Program Delivery & Project Controls Framework
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- Authority’s portfolio of capital projects anticipated to change in next several years, i.e., lower budgets; several small improvement projects instead of few large new infrastructure projects; shift in utilization of GEC contractors v.s. in-house staff for Capital Project Management
- Authority launched initiatives to
- establish in-house Program Controls Group
- reduce project controls support costs
- develop in-house capability and capacity
- improve project management efficiency
- re-engineer and integrate Capital Project Management processes including CIP Planning, Grants Management, Project Budgeting, Procurement through Project Execution, Expenditure Tracking and Grant Billing
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- Strategy – Define objectives for new Office of Project Controls; Develop Organizational Model, Job Design, Operating Budget, Training Plan, and; Develop Organizational Change Management Plan
- Operations – Assess Authority’s Capital Program Control Practices, Review GEC Support Model, Document current state of practice, Develop Business Requirements for re-engineered Program Controls function; Conduct Gap Analysis for processes, practices, and information systems
- Implementation of new project controls organization; new project delivery governance structure; and enhanced project scoping and screening process including detailed and accurate definitions of project scope, schedules, cost estimates and cash-flow models; recommendations for streamlining Authority’s procurement, contract management and project close-out processes
- Implementation of tools and technology to support CIP programming decisions, i.e., scoping and screening, project prioritization, and project selection
- Extend the implementation of Oracle Primavera P6 to support cost loaded schedules, implement Oracle Primavera Contract Management
- Support Authority in preparing CIP for the first year using modernized practices, processes and systems
- Support transitioning of outsourced functions to in-house management including organization and capacity building and executive acceptance
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- Increased efficiency in delivering the CIP thorough improved project budget and schedule predictability
- Improved timeliness and accuracy of management information
- Quicker closeout of projects through improved document management and document controls
- Tools for supporting structured project delivery governance framework to drive program execution
- Right-sizing of the Authority’s project delivery team with the requisite skills, capacity and tools to deliver the program
