Guide to Project Management Strategies for Complex Projects (2013)

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63 CHAPTER 4 Using the Project Management Tools 63 4.1 Introduction 68 4.2 Tool 1: Incentivize Critical Project Outcomes 72 4.3 Tool 2: Develop Dispute Resolution Plans 76 4.4 Tool 3: Perform Comprehensive Risk Analysis 81 4.5 Tool 4: Identify Critical Permit Issues 85 4.6 Tool 5: Evaluate Applications of Off-Site Fabrication 88 4.7 Tool 6: Determine Involvement in ROW and Utilities 93 4.8 Tool 7: Determine Work Packages and Sequencing 97 4.9 Tool 8: Design to Budget 101 4.10 Tool 9: Colocate Team 104 4.11 Tool 10: Establish Flexible Design Criteria 108 4.12 Tool 11: Evaluate Flexible Financing 112 4.13 Tool 12: Develop Finance Expenditure Model 115 4.14 Tool 13: Establish Public Involvement Plans 121 ALPHABETICAL GLOSSARY 127 GLOSSARY BY DIMENSION 127 Context Dimension 129 Cost Dimension 129 Financing Dimension 131 Schedule Dimension 131 Technical Dimension 133 REFERENCES 136 APPENDIX A. Case Study Summaries 158 APPENDIX B. Project Complexity Survey, Ranking, and Scoring 164 APPENDIX C. Project Complexity Map (Radar Diagram)

166 APPENDIX D. Project Complexity Flowchart in Table Format 168 APPENDIX E. Project Management Tool Selection

11.1 WHO, WHAT, WHERE, WHEN, WHY, AND HOW The objective of this guide is to assist transportation project managers and teams in delivering successful complex projects. This guide presents a practical approach or framework, as well as proven methods and tools tailored to rapid renewal of com- plex transportation project planning and management. The content comes from the in-depth study of 15 complex projects in the United States and three international projects that identifi ed strategies, methods, and tools that led to the successful delivery of those projects. The fi ve-dimensional project management (5DPM) approach presented in this guide complements rather than replaces any agency’s current project management practices and, as such, might add to or supplement the structure and practices of your agency’s existing processes. Incorporating the methods, tools, and techniques presented in this guide is fl exible and inherently dependent on the specifi c management and delivery needs of each particular agency on any particular project. Therefore, use of this approach (the methods, tools, and techniques presented) is fully scalable and may be as simple or as in-depth and extensive as needed or desired. The major change from your regular or established project management process may be the focus and scope of planning tasks, with a strong emphasis on front loading the project development process to identify and start addressing critical issues (includ- ing cost, schedule, technical, context, and fi nancing issues) that create project com- plexity as soon as practical rather than later. Feedback from the participants in the pilot workshops, validation case studies, and regional demonstration workshops also indicated that implementation of the 5DPM approach could help bring more discipline to their own agencies’ project development processes, resulting in improved project management. 1 FIVE-DIMENSIONAL PROJECT MANAGEMENT

2GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 1.2 USING THE GUIDE This guide provides a comprehensive manual for the 5DPM approach that transporta- tion project managers and teams may use or incorporate and find beneficial in ensur- ing complex-project success. The guide includes details on the overall approach, the 5DPM methods, and 13 potential project management tools. The guide can be used alone or as a supplemental, comprehensive reference for a training program that equips project managers and team members with the knowledge and tools needed for successful complex- project management. Live facilitated workshops are available through the second Strategic Highway Research Program (SHRP 2) Solutions Renewal Program and the Federal Highway Administration (FHWA) Office of Innovative Program Delivery. The training materials are available at www.trb. org/Main/Blurbs/167482.aspx. Key references to other published material, research reports, training materials, and profes- sional development classes on each of the specific methods and tools for managing complex projects are provided as additional resources throughout this guide. The 5DPM approach is very amenable to self- implementation, and the SHRP 2 Solutions three- year implementation plan includes activities such as training, demonstration workshops, technical assistance, and peer exchanges to help you. Transportation stakeholders can participate in these activities to gain a better understanding of how to apply these project management concepts in their own project development process. Adapted from SHRP 2 Solutions materials The Benefits of the 5DPM Approach The 5DPM approach represents an evolution in current transportation project management practices. Your project management team can apply this approach to highway projects of varying sizes and types to help identify, plan, and manage your projects proactively, reducing the schedule and cost impacts. This approach • is scalable and adaptable to projects of all sizes and types—your complex projects do not need to be large or fit into the “mega” project genre to apply this approach; • changes the context for projects from linear to dynamic by encouraging innovation and relational partnering and by emphasizing that each complex project has its own distinct set of critical success factors; and • guides managers through a process to fully integrate teams across the entire complex-project life cycle, a prac- tice that was determined to be a foundation for complex-project success. Adapted from SHRP 2 Solutions materials

3Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT 1.3 5DPM PROCESS OVERVIEW AND GUIDE ORGANIZATION The remainder of this chapter introduces the nature of project complexity, provides an overview of the five dimensions of complex-project management (referred to as 5DPM throughout this guide), and begins the discussion on implementation. Chapter 2 delves into more detail about the three primary components of the 5DPM planning framework: • Five (rather than the three traditional) project management dimensions; • Five complex-project planning methods; and • Thirteen complex-project management tools. The second chapter outlines how the 5DPM approach overlays onto the typical project management phases for implementation and how your project management team assesses readiness to implement the 5DPM approach. It describes how the project team identifies, prioritizes, and quantifies the factors that create complexity in each dimension. Finally, it provides instructions for developing complexity maps that visu- ally represent the scope and nature of project complexity. Mapping complexity helps your project team to rationally allocate available resources and determine requirements for additional or specialized resources. Com- plexity maps also guide your application of the five complex-project planning meth- ods (detailed in Chapter 3) and your selection of complex-project management tools (detailed in Chapter 4), as depicted in Figure 1.1. Figure 1.1 shows three sequential phases from top to bottom: 1. Project analysis. The project team examines project complexity factors and devel- ops the initial complexity map. 2. Project planning. Using the initial complexity map, the team begins to apply the five complex-project planning methods and may begin to develop the first nine sec- tions of the FHWA project management plan (PMP) for major projects. 3. Project implementation. Based on the initial PMP, the team selects appropriate project management tools and details their application (in FHWA PMP Sections 10 through 22).

4GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The result is an almost complete PMP for the complex project. Table 1.1 maps the contribution of 5DPM to the completion of the FHWA major project PMP develop- ment process and shows how the 5DPM process fits within the existing FHWA PMP process. Figure 1.1. Overview of complex-project management and 5DPM process flow. Figure 1.1. Overview of complex-project management and 5DPM process flow.

5Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT TABLE 1.1. HOW THE 5DPM PROCESS RELATES TO THE FHWA PMP PROCESS FHWA PMP Sections 5DPM Methods and Tools 1. Project Description and Scope of Work Initial Project Management Plan Development Meeting • Identify complexity factors • Prioritize complexity factors • Develop project complexity map 2. Goals and Objectives Method 1. Define Critical Project Success Factors • Technical • Schedule • Cost • Finance • Context 3. Project Organization Chart, Roles, and Responsibilities Method 2. Assemble Project Team • Disciplines • Limits of authority • Centralized or decentralized control • Additional resources 4. Project Phases 5. Procurement and Contract Management Method 3. Select Project Arrangements • Office location • Limits of authority • Centralized or decentralized control • Additional resources 6. Cost Budget and Schedule Method 4. Prepare Early Project Cost Model and Finance Plan • Inventory major features of work • Work breakdown structure • Milestone schedule • Initial cost estimate • Available funding • Additional financing required • Sources of additional financing 7. Project Reporting and Tracking Method 5. Develop Project Action Plans • Technical issues • Schedule issues • Cost issues • Finance issues • Context issues 8. Internal and Stakeholder Communications 9. Project Management Controls Method 5. Develop Project Action Plans • Technical issues • Schedule issues • Cost issues • Finance issues • Context issues 10–22. Additional PMP sectionsa Tools 1–13 • Technical tools • Schedule tools • Cost tools • Finance tools • Context tools a See www.fhwa.dot.gov/ipd/project_delivery/tools_programs/project_management_plans/ guidance.aspx.

6GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS The major addition to the FHWA PMP process is the recognition in the 5DPM planning approach that a complex project involves managing numerous factors that are outside the project manager’s direct control. Therefore, the PMP must identify and address external factors, such as public opinion and innovative financing, as early as practical. In addition, your project team must update your project complexity map regularly to ensure that the tools chosen to manage complexity are performing as planned in the PMP. If they are, the gross area of your project complexity map should shrink as complexities are managed successfully and the project proceeds as antici- pated. The results of a carefully implemented 5DPM plan include successful project design and construction team integration from concept to completion. Integrated plan- ning and execution with the resources needed is the 5DPM key to manage complexity successfully across the complex-project life cycle. The third chapter of the guide details the use of each of the 5DPM methods. The fourth chapter details each of the 13 project management tools that you might employ on any given project. The remainder of the guide includes glossaries of terms, references, and the fol- lowing appendices: A. Case Study Summaries B. Project Complexity Survey, Ranking, and Scoring C. Project Complexity Map (Radar Diagram) D. Project Complexity Flowchart in Table Format E. Project Management Tool Selection 1.4 NATURE OF PROJECT COMPLEXITY Definition Complex projects involve an unusual degree of uncertainty and unpredictability. The project manager must make decisions in an environment in which many of the critical factors are outside the project team’s direct control. This situation leads to iterative planning and design to adjust the PMP to address seemingly random events that create unforeseen changes in the project’s scope. Project complexity is dynamic. Its components interact with each other in differ- ent ways, like pieces in a chess game. Although the project’s ultimate scope may be uncertain in the early stages of project development, the project team must develop solutions to satisfy external stakeholders who can affect the agency’s ability to achieve the complex project’s objectives. The level of uncertainty may also vary with the matu- rity of the individual organization (CCPM 2006). Table 1.2 compares and contrasts traditional projects with complex projects.

7Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT TABLE 1.2. COMPARISON OF TRADITIONAL AND COMPLEX PROJECT CHARACTERISTICS Traditional Projects Complex Projects • Standard practices can be used — Design — Funding — Contracting • Static interactions • High level of similarity to prior projects creates certainty • Standard practices cannot be used — Design — Funding — Contracting • Dynamic interactions • High level of uncertainty about final project scope The move to the 5DPM model for complex projects requires modifying traditional methods and implementing new project management tools and techniques. This guide provides a methodology that is based on the experience of seasoned complex-project managers and that draws from the study of the successful delivery of complex trans- portation projects. Resource Commitments Allocating resources to complex transportation projects requires a shift from tradi- tional resource allocation models. With the traditional (noncomplex) project, the owner, designer, and builder assume duties in their customary disciplinary “stove- pipes,” and contracts govern collaboration among and coordination with other stake- holders. Complex projects require truly integrated delivery, making horizontal rather than vertical integration a key element of success. In general, the owner, typically a state transportation agency, is responsible for managing the financing and funding and the contextual factors such as right-of-way acquisition; National Environmental Policy Act, National Historic Preservation Act Section 106, and Section 4(f) obligations of the U.S. Department of Transportation (DOT) Act of 1966; communication with local community groups; and so forth. The designer manages quality, compliance with codes and standards, and functionality. The builder is responsible for handling costs and schedules. The primary responsibilities of the designer and builder form the “iron triangle” of quality, cost, and schedule. However, for complex projects, the uncertainty and dynamic interaction between the management activities of all project partners require that project management expand to a five-dimensional framework that elevates financ- ing and context to the same level as the three traditional dimensions and changes the owner from an administrator to an active player with production responsibilities. Renewal Projects Transportation professionals recognize the uncertain condition of the nation’s highway network and are actively searching for ways to deliver infrastructure projects “better, faster, and smarter.” Because of the pressing need, one of the primary objectives of the SHRP 2 Renewal Program is to develop tools that help DOTs “get in, get out, and stay out.” Project management is the catalyst that initiates the implementation of the various technical innovations developed through the SHRP 2 Renewal Program. The

8GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS January 2010 SHRP 2 Program Brief: Renewal states it this way: “Rapid renewal sce- narios may require unusual project management practices and involve different risks and performance parameters. Renewal research is developing innovative strategies for managing large, complex projects, a risk management manual, and performance speci- fications that contribute to successful innovation” (SHRP 2 2010). Randell Iwasaki, chair of the SHRP 2 Renewal Technical Coordinating Commit- tee, furnished the following vision in the same program brief: “As the results of the SHRP 2 research are deployed, we will see more ‘rapid renewal’ tools developed for owners of the transportation system. The tools will lead to a fundamental change in how we approach rehabilitating our transportation system. We will be able to develop projects that are completed quickly, with minimal disruption to communities, and to produce facilities that are long lasting” (SHRP 2 2010). Additional Programs Available to Facilitate Complex Renewal Project Delivery Several established programs are available to facilitate the management of certain as- pects of renewal projects. The guide, training, and other deliverables derived from the SHRP 2 R10 project are not intended to replace any other programs, but to comple- ment them. The following descriptions are provided to assist in identifying other proj- ect management programs that may be beneficial. Every Day Counts In June 2010, FHWA added its unequivocal support to the national vision for rapidly renewing the highway system when it introduced its Every Day Counts initiative to address rapid renewal and other issues of similar importance. The Every Day Counts program is designed to accelerate the implementation of innovative practices that are immediately available, as described by FHWA Administrator Victor Mendez: Our society and our industry face an unprecedented list of challenges. Because of our economy, we need to work more efficiently. The public wants greater accountability in how we spend their money. We need to find ways to make our roads safer. And, we have an obligation to help preserve our planet for future generations. But, it’s not enough to simply address those challenges. We need to do it with a new sense of urgency. It’s that quality—urgency—that I’ve tried to capture in our initiative, Every Day Counts. (Mendez 2010) Creating an atmosphere of urgency inside technocratic public transportation agen- cies is itself a challenge. Hence, the FHWA Every Day Counts (EDC) program focuses on proven innovations employed successfully by state DOTs: “EDC is designed to identify and deploy innovation aimed at shortening project delivery, enhancing the safety of our roadways, and protecting the environment . . . it’s imperative we pursue better, faster, and smarter ways of doing business” (Mendez 2010).

9Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT Accelerated Construction Technology Transfer The Accelerated Construction Technology Transfer (ACTT) program brings national project management experts to the planning, design, and construction of major high- way projects. A three-day ACTT workshop targets technical and administrative tech- nologies that reduce construction time, save money, improve safety, and elevate quality. ACTT workshops result in a comprehensive analysis of the major project by transpor- tation experts to identify solutions for the specific agency’s complex-project goals. Historically, highway renewal projects resulted in major traffic congestion in large urban corridors, angering the traveling public and increasing the pressure to “get in, get out, and stay out.” The ACTT program focuses on achieving these objectives. Highways for LIFE and Accelerated Bridge Construction The FHWA Highways for LIFE program aims “to advance longer-lasting highway infra structure using innovations to accomplish the fast construction of efficient and safe highways and bridges.” The Accelerated Bridge Construction program is one of the most visible Highways for LIFE programs, acting as a platform for exchanging ideas and experiences among bridge owners, designers, and builders. Accelerated Bridge Construction conferences typically attract DOT engineers, designers, suppliers, contractors, and academics, as well as federal, state, and local agencies. The conferences focus on prefabricated bridge systems and state-of-the-art lifting and hoisting equipment, advances in bridge materials, and innovative con- tracting methods that serve to shorten the time required for bridge construction. Minimizing traffic disruption, improving work zone safety, reducing environmental impacts, improving constructability, increasing quality, and lowering the life-cycle cost of bridges are the Accelerated Bridge Construction program goals. Major Project Delivery Process FHWA and state DOTs have a well-established process for planning major projects that includes risk management, National Environmental Policy Act processes, and financial planning. Transportation agency leaders and project managers must deal with many uncertainties when analyzing the allocation of highway appropriations; however, many uncertainties are quantifiable in terms of their probability of occur- rence and impact of outcomes. Uncertainty is commonly termed risk. Risk analysis checks the cost-effectiveness of risk mitigation measures and forms the centerpiece of the FHWA major project delivery process. However, for complex projects, risk evaluation must transcend traditional sensi- tivity analysis because critical input variables often have high degrees of uncertainty and vary in dynamic, interrelated ways. The major project delivery program advocates the use of probabilistic-based risk analysis, most often through a method known as Monte Carlo simulation. Monte Carlo simulation uses probability distributions based on expert opinions or historical data. The output gives complex-project managers a better understanding of the relationships between cost and time uncertainties. This understanding helps project managers to determine which variables in the project have the greatest impact on achieving project cost and schedule objectives and to form risk mitigation plans.

