Project Management for Public Works Professionals

Charles R. (Chas) JordanM.P.A., P.W.E., F.M.P.

Assistant Public Works Director / Facilities Manager

City of Largo, Florida

Florida Public Works InstituteAPWA Florida Chapter

Suggested Resources

IFMA FMP Program – Project Management

PMP Program Information MS Project and Other Project

Management Software Courses APWA Materials -

− Management of Public Works Construction Projects

− Project Management in Construction− PSMJ Project Management Bootcamp

PM Basics

Project Management – Can't be Taught in an Hour

Same Basic Principles of Project Management apply to general Management

Experience is the best way to learn appropriate project management principles

There is no such thing as a perfect Project.

What is a Project?

According to Joseph Juran:− “A Problem scheduled for Solution”

According to IFMA:− “Projects are specific units of work that

when completed produce an outcome or achieve an objective”

According to Chas:− “Something that needs to get done.”

Examples of Projects

Building a Treatment Plant Replacing a Roof on a Building Repaving a Street Developing a Strategic Plan Developing a Budget Submittal Implementing a new software system Becoming Accredited

What is Project Management? According to IFMA:

− “Project Management is the coordination of people, funds and resources, tasks, and approvals required to accomplish an objective”

According to PMI:− “Project Management is the application of

knowledge, skills and techniques to execute projects effectively and efficiently”

According to Chas:− Project Management is the skills to get

something done within the planned requirements

Project Management in Public Works Why is it important? How many projects do each of us work

on per day?− Per week?− Per year?

Can we get away with being good Public Works Professionals and never manage a project?

“All things are created twice; first mentally; then physically. The key to creativity is to begin with the end in mind, with a vision and a blue print of the desired result.”

- Stephen Covey

Project Management Basics

What do you need to make a project successful− Scope (Clear and Specific)− Resources (Financial,

Physical, and Personal)− Time (an established

Deadline)

The Role of the Project Manager

Congratulations! You are now a PM. May God have mercy on your soul...

What do you do? What do you need to know?

What is a quality Project Manager?− Leader− Knowledgable− Team Builder and Facilitator− Good Manager of People and Resources− Quality Communicator

Project Schedule

As the Project Manager, upon being given a Project to manage, you should follow a basic four step schedule:

1.Project Initiation

2.Project Planning

3.Project Performance

4.Project Review

Project Initiation

Determination of the Project Manager Development of the Project Scope Determination of the total Project

Budget Selection of Project Team Members Designation of the Timeframe or

Deadline

Project Planning Development of a Project

Management Plan (PMP)− Should Include:

Designated Project Manager Total Project Budget Project Timeframe Sponsor or Designated Representative Customer The Project Scope (in less than one page) General Description of the Project Any Resources needed for the Project Signatures of Approved Parties

Example of a PMP

Project Planning

Work Breakdown Structure (WBS)− Checklist of tasks through the Projects

major milestones Basic task list that divides the project's

deliverables and work into manageable or logical subdivisions

Assists in clarifying the project's scope Easily managed in assigning work and

resources Can assist in development of Project plan and

budget

Project Planning

Development of Specific Project Budget − A Project Budget should include

The total designated in your City or County Departmental budget

A broken down budget by major project deliverables

A Contingency Variances Project Actuals

− Learn to love Spreadsheets (even though they are a pain)

Example of a Project Budget

Project Planning

Development of Project Timeline − A Project Timeline can be established

through a: General Calendar Gantt Chart Electronic Calendar Meetings

− A Timeline should include: Set Start and End Dates Major Milestones Completion Targets

Project Planning

Procurement of Resources − Recruitment of Quality Project Team

Members Assessment of Team Strenghts and

Weaknesses Designation of Members to particular aspects

of objectives of the project Good Mix of Skills and Abilities Right people in the right place

− Appropriation of Equipment and Supplies Do you need an end loader or a backhoe?

Project Performance

Keeping to the Schedule− Two to Three Week Look Aheads− Schedule Updates Every Monday

Morning− Review of Objectives each week− Flexible time schedules within Timeframe

Keeping to the Budget− Minimum Monthly Financials (Project

Payments)− Variance Reports as Major Purchases

are Made Keeping to the Scope

− Change Order Reviews− Project Team Management – Who Has

the Power??

Project Performance

“Scope Creep”− According to Wikipedia:

“Uncontrolled changes in a project's scope”

− According to Infolific: “Change in Project Scope after Project is

Started”

− According to Chas: The Project Manager isn't doing their job, or

politics reared it's ugly head.

− Example: Adding a Landscaping Element to a Road

Project After the Fact

Top 20 Excuses Why Projects Fail – PSMJ – Chas's Favorites The project team was full of incompetents. I didn't have enough time. The budget was unrealistic. I couldn't get enough help. The schedule was unrealistic. The contractor didn't understand the job.

This job was “unique”.

Project Review / Completion

Closing Out the Project− Acceptance of Deliverables

Is the Project meeting the Scope and/or Specification?

Has it been properly inspected? Have you reviewed your checklist (WBS) and

everything has been checked off? Has a punchlist been reviewed and

completed? Has warranty information been properly

developed and turned over? Has retainage been reviewed and approved? Has all correct documentation been turned

over?

Project Review / Completion

Reviewing the Project− Evaluate the Outcomes and Outputs

Did they meet the Customer's Expectations? Did they meet the requirements in the PMP? Has the basic Scope been met?

− Tools for Review: Balance Scorecard Review After Action “Lessons Learned” Review

(whether the project went well or not) Scope and Financial Audits to determine

variance

Unique Aspects of PW Project Management Politics

− City or County Commissions and Councils− Public Opinion and Input− Districts− N.I.M.B.Y.

Media− Under the microscope− Build Relationships with Reporters− Have your facts straight− Weekly or Monthly Status Reports

Takeaways

Train your Project Managers− PSMJ− PMI

Develop a functional System in Your Department− PMP Worksheets− WBS Worksheets

Even Good Projects Go Bad, the Difference: The Project Manager

Questions / Comments?