implementing unifier at a $5b facilities capital ... capital improvement program ... –based upon...

Session ID:

Prepared by:

Implementing Unifier at a $5B

Facilities Capital Improvement

Program

We’re Live from San Diego!

Transitioning from PCM to Unifier

What’s Happening and What’s Next

10694

Joel Splittgerber - AECOM

Dr. Daniel Williams - Calance

Agenda

– Introductions

– Overview of San Diego Unified and the Capital Bond

Programs

– Our Vision– Create a state of the art program

management system

– Current State of Unifier at San Diego Unified

– Key Considerations when implementing

– Unifier and P6 – the vision

– Selected Business Processes

– Check Integration Unifier / Gateway /PeopleSoft

– What’s Next

– Q&A

2

Joel Splittgerber – AECOM – Unifier

Implementation Coordinator

• Background

Navy Veteran of 26 Years

San Onofre Power Plant – Engineering Scheduler

Navy Clean Contract at North Island, CA – Cost Schedule Engineer

• Recent Experience

San Diego Unified School District – Prop. MM Schedule Manager $1.51B

San Diego Unified School District – Prop. S Program Controls Manager $2.1B

Prop. Z Program Controls Manager $2.8B

• [email protected]

3

mailto:[email protected]

San Diego Unified: Quality

Schools in Every Neighborhood

New performing arts center at Creative Performing and Media Arts Middle School

San Diego Unified Facts

• San Diego Unified School District

– Second largest district in California

– 226 Educational Facilities

– More than 131,000 students K-12 Grades

– Diverse Population – 15 ethnic groups and

more than 60 languages and dialects

• Three capital bond programs since 1998

• Prop MM - $1.5B 1998 -2008

• Prop. S - $2.1B 2008 – 2028

• Prop. Z - $2.8B 2012 – 2028

• State matching grants of about $750M

6

First School at San Diego

Our Vision

• Vision: Capture stake holders ideas to create a

state of the art program and project management

system

– Design for 15 years use case

– Integrate with related district systems

– Improve business processes and improve efficiencies

– Track Facilities Inventory and Condition of District

Campuses

7

Unifier Implementation – What success

looks like for San Diego Unified

8

Accountability: Bring all

stakeholders into processes

Maximize the ability to

approve items electronically

Enter data once and report many times

Audit compliance and

Reporting according to

state and local requirements

Integrate existing data sources with

Unifier

Transparency: Protect the taxpayer’s investment

Maximize the user adoption:

Mobile applications

Simplicity

Meet user’s needs

San Diego Unified Transition from

Primavera Contract Management (PCM)

• Why transition to Unifier from PCM?

• PCM development and support is waning

• PCM does not meet an “owner’s” needs

• Many customizations made to PCM

• Increase efficiency

• Reduce paperwork

• Increase accountability

• Track Scope, Cost and Schedule in

one system

– Improved integration with existing systems

9

The Challenge:

Making the Transition

PCM to Unifier

San Diego Unified Transition from

Primavera Contract Management (PCM)

11

• January 2015 Business Process Design started

• Design with UAT March to September

• “Stress Test” in late September

• October 2015 Go-Live

• 462 projects migrated

• Over 180 new projects created since Go-Live

• 41 Pilot projects began construction

• Project Delivery BPs tested

• All new construction projects managed in Unifier

• Over 900 projects now in Unifier. Total will exceed 2000

Credits: Collaborative effort

• San Diego Unified team

– Lee Dulgeroff, Chief of Facilities

– George Harris, Director of Fiscal Controls and

Information Systems

• Over 40 Subject Matter Experts

– Project Management

– Contracts Management

– Construction Management

– Financial Controls

• IT team

• Gafcon partners

• Enstoa Team

• Calance

12

Current State

• Private Cloud – On Premises

• Managers developed according to district requirements– Cost, Document, Schedule

• Business Processes and related reports by function on the left navigation pane:• Project Execution

• Cost Control

• Contracts

• Construction Management

• Over 80 business processes completed

• 100’s of forms and reports

• Project Dashboards

• 20+ BPs in design

• Over 400 users – internal / external

13

Key Considerations

• How are projects budgeted?

