Lead Project Manager Training

Lead Project Manager Training July 20, 2007

Lead PM Training
Competencies expected of Lead Project Managers
Communications
Being a salesman
Scheduling
Quality
Financial
Engineering
Metrics and goals
Other skills needed

Lead PM Competencies

Lead PM Competencies Customer Focus Oral Communication Written Communication Conclusion 1 2 3 4 Continuous Improvement

Lead PM Competencies (Cont’d) Decision Making Ethics / Values / Integrity Flexibility / Adaptability Conclusion 5 6 7 8 Goal Setting / Accomplishment / Focus

Lead PM Competencies (Cont’d) Interpersonal skills / Savvy Organization / Planning / Priority setting Providing direction to others Conclusion 9 10 11 12 Teamwork Conclusion 13 Time Management

Customer Focus
Who is your customer?
For a lead PM, it is:
Nucor, and everyone working for Nucor
Site PM’s
Vendors
Administrators
Office PM’s
Engineering
The Lead PM is the catalyst for everyone

Results Admin. Purch. Doc. Site PM’s Office PM’s LEAD PM NUCOR Vendors Engineering

Customer Focus
Understanding and responding to the customers needs
Building long lasting relationships with the customer, and managing these relationships
Overall goal – the customer needs to feel comfortable with you and trust you so that no matter what, they can come to you and know that their problems will be addressed quickly.

Oral Communication
Communicating verbally with customers
For the lead PM to be viewed as a leader, his communication skills must be sharp
Listen first – determine what is happening, and get a clear definition. Avoid jumping to conclusions
Ask questions
Provide clear, understandable instructions and information to your customer

Written Communication
Communicating thoughts and ideas through reports, e-mails and the like.
95% of our written correspondence is through e-mail
Proper written communication conveys professionalism
E-mail etiquette is a must for every lead PM (as well as all others, but the lead PM sets the bar)

E-mail etiquette for Lead PM’s
Use proper structure and layout
Every e-mail addresses the recipient (Hi Larry or Dear Larry), and includes your signature line
Use short paragraphs
Use blank lines between paragraphs
One subject per e-mail whenever possible

Use proper spelling, grammar and punctuation
Be concise and to the point
Do not write in CAPITALS
Do not overuse “reply to all”
Do not use e-mail to discuss confidential information.
Avoid long sentences

Use cc: field sparingly
Don’t send or forward e-mails containing libelous, defamatory, offensive, racist or obscene remarks
Read the e-mail before you send it
Do not engage in “e-mail battles”. If someone e-mails a problem, call the person, then use e-mail to follow up with action items.

Continuous Improvement
Understand the goals and objectives of the program that we are promoting within Nucor
Utilize the quality initiatives to improve our products and services (procedures, ECR’s, NCR’s and CA’s)
Understand the metrics, and develop action plans for improving the performance for your plant

Decision Making
Gather information, understand it, and quickly and efficiently make decisions on how to proceed
Use whatever resources you need, and that are available, to help with the decision making

Ethics / Values / Integrity
For our program to succeed long term, our customer (remember the definition) must:
Trust us
Respect us
Expect us, at all times, to do the right thing
Expect us, at all times, to be open and honest
Believe that we are always able to see things from their point of view
One instance of failing to do so, and the relationship is damaged indefinitely

Flexibility / Adaptability
Understanding that the customers needs come first
Everything else takes a back seat
Being able to adjust mid stream to meet their needs

Examples
A vendor calls you. They have a part on the CNC lathe, and found a discrepancy on the drawing. What do you do?
Nucor called the 24 hour CHL hotline. You were notified by the person monitoring the line. It’s Easter day. What do you do?
A vendor calls and says that they haven’t received the drawings that were supposed to be sent, for an item that CHL requested for an outage. What do you do?

Examples
Nucor calls. They are irate. Twice in a row, a cylinder leaked immediately upon installation. What do you do?
Nucor calls while you are writing a training plan for lead PM’s. A shear they need by 7/20 was assembled backwards, and the vendor doesn’t think the can make the delivery. Nucor has already expended a lot of $$ on planning for this outage, and this really messes things up. What do you do?

Goal Setting / Accomplishment / Focus
Set goals for projects, and understand Nucor’s goals for projects
Stay focused on the goals and objectives
Accomplish them!

Interpersonal skills / Savvy
Relating well to everyone
Develop positive, long lasting relationships
Don’t criticize, condemn, or complain
Give appreciation
Be a good listener – use the 80/20 rule
Make the other person feel important

Organization / Planning / Priority setting
Managing paperwork
Have all information in it’s proper locations – make sure the network job folders have all the information
Plan jobs up front
Assign priorities for the completion of tasks

Providing direction to others
Give clear, defined scopes on jobs and other work requested
Document everything – follow up e-mails, notes in the job folder, work scopes, and the like

Teamwork
Lead PM’s must be:
A member of the team
The leader of the team
The cheer leader – always positive
Facilitate teamwork between all of your customers – site, office, Nucor, vendors, administration, engineering.

Time management
The lead PM is expected to accomplish a great many things.
To do this, he must be able to manage his time effectively
Tools – Outlook, planning a day, and weeks ahead. Use calendar, tasks, notes.
Prioritize your work. There is a lot to do, and if it isn’t planned, you will feel overwhelmed.

