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    Developed By: Terry Schmidt Management Pro: The Four Critical Questions

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    Dinesh Singh W
    This document presents a logical framework for closing out the Hood Canal Bridge Project in Washington State. The goal is to effectively care for the project's 60 employees and physical assets through the closure process. Key objectives are to 1) complete all required documentation for closure, 2) reassign project staff in a career-enhancing manner, 3) decommission facilities and equipment, and 4) communicate the closure plan to employees. Activities and timelines are outlined to achieve these objectives, along with assumptions and responsibilities. The framework is intended to help ensure a smooth project closure that takes care of both the people and assets involved.

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    Developed By: Terry Schmidt Management Pro: The Four Critical Questions

    Uploaded by

    Dinesh Singh W
    39 views4 pages
    This document presents a logical framework for closing out the Hood Canal Bridge Project in Washington State. The goal is to effectively care for the project's 60 employees and physical assets through the closure process. Key objectives are to 1) complete all required documentation for closure, 2) reassign project staff in a career-enhancing manner, 3) decommission facilities and equipment, and 4) communicate the closure plan to employees. Activities and timelines are outlined to achieve these objectives, along with assumptions and responsibilities. The framework is intended to help ensure a smooth project closure that takes care of both the people and assets involved.

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    LOgical FrmewrkCloseOutProjects

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    This document presents a logical framework for closing out the Hood Canal Bridge Project in Washington State. The goal is to effectively care for the project's 60 employees and physical assets through the closure process. Key objectives are to 1) complete all required documentation for closure, 2) reassign project staff in a career-enhancing manner, 3) decommission facilities and equipment, and 4) communicate the closure plan to employees. Activities and timelines are outlined to achieve these objectives, along with assumptions and responsibilities. The framework is intended to help ensure a smooth project closure that takes care of both the people and assets involved.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    39 views4 pages

    Developed By: Terry Schmidt Management Pro: The Four Critical Questions

    Uploaded by

    Dinesh Singh W
    This document presents a logical framework for closing out the Hood Canal Bridge Project in Washington State. The goal is to effectively care for the project's 60 employees and physical assets through the closure process. Key objectives are to 1) complete all required documentation for closure, 2) reassign project staff in a career-enhancing manner, 3) decommission facilities and equipment, and 4) communicate the closure plan to employees. Activities and timelines are outlined to achieve these objectives, along with assumptions and responsibilities. The framework is intended to help ensure a smooth project closure that takes care of both the people and assets involved.

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    Logical Framework Project Example: Close Out Projects with a People Focus

    Objectives
    Goal

    Success Measures

    Verification

    Assumptions

    The Four Critical Questions


    The LogFrame helps us to systematically answer and agree on these four critical questions:
    1. What are we trying to accomplish and why?

    Purpose

    Outcomes

    2. How will we measure success? 3. What other conditions must exist? 4. How do we get there?

    Inputs

    Developed by: Terry Schmidt Management Pro

    MANAGEMENTPRO

    [email protected]

    Close Out Projects with a People Focus (Washington Department of Transportation)


    Project closure requires not only wrapping up the documentation at project end, but helping team members transition to new positions. This project plan from the Washington State Department of Transportation (WSDOT) was developed three years ahead of the planned completion of a major bridge construction project. The Hood Canal Bridge Project Team was established to administer the construction of this major project in Washington State. The employees are in project positions, which means that they will go back to other positions within the organization when work is completed in 2010. Project leadership made a commitment to fi nd positions for both State and Consultant employees that will benefi t their careers. They will be closing several work sites, including vacating offi ce space and disposing of equipment and vehicles, at different times as the work at each site wraps up. There is also extensive documentation to complete for both the State and Federally funded work. Finish Strong is a project plan to take care of the people, lining up good positions for 60 employees spread over several sites after this project finishes. Even through scheduled completion is three years away, using a LogFrame strategy helps ensure smooth execution.

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    Logical Framework for Hood Canal Bridge Project Closure "Finish Strong"
    OBJECTIVES
    GOAL: Effectively care for our Team employees and physical assets through the project closure process.

