Herding Cats:Program Management Using P6

EnterpriseThe Columbus RiverSouth District

PRESENTERS

Dan Weis, MBA

and

Debby Shelton, PMP, PMI-SP

H.R. Gray and Associates

PRESENTERS

Infrastructure Schedule CoordinationTeam

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 DowntownRiverfront

Welcome To Columbus

Rated the #2 city for commutersm.kiplinger.cohttp://m.kiplinger.com/article.php?url=%2Ftools%2Fslideshows%2FCommutingcities%2F1.html&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 TrafficChange

• Scioto Mile Promenade

• Scioto Mile Riverwalk

• Olentangy/SciotoInterceptor SewerAugmentation andRelief Sewer Project(OARS)

• RiverSouthDevelopment

• Rich Street Bridge

• Town StreetImprovements

Bridge Replacements

Former Town StreetBridge

Built: 1917-1921

Former Main Street BridgeBuilt: 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 downtownone way streets aligned with parking lots.

Development

Initial residential development in RiverSouthincludes 76 condos and 137 apartments.

Development

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

Phase 2 included Riverfront Park that needed to be completed intime 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 andmotorists

•Maintain safe work area

•Work with all project owners to ensure all feasiblegoals are met

•Identify cost savings opportunities

The Program Critical Path

•Identify project dependencies

•Combine project schedules to determinethe 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 programobjectives.

• 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 forprogram 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 andlimited 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 issuesresulting fromunknown 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 noprogress data for any schedule activity that occurred after the data date.

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

Ensure that all activities have at least one predecessor, except for the startmilestone 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 thecontract 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 thatviolates the contract provisions.

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

Ensure that the calendars used for the schedule calculations reflect actualworking day constraints and restrictions actually existing at the time when thebaseline 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 predecessorand 1 successor

• Maintain reasonable float times on BL schedules: 1 year projectfloat <100 days

• Consider the weather

• WBS levels required to reflect a physical location of work:

• i.e. West ½ of Front Street, building 2 level 3.

HRG required to have the capability to merge all scheduling softwaresinto P6

MS PROJECT (MPX FILES)

P3

P6

Suretrak

suretrak schedules

Oracle Primavera P6 Enterprise

• ISC team has to not only be able to document historicalinformation, but also forecast.

• Allows the ability to open multiple projects at the sametime.

• Allows for inter-projectrelationships to be utilized.

• Begin with programmatic workbreakdown structure (WBS)

Enterprise PPM Features

Developing The Master Schedule

Utilize EPS Enterprise Project Structures

Master Program Schedule Example

P6 Enterprise Software allows users to utilize an Enterprise Project Structure (EPS)to incorporate all projects. The Work Breakdown Structure (WBS) are still utilized ineach individual project schedule.

Master Scheduling Guidelines

• All projects data date must be the same – (the programwill automatically revert to the earliest data date)

• Hold ALL participants accountable

• Re-establish baseline schedules every time a new projectis introduced into the program or significant detail is beingadded.

• Accurate data allows for accurateforecasts

Forecasting Conflicts

Use master schedule for:

• Historical documentation and forecasting

• Maintenance of traffic

• Project limit area overlaps

• Constructability

• Enhance communication

Specific Program Issues

•Multiple projects in a small area

•Numerous designers and contractors constructinginterfacing and interdependent projects

•Maintaining the City’srelationship with the public

Addressing Program Issues

•Master program schedule

•Communication and reportsystems

•Coordination and issueresolution

Program Issue Reports

•Deployed as atracking method

•Includes issuedescriptions andpossible resolutions

•Distributed torelevant personnelof affected projects

Specific Issue Analysis

Specific Issue Tracking

Specific Program Issues

Program Issue – Example #1:

Street improvement and developmentcoordination

•Roadway and sidewalk contract underway

•Developer exterior masonry needs to becoordinated

Specific Program Issues

Street improvement and development coordination

Specific Program Issues

Program Issue - Example #02

Rich Street Regulator Abandonment

•Located in east bridge abutment•Abandoned by bridge contract•Upstream flow diversionreq.

•Timing unknown

Specific Program Issues

Program Issue – Example #02

Rich Street Regulator Abandonment

•Design incomplete for RSB

•Upstream flow diversion required on oneproject underway and project being designed

•Three contracts involved

Changes in Funding Sources

Program Issue – Example #02

Rich Street Regulator Abandonment

•Largest roadway project footprint funding changesdelays contract NTP for 6 months (stimulus funding)

•Timing was shifted for the project• Coordination with City approval process

• Unforeseen circumstances

SOLUTION

Add a project. Storm sewer separation/diversion is to take place as anearlier contract to mitigate the delay.

Specific Program Issues

Program Issue – Example #03Private Utility Company Coordination

Maintenance of Traffic (MOT) Issues

•Limit inconveniences to motorists

•Provide accessible and safe walking paths

• If not technically feasible, install a signed pedestriandetour

•Provide entry points to

each project site for

construction traffic

•Maintain access to

adjacent properties

Construction Influence on MOT

Construction Influence on MOT

Construction Influence on MOT

Solutions to MOT Issues

•City standards were set for each roadway ona per-street basis

•Developed diagrams to help forecastpotential issues

•Identified possiblesolutions throughscheduling andphasing

Keys to Program Success

Utilizing P6 Enterprise Software

• Identifies issues early in design phases

• Solves coordination issues and adapts tochanged conditions

• Provides tools to forecast traffic patterns

• Communicates conditions internally andexternally

2012 Columbus RiverSouth District

•Program objectives completed successfully

•Projects executed to completion without a claimrelated to an adjacent project

•City bicentennial celebration was held as planned

The RiverfrontTransformation

Questions