Herding Cats: Program Management Using P6 Enterprise - Her… · Herding Cats: Program Management...
Transcript of Herding Cats: Program Management Using P6 Enterprise - Her… · Herding Cats: Program Management...
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Herding Cats:Program Management Using P6
EnterpriseThe Columbus RiverSouth District
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PRESENTERS
Dan Weis, MBA
and
Debby Shelton, PMP, PMI-SP
H.R. Gray and Associates
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PRESENTERS
Infrastructure Schedule CoordinationTeam
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Introduction and Background
• Planning for downtown revitalization began in 2002• Existing infrastructure:• One way streets• Two major downtown bridges• Utilities in critical condition
• Deadline for completion: 2012 - the city’s bicentennial• Multiple projects and the need for coordination
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Transforming the DowntownRiverfront
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Welcome To Columbus
Rated the #2 city for commutersm.kiplinger.cohttp://m.kiplinger.com/article.php?url=%2Ftools%2Fslideshows%2FCommutingcities%2F1.html&type=slideshow
Population 797,494 (July 2011)http://www.google.com/publicdata/explore?ds=kf7tgg1uo9ude_&met_y=population&idim=place:3918000&dl=en&hl=en&q=columbus+ohio+population
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The RiverSouth District
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Initial Program–8 Core Projects
• Main Street Bridge
• Front Street TrafficChange
• Scioto Mile Promenade
• Scioto Mile Riverwalk
• Olentangy/SciotoInterceptor SewerAugmentation andRelief Sewer Project(OARS)
• RiverSouthDevelopment
• Rich Street Bridge
• Town StreetImprovements
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Bridge Replacements
Former Town StreetBridge
Built: 1917-1921
Former Main Street BridgeBuilt: 1935 -1937
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Main Street Bridge
• Construction of bridge and West Bank Park• Completed in June 2010
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Rich Street Bridge
•Replaces old Town Street Bridge•Rich Street Bridge (Part 1): $28,154,342•West Bank Park (Part 1): $1,669,905•Second Street/Scioto Mile (Part 2): 3,078,319
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One-Way Street Conversions
RiverSouth District: Over 6,000 feet of downtownone way streets aligned with parking lots.
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Development
Initial residential development in RiverSouthincludes 76 condos and 137 apartments.
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Development
The Scioto Mile is a green corridor that connects downtownColumbus with the Scioto River.
Phase 2 included Riverfront Park that needed to be completed intime for our city’s bicentennial in 2012.
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From 8 to 28 Projects
Lifestyle Communities Development
Front and Rich Parking Garage
Fourth and Elm Parking Garage
Combine Area Sewers Renovation
Downtown Event Coordination
Franklin County Courthouse
AEP Improvement Projects
Columbia Gas Services Projects
120 W. Gay Street
River District East Improvements
MCI Cable Relocation
SkyBridge Demolition
High Street Crosswalk Repairs
25 South Front Window Replacement
Ohio Dept. of Jobs and Family Services
I-70 / I-71
Broad Street Bridge Resurfacing
Franklin Main Rehabilitation
City Center Mall Demolition
Main Street Bridge
Town Street Improvements
RiverSouth Roadways Phase 1
RiverSouth Roadways Phase 2
RiverSouth Phase 2 Inflow Redirection
Scioto Mile Phase 1
Scioto Mile Phase 2
Rich St. Bridge/Town St. Bridge Demo
OARS Sewer
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List of Project Owners
City of Columbus – Dept. Public Service
City of Columbus – Dept. Public Utilities
City of Columbus – Dept. Finance and Mgmt.
City of Columbus – Dept. Recreation and Parks
Franklin County Project and Facilities Mgmt.
Ohio Department of Transportation
Columbus Gas of Ohio
Columbus Downtown Development Corp.
