Strategic Program Delivery Methods (2017) / Chapter Skim
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15 INTRODUCTION This chapter presents current practices in program delivery methods and processes for transportation. It integrates information collected from a national survey of state DOTs, a review of their guidelines and process documents, and other relevant literature.
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16 Programming is a critical phase in the process. When projects are programmed, information may be limited for decision makers to make judgments on project cost, scope, and schedule estimates.
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17 Georgia DOT Office of Program Control – This office monitors, controls, and reports on project status; serves as owner of the project scheduling software and project status reports; leads the Plan Development Process training course and the Local Administered Project training; raises awareness of the value of collaborative practices from project selection through project closing; provides monthly letting list recommendations to executive management; works with individual project managers/leaders to ensure that the department's project scheduling tool is understood and followed. The Office of Program Control is also responsible for maintaining a balanced construction work program and for reviewing project concept reports (GDOT 2016)
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18 implementing or considering the use of program delivery -- a holistic approach to delivering groups of projects. Fifteen state DOTs (37%)
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19 FIGURE 6 Program delivery approaches in transportation-related public agencies (n = 10)
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20 Program Delivery Approaches Figure 8 shows the responses to the survey with regard to the use of project delivery methods for programs. Specifically, 41 state DOTs (100%)
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21 ect. In general, the delivery method is selected after rigorously analyzing the goals, attributes, and risks of an individual project or a group of projects.
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22 In the survey, state DOTs were asked to provide information on the project delivery method selection process for a program. Figure 12 summarizes the responses to this question.
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23 FIGURE 14 Motivational factors for program delivery methods (n = 26)
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24 • Vintage legacy systems: Any solution should be applicable to all phases of project development and should not involve abandoning useful processes or tools of viable legacy systems. • Rapid program growth: Ability of regions of different sizes to deliver projects with varying degrees of complexity, and the need for hands-on control.
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