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  • Herding Cats: Program Management Using P6

    Enterprise The Columbus RiverSouth District


    Dan Weis, MBA


    Debby Shelton, PMP, PMI-SP

    H.R. Gray and Associates


    Infrastructure Schedule Coordination Team

  • Introduction and Background

    • Planning for downtown revitalization began in 2002 • Existing infrastructure: • One way streets • Two major downtown bridges • Utilities in critical condition

    • Deadline for completion: 2012 - the city’s bicentennial • Multiple projects and the need for coordination

  • Transforming the Downtown Riverfront

  • Welcome To Columbus

    Rated the #2 city for commuters m.kiplinger.cohttp://m.kiplinger.com/article.php?url=%2Ftools%2Fslideshows%2FCommutingcities%2F1.htm l&type=slideshow

    Population 797,494 (July 2011) http://www.google.com/publicdata/explore?ds=kf7tgg1uo9ude_&met_y=population&idim=place:3918000&dl=en&hl=en &q=columbus+ohio+population

  • The RiverSouth District

  • Initial Program–8 Core Projects

    • Main Street Bridge

    • Front Street Traffic Change

    • Scioto Mile Promenade

    • Scioto Mile Riverwalk

    • Olentangy/Scioto Interceptor Sewer Augmentation and Relief Sewer Project (OARS)

    • RiverSouth Development

    • Rich Street Bridge

    • Town Street Improvements

  • Bridge Replacements

    Former Town Street Bridge

    Built: 1917-1921

    Former Main Street Bridge Built: 1935 -1937

  • Main Street Bridge

    • Construction of bridge and West Bank Park • Completed in June 2010

  • Rich Street Bridge

    •Replaces old Town Street Bridge •Rich Street Bridge (Part 1): $28,154,342 •West Bank Park (Part 1): $1,669,905 •Second Street/Scioto Mile (Part 2): 3,078,319

  • One-Way Street Conversions

    RiverSouth District: Over 6,000 feet of downtown one way streets aligned with parking lots.

  • Development

    Initial residential development in RiverSouth includes 76 condos and 137 apartments.

  • Development

    The Scioto Mile is a green corridor that connects downtown Columbus with the Scioto River.

    Phase 2 included Riverfront Park that needed to be completed in time for our city’s bicentennial in 2012.

  • From 8 to 28 Projects

    Lifestyle Communities Development

    Front and Rich Parking Garage

    Fourth and Elm Parking Garage

    Combine Area Sewers Renovation

    Downtown Event Coordination

    Franklin County Courthouse

    AEP Improvement Projects

    Columbia Gas Services Projects

    120 W. Gay Street

    River District East Improvements

    MCI Cable Relocation

    SkyBridge Demolition

    High Street Crosswalk Repairs

    25 South Front Window Replacement

    Ohio Dept. of Jobs and Family Services

    I-70 / I-71

    Broad Street Bridge Resurfacing

    Franklin Main Rehabilitation

    City Center Mall Demolition

    Main Street Bridge

    Town Street Improvements

    RiverSouth Roadways Phase 1

    RiverSouth Roadways Phase 2

    RiverSouth Phase 2 Inflow Redirection

    Scioto Mile Phase 1

    Scioto Mile Phase 2

    Rich St. Bridge/Town St. Bridge Demo

    OARS Sewer

  • List of Project Owners

    City of Columbus – Dept. Public Service

    City of Columbus – Dept. Public Utilities

    City of Columbus – Dept. Finance and Mgmt.

    City of Columbus – Dept. Recreation and Parks

    Franklin County Project and Facilities Mgmt.

    Ohio Department of Transportation

    Columbus Gas of Ohio

    Columbus Downtown Development Corp.

