Keeping What You Paid For—Retaining Essential Consultant-Developed Knowledge Within DOTs (2017) / Chapter Skim
Currently Skimming:
Pages 20-64
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 20... ...
20 Case Studies A P P E N D I X A Case studies were developed for seven organizations (five state DOTs and two other organizations)
|
From page 21... ...
Case Studies 21 Organization Topic Motivations Strategies Tennessee Alberta DOT Environmental Division Improving future practice based on experience Remembering what was done and why Mentoring and Interaction Documentation and Handoff Processes Transportation Highway Design Specifications Improving future practice based on experience Remembering what was done and why Mentoring and Interaction Identifying and Learning Lessons Documentation and Handoff Processes Philips Innovation Services Knowledge Sharing to Drive Innovation Improving future practice based on experience Developing seasoned program managers and project engineers Mentoring and Interaction Identifying and Learning Lessons Documentation and Handoff Processes Tennessee DOT Local Programs Office Improving future practice based on experience Remembering what was done and why Developing seasoned program managers and project engineers Mentoring and Interaction Identifying and Learning Lessons Documentation and Handoff Processes
|
From page 22... ...
22 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Colorado DOT Case: Colorado Flood Response Needs: Respond to major flood event impacting 27 state highways and 120 state bridges Leverage external emergency response and innovative delivery expertise Improve future agency emergency response capabilities Techniques: Use of blended teams with strong leadership and clear role definitions Daily stand up meetings Post project lessons-learned report based on survey and interviews with participants Management commitment to learning from experience to improve future practice The Context On September 11 and 12, 2013, much of northeast Colorado, including the cities of Boulder and Fort Collins, received nearly 20 inches of rain, the equivalent of one year's average precipitation for that area. Twenty-seven state-owned roadways were closed with damage to 242 lane miles and 120 state bridges.
|
From page 23... ...
Case Studies 23 Use of Consultants The entire response and recovery effort was led by CDOT Region 4 Director Johnny Olson, who assumed responsibility as Incident Commander while restructuring his own regional workforce to proceed with RAMP. A team of consultants were retained by CDOT before September had ended, providing both additional workload capacity and emergency response expertise to augment CDOT workforces.
|
From page 24... ...
24 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs (KT) occurred from CDOT staff to consultants and from consultants to CDOT staff.
|
From page 25... ...
Case Studies 25 on," Boothman-Shepherd states. "Johnny (Olson)
|
From page 26... ...
26 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs As of early 2016, Olson was working with CDOT Headquarters to build a panel of staff and consultants to adopt emergency procedures for subsequent events. The experience gained by staff and retained consultants from the 2013 flood still plays a critical role in shaping how the next event will be governed.
|
From page 27... ...
Case Studies 27 Oregon DOT Case: Delivering a Major Bridge Program Needs: Successfully execute a $1.5 billion bridge program Provide transparency through comprehensive public involvement, outreach, and communications Leverage technology solutions to achieve efficient and coordinated program management Techniques: Establishment of expectations for knowledge transfer and handoff processes during project planning Close collaboration between DOT and contract staff during the engagement Implementation of technology solutions that institutionalize practices following the engagement The Context In 2002, routine inspections identified expanding cracks in bridges throughout Oregon, prompting Oregon officials to evaluate how deteriorating bridge conditions could impact mobility and the Oregon economy. Without a departure from its current funding levels for repair and replacement practices, they determined the situation would continue to worsen.
|
From page 28... ...
28 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs ODOT's first use of construction manager/general contractor delivery on the Interstate 5 Willamette River Bridge project. In total, the program received 68 awards for all aspects of its work, including a 2014 Grand Award from the American Council of Engineering Companies and a 2015 Northwest Best Overall Project from the Engineering News Record for the Willamette River Bridge.
|
From page 29... ...
Case Studies 29 With broad goals of stimulating Oregon's economy, employing efficient and cost-effective delivery practices, maintaining freight and traffic mobility, building projects sensitive to communities and landscape, and capitalizing on funding opportunities, the ODOT and OBDP teams collaborated to successfully implement the bridge delivery program. Critical Knowledge Area 1: Communications A program that increases public spending is not always well received.
|
From page 30... ...
30 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Knowledge Capture and Learning: Communications Mentoring and Interaction Working side by side, OBDP consultants and ODOT staff helped the program better deliver a clear and consistent message. Karen Jones Jackley, Communications and Stakeholder Relations Manager, managed public information/involvement, outreach and communications for the entirety of the bridge program.
|
From page 31... ...
Case Studies 31 Critical Knowledge Area 2: Information Technology Solutions In addition to actively seeking solutions to establish new ways of managing infrastructure projects, and broadening public involvement and communication, the project invested heavily in information technology (IT) solutions.
|
From page 32... ...
32 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Figure 4. ODOT's Work Zone Traffic Analysis Tool The bridge reporting system (BRS)
|
From page 33... ...
