Report 2015-117 Recommendation 3 Responses

Report 2015-117: California Department of General Services' Real Estate Services Division: To Better Serve Its Client Agencies, It Needs to Track and Analyze Project Data and Improve Its Management Practices (Release Date: March 2016)

Recommendation #3 To: General Services, Department of

To ensure long-term efficient and effective delivery of projects, the division, in its planned implementation of its new project management system in July 2017, should track the reasons that projects are pending to identify its true backlog of projects. In doing so, it should develop a process to follow up on those projects that are pending to ensure that they are not on hold unnecessarily and are appropriately moving forward.

Annual Follow-Up Agency Response From November 2017

RESD is in the process of implementing a new project management system that will allow management and staff to more effectively plan, manage, and control projects. The new system is part of FI$Cal and will include provisions that allow project management to identify and follow-up on pending projects.

While PMDB works on the implementation of Oracle Prime, the branch has implemented stopgap measures intended to better track its backlog of projects. These measures include:

1. Modifying its workload assignments by ensuring that all project requests funnel through the Capital Outlay Program Managers (COPMs) assigned to a program.

2. Eliminating the COPMs ability to directly assign projects to staff persons and transition the assignment function to a committee comprised of the COPMs, PMDB Principle Architects, and the Branch Chief that meets weekly. This has resulted in the Branch being able to eliminate the practice of assigning projects to staff in lieu of noting them as unassigned (backlog).

3. Restructuring the project management section's workload tracking spreadsheet to more accurately capture workload assumptions (with additional data points being added at present).

4. Revising the monthly all-management meeting to include projects in design that are temporarily being managed by PMDB architectural/engineering staff as part of work needing reassignment for more comprehensive tracking.

a. PMDB now tracks: current project workload, work needing reassignment, new project requests, and anticipated future work (tracked as part of the budget process).

  • Estimated Completion Date: June 2018

California State Auditor's Assessment of Annual Follow-Up Status: Pending


1-Year Agency Response

RESD is in the process of implementing a new project management system that will allow management and staff to more effectively plan, manage, and control projects. The new system (Primavera) is part of FI$Cal and will include provisions that allow project management to identify and follow-up on pending projects.

In order to expedite the implementation of the project management system, RESD's Project Management and Development Branch (PMDB) hired a consultant (Loadspring). PMDB obtained access to 70 licenses of Primavera and had Loadspring configure the system for the branch's use in phases. As of January 2017, PMDB has launched the first of two roll-outs of Primavera - six months ahead of the original schedule. The first roll-out involves the Primavera Contract Management (PCM) module, which PMDB will utilize to interact with contractors, manage budgets, track project issues and trends, etc. PMDB will conduct quarterly reviews and report the results annually to DGS' executive management. The second roll-out will involve P6, which is Primavera's resource and scheduling tool. PMDB will launch P6 in July 2017, with the rollout completed in September 2017. PMDB will utilize the system apart from FI$Cal until an interface is developed, which is anticipated to occur in July 2017.

  • Estimated Completion Date: August 2017
  • Response Date: March 2017

California State Auditor's Assessment of 1-Year Status: Pending


6-Month Agency Response

RESD is in the process of implementing a new project management system that will allow management and staff to more effectively plan, manage, and control projects. The new system (Primavera) is part of FI$Cal and will include provisions that allow project management to identify and follow-up on pending projects.

In order to expedite the implementation of the project management system, RESD's Project Management and Development Branch (PMDB) hired a consultant (Loadspring). DGS obtained access to 70 licenses of Primavera and is having Loadspring configure the system for the branch's use. At present, PMDB anticipates launching Primavera in January 2017 - six months ahead of schedule. PMDB will utilize the system apart from FI$CAL until an interface is developed, which is anticipated to occur in July 2017.

  • Estimated Completion Date: July 2017
  • Response Date: September 2016

California State Auditor's Assessment of 6-Month Status: Pending


60-Day Agency Response

RESD plans to implement a new project management system that will allow management and staff to more effectively plan, manage, and control projects. The new system (Primavera) is part of FI$Cal and will include provisions that allow project management to identify and follow-up on pending projects. Currently, FI$Cal has scheduled Primavera's statewide implementation for July 2017.

  • Estimated Completion Date: July 2017
  • Response Date: May 2016

California State Auditor's Assessment of 60-Day Status: Pending


All Recommendations in 2015-117

Agency responses received are posted verbatim.


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