productivity - louisiana transportation research center · 1 27 february 2013 © 2012 arcadis...

© 2012 ARCADIS 27 February 2013 1

Productivity

Making the most of your Team’s Time

Imagine the result

Scott Hoffeld, CEP

[email protected]

225-572-7111


Safety Moment


Procrastination with your Safety

• Putting off something that

should be done now

• Repeated exposure to

situations without consequence

breeds complacency

• Complacency yields

procrastination


Productivity


Balance of Scope, Budget, and

Schedule

Schedule


ARCADIS Project

Management


• Recognized as a discipline – not a

duty

• Certifies PMs through PMI-Compliant

program

• Training focus: Being proactive and

creative

• Goal: Add value to our contracts with

innovation, or cost/time saving

solutions

• No one plans to fail, but some fail to

plan: Define, Plan, and Control

ARCADIS

CPM

Program


The “Conductor”


Project Planning


Step 1: Define


What is this project?

• Requires research – Not just

scope

• Who wants it?

• Why this project?

• Why now?

• Client PM and Technical Leads

have insights


• What are the project goals?

• What are key questions to be

answered?

• What are concerns about the outcome

or process?

• How will products be used in overall

project delivery?

• What will make this project a success?

• What “gets in your craw?”

• Concurrence on Scope Assumptions

Answers Needed


• NO SURPRISES!

• Keep the schedule

• No supplements

• Responsive communications

• Involve me when needed

Common Client PM Answers


Step 2: Plan


What is the Critical Path?

• Required to assess schedule reasonability

• Must understand durations & predessessors

• Task managers must be involved

• Network/process maps/flow charts can help

• Is schedule realistic?

• All task activities and approvals included?

• Review periods included?

• Downtime accounted for?


Critical Path

Scheduling


Project Staffing


• Strong Task Leaders: organized,

schedule oriented, accountable

• Task Packages: scope, budget, and

objectives

• Clear outcome/deliverable

• Schedule

• Budget

• Input needs and output use

• Set-up: How can I facilitate

monitoring and reporting to meet

client needs.

Plan the

Work


Step 3: Control


Now Work the Plan


Keep Head Up


• Innovate

• Create and/or take opportunities to

reduce schedule, costs, and even

scope.

But don’t forget to look down. . .


Keep Head Up


What are the

challenges for future

delivery stages?

Ouachita Bridge EIS

Monroe, La.


Control Tools,

Traits, and

Techniques


• Work Plan +

• “Living” reference to contacts,

schedules, budgets, guidelines

• Uses

• Organize PM’s records

• Serve as a project orientation guide

plan

Project Management Plan


PMP Content


Simple PMP

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ARCADIS’ “The Source”


ARCADIS Project Portal


ARCADIS “PLAN” Tool


ARCADIS’ Role-Based Reporting


• Team members can plan time better in

short-run

• Not overwhelming

• Involves identification of activity “steps”

• Facilitates activity responsibility and

assignment

plan

Interim Milestones


Chef Menteur

Bridge EA

• Progress Mtgs

every 2 months

• Design, Cultural,

Section 4(f), and

Environmental

Challenges

• Incremental

deliverables

helped with review

34


• Make meetings count

• Invitation with agenda and objectives

• Read-Ahead Packet

• Start and end meeting with objectives

• Clear action items with Record of Meeting

• Review action items, critical path and

resource availability

• Don’t be paralyzed by indecision: Get

off “dead center”

• Live Meetings / Video Conferencing

Efficiencies

plan

Effective Meetings


Did this meeting get us off “Dead Center?”


Meeting Invite

Action Items


I-210 EA Technical Review Workshop


I-210 EA Technical Review Template

• Scope and Assumptions

• Methodology

• Field Work

• Data/Results

• Conclusions


Detailed Record of Meeting – 1 of 2


Detailed Record of Meeting – 2 of 2


Simple, Email Record of Meeting


• Single Staff’s Responsibility • Not, “Jack and John to develop .. .”

• Rather “John to be supported by Jack to develop .. . “

• Document in writing/Email

• Clear time and date deadline

• Budget

• Contingency Plan • “. . . Please provide your response by 5pm,

on 23 February. I will distribute a revised version. Otherwise, this version will become final.. . .”

plan

Assigning Action Items


• Sharepoints / Custom Software

• MS Project and Outlook tools

• MS Excel or Access deliverable D-base • Project D-base (related to Deliverables)

• Rec.No. (one per project)

• Project Number (key)

• Short name

• Service Type

• PM

• Budget

• Start date

• Deliverables D-Base (related to Project) • Rec.No.(various # per project)

• Project Number (key)

• Deliverable name

• Due Date

• Responsible Task Manager

Managing Multiple Projects


• Don’t waste team member time

• Organized and complete

• If all emphasized – nothing emphasized

• Customized for each team member

• Be methodical and not premature

• Offer solutions - not stress

• Ask yourself

• How will this be used in the future?

• What information will be needed to make this

communication understandable in the

future?

Good Communication


E-Mail

• Searchable

Subjects (e.g.,

Project Number)

• “Triage” via rules

and highlights

• Read receipts

• Lists, tables, and

embedded

graphics


How to “Capture” a Screen


• Alt – Print Screen:

Active Window

• Ctrl– Print Screen:

Desktop

Screen Captures


Adobe Reader’s “Snapshot” Preferences


Select “Snapshot”


“Box” what you want


And paste - anywhere

. . . and No, it’s not an orange dinosaur. It’s a fire salamander, representing lasting quality and ecological balance in the environment.

At ARCADIS, this balance is part of our mission.


• Simple actions become habit

• PM’s ultimate responsibility, but all staff responsible

• Quality Matters requires PMP, QA/QC Plan and QA/QC Acknowledgement Forms

• Producers vs. Checkers

• Detail checks vs. Independent Technical Reviews

• Safety culture has translated into culture of care and quality too.

Quality Assurance / Quality

Control

“Quality is an

inherent,

distinguishing

attribute of our

work products that

meets or exceeds

industry standards

and our clients’

expectations.”


Quality Control

Documentation

• Simple form

• Required for all

deliverables

• Clear

accountability


• Requires humility

• Encourage dissention . . . Towards

fruitful discussion

• Brainstorming: no dumb ideas

• Nothing ventured – nothing gained

• Change: it’s the only thing that’s stable.

• Who Stole My Cheese?

• From challenges come breakthroughs

• Mars Pathfinder: Faster, Better, Cheaper

Cultivate Courage


The Man in the Arena

It is not the critic who counts; not the man who points out how the

strong man stumbles, or where the doer of deeds could have done them

better. The credit belongs to the man who is actually in the arena, whose

face is marred by dust and sweat and blood; who strives valiantly; who errs,

who comes short again and again, because there is no effort without error and

shortcoming; but who does actually strive to do the deeds; who knows great

enthusiasms, the great devotions; who spends himself in a worthy cause; who

at the best knows in the end the triumph of high achievement, and who at the

worst, if he fails, at least fails while daring greatly, so that his place shall

never be with those cold and timid souls who neither know victory nor

defeat.

Theodore Roosevelt


Questions?

Scott Hoffeld, CEP

[email protected]

225-572-7111


Imagine the result

productivity - louisiana transportation research center · 1 27 february 2013 © 2012 arcadis...

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