what is project management? how does it affect how you do your job?
TRANSCRIPT
• A unique product or result
• Planned, executed & controlled
• With distinct steps
• Has a defined end
• ‘Project Team’ involvement – member of project team
• Involved in project decision making
• May work on the project from start to finish - project orientation vs. work task orientation
• More informed about project milestones – often working directly with land owners one on one – answering questions, etc.
What affects the structure of Project Teams?
• Project Environment
• Organizational Structure
• Work Culture – Norms…
Weak Management Matrix
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Balanced Management Matrix
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Strong Management Matrix
Chief Executive
Manager of Project Managers
FunctionalManager
FunctionalManager
FunctionalManager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Project Manager
Project Manager
Functional Organization
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Projectized Organization
Chief Executive
ProjectManager
ProjectManager
ProjectManager
ProjectManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Organizational
Structure
Project
Characteristics
Functional
Weak Matrix
Matrix
Balanced Matrix
Strong Matrix
Projectized
Project Manager’s
Authority
Little or None Limited Low to Moderate
Moderate to High
High to Almost Total
Resource
Availability
Little or None Limited Low to Moderate
Moderate to High
High to Almost Total
Who controls the project budget
Functional
Manager
Functional
Manager
Mixed Project
Manager
Project
Manager
Project Manager’s Role
Part-time Part-time Full-time Full-time Full-time
Project Management Administrative Staff
Part-time Part-time Part-time Full-time Full-time
© Project Management Institute – PMBOK Guide
Chief Executive
FunctionalManager
FunctionalManager
FunctionalManager
FunctionalManager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff Staff
Staff
Staff
Options for Survey Crews
Does it really matter...?
No, not really!
Project Structures can be different than
Organizational Structures
Projects can be and are successful in all types of management systems!
You just need to understand yours and be able to function
within it’s limitations, efficiencies and assets.
1. Integration Management2. Scope Management3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7. Communications Management8. Risk Management9. Procurement Management
© Project Management Institute – PMBOK Guide
Project Charter
Preliminary Scope Statement
Project Management Plan
Direct & Manage Project Execution
Determine Deliverables
Review and Assemble Project Assets and Resources
Project Closeout Plan
Think of it as - Integrating the project into the organization!
Typically at this point, the Project Manager is working with
functional manager – determining basic ‘survey’
needs and staffing, etc… how to get the project done (from
surveyor’s perspective)
Think of it as - Integrating the project into the organization!
Scope Planning
Scope Definition - set baseline
Determine Work Breakdown Structure (WBS) – distinct project tasks
Scope Verification – set & confirm deliverables
Scope Control Plan
What is the project?
During this process the surveyor is (may) assist with project definition, work elements, project limits, etc.
What is the project?
Define the Activities (WBS)
Estimate the Resources
Set WBS Durations
Apply Logic to Project Elements – relationships S/S, F/S, F/F, etc.
Critical Path Development
Determine Milestones/Targets Project Schedule – baseline set
Schedule Control Plan
When will it be complete?
Determining the staff availability, how long it takes to get tasks done such as base mapping; right of way research; what
needs to be completed before certain staking can take place (logic), milestone targets, etc.
When will it be complete?
Project Estimates Developed
Cost Baseline Set
Budget Development & Verification
Estimate Potential Cost Variations (also see Risk Management)
Cost Management Plan
How much will it cost?
Determining staff and equipment costs, whether it’s done in-house or by external
resources, etc.
How much will it cost?
Quality Control Baseline
Validation of Quality (measurements and schedule)
Process Improvement Plan
Corrective Action Plan
Validate Deliverables
Quality Management Plan
How good will it be?
Determining accuracy, bring available
information to the table, checking work, type of
work needed (base map, right-of-way, boundary
control, etc.)
How good will it be?
Roles & Responsibilities
Staff Assignments
Project Organizational Chart
Staffing Management Plan
Team Performance Assessment
Human Resource Plan
Who’s going to do it?
Determining crew assignments, staffing
issues related to productivity or quality,
or crew availability if they’re working on multiple projects.
Who’s going to do it?
Stakeholders
ClientFunctional Managers
Information Distribution – format & schedule – who, what, where, when, how…..
Project Tracking Documentation
Performance Reporting
Management of Stakeholders
Communications Management PlanProject Team
How will we ask or tell people that need to know?
Stakeholders
ClientFunctional Managers
How to deal with owners onsite, being aware of project milestones, communicating with
project team regularly, attending project
meetings.Project Team
How will we ask or tell people that need to know?
Risk Identification – (creation of Risk Register)
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Risk Management Plan
What is best case? What is worst case?
Insurance Policy
Identifying, managing and dealing with potential
boundary conflict resolution, project
delays, difficult terrain, staff turn-over, other project conflicts, etc.
What is best case? What is worst case?
Insurance Policy
Plan Purchases and Acquisitions
Plan Contracting
Request Vendor Responses
Select Vendors
Contract Administration
Contract Closure
Procurement Management Plan
What do we need to get it done and how will we get it?
Contracting for external services, purchasing
specialized equipment, arranging for or
sponsoring training needs.
What do we need to get it done and how will we get it?
1. Integration Management2. Scope Management3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7. Communications Management8. Risk Management9. Procurement Management
© Project Management Institute – PMBOK Guide
Managing project changes is important to project success!
~Expect it and plan for it….
~How to recognize change, implement change, follow up on change, etc….
•Survey Team vs Survey Crew•Might report to multiple project managers
vs. one (dys)functional manager < :O]•More informed on project details•On project from start to finish (typically)•Decision maker•Can influence project more directly
Crew Team
•Functional Manager receives and manages work requests
•Daily assignments thru Functional Manager
•Crews work on parts of many projects•Functional Manager typically is the
‘responsible party’•Top down authority (typically)•Supervisors are the ‘owners’ of the
project
•Assigned team receives request•Manages own work/deadlines with input and support from Functional Manager•Crews have multiple projects – but work on all parts of projects assigned to them•Team is the ‘responsible party’•Cross functional authority - Project Manager is ‘project’ leader, not necessarily ‘direct supervisor’•Team Members are ‘owners’ of
project - empowerment
Depending on your project you may emphasize some of these processes more than others.
Your projects will likely require at least parts of each process…
The Project Management Plan must fit both the ‘project’ and the ‘culture’!
Think about how these processes are portable from project to
project…..
Today, it’s all about the Project Management Process
Not the actual project…
Carolyn Heniges, PE 360-397-6118 [email protected]
Contact Info:
Project Management Institute – http://www.pmi.org/info/default.asp