California Department of Transportation

Project Management

2001/02 Performance Report

CAPITAL SUPPORT PERFORMANCE MEASURES

D.  Quality Measure

Performance Measure #3 was proposed as a Quality Measure, to rate the quality of the final product at acceptance. While measuring quality can be subjective, complete performance measurements must include measures for quality along with those for time and cost management. Towards this end, a multi-functional team was formed in August 1999 to develop a performance measurement tool for evaluating product scope and quality, and rate customer satisfaction. This effort led to the development of a web-enabled electronic tool, Scope and Quality Evaluation Tool (SQET), based on the business rules outlined by the team. The SQET tool is designed to determine program level performance measures for product quality and customer satisfaction based on project level data and customer evaluations at the completion of each phase of the work. This tool is currently undergoing major enhancements and evaluation based on the information obtained from a trial test conducted in the Central Region in FY 2001/02.

E.  Time Growth Measures

Performance Measures #4 and #5 indicate the Department's success in completing the design of programmed projects within or ahead of schedule. PM #4 measures the number of programmed projects that are ready to list (RTL); while PM #5 measures the dollar value. Programmed projects and dollars delivery performance rates for the fiscal years 1997/98 through 2001/02 are shown in the chart below.

PM#4 and PM#5 - Projects and Dollars Delivered/Programmed
Activity Category FY 1997/98 FY 1998/99 FY 1999/00 FY 2000/01 FY 2001/02
PM#4
89% 91% 95% 95% 91%
PM#5
117% 117% 104% 109% 119%

Targets: The above chart for PM #4 and PM #5 indicates that the Department has had a higher performance level of programmed dollars delivered than projects. More dollars are delivered than are programmed because as certain projects experience unanticipated delays, they are replaced by the early delivery of other projects and the programmed dollars delivered for the accelerated projects are counted but the projects are not. The Division of Project Management delivery goals are greater than 90% for PM #4 (projects) and greater than 100% for PM #5 (dollar value). The values of PM #4 and PM #5 for the FY 2001/02 are 91% and 119% respectively; compared with average values of 90% and 109% for the ten-year period 1992/93 through 2001/02.

Performance Measure #6 measures actual time for contract completion, excluding weather days, as a percentage of the original allotted days at time of award. Achieved performance values for this measure during the period 1997/98 through 2001/02 are shown in the chart below.

PM#6 - Days Worked/Days Allotted
Activity Category FY 1997/98 FY 1998/99 FY 1999/00 FY 2000/01 FY 2001/02
Days Allotted
87,003 75,801 98,635 100,923 97,017
Days Worked
105,213 92,517 120,952 121,848 116,352
PM#6
121% 122% 123% 121% 120%

Target: While a goal of not greater than 100% might be the ideal target value for PM #6, as seen in the above chart, actual experience would indicate that this is not realistic. As such, a target goal of not greater than 110% was recommended based on the values achieved prior to FY 1995/96. The value of PM #6 for the FY 2001/02 is 120%; compared with average values of 121% and 119% for the last five and ten fiscal years respectively.

F.  Capital Cost Growth Measures

Performance Measures #7, #8 and #9 address capital cost growth during project development and construction.

Performance Measure 7 measures the Department's success in delivering projects within their programmed amount by expressing the award cost (contractor's bid amount) of programmed projects as a percentage of the amount estimated in the programming documents for those projects. The 2001/02 FY is the fourth year for which data for PM #7 has been available. Values of PM # 7 for the fiscal years 1998/99 through 2001/02 FY are shown in the chart below.

Target: A range of 85% - 100% is recommended for PM # 7.

PM#7 - Award Cost/Programmed Amount
Activity Category FY 1998/99 FY 1999/00 FY 2000/01 FY 2001/02 4-Year Average
Award Cost / Programmed Amount
82% 80% 89% 91% 85%


Performance Measures 8 and 9 measure capital cost growth during construction. PM #8 measures the proposed final estimate (PFE) for projects completed in a fiscal year as a percentage of award allotment value (construction contract budget authority) of those projects. PM #9 measures the final estimate (FE) for projects finalized in a fiscal year as a percentage of the PFE of those projects. Values of PM #8 and PM #9 for the FY 1996/97 through 2001/02 are shown in the following charts.

PM#8 - Proposed Final Estimate / Award Allotment
Activity Category FY 1996/97 FY 1997/98 FY 1998/99 FY 1999/00 FY 2000/01 FY 2001/02
Award Allotment
$1,087 $1,446 $1,538 $1,866 $1,574 $1,516
PFE
$1,093 $1,583 $1,551 $1,855 $1,526 $1,459
PM#8
101% 110% 101% 99% 97% 96%

PM#9 - Final Estimate / Proposed Final Estimate
Activity Category FY 1996/97 FY 1997/98 FY 1998/99 FY 1999/00 FY 2000/01 FY 2001/02
PFE
$954 $1,159 $1,462 $2,234 $1,855 $1,977
FE
$980 $1,371 $1,483 $2,301 $1,893 $2,048
PM#9
103% 118% 101% 103% 102% 104%

The values of PM #8 and PM#9 for the FY 2001/02 are 96% and 104% respectively. Apart from a spike in FY 1997/98, values of PM #8 for the past ten fiscal years (1992/93-2001/02) have ranged from 96% to 102%, and those of PM #9 from 101% to 107%. The average values for PM #8 and PM #9 in the ten-year period excluding FY 1997/98 were 99% and 103% respectively.

Targets: A goal of not greater than 100% is recommended for PM #8, and not greater than 103% for PM #9.

G.  Capital Delivery Measure

This performance measure has been eliminated.

H.  Support Cost Measures

Performance Measures 11 and 12 measure total support cost for programmed projects during project development and construction, respectively. Fiscal year 2001/02 is the third year in which data for PM #11 and PM # 12 have been available.

PM #11 measures Environmental, Design, and Right of Way work (Phases 0, 1 & 2) for projects awarded in the fiscal year, as a percentage of the total Project Development support cost estimated in the programming documents for those projects. The value of PM # 11 in FY 2001/02 is 81.7%; compared with 78.7% and 83.1% in fiscal years 2000/01 and 1999/00 respectively.

Performance Measure #12 measures Construction support work (Phase 3) for projects with PFE in the fiscal year, as a percentage of the total Construction support cost estimated in the programming documents for those projects. The value of PM # 12 in FY 2001/02 is 86.5%; compared with 86.8% and 81.3% in fiscal years 2000/01 and 1999/00 respectively.

Targets: Based on values determined in fiscal years 1999/00, 2000/01 and 2001/02, a range of 80% - 100% is recommended for both PM #11 and PM # 12.

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