Agenda Date: 12/09/2025
Subject:
Title
Project Management Information System (PMIS) overview and dashboard
Body
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From: |
James L. Becklenberg, City Manager |
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Prepared by: |
Adrienne Burton, Director of Major Projects |
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Presentations: |
Adrienne Burton, Director of Major Projects |
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Will Brawn, Deputy Director, Information Technology |
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Genevieve Van Buhler, Principal Business Analyst, Information Technology |
PURPOSE:
The purpose of this study session is to introduce City Council to Littleton’s new Project Management Information System (PMIS), built on Smartsheet Enterprise and supported by strong cross-departmental governance. The PMIS represents a foundational modernization in how the City manages, monitors, and communicates project information across departments.
The system unifies project intake, planning, reporting, and financial oversight into a single source of truth-integrating automation, standardized workflows, role-based data governance, and GIS-enabled public transparency. This presentation outlines the system’s structure, tools, governance model, early pilot projects, and the roadmap toward citywide rollout and a public-facing dashboard in Spring 2026.
The timing is significant: as Littleton prepares for major capital initiatives-including Project Downtown, facilities modernization, mobility investments, and future cycles of capital financing-the PMIS provides the consistency, transparency, and performance management needed to support informed decision-making and strengthen public trust.
LONG-TERM OUTCOME(S) SERVED:
High-Quality Governance
DISCUSSION:
Overview of the PMIS
A Project Management Information System (PMIS) is a centralized digital platform used to plan, track, manage, and report on projects throughout their lifecycle. While the City has used project management tools in the past, the new PMIS elevates these functions into a unified, enterprise-wide system that standardizes how projects are created, evaluated, monitored, and communicated.
Built on Smartsheet Enterprise, the system consolidates previously siloed spreadsheets, files, and disparate tracking practices into an integrated ecosystem that includes:
• Standardized project intake and prioritization
• Scope, schedule, and budget management
• Risk and issue tracking (RAID logs)
• Leadership dashboards and automated reporting
• Templates for major and non-major projects
• Automated project provisioning through Control Center
• Public transparency enabled through ESRI GIS
Together, these tools improve data accuracy, enhance internal coordination, and provide leadership with consistent, decision-ready information-strengthening the City’s capability to manage large and complex capital portfolios.
Why the PMIS Was Developed
City departments manage a growing number of capital projects, planning studies, and operational initiatives. Historically, these projects were tracked using different systems, formats, and levels of detail, making it difficult to:
• Evaluate progress and financial performance in real time
• Identify risks early and prevent costly surprises
• Ensure consistency in project planning and reporting
• Provide reliable and standardized information to Council
• Maintain audit-ready records
• Communicate clearly with residents and stakeholders
The shift to Smartsheet Enterprise created the opportunity to design a PMIS that addresses these challenges at scale. The system was developed in response to four organizational drivers:
1. Rising number of capital projects and major initiatives
2. Need for clearer, more consistent project visibility and reporting
3. Increasing transparency expectations from the community
4. Preparation for long-term capital financing cycles, including future GO Bond discussions
The PMIS now serves as the foundation for enterprise governance, financial discipline, and transparent reporting-key pillars of responsible capital investment.
Governance Structure
The PMIS is intentionally paired with a robust governance structure to ensure information is accurate, consistent, and aligned with City priorities.
Technical Advisory Committee (TAC)
The TAC serves as the technical backbone of the PMIS effort. Comprised of representatives from Public Works & Utilities, Finance, Procurement, IT, Community Development, Economic Development, Communications & Marketing, and the City Manager’s Office, the TAC provides input on system design, ensures data quality, and validates project standards. This group also previews new features and supports cross-departmental alignment.
Project Governance Committee (PGC)
The PGC provides strategic oversight for major projects and ensures that projects are decision-ready before advancing to key milestones. The committee evaluates project readiness, funding feasibility, alignment with Council priorities, and risk posture. Together with the TAC, it creates a closed-loop governance system that supports organizational accountability and responsible financial stewardship.
