Herding Cats: Program Management Using P6 - Herآ  Herding Cats: Program Management Using P6 Enterprise

Herding Cats: Program Management Using P6

Enterprise The Columbus RiverSouth District

PRESENTERS

Dan Weis, MBA

and

Debby Shelton, PMP, PMI-SP

H.R. Gray and Associates

PRESENTERS

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

•Communication

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

http://isc.hrgray.com

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

PROJECT SCHEDULE ASSESSMENT OUTLINE

 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

AACE RECOMMENDED PRACTICE No. 29R-03

PROJECT SCHEDULE ASSESSMENT OUTLINE (cont’d)

 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