Transcript of "Preparing project professionals for the role of project manager"
2010 AUA National Users Conference<br />Preparing Project Professionals for the Role of Project Manager<br />Prepared by: Jonathan O’Rear, AIA, NCARB, LEED AP<br />Presented by: Lisa Sombart, PE, LEED AP<br />
Learning Objectives<br />By the end of this presentation you should understand: <br /><ul><li>The difference between a Project Manager and a Project Architect or Engineer.
The skills necessary to be a successful Project Manager.
How you can help support the transition from Project Architect or Engineer to Project Manager.</li></li></ul><li>Why Do Projects Fail?<br />Lack of Planning<br />Lack of Clear Roles & Responsibilities<br />Lack of Change Management<br />Poor Budgeting<br />One Company’s Analysis of 500 Projects<br />Companies need quality project managers who are able to address these issues.<br />
Characteristics of Effective Teams<br /><ul><li>Collective AND Individual Accountability
Secure Payment</li></li></ul><li>Leadership v. Management<br />What is the Difference?<br />Leadership is Transformational<br />…creating new possibilities<br />Management is Transactional<br />…day to day activities<br />
Traits of the Best PMs<br />Follows through<br /><ul><li>On his/ her commitments
On others’ commitments</li></ul>Good listener<br />Proactive<br />On top of every aspect of the job<br />Leads by example<br />Good communicator<br />Backs decisions of team members<br />Organized<br />Handles multiple priorities well<br /> Technically proficient<br /> Holds people accountable<br /> Delegates well<br />Understands the business of Architecture & Engineering<br />
Allows for Activities Beyond Contractual Due Date
Good Graphic Presentation0</li></li></ul><li>Ten Steps to Better Delegation<br />Select the right person<br />Provide all the available information<br />Ask what additional information is needed<br />Clearly define the product you expect<br />Agree on the proper approach<br />Agree on a completion date<br />Agree on a level of effort<br />Establish control mechanisms – intermediate checkpoints<br />Expect the product to be 30% different; 10% wrong<br /> Give credit; take blame<br />
Managing Change<br /><ul><li>Define the change management process as part of the Project Kickoff meeting
Always embrace client change with great enthusiasm
DO NOT avoid the discussion on impacts to scope, schedule or budget
Define Freeze-Milestones and Client-Decision Matrix</li></li></ul><li>Seven Steps to Managing a Crisis<br />Don’t react immediately-THINK<br />Define the problem (not just the symptoms)<br />Identify all the alternatives<br />Don’t assess blame<br />Select the alternative(s) you believe will work<br />Take positive, authoritative action<br />When the dust settles, assess the results<br />
The Assistant Project Manager<br /><ul><li> Official or Unofficial?