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Daniel D’Angelo, P.E.Director, Office of Design
New York State Department of TransportationJune 4, 2008
Executive Briefing
2
1. What is design (process) and Design (organization).
2. Strategic Planning and Performance Management.
3. Workforce Development.
Objectives
3
Daniel D’Angelo, P.E. Background
• MO - Executive Management Assistant to Chief Engineer (7 yrs),
• BS, Civil EngineeringUniversity of Buffalo
• MBA, Organizational Leadership Norwich University
• R3 - Syracuse (8 yrs)Design Squad, CADD Manager
• R11 - NYC (4 yrs)Route 9A West Side Highway, EIS Co-leader
• MO – Office of Design (1 yrs)Director
• MO - Design Division (4 yrs)Director DQAB
4
• Capital Project Delivery & Bridge Safety Assurance
• Organization Overview
• Main Office and Regions
1. What is Design?
5
ConstructionPlanning
Design
Project Planning and
InitiationScoping
PreliminaryDesign
(Phases I-IV)
FinalDesign
(Phases V-VI)Construction
IPP
Identify Existing Conditions, Problems & Needs
Contextual Assessment
Project objectives
Purpose & Need
Land Use
Capital Project Development Process
Site Conditions
Planning/Design
Asset Managers Regional Director
Identify & define needs
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ConstructionPlanning
Design
Project Planning and
InitiationScoping
PreliminaryDesign
(Phases I-IV)
FinalDesign
(Phases V-VI)Construction
Scope Approval
Explore Design Conditions
Social
Transportation
Environmental
Economic
Contextual Assessment
Project objectives
Purpose & Need
Land Use
Capital Project Development Process
Design
T&S
Site Conditions
Stru Env GeoLA Other
Identify problems & opportunities
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ConstructionPlanning
Design
Project Planning and
InitiationScoping
PreliminaryDesign
(Phases I-IV)
FinalDesign
(Phases V-VI)Construction
Identify design alternatives & select final design solution
Design Approval
DesignApproval
Final DesignReport
DesignAlternatives
Determine EA / EIS
PublicInput
AgencyInput
Capital Project Development Process
Design
T&S Stru Env GeoLA RE
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ConstructionPlanning
Design
Project Planning and
InitiationScoping
PreliminaryDesign
(Phases I-IV)
FinalDesign
(Phases V-VI)Construction
Final contract documents (detailed design, specifications & estimate)
PS&E Let & Award
Advanced DetailPlans
ROW /MPT
DetailedDesign
Final Design
PS&E/Letting
Capital Project Development Process
PublicInput
AgencyInput
Design
T&S Stru Env GeoLA ConsRE
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ConstructionPlanning
Design
Project Planning and
InitiationScoping
PreliminaryDesign
(Phases I-IV)
FinalDesign
(Phases V-VI)Construction
Project Completion
ConstructionStart
ConstructionComplete
ConstructionSupport
Capital Project Development Process
PublicInput
Construction Support
T&S Stru Env GeoLA RE
Designers of record to support construction build out
AgencyInput
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Project Scoping
Preliminary Design/
Environmental Studies
FinalDesign
R.O.W. AcquisitionBid/Award
ConstructionSupport
2001 2002 2003 2005
6/02 05/03
2000
06/022/01
11/03 12/03
1/0412/05
2004
11/01 11/03(24 Mo)
(16 Mo)
(12 Mo)
(1 ½ Mo)
(24 Mo)
Typical Project Development Schedule
Note: The chart illustrates Simple, Moderate and Many Complex Type Projects. Other Complex / or ‘Mega’ Projects May Often Take Longer
6/00 3/01(9 Mo)
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• Average number of projects 2002 – 07 293/year; 2007- 08 320 projects /year.
• There are currently 1,004 projects in development (as of 3/08)
Capital Projects
Source: PSS/ Trns.port Letting Data / Project Management
Projects Let Per Year
29
2423
30
44
19
40
26
29
16
3230
32
24
40
28
16
40
30 31
17
13
0
5
10
15
20
25
30
35
40
45
50
1 2 3 4 5 6 7 8 9 10 11
Region
Proj
ects
Average 02-07
SFY 07-08
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Resource Utilization TrendsNumber of Projects costing more than $3M as a
percentage of the capital program
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
1998 2000 2002 2004 2006 2008 2010 2012 2014
Fiscal Year
Perc
enta
ge o
f Tot
al F
Y Pr
ogra
m
% of Projects
• More complex projects in future program.
Source: Consultant Management Bureau, Office of Design
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Staffing Levels
Source: Budget Bureau
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As of April 2008, the percent of Bridge Safety Assurance staffing levels within the Office of Design’s total staffing level equals 15%.
Staffing Levels
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• Strategic/Operational Planning
• Performance Management
• Learning / Knowledge Based Organizational Focus
> Identifying and Developing Strategic Advantages> Responsiveness to Needs> Customer Satisfaction> Change Management
2. How We Got to Workforce Development
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Main Office Strategic Direction and Prioritiesusing a Performance-Based approach
Provide and Maintain Knowledge and Skills Provide and Maintain Tools Provide and Manage Resources Perform Quality Assurance Production (capital projects, PS&Es
visualization, photogrammetry, bid documents)
Strategic Planning
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Strategic Planning• Is planning for constant (sometimes
turbulent) change in increasingly complex and dynamic environments.
• Identifies factors that have the most significant influence on our ability to achieve near term results and long term strategic direction.
