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CSAC Institute Project Management for Executives. John Kuprenas Mark Charlton 11 December 2009. Goals & Objectives. Charlton Consulting. Introduce supervisors and senior executives to project management process

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CSAC Institute Project Management for Executives


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    1. CSAC InstituteProject Management for Executives • John Kuprenas • Mark Charlton 11 December 2009

    2. Goals & Objectives Charlton Consulting • Introduce supervisors and senior executives to project management process • Provide a framework for executive oversight and involvement • CSAC description: Help make those projects come in on schedule and within budget with the techniques presented in this class. Ideal for project managers, this course explores the basic tools for managing county projects: planning tools, establishing and leading project teams, problem solving tools, and techniques for managing projects in complex, multi-year environments.

    3. Define the Project Charlton Consulting In defining a project, also called defining the "scope" of the project you are setting parameters -- building the box to hold the project plan. The plan is the detail of how the project will be accomplished. The project definition tells you what is inside and what is outside the box. It sets limits on the project. A good project definition is defense against "scope creep" that gradual (or not-so-gradual) expansion of the project as it unfolds. When defining a project it is also important to establish the difference between the necessary components and deliverables and those that are desirable but not absolutely necessary.

    4. Project Management Process Charlton Consulting • Planning a project is predicting the future • Good process and good planning reduce risk • Contingency and float are risk factors • Management of the risk factors • Time is money, manage the risk

    5. Phases of Project Management Charlton Consulting • Initiate the Project • Plan the Project • Execute the Project • Control & Management • Close Out

    6. Project Initiation Charlton Consulting • Define the project goal • Establish expectations of all major stakeholders • Scope the project • Select the initial project team • The Project Manager (PM) is in charge

    7. Project InitiationScope the Project Charlton Consulting • Begin with Goals • Specific • Realistic • Measurable • Agreement

    8. Project InitiationProject Scope Charlton Consulting • Scope is related to the size of the project • Size is proportional to complexity • Scope: Trade-offs • Specifics of what will be done • Time: How long it takes to complete the project • Resources: Funds, people, equipment, etc

    9. Project InitiationSize & Complexity Charlton Consulting Target trade-off between scope factors and complexity COMPLEXITY SCOPE IF A PROJECT BECOMES TOO COMPLEX (LARGE), BREAK IT DOWN INTO COMPONENT PARTS AND TREAT EACH SUBSEQUENT PART AS A SEPARATE PROJECT.

    10. Project InitiationSAMPLE GOALS Charlton Consulting • Complete the project on time • Stay within budget • Maintain quality as defined in scope • Achieve scoped functionality • It works the way it is supposed to • Life-cycle project management example

    11. Project InitiationLife-Cycle Project Management Charlton Consulting • Traditional paradigm of stovepipes • Planning-design-construction-operations • The O&M staff can’t make it work right and it costs twice to operate as scoped • Life-cycle project management brings the O&M staff to the planning phase

    12. Project Initiation Managing Risks and Constraints Charlton Consulting • All projects are a series of risks and constraints • There is never enough time and money • Risk: Something you know a bout but can go wrong • Plan for risks when you can • Constraint: These are known • Must comply with constraints (eg, regulations) or your project will fail

    13. Project InitiationConstraints Charlton Consulting • Money • Time (schedule) • Resources (people, equipment) • Scope it right from the beginning • Warning: Contractors will often tell you want you want to hear, not what you need to hear • Warning: Contractors may mod and change order you to death to achieve scope but you wont be within time and cost

    14. Project InitiationManaging Risks and Constraints Charlton Consulting • Schedule Float • Contingencies

    15. Project InitiationThe Project Team Charlton Consulting • Goal: Build a great team. • What skills do you need on the team? • Match your talent to the skills. • What happens when the people don’t fit? • The Project Manager is the leader. • Team players • Individual cowboys

    16. Project InitiationProject Skills Charlton Consulting • Write it down: supply & demand • Demand: The skills you need • Supply: What you have on staff or via contractor • Be specific and realistic about what you need

    17. Project InitiationProject Team: How Big? Charlton Consulting • Everyone wants to be on the team, but large teams are not usually efficient • Define a core team • These are the people who have the true responsibility for project success • Project success is in their individual performance objectives

    18. Project InitiationOther Team Members Charlton Consulting • Get specialized help when and where you need it. • Specialists • Consultants • Vendors

    19. Project InitiationInternal Staff Issues Charlton Consulting • What do you do when you need core team members from someone else’s department? • Treat the situation like a contractor. • Draft an MOU between the PM and the department head. • Insist on quality staff • Beware of deadwood syndrome

