Project Delivery in a Public University Environment

2. Project Delivery in a Public University Environment Presented by: Paul Sherwood Senior Director – Facilities Design and Construction The Ohio State University

3. Agenda • Office organizational model • Project Management Concepts • Programming and Planning • Design • Bidding and Construction • Project Closeout and Wrap-up

4. Office Organizational Model 4

5. Statute, Policy & Process Three distinct areas to be aware of: Statute (State Law) Policy (Established by the Board of Trustees) Process (Developed by the department to ensure an efficient process). 5

6. Support Process #1 Support Process #2 Support Process #3 Support Process #4 1 2 3 4 5 High-level Process Sub Process A B C D E Benchmarking a1 a2 Tools a3 a4 Project Management Information System Project process “parts”

7. Manage Deliverables Procure Services/ Products Close the Phase Close the Project Initiate the Project Plan the Project by Phase Perform Project Controls Manage Project Changes Project process flow

8. Initiating a project Gain Alignment on Project Definition Close the phase, prepare for next phase Confirm Project Concept with Customer Receive Project Request (variety of means) Initial Project Setup (PM, funds and #)

9. Initiate the Project Project is received through: Capital Request Process Basic Renovation Request Process Repair & Renovation Request Process Project Request Form Process 9

10. Initiate the Project 10

11. Initiate the Project 11

12. Initiate the Project 12

13. Initiate the Project 13

14. Initiate the Project 14

15. Chartering • Key Characteristics • Establish the project team • Define project purpose • Define roles and responsibilities • Establishing this is critical to success • Draft operating guidelines • Establish interpersonal behaviors • Prepare and sign chartering agreement

16. Records Management • Consolidated project files with Accounting, Contracts, FDC, and PARE • One file folder template for consistent filing – can be modified to fit project size • Create a filing system that is user friendly and documents can be easily retrieved

17. Records Management Layout

18. File Structure Template • One template for both electronic and hard copy files • Template can also be used as checklist to validate documents have been put in file

19. File Structure Template (cont’d) • Project folders begin with Project Number and then Project Name Ex: OSU-080100_Arps Hall – Suite 288 • Letters, memos, templates and tools are referenced under the appropriate folder

20. Planning the Project Complete additional components of the work plan Develop scope and WBS by Phase Develop schedule and cost/budget information Gain Endorsement of the Work Plan

21. Work Breakdown Structure (WBS) • Hierarchical list of tasks and subtasks • Criteria of a task / sub-task: • Definable beginning and end • Finite duration • Assignable level of effort • Status toward completion (% complete) • Reviewable deliverable at completion

22. Affinity Diagramming to Build WBS WBS TITLE C(Sub-Category) TITLE B(Sub-Category) TITLE A(Sub-Category) AssignableWork AssignableWork AssignableWork AssignableWork AssignableWork AssignableWork AssignableWork AssignableWork AssignableWork

23. The purpose of the project is to assess the degree of contamination at construction site Gather and Report Existing Data Conduct Field Investigation Prepare Final Report Gather and Review Data Prepare Baseline Memo Collect Field Samples QC Samples Collected Analyze Data from Samples Develop and Submit Final Report Small Project Example • Constructing a WBS • Define major categories of work • Determine assignable tasks for categories

24. Sequence the Tasks ExcavateFoundation PlaceForms PlaceRebar PlaceConcrete CureConcrete START PlacePlumbing Frame WallComponents Install RoughElectrical Prepareto Move Lay RoofShingles Install RoofSheathing InstallHVAC InstallElectrical Frame RoofComponents

25. Add Durations ExcavateFoundation PlaceForms 0.3 hr 0.3 hr PlaceRebar PlaceConcrete CureConcrete 0.3 hr START 0.3 hr 0.8 hr PlacePlumbing 0.5 hr Frame WallComponents Install RoughElectrical 0.5 hr 1 hr Prepareto Move Lay RoofShingles Install RoofSheathing 0.5 hr 0.1 hr 0.5 hr InstallHVAC InstallElectrical Frame RoofComponents 0.3 hr 0.7 hr 1 hr

26. Project Scheduling Tool 26

27. Project Scheduling Tool 27

28. Jan. 1, '95 Jan. 8, '95 Jan. 15, '95 Jan. 22, '95 Task Name Dur. Start End ID M T W T F S S M T W T F S S M T W T F S S M T W T F S 1 1day 1/4/95 1/4/95 Create Project Workplan 2 Estimate materials 1day 1/5/95 1/5/95 Stake out 1day 1/6/95 1/6/95 3 4 1day 1/6/95 1/6/95 Excavation 5 1day 1/6/95 1/6/95 Order Materials 6 1day 1/6/95 1/6/95 Order Re-Bar 7 1day 1/6/95 1/6/95 Order Concrete 8 Order Lumber 1day 1/6/95 1/6/95 9 7 days 1/9/95 1/17/95 Complete Foundation 10 1day 1/9/95 1/9/95 Place Re-Bar 11 Set forms 1day 1/10/95 1/10/95 12 1day 1/11/95 1/11/95 Pour Concrete 13 3 days 1/12/95 1/16/95 Cure Concrete 14 Strip forms 1day 1/17/95 1/17/95 Gantt Chart Example

