Transcript A Systematic Approach to Selecting an Online Project

A Systematic Approach to Selecting an Online
Project Management System
Mani Subramanian, CCM, AIA
Bill Breyfogle
James O’Donnell, CCM
A Systematic Approach to Selecting an Online
Project Management System
Mani Subramanian, CCM, AIA
Bill Breyfogle
Mera Faddoul
A Systematic Approach to Selecting
an Online Project Management
System
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Selecting an ePM for a CM firm
Selecting an ePM for a public entity
Selecting an ePM for a Program/ Project
Q&A
ePM – What is it?
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A PMS is a software solution that allows the project team
to store records and documentation related to the design,
construction and close-out of a project in a central
location.
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Common PMS systems contain information regarding
Budget, Cost, Change Orders, Document Control, Field
Administration and other related documentation.
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Current ePM systems allow complete electronic flow of
information and approvals based on customizable
business processes.
PMS Structure
Selecting an ePM for a
CM/PM firm
Mani Subramanian CCM, AIA
Executive Vice President
Vanir Construction Management, Inc.
Steps in the Process
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Establish your selection team
Do the industry research
Define your goals & objectives
Develop your criteria matrix
Technical Selection Matrix
E-Builder
Meridian
EADOC
Skire
Online Project Management Systems
Technical Matrix
1. Program Management
4
Number of layers (Parent-Child-Grandchild) (Portfolio Management)
4
Extent of rollup of information (Cost, RFI, etc.)
4
Flexibility / ease of use in setting up multi-project Programs
4
Summary / Dashboard of program and project Level (Flexible & Customize)
4
Training (time for proficient use: power user/avg user/low-level user)
20 Total
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2. Budget / Cost Management
3
Verify required elements (Budget, budget change, etc.)
2
Cashflow Relation to Scheduling
3
Payment Module
4
Contract Management
4
Change Order Management
3
Flexibility & comprehensive in setting up chart of accounts and layout of report
4
Ability to roll up information from contracts, CO, and PCO's to budget summary
4
Developing a budget / cost variance report
3
Ease of use in following summary & detailed numbers
30 Total
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3. Document Control: Construction Phase
5
Verify existence of key logs (RFI, Daily Reports, Submittals, ASI, Meeting Minutes)
Flexibility & ease of use of entering and retrieving data (including flexibility for
5
alternate entry methods such as Smart Documents)
4
Extent of, and ease of, collaboration of team members and flexibility
5
Clarity of reports and ability and ease of use of developing custom reports (Grouping &
Existence of "Out of the Box" work flows and ability / ease of developing custom work
5
flows. Is it flexible and customizable?
5
Ability to track documents
2
Digital Photo Documentation
4
Email (internal email system / handling of external emails)
35 Total
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4. Document Control: Design Phase Management
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Verify existence of key logs (RFI, Daily Reports, Submittals, ASI, Meeting Minutes)
Flexibility & ease of use of entering and retrieving data (including flexibility for
alternate entry methods such as Smart Documents)
Extent of, and ease of, collaboration of team members and flexibility
Clarity of reports and ability and ease of use of developing custom reports (Grouping &
Existence of "Out of the Box" work flows and ability / ease of developing custom work
flows. Is it flexible and customizable?
Ability to track documents
Digital Photo Documentation
Email (internal email system / handling of external emails)
Technical Selection Matrix 5
5
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4
35 Total
Continued
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4. Document Control: Design Phase Management
1.5
Ability to manage design drawings / documents
1.5
Ability to markup design drawings / documents
3 Total
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5. Other Features
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Offers scheduling / resource management module
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Ability to interface with external scheduling tools (eg. data import/export)
1
Calendar management / Outlook integration
1
Current ability of future potential for BIM / other integration
2
Web hosting / data management (flexibility, archiving procedure)
1
Offers Facilities Management tool after construction phase
2
Ease of importing and exporting information
2
User Permissions per project
1
Ease of working with delivery methods (Design/Bid/Build, Desing/Build, CM @Risk, Etc.)
12 Total
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Subtotal
6. Company
Background and Stability
Current Client Base
Business Model and Future Outlook
References
Industry acceptance
7. Pricing Structure
RECOMMENDATION & WHY:
Steps in the Process
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Establish your selection team
Do the industry research
Define your goals & objectives
Develop your criteria matrix
Invite firms for Webinar presentations
Short List firms
Develop & provide material for short listed firms to preload prior to presentation
• In depth hands on demonstration
• Reference Check
Reference Check
Product Name
Company Name
______________________
______________________
General
1.
The system is being used on: (circle one)
Multi-Project Program / Single Project
2.
Extent of use of various modules of the systems, on an overall basis.
_____________ %
3.
Number of projects using the system.
_____________
4.
