Enhanced Project Management
Implementation Workshop
Agenda
• Vision
• MnDOT-wide Expectations
• Implementing Enhanced Project Management in
the District
• Roles, Responsibilities, Authority, Accountability,
Competencies
• Project Lifecycle & Management Processes
• Implementing Primavera P6
• Enterprise Project Governance
• Recap Expectations & Implementing in the
District
Why Change?
• We can get better
• We must get better
• Project management gets at the issues
MnDOT Strategic Vision
MnDOT will be a global leader in transportation,
committed to upholding public needs and
collaboration with internal and external partners
to create a safe, efficient, and sustainable
transportation system for the future.
Project Management Vision
To achieve the Strategic Vision, MnDOT project
management utilizes professional, expert
people, effective processes, and appropriate
support tools to deliver high quality projects
that provide business value on scope, on time
and on budget.
Vision Components
PROCESS
TOOLS
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PM authority defined
Defined expectations
Performance reviews
PM governance
Scalable processes
Open communication
Portfolio & program
management
• Lessons learned
• Consistent tool set &
systems
• Templates
• PM Lifecycle Toolbox
• TPCE database
• PMIS
PEOPLE
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Training
Soft/hard skills required
PM’s supported
Clear roles/responsibilities
Continuous improvement
Includes All Kinds of Projects
• Projects that create a safe, efficient,
sustainable transportation system
• Projects to support or improve the people,
processes, and tools that are used to deliver
the transportation projects.
• Highways, Bridges, Maintenance, Transit,
Buildings, IT, Change Management, Process
Improvements, etc.
District Implementation
Throughout the day, think about:
• What does district management expect of
PMs?
• Do there need to be org changes?
• What are the training needs?
• What data/reports/tools/etc. do PMs need?
• What data/reports/tools/etc. do program
managers need?
Expectations – the HURT
• To be added
Roles
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Portfolio management team
Program manager
Project sponsor
Project manager
Team members
Functional group managers
Project Management Office and Resource
Centers
Responsibilities
Authority
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Chain of command
Work together
Resolve issues on project
Issue escalation
Accountability
• Basic thoughts for discussion to be added
Competencies
Interpersonal
Leadership
Communications
Team work, conflict management, assemble/lead teams,
partnering, political savvy
Collaborative leadership, decisiveness, understand
detail/larger perspective
Oral communication, written communication, interaction with
the public and/or media
Management
Problem solving, monitor/report on team performance, portfolio &
program mgmt, change mgmt, program financing, auditing &
financial accountability
Project Mgmt
Scope, schedule, budget, risk, quality, consultant mgmt etc.
Contracting
Federal & state contracting, advertising, awarding,
innovative contracting techniques, contract administration
Rules
Federal and/or state laws, regulations, policies and
procedures
Transportation Project Lifecycle
And Within Each Phase
Project Management Processes
• Initiating
– List the processes
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Planning
Managing & Directing
Monitoring & Controlling
Closing
Project Charter
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Authorize use of resources on project
Define objectives
Identify complexity and risk
Name project manager
Define authority
Obtain sponsor’s approval
Example of Charter
Project Management Plan
• Collection of subsidiary plans
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Scope
Schedule
Budget
Quality
Stakeholder
Management
• Communications
• Project Team
• Scalable
• Approved by sponsor
• Risk Management
• Consultant Use
• Ongoing
Management
• Monitoring
• Change Management
• Closing
Examples of Minor, Moderate, Major
Stakeholder Management
• PM is responsible for representing the project
to stakeholders
• Identify stakeholders
• Bring in thoughts from CSP
• Includes methodologies of
– Hear every voice
– SDIC
– CSP
– CSS
Scope
• Purpose – Project team knows what they are
supposed to do
• Describes:
– The Product
– The Process
Scope - Process
• Get stakeholder input on what they think
should be in the scope
– Scoping worksheets, letters, public input meetings
– CSS, Complete Streets, Hear Every Voice, ADA,
TZD, Modal Integration, Sustainability
• Decide what’s in and not in the scope with
project team and program board
• Document the decisions
• Obtain sponsor approval
Scope – Level of Detail
• Three levels of detail:
– Sponsor
• Big picture of the project
• As detailed as sponsor needs to be comfortable
• E.g. Mill and overlay from RP X to RP Y
– Project Management
• Details that affect multiple functions
• E.g. Depth of mill and overlay
– Functional Group
• Details that don’t affect multiple functions, but need to be
carried into plans, specs, and estimates
• E.g. Oil type
• Progressive Elaboration
Scope - Management
• Verification
– Making sure contracts, plans, specs, and estimates
are consistent with scope
– Making sure deliverables are consistent with scope
• Changes
– To sponsor level items require change request and
sponsor approval
– To project management level items require project
team agreement and documentation in notes
– To functional group level items may require tracking
by PM
Schedule
• Purpose
– Project team knows when deliverables are due
– Resource managers can plan how to deliver
– Impact of issues can be analyzed at project and
program level
Schedule - Process
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Develop Work Breakdown Structure
Identify activities
Sequence activities
Estimate resources
Estimate durations
Develop schedule
Schedule - WBS
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Hierarchy
Deliverables
Work packages
100% rule
Generic
Show WBS Example
Schedule - Activities
• At least one per work package
• More if
– The details need to be modeled to make sure the right
information is available at the right time
– It is easier to estimate more discrete efforts
– You need to break out work done by different groups
or individuals
– You need to keep tabs on progress
– It is necessary to break out waiting time
– It is necessary to break out contingency buffers
Schedule - Sequence
• Precedence
– Finish to Start
– Finish to Finish
– State to Start
– State to Finish
• Dependencies
– Mandatory (hard)
– Discretionary (soft or preferred)
• Leads and Lags
