Presentation By:

Chris Wade, P Eng.

INITIATING THE WORK Public Projects and the

Delivery of Quality of Life

APEGGA Conference April 17-18, 2008

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Outline

Initiating the Work

Infrastructure Sector

Public Projects – Challenges for Public Infrastructure Project Management Framework Model Scope of Work Organizing the Team Planning the Work Key Messages

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Public Projects

Challenges for Public Infrastructure

Large and varied Stakeholder Groups Unclear Business Plan Goldfish Bowl with indeterminate decision making authority Infrastructure solutions often arise accidentally Everything is a priority Everyone gets a say Disconnect between who pays and who gets the benefit Business Model is not clear NIMBY Infrastructure Solutions are easier to understand than people

based solutions

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Public Projects

Challenges for Public Infrastructure (con’t.)

Triple Bottom Line (Social, Environmental, Economic) Drivers but no real TBL Framework or model to work with

Interconnections across the various disciplines, needs and solutions are not well understood

Current Model

- Very long range plans developed that sit on shelves

- Projects identified on relatively short term basis Tremendous variety of projects

- Many lines of business Public Sector Employees may not understand business

drivers well and private sector employees may be skeptical of public policy/public good agenda

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Project Management Framework Model

ResourcePlan

Stakeholder“Sign On”

Right Programs

Right Sponsor

Wrap Up

Reporting

Right Projects

Selection Framework

Strategic Intent

Select Better

Strategic Align’t Test

Project Magnitude

ConceptCharter

Prelim. RiskAssessment

IntegratedRisk Mgmt

Council Plan

Multi YearBudgets

Triple Bottom Line

BusinessPlans

Plan Better

ConfidenceLevel

Program Charter

FrameworkGuidelines

Deliver Better

Project Charter

RiskAssessment

Govern & Manage

PublicEngagem’t

ExecutionPlan

ContractingStrategy

Wrap Up Plan

Lessons WeLearn

The Project Management Framework Model

Delivery

QualityCheck

Training Supporting The PM

Risk & Progress

Managing The Project

Right PM

The Best Maintain A Center of Excellence“All of the better-than-average systems have some

form of central organization that is responsible for: • providing excellence in project definition• maintaining disciplinary excellence in project … …management, including safety• integrating contractors effectively into … …their project processes• integrating to manufacturing processes

The very best provide active integrated support to the businesses in the initial shaping of capital assets.” (The Business Roundtable)

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Creating An Environment For Successful Projects1. Project Based Approach2. Strategic Emphasis For Projects3. Understand Upper Mgmt Influence4. Develop A Core Team Process5. Organize For Project Management6. Develop A Project Management Information System7. Develop A Plan For PM Selection & Development8. Develop A Learning Organization9. Develop A Project Management Initiative10. Develop Project Management In The Organization

Robert J. Graham & Randall J. Englund

Excellence In Municipal Management… Corporate PM Centre of Excellence

Project Management Framework Model

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Scope of Work

Determine the Vision

What and Who What are we actually trying to build and why? What is the role of the Public Sector? Who gets a say?

Process ImagineCalgary Vision Plan It

– Municipal Development Plan and Transportation Plan Finance It, Green It, Build It, Live It

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Scope of WorkWhat are the key results?

Quality of life for people Triple Bottom Line Focus

- Social

- Environmental

- Economic Internationally competitive Sustainable Infrastructure

Process Long Range Plans Long Range Financial Plans (10 Year) Three Year Business Plans Three Year Operating & Capital Budgets

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Scope of Work

Deliverables to Achieve Key Results

Must be definable and clearly support achieving key results Must address Triple Bottom Line Must take into account significant cross-functional issues.

E.g. Transportation Solutions Deliverables must take into account wide variety of

stakeholders including the public and development community.

Start to develop very clear performance measures.

