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A/E Oversight Guidelines: Achieving Better Administrative and Oversight Responsibilities

This presentation outlines the objectives, background, roles and responsibilities, and project sequencing of the A/E Oversight Guidelines. The expected outcomes include improved deliverable quality, reduced oversight time and costs, and better defined expectations for CFLHD staff and A/Es.

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A/E Oversight Guidelines: Achieving Better Administrative and Oversight Responsibilities

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  1. CFLHD Improvement InitiativesFebruary 16, 2005A/E Oversight Guidelines

  2. TEAM MEMBERS • Mike Voth • Mike McCann • Tom Puto • Scott Anderson • Ed Hammontree

  3. Outline of Presentation • Objectives and Expected Outcomes • Background. • Roles and Acronyms. • Roles & Responsibilities Matrix. • Projects and Task Order sequencing. • Q&A.

  4. Objective • The objective was to “achieve the greatest advantage from A/E resources for future CFLHD program amounts through better definition of administrative and oversight responsibilities.”

  5. BACKGROUND FORTEAM INITIATIVE • ‘SAFE TEA’ has significant program increase. • Fixed CFLHD staff. • Lower CFLHD over-site expenditures. • Meet customer expectations in delivered project. • A/E deliverables not always meeting CFLHD expectations. • Confusion or lack of guidance on organizational expectations regarding A/E oversight and points of responsibility.

  6. EXPECTED OUTCOME OF GUIDELINES • Maintain or improve quality of deliverables/submittals. • Reduction in CFLHD over-site time expended. • Reduction in CFLHD over-site $ expended. • Better defined expectations of A/E’s for CFLHD staff. • Better definition of CFLHD expectations to A/Es. • Better define relationships of CFLHD, A/Es, and project customers on A/E multi-service task orders. • Better define roles and responsibilities of PST members at various project phases.

  7. Outcomes (continued) ORGANIZATIONAL GOALS • Increase capacity • Improve internal and contracted services • Maximize use of full service-turnkey delivery model • Establish A/E oversight expectations for internal and A/E resources.

  8. Report Acronyms • SEE Team – Unchanged role from current practice. • Project Management Team (PMT) – The PM, Lead Agency reps and A/E support. Project scope, schedule and budget issues, etc. • Project Delivery Team (PDT) – The PST and the A/E. Completing and shaping the work to be performed. • Project Support Team (PST) – Provides guidance and review as necessary. The PST is composed of the PM and necessary internal personnel.

  9. Team Acronyms

  10. Team Acronyms

  11. Team Acronyms *The PST may include 1 to 9 functions. They will be used as needed.

  12. R&R matrix “The key” • Identify appropriate role for each process participant • Identify key event in project timeline • Identify estimated level of CFLHD oversite for resource and budgeting purposes. • Identify and clarify A/E and other agency roles on full service task orders. • Specify level of engagement expected by CFLHD resources.

  13. Project Manager Role • COTR • Direct A/E oversight • Coordinates support from CFLHD functional areas as necessary to provide structure oversight.

  14. PST Roles • SOW focused • Interaction with COTR and A/E as defined by R&R matrix • Focused and specific engagements points and roles.

  15. Roles & Responsibilities Matrix

  16. Roles & Responsibilities Matrix

  17. Definition of Roles • Primary Roles • PERFORM: Lead the work and assure delivery of the work products (A/E or PM only). • REVIEW: Evaluate the work against the T.O. and project requirements; provide input and recommendations; and travel as needed.

  18. Definition of Roles • Contributing Roles • COORDINATE: Assure communication of actions and recommendations to the A/E, PM, PST and others as needed. • ASSIST: Contribute to receipt and review of the work products and/or development and communication of recommendations. • SUPPORT: As needed support to others for accomplishing the task (the expectation is very little resources would be needed for this role).

  19. Projects Process Mapped • One $10 Million 4R Forest Highway Project with EA and FONSI. • One $4 Million 3R NPS Project with NPS Cat-Ex. “Pavement Rehab” w/minor off pavement work.

  20. Forest Highway Task Order Outline • T.O. #1: Scoping (pre-programming scoping report completed). • T.O. #2: Preliminary Design & NEPA (0 – 30%). • T.O. #3: Final Design (30% - 100% and through procurement).

  21. NPS Task Order Outline • T.O. # 1 Scoping and Preliminary Design (Design Study Report) • T.O. # 2 Final Design

  22. Questions?

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