The Public Works Institute includes a small presentation on the basics of effective project management. Project Management is a cornerstone of the role of any public works professional, especially supervisors or managers.
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Project Management for Public Works Professionals
1. Project Management for
Public Works Professionals
Charles R. (Chas) Jordan
M.P.A., P.W.E., F.M.P.
Assistant Public Works Director /
Facilities Manager
City of Largo, Florida
Florida Public Works Institute
APWA Florida Chapter
2. Suggested Resources
IFMA FMP Program – Project
Management
PMP Program Information
MS Project and Other Project
Management Software Courses
APWA Materials -
− Management of Public Works
Construction Projects
− Project Management in Construction
− PSMJ Project Management Bootcamp
3. PM Basics
Project Management – Can't be Taught
in an Hour
Same Basic Principles of Project
Management apply to general
Management
Experience is the best way to learn
appropriate project management
principles
There is no such thing as a perfect
Project.
4. What is a Project?
According to Joseph Juran:
− “A Problem scheduled for Solution”
According to IFMA:
− “Projects are specific units of work that
when completed produce an outcome or
achieve an objective”
According to Chas:
− “Something that needs to get done.”
5. Examples of Projects
Building a Treatment Plant
Replacing a Roof on a Building
Repaving a Street
Developing a Strategic Plan
Developing a Budget Submittal
Implementing a new software system
Becoming Accredited
6. What is Project Management?
According to IFMA:
− “Project Management is the coordination of
people, funds and resources, tasks, and
approvals required to accomplish an
objective”
According to PMI:
− “Project Management is the application of
knowledge, skills and techniques to
execute projects effectively and efficiently”
According to Chas:
− Project Management is the skills to get
something done within the planned
7. Project Management in Public
Works
Why is it important?
How many projects do each of us work
on per day?
− Per week?
− Per year?
Can we get away with being good Public
Works Professionals and never manage
a project?
8. “All things are created twice;
first mentally; then
physically. The key to
creativity is to begin with the
end in mind, with a vision
and a blue print of the
desired result.”
- Stephen Covey
9. Project Management Basics
What do you need to make
a project successful
− Scope (Clear and Specific)
− Resources (Financial,
Physical, and Personal)
− Time (an established
Deadline)
10. The Role of the
Project Manager
Congratulations! You are now a PM.
May God have mercy on your soul...
What do you do? What do you need to
know?
What is a quality Project Manager?
− Leader
− Knowledgable
− Team Builder and Facilitator
− Good Manager of People and Resources
11. Project Schedule
As the Project Manager, upon being
given a Project to manage, you should
follow a basic four step schedule:
1.Project Initiation
2.Project Planning
3.Project Performance
4.Project Review
12. Project Initiation
Determination of the Project Manager
Development of the Project Scope
Determination of the total Project
Budget
Selection of Project Team Members
Designation of the Timeframe or
Deadline
13. Project Planning
Development of a Project
Management Plan (PMP)
− Should Include:
Designated Project Manager
Total Project Budget
Project Timeframe
Sponsor or Designated Representative
Customer
The Project Scope (in less than one page)
General Description of the Project
Any Resources needed for the Project
Signatures of Approved Parties
15. Project Planning
Work Breakdown Structure (WBS)
− Checklist of tasks through the Projects
major milestones
Basic task list that divides the project's
deliverables and work into manageable or
logical subdivisions
Assists in clarifying the project's scope
Easily managed in assigning work and
resources
Can assist in development of Project plan and
budget
16. Project Planning
Development of Specific Project
Budget
− A Project Budget should include
The total designated in your City or County
Departmental budget
A broken down budget by major project
deliverables
A Contingency
Variances
Project Actuals
− Learn to love Spreadsheets (even though
they are a pain)
18. Project Planning
Development of Project
Timeline
− A Project Timeline can be established
through a:
General Calendar
Gantt Chart
Electronic Calendar Meetings
− A Timeline should include:
Set Start and End Dates
Major Milestones
Completion Targets
19. Project Planning
Procurement of Resources
− Recruitment of Quality Project Team
Members
Assessment of Team Strenghts and
Weaknesses
Designation of Members to particular aspects
of objectives of the project
Good Mix of Skills and Abilities
Right people in the right place
− Appropriation of Equipment and Supplies
Do you need an end loader or a backhoe?
20. Project Performance
Keeping to the Schedule
− Two to Three Week Look Aheads
− Schedule Updates Every Monday
Morning
− Review of Objectives each week
− Flexible time schedules within Timeframe
Keeping to the Budget
− Minimum Monthly Financials (Project
Payments)
− Variance Reports as Major Purchases
are Made
21. Project Performance
“Scope Creep”
− According to Wikipedia:
“Uncontrolled changes in a project's scope”
− According to Infolific:
“Change in Project Scope after Project is
Started”
− According to Chas:
The Project Manager isn't doing their job, or
politics reared it's ugly head.
− Example:
Adding a Landscaping Element to a Road
Project After the Fact
22. Top 20 Excuses Why Projects
Fail – PSMJ – Chas's Favorites
The project team was full of incompetents.
I didn't have enough time.
The budget was unrealistic.
I couldn't get enough help.
The schedule was unrealistic.
The contractor didn't understand the job.
This job was “unique”.
23. Project Review / Completion
Closing Out the Project
− Acceptance of Deliverables
Is the Project meeting the Scope and/or
Specification?
Has it been properly inspected?
Have you reviewed your checklist (WBS) and
everything has been checked off?
Has a punchlist been reviewed and
completed?
Has warranty information been properly
developed and turned over?
Has retainage been reviewed and approved?
Has all correct documentation been turned
24. Project Review / Completion
Reviewing the Project
− Evaluate the Outcomes and Outputs
Did they meet the Customer's Expectations?
Did they meet the requirements in the PMP?
Has the basic Scope been met?
− Tools for Review:
Balance Scorecard Review
After Action “Lessons Learned” Review
(whether the project went well or not)
Scope and Financial Audits to determine
variance
25.
26. Unique Aspects of PW Project
Management
Politics
− City or County Commissions and Councils
− Public Opinion and Input
− Districts
− N.I.M.B.Y.
Media
− Under the microscope
− Build Relationships with Reporters
− Have your facts straight
− Weekly or Monthly Status Reports
27. Takeaways
Train your Project Managers
− PSMJ
− PMI
Develop a functional System in Your
Department
− PMP Worksheets
− WBS Worksheets
Even Good Projects Go Bad, the
Difference: The Project Manager