Project Initiation Enhancements 2014 ILT High Priority Item

1. Project Initiation Enhancements 2014 ILT High Priority Item

2. Project Initiation Enhancements Review process and expectations regarding Project Delivery team make-up and kick-off process steps to ensure modal involvement as well as appropriate connections to basis, assumptions, and commitments for project funding/selection and funding program goals  so that original project intent is not lost. • Inconsistent processes exist that rely on individuals to make good decisions regarding how best to engage and with whom when projects reach the delivery phase of their lifecycle • Task Force C spent significant time identifying specific process improvement opportunities in the early phases of project initiation for consideration.. NEXT STEPS: Frank Reading will Sponsor a Task Force (PDLT and other key members likely from Task Force C) to develop an implementation plan (Jan 2014 to ILT).

3. Core Team Members Frank Reading (Sponsor) Jeff Moss (Team Leader) Frannie Brindle (AM) Carol Cartwright (Task Force C) David Kim (PDLT) Lisa Cortes (Planning) Kevin Haas (Task Force C) Bert Hartman (Bridge) Marsha Hoskins (Transit) Lisa Nell (PBLT) Eryca McCartin (IO, Support) Rick Shankle (Rail) Elizabeth Stacey (PL)

4. Define Need Build Under-standing Defining the Need Take Action Confirm & Sustain Results

5. Define Need Build Under-standing SCOPE - from Project Selection/100% list list to DAP Take Action Confirm & Sustain Results

6. Define Need Build Under-standing Project Initiation Issues Take Action Confirm & Sustain Results Getting locked in too early without the ability to stop or change course Process varies from region to region – not all regions do a “pre-meeting” Don’t always have a clear purpose and need along with scope values for projects Missing opportunities, but also doing too much (unnecessary) things as well Can be a two-year gap between 100 percent/approved STIP and assignment of the PL (Should something be happening during that time? Who and what?) Multiple types of documentation exist and many require input of duplicate information (Prospectus, Charter, Public Info Sheets, IGA, others?)

7. Define Need Build Under-standing PL Subteam - OBJECTIVES • Establish a PL Subteam to Inform the Discussion Take Action Confirm & Sustain Results • Review Project Initiation Process • Discuss when and where information is acquired • Flag areas where there is duplication, waste or gaps • Identify the top three problems/issues • Provide recommendations on how to improve the process to be… • More consistent • More efficient and effective • More mode-inclusive

8. Define Need Build Under-standing PL Subteam • Establish a PL Subteam to Inform the Discussion Take Action Confirm & Sustain Results Elizabeth Stacey (Region 3) John Condon (Region 4) Ken Patterson (Region 5) Kelly Amador (Region 2) Bret Richards (Region 1)

9. Define Need Build Under-standing PL Subteam – TOP THREE ISSUES(not in order of importance) • Establish a PL Subteam to Inform the Discussion Take Action Confirm & Sustain Results • Lack of participation from project sponsors and/or program managers • Level of information coming out of scoping varies • Don’t usually have a clear purpose and need statement (Items under the first blue box of the Project Information Flow should be provided) • Various sources of information exist containing duplicate information, yet still lacking key information in many cases

10. Duplication and Gap Analysis Found over 54 documents used between 150 percent list and DAP Most are duplicating information Few gaps exist between critical information and current documents

11. Define Need Build Under-standing PL/LAL Working Session – May 31st Take Action Confirm & Sustain Results • Reviewed the Standard Framework for Project Management developed by the Project Management Institute as a basis for how to manage projects. • Compared Project Management best practices used by other states of similar size and geographic in order to gain insight into what other states are doing. • Reviewed how ODOT and the different Regions currently manage projects, including gaining a better understanding of what’s missing from the process and how ODOT can benefit from a better Planning Process. • Reviewed the Duplication and Gap Analysis spreadsheet to discuss what forms are being duplicated and the vital information that can be abstracted from those forms to develop one common, consistent method to delivering projects. • Agreed on needed information for all projects and developed a recommendation for Project Management templates that would ensure that ODOT projects are being properly managed throughout the entire process.

