APPA Chicago August 2015

Transcription

1 Facilities Planning, Design & Construction University of North Texas Integrated University Facilities Project Management Process APPA Chicago August 2015 UNT Factoids: 36,000+ students 172 Buildings including 15 Res Halls 7.1M GSF, 2.3M NASF Academic 907+ acres 1

2 UNT Facilities Organization (Serving Academic, Housing & Dining) AVP for Facilities Facilities Maintenance Facilities Planning, Design & Construction Facilities Support & Services 318 FTE Staff Planning, Design & Construction Helen Bailey, AIA, CEFP, LEED AP Director Facilities Planning Design & Construction Administrative Coordinator CADD Campus Planning Auxiliary Planning GIS mapping Estimator 11 Project Management Staff +6 students 1 CADD Staff + 1 student 2 GIS Staff + 1 student 1 Estimating staff Typical Annual Project volume: Major > $1M = 6 Medium $100K to $1M = 20 Minor renovation/remodels< $100K about 140 2

3 Project Management Discussion What is your experience with project management? Do you have issues with funding and budget control? Challenges with project closeout? What project management tools/processes work for your organization? In the beginning The CHALLENGES in Project Management 3

4 The Vision One unified simple method for running projects Avoid personality driven project management Improved customer satisfaction and credibility for FPDC & Facilities as a whole Easy access to project status and budget data for both client and leadership Formalized, efficient and easily understood procedures Establish project approval process and funding model Auditable The Light Bulb moment! Ah Ha! What does it take? Standard written processes & forms Getting the word out & top down support for the process Early order of magnitude estimates Ensure funding leadership supports the project at the bright idea stage before expending significant man-hours Ensure the bright idea meets campus objectives Secure funding first 4

5 Holistic Approach Bright Idea!!! 1. Estimate (PRE) 8. Design 9. Construction 2. Concept Approval 7. A/E Procurement 10. Occupancy 3. Funding Identified 6. Budget Approval & Funds x fer 11. Budget reconciliation 4. Project Initiation (PIW) 5. Scoping 12. Close out Not tracked in CMMS system Funding & status tracked in CMMS system The step-by-step process: PRE preliminary scoping & estimate PIW project initiation Detailed scoping (programming) Budget approval and transfer of funds Procurement of professional services when >$50k Design turn-key if under $50k Construction Substantial Completion Certificate of Occupancy Customer satisfaction survey Project reconciliation & closeout Facilities inventory updates (CAFM) Digital archiving Have a check list.. 5

6 Have a procedures manual Why? Consistency Compliance Coordination Documentation ocedures%20-%20june%202010_all.pdf Centralized Reference Resources (Microsoft Sharepoint) Web links Network paths Forms Manuals Etc. 6

7 Communication standard s.. Its all the same process. Integrated project management into CMMS work order system Standard process for all Facilities multi-trade projects for procurement and budget tracking Early order of magnitude estimates PRE by inhouse estimator Standardized involvement of O+M technicians during scoping, design & construction. 7

8 Project Request for Estimate (PRE) Departments/Leadership approval of concept Order of Magnitude for large projects Itemized estimate for < $50K Provides initial scoping based on cursory considerations Estimating resources include RSMeans, historical data, CTC, etc. Estimate_v1_0.pdf Estimating Services PRE Pre Estimate (Order of Magnitude cost) Early scoping Helps clients secure funding Seek grants Reduces sticker shock 8

9 Project Initiation Worksheet (PIW) Office of Space Management approval Client point of contact info Details about the project Funding source and account holder signatures /PIW_ pdf Definition of a project : Multi-trade Over $5K Any project with architectural changes (i.e. moves walls/doors) 9

10 Signed Budget approval and withdraw funding Project Funding & Accounting Strict funding processes Project financial activities never post directly to client/department accounts No project financial activities can occur until Project Account is funded PMA charges transferred at the same time as project funds Clearing Account concept Set up two clearing accounts (HEAF and Local) Budget under $100k Transfer from client account to clearing account(s) depending on fund types Performed by Facilities Budget is $100k or more Set up new account dedicated to single project Transfer from client account to new project account Performed by UNT Budget Office Update CMMS work order system once funding has been transferred Project is now funded and transactions can occur 10

