managing a project and outsidemanaging a project and
TRANSCRIPT
Managing a Project and OutsideManaging a Project and Outside Contractors for Success
J l 20 2011July 20, 2011A Society of Broadcast Engineers Webinar
John Luff ConsultantJohn Luff, ConsultantHD Consulting, Pittsburgh
TopicsTopics
What does it take to manage a project?Project management processTools you can useWorking with outside resources
Where to Start?Where to Start?
What has to be managed?“Scope, Dollars, Dates”
Wh t b h b h ith h t…What, by whom, by when, with what resources
Process:Define the problem carefullyDecide what success will look likeBreak the problem into bite sized chunksBreak the problem into bite sized chunksCreate structure matching the projectPick tools and communications strategies
Project management j gfundamentals
Successful project management requires:Careful definition of the problem to be solvedAssembly of a team of experts with defined rolesB ki j t i t ifi il t dBreaking project into specific milestones and assigning them to team members
Project management j gfundamentals
Successful project management requires:Thoughtful communications on status and issues to b l dbe resolvedRespectful and non-confrontational management style – NOT AUTHORITARIAN!style NOT AUTHORITARIAN!Attention to detailThorough documentationWillingness to adapt to changing reality“no dog in the hunt”
Creating a project teamCreating a project team
Project championChairman of the board, CEO
Project managerChief operating officer and chief financial ffiofficer
Operating departmentsEngineering finance installationEngineering, finance, installation, documentation
Steps in a projectSteps in a projectBuild a business case and conceptual plan.p pOptimize the plan and formal decision to move to implementation.Develop GoalsDetail the design.A fi l d i d b d tApprove final design and budget.Move to implementation.Test commission and trainTest, commission and train.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Process …Before you “Begin”
Establish the business caseObtain approval to proceedE t bli h th TEstablish the TeamThe Team establishes the GOALSBreakdown the work and assign tasksgGet it Done!Review the Goals - were they met?Celebrate SuccessCelebrate Success
Setting GoalsSetting Goals
1st step after team is assembledGoal setting precedes detailed project d l tdevelopmentEveryone ContributesAll input is captured; no one’s ideas are superiorp p pPurpose: determine what will define a successful conclusionDefine the concrete deliverablesDefine the concrete deliverables
Budget, drawings, bids, operational plans, training, system test results
Setting GoalsSetting Goals
Setting GoalsSetting Goals
Project ManagerProject Manager
Keeps the project schedule and budgetCommunicates regularly with the whole team
d ll t idand all outside resourcesProactively assigns tasks to team members and monitors their progressp gKeeps project goals and objectives in mind in all decisionsSuccess of the project is the PM’s responsibilitySuccess of the project is the PM s responsibility. The PM works through the Team
TasksTasks
Assign tasks that are quantitative, measurable and short in duration.Build a detailed timeline showing all tasks.Set regular meetings to review successes and issues to be confrontedissues to be confronted.
Stage 1Stage 1O t t d tOutput documents
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Stage 2Stage 2
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Stage 3Stage 3
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Stage 4Stage 4
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
The work breakdownThe work breakdown
No milestones longer than 2 weeksDetail is essential
“Create drawings” is too broad and not manageable. “C t i t i t ti d i ”“Create intercom interconnection drawing”works!
Tracking projectsTracking projects
Keep track of task assignments and progressTime and task relationships
Gantt chartsPert charts
Gantt chartGantt chart
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Excel “Gantt chart”Excel Gantt chart
(http://office.microsoft.com/en-us/excel/HA010346051033.aspx)
Excel “Gantt chart”Excel Gantt chart
The project planThe project plan
Project management softwareMuch more than pretty charts
Track personnel (Resource) utilizationDisplay critical path – task that “holds project h t ”hostage”Performance against budget
Resource allocationResource allocation
Resource allocationResource allocation
Resource allocationResource allocation
Resource allocationResource allocation
CommunicatingCommunicating
Keep communications regularSend report out on the same day every weekI i t t t tInsist on status reports Do nothing without documenting it – nothing “verbal only”yRespectful, thoughtful communication onlyFirm but reasonable tone
CommunicatingCommunicating
Keep communications regular(Weekly) report contains
Meeting minutesStatus of tasks scheduled for completion this
i dperiodTasks assigned at meeting (who and when)Tasks expected before next meetingTasks expected before next meeting
Regular Project MeetingsRegular Project Meetings
Meetings must have an agenda Keep it short; 30 minutes idealCelebrate successesNote failures, and move forwardRemain strictly factual; deal with management issues offline and in personDon’t use email to avoid communicatingDon t use email to avoid communicating ….
