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

112 Pages·1991·5.8 MB·English

by  New York State Department of Transportation

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
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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
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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.
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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.
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