Presented by Billy Bobby Tun Son

Objectives

Project Management Knowledge Areas

Project Management Process Groups Using the Springfield Project to:
-Demonstrates project management practices and principles

-Assess the performance of the project using the project management knowledge areas and process groups

Project Management Knowledge Areas and Process Groups

Project Overview

The Springfield Interchange is in Virginia, 10 miles from Washington, D.C.

To improve traffic flow, the Virginia Department of Transportation rebuilt the interchange to make it safer for commuters
The Springfield Interchange Improvement is an eightyear, seven-phase construction project that began in 1999 and completed in 2007 The Virginia Department of Transportation (VDOT) was the administrator of the planning, design, right-of-way acquisition and construction. The total cost of the Project was $676 million

FHWA VDOT Project Manager

HNTB (Interchan ge Design)

Dewberry Davis and Bechtel (engineering services)

Public Relation

Safety Officer

Quality Assurance/ Quality Control

Project Finance

General Contractors

Direct Reporting Relationship Partnership

Project follows Design-Bid-Build

Shirley Contracting Company (phase 2,3,4)

Lane Construction Company (Phase 5)

Archer Western Contractor ltd (Phase 6,7)

Project Work Breakdown Structure

Level 1 WBS Project Team Project team selection Architect Engineer Project General Contractor General Contractor Selection Construction Budget and time Architect Engineering frame Design Design developm ent

Level 2 WBS

Phase 1

Phase 2 and 3

Phase 4

Phase 5

Phase 6 and 7

Level 3 WBS

Project manager

Architect selection

Engineer selection

Budget developm ent

Contract Bidding

Add fourth lane on I95

Public relation officer

Architectur Engineering Time line al design design and developm and completion ent completion

Add exit ramp from General I-95 contractor northboun selected d to Spring Mall Drive

safety officer

Budget and time line approval

Quality assurance and control Project Finance Duration (months) Cost (Million USD) 1 6 6 2 6 12

Complete Widen the Direct Enlarge the the I-395 access road overpass Complete ramp from southbound Rebuild the I- and overpass for I-495 the I-95 I-395 South and high 95/Route 644 bridges to westbound northbound to occupancy Interchange accommodate traffic to and local westbound vehicles higher traffic southbound ramps I-495 (HOV) flow I-95 roadway Construct I95 Old Keene Mill southbound Construct Road widened to Add third roadway ramp from 8 lanes from southbound from I-395 south Commerce lane to Capital to Beltway Street to Spring Loisdale Road Beltway to inner loop Road FranconiaSpringfield Parkway Old Keene Mill Improve Relocate Road widened to Amherst Capital 10 lanes from Avenue Beltway Spring Road to bridge outer loop I-95 Construct Add 3rd lane Franconia Road (turn-lane) over Loisdale southbound Road and from Spring Frontier Drive to Mall Dr to four lanes Newington Rd

24 133

47

35

47 106.6

General Contractor/ Company

HNTB

Dewberry Davis and Bechtel

178.5 95.5 Shirley Lane Shirley Contracting Company Contracting Constructio Company n Company

Archer Western Contractor ltd

Project Cost (in Million)

Construction and Design Cost Phase 1 Phase 2 & 3 Phase 4 Phase 5 Phase 6 & 7 12.3 133.0 178.5 95.5 106.6 525.9 45.0 28.0 6.0 71.1

Total Construction and Design Cost

Preliminary Engineering Congestion Management Springfield I Project Store Right-of-way Acquisition

Total Project Cost

676.0

Activity on Node
1 2 2.1 4 3 3.1 10 14 5 6 7 8 9 11 12 13 15

Project Analysis - Defining Stage

Main concerns:
Potential loss for local

Actions:
Held a series of

business owners and Commercial carriers

Execute a cost-

public hearing
Inputs helped to

effective project given the condition of the location

define the project scope

Created Congestion

Management Plan

Project Analysis - Defining Stage (cont)

Problems:
Lack of control over cost Politics slowed down

Actions:
Communication to

key stakeholders

project progress
Lack of risk management

Involve all parties in

decision making plan

Bad team work

Identify potential risks

Project Analysis - Planning Stage

Problems:
Inexperience project managers Lack of formal risk mitigation strategies Lack of formal support and procedures Lack of quality assurance program Politics Organizational structure

Project Analysis - Planning Stage (cont)

Actions:
Fine tuning project scope

Development of intervening programs

Attend to the needs of stakeholders Parallel Development Communication campaign

Project Analysis - Executing Stage

Problem:
Flawed cost estimation continued to affect

the project
Project schedule was delayed due to heavy

traffic and stringent safety requirements

Project Analysis - Executing Stage (cont)

Actions:
Recalculate cost estimation of the entire project

Attractive contract incentives to speed up the

completion time
Established formal risk management and quality

assurance program
Major organizational change in VDOT

Project Analysis - Closing Stage

Contractual incentives readjusted sped up time schedule

Improved cost estimation and risk management Developed an extensive quality control system and contract closing procedure Punch List Improved communication

Project Analysis - Closing Stage (cont)

The project has done a fair job of satisfying stakeholders

Time schedule remained relatively oncourse Overall Risk management remained weak Project-wide communication was exceptional

Project Quantitative Analysis Summary

Project Management Knowledge Area Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management Integration Management Average
Rating scale

Defining Stage 3.00 2.00 1.00 1.00 2.00 4.00 1.00 4.00 2.00 2.22
5- Excellent

Planning Stage 4.00 4.00 1.00 1.00 2.00 4.00 1.00 3.00 2.00 2.44
4- Very good

Executing Stage 5.00 4.00 4.00 4.00 4.00 5.00 3.00 4.00 3.00 4.00
3 - Good

Closing Stage Average 3.00 4.00 5.00 4.00 3.00 4.00 4.00 4.00 4.00 3.89
2- Poor

3.75 3.50 2.75 2.50 2.75 4.25 2.25 3.75 2.75 3.14
1- Very Poor

Assessment by PMKAs
Average Rating by PMKAs
4.50 4.25 4.00 3.75 3.50 3.50 3.75

3.00

2.75 2.50

2.75

2.75

Rating

2.50

2.25

2.00

1.50

1.00

0.50

0.00 Scope Management

Cost Management

Human Resource Management

Risk Management

Integration Management

Strength Opportunity for Improvement

Assessment by Project Stage

Conclusion

Project change is inevitable, recognition of problems and the ability to adapt, determines the outcome of the project
The use of modern project management techniques and tools will increase the accuracy of project planning and allows for drastic improvements to take place.

The End

Thank you for listening

If you got any further questions, please feel free to keep it to yourself