Project Management Project Management Case StudyCase Study

USPS Mail Processing Infrastructure USPS Mail Processing Infrastructure Project (AKA-MPI Project)Project (AKA-MPI Project)Project segment name:Project segment name:

Palantine distribution processing plant – Palantine distribution processing plant – Palantine, IllinoisPalantine, Illinois

ConceptConcept

High speed data network to connect High speed data network to connect all aspects of all types of mail sorting all aspects of all types of mail sorting and processing equipment networked and processing equipment networked together.together.

SOWSOW

This statement of work defines the This statement of work defines the requirements for upgrading the existing requirements for upgrading the existing base band local area network (LAN) wiring base band local area network (LAN) wiring at mail processing plants to meet current at mail processing plants to meet current wiring standards for “USPS structured wiring standards for “USPS structured wiring”. It includes pre-installation, wiring”. It includes pre-installation, installation, and post installation activities installation, and post installation activities necessary for successful structured wiring necessary for successful structured wiring implementation. The USPS has named this implementation. The USPS has named this wiring effort the “Mail Processing wiring effort the “Mail Processing Infrastructure (MPI) program.Infrastructure (MPI) program.

In a nutshellIn a nutshell

The project consisted of :The project consisted of :Building out a new Data CenterBuilding out a new Data CenterMultiple IDF’s (Intermediate Distribution Multiple IDF’s (Intermediate Distribution

Cabinets)Cabinets)Installing the cabling infrastructure Installing the cabling infrastructure

including laser optimized 50/1.25 MM including laser optimized 50/1.25 MM fiber optic backbonesfiber optic backbones

Cat. 6 copper for horizontal distribution.Cat. 6 copper for horizontal distribution.

DesignDesign

The design was to be a zone wiring topology. This was a “Davis Bacon” project using CLIN coding for all cost tracking and billing.

Design (continued)Design (continued)

• Fiber optic backbones would be run in conduit to the distribution cabinets which had to be elevated at 9 ft above the work floor so as to be out of harms way of the flow of vehicles and carts.

• Twelve Cat. 6 cables would then be run in conduit from the IDF cabinets to zone boxes located 18 ft AFF near the 2 lines of equipment that it would be supporting.

• Six Cat. 6 cables would be run in conduit from the zone box to the head end of the equipment line.

PlanningPlanning

The complexity of the project required that The complexity of the project required that a detail site survey needed to be a detail site survey needed to be conducted as drawings could not verify conducted as drawings could not verify pathways around the many mechanical pathways around the many mechanical systems in the plant.systems in the plant.

PlanningPlanning

A boom lift was rented and my foreman A boom lift was rented and my foreman and I spent more than a week scouring and I spent more than a week scouring the 32 foot high ceiling superstructure the 32 foot high ceiling superstructure documenting every conduit bend and documenting every conduit bend and transition. We also had to come up with transition. We also had to come up with very creative ways to hang the IDF very creative ways to hang the IDF cabinets from the ceiling structure to the cabinets from the ceiling structure to the specified 9 ft AFF height.specified 9 ft AFF height.

PlanningPlanning

Analysis had to be made for every part and Analysis had to be made for every part and piece of hardware to be installed. Each piece of hardware to be installed. Each part had to match a CLIN code as part had to match a CLIN code as specified by the USPS or payment for specified by the USPS or payment for that item would not be made. Careful that item would not be made. Careful documentation had to be maintained.documentation had to be maintained.

PlanningPlanning

Storage was limited at this site so careful planning for Storage was limited at this site so careful planning for delivery of product had to be considereddelivery of product had to be considered

Contractor parking was also limited so transporting the Contractor parking was also limited so transporting the technicians to the site had to be accounted for.technicians to the site had to be accounted for.

The plant operations were 24/7 so scheduling of work The plant operations were 24/7 so scheduling of work around moving machinery needed to be defined.around moving machinery needed to be defined.

Travel expenses had to be calculated and accounted Travel expenses had to be calculated and accounted for.for.

Coordination of efforts with on site IT staff and facilities Coordination of efforts with on site IT staff and facilities maintenance dept.maintenance dept.

Implementation

Deployment tasks:• Materials had to be ordered.• Equipment needed to be delivered to

site• Technicians had to be recruited.• Training of techs to USPS standards and

scope of work• USPS safety standards had to be

adhered to.

Implementation

Management tasks:• Track all progress• Requests for information or clarification.• Schedule progress meetings• Define milestones• Prepare for USPS bi-weekly inspections• Execute work on punch list

Implementation

Labor:• All technicians had to pass government

security clearances.• 4 ten hour shifts were worked to reduce travel

expenses• 90% of work was on lift equipment, safety

harnesses needed for each technician.

Sharing of equipment became problematic

Project starts to turn southProject starts to turn south

• Failing inspections or delayFailing inspections or delay

• Rework causes more delayRework causes more delay

• Poor communication channel Poor communication channel between USPS facilities personnel between USPS facilities personnel and contractors.and contractors.

It gets worseIt gets worse

• Foreman tries to push techsForeman tries to push techs• Crew finds a way to skew progressCrew finds a way to skew progress• Foreman reports skewed progress to Foreman reports skewed progress to

Project ManagerProject Manager• PM didn’t verify work.PM didn’t verify work.• Crew morale drops, production slowsCrew morale drops, production slows• Foreman gets in over his head and Foreman gets in over his head and

tries to give up.tries to give up.

ResolutionResolution

Kick in overtimeKick in overtime Recruit more techniciansRecruit more technicians PM on site every dayPM on site every day Start a second shift crewStart a second shift crew Deploy more equipmentDeploy more equipment

Project wrap upProject wrap up

►Project was inspected on scheduled Project was inspected on scheduled due datedue date

► Inspections failedInspections failed►Punch list and rework was completed Punch list and rework was completed

within two weekswithin two weeks►Cost overruns were substantially Cost overruns were substantially

beyond budgetbeyond budget

ConclusionConclusion

Profit went out the windowProfit went out the windowCompany took a lossCompany took a lossDisgruntled technicians left companyDisgruntled technicians left companyCompany morale is down on other Company morale is down on other

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