class 4 project management september 24, 2000 carl edlund...

CLASS 4CLASS 4PROJECT MANAGEMENTPROJECT MANAGEMENT

September 24, 2000September 24, 2000

Carl EdlundCarl Edlund

‘‘[email protected]’[email protected]’

‘‘[email protected]’[email protected]’

CLASS 4CLASS 4

UNDERSTANDING PROJECT UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT REQUIREMENTS AND CLIENT

EXPECTATIONSEXPECTATIONS

ANDAND

PREPARING PROPOSALSPREPARING PROPOSALS

UNDERSTANDING PROJECT REQUIREMENTS UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT EXPECTATIONSAND CLIENT EXPECTATIONS

ANDANDPREPARING PROPOSALSPREPARING PROPOSALS

1.01.0 Project Requirements/Client ExpectationsProject Requirements/Client Expectations

2.02.0 Defining the "client”Defining the "client”

3.03.0 Client expectations & constraintsClient expectations & constraints

4.04.0 Scope of work - technical issuesScope of work - technical issues

5.05.0 Project teamProject team

6.06.0 Resource requirementsResource requirements

7.07.0 Regulatory requirements and issuesRegulatory requirements and issues

8.08.0 Health & safety issuesHealth & safety issues

9.09.0 Quality assurance & quality controlQuality assurance & quality control

10.010.0 Preparation of project budgetsPreparation of project budgets

11.011.0 Proposal v/s projectProposal v/s project

12.012.0 Proposal considerationsProposal considerations

13.013.0 Scope of work considerationsScope of work considerations

14.014.0 Importance of "selling" the proposalImportance of "selling" the proposal

15.015.0 Homework No. 3 (due at the beginning of Homework No. 3 (due at the beginning of Class 5)Class 5)

UNDERSTANDING PROJECT REQUIREMENTS UNDERSTANDING PROJECT REQUIREMENTS AND CLIENT EXPECTATIONSAND CLIENT EXPECTATIONS

ANDANDPREPARING PROPOSALSPREPARING PROPOSALS

BENEFITS OF THE CRITICAL BENEFITS OF THE CRITICAL PATH METHODPATH METHOD

Graphic display of the sequence and Graphic display of the sequence and interdependency of activitiesinterdependency of activities

Prediction of project durationPrediction of project duration

Highlights critical path and project float timeHighlights critical path and project float time

Enables detailed planning/scheduling prior to Enables detailed planning/scheduling prior to starting the projectstarting the project

Enables tracking of project activities and Enables tracking of project activities and timely response to changed conditionstimely response to changed conditions

Can be used for alternatives analysisCan be used for alternatives analysis

Aids in estimating/allocating resources and Aids in estimating/allocating resources and costs and visualizing constraintscosts and visualizing constraints

BENEFITS OF THE CRITICAL BENEFITS OF THE CRITICAL PATH METHOD (CPM)PATH METHOD (CPM)

Not good for:Not good for:

– Short projects [e.g. less than 2 months]Short projects [e.g. less than 2 months]

– Simple projects [goal is clear, none or ‘few’ Simple projects [goal is clear, none or ‘few’ team members]team members]

DRAWBACKS OF CPMDRAWBACKS OF CPM

Project Life CycleProject Life Cycle

DEFINE CLOSECONTROLPLAN

FEEDBACK CHANGES CORRECTIONS


DEFINITION

• ENLIST SPONSOR

• NAME STAKEHOLDERS

• MAKE RULES

• STATEMENT OF WORK

• RESPONSIBILITES MATRIX

• COMMUNICATION PLAN

• CHARTER

Focus of this ClassFocus of this Class


PLANNING

• RISK MANAGEMENT

• DETAILED SCHEDULING

• RESOURCE ESTIMATING

• RISK LOG

• SCHEDULE

• BUDGET

• RESOURCE PLAN

Focus of last two classes …we’ll talk about risk management today as well


CONTROL

• MEASURE PROGRESS

• COMMUNICATION

• CORRECTIVE ACTION

• PROGRESS REPORTS


CLOSEOUT

• RECONCILE ACCOUNTS

• LESSONS LEARNED

• PREPARE FOR NEXT JOB

• FINAL PRODUCT• CUSTOMER ACCEPTS

BUT FIRST ……..

