Transition Planning and Management

The Maryland Department of Transportation (MDOT) selected Cirdan Group to provide planning and management services for a major transition from its current network management services (NMS) contract to a new five-year contract with a new operational model. MDOT needed an independent, third-party resource to plan transition activities, define the detailed schedule, identify risks and mitigation strategies, and manage the transition. To help MDOT address its need, Cirdan Group assigned a Senior Project Manager to lead NMS transition planning and execution.

The Cirdan Group Project Manager assembled a diverse group of agency stakeholders to represent the transition core project team. She drove core team activities as well as communication with representatives from eight transportation business units to define all transition activities, which ultimately facilitated a smooth transition that did not jeopardize production network services. The schedule definition was particularly complex due to disparate vendor resources, processes and procedures, and operational models. The Cirdan Group Project Manager overcame these challenges through proactive and persistent coordination, communication, and schedule definition based on detailed activity definition, sequencing, and estimation.

To ensure that the transition was effectively managed, the Cirdan Group Project Manager developed a thorough project management plan, a master project schedule, and detailed processes for project operations, communication, status reporting, and schedule management. She also worked with more than 20 project stakeholders to identify and analyze project risks and agree on and document risk mitigation strategies.

Upon completion of transition planning, the Cirdan Group Project Manager oversaw the execution of transition activities and ensured that plans were executed as defined and risks were mitigated as planned. In order to stay on schedule and meet ambitious deadlines, the Cirdan Group Project Manager monitored schedule performance routinely, identified issues, and facilitated the identification of corrective actions. She facilitated all meetings on MDOT’s behalf and provided MDOT executive leadership frequent written status reports to inform them of project performance, risks, and issues.

As a result of Cirdan’s Project Manager’s thorough and effective planning, risk mitigation, leadership, and communication, MDOT successfully completed the NMS transition on time and without the realization of any significant risks.