Project Delivery. Board of Supervisors Plans & Programs Committee June 17, 2014

Transcription

1 Project Delivery Board of Supervisors Plans & Programs Committee June 17, 2014

2 Presentation Overview Project delivery process improvements Audit recommendations and beyond Recent project delivery highlights Next steps

3 The Life of a Project Pre- Development Phase Environmental Review Design Construction Community Outreach & Engagement

4 Preparing to Deliver More Projects Staffing Needs Project Manager 1 Project Manager 2 IT Operations Support Admin IV IS Administrator 2 Pr Administrative Analyst Engineer Prnpl Admin Analyst II Eng/Arch/Landscape Arch Sr Assoc Engineer Junior Engineer 0 Mar-14 May-14 Jul-14 Sep-14 Nov-14 Jan-15 Mar-15 May-15 Jul-15 Sep-15 Nov-15 Jan-16 Mar-16 May-16 Jul-16 Sep-16 Nov-16 Jan-17 Mar-17 May-17 Jul-17 Sep-17 Nov-17 Jan-18 Mar-18 May-18 Jul-18 Sep-18 Nov-18 Jan-19 Mar-19 May-19 Month

5 2011 Audit SFMTA Process Upgrades Area of Concern Time & cost overruns Reporting & oversight Confusing financial information Inadequate management processes Process improvement projects SFMTA Improvement Project pre-development phase Primavera P6 Progress reports Clarified operating procedures Risk analysis for large capital projects Capital Project Control Systems (CPCS) EcoSys Contract manager integration Capital Resource Information System Project Charter for Inter-Agency Coordination Risk analysis using CPCS Capital Plan and Program Policies Project Delivery Taskforce Transtat Capital Projects

6 Capital Planning & Analysis New policies adopted 2011 Data analysis & documentation Capital Improvement Plan Annual review

7 Project Pre-Development Phase Define project scope Prepare cost estimates Identify coordination opportunities Provide training, structure, guidelines

8 Complete Streets = Coordination Intra-agency planning and project integration Streets Capital Group SFDPW Planning Department SFPUC SFCTA SFMTA Cesar Chavez construction

9 Project Management Technology Before After

10 SFMTA Culture Change Initiative Quarterly Director s meetings Intra-agency communication Better defining responsibilities & roles Leadership training

11 Outreach & Engagement Increasing outreach and standardizing community engagement processes

12 Long-Range Planning Transportation 2030/Mayor s Transportation Task Force 20-Year Capital Plan ( ) Strategic Plan San Francisco Transportation Plan Projected growth corridors

13 Cesar Chavez Streetscape Photo credit: Streetsblog Collaboration with Public Works, SFPUC, Planning Department & community Result: Improved safety, aesthetics, transit efficiency and sewer system while minimizing cost and neighborhood disruption Audit-recommended improvements: Strengthened management processes

14 5L Fulton Pilot Project Pilot approach for faster delivery Close coordination inside agency Community engagement = improved results Audit-recommended improvements: Avoided time & cost overruns

15 Fleet Procurement Efficiency + creativity better project delivery and more reliable Muni service Audit-recommended improvements: Process, reporting & oversight

16 Next Steps Capital Programs and Controls System rollout throughout SFMTA to include small project delivery Staffing analysis and planning to enable capacity for upcoming projects Instituting interagency project charter to strengthen coordination

17 Thank you!

18 Appendix

19 Project Delivery Best Practices Project Planning Aligned priorities and resources Project Implementation Cost/schedule integration Ongoing Efforts Transparency Defined project scopes Timely access to data Accountability Detailed and accurate estimates Resource-loaded schedules Risk management Change management Progress reporting Trend analysis Quality assurance Standardized processes Aligned goals & objectives Performance management 19

20 Business Process Re-Engineering (Based on Audit Findings) Finding Capital program policies and priorities not clearly specified or enforced. Project scope defined too late in the process; poor initial cost estimates. Project delivery goals and expectations not aligned amongst all divisions and sections. Personnel not provided with appropriate tools and data to properly manage project portfolios. Performance measures not completely formulated, impacting risk management. Solution Developed new Capital Plan & Program Policies and formed the Transportation Capital Committee (TCC). Established Pre-Development phase to better define scope and prepare accurate cost estimates. Introduced complete-streets concept to align delivery objectives and utilize funds effectively. CRIS, CPCS, electronic funding request system and scope/schedule/budget template Performance measures of project delivery in the FY2013 FY 2018 Strategic Plan 20

21 Capital Improvement Plan Summary 5-Year Capital Improvement Program Totals $3.16 billion Funding from more than 30 different federal, state and local sources Contains 350 projects in 16 Capital Programs Major Capital Improvements and Programs Communications/IT Projects: Radio Replacement, Train Control & Communications, Asset Mgmt System; Street Projects: Bike/Pedestrian/Signal and Traffic Calming; Transit Infrastructure: Overhead Systems and Track Vehicles: Procurement and Rehabilitation Major Expansion: Central Subway, Van Ness BRT 21

22 Goals and Objectives Analyze and re-engineer existing business processes, including budget revision control and processing Provide timely, accurate, and useful information to project managers and executives Reduce manual processes and double-entry of project information Create a System of Record for all project data - including scope, schedule, budget, forecasts, and actuals Develop standardized WBS templates and common reporting across programs Establish relevant performance metrics 22

23 Captial Program Controls System (CPCS) Primavera P6 STANDARDIZED WBS SCHEDULE & RESOURCE MANAGEMENT FORECAST LABOR COSTS EcoSys EPC COST/SCHEDULE INTEGRATION TREND ANALYSIS PERFORMANCE MEASUREMENT Oracle CM13 CONTRACT MGMT SharePoint ELECTRONIC DOCUMENT MGMT & WORKFLOWS 23

24 CPCS: Web-Based Access 24

25 CPCS: Key System Configurations Daily integration with Primavera P6 and Agency s financial accounting system Dashboards displaying project-level and activity-level information Standardized and controlled budget revisions Performance measurements enabled through cost and schedule integration On-screen and Excel-template reports 25

26 SAMPLE SCREENSHOTS 26

27 Project-Level P6/EcoSys Integration 27

28 Activity-Level P6/EcoSys Integration WBS, schedule, forecast costs, and percent complete integrated. 28

29 Executive Dashboard Program Level 29

30 Activity-Level Reports 30

31 Standardized Budget Revisions 31

32 Centralized Contract Management 32

33 Electronic Timesheets 33

34 Electronic timesheets driven by Primavera P6; Daily integration with Primavera P6 and FAMIS; Dashboards displaying project-level and activity-level information; Standardized and controlled budget revisions; Key Configurations Performance measurements enabled by cost/schedule integration; Fully-configurable on-screen reports; Electronic document mgmt and workflows; Centralized and collaborative construction management tool for daily reports, logs, submittals, RFIs, and issues. 34

35 Next Steps Goal Expand CPCS to include all capital projects across all CIP programs Establish funding hierarchies and allocations and roll-out new Budget/Funding Revision tool Incorporate Fund Programming functionality into EcoSys Integrate additional FAMIS and payroll data into system Establish data standards and develop public-facing dashboards Develop Agency-wide SOPs and ongoing training programs Status In Progress; 170/400 active projects have been imported. Using approved CIP as source, project team is beginning to establish standardized funding hierarchies. Developing scope of work for consultant. Forecast start July Will be working with Controller s Office developer June Working with Buildingeye under Mayor s Office EIR program. Proof of Concept by July Project Delivery Working Group has been established. 35