– Yearly allocations

– Based upon multi-year revenue streams

• Need to track cash flow? Commitment Plan?

• Who will be involved as users?

– Project Team

– Procurement and Contract Management

– Accounts Payable

– Architects, Construction Firms

• How are budget allocated?

– Who approves? Accounting requirements?

14

Key Considerations

• Cost Manager - What level of budget control?

• Project / WBS or Line item?

• Business Processes will fail if rules aren’t followed

• How are estimated commitments handled?

– Approval required / level of detail in estimates

• What level of commitment control?

– Based upon cost sheet control (Project / WBS / Line item

– Rule: Exceed the Contract or the SOV line item?

• Vendors involved in payment process?

– Paper or electronic? Digital signatures?

• Efficiencies to be gained?

– Integrations with payment system

– Share information with other systems

15

P6 / Unifier – Cash flow / Planning

• Our Requirement: Project planning over multiple fiscal years / based upon bond issuance amounts

– Accurate cash flow allows reliable predictor to:

» Schedule bond issuances / required amounts

» Inform the county treasurer on when / how much will be expended

– Delivers reliable reporting to the public on what type of work and how much will be spent on the school facilities

• Budget Control: Project based

• Cost Sheet – WBS Segments:– Dept_ID-Scope-Account-Extended-Activity ID

– Campus-Bond-hard / soft – Type of work – P6 schedule

• All Budgets and commits are coded to specific WBS segments – based upon district accounting requirements / P6 activities

• CBS is then aligned to respective P6 schedule activities

– CBS at the resource level allows multiple WBS costs at a single activity

– Cash flow reporting is then developed from P6

16

Unifier Cost Sheet

Cost Sheet – WBS Code Structure

17

P6 Activity with Resource Loading from Unifier

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Cost Loading from P6

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Project Execution BPs

• Ten Business Processes developed that

allow the project management team to

assign resources and request services

• Project team assignment

• Request for services from district’s

maintenance team

• Request various services

• First PeopleSoft Integrated solution

• Check Request

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Calance and SDUSD

• 2011 Phase 1

– Copy Contract

– Generate Payment

– Send Certified Payments

– Contractor Payment Entry

• 2012 Phase 2

– P6 and PCM

• Budgets/Planned Costs

• Actuals

• Committed/Cost at Completion

• 2015 Unifier/PeopleSoft

– Check Requests to PeopleSoft Vouchers

Check Request – Integrated with PeopleSoft

• Sent to PeopleSoft via Gateway on a nightly basis

• Gateway performs check against PeopleSoft:

• Budget check / Account Strings

• Invoice #

• Invoice Date

• Vendor validation

• If checks fail then the check request is placed in a

holding step in Unifier until the invalid items are

corrected

• Accounts Payable receives check request in

PeopleSoft

• A/P approves and Check is prepared

• PeopleSoft updates Unifier with payment details

22

Check Request – Integrated with PeopleSoft –Approved via the Unifier Workflow

23

Gateway: Architecture

Gateway – Connectors

Custom and Out of the Box

Custom for Unifier and PeopleSoft


Flows of data


Synchronization = Integration


Sync Logs


Specific Log messages for certain Steps in the Flow


Hooking into the Messaging for useful communications

Gateway: Check Request Integration

Better messaging – right in Unifier!

