Protecting the Waters of the State What is GCA Political Subdivision of the state Established 1969 Governed by a 9 member appointed Board of Directors Can operate statewide Fully funded by services provided ID: 1027467
Download Presentation The PPT/PDF document "Controlling Project Cost and Schedule" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
1. Controlling Project Cost and ScheduleProtecting the Waters of the State…
2. What is GCAPolitical Subdivision of the stateEstablished 1969Governed by a 9 member appointed Board of DirectorsCan operate statewideFully funded by services providedNo ad valorem taxesMissionProtecting the waters of the State of Texas through environmentally sound and economically feasible regional waste management practices
3. GCA OperationsOwn and operate 4 regional industrial wastewater treatment facilities ~90 industries 50 mgdBlackhawk Facility is a regional municipal wastewater treatment facilityPOTW so operate a pretreatment programOdessa Facility supplies treated wastewater for O&G water supply
4. How to Produce a Poor Project OutcomeLack of Clear Project ObjectivesWeak Project Management ProcessesPoor Change ManagementAmbiguity in Bid Package
5. “Benefits” of a Poor Project Outcome Excessive Contractor Change Orders $$Project Delays $$Contractor Disputes $$$Attorney Fees $$$$
6. Avoiding a Poor Project Outcome
7. Basic Elements of a ProjectScopeScheduleBudgetAll exist in equilibrium- changing one changes the other twoKey to maintaining Schedule and Budget is to define Scope early and control of Scope to the extent possible
8. How GCA Avoids a Poor Project OutcomeFormal Project Management Process that Requires:Clear Project ObjectivesInclusive Project TeamSpecific Project Deliverables to Avoid Ambiguity in Bid DocumentsStrong Change Management Process
9. GCA Project Work Process (Stage/Gate)Project is broken up in to clearly defined stages of workEach stage has specific expectation that need to be addressed before progressing to next stageProgression to next stage requires senior management approval
10. Project ObjectivesDefines what is the expected project result not what to build.What problem(s) will this project address?What are the expected performance outcomes?What is the required project delivery date?What are the know constraints?
11. Project Objectives- All Projects Must Address Core ValuesSafetyReliabilityComplianceCost EffectivenessOperabilityMaintainability
12. Project Objective ExampleProvide a disinfection system upgrade to meet the new regulatory limits System to be in compliant operation by November 1, 2022The system must be installed on the current plant site but not include the area reserved for future treatment expansionThe system must be expandable to meet future planned capacityThe system must be installed without interruption of operationsThe system must not include gaseous chlorine or other potential off site vapor release hazardsMinimize operational and maintenance complexity.Control of capital cost is more important than operational cost
13. Project Execution ProcessStrong Project ManagerAuthority to control the projectClear delineation of rolesInclusive Project TeamReport to PM for project workProvide communication between the project team and respective area of representation
14. GCA Project Work Process- Project TeamProject ManagerProject EngineerFacility Representative (Operations & Maintenance)Compliance RepresentativeEngineering ConsultantsOther staff as necessary (Safety, Reliability, QA/QC Reviewers, etc.)
15. GCA Project Work Process Stages
16. Key Stage DeliverablesStage 0- Needs IdentificationClear objectives and preliminary justification.Stage 1- Planning Studies/Technology SelectionDefine initial Basis of DesignEvaluation and selection of technology to meet objectives
17. Key Stage DeliverablesStage 2Process configuration, layout and key equipment needsUpdated cost estimatePermitting requirementsEquipment delivery issuesUtility needsPlan of how to address obstacles to completion.Initial Transition Plan
18. Key Stage DeliverablesStage 3- Detail DesignBid PackageDetail of how to construct the projectComplete specificationsThe more detailed the bid package the more likely to be able to build a partnership with the contractor rather than an adversarial relationshipWe use Best Value bid evaluation processAssure compliance with GCA standardsUpdated cost estimateUpdated Transition PlanStartup and Commissioning PlanIdentification of construction risks and associated costsProject turnover requirements
19. Key Stage DeliverablesStage 4- ConstructionComplete construction of the projectCareful review of contractor submittalAssurance of meeting design package requirementsMaintaining up to date as-builts Stage 5- CommissioningProject team verifies work is ready for turnover to operationsComplete Turnover Packages including warrantee documentsAll manuals and as-builts up to dateStage 6- StartupTraining and support to operationsComplete PSSR
20. Change ManagementKey element in maintaining cost and schedule targetsAll projects will requires some changes due to unforeseen weather or site conditionsHaving a formal change management process valuable tool to meeting cost and schedule targetsAvoid Scope Creep
21. Scope Creep
22. GCA Change Management ProcessKey elements approved in one stage require formal approval to be changed in subsequent stagesGuidelines for approval are defined in PWP documentationTwo types of changes Project ChangesScope Changes
23. Project ChangesAllows changes to completed work under certain conditionsNeeded to meet Project ObjectivesNeeded for to meet a safety requirementNeed to meet a regulatory requirement Change goes through Project Manager’s chain of commandRequires justification of one of the aboveRequires definition of cost and schedule impact
24. Scope ChangeA change request that is not a Project ChangeChange is approved through Facility Operations chain of commandAll Scope Changes require General Manager approvalRequires technical and cost/schedule evaluation by Project Management TeamApproval provides a change to the project budget and schedule
25. SummaryA Formal Project Management Process can improve your ability to meet cost and schedule targetsKey elements of good project management process include:Clear Project ObjectivesInclusive Project TeamSpecific Project Deliverables to Avoid Ambiguity in Bid DocumentsStrong Change Management Process