In the first two parts of this series, I have discussed the Boston Heat Plan, its inception, and its focus on stakeholder engagement. The focus is on being resilient to the Heat*. In this part, I will focus on the way the overall Plan is organized, particularly in terms of an implementation roadmap.
The City calls the entire resilience plan a project but then goes on to define projects within the project. My PMO background and experience tells me that really the Plan is a Program, not a project, but that’s a geeky PM view so I think we can forgive them for calling it a project.
They further breakdown the resilience strategies into different categories. From the Report:
"The implementation of heat resilience strategies is organized into catalytic projects, near-term projects, and long-term solutions. The plan’s strategies provide a framework for improved heat resilience across Boston. The timing of implementation considers the impact of each strategy, as represented by the evaluation criteria, the level of coordination needed, ownership and jurisdiction, regulatory review, and other factors. Community priorities, articulated by the CAB and through feedback from broader community engagement as well as ongoing and future City initiatives, informed the proposed implementation timeline."
As I spelled out in Part 1 of the series, there are 26 strategies organized into workstreams.
The project’s phases (as shown above) are:
- Phase 1: Analysis and existing information review
- Phase 2: Heat Resilience Strategies
- Phase 3: Implementation Roadmap
In this short post I want to demonstrate how the City shows the implementation timeline for the 8 workstreams. They’ve done a good job in showing – at an executive level – what types of projects make up the Program, when they take place, and (via color code) whether it is a Catalytic Project, part of Design, Development, and Pilots, Implementation, or ongoing program, monitoring or evaluation. This smacks of the long-term view I’ve long espoused, putting “ongoing” on the timeline. We tend to shy away from this as project managers. We really, REALLY love that black diamond milestone that says DONE at the end of our project. We want to have that pizza party (who doesn’t?) and get on to our next project. The longer-term view considers the project as an important means to, well not to end, but to a new beginning – an ongoing operation or result that was enabled by our project.
Here are those timelines:
In Part 4, I will continue the long-term theme and focus on the way the Plan considers Benefits as the raison d'être of the Plan.
*if you are a fan of the National Basketball Association (NBA), our Boston Celtics have already taken care of that this year.