Weekly Status UpdateWeekly Status Update
Include:Expected milestones in near term Detailed meeting minutesTask assignments addedTasks completedStatus of schedule and budgetRisks to sched leRisks to scheduleTime and place of next meeting
Managing for resultsManaging for results
Involve key players indefining and maintaining goalsbenchmarks for success
Develop consensus“Winning” could risk developing a team
At points of stress, go back to consensus building based on original goalsbuilding based on original goals
Project management j gsoftware
Microsoft Project 2010 • http://office.microsoft.com
Primavera Project Planner (P3)• www.primavera.com
BaseCamp (Web based tool)BaseCamp (Web-based tool)• www.basecamphq.com
EasyProjects.net (Web-based tool)y j ( )• www.easyprojects.net
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Today’s ProjectsToday s Projects
Less focus on hardwareMore than “rack and stack and wirelists”
M f ft i t ti d ftMore focus on software integration and software development (customization)Handling metadata and file formats is criticalgData flow is the new schematicCareful attention to standards is criticalProcess is especially important and foreignProcess is especially important, and foreign…
“The quality of a system is highly influenced by the quality of the process used to acquire develop andquality of the process used to acquire, develop, and maintain it.”
Software Engineering Institute, Carnegie Mellon University, 2007
Software projectsSoftware projects
Engage all vendors in one team.Define your expectations carefully.
Detailed workflow and I/O from systemsMay be subproject led by separate committeeResearch “agile software development.”
Agile software gdevelopment
Scrum DevelopmentGoal is speed over complexityControl scopeGuaranteed delivery of workable versionsShort timeline — two to three weeksDaily meetings with no chairs
Comprehensive status reports
Agile software gdevelopment
Each “scrum” produces deliverable versionWell suited to incremental development and testing of complex systemsAdaptable to deployment of some broadcast systemssystems
G tti th tGetting the most from Outside Resources
Why?Why?Overworked staff Project might deplete operations staff
M t ll t lMay actually cost lessAccess to key skills
Experience in design/build projects not commonExperience in design/build projects not common to broadcastersNew technology to be implemented
Reduce risk in project
Possible ResourcesPossible Resources
Consultants generally don’t buildM ll i l titiMany small or single practitionersSome large firms with depth, and large payrollpayroll
Integratorsalso offer consultinggDetailed engineering and documentationInstallation and commissioningEquipment resale
Their business modelsTheir business models
Consultants bill for labor only.Don’t expect Volume discount …
Integrators depend on:Labor volume and marginEquipment volume and marginBalancing multiple projects
How much will it cost?How much will it cost?Hourly billing can grow … exponentially.Fixed price bids = lowest price?
“Unknowns” are priced into bids.Joint confidence in scope reduces cost
O li ti ti lOne supplier = negotiation leverageMatch services to vendor’s core expertise
Avoid subcontractorsAvoid subcontractors… you lose control
Choosing an integratorChoosing an integratorRequest for Proposal (RFP)
Asks for binding proposalCannot be vague
Request for Information (RFI)D ib h t t d l tiDescribes what you want and leaves options openLeaves binding price to a separate negotiationLeaves binding price to a separate negotiation
RFP ProcessRFP ProcessCreate an RFP with proposed major equipment. Requires up-front planning Does not facilitate vendor “creative engineering”Vendor add “insurance dollars”
RFI ProcessRFI ProcessDesign an RFI.Gathers key data on candidatesAllows flexibility and creativity in solution approachAsk for “preliminary price estimate”
RFI contentsRFI contentsDescribe your project, including project goals Request information, such as:
Company history, size, location(s)Description of their processes
P j t tProject management Engineering Prebuild and on-site installationPrebuild and on-site installation Commissioning and training
RFI contentsRFI contents
Ask for a list of manufacturers equipment offered.Get staff details.