Communications

Communications
Customer
Site Project Managers
Vendors
Engineering
Office Project Managers

Customer Communications
Get to know all of the supervisors
Visit regularly, and more often when we are missing a site PM
Know everyone in purchasing & accounts payable
Develop relationship with lead maintenance supervisor and maintenance manager
Get to know the engineering staff
Visit regularly – they manage capital projects

Customer Communications
Act as the single point contact for Nucor management and purchasing
Visit purchasing once/month and address all concerns
Maintain compliance with all of the commercial requirements of the contract
Give presentations of quarterly reports

Site PM Communications
Be the site Project Managers advocate within CHL – make things happen for him internally, so he can spend time on the shop floor, helping to solve problems.
We don’t want the site PM’s spending valuable time doing administrative duties
Receive and act upon all issues that arise from site activities
Act as project manager on equipment orders when necessary

Vendor Communications
Our vendors should be treated in the same manner as an employee – motivate them, empower them to perform better for us and Nucor
Work with our vendors – do not accept badgering of them
Use the metrics that Pat prepares.
Remember – most of the vendors have done work for Nucor in the past. Nucor expects us to make them better. It is up to us to teach the vendors about our program.

Salesman

Salesman
Be the CHL “Salesman”.
Sell our company, our capabilities, and our program
Make sure that the objectives are being met at your plant
The program is designed for the maintenance items; it does not include capital projects.
It is up to us to use our presence within the plants to sell the capital projects.

Scheduling

Scheduling
Each week, Pat Logue sends out a weekly schedule of open jobs, and a weekly drawing status report. These usually are sent on Fridays.
It is the lead PMs responsibility to make sure these schedules are up to date, with the latest information.
Suggest you meet with Pat once/week to go over the schedule (it’s best to go over every item). 2 hours is usually sufficient (once you start), to do this.
Suggest once/month to review jobs on hold (Pat can create the list)

Scheduling
Suggestions:
Know every job.
Know the status of every job.
Your credibility within the plant will increase rapidly if you know the status of the jobs
Push (vendors, office PM’s, site PMs) to get the jobs done. Work with the site PM’s to help them out on this whenever needed.

Scheduling
Make sure Tiara and Axapta are kept up to date, not only with scheduling dates but also with notes, comments, etc. This information is extremely valuable later.
Verify that each order is completed, closed and invoiced.

Quality

Quality
It’s hard to place a higher importance of one item over another that we have discussed, but quality is definitely at the top of the list. It is a major reason we are present at Nucor.
Make sure NCR’s are written for every problem.
Make sure all NCR’s are addressed, and as lead stay on top of them and get them resolved.

Quality
Investigate and prepare reports on NCR’s.
Utilize root cause failure analysis to get them completed.
Push the site PM’s to get the NCR’s signed off by Nucor.
Write corrective actions where needed. Use corrective actions as part of the NCR process.

Financial

Financial
Review all quotes prior to submittal to Nucor.
Make sure cost is in line with previous costs
Make sure cost is what is expected
Make sure the work description is clear
General rule of thumb: If you wouldn’t like it or understand, neither will your customer
Get Purchase orders for all jobs – track jobs for which we haven’t received PO’s, and work with Nucor purchasing to resolve.

Financial
Make sure invoicing is taking place on all jobs
Run “Nucor delivered jobs without final invoice” report, and resolve
Make sure we get paid on all jobs. Work with Nucor accounts payable if we aren’t.
Request report from accounting on outstanding payments

Financial
Nothing ships without a PO.
Avoid rush shipments – only when necessary
Nucor purchasing will issue a $0 PO when rush is required
Review all jobs for cost and expenditures.
Request report from accounting on markup for all jobs.
Monitor costs – submit change order requests when appropriate

Engineering

Engineering
Make sure drawings sent for site review are reviewed and sent back to engineering.
Make sure drawings received from site review are completed efficiently
Monitor the engineering work on all work orders. Follow the development, distribution and transmittal of all drawings to Nucor, to make certain they occur in a timely manner.
Monthly check on ECR status – make sure they are progressing.

Engineering
Request engineering personnel when necessary. Coordinate with the engineering manager.
Engineering priorities
Work with site services manager and site PMs to update bi-weekly reports
Determine the priorities plant-wide
Insure changes to site priority needs are communicated
Insure timely feedback and direction from site when needed by engineering

Metrics and Goals

Metrics and Goals
Understand the metrics of our organization
Achieve the goals for your plant
When not achieving the goals, develop action plans on how to improve.
Work with Project Director and site services manager on this.

Other skills needed

Other skills needed
Outlook & Excel – become proficient
Tiara & Axapta
Creating reports within Tiara (and Axapta)
Nucor custom
Engineering
Other
Review job description

Other items
Lead PM meeting
I would like to have a once / month (or 1.5 months) meeting with the lead PM’s and the site services manager. Should the product managers be present?
Other resources to help
Other lead PM’s – Dave & Bill
Jude
Mark
Tony
Product Managers
Ask for help if needed!

The End Thanks for participating!!

Lead Project Manager Training

by Jude Sweeney on Nov 09, 2008

Accessibility

Categories

Upload Details

Usage Rights

2 Embeds 4

Statistics

Lead Project Manager Training — Presentation Transcript

http://www.slideshare.net	3
http://www.lmodules.com	1