project delivery in a public university environment

Project Delivery in a Public University Environment

Presented by:

Paul SherwoodSenior Director – Facilities Design and Construction

The Ohio State University

Office organizational model

Project Management Concepts

Programming and Planning

Design

Bidding and Construction

Project Closeout and Wrap-up

Agenda

4

Office Organizational Model

5

Statute, Policy & Process• Three distinct areas to be aware of:

– Statute (State Law)– Policy (Established by the Board of

Trustees)– Process (Developed by the department

to ensure an efficient process).

High-level Process 1 2 3 4 5

A B C D ESub Process

Project Management Information System

a1

a2

a3

a4

Tools

Support

Process #1

Support

Process #2

Support

Process #3

Support

Process #4

Ben

chm

arki

ng

Ben

chm

arki

ng

Project process “parts”

Initiate the

Project

Plan the Project

by Phase

Procure Services/ Products

Close the

Phase

Close the

ProjectManage Project

Changes

Manage Deliverables

Perform Project

Controls

Project process flow

Receive Project Request

(variety of means)

Gain Alignment on Project Definition

Initial Project Setup (PM,

funds and #)

Confirm Project

Concept with Customer

Close the phase,

prepare for next phase

Initiating a project

9

Initiate the Project• Project is received through:

– Capital Request Process– Basic Renovation Request Process– Repair & Renovation Request Process– Project Request Form Process

10

Initiate the Project

11

Initiate the Project

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Initiate the Project

13

Initiate the Project

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Initiate the Project

Chartering

• Key Characteristics– Establish the project team– Define project purpose– Define roles and responsibilities

• Establishing this is critical to success

– Draft operating guidelines– Establish interpersonal behaviors– Prepare and sign chartering agreement

• Records Management

– Consolidated project files with Accounting, Contracts, FDC, and PARE

– One file folder template for consistent filing – can be modified to fit project size

– Create a filing system that is user friendly and documents can be easily retrieved

Records Management Layout

• File Structure Template

– One template for both electronic and hard copy files

– Template can also be used as checklist to validate documents have been put in file

• File Structure Template (cont’d)

– Project folders begin with Project Number and then Project Name

Ex: OSU-080100_Arps Hall – Suite 288

– Letters, memos, templates and tools are referenced under the appropriate folder

Develop schedule and cost/budget information

Gain Endorsement of the Work

Plan

Develop scope and

WBS by Phase

Complete additional

components of the work

plan

Planning the Project

Work Breakdown Structure (WBS)

• Hierarchical list of tasks and subtasks

• Criteria of a task / sub-task:– Definable beginning and end– Finite duration– Assignable level of effort– Status toward completion (% complete)– Reviewable deliverable at completion

Affinity Diagramming to Build WBS

WBS

TITLE A(Sub-Category)

TITLE A(Sub-Category)

TITLE B(Sub-Category)

TITLE B(Sub-Category)

TITLE C(Sub-Category)

TITLE C(Sub-Category)

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

AssignableWork

Small Project Example• Constructing a WBS

– Define major categories of work– Determine assignable tasks for categories

The purpose of the project is to assess the degree of contamination at construction

