I P M 1 City Council Presented by Ken Hall, IPM Program Manager, CH2M HILL October 21, 2008 I n t e g r a t e d P r o g r a m M a n a g e m e n t Executive Summary: IPM Phase 1 & Phase 2 Building Capacity and Expediting the Delivery of Projects

I P M 2 $1.2 billion over 5 yrs $1.8 billion over 5 yrs Additional Capacity Needed Current Capacity Current and Future Project Delivery Demands

I P M 3 Program Management Office Infrastructure ACM WaterT/PW The New Program Management Office (PMO) is the Home of IPM Effort Small size Leadership & support function Supports all capital projects city-wide IPM Consultant Team is short-term connection & support Planning & Devel. IPMHigh Profile Projects Project Delivery Improvements TRV Program Controls PM Tools IT Systems Integration Program Management Office S.H. 121 Regional Transportation Homelessness Program

I P M 4 Four Phase Multi-Year Program to Increase Delivery Capacity Phase 1- IPM Developed and Implemented Phase 2- IPM fully integrated with internal systems Phase 3- Peak project delivery capacity achieved Phase 4- Knowledge fully transferred Project Delivery Capacity IPM Capacity Gains Delivery Capacity Where we are Current Project Delivery and Contractor Capacity

I P M 5 Phase 1 $3.8 million $3.6 million Phase 2 $4.5 million $4.2 million Phase 3 $4.5 million Phase 4 $1.0 million Total $13.8 million* Sources of Funding: Critical Capital Program, Utilities’ Operating Funds, and Phase 1 Savings. Estimated Implementation Cost Original Budget Est. Cost * Investment represents less than 1% of construction value of projects to be expedited.

I P M 6 Phase 1 IPM M/WBE Participation Commitment 31% CP&Y Brunson Technical Associates The Burrell Group Ware Associates 25% Goal Participation thru Sep %

I P M 7 Administrative Tasks Proactive/ Preventative Activities Reactive Activity/ Project Changes Direct Project Management Activities Administrative Tasks Proactive/ Preventative Activities Reactive Activity/ Project Changes Direct Project Management Activities Today Future Process Improvements Make Project Managers More Efficient and Effective Capacity Gained

I P M 8 Phase 1 - Comparing Current Processes and Practices With Those Desired Assessments Analysis Process Assessment Tool Desired Processes Identified Gaps or Improvement Areas Current Processes

I P M 9 Phase 1 - Prioritized Improvement Areas & Developed Solutions PM Roles & Responsibilities

I P M 10 Phase 1 - Created City Teams to Develop Solutions Executive Steering Committee Primarily Dept. Directors IPM Consultant Team CH2M HILL Chiang, Patel & Yerby Brunson Technical The Burrell Group Ware & Associates Project Management Improvement Team Project Manager Roles & Responsibilities Initial PMIT SubTeams Project PlanningProject /Program Controls Project Mgmt System Strategy ROW/Easements

I P M 11 Phase 2 - Solutions Implemented, Evaluated & Improved Solutions Implementation CPMS & IT system changes Process streamlining Contractual changes Roles & responsibilities Policy & procedure changes Training & development New tools for project delivery Capacity building Evaluation

I P M 12 IPM Project Managers Help Deliver Projects During Changes Consultant project managers assigned 26 projects currently West Rosedale Retrofit 2008 Bond Program

I P M 13 Accurate Schedules Are Key to Project Delivery Master Schedule Created & Maintaining Over 1,500 Schedules 2004 CIP 2007 CC 2008 CIP

I P M 14 Sustainable Schedule Updates Provide Accurate Data Updates Contractors & Designers Transition from City Updating Project Schedules to Contractors / Designers Updating Project Schedules CPMS Schedule Database City Review & Analysis $ Schedule Specification

I P M 15 Master Schedule Facilitates Distribution of Upcoming Bid Opportunities Master Advertisement Schedule Posted at Link Hard Hat Zone E-newsletter Potential Bidders Better Quality Lower Cost

I P M 16 IPM & SCDP Efforts Build Contractor Capacity & Increase Participation IPM Contractor Development Initiative Small Contractor Development Program Increase number of qualified contractors performing work Improve processes for contracting and delivery Remove impediments from current bidding process Increase participation opportunities through bonding & technical support Provide mentoring & hands-on assistance Provide subcontracting opportunities Referral Participation All Contractors Small and M/WBE SCDP IPM Coordination with Minority Chambers of Commerce and Contractor Organizations

I P M 17 Master Schedule Identifies the Timing of Project Communication Needs Public Meeting Street Closure Council Update Milestone Celebration

I P M 18 Schedules 1,500 project schedules Master schedule Centralized database Staff development & training program New schedule specification Roles & responsibilities clarified Project Management IT System Strategy Plan New approach to ROW / Easement acquisition Phase 1 – Major Deliverables

I P M 19 Next Steps Building Fort Worth

I P M 20 Next Steps October 7 - ITC detailed briefing October 21 - Council summary update  October 28 - Phase 2 contract consideration  November 3 - Begin Phase 2

I P M 21 Integrated Program Management

I P M 22 I n t e g r a t e d P r o g r a m M a n a g e m e n t Building Fort Worth For more information contact: Doug Rademaker – Deputy Director, PMO Ken Hall – Program Manager Tanya Miro-Warren - General Program Information