Training Materials PROJECT MANAGEMENT PRACTICES AND MICROSOFT PROJECT Group Exercise Scenarios Peter Croswell, PMP,

1. Training Materials PROJECT MANAGEMENT PRACTICES AND MICROSOFT PROJECT Group Exercise Scenarios Peter Croswell, PMP, GISP, ASPRS-MS President, Croswell-Schulte IT Consultants 406 Winners Circle Frankfort, KY 40601 (502) 848-8827, (502) 320-9055 (cell) www.croswell-schulte.com

2. Project Management Scenarios 1. Major traffic control device inventory project :  Project: City is preparing for a major capital program for a multi-year improvement/enhancement in traffic management (new and upgraded traffic signals, signage, street striping). First step is a detailed inventory of existing signals and signage. Decision is made to hire a contractor to perform the inventory work.  Specifications are developed, budget is estimated, and RFB is prepared and released  7 contractors submitted qualifications and bid  Only one came close to estimated budget—but this bidder is clearly unqualified. The other bids are from 40% to 75% over the estimated budget You are the project coordinator directing the project team and reporting to senior management. The effort needs to move forward. What do you do?

3. Project Management Scenarios 2. Large GIS Data Conversion Project Gone Awry:  Project: Parcel data conversion project contracted to mapping firm selected in a competitive procurement from RFP  Delay in project start and delays in deliverables  Quality assurance checks on contractor’s deliverables shows significant problems with deliverables (format and quality)  Contractor attributes problems to client and unforeseen issues with source materials You are the project manager overseeing the project—what do you do to resolve the problem?

4. Management Scenarios 3. Major Office Renovation and Move Facing Scheduling Problems :  Project: Following a plan that was put in place 8 months ago, a large City department is preparing for an office move from their current leased space to a new location—undergoing major renovation. The move is scheduled to begin in 6 weeks (soon before the current lease agreement ends).  Physical renovation is moving along according to schedule but two problems are presenting major obstacles to completing the move in time: 1) The department is late in providing final information on the configuration of cubicle panels and conference room layout AND 2) the contractor hired to complete the necessary flooring work has indicated that material and labor problems will not allow completion by the agreed date (no later than 10 days prior to the move)  Scheduling and financial issues dictate that the planned date for the move be met with no major delay You are the facility manager overseeing and coordinating this move—with the key role in working with management in the department being moved and multiple contractors . What steps do you take to make sure there are no significant delays in the move?

5. Management Scenarios 4. Cooperative City-County Development Project with Resource Problems:  Project: The City is leading a project for the construction of a new playground designed to serve low-income families in an area of the City underserved by recreational facilities. Its location means that it will serve residents in the City an unincorporated parts of the County and for this reason , the County Public Works Dept. has agreed to contribute labor to help in construction and offset costs.  Shortly after work commences, the County PW informs the City that it is unable to provide the labor previously agreed to (but not in writing)  The project is high-profile with a goal of completion before the end of the school year and County participation was crucial in getting the work done on time and to contain costs  Lack of County support has a direct impact on work progress and creates logistical difficulties with contracts for materials and equipment You are the City’s project manager. What could have been done in the planning stage to avoid the resourcing problem or what do you do now to keep the project on track.

6. Management Scenarios 6. Project Team Member Problem :  Situation: The IT Department has taken on the design and development work for a major Web-based application with many features designed for public access. This is a major effort with strong senior management support and an ambitious but realistic deadline for completion.  One team member is not performing well—not meeting deadlines with work results that are poor quality  Project is already behind schedule mainly because of problems with clear work assignments, major morale issues and poor team dynamics  In addition to poor performance, the team member is not a “team player” and causes disruption and morale problems for rest of team You are a mid-level manager just assigned to the project to examine status, performance problems, and to work with the project manager to resolve the personnel problems and get the project on track. What steps do you take?