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Assembling a Project Development Team
Assembling a Project Development Team | Project Classification | |||
Capital Improvement Projects | Safety Projects | Asset Management Projects | Maintenance Projects | |
1. The Project Development Team | x | x | x | x |
2. Project Development Team Members | x | x | x | x |
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3.Project Development Team Member Selection | x | x | x | x |
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4. Project Development Team Checklist | x | x | x | x |
5. Associated Articles | x | x | x | x |
6. Reference Documentation | x | x | x | x |
x = Information from the topic may be applicable for the project classification. |
Terms
The full definitions for terms included in this article (listed below) can be found in the HKP Glossary.
- Project Manager
- Project Development Team
- Project Development Process
- Subject Matter Expert
- District Project Development Manager
- Location Engineer
- Constructability Reviewer
The Project Manager (PM) assembles a Project Development Team (PDT) for each project they are assigned. The PDT is a multidisciplinary team that collaboratively supports the KYTC PM throughout the project development process. The PDT’s primary functions include:
- Provide support to the KYTC PM
- Attend and participate in project team meetings
- Provide professional opinions about different subject-matter areas
- Help resolve issues that arise
- Prepare documentation and work products needed for the project
- Complete work tasks
- Provide feedback to the KYTC PM by reviewing plans, documentation, and deliverables
- Help perform oversight during project development
The PDT is established during project scoping when the project is assigned and maintained through the construction letting. Because every project is unique, PDT’s should be constructed based on specific project needs. Project success depends heavily on the effectiveness of the team delivering it.
Although the PDT is most closely associated with capital improvement projects, it can be adapted to fit the needs of safety projects, asset management projects, and maintenance projects. The configuration and size of the team will be different between the four project types.
The PDT consists of core team members, subject-matter experts (SMEs), and external members (Figure 1). Exact team composition will depend on project specifics. The PDT can also include consultants.
Although the PDT stays active throughout the life of the project, its members and composition can change over time as the project moves through different phases. For example, on an urban corridor project once the project moves out of final design into right-of-way (ROW) acquisition, traffic modeling subject-matter experts (SMEs) may no longer be needed, but ROW specialists (appraisal, acquisition, relocation, property management) could be added to the team.
It is of utmost importance for the Project Manager to recognize that the Project Development Team works for them to deliver the project.
![Project Development Team Components](https://kp.uky.edu/wp-content/uploads/2024/06/Project-Development-Team-Components.jpg)
Figure 1: Project Development Team Components
2.1. Core Team Members
Core members are usually part of the PDT throughout project development. They include:
- KYTC PM
- District Project Development Branch Manager (PDM)
- Location Engineer
- Representatives from other divisions and branches within the District
- Planning
- ROW
- Utilities
- District Environmental Coordinator
- Project Delivery and Preservation Section Engineer
- Engineering Support
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The designer(s), whether KYTC staff or a consultant.
2.2. Subject-Matter Experts
SMEs provide knowledge and expertise in specific subjects or technical areas. They can be KYTC staff or consultants. Some SMEs are involved in the approval of project deliverables or documents. SMEs typically are not part of the PDT for the entire project lifecycle. Rather, they join the team when their expertise and guidance are needed. While SMEs are part of the team delivering the project, some do not attend project team meetings. Examples are archeologists and cultural historians who coordinate with the Kentucky Heritage Council (the State Highway Preservation Office (SHPO)) and oversee archeological investigations (if required). They are an essential part of the PDT, but typically would not participate in project team meetings.
Central Office SMEs can be contacted through the District representative section or Location Engineer. Table 1 outlines the responsibilities and capabilities of divisions, branches, and SMEs. When PMs assemble PDTs, Table 1 can serve as a useful reference point and help them determine who they should contact for assistance.
Table 1: Subject-Matter Experts by Division | ||
Division of Construction | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Construction District Liaison |
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Alternative Delivery Program Manager |
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Division of Construction Procurement | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Plans, Specifications, and Estimates (PS&E) Branch |
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Division of Environmental Analysis | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Project Management Branch (Environmental Project Managers) |
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Ecology and Permitting Branch (Biologist, Ecologist) |
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Cultural Resources Branch (Archeologist, Cultural Historians) |
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Division of Highway Design | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Pavement Branch |
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Technical Support Branch |
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Drainage Branch |
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Quality Assurance Branch |
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Roadway Design Branch |
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Plan Processing Branch |
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Division of Maintenance | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
District Permits Engineer |
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Division |
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Division of Planning | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
District Planning Supervisor |
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Division |
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Division of Right of Way and Utilities | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Appraiser |
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Acquisition Agent |
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Review Appraiser |
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Relocation Agent |
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Utility Agent |
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Statewide Railroad Coordinator |
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Division of Structural Design | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Geotechnical Services |
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Structural Design |
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Division of Traffic Operations | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
Traffic Engineering |
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Systems Operations Branch |
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Traffic Design Services Branch |
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Traffic Safety Branch |
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Public Information Officers | ||
Branch/SME | Responsibilities, Capabilities, Expertise | |
District Public Information Officer |
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2.3. External Team Members
Some PDTs need to have members from outside of KYTC or the consultant(s) working on the project. Examples include representatives from:
- Federal Highway Administration (FHWA)
- Metropolitan Planning Organizations (MPO)
- Area Development Districts (ADD)
- Local Public Agencies (LPA)
- Other stakeholders as needed
On federally funded projects, decisions about including a FHWA representative on the PDT are contingent on the level of risk (see Risk-Based Project side note), whether the project modifies access to the Interstate System, and the type of environmental document. The PM should coordinate with the Location Engineer to determine if FHWA needs to be represented on the PDT.
