Leadership Principles

Transcription

1 Leadership Principles Alignment PBSRG GLOBAL Performance Based Studies Research Group 1

2 Simplicity/Dominant Information Planning / Programming Designer Contracting Contractors / Manufacturers Users Inspectors Silos 30K Foot Level Technical Details 2

3 Worker Capability Traditional Perception of Leadership Great leaders motivate workers to increase production Leadership 3

4 Worker Capability Productivity of Group Best Value Structure Alignment of Best Resources Leadership Leaders have no influence over the capability of others Leadership Leaders increase the productivity of the group by changing alignment of resources 4

5 Does a Leader Have Influence? Leader Follower 5

6 Can a Teacher Influence the Students? Teacher Students 6

7 Does a Leader Have Influence? Influence Influence Chance Being controlled or able to control others Leader Follower Blame others when things go sour No influence No Influence Accountable for their own actions Leader Follower Stranger When something goes wrong, they look inside first Control their own destiny Cannot control others Friends 7

8 Inefficient Leadership Model: Influence Focus on changing people Followers are the constraint Requires lots of resources Relieves management from accountability Reactive 8

9 Efficient Leadership Model: No Control Alignment Requires Understanding Leader is the constraint Proactive Focus is on changing the system Efficient 9

10 Change Process Perception of Information Who has Control? Perceive 100% A A 100% Information Apply C 0% Time 10

11 Measurement What, When, Who, Where 11 Individual Resources Education Family Birth order Friends Hobbies Size Race Religion Government Historical time Job Perception Contractor Number of projects OT rate OB rate Customer satisfaction Change order rate Change order amount Size of projects Private/public sector Number of years in operation Performance of subvendors Performance of superintendent Performance of project manager Ability to minimize risk

12 Perception of Information Who is on my Molecule? A What is on my molecule When is on my molecule Where is on my molecule How much is on my molecule The molecule identifies the individual Time 12

13 There Must Be a Trend Charles Ehrlich Criminal record in Florida. Fined $60,000 by the SEC, ordered to pay a half-million dollars Thomas Riccio Four time convicted felon. Eight years in prison. Clarence J. Stewart Pleaded guilty to a drugrelated charge Charles H. Cashmore Received probation after he was charged with felony theft 13 Walter Alexander, A golfing buddy of Simpson. Alfred Beardsley Arrested for violating parole for stalking Michael F. McClinton Plead guilty to possession of a controlled substance.

14 Risk Management by Contractor D Director P Procurement Officer 1 Procurement Officer 2 M PM 1 PM 2 PM 3 PM 4 Contractor 1 Contractor 5 Contractor 9 Contractor 13 Contractor 2 Contractor 6 Contractor 10 Contractor 14 Contractor 3 Contractor 7 Contractor 11 Contractor 15 C Contractor 4 Contractor 8 Contractor 12 Contractor 16 14

15 Organizational Overview A Overall Total Number of Projects 67 Total Allocated Budget: $83,769,782 Total Awarded Cost: $79,202,930 Forecasted Final Cost: $83,242,279 Overall Total Number of Projects 67 Total Allocated Budget: $83,769,782 Total Awarded Cost: $79,202,930 Forecasted Final Cost: $83,242,279 Percent of Cost Changes 5.1% Percent Due To Owner 4.9% Percent Due To Vendor 0.2% Percent of Cost Changes 5.1% Percent Due To Owner 4.9% Percent Due To Vendor 0.2% Average Percent Delayed 9.1% Average Percent Percent Delayed Due To Owner 8.2% 9.1% Percent Due Percent To Owner Due To Vendor 0.9% 8.2% Percent Due Average To Vendor Number of Risks/ Project 4 0.9% Average Risk Rating 2.08 Overall PM Risk Satisfaction Rating 9.2 Average Number of Risks/ Project 4 Average Risk Rating 2.08 Overall PM Risk Satisfaction Rating

16 Top Risks A No Project Rating 1 Project Project Project Project Project Project Project Project Project Project

17 Contractors A No Project Overview Firm 2 Firm 5 Firm 1 Firm 4 Firm 1 Total Number of Projects Total Allocated Budget: $15,345,689 $54,865,456 $72,654,895 $8,987,987 $68,54 3 Total Awarded Cost: $15,034,914 $53,153,957 $71,054,084 $6,096,004 $65,56 4 Forecasted Final Cost: $15,241,904 $53,786,252 $74,198,483 $9,463,565 $65,66 No Cost Analysis Firm 2 Firm 5 Firm 1 Firm 4 Firm 5 Percent of Projects On Budget 71% 78% 44% 60% 77 6 Percent of Cost Changes 1.4% 1.2% 4.4% 55.2% Percent Due To Owner 1.0% 0.9% 2.9% 53.5% Percent Due To Vendor 0.4% 0.3% 1.5% 1.7% 0.0 No Schedule Analysis Firm 2 Firm 5 Firm 1 Firm 4 Firm 9 Percent of Projects On Time 57% 62% 44% 40% Average Percent Delayed 11.1% 7.2% 6.7% 4.2% Percent Due To Owner 6.6% 3.4% 5.5% 3.4% Percent Due To Vendor 4.5% 3.8% 1.2% 0.8% 0.7 No Risk Analysis Firm 2 Firm 5 Firm 1 Firm 4 Firm 13 Average number of Risks/Job Project Manager Satisfaction Overall Risk Rating

18 Alignment System System must be able to differentiate people. Simple Measurement Minimized Information Flow System must be flexible Continuously Changing (no traditions) Minimized Bureaucracy System must be visionary Minimized direction giving Goals must be clear and concise 18

19 19 Automated Leadership Not to be feared Not to be overridden

20 Questions 20