Office of Project Scope& Cost Management

Creating a Culture ofProject Management

ACEC Mn/DOT Consultant Conference – March 2, 2010

Project Management

Presentation Outline• Introduction/background; Mn/DOT’s objectives; national

DOT trends and perspectives (Jean Wallace – Mn/DOT)

• Project management peer review process; Mn/DOT best practices and the panel’s best practices and observations (Jim Grothaus – CTS)

• Consultant perspective; organizing around project management (Doug Abere – CH2M HILL)

• Construction industry perspective; issue management (Kendall Griffith – Mortenson Constr.)

• Next Steps

• Q & A

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Introduction/Background (jean 5-7

mins)

• Why do this peer review?– Improve project delivery performance =

on time and on budget (issue we share with peers)

– Benchmark Mn/DOT’s project management practices

– Initial step in a change management process

– Check for best industry practices– Build from our success

• Mn/DOT’s strategic vision and strategic directions…

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Project Management Aligns with Mn/DOT’s Strategic Vision

• Project Management is viewed as a key element to successfully implement the Strategic Directions of Safety, Mobility, Innovation, Leadership, and Transparency

• A “Project Management Culture” is Mn/DOT’s Goal—to create, implement, support, and sustain this culture

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Mn/DOT Steering Committee and

Project Team Leadership • Project Oversight and

Champions for Change…

• Steering Committee– Commissioner– Deputy Commissioner– 3 Division Directors– 1 Asst. Div. Director– 2 District Engineers– FHWA

• Project Team– Advisory to Steering

Committee– Developed the Peer

Review agenda– Communicated with

stakeholders– Cross-sectional

representation of Mn/DOT and external partners

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Priority Recommendations/Actions(see handout)

• Clarify the authority and responsibilities of PMs• More broadly establish the use of Project Mgmt. Plans• Implement team charters• Complete project-level risk management plans• Update training for PMs• Explore PM core competencies• Explore project management and other career tracks

with Human Resources• Develop an Implementation Plan for long-term sustained

change

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How Can We Develop a Project Management Culture?• Increase the organizational value

project management• Address issues that impact the

effectiveness of project managers (as

supported by US industry peers and similar reviews) …note: Jim/Doug to follow up…

– Emphasize the use of project management plans

– Clarify the authority and responsibilities of project managers (and team members)

Project Management

Industry-wide Reviews

• Recent National Work in Transportation Project Management– NCHRP 20-68A, AASHTO Domestic Scan

07-01, “Best Practices in Project Delivery Management”

– NCHRP 20-69, NCHRP Web-only Document 137, “Guidance for Transportation Project Management”

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The Peer Review Process and Observations

Jim GrothausU. of MN Center for Transportation Studies (CTS)

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Peer Review Process• Background documents provided context

– White Paper (current practices; national studies)– Survey of Mn/DOT staff (180+ responses)

• Peer Review Panel (visited wk. of Oct 5-8, 2009)– Pasco Bakotich, Washington DOT– Sidonia Detmer, Virginia DOT– Tucker Ferguson, Pennsylvania DOT– Larry Langer, Arizona DOT– Jim McMinimee, Utah DOT– George Jones, FHWA– Laurie McGinnis, Univ. of Minnesota, CTS– John Conrad, CH2M HILL– Tim Neuman, CH2M HILL – Mike Paddock, CH2M HILL

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Panel Members Learned How Mn/DOT “Does Business”

• Conducted 20 Group Interviews

• Interviewed 100+ Mn/DOT Staff

• Interviews focused on program delivery in four categories:

1. Project Phases– Planning through

Maintenance

2. Functional/Program Areas– e.g. Environment,

Traffic, Design-Build

3. Initiatives and Support– CSS, HEV, Risk/Conflict

Management, Metro Matrix

4. Specific Projects– TH 10 in Detroit Lakes– TH 62/I-35W Crosstown

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Best Practices Exist in Mn/DOT• Widespread implementation of scoping

process and support for total project cost estimating, includes:– Routine project reviews– Scope amendment process

• There is a strong project delivery focus and culture– Informal networks for resource sharing– Empowered to use consultants

• Training programs are valued and encouraged

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Best Practices Exist in Mn/DOT (cont.)

