Distribution Project/Program Management
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Transcript of Distribution Project/Program Management
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Distribution Project/Program
ManagementDon Stanton, PMP
SWEDE ConferenceMay 10, 2007
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Agenda
• Need for PM• Initial Project Management
measures• Need for more Project Management• Migration to Program Management• Process Improvement
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Need for Project Management
• Initial need for formalized PM recognized
• Team formed to develop PM guidelines
• Guidelines to follow Project Management Institute (PMI) standards
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Developing a PM Program
• Focused on PM principles and methodologies– Scope– Schedule– Budget guidelines– Defined R&R’s– Reporting– Templates
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Practical Use of PM Program
• Focused on “large” distribution projects– Civic projects– Large System jobs
• Additional feeders, Rehabs, large circuit upgrades, pole replacement program
– Inter-related substation/feeder projects
– Large customer initiated projects
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Large Customer Distribution Substation Conversion Project
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Things worked well, but…
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More PM Needed
• Increase in backlog of smaller projects
• Continued outside influences to be more competitive
• Resource constraints– Labor– Budgets
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Evolution from Project Management
to Program Management
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Evolution from Project Mgmt. to Program
Mgmt.Purpose:
• To address the existing backlog of distribution projects that caused a strain on our resources.
• To address all future civic and system improvement projects.
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Staged Approach
• Stage 1 - Distribution Backlog • Primary focus is to alleviate the backlog.
• Three-pronged approach
• Stage 2 - Distribution Program Management• Address current and future distribution
projects• Drive accountability• Maintain current work load by fully utilizing
CPS Energy crews and flex with contract crews as workload varies
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Distribution Backlog Stage 1
Three-pronged Approach
One: Current Backlog of Projects
• CPS Energy Crews• CPS Crews primary responsibility to focus on
customer work requests.• Secondary responsibility is to work on
System, Civic, and Maintenance jobs. • Contractor Crews
• Primary responsibility is to work on System and Civic jobs
• Maintain current work load by using contract crew to flex as workload varies.
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Distribution Backlog Stage 1
Three-pronged Approach
Two: Pole Replacement Backlog Project
• Second contractor brought on board to focus mainly on backlog of Pole Replacement jobs (System improvements)• 125 Jobs assigned
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Distribution Backlog Stage 1
Three-pronged Approach
Three: Recloser-Capacitor Project• Project developed for installation of approx. 50
Reclosers and 65 Capacitor Banks. • Devices and materials ordered and supplied
by CPS Energy• Contractor(s) to provide labor to install• Some could also be installed by CPS Energy
crews depending on workloads
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Distribution Program Management
Stage 2
• Project Management facilitating a Distribution Process Improvement Team to develop the Distribution Program and to document the processes for assigning and tracking current and future distribution projects.
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Program Management
Team• Stakeholders
– Project Management– Construction District Managers– Outside Services– Distribution Engineering– Distribution Planning– Purchasing/Stores– Utility Coordination
• Executive Sponsors– VP of Engineering– VP of Construction
• Additional team members may be “flexed” in as needed
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Goals• Keep internal crews 100 % loaded
– The contractor crews will be “flexed” as work loads cycle to allow full utilization of CPS Energy crews
– Assignment of future projects to the proper crews based on the work loads
05
1015202530354045
CPS EnergyCrewsContractor Crews
TIME
Work load
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Process Improvement
• Document current processes to identify possible areas of improvement
DESIGN(SAP/WMIS Planning)
Tracking w/in Areas(Engineering)
Note: Need Examples of all Reports used now
NOTE:MDS Maintenance
Make Ready(Communications)
WORK ORDER LISTGENERATED
(“Released to Construction)
PRIORITY LIST(Manual process by
OH Engr.)Subdiv, LCP
Dist, Civic, Syst.Make Ready
Note: possibleBreakout Team
NSD
CPS CENTERSReview Priority List
CREW WORKLOAD
Analyze& LeveledAssigned
OUTSIDE SERVICES
Gets Overflow(Proj. Mgm’t)
CONSTRUCT(“Scheduled”)
Tracking(Start/Finish Date)
Route Sheet - DistrictsSpreadsheet – OS Svs.
Note: Need Examples
As-Built/Close
Verify Complete(on time)
EN
D
DISTRIBUTION MANAGEMENT OVERHEAD CIVIC AND SYSTEM
PROJECTSCURRENT PROCESS MAP
APRIL 23, 2007
DESIGNER Tools Avail?
R. LujanJ. Trevino
PERMITS(City)
Reporting/TrackingPossible Breakout
Team
PLAN(Initiation of Work)
PERMITS(TXDOT,
Railroad,County, Historical, etc.)
SYSTEM(Internal)
Distr. Planning OH Engr.
(Pole InspectionCircuit PatrolMaintenance 10+ poles)
CIVIC(External)Util. Coord. OH Engr.
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Project Management – Project Management Section
• Responsible for facilitating the process used to develop the plan for addressing future projects
• Make sure that the key stakeholders are involved and that the plan is followed
• Responsible for monitoring and reporting
progress
• Assist in solicitation and securing of additional resources as needed
Roles and Responsibilities
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Engineering –
• Responsible for helping to identify projects and prioritize those projects for completion.
• Responsible for ensuring that the projects are planned, designed and released for construction and that all materials are available or ordered as necessary.
• Involved in helping to develop contracts for
outside contractor solicitation and selection.
Roles and Responsibilities (cont.)
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Construction – Service Centers
• Responsible for securing internal labor resources and properly distributing their workload
• Possibly help provide internal inspection services for contractor constructed projects if necessary or resources are available
• May be involved in the solicitation and selection process of external contractors/resources
Roles and Responsibilities (cont.)
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Construction Outside Services – ConstructionCoordinators
• Responsible for providing and directing additional contracted resources as needed
• Responsible for providing inspection services for all constructions projects as necessary
• Involved in the solicitation and selection process of external contractors/resources
Roles and Responsibilities (cont.)
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Next Steps• Assign “Breakout Teams” to look
at the sub-processes (SME’s)– Reporting– Prioritization of Project– Resource Allocation
• Assigning projects• Resource loading
– Permitting
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Next Steps• Map/document “new” processes• Implement new processes!
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QUESTIONS• What type of project management
program do you have in place?• How do you report on project
progress/productivity?• Prioritization of projects?• How do you determine Resource
Allocation/crew loading?• Other discussion?