Project Development Process Manual

Each ADOT division and section has a unique organizational structure and a chart that represents the hierarchy of staff.  Speak with the ADOT section manager to receive a current chart for the section.

View Agency Organization Chart

ADOT promotes a culture and atmosphere to encourage positive conduct and morally correct choices.  All ADOT staff are public servants first and should adhere to professional ethics to avoid potential workplace conflicts and to safeguard public confidence.

A project manager is the authority on a development project and should recognize when ethical dilemmas arise. Below are just a few scenarios where questionable ethics could damage the agency as well as the individual’s reputation. 

• Professionalism – ADOT staff of all levels should conduct themselves in a professional manner when dealing with consultants, stakeholders, colleagues, and the general public. Employees are ambassadors of ADOT both on and off the job.
• Personal Gain and Benefit – All employees should refrain from accepting gifts, showing favoritism toward consultants, hiring relatives, and partaking in inappropriate use of government resources.
• Project Quality – A project manager is the primary advocate for a project and should confirm project details and processes have been followed to ensure a high quality product is being delivered by ADOT.
• Value Engineering – As part of delivering a high quality product, a project manager has budget authority and is responsible for the scope of work being completed within the allotted budget.
• Legal Liability – Damage to the reputation of the organization due to negative media press and lawsuits can hurt the agency. Many times, legal issues arise from unethical behavior.

Project Managers of all levels, as well as some Transportation Engineering Specialists who support Project Management teams within the Project Management Group (PMG) are expected to accomplish the following:

1. Define the scope of work and project deliverables
2. Identify work tasks required to complete project deliverables
3. Prepare project schedule, project milestones and deliverables
4. Prepare estimate for development effort
5. Apply for and secure project funding
6. Identify resources required to complete project deliverables
7. Receive and distribute stage submittals for review and comments
8. Monitor and report project status
9. Plan and manage project resources
10. Plan and manage stakeholder communications
11. Plan and manage changes to project scope, schedule, and budget
12. Coordinate the project handoff to the district
13. Be responsible to project needs during the construction phase
14. Close the project

“The Project Manager acts as the CEO, COO and CFO on every project.”

   -Steve Boschen, Infrastructure Delivery and Operations, Director

Similar to a Chief Executive Officer (CEO), the PM is ultimately responsible for the timely delivery of the project.  The PM, much like a Chief Operations Officer (COO), provides the day to day vision and guidance for the project, coordinating the efforts of relevant disciplines, including those of outside interests, consistent with the project scope and schedule. The PM is also responsible for the project finances.  They are responsible for the hours and costs of the invoicing disciplines, as well as, the overarching project budget, similar to a corporate Chief Financial Officer (CFO).

The scope, schedule and budget of themselves do not necessarily provide a useful product.  All three are necessary, but without quality you risk the value and integrity of the final product.  The PM needs to incorporate quality checks or reviews throughout the process to ensure a safe product, which meets the need and intent of the project.

The PM’s role is multifaceted and loaded with challenges.  What keeps a PM focused and on track is ownership of the project.  Without this, the PM may find it difficult to invest the necessary time and provide effective orchestration of the required processes to successfully deliver their Project.