site

Gather and ReportExisting Data

Conduct FieldInvestigation

Prepare Final Report

Gatherand Review

Data

PrepareBaseline

Memo

CollectField

Samples

QCSamples Collected

AnalyzeData fromSamples

Developand SubmitFinal Report

Sequence the Tasks

STARTSTART

ExcavateFoundationExcavate

Foundation

Frame WallComponentsFrame WallComponents

Frame RoofComponentsFrame RoofComponents

PlaceForms

PlaceForms

PlaceRebar

PlaceRebar

PlacePlumbing

PlacePlumbing

Install RoughElectrical

Install RoughElectrical

Install RoofSheathing

Install RoofSheathing

InstallHVAC

InstallHVAC

PlaceConcrete

PlaceConcrete

CureConcrete

CureConcrete

Lay RoofShingles

Lay RoofShingles

Prepareto Move

Prepareto Move

InstallElectrical

InstallElectrical

Add Durations

STARTSTART

ExcavateFoundationExcavate

Foundation

Frame WallComponentsFrame WallComponents

Frame RoofComponentsFrame RoofComponents

PlaceForms

PlaceForms

PlaceRebar

PlaceRebar

PlacePlumbing

PlacePlumbing

Install RoughElectrical

Install RoughElectrical

Install RoofSheathing

Install RoofSheathing

InstallHVAC

InstallHVAC

PlaceConcrete

PlaceConcrete

CureConcrete

CureConcrete

Lay RoofShingles

Lay RoofShingles

Prepareto Move

Prepareto Move

InstallElectrical

InstallElectrical

0.3 hr

1 hr

1 hr

0.7 hr

0.5 hr

0.5 hr

0.5 hr

0.3 hr

0.3 hr

0.8 hr

0.5 hr

0.3 hr

0.1 hr

0.3 hr

26

Project Scheduling Tool

27

Project Scheduling Tool

Task Name Dur. Start End

Create Project Workplan 1day 1/4/95 1/4/95

Estimate materials 1day 1/5/95 1/5/95

Stake out 1day 1/6/95 1/6/95

Excavation 1day 1/6/95 1/6/95

Order Materials 1day 1/6/95 1/6/95

Order Re-Bar 1day 1/6/95 1/6/95

Order Concrete 1day 1/6/95 1/6/95

Order Lumber 1day 1/6/95 1/6/95

Complete Foundation 7 days 1/9/95 1/17/95

Place Re-Bar 1day 1/9/95 1/9/95

Set forms 1day 1/10/95 1/10/95

Pour Concrete 1day 1/11/95 1/11/95

Cure Concrete 3 days 1/12/95 1/16/95

Strip forms 1day 1/17/95 1/17/95

M T W T F S S M T W T F S S M T W T F SID

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Jan. 1, '95 Jan. 15, '95S M T W T F S

Jan. 22, '95Jan. 8, '95

Gantt Chart Example

Determine Critical Path

• Minimum time needed to complete the project

• One critical path for every project

Calculate Float

• The amount of delay that is possible without impacting the end date

• You can have negative float and the job is late before it starts

• Decide who gets the float and use it to allocate resources

Initial Project Budget

• Cost Estimator developed structure– PM’s will continue to do estimates– Consistent approach to development– Project data will be incorporated into our

database for reference

Workplan Components• Essential Elements of Workplan

– WBS– Project Schedule– Project Resources– Project Budget– Project Specific Procedures– Quality Management Plan– Customer Service Plan– Change Management Plan– Closure Plan– Health and Safety– Records/Info Management Plan

Prepare and

Place Ads

Select/ Associate/ Contractor/

Vendor

Review/ evaluate

Proposals, 0255’s/Bids

Issue Contract/ Purchase

Order

Obtain approval of contract (if necessary)

ObtainAppropriate

Authorization(e.g. BoT)

Confirm funding sources

Procure Services

Review/ Evaluate

Deliverables per Project Work Plan

Distribute Deliverables to others for

review

Evaluate vs. Contract

terms and Work Plan

Approve Deliverables

Review/Approve

Payments/ invoices

Kick-off/ Charter

Core Project Team

(w/provider)

Manage Deliverables

Reconcile Accounts

Update Percent

Complete

Update Schedule

Status

Assess overall

performance vs. project work plan

Update Percent Spent

Change Is Required

Communicate status to

customersReview Project

Performance

Perform Project Controls

Evaluate potential change

Develop Response to change with

team

Modify/ Contract,

PO

Update Project Work Plan

Obtain appropriate

authorization

Communicate change to

stakeholders

Manage Project Changes

Conduct final review of

deliverables for the phase

Obtain Endorsement of final deliverables

from customer

Update/ archive Project Files for

the phase

Perform/accept final actions (punchlist)

Close the Phase

Perform Administrative and Financial

Closeout

Conduct Lessons Learned

Complete Project

Assessment

Final update / archive of

project files

Close the Project

Closeout Plan• Closeout Plan should address

– Roles and responsibilities– Review and obtain endorsement of final

deliverables with customer– Update and archive project files– Perform financial and administrative closeout of

the project– Document and disseminate lessons learned

• Transition to Operations / Utilities / Customer

Closeout Plan

– Conduct project performance assessment• Quality• Customer Satisfaction• Cost & Schedule• Project Team Performance• Associate/Contractor Performance

– Recognize successful performance on the project

– Demobilize the project team and other resources

• Communication

• Resource Management

• Change Management

• Project Tools

• Support Processes

Project Success Elements

• Establishing Customer Relationships– Teams are dedicated to customer groups– Customer expectations

• No surprises and no changes• PM to be available when needed• Unlimited flexibility

– How to achieve customer satisfaction• Understand their needs• Clear, concise, consistent communication

Communication

Communication Plan

• Who to communicate with…– Customers & stakeholders– Other FOD “houses”– University departments– University community

• When to communicate with them…– Early and often

Communication Plan

• How to communicate…– E-mail, newsletters, web, specific publications

• What to say…– Critical information summarized based on the

audience– Be careful of too much detail… the message

gets lost.

…repeat multiple times…

Communication Plan• Example communication…

Communication Plan• Elements to include:

– Project information– Key contacts– Brief status– Meeting dates– When to expect the

next update

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Communication Plan• Purpose is to ensure that all team members,

management, associates, contractors, customers, and stakeholders involved in the project provide and receive appropriate communications

• Communications should be clear and concise• Consider the audience

• Summarizing v. detail

“The right message at the right time.”

• Staff Resources– What expertise will you need?– When will you need it?– How long will you need it?– What if the schedule changes?