Proposed project managerP d k i i lProposed key engineering personnel
Request sample contract copy.Get references for similar projectsGet references, for similar projects.
RFI contentsRFI contentsDo they supply electronic (editable) document copies?D th h i ith hit t dDo they have experience with architects and engineers?Ask for creative narrative project approachAsk for creative narrative project approach.Ask why they are uniquely qualified.Ask for order of magnitude price.g pGet proposed schedule.
RFI contentsRFI contents
Ask about software integration.How do they approach integrating software from multiple vendors?Get a clear impression of past success/issuessuccess/issues.
The whole processThe whole processAfter conceptual plan completion, write RFI
Issue it to three to six firmsGive two full business weeks for responsesOrganize a review committee
PM l d th k i di id lPM leads other key individualsAvoid conflicts of interest, including personal relationships with vendorsrelationships with vendors
The whole processThe whole processEach person scores each answerRank for overall score
Key issues might elevate or kill individual responses
Check referencesCheck referencesCall each one, on the recordKeep thorough notesKeep thorough notes
The whole processThe whole process
Ask manufacturers about each integrator“Who in the firm do you trust the most, the least.”
Pick top two and request a formal presentation.All fi d ti f t ti (45 i t )Allow fixed time for presentation (45 minutes).Allow similar time for questions.Allow vendor to summarize and closeAllow vendor to summarize and close.
Why are they best for your project
The whole processThe whole process
Pick top respondent for negotiating a binding proposal.
Refine price proposal and payment schedule.Lock in staffing.N ti t t t d tNegotiate contract and terms.
THEN, setup kickoff meeting with ALL parties involved.involved.
The project teamThe project team
The project teamThe project team
CommunicationsCommunications
Primary path PM to PMSpecialists directlyCustomer Services Representative
The project teamThe project team
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
Managing integratorsManaging integratorsKeep change orders off the table.
Insist all COs must be approved in advanceDefine the CO process and unit pricing approach in writing
Watch out for personnel changesWatch out for personnel changesYou bought a specific team
Insist on list and sell pricing on all hardware.Insist on list and sell pricing on all hardware.
Managing integratorsManaging integratorsRetain the ability to negotiate with manufacturers … with integrator present
K t l ti hi ith t h i l dKeep a strong relationship with technical and sales staff of all key manufacturers
Insist integrator take responsibility for softwareInsist integrator take responsibility for software implementation
HUGE part of all modern projects
A word on pricingA word on pricing …Labor is an integrator’s product
Pay them adequatelyCutting margin will change the relationshipHighly skilled consultants and engineers ARE expensiveexpensive
Equipment marginOften <10% … little room for deeper discountsOften 10% … little room for deeper discountsYou are paying for logistics costs, value added
A word on pricingA word on pricing …Consider cost up pricing.
Integrator’s cost plus fixed markup“Material handling fee”
Fixed percentage for owner supplied hardwareC tti th t f th l l th t f thCutting them out of the sale leaves them out of the loop when problems arise.
Delivery?Delivery?Software?
Other consultantsOther consultants
ArchitectsValuable skills in defining and managing constructionFind a professional with broadcast experienceexperience.Acoustics experience is key.Check references.Check references.Visit projects if possible.
ContractorsContractors
Use an architect or construction management firm — it will keep you sane.Don’t attempt to “design/build” unless you know them well.Check the details religiouslyCheck the details religiously.
Acoustic detailsElectrical detailsElectrical details
ResourcesResources“NAB Engineering Handbook.” Focal Press 2007.“The AMA Handbook of Project Management.” Paul C. Dinsmore. Bladwells Book Services, ISBN 0814401066.“Effective Project Management: How to Plan, Manage, and Deliver Projects On Time and Within Budget.” Robert K. Wysocki, Robert Beck, Jr., David B. Crane. New York. Wiley c1995.y“Getting a Project Done on Time: Managing People, Time, and Results.” Paul B. Willams. New York. Amacom. c1996.“Project Management.” Andy Bruce, Ken Langdon. New York Dorling Kindersley 2000York. Dorling Kindersley. 2000.“Project Management: A Systems Approach to Planning, Scheduling, and Controlling.” Harold Kerzner. New York. Wiley. c1998.
Originally published in the NAB Engineering Handbook, (c) Elsevier 2007. Used with permission.
