Vision Transforming the learners of today into the leaders of tomorrow.

Transcription

1 Decision Unit: Infrastructure Project Management Office [A051] Address: One Kingsway Profile DU Administrator: Terri Gosine Vision Transforming the learners of today into the leaders of tomorrow. Mission We inspire student success through high quality learning opportunities, supported by meaningfully engaged students, parents, staff and community. Values Supporting the Vision, Mission and Priorities are the District 's cornerstone values of accountability, collaboration, equity and integrity. 1. Foster growth and success for every student by supporting their journey from early learning through high school completion and beyond. 2. Provide welcoming, high quality learning and working environments. 3. Enhance public education through communication, engagement and partnerships. Profile This decision unit provides project management services to schools and the District. The services support the life cycle of the project from initial inception to final completion. Examples of project types include: capital funded modernizations and new school construction, infrastructure maintenance and renewal (IMR), as well as decision unit funded projects initiated by schools or central departments.

2 Decision Unit: Infrastructure Project Management Office [A051] Results Review DU Administrator: Terri Gosine Address: One Kingsway Results and Implications Foster growth and success for every student by supporting their journey from early learning through high school completion and beyond. Provide welcoming, high quality learning and working environments. Enhance public education through communication, engagement and partnerships. Based on the three SMART goals that were established for , report on the results you achieved (with evidence, including referencing the School s Accountability Pillar results, if applicable) and describe how achievement of the goal supports the above District s Priorities that were in effect when the goal was set. Service Driver: Stake holder satisfaction and service orientated. Key Performance Indicator: Delivery of high quality project management support and services that are results orientated, based on a flexible framework, informed by evidence-based decisions, and responsive to the evolving needs of schools, central and the community. 1. Implement a contractor evaluation metric that includes both general contractors and subcontactors. 2. Implement a Lessons Learned Matrix for use at the close of all projects. 3. Improve the dashboard created in for project status reporting to stakeholders 4. Implement a project communication framework to ensure stakeholders are kept informed during a project. Results Achieved: 1. Infrastructure staff began working with the Edmonton Construction Association Owner's Forum in the creating an evaluation metric for contractors. The metric is being developed in conjunction with Public Sector Owners from Edmonton, across Alberta and representing the Federal Government. This metric, once completed, will be implemented into the Project Management Office (PMO) standard practices. 2. Infrastructure PMO staff have implemented a Lesson Learned stakeholder engagement session related specifically to large projects. Infrastructure staff met with staff from the 11 new schools opened in 2017 to gather feedback on design and process. Changes to both have been implemented into the upcoming new school designs and upgrades. 3. In collaboration with Maintenance, the Infrastructure PMO continued to use the active internal dashboard created in A simplified external dashboard was utilized for summer 2018 projects, allowing principals and other stakeholders to track project status. For the summer of 2018, a new Capital Project dashboard was developed to provide up to date information on new schools and modernization projects. Both dashboards will be further developed and automated over the next year coinciding with the new PM Module Archibus update which has robust reporting tools. 4. Communication remained a focus for PMO staff in This included DiSC training to encourage the PMO staff to understand different styles of communication. A communication framework that was developed in was applied across all project types. The framework continues to be improved and updated as staff grow more comfortable in its use. Service Driver: Internal Quality Assurance. Key performance Indicator: The Infrastructure Project Management mechanisms or systems are responsive, timely, continually improving, and aligned with industry standards in meeting the learning and business outcomes of the district. 1. Continue to implement quality assurance plans for projects 2. Fully implement a quality control check for project processes that include stage gate approvals at key milestones 3. Implement quarterly quality reports to gather feedback from stakeholders on a periodic basis Results Achieved: The Infrastructure PMO office has been sequentially implementing quality control checks and quality assurance over the past two years. The two positions added in 2016 have been supporting staff through peer review of documentation and by implementing project tools for managing and reporting on projects. These tools are helping to standardize and align project delivery across EPSB projects, allowing consistent, repeatable business outcomes and a positive client experience and projects are beginning to be consistent in their flow Edmonton Public Schools 1 of 2