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Organizing the Team

Teams established that understand the key results that they need to achieve

Establish Council Strategic Goals (9) Develop Long Range Plans Develop Imagine Calgary Targets Focus around community sustainability Economic Development Strategy

Macro Organizational Structure Cross functional teams at both senior management, planning initiative and

project team level. Corporate Project Management Framework

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UTILITIES & ENVIRO PROT.(Water Infrastructure)

TRANSPORTATION(Transportation Infrastructure)

ENHANCED PMO – CP&B(Facilities)

OTHER CAP & OP PROJECTS(various, no formal PMO) CORPORATE

Multi-Dept Projects

INFORMATION TECHNOLOGY

CORPORATE PM CENTREASSET MGMT & CW

(Infrastructure Services)

Corporate PM Policy & Framework

CPM Strategy

Corporate PM Network

Organizing the Team

NEW PMO – CS&PS(non-facility projects)

Support Functions Integrated Risk MgmtEngage

FinanceSupply

Mgmt

Law

Corporate Engineering

HR

DEPT PM OFFICESPM ADVISORYCOMMITTEE

Infrastructure Services

Transportation Infrastructure

Water Infrastructure

Facilities Infrastructure

CS&PS Infrastructure

IT

Other

IT

Partners

CorporateDirection

Deliver

Strategic Alignment

Support

TacticsMentors

Peers

Manage

Communication

Spend $6.1B wisely

Look after our

people

Mgmt Excellenc

e

CorporateWar

Room

Solid PM

Capacity

Support Busines

s

PartnerRelations

Key Results

LIM

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Organizing the Team

Micro Organizational Structure – Project Level

Cross Functional Teams Complex Problems

Integrated Teams Owners, Planners, Designers, Builders, Operators

Pro active involvement of our industry partners. Project charters that include organizational structure,

roles and responsibilities (RACI) and decision making process.

Clear project manager role and responsibility.

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Planning the Work

Typical Project Lifecycle (next slide) Planning within the Project Lifecycle (following slide)

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Planning the Work

Doesn’t seem too complex

CO

MP

LE

XI

TY

Wiser

I want out of this project!

It’s Useless wisdom

… becauseI’ll never do

another project just like this one

Typical Project Lifecycle

BUT

TIMEstart end

cut this

… this piece is not important … if I had known ...

focus on whatthat person wants ...

CRISISTypical Project Lifecycle

GettingTougher

Objective – Drive down the complexity and increase project performance.

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Final Accept’nce

Reporting

Right Projects

Right PM

Risk/ReturnAssessment

Strategic Intent

Select Better

Strategic Align’t Test

ConceptCharter

IntegratedRisk Mgmt

Council Plan

Multi YearBudgets

Cap. Budg.Framework

BusinessPlans

Plan Better

QualityCheck

Program Charter

DeliverBetter

Project Charter

Govern & Manage

PublicEngagem’t

ExecutionPlan

ContractorSelection

Wrap Up Plan

Risk Mgmt

Lessons WeLearn

Right Sponsor

ContractingStrategy

Right Stakeholders

ContractExecution

ContractCompletion

ConsultantSelection

Commun.Plan

CorporateStandards

Execution Closure

Risk Planning

StrategizeBetter

Right Team

InitiateBetter

Industry Relations

ResponsibilityMatrix

ContractorPrequal.

Account-ability

OperationsInterface

OperationsInterface

CorporateInterface

OperationsInterface

Planning the Work

CorporateAsset Mgmt

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Planning the Work

Program Charters and Project Charters

What is the problem you are trying to solve!!! Scope and Priorities Emphasis and Alignment (Priority Triangle) Key Results and Deliverables Sequence (3D Schedule not Typical Project Schedule) Schedule – PLO Estimates Risk Matrix

Impact and Likelihood Manage the Risks

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Key Messages Be Intentional:

Clear Model For A City & Quality of Life Undistorted Governance Model For Decision Making Select Projects That Delivery On Quality of Life Clear Plan Deliver – up front Clear Risks & Mitigation Decisions – up front

Stay Focused: Quality of Life Over The Lifecycle Bridge Silos (technical, financial, environmental) Avoids building the “accidental city” “People Centric” Design Vision Respects The Environment

Measure It Deliver of what “people really want” not just accept