10 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS 1.5 TRADITIONAL COMPARED TO FIVE-DIMENSIONAL PROJECT MANAGEMENT Traditional three-dimensional project management theory is based on optimizing the trade-offs between cost, schedule, and technical requirements (the “iron triangle”), as shown in Figure 1.2. Recent experience shows the increased effect that project context and financing have on design, cost, and schedule. Managing all these factors as sepa- rate and equal dimensions resulted in 5DPM. This section explains the development of the 5DPM framework. 5DPM extends traditional three-dimensional project management by adding the dimensions of context and financing, as shown in Figure 1.3. Figure 1.2. Traditional three-dimensional project m anagement. Figure 1.3. Five-dimensional project manag ement. Figure 1.3. Five-dimensional project management. Figure 1.2. Traditional three-dimensional project management.

11 Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT The two new dimensions were identified from the analysis of the 18 case study projects examined in the research. This guide is a synthesis of the successful planning methods and management tools used to manage complexity found in the majority of those complex-project case studies. Appendix A offers details of the case studies that provided the information discussed in the guide. The tools discovered in the research are organized around the five complex-project management dimensions. Therefore, developing the complex PMP using 5DPM starts with an inventory of the project requirements and the constraints associated with each dimension. By recognizing the project constraints at an early stage, the complex- project manager can gain input, support, and resources from affected stakeholders. The complex-project inventory uses the structure described in the next section. 1.6 DIMENSIONS OF 5DPM This section provides an overview of the factors that make up 5DPM. The following list includes the factors that were found most commonly in the complex case study projects in each dimension of 5DPM, but it is not all-inclusive. Dimension 1: Cost. The cost dimension comprises factors that quantify the scope of work in dollar terms: • Project estimates; • Uncertainty; • Contingency; • Project-related costs (e.g., road-user costs, right-of-way, railroads); and • Project cost drivers and constraints. Dimension 2: Schedule. The schedule dimension involves the calendar-driven aspects of the project: • Time; • Schedule risk; • Prescribed milestones; and • Availability of resources. Dimension 3: Technical. The technical dimension includes typical engineering and design requirements: • Scope of work; • Internal structure; • Contract; • Design; • Construction; • Technology; and • Nature of constraints.

