Planning/Estimating PA/RT

Goal:

Review the current estimating software and database and revise the current estimating process to include preventative maintenance, and all internal minor and major projects in the Work Control System

Sponsor:

Ford Stryker

Members:

• Chet DeFurio, Leader
• Doug Donovan, Facilitator
• Greg Andersen
• Laura Appleyard
• Steve Claar
• Ron Gurskey
• Ed Jaskowak
• Kathy Lathbury
• Gary Powers
• Jim Smith
• Ed DeBrasky, on call
• Bob Myrick, on call

Background:

• Job sequences for all minor and major projects will provide a foundation for scheduling in the Work Control System
• Detailed material takeoff and project sequence will be established for all internal minor and major projects
• Use existing database to monitor and challenge productivity standards in the organization
• Refer to Work Control Center package for definitions, flow charts, and guiding principles

Objectives:

• To determine scope definition, trade, and material sequencing and detailed cost estimating on all internal minor, major projects, and preventative maintenance in the Work Control System
• Reduce turnaround time to complete planning and estimating using the preventative maintenance, and internal minor, and major project system processes
• Increase productivity in the organization by having an estimate/project sequence available for every internal minor and major project
• Improve customer satisfaction on the survey responses
• Reduce the variation between estimated and actual costs for all internal minor and major projects

Constraints:

• Use staffing levels identified in the Work Control Center organizational chart, considering estimating role of individuals outside the Work Control Center
• Operate within established budget
• No major funding available
• Use the flow charts established by the Work Control Center committee
• Procurement of new C.M.M.S. must integrate with Timberline software

Coordination:

• Must work with the other Work Control Center PA/RT’s to coordinate the efforts of the entire process
• Periodic updates with directors on status of all PA/RT’s, ITS and C.M.M.S groups
• Team Leader has coordination responsibilities

Key Performance Measures:

• Measure backlog of projects needing in-house planning and estimating by WCC estimators for in-house accomplishment
• Measure length of time it takes to complete estimates
• % variation between estimates and actual costs on major projects
• % variation between estimates and actual costs on minor projects
• Turnaround time for both preventative maintenance, minor, and major project estimates
• Project Customer Surveys
• % variation between estimated and actual costs on preventative maintenance

Roles of the Team:

• "Own" the Charter and work within its limits, or negotiate changes
• Use data and facts
• Solve problems within the team's span of control
• Solve problems the team is capable of and responsible for
• Use CQI techniques in carrying out our role
• Ensure that the implementation of the team results best serve the customer
• Coordinate efforts with other WCC teams
• Communicate and obtain feedback from work areas
• Team Leader will communicate progress of team through team leader coordination meetings
• Ensure the task is accomplished, measure follow-up to ensure effectiveness

Roles of the Sponsor:

• Help the team understand and commit to the Charter
• Ensure the overall work environment encourages team to meet and work on the planning/estimating process
• Monitor the progress of the team and help support the team as requested
• Help the team clearly understand respective roles and responsibilities
• Sponsor will accept results if the team works within the Charter and uses data and facts
• Ensure the team has the time and resources to complete the Charter assignment, including following up to ensure results are effective and stay implemented
• Resolve any inter-team issues team leaders can not resolve

Office of Planning and Institutional Assessment

Team 362: Planning/Estimating Process Action/Re-engineering Team