productivity - louisiana transportation research center · 1 27 february 2013 © 2012 arcadis...
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© 2012 ARCADIS 27 February 2013 1
Productivity
Making the most of your Team’s Time
Imagine the result
Scott Hoffeld, CEP
225-572-7111
© 2012 ARCADIS 27 February 2013 2
Safety Moment
© 2012 ARCADIS 27 February 2013 3
Procrastination with your Safety
• Putting off something that
should be done now
• Repeated exposure to
situations without consequence
breeds complacency
• Complacency yields
procrastination
© 2012 ARCADIS 27 February 2013 4
Productivity
© 2012 ARCADIS 27 February 2013 5
Balance of Scope, Budget, and
Schedule
Schedule
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ARCADIS Project
Management
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• Recognized as a discipline – not a
duty
• Certifies PMs through PMI-Compliant
program
• Training focus: Being proactive and
creative
• Goal: Add value to our contracts with
innovation, or cost/time saving
solutions
• No one plans to fail, but some fail to
plan: Define, Plan, and Control
ARCADIS
CPM
Program
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The “Conductor”
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Project Planning
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Step 1: Define
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What is this project?
• Requires research – Not just
scope
• Who wants it?
• Why this project?
• Why now?
• Client PM and Technical Leads
have insights
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• What are the project goals?
• What are key questions to be
answered?
• What are concerns about the outcome
or process?
• How will products be used in overall
project delivery?
• What will make this project a success?
• What “gets in your craw?”
• Concurrence on Scope Assumptions
Answers Needed
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• NO SURPRISES!
• Keep the schedule
• No supplements
• Responsive communications
• Involve me when needed
Common Client PM Answers
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Step 2: Plan
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What is the Critical Path?
• Required to assess schedule reasonability
• Must understand durations & predessessors
• Task managers must be involved
• Network/process maps/flow charts can help
• Is schedule realistic?
• All task activities and approvals included?
• Review periods included?
• Downtime accounted for?
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Critical Path
Scheduling
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Project Staffing
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• Strong Task Leaders: organized,
schedule oriented, accountable
• Task Packages: scope, budget, and
objectives
• Clear outcome/deliverable
• Schedule
• Budget
• Input needs and output use
• Set-up: How can I facilitate
monitoring and reporting to meet
client needs.
Plan the
Work
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Step 3: Control
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Now Work the Plan
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Keep Head Up
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• Innovate
• Create and/or take opportunities to
reduce schedule, costs, and even
scope.
But don’t forget to look down. . .
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Keep Head Up
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What are the
challenges for future
delivery stages?
Ouachita Bridge EIS
Monroe, La.
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Control Tools,
Traits, and
Techniques
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• Work Plan +
• “Living” reference to contacts,
schedules, budgets, guidelines
• Uses
• Organize PM’s records
• Serve as a project orientation guide
plan
Project Management Plan
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PMP Content
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Simple PMP
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ARCADIS’ “The Source”
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ARCADIS Project Portal
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ARCADIS “PLAN” Tool
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ARCADIS’ Role-Based Reporting
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• Team members can plan time better in
short-run
• Not overwhelming
• Involves identification of activity “steps”
• Facilitates activity responsibility and
assignment
plan
Interim Milestones
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Chef Menteur
Bridge EA
• Progress Mtgs
every 2 months
• Design, Cultural,
Section 4(f), and
Environmental
Challenges
• Incremental
deliverables
helped with review
34
© 2012 ARCADIS 27 February 2013 35
• Make meetings count
• Invitation with agenda and objectives
• Read-Ahead Packet
• Start and end meeting with objectives
• Clear action items with Record of Meeting
• Review action items, critical path and
resource availability
• Don’t be paralyzed by indecision: Get
off “dead center”
• Live Meetings / Video Conferencing
Efficiencies
plan
Effective Meetings
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Did this meeting get us off “Dead Center?”
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Meeting Invite
Action Items
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I-210 EA Technical Review Workshop
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I-210 EA Technical Review Template
• Scope and Assumptions
• Methodology
• Field Work
• Data/Results
• Conclusions
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Detailed Record of Meeting – 1 of 2
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Detailed Record of Meeting – 2 of 2
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Simple, Email Record of Meeting
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• Single Staff’s Responsibility • Not, “Jack and John to develop .. .”
• Rather “John to be supported by Jack to develop .. . “
• Document in writing/Email
• Clear time and date deadline
• Budget
• Contingency Plan • “. . . Please provide your response by 5pm,
on 23 February. I will distribute a revised version. Otherwise, this version will become final.. . .”
plan
Assigning Action Items
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• Sharepoints / Custom Software
• MS Project and Outlook tools
• MS Excel or Access deliverable D-base • Project D-base (related to Deliverables)
• Rec.No. (one per project)
• Project Number (key)
• Short name
• Service Type
• PM
• Budget
• Start date
• Deliverables D-Base (related to Project) • Rec.No.(various # per project)
• Project Number (key)
• Deliverable name
• Due Date
• Responsible Task Manager
Managing Multiple Projects
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• Don’t waste team member time
• Organized and complete
• If all emphasized – nothing emphasized
• Customized for each team member
• Be methodical and not premature
• Offer solutions - not stress
• Ask yourself
• How will this be used in the future?
• What information will be needed to make this
communication understandable in the
future?
Good Communication
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• Searchable
Subjects (e.g.,
Project Number)
• “Triage” via rules
and highlights
• Read receipts
• Lists, tables, and
embedded
graphics
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How to “Capture” a Screen
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• Alt – Print Screen:
Active Window
• Ctrl– Print Screen:
Desktop
Screen Captures
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Adobe Reader’s “Snapshot” Preferences
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Select “Snapshot”
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“Box” what you want
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And paste - anywhere
. . . and No, it’s not an orange dinosaur. It’s a fire salamander, representing lasting quality and ecological balance in the environment.
At ARCADIS, this balance is part of our mission.
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• Simple actions become habit
• PM’s ultimate responsibility, but all staff responsible
• Quality Matters requires PMP, QA/QC Plan and QA/QC Acknowledgement Forms
• Producers vs. Checkers
• Detail checks vs. Independent Technical Reviews
• Safety culture has translated into culture of care and quality too.
Quality Assurance / Quality
Control
“Quality is an
inherent,
distinguishing
attribute of our
work products that
meets or exceeds
industry standards
and our clients’
expectations.”
© 2012 ARCADIS 27 February 2013 54
Quality Control
Documentation
• Simple form
• Required for all
deliverables
• Clear
accountability
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• Requires humility
• Encourage dissention . . . Towards
fruitful discussion
• Brainstorming: no dumb ideas
• Nothing ventured – nothing gained
• Change: it’s the only thing that’s stable.
• Who Stole My Cheese?
• From challenges come breakthroughs
• Mars Pathfinder: Faster, Better, Cheaper
Cultivate Courage
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The Man in the Arena
It is not the critic who counts; not the man who points out how the
strong man stumbles, or where the doer of deeds could have done them
better. The credit belongs to the man who is actually in the arena, whose
face is marred by dust and sweat and blood; who strives valiantly; who errs,
who comes short again and again, because there is no effort without error and
shortcoming; but who does actually strive to do the deeds; who knows great
enthusiasms, the great devotions; who spends himself in a worthy cause; who
at the best knows in the end the triumph of high achievement, and who at the
worst, if he fails, at least fails while daring greatly, so that his place shall
never be with those cold and timid souls who neither know victory nor
defeat.
Theodore Roosevelt
© 2012 ARCADIS 27 February 2013 58
Imagine the result