3 Decision Unit: Infrastructure Project Management Office [A051] Results Review DU Administrator: Terri Gosine Address: One Kingsway Results and Implications Service Driver: Innovative Practices. Key Performance Indicator: Infrastructure Project Management is committed to research activities and the implementation of industry trends and best practices., Integrity 1. Fully implement a clear governance structure for project methodology which includes stage gating structure to increase accountability and transparency. 2. Continue to work with Infrastructure Planning on the development of Archibus as a project management tool. 3. Implement employee performance reviews based on the qualifications matrix and work with staff to develop growth plans that supports continuous improvement related to project management. Results Achieved: 1. Infrastructure PMO worked through the implementation on the governance structure developed by the controls Officer in Staff are using many of the tools ie.(capital Dashboard, Communication Tool Box, Small Projects Dashboard) provided and are being supported as they adapt to new processes and tools. Growth in the use of the tools related to the governance structure will continue in Infrastructure PMO will continue to support the work of Infrastructure Planning in the development of Archibus as a project management tool. The procurement of Archibus in was not fully achieved and therefore will continue into Infrastructure PMO fully implemented a staff reflective matrix related to competencies in Project Management and soft skills. Each staff member reflected on their own competencies and developed goals to support professional growth. The goals will be reviewed quarterly with each staff member and the overall self-reflection will be undertaken yearly going forward. - Infrastructure PMO staff attended multiple professional learning opportunities, with the Edmonton Construction Association (ECA) and the City of Edmonton, attended the 2018 LEAN Construction Institute in Vancouver, and engaged in a review of 21 century learning standards with other Infrastructure departments and an external consultant. - Approval of IPD (Integrated Project Delivery) for Millcreek school resulting in six new IPD Schools making EPSB an Industry leader in this emerging project delivery model. What were the biggest challenges encountered in 2017/18? The workload for the PMO continued to be heavy with $28 million of IMR funds and an expanded Capital Investment Framework resulting in over 1,000 projects to be managed. Some aspects of the opening of 11 schools on September 1, 2017 impacted the planned work of Though the schools were opened, construction deficiencies remained at each of the buildings that required staff attention to rectify. A planned emphasis on staff development was not realized due to the workload pressures. What are the implications from 2017/18 that will impact your current year plan? An emphasis on continued staff development will be captured in Budget Plans. Plans will also build on success achieved in the areas of transparency, accountability and communication. Ongoing construction and recent capital funding announcements have resulted in a capital construction project that exceeds the total contract value of the recently opened 2017 schools. Support for those projects will be a primary focus in the coming years. Edmonton Public Schools 2 of 2