    Lifestyle Communities Development

    American Electric Power

    State of Ohio – Dept. of Jobs and Family Services

  • Program Objectives

    Building Teams

    •Multiple owners

    •City of Columbus projects

    •Private developers

    •Private utility companies

    •Multiple project specific goals

  • Team Objectives

    •Minimize inconveniences to pedestrians and motorists

    •Maintain safe work area

    •Work with all project owners to ensure all feasible goals are met

    •Identify cost savings opportunities

  • The Program Critical Path

    •Identify project dependencies

    •Combine project schedules to determine the program critical path

    •Apply logic between projects

  • Program Challenges

    •Diversity of Owners

    •Number of projects = unstandardized procedures

    •Timely and accurate information

    •Schedule updates

    •As built information


  • ISC Roles/Program Execution

    Owner Diversity

    • Understand individual objectives and align with program objectives.

    • Meet with everyone regularly

    Unstandardized Procedures

    • Common Ground using P6 Enterprise scheduling

    Timely & Accurate Information

    • Continuous Monitoring

    Work with Project Team Closely

    • Challenge unreliable information

  • Schedule Management

    Schedule development • Develop and monitor program schedules

    • Design schedules

    • Construction schedules

    Master schedule • Identify conflicts or coordination issues

    before they affect time or budget

    • Identify critical milestones and events

  • Contract Administration

    • Interacts with all city consultants/contractors

    •Recommends contract types and timing

    •Reviews project scope and front-end documents for program specific items

  • Public Outreach

    •Communicate with public

    •Paving the Way

    •Public Website

  • Coordinate with Downtown Events

    •Red, White & Boom Fourth of July celebration •Jazz & Rib Fest •Susan G. Komen Race for the Cure •Columbus Marathon

  • External Communication/PR

    •Maintained access to local businesses and limited inconveniences to the public

    •Developed public website

    •Held public meetings

  • Internal Communication

    Developed internal website accessed by contractors, owners, designers and ISC personnel


  • Design Coordination

    •Design process schedule monitoring

    •Project coordination

    •Constructability reviews

    •Drawing preparation

    •Traffic maintenance

    •Project sequencing

    •Project limits

  • Construction Phase Services

    •Review order of construction

    •Recommend required adjustments

    •Prepare critical issue reports

    •Prepare schedule

    status reports

    •Resolve issues resulting from unknown conditions

  • Performance Tracking & Evaluation

    Prepare monthly progress reports

    Develop and implement feedback system

    Monitor and report schedule compliance

  • RiverSouth Program Area

  • Basic Scheduling Principals

    DCMA 14pt assessment (modified)

  • Basic Scheduling Principals

    Schedule Evaluation Checklist

    AACE Recommended Practice No. 29R-03


     Ensure that the data date is set at notice-to-proceed (or earlier) with no progress data for any schedule activity that occurred after the data date.

     Ensure that there is at least one continuous critical path, using the longest path criterion that starts at the earliest occurring schedule activity in the network (Start Milestone) and ends at the latest occurring schedule activity in the network (finish milestone).

     Ensure that all activities have at least one predecessor, except for the start milestone and one successor, except the finish milestone.

     Ensure the full scope of the project/contract is represented in the schedule

     Investigate and document the basis of any milestone dates that violate the contract provisions.

  • Basic Scheduling Principals

    Schedule Evaluation Checklist



     Investigate and document the basis of any other aspect of the schedule that violates the contract provisions.

     Document and provide the basis for each change made to the baseline for purposes of rectification.

     Ensure that the calendars used for the schedule calculations reflect actual working day constraints and restrictions actually existing at the time when the baseline schedule was prepared.

     Document and explain the software settings used for the baseline schedule.

  • Basic Scheduling Principals

    • HRG’s scheduling specifications utilized where possible

    • No Lead/Lag Relationships

    • No SS/SF/FF relationships

    • All activities (other than 1st and final) have at least 1 predecessor and 1 successor

    • Maintain reasonable float times on BL schedules: 1 year project float

  • Oracle Primavera P6 Enterprise

    • ISC t