Project Management Professional Techniques that Work for … · • Stakeholder Mgmt. Plan • Risk...
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Project Management Professional Techniques that Work for Planners September 9, 2016
Transcript of Project Management Professional Techniques that Work for … · • Stakeholder Mgmt. Plan • Risk...
Project Management Professional Techniques that Work for Planners
September 9, 2016
An activity
o that has clear objectives
o a definite schedule
o or ending date and
o resources devoted to its completion
What Makes a Successful Project?
Clear Objectives
Definite Schedule / End Date
Resources Devoted to Completion
o The project objectives are fulfilled
o The budget is not exceeded
o The schedule is met
o The quality of the product meets the required standards
o The customer or receiver of the project is satisfied
What Makes a Project Successful?
The project objectives are fulfilled
The budget is
not exceeded
The schedule is
met
The quality of the
product meets the required
standards
The customer
or receiver of the
project is satisfied
Who is the Project Manager?
Individual responsible for the execution
and completion of the project.
Project Manager Knowledge & Skills
Knowledge: Understanding the topic you are managing
Budgeting: Understanding of accounting
& finance
Leadership:
Motivating others to work for a common
goal.
Communication: Two-way
exchange of information. Must be clear, concise and understood by the receiver.
Scheduling: Understanding how tasks are interrelated.
Traits of Successful Project Manager
Social Capital: Ability to work
with stakeholders
Leadership: Motivating others
to work for a common goal.
Time Management:
Finite resource for PM and team
Organized: Systematic,
logical, and detail oriented
Focus on Quality
Closeout Execution Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
Deliver Projects
Monitoring and Controlling
Planning / Start Up
7
Closeout Execution Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
• Administration Procedures
• Quality Program • Schedule • Communications
Protocols • Stakeholder Mgmt.
Plan • Risk Assessment • Establish Document
Control • Procurement Plan
Deliver Projects
Monitoring and Controlling
Planning / Start Up
8
Closeout Execution Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
• Administration Procedures
• Quality Program • Schedule • Communications
Protocols • Stakeholder Mgmt.
Plan • Risk Assessment • Establish Document
Control • Procurement Plan
• Oversee Projects • Quality Assurance
Audits • Procurements • Manage
Stakeholder Engagement
• Manage Communications
• Update Project Management Plan
• Process Changes in Projects
Deliver Projects
Monitoring and Controlling
Planning / Start Up
9
• Record Documents • Archiving • Final Audits • Reporting • Close Procurements • Lessons Learned
Closeout Execution Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
• Administration Procedures
• Quality Program • Schedule • Communications
Protocols • Stakeholder Mgmt.
Plan • Risk Assessment • Establish Document
Control • Procurement Plan
• Oversee Projects • Quality Assurance
Audits • Procurements • Manage
Stakeholder Engagement
• Manage Communications
• Update Project Management Plan
• Process Changes in Projects
Deliver Projects
Monitoring and Controlling
Planning / Start Up
10
Deliver Projects
• Record Documents • Archiving • Final Audits • Reporting • Close Procurements • Lessons Learned
Closeout Execution Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
• Administration Procedures
• Quality Program • Schedule • Communications
Protocols • Stakeholder Mgmt.
Plan • Risk Assessment • Establish Document
Control • Procurement Plan
• Oversee Projects • Quality Assurance
Audits • Procurements • Manage
Stakeholder Engagement
• Manage Communications
• Update Project Management Plan
• Process Changes in Projects
Monitoring and Controlling
Planning / Start Up
• Control Schedule & Forecasts
• Integrated Change Control
• Control Cost • Control Risk
Management • Control Communication • Control Stakeholder
Engagement • Document Control • Contract Compliance • Progress Reporting
11
Deliver Projects
• Record Documents • Archiving • Final Audits • Reporting • Close Procurements • Lessons Learned
Closeout Execution Planning / Start Up
Project Initiation
RISK VALUE
• Project Charter (Agreements & Funding)
• Identify Stakeholders
• Administration Procedures
• Quality Program • Schedule • Communications
Protocols • Stakeholder Mgmt.
Plan • Risk Assessment • Establish Document
Control • Procurement Plan
• Oversee Projects • Quality Assurance
Audits • Procurements • Manage
Stakeholder Engagement
• Manage Communications
• Update Project Management Plan
• Process Changes in Projects
• Control Schedule & Forecasts
• Integrated Change Control
• Control Cost • Control Risk
Management • Control Communication • Control Stakeholder
Engagement • Document Control • Contract Compliance • Progress Reporting
Monitoring and Controlling 12
The Myths of Project Management Laura Turner, AICP
o Technical Talent
o Human Interaction – Team, Client, Public
o Effective Communication
o Managing Expectations
Project Management Challenges
1.
2.
3.
4.
5. Focused Only on Getting the Job Done
5 Myths of Project Management
1.
2.
3.
4. Tasks are Completed Independently
5. Focused Only on Getting the Job Done
5 Myths of Project Management
1.
2.
3. Project Manager has the Easiest Job on the Team
4. Tasks are Completed Independently
5. Focused Only on Getting the Job Done
5 Myths of Project Management
1.
