Guide to Project Management Strategies for Complex Projects (2013) / Chapter Skim
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From page 65... ...
63 4 USING THE PROJECT MANAGEMENT TOOLS 4.1 INTRODUCTION This guide provides a roadmap for managing complex projects that starts with a higher-order conceptualization of project complexity (the 5DPM model) and facilitates understanding the scope and nature of project complexity through complexity scoring and mapping.
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From page 66... ...
64 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The 13 project management tools identified through the case studies completed in the R10 research project are listed in the far-left column of Table 4.1. Table 4.1 relates the tools to the typical project development phases by showing when your team will consider a given tool (C for consider)
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From page 67... ...
65 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS TABLE 4.1. TOOL SELECTION AND EXECUTION PROCESS ACROSS THE TYPICAL PROJECT DEVELOPMENT LIFE CYCLE Tool Typical Project Development Process Phase Planning Programming and Scoping Preliminary Engineering Final Engineering Construction Operation, Monitoring, and Maintenance 1.
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66 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Figure 4.2. Tool selection process.
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From page 69... ...
67 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Figure 4.2 shows the process starting with the complexity map and the output from the five 5DPM methods, as well as information from both internal and external sources (and recall that you do not wait to begin exploring tools until all five methods are completed)
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From page 70... ...
68 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The intention of the graphic is to help relate the use of each of the 13 tools to managing project complexity in each of the 5DPM dimensions. The graphic contains the name of the tool at the top and boxes across the bottom for each of the five dimensions.
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From page 71... ...
69 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS When to Incentivize Critical Project Outcomes Implement use of incentives and disincentives as early as possible in the planning process and always consider it as part of the complex-project procurement plan. Development of performance metrics and incentive language may take place multiple times on a project, particularly when partners join the team at different stages, which is frequently the case with design–bid–build.
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From page 72... ...
70 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Steps in Incentivizing Critical Project Outcomes After evaluating and mapping project complexity and developing a clear understanding of the sources of complexity on the project, perform the following steps to develop contract incentives to align the interests of contracted parties with those of the overall project, the project owner, the public at large, or a combination of them: 1. Identify critical success factors from Method 1.
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From page 73... ...
71 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Where to Learn More About Incentivizing Critical Project Outcomes To learn more about using critical project outcome incentives, see the associated SHRP 2 R10 training materials, which are available at www.trb.org/Main/Blurbs/167482.aspx. The following resources are also available for more in-depth information: • NCHRP Web Document 38: Quality-Based Performance Rating of Contractors for Prequalification and Bidding Purposes.
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From page 74... ...
72 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 4.3 TOOL 2: DEVELOP DISPUTE RESOLUTION PLANS Overview Development of dispute resolution plans early is important for complex projects. Realiz ing that complex projects offer a greater number of dispute points than simple projects, thoughtful dispute resolution plans can be crucial to project success.
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73 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS The use of dispute resolution plans can help in managing complexity and potential setbacks in the cost, schedule, technical (quality) , context (including stakeholder issues)
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74 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Steps in Developing Dispute Resolution Plans Follow these steps in developing dispute resolution plans: 1. Identify key decision makers with each major project partner or stakeholder.
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75 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS The stakeholder council acted as a mechanism for individual business owners to present specific disputes and gain resolution without resorting to legal or extralegal means. The council decided the best course of action, and Virginia DOT then worked with its contractor to create a solution that minimized impacts on both the project and the community.
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76 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS • NCHRP Report 480: A Guide to Best Practices for Achieving Context-Sensitive Solutions.
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77 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS When to Perform Comprehensive Risk Analysis Begin risk management planning in the very early stages of the project. The adequacy of risk management will be improved by following this advice: • Start the process early.
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78 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS o We have a standard and documented process or tool in performing comprehensive risk analyses and developing mitigation strategies (some maturity or experience)
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From page 81... ...
79 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS During this project, rapid inflation of construction material costs occurred over a period of about one year. During this period of inflation, new estimates were created every month to try to stay ahead of the rising costs.
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80 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS • NCHRP 20-24(74) : Executive Strategies for Risk Management Practices by State Departments of Transportation.
