1. 2010 AUA National Users Conference Preparing Project Professionals for the Role of Project Manager Prepared by: Jonathan O’Rear, AIA, NCARB, LEED AP Presented by: Lisa Sombart, PE, LEED AP

3. The skills necessary to be a successful Project Manager.

6. “Atmosphere” is relaxed

7. Lots of discussion

8. Objective well understood

9. Members listen to each other

10. Most decisions by consensus

11. Constructive disagreements

12. Criticism is comfortable

13. Clear assignments made & accepted

14. Leadership shifts from time to timeCompanies need quality project managers who lead effective teams.

16. Organizing

17. Directing

18. Controlling

20. Get the Client Back

21. Actively Secure Referrals

22. Close the Deal

23. Sell All Your Firm’s Services

25. Bill the Client

28. On others’ commitmentsGood listener Proactive On top of every aspect of the job Leads by example Good communicator Backs decisions of team members Organized Handles multiple priorities well Technically proficient Holds people accountable Delegates well Understands the business of Architecture & Engineering

29. How Principals Work with Strong PMs

31. Project Management Plan

32. Project Scheduling

33. Delegation Plan

34. Change Management Plan

35. Crisis Management Plan

37. Be Responsive: adapt to client needs

38. Be a Closer: do what you say you will do

39. Be Quick to Correct & Inform: bad news doesn’t get better with age

41. Scope

42. Schedule

43. Financial Plan

44. Team Organization, Resources, Responsibilities

45. Quality Control Process

46. Change Management Process

47. Communication Plan

49. A plan which is not followed isn’t much better than no plan at all.

51. Flexible-Easy to Update and Change

52. Has Commitment of Project Team

53. Shows Task Interrelationships

54. Kept on a Calendar Basis

55. Forces Early Deadlines

56. Includes Review and Correction Time

57. Allows for Slippage

58. Has Office-Wide Correlation

59. Allows for Activities Beyond Contractual Due Date

62. Always embrace client change with great enthusiasm

63. DO NOT avoid the discussion on impacts to scope, schedule or budget

64. Present the consequences of the change

65. Let the client decide on implementation

68. Performs specific PM tasks

69. Pinch hits during PM’s absence

70. Allows PM to handle more jobs

71. Accelerates your company’s development of new PMs

72. Builds a relationship with a targeted client contact

73. Suggests a value added idea at a client meeting

74. Attends client meetings to observe dynamics

75. Prepares project close-out and lessons-learned