| OTIA III State Bridge Delivery Program |
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| Web Brief (Mar 07) |
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ODOT Major Projects Branch is formed
The Office of Project Delivery is evolving with the agency’s needs. By March 31, it will become the Major Projects Branch and will reflect a reorganization that positions the agency to better serve its regions and consultants as well as handle future large program management and delivery needs.
“In the past few years, we’ve responded to SASC’s recommendation that we decentralize project delivery by establishing technical centers in the regions and we’ve also established the Bridge Delivery Unit to effectively oversee the OTIA III State Bridge Delivery Program,” said Doug Tindall, ODOT deputy director. “Now is an appropriate time to consider the future direction of the Office of Project Delivery. In particular, we want to consolidate central office functions within Tech Services as well as form units that can support major transportation projects coming our way.”
Two key changes are taking place.
The Project Delivery Unit is transferring from the Office of Project Delivery to Technical Services, under the direction of Cathy Nelson, in order to house in one office the policy and support functions related to project delivery, such as training, leadership team support, guidance documents and Web sites. Until now, ODOT’s project delivery program has been segregated by functions: project management in OPD and technical design disciplines at Tech Services. Consequently, region and consultant staff members have had to shuttle between PDU and Tech Services for guidance needed to deliver project designs. The merger is intended to save time for customers and eliminate confusion and duplication of effort.
The newly named Major Projects Branch, under the direction of Tom Lauer, will retain the Bridge Delivery and Design-Build units. These units are organizing into specialized service teams, continuing their current program and project delivery functions but also preparing to meet the challenge of managing future large projects or program efforts.
“The teams will be able to apply their experience to initiatives of a size, delivery form, time span and public profile that demand substantially different contracting, resourcing and management issues than the traditional delivery of the STIP,” said Lauer.
The agency anticipates more major transportation projects will materialize that require unique teams, techniques and processes to realize successful delivery. Toward that end, the new branch is already establishing connections with the Office of Innovative Partnerships and the Columbia River Crossing unit.
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