Attachment_J.20_CPFMD_Budget_Alignment_2017_OCTOBER.pdf

Capital Projects and Facility Management Division (CPFMD)

Author: Angela D. Landry, PMP LEED Green Associate

Last Updated: 09 October 2017

File Location: TBD

CPFMD Program Alignment with CPFMD Program Budget

OVERVIEW: CPFMD Program Scope, Schedule and Budget

CPFMD PROGRAM SCOPE

Capital Projects

The scope of DC Courts capital project work (or renovations, improvements and expansions) is derived primarily from three (3) documents—the Judiciary Square Master Plan, the DC Courts Facilities Master Plan

(FMP), the DC Courts Facilities Condition Assessment (FCA)

Facilities Management

The scope of DC Courts facilities management work (or maintenance of existing infrastructure) is also derived the DC Courts Facilities Condition Assessment (FCA), along with various other reports from studies conducted by CPFMD and day-to-day operation and maintenance of the DC Courts facilities in support of court functions.

CPFMD PROGRAM SCHEDULE

The program schedule is a plan to complete the program scope on a timeline as required to meet the space and maintenance requirements identified in the CPFMD program scope.

CPFMD PROGRAM BUDGET

The program budget is the compiled costs, per fiscal year, required to complete the program scope of DC Courts capital project and facilities operation and maintenance work according to the program schedule.

Last Updated: 09 October 2017

File Location: TBD

CPFMD PROGRAM BUDGET: ALIGNMENT OF PROGRAM REPORTING &

OPERATIONS WITH BUDGET PLANNING &

SPENDING

PURPOSE

Development of the CPFMD Program Budget is dependent on input from all CPFMD program teams

(government and contractor personnel). The purpose of aligning the CPFMD Program Budget and CPFMD FY

Spending Plan (plan created annually that specifies how funds received will be spent each fiscal year) with program operations is to engage the entire CPFMD team throughout the year to create a more participatory, streamlined, accurate and transparent budget planning process. Furthermore, doing so will facilitate each

CPFMD program team’s prioritization of expenditures when managing their annual allocation of funds.

REQUIREMENTS

Aligning the CPFMD Program Budget and CPFMD FY Spending Plan with program operations will require the following:

(1) taking an integrated team approach, by which the entire CPFMD team (government and contractor personnel) work as a team towards a common goal

(2) educating all CPFMD program teams on CPFMD Program Budget and CPFMD FY Spending Plan

(3) detailed monitoring and tracking of expenditures by all CPFMD program teams (government and contractor personnel)

(4) fully coordinated program-wide monthly and quarterly reporting to the CPFMD PMO Leadership Team

(5) operational changes towards process improvement and program-wide integration by all program teams

Last Updated: 09 October 2017

File Location: TBD

PARTICIPANTS: EXISITNG CPFMD PROGRAM TEAMS

PMO Leadership Team—CPFMD

• CPFMD Director/Dana Friend

• CPFMD Deputy Director/Mary Ann Satterthwaite

• CPFMD Chief Capital Projects/Marvin King

• CPFMD Chief O&M Projects/TBD

• Integrated Program Team (IPT) Lead/Angela Landry (contractor)

• PMO Program Manager (PgM)/Scotte MacQueen (contractor)

• PMO Deputy Program Manager (DPgM)/TBD (contractor)

• CPFMD Budget Planning Team/Mary Ann Satterthwaite, Judi Hill, Angela Landry, Rob Coulson, Scotte MacQueen

PMO Leadership Team—OTHER DIVISIONS

• PMO Budget & Finance Division Representative/Marka Joyner

• PMO IT Division Representative/Frank Nowicki

• PMO Administrative Services Division Representative (ASD)/TBD o PMO Procurement and Contracting Team Representative/TBD

• PMO Security Representative/Thomas Hedgepeth (HP)

PMO Design Team Representative/Mike Kazan (contractor)

PMO Resource Team

• PMO Quality Assurance Representative/ASAP

• PMO Safety Representative/TBD

• PMO Budget Resource/Rob Coulson (contractor)

• PMO Schedule Resource/James Johnson (contractor)

• PMO Furniture Resource/Caroline Alexander (contractor)

PMO CM/PM Team

• PMO Capital CM & PMs (Capital and O&M projects)/Nantuit and Markon (contractor)

PMO Furniture, Fixtures & Equipment (FF&E) OR Other Government Contractors (OGC)

