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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Purpose of the Scan Program: To facilitate information sharing and technology exchange among the states and other transportation agencies, and identify actionable items of common interest.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Domestic Scan Team 07-01:
James C. McMinimee, P.E., Utah DOT, AASHTO Co-Chair Shari Schaftlein, FHWA, FHWA Co-Chair Sidonia S. Detmer, PMP, Virginia DOT Mark C. Lester, P.E., South Carolina DOT Gerard F. Mroczka, P.E., Indiana DOT David B. Nichols, P.E., Missouri DOT Joyce N. Taylor, P.E., Maine DOT Alan T. Teikari, P.E., FHWA Connie Yew, P.E., FHWA Thomas R. Warne, P.E., Tom Warne and Associates, Subject Matter Expert 3
NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
The following states were chosen for visits due to a history of project delivery innovations and management:
February 22-March 3, 2009 4
NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Focus Areas:
Project Management - This area included the wide array of management activities associated with project delivery.
Performance Measures - Of interests were tools used to
measure, track and adjust agency project deliver behavior.
Contracting Practices - Innovative practices with demonstrable results.
Community Involvement - Community involvement
activities and outcomes were of interest to the team from project inception through end of construction. 5
NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management: Best Practices fell into five major categories:
Project Manager Structure: Shared Leadership Risk Management Use of Consultants Investment in GIS and data management tools for project delivery
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Project Manager Structure:
Single project manager (PM) from “cradle to grave” or employ a series of PMs throughout the process. Composed of cohesive, multi-disciplinary teams who communicated well. Successful project management: centralized or decentralized – roles and responsibilities must be clearly understood. Aid in successful project management systems provided for effective “hand offs” from one division or discipline to another and between different work phases. Accountability of PMs and technical support units. Training - all agencies used a training program. Proper and close management of consultant resources. Integrated Tools
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management Tools:
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management Tools:
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management Tools:
ePM is probably the tool requiring the least "extra work" by the PM
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Shared Leadership: Strong elements of leadership that created a
venue for individuals and organizations to function well.
Leaders drove accountability at all levels. Absence or near absence of the “silo effect” between functional or operational units. Leaders engaged in the process. Use performance management tools to achieve higher levels of performance. Developing and maintaining key relationships with third parties (e.g. resource agencies, utilities, local and state government, etc.)
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Risk Management: Addressing risk in ways that enhance the delivery
process. Risk management involves identification, assessment, quantification, prioritization and deliberate actions focused on the “big picture” objectives.
Schedule impacts due to the NEPA process - All agencies identified schedule risks inherent in the NEPA process as one of the most difficult to manage. Managing schedule risks related to the NEPA process by not including a project in the “committed” Statewide Transportation Improvement Program (STIP) until it emerges with a Record of Decision (ROD). The final delivery of a project is set for after the NEPA process is done. Washington State DOT Cost Estimate Validation Process (CEVP) program.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Risk Management: WsDOT Cost Estimate Validation Process (CEVP) Program:
The most rigorous approach used by the agency for assessing and addressing project delivery risks.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Risk Management: WsDOT Cost Estimate Validation Process (CEVP) Program:
CEVP represents a process whereby the PM, team members and specialized experts who are invited to participate review the project and the risk elements. Not on all projects:
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Risk Management: WashDOT Cost Estimate Validation Process (CEVP) Program:
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Risk Management: MoDOT’s Practical Design Approach
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Use of Consultants:
25% - 80% usage FDOT – Only state for PM services States with a high level of consultant use also have evaluation procedures in place to assess these firms performance and their suitability for future work.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Washington State DOT’s Multi-Agency Permit Team (MAP Team) was established as a means of better communication including working to achieve the common goal of protecting the environment. Permit Services Increased Permitting Predictability Increased Inter-Agency Early Project Coordination Increased Inter-Agency Accessibility Improved Inter-Agency Relationships Effective Mitigation
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
MAP Team Permit Timeline Results
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
Enables agencies and the public to provide early input about potential effects of proposed transportation projects. Goal = make transportation decisions more quickly without sacrificing the quality to the human and natural environments
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Investment in GIS and data management tools for project delivery
Florida’s Efficient Transportation Decision Making (ETDM) Process
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Project Management:
Universal Problem - Maintaining Core Competencies
A universal problem facing the transportation agencies is the issue of declining core competencies. No observed Best Practice regarding retention of core competencies for engineers and more specifically, project managers.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
The Virginia DOT has found that “what gets measured gets done”. In similar fashion MoDOT responds with “when it’s measured it becomes important to your agency”. Some of the systems require substantial effort to sustain. Common = desire for accountability, ability to measure and then improve performance. recognition that greater transparency is good for achieving ultimate transportation objectives. Systems flourished under the influence of strong leaders.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: Virginia DOT’s Dashboard
