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Project Delivery & Controls Re-engineering

Program Delivery & Project Controls Framework

    • 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
    • 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
    • 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


9th largest transit system in the U.S.

Serving 500,000 passengers daily, 48 miles of service coverage

Annual capital program of $175 m - $200 m

50+ capital projects at any time