Managing Multiple Projects and Deadlines

1. Managing Multiple Projects and Deadlines Staying On Top of Things

2. Agenda • Definitions • Project Management • Managing Multiple Projects • Deadlines

3. Definitions • Project – a task or unit of work outside the routine • Management – controlling the outcome. • Planning • Organizing • Allocation of resources (resources – supplies, materials, tools, equipment, personnel, time) • Providing oversight • Quality assurance • Evaluation • Multiple projects – more than one • Deadlines – A date or time, by which a project must be completed. • On or about – a flexible deadline that allows for delays over which we have no control • No later than – an absolute, finite date or time with no exceptions for any reason

4. Multiple Project Management • Individual Project Planning • Organizing Resources • Assigning Roles and Responsibilities • Scheduling Timelines • Coordination of Teams • Providing Oversight & Consultation • Quality Assurance • Evaluation – Individuals’ Performances, Individual Projects, & Overall Project

5. Managing Multiple Projects • Begins with planning each individual project • The specification (scope of work) • View in the global context (the big picture) • External dependencies (others) • Identify & procure resources • Work breakdown structure • Task by task • Time-scales (time per task) • Set project timelines • Mileposts and midpoints (intermediate goals)

6. Managing Multiple Projects • Individual project planning continued • Task allocation (assignments) • Roles & responsibilities • Delegation • Establishing controls • Intermediate checkpoints on the timelines • Establish routes of communication • Consult the team • Provide training before the project begins • Gather feedback during to help the project along • Project review • During • After

7. Step 1: Project Planning • Define the scope of work • Clearly, and absolutely; allow no room for additions or changes in mid-project – no “wiggle room” • Example: existing floor finish will be removed using a chemical stripper. Residual stripper will be removed with a neutralizing rinse, followed by a minimum of two clear-water rinses. The floor will be allowed to dry for a minimum of 30 minutes and a maximum of one hour. Two coats of acrylic floor sealer with a minimum of 18% solids content will be applied using a rayon finish mop, allowing the floor to dry a minimum of 30 minutes and a maximum of one hour between coats of sealer. (Cont’d)

8. Example, Cont’d • Three coats of acrylic floor finish with a minimum of 22% solids content will be applied allowing the floor to dry a minimum of 30 minutes and a maximum of one hour between coats of finish. The final coat of finish will be allowed to cure for a minimum of 12 hours and a maximum of 24 hours before burnishing with a 2000 rpm floor burnisher using a beige polythermal floor pad. After burnishing, the floor will be dust-mopped with a treated dust-mop before being opened to traffic. This Floor Refinishing Project may begin after 5:30 p.m. on Friday May 15 and must be completed before 7:30 a.m. on Monday May 18.

9. Reduce the project to its component parts Dust mop the floor Apply stripping solution (allow 5 min. Dwell time) Agitate with buffer Recover solution with a wet-vac Flood rinse with neutralizer Recover neutralizer with wet-vac Clear water rinse Clear water rinse Dry time Apply seal Dry time Apply seal Dry time Apply finish Dry time Apply finish Dry time Apply finish Dry time Burnish Dust mop the floor Review the list – have you forgotten something? Step 2: Project Planning

10. Step 2: Reduce the Project To Its Component Parts Load Truck Drive To Location Locate The Guy With The Key Unload Truck Set Up Equipment Dust Mop The Floor Apply Stripping Solution (Allow 5 Min. Dwell Time) Agitate With Buffer Recover Solution With a Wet-Vac Flood Rinse With Neutralizer Recover Neutralizer With Wet-Vac Clear Water Rinse Clear Water Rinse Dry Time Clean Equipment Load Truck Apply Seal Dry Time Apply Seal Dry Time Apply Finish Dry Time Apply Finish Dry Time Apply Finish Dry Time Clean Equipment Dispose of Trash Load Truck Burnish Dust Mop The Floor Clean Equipment Load Truck Drive Home Unload Truck Store Equipment Project Planning – Make a COMPLETE List • Secure Location • Drive Home • Unload Equipment • Store Equipment • Load Truck • Drive To Location • Find The Key • Unload Equipment • Set Up

11. Step 3 : Establish Timelines • Assign a “time per task” to each item on the project breakdown • Allow a bit of extra time for unforeseen events or unaccounted for activity. • Example: Flood Rinse Floor = 12 min. / 1000 sq. ft. • Your floor = 7,000 sq. ft. • 12 min. times 7 = 84 min. to Flood Rinse 7,000 sq. ft. • So, allowing 90 min. will give you time to fill the bucket, walk to the area, and walk back to the closet and rinse out the bucket.