• Innovation is promoted, for example:– Contracting (contractor incentives, Design-Build

process)– Utility group process; Right-of-Way “REALMS”– IT Program Office PM organization and use of

PMBOK processes

• Hear Every Voice and CSS are valuable tools• Annual reporting of schedule delays and

reasons given helps overall program review

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What are Good PM Skills?• Good communication skills

• “Big picture” point of view; ambiguity about project details will not hinder progress

• Understanding of Mn/DOT processes to ground decision-making

• Able to manage project change

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Project Management Challenges and Opportunities

• The Panel identified several opportunities for change

• Two major themes help organize the findings:– Development of a project management

organization and culture– Enhancing project management tools,

technology, training, and methods

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Panel Observations (1 of 3)

• There is no definition of a Mn/DOT Project Manager, resulting in:– unclear transitions in the PM role– no performance measures to work

from• Build understanding of baseline

schedules and cost estimates• Early involvement of construction and

maintenance staff

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Panel Observations (2 of 3)

• Include tools for risk and conflict management

• Develop resource/knowledge management systems and networks

• Gaps exist in training for experienced PMs

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• Project Management Plans are not used on a regular basis

• PPMS (Mn/DOT’s project tracking software/system) does not provide the capabilities needed for advanced project management

• Other potential areas for improvement:– Track and keep project commitments– Integrate project lessons learned; enhance

closeout

Panel Observations (3 of 3)

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Consultant Perspective

Doug AbereCH2M HILL

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Project Management Culture• Leadership thoughts on

creating a project management culture (Jim H1owland, 1982)– “There is no more important work

in the firm than project management.”

– “Respect should follow those who voluntarily move down or sideways on the org. chart.”

– “No matter what the organizational structure, if the people in it want it to work, it will.”

• Project Delivery System (PDS) – 1990s: A process for project delivery success

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Project Management Defined• See the Peer Review’s White Paper• Selected definitions:

– A methodical approach to planning and guiding project processes from start to finish and …involves many processes organized into five groups: initiation, planning, executing, controlling, and closing. (PMI, PMBOK)

– Includes: (1) chartering, building and sustaining the team; (2) developing the work plan; (3) endorsing the project; (4) executing work and managing change; and (5) closing the project. (CH2M HILL PDS)

– Many definitions also reference resource limitations, financial objectives, and managing risks

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How Do Organizations Approach Project Management?

Centralized (Hierarchy)• Organizational priorities

set at the top

• Project decisions managed by positions in the organization

Distributed (Flat)• Priorities set from the

bottom up and the top down

• Project decisions managed according to project-specific plans, roles, and status

Quote from sr. executive (re. distributed org.): “The only way to lose your authority around here is to exercise it…”

(firms typically blend both models)

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The Peer Review and Project Management Effectiveness

• Address distinctions between project objectives/processes and project management tools (every project is unique)

• All approaches and tools should be appropriately scaled (no one size fits all)

• Highlight: More broadly establish the use of Project Management Plans (PMPs)– Rigorous work plans are not only for complex projects; risks

add up across portfolios of small/mid-sized projects – Mn/DOT will consider mentoring and portfolio management

approaches– Changes can only be managed with reference to a plan

(team member roles, tasks, schedule, and decision-making)

Project Management

• Highlight: Explore project manager core competencies– Competency framework for Mn/DOT project management

is the subject of review/revision– Be careful to address project management vs. technical

capabilities and alternate career paths; how do staff develop into PMs

• Highlight: Implement team charters– A charter is typically led by the PM and is developed early

by the team– It is focused on stakeholders and related project

objectives—important for all team members to participate– Strong tie to the PMP

The Peer Review and Project Management Effectiveness (cont.)

