using web-based collaborative tools to successfully manage a $2.4 billion wastewater cip
DESCRIPTION
CMAA Water Summit 2010. Using Web-Based Collaborative Tools to Successfully Manage a $2.4 Billion Wastewater CIP. Presented by Frank Collins and Dave Ludwin PARSONS. Case Study OCSD CIP Budget $2.4 Billion. OCSD Treatment Plant No. 2 Huntington Beach. OCSD Reclamation - PowerPoint PPT PresentationTRANSCRIPT
Using Web-Based Collaborative Tools toSuccessfully Manage a $2.4 Billion
Wastewater CIP
CMAA Water Summit 2010
Presented byFrank Collins and Dave Ludwin
PARSONS
OCSD Reclamation Plant No. 1
Fountain Valley
OCSD Treatment Plant No. 2
Huntington Beach
Case StudyOCSD CIP Budget $2.4 Billion
OCSD CIP Budget $2.4 Billion
18%
46%
25%
8%
3%
Expanding SecondaryTreatment Systems
$422.2 M
Treatment PlantsRehab / Upgrade
$1.1 Billion
Collections Systems$584.7 M
Water ReclamationGWR System
$179.3 M
Coop. Projects /Conservation
$79.5 M
Program Challenges
Validate Program Establish Program Timing and Priorities Standardize and Centralize Reporting Standardize Mgmt/Engr Procedures Identify Resource/Staffing Requirements Formalize Project Communication
Program Approach Reorganized Engineering Department
Establish Project Management Office (PMO)
Standardized Project Delivery/Reporting Establish 6-phase project life cycle Standard Mgmt/Engr Process and Procedures Standardize Monthly & Quarterly Reporting
Bring on PM Consultant Provide Standardized Program Controls Provide Supplemental Resources
Director ofEngineering
PlanningManager
Project MgmtOffice
Manager
Engineering& Construction
Manager
Planners Environmental
Scientists GIS Techs Doc Control
Project Mgrs PC Analysts Schedulers Estimators Admin Assts
Project Engrs Elec / I&C Engrs Resident Engrs Inspectors Commissioning Const Doc Control Project Assts
ConsultantProgramManager
Engineering Department Reorganization
Capital Project Management Life Cycle
Commission Close-outPreliminary Design Design
Phase 3 Phase 4Project
Development
Phase 1
Phase 2 Phase 5 Phase 6Construction & Installation
Gate 5
Gate 1
Gate 2
Gate 3
Gate 4
Gate 6
Gate 7
Gate 8
Work Breakdown Structure
Key Performance IndicatorPercent Expended Budget vs. Actual
99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09$0 M
$100 M
$200 M
$300 M
$400 MBudgetActuals
Fiscal Year
60% 70%84%
82%98%
97%
108% 109% 98%
85%GOAL 90%
Key Performance IndicatorNon-Construction Cost
02-03 03-04 04-05 05-06 06-07 07-08 08-090%
10%
20%
30%
40%
50%
Fiscal YearCurrent
GOAL 35%
Secondary Treatment ExpansionSix EPA Consent Decree Milestones
JOB NO. MILESTONES DUE DATE
P1-76 Construction Plant 1 Trickling Filters 3-15-06
P1-102 Advertise for Bid of Plant 1 AS System 11-15-06
P2-90 Advertise for Bid Plant 2 Trickling Filters 1-15-07
P2-74 Rehab of Plant 2 AS System 1-15-09
75% P2-90 Construction Plant 2 Trickling Filters 2-15-11
70% P1-102 Construction Plant 1 AS System 11-15-12
Full compliance with permit 12-31-12
ProgramControlsSystem
hardcopy evolving to web-based
Program Controls System (PCS) Architecture
Schedule Mgmt(Primavera)
FinancialInformation
System
EngineeringDocument Mgmt
(Filenet)
ConstructionDocument Mgmt(Contract Manager)
Cost & SchedulePerformance
Reports
PCS Monthly Update Cycle
Schedule & CostData Posted for
Reporting
Performance & Trend Analysis
Corrective Action
Actual Costs Posted in Accounting System
PM Updates Schedule and
Checklist
Actual Costs Transferred to PCS
Project Mgrs Review Actual Costs & Update
Projects
PM’s Prepare Cost & Schedule
Narrative
Project Progress Reports
Published
Close-Out Process
Welcome Dean Fisher
Benefits of PCS and Dashboard Helps PM’s organize and set goals Tracks performance Facilitates change control Provides timely communication of status, risk,
and project issues Integrates financial, resources and schedule Centralizes information and reporting
Dave Ludwin(626) 440-3918
Frank Collins(858) 342-9183
Questions ?
MASTER CALENDAROut-of-Service
Forecasts
ProposedScheduleDecision Intelligence:• Operation / EquipRequirements
• Risk Factors• Staffing Needs
Out-of-Service Tracking Module
Contractors• Construction / Shutdown Schedules
• Future Project Schedules
O&M Staff• CMMS –Mntc. Shutdowns
• Planned Outages• Testing Schedules• Collection System Reroutes
Alerts, Reports,Process Equip.
SchedulesUnplanned• Weather, etc.
Daily Schedule Inputs
Daily Task Force Reviewnecessary revisions to schedule
GOAL: Nonstop treatment plant operations during construction
Major Construction at Both Treatment Plants
NEED: Continual communication and planning betweenConstruction and O&M
Coordinating constructionand O&M schedules
Treatment plantskept operational
Managing facility constraints
Project interface within CIP
Managing conflicts
Benefits of Tracking Tool