Case Studies 33 Identifying and Learning Lessons "Whether you're planning to manage documents, or move wide loads through corridors under construction, you have to have a vision and build a strategy collaboratively," says Lea Ann HartChambers, Performance Manager within ODOT's Major Projects Branch. "There was a lot of innovation brought by both sides." Capturing that innovation has in some instances been deliberate.
|
From page 34... ...
34 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Because the reporting system was implemented collaboratively, and was well documented, ODOT staff were able to carry on with their application. Due in large part to the sustained success of the bridge program, a state Radio Project was moved from another Oregon agency to the same Major Projects Branch at ODOT that had been leading the bridge delivery program.
|
From page 35... ...
Case Studies 35 Virginia DOT Case 1: Outsourcing Bridge Engineering Needs: Utilize private consultants to handle bridge design and inspection workloads that exceed internal VDOT staff capacity Build and sustain internal agency bridge engineering expertise Take advantage of public/private collaboration to improve engineering practice Techniques: Joint public-/private-sector technical committee Lessons learned capture - vetted by communities of practice Informal brainstorming and collaboration sessions on issues of concern Mentoring The Context The Virginia Department of Transportation (VDOT) is responsible for maintaining and operating a 58,000-mile network of highways and bridges, which is the third largest state-maintained highway system in the country, behind North Carolina and Texas.
|
From page 36... ...
36 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Critical Knowledge Areas VDOT's assessment is that it takes 8–10 years for an engineer to become proficient at bridge design. VDOT makes a conscious effort to build and sustain bridge design expertise within its staff and to ensure that its consultants have this expertise as well.
|
From page 37... ...
Case Studies 37 Identifying and Learning Lessons The Joint VDOT-VTCA Joint Structure and Bridge Committee provides a forum in which VDOT leaders and industry leaders who are consultants and contractors are able to identify and resolve complex issues and problems associated with bridge structure and design. The Joint Committee has operated effectively over the past 25 years.
|
From page 38... ...
38 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Monthly "lunch-and-learn sessions" are used to share new technology and new information. These are sometimes in person and other times via video conferences so that techniques can be demonstrated.
|
From page 39... ...
Case Studies 39 Case 2: Design Quality Assurance Needs: Continuous improvement in design quality Leverage consultants to supplement VDOT internal staff design resources Techniques: A standardized approach to capturing and documenting design issues and sharing lessons learned to improve design quality over time Use of lessons learned to update standard practices The Context VDOT's Location and Design Division (L&D) develops and maintains procedures, technical guidance, and training for the agency's highway design function.
|
From page 40... ...
40 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs regarding design fundamentals. The interaction between these two parties provides mutual benefits to both such as helping to decrease the amount of time and money required by consultants to "get up to speed" with the department's policies and procedures.
|
From page 41... ...
Case Studies 41 standards. Results of the process have been used to add to VDOT's Lessons Learned repository and to change policies and practices included in the L&D manuals.
|
From page 42... ...
42 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Use of Consultants VDOT makes extensive use of consultants to serve as construction inspectors -- of the 190 total construction inspectors at VDOT, 70 percent are consultants.6 The construction inspection mentoring program also makes use of consultants. On average, 75 percent of mentees are under VDOT mentors and 25 percent are under consultant inspector mentors.
|
From page 43... ...
Case Studies 43 individual has met the required elements and knowledge content of those elements. As mentees complete the program, they are asked to evaluate their mentor.
|
From page 44... ...
44 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs inspector on a sub-component of a larger project, followed by a bridge project where his inspection duties were focused on grading and landscaping. The required formal classes were intermingled with the practical experience.
|
From page 45... ...
Case Studies 45 Michigan DOT Case 1: Paperless Construction Needs: Improved coordination with consultants and contractors Common access to a shared pool of construction documentation Improved efficiency through streamlining of documentation and reporting processes Reduced litigation risk Techniques: Transition to electronic documents for survey, design, contract development and construction phases Implementation of a document management platform that enables convenient document access by MDOT staff, consultants, and contractors anytime and anywhere, including from the field Standardization of document naming and filing conventions Automation of workflow for electronic bidding and construction management (including contracts, invoices, and digital signatures) Collaboration with industry groups to continue improvements in e-Construction practices The Context Michigan Department of Transportation (MDOT)
|
From page 46... ...
46 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Use of Consultants In the five years since the reorganization, outsourcing at MDOT has been stable. MDOT currently outsources design for roughly one-third of construction projects.
|
From page 47... ...
Case Studies 47 MDOT; the only paper documents still used in construction projects are delivery tickets for concrete, aggregate, and hot mix asphalt. E-Construction was a success at MDOT because of strong leadership support.
|
From page 48... ...
48 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Prior practice at MDOT was to hold a meeting at the end of every project to review and evaluate the job. The meetings were distinct from the current practice of post-construction meetings and included staff from DOT, consultants, and contractors.
|
From page 49... ...
Case Studies 49 Case 2: Construction Project Scheduling Needs: Building internal expertise in construction scheduling Techniques: Use of consultants to develop staff expertise Combining classroom training and on-the-job training and mentoring The Context Until recently, MDOT did not have internal construction scheduling expertise. MDOT decided to add a critical path method (CPM)
|
From page 50... ...