Representative/TBD

PMO Tenant Move-In (TMI) Representative/Stan Morel

PMO O&M Team

• CPFMD Building Operations Representative/Eric Butts

• CPFMD Facilities Maintenance Representative/James Vaughn

PMO Support Team

• PMO Project Support/TBD (contractor)

• PMO Move Support/TBD (contractor)

• PMO Administrative Support/TBD (contractor)

• PMO O&M Support/Christian Nasner (contractor)

Last Updated: 09 October 2017

File Location: TBD

PROGRAM TEAM ACTIONS: PROGRAM-WIDE MONITORING, TRACKING AND

REPORTING OF ANNUAL EXPENDITURES & OPERTIONAL ADJUSTMENTS

1) Enact an integrated program team (IPT) approach

• Institute, publish and enforce program-wide naming convention

✓ PMO PgM develop process to publish program-wide naming convention and enforce compliance in all CPFMD contract documents, financial documents/reports, project drawings, project schedules, meeting minutes, e-mail and written correspondence.

Submit process to the CPFMD PMO Leadership Team for approval prior to publishing.

• Publish and enforce CPFMD SOP program-wide

✓ PMO PgM develop process to “roll out” SOP and ensure compliance by entire

CPFMD team (government & contractor personnel). Submit process to CPFMD

PMO Leadership Team for approval prior to “roll out.”

✓ PMO PgM develop process to solicit and document feedback and revise SOP semi-annually. Submit process to the CPFMD PMO Leadership Team for approval prior to implementing.

• Publish and enforce use of CPFMD Shared Drive, PROCORE and FM Systems to file and archive

CPFMD project documentation

✓ PMO PgM develop process to enforce compliance by entire CPFMD team

(government & contractor personnel). Submit process to CPFMD PMO Leadership

Team for approval.

✓ PMO PgM solicit feedback and revise shared drive project folder template semi-annually until best version is achieved

2) Align overall PMO (CPFMD and contractor personnel) operations w/CPFMD Program Budget

• Publish and present CPFMD Program Budget and CPFMD FY Spending Plan o Yearly—CPFMD Budget Planning Team publish and present CPFMD Program Budget

(to include revised DC Courts FCA) and CPFMD FY Spending Plan to all CPMD personnel

• Monitor and track CPFMD Program Budget expenditure against CPFMD FY Spending Plan monthly o Monthly—PMO Budget & Finance Team

✓ PMO Budget & Finance Representative submit report of all obligations made program-wide in the previous month (coded per project and project categories

(design, construction, construction AMS, FF&E, TMI)) to CPFMD Budget

Planning Team o Monthly—PMO Procurement and Contracting Team

✓ PMO Procurement and Contracting Representative submit list of awarded and closed contracts program-wide (per project) to PMO PgM monthly for review and alignment with the Solicitation Matrix. Report should include total cost of each contract award to track project expenditure against CPFMD FY Spending Plan.

✓ PMO Procurement and Contracting Representative submit list of program-wide planned contract awards (per project) planned for upcoming month to PMO PgM monthly for review and alignment with the Solicitation Matrix. Report should include ROM for each planned contract award to track anticipated project expenditure against CPFMD FY Spending Plan.

o Monthly—PMO Design Team monitor and track completed, in-progress and planned design program-wide against CPFMD FY Spending Plan

Last Updated: 09 October 2017

File Location: TBD

✓ PMO Design Team submit Production Schedule (including expenditure tracking against CPFMD FY Spending Plan) to PMO PgM monthly for review. Production

Schedule is required to be aligned with schedule used for CPFMD Program Budget.

✓ PMO Design Team track and submit summary of decisions made by EO or direction given by the EO that impact ongoing or planned design or DC Courts POR, to include

(but not limited to):

▪ EO design approvals

▪ EO decisions affecting DC Courts Design Standards

▪ EO decisions affecting ongoing or planned design

▪ EO space allocation decisions and impact to POR

▪ EO general decisions impacting POR o Monthly—PMO CM/PM Team monitor and track program-wide completed, in-progress and planned projects against CPFMD FY Spending Plan

✓ PMO CM/PMs submit updated CPFMD Total Project Cost Checklist for all assigned planned, in-progress and completed projects program-wide to PMO PgM monthly for review. PMO CM/PMs are required to coordinate with the PMO

Budget & Finance Representative and PMO Procurement and Contracting

Representative as necessary to submit a complete and up-to-date document.

✓ PMO CM/PMs submit Financial Reports for all in-progress and completed projects program-wide against CPFMD FY Spending Plan to PMO PgM monthly for review.

