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DTSD Performance Management Improvement Project Focus

DTSD Performance Management Improvement Project Focus. DTSD: Project Development Performance Management. March 5, 2014. WisDOT MAPSS Performance Dashboard. Five Strategic Core Goals: M obility A ccountability P reservation S afety S ervice “On the Web”.

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DTSD Performance Management Improvement Project Focus

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  1. DTSD Performance Management Improvement Project Focus DTSD: Project Development Performance Management March 5, 2014

  2. WisDOT MAPSS Performance Dashboard Five Strategic Core Goals: • Mobility • Accountability • Preservation • Safety • Service “On the Web”

  3. DTSD Performance Management Flowchart Secretary’sOffice DTSD Directors Performance Measures Steering Team Improvement Oversight Planning Oversight Operations Oversight BOS BPD PDS Chiefs BTS OBOEC TSS Chiefs OBOEC Planning Chiefs BHM BTO BOS Ops Chiefs Division Resource Management Region Performance / Change Mgmt Meeting (QC) Link

  4. Quarterly Reviews and Reporting • Quarterly management review • Results compared to targets • Trend information • Include plan of action for improving results, as needed • Information about measures • Visible, transparent • MAPSS internet site • Current report and archives • Interactive metric visualizations

  5. DTSD Performance Management Strategic Initiative Functional Areas Systems Operations Project Development Systems Planning Division Resource Management Technical Services

  6. Project Development On-Time On-Budget With Quality

  7. On-Time On- Budget On-Time With Quality • Measures • Design on Time/Timely Scheduling PLP MAPSS • On-Time Performance MAPSS(Construction) • Finals Close-out (Construction) Lean Initiative • Indicators • Project Health • Milestone Tracking • Project Milestone Tracking

  8. On-Time On- Budget On-Budget With Quality Engineering Estimate Accuracy On-Budget MAPSS (Const.) Engineering Delivery Cost Index (EDCI) Unprogrammed Costs

  9. On-Time On- Budget Accurate Quantities & Estimates Goal: The goal is for project quantities to be entered into FIIPS right after project scoping has been completed. Project quantities should be updated as more information is available or changes are made to the project. What: The region program controls unit will run a quantities report two times per year. One report will be run in January and the other will be run in early August. The August report will provide the first look at the final quantities information for 9 of the 12 months in the fiscal year that began on July 1. The quantities for the three final months of the fiscal year will contain data that is the best estimate possible. Target: 90% of projects will not have any quantities field blanks in January and 100% of projects will have all quantities fields filled in by August 1. How: Each year, staff will look at the quantities information included in this report and look at the actual amount let to determine the accuracy of the quantities data. Best practices and training needs will be developed from this data. With Quality

  10. On-Time On- Budget With Quality With Quality • PS&E • Addenda • PS&E Exceptions • Accurate Quantities & Estimates • Product • Design Quality Index (DQI) • Construction Quality Index (CQI)

  11. On-Time On- Budget Addendum With Quality For More Information: Scott Lawry (608) 266-3721 Scott.Lawry@dot.wi.gov

  12. On-Time On- Budget Design Quality Index (DQI) With Quality

  13. Performance measures relate to evaluations! • Measures tie directly to evaluations both consultant and in-house • Timely Delivery • On-budget • With Quality • Now for some more details…

  14. Any Questions?

  15. Estimate Accuracy Christine Krall, PE, WisDOT March 4, 2013

  16. Estimate Accuracy Highlights Recap results of engineer’s estimate accuracy measurement Review recent estimate results Assess estimating initiatives

  17. Engineer’s Estimate Accuracy Measurement • Current goal (published in 19-5 FDM) • 60% of estimates within 10% of low bid • 75% of estimates within 15% of low bid • FHWA/WisDOT Stewardship Agreement (Sept 2010) goal • 50% of estimates should be within 10% of low bid • Measurement became an WisDOT internal MAPPS measurement in 2012

  18. Estimates within 10%

  19. Estimates within 15%

  20. Year to Date – Fiscal Year 2014

  21. FY 2014 Estimate Initiatives • Goal – improve final estimates completed by project designers • Better program planning • Reduce rejected or accelerated proposals • Initiatives presented to WisDOT Administrators in August 2013

  22. FY 2014 Estimate Initiatives Estimate accuracy report Estimate documentation Estimate review required Tools and documentation training Consultant evaluation modified Reduce frequency of SPV usage

  23. Estimate Accuracy Report Estimate results for last five years Includes breakdown by region, number of bidders, funding category, and work type Available on estimating website

  24. Estimate Accuracy by Region

  25. Estimate Documentation Required with the PS&E submittals starting November 1, 2013 Document significant items, asphalt, lump sum, SPVs, and items with selected prices that deviate from Estimator prices Used in pre-PS&E review and letting analysis Examples available on estimating website

  26. Estimate Review • Initial estimate review completed within design firm/design team • Draft PS&E estimates reviewed by: • Regional program control engineers • Designated mega team QA engineer • Local program managers • Post letting analysis of bid results