PROBLEM SOLVING & PROBLEM SOLVING & PREVENTIONPREVENTION

1. When trying to anticipate 1. When trying to anticipate problems:problems:– a. Learn as much as possible about a. Learn as much as possible about

the work.the work.– b. Consider all the ways that you b. Consider all the ways that you

might fail at a task before starting.might fail at a task before starting.– C. Think positively and nothing will go C. Think positively and nothing will go

wrong.wrong.Sokolosky,Valerie; ‘Pro-active Problem Solving’, August, 2000 Spirit Magazine


2. When you are in charge of a 2. When you are in charge of a project, anticipate problem areas project, anticipate problem areas by:by:– a. Having a diverse team.a. Having a diverse team.– b. Knowing the outcome you want b. Knowing the outcome you want

ahead of time.ahead of time.– c. Asking tough questions throughout c. Asking tough questions throughout

the project.the project.


3. A personal skill that helps 3. A personal skill that helps prevent problems is:prevent problems is:– a. The ability to negotiate.a. The ability to negotiate.– b. The ability to work well with others.b. The ability to work well with others.– c. Good time management.c. Good time management.


4. Look for early warning signs of 4. Look for early warning signs of problems by:problems by:– a. Noticing a pattern of mistakes on a a. Noticing a pattern of mistakes on a

weekly basis.weekly basis.– b. Listening to customer complaints.b. Listening to customer complaints.– c. Understanding that problems are c. Understanding that problems are

just a part of business.just a part of business.


5. One way for employees to be 5. One way for employees to be better problem solvers is if they:better problem solvers is if they:– a. Regard their work as affecting a. Regard their work as affecting

others.others.– b. Take time to share thoughts and b. Take time to share thoughts and

ideas with team members.ideas with team members.– c. Stay focused on their specialities.c. Stay focused on their specialities.


6. You can prevent 6. You can prevent counterproductive decisions by:counterproductive decisions by:– a. Focusing on short term objectives.a. Focusing on short term objectives.– b. Keeping in mind long term b. Keeping in mind long term

objectives.objectives.– c. Relying on others opinions.c. Relying on others opinions.


7. When employees share ideas 7. When employees share ideas and knowledge, the best result is:and knowledge, the best result is:– a. Prevention of possible problems.a. Prevention of possible problems.– b. Higher morale.b. Higher morale.– c. Less turnover.c. Less turnover.


8. One reason for consistent 8. One reason for consistent problems in a business is:problems in a business is:– a. Not taking the time to evaluate a. Not taking the time to evaluate

how to do things differently.how to do things differently.– B. Peoples attitudes.B. Peoples attitudes.– C. Trying to sacrifice quality for speed C. Trying to sacrifice quality for speed

or quantity.or quantity.


9. To increase pride and quality of 9. To increase pride and quality of work, management should:work, management should:– a. Reward for quality work.a. Reward for quality work.– b. Give performance reviews more b. Give performance reviews more

often.often.– c. Empower employees to prevent c. Empower employees to prevent

and fix problems.and fix problems.


10. Since there will always be some 10. Since there will always be some problems to deal with a good way to problems to deal with a good way to correct them is to:correct them is to:– a. Form a task force to identify a. Form a task force to identify

solutions.solutions.– b. Choose a few alternative solutions b. Choose a few alternative solutions

and act decisively.and act decisively.– c. Have a relaxing evening and forget c. Have a relaxing evening and forget

about it.about it.

WHO IS YOUR CLIENT?WHO IS YOUR CLIENT?IF YOU ARE:IF YOU ARE:

A Government Regulator:A Government Regulator:

A Consultant:A Consultant:

A Regulated Business:A Regulated Business:

ENVIRONMENTALENVIRONMENTALPROJECT ARENAPROJECT ARENA

REGULATED COMMUNITY [INDUSTRY]

CONSULTANTS REGULATORS

RULES & REGS

PUBLIC ACADEMIA

Defining the ClientDefining the Client

External Customers:External Customers: Internal Customers:Internal Customers:

– Profit [budget] centersProfit [budget] centers– Business [agency] leadershipBusiness [agency] leadership– Staff & team membersStaff & team members

FOR THIS CLASS: IMAGINE THAT YOU ARE A CONSULTANT WITH AN INDUSTRY CLIENT

DEFINING THE CLIENTDEFINING THE CLIENT

Who is the client (owner, agent, attorney, others)Who is the client (owner, agent, attorney, others)

What is client's level of responsibility/authority?What is client's level of responsibility/authority?

What is client's technical/regulatory savvy?What is client's technical/regulatory savvy?

Does client have a purchasing department?Does client have a purchasing department?

Is there a prior relationship with this client?Is there a prior relationship with this client?

Are there concerns about the client?Are there concerns about the client?

CLIENT EXPECTATIONSCLIENT EXPECTATIONS

Low costLow cost

Quick scheduleQuick schedule

Technical expertiseTechnical expertise

Regulatory knowledgeRegulatory knowledge

Special attentionSpecial attention

CLIENT CONSTRAINTSCLIENT CONSTRAINTS

MoneyMoney

TimeTime

Contracting authorityContracting authority

ConfidentialityConfidentiality

Operational constraintsOperational constraints

SCOPE OF WORK - TECHNICAL ISSUESSCOPE OF WORK - TECHNICAL ISSUESTYPE OF PROJECTTYPE OF PROJECT

Solid wasteSolid waste

Hazardous wasteHazardous waste

Surface water, wetlandsSurface water, wetlands

GroundwaterGroundwater

AirAir

Remediation engineering/constructionRemediation engineering/construction

Special site conditionsSpecial site conditions

Facility operationsFacility operations

OtherOther

SCOPE OF WORK - TECHNICAL ISSUESSCOPE OF WORK - TECHNICAL ISSUESPROJECT LOCATIONPROJECT LOCATION

PROJECT TEAMPROJECT TEAM Project managerProject manager

Team membersTeam members

PurposePurpose

– Forum for brainstorming, evaluating, and critiquing Forum for brainstorming, evaluating, and critiquing project issues (technical, financial, etc.)project issues (technical, financial, etc.)

– Provides project quality controlProvides project quality control

– Provides "sanity check”Provides "sanity check”

– Holds project manager accountableHolds project manager accountable

– Limits liability concernsLimits liability concerns

– Promotes debottleneckingPromotes debottlenecking

LEADERSHIPMANAGEMENTTASK SKILLSTEAM SKILLS

RESOURCE REQUIREMENTSRESOURCE REQUIREMENTSCONSIDERATIONSCONSIDERATIONS

Type of project and scope of workType of project and scope of work

Regulatory issues Regulatory issues

Time/scheduleTime/schedule

BudgetBudget

Project locationProject location

Your staffYour staff

SubcontractorsSubcontractors

EquipmentEquipment

MaterialMaterial

TechnologyTechnology

FacilitiesFacilities

RESOURCE REQUIREMENTSRESOURCE REQUIREMENTSRESOURCESRESOURCES

REGULATORY REQUIREMENTS REGULATORY REQUIREMENTS AND ISSUESAND ISSUES

Determine up front client obligations (e.g. Determine up front client obligations (e.g. agency notification) - no surprises!agency notification) - no surprises!

Determine which agencies are involvedDetermine which agencies are involved

Determine which agency is in controlDetermine which agency is in control

Determine regulatory expectationsDetermine regulatory expectations

Preserve confidentialityPreserve confidentiality

HEALTH AND SAFETY (H&S) HEALTH AND SAFETY (H&S) ISSUESISSUES

Identifying project specific issuesIdentifying project specific issues

Developing the H&S plan (based on client Developing the H&S plan (based on client input, research, and assumptions)input, research, and assumptions)

Establishing H&S requirements for project Establishing H&S requirements for project field staff and subcontractors field staff and subcontractors

Recognizing H&S liability issuesRecognizing H&S liability issues

QUALITY ASSURANCE & QUALITY ASSURANCE & QUALITY CONTROLQUALITY CONTROL

Required by clientRequired by client

Required by your organizationRequired by your organization

Minimum requirementMinimum requirement

Who is responsible?Who is responsible?

PREPARATION OF PROJECT PREPARATION OF PROJECT BUDGETSBUDGETS

Include Include allall cost factors: cost factors:

– LaborLabor

– EquipmentEquipment

– MaterialsMaterials

– Outside servicesOutside services

– Overhead componentsOverhead components

– ProfitProfit

– OtherOther

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Prepared by thosePrepared by those who can/will be held who can/will be held accountableaccountable; as necessary, seek assistance from ; as necessary, seek assistance from others on unfamiliar technical and cost issuesothers on unfamiliar technical and cost issues

Based on an adequately Based on an adequately detailed ledgerdetailed ledger of cost of cost items and expenses (e.g., professional, items and expenses (e.g., professional, subprofessional, and labor hours and expenses; subprofessional, and labor hours and expenses; equipment needs and expenses; types, equipment needs and expenses; types, quantities, and costs of materials; travel and per quantities, and costs of materials; travel and per diem expenses; subcontractor expenses).diem expenses; subcontractor expenses).

May have to be modified to accommodate May have to be modified to accommodate business development considerationsbusiness development considerations

PREPARATION OF PROJECT PREPARATION OF PROJECT BUDGETSBUDGETS

PROPOSAL V/S PROJECTPROPOSAL V/S PROJECT

Are there differences between preparing a Are there differences between preparing a proposal and preparing a scope of work, cost proposal and preparing a scope of work, cost estimate, etc. for an actual project?estimate, etc. for an actual project?

PROPOSAL CONSIDERATIONSPROPOSAL CONSIDERATIONS

Due dateDue date

Level of effortLevel of effort

Understanding scope of workUnderstanding scope of work

Three P’sThree P’s

What are the differences between:What are the differences between:

– A Program?A Program?

– A Project?A Project?

– A Proposal?A Proposal?

• ONGOING•LINE MANAGER

•‘CHARTER’:•QUANTITY •QUALITY •TIME

•NEW SPONSOR

Proposed project teamProposed project team

Key staff involvement in proposal preparationKey staff involvement in proposal preparation

Regulatory issuesRegulatory issues

Subcontractor and other resource requirementsSubcontractor and other resource requirements

Proposed schedule and, if appropriate, project Proposed schedule and, if appropriate, project timeline (e.g., Gantt chart)timeline (e.g., Gantt chart)

Proposal expiration dateProposal expiration date

PROPOSAL V/S PROJECTPROPOSAL V/S PROJECTPROPOSAL CONSIDERATIONSPROPOSAL CONSIDERATIONS

Scope specified by clientScope specified by client

Scope developed by your organizationScope developed by your organization

Dealing with errors or omissions in client Dealing with errors or omissions in client proposal requestproposal request

When to venture beyond proposed scope of When to venture beyond proposed scope of work?work?

PROPOSAL V/S PROJECTPROPOSAL V/S PROJECTSCOPE OF WORK CONSIDERATIONSSCOPE OF WORK CONSIDERATIONS

IMPORTANCE OF "SELLING" IMPORTANCE OF "SELLING" THE PROPOSALTHE PROPOSAL

PACKAGE THE PROPOSAL TO WINPACKAGE THE PROPOSAL TO WIN

Proposal is often "client's" first impression of Proposal is often "client's" first impression of what your organization can dowhat your organization can do

Demonstrate understanding of client needsDemonstrate understanding of client needs

Consider pricing issues - cost consciousnessConsider pricing issues - cost consciousness

Present alternatives in an appealing fashionPresent alternatives in an appealing fashion

Keep it simple and responsiveKeep it simple and responsive

Highlight your organization's qualifications, Highlight your organization's qualifications, staff, and experiencestaff, and experience

Highlight what makes your organization Highlight what makes your organization uniquely qualifieduniquely qualified

Know your client and put yourself in his/her Know your client and put yourself in his/her position!!position!!

Consider innovative approaches, but solicit Consider innovative approaches, but solicit interestinterest

IMPORTANCE OF "SELLING" IMPORTANCE OF "SELLING" THE PROPOSALTHE PROPOSAL

HOMEWORK NO. 3HOMEWORK NO. 3PREPARING A PROPOSALPREPARING A PROPOSAL

BackgroundBackground. Bob Jones, with ERU, called you . Bob Jones, with ERU, called you (a project manager with S&D) in a panic to ask (a project manager with S&D) in a panic to ask for help with an environmental problem. A for help with an environmental problem. A gasoline tank truck had an accident while gasoline tank truck had an accident while passing through the ERU facility. It swerved to passing through the ERU facility. It swerved to miss an armadillo and clipped a plant service miss an armadillo and clipped a plant service vehicle transporting approximately 250 gallons vehicle transporting approximately 250 gallons of sulfuric acid. Both vehicles turned over and of sulfuric acid. Both vehicles turned over and released 4,000 gallons of gasoline and 250 released 4,000 gallons of gasoline and 250 gallons of acid into the ditch on the south side ofgallons of acid into the ditch on the south side of

county road 329 that passes through the plant. county road 329 that passes through the plant. A vacuum truck belonging to a waste oil A vacuum truck belonging to a waste oil recovery company, Yuk-On-A-Truck, recovered recovery company, Yuk-On-A-Truck, recovered approximately 2,000 gallons of the spill; the approximately 2,000 gallons of the spill; the remainder appears to have soaked into the remainder appears to have soaked into the ground. An estimated 50 gallons of the mixture ground. An estimated 50 gallons of the mixture is believed to have progressed down a series of is believed to have progressed down a series of ditches and entered the King River.ditches and entered the King River. The SEA The SEA has been alerted and the Greendale Action has been alerted and the Greendale Action Group is aware of the incident. Jones wants aGroup is aware of the incident. Jones wants a


technical proposal and cost estimate to do technical proposal and cost estimate to do what is needed, ASAP.what is needed, ASAP.

RequirementRequirement. Prepare a brief letter proposal . Prepare a brief letter proposal responding to Jones' request.responding to Jones' request.


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““LOOSE CANNONSLOOSE CANNONS””NO. 4NO. 4

Will Douhit, S&D project manager, received a call Will Douhit, S&D project manager, received a call from Sharon Meyer with ERU concerning a new from Sharon Meyer with ERU concerning a new plant to be constructed at their facility in the next plant to be constructed at their facility in the next two to three years. Meyer wanted Douhit to submit two to three years. Meyer wanted Douhit to submit a proposal to handle all of the environmental a proposal to handle all of the environmental permitting and compliance work associated with the permitting and compliance work associated with the new plant. Meyer was not sure what this entailed, new plant. Meyer was not sure what this entailed, but was confident that S&D couldbut was confident that S&D could figure it out. figure it out. Meyer indicated that the cost estimate would be Meyer indicated that the cost estimate would be used to set aside appropriate capital improvement used to set aside appropriate capital improvement funds and so the estimate should be pretty funds and so the estimate should be pretty accurate.accurate.

““LOOSE CANNONSLOOSE CANNONS””NO. 5NO. 5

Gray Hare, S&D senior principal, could not Gray Hare, S&D senior principal, could not believe what he was hearing about the delays believe what he was hearing about the delays and cost overruns on Smith's project. The and cost overruns on Smith's project. The client must be fed up by now! How had this client must be fed up by now! How had this happened? Smith apologized profusely and happened? Smith apologized profusely and eventually concluded the problem may have eventually concluded the problem may have been the change in scope without change in been the change in scope without change in budget or the lack of involvement of more budget or the lack of involvement of more experienced S&D staff in the planning and experienced S&D staff in the planning and execution of the project. He had tried to do execution of the project. He had tried to do the best he could, but...the best he could, but...

class 4 project management september 24, 2000 carl edlund...

Documents

project slide

project management

project team

class slide

project float time n

prevention n

proposal vs project

project life cycle definition