PMO CM/PMs are required to coordinate with the PMO Budget & Finance

Representative and PMO Procurement and Contracting Representative as necessary to submit a complete and up-to-date document.

✓ PMO CM/PMs update Project Activities List (including all major project milestones completed) monthly.

✓ PMO CM/PMs submit a project milestone schedule for each project in-progress program-wide to PMO PgM monthly for review. Milestone schedules (for design-bid build projects) should identify the following milestones (at a minimum): design complete, permit(s) obtained, construction solicitation package development began, construction solicitation package complete, contract award, NTP received, construction complete, FF&E/OGC installation(s)/action(s) complete, tenant occupancy/tenant move(s) complete, project close-out complete, contract complete

✓ PMO CM/PMs submit a summary of all project change orders program-wide (per project) and identify project changes that will or may potentially impact the cost, scope or schedule of other ongoing projects or projects planned for award in the following month.

o Monthly—PMO IT Representative monitor and track completed, in-progress and planned

IT projects/activities program-wide against CPFMD FY Spending Plan

✓ PMO IT Representative submit list of all IT projects/activities that were completed in the previous month, all in progress and all IT projects/activities that are planned to occur in the upcoming month to PMO PgM monthly for review.

o Monthly—PMO Security Representative monitor and track completed, in-progress and planned security projects and activities program-wide against CPFMD FY Spending Plan

✓ PMO Security Representative submit list of all security projects/activities program-wide that were completed in the previous month, all in progress and all security projects/activities that are planned to occur in the upcoming month to PMO PgM monthly for review.

o Monthly—PMO FF&E/OGC Representative monitor and track awarded, completed, in-progress and planned FF&E/OGC installations/activites program-wide against CPFMD FY

Spending Plan

Last Updated: 09 October 2017

File Location: TBD

✓ PMO FF&E/OGC Representative develop a tracking tool that identifies all

FF&E/OGC contract awards and installations/activities program-wide that were completed in the previous month, all in progress and all FF&E/OGC installations/activities that are planned to occur in the upcoming month to PMO PgM monthly for review.

o Monthly—PMO TMI Team monitor and track completed, in-progress and planned tenant moves program-wide against CPFMD FY Spending Plan

✓ PMO TMI Representative submit the (1) updated CPFMD Move Coordination

Tracker along with a summary list of all tenant moves that were completed program-wide in the previous month, all tenant moves in progress and all tenant moves that are planned to occur in the upcoming month and (2) the CPFMD Vacant/Un-Assigned

Space Tracker along with a summary list of all spaces that were vacated and de-commissioned program-wide in the previous month, all space de-commissions in progress and all space de-commissions that are planned to occur in the upcoming month to PMO PgM monthly for review.

o Monthly—PMO O&M Team monitor and track completed, in-progress and planned repairs, replacements & renewals program-wide against CPFMD FY Spending Plan

✓ CPFMD Building Operations Representative and Facilities Maintenance

Representative submit Manager Plus reports to show status of all completed, in-progress and planned facility repair, replacement and renewal projects/activities program-wide against CPFMD FY Spending Plan to PMO PgM monthly for review.

o Monthly—PMO Leadership Team monitor and track all program projects/activities against CPFMD FY Spending Plan

✓ PMO PgM review report from PMO Budget & Finance Representative of all obligations made program-wide in the previous month (coded per project and project categories (design, construction, construction AMS, FF&E, TMI)) to ensure alignment with PMO CM/PM Team reports

✓ PMO PgM review report from PMO Procurement and Contracting

Representative of awarded and closed contracts program-wide to ensure alignment with the Solicitation Matrix. Ensure PMO Procurement and Contracting

Representative’s report to include total cost of each contract award aligns with PMO

CM/PM Team reports prior to submission to CPFMD PMO Leadership Team for approval.

✓ PMO PgM review report from PMO Procurement and Contracting

Representative of program-wide planned contract awards to ensure alignment with the Solicitation Matrix prior to submission to CPFMD PMO Leadership Team for approval.

✓ PMO PgM review Production Schedule from PMO Design Team Representative and submit final version to the CPFMD PMO Leadership Team for approval.

✓ PMO PgM review CPFMD Total Project Cost Checklist, Financial Reports, Project

Activities List and milestone schedules from PMO CM/PM Team monthly and submit final versions to the CPFMD PMO Leadership Team for approval.

✓ PMO PgM review all project change orders submitted by PMO CM/PMs and submit to the CPFMD PMO Leadership Team (1) a summary of all project changes program-wide and (2) identification of any project changes that will or may potentially impact the cost, scope or schedule of other ongoing projects or projects planned for award in the following month.