– Remember:Resources cost money…

Manage Resources

• Budget Resources– No one has an endless supply of funds for

cost overruns– Remember you have ultimate accountability

for the fiscal success of the project– “Holding” pay applications is illegal

• They need to be paid or rejected in a timely manner

Manage Resources

• Space Resources– Coordinate staging areas with other projects

and stakeholders– Project trailers are important, but not required

on every project– Renovation work in fully occupied facilities

has it’s own challenges…be sensitive to those– Plan well in advance for space you may need

and communicate those needs

Manage Resources

• Schedule Management– One-week reviews and two-week look aheads

help the contractor and ultimately the project• Don’t skip this during job meetings

– Hold all accountable• Contractors

• A/E’s and CM’s

• FOD team members

– Communicate schedule changes or potential delays immediately to the customer

Change Management

• Budget Management– Contingency should only be used when

needed– Pay close attention to the Schedule of Values

and if it’s not at a sufficient level of detail, work with the contractor to get it there

• The more detail developed up front, the easier it will be to determine appropriate payment for progress

– Communicate budget changes or potential cost overruns immediately to the customer

Change Management

• Quality Management– On-time– On-Budget– High Quality

– Can we really only pick two?

• Don’t “Value Engineer” without all parties involved… it never works.

Change Management

Change Management Plan

• Assess the Risks – Forecast of potential changes

• Scope creep• Level of effort• Quality creep• New technology• Staffing

Change Management Plan

– Identify change– Assess impact of change– Develop action plan– Gain acceptance– Revise workplan and communicate changes

• During Design• During Construction

– Document decisions!

• Chartering materials

• Project initiation checklists

• Schedule templates

• Budget templates

• Communication planning templates

• Change management planning template

• Construction checklists

• Closeout checklists and templates

Available Tools

Introduction•The development of the Project Definition occurs early in the “Initiate the Project” sub-process. The Project Definition starts the process of defining the project to the appropriate level of detail so subsequent activities can be completed such as the Project Charter, Scope of Services, and the Work Plan. This tool provides explanations of the different components of the Project Definition, and a template for completing the Project Definition. •Information from the Project Intake form can be used to directly populate this template. Also information from this template will be used to populate other FOD forms such as the Memo of Understanding (MOU) and Board of Trustees submittalsThis tool is organized into the two main sections listed in the Table of Contents below. Click on the underlined items in the Table of Contents to go directly to that section or scroll down through the pages to view the entire document. To return to this Table of Contents, press “Return to Table of Contents” icon located at the end of any of the sections.

Table of Contents: Project Definition Template

•Project Definition Considerations and Components •Project Definition Components•Project Definition Template•Link to “Initiate the Project” Process Flowchart•Link to Project Management Glossary of Terms

Statement of Need and How Project will Satisfy that Need

Project Concept Statement (Brief Description of Scope and Objectives)

Project Objectives

Project Description (concise)

Cost EstimateStudyOther:

New Department SpaceRenovate/Upgrade SpaceReplacement SpaceReal Estate

Project Type

Project Location:

Date:Project Manager:

Project #:Project Customer:

Project Name:

Project Definition Template

Statement of Need and How Project will Satisfy that Need

Project Concept Statement (Brief Description of Scope and Objectives)

Project Objectives

Project Description (concise)

Cost EstimateStudyOther:

New Department SpaceRenovate/Upgrade SpaceReplacement SpaceReal Estate

Project Type

Project Location:

Date:Project Manager:

Project #:Project Customer:

Project Name:

Project Definition Template

Tool Format

• Document Review Process

• Design Review Process

• Project impact / coordination

• Infrastructure evaluation

• Document management structure

• Cost estimating format / process

Support Processes

• Multi-faceted– The advertisement

• Get the right team in place

– It can’t be developed in a vacuum• Urban planning• Signature or Background Building?

– Help the customer understand the process– Materials, form and placement

• We have the expertise to guide the design

Design Review Process

• Consider:– It’s not the only project on campus….– Staging area– Construction traffic– Demolition / hauling– Hazardous Material Abatement– Operations coordination (Keys, Locks, Fire

Alarms, etc.)

• Communicate, document, coordinate

Project impact / coordination

• Utility outages

• Available capacity– Outside AND inside the building!

• Standards need to be met– Variances need to be documented and signed

off during design• Don’t count on it…

– Compromises impact Operations and we will be involved in making it right…

Infrastructure evaluation

• An art, not a science…

• Standard format

• Document all assumptions

• Establish priorities– Revisit regularly

• Use alternates

• Develop long-range plans with the customer

Cost Estimating

Project Deliverables

• Architect / Engineer deliverables– Biddable documents that meet the established

programmatic needs within the budget provided– Guidance and responsibility for applicable codes and

industry standards– Incorporation of OSU Building Design Standards– Formal incorporation and documented response to all

comments– Record drawings that are “usable” by the University

Project Deliverables

• Contractor deliverables– Actual project (bricks & mortar)– As-Built Documents– Accurate Schedule of Values– Appropriate pay applications– Prompt response to change requests

Project Deliverables

• FDC deliverables– PROMPT response to requests from all on the project

team– Management of the project budget and schedule– Leadership of the project direction and decision-

making

Project Process with Support Processes

Design Review

Commissioning

Communication with Customers and Stakeholders

Estimating

Dispute Resolution Process

What’s the point?

Questions / Discussion