Lifestyle Communities Development
American Electric Power
State of Ohio – Dept. of Jobs and Family Services
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Program Objectives
Building Teams
•Multiple owners
•City of Columbus projects
•Private developers
•Private utility companies
•Multiple project specific goals
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Team Objectives
•Minimize inconveniences to pedestrians andmotorists
•Maintain safe work area
•Work with all project owners to ensure all feasiblegoals are met
•Identify cost savings opportunities
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The Program Critical Path
•Identify project dependencies
•Combine project schedules to determinethe program critical path
•Apply logic between projects
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Program Challenges
•Diversity of Owners
•Number of projects = unstandardized procedures
•Timely and accurate information
•Schedule updates
•As built information
•Communication
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ISC Roles/Program Execution
Owner Diversity
• Understand individual objectives and align with programobjectives.
• Meet with everyone regularly
Unstandardized Procedures
• Common Ground using P6 Enterprise scheduling
Timely & Accurate Information
• Continuous Monitoring
Work with Project Team Closely
• Challenge unreliable information
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Schedule Management
Schedule development• Develop and monitor program schedules
• Design schedules
• Construction schedules
Master schedule• Identify conflicts or coordination issues
before they affect time or budget
• Identify critical milestones and events
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Contract Administration
• Interacts with all city consultants/contractors
•Recommends contract types and timing
•Reviews project scope and front-end documents forprogram specific items
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Public Outreach
•Communicate with public
•Paving the Way
•Public Website
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Coordinate with Downtown Events
•Red, White & Boom Fourth of July celebration•Jazz & Rib Fest•Susan G. Komen Race for the Cure•Columbus Marathon
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External Communication/PR
•Maintained access to local businesses andlimited inconveniences to the public
•Developed public website
•Held public meetings
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Internal Communication
Developed internal website accessed by contractors,owners, designers and ISC personnel
http://isc.hrgray.com
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Design Coordination
•Design process schedule monitoring
•Project coordination
•Constructability reviews
•Drawing preparation
•Traffic maintenance
•Project sequencing
•Project limits
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Construction Phase Services
•Review order of construction
•Recommend required adjustments
•Prepare critical issue reports
•Prepare schedule
status reports
•Resolve issuesresulting fromunknown conditions
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Performance Tracking & Evaluation
Prepare monthly progress reports
Develop and implement feedback system
Monitor and report schedule compliance
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RiverSouth Program Area
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Basic Scheduling Principals
DCMA 14pt assessment (modified)
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Basic Scheduling Principals
Schedule Evaluation Checklist
AACE Recommended Practice No. 29R-03
PROJECT SCHEDULE ASSESSMENT OUTLINE
Ensure that the data date is set at notice-to-proceed (or earlier) with noprogress data for any schedule activity that occurred after the data date.
Ensure that there is at least one continuous critical path, using the longest pathcriterion that starts at the earliest occurring schedule activity in the network(Start Milestone) and ends at the latest occurring schedule activity in thenetwork (finish milestone).
Ensure that all activities have at least one predecessor, except for the startmilestone and one successor, except the finish milestone.
Ensure the full scope of the project/contract is represented in the schedule
Investigate and document the basis of any milestone dates that violate thecontract provisions.
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Basic Scheduling Principals
Schedule Evaluation Checklist
AACE RECOMMENDED PRACTICE No. 29R-03
PROJECT SCHEDULE ASSESSMENT OUTLINE (cont’d)
Investigate and document the basis of any other aspect of the schedule thatviolates the contract provisions.
Document and provide the basis for each change made to the baseline forpurposes of rectification.
Ensure that the calendars used for the schedule calculations reflect actualworking day constraints and restrictions actually existing at the time when thebaseline schedule was prepared.
Document and explain the software settings used for the baseline schedule.
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Basic Scheduling Principals
• HRG’s scheduling specifications utilized where possible
• No Lead/Lag Relationships
• No SS/SF/FF relationships
• All activities (other than 1st and final) have at least 1 predecessorand 1 successor
• Maintain reasonable float times on BL schedules: 1 year projectfloat <100 days
• Consider the weather
• WBS levels required to reflect a physical location of work:
• i.e. West ½ of Front Street, building 2 level 3.