✓ PMO PgM review summary list of all IT projects/activities from PMO IT

Representative and submit final version to the CPFMD PMO Leadership Team

For Information Only (FIO).

Last Updated: 09 October 2017

File Location: TBD

✓ PMO PgM review summary list of all security projects/activities from PMO

Security Representative and submit final version to the CPFMD PMO Leadership

Team FIO.

✓ PMO PgM review tracker/summary list of all FF&E/OGC installations/activities program-wide from PMO FF&E/OGC Representative and submit final version to the CPFMD PMO Leadership Team FIO.

✓ PMO PgM review CPFMD Move Coordination Tracker the CPFMD Vacant/Un-

Assigned Space Tracker and summary list of all tenant moves and vacated and de-commissioned space from PMO TMI Representative and submit final version to the

CPFMD PMO Leadership Team FIO.

✓ PMO PgM review monthly Manager Plus reports from CPFMD Building

Operations Representative and Facilities Maintenance Representative that show status of all completed, in-progress and planned facility repair, replacement and renewal projects/activities program-wide, ensure that they are comprehensive and accurately tracked against CPFMD FY Spending Plan and submit final version to the

CPFMD PMO Leadership Team for approval.

✓ PMO PgM review monthly reports from all program teams and ensure they are fully coordinated and in compliance with program-wide naming convention prior to submission to the CPFMD PMO Leadership Team.

✓ PMO PgM review monthly reports from all program teams and ensure they are incorporated into CPFMD Master Program Schedule monthly.

✓ PMO PgM review monthly reports from all program teams and ensure expenditures are being tracked per project and per project category and are trackable against

CPFMD FY Spending Plan prior to submission of total program expenditures summary against the CPFMD FY Spending Plan to the CPFMD PMO Leadership

Team.

✓ PMO PgM review monthly reports from all program teams and summarize pending issues that need to be presented to the Executive Office (EO) for decision. Submit to the CPFMD PMO Leadership Team for review and discussion three (3) days prior to each monthly meeting with the EO.

✓ PMO PgM follow-up/coordinate with CPFMD Deputy Director to track EO decisions made at monthly CPFMD meetings with the EO and ensure incorporation into PMO reporting and operations. The following are examples of decisions made that affect PMO reporting and operations and development of the CPFMD Program

Budget:

▪ EO design approvals

▪ EO decisions affecting DC Courts design standards

▪ EO decisions made regarding space allocation

▪ EO decisions to move design or construction of projects forward or to change or eliminate requirement for planned projects

▪ EO decisions made affecting ongoing design or construction

▪ EO decisions made affecting planned funding allocation or CPFMD FY

Spending Plan

✓ PMO PgM institute a monthly preview “dashboard” type reporting tool and distribute program-wide with the following information (at a minimum) from monthly reports. The “dashboard” reporting should meet the requirements for dashboard reporting that DC Courts currently has in place (or be adapted as necessary for effectiveness) and should be a summary of projects and activities completed in the previous month and a preview projects and activities anticipated in the upcoming month:

Last Updated: 09 October 2017

File Location: TBD

▪ Contracts awarded in the previous month, contracts closed in the previous month, and contracts to be awarded in upcoming month (organized per project, per category). From Solicitation Matrix.

▪ Design work that began in the previous month, design work that was completed in the previous month, and design work to begin in upcoming month (organized per project). From Production Schedule.

▪ Construction/work (capital projects, O&M projects, repairs, renewals, replacements) completed in previous month, construction work that began in the previous month, and construction work to begin in upcoming month

(organized per project). From milestone schedules.

▪ FF&E/OGC installations/activities completed in previous month, FF&E/OGC installations/activities that began in the previous month, and FF&E/OGC installations/activities to begin in upcoming month (organized per project)

▪ TMIs completed in previous month, TMIs that began in the previous month, and TMIs to occur in upcoming month (organized per project). Tenants should be identified by division and office. From CPFMD Move Coordination

Tracker.

▪ Space that was vacated and de-commissioned in previous month, space to be vacated and de-commissioned in upcoming month (organized per project and by building) and future CPFMD project that is planned to occur in vacated and de-commissioned space. From CPFMD Vacant/Un-Assigned Space

Tracker.

