Enhance Data DeliveryTo Minimize Duration Of Work Flow Processes
Improve data collection, management and analysis to be more beneficial to the department's mission.
Objective
Implement Project Management Software, E-Builder
Utilize web-based product, e-Builder, to capitalize on "real-time" construction project tracking and management from planning phases through completion of FPC projects. Information can be accessed at multiple levels of the project phases and organizational structure. Ultimately, enhancing the over-all project delivery.
KPI
Review Monthly Managers Reports And Goal Based Dashboards
Review monthly the FPC Monthly Manager Reports and e-Builder dashboards to track workflow processes. Each PM shall maximize utilization of applicable e-Builder components according to the project phase and enforce project team to populate projects with real-time data for improved document management, workflow process and analysis. Goal-based dashboards are inclusive of timely document review, utilization of e-Builder via "processes" and "forms". Projects form and process driven activities are to remain in green standing with a goal of 5 day turn around for review and approvals. This will allow review of individual project teams to establish a standard baseline for performance.
Result
Utilization Of Project Managment Software
The impletation of the Project Management Software e-Builder has gradually progressed. Training in the various modules ie. contracts, accounts, design etc. is constantly improving. However, the creation of the goal-based dashboards will be focused on in the following years as the utlization of the software has proven to reflect several different areas where a multitude of reports and dashboards will be a good measurable for project delivery.
KPI
Manage Project Softcosts, Contracts And Change Orders
On a monthly basis, compute and track Project softcosts, Design and General Contractor Contracts and Project change orders in comparison to Total Project Cost (TPC) and Construction Cost Limitation (CCL). Use information to determine need for redirection and analysis of risks exposure. APPA KPI's can be utilized for peer comparisons as well. Currently, SHSU is substantially below APPA 2011 for KPI averages (reference table below). These reflect SHSU is operating a lean construction model which may affect project delivery results.
APPA KPI SHSU KPI Change Order$ as % of Total Project $ 6.50% 3.90% A-E $ as % of Total Project $ 12.60% 6.40% Soft $ as % of Total Project $ 25.20% 9.20%
Result
Lean Construction Model
FY11 FY11 FY11 FY11 APPA KPI SHSU KPI TxState CAPPA Change Order$ as % of Total Project $ 7.0% 4.0% 5.0% 6.0% A-E $ as % of Total Project $ 9.37% 6.44% 6.53% 7.46% Soft $ as % of Total Project $ 13.35% 9.18% 32.28% 10.53%
Action
Project Delivery Results
Continue current negotiations and contract methods. Work within the current policies to engage the design team, contractor and trades early in the project schematics for best project results.
Goal
Integrate Capital Improvement Project Planning With Campus Budgeting And Strategic Planning
Prioritize Building and Campus Capital Project Needs to Support the Campus Strategic Plan and the Campus Master Plan.
Objective
Prioritize Campus Capital Improvement Requirements (Projects)
Align Capital Improvement Program (CIP) projects that are congruent with SHSU Master Plan, with the University's emphasis to maximize the available funding to successfully accomplish project delivery.
KPI
Master Plan Update Congruent With University's Future Projections
The 2008 Master Plan shall be adjusted to improve the University's classroom and laboratory space utilization and promote campus growth and success. Future projections, inclusive of but not limited to, shall acknowledge demographics, enrollment and capture rate, new program initiatives, current program development and market opportunities. The last four years SHSU's Space Usage Efficiency (SUE) has been consistent: Classroom 66% Laboratory 92%. With the capacity analysis (inclusive in the Master Plan Update), the University can identify supply and demand of classroom and lab space to improve SUE scores.
Result
Complete Master Plan Update 2012
The Master Plan Update planners SmithGroupJJR were procured and included all Capital Improvement Projects (CIP) in the Master Plan Update. These will be reflected in the following years CIP.
Action
Implement Master Plan Update
Master planners JJRSmithGroup were commissioned under their previous RFQ to update the 2008 campus master plan. In the update, focused studies were placed on demographics, enrollment trends, marketing opportunities and space utilization.
Goal
Improve Project Delivery To Benefit Team Satisfaction And Efficiency Of Service
Improve Project Delivery to Increase Level of Service And Efficiency
Objective
Enhance Delivery Of Projects To End Users
Harmonize Project Delivery between entire team for an efficient, functional and seemingly effortless delivery to the End Users.
Indicator
Survey End Users Of Projects To Improve Facilities Planning And Construction Services
In order for FPC to know if a project has been successful, a survey will need to be developed for End Users to execute approximately three to four months after project delivery. This information will verify the methodology in which the project was handled and accomplished. As well as, spacial utilization, functionality and operational effectiveness. Initially, FPC sets a goal of 80% of end users to rate completed project above expectations as a success.
Criterion
Expected Level Of Success
An expectation of successful survey results would at least 80% of end users rate completed projects above expectations.
Finding
Survey Results
This objective will be a focus in another fiscal year as it was not implemented this period.
Indicator
Facilitate Formal Project Debrief On Board Projects
In an effort to collaborate and involve all participants contributable to a project's delivery, a third party facilitator will facilitate a formal "Debrief" on Major Capital projects. The end result shall provide the project successes and challanges with at least three "take away" lessons to consider on future project planning. Meeting notes will be distributed to project team regardless if in attendance at Debrief.
Criterion
Constructive Criticism
Debriefing meetings should be respectful to all parties, in a "safe" environment and utilize constructive criticism to provide the projects "take away" lessons.
Finding
Board Project Debriefing Results
Two Capital Projects held a "Debriefing Meeting" with all participants including maintenance, end-users, tenants and construction design teams. Take away lessons were developed and distributed using the Start, Stop and Continue methodology for project delivery.
Action
Debriefing
Two Capital Projects held a "Debriefing Meeting" with all participants including maintenance, end-users, tenants and construction design teams. Take away lessons were developed and distributed using the Start, Stop and Continue methodology for project delivery.