12. Step 3 : Establish Timelines • Use times per task as basic starting point • String them together in 7 hour blocks • 8.5 hrs/day • Two15 min. breaks + 30 min. lunch + 10 min. prep time + 20 min. clean up time = 7 working hours/day • These blocks are not labor hours, they’re Project Hours • Labor hours = the number of people working the project x 1 project hour • 10 people working 10 Project Hours = 100 Labor Hours

13. Establish Timelines Friday 4 p.m. – Load Truck 4:30 – Leave 5:00 – Arrive on Site 5:30 – Begin Work 10:00 – Go Home Saturday 9:00 am – Leave Home 9:30 – Arrive 10:00 – Start 12:00 - Leave Step 3 : Establish Timelines

14. Building Timelines • What’s the deadline? • Work backward in 7 hour blocks to the start day • Add some time (fudge factor / wiggle room / elbow room) to allow for contingencies (surprises) • Equipment breaks down • People call in sick • The unknown happens (power failures/water-main breaks, etc.) • Where is the “window of opportunity”? • Can the project be completed within this window • Will extra people make a difference? • 100 labor hours does not equate to 100 people for 1 hour.

15. Set Mileposts • Natural breaks in the work flow + the point on the timeline where the break occurs + fudge factor = milepost • Asks the question, “are we on track to finish the project by the deadline?”

16. Step 2: Reduce the Project To Its Component Parts Load Truck Drive To Location Locate The Guy With The Key Unload Truck Set Up Equipment Dust Mop The Floor Apply Stripping Solution (Allow 5 Min. Dwell Time) Agitate With Buffer Recover Solution With a Wet-Vac Flood Rinse With Neutralizer Recover Neutralizer With Wet-Vac Clear Water Rinse Clear Water Rinse Dry Time Clean Equipment Load Truck Apply Seal Dry Time Apply Seal Dry Time Apply Finish Dry Time Apply Finish Dry Time Apply Finish Dry Time Clean Equipment Dispose of Trash Load Truck Burnish Dust Mop The Floor Clean Equipment Load Truck Drive Home Unload Truck Store Equipment Project Planning • Secure Location • Drive Home • Unload Equipment • Store Equipment • Load Truck • Drive To Location • Find The Key • Unload Equipment • Set Up Establish Timeline Mileposts

17. Step 2: Reduce the Project To Its Component Parts Load Truck Drive To Location Locate The Guy With The Key Unload Truck Set Up Equipment Dust Mop The Floor Apply Stripping Solution (Allow 5 Min. Dwell Time) Agitate With Buffer Recover Solution With a Wet-Vac Flood Rinse With Neutralizer Recover Neutralizer With Wet-Vac Clear Water Rinse Clear Water Rinse Dry Time Clean Equipment Load Truck Apply Seal Dry Time Apply Seal Dry Time Apply Finish Dry Time Apply Finish Dry Time Apply Finish Dry Time Clean Equipment Dispose of Trash Load Truck Burnish Dust Mop The Floor Clean Equipment Load Truck Drive Home Unload Truck Store Equipment Project Planning • Secure Location • Drive Home • Unload Equipment • Store Equipment • Load Truck • Drive To Location • Find The Key • Unload Equipment • Set Up Establish Quality Control Points

18. Step 4: Organizing Resources • Identifying required resources • Gathering resources • Those you have • Check condition • Arrange repairs • Those you don’t have • Borrow, rent, or buy • Allocating resources • Assign to team by timeline – • Arrange deliveries, purchases, etc., so workflow doesn’t stop