• Report quarterly status of CPFMD Program Budget expenditure against CPFMD FY Spending Plan at Quarterly CPFMD Budget & Program Alignment Meeting o Quarterly—

✓ PMO Budget & Finance Representative submit and present to the CPFMD PMO

Leadership Team status report of all obligations made in the previous quarter (coded per project and project categories (design, construction, construction AMS, FF&E, TMI)) o Quarterly—

✓ PMO Procurement and Contracting Representative submit and report the following to the CPFMD PMO Leadership Team (1) report of awarded and closed contracts (per project and project category) for the previous quarter (2) contract awards and closures planned (per project and project category) for the following quarter, as aligned with the Solicitation Matrix. Report to include total cost of each contract award to track project expenditure against CPFMD FY Spending Plan.

o Quarterly—

✓ PMO Design Team submit and report the following to the CPFMD PMO

Leadership Team (1) design completed and design expenditures in the previous quarter against CPFMD FY Spending Plan and (2) design planned for the following quarter (organized per building and per project vs scope per floor) against the

CPFMD FY Spending Plan.

✓ PMO Design Team quarterly submission and report should be organized in a fashion that includes status of the Judiciary Square Master Plan towards completion (provide

% completion)—identify what completed designs were related to completion of the

Judiciary Square Master Plan and what design scope is outstanding to complete the

Judiciary Square Master Plan.

✓ PMO Design Team quarterly submission and report should be organized in a fashion that includes status of the DC Courts FMP towards completion (provide %

Last Updated: 09 October 2017

File Location: TBD completion)—identify what completed designs were related to completion of the DC

Courts FMP and what design scope is outstanding to complete the DC Courts FMP.

✓ PMO Design Team quarterly submission and report should identify updates to the

DC Courts Standards that were made in the previous quarter and identify if the changes will have any cost impacts that need to be considered when estimating future projects/developing the CPFMD Program Budget. Provide soft copy of updated DC

Courts Standards with each quarterly submission.

✓ PMO Design Team quarterly submission and report should identify updates to the

DC Courts Program of Record that were made in the previous quarter based on operational changes or EO space allocations and identify if the changes will have any impacts on the Judiciary Square or DC Courts FMPs that need to be considered when estimating cost of remaining scopes of work required to complete both master plans.

✓ PMO Design Team quarterly submission and report should identify updates to the

DC Courts Master Sprinkler Plan and include a current % coverage in H Carl

Moultrie Courthouse (and other relevant buildings). The PMO Design Team should coordinate with other DC Courts PMO teams as necessary to provide an update that includes all updates made to the sprinkler system in H Carl Moultrie Courthouse, not just those designed by IBI.

✓ PMO Design Team quarterly submission and report should identify all cost estimates/ROMs that were provided to CPFMD in previous the previous quarter and anticipated provision of ROMs in the upcoming quarter.

✓ PMO Design Team quarterly submission and report should identify inputs and updates to FM Systems in the previous quarter, any anticipated for the upcoming quarter, along with any operational issues that need to be addressed to ensure proper use of FM Systems by all CPFMD personnel and contractors.

✓ PMO Design Team quarterly submission and report should include summary of changes to DC Courts Existing Housing Plans (per building) in the previous quarter.

Provide a digital copy of updated Existing Housing Plans for all buildings with the quarterly submission with all spaces labeled per current use.

▪ PMO Design Team should map all existing courtrooms in Existing Housing

Plans and identify courtroom type and current use (complete with plan legends)

▪ PMO Design Team should map all existing vacant space in Existing Housing

Plans and future use and tenant to occupy (complete with plan legends)

▪ PMO Design Team should identify any new projects emanating from reported changes to the Existing Housing Plans and any deviations from the

Judiciary Square or DC Courts FMPs o Quarterly—

✓ PMO CM/PM Team submit and report the following to the CPFMD PMO

Leadership Team (1) program-wide financial summary of all projects completed within the previous quarter against CPFMD FY Spending Plan (2) program-wide financial summary of in-progress projects against CPFMD FY Spending Plan, and (3) program-wide summary of projects that PMO CM/PM Team is planning to begin in the following quarter.

✓ PMO CM/PM Team submit and report a comprehensive summary of all project change orders program-wide (per project) and identify project changes that will or may potentially impact the cost, scope or schedule of other ongoing projects or projects planned for award in the following quarter.