    20. Project PlanningPlan the Project Charlton Consulting • Refine the scope focusing on results, time and resources • Begin the define the project as tasks and milestones • Link the tasks and milestones • Assign dates • Beginning, end, etc. • Strategic communications plan

    21. Project PlanningWork Breakdown Charlton Consulting • Work = Task • Work is a manageable task • Try identifying by logical or linear sequence • Don’t work about linkages, will do it later • Be thorough

    22. Project PlanningBreakdown of Tasks Charlton Consulting • List all tasks • Identify attributes of each task • Start-finish: duration • Skills • Responsibility

    23. Project PlanningWhat is a Good Task? Charlton Consulting • Task stands as an independent item of work • Sequenced • Assigned responsibility for accomplishment • Scheduled • Monitored

    24. Project PlanningWork Breakdown Structure Charlton Consulting • Standard way of organizing project tasks • Hierarchical (hence levels) • Groups related and similar tasks

    25. Project PlanningSample WBS Charlton Consulting

    26. Project PlanningProject Network Charlton Consulting • Shows the logic between tasks and the sequence • Identifies milestones and their relationships • Integrates the tasks with the WBS • Schedule tool • Helps to manage risk and uncertainty

    27. Project PlanningBuild a Network Charlton Consulting • Begin with the WBS • Identify interrelationships and logic between tasks • Specify milestones • Layout the network with tasks and milestones • Review the logic--does it make sense

    28. Project PlanningThe Critical Path Method Charlton Consulting • Why critical path method? • The critical path is that sequence of tasks where if any single task is delayed, the entire project will be delayed. • Knowing where your critical path is can give you a lot of freedom. If you know an activity is not on the critical path, then you know a delay in that activity may not necessarily delay the project. • This can really help you handle emergency situations. Even better, it means that if you need to bring your project in earlier, you know that adding resources to the critical path will be much more effective than adding them elsewhere.

    29. Project Planning Charlton Consulting

    30. Project Planning Charlton Consulting

    31. Project PlanningCritical Path Example 1 Charlton Consulting

    32. Project PlanningCritical Path Example 2 Charlton Consulting

    33. Project PlanningCPM Exercise Charlton Consulting

    34. Project PlanningCPM: Early Start/Finish Charlton Consulting

    35. Project PlanningCPM: Late Start/Finish Charlton Consulting

    36. Project PlanningCPM: How do you do this for a big project? Charlton Consulting • Computers and project management software • It is good to know how it is done so you understand the reports provided by the PM • Understanding the CPM process will lead you to ask better management questions when resolving conflicts

    37. Project PlanningCapital Improvement Projects Charlton Consulting • Administrative Centers • Courthouses • Fire and Sheriff Stations/Jails • Libraries • Park and land development • Streets, Roads, Bridges • Parking Lots/Structures • Sewer and Water Mains

    38. Project Planning: Budgets & SchedulesProject Management Tool Belt Charlton Consulting • Setting up your budget • Checking your estimates • Checking your schedules • Controlling your projects

    39. Project Planning: Budgets & SchedulesSetting up your Budgets Charlton Consulting • Budget – “Total Cost” • Typically for an entire project • Detail increases with time • Tendency to creep (b/c of scope increases) • Includes the construction cost element

    40. Project Planning: Budgets & SchedulesBudget for a Project Charlton Consulting • Budget is made from accounts • One account is for construction costs • One sub account of the account is for the base construction contract • Other accounts capture/budget all possible costs to build the project

    41. Project Planning: Budgets & SchedulesTypical Budget Buckets Charlton Consulting

    42. Charlton Consulting

    43. Charlton Consulting

    44. Charlton Consulting

    45. 75% of project budget is construction Small projects – 25% goes up Large projects – 25% goes down 25% of project budget is non-construction (excluding real estate) Project Planning: Budgets & SchedulesBudget Pies - TPC Charlton Consulting

    46. 90% of construction budget is hard costs Construction and project contingency goes down with project age 10% of construction budget is soft costs Project Planning: Budgets & SchedulesBudget Pies - Const Charlton Consulting

    47. 35% of construction budget is materials 15% of construction budget is equipment Materials slice (35%) will increase with quality level of finishes and systems 50% of construction budget is labor Project Planning: Budgets & SchedulesBudget Pies - Const Charlton Consulting

    48. 6 buckets (includes contingency) Project Planning: Budgets & SchedulesSample Budget for a Jail Charlton Consulting

    49. Project Planning: Budgets & SchedulesSample Budget - Jail Charlton Consulting

    50. Project Planning: Budgets & Schedules Sample Budget - School Charlton Consulting