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PROJECT MANAGEMENT

PROJECT MANAGEMENT. edlund.carl@epa.gov. BASIC DEFINITIONS. PROJECT PROJECT MANAGEMENT PROJECT MANAGER QUESTION : HOW IS A PROJECT MANAGER DIFFERENT FROM A LINE MANAGER??. ENVIRONMENTAL PROJECT ARENA. REGULATED COMMUNITY. PUBLIC. ACADEMIA. RULES & REGS. REGULATORS.

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PROJECT MANAGEMENT

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  1. PROJECT MANAGEMENT edlund.carl@epa.gov

  2. BASIC DEFINITIONS • PROJECT • PROJECT MANAGEMENT • PROJECT MANAGER • QUESTION : HOW IS A PROJECT MANAGER DIFFERENT FROM A LINE MANAGER??

  3. ENVIRONMENTALPROJECT ARENA REGULATED COMMUNITY PUBLIC ACADEMIA RULES & REGS REGULATORS CONSULTANTS COURTS & LEGISLATORS

  4. ENVIRONMENTAL ISSUES • Air Quality • Water Quality [surface/subsurface] • Waste • Development/Re-development • Due Diligence • Resource Conservation • Litigation

  5. PROJECT MANAGERS CONSTRAINTS TIME COST PEOPLE EQPT $ FACIL. MTL INFO TECH RESOURCES PERFORMANCE / TECHNOLOGY

  6. PROJECT MANAGERSIN PRIVATE SECTOR: REGULATED BUSINESSES • Free Market Forces • Corporate Liability • Measures of Success: • Profitability, • Corporate Strengthening, • Return on Investment • Continuum of Activity: • Systems Reviews • Continuous Compliance • Response to Govt.

  7. PROJECT MANAGERSIN PRIVATE SECTOR: CONSULTANTS • Free Market Forces • Entrepreneurial Spirit • Measures of Success: • Profitability, • Corporate Strengthening, • Return on Investment • Continuum of Activity: • Looking, • Winning, • Doing

  8. PROJECT MANAGERSIN PUBLIC SECTOR • Funding: Allocation vs Profit • Public Service • Measurements of Success; meet: • Plans, • Allocations, • Statute • Continuum of Activity: • Screening • Doing • Repeating

  9. EVOLUTION OF WORK QUESTION WHAT WAS WORK LIKE: - 12,000 YEARS AGO? - 2, 000 YEARS AGO? - 200 YEARS AGO?

  10. EVOLUTION OF WORK 1800 CRAFTS MODEL: WORK IS HOLISTIC M L T

  11. EVOLUTION OF WORK1900 INDUSTRIAL MODEL L M M M FOREMEN T T T T T

  12. EVOLUTION OF WORK - QUANTITY - QUALITY - COST 1900: PICK ONE 1960: PICK TWO TODAY: ALL THREE

  13. EVOLUTION OF WORK 2000 TALENTED TEAM MODEL: WORK IS HOLISTIC K. S. A’s: - MGMT - TASK - TEAM - L- SHIP PROJECT TEAMS M L TS T

  14. CLASSICAL FUNCTIONS OF MANAGEMENT • PLANNING • ORGANIZING • STAFFING • DIRECTING • CONTROLLING QUESTION WHAT ARE THE DIFFERENCES BETWEEN LINE AND PROJECT MANAGERS?

  15. PROJECT MANAGEMENT • RESPONSIBILITY • AUTHORITY • ACCOUNTABILITY QUESTION WHERE AND HOW DOES A PROJECT MANAGER OBTAIN THESE??

  16. SOURCES OF AUTHORITY • LINE MANAGER • FROM ORGANIZATION STRUCTURE • IMPLICATIONS • PROJECT MANAGER • FROM THE ‘CONTRACT’ • IMPLICATIONS

  17. EXEMPLARY PROJECT MANAGER:TECHNICAL SKILLS • QUALIFIED IN THE THE FIELD: • Appropriate Degree, Training • Certification • CAN USE PROCUREMENT SYSTEMS • CAN USE MANAGEMENT SYSTEMS • SYSTEMS FOR wORK PROCESSES: • Note system • Tech Review System

  18. EXEMPLARY PROJECT MANAGER:MANAGEMENT SKILLS • PROJECTS COMPLETED: • ON TIME • IN SCOPE • IN BUDGET • QUALITY PRODUCT • PERSONAL PRODUCTIVITY EXPECTATION • DEBOTTLENECKER

  19. EXEMPLARY PROJECT MANAGER:MANAGEMENT SKILLS • Focused on all variables • Planner [contingencies included] • Organizer • Administrative savant • Negotiator

  20. EXEMPLARY PROJECT MANAGER:LEADERSHIP SKILLS • Ethical standards • Communicator • Visionary • Sells project to organization/customer • Accountable • Goal oriented • Views job as an ‘owner’

  21. EXEMPLARY PROJECT MANAGER:TEAM SKILLS • TEAM-MEMBERS KSA’S MAXIMIZED • EMPATHETIC TO OTHER MEMBERS • EFFECTIVE MEETINGS • JUGGLER • MENTOR • NEGOTIATOR

  22. THREE COMMANDMENTS • Thou shalt not exceed scopes of work! • Thou shalt not miss deadlines! • Thou shalt not blow budgets! HINT: THIS COULD BE ON THE EXAM!!!

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