This two-tier structure ensures both technical accuracy and executive alignment, addressing long-standing gaps in project consistency and transparency.
Pilot Projects & Training
To ensure the PMIS meets the needs of all departments, the City launched a pilot phase that includes projects with varying complexity:
• Main Street Improvements (Design Phase)
• Littleton Boulevard Subarea Plan
• Quad Road
• Museum HVAC Improvements
These pilots allow staff to test workflows, validate dashboard data, refine templates, and adapt the system based on real PM experience. These project managers will provide valuable feedback leading to early improvements, including more intuitive metadata, enhanced dashboards, and clearer guidance for training.
Training and change management activities include:
• Weekly PMIS Office Hours
• Hands-on training modules
• One-on-one coaching for pilot project managers
• System updates based on user feedback
This phased approach ensures that when full rollout occurs in Spring 2026, the system will be user-ready and aligned with staff capacity.
Transparency & Public Dashboard
A core priority for the PMIS is to enhance public transparency and trust. The system integrates directly with ESRI GIS to provide a single source of truth for capital project information. A public-facing dashboard is scheduled to launch in 2026 and will allow residents, businesses, and stakeholders to view:
• Active capital projects citywide
• Real-time budget, schedule, and status updates
• Project location and geographic impact area
• High-level narrative descriptions
This capability aligns with Council’s commitment to openness and financial stewardship and supports improved communication about how public dollars are being invested.
Expected Outcomes
Once fully implemented, the PMIS will generate significant operational and organizational benefits:
• Improved financial stewardship through audit-ready documentation
• Consistency in project planning and delivery across all departments
• Real-time visibility for Council, staff, and the public
• Improved risk management through standardized RAID logs
• Better alignment with Council priorities via structured intake and governance
• Support for future GO Bond preparation by providing reliable infrastructure data and performance metrics
• Stronger collaboration through shared dashboards and project standards
The system is more than a technical upgrade-it is a governance framework that supports long-range capital planning and enterprise performance.
Next Steps
Over the coming months, staff will:
• Continue refining the PMIS based on pilot feedback
• Expand hands-on training and onboarding for staff
• Finalize standardized reporting tools for major projects
• Prepare for citywide rollout in Spring 2026
• Launch the public -facing capital dashboard and mapping tools
These steps will position the City to better manage current and future capital needs, including major infrastructure investments and long-range financial planning. As implementation continues, staff will remain mindful of key constraints identified during the pilot phase. Departments require system and project management training and have limited capacity, requiring this be paced appropriately. Project types across the organization differ significantly, which adds complexity to developing standardized tools that work for all users. Additionally, the rollout must align with defined fiscal and strategic timelines while maintaining strong data governance, security, and permissions. These considerations will guide the refinement and finalization of the PMIS ahead of full citywide adoption.
BACKGROUND:
The need for a centralized project management system has been evident for several years as the City’s capital portfolio has grown in scale, complexity, and public visibility. With aging infrastructure, increasing regulatory requirements, and a higher volume of planning and capital initiatives, the City recognized the importance of creating a consistent framework for project delivery.
The PMIS initiative was developed collaboratively by multiplate departments. This collaborative, effort ensures the system reflects the diverse needs of the organization and supports a shared culture of transparency and accountability.
Prior Actions or Discussions
No prior actions or discussions.
FISCAL IMPACTS:
No fiscal action is requested as part of this study session. Smartsheet Enterprise licenses and implementation services were previously approved and funded through the annual budget process. Long-term efficiencies are anticipated through:
• Better project controls and reduced change orders
• Improved schedule and budget adherence
• Increased readiness for future debt financing cycles
• Standardized reporting and reduced administrative effort
STAFF RECOMMENDATION:
Staff recommends City Council provide feedback on:
• Desired format for PMIS-based Council reporting
• Any additional information Council would like incorporated into future updates
ALTERNATIVES:
There are no recommended alternatives.