The goal of the project organization should be the effective and efficient accomplishment of the project objectives for each project phase. This may necessitate the involvement of different personnel and contractors from phase to phase and may even warrant different lead public agencies and project managers.
As a project evolves, however, there is a need for continuity to assure the achievement of its overall objectives. Critical in the structuring of any organization is the flow of authority and responsibility from the Project Sponsor through the project manager, functional area managers, and contractor managers to each assigned project participant. Variations in the size and complexity of transit capital projects and the capability of the individual Project Sponsor will influence the need for outside consultants and contractors within the project’s organizational structure.
The size, qualifications, and availability of existing staff resources must be considered in relation to the human resource requirements and duration of the project. For the small bus operator planning a new maintenance facility or the transit system developing a single fixed guideway segment, it may be prudent to contract for technical studies, design, and project management services, rather than hiring an entirely new or greatly expanded staff. In the case of a large fixed guideway system development, a project may employ consultants initially, until in-house staff capabilities are developed gradually to the point
that they can replace the consultants. Agencies also have the option to assign greater responsibility to contractors by utilizing alternative project delivery methods.
The obvious benefit of using contracted support services for a project of finite duration is the ability to terminate their involvement and associated expense when the project is completed. Even when an outside organization is used, the Project Sponsor must have in place its own qualified organization to maintain overall control of the project, provide timely decision-making, and maintain appropriate communication channels with all
project participants and
Integrated Management Teams stakeholders. Clearly,
Teams for the management of major projects must be Project Sponsors should compatible with the existing Project Sponsor avoid any organizational organization. Oftentimes they have been set apart from structure that results in the agency and its support staff (and even, sometimes, duplication of effort, or that its design and operations functions) only to cause would tend to undermine unnecessary friction and an inability to take advantage authority. The organizational of existing management and control systems. structure and work scopes Particularly when the project management team for both Project Sponsor staff includes the key management and staff of the eventual and outside contractors must operator, a failure to integrate the Project Sponsor clearly define their general management and administrative functions and respective responsibilities.
staff misses economies, synergy and the gaining
“ownership” by those who will ultimately be operating Organizing and staffing
the completed project. during each of the project
development phases should adhere to the following guidelines, which should be addressed in detail in the Project Management Plan (PMP). Charts should be developed for each phase and should cover all project functions. These charts should identify key personnel in all organizations and clearly define their principal duties, reporting relationships, assigned responsibilities, and delegated authority. Staffing utilization and commitment levels should be indicated (as percent of full time equivalent), and job qualifications provided. The organization chart could be presented as or supplemented with a tabular staffing plan that shows percent utilization, mobilization start date, and release date (where applicable) information.
Interface points within and outside the project organization should be identified. Project Sponsor and contractor organization charts showing the organizational
placement of personnel assigned to the project and the interface points should be required for all major project participants.
A staff mobilization plan that incorporates a schedule of milestone events should be developed.
The philosophy governing the development of the project organization should be stated and the decision to use contractors or in-house services should be explained.
Delegations of Authority
Delegation of authority levels need to be established by the Project Sponsor at the outset of the project. These delegations must also recognize the numerous changes the agency will face during the life of the project. It is wisest for a Project Sponsor to adopt the principle of "authority at the level most knowledgeable and aligned with the responsibilities."
Delegations of authority should promote transparency in the making of decisions. Everyone with a responsible charge for making decisions should be accountable for his or her actions, and these actions must be based on clear documentation, sound analysis, and an understanding of their consequences. Contract amendments as well as change order dollar values can and should be assigned to the level most appropriate to deal with and approve the changes.
Assigning levels of authority and dollar value restrictions on that authority can be used to efficiently deal with changes, keep contractors on schedule, and mitigate claims. Each agency/authority may need a differing level of change authority delegation.
It should be recognized that for large, multi-segment, fixed guideway projects (new construction or modernization), a Project Sponsor may simultaneously be in varying levels of project development on individual system segments. Detailed project organization charts should be prepared for each phase to show all of the participants and their reporting relationships.
Project management should be sensitive to the appropriate human resource and training needs of the project team members in the unique aspects of the project being undertaken. In-house staff may need to be exposed to training on implementation of new project delivery techniques such as D/B, turnkey and D/B/O/M. The Project Sponsor should include specific staff management capabilities and training requirements in contract documents. Areas of training could include:
Issue resolution, elevation and communications protocol Project control requirements
Project team roles and responsibilities, especially with non-conventional project development approaches
Project partnering
Claims avoidance techniques FTA guidance for managing MCPs
Environmental sensitivities and mitigation requirements Construction safety awareness and related risk insurances Contract packaging and delivery method(s)
Construction security awareness and breach reporting procedures Community impact mitigation requirements and approaches
Safety, security, and operational concerns when working adjacent to an existing fixed guideway transit system