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Best practices in project management

Author: David M Rose; Dye Management Group, Inc.; Arizona. Department of Transportation.; United States. Federal Highway Administration.
Publisher: Phoenix : Arizona Dept. of Transportation ; [Springfield, Va.] : [Available to the U.S. public through the National Technical Information Service], [2003]
Edition/Format:   Print book : State or province government publication : EnglishView all editions and formats
Database:WorldCat
Summary:
The Arizona Department of Transportation's (ADOT's) ability to manage a cost-effective construction program delivery and be accountable to policy-makers and customers regarding the cost and timeliness of highway projects is at risk. The following is ADOT's current situation: There is little consistency in project management; ADOT is not actively managing and controlling budget and scope; The organization does not  Read more...
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Additional Physical Format: Online version:
Rose, David M.
Best practices in project management.
Phoenix : Arizona Dept. of Transportation ; [Springfield, Va. : Available to the U.S. public through the National Technical Information Service, 2003]
(OCoLC)764529524
Material Type: Government publication, State or province government publication, Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: David M Rose; Dye Management Group, Inc.; Arizona. Department of Transportation.; United States. Federal Highway Administration.
OCLC Number: 52800101
Notes: Cover title.
"May 2003."
"Report no. FHWA-AZ-03-511"--Technical report documentation page.
Description: 165 pages : illustrations ; 28 cm
Responsibility: [David Rose].

Abstract:

The Arizona Department of Transportation's (ADOT's) ability to manage a cost-effective construction program delivery and be accountable to policy-makers and customers regarding the cost and timeliness of highway projects is at risk. The following is ADOT's current situation: There is little consistency in project management; ADOT is not actively managing and controlling budget and scope; The organization does not hold itself and managers accountable for scope, budget, and quality; ADOT's process, tools, and procedures do not enable the most effective use of human and other resources; and There will be continued impacts to ADOT's organizational capacity and health. The following are the desired outcomes from improving ADOT's project management process: (a) ADOT will be able to manage construction program delivery against scope, schedule, budget, and quality objectives on a department-wide basis at the program and project levels; (b) ADOT will hold itself accountable for delivering the program vs. scope, schedule, budget, and quality objectives; (c) The strategic importance of project management will be emphasized by ADOT management; (d) ADOT will increase its project focus to establish a project management culture; (e) The importance and role of project managers and the project management discipline will be elevated; (f) A consistent process at the project level will be established. In this way, more discipline and predictability will be brought to the process. This will strengthen ADOT's ability to manage overall program delivery; and (g) Scopes will be set and budgets managed at the project level. The role and authority of project managers will be strengthened to accomplish these objectives. The decision-making will be proactive, recognizing that in project delivery scope, schedule, and budget decisions impact each other.

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