Using Web-Based Collaborative Tools toSuccessfully Manage a $2.4 Billion

Wastewater CIP

CMAA Water Summit 2010

Presented byFrank Collins and Dave Ludwin

PARSONS

OCSD Reclamation Plant No. 1

Fountain Valley

OCSD Treatment Plant No. 2

Huntington Beach

Case StudyOCSD CIP Budget $2.4 Billion

OCSD CIP Budget $2.4 Billion

18%

46%

25%

8%

3%

Expanding SecondaryTreatment Systems

$422.2 M

Treatment PlantsRehab / Upgrade

$1.1 Billion

Collections Systems$584.7 M

Water ReclamationGWR System

$179.3 M

Coop. Projects /Conservation

$79.5 M

Program Challenges

Validate Program Establish Program Timing and Priorities Standardize and Centralize Reporting Standardize Mgmt/Engr Procedures Identify Resource/Staffing Requirements Formalize Project Communication

Program Approach Reorganized Engineering Department

Establish Project Management Office (PMO)

Standardized Project Delivery/Reporting Establish 6-phase project life cycle Standard Mgmt/Engr Process and Procedures Standardize Monthly & Quarterly Reporting

Bring on PM Consultant Provide Standardized Program Controls Provide Supplemental Resources

Director ofEngineering

PlanningManager

Project MgmtOffice

Manager

Engineering& Construction

Manager

Planners Environmental

Scientists GIS Techs Doc Control

Project Mgrs PC Analysts Schedulers Estimators Admin Assts

Project Engrs Elec / I&C Engrs Resident Engrs Inspectors Commissioning Const Doc Control Project Assts

ConsultantProgramManager

Engineering Department Reorganization

Capital Project Management Life Cycle

Commission Close-outPreliminary Design Design

Phase 3 Phase 4Project

Development

Phase 1

Phase 2 Phase 5 Phase 6Construction & Installation

Gate 5

Gate 1

Gate 2

Gate 3

Gate 4

Gate 6

Gate 7

Gate 8

Work Breakdown Structure

Key Performance IndicatorPercent Expended Budget vs. Actual

99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09$0 M

$100 M

$200 M

$300 M

$400 MBudgetActuals

Fiscal Year

60% 70%84%

82%98%

97%

108% 109% 98%

85%GOAL 90%

Key Performance IndicatorNon-Construction Cost

02-03 03-04 04-05 05-06 06-07 07-08 08-090%

10%

20%

30%

40%

50%

Fiscal YearCurrent

GOAL 35%

Secondary Treatment ExpansionSix EPA Consent Decree Milestones

 JOB NO. MILESTONES DUE DATE

P1-76 Construction Plant 1 Trickling Filters 3-15-06

P1-102 Advertise for Bid of Plant 1 AS System 11-15-06

P2-90 Advertise for Bid Plant 2 Trickling Filters 1-15-07

  P2-74 Rehab of Plant 2 AS System 1-15-09

75% P2-90 Construction Plant 2 Trickling Filters 2-15-11

70% P1-102 Construction Plant 1 AS System 11-15-12

Full compliance with permit 12-31-12

ProgramControlsSystem

hardcopy evolving to web-based

Program Controls System (PCS) Architecture

Schedule Mgmt(Primavera)

FinancialInformation

System

EngineeringDocument Mgmt

(Filenet)

ConstructionDocument Mgmt(Contract Manager)

Cost & SchedulePerformance

Reports

PCS Monthly Update Cycle

Schedule & CostData Posted for

Reporting

Performance & Trend Analysis

Corrective Action

Actual Costs Posted in Accounting System

PM Updates Schedule and

Checklist

Actual Costs Transferred to PCS

Project Mgrs Review Actual Costs & Update

Projects

PM’s Prepare Cost & Schedule

Narrative

Project Progress Reports

Published

Close-Out Process

Welcome Dean Fisher

Benefits of PCS and Dashboard Helps PM’s organize and set goals Tracks performance Facilitates change control Provides timely communication of status, risk,

and project issues Integrates financial, resources and schedule Centralizes information and reporting

Dave Ludwin(626) 440-3918

dave.ludwin@parsons.com

Frank Collins(858) 342-9183

frank.collins@parsons.com

Questions ?

MASTER CALENDAROut-of-Service

Forecasts

ProposedScheduleDecision Intelligence:• Operation / EquipRequirements

• Risk Factors• Staffing Needs

Out-of-Service Tracking Module

Contractors• Construction / Shutdown Schedules

• Future Project Schedules

O&M Staff• CMMS –Mntc. Shutdowns

• Planned Outages• Testing Schedules• Collection System Reroutes

Alerts, Reports,Process Equip.

SchedulesUnplanned• Weather, etc.

Daily Schedule Inputs

Daily Task Force Reviewnecessary revisions to schedule

GOAL: Nonstop treatment plant operations during construction

Major Construction at Both Treatment Plants

NEED: Continual communication and planning betweenConstruction and O&M

Coordinating constructionand O&M schedules

Treatment plantskept operational

Managing facility constraints

Project interface within CIP

Managing conflicts

Benefits of Tracking Tool