A Systematic Approach to Selecting an Online Project Management System Mani Subramanian, CCM, AIA Bill Breyfogle James O’Donnell, CCM

A Systematic Approach to Selecting an Online Project Management System Mani Subramanian, CCM, AIA Bill Breyfogle Mera Faddoul

A Systematic Approach to Selecting an Online Project Management System Selecting an ePM for a CM firm Selecting an ePM for a public entity Selecting an ePM for a Program/ Project Q & A

ePM – What is it? A PMS is a software solution that allows the project team to store records and documentation related to the design, construction and close-out of a project in a central location. Common PMS systems contain information regarding Budget, Cost, Change Orders, Document Control, Field Administration and other related documentation. Current ePM systems allow complete electronic flow of information and approvals based on customizable business processes.

PMS Structure

Selecting an ePM for a CM/PM firm Mani Subramanian CCM, AIA Executive Vice President Vanir Construction Management, Inc.

Steps in the Process Establish your selection team Do the industry research Define your goals & objectives Develop your criteria matrix

Technical Selection Matrix

Technical Selection Matrix - Continued

Steps in the Process Establish your selection team Do the industry research Define your goals & objectives Develop your criteria matrix Invite firms for Webinar presentations Short List firms Develop & provide material for short listed firms to pre- load prior to presentation In depth hands on demonstration Reference Check

Product Name______________________ Company Name______________________ General 1.The system is being used on: (circle one)Multi-Project Program / Single Project 2.Extent of use of various modules of the systems, on an overall basis._____________ % 3.Number of projects using the system._____________ 4.Number of users on the system._____________ 5.Approximate dollar value of projects on the systems. (Total cost of all projects)$_____________ 6.Did the system meet all your needs? Yes/No If not, what processes, activities or information do you manage outside of the system? _________________________________________________________________________________________ 7.What is your role in the implementing and/or use of the system (Administrator, Heavy/Light User, Light Executive Manager, etc.) a. Would you recommend the system? Yes/No b. Would you recommend it for a large program ($500 million +) Yes/No c. Would you recommend it for a small project (<$10 million) Yes/No Implementation / Training 1.What was the implementation timeframe for the first project before being reasonably functional?______ 2.What was the size of the project?$_________________ 3.What was the approximate implementation timeframe for subsequent projects?_______ On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following: 4.Overall ease of implementation.______ 5.Overall ease of use of the system.______ 6.Overall ease of bringing new people onto the system.______ Technical Features On a scale from 1 – 10 (1 = very difficult / 10 = very easy) Extent ofLevel of Your UseSatisfaction 1.Cost Management (Budget, Funds, Contracts, Change Orders, Payments) _____%________ Deficiencies, if any_________________________________________________________________________ _________________________________________________________________________________________ Reference Check

Reference Check - Continued Extent ofLevel of Your UseSatisfaction 2.Document Management (RFI, Submittal, Meeting Minutes, etc.)______%________ Deficiencies, if any_________________________________________________________________________ _________________________________________________________________________________________ Extent ofLevel of Your UseSatisfaction 3.Roll up Features (tier-to-tier summary, dashboard, etc.)______%________ Deficiencies, if any_________________________________________________________________________ _________________________________________________________________________________________ Extent ofLevel of Your UseSatisfaction 4. Features related to Scheduling, cash flow, and BIM integrations.______%________ Deficiencies, if any_________________________________________________________________________ _________________________________________________________________________________________ Company Culture On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following: 1.Level of satisfaction with responsiveness and customer service focus of the company._________ 2.Level of satisfaction with company ’ s responsiveness to adding new features you desire._________ 3.Level of satisfaction with responsiveness of technical support._________ Cost / Value On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following: 1.Level of satisfaction with value received for the cost._______ 2.Was the overall cost (licenses, implementation and training) consistent with your expectation? Yes/No 3.Were there any unexpected and/or additional costs?Yes/No If so, please explain ________________________________________________________________________ _________________________________________________________________________________________ General Comments / Feedback ________________________________________________________________________________________________

Reference Check Implementation time frame Ease of Implementation Ease of Use Ease of bringing on new users Cost Management Document management Roll Up features Customer Service Responsiveness to making Changes Technical Support Value Received For Cost

Steps in the Process Establish your selection team Do the industry research Define your goals & objectives Develop your criteria matrix Invite firms for Webinar presentations Short List firms Develop & provide material for short listed firms to pre- load prior to presentation In depth hands on demonstration Reference Check Price Solicitation Analysis & Selection

“ Getting from Here to There” Selecting an ePM for a Public Entity Bill Breyfogle Director, Design and Construction Minnesota State Colleges and Universities

