MATCHING YOUR PROCESSES TO PROJECT CONTROL SYSTEMS TO MAXIMIZE ROI

Transcription

1 MATCHING YOUR PROCESSES TO PROJECT CONTROL SYSTEMS TO MAXIMIZE ROI REPRESENTATIVE AIRPORTS/OWNERS Hartsfield-Jackson Atlanta International Airport Philadelphia International Airport Orlando International Airport Massachusetts Port Authority Special Thanks to our Host Airport

2 HARTSFIELD-JACKSON ATLANTA INTERNATIONAL AIRPORT Kathryn Masters, Assistant Director of Project Development-Landside/Airside, Hartsfield-Jackson Atlanta International Airport Raymond Moore, A3 Program Manager, Hartsfield-Jackson Atlanta International Airport Special Thanks to our Host Airport

3 ATLNext Development Program City of Atlanta owns and operates Hartsfield-Jackson Atlanta International Airport (ATL) ATLNext: ATL s 20 year $6B capital development program Expand Capacity Renew & Replace Infrastructure Enhance Aesthetics 3

4 2015: ATLNext Launches Legacy program supported by Enterprise Management System Suite of applications and processes, initially developed 2002 (5) Commercially Off The Shelf modules P6 Contract Manager Risk Success Estimator On Screen Takeoff (20) Custom tools Cost Budget, funding Generation of Task Orders Reporting More Ongoing owner issues: customization, business process complexity Key decision drivers for replacement or enhancement Granular technical requirements Workflow Cloud hosting 4

5 Implementation Status Late 2015: Requirements gathering, RFP development Early 2016: RFP & Award (integrate PMWeb with existing EPMS) Late 2016 to Fall 2017: Tool training + GoLive with some functionality RFIs Submittals Meeting Minutes Reports & forms Late 2017 to Early 2018: More tool training + added functionality Workflows (Task Orders, Change Management) Spring 2018: Revisiting business processes 5

6 Challenges and Lessons Learned How do we do business today versus how do we want to do business? Required?... Or required? No tool is perfect 6 Source: Airliners.net

7 Challenges and Lessons Learned Management plays a role Workflow: Friend of accountability? Or inflexible foe? Reporting informs decision making and can drive cost, complexity, and time to configure or customize 7 Source: Airliners.net

8 PHILADELPHIA INTERNATIONAL AIRPORT Dave Nisula, Capacity Enhancement Program Manager Philadelphia International Airport & Vice President, Jacobs Special Thanks to our Host Airport

9 Philadelphia International Airport Current Approved Capital Development Program of approximately $2.5B Committed to providing efficient and comfortable service to enhance the passenger experience Focus is on bringing innovation to the airside and landside facilities, while strengthening our regional economic impact. 9

10 Philadelphia International Airport Current Project Controls System(s) APMS: Home Grown Financial Backbone of the Airport Grown organically to do many things such as tracking funding, project financials, diversity tracking, etc. P6: Schedule Management e-builder: Document Management/Control, Construction Administration, some processes Other City systems (FAMIS, ADPICS, etc.) 10

11 Current Opportunity: Take Another Look APMS platform not ideal to integrate, as well as risk of being based on older database is driving action to replace/redevelop tool What does that mean. Chance to re-examine how airport collects, manages and communicates data of all types. Chance to revisit existing tools being used to maximize efficiencies and drive performance. Chance to look at the reporting needs and ensure data is collected to support frequent asks work to ensure data integration provides more data uniformity and control 11

12 Risks Being Managed Technical Risks Human Risks Business Risks 12

13 MASSACHUSETTS PORT AUTHORITY John Audi, Assistant Director, Massachusetts Port Authority Special Thanks to our Host Airport

14 Who is Massport? Massachusetts Port Authority (Massport) owns and operates three airports and public terminals in the Port of Boston Massport is a financially self-sustaining public authority whose transportation facilities generate more than $8 billion annually; no state tax dollars are used to fund operations or capital improvements of ~$500M annually at Massport facilities Logan International Airport (Boston, MA) Hanscom Field (Bedford, MA) Worcester Airport (Worcester, MA) Conley Container Terminal (S. Boston, MA) Black Falcon Terminal (Boston, MA) Real Estate Assets

15 Why the need for a PMIS? Eliminate redundancy and duplication (i.e. multiple entries of contracts) Ability to get real time cost and schedule information Streamline processes Expedite the review and approval process Promote transparency Integrate systems within the Authority for better informed decisions Save money by not paying for outside consultant and contractor systems 15

16 Top Implementation Lessons Learned Financial management related processes, especially cost codes and change management should be developed factoring in all project delivery methods A phased implementation approach is recommended with the launching of various modules at different times

17 Top Implementation Lessons Learned It s important to start integration efforts with other systems in parallel to the implementation phase so as to understand the requirements and be able to customize PMWeb accordingly Developing communication forums for updating future users on the implementation effort is essential

18 Top Implementation Lessons Learned Involvement of users during the implementation phase is essential Owner should use the implementation effort to revisit and enhance existing processes

19 Top Implementation Lessons Learned Owner must drive the implementation process and schedule: Owner must: set the overall strategy establish expectations drive the schedule be creative be receptive to changes push the envelope of PMWeb functionality

20 ORLANDO INTERNATIONAL AIRPORT Bryan Mehaffey, Director of Operations, Burns Engineering Special Thanks to our Host Airport

21 Burns Engineering & MCO Project Planning South Terminal C Phase Million Sq Feet 16 New International Gates 500,000 Sq Feet Parking Garage $2.3 Billion Budget 21

22 3 Design Architects Fentress HNTB Schenkel Schultz 5 CMARS Turner Construction Kiewit Construction Hensel Phelps VER (EME) Vanderlande Industries, Inc (BHS) STC PH 1 Project Team 6 Specialty Design Sub Consultants 2 Program Management Teams Design and Pre-con team of over 300 professionals Construction Team TBD 22

23 Communication Plan A communication plan is a policy-driven approach to providing everyone involved with accurate and timely information. Who has authority to speak and/or provide information. Who generates official communication? Who Distributes and Tracks? Who owns the actions as the result of the communication? Cohesive Library of Common Terms Who has impact management responsibilities when communication effects: Budget Schedule Management Change Management Personnel Assignment Tasks and deliverables 23

24 Tools The tools used to leverage communication tracking. Simple Snail Mail Hard print (Notebook and paper) Complex SharePoint/Intranet Project Management SW (Smart Sheet, MS Project) Advanced Enterprise Construction Management Software Cloud/Web Driven Systems Technology will not repair a poor plan, it will only exaggerate the flaws! 24