Over the last few years, the Washington State Department of Transportation (WSDOT) has created this set of project management tools and processes for project managers and team members. WSDOT's project management process is the backbone for project managers to effectively and efficiently deliver projects on time and within scope and budget.
Executive Order E 1032.01
The Washington State Department of Transportation (WSDOT) has refined its project management process for delivering Capital Transportation projects. This process includes "best practices", tools, templates, and examples and will enhance the communication process for both pre-construction and construction project management. Read more ...
Executive Order E 1042.00
The Washington State Department of Transportation (WSDOT) has implemented the Project Management and Reporting System (PMRS) including the project Electronic Content Management (ECM) system to assist with managing and reporting the status of Capital Transportation Project delivery. This policy supplements Executive Order E 1032.01 Project Management dated July 1, 2008. Read more ...
Project Management
The WSDOT has adopted as a standard practice a process to manage projects and provide a method to meet the WSDOT Management Principles.
WSDOT's project management process requires the application of skills, knowledge, tools, and techniques to deliver the project on time, within budget, and according to specifications. There are proven industry standards for project management, such as the Project Management Body of Knowledge (PMBOK) through the Project Management Institute (PMI). The project management process, as adopted by WSDOT, is based upon those industry standards.
Project Delivery Information System (PDIS)
The Project Delivery Information System (PDIS) is the WSDOT agency-wide, project delivery information system that supports delivery of Capital Improvement Preservation Program (CIPP) projects. It works within WSDOT’s project management process for effective and efficient project delivery.
PDIS, as it exists today, provides a pivotal tool for the development of project schedules that can be effectively used on individual projects and can also be compared and/or rolled up for office, region, and agency-level use. One of the most important features developed and implemented to date is the Master Deliverables List (MDL). The MDL provides a common starting point for the development of schedules, and ensures consistency in terminology for project deliverables.
The future of PDIS includes more comprehensive and easier access to project-related data across the board, improving project communication for both internal and external audiences.
Cost Risk Assessment & Cost Estimate Validation Process
Cost Risk Assessment (CRA) is a term used to describe a broad program of risk-based assessment being conducted within Washington State Department of Transportation. CRA is also a term that describes a workshop process similar but less intense than a Cost Estimate Validation Process.
Cost Estimate Validation Process (CEVP®) is an intense workshop in which a team of top engineers and risk managers from local and national private firms and public agencies examine a transportation project and review project details with WSDOT engineers.
Value Engineering
Value Engineering is a process that breaks components of a project into functions. A team of experts meets for three to five days during the project development process to identify solutions that will satisfy the functions. Value Engineering teams start with a small group of experts in the required disciplines (Design, Construction, Bridge, Environmental, Maintenance). Then we add partners from outside such as WSDOT, cities, counties, other agencies, outside funding sources, and permitting agencies.
Value Engineering has been successful on complex projects with interchanges, major structures, new alignments, extensive traffic control, or unusually high cost. Value Engineering has not been beneficial on small, simple projects, such as paving projects. Value Engineering success has not come by changing the scope or design; it has often come from removing constraints or drivers set by others. WSDOT has been using this tool since 1987.
Project Management Training
There are currently three WSDOT project management courses.
Project Control and Reporting
WSDOT’s Project Control and Reporting Office monitors, tracks and reports the delivery of Washington State’s Capital Construction Programs. As steward of Washington’s transportation capital program and its resources, the Department of Transportation is committed to managing and delivering each project funded by the legislature as scoped, on time and within budget.
Innovative Project Delivery
The Innovative Project Delivery (IPD) office assesses project delivery needs through review of project lists, schedules, and by attending regional project review meetings. IPD identify gaps or barriers to on-time, on budget delivery, and develop and implement innovative project delivery approaches.
Some current projects include:
IPD focuses on areas for improvement where organizational or process change will have the largest positive impact on our ability to deliver projects on time and on budget. IPD draws upon existing resources to the extent possible, relying on regions to maintain ownership of their methods and improvements. IPD shares information, and provide opportunities for others to share information that will increase ability to innovate quickly. IPD maintains a philosophy and approach that is positive, urgent, and out-of-the box while we find ways to bust the bureaucracy, make schedules happen, take appropriate risks, and make decisions with the best interest of the projects in mind.