The LA Metro implemented a Program Management Office (PMO) to oversee its $36 billion capital program and expedite project delivery. The PMO provides cost and schedule controls, risk management, and project management training across LA Metro's large portfolio of transit expansion projects. It also implemented centralized project management tools and performance dashboards to increase transparency and accountability. Key lessons included establishing an autonomous structure for the PMO, clear expectations and goals, and demonstrating the value of the PMO's services to executives and stakeholders.

1. (OWN-1976) Implementation of a PMO
at LA Metro
Julie Owen PSP, CCP

2. Julie
Owen
• AACE International - President
• Hometown: From Houston, Texas, now in Los Angeles, CA
• Education:
• Texas A&M University B.S Construction Management
• University of Redlands M.B.A. Business Administration
• Fun Facts:
• Love scuba diving, travel and my dogs

3. INTRODUCTION
3

4. LA Metro Background
4
 2rd largest US public transportation system
 Most populous US county, 88 cities
 Service area covers 1,433 mi²
 Over 10,000 employees
 Daily boarding (bus/rail) – 1.5 million
 Transportation planner, designer
builder, operator
 Measure R $36B capital program is largest
public works program in US

5. 5
Measure R Transit
Portfolio
Sepulveda Pass Transit
Corridor – I-405 ($1.0 bil.)
West Santa Ana Branch ($240 mil)
LAX
South Bay Green Line ($272 mil.)
East San Fernando Valley North-
South Transit Corridors ($69.0 mil.)
Eastside Transit Phase 2 ($1.27 bil.)
Crenshaw/LAX Transit
Corridor ($2.06 bil.)
Regional Connector
($1.4 bil.) Metro Gold Line – Foothill
Extension ($764.5 mil.)
Purple Line Ext
Sect. 1 ($5.34 bil.)
Metro Expo Line –
Phase II ($1.51 bil.)
Metro Expo Line –
Phase I ($935.3 mil.)
Metro Orange Line –
Canoga Ext.($180 mil.)
Airport Metro
Connector ($200 mil.)
Los Angeles
Azusa
Pasadena
Long Beach
Hollywood
Sta. Monica
Norwalk

6. 6
A
K
D
L M
F
O
O
D
H
I
E
G
J C
NB
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
I-5 HOV from SR-134 to SR-170
I-5 Widening and HOV
I-5/Carmenita Road Interchange
I-5/SR-14 HOV Direct Connector
I-405, I-110, I-105 & SR-91 Improv.
I-5 HOV Lanes/Truck Lanes (SR-14)
I-710 Corridor Project EIS/EIR
SR-138 Capacity Enhancements
High Desert Corridor Project
I-605 Corridor “Hot Spots”
Arroyo Verdugo Operational Improv.
Las Virgenes – Malibu Oper. Improv.
SR-710 Gap Closure Study Area
BNSF Grade Separations
Alameda Corridor East Phase II
RED colored projects = Highway projects selected for initial
assessment of funding through Public-Private Partnerships
Measure R Highway Portfolio

7. Program Management Office Start
• December 2009 – Board directive to study best practices
in accelerated project delivery
• June 2010 – Consultant report recommends
organizational changes for successful Measure R project
delivery
• September 2010 – MTA revises organizational structure
to create program management department
***Autonomous organizational structure reporting direct
to Chief Executive Office***
7

8. Organization Chart

9. PROGRAM MANAGEMENT
VALUE PROPOSITION
9

10. Capital Project Oversight Across Lifecycle
• Cost and schedule control, estimating, configuration
management support
– Provide early warning of risks and issues
– Support to project management via matrix staff
– Assure executive attention for proactive management
10
Project
Control
Estimating
Configuration
Management
Schedule
Control
Cost
Control
Change
Control
Document
Control
Configuration
Management
Change
Control
Document
Control

11. Project Risk Assessments
• Project Risk Management
– Provide life cycle risk assessment per FTA
– FTA Oversight for technical, cost, schedule risks
– Lifecycle gate review compliance
11
**Required cost
contingency levels
PLUS
Schedule contingency
as 20% of the project
duration from final
design to revenue
service

12. Program Risk Transparency
• Program Risk Management
– Offer risk policy and procedure guidance
– Conduct programmatic risk assessment
– Facilitate lessons learned for transit projects in planning
• Examples:
– Earthquake insurance for catastrophic risks
– Third party partnering agency to agency
12

13. Expedited Project Delivery
• Accelerate project delivery using design-build
• Allocate risk to party best able to manage
• Enhance conflict management/decision making
13

14. External Industry Peer Review
• Project peer review
– Procure interactive industry peer review for
recommendations pre-bid for project scope and delivery
for transit mega projects
• Program peer review
– MTA and AGC executives collaborate monthly
• Improve project labor agreement
policy
• Streamline change order policy
• Analyze market conditions
affecting bid prices
14

15. Enterprise-wide Project Management Tools
15
Cost
ScheduleContracts
Collaborate
Public
Facing
Website
Document Control
Contract Management
Change Management
Contract Reporting
Planning
Scheduling
Resources
Schedule Control
Status Reports
Risk Tracking
Issues Tracking
FIS Integration
Cost Reporting
Transaction based
Ecosys®
CM14™
CMI
P6™
Project
Status
Centralized repository
Management dashboards
Labor reporting
Dashboards
Notebooks
Heatmaps

16. 16
Integrated from PMIS systems and
published monthly
Dashboard Access at www.Metro.net

17. Interactive view of project details. Data automated from EcoSys and P6. Includes
approval controls for publication. Data refreshed monthly.
Dashboard Portfolio View
17

18. PerformanceManagement Processes/Metrics
• Facilitate improved program performance
• Identify key risks and issues
• Communicate success and lessons learned
• Must define success metrics:
– On-Schedule, Within Budget
– % Budget increase
– % Complete vs. % Spent
– % Contingency
– % Project Managers Trained
– # Lost time accidents
18

19. 19

20. Project Management Training
• Improve project management capabilities
– Developed two-day
Project Management
Academy covering
project management
policies, procedures and
best practices
– Offered quarterly for all project management
– Tailored content by project type / business unit
20

21. Return on Investment
• Enhance staff productivity/efficiency
– Eliminate labor intensive tasks
• Improve process methodology
– Train managers
– Promote certification
• Provide structured R
Risk Management
– Identify risks and
mitigation strategies
• Stakeholder Satisfaction
21

22. LESSONS LEARNED
22

23. Lessons Learned
• Implement autonomous project controls reporting
• Establish common understanding for expectations
• Obtain executive buy-in and appropriate staffing
• Identify tangible goals and metrics
• Provide visible products/services
• Illustrate value proposition
• Provide frequent updates to executives
23

24. QUESTIONS/COMMENTS?
(PLEASE USE MICROPHONE)
24

25. Questions
FOR MORE INFORMATION:
Julie Owen
owenj@metro.net