MODERNIZE PORTFOLIO & PROJECT MANAGEMENT. Erika K. Kemp, PMP MPPM Project Director

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1 MODERNIZE PORTFOLIO & PROJECT MANAGEMENT Erika K. Kemp, PMP MPPM Project Director 1

2 MPPM Business Case Vision of the Future State System capabilities Organizational capabilities Process design Decision support/analytics Single source of truth for project data Develop crossfunctional teaming Create phase gates, process controls Facilitate data-driven decision making Eliminate dual entry and automate lowvalue, manual tasks Automate, enhance communication Streamline workflows Provide what-if scenario forecasting Deliver intuitive, simple functionality Ease informationsharing Share best practices Incorporate historical & forecasted data analytics in decisions Increase visibility to public Drive accountability for project outcomes Reduce re-work Implement common performance metrics Move to reliable supportable software (from complex legacy) Reduce employee onboarding time Standardize data & reporting formats Track cost drivers, budget, payout, & earned value 2

3 MPPM: External Factors Driving Change External factors that impact the organization Inflation, a growing population driving increasing system demand and an aging infrastructure pushing current funding sources to their limits Shifting technological landscape including autonomous vehicles, solar paneled roads, etc. Expected increase in Letting volume FY17-25 to more than 1,500 construction projects at about $6.4B letting volume, creating a portfolio expected to grow to a value of $ Billion, over 30% more than today 3

4 MPPM: Internal Factors Driving Change Internal factors affecting the organization Increased transparency in processes and methodologies and coordination with the MPOs as mandated by HB20 Processes misaligned with the vision and misalignment between Divisions and Districts resulting in construction delays and cost overruns Constraints on resources requiring increases in efficiency 4

5 MPPM: Strategic Objectives to Deliver the UTP Key objectives to enable Unified Transportation Program (UTP) delivery 1 Align planning and strategic priorities of the transportation system Build and maintain a healthy project portfolio Effectively deploy engineering and support resources Deliver projects ontime and on-budget Cong. Conn. Letting Deliver construction projects Rehab Safety 5 Proactively measure and manage performance 5

6 MPPM: Clear roll-up of Area Office, District & State Portfolio 1 ILLUSTRATIVE Project Manager Portfolio Area Engineering Portfolio District Portfolio Agency Portfolio No. projects 1 10 CSJs 100 CSJs 700 CSJs 7,500 CSJs 1 Excludes Candidate PA projects and projects in construction Source: Source Dallas Integrated Portfolio, Central Integrated Portfolio 2/16/2015 Pre-decisional - Proprietary and Confidential 6

7 MPPM: Realignment for successful MPPM delivery Theme Recommended actions Action taken to date 1 Scope Clarify and prioritize scope Align target processes with BPI Consider switching from Agile to alternative development process Prioritized road and bridge (delivery of the UTP) Identified processes by BPI impact (high, med, low, none) Retained Agile method for development 2 Vendor contract Align HPE agreement with updated scope: Clarify requirements and use cases Adjust deliverables, dues dates and financial incentives to drive outcomes Due date for legal review is 06/28/2016 Revised functional requirements/use cases Removed 08/2016 Portfolio Planning deliverable. Proposed new sequence for deliverables 3 Project team resourcing Inject the following TxDOT roles : 1-2 business process owners Additional program IT management roles Process and technical business analysts Upgrade HPE PM skills on team Increased team organization from 16 to 26 FTE Added business process & technical leads Increased process & technical business analysts HPE aligned organization to match TxDOT 4 Project management Stand up a value assurance team Upgrade deliverable acceptance, schedule, risk and change request management processes Created MPPM Project Office Enhancing project management processes 7

8 MPPM: System Includes 3 Core Work Streams Portfolio Planning and monitoring progress & financials of programs/projects Planning Prioritizing Tracking Reporting Project Developing and tracking a project throughout its lifecycle Feasibility Initiation Planning Designing Letting Construction Maintenance Resource Coordinating internal resources & procuring and monitoring work with consultants/ contractors Resource utilization Procuring Assigning work authorizations Administering contracts Processing invoices 8

9 PROGRESS BAR MPPM Proposed Timeline Full Solution by August Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Overall MPPM Project Work Stream 1: Portfolio Discovery, Design, and Planning Build, Test, Deploy Road and Bridge Roll out Multi-Modal & Generic Roll Out Work Stream 2: Project Discovery, Design, and Planning Build, Test, Deploy Road and Bridge Roll out Multi-Modal & Generic Roll Out Work Stream 3: Resource (Contract) Discovery, Design and Planning & Build, Test, Deploy Letting Package, Design Build, SIBA, Agreements (Railroad Crossing, Traffic Signal. Toll Equity) go-live: 4/30/17 PEPS go-live: 1/31/17 ROW, AFA, FPAA, Bridge, Inter Agency go-live: 3/13/17 Non-UTP contracts go-live: 8/10/17 9

10 Contract Portlet: Contract Dollars by District 10

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