GLH Incorporated
Relationship of WBS to RBS A Real World Example Dr. Gregory T. Haugan, PMP GLH, Inc P.O. Box 730 Heathsville, VA 22473
[email protected]
New DoT Headquarters 1.35 million sq ft on 11 acres, housing 7,000 workers Construction Started Spring 2004 Staff Move-ins Begin April, 2007 Developer: JBG Cos.; General Contractors: Clark Construction, Miller & Long Architects: Michael Graves/DMJM; Interior Design: Ai It includes a 68,000-square-foot vegetated roof , “green design” principles and many security features
Early 2004
GSA Project Management Office (PMO) for the DOTHQ Project (Organizational Breakdown) GSA PMO GSA Experts
ARCH
MEP
IT
Est
DOT
LEEDs
GSA Contracting Officer
GSA Legal
Lease Admin
Life Safety Sr. Project Mgnr (Arnold Hill)
Contracts
Project Executive (John Simeon)
Contract Specialists (Jeanette Dawkins)
Project Coordinator Tenant Services (Kyu Jung)
Project Controls
Project Coordinator Construction Services (Carl Lowery)
IT
Security/ Blast
Furniture
Risk Mitigation
ePM
Master Schedule
A/E
CQM
TBD
ARA
TBD
Risk Officer
Project Controls Specialists
Project Scheduler
Ai/ Vanderweil
TBD
Project Admin
Technical Writer
Finance
Investment Banker
Attachment 4 - 03.08.04
GSA Project Management Office (PMO) for the DOTHQ Project (Organizational Breakdown) GSA PMO GSA Experts
ARCH
MEP
IT
Est
DOT
LEEDs
GSA Contracting Officer
GSA Legal
Lease Admin
Life Safety Sr. Project Mgnr (Arnold Hill)
Contracts
Project Executive (John Simeon)
Contract Specialists (Jeanette Dawkins)
Project Coordinator Tenant Services (Kyu Jung)
Project Controls
Project Coordinator Construction Services (Carl Lowery)
IT
Security/ Blast
Furniture
Risk Mitigation
ePM
Master Schedule
A/E
CQM
TBD
ARA
TBD
Risk Officer
Project Controls Specialists
Project Scheduler
Ai/ Vanderweil
TBD
Project Admin
Finance
Technical Writer
Investment Banker
Attachment 4 - 03.08.04
Project Organizational Chart for the DOTHQ Project DOT (Tenant)
Co-Applicants
- Development Mgt - Design Mgmt - Retail Mgmt - Approval Process - Community Relations - Construction Mgmt
JBG/SEFC Venture LLC (Lessor)
GSA (Lessee) Regulator Agencies WMATA
Blast/ Security (ARA)
IT (TBD)
Furniture
Records Mgmt
More Consultants TBD
Co-Applicants
NCPC OP CFA ANC EPA HPRB
Utilities Co-Applicants
- Interior Architect - Programming - LEEDs
WASA PEPCO WGL VERIZON
Fit-Out Design (AI)
Commissioning Agent
Base Building Design (DMJM/MGA)
MEP (Vanerweil Engineers
Attachment 3 - 03.08.04
Project Organizational Chart for the DOTHQ Project DOT (Tenant)
JBG/SEFC Venture LLC (Lessor)
GSA (Lessee) Co-Applicants
- Development Mgt - Design Mgmt - Retail Mgmt - Approval Process - Community Relations - Construction Mgmt
Regulator Agencies WMATA
Blast/ Security (ARA)
IT (TBD)
Furniture
Records Mgmt
More Consultants TBD
Co-Applicants
NCPC OP CFA ANC EPA HPRB
Utilities Co-Applicants
- Interior Architect - Programming - LEEDs
Base Building Design (DMJM/MGA)
Fit-Out Design (AI)
Commissioning Agent
WASA PEPCO WGL VERIZON
Base Building Construction (Clark)
MEP (Vanerweil Engineers
Attachment 3 - 03.08.04
GSA Risk Drivers • • • • • • • • •
Authorization Project Delivery Method (Procurement) Inflation Performance Market Regulatory/Statutory External Stakeholder Environmental Operational
Risk Management Using the WBS
WBS May 2004 360 WBS Elements
Risk Analysis Assumptions • Do not Worry about Work Covered by Base
• •
Building Construction or Tenant Installation Contracts – Contractor Responsibility (Use EVMS to Monitor Construction Progress) Focus on Areas of GSA Responsibility and Concern Use Monte Carlo Analysis for Construction Schedule Risk Analysis
Risk Identification • Use the WBS as a framework and checklist • Interview experienced personnel from GSA, JBG, the design contractors and subcontractors • Simply request them to identify risk areas and the rationale • Document the consensus • Identify risk items on the WBS
August 2004 RISK WBS
Green Elements Contain Risk Items
Aug 2004 Risk Detail #1
Aug 2004 Risk Detail #2
#3 Information Technology Risks
Risk Breakdown Structure Level 2
Simplifies Analysis and Presentation
Final RBS
45 Risk Items
Documentation • A report was prepared containing an
analysis of each of the identified risk items • The GSA Project Manager reviewed the list with the Project participants • Necessary mitigation actions were initiated • Responsibilities assigned and followed-up • A sample of the report follows:
Risks Identified in the Interviews (This information was gathered during interviews that were conducted in August and September 2004.) Funding is not assured for the capital expenditures: Funding has not been forthcoming from Congress and indeed it has been cut. DOT cannot commit without funding of at least $90 $100 million by January 2005 to stay on track. There is $51 million in lease savings that will add to this, making $160 million actually needed for IT equipment, furniture, etc. To install IT equipment in February on the current plan we would need FY 2006 money. An alternative is being developed to lease all the equipment and pay for it with operating funds. Lack of DOT commitment to the project: DOT has not secured capital funding for the project. They have no contingency plans, though GSA is devising some. DOT’s concern is that if they do not get full funding they will not move in. Late decisions or incomplete decisions made at DOT have contributed to this situation. Any possible change in senior management or reorganizations in the DOT could add to the delay as new officials make their own determinations. Approvals from DOT: There is no Occupancy Agreement (OA) yet, and DOT has said that without funding they may not move. If there is no OA the GSA will have to search for and make an agreement for another tenant. Coordination: The project can be looked at as multiple projects, with different contractors and GSA coordination. Coordination is required between construction, tenant improvements, IT, FFE (furniture), security and move in phases. Coordinating all these different activities to mesh together smoothly is a challenge. The implication is that the merge points in the schedules will likely be overrun by one or more paths, since there is little float. ETC
GSA RBS METHODOLOGY • The WBS provided a good framework for
the interviews to make sure all aspects of the project were analyzed • A simplified RBS made the presentation and discussion easier. • The simple qualitative interview system was effective in this situation.