    SUCCESS MEASURES
    GOAL MEASURES: 1. Employees stay with the project until reassigned per the employee database. 2. No cost for assets that we are finished using

    VERIFICATION

    ASSUMPTIONS
    Assumptions to reach goal & beyond: 1. Employees accept the closure plan 2. Employees participate in the plan 3. That there is a need for assets elsewhere in State government in a timely manner. Assumptions to achieve purpose: 1. Region Staff available to process packages in a timely manner. 2. FHWA reviews the submittals in a timely manner. 3. Employees communicate changing career goals. 4. Acceptable positions available when needed. Assumptions to produce outcomes: 1a) Project employees remain with the Team until planned transition date. 1b) Any Changes in documentation requirements are communicated to the project office.

    1. Per the employee database 2. Per the finance report

    PURPOSE: Successfully close out the project in accordance with state and federal regulations and to the benefit of our employees.

    1. Region approval of all documentation. 2. FHWA approval of all documentation. 3. 75% of all employees in career enhancing positions per the Employee Database.

    1. Region approval letter received. 2. FHWA approval letter received. 3. Match reassignment results to Employee Database.

    OUTCOMES: 1. Complete all documentation required for project closure.

    OUTCOME MEASURES: 1a) All packages complete on time per the project documentation checklist. 1b) All documents properly archieved on time per the documents properly distributed on time per the documentation schedule. 1c) All documents properly distributed on time per the documentation schedule. 2a) Workforce budget meets baseline in accordance with the finance plan timelines. 2b) Changes in employee status occur within 30 days of workforce planning tool date. 3a) No costs incurred for office space 30 dys after it is vacated. 3b) No costs incurred for unused equipment 30 days after it is no longer needed on the project. 4a) Closure plan update newsletter sent out quarterly

    1a) Project documentation schedule 1b) Documentation checklist

    2. Reassign all project staff in a manner that supports project delivery. 3. Decommission Facilities and Equipment.

    2a) Finance Report 2b) Employee Database 2c) Workforce planning tool 3a) Finance Report

    4. Communicate the plan to employees and region managers through project closure.

    4a) Newsletter sent on schedule

    2a) Project employees remain with the Team until planned transition. 2b) Employees contribute to database setup. 2c) Employees communicate desired changes to database in a timely manner. 3a) Real Estate Service has staff and funding available to manage property disposal. 3b) Region Stores has staff and funding to work disposal issues. 4a) Project staff available.

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    INPUTS: How team will produce outcomes

    Schedule (in weeks, months, etc.)

    Assumptions for activities

    Activities 1. Complete all documentation required for project closure. 1.1 Determine Federal requirement for documentation 1.2 Build documentation database 1.3 Compile documents required 1.4 Complete documents packages for Regions 1.5 Compete documents packages for FHWA 1.6 Transmit document packages 2. Reassign all project staff in a manner that supports project delivery. 2.1 Develop questionnaire 2.1.1 Consult HR 2.1.2 Draft questions 2.1.3 Review questions with managers 2.1.4 Finalize questionnaire 2.2 Present questionanaire to all staff 2.3 Develop Employee database 2.4 Populate employee database based on questionnaire information.

    Responsibilities Resources

    Danks Danks Danks Danks Danks

    Ireland/ Cutler Ireland/ Cutler Ireland/ Cutler Ireland/ Cutler Ireland/ Cutler Soderquist Melchior Melchior

    2.5 Consult with Region Managers on future employee Ireland/ Moon opportunities. 2.6 Consult with Parametrix on future employee opportunities 2.7 Match opportunities to employee career goals 2.8 Meet with employees to discuss results 2.9 Develop training plans as required 2.10 Monitor database for employee changes 3. Decommission Facilities and Equipment 3.1 Vacate facilities 3.1.1 Generate summary project schedule for facilities and equipment use 3.1.2 Overlay facilities onto summary schedule Danks Danks Cutler Melchior Soderquist Manager Manager

    www.managementpro.com

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