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Procedure for managing projects: the new Capital Program and Project Management System for DOT: third working draft PDF

112 Pages·1991·5.8 MB·English
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Program and Project Management Improvement Task Force Procedure For Managing Projects The New Capital Program and Project Management System for DOT Third Working Draft New York State Department of Transportation PROCEDURE FOR MANAGING PROJECTS The New Capital Program and Project Management System for DOT THIRD WORKING DRAFT September 3, 1991 New York State Department of Transportation a iar i ml f mh rei ' Tl 2, fe ii j par - an bd a ae a rf wat Hes ) ey i a 7%: p Svb yt wight be a An OV eS ] ae we J ‘ ' ii a 4 a ’ i] ene \ i My Raa aoe : Oy a rd wi » ab 7 on s : v i] | eee ee ant U | Se ie ee mie ' a ‘ cs 7 7 » vit ———~ eae t P ; - * “2 i 73 " ‘e “a “} iy ' J P Nel " ersN Ae ‘a fine ; ; Mio ae? se (Pen vi4ks7 e e@ a yea et " a 2 ; . - AY: eset AoSe = ji rie * we bf a : “ve Mi - ) re é ‘; ’ uy a “ts Le ms CONTENTS THteroduction Re General Information A. Overview B. Guidelines Cc. Roles and Responsibilities D. Definitions E. Acronyms a Boe Steps in the Procedure A. Initiating the Project Be Starcanderne se roject Cc: ~Scopingscneseroyect Group A Projects Group B Projects Group C Projects D. Designing the Project o Preliminary Design o Detailed Design E. Letting the Project F. Constructing the Project G. Reviewing the Results III. Key Concepts and Documents A. PPM Project Process B. CSSQ Agreements and Changes to Them C. The Project Management Plan D. Project Cost Estimates E. Managing Projects of Statewide Significance 7 Py eae te Se ‘ % a : . sh 14 . ALAC et 7 ” i F > ios 7 a eteee wip ih y) T“4h 7% | wep . Th Ea “raid - al . REN, b oh ‘ i i= ayn i ey oie i hae ‘= A» ee aeL e as <5 M v 4 | : UF, “ai xt ' oi : : : eS j I . ¥ ’ * a +. . | ® « - ' Pe] . e ‘ s s - ‘ ~4 1 ~ 4 ah t ¥ . ; _ Petts add 14s 4, 8 Mpe v8 9 IRB ECTS Aare Sve! ie BI DsIos4 esq uer ew : | seoant~ e4r 5<2d 9r r~ @s= dies: tU ad i apn TW Lien), wl Rass >. CREO, Vieira fas G2 ~i~ >! a Sia, E' a e ‘ ' * rit ' nie ' * ' af lares 7wa teaa 9o8i aCGk hSaa E iMeE| SmeO |ee G elai s ed.r W i ; 2s iueet ear Introduction The project Management process involves planning, coordinating, monitoring; sand = controlling all itaspects! of capital projects from inception through project close out. Project management responsibilities include coordination ence cecisilon™ making Factions necessary fo. integrate all individual project jobs to create a capital project, and advance it within the constraints of a regional program. This’ procedure for managing projects is presented to involved in managing projects with general Breda on their roles in the project process. It is intended to assist them as they perform their duties in advancing capital projects through the Department's new project management system. arreom ae pSer o Jae ct d to the major stages in the general project process, serves as : I bor advancing projects and defining the relationships of parties involved in the process. When projects have unique aspects, the procedure should, of course, be modified as appropriate. a3 This Third Working Draft replaces the Second Working Draft and Amendment PP-1 and is to be used as’ the procedural basis for project management. The basic concepts of the program and project management system have not been changed imecnads SThind Working Pratt sbut details and lay-out have been refined based on a year's experience with progressing pilet projects using the Second Working Draft. ¢ _ 6 “7 ¥ + a4 . ‘ i““¢ fe os ; i ’ a oe e a 7 ‘ ‘ = re ’ j 7 > as % ‘¥ : ’ | . ” he a > ae [to)a ya e P_ ach,e a atmisld'i wav {-s )v it ‘22% ord Awet tal eot neSayt’a vr a a ye to Bitneges