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Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP

CMAA Water Summit 2010. Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP. Presented by Frank Collins and Dave Ludwin PARSONS. Case Study OCSD CIP Budget $2.4 Billion. OCSD Treatment Plant No. 2 Huntington Beach. OCSD Reclamation

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Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP

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  1. CMAA Water Summit 2010 Using Web-Based Collaborative Tools toSuccessfully Manage a $2.4 Billion Wastewater CIP Presented by Frank Collins and Dave Ludwin PARSONS

  2. Case StudyOCSD CIP Budget $2.4 Billion OCSD Treatment Plant No. 2Huntington Beach OCSD Reclamation Plant No. 1Fountain Valley

  3. OCSD CIP Budget $2.4 Billion Collections Systems$584.7 M Treatment PlantsRehab / Upgrade$1.1 Billion 25% Water ReclamationGWR System$179.3 M 8% 46% 3% Coop. Projects /Conservation$79.5 M 18% Expanding SecondaryTreatment Systems$422.2 M

  4. Program Challenges • Validate Program • Establish Program Timing and Priorities • Standardize and Centralize Reporting • Standardize Mgmt/Engr Procedures • Identify Resource/Staffing Requirements • Formalize Project Communication

  5. Program Approach • Reorganized Engineering Department • Establish Project Management Office (PMO) • Standardized Project Delivery/Reporting • Establish 6-phase project life cycle • Standard Mgmt/Engr Process and Procedures • Standardize Monthly & Quarterly Reporting • Bring on PM Consultant • Provide Standardized Program Controls • Provide Supplemental Resources

  6. Engineering Department Reorganization Director ofEngineering Planning Manager Project MgmtOffice Manager Engineering& Construction Manager Consultant ProgramManager • Planners • EnvironmentalScientists • GIS Techs • Doc Control • Project Mgrs • PC Analysts • Schedulers • Estimators • Admin Assts • Project Engrs • Elec / I&C Engrs • Resident Engrs • Inspectors • Commissioning • Const Doc Control • Project Assts

  7. Capital Project Management Life Cycle 1 2 3 4 5 6 Phase Phase Phase Phase Phase Phase ProjectDevelopment Preliminary Design Design Construction & Installation Commission Close-out Gate Gate Gate Gate Gate Gate Gate Gate 1 2 3 4 5 6 7 8

  8. Work Breakdown Structure

  9. Key Performance IndicatorPercent Expended Budget vs. Actual GOAL 90% 85% 98% 109% 108% 97% 98% 82% 60% 70% 84% Fiscal Year

  10. Key Performance IndicatorNon-Construction Cost GOAL 35% Current Fiscal Year

  11. Secondary Treatment ExpansionSix EPA Consent Decree Milestones

  12. Program Controls System (PCS) Architecture FinancialInformationSystem Schedule Mgmt(Primavera) Program Controls System EngineeringDocument Mgmt(Filenet) ConstructionDocument Mgmt(Contract Manager) Cost & SchedulePerformanceReports hardcopy evolving to web-based

  13. Actual Costs Posted in Accounting System PM Updates Schedule and Checklist Actual Costs Transferred to PCS Update Project Mgrs Review Actual Costs & Update Projects Close-Out Process Report Analyze Project Progress Reports Published Schedule & CostData Posted for Reporting Performance & Trend Analysis PM’s Prepare Cost & Schedule Narrative Corrective Action PCS Monthly Update Cycle

  14. Welcome Dean Fisher

  15. Benefits of PCS and Dashboard • Helps PM’s organize and set goals • Tracks performance • Facilitates change control • Provides timely communication of status, risk, and project issues • Integrates financial, resources and schedule • Centralizes information and reporting

  16. Questions ? Frank Collins (858) 342-9183 frank.collins@parsons.com Dave Ludwin (626) 440-3918 dave.ludwin@parsons.com

  17. GOAL: Nonstop treatment plant operations during construction Out-of-Service Tracking Module Daily Schedule Inputs • Contractors • Construction / Shutdown Schedules • Future Project Schedules Daily Task Force Reviewnecessary revisions to schedule ProposedScheduleDecision Intelligence: • Operation / EquipRequirements • Risk Factors • Staffing Needs MASTER CALENDAR Out-of-Service Forecasts O&M Staff • CMMS –Mntc. Shutdowns • Planned Outages • Testing Schedules • Collection System Reroutes Alerts, Reports, Process Equip. Schedules Unplanned • Weather, etc.

  18. Major Construction at Both Treatment Plants NEED:Continual communication and planning between Construction and O&M

  19. Benefits of Tracking Tool • Coordinating constructionand O&M schedules • Treatment plantskept operational • Managing facility constraints • Project interface within CIP • Managing conflicts

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