Red Flag
If the PDT will include external members from outside KYTC or the consultant(s) working on the project, clearly define their roles and responsibilities.
Side Note
FHWA identifies projects classified as Risk-Based Projects as carrying a project risk that may benefit from its oversight. Oversight can occur at any stage in the project development process. Throughout the year, FHWA assesses Federal-aid program projects and compiles a list of projects that have this designation. The PM should coordinate with the Location Engineer to determine if a project has this designation.
Side Note
Changes in access to the Interstate System must follow the current FHWA Policy on Access to the Interstate System.They also require an Interchange Justification Study (IJS) if new access is proposed or an Interchange Modification Report (IMR) if existing access is being altered. IJS/IMR guidance can be found in section HD-203.3.10 of the Highway Design Manual. The PM should also coordinate with the Location Engineer to determine if an IJS or IMR is needed. If required, the PM should (a) factor into the budget the cost to develop this study/report and (b) factor into the schedule the time needed to develop the study/report and receive FHWA’s approval.
PDT composition depends on the project needs and resources required to execute the project. This means the PM must find the right people with the needed skill sets who are available to deliver the project. To identify PDT members, PMs can follow the four-step process described below.
Step 1: Identify project needs.
Step 2: Break down project scope into smaller units and determine deliverables, milestones, and approvals needed.
Step 3: Identify project development team members (core team, SMEs, external) needed based on Steps 1 and 2. Specify who is responsible for approving different parts of the project.
Step 4: Determine whether team members identified in Step 3 are to be KYTC staff (District and/or Central Office) or consultants. This is based on availability and the expertise needed.
3.1 Step 1 — Project Needs
The PM must understand the entire project’s needs and build their team accordingly. Below are factors that should influence the selection of PDT members.
- Project schedule and milestones
- Project budget and funding source
- Project complexity
- Identified performance issues
- Difficulty obtaining right of way
- Environmental impacts and mitigation
- Utility relocations, including railroad involvement
- High profile project (potentially politically sensitive or controversial)
3.2 Step 2 — Project Scope Breakdown
Once PMs understand project needs, they develop and break down the project scope. Process flow maps are valuable tools for helping PMs assemble PDTs. These maps break down the project scope and deliverables into smaller pieces, illustrate how they fit into the project development process, and show relationships between them. Project milestones, including those needing federal approval, can also be shown. The PM can use the process flow map to list PDT members needed to deliver each piece of the scope and achieve milestone approvals. Figure 2 is an example process flow map for a KYTC project.
![Critical Path Process Flow Charts_cropped](https://kp.uky.edu/wp-content/uploads/2024/07/Critical-Path-Process-Flow-Charts_cropped.jpg)
Figure 2: Example of KYTC Project Development Process Flow Map
Example process flow maps for typical KYTC capital improvement project types can be found on the Kentucky Transportation Center’s website: Typical KYTC Project Process Flow Maps.
3.3 Step 3 — Project Development Team Member Identification
Once the PM has a good knowledge of the project needs, deliverables, milestones, and approvals, they can begin listing PDT member positions. During this process, the PM must communicate with different user divisions and SMEs to determine if their expertise will be required. Staff (e.g., Location Engineer, District Environmental Coordinator) can help facilitate these discussions.
3.4 Step 4 — Resource Determination
With PDT members identified, PMs can identify the resources needed for specific activities. PMs have several options for accomplishing this work, including:
- Use of in-house KYTC staff (from within the District, another District, or Central Office)
- Statewide consultant service contracts
- Consultant services obtained through the Division of Professional Services
When deciding on which resources to use, PMs need to consider staff availability (i.e., do they have the bandwidth to take on work when needed), project schedule, and level of expertise needed for a particular task or work unit. For more information on using consultants, refer to the PMGB articles Utilizing Statewide Contracts and Selecting a Consultant.
Red Flag
Because many projects take several years to progress through the project development process, staff availability and commitments can change over time. It is important for the PM to keep communication open with PDT members, even if their services are not needed until some point in the future, since their inability to execute work can put pressure on the project schedule and impact the project budget (e.g., if the budget did not account for retaining a consultant to accomplish the work).
Though not required, PMs can use the Project Development Team Checklist when they assemble PDTs. The checklist breaks the PDT down into its three components (core team, SMEs, and external members), lists typical PDT members for a capital improvement project, and provides space for additional team members. PMs can also use it to identify what resources are needed, including District Office staff, Central Office staff, or consultants.
PM Bootcamp: Building the Right Team and Managing Consultants Presentation
WSDOT Project Management Guide, Assemble the Team: https://wsdot.wa.gov/engineering-standards/project-management-training/project-management/project-management-guide
WSDOT Initiate and Align Worksheet: https://wsdot.wa.gov/sites/default/files/2021-10/ProjectManagement-InitiateAlignWorksheet.docx
Highway Knowledge Portal, Division of Construction
Highway Knowledge Portal, Division of Construction Procurement
Highway Knowledge Portal, Division of Environmental Analysis
Highway Knowledge Portal, Division of Highway Design
Highway Knowledge Portal, Division of Maintenance
Highway Knowledge Portal, Division of Right-of-Way and Utilities
Highway Knowledge Portal, Division of Structural Design
Highway Knowledge Portal, Geotechnical Investigations – Where to Begin and How to Proceed
Highway Knowledge Portal, Division of Traffic Operations
Highway Knowledge Portal, Build Your Team
KYTC Highway Design Manual Guidance Manual, HD 202.4
“Is My Project on Schedule?” Critical Path Project Templates