smarter project management · why do projects fail? great project management begins with great...
TRANSCRIPT
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Smarter Project Management
October 6, 2017
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What are your biggest challenges?
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Every Project Needs PM…
The question is… how much?
Understand the concepts then apply them appropriately.
Make the PM fit the Project… It is your servant, not your master!
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Why Do Projects Fail?
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Great project management begins with great startups!
• Proposal phase
• Clearly defined scope/budget
• Negotiations
• Project Kickoff
• Safety Plan
• Communications Plan
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Great project management begins with great startups!
• Monitoring and Control
• Elevating Issues
• Project Closeout
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Tools
• Microsoft Project? Other Software?
• Risk Register?
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Project Planning
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What Do You Plan?
• Scope• Schedule • Budget• Safety• Roles and Responsibilities• Resources• Risk Management• Communication• QA/QC
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Things To Watch Out For
• Ensure plan captures project objectives
• Over-ambitious project schedule
• Accommodate change
• Don’t underestimate costs
• Keep It Simple
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Living Document
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Developing the Scope
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Scope Elements
• Project Description
• Work Breakdown Structure (WBS) (?)
• List of Deliverables
• Special/Additional Services
• Assumptions and Constraints
• Schedule
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Scope Do’s and Dont’s
• Don’t be vague – be specific
• Identify limits
• Base it on current regulations
• Don’t use global language:
– All options
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Scope Exercise
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Scope + Budget
SCOPE BUDGET
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WBS: How Much Detail?
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Scope Creep
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Budgeting Methods
• Market Intelligence
• Past Experience
• Unit Rates
• Ground Up
• PERT Formula:
a + 4 b + c
6
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Budget Contingency
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Milestone Chart
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Gantt Chart
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Critical Path Method
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Schedule Contingency
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Risk Analysis – QualitativeThe Risk “Cube”
1 2 3 4 5Consequence
Consequence Level Performance Schedule Cost Other 5 Unacceptable Unacceptable >10% Unacceptable 4 No Remaining Margin Major Slip 7% - 10% Major 3 Significant Reduction Minor Slip 5% - 7% Moderate 2 Some Reduction Resources Required <5% Some 1 None/Minimal None/Minimal None/Minimal None/Minimal
Probability Level Likelihood
5 Near Certainty 4 Highly Likely 3 Likely 2 Unlikely 1 Remote
Assessment
High Attention requiredModerate Different approachLow Monitor
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Risk Workshop
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Project Monitoring and Control
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ProjectCommunications
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The Communication Process
Sending
Encoding Decoding
36
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The Communication ProcessSelecting a Medium
– Face-to-face conversations
– Telephone calls
– E-mails
– Memorandums
– Letters
– Computer reports
– Photographs
– Bulletin boards
– Meetings
– Organizational publications
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Communication Filters
38
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E-communication
100% Words
Choose them carefully!
40
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NegotiatingOur
Differences
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What do you negotiate every day?
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Why do we sometimes end up with bad deals?
• Adversarial relations
• Zero-sum game
• Distrust
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Preparation: Key to Successful
Negotiations
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Preparation
• Tight scope
– Assumptions
– Scope and budget superglued
• Homework on client drivers
– What clients really want
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1.High Quality Technical Solutions
2.On-Time, On-Budget Delivery
3.Reliable, Time-Tested Solutions
4.Professional Relationship with the Principals (Doctor/Patient)
5.Technically Experienced Project Manager
What Do Engineers Think Clients Want?
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What Do Clients Really Want?
1. Relationships: 7.5 to 8 on Intimacy Scale
2. Understanding of the Client’s Business
3. Appreciation and Attention
4. Innovative/Alternative Solutions
5. Responsiveness
6. Security/Low Risk
7. Harmony
8. Value-Added
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RTFC
Read The FULL Contract
– Know the terms and conditions
• Indemnification
• Liquidated Damages
• Third Party Reliance
• Payment Terms
• Retainer
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Wrapping It Up
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