Iie pad Ltornog cae pakroszae ro geet) 2oetCorg sopotrs | poisaqesns “mow - (Jaiibrocs sbulagt eer ts fsdbantoase7 an se i,n - eisg z 2ad eeiil “MER Be> og: svorLine ‘ ‘Paitea soa¢buy He keer » 9ineed: ar” adot pees us'spotd Inadagey) ® ko. etieataney oat “AES cig 7 1f r oy rt LJ oF bBactnsseigq as eI Gal org patpenen 30%. ‘etubestitG:n e _ ~e ale AGS 7 . : gem, OE OSoTa palpegem ft BS) on B _ : pas Set BN. ae . it Ji '.22900%9 *oetoiqa sna Ml Seeice Baecs ag id =) 7 et ne oe a: pz of ub -t290 5 ae yous es mais ceae ty y‘ 6 betig ee aii 2 Seeeltedat ie cyuows | joss ko ta ladiqes eatoanibe aeo de va or | founere". ) aqinanotsaies edit pabatieh base *a2 ston. ‘patonavie upkig evad etlsefoid- wench w280012 of2.0 ii Rewkowds avisvonaleea son od. @atuoD Io” (bivods 9 whs20ng- ‘eda atooqag ie | iw) Saenrnaore ya ie iht c f ue = nal < (3310 partioW Saoees ‘odd sedetqes $3640 “gpaaos paul beev. ad ‘'ot.) at ipo % t= 35, Feembno mR ait to atqesno9: }osged erie, SHSMSpANE stI petborg ae ri y aia hp (fesid> aged Jon aver acters oTsi temav ERA side tec h* ¥Sfi tuo-yadi Baa eLieteh aud /W3e1T mtg 2as1904q agr epbhea rB2 O0N S sSLk jieneas o ebr i ao8adb s.i £h>aei a o rca$i 2a8a l I. GENERAL INFORMATION This chapter provides 1) 2=w of the procedures for managing projects, 2) SOormibne: giuse toheecthe procedures, of key managers, products and events 45 and! concepts, ) 435 aiwilist of used in this Manual, and Sa hear the roles and responsibilities of key participants. A. Overview The procedure for managing projects explains how to advance a project under the new capital program and project management system. After a project is identified and accepted for the program by the Regionai Director, a time for starting the project within the program's time frame is specified. When the project is started, the Regional Flanning and Program Manager (RPPM), depending on project nature and complexity and staff availability, either assigns a project manager directly from the RPPM group or recommends a project manager from a functional area to the Regional Director after consulting with the appropriate functional manager. More complicated projects are generally managed by project managers from the RPPM group, while less complicated projects are managed by project managers from within functional areas. Project managers are aiso responsible to their functionai manager for regular cduties. necessary to deliver thetproject /ovlhis hasstwo«dspects. this mea WBeI TChE TeArTe)} Cots pi This planning is documented ina project management planes, covering production responsibilities and specifying the roles of the major project participants, also known as job managers. Second, this means nw termnirem ties, eve 3 so that steps may be taken when needed to keep projects moving in accord with the project's , isis (CSSQ) Agreement, or amending or renegotiating the agreement as events dictate. A project may require more than one > A m during its life. Depending on the resources required to produce the project, up to three sequentially executed cCSSQ Agreements may be required. If, for example, resources needed to do project scoping are substantial, a cCSSQ Agreement for project scoping will be created to specify needed studies, hearings, and so forth. Similarly, there may be a further agreement for preliminary design work if that work is considerable and extensive. All projects will have at least one CSSQ Agreement to cover work from Getailed design through construction. Finally, the procedure provides information on several concepts and definitions new to the Department. Relatively detailed descriptions of Caso Agreements, Project Management Plans, and other concepts are provided in Chapter III. 3 = S FQ Acats mej 534 G a AUD ier Peary, mua

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