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From page 19... ... 17 2.1 IMPLEMENTING 5DPM Section 1.7 discusses implementation approaches from an organizational leadership and strategy viewpoint, and this section presents an overview of implementation from a project management process viewpoint. Implementation of the 5DPM process aligns well with or overlaps the typical project development phases, as shown in Figure 2.1. Read the entire page →
From page 20... ... 18 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS developing a cost model and finance plan (Methods 2 through 4) happen concurrently, soon after identification of the critical success factors, and can be variable and revisited during further development of the project. Read the entire page →
From page 21... ... 19 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK TABLE 2.1. IMPLEMENTATION MATRIX FOR 5DPM METHODS AND TOOLS BY TYPICAL PROJECT DEVELOPMENT PHASE 5DPM Method or Tool Planning Programming and Scoping Preliminary Engineering Final Engineering Construction Operation, Monitoring, and Maintenance Methods 1. Read the entire page →
From page 22... ... 20 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 2.2 ASSESSING 5DPM READINESS All transportation agencies have their own project development processes and various project management methods and tools. Some of the methods and tools presented in this guide might be new to your agency yet potentially powerful to improve or augment your existing capabilities to manage any given complex project. Read the entire page →
From page 23... ... 21 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK TABLE 2.2. 5DPM IMPLEMENTATION READINESS ASSESSMENTS AND RECOMMENDATIONS Readiness Definition Description Recommendations Novice No project management controls applied or considered. Read the entire page →
From page 24... ... 22 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 2.3 DEFINING PROJECT COMPLEXITY When implementing the 5DPM approach on a project to help manage project complexity, it is important to standardize and focus on each of the five dimensions to ensure the following: • Every member of the project team understands and uses the same terminology in the same fashion. • External stakeholders understand the meaning of the terminology used in conjunction with the complex-project management documents. Read the entire page →
From page 25... ... 23 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK TABLE 2.3. COST DIMENSION FACTORS Factor Definition Application Example Project estimates Involves all types of cost estimates completed throughout the project life cycle. Read the entire page →
From page 26... ... 24 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Dimension 2: Schedule The focus on the schedule dimension relates to all the calendar-driven aspects of a complex project. The schedule dimension furnishes the time factors necessary to achieve delivery of the complex project by the time they need to be resolved. Read the entire page →
From page 27... ... 25 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK TABLE 2.4. SCHEDULE DIMENSION FACTORS Factor Definition Application Example Time The period in which the complex project must be delivered. Read the entire page →
From page 28... ... 26 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS TABLE 2.5. TECHNICAL DIMENSION FACTORS Factor Definition Application Example Scope of work The purpose of the project that technically defines the constructed facility to satisfy that purpose. Read the entire page →
From page 29... ... 27 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK Dimension 4: Context Focusing on context as a separate project complexity dimension helps manage all external factors that have an impact on the project. Context factors can be some of the most difficult to predict and manage before and during construction. Read the entire page →
From page 30... ... 28 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Dimension 5: Financing Focusing on financing as a separate project complexity dimension is increasingly important because, for complex projects, it is no longer sufficient to merely know the project cost. The owner must know how the project will be paid for and integrate that knowledge into the scope of work. Read the entire page →
From page 31... ... 29 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK TABLE 2.7. FINANCING DIMENSION FACTORS Factor Definition Application Example Public funding Traditional sources of funding for public projects • Federal-aid funds • State funds Advance construction that "allows a state to begin a project even if the state does not currently have sufficient federal-aid obligation authority to cover the federal share of project costs" (FHWA 2002) Read the entire page →
From page 32... ... 30 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Additional Resources FHWA and SHRP 2 have many resources available to assist complex-project managers in analyzing project needs. The FHWA Office of Innovative Program Delivery website is a good resource (www.fhwa.dot.gov/ipd/index.htm) Read the entire page →
From page 33... ... 31 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK Note that it is much less important for the team to agree on absolute scores than on relative scores (from one dimension to the other) Read the entire page →
From page 34... ... 32 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The first column in the spreadsheet contains the names of each of the five complexity dimensions, and the second column contains the complexity score for each of the dimensions (0 to 100) for the project. Read the entire page →
From page 35... ... 33 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK Based on the five dimensions, the resulting pentagon provides a graphic depiction of both the overall complexity of the project (area of the pentagon) and the specific nature of the complexity (the skew of the pentagon) Read the entire page →
From page 36... ... 34 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Figure 2.5. Sample project complexity map changes over time: (a) Read the entire page →
From page 37... ... 35 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK Each discipline has its own unique view of project complexity that is a function of its expertise and ability to understand other disciplines' roles in the project. Therefore, as the project complexity map is revised over time, it remains important for project team leaders to consistently score current complexity in each dimension on the basis of input from the other team members who are engaged decisively in the current project requirements. Read the entire page →
From page 38... ... 36 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Mapping project complexity for resource allocation furnishes a rational method with which to justify the need for additional resources. For instance, a typical DOT does not usually have engineers on staff with sophisticated knowledge and experience with innovative financing. Read the entire page →
From page 39... ... 37 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK 2.8 CONNECTING THE 5DPM FRAMEWORK TO COMPLEXITY ON YOUR PROJECT Figure 2.6 encapsulates the relationship of the factors within each of the five dimensions of project complexity (listed across the top of the figure) to the project analysis and planning methods, which are listed on the far-right side of the figure. Read the entire page →
From page 40... ... 38 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Figure 2.6 conceptually relates the 5DPM methods to each of the five project complexity dimensions as follows: • Method 1, Define Critical Project Success Factors, is influenced by factors from all five dimensions. • Method 2, Assemble Project Team, and Method 3, Select Project Arrangements, can be influenced by any of the dimensions, but they are most often influenced by factors in the schedule, technical, and context dimensions. Read the entire page →
From page 41... ... 39 Chapter 2: USING THE 5DPM PLANNING FRAMEWORK During complex-project management analysis and planning, the project team stays abreast of significant challenges that might impede project success (speed bumps) as well as absolute constraints that prevent using needed innovations to achieve success (roadblocks) Read the entire page →

From page 19...

... 17 2.1 IMPLEMENTING 5DPM Section 1.7 discusses implementation approaches from an organizational leadership and strategy viewpoint, and this section presents an overview of implementation from a project management process viewpoint. Implementation of the 5DPM process aligns well with or overlaps the typical project development phases, as shown in Figure 2.1.