California Department of Transportation

Project Management

Chronology of Project Management in Caltrans

Chronology 1994
Date Description
January 1994 SRI International Revised Draft Final Report Volume II. Hewlett Packard demonstrated (XPM)) capabilities and task force recommendation to implement eXpert Project Management (XPM)) statewide.
February 1994 Stanford Research Institute (SRI) International Final Report Volume II (Detailed Findings, Options, and Recommendations) "Evaluation of the Organizational Structure and Management Practices of the California Department of Transportation"- 72 Recommendations to improve Caltrans efficiency and effectiveness prepared for the California Legislature, Legislative Analystís Office by SRI International, Gabriel Roche, Inc., and Vernazza Wolfe Associates, Inc. Established the Seismic Retrofit Program monitoring and control process within the Corporate Project Management Program.
March 1994 Developed Engineering Cost Reporting (ECR) to improve total project cost tracking and project inventory.
April 1994 Developed agency bar charts for Seismic Retrofit projects.
May 1994 - September 1994 Caltrans Project Management re-engineering team was formed. It defined standard Project Management process and approach, roles and responsibilities and organizational structure.
June 1994 expert Project Manager (XPM)) Pilot in District 7
July 1994 Caltrans implemented standard capital outlay support Work Breakdown Structure (WBS) and Resource Breakdown Structure (RBS). The WBS, which breaks down a project into a hierarchy of logical grouping of activities, and the RBS, a hierarchy of assigned resources, establish set of consistent planning tools for Capital Outlay Projects, which allow planned work to be matched against actual expenditures and progress. Orientations seminars / workshops were held to present an overview of Project Management processes and tools.
Caltrans implemented a reorganization plan to support Project Management concepts and processes. Created the Corporate Project Management Program (PMP) (formerly known as Engineering Management Division). The "Model District Organization" was adopted by creating a District Division Chief for Program / Project Management in each District, commonly referred to as Single Focal Point (SFP), to focus on project delivery instead of functional activities. This helps to increase the perceived authority of the Project Manager. Established Quarterly Project Management Forums for the SFPíS to discuss Project Management and delivery issues.
Initiated Project Management improvement efforts. Project Management implementation efforts will shift focus from corporate and District executive team to institutionalize Project Management organization, process, and tools expert Project Manager (XPM), Work Breakdown Structure (WBS)/Resource Breakdown Structure (RBS), etc. Appointed corporate and Statewide Project Management Improvement Team (PMIT) which holds quarterly meetings to address and resolve Project Management Implementation / Improvement Issues.
September 1994 War Room Report (Graphic and Spreadsheet) developed for Deputy Director to provide status of project delivery for programmed projects.
October 1994 Directors Memo "Meeting the Challenge to Change" An inventory of actions taken, under way, and planned for the Transformation of Caltrans. Five Strategies:
  • Fundamentally to Transform Caltrans from what it was to what it must be in order to serve the already changed needs of the people and business of California
  • To organize and manage by business process
  • To reinforce and facilitate delegation of authority and responsibility to the lowest practical level, and also to build in the mechanisms for accountability and assistance to ensure top performance
  • To reduce the cost of doing business while maintaining quality
  • To focus on the customer - the people of California
Caltrans releases 1994 Strategic Plan. (pdf) This includes: Goal # 2, Caltrans improves delivery of all transportation services, Goal #5, Caltrans is a good steward of transportation resources while reducing the cost of doing business, Objective 2-05, Implement True Project Management, Objective 5-01, Improve Cost and Schedule Control Of Capital Outlay Support Resources.
October 1994 - May 1995 Install expert Project Manager (XPM)) software in remaining Districts and ESC, provide XPM training
October 1994 Initial Single Focal Point (SFP) forum meeting and Charter establishment. Conduct forum meetings quarterly to discuss and resolve Project Management issues. Appoint corporate Project Management Improvement Team (PMIT) to guide Project Management Implementation
November 1994 Caltrans conducts expert Project Manager (XPM)) Administrator workshop
1994 Legislature passes Senate Bill (SB1565/94 - Project Support Budget legislation - that adds Government Code 14529(g) "The state transportation improvement program shall identify and include the cost of project development, including, but not limited to, design and estimating costs and the costs of environmental studies."