The Washington State Department of Transportation (WSDOT) employs a number of tools to manage projects effectively and efficiently. WSDOT's project management process provides the framework for project managers to deliver projects on time and within scope and budget. This process is based upon proven industry standards for project management, including the Project Management Body of Knowledge (PMBOK®) Guide published by the Project Management Institute (PMI).
WSDOT's project management best practices are defined within the Project Management Online Guide. The Project Management Online Guide provides tools, templates, examples and guidance to successfully deliver Capital Transportation Projects.
To learn more about the WSDOT project management process please select from the topics below.
WSDOT Project Management Process Responsibility Matrix
WSDOT's project management process provides the tools to actively manage and deliver projects. The WSDOT Project Management Process Responsibility Matrix briefly describes the process and identifies responsible parties. Read more...
Project Management Executive Orders & Instructional Letters
WSDOT Executive Orders provide policy direction regarding project management and related disciplines.
Secretary's Executive Order 1032.01, Project Management, directs the use of the WSDOT project management process and clarifies the requirements for executives, project managers, project team members, and others in WSDOT who participate in project management.
Secretary's Executive Order 1042.00, Project Management and Reporting System (PMRS), describes the benefits, implementation and integration of the PMRS.
Secretary's Executive Order 1038.00, Enterprise Risk Management, provides policy and direction about the department's Enterprise Risk Management Program.
Secretary's Executive Order 1053.00, Project Risk Management and Risk Based Estimating, formalizes the identification, sharing and managing risks across organizations and functions.
Instructional Letter 4071.02, Use of Risk Based Project Estimates for Budgeting and Project Management, provides policy and guidance on the use of risk assessments for estimating and for the establishment of risk reserves.
Project Management and Reporting System (PMRS)
WSDOT implemented the Project Management and Reporting System (PMRS) to assist with managing and reporting the status of capital transportation projects. PMRS provides WSDOT project managers with current business practices and integrated tools to assist with making good decisions on management of project scope, schedule and cost. Project information is current, easily accessible, and displayed in a consistent manner across all projects. PMRS facilitates improved forecasting capabilities, proactive problem resolution and improved communication.
The enterprise PMRS tools integrate schedule management, contract management, cost management, earned value management and electronic content management with existing WSDOT computer systems to better support management and delivery of capital transportation projects.
The PMRS Intranet website is only available to WSDOT staff.
Project Management (PM) Training Program
WSDOT's Project Management (PM) Training Program focuses on project management skills and application of the PMRS tools, including a Project Management Academy. The PM training program is undergoing evaluation and transition of existing project management and PMRS training materials to identify courses for conversion from in-class courses to E-learning courses. Elearning provides a flexible training program that is available to WSDOT staff when they need it and is easily accessed on the WSDOT Intranet website. Read more...
Project Risk Assessment and Planning
WSDOT has pioneered several processes to assess and plan for dealing with project risk. The application of these processes is now required for most WSDOT projects. Successful assessment and mitigation of risk is a major factor in project delivery, and WSDOT continues to refine these processes. Read more...
Value Engineering is a systematic process using a team from a variety of disciplines to improve the value of a project through the analysis of its functions. The VE process incorporates input from design, construction, maintenance, contractor, state, local and federal approval agencies, other stakeholders, and the public. Read more...
Lessons Learned Database
Recognizing, recording and retaining lessons learned benefits any process in which experience plays an important role. WSDOT has developed an Internet-based lessons learned system that is an integral piece of the project delivery process. Read more...
WSDOT Project Management Glossary
A glossary of project management terms. Read more...
Capital Program Development and Management (CPDM) Office
The Capital Program Development and Management (CPDM) office is responsible for the development, management and delivery of projects and programs of projects. WSDOT's CPDM office business process spans project planning, scoping, programming, budgeting and program delivery. CPDM maintains a programmatic perspective while monitoring, controlling and reporting at the project level, including the management of project change and project reporting.
Transportation Performance Audit Board (TPAB) Reports
In 2005, the Washington State Legislature directed the Transportation Performance Audit Board (TPAB) to recommend changes in state transportation goals and benchmarks of the WSDOT. TPAB was also directed to review the 10-year program for investments of taxpayer dollars. As part of that assignment, TPAB conducted or directed several studies related to project or program management. Read more...
Joint Legislative Audit & Review Committee (JLARC) Reports on Project Management
The Joint Legislative Audit & Review Committee (JLARC) provides oversight, review and evaluation of state-funded programs and activities on behalf of the Legislature and the citizens of Washington State. In 2005, JLARC conducted a pre-audit review of eight example projects, intended to represent the diversity of issues and characteristics in WSDOT's Capital Program. JLARC solicited an engineering consultant to assist with the example project reviews. The pre-audit focused primarily on the specific methods used to manage the eight example projects. In 2009 (completed in 2010), JLARC conducted a study of WSDOT's project scoping and estimating processes.