Evansville Project Management Presentation

EVANSVILLE WATER & SEWER UTILITYDECEMBER 12, 2012

Project ManagementProject ManagementHow to Reduce Stress & Increase SuccessHow to Reduce Stress & Increase Success

Project Management PresentationDecember 12, 2012

AgendaDefinition of a Project What (who) is a Project ManagerDeveloping a Project PlanBreakProject ImplementationProject Close-outQuestions and Answers


Definition of a ProjectWhat is a Project?

A Project is a temporary activity with a start date, specific goals and conditions, defined responsibilities, a budget, a plan and a schedule

In business and science, a project is a collaborative enterprise, frequently involving research or design, that is carefully planned to achieve a particular aim

At RW Armstrong, our projects typically involve preparation of reports, construction documents, etc.

At Evansville Water & Sewer Utility, projects involve much of the same thing – reports, construction documents, etc.


What (who) is a Project Manager?Project Manager must be a doer

Project Management is not something you are, it is something you do.

PlanOrganizeDirect Control


What (who) is a Project Manager?Traits and Qualities

Backs decisions of team membersOrganizedHandles multiple priorities wellTechnically proficientHolds people accountableDelegates well

Follows through On his/her commitments On others’ commitments

Good ListenerProactiveOn top of every aspect of their projectLeads by exampleGood communicator

*Note: Technical Expertise is not a Requirement


What (who) is a Project Manager?

ResponsibilitiesProject PlanningProject UpdatingClient and Scope ManagementBusiness Development

Marketing Sales

1. Be the Face of the Organization

2. Manage Risk

3. Earn the Profit


1. Lack of Planning

2. Lack of Clear Roles and Responsibility

3. Lack of Change Management

4. Poor Budgeting/Financial Control

Why Do Projects Fail?

Developing a Project Plan before work begins on a project will help to address these issues


Developing a Project PlanElements of a Project Plan

1. Vision/Goals

2. Critical Success Factors

3. Scope

4. Schedule

5. Financial Plan (Budget)

6. Team Organization (Roles and Responsibilities)

7. Quality Control Process (QC Plan)

8. Communication Plan


Vision/Goals – Critical Success Factors

Developing a Project Plan



Scope

A detailed breakdown of all elements of the Project

List all tasks to be accomplished (no task should be greater than $10,000 effort)

Avoid vagueness in descriptions

Should tie directly back to contract or agreement



Schedule

Timeline of proposed scope items

Way to track progress of Project



Budget

Breakdown of Project costs associated with individual scope items

Budget should be spread over previously developed schedule

Resources are to be allocated to match budget amounts



Team Organization

A listing of all project team members and their associated roles

Include specific responsibilities for each team member Responsibilities should be tied directly to project scope items Increases the sense of accountability throughout the team

Begins to lay the groundwork for project communication



Quality Management

Quality Assurance – Institutional initiatives to provide quality control measures and procedures

Quality Control – Review of project execution and deliverables to ensure an acceptable work product

Quality Improvement – Utilizing lessons learned from project execution to improve future projects

*Note: Important to allocate budget and time in your schedule for quality management



Quality Management

Don’t spend more time looking for defects in projects.

Improve the process to deliver projects

Remove the source of problems



Quality Management

Set of procedures laid out detailing Quality Control

Identify person responsible for seeing that Quality Reviews are completed

Layout method for recording Quality Control Review



CommunicationProcess by which meaning is assigned and conveyed in an attempt to create shared understanding

Detailed plan for team communication Weekly progress reports Regular team meetings

How is information distributed to team and to client



Communication – Principal of Reinforcement

Communications Media How to be Proactive

1. Face to face (meetings) Agree on a regular schedule for meetingsEnter dates into both your calendars

2. Verbal (telephone) Agree on a regular schedule for phone calls

3. Written (emails, letters, reports) Send brief e-mail updatesSend formal monthly progress reportsDo it whether your client requires it or not



Proactive CommunicationIn order to communicate effectively, you must reinforce one form of communication with at least one other

Communications Media Verbal Written Body Language

Letter Memos Telephone calls E-mails Face-to-face meetings



CommunicationThe telephone should be your most frequent means of communication

Managing the Telephone1. Answering the phone2. Grouping your calls3. Holding calls4. Getting off the phone5. Document with follow-up e-mails

Managing Voicemail1. Let callers know when you will be

able to return their calls2. Tell callers how to reach a human

being3. Leave short messages4. Speak s-l-o-w-l-y when leaving

your telephone number



CommunicationDo NOT let technology replace the fact that this is a people business

Do1. Include your complete contact

information on every email2. Use proper grammar and

punctuation 3. Use the “Subject Line”

1. they see it first

Don’t1. USE ALL CAPS2. Spread off-color humor3. Use email to carry out extended

conversations4. Forget to include attachments5. Send e-mails when you push the

“send” button

11 Build in a delay


BREAK


Controlling the Project (Working the Plan)

Review Project Delivery Plan Budget, Schedule & Resource Needs


Project Initiation




Quick Quiz

What is the project's percent complete? 30% 40% 50% 60%

Contract Current Status$100,000 Budget $40,000 Spent

10 Month Schedule 6 Months into Project



Earned Value (EV)

The amount of work effort that has been completed for a given task regardless of the budget or time spent. Example

1 Contracted to build 100 widgets

1 Currently completed 35 widgets

1 Therefore the current Earned Value (EV) is 35%


Earned Value



One Month into Project



Earned Value (6 Months)



Six Months into Project



Managing ResourcesWhat are Internal Resources?

Personnel

• Technical

• Administrative

Equipment• Field

• Office

What are External Resources? Consultants Contractors


Project Close-out Technical

Physical File Electronic File

Accounting Final Invoicing (if applicable) Budget Evaluation File Closure

• Physical

• Electronic

Stakeholder Follow-up Internal External

Lessons Learned


Project Close-outPerformance Evaluation

Technical Financial Client Satisfaction

Performance Evaluation to be Performed by Project Manager

Performance Evaluation to be Reviewed by Senior/Client Manager

Questions and Answers

Evansville Project Management Presentation

Documents

Transcript of Evansville Project Management Presentation