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Construction Industry Perspective

Kendall GriffithMortenson Construction

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Construction Industry Perspective

• Most everything that we do is project management

• Though our roles and scope differ from those of Mn/DOT, our priorities and focal points are often similar – a shared focus on the delivery of project

• Critical to our Project Management is a careful balance between structured project management processes (technical aspects), and the importance of softer skills and forward-looking strategies

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Highlight: Clarify the authority and responsibilities of Project Managers

• The PM is the leader of our project team• “CEO of the Project”, with full responsibility

for the success of the project:– Preconstruction and design-phase management– Safety, quality, productivity management– Scheduling and budget management– Procurement, insurance, billings, etc.

– …Customer relationship

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Where do our project managers come from?

• Typically “grown” within the Company, trained by peers• 4 year degree, 5-10 years in the business• Establish themselves as leaders early in their careers

How do we groom them?• Experience with other Project Managers• Trial by fire• Estimating and scheduling training programs• Constant safety and quality training efforts• Periodic soft-skill training

Highlight: Clarify the authority and responsibilities of Project Managers

Project Management

• Our PMs are responsible to deploy our “project management control systems” (PMCS), including:– Primavera Expedition (documentation)– Primavera Project Planner (scheduling)

• Our PMCS tools support what we do, they do not define what we do. They are our 3rd most important tool.

• Our second most important PM tool is verbal communication

• Our most important PM tool is in-person, face-to-face communication

Highlight: Clarify the authority and responsibilities of Project Managers

(cont.)

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Highlight: Complete project-level risk management plans

…While the following are key fundamentals to successful project management…:

• Cost awareness and responsibility

• Schedule foresight and discipline

• Quality Management Planning

• Good planning and communication

• On-site presence, attention to progress

…The PRIMARY determinant of our project management success is how effectively we manage through “issues” that arise on the project.

• Establishing plans for cost schedule, and quality management early in the project “clears the deck” to allow primary PM focus on Issue Management

– Proactive identification of issues– Team collaboration on solutions– Timely communication and

resolution

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• “Issues” are specific circumstances or occurrences that can potentially affect the project in any way

• Issue management involves:– Identify, track, and report on any potential issue on the project– Assess budget and schedule implications; analyze multiple

scenarios– Advise Owner and design team to facilitate timely decision-making

• Our project management focus is Issue Management– Pro-active Issue Management is good– Re-active issue management is bad (traditional “cost issue”

management)

Highlight: Complete project-level risk management plans

Project Management

• IDENTIFY - Pre-project risk and hazard analysis (large projects or unusual risk = many people)

• TRACK - Fundamental database with simple numbering scheme tracks every issue on a project

• MONITOR - Periodic issue review meetings to ensure issues are identified and resolved in a timely manner (scaled to project size and scope)

Highlight: Complete project-level risk management plans

Three simple mechanisms for issue management (“risk management planning”) are implemented on our projects:

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• Issue management is our most critical project management effort

• If we plan well - schedule and cost goals will be accomplished. Issues create the only exposures.

• If issues are effectively managed - Zero injuries arise in the workplace; Zero defects occur in the work during and after construction

• If issues are managed effectively - our project team is focused on the success of the total project throughout, to provide an exceptional experience for our Customers and design partners.

Highlight: Complete project-level risk management plans

Project Management

Construction Industry perspective on Project Management success:• …understand the Customer’s goals and

priorities

• …start with a well-planned schedule and budget framework that support Customer goals and priorities

• …build a relationship that ensures clear communication of status of all project issues

• …actively manage the issues on the project to ensure the Customer’s goals are achieved

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Next Steps / Discussion

Jean WallaceMn/DOT

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Next StepsAction Items• Clarify the authority and responsibilities of PMs• More broadly establish the use of PM Plans• Implement team charters• Complete project-level risk management plans• Update training for PMs• Explore PM core competencies

• Explore project management and other career tracks with Human Resources

• Develop an Implementation Plan for long-term sustained change

Project Management

Comments/Questions

?