PROJECT MANAGEMENT. MMANC Winter Forum February 21, 2019

Transcription

1 PROJECT MANAGEMENT MMANC Winter Forum February 21, 2019

2 SHUTTLE PROJECT FROM IDEA TO BUS SERVICE 2

3 SOUTH SAN FRANCISCO ROUTE 132 DISCONTINUED 3

4 GRANT OPPORTUNITY SHUTTLE PROGRAM 4

5 What leadership traits are required of a project manager? TABLE TOP QUESTION 5

6 LEADERSHIP TRAITS FOR PROJECT MANAGER No excuses Honesty Ability to Delegate Communication Sense of Humor Confidence Commitment Positive Attitude Creativity Intuition Ability to Inspire 6

7 TEAM MEMBER EXPECTATIONS OF PROJECT MANAGERS Technical Competence to the ability to learn Train Subordinates Be a Good Listener Treat Others with Respect and Dignity Stress the Basics Set an Example Set and Enforce Standards of Conduct 7

8 LEADERSHIP POINTS Only those being lead can designate a leader Praise in public, criticize in private Leaders must stay calm Know your team members and look out for their well being Ensure tasks are understood, supervised, and accomplished 8

9 PROJECT PLANNING APPROACH 9

10 SOUTH SAN FRANCISCO EAST-WEST SHUTTLE Replace lost Samtrans service with new free shuttle PLAN: Grant application Due in 6 Weeks Bus/Facilities bus operator contract, customer services Route/Schedule map, timetable Marketing Flyers, mailers, designs Stakeholders letters of support, riders? City Council resolution of support 10

11 RESOURCES Commute.org Shuttle experts for commute shuttles, grant applications, budget Samtrans Marketing Graphic Design Call Center SSF Colleague Stakeholders, letters, plans, documents 11

12 PROJECT MANAGER ROLE IN DEVELOPMENT OF PROJECT SCOPE Scope Development is General to Specific Project Manager s Role with Project Team s Help Establish a Vision Develop Goals Assemble Facts Supplement Facts with Assumptions Describe Process 12

13 CREATE FREE PUBLIC TRANSPORTATION IN SSF Operations Bus operator Customer Service Route/Schedule Map, Time points, Stops Marketing Flyer, signs, mailers, timetables Communications 13

14 STAKEHOLDERS Who are the stakeholders? Riders If you offer it will they use it? City Commissions BPAC, Library, Parks & Recreation Rotary Plaza Senior Housing Residents SSFUSD - Students City Council Stakeholders are a valuable resource for successful project delivery (can also make project delivery challenging) 14

15 SCOPE Definition Project Environmental Review Permitting Financing Limitations Work Breakdown Structure Major Tasks Sub Tasks Communication Internal Team Subconsultants External Stakeholders Control Scope Creep 15

16 What should be included in a project plan, why? TABLE TOP QUESTION 16

17 FACTORS THAT AFFECT PROJECT PLANNING What is Necessary for Good Project Planning Clear Understanding of Customer Requirements Well Defined Goals for Quality/Schedule/Budget Identification of Facts/Assumptions Identification of Project Issues/Path to Resolution In Place Tracking/Control Systems Identification of Major Issues/Risk Analysis Identification of Required Team Skills Identification/Coordination of Interfaces and Dependencies Identification of Projects Phases/Approval Process before Moving to Next Phase 17

18 PROJECT PLAN CONTENTS Scope Statement Work Breakdown Structure Schedule Project Budget Risk Assessment Interface Plan Work Authorization Plan Logistic Support Plan Communication Plan Procurement Plan Quality Assurance Plan Human Resources Plan Stakeholder Management Plan Project Closeout Plan Product Commissioning Plan 18

19 What are some communication strategies a project manager can use? TABLE TOP QUESTION 19

20 COMMUNICATION Phone Calls Letter Writing Face to Face Meetings E mails Social Media Texting 20

21 MEETINGS Pass on Information Owner Project Team Sell a Concept or Proposal Potential Client Internally Solving a Problem/Issue Coordination Between Disciplines Educating and Training 21

22 CONTROLLING MEETING Set and Adhere to Time Limits Start with Statement of the Purpose of the Meeting Limit the Discussion Encourage and Control Disagreements Encourage Everyone s Participation Control Over Participation by an Individual(s) Summarize Progress or Lack of Progress Bring Meeting to a Definite Conclusion 22

23 PLANNING - ORGANIZING MEETING What is to be Accomplished at the Meeting What facts are Needed What are Potential Alternative Results What Recommendations Might Result from the Meeting Create an Agenda Select a Suitable Location Identify and Notify Participants Designate Chairperson Select and Disseminate Information 23