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81 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS 4.5 TOOL 4: IDENTIFY CRITICAL PERMIT ISSUES Overview Development of timelines for environmental, U.S. DOT Section 4(f)
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82 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Readiness to Identify Critical Permit Issues How does your organization identify critical permit issues to minimize their negative impacts on cost, schedule, technical scope, context, or financing in the scoping and programming and preliminary engineering phases of project development? o We do not consider in the scoping and programming or preliminary engineering phases of project development (novice)
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From page 85... ...
83 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Examples of Critical Permit Issue Identification Detroit River International Crossing The DRIC project was monitored at the U.S. DOT level because it was included on then-President Bush's list of the top 10 projects requiring streamlining.
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84 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS management action and other resources to avoid or mitigate the delays these issues represent, and (3) better decision making in project planning and programming.
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85 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS • Beyond Compliance: Historic Preservation in Transportation Project Development. Course Number FHWA-NHI-142049.
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86 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Schedule complexity may be created by context issues, such as high-volume traffic and lack of suitable detours, but the use of off-site fabrication will be determined by an analysis of the trade-offs in cost, schedule, and design quality and serviceability. Therefore, at least within the context of the 5DPM framework in this guide, off-site fabrication can help manage cost, schedule, and technical complexity, which in turn may be a solution for context and stakeholder constraints.
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87 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS 2. If construction must proceed under traffic, determine the impact of the project on capacity and mobility through the work zone.
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88 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Where to Learn More About Evaluating Off-Site Fabrication Applications To learn more about evaluating off-site fabrication applications, see the associated SHRP 2 R10 training materials, which are available at www.trb.org/Main/Blurbs/167482.aspx. The following resources are also available for more in-depth information: • SHRP 2 R04: A Toolkit for Accelerated Bridge Construction.
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89 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS owner agency and general public that ultimately suffer if ROW and utility (including railroads) issues are not integrated into the overall project.
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90 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS When to Determine Involvement in ROW and Utilities To be effective, this integration tool should be implemented in the very early stages of design so the partners have time to provide timely information to designers before letting construction contracts. If design–build (DB)
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91 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS 5. Assign a team member the specific responsibility to track communication and integration progress with each ROW, utility, or railroad partner.
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92 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The following resources are also available for more in-depth information: • NCHRP 20-24(22) : Best Practices in Partnering with Public Resource Agencies.
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93 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS • Highway/Utility Issues. Course Number FHWA-NHI-134006.
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94 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS In the context of the 5DPM model, complexity arises when the scope of the project is large or technical capabilities are significant, which suggests the need for multiple designers, contractors, and consultants. If the schedule is also constrained or completion is critical because of high road-user costs or other schedule factors, interim schedule mileposts (such as opening and closing ramps)
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95 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Steps in Determining Work Packages and Sequencing After identifying complexity factors and completing Methods 1 through 5 (particularly procurement planning and project arrangements with Method 3) , follow these steps to assign and sequence work packages: 1.
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From page 98... ...
96 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The InterCounty Connector team used a detailed work breakdown structure (WBS) to structure and sequence the work, which included field quality control, cost control, and project acceptance.
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97 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS the criteria used to determine when provisions are appropriate, the methods used to determine dollar amounts on incentives and disincentives, and the effects on projects. • FHWA Guide for Construction Contract Time Determination Procedures.
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From page 100... ...
98 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS When to Design to Budget You will need to decide to limit design options or reduce the initial project scope to conform to a constrained budget or schedule early in the planning process and communicate those limitations or reductions to designers before the start of significant design work. You also need to communicate any financing issues that threaten project feasibility to external stakeholders and the general public at the earliest discussions of the project so they are not taken by surprise if the project is reduced in scope or any nonessential design options (e.g., bike paths or artwork)
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99 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Steps in Designing to Budget From the results of the complexity identification and mapping process, as well as Methods 1 through 5, identify the cost and schedule constraints that necessitate designing the project to budget. Historically, design drives the budget, but as financing becomes an increasingly important aspect of project management, the opposite relationship holds true, and budget drives design.
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100 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS T-REX As with most DB projects, the contract on the T-REX project in Denver, Colorado, was set by the proposal amount, and the design-builder was obligated to provide a design that conformed with the contract amount. However, the owner did not specify a budget amount in advance.
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101 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS 4.10 TOOL 9: COLOCATE TEAM Overview Before the start of the project, discuss the advantages and disadvantages of project team colocation. Some compromise may be necessary, but having the whole team together most of the time may increase the odds of achieving critical project success factors.
