Project success de mike soto, sobre avances y desarrollo del mismo.

1. MIGUEL SOTO, BSME, MSSE
P
PROJECT MANAGEMENT
KEYS TO SUCCESSFUL PROJECT EXECUTION
A SOTO and SOTO Production
May 2013

2. CHAPTER 1
Successful Project Management
Project management is an accurate procedural
knowledge
impacted by unforeseen conditions and negligencies
that must be controlled.

3. CHAPTER 2
Is Project Success Uncertain?
No, project success is highly predictable;
however, in project management, there is always a
question of success and failure. What is in a project
that brings thoughts of failing outcomes? Uncertainty.
The most influential element for success is Education,
(knowledge, skills, and experience).

4. CHAPTER 3
Project Succeeds and Fails
Why should a project face a possibility of failure?
It does not seem logical, when a project evolves in a
physical environmental field, build with finite quantity
of material, definite resources and a set time;
Yet, it fails, sometimes.

5. CHAPTER 4
Can Failure be avoided?
Yes, of course.
Project failures can be prevented, reduced,
or eliminated.
It is feasible to run projects
on a clean course to success more often
than on a path to failure.
Failures can be anticipated, detected
and corrected on time.

6. CHAPTER 5
Can Project Success be guaranteed?
It seems that no Project Manager can
guaranty the success of a project,
but a Project Manager can manage it within a
predetermined contingency range.
Success depends on managing unforeseen
Conditions, activities and events.

7. CHAPTER 6
Unforeseen Conditions
How can a project manager assert
project execution success when
its life evolves surrounded with
unforeseen conditions and circumstances? True, but
PMs cannot planned unforeseen conditions,
thogh these are manageable in most cases.
PMs can only add approved contingencies to
the estimated cost and time variables.

8. CHAPERT 7
Project Contingencies
A contingency range in project is a percentage of cost
and time added to the project as recommended by
results of a careful risk analysis.
How much contingency should be allowed?
Contingencies should be determine
by the risk analysis based on statistical data.

9. CHAPTER 8
What are the Elements of Success?
Reasonable initial goals and criteria
Accurate Planning of the project life
Exacting assessment of cost and time
Logical project execution approach
Sufficient experienced human resources
Adequate added contingencies
Education, knowledge, skills, and experience.

10. CHAPTER 9
Can PM Guaranty Success?
The Project Manager can only
Promise bringing a project in time, budget
quality, and safety
within the set of contingencies
allocated to a project.
PM cannot promise an elimination of unforeseens.

11. CHAPTER 10
Is there a set Procedure for success?
Experienced project managers have integrated
successful procedures to run their projects, but
procedural differences may be small from one to the
other. However, project management procedures are
as effective as the way PMs apply them.
The following suggestions could be useful if followed
closely.

12. CHAPTER 11
Successful Execution: Step 1
 Develop one Project Work Breakdown Structure,
 Implementation activity sequence, for both task blocks,
estimating and scheduling.
 Involve responsible field managers and foremen in the
final development of the WBS;
 CEO or OM must sign off WBS
 Prepare the schedule and cost estimating matrix using the
WBS.

13. CHAPTER 12
Successful Execution: Step 2
Accurately estimate activity durations in the WBS
for ground-up estimating and baseline scheduling
(preliminary and final).
Involve responsible field managers and foremen in
the estimating of activity durations;
CEO, OM, or Sr. PM must sign off WBS.

14. CHAPTER 13
Successful Execution: Step 3
Develop the work-schedule based on the WBS and
estimate durations; logically link activities in the way
field personnel could execute the project.
Involve responsible field managers and foremen in
developing the logic project execution sequence;
CEO, OM, or Sr. PM must sign off WBS.
Test the critical path & baseline schedule
implementation (what if scenarios).
Perform a risk analysis on the baseline schedule.
Adjust activity durations and cost (hard and soft)
according to risk analysis result.

15. CHAPTER 14
Successful Execution: Step 4
Create a schedule for the procurement and delivery
of parts, materials and equipment according to the
Baseline Schedule (this could be integrated into the
BL).
Identify Long Lead items in the submittal matrix and
create the procurement and delivery schedule.
Control procurement deliveries schedule according
to the weekly look ahead schedule.

16. CHAPTER 15
Successful Execution: Step 5
Control the project execution from Daily reports
rather than monthly schedule progress reports.
Run planned vs. actual for activities included in
the daily report.
Determine activity having delays
Calculate time and cost at end of project, report
deviations
Take actions to recover activity delays.

17. CHAPTER 16
Successful Execution: Step 6
 Report time and costs deviations creating delays greater than
a set unit of time (days) as determined in the risk analysis.
 Run schedule what if scenario to determine time impact (in
and out of the critical path)
 Implement a responsive activity time recovery plan as
necessary
 Adjust (crew sizing and, or vertical or horizontal work time)
for increased productivity.

18. CHAPTER 17
Successful Execution: Step 7
Perform status projection for the weekly look ahead
schedule calculating the situation at end of project.
Calculate and report cost and time impact weekly
(critical and non critical path activities).
Perform montly calculation of a earned value
analysis, directed to maintain zero balance.
Implement a responsive activity time recovery plan
as necessary.

19. CHAPTER 18
Successful Execution: Step 8
Calculate time cost and time at end of project on a
monthly basis.
Analyze and report deviations and potential impacts
as they come up
Implement recovery actions immediately, when a
situations arrive.
Close all project cost accounts, paying last invoice.
Collect all documents for project close-out.

20. Miguel Angel Soto
Mike@Soto-and-Soto.com
Bachelor of Science in Mechanical Engineering
Master of Science in Systems Engineering
California Licensed General Contractor
Senior Project Manager, offers over 25 years of knowledge and experience in
engineering and construction project management. Mike specializes in project management
system setup, design development and execution. His experience emphasizes hands on
planning, structuring work breakdown, project controls; cost estimating and resource-cost
loaded scheduling. He has hands-on experience in bid and award cycles, including bid's
evaluation. Mike is well experienced in tools and methods; he has developed and implemented
project manuals, procedures for construction execution monitoring and control aimed at
delivering projects within expected time and budget. Mike has deep working knowledge and
experience of cost control setup, tracking and reporting. His has worked on rail transportation,
education K12 and K14 facilities, industrial, commercial, power plant, transmission and
distribution, sea port facilities, petroleum refinery plants.
He has ample knowledge and experience of project management software, Primavera
P6, Suretrack, Contract Management (previously Expedition), including the latest MS office,
power point and SQL database. He is result and detail oriented, well organized, with proven
performance in engineering and project management life cycle. He enjoys mentoring other
project managers and assisting construction field staff.