Strategic Program Delivery Methods (2017) / Chapter Skim
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25 INTRODUCTION This chapter discusses project and program delivery performance in the transportation industry. The information is taken from a national survey of state DOTs and a review of their guidelines and process documents.
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26 TABLE 3 EXAMPLES OF PROGRAM DELIVERY PERFORMANCE MEASURES Category Example Measures Cost Project within budget (yes/no) Activity unit cost Percentage cost increase/decrease Scheduling Contract milestones (e.g., completion date)
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27 NCDOT's organizational performance dashboard includes five main areas aligning with the department's strategic goals. One of these areas is the delivery rate, which is accompanied by indicators of how well NCDOT is delivering its planning, design, construction, and maintenance activities.
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28 Anyone can access the dashboard from the NCDOT website. By clicking on any of the gauges, a user will see detailed information on how NCDOT determines the rating of that particular metric gauge.
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29 FIGURE 22 Wisconsin DOT performance measures (Wisconsin DOT 2015)
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30 TABLE 4 MEASURES OF PROJECT AND PROGRAM DELIVERY Measure Purpose of Measure Results Percentage of programmed project cost compared to final project cost This measure determines how close total project costs are to the programmed costs. The programmed cost is considered to be the project budget.
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31 FIGURE 24 Benefits of ACMs to program delivery (n = 41)
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32 • Developing and maintaining consistency between the program and the rest of the agency • Time required to analyze the entire program • Understanding benefits and applicability of program delivery • Resource demands. The survey also attempted to identify the lessons learned by the 26 state DOTs that are currently implementing or considering the use of program delivery methods.
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