29. Determine Critical Path • Minimum time needed to complete the project • One critical path for every project

30. Calculate Float • The amount of delay that is possible without impacting the end date • You can have negative float and the job is late before it starts • Decide who gets the float and use it to allocate resources

31. Initial Project Budget • Cost Estimator developed structure • PM’s will continue to do estimates • Consistent approach to development • Project data will be incorporated into our database for reference

32. Workplan Components • Essential Elements of Workplan • WBS • Project Schedule • Project Resources • Project Budget • Project Specific Procedures • Quality Management Plan • Customer Service Plan • Change Management Plan • Closure Plan • Health and Safety • Records/Info Management Plan

33. Procure Services Prepare and Place Ads Review/ evaluate Proposals, 0255’s/Bids Select/ Associate/ Contractor/ Vendor Obtain approval of contract (if necessary) Issue Contract/ Purchase Order Obtain Appropriate Authorization (e.g. BoT) Confirm funding sources

34. Approve Deliverables Review/ Approve Payments/ invoices Manage Deliverables Review/ Evaluate Deliverables per Project Work Plan Kick-off/ Charter Core Project Team (w/provider) Distribute Deliverables to others for review Evaluate vs. Contract terms and Work Plan

35. Perform Project Controls Update Percent Complete Reconcile Accounts Assess overall performance vs. project work plan Communicate status to customers Update Schedule Status Change Is Required Review Project Performance Update Percent Spent

36. Manage Project Changes Develop Response to change with team Update Project Work Plan Evaluate potential change Obtain appropriate authorization Communicate change to stakeholders Modify/ Contract, PO

37. Close the Phase Update/ archive Project Files for the phase Conduct final review of deliverables for the phase Obtain Endorsement of final deliverables from customer Perform/accept final actions (punchlist)

38. Close the Project Perform Administrative and Financial Closeout Complete Project Assessment Conduct Lessons Learned Final update / archive of project files

39. Closeout Plan • Closeout Plan should address • Roles and responsibilities • Review and obtain endorsement of final deliverables with customer • Update and archive project files • Perform financial and administrative closeout of the project • Document and disseminate lessons learned • Transition to Operations / Utilities / Customer

40. Closeout Plan • Conduct project performance assessment • Quality • Customer Satisfaction • Cost & Schedule • Project Team Performance • Associate/Contractor Performance • Recognize successful performance on the project • Demobilize the project team and other resources

41. Project Success Elements • Communication • Resource Management • Change Management • Project Tools • Support Processes

42. Communication • Establishing Customer Relationships • Teams are dedicated to customer groups • Customer expectations • No surprises and no changes • PM to be available when needed • Unlimited flexibility • How to achieve customer satisfaction • Understand their needs • Clear, concise, consistent communication

43. Communication Plan • Who to communicate with… • Customers & stakeholders • Other FOD “houses” • University departments • University community • When to communicate with them… • Early and often

44. Communication Plan • How to communicate… • E-mail, newsletters, web, specific publications • What to say… • Critical information summarized based on the audience • Be careful of too much detail… the message gets lost. …repeat multiple times…

45. Communication Plan • Example communication…

46. Communication Plan • Elements to include: • Project information • Key contacts • Brief status • Meeting dates • When to expect the next update

47. Communication Plan Purpose is to ensure that all team members, management, associates, contractors, customers, and stakeholders involved in the project provide and receive appropriate communications Communications should be clear and concise Consider the audience Summarizing v. detail “The right message at the right time.” 47

48. Manage Resources • Staff Resources • What expertise will you need? • When will you need it? • How long will you need it? • What if the schedule changes? • Remember: Resources cost money…

49. Manage Resources • Budget Resources • No one has an endless supply of funds for cost overruns • Remember you have ultimate accountability for the fiscal success of the project • “Holding” pay applications is illegal • They need to be paid or rejected in a timely manner

50. Manage Resources • Space Resources • Coordinate staging areas with other projects and stakeholders • Project trailers are important, but not required on every project • Renovation work in fully occupied facilities has it’s own challenges…be sensitive to those • Plan well in advance for space you may need and communicate those needs