Last Updated: 09 October 2017

File Location: TBD

✓ PMO CM/PM Team submit and report a program-wide summary of all project schedules and identify any un-expected delays that will or may impact other ongoing projects or upcoming projects o Quarterly—

✓ PMO IT Representative submit and report the following to the CPFMD PMO

Leadership Team (1) all IT projects/activities that were completed in the previous quarter (2) all IT projects/activities in progress and (3) all IT projects/activities that are planned to occur in the upcoming quarter

✓ PMO IT Representative submit and report any updates or changes to the DC Courts

Cable & Wire Management Procedures Manual, dated 1/25/2010. If the manual has been updated, provide soft copy version of update along with submission to the

CPFMD PMO Leadership Team.

✓ PMO IT Representative submit and report any IT operational updates, changes or lessons learned that may impact other ongoing projects or upcoming projects.

o Quarterly—

✓ PMO Security Representative submit and report the following to the CPFMD

PMO Leadership Team (1) all security projects/activities/initiatives that were completed in the previous quarter (2) all security projects/activities/initiatives in progress and (3) all IT projects/activities that are planned to occur in the upcoming quarter

✓ PMO Security Representative submit and report any updates or changes to the

USMS Publication No. 64, dated January 2014. If the publication has been updated, provide a soft copy version of update along with submission to CPFMD PMO

Leadership Team.

✓ PMO Security Representative submit and report any security operational updates, changes or lessons learned that may impact other ongoing projects or upcoming projects.

o Quarterly—

✓ PMO FF&E/OGC Representative coordinate with PMO CM/PM Team as necessary to submit and report the following to the CPFMD PMO Leadership

Team (1) list of all FF&E/OGC installations/activities that were completed in the previous quarter, per project (2) list of all FF&E/OGC installations/activities in progress, per project, and (3) list of all FF&E/OGC installations/activities that are planned to occur in the upcoming quarter, per project

✓ PMO FF&E/OGC Representative submit and report any outstanding issues, updates or changes related to FF&E/OGC vendor or CPFMD operational changes or lessons learned that may affect how FF&E/OGC installations/activities will be managed in the upcoming quarter.

o Quarterly—

✓ PMO TMI Representative coordinate with PMO CM/PM Team as necessary to submit and report the following to the CPFMD PMO Leadership Team: updated

CPFMD Move Coordination Tracker along with a summary list of all tenant moves that were completed in the previous quarter (per project), all tenant moves in progress and all tenant moves that are planned to occur in the upcoming quarter

✓ PMO TMI Representative submit and report the following to the CPFMD PMO

Leadership Team: (1) the updated CPFMD Vacant/Un-Assigned Space Tracker along with a summary list of all spaces that were vacated and de-commissioned in the previous quarter, all space de-commissions in progress and all space de-commissions that are planned to occur in the upcoming quarter. In addition, provide (2) a summary

Last Updated: 09 October 2017

File Location: TBD of space allocations approved by the EO in the previous quarter and a summary of pending EO decisions regarding space allocations

✓ PMO TMI Representative submit and report any outstanding issues, updates or changes related to tenant moves or CPFMD operational changes that may affect how tenant moves will be managed in the upcoming quarter.

o Quarterly—

✓ CPFMD Building Operations Representative and Facilities Maintenance

Representative submit and report the following to CPFMD PMO Leadership

Team (1) a summary of completed and in-progress projects, repairs, renewals, replacements against CPFMD FY Spending Plan and most current DC Courts FCA plus clear identification of projects that fall outside the scope of the FCA (2) a summary of planned projects, repairs, renewals, replacements for the following quarter tracked against the CPFMD FY Spending Plan and most current DC Courts

FCA plus clear identification of projects that fall outside the scope of the FCA

✓ CPFMD Building Operations Representative and Facilities Maintenance

Representative submit and report Manager Plus quarterly reports to show status of all planned facility repair, replacement and renewal projects/activities tracked against

CPFMD FY Spending Plan and the most current DC Courts FCA plus clear identification of projects that fall outside the scope of the FCA o Quarterly—PMO Leadership Team present status report of completed, in-progress, program activities against CPFMD FY Spending Plan

✓ PMO PgM review quarterly reports from all program teams and ensure they are complete and fully coordinated prior to presentation at Quarterly CPFMD Budget &

Program Alignment Meeting

✓ PMO PgM coordinate with all CPFMD program teams reporting/presenting to schedule Quarterly CPFMD Budget & Program Alignment Meeting

✓ PMO PgM review quarterly reports from all program teams and ensure expenditures are being tracked per project and per project category and are trackable against

CPFMD FY Spending Plan. Submit and present a rolled-up report from all program teams to that summarizes total program expenditures for the previous quarter against

CPFMD FY Spending Plan

✓ PMO PgM review quarterly reports from all program teams and summarize pending issues that need to be presented to the Executive Office (EO) for decision.

