1 / 29

Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP

This presentation explores the successful management of a $2.4 billion Capital Improvement Program (CIP) for wastewater treatment by OCSD. Frank Collins and Dave Ludwin from PARSONS discuss the implementation of web-based collaborative tools that enhance program controls, streamline communication, and optimize project delivery. Key challenges and solutions are outlined, focusing on standardized procedures, project management reorganization, and continuous operation during construction. The presentation emphasizes the importance of effective monitoring and coordination to achieve program goals.

fidelina
Download Presentation

Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CMAA Water Summit 2010 Using Web-Based Collaborative Tools toSuccessfully Manage a $2.4 Billion Wastewater CIP Presented by Frank Collins and Dave Ludwin PARSONS

  2. Case StudyOCSD CIP Budget $2.4 Billion OCSD Treatment Plant No. 2Huntington Beach OCSD Reclamation Plant No. 1Fountain Valley

  3. OCSD CIP Budget $2.4 Billion Collections Systems$584.7 M Treatment PlantsRehab / Upgrade$1.1 Billion 25% Water ReclamationGWR System$179.3 M 8% 46% 3% Coop. Projects /Conservation$79.5 M 18% Expanding SecondaryTreatment Systems$422.2 M

  4. Program Challenges • Validate Program • Establish Program Timing and Priorities • Standardize and Centralize Reporting • Standardize Mgmt/Engr Procedures • Identify Resource/Staffing Requirements • Formalize Project Communication

  5. Program Approach • Reorganized Engineering Department • Establish Project Management Office (PMO) • Standardized Project Delivery/Reporting • Establish 6-phase project life cycle • Standard Mgmt/Engr Process and Procedures • Standardize Monthly & Quarterly Reporting • Bring on PM Consultant • Provide Standardized Program Controls • Provide Supplemental Resources

  6. Engineering Department Reorganization Director ofEngineering Planning Manager Project MgmtOffice Manager Engineering& Construction Manager Consultant ProgramManager • Planners • EnvironmentalScientists • GIS Techs • Doc Control • Project Mgrs • PC Analysts • Schedulers • Estimators • Admin Assts • Project Engrs • Elec / I&C Engrs • Resident Engrs • Inspectors • Commissioning • Const Doc Control • Project Assts

  7. Capital Project Management Life Cycle 1 2 3 4 5 6 Phase Phase Phase Phase Phase Phase ProjectDevelopment Preliminary Design Design Construction & Installation Commission Close-out Gate Gate Gate Gate Gate Gate Gate Gate 1 2 3 4 5 6 7 8

  8. Work Breakdown Structure

  9. Key Performance IndicatorPercent Expended Budget vs. Actual GOAL 90% 85% 98% 109% 108% 97% 98% 82% 60% 70% 84% Fiscal Year

  10. Key Performance IndicatorNon-Construction Cost GOAL 35% Current Fiscal Year

  11. Secondary Treatment ExpansionSix EPA Consent Decree Milestones

  12. Program Controls System (PCS) Architecture FinancialInformationSystem Schedule Mgmt(Primavera) Program Controls System EngineeringDocument Mgmt(Filenet) ConstructionDocument Mgmt(Contract Manager) Cost & SchedulePerformanceReports hardcopy evolving to web-based

  13. Actual Costs Posted in Accounting System PM Updates Schedule and Checklist Actual Costs Transferred to PCS Update Project Mgrs Review Actual Costs & Update Projects Close-Out Process Report Analyze Project Progress Reports Published Schedule & CostData Posted for Reporting Performance & Trend Analysis PM’s Prepare Cost & Schedule Narrative Corrective Action PCS Monthly Update Cycle

  14. Welcome Dean Fisher

  15. Benefits of PCS and Dashboard • Helps PM’s organize and set goals • Tracks performance • Facilitates change control • Provides timely communication of status, risk, and project issues • Integrates financial, resources and schedule • Centralizes information and reporting

  16. Questions ? Frank Collins (858) 342-9183 frank.collins@parsons.com Dave Ludwin (626) 440-3918 dave.ludwin@parsons.com

  17. GOAL: Nonstop treatment plant operations during construction Out-of-Service Tracking Module Daily Schedule Inputs • Contractors • Construction / Shutdown Schedules • Future Project Schedules Daily Task Force Reviewnecessary revisions to schedule ProposedScheduleDecision Intelligence: • Operation / EquipRequirements • Risk Factors • Staffing Needs MASTER CALENDAR Out-of-Service Forecasts O&M Staff • CMMS –Mntc. Shutdowns • Planned Outages • Testing Schedules • Collection System Reroutes Alerts, Reports, Process Equip. Schedules Unplanned • Weather, etc.

  18. Major Construction at Both Treatment Plants NEED:Continual communication and planning between Construction and O&M

  19. Benefits of Tracking Tool • Coordinating constructionand O&M schedules • Treatment plantskept operational • Managing facility constraints • Project interface within CIP • Managing conflicts

More Related