Smarter Project Management · Why Do Projects Fail? Great project management begins with great...

Smarter Project Management

October 6, 2017

What are your biggest challenges?

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!

Why Do Projects Fail?

Great project management begins with great startups!

• Proposal phase

• Clearly defined scope/budget

• Negotiations

• Project Kickoff

• Safety Plan

• Communications Plan

Great project management begins with great startups!

• Monitoring and Control

• Elevating Issues

• Project Closeout

Tools

• Microsoft Project? Other Software?

• Risk Register?

Project Planning

What Do You Plan?

• Scope• Schedule • Budget• Safety• Roles and Responsibilities• Resources• Risk Management• Communication• QA/QC

Things To Watch Out For

• Ensure plan captures project objectives

• Over-ambitious project schedule

• Accommodate change

• Don’t underestimate costs

• Keep It Simple

Living Document

Developing the Scope

Scope Elements

• Project Description

• Work Breakdown Structure (WBS) (?)

• List of Deliverables

• Special/Additional Services

• Assumptions and Constraints

• Schedule

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

Scope Exercise

Scope + Budget

SCOPE BUDGET

WBS: How Much Detail?

Scope Creep

Budgeting Methods

• Market Intelligence

• Past Experience

• Unit Rates

• Ground Up

• PERT Formula:

a + 4 b + c

6

Budget Contingency

Milestone Chart

Gantt Chart

Critical Path Method

Schedule Contingency

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

Risk Workshop

Project Monitoring and Control

ProjectCommunications

The Communication Process

Sending

Encoding Decoding

36

The Communication ProcessSelecting a Medium

– Face-to-face conversations

– Telephone calls

– E-mails

– Memorandums

– Letters

– Computer reports

– Photographs

– Bulletin boards

– Meetings

– Organizational publications

Communication Filters

38

E-communication

100% Words

Choose them carefully!

40

NegotiatingOur

Differences

What do you negotiate every day?

Why do we sometimes end up with bad deals?

• Adversarial relations

• Zero-sum game

• Distrust

Preparation: Key to Successful

Negotiations

Preparation

• Tight scope

– Assumptions

– Scope and budget superglued

• Homework on client drivers

– What clients really want

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?

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

RTFC

Read The FULL Contract

– Know the terms and conditions

• Indemnification

• Liquidated Damages

• Third Party Reliance

• Payment Terms

• Retainer

Wrapping It Up

(800) 790-1386

www.geddie.net