CLASS 4 PROJECT MANAGEMENT September 24, 2000 Carl Edlund...
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Transcript of CLASS 4 PROJECT MANAGEMENT September 24, 2000 Carl Edlund...
CLASS 4CLASS 4PROJECT MANAGEMENTPROJECT MANAGEMENT
September 24, 2000September 24, 2000
Carl EdlundCarl Edlund
CLASS 4CLASS 4
UNDERSTANDING PROJECT UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT REQUIREMENTS AND CLIENT
EXPECTATIONSEXPECTATIONS
ANDAND
PREPARING PROPOSALSPREPARING PROPOSALS
UNDERSTANDING PROJECT REQUIREMENTS UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT EXPECTATIONSAND CLIENT EXPECTATIONS
ANDANDPREPARING PROPOSALSPREPARING PROPOSALS
1.01.0 Project Requirements/Client ExpectationsProject Requirements/Client Expectations
2.02.0 Defining the "client”Defining the "client”
3.03.0 Client expectations & constraintsClient expectations & constraints
4.04.0 Scope of work - technical issuesScope of work - technical issues
5.05.0 Project teamProject team
6.06.0 Resource requirementsResource requirements
7.07.0 Regulatory requirements and issuesRegulatory requirements and issues
8.08.0 Health & safety issuesHealth & safety issues
9.09.0 Quality assurance & quality controlQuality assurance & quality control
10.010.0 Preparation of project budgetsPreparation of project budgets
11.011.0 Proposal v/s projectProposal v/s project
12.012.0 Proposal considerationsProposal considerations
13.013.0 Scope of work considerationsScope of work considerations
14.014.0 Importance of "selling" the proposalImportance of "selling" the proposal
15.015.0 Homework No. 3 (due at the beginning of Homework No. 3 (due at the beginning of Class 5)Class 5)
UNDERSTANDING PROJECT REQUIREMENTS UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT EXPECTATIONSAND CLIENT EXPECTATIONS
ANDANDPREPARING PROPOSALSPREPARING PROPOSALS
BENEFITS OF THE CRITICAL BENEFITS OF THE CRITICAL PATH METHODPATH METHOD
Graphic display of the sequence and Graphic display of the sequence and interdependency of activitiesinterdependency of activities
Prediction of project durationPrediction of project duration
Highlights critical path and project float timeHighlights critical path and project float time
Enables detailed planning/scheduling prior to Enables detailed planning/scheduling prior to starting the projectstarting the project
Enables tracking of project activities and Enables tracking of project activities and timely response to changed conditionstimely response to changed conditions
Can be used for alternatives analysisCan be used for alternatives analysis
Aids in estimating/allocating resources and Aids in estimating/allocating resources and costs and visualizing constraintscosts and visualizing constraints
BENEFITS OF THE CRITICAL BENEFITS OF THE CRITICAL PATH METHOD (CPM)PATH METHOD (CPM)
Not good for:Not good for:
– Short projects [e.g. less than 2 months]Short projects [e.g. less than 2 months]
– Simple projects [goal is clear, none or ‘few’ Simple projects [goal is clear, none or ‘few’ team members]team members]
DRAWBACKS OF CPMDRAWBACKS OF CPM
Project Life CycleProject Life Cycle
DEFINITION
• ENLIST SPONSOR
• NAME STAKEHOLDERS
• MAKE RULES
• STATEMENT OF WORK
• RESPONSIBILITES MATRIX
• COMMUNICATION PLAN
• CHARTER
Focus of this ClassFocus of this Class
Project Life CycleProject Life Cycle
PLANNING
• RISK MANAGEMENT
• DETAILED SCHEDULING
• RESOURCE ESTIMATING
• RISK LOG
• SCHEDULE
• BUDGET
• RESOURCE PLAN
Focus of last two classes …we’ll talk about risk management today as well
Project Life CycleProject Life Cycle
CONTROL
• MEASURE PROGRESS
• COMMUNICATION
• CORRECTIVE ACTION
• PROGRESS REPORTS
Project Life CycleProject Life Cycle
CLOSEOUT
• RECONCILE ACCOUNTS
• LESSONS LEARNED
• PREPARE FOR NEXT JOB
• FINAL PRODUCT• CUSTOMER ACCEPTS
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
1. When trying to anticipate 1. When trying to anticipate problems:problems:– a. Learn as much as possible about a. Learn as much as possible about
the work.the work.– b. Consider all the ways that you b. Consider all the ways that you