WBS – Construction Phase
WBS October 2004 550 WBS Elements
WBS Sept 06 940 WBS Elements
Using Quantitative Schedule Risk of a Multi-Million Dollar Construction Project to Make Public Policy Decisions By
Arnold Hill, PMP, Senior Project Manager, US GSA Property Development Division & DOT Headquarters Building Project Manager And
David T. Hulett, Ph.D., Hulett & Associates, LLC Project Management Consultants Hulett & Associates, LLC
Base: Core Building Completion (Example Result)
STRAW110 - Core Completion East and West Buildings : Finish Date Analysis
100% 04/Feb/07
Hits
204
153
102
51
06/Dec/06
85%
30/Nov/06
Statistics
80%
27/Nov/06
75%
21/Nov/06
70%
19/Nov/06
65%
15/Nov/06
Minimum: Maximum: Mean: Mode: Std Deviation:
60%
13/Nov/06
55%
12/Nov/06
50%
08/Nov/06
45%
06/Nov/06
40%
05/Nov/06
35%
01/Nov/06
30%
30/Oct/06
25%
26/Oct/06
20%
24/Oct/06
15%
22/Oct/06
10%
17/Oct/06
5%
11/Oct/06
0 19/Sep/06
16/Oct/06
12/Nov/06
09/Dec/06
Distribution (start of interval)
Hulett & Associates, LLC
05/Jan/07
Simulation: Iterations:
14/Dec/06
90%
01/Feb/07
Cumulative Frequency
255
95%
Selected Confidence 80%: Deterministic Finish: Probability
Latin Hypercube 2000
19/Sep/06 04/Feb/07 09/Nov/06 29/Oct/06 19.58
27/Nov/06 10/Sep/06 (less than 1%)
Other Management Controls – Construction Management
• Earned Value Management System
EVMS Structure Summary WBS Elements
Program Level 3
Base Building 1.2.1 Base Building Construction 1.2.1.1
Electrical System Dynalectric 1.2.1.1.8
Cost Accounts
East Tower Installations 1.2.1.1.8.3
Base Building Project Management 1.2.1.2
Elevators Thyssenkrupp 1.2.1.1.9
West Tower Installations 1.2.1.1.8.4
WBS Elements Level 6
Ground Level 1.2.1.1.8.3.1 Level 2 1.2.1.1.8.3.2
Level x 1.2.1.1.8.3.x
Work Packages Level 7
Integrated Earned Value Management System
Baseline Development
Schedule of Values GSA Assigned WBS ID 2.03.01 2.03.01 2.03.02 2.03.03 2.03.04
Item 101 102 103 104 105
Billable Value $20,000 $10,000 $50,000 $270,000 $230,000 $580,000
P3 Schedule Project Lease Schedule WBS ID
P3
Total
Allocated
Activity
Value
Value
Jul
Aug
Sep
10001
2.03.01
10002
$12,000
2.03.01
10003
$10,000
5
5
$12,500
6.25
6.25
2.03.02 2.03.02
10004 10005 10007
2.03.03
10008
2.03.04
10009 10010
6
$150,000 $230,000
0.33 0.25 12.5 6.25
30
30
30
30
50
50
50 90
$180,000 $50,000 $580,000 Cumulative
4.0 4.0
40.0 44.0
weight
0.40
12.5
$120,000
Dec
0.27
$12,500 $270,000
Nov
6
$25,000
10006
2.03.03 2.03.04
$50,000
Oct
4
2.03.01
2.03.02
$30,000
Activity
Jun 4 $8,000
97.3 141.3
103.8 245.0
188.8 433.8
0.50 6.25
0.25 0.44 0.56
90
0.78
25
25
121.3 555.0
25.0 580.0
0.22