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2010 AUA National Users Conference<br />Preparing Project Professionals for the Role of Project Manager<br />Prepared by: ...
Learning Objectives<br />By the end of this presentation you should understand: <br /><ul><li>The difference between a Pro...
 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 Pr...
Characteristics of Effective Teams<br /><ul><li>Collective AND Individual Accountability
 “Atmosphere” is relaxed
 Lots of discussion
 Objective well understood
 Members listen to each other
 Most decisions by consensus
 Constructive disagreements
 Criticism is comfortable
Clear assignments made & accepted
Leadership shifts from time to time</li></ul>Companies need quality project managers who lead effective teams.<br />
Role of the Project Manager<br />Traditional Roles<br /><ul><li> Planning
 Organizing
 Directing
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Preparing project professionals for the role of project manager

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Transcript of "Preparing project professionals for the role of project manager"

  1. 1. 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 />
  2. 2. 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.
  3. 3. The skills necessary to be a successful Project Manager.
  4. 4. 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 />
  5. 5. Characteristics of Effective Teams<br /><ul><li>Collective AND Individual Accountability
  6. 6. “Atmosphere” is relaxed
  7. 7. Lots of discussion
  8. 8. Objective well understood
  9. 9. Members listen to each other
  10. 10. Most decisions by consensus
  11. 11. Constructive disagreements
  12. 12. Criticism is comfortable
  13. 13. Clear assignments made & accepted
  14. 14. Leadership shifts from time to time</li></ul>Companies need quality project managers who lead effective teams.<br />
  15. 15. Role of the Project Manager<br />Traditional Roles<br /><ul><li> Planning
  16. 16. Organizing
  17. 17. Directing
  18. 18. Controlling
  19. 19. Technical</li></ul>Any Others?<br />Marketing Roles<br /><ul><li> Expand the Scope of Work
  20. 20. Get the Client Back
  21. 21. Actively Secure Referrals
  22. 22. Close the Deal
  23. 23. Sell All Your Firm’s Services
  24. 24. Passive Marketing/Client Touches</li></ul>Financial Roles<br /><ul><li> Earn the Profit
  25. 25. Bill the Client
  26. 26. 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 />
  27. 27. Traits of the Best PMs<br />Follows through<br /><ul><li>On his/ her commitments
  28. 28. 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 />
  29. 29. How Principals Work with Strong PMs<br />
  30. 30. PM Toolbox<br /><ul><li>Superior Client Service Plan
  31. 31. Project Management Plan
  32. 32. Project Scheduling
  33. 33. Delegation Plan
  34. 34. Change Management Plan
  35. 35. Crisis Management Plan
  36. 36. The Assistant Project Manager</li></li></ul><li>The Five Be’s to Superior Client Service<br /><ul><li>Be Accessible: easy to be contacted
  37. 37. Be Responsive: adapt to client needs
  38. 38. Be a Closer: do what you say you will do
  39. 39. Be Quick to Correct & Inform: bad news doesn’t get better with age
  40. 40. Be Passionate: it’s contagious</li></li></ul><li>Elements of a Project Management Plan<br /><ul><li> Goals & Objectives (Mission Statement)
  41. 41. Scope
  42. 42. Schedule
  43. 43. Financial Plan
  44. 44. Team Organization, Resources, Responsibilities
  45. 45. Quality Control Process
  46. 46. Change Management Process
  47. 47. Communication Plan
  48. 48. Contingency/Risk Management Plan</li></li></ul><li>Three Keys to Better Planning<br /><ul><li>Planning the project will not guarantee success. Failure to plan will guarantee its failure.
  49. 49. A plan which is not followed isn’t much better than no plan at all.
  50. 50. A simple plan is much more likely to be followed than a complex one.</li></li></ul><li>Characteristics of a Good Schedule<br /><ul><li> Easily Communicated
  51. 51. Flexible-Easy to Update and Change
  52. 52. Has Commitment of Project Team
  53. 53. Shows Task Interrelationships
  54. 54. Kept on a Calendar Basis
  55. 55. Forces Early Deadlines
  56. 56. Includes Review and Correction Time
  57. 57. Allows for Slippage
  58. 58. Has Office-Wide Correlation
  59. 59. Allows for Activities Beyond Contractual Due Date
  60. 60. 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 />
  61. 61. Managing Change<br /><ul><li>Define the change management process as part of the Project Kickoff meeting
  62. 62. Always embrace client change with great enthusiasm
  63. 63. DO NOT avoid the discussion on impacts to scope, schedule or budget
  64. 64. Present the consequences of the change
  65. 65. Let the client decide on implementation
  66. 66. 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 />
  67. 67. The Assistant Project Manager<br /><ul><li> Official or Unofficial?
  68. 68. Performs specific PM tasks
  69. 69. Pinch hits during PM’s absence
  70. 70. Allows PM to handle more jobs
  71. 71. Accelerates your company’s development of new PMs
  72. 72. Builds a relationship with a targeted client contact
  73. 73. Suggests a value added idea at a client meeting
  74. 74. Attends client meetings to observe dynamics
  75. 75. Prepares project close-out and lessons-learned</li>
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