PROJECT MANAGEMENT HANDBOOK - Georgia

1 1 PROJECT Manager HANDBOOK Stat STATE OF Georgia DEPARTMENT OF TRANSPORTATION 2012 PROJECT MANAGEMENT HANDBOOK OFFICE OF PROGRAM DELIVERY 2 PROJECT Manager HANDBOOK This document was developed as part of the continuing effort to provide guidance within the Georgia Department of Transportation in fulfilling its mission to provide a safe, efficient, and sustainable transportation system through dedicated teamwork and responsible leadership supporting economic development, environmental sensitivity and improved quality of life. This document is not intended to establish policy within the Department, but to provide guidance in adhering to the policies of the Department.

2 Your comments, suggestions, and ideas for improvements are welcomed. Please send comments to: The Office of Program Delivery Georgia Department of Transportation One Georgia Center 600 W. Peachtree Street, 25th Floor Atlanta, Georgia 30308 DISCLAIMER The Georgia Department of Transportation maintains this printable PM Manual document and is solely responsible for ensuring that it is equivalent to the approved Department guidelines. 3 PROJECT Manager HANDBOOK TABLE OF CONTENTS Chapter 1. General Overview Chapter 2. PROJECT MANAGEMENT Definitions Chapter 3. PROJECT MANAGEMENT Overview Chapter 4. Schedules Chapter 5. The Programs and Their Budgets Chapter 6.

3 Consultants and Invoicing Chapter 7. Legal Matters Chapter 8. PROJECT Team Initiation Process (PTIP) Chapter 9. Concept Stage Chapter 10. Preliminary Design Chapter 11. Final Design Chapter 12. Design Guideline Exceptions / Variances Chapter 13. Construction Appendix A. PROJECT White Paper Appendix B. Internal PROJECT Manager Expectations Appendix C. Conference Rooms in the General Office 4 PROJECT Manager HANDBOOK CHAPTER 1 GENERAL OVERVIEW The purpose of the PROJECT Manager HANDBOOK is to serve as a guide and resource tool for Georgia Department of Transportation PROJECT Managers. This HANDBOOK is an addendum to the guidance found in the GDOT Policies and Procedures, the Plan Development Process (PDP) and the Locally Administered PROJECT Manual (LAP), in addition to other manuals.

4 The PDP can be accessed by accessing the ROADS website under the Office of Policy and Support. The LAP can be accessed by accessing the external GDOT website and going to the Local Government tab. Other PROJECT Manager Guidance: The GDOT internal website, , has a variety of important links that give guidance on PROJECT Manager activities. This HANDBOOK will: 1. Ensure that PROJECT objectives are achieved as programmed 2. Guide the PROJECT team through the PROJECT delivery process 3. Develop dynamic interaction between team members and stakeholders 4. Identify, monitor and mitigate risks 5. Strengthen communication throughout the PROJECT s development 6.

5 Ensure continuity of PROJECT knowledge between phases through a single point of contact, documentation, reporting and communication 7. Utilize MANAGEMENT and PROJECT tools to ensure the PROJECT s success 5 PROJECT Manager HANDBOOK GDOT VISION Enhancing Georgia s Competitiveness Through Leadership in Transportation GDOT MISSION Georgia DOT provides a safe, connected and environmentally sensitive transportation system that enhances Georgia s economic competitiveness by working efficiently and communicating effectively to create strong partnerships. GDOT VALUES Flexible Open Committed Unified Successful GDOT STRATEGIC GOALS Making GDOT a better place to work will make GDOT a place that works better.

6 Making safety investments and improvements where the traveling public is most at risk. Taking care of what we have, in the most efficient way possible Planning and constructing the best set of mobility focused projects we can, on schedule. PROGRAM DELIVERY DELIVERING EXCELLENCE To provide PROJECT MANAGEMENT , Leadership, and Organizational Commitment by applying Engineering Principles and Coordinating Subject-Matter Expertise on the Construction Work Program by scoping projects, analyzing risk, identifying potential problems, defining solutions, meeting task and resource requirements, meeting schedules, maintaining budgets, and establishing stakeholder relationships, to achieve a high-quality and dependable product.

7 6 PROJECT Manager HANDBOOK OFFICE OF PROGRAM DELIVERY GOALS AND OBJECTIVES 1. Understand the role of the PROJECT Manager along with vital and dynamic responsibilities. 2. Complete all PROJECT tasks, contract phases and programmed projects within the budget. 3. Ensure that the scope of work complies with the original intent and established Justification Statement. 4. Foster and strengthen Team Building with Subject Matter Experts (SME s). 5. Enhance personal development through on-going training, seminars, and lectures. 6. Update TPROWEB regularly with comments from SME s and communicates the changes to provide team members and MANAGEMENT with accurate information in a timely manner.

8 7. Progressively improves the PROJECT Delivery time through the efficient use of PROJECT MANAGEMENT techniques, tracking tools and human resources. 8. Prepare cost estimates annually (at a minimum) and update according to milestones achieved for those projects funded in the CWP or with an active phase or if there is a major scope change. 9. Maintain the currently approved baseline schedules and if necessary recover when necessary to keep the overall PROJECT schedule accurate and online. 10. Measure progress for each PM related to the following six major PROJECT milestones: a. Preliminary Engineering Authorization b.

9 Concept Report Approval c. Preliminary Field Plan Review (PFPR) d. Environmental Document Approval e. Right of Way Authorization f. Final Field Plan Review (FFPR) g. Construction Authorization 11. Process and ensure approval of invoices within 30 calendar days of receipt. 12. Maintain a PROJECT diary documenting major decisions, meeting minutes, issues and action items for SME s and stakeholders associated with a chronological timeline. 13. Aid Procurement in the Scoping and Negotiation Phases. 14. Minimize the number of PROJECT Change Requests, Change Orders, and Supplemental Agreements. 15. Escalate important PROJECT MANAGEMENT issues utilizing the office hierarchy for approval.

10 16. Represent the Department in a positive manner in all situations. 7 PROJECT Manager HANDBOOK OFFICE OF PROGRAM DELIVERY ORGANIZATION AND ADMINISTRATION The Office of Program Delivery (OPD) was created in 2009 in the Georgia Department of Transportation to facilitate the projects from cradle to grave using established PROJECT MANAGEMENT practices. Administration Genetha Rice-Singleton, State Program Delivery Engineer (initials: GRS) Brad Saxon, Assistant State Program Delivery Engineer (initials: BWS) Albert Shelby, Assistant State Program Delivery Engineer (initials: AVS) Hiral Patel, , Assistant State Program Delivery Engineer (initials: HPP) Organizational Chart: THE PROGRAM The GDOT Program includes all the projects in the Statewide Transportation Improvement Plan (STIP) and the Construction Work Plan (CWP).