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Advanced Strategies for Complex Project Management in Transportation

Research aimed at developing tools and practices for managing complex rapid renewal projects in transportation infrastructure. Focus on addressing uncertainty, funding challenges, and technical complexities. Includes case studies and a guidebook for transportation professionals.

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Advanced Strategies for Complex Project Management in Transportation

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  1. Project Management Strategies for Complex Projects Jennifer S. Shane, Ph.D. Iowa State University

  2. Outline • Research Project • 5DPM • Project Outcomes

  3. Research Objectives The objective of this research is to determine the specific requirements for successfully managing complex rapid renewal projects. The ultimate goal of this research is to develop a comprehensive training and development program to enable project partners to work more cooperatively on such projects.

  4. Research Team Objectives • Develop tools that help DOTs get in, get out, and stay out • Project management practices to deliver complex projects using innovative strategies • Development and deployment of tools • Facilitate fundamental change in rehabilitating the transportation infrastructure

  5. SHRP 2 R10 Team

  6. AK HI Comprehensive Case Study Projects ` Washington D.C.

  7. Definition Traditional Complex Standard practices cannot be used Design Funding Contracting Dynamic interactions High level of uncertainty regarding objectives and/or implementation • Standard practices can be used • Design • Funding • Contracting • Static interactions • High level of similarity to prior projects creates certainty

  8. Possible Causes of Complexity • Inexperience • Technical challenges • Non-technical challenges • Changes in funding sources • Multiple external parties • ? • ?

  9. Three-Dimensional Project Management

  10. Five-Dimensional Project Management

  11. Cost vs. Finance Cost Finance Funding • Estimate • Cash Flow

  12. Cost Dimension Factors • Project estimates • Uncertainty • Contingency • Project costs—i.e., road user costs, ROW • Design to a budget

  13. Case Study Examples for Cost • Uncertainty related to new unproven recycling technologies • Unknown site conditions • Baseline cost of $0.834 billion, current estimated cost $1.94 billion, increase due to delays, stakeholder issues, inflation

  14. Financing Dimension Factors • Sources of funding • Federal vs. state vs. other • Bond-funding • Revenue generation/sharing • International funding • Public Private Partnerships • Variations in material inflation rates

  15. Case Study Examples for Financing • Unsolicited Public Private Partnership (P3) • First tollway • Multi-jurisdictional P3 • Waiting for transportation bill to be finalized • Bond market collapse during proposal phase so funding cannot be secured

  16. Schedule Dimension Factors • Time • Schedule risk • Prescribed milestones • Availability of resources

  17. Case Study Examples for Schedule • The timing of financing appropriations have dictated the schedule • Interdependence of one project on another • Special appropriations set to expire

  18. Technical Dimension Factors • Design • Scope of work • Quality • Need for integrated delivery

  19. Case Study Examples for Technical • First extradosed bridge in the nation • Contaminated soil and water • Different methods of design, DOT last chance to get in vs. turnpike based on traffic

  20. Context Dimension Factors • Political/procurement constraints • Environmental issues • Public perceptions • Right-of-way acquisition • Sustainability requirements • Owner preferences/biases • Utilities

  21. Case Study Examples for Context • Taking of an elementary school delayed project because of school year calendar • Bridge closure, and local hospital is on the other side and detour is hours

  22. Complexity Mapping

  23. Project Complexity Capital Beltway I-40 Crosstown

  24. Project Complexity Lewis and Clark Bridge T-REX

  25. Guidebook • Focused on practical tools, and techniques designed to be immediately beneficial to transportation professionals • Oriented toward problem solving • The most efficient use • Determine if a project is indeed complex • Utilize the five Critical Development Methods • Determine which of the 13 Project Execution Tools are applicable

  26. Guidebook

  27. Training

  28. Training Schedule

  29. Training Registration • Participants must register prior to the event since space is limited. • http://www.intrans.iastate.edu/events/shrp2complexprojects/ • Handout

  30. Thank You • Jennifer S. Shane, Ph.D. Iowa State University 515-294-1703 jsshane@iastate.edu

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