12 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Dimension 4: Context. The context dimension covers external influences that may have an impact on project progress: • Stakeholders; • Project-specific issues; • Local issues; • Environmental issues; • Legal and legislative issues; • Global and national issues; and • Unexpected occurrences. Dimension 5: Financing. The financing dimension involves understanding the impact of funding used to pay the project’s cost: • Public funding; • Financing a future revenue stream; • Exploiting asset value; • Finance-driven project delivery methods; • Financial techniques to mitigate risk; • Differential inflation rates; and • Commodity-based estimating. Once the inventory and categorization of each project factor is complete, it is used like a risk register to generate the means and methods to deliver the project within its cost, schedule, technical, contextual, and financial constraints. Chapter 2 explains the 5DPM analysis and planning process in detail. 1.7 ORGANIZATIONAL IMPLEMENTATION APPROACHES Overview Without effective implementation, even the best process or practices with potential to bring significant benefits to your organization may remain just an idea or fizzle out with little success. A well-thought-out implementation plan using approaches to fit your organization’s current culture, working environment, and complex-project man- agement experience or maturity level is likely to be critical to the value of introducing the new process. Although organizational change management was outside the scope of this research, we were asked to integrate 5DPM implementation into this guide to some extent and have done so in general terms without doing any benchmarking or research-based evaluation as part of the project. However, we have observed that strong, proactive leadership and support are essential until a new process becomes a regular business practice and that continuous monitoring and performance tracking of the new process are important for successful implementation. Clear communication with and training

13 Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT of the affected people and departments, both within and outside your organization, particularly in terms of potential benefits of the new process, anticipated changes, and required resources, are also essential. Figure 1.4 summarizes effective initial approach ideas to help start implementing the 5DPM approach. Note that 5DPM implementation can be targeted to specific parts of any given program and that implementation can be piecemeal with a little at a time as needed or desired without a total overhaul of how you manage complex projects up front or at any given point in time. Figure 1.4 Initial 5DPM implementation approaches. Organizational Implementation Assessment • Complex-project needs analysis • Identification of goals and barriers • Identification of affected people, departments, and processes • Leadership and champion support needs and possibilities • Realistic incremental change possibilities and pilot projects Initial Implementation Action Plans • Realistic implementation scoping and strategies, including resources • Leadership buy-in and champion support plans • Initial training needs and plans • Awareness program plans • Pilot project plans • Feedback mechanisms • Continuous process improvement plansFigure 1.4 Initial 5DPM i plementation approaches. Establish Implementation Leadership The most important element for successful implementation may be to establish strong implementation leadership. You might consider identifying and designating one or more champions and an implementation task force team or committee as the first step. Depending on your organizational structure (e.g., centralized versus decentralized), your implementation champions and task force team might be composed at the central agency level or at the district level. Your task force team then becomes the vehicle to drive the 5DPM implementation process, from planning implementation activities to monitoring the performance of the new process. You will want your champions to be empowered to help with recruiting a task force, raising resources, increasing awareness, and other important tasks (CNCS 2013). Figure 1.4 Initial 5DPM implementation approaches. Organizational Implementation Assessment • Complex-project needs analysis • Identification of goals and barriers • Identification of affected people, departments, and processes • Leadership and champion support needs and possibilities • Realistic incremental change possibilities and pilot projects Initial Implementation Action Plans • Realistic implementation scoping and strategies, including resources • Leadership buy-in and champion support plans • Initial training needs and plans • Awareness program plans • Pilot project plans • Feedback mechanisms • Continuous process improvement plans

14 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Your champion and task force team will need to secure strong support from top management because visible recognition and top-down support are keys to success- ful implementation of a new process. The task force that introduces and implements 5DPM can consist of an advisory board, technical advisory panel, and project team members. You will want to recruit team members from all levels of your organization and actively involve them throughout your implementation process (Burke et al. 2001). This approach was used effectively by the Minnesota DOT when they formed a task force team to implement a new utility coordination process with representatives from various functional areas including utility agreements and permits, metro design, metro utilities, design, construction, land management, and others (Minnesota DOT 2006). Develop Implementation Strategies and Put Plans into Action Your implementation task force team needs to develop comprehensive strategies and plans that you deem to work well and fit well into your business practices and environ- ment. The team brainstorms creative implementation ideas and includes these in your plans. Potential plans may include but are not limited to the following: • Identification of affected people, departments, and processes; • Organizational assessment; • Awareness program; • Pilot projects; • Training; • Barrier identification and plan of attack; and • Performance evaluation and tracking. Identify People, Departments, and Other Processes Affected The 5DPM process can affect various departments and personnel, as well as other ex- isting project management processes, within your agency. Your task force team needs to carefully identify all these impacts and develop mechanisms to promote and involve participation of all stakeholders (Minnesota DOT 2006). Your affected departments need to be ready to perform extra work resulting from the 5DPM approach or modify their current processes to support implementation. You will need to set realistic, reasonable, and achievable expectations considering existing workloads. Additional personnel will need to be hired if required. In addition, you will need to clearly designate the individuals responsible for performing various tasks. Specifying expectations and responsibilities will be useful when other affected departments need to interact with the department in implementing the 5DPM process. Finally, any effect on the existing standards, specifications, and processes will need to be carefully considered, documented, and communicated (Iowa DOT 2006).