19. Step 5: Delegation • Bring team leaders into the loop • Explain all timelines, deadlines & mileposts • Explain materials procurement & scheduling • Explain interaction with outside factors • Delegate oversight responsibilities • With scheduled reporting requirements • Guarantee them the authority necessary • Set boundaries • Make sure they know how to contact you in an emergency

20. Step 6: Establish Controls • Timeline checkpoints • Team leaders can follow progress & report • Quality control checkpoints • Will you delegate these? • Not only end result quality • Product & material usage • Are we within predictions? • Way over? = Problem • Way under? = Problem • Set up feedback meetings with team leaders • They should set up feedback meetings with their teams

21. Establishing Controls • Set up lines of communication • Who is the contact person? • When are they to inform you of potential problems or concerns? • Will you have regularly scheduled progress report meetings? • If so, set the schedules now, & work them into the timelines • You’re delegating responsibility, don’t forget to delegate the necessary authority with it. • You need to refer team members with concerns to the team leader for decisions – don’t usurp the authority you delegated

22. Consult the Team • Have team leaders check the timelines, procurement procedures, material projections, etc. • Questions, comments, concerns? • Listen and consider • Brainstorm solutions to potential problems if necessary • Check training needs • Work them into the schedule • Gather feedback during the project • Make changes as necessary to speed the process

23. Project Review • Before • To ensure all bases are covered • During • To ensure timelines are being met • To make alterations if necessary • After • To better prepare for the next project

24. Planning Tools • Can use blank paper & pencil • Software planning tools • Microsoft Project & others • Software uses charts & graphs • Pert charts • Gantt charts

25. Planning Charts • The PERT chart is sometimes preferred over the GANTT chart, another popular project management charting method, because it clearly illustrates task dependencies. • On the other hand, the PERT chart can be much more difficult to interpret, especially on complex projects. • Frequently, project managers use both techniques.

26. A “Pert – Style” Chart • A PERT chart presents a project as a diagram consisting of numbered nodes (either circles or rectangles) representing events, or milestones in the project • More than one timeline can be included • Running concurrently or simultaneously • Running independently of one another

27. A “Pert – Style” Chart Submit order Inventory supplies P.O. processing Determine needs, create order, request P.O. Order processing Supplies Delivery 2 4 6 8 1 day 5 days 1 day 2 days 1 day 1 10 1 week 1 day 1 day 1 day 5 days 3 5 7 9 Equipment Delivery Determine needs, create work order, request P.O. Repair time P.O. processing Equipment pick-up Evaluate equipment

28. A “GANTT – Style” Chart • A Gantt chart is built with a horizontal axis representing the total time span of the project, broken down into time increments (days, weeks, or months) and a vertical axis representing the tasks that make up the project. • Horizontal bars of varying lengths represent the sequences, timing, and time span for each task.

29. A “GANTT – Style” Chart 4/05/06 4/19/06 4/26/06 4/12/06 5/02/06 5/09/06 5/16/06 Inventory supplies Request P.O. P.O. Processing Submit order Order Processing Supplies Delivery “Today”

30. A “GANTT – Style” Chart • Gantt charts give a clear illustration of project status, but one problem with them is that they don't indicate task dependencies - you cannot tell how one task falling behind schedule affects other tasks. • The PERT chart is designed to do this. • Both charts can be automated to store more information about tasks • individuals assigned to specific tasks • notes about the procedures. • Automated charts also offer the benefit of being easy to change and may be adjusted frequently to reflect the actual status of project tasks as, often, they diverge from the original plan.

31. The Calendar Block Back Method • As initially discussed, break the project into day-sized (7 hour) blocks • Work backward from the deadline to reach the starting date • Remember to calculate using project hours, not labor hours • Allow some room for contingencies

32. “Automated” Charts • Computerized planning charts have one big advantage over paper and pencil planning • Details can be kept in one place • Each block on the Pert or Gantt charts can be made “three dimensional.” • “Clicking” on a box opens paths to other information • Stripping Crew Members and their training status, vacation dates, etc. • Equipment schedules – Bob’s crew gets the burnisher on Friday, Mary’s crew needs it on Wednesday • Rooms assigned to each crew

33. Working A Plan Of Action • Just like every other plan you create • Do it • Decide what to do; coordinate with your team members; set a time for it to be done. • Review it • What problems did you encounter, and how did you handle them? • What went right, and can be incorporated into the next action? • What did you and your team learn from this action? • Renew it • Fine-tune new approaches and add them to the repertoire of methods and techniques your team will use in facing similar situations later.