12. Define Need Build Under-standing Recommendations Take Action Confirm & Sustain Results • 1 - Business Case (Why and what value does this project provide?) • Project purpose (why) / Impact • What’s the problem • High level requirements • General constraints (Fiscal, etc.) • Potential solutions • Context (background information / Commitments • Completed by: Project Sponsor

13. Define Need Build Under-standing Recommendations (cont’d) Take Action Confirm & Sustain Results • 2 - Charter- (Purpose: to formally authorize the existence of a project, provide authority to project manager to apply resources, and provide initial requirements / expectations) • STIP • Name & Description • Authority Level • Resources Needed • Stakeholders • Constraints • Milestones • Assumptions • Potential Solutions • High Level Risks • Sign off: PL/LAL, AM, Project Sponsor, Tech Center Mgr – could be a steering team/regional PDLT type group

14. Define Need Build Under-standing Recommendations (cont’d) Take Action Confirm & Sustain Results • 3 – Project Management Plan (Purpose: To define how the project is executed, monitored/controlled and closed) • Procurement / Contract- Construction Methods, OPL, Consultants • Scope • Schedule • Budget • Risk Management • Change Management • Potential Solutions • Mobility • Transition / Closure • Stakeholder Requirements • Resource Management / HR (% available) • Quality Plan (Standard) • Design Criteria • Practical Design • Tech Center Plan • Sign off: PL/LAL, AM, TCM, Project Sponsor, Local Agency (if delivering some portion)

15. Define Need Build Under-standing Duplication and Gap Analysis Spreadsheet – Next Steps Take Action Confirm & Sustain Results Green Highlights= Synergy with new template recommendations – review to identify next steps Yellow= Investigate for possible removal No Highlight= Keep for now

16. Work Summary • Project Initiation Enhancements • Established scope/process boundaries in which to focus improvements (START: 100% List - END: DAP • NOTE: DAP may be too far as this team is focused on Project Initiation • Agreed that knowledge about the project increases over time • Reviewed the process and specifically, the project information that is required to move from one step to the next • Established subteam of PLs to inform discussion and participate in solution development • Identified key stakeholders of this initiative & contacts for each group • Created “inventory” of where project information/data currently exists to identify duplication and gaps • Created duplication and gap analysis to understand and prioritize project information • Developed recommendations for modal involvement for SSLT • Reviewed duplication and gap analysis at Project Development Quarterly • Working session May 31with PL/LAL team, AM and Program Mgr Reps • Core members met to discuss sub group recommendations (New) • Jeff Moss and Susie Ashenfelter are working with document owners to eliminate duplicate information (New) • Draft implementation plan • Developed forms for new process • ILT #5 Team reviewed documents and process • Subteam refined process

17. Implementation Plan

18. Next Steps (Updated) • Project Initiation Enhancements • Check in with IO 5 Team – Review Progress & Next Steps • Refine the Solution/Change • Address green, yellow, white items on the duplication and gap analysis spreadsheet to determine next steps • Draft Templates (use a sample project to provide examples of usage) • Identify suggested OP Notice Modifications • Develop a Matrix Tool / Guidance to categorize projects and associated minimum requirements for information tracking • Gather input on feasibility of the change for Transit & Rail projects • Revisit process steps tied to the changes • Socialize the Change (Sept & Oct) • Educate stakeholders on the needs and benefits of recommended process/ templates • Address and assist in cultural shifts for decision making • Develop Communication Plan • Finalize Roll-Out plan (August 2014)

19. Request to ILT (August) • Project Initiation Enhancements • Approve high level implementation plan • Approve conceptbased on best practice • Business case • Charter • Project Management Plan • Removal of forms that don’t add value • Approve communication strategy • Regional outreach • Leadership teams • Business Line Forum • Professional speaker

20. Define Need Build Under-standing Draft Recommendations to SSLT • Project Initiation Enhancements Take Action Confirm & Sustain Results Determine how to incorporate the business case in early project decisions • Suggested to be complete before the 150% list • Identified as key to a successful project Scoping Improvements • Consider including all modal representatives at the 150 percent list (before sending people out in the field) • Consideration of a map of all projects (GIS) • Survey program managers and modal advisory committees and their frustrations (what’s worked, what needs improvement) • Scoping team needs to know unique triggers for all modes