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From page 42... ... 40 3.1 INTRODUCTION Managing modern complex renewal projects demands that the cost, schedule, technical, context, and fi nancing dimensions are addressed in the planning process. The complex-project management team gains a fi rmer understanding of the nature, scope, and dynamic interaction of complexity factors by examining the factors that create complexity in each of the fi ve dimensions. Read the entire page →
From page 43... ... 41 Chapter 3: USING THE 5DPM METHODS Readiness Assessments Some 5DPM methods and tools might be new to your agency yet potentially powerful to improve your capability to manage any given complex project. At the same time, an existing method or tool that you use may be equivalent or superior to one of the 5DPM methods or tools. Read the entire page →
From page 44... ... 42 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 3.2 METHOD 1: DEFINE CRITICAL PROJECT SUCCESS FACTORS Overview Use Method 1 to identify the critical success factors for all complex projects. This step is the most important aspect of managing complex projects successfully, because it literally sets the basis for making decisions throughout the project life cycle, as shown in Figure 3.2. Read the entire page →
From page 45... ... 43 Chapter 3: USING THE 5DPM METHODS Critical project success factors typically comprise both subjective and objective inputs. The Saskatoon Green Streets project provides a good example of both. Read the entire page →
From page 46... ... 44 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The process in Saskatoon led the participants to choose Tool 1, incentivize critical project outcomes, to develop a design–supply–build delivery method by permitting the designer to make a profit by actually supplying the materials to offset the materialquality risk. The participants also chose Tool 10, establish flexible design criteria, by mandating only that the maximum amount of material be recycled instead of selecting an arbitrary percentage such as 90%. Read the entire page →
From page 47... ... 45 Chapter 3: USING THE 5DPM METHODS After defining the critical project success factors, the team selects project management tools (Chapter 4) to facilitate the achievement of project success. Read the entire page →
From page 48... ... 46 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Method 1 should be started after complexity mapping and before resource allocation (Methods 2 through 4) and project action planning (Method 5) Read the entire page →
From page 49... ... 47 Chapter 3: USING THE 5DPM METHODS Readiness to Define Critical Project Success Factors How does your organization identify critical success factors (political and legislative issues, available resources, project characteristics, and others) of complex projects in the project planning and scoping and programming phases? Read the entire page →
From page 50... ... 48 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 3.3 METHOD 2: ASSEMBLE PROJECT TEAM Overview The project team is the driver of the project, and selection of the appropriate people at the appropriate time is important in delivering a complex project successfully. Having the right people is important, but empowering them with the authority they need to execute their responsibilities effectively is also important. Read the entire page →
From page 51... ... 49 Chapter 3: USING THE 5DPM METHODS Method 2 is essentially a gap analysis, in which project needs are identified in terms of skills, knowledge, responsibility, and authority and compared then to inhouse resources and capabilities. The next step is to assign authority, responsibility, and leadership and determine external sources for additional required skills (e.g., other agency personnel, contractors, designers, and consultants) Read the entire page →
From page 52... ... 50 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Readiness to Assemble Project Team How does your organization assess in-house capabilities (critical skill sets, knowledge, and resources) and responsibilities to determine the necessity for external resources that may be required in the planning, scoping and programming, preliminary engineering, and final engineering phases of project development? Read the entire page →
From page 53... ... 51 Chapter 3: USING THE 5DPM METHODS 3.4 METHOD 3: SELECT PROJECT ARRANGEMENTS Overview After identifying project success factors, the planning for required administrative resources (procurement and contracting for services) can be started. Read the entire page →
From page 54... ... 52 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Inputs to consider come from the complexity analysis and map and critical success factors identified using Method 1. Additional inputs are obtained from the resource allocation decisions made concurrently using Methods 2 and 4. Read the entire page →
From page 55... ... 53 Chapter 3: USING THE 5DPM METHODS The outcomes of Method 3 are as follows: • Procurement plan (what we need, who we need it from, when we need it, and how much it will cost) ; • Delivery methods (what goods and services we will bundle, as in DB, design– build–operate, PPP) Read the entire page →
From page 56... ... 54 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS • NCHRP 20-24(14) B: Innovations in Partnering and Relationship Building in State DOTs. Read the entire page →
From page 57... ... 55 Chapter 3: USING THE 5DPM METHODS Inputs to consider come from the complexity analysis mapping and critical success factors identified using Method 1. Additional inputs come from resource allocation decisions made concurrently using Methods 2 and 3 and are used to identify all sources of funding that are currently available, as well as the relative certainty of their availability for use on the project. Read the entire page →
From page 58... ... 56 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Figure 3.7. Inputs and outputs for preparing early cost model and finance plan.Figure 3.7. Read the entire page →
From page 59... ... 57 Chapter 3: USING THE 5DPM METHODS Figure 3.8. Two potential financing options for surface transportation projects. Read the entire page →
From page 60... ... 58 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Readiness to Prepare Early Cost Model and Finance Plan How does your organization compare the available funding and additional external funding and financing sources to the expected cost and scope of the project in the scoping and programming and preliminary engineering phases of project development? o We do not consider in any particular phase (novice) Read the entire page →
From page 61... ... 59 Chapter 3: USING THE 5DPM METHODS • Report on Long-Term Financing Needs for Surface Transportation. Read the entire page →
From page 62... ... 60 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Project action plans either target specific stakeholders (such as attempts to change restrictive legislation to allow innovation on a specific project) or can be general in nature (such as a public information and communication plan aimed at improving project support across a wide range of stakeholders) Read the entire page →
From page 63... ... 61 Chapter 3: USING THE 5DPM METHODS Innovations using Method 5 can be administrative, contractual, technical, or methodological. The outcomes of Method 5 are a clear understanding of the influence of external stakeholders and plans for directing this influence positively to achieve project success, as well as targeted project action plans to overcome constraints (roadblocks) Read the entire page →
From page 64... ... 62 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Readiness to Develop Project Action Plans How does your organization develop project action plans to address resource issues and remove or reduce potential constraints and barriers in terms of administrative, contractual, technical, or methodological perspectives in the planning, scoping and programming, preliminary engineering, final engineering, and construction phases of project development? o We do not consider in any particular phase (novice) Read the entire page →

From page 42...

... 40 3.1 INTRODUCTION Managing modern complex renewal projects demands that the cost, schedule, technical, context, and fi nancing dimensions are addressed in the planning process. The complex-project management team gains a fi rmer understanding of the nature, scope, and dynamic interaction of complexity factors by examining the factors that create complexity in each of the fi ve dimensions.