34. The “Make It Happen” Process 1. Review The Current Situation and People 7. Take Action – Adopt, Adjust or Abandon The Plan 2. Identify The Needs and Wants 6. Evaluate and Study The Results 3. Establish Goals and Objectives – Set Priorities 5. Implement The Plan 4. Develop a Plan of Action

35. Managing Multiple Projects • Managing several individual projects simultaneously • The individual project management steps are the same • Adds the step of co-ordination to more than one project • Of resources • Supplies & equipment • Of teams (including outside contractors) • So no one is in another’s way • So no one creates work for others • Of windows of opportunity

36. Deadlines • Deadlines, once set, must be inviolate • No matter what happens, if the deadline exists, it must be met • Fire, flood, or famine • Allow time for contingencies, if possible • Allow for extra manpower, equipment, etc., if that will help & is possible • If, during the planning phase, it is discovered that the deadline cannot reasonably be met, within budget – let your supervisor know as soon as possible - & list your concerns, with possible solutions (don’t bring problems, bring solutions)

37. Deadlines • When assigned a project • Ask for a reasonable amount of time to work the timelines • To determine whether or not it can be • Completed on time • Completed within the budget (or to generate a budget that will allow its completion on time) • If it is an impossible task, decline it (if possible) • If not possible, express your concerns – with supporting documentation • Express your willingness to succeed • Go back to the planning stage and find time

38. Review • Managing Multiple Projects Begins With Individual Project Planning • The Specification • Task Breakdown with Times per Task • Time Lines & Schedules • Team Lists / Leaders/Assignments • Delegation of Responsibility and Authority • Mileposts / Meeting Schedules • Materiel • Establish Controls & Communication Routes • Consult With The Teams – Feedback Loops • Project Review • Planning Tools • Coordination • Deadlines

39. Quiz • (T / F) If you receive a project with an arbitrary timeline, and you can’t refuse it, sabotage it to prove that you were right. • (T / F) Managing Multiple Projects is just managing several individual projects at the same time. • (T / F) The more detailed the planning time before the project begins the more likely you are to ensure timely completion. • (T / F) Software Planning Programs are no better or worse than paper and pencil planning; either will get the job done. • (T / F) Pert Charts & Gantt Charts may only be used if you get them in a software package.

40. Quiz • (T / F) Multiple projects require the extra step of coordination of time, and resources between the several projects. • (T / F) When delegating responsibility be sure to let the team members know that you are still in charge, and all decisions must come from you. • (T / F) Whether applied to a project, or a disciplinary problem, a Plan of Action has the same basic steps to follow. • (T / F) Deadlines are always negotiable. • (T / F) Training considerations should not be made part of the planning process.

41. Answers • (F) If you receive a project with an arbitrary timeline, and you can’t refuse it, sabotage it to prove you were right. • (T) Managing Multiple Projects is just managing several individual projects at the same time. • (T) The more detailed the planning time before the project begins the more likely you are to ensure timely completion. • (T) Software Planning Programs are no better or worse than paper and pencil planning; either will get the job done. • (F) Pert Charts & Gantt Charts may only be used if you get them in a software package.

42. Answers • (T) Multiple projects require the extra step of coordination of time, and resources between the several projects. • (F) When delegating responsibility be sure to let the team members know that you are still in charge, and all decisions must come from you. • (T) Whether applied to a project, or a disciplinary problem, a Plan of Action has the same basic steps to follow. • (F) Deadlines are always negotiable. • (F) Training considerations should not be made part of the planning process.

43. Managing Multiple Projects and Deadlines Thank you for your participation