamentals f leadership Breaking Paradigms Details vs rule Risk averse vs risk takers Prcess vs results Measuring success 11

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