24 TEAM Client s Management Client Project Manager Other Stakeholders Your Project Team Subconsultants Your Company s Management Team 24

25 What are strategies you have used to communicate with elected officials? TABLE TOP QUESTION 25

26 COMMUNICATING WITH ELECTED OFFICIALS Know your City Manager s protocol Follow protocol Understand your constraints Develop a rapport (trust) 26

27 DECISION MAKING Define Problem Brainstorm Possible Multiple Solutions/Discourage Premature Discussions Create Evaluation Criteria/Rate Pros and Cons of Alternatives including doing nothing Involve Key Stakeholders in Above Discussions to Obtain Commitment Select an alternative When implementing the alternative remember the factors that lead to the decision and focus on implementation (important). A good decision can be hurt by poor implementation. Evaluate the Success of Decision Process Lessons Learned 27

28 NEGOTIATION Analyze the Situation Differentiate Between Wants and Needs Both theirs and Yours Focus on Interests and Issues Rather Than on Positions Ask High and Offer Low, But Be Realistic When You Make a Concession, Act as if You Are Yielding Something of Value Make Sure Both Parties Feel That They Have Won Listen and Articulate 28

29 SOUTH CITY SHUTTLE PROJECT LIFE CYCLE Conceptual Planning Procurement Implementation Operations 29

30 SOUTH CITY SHUTTLE BUDGET Task Area Contractor bus operator 2Year Budget Actual Difference % Spent 313, ,204 10, % Administrative 47,005 15,367 31, % Other direct costs 15,668 23,400 (7,732) 149% Total 376, ,971 30,074 92% 30

31 OPERATIONAL NOV

32 CONTINUOUS IMPROVEMENT LOOP Implement Collect Data Analyze Solicit Feedback 32

33 CHANGES IMPROVE RIDERSHIP 30.0 Riders per Hour Route Optimization Vehicle Graphics Nov 14 Dec 14 Jan 15 Feb 15 Mar 15 Apr 15 May 15 Jun 15 Jul 15 Aug 15 Sep 15 Oct 15 Nov 15 Dec 15 Jan 16 Feb 16 Mar 16 Apr 16 May 16 Jun 16 33

34 PROJECT LIFE CYCLE Conceptual (Programming) Definition (Schematic Design & Design Development) Production (Construction Drawings) Operational (Construction & Start up) Divestment (Owner Takes over Operation) 34

35 COST & STAFFING ACROSS PROJECT LIFE CYCLE 35

36 PREPARE A BUDGET For an alternative analysis of a potable water pump station in a park. You are a Project Manager with a consulting engineering firm that does water related projects but does not have structural, electrical, acoustical, or geotechnical engineers. The project includes: Developing alternatives Perform an acoustical survey Perform a geotechnical investigation and report Perform a preliminary structural and electrical analyses Analyzing alternatives Preparing a summary report 36

37 BUDGET Work Breakdown Structure Level of effort x $/hr Subconsultant Costs Expense Costs Markups Plan Expenditure vs. Time Tracking Hours spent vs. Hours Planned Hours Earned vs. Hours Spent Timeliness of Reporting 37

38 BUDGET CALCULATIONS/CONTROL Prepare Tasks Determine Project Team Estimate Level of Effort for Each Team Member for Each Task Obtain Costs from Subconsultants Markup Subconsultant Costs Populate a Spread Sheet From Schedule Allocate Costs Over Time Timeliness of Reporting 38

39 BUDGET TRACKING 39

40 CONSULTANT TEAM MONITORING AND CONTROLLING PROCESS GROUP Project Manager Project Engineer QA/QC Team 2 or 3 senior engineers Discipline Lead Engineer Wastewater, mechanical, electrical, civil, instrumentation, structural Subconsultant Lead Engineers Geotechnical, architect, California Environmental Quality Act ( CEQA ) Consultants City Review Team Finance, project manager, Director of Public works, operations manager, operators 40

41 SCHEDULE Duration Dependency Start Finish Start Start Finish - Start Delayed Start Critical Path Programs (Examples) Microsoft Project Primavera 41

42 ETHICS Examples Competing for Work Estimated Costs Errors Staff Management 42

43 PANEL DISCUSSION Danielle Sanderson Steve Tarantino Justin Lovell 43

44 WRAP-UP/REVIEW/QUESTIONS Project Manager is a leader and a task manager A Project includes: Scope Tasks Schedule Budget How you communicate matters Plans and strategies are tools for project delivery 44

45 THANK YOU Justin Lovell (650) Steve Tarantino (650) Project Managers Portable Handbook, Third Edition David Cleland, 45