4 Decision Unit: Infrastructure Project Management Office [A051] Plans DU Administrator: Terri Gosine Address: One Kingsway Plans Foster growth and success for every student by supporting their journey from early learning through high school completion and beyond. Provide welcoming, high quality learning and working environments. Enhance public education through communication, engagement and partnerships. The following SMART (Specific, Measureable, Attainable, Relevant, Time-Framed) goals have been established for the 2018/2019 school year. Select the District Priority number that the goal supports from the drop-down box. Schools are to set one goal for each priority. Central DU's can set their goals around one or more priorities. SMART Goal 1:Service Driver: Stake holder satisfaction and service orientated. Key Performance Indicator: Delivery of high quality project management support and services that are results orientated, based on a flexible framework, informed by evidence-based decisions, and responsive to the evolving needs of schools, central and the community. 1. Develop and implement Evaluate 360 reviews to evaluate project management supports by the end of the school year. Evaluations, based on specific projects, will include feedback from District stakeholders and industry partners to assess areas of improvement for project management supports provided by ipmo. 2. An in-house November 2018 seminar will enhance staff understanding and utilization of LEAN principles. Lean methods seek to develop and manage a project through relationships, shared knowledge and common goals. PMO staff will be trained in LEAN principles and their application. 3. PMO staff will further enhance methods of 'project status' reporting to stakeholders by June, Staff will work with Infrastructure Planning to create a reporting platform within Archibus and will further develop the dashboard for Capital Project reporting. Priority 3 SMART Goal 2: Service Driver: Internal Quality Assurance. Key performance Indicator: The Infrastructure Project Management mechanisms or systems are responsive, timely, continually improving, and aligned with industry standards in meeting the learning and business outcomes of the district. 1. Building on collaborative efforts by the Edmonton Construction Association Owners' Forum, implement a Vendor Performance Framework by the end of The goal of the Vendor Performance Framework is to ensure that the District maximizes value and quality on all capital construction projects. 2. In order to advance strategies that allow staff to share best practices and lessons learned with internal stakeholders, PMO will host weekly PITT (Process Improvement Team Talks) that facilitate information sharing and develop a collaborative team. 3. To improve context and understanding among PMO team members, the department will structure engagement sessions with SME's (Subject Matter Experts) from across the district in order to identify and address areas for improvement through collaboration and innovation. Similarly structured meetings currently exist with Maintenance and Operations, Infrastructure Business Management, as well as Programs and Student Accommodation (PSA) and have proven successful. Priority 1 SMART Goal 3: Service Driver: Innovative Practices. Key Performance Indicator: Infrastructure Project Management is committed to research activities and the implementation of industry trends and best practices., Integrity 1. Continue to work with Infrastructure Planning on the development of Archibus and the Project Management Module. The Project Controls Officer on our team is on the Archibus Upgrade implementation committee and has completed the 'requirements gathering' effort. Remaining design and implementation needs will be informed through monthly 'brainstorming' sessions that are standing agenda items at the PMO leadership team meetings. 2.The PMO will be Utilizing Google collaborative spaces (Team Drives) as well as the new EPSB (CONNECT) intranet to increase inter-departmental sharing and collaboration, ease of access and consistency in communication. 3. PMO team members will each attend a minimum of 2 seminar / conference events in order to understand industry trends and best practices. Perspectives and new concepts will be shared amongst PMO team members through presentation (Lunch and Learn) or logging information for the rest of the team. Priority 2

5 Decision Unit: Project Management Office (PMO) [5672] Revised Budget DU Administrator: Terri Gosine Address: One Kingsway Ave Profile Staff FTE Budget Custodial 0.00 Salaries $2,811,681 34% Exempt Supplies, Equipment and Services $5,440,087 66% Support 0.00 Total $8,251, % Teacher 0.00 Maintenance 0.00 Internal Revenue $1,500,000 Total Vision Transforming the learners of today into the leaders of tomorrow. Mission We inspire student success through high quality learning opportunities, supported by meaningfully engaged students, parents, staff and community. Values Supporting the Vision, Mission and Priorities are the District 's cornerstone values of accountability, collaboration, equity and integrity. 1. Foster growth and success for every student by supporting their journey from early learning through high school completion and beyond. 2. Provide welcoming, high quality learning and working environments. 3. Enhance public education through communication, engagement and partnerships. Profile This decision unit provides project management services to schools and the District. The services support the life cycle of the project from initial inception to final completion. Examples of projects include: capital funded modernizations and new school construction, infrastructure maintenance and renewal (IMR), as well as, decision unit funded projects initiated by schools or central departments.

6 Decision Unit: Project Management Office (PMO) [5672] Revised Budget DU Administrator: Terri Gosine Address: One Kingsway Ave Budget Summary Report Spring Proposed Fall Revised Resources 1,501,768 6,751,768 Internal Revenue 1,350,000 1,500,000 REVENUE TOTAL 2,851,768 8,251,768 Teacher Supply Teacher TOTAL TEACHER (% of Budget) 0% 0% Exempt ,630, ,714,681 Exempt (Hourly/OT) , ,000 Support Support (Supply/OT) ,000 TOTAL NON-TEACHER ,680, ,811,681 (% of Budget) 93.99% 34.07% TOTAL STAFF ,680, ,811,681 (% of Budget) 93.99% 34.07% SUPPLIES, EQUIPMENT AND SERVICES 163,787 5,151,553 INTERNAL SERVICES -1,342,500-1,211,466 TOTAL SES -1,178,713 3,940,087 (% of Budget) % 47.75% TOTAL AMOUNT BUDGETED 1,501,768 6,751,768 Carry Forward Included 0 0 Carry Forward to Future 0 0