might fail at a task before starting.might fail at a task before starting.– C. Think positively and nothing will go C. Think positively and nothing will go
wrong.wrong.Sokolosky,Valerie; ‘Pro-active Problem Solving’, August, 2000 Spirit Magazine
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
2. When you are in charge of a 2. When you are in charge of a project, anticipate problem areas project, anticipate problem areas by:by:– a. Having a diverse team.a. Having a diverse team.– b. Knowing the outcome you want b. Knowing the outcome you want
ahead of time.ahead of time.– c. Asking tough questions throughout c. Asking tough questions throughout
the project.the project.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
3. A personal skill that helps 3. A personal skill that helps prevent problems is:prevent problems is:– a. The ability to negotiate.a. The ability to negotiate.– b. The ability to work well with others.b. The ability to work well with others.– c. Good time management.c. Good time management.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
4. Look for early warning signs of 4. Look for early warning signs of problems by:problems by:– a. Noticing a pattern of mistakes on a a. Noticing a pattern of mistakes on a
weekly basis.weekly basis.– b. Listening to customer complaints.b. Listening to customer complaints.– c. Understanding that problems are c. Understanding that problems are
just a part of business.just a part of business.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
5. One way for employees to be 5. One way for employees to be better problem solvers is if they:better problem solvers is if they:– a. Regard their work as affecting a. Regard their work as affecting
others.others.– b. Take time to share thoughts and b. Take time to share thoughts and
ideas with team members.ideas with team members.– c. Stay focused on their specialities.c. Stay focused on their specialities.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
6. You can prevent 6. You can prevent counterproductive decisions by:counterproductive decisions by:– a. Focusing on short term objectives.a. Focusing on short term objectives.– b. Keeping in mind long term b. Keeping in mind long term
objectives.objectives.– c. Relying on others opinions.c. Relying on others opinions.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
7. When employees share ideas 7. When employees share ideas and knowledge, the best result is:and knowledge, the best result is:– a. Prevention of possible problems.a. Prevention of possible problems.– b. Higher morale.b. Higher morale.– c. Less turnover.c. Less turnover.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
8. One reason for consistent 8. One reason for consistent problems in a business is:problems in a business is:– a. Not taking the time to evaluate a. Not taking the time to evaluate
how to do things differently.how to do things differently.– B. Peoples attitudes.B. Peoples attitudes.– C. Trying to sacrifice quality for speed C. Trying to sacrifice quality for speed
or quantity.or quantity.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
9. To increase pride and quality of 9. To increase pride and quality of work, management should:work, management should:– a. Reward for quality work.a. Reward for quality work.– b. Give performance reviews more b. Give performance reviews more
often.often.– c. Empower employees to prevent c. Empower employees to prevent
and fix problems.and fix problems.
PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION
10. Since there will always be some 10. Since there will always be some problems to deal with a good way to problems to deal with a good way to correct them is to:correct them is to:– a. Form a task force to identify a. Form a task force to identify
solutions.solutions.– b. Choose a few alternative solutions b. Choose a few alternative solutions
and act decisively.and act decisively.– c. Have a relaxing evening and forget c. Have a relaxing evening and forget
about it.about it.