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From page 104... ...
102 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS When to Colocate Team You can use the colocation tool in planning, design, and construction, depending on the type of delivery system used and which project partners are colocated. Colocation is perhaps most likely to occur during the final design and construction phases.
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103 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Examples of Colocating Team I-95 New Haven Harbor Crossing Corridor The Connecticut DOT established the NHHCC project headquarters in an independent building close to major project contracts and housed the program management firms in that office. According to project directors, this policy helped to create an effective team atmosphere for managing the project.
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104 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS • AASHTO Partnering Handbook, 1st ed.
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105 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS When to Establish Flexible Design Criteria Analyze use of design exceptions during the planning phase, and implement options throughout the design phase. Unless design exceptions are analyzed during planning, the flexible design criteria tool will provide little benefit or will make redesign necessary.
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106 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Steps in Establishing Flexible Design Criteria Use the results of complexity identification and mapping, along with the outcomes of Methods 1 through 5, to provide guidance for establishing flexible design criteria. In addition, use the flexible design criteria tool to coordinate with identifying critical permit issues (Tool 4)
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From page 109... ...
107 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS I-95 New Haven Harbor Crossing Corridor The Pearl Harbor Memorial Bridge, which is part of the NHHCC project, was the first extradosed bridge in the nation. The extradosed system could add to the complexity of the project from a technical point of view.
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108 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS quantitative information and at various innovations such as ground-penetrating radar, light-emitting diode traffic signals, and partnering. The use of the information in the report should result in higher-quality decisions.
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109 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS When to Evaluate Flexible Financing Ideally, begin evaluating flexible funding in the planning phase and complete it before design is finalized. If using project phasing to leverage financing, coordinate design packages with phasing and bid-letting schedules.
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From page 112... ...
110 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Steps in Evaluating Flexible Financing Use the results of complexity identification and mapping, along with the outcomes of Methods 1 through 5, to provide guidance for evaluating flexible financing. In addition, be sure to coordinate evaluation of flexible financing with designing to budget (Tool 8)
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111 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS North Carolina Tollway The North Carolina Tollway project used bonds for financing. Costs were in two parts: capital costs (covering construction and ROW)
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112 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS • NCHRP Project 20-68A, Scan 07-01: Best Practices in Project Delivery Management.
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113 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Implement the finance expenditure model tool for complex projects when the project technical scope is large and fixed, project cost is closely equal to available funding, and few alternatives exist that would not substantially delay the project. In these circumstances, you will need to develop the model to maintain adequate cash balances.
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114 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS (Tool 11) , and other tools as appropriate for your project.
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From page 117... ...
115 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Where to Learn More About Developing Finance Expenditure Models To learn more about developing finance expenditure models, see the associated SHRP 2 R10 training materials, which are available at www.trb.org/Main/Blurbs/167482.aspx. The following resources are also available for more in-depth information: • Uniform Audit and Accounting Guide for Audits of Architectural and Engineering (A/E)
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From page 118... ...
116 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS When to Establish Public Involvement Plans Begin planning for public involvement at the earliest stages of the project and continue with implementation through completion of construction. Readiness to Establish Public Involvement Plans How does your organization establish public involvement plans such as neighborhood meetings and public communications in the planning, scoping and programming, preliminary engineering, and final engineering phases of project development to mitigate public disruption and dissatisfaction?
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From page 119... ...
117 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS o The project team is supposed to consider and establish public involvement plans, but the process is not well defined and may vary from project to project (in between with buy-in)
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118 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS for the sake of political involvement. The Virginia DOT responded to political requests with communication and by fulfilling promises.
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119 Chapter 4: USING THE PROJECT MANAGEMENT TOOLS Where to Learn More About Establishing Public Involvement Plans To learn more about establishing public involvement plans, see the associated SHRP 2 R10 training materials, which are available at www.trb.org/Main/Blurbs/167482.aspx. The following resources are also available for more in-depth information: • NCHRP 8-40: Evaluating Cultural Resource Significance Using Information Technology, 2002.
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From page 122... ...
120 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS customer needs to decision making, nontransportation best practices, transportation best practices and implementation strategies, case studies of customer analysis in agency work, guidelines for practitioners, and the potential for information sharing. • NCHRP Synthesis of Highway Practice 407: Effective Public Involvement Using Limited Resources.
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