Executive Summary IPM Phase 1 Phase 2 IPM

Executive Summary: IPM Phase 1 & Phase 2 IPM Integrated Program Management Building Capacity and Expediting the Delivery of Projects City Council Presented by Ken Hall, IPM Program Manager, CH 2 M HILL 1

Additional Capacity Needed IPM Current Capacity Current and Future Project Delivery Demands $1. 8 billion over 5 yrs $1. 2 billion over 5 yrs 2

IPM The New Program Management Office (PMO) is the Home of IPM Effort Infrastructure ACM Program Management Office Water T/PW Planning & Devel. Program Management Office • Small size • Leadership & support function • Supports all capital projects city -wide • IPM Consultant Team is shortterm connection & support IPM High Profile Projects Project Delivery Improvements Program Controls PM Tools TRV IT Systems Integration Homelessness Program S. H. 121 Regional Transportation 3

Delivery Capacity IPM Four Phase Multi-Year Program to Increase Delivery Capacity 2008 2009 2010 2011 Where we are IPM Capacity Gains Current Project Delivery and Contractor Capacity Project Delivery Capacity Phase 1 - IPM Developed and Implemented Phase 2 - IPM fully integrated with internal systems Phase 3 - Peak project delivery capacity achieved Phase 4 Knowledge fully 4 transferred

IPM Estimated Implementation Cost Original Budget Est. Phase 1 $3. 8 million. Cost $3. 6 million Phase 2 $4. 5 million $4. 2 million Phase 3 $4. 5 million Phase 4 $1. 0 million * Investment less than 1% of construction value of projects Total represents$13. 8 million* to be expedited. 5

31% 25% Goal Participation thru Sep 2008 35% Commitment IPM Phase 1 IPM M/WBE Participation • CP&Y • Brunson Technical Associates • The Burrell Group • Ware 6

IPM Process Improvements Make Project Managers More Efficient and Effective Direct Project Management Activities Administrative Tasks Proactive/ Preventative Activities Reactive Activity/ Project Changes Today Capacity Gained Direct Project Management Activities Administrative Tasks Proactive/ Preventative Activities Reactive Activity/ Project Changes Future 7

IPM Phase 1 - Comparing Current Processes and Practices With Those Desired Current Processes Desired Processes Assessments Process Assessment Tool Analysis Identified Gaps or Improvement Areas 8

IPM Phase 1 - Prioritized Improvement Areas & Developed Solutions PM Roles & Responsibilities 9

IPM Phase 1 - Created City Teams to Develop Solutions Executive Steering Committee Primarily Dept. Directors Project Management Improvement Team IPM Consultant Team Project Mgmt System Strategy Project /Program Controls Project Planning Project Manager Roles & Responsibilities ROW/Easements Initial PMIT Sub. Teams CH 2 M HILL Chiang, Patel & Yerby Brunson Technical The Burrell Group Ware & Associates 10

IPM Phase 2 - Solutions Implemented, Evaluated & Improved Solutions Implementation • CPMS & IT system changes • Process streamlining • Contractual changes • Roles & responsibilities • Policy & procedure changes • Training & development Evaluation • New tools for project delivery • Capacity building 11

IPM Project Managers Help Deliver Projects During Changes • Consultant project managers assigned • 26 projects currently 2008 Bond Program West Rosedale Retrofit 12

IPM Accurate Schedules Are Key to Project Delivery Master Schedule • 2004 CIP • 2007 CC Created & Maintaining Over 1, 500 Schedules • 2008 CIP 13

IPM Sustainable Schedule Updates Provide Accurate Data Transition from City Updating Project Schedules to Contractors / Designers Updating Project Schedules Contractor s& Designers Schedule Schedu le Databa se Specificati on Up da te s City Review & Analysis CPMS $ 14

IPM Master Schedule Facilitates Distribution of Upcoming Bid Opportunities Hard Hat Zone E-newsletter Link Posted at www. fortworthgov. org/purch asing Master Advertisement Sched Better Quality Lower Cost Potential Bidders 15

IPM & SCDP Efforts Build Contractor Capacity & Increase Participation Coordination with Minority Chambers of Commerce and Contractor Organizations IPM Contractor Development Initiative IPM Small Contractor Development Program Participation • • Increase number of qualified contractors performing work • Improve processes for • contracting and delivery • Remove impediments • from current bidding process Referral All Contractors SCDP Increase participation opportunities through bonding & technical support Provide mentoring & hands-on assistance Provide subcontracting opportunities Small and M/WBE 16

IPM Master Schedule Identifies the Timing of Project Communication Needs Public Meeting Street Closure Council Update Milestone Celebration Public Meeting 17 Public Meeting Street Closure 17

IPM Phase 1 – Major Deliverables • Schedules • 1, 500 project schedules • Master schedule • Centralized database • • Staff development & training program New schedule specification Roles & responsibilities clarified Project Management IT System Strategy Plan • New approach to ROW / Easement 18

Building Fort Worth IPM Next Steps 19

IPM Next Steps üOctober 7 - ITC detailed briefing üOctober 21 - Council summary update q. October 28 - Phase 2 contract consideration q. November 3 - Begin Phase 2 20

Integrated Program Management IPM 21

Building Fort Worth IPM Integrated Program Management For more information contact: Doug Rademaker – Deputy Director, PMO (doug. rademaker@fortworthgov. org) Ken Hall – Program Manager (ken. hall@fortworthgov. org) 817. 313. 1576 Tanya Miro-Warren - General Program Information (tanya. miro@fortworthgov. org) 817. 392. 2305 22