SHRP2 Solutions: Taking Project Management and Risk Management to the Next Level
This fact sheet summarizes new guides and tools prepared through the SHRP2 research program on project management and risk management. They provide practical approaches to optimize innovation, minimize schedule and budget risk and build better projects. New Strategies for Managing Complex Projects (R10) provides methods for assessing complexity factors and will help managers make rational resource allocations and guide planning and implementation. the approach is scalable and can be used on all types of projects. Guide for the Process of Managing Risk on Rapid Renewal Contracts (R09) helps managers quantify risks and provides guidance on the level of risk management needed through a risk management process that helps optimize performance for accelerated reconstruction projects with methods for identifying, assessing, mitigating, allocating and monitoring risk.
FHWA Project Management Plan Guidance (January 2009)
This FHWA document, released in January 2009, serves to assist the recipient of Federal financial assistance in the preparation of a Project Management Plan to meet the requirements of SAFETEA-LU. The intent of the guidance is to provide a general framework for a Project Management Plan that will most effectively serve the STA, the FHWA and other sponsoring agencies throughout the project continuum.
In this document, references are made to the FHWA "Major Projects Team." Please note that the FHWA has since renamed this team to "Project Delivery Team" and should now be referenced as such.
This list prepared in March 2007 identifies a number of thinking points for states to consider when developing a Project Management Plan for major projects. These issues often take on a different degree of emphasis when planning and executing a mega-project.
I-95 Betsy Ross Interchange (BRI) & Bridge Street Ramps (BSR) Project: FHWA Approval Letter - July 2012
I-95 Betsy Ross Interchange (BRI) & Bridge Street Ramps (BSR) Project - Project Management Plan - February 17, 2011
This 2011 Project Management Plan (PMP) [revised in 2012] establishes the framework for administering the reconstruction of I-95, being undertaken by the Pennsylvania Department of Transportation (PennDOT) and the Federal Highway Administration (FHWA), from detail design through construction and project closure. The PMP formulates the project’s management methodology and organization while providing guidance for the orderly interaction of multiple parties that are involved for the successful completion of the project. This PMP will be updated annually through the life of the project; significant changes in the project limits, delivery schedule or budget will trigger an update of this document.
SR 520 Pontoon Construction Project: FHWA Approval Letter - May 2011
SR 520 Pontoon Construction Project: Project Management Plan Part 1 - July 2009
SR 520 Pontoon Construction Project: Project Management Plan Part 2 - August 2010
These documents are the recently approved Project Management Plan (PMP) for the SR 520 Pontoon Construction Project being undertaken by the Washington State Department of Transportation. This project will involve the construction of pontoons needed to replace the existing traffic capacity on the Evergreen Point (SR 520 Floating) Bridge across Lake Washington near Seattle. Part 1 of the PMP described preliminary engineering activities during the preconstruction period. Part 2 describes project management during the design-build phase of the project, including final design and construction.
Major projects are defined as projects with an estimated total cost of at least $1 billion or projects approaching $1 billion with a high level of interest by the public, Congress, or the Administration. This University of Maryland Study discusses the key factors in managing public trust and confidence, marketing plans and strategies as well as action/implementation plans for such projects.
Prepared by the Department of Transportation for The Senate Subcommittee on Transportation, Treasury and General Government and The House Subcommittee on Transportation, Treasury and Independent Agencies, this report responds to the large project management and oversight issues identified by Congress and covers broad agency-wide initiatives and specific activities related to large Federal-aid highway projects. Strategies for FHWA to Improve Large Project Management and Oversight are presented and discussed.
This July/August 2004 Issue of the Public Roads - a bimonthly magazine issued by the FHWA - contains ten articles on mega projects, covering a range of topics, from building public trust to the challenges of intermodal projects.
*Prior to the enactment of SAFETEA-LU in August 2005, projects with over $1 billion in construction costs were designated as "Mega Projects". SAFETEA-LU has lowered the monetary threshold from an estimated total cost of $1 billion to $500 million or greater, and the term "Mega Project" has since been eliminated and replaced with the term "Major Project."