June 2005-June 2007
June 2007-June 2008
Nature of the Work: Development of:
Trinity River Authoirty Program Management
The Trinity River Authority of Texas (TRA) operates a number of regional water and wastewater systems throughout the Trinity River Basin. One of the largest of these systems is the Central Regional Wastewater System (CRWS), one that provides wastewater transportation and treatment for twenty cities and the DFW International Airport within the Dallas/Fort Worth metroplex. The CRWS is an award winning system that includes a 162 MGD wastewater treatment plant and approximately 300 miles of pipelines ranging from 12-inch to 108-inch diameter interceptor pipelines.
In recent time, TRA has concluded planning for its CRWS, four other regional wastewater systems, and one regional supply system that has identified required capital improvements to both the plant and pipeline systems in excess of $1.1 Billion in value, a total of approximately one hundred active and one hundred planned projects that must be completed between 2007 and 2011 in order to ensure adequate capacity and treatment capability is in place for this rapidly growing service area. These projects in turn, result in several multiples of this number of projects in contracted services in order to implement this large number of projects in such a short time period. After considering a number of options for increasing TRA's delivery capacity in the short run, TRA management selected Espey Consultants, Inc. (EC), to provide Program Management Services to facilitate increasing the tools and systematic processes to enable the TRA forces to deliver the projects on the projected schedule.
EC’s charge for the project included the development and management of task level project work schedule process control systems and direct management of a portion of the design management services, serving as a temporary extension of the TRA staff. At the conclusion of the project, EC transitioned the schedule process control systems to TRA management for their continued use in managing the development and delivery of projects in the future.
EC completed development of a Microsoft Project version 2003 detailed schedule for approximately 200 projects. Components of the schedule included the following:
- Each project was identified as having approximately 283 subtasks.
- Subtasks for each project schedule were then rolled up to 28 nested tasks for ease in monitoring and reporting
- A design managers playbook was established for defining best practices and all elements of what was required to complete each task, inclusive of the required interface for service groups within TRA
- The program schedule was then made available via a web based server for ease in accessing the project schedules and updating tasks for TRA project managers
- The overall schedule for all projects was monitored by EC and progress or schedule slippage was reported on a monthly basis
- A focus was given in monthly progress reporting to only those projects encountering schedule slippage for consideration of schedule recovery
- EC developed detailed resource assessment analysis to provide TRA with predicted staff loading from proposed assignment of future projects
- EC developed a construction notice to bidders for increasing bidder awareness of upcoming projects, to improve the volume of bidders considering future work.
EC then transitioned the entire project management system to TRA management with the integration of the automated reporting on project progress through a new program, CIP Planner. Concurrent with development of the project controls program, EC served as design manager on approximately twenty large diameter pipeline design projects ranging in size up to 104-inch diameter.