Number of users on the system.
_____________
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Approximate dollar value of projects on the systems. (Total cost of all projects)
$_____________
6.
Did the system meet all your needs? Yes/No
If not, what processes, activities or information do you manage outside of the system?
_________________________________________________________________________________________
_________________________________________________________________________________________
7.
What is your role in the implementing and/or use of the system (Administrator, Heavy/Light User, Light Executive Manager, etc.)
a. Would you recommend the system?
Yes/No
b. Would you recommend it for a large program ($500 million +)
Yes/No
c. Would you recommend it for a small project (<$10 million)
Yes/No
Implementation / Training
1.
What was the implementation timeframe for the first project before being reasonably functional?______
2.
What was the size of the project?
$_________________
3.
What was the approximate implementation timeframe for subsequent projects?
_______
On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following:
4.
Overall ease of implementation.
______
5.
Overall ease of use of the system.
______
6.
Overall ease of bringing new people onto the system.
______
Technical Features
On a scale from 1 – 10 (1 = very difficult / 10 = very easy)
1.
Extent of
Level of
Your Use
Satisfaction
Cost Management (Budget, Funds, Contracts, Change Orders, Payments)
_____%
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Deficiencies, if any_________________________________________________________________________
_________________________________________________________________________________________
Reference Check -
Continued
2.
Extent of
Level of
Your Use
Satisfaction
Document Management (RFI, Submittal, Meeting Minutes, etc.)
______%
________
Deficiencies, if any_________________________________________________________________________
_________________________________________________________________________________________
3.
Extent of
Level of
Your Use
Satisfaction
Roll up Features (tier-to-tier summary, dashboard, etc.)
______%
________
Deficiencies, if any_________________________________________________________________________
_________________________________________________________________________________________
4.
Extent of
Level of
Your Use
Satisfaction
Features related to Scheduling, cash flow, and BIM integrations.
______%
________
Deficiencies, if any_________________________________________________________________________
_________________________________________________________________________________________
Company Culture
On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following:
1.
Level of satisfaction with responsiveness and customer service focus of the company._________
2.
Level of satisfaction with company’s responsiveness to adding new features you desire._________
3.
Level of satisfaction with responsiveness of technical support.
_________
Cost / Value
On a scale from 1 – 10 (1 = totally unsatisfied / 10 = extremely satisfied), rate the following:
1.
Level of satisfaction with value received for the cost.
_______
2.
Was the overall cost (licenses, implementation and training) consistent with your expectation?
Yes/No
3.
Were there any unexpected and/or additional costs?
If so, please explain ________________________________________________________________________
_________________________________________________________________________________________
General Comments / Feedback
________________________________________________________________________________________________
________________________________________________________________________________________________
Yes/No
Reference Check
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Implementation time frame
Ease of Implementation
Ease of Use
Ease of bringing on new users
Cost Management
Document management
Roll Up features
Customer Service
Responsiveness to making Changes
Technical Support
Value Received For Cost
Steps in the Process
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Establish your selection team
Do the industry research
Define your goals & objectives
Develop your criteria matrix
Invite firms for Webinar presentations
Short List firms
Develop & provide material for short listed firms to preload prior to presentation
In depth hands on demonstration
Reference Check
Price Solicitation
Analysis & Selection
“Getting from Here to There”
Selecting an ePM for a Public
Entity
Bill Breyfogle
Director, Design and Construction
Minnesota State Colleges and Universities
MnSCU Background
• State Merger – 1995
▫ 5th largest Higher Education System in
US
▫ 32 Colleges / Universities
▫ 1/3 of all state assets
▫ ~300 projects / $500M Capital program
• “Project” Management – (1995-2002)
• “Program” Management – (Post 2002)
Topics
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Request for Information (RFI)
Request for Proposal (RFP)
Interviews
Negotiations / Contracting
Implementation
Lessons Learned
Request for Information
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IT Consultant
Business processes mapped
Owner centric focus
User input / team
Borrow shamelessly
Public solicitation & invitations
RFI Expectations
• Provide respondents with information regarding
objectives and expected outcomes of initiative
• Utilize information received in formulation of an
RFP
• Gather preliminary cost figures, strategies and
schedules to “size-up” the initiative
• Openly invite respondents to demonstrate their
experience, products and services
• Allow evaluation team members the opportunity
to review current applications and information
Request for Proposal
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IT Consultant
Team input – In-house IT, users, others
RFI data incorporated
Contracting requirements
Informational meeting
Questions
Responses posted online
RFP Evaluation Criteria
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Pricing (20%)
Proposed solution (25%)
Approach and process (20%)
Technical solution (20%)
Vendor qualifications (15%)
Overall underlying criteria was
“Ease of use”
Interview
• References need to be checked
• Team approach lends legitimacy and buy-in to
selections
• Three responders shortlisted
▫ Scenario based presentation; one day
long
• Two firms invited back for 2nd interview
Negotiations / Contracting
• Vendor stability in the market
• A lot of variation in pricing – consult with your
IT
• Vendor’s specific contract vs. state contract
▫ Insurance, Indemnification, etc. can be an issue
• Vendor or local hosting option
• How will vendor work with you in the future –
Owner’s Alliance Roundtable
Implementation
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Executive Management Support
“A” Team
9 of 10 failures are people related
Start early; project funding
lifecycle
Training is critical
Hype Curve
Proactive information campaign
1/3 Rule
Commitment for additional staff or
in-house IT
The journey starts at “Go Live”
Essentials: Sense of humor, crystal
ball, thick skin
Selecting an ePM for a project
or program
Mera Faddoul
Jacobs Facilities
Presentation Agenda
Key Drivers
What Project information will be
managed?