MnSCU Background State Merger – 1995 ▫5 th largest Higher Education System in US ▫32 Colleges / Universities ▫1/3 of all state assets ▫~300 projects / $500M Capital program “Project” Management – ( ) “Program” Management – (Post 2002)

Topics Request for Information (RFI) Request for Proposal (RFP) Interviews Negotiations / Contracting Implementation Lessons Learned

Request for Information IT Consultant Business processes mapped Owner centric focus User input / team Borrow shamelessly Public solicitation & invitations

RFI Expectations Provide respondents with information regarding objectives and expected outcomes of initiative Utilize information received in formulation of an RFP Gather preliminary cost figures, strategies and schedules to “size-up” the initiative Openly invite respondents to demonstrate their experience, products and services Allow evaluation team members the opportunity to review current applications and information

Request for Proposal IT Consultant Team input – In-house IT, users, others RFI data incorporated Contracting requirements Informational meeting Questions Responses posted online

RFP Evaluation Criteria Pricing (20%) Proposed solution (25%) Approach and process (20%) Technical solution (20%) Vendor qualifications (15%) Overall underlying criteria was “Ease of use”

Interview References need to be checked Team approach lends legitimacy and buy-in to selections Three responders shortlisted ▫Scenario based presentation; one day long Two firms invited back for 2 nd interview

Negotiations / Contracting Vendor stability in the market A lot of variation in pricing – consult with your IT Vendor’s specific contract vs. state contract ▫Insurance, Indemnification, etc. can be an issue Vendor or local hosting option How will vendor work with you in the future – Owner’s Alliance Roundtable

Implementation Executive Management Support “A” Team 9 of 10 failures are people related Start early; project funding lifecycle Training is critical Hype Curve Proactive information campaign 1/3 Rule Commitment for additional staff or in-house IT The journey starts at “Go Live” Essentials: Sense of humor, crystal ball, thick skin

Selecting an ePM for a project or program Mera Faddoul Jacobs Facilities

Presentation Agenda Key Drivers What Project information will be managed? Systems and Software Overview Methodology Decision Metrics Case Studies

Key Drivers Identify the Key Drivers to Select PMS Solution: Project Need/Objectives/End Goal Integration Collaboration Ease of Implementation/Customization Work Flow Management Security Cost Training/Support

What Project Information Will Be Managed? Cost Management ▫ Budget ▫ Cost ▫ Actuals ▫ Forecast ▫ Contracts / Purchase Orders ▫ Invoices Change Management Potential Change Orders Change Order Requests Subcontract Change Orders Document Control Submittals Drawing Logs Meeting Minutes Issues Request For Information Transmittals AutoCAD Files Project Photos Field Administration A/E Field Observation Reports Work Directives Daily Work Journals Inspections and Tests Safety Records Punch List Reporting Project Report Program Report Cost Report Monthly Reports Daily Reports

Systems and Software Overview Meridian Prolog Manager Primavera Contract Manager Skire Meridian Proliance Autodesk Buzzsaw Autodesk Constructware E-Builder Tririga

Methodology Define the Program Scope and Objective Identify the various selection criteria Define Key Drivers Develop Weighted Metrics Evaluate, Compare, Analyze & Score available PMS solution Select the most Efficient PMS Solution Implement the solution Train users and select Project “Champions” Ensuring the successful PMS implementation till the end of the project.

Decision Metrics - Example

Case Studies Jacobs Prolog/Citrix System  Hospital Project, Chicago E-Builder  Hospital Project, Texas Proliance  Government Building Project, Iowa Expedition/Constructware  Office Building, New York

Case Study - 1 Rush University Hospital  Project Needs PMS used by all team members to manage, collaborate, & integrate all kind of project information, develop reports  Selection Criteria  Easy to Implement, Customize & Collaborate  Reporting Features  Document Control, File Management, Process Control  Extensive Training & Support  Cost-Effective  PMS Solution  Meridian Prolog Manager & Prolog Website

Case Study - 2 Hospital Project, Texas  Project Needs PMS required to manage, collaborate, integrate, collect and report all kind of project information.  Selection Criteria  Easy to Implement, Customize & Collaborate  Document Management Capabilities  Integrate with other systems  Extensive Training & Support  Cost-Effective  PMS Solution  E-Builder

Case Study - 3 Government Building Project, Iowa  Project Needs Client selected PMS solution  Selection Criteria  Unified PMS system across all projects  Centralized database  Standardized Work-flow and processes for managing, collaborating and reporting the project information  PMS Solution  Meridian Proliance

Q and A