WHO IS YOUR CLIENT?WHO IS YOUR CLIENT?IF YOU ARE:IF YOU ARE:
A Government Regulator:A Government Regulator:
A Consultant:A Consultant:
A Regulated Business:A Regulated Business:
ENVIRONMENTALENVIRONMENTALPROJECT ARENAPROJECT ARENA
REGULATED COMMUNITY [INDUSTRY]
CONSULTANTS REGULATORS
RULES & REGS
PUBLIC ACADEMIA
Defining the ClientDefining the Client
External Customers:External Customers: Internal Customers:Internal Customers:
– Profit [budget] centersProfit [budget] centers– Business [agency] leadershipBusiness [agency] leadership– Staff & team membersStaff & team members
FOR THIS CLASS: IMAGINE THAT YOU ARE A CONSULTANT WITH AN INDUSTRY CLIENT
DEFINING THE CLIENTDEFINING THE CLIENT
Who is the client (owner, agent, attorney, others)Who is the client (owner, agent, attorney, others)
What is client's level of responsibility/authority?What is client's level of responsibility/authority?
What is client's technical/regulatory savvy?What is client's technical/regulatory savvy?
Does client have a purchasing department?Does client have a purchasing department?
Is there a prior relationship with this client?Is there a prior relationship with this client?
Are there concerns about the client?Are there concerns about the client?
CLIENT EXPECTATIONSCLIENT EXPECTATIONS
Low costLow cost
Quick scheduleQuick schedule
Technical expertiseTechnical expertise
Regulatory knowledgeRegulatory knowledge
Special attentionSpecial attention
CLIENT CONSTRAINTSCLIENT CONSTRAINTS
MoneyMoney
TimeTime
Contracting authorityContracting authority
ConfidentialityConfidentiality
Operational constraintsOperational constraints
SCOPE OF WORK - TECHNICAL ISSUESSCOPE OF WORK - TECHNICAL ISSUESTYPE OF PROJECTTYPE OF PROJECT
Solid wasteSolid waste
Hazardous wasteHazardous waste
Surface water, wetlandsSurface water, wetlands
GroundwaterGroundwater
AirAir
Remediation engineering/constructionRemediation engineering/construction
Special site conditionsSpecial site conditions
Facility operationsFacility operations
OtherOther
SCOPE OF WORK - TECHNICAL ISSUESSCOPE OF WORK - TECHNICAL ISSUESPROJECT LOCATIONPROJECT LOCATION
PROJECT TEAMPROJECT TEAM Project managerProject manager
Team membersTeam members
PurposePurpose
– Forum for brainstorming, evaluating, and critiquing Forum for brainstorming, evaluating, and critiquing project issues (technical, financial, etc.)project issues (technical, financial, etc.)
– Provides project quality controlProvides project quality control
– Provides "sanity check”Provides "sanity check”
– Holds project manager accountableHolds project manager accountable
– Limits liability concernsLimits liability concerns
– Promotes debottleneckingPromotes debottlenecking
LEADERSHIPMANAGEMENTTASK SKILLSTEAM SKILLS
RESOURCE REQUIREMENTSRESOURCE REQUIREMENTSCONSIDERATIONSCONSIDERATIONS
Type of project and scope of workType of project and scope of work
Regulatory issues Regulatory issues
Time/scheduleTime/schedule
BudgetBudget
Project locationProject location
Your staffYour staff
SubcontractorsSubcontractors
EquipmentEquipment
MaterialMaterial
TechnologyTechnology
FacilitiesFacilities
RESOURCE REQUIREMENTSRESOURCE REQUIREMENTSRESOURCESRESOURCES
REGULATORY REQUIREMENTS REGULATORY REQUIREMENTS AND ISSUESAND ISSUES
Determine up front client obligations (e.g. Determine up front client obligations (e.g. agency notification) - no surprises!agency notification) - no surprises!
Determine which agencies are involvedDetermine which agencies are involved
Determine which agency is in controlDetermine which agency is in control
Determine regulatory expectationsDetermine regulatory expectations
Preserve confidentialityPreserve confidentiality
HEALTH AND SAFETY (H&S) HEALTH AND SAFETY (H&S) ISSUESISSUES
Identifying project specific issuesIdentifying project specific issues
Developing the H&S plan (based on client Developing the H&S plan (based on client input, research, and assumptions)input, research, and assumptions)
Establishing H&S requirements for project Establishing H&S requirements for project field staff and subcontractors field staff and subcontractors
Recognizing H&S liability issuesRecognizing H&S liability issues
QUALITY ASSURANCE & QUALITY ASSURANCE & QUALITY CONTROLQUALITY CONTROL
Required by clientRequired by client
Required by your organizationRequired by your organization
Minimum requirementMinimum requirement
Who is responsible?Who is responsible?