Schedule - Resources
• Typically provided by the functional group
responsible for the work package
• First round of schedules will not have
resources identified
• Next round will identify roles
• Eventually move to named resources
Schedule - Durations
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Estimate amount of effort in full work days
Estimate % of time resource will be available
Software then scales this to calendar days
Lacking good database, estimates will be
bottom up and probably not that good at first
• Even with good historical data for a first guess,
the functional group needs to customize for
uniqueness of project
Schedule - Development
• Support by Scheduling & Controls Resource
Center
• Schedules in working days (normally)
• Critical path
• Contingencies
• Crashing
• Fast tracking
• Agreement by key functional groups
• Baseline
Schedule - Control
• Update frequency
• Update process
– Physical % complete
– Remaining duration
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Reports
Corrective Actions
Progressive elaboration
Schedule changes
Budget – Cost Estimating
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Total Project Cost Estimate
Basis
Base cost
Contingencies
Budget – Determine Budget
• Work package budget rolls up to project
• Contingency reserves for identified risks are
managed by PM
• Management reserves for unplanned changes
are not part of project budget
Budget – Cost Management
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Cost reporting
Earned Value Management
Estimates to complete
Releasing contingencies
Budget changes
Show Earned Value Graphic
Quality
• Plan quality requirements and activities and
include them in schedule and budget
• Perform quality assurance activities
• Perform quality control
Project Staffing
• Plan staff – Define clear roles and
responsibilities
• Acquire team – Assign individuals to project
• Develop team – Improve individual and team
performance
• Manage team – Manage performance
Integrated Project Teams
Communications
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Plan communications
Distribute info
Manage expectations
Report performance
Risk Management
• Purpose – be aware of what might happen that
would alter project plan and be prepared for it
• Processes
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Plan risk management
Identify risks
Perform qualitative analysis
Perform quantitative analysis
Plan risk responses
Manage risks
Risk Management – Identify Risks
• Specify what could happen – good and bad
– Good = opportunities
– Bad = threats
• State what the impact would be
• Capture in a risk register
Risk Management - Qualitative
• Probability = likelihood the risk will come
about
• Impact = the effect on cost, schedule, or
public trust if the risk occurs
• Select a range for each to get a priority score
• Put effort into highest priority risks
Risk Management - Quantitative
• Detailed analysis that supports decision
making in the presence of uncertainty
• Various Techniques:
– Three Point Estimates
– Expected Value
– Monte Carlo Simulation
Risk Management – Responses
• Use the responses:
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Avoid/Exploit
Transfer/Share
Mitigate/Enhance
Accept
Schedule time for response activities
Budget for response activities
Schedule time for schedule contingencies
Budget for cost contingencies
Risk Management – Monitor & Control
• Review risk register at team meetings
• Update risks at milestones or annually
• Retire contingencies so money goes back to
program
Consultant Procurement
Project Execution
• Information – getting info to the right people
at the right time
• Workflow – ensuring that people are working
on the right things at the right time
• Decisions – ensuring issues are resolved in a
timely way
Monitor & Control
• Monitoring
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Scope for refinements, deliverables, changes
Schedule for updates, deviations, changes
Budget for expenditures, overages, changes
Risks for changes (add, retire, probability, impact)
Issues for resolution
Team for performance
Lessons Learned
• Deviations from the Plan
• Changes to the Plan
Project Change Management
Impact of
Change on
Project:
Low
Medium
High
Scope/Design
Change to details
within work package
Change to scope that
affects other work
packages
Change to
approved scope
Schedule
Change only affects
functional group
activities
Change requires
duration changes by
other functional
groups or fast tracking
Change to major
milestones (Env
Doc, Letting, Open
to Traffic)
Budget
Change managed
within assigned work
package budget
Change managed
Change to project
within assigned project budget
budget
Approved by:
Functional Group
Supervisor
Project Manager (with
team participation)
Project Sponsor
Whole project team
Stakeholders as
needed
Communicated Functions that use
to:
work package & PM
Project Change Management
• Low level changes are made at the functional
group level and communicated through amended
project documents
• Medium level changes are identified as issues,
made by the project manager and team, and
communicated in the method defined in the PMP
• High level changes are identified as issues,
requested through a change request, approved
by the project sponsor
Project or Phase Closeout
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Files
Documents that get passed on to next phase
Contracts
Lessons learned
Primavera P6
• Will add schedule and diagram?
• Tom?
PM Enhancement Guidance Structure
Program Structure
Program
Advisory
Core Team
Project Structure
Executive Sponsors:
Mike Barnes/
Jon Chiglo
Project Sponsor:
Variable
Operational Sponsor:
Mike Ginnaty
Project
Manager:
Variable
Program
Manager:
Jeff Brunner
Projects
Project
Production
Team
Project Advisory
Team
Project Review
Team
Enterprise Project Governance
Enterprise
Portfolio
Portfolio
Program
Projects
Portfolio
Program
Projects
Project 1
Project 2…
Portfolio: Collection of
projects, programs,
and other work
grouped together to
facilitate effective
management to meet
strategic business
objectives.
Program: Group of related
projects coordinated to
obtain benefits and
control not available from
managing them
individually.
Project: A temporary
endeavor undertaken to
create a unique product,
service, or result.
In Summary…
• PM responsible for
Scope, schedule, budget
Project charter, PMP, change
management, conflict and project risk
Remember, these elements are scalable
to your project!
In Light of New Expectations…
• What does district management expect of
PMs?
• Do there need to be org changes?
• What are the training needs?
• What data/reports/tools/etc. do PMs need?
• What data/reports/tools/etc. do program
managers need?