50 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Knowledge Capture and Transfer Mentoring and Interaction The training and mentoring provided by the consultant offer a mix of passive and active learning as well as transfer of explicit (documented) and tacit knowledge.
|
From page 51... ...
Case Studies 51 Tennessee DOT Case 1: Local Programs Office Needs: Transitioning functions from substantial outsourcing back to agency employees Building staff capabilities Ensuring that agency staff can access critical information about prior (outsourced) activities Techniques: Use of consultants on a temporary basis for technical and professional positions for maintaining work continuity during a hiring freeze Maintaining notes on "what was done and why" so that in the future others can revisit those notes and understand the basis for actions taken Use of project logs to ensure continued access to information about decisions made by the consultants once they are gone Retaining consultant email archives to enable future research about past activities once consultants have completed their engagement with the agency The Context In 2009, the Tennessee Department of Transportation (TDOT)
|
From page 52... ...
52 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs projects. The consultants, who worked on-site at TDOT, were expected to have limited responsibilities at the Local Programs Office.
|
From page 53... ...
Case Studies 53 Office. However, TDOT continues to tap into the knowledge and experience of one of the previous onsite consultants when needed.
|
From page 54... ...
54 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Case 2: Environmental Division Needs: Transitioning functions from substantial outsourcing back to agency employees Building staff capabilities Techniques: Utilizing consultant services to codify complex knowledge in the form of comprehensive training materials that can be maintained and updated by the agency Comprehensive, multi-dimensional, immersive training combining classroom instruction, independent assignments, individual mentoring, group evaluation, and hands-on experience working on NEPA documents. The Context The Tennessee Department of Transportation (TDOT)
|
From page 55... ...
Case Studies 55 When the Environmental Division began hiring again, TDOT staff were filling only 2 of 14 positions in the NEPA office and consultants carried the rest of the workload. Skilled and experienced NEPA staff proved hard to recruit, necessitating the DOT to bring on untrained staff.
|
From page 56... ...
56 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Mentoring and Interaction The transition from outsourced to TDOT staff-led services was facilitated by an extensive training and mentoring program. The consultants (Parsons Brinckerhoff)
|
From page 57... ...
Case Studies 57 Alberta Transportation Case: Highway Design Specifications Needs: Maintain standardization and continuity while outsourcing design and construction oversight Improve specifications over time to reflect experience gained Techniques: Detailed project documentation requirements at the design and project closeout stages to provide a record of key decision points that impacted final design and cost Detailed tracking of design exceptions Extensive face-to-face project team interaction involving the agency, designer, and contractor Use of topical workshops involving public- and private-sector participants for collaborative problem solving on technical issues of concern Project closeout meetings to identify what went well and what could be improved Periodic updates to specifications to update standards based on project experience; review of proposed specification changes by both internal staff and external consultants and contractors Context Alberta Transportation (AT) is the transportation ministry for the province of Alberta in Canada and is responsible for transportation assets including a 31,000+ kilometers highway network.
|
From page 58... ...
58 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs second, much larger project was initiated in 2008 and completed in 2010 on a 133 km section of Highway 2. Highway 2 is the primary north-south highway in the Province that connects Edmonton to Calgary, which carries close to 200,000 vehicles per day.
|
From page 59... ...
Case Studies 59 Documentation and Handoffs Standardization of project documentation ensures that pertinent details are recorded and available to AT staff as well as other consultants and contractors. Design Reports.
|
From page 60... ...
60 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Changes to design specifications at AT are issued in the form of design bulletins and are subsequently incorporated into master specifications documents (the Roadside Design Guide, in the case of HTCB)
|
From page 61... ...
Case Studies 61 Philips Innovation Services Case: Knowledge Sharing to Drive Innovation Needs: Build and sustain knowledge to drive innovation Reduce risks associated with over-reliance on individual experts Techniques: Structured processes for knowledge capture and learning that can be adopted for use at state DOTs, including the following: o Conducting a workshop at the start of a project to learn from previous mistakes and prepare a team for potential issues before beginning the project o Conducting exit interviews with departing experts -- both consultant and staff -- to capture essential knowledge o Using a "knowledge drive" to create training material The Context Philips is a Netherlands-based company offering a diversified set of products and services in the healthcare, personal health (consumer products) , and lighting industries.
|
From page 62... ...
62 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs Use of Consultants PInS provides consulting services to Philips. In addition, PInS itself utilizes consultants to supplement its own staff.
|
From page 63... ...
Case Studies 63 Documentation and Handoffs/Mentoring and Interaction PInS has developed a structured process for knowledge capture and learning involving the following techniques: Mentoring: This involves pairing up experts and engineers for tacit knowledge transfer. This technique is used for "tacit to tacit" knowledge sharing.
|
From page 64... ...
64 Keeping What You Paid For -- Retaining Essential Consultant-Developed Knowledge Within DOTs an airplane. With multiple integrated subsystems requiring specialized knowledge, no single individual had an understanding of the entire system.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.