✓ PMO PgM coordinate with PMO Schedule Resource to present quarterly update of

Master Program Schedule

✓ PMO PgM submit and report any other PMO activities/issues that may impact development of the CPFMD Program Budget

✓ PMO PgM substitute the monthly preview “dashboard” with a quarterly summary version

3) Align PMO Budget & Finance Representative Operations w/CPFMD Program Budget

• Ensure project names are keyed into financial system per naming convention (once established)

• Ensure projects are coded in a way that all obligations for each project and each category within a project (design, construction, construction AMS, FF&E, TMI) can be seen when sorted

Last Updated: 09 October 2017

File Location: TBD

4) Align PMO Procurement Representative Operations & Production w/CPFMD Program Budget

• Ensure project names appear in all contract documents per naming convention and project codes

(once established)

• Ensure contracting/solicitation actions are tracked per project and each category within a project

(design, construction, construction AMS, FF&E, TMI) vs per vendor

• Institute development of acquisition strategies based on individual project goals/requirements vs defaulting to design-bid-build for all projects

5) Align PMO Design Team Operations & Production w/CPFMD Program Budget

• Ensure project names on all design contract documents, financial documents/reports, project drawings, design schedules, meeting minutes, e-mail, written correspondence, etc. comply with program-wide naming convention (once published)

• Comply with CPFMD SOP (once published)

• Comply with requirements to file and archive CPFMD project documentation on CPFMD Shared

Drive, PROCORE platform and FM Systems platform (once published)

• Align Judiciary Sq Master Plan and DC Courts FMP updates with CPFMD Program Budget

✓ Establish baseline from which to report progress and projected completion of

Judiciary Square Master Plan and DC Courts FMP

✓ Summarize completed vs remaining scope/milestones for Judiciary Sq Master Plan

✓ Summarize completed vs remaining scope/milestones for DC Courts FMP

• Solidify/further develop elements of the Judiciary Square Master Plan and DC Courts FMP plans that are required to be executed in FY20 and FY21 and beyond in preparation for FY20 budget

• Align Production Schedule with CPFMD Program Budget and CPFMD FY Spending Plan

• Identify and prioritize “hot” design items requiring action based on projects planned in the FY2020 and beyond CPFMD Program Budget

6) Align PMO Resources Operations w/CPFMD Program Budget

• PMO Resource Team ensure project names on all contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc. comply with program-wide naming convention (once established)

• PMO Resource Team comply with CPFMD SOP (once published)

• PMO Resource Team comply with requirements to file and archive CPFMD project documentation on CPFMD Shared Drive, PROCORE platform and FM Systems platform (once published)

• PMO Schedule Resource align CPFMD Master Program Schedule with (1) Judiciary Square

Master Plan and DC Courts FMP (2) CPFMD Program Budget (3) CPFMD FY Spending Plan and

(4) DC Courts FCA budget update. Ensure project names comply with program-wide naming convention (once established).

o Monthly

✓ Use monthly reports (once approved by CPFMD PMO Leadership Team) to update

CPFMD Master Program Schedule

✓ Coordinate with PMO PgM to schedule meetings with other PMO teams as necessary to complete monthly updates.

o Quarterly

✓ Submit update of CPFMD Master Program Schedule to CPFMD PMO Leadership for review

✓ Present update CPFMD Master Program Schedule to CPFMD PMO at the Quarterly

CPFMD Budget & Program Alignment Meeting

✓ Install hardcopy of CPFMD Master Program Schedule update in CPFMD conference room and plans room

Last Updated: 09 October 2017

File Location: TBD

7) Align PMO CM/PM Team Operations w/CPFMD Program Budget

• PMO CM/PM Team ensure project names on all documents reviewed and produced—contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc.—comply with program-wide naming convention (once established)

• PMO CM/PM Team comply with CPFMD SOP (once published)

• PMO Resource Team comply with requirements to file and archive CPFMD project documentation on CPFMD Shared Drive, PROCORE platform and FM Systems platform (once published)

8) Align PMO FF&E/OGC Representative Operations w/CPFMD Program Budget

• PMO FF&E/OGC Representative ensure project names on all documents reviewed and produced—contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc.—comply with program-wide naming convention (once established)

• PMO FF&E/OGC Representative comply with CPFMD SOP (once published)

• PMO FF&E/OGC Representative comply with requirements to file and archive CPFMD project documentation on CPFMD Shared Drive, PROCORE platform and FM Systems platform (once published)

