Pre-Construction		Online Guide
		Initiate and Align the Team		Process
Overview				Revision July 1, 2005
Description:	The first step in each phase of every WSDOT project is to Initiate and Align the Project Team. Initiate and Align is the process of developing a clear understanding of the purpose, vision, and goals of the project and using them to define the dimensions and characteristics of successful performance of the Pre-Construction Phase. Region/Organization Management Initiates the project by providing the Project Description, Team Mission/Assignments, Major Milestones, and Boundaries. The project team reviews and commits to meeting these initial elements. This foundation for successful performance is used to Align the Project Team. It is the basis for establishing a common understanding of the team’s roles and responsibilities; the requirements of and limits on their performance; and their commitment to act as a cohesive and cooperative team for the effective delivery of the Pre-Construction Phase of the project.
Inputs:	· Project Definition
Tools:	· Initiate and Align Worksheet Template · Sample Initiate and Align Worksheet
Steps:	Initiate Defining successful performance (Provided by Region/ Organization Management)		Align Establishing team understanding and commitment to successful performance (Defined by the project team)
	Project Description The Project Description is a formal statement that defines the purpose and need for the “product” or “outcome” that the project is intended to produce. The Project Description is commonly found on the Project Definition form and in the Capital Program Management System (CPMS). Team Mission/Assignment While the Project Description identifies the purpose, goals, and end product of the project and phase, the Team Mission/Assignment addresses the specific work that the project team has been commissioned to perform by the approved Work Order Authorization. Major Milestones Major Milestones are those specific elements of the Pre-Construction Phase that absolutely must be accomplished by identified dates. WSDOT identifies eleven “major” milestones for all projects, five of which occur during the Pre-Construction Phase: · Project Definition Complete · Begin Preliminary Engineering · Environmental Documentation Complete · Right of Way Certification · Advertisement (Ad Date) These milestones must be identified in all planning, along with any other projects and phase-specific milestones that are critical to the success of the Pre-Construction Phase. Boundaries Boundaries describe the limits of the project with regard the project team’s responsibilities and decision-making authority. They are physical boundaries; e.g., design improvements from MP to MP, as well as other operational limitations (funding, legal and regulatory) delineating the project and its performance envelope.		Team Member Identification The Project Manager identifies the project team needed to manage and accomplish the work assigned. The project team is a designated group of people—including specialty groups, consultants, contractors and others—who will collaborate and work together under the direction of the Project Manager to perform and complete the assigned work. Team Roles/Responsibilities The definition, and mutual acceptance, of organizational and individual roles and responsibilities delineates “who will do what” during the Pre-Construction Phase of the project. Roles and Responsibilities are defined for each participating organization and each individual on the project team during team alignment. and expanded in greater detail and specificity during the Plan the Work step. Roles are the specific titles or positions occupied by team members; e.g., team leader, designer, permit coordinator. Responsibilities are the deliverables, outcomes, or products expected of the team or individual; e.g., hydraulic analyses, schedules. WSDOT defines the basic project responsibilities for three roles: · Region/Organization Management · Project Manager · Project Team Members Measures of Success Critical Success Factors describe the most important things the project team must accomplish to fulfill its mission. Measures of Success are the “indicators” or “metrics” used to assess progress toward their accomplishment and are reviewed at regular intervals throughout the project. Operating Guidelines Team Operating Guidelines are the specific processes and “rules” the team will use to maintain its cohesiveness and effectiveness during the development of detailed planning for the Pre-Construction Phase of the project. Operating Guidelines are typically developed for the following processes: · Decision Making · Communication · Team Performance Measures · Issues/Conflict Resolution · Changes in Team Participants
Products:	· Completed Initiate and Align Worksheet
Guidelines:	Aligning to common goals helps the team form a cohesive, effective unit. It builds a foundation of cooperation where team members are comfortable communicating with one another and working together. The Team Mission/Assignment statements align the team and help maintain alignment as the work progresses. Teams must not only be built, but also sustained. Throughout the project it will take energy to maintain focus and team alignment. For successful project delivery, the participants must conduct their efforts in a coordinated and complementary manner. The most important function of this first step is to establish communication with the people who will develop and deliver the project. Each team member brings different skills, knowledge, abilities, attitudes, and interests. It is up to the Project Manager to assess the project and assemble a team with the necessary skills to accomplish the project effort. The Project Manager must secure resources and services from the appropriate specialty group managers. The team members’ efforts must complement one another; gaining everyone’s commitment is key to effectively managing the scope of the project. Continually communicating with and seeking endorsement from the Region/Organization Management, customers, and participating stakeholders are essential elements of successfully managing project delivery. To facilitate this communication on large, complex, or controversial projects, Project Managers may form a Steering Team or Citizen Advisory Committee(s). The WSDOT customer base is very diverse; they use and are affected by our projects on a daily basis. Meaningful communication with our customers lets them know they have been heard. Examples of customers who may have interest in the project are: · Elected officials at the federal, state, local, and tribal levels · Staff from appropriate agencies or jurisdictions · Staff from permitting agencies · Stakeholders · Neighborhood residents · Citizen groups · Individual who regularly use the facility Continuous communication is the key to successful project delivery.