15 Chapter 1: FIVE-DIMENSIONAL PROJECT MANAGEMENT Assess Implementation Capabilities Some 5DPM methods and tools might be new to your agency yet offer a powerful means to improve your capabilities to manage any given complex project. At the same time, a method or tool that you already use may be equivalent or superior to one of 5DPM methods and tools presented in this guide. Therefore, it may be beneficial to assess the experience, competency, or maturity level of your organization in terms of 5DPM implementation readiness. Your assessment results, as presented through- out this guide, may help you to use the 5DPM methods and tools strategically and selectively to augment your complex-project management capabilities. We recommend that you involve all stakeholders who will be affected by the 5DPM process in your assessment process. Launch an Awareness Program to Communicate The goal of an awareness program is to raise the collective awareness of a new pro- cess and its associated benefits and anticipated changes at the organizational level and beyond. Buy-in or getting others on board is critical, so you might want to look at your awareness program as a marketing strategy. The greater the exposure and in- volvement, the greater the level of acceptance and application. A successful awareness program calls for communication and engagement. External stakeholders such as consultants and contractors who have worked with you in the past and those who might work with you in the future also need to be aware of any new process. You will want your task force team to identify available communi- cation vehicles (e-mail messages, agency or departmental newsletters, agency websites, presentations, and so forth) to communicate and increase the collective awareness of the new 5DPM process. Given that people learn, seek information, and keep abreast of job-related changes in different ways, we recommend use of multiple outlets as part of an awareness program. Conduct Pilot Projects Your implementation task force team might find it beneficial to select a few pilot projects with different complexity factors before full-scale implementation of the 5DPM approach. Barriers to comprehensive 5DPM implementation, areas for fur- ther training and education, and needs for modification of the 5DPM process to fit into your business environment can be identified better or more clearly through pilot projects. You can develop appropriate 5DPM implementation plans for your agency by conducting and documenting pilot projects using one or parts of the approach. Train the Right People You will need to identify all the stakeholders within and outside your agency who will be affected by the 5DPM process so appropriate levels of training can be provided. The goal of training programs is to facilitate a more in-depth level of understanding for the 5DPM stakeholders and users. The organizational self-assessment results later in this guide will assist you in designing your training program by identifying the areas of 5DPM from which your agency can benefit.

16 GUIDE TO PROJECT MANAGEMENT STRATEGIES FOR COMPLEX PROJECTS Identify Barriers and Develop Plan of Attack Your 5DPM task force team will find it beneficial to go through one or more brain- storming sessions to identify potential barriers to implementation of the approach and develop a plan of action to overcome those barriers. You might also want to conduct a survey of those affected to help identify barriers and solutions to the barriers. Input sources for identifying barriers could include organizational self-assessment results, pilot projects, and a performance evaluation process. We recommend documenting the barriers and following up until you can identify and execute clear solutions. Establish and Conduct Performance Evaluations for Continuous Improvement Performance measurement and tracking of a new process is another important aspect that you need to address. We recommend identifying measures of success up front before implementation. You can evaluate the new process on the basis of efficiency, productivity improvements, benefits to cost, return on investment, ease of use, and others. You can use questionnaires, interviews, observations, and so forth to evaluate process improvement and success. Make sure your evaluations also identify the spe- cific limitations, problems, and barriers associated with the new process and recom- mendations for improvements. Additional Resource NCHRP Synthesis 355: Transportation Technology Transfer: Successes, Challenges, and Needs. 2005.