• Aligns process activities with goals.
• Sets direction - drives results!
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Organizational change and being responsive to it most effectively is part of the Office of Design’s strategic focus
History of Department Leadership & Strategies
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0
10
20
30
40
50
60
70
1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
RHAAAA
MBTA FWCA
HSBAA
FIFRA
CAA
AHPA
LWCF
CAA
WA CRASWDA
HBA*NHPA
*4(f)FAHA
FAHAFAHA
*CAA
*WSRA
EAA*NEPA
RRAURA
WBA*CWA
CZMA*ESA
SDWA
FNWA
MSFCMARCRA
CWA*EO11990
EO11998
ARPA*CERCLA
ANILCALAA
FPPACBRA
HSWASDWA
EWRACWA
URASTURAA
STURAANAGPRA
CZARAADA
CAA
ISTEA
SNRTA
EO12898
EO13007SDWA
EO13061EO13089
*TEA-21EO13112
EO13148EO13186
CAA
Federal Environmental Legislation and Executive Orders Affecting Transportation
CUM
ULA
TIVE
NU
MBE
R O
F LA
WS
AND
AM
END
MEN
TS
YEARPrepared by FHWA Office of Natural Environment, May 2001• Denotes Legislation/E.O. with the Most Significant Impact (CAA, CERCLA, CWA, ESA, NEPA, NHPA, TEA-21, WSRA, 4(f ), EO 11990)
21
Organizational Direction & Alignment
• Strategic Planning aligns process activities with goals which helps us to achieve desired results.
• Regional Design Meetings - Communication & Coordination
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‘The Office of Design (Regional Design Groups and the Main Office) has a highly skilled and proficient workforce which provides maximum value and quality in the development and delivery of capital projects’
Office of Design Strategic Goal
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• Ensures the Office of Design best serves its customers, achieves optimum results, manages its resources most effectively and is accountable.
• A philosophy of continuous improvement.
• A methodology to better understand and communicate what we are trying to achieve, how we are doing, what we are learning and how we are improving.
Performance Management
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• Performance Management ethic based on strategy mapping and balanced scorecard approach.
• Quarterly Reports, published since March 07, are available on the Office of Design’s Performance Management IntraDOT link.
Performance Management
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Office of Design’s ‘Balanced Scorecard’
Learning and Growth
Internal Processes
Customer
Business / Financial Results
Learning and GrowthWorkforce Development Information Technology Organizational Effectiveness
Project Development Schedule Achievement Quality
Internal Processes
ExternalInternal Customer
Efficiency of Resource Utilization per Project TypeBusiness / Financial Results
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Learning & Growth
Internal Processes
Customer
Business /Financial
PerspectivesOffice of Design’s Detailed Indicators & Measures
Stra
tegy
Output / million $ Construction
Responsiveness to needs and requests
Providing products and services as agreed upon
Meeting agreed upon expectations
Percent milestone dates met vs. planned
Public involvement expectations identified & met
Project development quality & completeness
Constructability: buildable & biddable
Guidance: current, appropriate and relevant
Knowledge skills & proficiency
Have appropriate tools
Provide effective, timely services
Effective communication & coordination
Efficiency/Effectiveness
Measures
Resource Utilization
Internal
External
PS&E Schedule Achievement
Quality
Workforce Development
Information Technology
Organizational Effectiveness
Indicators
27
3. Workforce Development• What it is
• What it is not
• Where we are
• Where we are going
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Workforce Development Program
• To ensure that 93% of project development staff have the necessary and most current skills to develop and deliver quality, timely and cost effective capital projects by 2009.
Objective…
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Workforce Development Program
• Focuses on the critical competencies (knowledge, skill and behavior) that drive performance in design.
• Focuses on 3 strategic workforce (job family) groups:
- Squad/Team Member- Squad/Team Leader- Consultant Job Manager
Key points…
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Workforce Development Program• Includes a combination of technical,
business and leadership competencies.
• Measures proficiency levels as “basic”, “experienced” and “expert”.
• Proficiency levels provide objectivity and make the model more practical.
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Workforce Development Program• Provides a basis to measure current
performance.
• Identifies clear objectives for future development.
• The program is not static and will be reviewed and refined on a periodic, as-needed basis.
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Workforce Development Program
• Provides employees with opportunities to develop skills and knowledge in a timely manner.
• Provides employees with opportunities to set career goals that are consistent with both personal and Regional needs.
• Provides employees with the most current skills necessary in order to keep up with the many technological, procedural and strategic changes affecting the Department today.
Employee Benefits:
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• Aligns skills with business needs.
• Improved training management and coordination.
• Most cost effective and efficient use of limited training resources
Management Benefits:Workforce Development Program
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Workforce Development Program
• 88 Technical.
• 15 Business/leadership.
• 5 Required classes.
Competencies:
• Developed and written in collaboration with all 11 Regional design groups
35
Workforce Development Program
How it works…
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Workforce Development Program• Automated Tool accessed through the Intradot
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Workforce Development Program• Initially collect data, repeat in 6 months and then update
once a year
• Multiple Personal, Supervisor and Regional reports can be generated.
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Summary1. What is design (process) and Design
(organization).
2. Strategic Planning and Performance Management.
3. Workforce Development.
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• Mobility & Reliability• Economic Development• Sustainability and Smart Growth• Community Vitality• Quality-of-Life• Land Use Practices • Environmental Conditions• Energy
Innovative, Quality Design Effects: