SACDOT Logo SACDOT. Don t Let Your Projects Manage You!

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1 Don t Let Your Projects Manage You! Sacramento County Department of Transportation September 11, 2005 Room 101B 3 to 4PM Presented by Theron Roschen, Principal Civil Engineer SACDOT SACDOT Logo SACDOT Design Services has 37 Engineers & Technicians Supplemented by Consulting Firms 52 Active Projects $51 Million Under Construction $231 Million Programmed

2 Why aren t we better at managing projects? Project Managers use whatever methods or tools they have available (experience) Lessons learned, were not applied to future projects Inability to effectively deal with constantly changing priorities, inherit design process, and staff changes How can we improve our Project Management? Integrate project tasks and financial information Estimate, budget and track in greater detail labor hours Centralize Project Management Office & Implementation of an enterprise-wide PMO System Change Staff Culture What Does Project Management do for you? Improve efficiency & your credibility Identify and reduce risks Reduce or anticipate cost Prioritize and adapt Enhance project quality Improve communication of Lessons Learned Improve timeliness Capture Use it or Loose it Funds

3 Project Triad Scope Cost Time An increase or decrease in one component will impact the others Control Scope What gets done drives how long it takes and how much it costs Guard against scope creep Stay on track to achieve the milestones The best quality is what fits the need (Change orders can be your friend) Reality check: Are we still working towards our objective? Control Schedule Schedules updated based on actual time and cost expended Identify schedule slip or available float against baseline Forecast impact of delays (cost, staff, funding, permits, construction seasons) Share resources Seek ways to get back on schedule

4 Control Cost Cost is driven by resources Internal costs updated by timesheets External support costs updated by PMO from invoices and cost center charges Review planned vs. actual cost variance Identify cost trends and causes Seek ways to get back on budget Role of the PM Lead the planning Leading the plan Control the execution Monitor status Make appropriate course corrections, funding, scope, resources Communicate, communicate, communicate Project Communication Communication Paths Increase Exponentially with Additional Parties

5 Communication Timing Scoping Kick-off meeting with all stakeholders Utilities coordination at every step Project Collaboration Meetings Board updates/approval Community input/updates Others Basic Project Sequence START PLAN EXECUTE MEASURE RESULTS FINISH ADJUST PRIORITIES COMMUNICATE STATUS Basic Project Sequence Enthusiasm Disillusionment Panic Search For the Guilty Punish the Innocent Public Apology Praise the Non- Participants

6 Where is Your Organization? C O M M O N S E N S E CREATIVE CHAOS (HEROICS) CHAOS HIGH QUALITY MINDLESS BUREAUCRACY PROCESS RIGOR SACDOT Project Management Project Management Office Design Practice Guide User Friendly State Local Assistance Manual GAD Approval A-B-C Utility Plans Project Coordination GIS Community Involvement Process PM Training - Theory to Practice Scoping Engineer Project Plan Development Review like project templates Identify key project team members Identify major assumptions, constraints, and risk factors Include project objectives, estimated schedule with milestones, project cost estimate & deadlines BASICLY: Who, what, when, where how & why

7 Types of Participation (RACI) Responsible Accountable Consulted Informed The Do er The Buck Stops Here In the Loop Keep in the Picture RACI Definitions Responsible R Individual(s) who perform a task or make a decision R s can be shared Accountable A The individual who has authority and power of veto Includes the responsibility of ensuring the work is completed and done correctly Only one A can be assigned per decision or activity. Definitions Continued Consulted C The individual(s) to be consulted prior to a final decision or before action is taken This is Two-way communication Informed I The individuals(s) who need to be informed after a decision is made or action is taken May be required to take action as a result of the outcome This is One-way communication

8 Key Considerations Responsible The most time consuming role Responsibility implies ownership of outcome Accountable Must have authority to approve decisions or actions Plays a key role in getting buy-in to a decision or plan The direct contact for leaders in the organization who need more information Considerations Continued Consulted Input must be given serious consideration by the R s Best done one-on-one More appropriate for one-time decisions or activities vs. on-going tasks Informed Most effective when those only to be informed know in advance Design Services Project Collaboration Meetings

9 Deliverable Label Owner Joe Max Arden Way Cross Sections /15/2002 Arden TIP Due Date Senior Deliverable Hr. Est. to Complete Project Prior to Collaboration Meeting Project Managers Produce labels for coming 2 weeks (and perhaps longer) Estimate time to complete (ETC in Hours) are provided by Historical Templates Planning Board Senior 2 weeks in detail 4 weeks -- major items only Avail. Hours Individuals Al Betty Charlie Dora Ed Frank George Hari Ilsa Kirk Associates & Technicians, Listed Alphabetically

10 Collaboration Meeting 1. Individuals remove complete tasks & give to manager, or write ETC Hours on tasks 2. Project Managers post new labels 3. Individuals adjust own schedules based on their own estimates. Clarify assignments with Project Managers & coordinate with colleagues 4. Project Mgrs, Seniors & Principal re-assign and re-sequence, as needed 5. Individuals write their own Deliverables Lists for the coming 2 weeks. Update system Design Services Project Management System Project Management System RFP: Use MS Project develop a web-based system to capture timesheets, financial tracking, historical database, and resource analysis capabilities across all projects in portfolio E-labor software was selected Developed work breakdown structure and typical templates with all relationships linked E-labor acquired by MS Now in MS Project 2003 with Project Server 2003 Customization allowed by third parties

11 Integrated, Web-enabled Timesheet Reporting

12 Status Report Project Master List TIP Revenue

13 TIP Expenditures Resource Analysis PM From Theory to Practice

14 Have We Overload Staff? Not Everyone's Expectations were the Same Copyrighted Reproduced by permission Scott Adams Expectation Management Employees use Monkey See

15 Not Everyone's Perception s Are The Same Copyrighted Reproduced by permission John Beck Some Employees Went at Their Own Pace Get Them on Yours Management can give Clear Direction and Priority

16 We Learned from our Errors and Share Them Management & Staff Relations are Better Ten Steps from PM to ZEN 1. Take into account that great projects and great achievements involve greater risk. 2. When you lose, don t lose the lesson. 3. Follow the three R s: Respect for self, Respect for others and Responsibility for all your actions.

17 Ten Steps from PM to ZEN 4. Remember that not getting what you want is sometimes a wonderful stroke of luck. It leads to improvement. 5. Learn the rules, so you know how to break them properly. 6. Don t let a little dispute injure a long-term relationship. 7. When you realize you ve made a mistake, take immediate steps to correct it. Ten Steps from PM to ZEN 8. In disagreements with colleges, deal only with the current situation. Don t bring up the past. 9. Share your knowledge. It is a way to achieve immortality. 10. Judge you success by what you had to give up to get it. PM Quotes Do something. Either lead, follow or get the hell out of the way If your not part of the solution, your part of the problem We ll find a way Caltrans

18 PM Quotes The plan is nothing; the planning is everything General Dwight Eisenhower If you don t where you are going, your unlikely to get there Forrest Gump PM Quotes BLAMESTORMING: Sitting around in a group, discussing why a deadline was missed or a project failed, and who was responsible. SEAGULL MANAGER: A manager who flies in, makes a lot of noise, craps all-over everything, and then leaves. Benefits Standardization Training Tool for New Hires Mature, Agile & Rational Management Style No Surprises budgeting Credibility Resource Sharing Justified Recent Staff Increase