• Systems and Software Overview
• Methodology
• Decision Metrics
• Case Studies
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Identify the Key Drivers to Select PMS Solution:
Key Drivers
• Project Need/Objectives/End Goal
• Integration
• Collaboration
• Ease of Implementation/Customization
• Work Flow Management
• Security
• Cost
• Training/Support
What Project Information Will Be Managed?
Cost Management
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Budget
Cost
Actuals
Forecast
Contracts / Purchase Orders
Invoices
Change Management
• Potential Change Orders
• Change Order Requests
• Subcontract Change Orders
Document Control
• Submittals
• Drawing Logs
• Meeting Minutes
• Issues
• Request For Information
• Transmittals
• AutoCAD Files
• Project Photos
Field Administration
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A/E Field Observation Reports
Work Directives
Daily Work Journals
Inspections and Tests
Safety Records
Punch List
Reporting
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Project Report
Program Report
Cost Report
Monthly Reports
Daily Reports
Systems and Software Overview
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Meridian Prolog Manager
Primavera Contract Manager
Skire
Meridian Proliance
Autodesk Buzzsaw
Autodesk Constructware
E-Builder
Tririga
Methodology
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Define the Program Scope and Objective
Identify the various selection criteria
Define Key Drivers
Develop Weighted Metrics
Evaluate, Compare, Analyze & Score available
PMS solution
Select the most Efficient PMS Solution
Implement the solution
Train users and select Project “Champions”
Ensuring the successful PMS implementation till
the end of the project.
Decision Metrics - Example
Assessment: Project Management Controls System
PMS
Option 3
PMS
Option 4
PMS
Option 5
PMS
Option 6
Assessment
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8
5
10
20
10
10
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1
5
5
5
5
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5
100
PMS
Option 2
Program Overview
Program Needs/Objectives
Document/File Management
WorkFlow & Process Control
Cost Management
Field Mangement
Reporting
Messaging
Platform
Security
Initial Implementation Cost
Implementation Cost throughout project Life-Cycle
Ease Of Implementation
Database Architecture
Support
PMS
Option 1
Selection Criteria
Weight
PMS Software Solution
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6
3
8
19
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10
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5
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5
5
4
8
3
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19
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5
3
3
4
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3
3
7
5
8
18
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6
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5
3
3
3
5
3
4
7
5
8
19
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7
1
1
5
3
3
3
5
3
4
6
5
10
19
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8
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1
5
2
2
2
5
3
4
6
5
9
18
6
8
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1
5
2
3
2
5
3
88
1
82
2
78
5
81
3
79
4
78
5
Total Score
Rank
Case Studies
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Jacobs Prolog/Citrix System
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E-Builder
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Hospital Project, Texas
Proliance
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Hospital Project, Chicago
Government Building Project, Iowa
Expedition/Constructware
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Office Building, New York
Case Study - 1
Rush University Hospital
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Project Needs
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Selection Criteria
PMS used by all team members to manage, collaborate, & integrate
all kind of project information, develop reports
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Easy to Implement, Customize & Collaborate
Reporting Features
Document Control, File Management, Process Control
Extensive Training & Support
Cost-Effective
PMS Solution
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Meridian Prolog Manager & Prolog Website
Case Study - 2
Hospital Project, Texas
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Project Needs
PMS required to manage, collaborate, integrate, collect and report
all kind of project information.
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Selection Criteria
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Easy to Implement, Customize & Collaborate
Document Management Capabilities
Integrate with other systems
Extensive Training & Support
Cost-Effective
PMS Solution
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E-Builder
Case Study - 3
Government Building Project, Iowa
 Project Needs
Client selected PMS solution
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Selection Criteria
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Unified PMS system across all projects
Centralized database
Standardized Work-flow and processes for managing, collaborating
and reporting the project information
PMS Solution
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Meridian Proliance
Q and A