Iowa DOT project management peer exchange.

Details

• Creators:
  Shane, Jennifer S.
• Corporate Creators:
  Iowa State University. Institute for Transportation ; Iowa State University. Construction Management and Technology Program
• Corporate Contributors:
  Iowa. Dept. of Transportation ; United States. Federal Highway Administration
• Subject/TRT Terms:
  Complex Project Management Peer Exchange Project Management State Departments Of Transportation Strategic Planning 5DPM
• Publication/ Report Number:
  InTrans Project 15-221
• Resource Type:
  Tech Report
• Geographical Coverage:
  United States
• Edition:
  Final report
• Corporate Publisher:
  Iowa State University. Institute for Transportation
• Abstract:
  This project supported the planning and conduct of a two-day Iowa Department of Transportation–hosted peer exchange for state
  
  agencies that have implemented some or all of the suggested strategies outlined in the Second Strategic Highway Research
  
  Program–sponsored project R10, Project Management Strategies for Complex Projects. Presentations were made by participating
  
  states, and several opportunities were provided for directed discussion. General themes emerging from the presentations and
  
  discussions were identified as follows:
  
  1. To implement improvements in project management processes, agency leadership needs to decide that a new approach to
  
  project management is worth pursuing and then dedicate resources to developing a project management plan.
  
  2. The change to formalized project management and 5DPM requires a culture shift in agencies from segmented “silo” processes
  
  to collaborative, cooperative processes that prioritize good communication and collaboration.
  
  3. Agencies need trained project managers who are empowered to execute the project management plan, as well as properly
  
  trained functional staff.
  
  4. Project management can be centralized or decentralized with equal effect.
  
  5. After an agency’s project management plan and structure are developed, software tools and other resources should be
  
  implemented to support the plan and structure.
  
  6. All projects will benefit from enhanced project management, but the project management plan should specify appropriate
  
  approaches for several project levels as defined by factors in addition to dollar value.
  
  7. Project management should be included in an agency’s project development manual.
  
  Author ORCID Information:
  
  Jennifer S. Shane: http://orcid.org/0000-0002-2612-4269
  
  
• Format:
  PDF
• Collection(s):
  US Transportation Collection
• Main Document Checksum:
  urn:sha-512:67eb5dafd8a76b4a0c1d3a4664b59a824576d46d26de202fe55124daa290c1bfd55237ee3972e51f45bf7becb2919d3086bf78b44f0f599313f7942136824310
• Download URL:
  https://rosap.ntl.bts.gov/view/dot/30919/dot_30919_DS1.pdf
• File Type:
  [PDF - 653.89 KB ]