  27. Tools and Documentation Training • Fall 2013 training was provided to consultants and WisDOT staff • Training included: • Estimator • Bid Express • Estimating website • Documentation goals

  28. Consultant Evaluation Modified • New evaluation question added: Was the consultants engineering estimate accurate? 0-5% Exceeds, 5-10% Satisfactory, >10% Needs Improvement • DT 1558, FDM Section 8-25-5.1 • Effective with new contracts starting January 2014

  29. Reduce SPV Usage • CY 2013 • Approximately 30% total contract dollars are SPVs • 7/10 top bid items (ranked by total dollar) are SPVs • SPVs create more work • Contractors have to read and interpret the SPVs, increases risk • Special provision editor has to review SPV language which takes time away from adopting SPVs to STSPs • Estimating – no regression history for items, must rely on past projects for cost history

  30. SPV Reduction Plan • Central Office WisDOT commitment • Clarify SPV process by updating FDM language • Provide training on SPVs in fall 2014 (for consultants and WisDOT staff) • Technical committees efforts • New STSPs and standard bid items will be created for August 1, 2014 PS&E’s • Designers • Use SPVs only when necessary

  31. SPV Help • Angie Clary – Special provision editor • 608.266.3811 • Angela.clary@dot.wi.gov • Mike Hall – Standard specification editor • 608.266.8461 • Michael1.hall@dot.wi.gov

  32. Continued Effort Compile best practices from estimate documentation and apply lessons learned to future proposals SPV reduction will be on-going process

  33. Thank You! Christine Krall, PE Estimating Engineer Phone: 608.266.9626 Website: http://dotnet/consultants/estimates/index.shtm (DOT employees) https://trust.dot.state.wi.us/extntgtwy/consultants/estimates/index.shtm (consultants)

  34. Design on Time IndexDOTI Jim Rohe Improvement Conference

  35. How do we measure it?  Design on time measures the ability of the department to deliver a project in the fiscal year that it is scheduled when the scope, schedule and budget is determined (LC 12). The percent of projects designed on time measures the proportion of projects awarded for contract by the proposed delivery year.

  36. Why is it Important? Timely delivery ensures we meet delivery and PLP (Project Letting Process) goals and succeed in effectively using allocated dollars in delivering needed transportation projects. Delivering on time results in program stability because plans are delivered when anticipated and contingency plans do not need to be implemented.

  37. Performance measure target: 85% 2009 - 77% 2010 - 81% 2011 - 83% 2012 - 77% 2013 - 79%

  38. What factors affect results?  Staffing/resources to deliver Funding levels External agencies review processes Environmental issues Traffic impacts The ability to move utilities Purchasing real estate Scope changes Other

  39. What are we doing to improve?  Performance management system and active management oversight process to proactively review monthly results to keep projects on track for delivery goals (Project Health Report). Project management tools and processes to ensure that project delivery timelines are reasonable and achievable. Setting and meeting PLP goals.

  40. What are we doing to improve?  Categorizing the reasons why projects aren’t delivered on time. Trends will be monitored to determine the most significant causes for inability to deliver. Process improvement team is being established to develop measures to correct these causes. Front end loading the program in the out years and right sizing in near years.

  41. Letting Implementation Plan (LIP)(Existing Goals vs. Revised Goals)

  42. Incorporate rightsizing into process to meet PLP Goals Year 1 Year 2 Year 3 Years 4-6 SFY 2014 SFY 2015 SFY 2016 SFY 2017-19 Spring, 2014 Actions Rightsize Rightsize Front- Loaded Year 1 Year 2 Year 3 Years 4-6 SFY 2015 SFY 2016 SFY 2017 SFY 2018-20 Spring, 2015 Actions Minor Adjustments Rightsize Front- Loaded • Transition process will require rightsizing SFY15 (Year 2) and SFY16 (Year 3) in this year’s cycle. • Future cycles will focus on rightsizing Year 3 with only minor tweaks to Year 2 program.

  43. Modify PLP Guidance for scheduling projects • July – August: • High-cost lets >= $100 million (use special letting near end of month) • Projects that must be completed before end of construction season • November – March • Local projects • SHR projects • Majors projects • April – June • Projects delayed out of prior months • Advancements needed to meet let goals, utilize available funding, etc.

  44. What Can You Do? Proactively manage your projects and monitor timelines closely Provide information when requested Identify reason project wasn’t delivered on time Become a member of the Process Improvement Team

  45. For More Information Jim Rohe (608) 785-9038 james.rohe@dot.wi.gov

  46. Project Health Report Sandra Carpenter, PE WisDOT March 5, 2014

  47. What is Project Health Report?

  48. Project Health Report • State 303 LET projects only • Indicator of “deliverability” • Process timeline focused • Used for proactive management • Region Project Delivery Watch List

  49. Project Health Report • Top Priority Milestones evaluated with “Trigger”. • Scoping, Final Design Phase, Real Estate, Utilities • Indication of core reason for trigger • Statewide Goal = <35% of projects on report contain one or more triggers

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