PREPARATION OF PROJECT PREPARATION OF PROJECT BUDGETSBUDGETS
Include Include allall cost factors: cost factors:
– LaborLabor
– EquipmentEquipment
– MaterialsMaterials
– Outside servicesOutside services
– Overhead componentsOverhead components
– ProfitProfit
– OtherOther
39
Prepared by thosePrepared by those who can/will be held who can/will be held accountableaccountable; as necessary, seek assistance from ; as necessary, seek assistance from others on unfamiliar technical and cost issuesothers on unfamiliar technical and cost issues
Based on an adequately Based on an adequately detailed ledgerdetailed ledger of cost of cost items and expenses (e.g., professional, items and expenses (e.g., professional, subprofessional, and labor hours and expenses; subprofessional, and labor hours and expenses; equipment needs and expenses; types, equipment needs and expenses; types, quantities, and costs of materials; travel and per quantities, and costs of materials; travel and per diem expenses; subcontractor expenses).diem expenses; subcontractor expenses).
May have to be modified to accommodate May have to be modified to accommodate business development considerationsbusiness development considerations
PREPARATION OF PROJECT PREPARATION OF PROJECT BUDGETSBUDGETS
PROPOSAL V/S PROJECTPROPOSAL V/S PROJECT
Are there differences between preparing a Are there differences between preparing a proposal and preparing a scope of work, cost proposal and preparing a scope of work, cost estimate, etc. for an actual project?estimate, etc. for an actual project?
PROPOSAL CONSIDERATIONSPROPOSAL CONSIDERATIONS
Due dateDue date
Level of effortLevel of effort
Understanding scope of workUnderstanding scope of work
Three P’sThree P’s
What are the differences between:What are the differences between:
– A Program?A Program?
– A Project?A Project?
– A Proposal?A Proposal?
• ONGOING•LINE MANAGER
•‘CHARTER’:•QUANTITY •QUALITY •TIME
•NEW SPONSOR
Proposed project teamProposed project team
Key staff involvement in proposal preparationKey staff involvement in proposal preparation
Regulatory issuesRegulatory issues
Subcontractor and other resource requirementsSubcontractor and other resource requirements
Proposed schedule and, if appropriate, project Proposed schedule and, if appropriate, project timeline (e.g., Gantt chart)timeline (e.g., Gantt chart)
Proposal expiration dateProposal expiration date
PROPOSAL V/S PROJECTPROPOSAL V/S PROJECTPROPOSAL CONSIDERATIONSPROPOSAL CONSIDERATIONS
Scope specified by clientScope specified by client
Scope developed by your organizationScope developed by your organization
Dealing with errors or omissions in client Dealing with errors or omissions in client proposal requestproposal request
When to venture beyond proposed scope of When to venture beyond proposed scope of work?work?
PROPOSAL V/S PROJECTPROPOSAL V/S PROJECTSCOPE OF WORK CONSIDERATIONSSCOPE OF WORK CONSIDERATIONS
IMPORTANCE OF "SELLING" IMPORTANCE OF "SELLING" THE PROPOSALTHE PROPOSAL
PACKAGE THE PROPOSAL TO WINPACKAGE THE PROPOSAL TO WIN
Proposal is often "client's" first impression of Proposal is often "client's" first impression of what your organization can dowhat your organization can do
Demonstrate understanding of client needsDemonstrate understanding of client needs
Consider pricing issues - cost consciousnessConsider pricing issues - cost consciousness
Present alternatives in an appealing fashionPresent alternatives in an appealing fashion
Keep it simple and responsiveKeep it simple and responsive
Highlight your organization's qualifications, Highlight your organization's qualifications, staff, and experiencestaff, and experience
Highlight what makes your organization Highlight what makes your organization uniquely qualifieduniquely qualified
Know your client and put yourself in his/her Know your client and put yourself in his/her position!!position!!
