Central Project Management
Central Project Management
Central Project Management supports project managers and their teams in delivering quality projects within the planned scope, schedule, and budget. We work with them to develop processes and tools that support delivery success, improved communication, expanded management skills, and share innovations.
In order to make delivery improvements, we work closely with project teams to analyze and simplify project work-flow processes. We facilitate updates and enhancements to the Project Design Network (PDN), MS Project, and ePM. Project tracking and reporting tools are developed to assist the project managers in managing the projects assigned to them. We implement cross-organization communication and coordinate with advertising teams (Construction and Program Finance), Portfolio Managers and PM Support Specialist's staff.
There are 162 projects planned to be advertised during the 2018 State Fiscal year with over 90% of those projects advertised on time . This percentage is above the goal of 85%. New emphasis on project schedules has helped to track projects more closely and in 2019 we will look to keep this trend of beating our goal going.
Performance measures were reviewed and updated and placed in Socrata (RPDU). We removed some measures that were found not to be useful to the program managers and others were put into place. Goals were set for 2 of the measures in each category of scope, schedule and budget.
We worked with the GIS group and program finance this year as well as the 4 regions to implement an app for the commission STIP workshop where the data for the projects was pulled from ePM live and those proposed projects were shown. With this app this is the second year that the workshop was completely paper free. The public also had access to the app which helped us move toward our goal of being transparent.
There were more than 10 new project managers hired this year. Three half day training sessions were held that covered contracting, leadership, risk, schedules, performance measures, utilities, Right-of-Way, running meetings, budgets, ePM, MS Project and how projects come into being. Also the new PMs were invited to have a one on one session to ask what ever they needed.
Our cash flow process was refined and our cash flow estimates were updated 4 times during the year.
Electronic invoicing is being developed and is to be in place for the 2019 year. This is being done in partnership with the comptrollers and Consultant Service, epm and the regions.
A new consultant marketing report has been created. This report is no longer a static document. It is an interactive report that can be sorted on many different areas. For example one could sort on the status of the project, or on the region or pm or a combination of things. Feedback has been obtained from contractors and consultants that this is a much more useful tool.
2018 Performance Goals
- Work with the regions to develop a usable and useful dashboard in Socrata
- Meet with each region and get what their needs are
- Work with Management to understand their needs
- Work with Ivan to develop the tool
- Develop Training for the Program Managers and Portfolio Managers
- Work with the program Managers and see what their needs are.
- Work with the Program Managers to have useful RPDUs
- Work with Lori Economy to help develop the training
- Develop Training for the Project Managers
- Work with the program managers to get their ideas of the needs of the PMs
- Work with the PMs to determine where they feel they need support
- Work with Lori Economy to develop a training for current and new PMs
- Cash flow
- Refine the cash flow tool to make it easier for the pms to put their cash flows in for their projects and update them.
- Tie the cash flow results to 3 different levels of a dashboard, one for upper management, one for Region leadership, and one for the PMs
- Develop a better report for forecasting work to the consultants.
This graph contains the projects that were advertised on-time/early, late (unadvertised), late (advertised), and project to be advertised in the future. The on time measure is based on the committed advertised date which was selected by the project team early in the design process and locked. The date is committed to based on the different task in the project to get it to advertisement.
The numbers below the graph show the on time percentage for the 2018 state fiscal year which runs from July of 2017 to July of 2018. The goal is to advertise 85% or more on time.
Actual/Anticipated Advertised Dates
This graph shows the actual dates and number of projects that have been advertised this year and the current anticipated dates of projects yet to be advertised.
This Graph shows the number of projects that have their expenditures that are under approved budget, approaching the approved budget, or over the approved budget.