MnDOT Project Management
History and Future
MnDOT – ACEC/MN Annual Conference
March 5, 2013
Earle Brown Heritage Center
300
$680
250
$660
$640
200
$620
150
$600
100
50
0
2006
$580
$560
Number of Projects
Award Total
2007
2008
2009 2010
Fiscal Year
2011
2012
$540
2013
Award ($M)
Number of State Projects
Projects are MnDOT’s Business
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
Monitor & Control
Project
Close
Project
Project Management Processes
Project 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 Process
1.
2.
3.
4.
5.
6.
7.
8.
9.
Project Analysis
Stakeholder Identification
Conflict Identification
Conflict Mapping
Conflict Ranking
Conflict Strategy
Conflict Management
Conflict Review
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
0