9) Align PMO TMI Representative Operations w/CPFMD Program Budget

• PMO TMI Representative ensure project names on all reviewed and produced—contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc.—comply with program-wide naming convention (once established)

• PMO TMI Representative comply with CPFMD SOP (once published)

• PMO TMI Representative comply with requirements to file and archive CPFMD project

10) Align PMO O&M Team Operations w/CPFMD Program Budget

• PMO O&M Team ensure project names on all contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc. comply with program-wide naming convention (once established)

• PMO O&M Team comply with CPFMD SOP (once published)

• PMO O&M Team comply with requirements to file and archive CPFMD project documentation on

CPFMD Shared Drive, PROCORE platform and FM Systems platform (once published)

• PMO O&M Team engage in budget planning process o Annual DC Courts FCA update

✓ determine what needs to be added/deleted

✓ assist CPFMD Budget Planning Team assign items from the DC Courts FCA to planned capital projects o Manager Plus— work with CPFMD Budget Planning Team to determine status of use for operations & reporting o Wish List items and other lists—integrate with CPFMD Budget Planning Team efforts to determine to if they fall into planned capital projects or how they may be included in the next year budget

Last Updated: 09 October 2017

File Location: TBD

11) Align PMO Leadership Team Operations w/CPFMD Program Budget

• PMO PgM ensure all PMO teams comply with program-wide naming convention (once established)

• PMO PgM capture operational changes by PMO teams in semi-annual update of CPFMD SOP

• PMO PgM ensure all PMO teams comply with CPFMD SOP (once published)

• PMO PgM ensure all PMO teams comply with requirements to file and archive CPFMD project

12) Align PMO Support Team Operations w/CPFMD Program Budget

• PMO Support Team ensure project names on all reviewed and produced—contract documents, financial documents/reports, drawings, schedules, meeting minutes, e-mail, written correspondence, etc.—comply with program-wide naming convention (once established)

• PMO Support Team comply with CPFMD SOP (once published)

• PMO Support Team comply with requirements to file and archive CPFMD project documentation on CPFMD Shared Drive, PROCORE platform and FM Systems platform (once published)

Last Updated: 09 October 2017

File Location: TBD

SCHEDULE: REPORTS, PRESENTATIONS & MEETINGS

18-22 SEPT 2017 CPFMD Budget Planning Team meets/FY 2020 Annual Capital Budget

02 OCT 2017 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

18 OCT 2017 CPFMD Budget Planning Team present CPFMD Program Budget and CPFMD FY

Spending Plan to CPFMD team (government and contractor personnel)

16-18 OCT 2017* PMO Design Team (IBI) present FM Systems status/progress

01 NOV 2017 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

09 NOV 2017 CPFMD Budget Planning Team distributes detailed Quarterly Report requirements

01 DEC 2017 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

03 JAN 2018 Quarterly reports from ALL program teams due to CPFMD PMO Leadership Team

17 JAN 2018 Quarterly CPFMD Budget & Program Alignment Meeting (ALL program teams present quarterly reports/report status of CPFMD Program Budget expenditure against

CPFMD FY Spending Plan)

18-19 JAN 2018 CPFMD Budget Planning Team enter reports into FY20 budget planning documents

01 FEB 2018 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

01 MAR 2018 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

18-30 MAR 2018 CPFMD Budget Planning Team meets/FY 2020 Annual Capital Budget

01 APR 2018 Quarterly reports from ALL program teams due to CPFMD PMO Leadership Team

11 APR 2018 Quarterly CPFMD Budget & Program Alignment Meeting (ALL program teams present quarterly reports/report status of CPFMD Program Budget expenditure against

12-13 APR 2018 CPFMD Budget Planning Team enter reports into FY20 budget planning documents

01 MAY 2018 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

MAY 2018 (TBD) CPFMD Budget Planning Team meets/FY 2020 Annual Capital Budget

01 JUNE 2018 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

JUNE 2018 (TBD) CPFMD Budget Planning Team meets/FY 2020 Annual Capital Budget

01 JULY 2018 Quarterly reports from ALL program teams due to CPFMD PMO Leadership Team

11 JULY 2018 Quarterly CPFMD Budget & Program Alignment Meeting (ALL program teams present quarterly reports/report status of CPFMD Program Budget expenditure against

12-13 JUL 2018 CPFMD Budget Planning Team enter reports into FY20 budget planning documents

01 AUG 2018 Monthly reports from ALL program teams due to CPFMD PMO Leadership Team

*Requires confirmation