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THE ROLE OF THE PROJECT MANAGEMENT PROFESSIONAL AT PROJECT START-UP

THE ROLE OF THE PROJECT MANAGEMENT PROFESSIONAL AT PROJECT START-UP . Julian A. J. Anderson, FRICS FAACE President Rider Levett Bucknall Phoenix, Arizona julian.anderson@us.rlb.com. Contents. Introduction The Five Keys To Success Establish Main Objectives Communication Reporting

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THE ROLE OF THE PROJECT MANAGEMENT PROFESSIONAL AT PROJECT START-UP

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  1. THE ROLE OF THE PROJECT MANAGEMENT PROFESSIONAL AT PROJECT START-UP Julian A. J. Anderson, FRICS FAACE President Rider Levett Bucknall Phoenix, Arizona julian.anderson@us.rlb.com

  2. Contents Introduction The Five Keys To Success Establish Main Objectives Communication Reporting QA/QC Budget & Schedule Management. Caveat Questions

  3. INTRODUCTION The Project Management Professional has only one role; to help the project succeed by the application of knowledge, skills, tools, and techniques to describe, organize, oversee and control the variables that affect project delivery.

  4. THE FIVE KEYS Define the main objectives of the project, Establish communication pathways, Establish client reporting, Implementing QA/QC procedures, and Implement budget and schedule management.

  5. KEY #1 - DEFINE THE MAIN OBJECTIVES Clearly understand the client, their business needs, key project stakeholders and their goals for the project. Focus on delivering value to the client, effectively. Establish a project checklist to establish client awareness of, and approach to, assessing potential environmental impact and regulatory impacts. Understand measures which may be adopted to mitigate potential environmental impact and regulatory impacts.

  6. UNDERSTAND THE CLIENT AND THE PROJECT Understand the client’s business. Clarify the need for the project. Understand the constraints within which the project must be delivered: Business objectives, Strategic objectives, Operational / functional requirements, Planning briefs, Funding sources and requirements, and Any market timing issues.

  7. UNDERSTAND THE CLIENT AND THE PROJECT Identify the risks and any issues that could cause the plan to deviate. Identify known un-knowns and plan around receipt of information. Address ALL concerns and risks to the Client’s objectives.

  8. ANDERSON’S MAXIM “Most projects with poorly conceived budgets never fully recover”. Ditto for schedules.

  9. UNDERSTAND THE STAKEHOLDERS Client Stakeholders; who are they, what are their roles and responsibilities, and who should they interface with on the PM team. Third-Party Stakeholders; these include Federal, State and County officials, permitting and regulatory authorities, utility companies, funders, adjoining landowners, community groups, insurers, etc.

  10. A WORD ABOUT EXPECTATIONS It has been said that expectations are resentments under construction. Do not underestimate the importance of managing expectations.

  11. KEY #2 - COMMUNICATION BEFORE the contract is signed preplan with the preferred contractor to remove as many potential misunderstandings as possible. If problems still exist, move to next most preferred contractor. Communication should aim to facilitate decision-making and break-down project barriers. Establish ongoing, regular, communication with key stakeholders.

  12. COMMUNICATION High High Performance Performance Low Low Stakeholders “The lowest possible quality that I want” Providors “The highest possible value that you will get” Maximum Minimum Source: Arizona State University, Performance Based Studies Research Group

  13. KEY #3 – CLIENT REPORTING Clearly understand and implement reporting that meets the client’s needs. Agree with client dates/periods for progress reports. Agree format content and method of issue of progress report. Reports must confirm the status in terms of cost, time and quality against the current project status, and refer back to the previous report.

  14. KEY #3 – CLIENT REPORTING Progress reports should be clear and concise. Incorporate specialist reports (such as environmental reports) as necessary. The reports should be used to analyze trends in costs, expenditure and progress compared to forecast.

  15. KEY #4 – QA / QC PROCEDURES Safety is prime. Preplan specifically for the project, do not simply apply processes from previous projects. Look for continuous improvement. Plan, do, adjust/check, act. Seek to drive out waste.

  16. What is waste? Mura Muri Muda Defects Overproduction Waiting Not utilizing people Transportation Inventory Motion Excess processing Variation Overburden or Stress People - Process - System Symptoms of waste - schedule delays, safety issues, budget overages, change orders, rework, lack of flow…

  17. KEY #5 – BUDGET & SCHEDULE MANAGEMENT Establish with client delegated limits of authority for cost impact of instructions. Establish, maintain and report against a Risk Matrix. Report on Contingency Burn. Review and report on the likelihood of future claims and delays. Always reconcile current report with previous reports highlighting and explaining major changes. Own the monthly report jointly with the Owner.

  18. CAVEAT “No plan survives contact with the enemy.” Helmuth von Moltke …so remain flexible. Source: British Ministry of Information 1939

  19. Questions

  20. Thank you

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