HRG required to have the capability to merge all scheduling softwaresinto P6
MS PROJECT (MPX FILES)
P3
P6
Suretrak
suretrak schedules
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Oracle Primavera P6 Enterprise
• ISC team has to not only be able to document historicalinformation, but also forecast.
• Allows the ability to open multiple projects at the sametime.
• Allows for inter-projectrelationships to be utilized.
• Begin with programmatic workbreakdown structure (WBS)
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Enterprise PPM Features
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Developing The Master Schedule
Utilize EPS Enterprise Project Structures
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Master Program Schedule Example
P6 Enterprise Software allows users to utilize an Enterprise Project Structure (EPS)to incorporate all projects. The Work Breakdown Structure (WBS) are still utilized ineach individual project schedule.
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Master Scheduling Guidelines
• All projects data date must be the same – (the programwill automatically revert to the earliest data date)
• Hold ALL participants accountable
• Re-establish baseline schedules every time a new projectis introduced into the program or significant detail is beingadded.
• Accurate data allows for accurateforecasts
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Forecasting Conflicts
Use master schedule for:
• Historical documentation and forecasting
• Maintenance of traffic
• Project limit area overlaps
• Constructability
• Enhance communication
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Specific Program Issues
•Multiple projects in a small area
•Numerous designers and contractors constructinginterfacing and interdependent projects
•Maintaining the City’srelationship with the public
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Addressing Program Issues
•Master program schedule
•Communication and reportsystems
•Coordination and issueresolution
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Program Issue Reports
•Deployed as atracking method
•Includes issuedescriptions andpossible resolutions
•Distributed torelevant personnelof affected projects
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Specific Issue Analysis
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Specific Issue Tracking
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Specific Program Issues
Program Issue – Example #1:
Street improvement and developmentcoordination
•Roadway and sidewalk contract underway
•Developer exterior masonry needs to becoordinated
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Specific Program Issues
Street improvement and development coordination
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Specific Program Issues
Program Issue - Example #02
Rich Street Regulator Abandonment
•Located in east bridge abutment•Abandoned by bridge contract•Upstream flow diversionreq.
•Timing unknown
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Specific Program Issues
Program Issue – Example #02
Rich Street Regulator Abandonment
•Design incomplete for RSB
•Upstream flow diversion required on oneproject underway and project being designed
•Three contracts involved
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Changes in Funding Sources
Program Issue – Example #02
Rich Street Regulator Abandonment
•Largest roadway project footprint funding changesdelays contract NTP for 6 months (stimulus funding)
•Timing was shifted for the project• Coordination with City approval process
• Unforeseen circumstances
SOLUTION
Add a project. Storm sewer separation/diversion is to take place as anearlier contract to mitigate the delay.
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Specific Program Issues
Program Issue – Example #03Private Utility Company Coordination
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Maintenance of Traffic (MOT) Issues
•Limit inconveniences to motorists
•Provide accessible and safe walking paths
• If not technically feasible, install a signed pedestriandetour
•Provide entry points to
each project site for
construction traffic
•Maintain access to
adjacent properties
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Construction Influence on MOT
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Construction Influence on MOT
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Construction Influence on MOT
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Solutions to MOT Issues
•City standards were set for each roadway ona per-street basis
•Developed diagrams to help forecastpotential issues
•Identified possiblesolutions throughscheduling andphasing
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Keys to Program Success
Utilizing P6 Enterprise Software
• Identifies issues early in design phases
• Solves coordination issues and adapts tochanged conditions
• Provides tools to forecast traffic patterns
• Communicates conditions internally andexternally
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2012 Columbus RiverSouth District
•Program objectives completed successfully
•Projects executed to completion without a claimrelated to an adjacent project
•City bicentennial celebration was held as planned
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The RiverfrontTransformation
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Questions