Cost Control BPs

Eight Business Processes to manage costs

• Budget Allocation

• Preliminary Budget

• Original Budget

• Record of Change

• Budget Trends

• Estimating Tools

• Project estimate (soft costs)

• Construction estimate (hard costs)

• General Spends

• Allow capture of expenditures not generated

directly from Unifier

31

Construction Management

• Business processes to manage

the construction work

• Architects and GCs are involved

• Project Inspector manages daily

reporting, non-compliance, Safety

• CM manages contactor

• Meeting minutes

• Dunning letters

• Document Controls files / catalogs

documents

• Start up to closeout

32

Contract Management

• Business processes to manage all

aspects of contracts

• Master contracts

• NTPs for work

• Purchase Orders

• Payment application

• Change Orders

• Claims Management

33

What’s Next?: Complete transition to

Unifier

• Over 2000 projects to migrate – Attend

tomorrow’s 9:15 a.m. session for details:

• Future

• Historical

• Budgets / estimates / purchase orders /

payments

• Connect with District’s Data Warehouse

• State of the art reporting / dashboards

• Add Facilities Condition Assessment / Index

tracking with FMRE Configurable Managers

• Add Business Processes as needed

34

What’s Next?: Integrate with Existing

Systems

• PeopleSoft (financial system of record)

Unifier drives the majority of the processes

PeopleSoft provides confirmation for payment

Procurement / Finance / Facilities primary

stakeholders

• Share information and update:

TMA (Computerized Maintenance

Management System)

Archibus – drawings and building inventory

SharePoint – project documents shared with

architects

35

Cost Control – Preliminary budget BP

• Project Manager estimates costs

• Costs are posted to cost sheet under Preliminary

Budget

• Once PM is ready to proceed with request for

approval a budget request is auto-created

• After budget request is approved the costs appear

under the Original Budget column

• A project estimate document is auto-generated and

the Cost at Completion column is updated

• The PM then can update their project estimates as

needed with all estimate history

36


• PM Enters Cost Estimate – Sends through

calculator

37


• Estimate values are distributed to Line Item details to

WBS

38


• PM then routes via Unifier for approval:

• Once approved the Original Budget and Project

Estimate is created

• Cost Sheet Populated

39

Cost Control BPs – Construction Estimate Creates Purchase

Order Schedule of Values

• Construction Estimate includes:

– WBS Code – aligns to PeopleSoft / P6 Activity Coding

– Bid Item Description, Allowances, Ad-Alts

– Building Information, locations, Uniformat II etc.

– Fully burdened costs per line

– May be hand entered or imported

– Updated based upon phasing deliverables

40

Cost Control BPs – Construction Estimate Workflow

41

Construction Estimate Creates Purchase

Order

• Final Approved Bid Estimate Stores estimate and

autocreates the Unifier Purchase Order / SOV

• Costs are adjusted based upon the low bidders

costs and made ready for payment

42


• Project Manager estimates costs

• Costs are posted to cost sheet under Preliminary

Budget

• Once PM is ready to proceed with request for

approval a budget request is auto-created

• After budget request is approved the costs appear

under the Original Budget column

• A project estimate document is auto-generated and

the Cost at Completion column is updated

• The PM then can update their project estimates as

needed with all estimate history

43


• PM Enters Cost Estimate – Sends through

calculator

44


• Estimate values are distributed to Line Item details to

WBS

45


• PM then routes via Unifier for approval:

• Once approved the Original Budget and Project

Estimate is created

• Cost Sheet Populated

46

Cost Control BPs – Construction Estimate Creates Purchase

Order Schedule of Values

• Construction Estimate includes:

– WBS Code – aligns to PeopleSoft / P6 Activity Coding

– Bid Item Description, Allowances, Ad-Alts

– Building Information, locations, Uniformat II etc.

– Fully burdened costs per line

– May be hand entered or imported

– Updated based upon phasing deliverables

47

Cost Control BPs – Construction Estimate Workflow

48

Construction Estimate Creates Purchase

Order

• Final Approved Bid Estimate Stores estimate and

autocreates the Unifier Purchase Order / SOV

• Costs are adjusted based upon the low bidders

costs and made ready for payment

49

Questions?

Joel Splittgerber – joel [email protected]

Dr. Daniel Williams – [email protected]

implementing unifier at a $5b facilities capital ... capital improvement program ... –based upon...

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