Project Management in

a “Multi-Environment”

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Ken Halloway, PMP, ITIL

21 October 2015

What Am I Talking

About?

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Project

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Lifecycle

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• Initiating

• Planning

• Executing

• Monitoring and Controlling

• Closing

So, What Do We Need

To Consider?

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As Project Managers We…

• Provide oversight to projects

• Control execution, costs, schedules, and risks

• Enable Human Resource Management

• Use or establish processes necessary to

complete the project

• Coordinate resources

• Conduct Quality Management

• Responsible for Customer Satisfaction

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Managing Competing Project Requirements

Scope

Cost or Budget

Time or

Schedule

QualityRisk

Resources

Customer Satisfaction

Basically, THIS

Challenges?

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• Resources

• Scheduling

• Monitoring and Controlling

• Change Management

• Cost Control

• Risk Management

• Quality

• Winning

Now Add……………

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• Business Development

• Revenue Requirements

• Declining Budgets

• Requirement for more work

• Cost of Compliance Issues

Plus…….

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• Federal Acquisition Rules (FAR)

• Multiple Award Contracts

• Task/Delivery Orders

• Indefinite Delivery/Indefinite Quantity (IDIQ)

• ILL-Defined Requirements

• Move Toward More Fixed-Price Contracting

Vehicles

• LPTA

What Do You Have?

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Who Do You Need?

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The Environment

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• Commercial Sector

Short or Long Term

Based Upon Relationships and Reputation

Value Proposition is Key to Success

• Government Sector

Transition from Long to Short Term

Multiple Award Contracts

Value Proposition Often Trumped by Price

Project Lifecycle vs Your Lifecycle

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• Project Lifecycle Initiation – Business Decision,

ROI, Market Space, Charter

Planning – Stakeholders, Scope,

Time, Cost, Risk, Human

Resources, Quality,

Communications, Procurement,

Integration, Change

Execution – Activities, Quality

Assurance

Monitoring & Controlling – Risk

Management,

Scope/Cost/Schedule/Quality/Ch

ange Control, Procurements

Closing – Contract Admin and

Deliverables

• Your Lifecycle Initiation – Why You Are in

Business; Now You Must

FIND and WIN The Business

Planning – Same, Could Be

Rapid and/or Iterative; How

Are You Funded? Cost of

Compliance;

Execution – Activities and

QA (i.e., DO The Business)

Monitor and Control – Same

Closing – Deliverables,

Partial Funding?

Large vs Small

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LARGE BUSINESS

• Business Development is

a Separate Function

• Capture and Proposal

Management are Separate

Functions

• Have Wonderful Graphics

Departments

• Organized into

Departments, Divisions,

Project Management

Offices (PMO)

SMALL BUSINESS

• Business Development is

Nominally “Taken Out of

Hide;” May Have One

Person as BD or It May

Fall to a Program/Project

Manager

• NO Separate

Capture/Proposal

Functions

• Graphics Departments?

(FedEx Kinko’s maybe)

• Organization Varies

It All Boils Down To Procurement

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Era Of Multiple Award Contracts

(MAC)

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• Came In Vogue Around 2007

• Governments State Publicly MAC’s Are The

Best Value

• Multiple Vendors Compete For Individual

Task Orders

• PWIN Could Be Very Low

• Very Challenging to Manage

Procurement Best Practice vs Reality

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Best Practice

• Requirements Well-

Defined or Outlined

• Contract Vehicle Defined

By Funding Limit in FAR <$103M/3 Yrs – Single Award

>$103M/3 Yrs - Multiple Award

• Contract Type Defined by

Cost Risk FP

T&M

CR

• Source Selection Criteria Best Value

LPTA

Real World Today

• Requirements not

completely defined or

retread

• Mostly MAC/FP/LPTA

Project Initiation

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Project Initiation

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• In this environment, the decision to

embark upon a project will be driven by

opportunity and your determination of

whether you have the skill sets required

to perform the task.

Resource Availability is Secondary

• Will undoubtedly have multiple tasks to

pursue

• Bid Strategy is the Key to Success

Initiation Tools & Techniques

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• Enterprise Environmental Factors

Company Culture

Organization

Resource Limitations

Policies and Procedures

• Organizational Process Assets

Templates

PMIS

• Expert Judgment

Project Planning

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• Progressive Elaboration

• Rapid and Iterative

• Scope and Level of Effort Critical

• Cost of Quality

• Cost of Compliance

• Training

• Communications Management

• Stakeholder Management

• Change Management

Planning Tools and Techniques

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• Templates

• Request For Information/Sources Sought

• Bidder’s Conferences/Industry Day

• Resource Negotiation Techniques

• “Writers Library”

• Non-Disclosure Agreements (NDA)

• Teaming Agreements (TA)

Cyberlock Case (2011)

Work Share

Selection Criteria

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Best Value

• Metrics Based

• Technical Proposal

More Critical Than Cost

Proposal NOT Always

• Citable, Credible Past

Performance Key

Lowest-Price, Technically

Acceptable (LPTA)

• No Metrics Established or

Considered

• Past Performance

Irrelevant

• Price is the ONLY Factor

in Selection

• Change Orders

*You May Have 4-10 Bids Due Per Week

…A Word About LPTA

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• Federal Government Enamored With It as a

Criteria for Source Selection

• Have Been Erroneously Tied to MAC’s

• Appropriate for Low-Risk Projects or

Commodities – Inappropriate for Industrial

or High-Risk Projects

OK, You Won, Now What?

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Requirements of a Contract

• Offer

• Acceptance

• Consideration (something of value)

• Legal Capacity

• Legal Purpose

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What’s in a Contract?

• Acceptance

• Agent

• Arbitration

• Assignment

• Authority

• Bonds

• Breach/Default

• Changes

• Confidentiality

• Dispute Resolution

• Force Majeure

• Incentives

• Indemnification (Liability)

• Independent Contractor

• Inspection

• Intellectual Property

• Invoicing

• Liquidated Damages

• Management Requirements

• Material Breach

• Notice

• Ownership

• Payments

• Statement of Work

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What’s in a Contract?

• Reporting Requirements

• Retainage

• Risk of Loss

• Site Access

Requirements

• “Time is of the Essence”

• Waivers

• Warranties

• Work for Hire

• Privity

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Executing/Monitoring/Controlling

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• Considerations

Schedule and Staffing Requirements

Communications Requirements

Quality Assurance Surveillance Plan

(QASP)

Change Management

Training and Certifications

Cost of Compliance/Quality

Typical Day

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• Review of Previous Day’s Progress Reports

• Review/Approve Travel Requests

• Develop Training (as required)

• Conduct Audits (Time/Schedule/Quality)

• Perform QC

• Review/Submit Change Order Requests

• Review/Approve Expense Reports

• Search For/Respond to RFP’s

• Perform Change Control

• Could Have over 50 Projects Ongoing

Scheduling Tool

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Scheduling Tool

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Sample Skills Matrix

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Time Tool

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Other Tools

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• Expert Judgment

• Stakeholder Matrix

• Communications Matrix

• Scope Validation

• Resource Allocation Matrix

The Key To Success (Or Survival)?

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Some Thoughts/Tips

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• Know Your Resources and Capabilities

• Know Where Your Resources Are AT ALL

TIMES!

• Be A Packrat!

• Review Schedule and Burn Rate

Continuously

• Use/Develop Tools To Help You

• Remember: No Tool Does Everything You

Need!

A Thought…..

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Continuous effort - not strength or

intelligence - is the key to unlocking our

potential.

Winston S. Churchill

Questions?

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