Gear towards what the public wants to see and not what the agency thinks is important. Get agreement early on about baseline measurements, defining business rules. The systems need to be sustainable and maintainable. The Best Practices were agency-wide in their application, not limited to a single project or district. The most impressive systems used existing data or information normally generated as opposed to creating more work for project managers or others. Creating a data warehouse that then fed the ePM system in Utah was the key to the overall breadth and depth of that tool. Make sure the system is “a tool not a task”. A top-driven approach will likely net a quicker outcome or system than a collaborative initiative.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: Virginia DOT’s Dashboard
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: Virginia DOT’s Dashboard
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: MoDOT’s Tracker
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: MoDOT’s Performance Plus
Performance Plus links employee performance to tangible results. Employees are eligible to earn up to $500 per quarter. Funds for this program are protected from other budgetary issues or developments. The total amount available per year for exceptional performance is $2000.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: WsDOT’s The Gray Notebook Produced Quarterly 100+ Pages (.pdf) SECTIONS Safety Preservation Mobility (Congestion Relief) Environment Stewardship
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: WsDOT’s The Gray Notebook
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: WsDOT’s The Gray Notebook
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Performance Management:
Contemporary Public Accountability: WsDOT’s The Gray Notebook
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Design Build Construction Manager At Risk (CMAR) Construction Manager General Contractor (CMGC) Alternative Technical Concepts (ATC) Alternates Pavement Design
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Design Build Florida Department of Transportation – National Leader
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager At Risk (CMAR):
Allows selection of a contractor based on qualifications early in the project development process Once selected the CMAR becomes a collaborative member of the project team As the contract documents near completion, the CMAR and Department will negotiate a Guaranteed Maximum Price (GMP). Once the GMP is accepted by the Department and a construction contract executed, the CMAR will construct the project for the GMP or less. If the actual cost of the work exceeds the GMP, the contractor is obligated to complete the work at no additional cost to the Department.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager At Risk (CMAR):
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager At Risk (CMAR) - Benefits:
Department takes advantage of the contractor's expertise during the design phase of the project. Fosters a cooperative owner-designer-contractor effort. Identifies potential cost or time saving methods. Provides a quality project achieving timely completion. The Department may allow the use of multiple Guaranteed Maximum Prices (GMPs) on the project to accommodate phased construction
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager At Risk (CMAR) – CMAR Duties:
Coordinate with the design consultant Prepare a construction management plan Prepare a CPM project schedule Attend regularly scheduled progress team meetings Review design developed construction documents and make suggestions Provide suggestions to improve efficiency and save construction or long-term operational costs Provide a cost model for the entire project at each stage of project development Provide constructability reviews Evaluate and suggest construction phasing. sequencing and site logistics Identify Long lead time item procurement Provide bidability reviews Permitting. subcontractor preparation and packaging
Provide a GMP
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager General Contractor (CMGC)
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager General Contractor (CMGC)
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Construction Manager General Contractor (CMGC)
Start before we know everything. Tailor scope to the funding available. Make cost a part of our design decision process. Delay decisions until we have the best information. Apply innovations to save cost, schedule, and improve quality. Empower contractors to reduce risk and prepare for construction Make design decisions through a process of discovery, analysis, and refinement of our needs. Team that draws upon the combined knowledge, wisdom, and skill of contractors, engineers, and owners to create solutions that are more affordable and achievable than could be developed individually
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Alternative Technical Concepts (ATC)
Allows a contractor to submit ideas for innovative concepts on projects out for bid. The state either approves or disapproves the proposed ATC and the contractor bids the project accordingly.
Alternative Pavement Design
The state nets benefits through lower bid prices and more efficient schedule outcomes. In Alternative Pavement Design the contractor selects the type of pavement they will use on a project. It is a strictly market-based approach where the chosen pavement design must meet certain performance criteria.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Contracting Practices:
Innovative Construction Contracting:
Other Notables:
Every state used the Federal Highway Administration’s (FHWA) SEP-14 (Special Experimental Projects-14) process to implement some or all of these innovative practices. Evidence found in more than one state where federal aid was purposely avoided allowing more flexibility to utilize an innovative contracting practice that might not have been approved by the FHWA. States also used federal funds on rehabilitation projects, thus limiting the regulatory impacts accompanying the money.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Community Involvement:
Not one moment in time - Project long process Missouri: “Public involvement is not a process - it’s a philosophy” Proactively moved information to the public in a variety of ways.
Long-term practices such as door-to-door flyers YouTube and Twitter.
Blogs, facebook, etc. = Easier for the opposition of projects to be more relevant. decentralizing community involvement efforts allows relationships to develop with individuals and group 48
NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Community Involvement:
Decentralizing community involvement efforts allows relationships to develop with individuals and group. Mix from states on Project Branding. On-line Customer Service Surveys.
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NCHRP 20-68A, Scan 07-01 “Best Practices in Project Delivery Management”
Planned Implementation
Final Report -