11 Facilities Maintenance multi-trade/complex projects = same process Examples: Building MEP upgrades Paving replacement Roof & waterproofing Etc. In-house Design > $50K Less complex In-house expertise Specialized scope 11

12 Procurement of professional services >$50k Plan Review O&M Life Safety User group Planning staff Management 12

13 Project status list Construction Standardized delivery methods dependent on size (in-house, JOC, CSP, etc) Pre con meeting, schedule & contact list Submittal reviews Change orders (minimize) Technician inspections Final inspection 13

14 Use Facilities crews for smaller projects Concrete Paint Cabinet shop MEP technicians Sign shop Etc. Construction Inspections 14

15 Completion Substantial Completion Certificate of Occupancy customer service survey Warranty Closeout check list 15

16 Budget Tracking in CMMS work order system Budget Reconciliation Budget staff work with PM to verify all transactions are tracked and closed Reconcile project transactions with actual project account for a balanced budget PM notified of final balance Close project and update as reconciled Reports by project account match actuals 16

17 But it s a living document. An evolving process. Empower the team Be open to suggestions for a better way of doing it. Understand there is always room for improvement Our process has evolved and changed for the better over the years. Flexibility in the process is also important. Consider the unique aspects of the project: Project Size Client Location Funding Schedule, etc. 17

18 Facilities Inventory, Digital Archiving & building records FM Systems & Space Management Field Verification Coordination w/ Design groups Building Space Inventory Floor Plans 18

19 Plan ahead Capital Improvement Plan (+$1M) Metrics Big Benefit of CMMS integrated project management. Data uses as reporting tool Project Manager Workload PM 1 PM 2 PM 3 PM 4 PM 5 PM 6 Auxiliary Planning 11 Projects $3,382,432 Campus Planning 46 Projects $14,473,106 19

20 Estimating Metrics FY 12 FY 13 FY14 FY15 PRE's received to date PRE's submitted PRE's in progress PRE's in review Total PRE's completed in FY Total Budget Estimates $15,874,798 $ 8,845,526 $14,870,160 $434,017, Estimating Dept

21 Facilities Planning & Construction Summer workload Summary Summer 2015 Auxiliary Planning: $4.56M; 22 projects Campus Planning: $11.61M; 23 projects Summer 2014 Auxiliary Services: $2.5M; 12 projects Campus Planning: $4.87M; 11 projects Estimating completed/value metrics: FY14 = 127 estimates, $14.8 M FY 15 = 92 estimates, $434 M JOC Contractor Usage to date: 21

22 Sep 12 Oct 12 Nov 12 Dec 12 Jan 13 Feb 13 Mar 13 Apr 13 May 13 Jun 13 Jul 13 Aug 13 Sep 13 Oct 13 Nov 13 Dec 13 Jan 14 Feb 14 Mar 14 Apr 14 May 14 Jun 14 Jul 14 Aug 14 Design Construction Punch Project Phase Metrics Departmental Project Load Metrics $ $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 October 11 November 11 December 11 January 12 February 12 March 12 April 12 May 12 June 12 July 12 August 12 September 12 October 12 November 12 December 12 January 13 February 13 March 13 April 13 May 13 June 13 July 13 August 13 September 13 October 13 November 13 December 13 January 14 February 14 March 14 April 14 May 14 June 14 July 14 August 14

23 25 Volume of new project requests per month September October November December January February March April May June July August FY10 FY11 FY12 FY13 FY14 Keep the public informed please excuse the dust Monthly Construction Obstruction Report 23

24 Successes & Lessons Learned.. Top-down support of process is critical In-house construction crew was disbanded Rigorous standardized training of new project management staff - a must Price Guarantee didn't work Positive audit experience Institution financial accounting system not integrated with CMMS work order system. Still refining processes for maintenance projects Client feedback (Very positive but a few still say too costly & takes too long) Much improved paper trail Helps eliminate challenges between State and local funding sources for single projects.goals for the Future Keep dreaming of bigger and better.. Automation Integration with institution financial accounting system Simplified Facilities Funding Methodic and global development plan 24

25 And above all Useful Links: PIW Link: PRE Link: Web page: Procedures: %20June%202010_All.pdf Design Guidelines: ev%202_ pdf What to expect: 25

26 Questions? 26