Consider innovative approaches, but solicit Consider innovative approaches, but solicit interestinterest
IMPORTANCE OF "SELLING" IMPORTANCE OF "SELLING" THE PROPOSALTHE PROPOSAL
HOMEWORK NO. 3HOMEWORK NO. 3PREPARING A PROPOSALPREPARING A PROPOSAL
BackgroundBackground. Bob Jones, with ERU, called you . Bob Jones, with ERU, called you (a project manager with S&D) in a panic to ask (a project manager with S&D) in a panic to ask for help with an environmental problem. A for help with an environmental problem. A gasoline tank truck had an accident while gasoline tank truck had an accident while passing through the ERU facility. It swerved to passing through the ERU facility. It swerved to miss an armadillo and clipped a plant service miss an armadillo and clipped a plant service vehicle transporting approximately 250 gallons vehicle transporting approximately 250 gallons of sulfuric acid. Both vehicles turned over and of sulfuric acid. Both vehicles turned over and released 4,000 gallons of gasoline and 250 released 4,000 gallons of gasoline and 250 gallons of acid into the ditch on the south side ofgallons of acid into the ditch on the south side of
county road 329 that passes through the plant. county road 329 that passes through the plant. A vacuum truck belonging to a waste oil A vacuum truck belonging to a waste oil recovery company, Yuk-On-A-Truck, recovered recovery company, Yuk-On-A-Truck, recovered approximately 2,000 gallons of the spill; the approximately 2,000 gallons of the spill; the remainder appears to have soaked into the remainder appears to have soaked into the ground. An estimated 50 gallons of the mixture ground. An estimated 50 gallons of the mixture is believed to have progressed down a series of is believed to have progressed down a series of ditches and entered the King River.ditches and entered the King River. The SEA The SEA has been alerted and the Greendale Action has been alerted and the Greendale Action Group is aware of the incident. Jones wants aGroup is aware of the incident. Jones wants a
HOMEWORK NO. 3HOMEWORK NO. 3PREPARING A PROPOSALPREPARING A PROPOSAL
technical proposal and cost estimate to do technical proposal and cost estimate to do what is needed, ASAP.what is needed, ASAP.
RequirementRequirement. Prepare a brief letter proposal . Prepare a brief letter proposal responding to Jones' request.responding to Jones' request.
HOMEWORK NO. 3HOMEWORK NO. 3PREPARING A PROPOSALPREPARING A PROPOSAL
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““LOOSE CANNONSLOOSE CANNONS””NO. 4NO. 4
Will Douhit, S&D project manager, received a call Will Douhit, S&D project manager, received a call from Sharon Meyer with ERU concerning a new from Sharon Meyer with ERU concerning a new plant to be constructed at their facility in the next plant to be constructed at their facility in the next two to three years. Meyer wanted Douhit to submit two to three years. Meyer wanted Douhit to submit a proposal to handle all of the environmental a proposal to handle all of the environmental permitting and compliance work associated with the permitting and compliance work associated with the new plant. Meyer was not sure what this entailed, new plant. Meyer was not sure what this entailed, but was confident that S&D couldbut was confident that S&D could figure it out. figure it out. Meyer indicated that the cost estimate would be Meyer indicated that the cost estimate would be used to set aside appropriate capital improvement used to set aside appropriate capital improvement funds and so the estimate should be pretty funds and so the estimate should be pretty accurate.accurate.
““LOOSE CANNONSLOOSE CANNONS””NO. 5NO. 5
Gray Hare, S&D senior principal, could not Gray Hare, S&D senior principal, could not believe what he was hearing about the delays believe what he was hearing about the delays and cost overruns on Smith's project. The and cost overruns on Smith's project. The client must be fed up by now! How had this client must be fed up by now! How had this happened? Smith apologized profusely and happened? Smith apologized profusely and eventually concluded the problem may have eventually concluded the problem may have been the change in scope without change in been the change in scope without change in budget or the lack of involvement of more budget or the lack of involvement of more experienced S&D staff in the planning and experienced S&D staff in the planning and execution of the project. He had tried to do execution of the project. He had tried to do the best he could, but...the best he could, but...