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48 Collaborative Airport Capital Planning Handbook · A project definition/description form or memorandum for each project in the ACP (a proj- ect definition manual may be needed for larger, more complex projects). · Monthly project status reports. · Monthly cash flow projections. Result: The following is the result an agency can expect in terms of targets achieved, benefits realized and value added when an agency follows the recommended step outlined above: 1. All parties involved in defining the project agree upon the scope, cost, funding and schedule for the project before beginning design in the next step. Step 2: Design Goal: The goal of Step 2 is to design a project that meets the owner's needs and expectations within the scope, cost and schedule developed during the project definition phase (Implemen- tation Step 1), and that meets the agency's goals and objectives. Actions: The following is a list of actions, activities or tasks that should be completed during this step: · Stakeholder Input: Solicit and obtain input and feedback from the owner and other appropri- ate stakeholders on project scope and functional design requirements at the beginning and throughout the design process. · Procure Consultant: Determine if the agency has internal resources to design a project. If not, procure professional design services, as necessary. · Manage Consultant: Manage professional design services firm, if necessary. · Partnering: Partner with professional design services firm, owner and Stakeholders, if desired. · Project Management Plan: For larger projects, develop a project management plan that outlines the project's goals, the technical requirements, roles and responsibilities, resources, budget and schedule. · Quality Control: Develop a quality control (QC) plan that outlines the QC objectives, the QC manager and his or her responsibilities, the types and frequency of QC reviews, and the required QC reporting and documentation required for successful completion of the design activities. · Design: Design project with professional design services firm to meet the needs of the owner and meet the agency's goals and objectives. · Value Engineering: Evaluate and analyze selected materials, systems, processes and equipment during design to ensure the required functions are being realized at the lowest total cost of ownership, as needed. · Risk Management: As design progresses, revisit the Risk Management Plan to track and mon- itor the risks identified in Implementation Step 1 above, update the Risk Register and Risk Man- agement Plan as needed, and revise contingency funding amounts, as appropriate. · Change Management: Monitor and track changes to the scope, budget estimate and sched- ule during design and document the reason for the changes. Changes need to be reviewed during regular meetings and evaluated against goals, targets and performance metrics (see Chapter 6). · Budget Estimate: Prepare a more detailed budget estimate based on more detailed design. See the details related to budget estimating included in Implementation Step 1. · Schedule: Prepare a more detailed schedule based on more detailed design. See the details related to scheduling included in Implementation Step 1. · Coordination: Solicit and obtain input and feedback from the owner and other appropriate stakeholders throughout the design process. · Invoices: Review and approve invoices and change orders for the consultant(s). Coordinate with Finance to ensure proper coding for funding and cost recovery.
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The Nuts and Bolts: Development and Implementation 49 · Cash Flow: Prepare and submit realistic cash flow projec- tions on project expenditures to the Finance Department, Compelling Practice #11 quarterly at a minimum and monthly where possible. Project Authorization · Progress Reporting: Track and report on progress of design (scope, cost and schedule) to the appropriate stakeholders Massport has individual Project Budget Board monthly. See page D-7 of Appendix D for a sample project authorizations that establish a complete project status report. budget for all expenses related to a project, includ- · Monitoring Progress: Monitor, track and refine scope, ing all project phases. Once this project budget is budget estimate and schedule as design progresses. authorized by the Board of Directors, the Capital · Document Control: Follow and administer document Programs department has the flexibility to move control procedures. Agencies without an archiving or funds between project phases to cover overruns document management policy should develop one in with underruns as long as the total project budget accordance with applicable federal and state requirements does not go up and as long as those overruns do and/or guidelines that includes policies for both electronic not trigger other defined Board authorization and hard copy documents. requirements. · Final Funding Approval: Confirm funding source(s) and amount(s) with the Finance Department before proceed- ing to the next step, Construction. See the details related to funding sources included in Implementation Step 1. · Authorization: Obtain authorization to proceed to next step from the appropriate party or parties (Implementation Step 3: Construction). · Designer Evaluation: Evaluate the designer for the design services provided. See page D-8 to D-9 of Appendix D for a sample designer evaluation form for design services. When: Design should begin after the project has been well defined, funding is secured, and before beginning construction. Leader: Lead Technical Department (See Step 3 of the Development phase for a description of a Lead Technical Department.) Partner: CMT Methods: The following is a list of techniques that should be used to communicate and col- laborate with Partners during this step: · Collaborate in meetings and/or via collaboration technology with The owner to refine and agree upon the project scope and functional design requirements. Other Technical Departments to refine and agree upon the design of projects, as needed. External Stakeholders to solicit input and feedback, as necessary. Finance Department to discuss and confirm project funding. · Communicate with the CMT in writing on The design documents once complete and prior to beginning project bidding and construction. · Communicate with Finance in writing on Cash flow projections and provide any other financial information and required data as needed. · Communicate with the Executive Leader in writing on Documentation required to seek approval from Approving Authorities for expenditures such as project authorizations. Products: The following is a list of written documents, processes, data, events, and/or other benefits that will be produced during this step: · Contract(s) with professional services firm(s), as required, and contract amendments if scope changes.