2. Technical Experts Make Poor Project Managers
3. Project Manager has the Easiest Job on the Team
4. Tasks are Completed Independently
5. Focused Only on Getting the Job Done
5 Myths of Project Management
1. Only Project Manager Pays Attention to Project’s Management
2. Technical Experts Make Poor Project Managers
3. Project Manager has the Easiest Job on the Team
4. Tasks are Completed Independently
5. Focused Only on Getting the Job Done
5 Myths of Project Management
5 Myths of Project Management
Myth: Focused Only on Getting the Job Done
5 Myths of Project Management
5 Myths of Project Management
Myth: Tasks Are Completed Independently
5 Myths of Project Management
5 Myths of Project Management
Myth: Project Manager has Easiest Job
5 Myths of Project Management
• Project Voice • Client Contact • Schedule • Team Leader • Project Financial Status
5 Myths of Project Management
Myth: Technical Experts Make Poor Project Managers
5 Myths of Project Management
5 Myths of Project Management
Myth: Only Project Manager Pays Attention to Project’s Management
5 Myths of Project Management
o Clearly defines objectives and expectations
o Respects agreed upon scope, hours, budget, and schedule
o Identifies level of participation
Ideal Qualities - Client
o Respects agreed upon scope, hours, budget, and schedule
o Understands contribution to overall project
o Supports Project Manager & other team members
o Technical expertise (similar experience helpful)
o Be nimble
o Offer solutions to overcome obstacles
Ideal Qualities – Team Members
o Understands the client and the team members
o Respects agreed upon scope, hours, budget, and schedule
o Similar experience Helpful
o Brings out the best in team members (relies on input and technical expertise)
o Effective communicator with client, team, and public
o Encourages collaboration (finding the best solutions)
o Manages expectations
o Listens (open to new ideas and approaches)
Ideal Qualities – Project Manager
Project Success
Client Project Manager Gina L. Clayton
When You Need Help . . . .
Where To Start?
o Well Written
o Thorough Project Description
o Project Area
o Purpose
o Basic Components – Management, Structure, Processes & Personnel
o Innovative Or Unusual Aspects
o Proposed Schedule
Key Elements OF RFP
o Carefully Crafted Required Services
o Describe What You Need Consultant To Do
o Identify Steps In Process But Leave Open For Suggestions From Consultant
o Specify Level Of Public Engagement Required
o Provide Schedule For Project Completion
Key Elements Of RFP (cont.)
o Type Of Contract – Lump Sum or Time and Expense
o Qualifications
o Evaluation Criteria
o Budget
Key Elements Of RFP (cont.)
o Do Not Issue RFP If Project Is Not Funded
o Do Not Issue RFP & Then Abandon Project
o Adhere To Schedule Re: Short List, Interviews, Selection
What Not To Do In RFP Process
o Detail Process / Flow of Work
o Detail Deliverables & Project Milestones
o Detail Public Engagement
o Specify How & When to Communicate With City Staff
Finalizing Scope & Contract
o Specify Who Is Responsible For What Re: Agendas, Meeting Places, Facilitation, Etc.
o Specify Electronic Format Of Work Products
o Outline Public Records Obligations of Consultant
Finalizing Scope & Contract (cont.)
o Prepares RFP – Work With Purchasing To Issue RFP, Establishes RFP Committee, Schedules Interviews, Answers Questions, Etc.
o Prepares Agenda Item To Award Contract If Needed
o Fulfills Data Requests
o Coordinates Public Meetings, Press Releases, Etc.
o Maintains Project Records
o Serves As Liaison Between Public & Consultant
TYPICAL RESPONSIBILITIES OF LOCAL GOVERNMENT PROJECT MANAGER
o Ensures Transparent Process
o Pays Invoices – Ensures All Work Done
o Resolves Issues That Arise
o Monitors & Evaluates Consultant Work
o Manages Internal Reviews
o Provides Feedback
o Keeps Management Informed
TYPICAL RESPONSIBILITIES OF LOCAL GOVERNMENT PROJECT MANAGER
o Not All Consultants Work The Same
o Establish Preferred Way To Communicate At Beginning Of Project
o Be Direct With Consultant – Especially When Things Aren’t Going Well
Lessons Learned
o Be Cognizant of Scope Creep
Lessons Learned
o Factor In Adequate Time For Internal Reviews – This Can Frustrate Consultant & Derail Project Schedule
o It Is Possible To Have Good End Product Even Though Process Was Difficult
Lessons Learned
o You Are Not Consultant’s Quality Control Staff
Lessons Learned
o Need Both Project Managers Doing Their Part To Have Successful Outcome
Lessons Learned
Lessons Planning & Implementing Transit – The LYMMO Experience Laura Minns, AICP
LYMMO Vision § Hospital to
Hospital § Neighborhood to
Neighborhood § Jobs § Culture & Arts § Entertainment § Education § Sports § Connections to
SunRail and Transit
The Projects
East/West BRT - Straight forward project - $10M: design & construction - Simple funding Federal Local Match
Parramore BRT - Complex redevelopment project - $16.5M: design & construction - Complex funding Federal Local Private
East/West BRT and Parramore BRT Construction
The Challenge LYNX • No dedicated
funding • Does not own right
of way • Does not make
land use or transportation policy
The Players
Issues • Differing
Agendas • Local money
vs. local match • Keep pushing
forward • Ask for
forgiveness
Solutions
• Become a good negotiator
• Build solid relationships
• Be transparent • Remember the big
picture • Spend political
capital wisely
Become a good
negotiator
Build solid relationships
Be transparent
Remember the big picture
Spend political
capital wisely
o Jeff Arms, AICP – HDR Transportation Section Mgr. [email protected]
o Laura Turner, AICP – Laura Turner Planning Services [email protected]
o Gina L. Clayton - City of Clearwater Assistant Planning and Development Director
o Laura Minns, AICP – PB [email protected]
