project delivery in a public university environment
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Project Delivery in a Public University Environment. Presented by: Paul Sherwood Senior Director – Facilities Design and Construction The Ohio State University. Agenda. Office organizational model Project Management Concepts Programming and Planning Design Bidding and Construction - PowerPoint PPT PresentationTRANSCRIPT
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
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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
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Initiate the Project
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Initiate the Project
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Initiate the Project
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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
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2
3
4
5
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9
10
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13
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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
47
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