I P M 1 City of Fort Worth City Council Presented by Doug Rademaker, Deputy Director, PMO Ken Hall, IPM Program Manager, CH2M HILL October 6, 2009 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 IPM Phase 2 Accomplishments and Phase 3 Scope Building Capacity and Expediting the Delivery of Projects

I P M 2 IPM Phase 2 Accomplishments Budget and M/WBE Participation Proposed IPM Phase 3 Scope Next Steps Today’s Presentation

I P M 3 IPM Phase 2 Accomplishments Building Fort Worth

I P M 4 Assessments Schedules Phase 2 – Implementing Process Improvements, Training, Development of Dashboards and Contracting Capacity Training & Process Improvements Dashboards Phase 1- Assessing Phase 2- Developing & Implementing Phase 3- Implementing & Transitioning Phase 4- Ownership Recommendations Contractor & PM Capacity Where we are

I P M 5 Phase 2 - Teams Implemented Solutions Improvement TeamsRecommendationsPMITExec TmImplementation ROW / Easements Project Manager Roles & Responsibilities Project Planning Design Consultant Procurement Project Mgmt Info System Strategy Cost Estimating Change Management Project /Program Controls Measurement & Reporting Document Management Project Closeout CPMS / All Other M/WBE M&C

I P M 6 Cultural Project Delivery Shift is Happening at the City Dashboard IPM Schedule Bid Advertisement Tracking Collaboration Schedules Reports… Project Financial Information Training Bond Program Planning Over 5,200 hrs of Training

I P M 7 Tracking Projects Scheduled for Advertisement and Bid Explanations documented and tracked for any project that slips

I P M 8 Dashboards Released July levels of dashboards and training delivered

I P M 9 Several Additional Dashboard Improvements Now Available Added Progress Summaries by District & Bond Program Added Navigation by District & Bond Program Added Search Feature

I P M 10 Building Contractor Capacity & Increasing 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

I P M Successful Bids 13 New Contractors Bidding Contractor Outreach to Increase Bidder Interest and Participation New ContractorsNew Bids 26 Bids by New Contractors on City Contracts Small Contractor Development Program Working with 24 firms Providing Bonding and Technical support to 5 firms Pre-qualified 6 firms through the Water Department

I P M 12 Ware, Burrell, and SCDP Collaborate on Contractor Newsletter Award-Winning Newsletter* * Awards for Publication Excellence 2009 (1) and the International Academy of the Visual Arts (2)

I P M 13 Budget and M/WBE Participation Building Fort Worth

I P M 14 IPM-Based Contract Costs to Date ($ millions) Phase 1 $3.8 Phase 2 $4.5 Phase 3 $4.5 Phase 4 $1.0 Total$13.8 Original Budget for Scope Cost for Scope $3.6 $4.3* $3.5* $1.0 $12.4 -$1.0 -$0.2 * Excludes Contract Project Management Services

I P M 15 Efficient Project Staffing Balances City Staff and Outsourcing Time Capital Project Workload City Project Managers & Delivery Support Staff Meet Baseline Staffing Needs Contract Support Contract Support Workload Varies over Time Contract Support Helps Meet Peak Staffing Needs

I P M 16 Additional Services Requested / Provided Outside of IPM Original Scope Phase 2Contract Project Mgmt* Phase 3Contract Project Mgmt* $millions $0.46 $0.85 $1.31 * Storm Water Program Contract Project Management and Administrative Support

I P M 17 Phase 2 IPM M/WBE Participation Commitment Participation thru Aug % Goal 28% CP&Y Brunson Technical The Burrell Group Ware Associates SCDP Phase 3 Goal is 28%, and Commitment is 39%

I P M 18 Proposed IPM Phase 3 Scope of Work Building Fort Worth

I P M 19 Phase 1 Phase 2 Phase 3 Phase Consultant Support Level Where we are Assessment Developing Implementing Ownership Phase 3 – Implementing Process Improvements, Accelerate Transition to City Staff

I P M 20 Expected Phase 3 Outcomes 1.Project schedule update and control functions implemented City-wide 2.Metrics in place to measure project and program delivery performance 3.Dashboards reporting both schedule and financial status of projects/programs 4.Detailed reporting capabilities available through CPMS and Primavera schedule database

I P M 21 Expected Phase 3 Outcomes 5.All current project delivery staff trained consistently across departmental lines 6.Electronic bidding and invoice payment capabilities 7.All identified Phase 1 improvement areas addressed 8.Measurable increase in contractor and project delivery capacity 9.Ownership of IPM program and processes transferred from consultant to City staff

I P M 22 Schedules, Controls and Payments Continued Cultural Change Enhanced Project/Program Reporting IPM Transition and Sustainability Focus Areas for Phase 3

I P M 23 Next Steps Building Fort Worth

I P M 24 Next Steps  Brief ITC on Phase 2 accomplishments on September 15 th  Provide Council IPM update on October 6 th Share Phase 2 accomplishments Introduce proposed Phase 3 scope of services  Recommend approval of Phase 3 contract on October 13 th  Begin Phase 3

I P M 25

I P M 26 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

I P M 27 Fort Worth 14.5 Project Management Delivery Support Needs 10 Avg. Projects per PM  7 IPM Capacity Strategy 1. Process improvement and tools (long term) 2. Project Manager consultant assistance (short term)

I P M 28 Phase 3: Schedules, Controls and Payments Integrate regular project schedule and status updates into standard City processes Implement key control positions in departments responsible for delivering capital projects Use schedules to proactively manage change on projects and within bond programs Implement electronic bidding and invoice payments

I P M 29 Phase 3: Continued Cultural Change Use metrics to measure delivery performance and enhance accountability Target future training for small groups on focused issues Reinforce cultural change through pro-active involvement of senior staff Develop and implement performance criteria for project managers

I P M 30 Phase 3: Enhanced Project/Program Reporting Enhance dashboards’ functionality Implement automated import of schedule and payment information into CPMS Increase public access to City project information Create summary status and financial reports that document delivery progress

I P M 31 Phase 3: IPM Transition and Sustainability Implement all process improvements developed for improvement areas identified in Phase 1 Prepare and transfer IPM knowledge base to City system Prepare and implement an IPM sustainability plan Transfer ownership of IPM program to City