nchrp 20-68a, scan 07-01 -...

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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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Domestic Scan Team 07-01:

James C. McMinimee, P.E., Utah DOT, AASHTO Co-ChairShari Schaftlein, FHWA, FHWA Co-ChairSidonia S. Detmer, PMP, Virginia DOTMark C. Lester, P.E., South Carolina DOTGerard F. Mroczka, P.E., Indiana DOTDavid B. Nichols, P.E., Missouri DOTJoyce N. Taylor, P.E., Maine DOTAlan T. Teikari, P.E., FHWA Connie Yew, P.E., FHWAThomas R. Warne, P.E., Tom Warne and Associates,

Subject Matter Expert

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The following states were chosen for visits due to a history of project delivery innovations and management:

February 22-March 3, 2009

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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.

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Project Management:Best Practices fell into five major categories:

Project Manager Structure:Shared LeadershipRisk ManagementUse of ConsultantsInvestment in GIS and data management tools for project delivery

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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 communicatedwell. 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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Project Management Tools:

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ePM is probably the tool requiring the least "extra work" by the PM

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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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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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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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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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Project Management:Risk Management: WashDOT Cost Estimate Validation Process (CEVP) Program:

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Project Management:Risk Management: MoDOT’s Practical Design Approach

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Project Management:Use of Consultants:

25% - 80% usageFDOT – Only state for PM servicesStates 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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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 ServicesIncreased Permitting PredictabilityIncreased Inter-Agency Early Project CoordinationIncreased Inter-Agency AccessibilityImproved Inter-Agency RelationshipsEffective Mitigation

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MAP Team Permit Timeline Results

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Florida’s Efficient Transportation Decision Making (ETDM) ProcessEnables 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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Florida’s Efficient Transportation Decision Making (ETDM) Process

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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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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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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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Performance Management:Contemporary Public Accountability: MoDOT’s Tracker

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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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Performance Management:Contemporary Public Accountability: WsDOT’s The Gray Notebook

Produced Quarterly100+ Pages (.pdf)

SECTIONSSafety

PreservationMobility (Congestion Relief)

EnvironmentStewardship

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Contracting Practices:Innovative Construction Contracting:

Design BuildConstruction Manager At Risk (CMAR)Construction Manager General Contractor (CMGC)Alternative Technical Concepts (ATC)Alternates Pavement Design

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Design BuildFlorida Department of Transportation – National Leader

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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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Construction Manager At Risk (CMAR):

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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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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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Construction Manager General Contractor (CMGC)

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Construction Manager General Contractor (CMGC)

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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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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 DesignThe 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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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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Community Involvement:Not one moment in time - Project long processMissouri: “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 flyersYouTube 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

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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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Planned ImplementationFinal Report - <60 days.Series of Webinars through FHWA are tentatively planned late August to October.

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On-Going & Planned Domestic Scans:07-01 Best Practices in Project Delivery Management will consider particularly organizational factors (e.g., degree of centralization or decentralization in agency management) that influence agencies’ abilities to reliably deliver projects on time and within budget.

07-02 Best Practices in Accelerated Construction Techniques will focus on actual construction operations and management practices rather than contractual or other incentives to develop and apply such practices.

07-03 Best Practices in Winter Maintenance will include operating methods, equipment and materials that improve the efficiency and effectiveness of snow and ice control operations, considering local government as well as state DOT experience.

07-04 Best Practices in Regional, Multi-Agency Traffic Signal Operations Management will address particularly the interactions of agencies at local, regional, and state levels to ensure effective traffic operations and system maintenance.

07-05 Best Practices in Bridge Management Decision-Making will address how decisions are being made about routine maintenance and major rehabilitations and reconstructions to minimize traffic disruptions and control agency life-cycle costs.

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On-Going & Planned Domestic Scans:08-01 Best Practices in Managing STIPs, TIPs, and Metropolitan Transportation Plans (MTPs) in Response to Fiscal Constraintswill consider how state and metropolitan agencies address institutional and technical issues in identifying and applying fiscal constraints to modify their highways system plans.

08-02 Best Practices in Maximizing Traffic Flow on Existing Highway Facilities will consider such techniques as applications of ITS technology,uses of shoulders and lane reversals, and pricing, that may be used to alleviate congestion.

08-03 Best Practices in Addressing NPDES and Other Water Quality Issues in Highway System Management will consider the perspectives of both environmental protection and transportation agencies in identifying effective practices for ensuring compliance with regulations and achievement of broader objectives.

08-04 Best Practices in Work Zone Assessment, Data Collection and Performance Measurements will address traffic monitoring and management practices in and around work zones to ensure safety and minimize congestion.

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On-Going & Planned Domestic Scans:09-01 Best Practices in QC/QA of Design Plans will examine policies and procedures used to ensure high quality highway and bridge designs.

09-02 Best Practices in Project Delivery Responding to Sudden Program Acceleration examine how agencies select projects to be accelerated, how they deploy their personnel and other resources in developing these projects, and how they resolve the tensions and conflicts among accelerating activities and between accelerated activities overall and other components of the agency’s normal business.

09-03 Best Practices in Solutions for Lane Departure Avoidance and Traffic Calming will review innovative traffic-calming and speed-reducing measures deployed on non-freeway highways at or approaching locations and situations where lower speeds are critical to safety.

09-04 Best Practices in Successful Strategies for Motorcycle Safety will examine infrastructure- and behavior-related countermeasures and program strategies that reduce motorcycle fatalities.

09-05 Best Practices for Roadway Tunnel Design, Construction and Maintenance will identify specialized technology and standards (such as NFPA502 standards and others) used in monitoring or inspecting structural elements and operating equipment to ensure optimal performance and minimize downtime during maintenance or rehabilitation.”

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