A/E Project Management Optimization-Part Three


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Creating the environment for a profitable organization begins with those that lead and deliver your projects. At the core of what firms do, strategically and intelligently executing projects from proposal to solution fuels growth, creates opportunities, and sustains a strong commitment to your team and your clients. Project Managers are the caretakers of your professional service. Through training based on best practices, they can lead their team to superior outcomes.

A/E Project Management Optimization is a three-part webinar series that will help you understand the conditions in your firm that may be hindering the process, and will present strategies to facilitate excellence at all levels using practical, real-world examples and best practices used by the top firms in the industry.
This Presentation is part three of the entire series.
To puchase the entire series,kindly click on the below link:

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A/E Project Management Optimization-Part Three

  1. 1. Presented by ZweigWhite Project Management Part III
  2. 2. ZweigWhite is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-AIA members are available on request. This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.
  3. 3. Copyright Materials This presentation is protected by US and International copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited. © ZweigWhite, 2010
  4. 4. Seminar Overview <ul><li>Introduction and Logistics </li></ul><ul><li>Headaches and Learning Objectives </li></ul><ul><li>Facts, Figures, and Things to Consider </li></ul><ul><li>Skills and Abilities of Today’s Project Manager </li></ul><ul><li>What we need to do, when, why and how </li></ul><ul><li>Project Phases </li></ul><ul><li>Key Concepts </li></ul><ul><li>Excellence in Project Leadership </li></ul><ul><li>Objectives in Motion </li></ul>
  5. 5. What We Need to Do, When, Why, and How
  6. 6. Project Lifecycle
  7. 7. Project Completion
  8. 8. Project Completion <ul><li>Commit to closing </li></ul><ul><li>Closeout checklist </li></ul><ul><li>Commissioning </li></ul><ul><li>Review </li></ul><ul><li>Celebrate Successes </li></ul>
  9. 9. Closeout and Substantial Completion <ul><li>Almost there: </li></ul><ul><ul><li>When and what </li></ul></ul><ul><ul><ul><li>Finishing all the little details so we can get our final payment and the client can move in </li></ul></ul></ul><ul><ul><ul><li>Committing to closing </li></ul></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><ul><li>The longer we are active on a project, the more it costs us $$ </li></ul></ul></ul><ul><ul><ul><li>The client has waited for this day </li></ul></ul></ul><ul><ul><ul><li>We owe it to the client to stay committed </li></ul></ul></ul>
  10. 10. Closeout and Substantial Completion <ul><li>Almost there: </li></ul><ul><ul><li>How </li></ul></ul><ul><ul><ul><li>Stay focused </li></ul></ul></ul><ul><ul><ul><li>Design and use a closeout checklist </li></ul></ul></ul><ul><ul><ul><li>Delegate if necessary – good training </li></ul></ul></ul><ul><ul><ul><li>Leveraging that we are organized; using technology </li></ul></ul></ul><ul><ul><ul><li>Start assembling paperwork early </li></ul></ul></ul><ul><ul><ul><li>Lock in dates for training as soon as possible </li></ul></ul></ul><ul><ul><ul><li>Realistic punchlists </li></ul></ul></ul><ul><ul><ul><li>Negotiate remaining change orders or close them out </li></ul></ul></ul><ul><ul><ul><li>Verify paperwork – warranties, liens, other required docs </li></ul></ul></ul><ul><ul><ul><li>Process final pay request swiftly </li></ul></ul></ul><ul><ul><ul><li>Closeout project numbers in accounting </li></ul></ul></ul>
  11. 11. Project Review <ul><li>Taking a Look Back: </li></ul><ul><ul><li>When and what </li></ul></ul><ul><ul><ul><li>Let’s consider if we should work for this client again </li></ul></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><ul><li>Working for a not so ideal client prevents us from working for an ideal one! </li></ul></ul></ul><ul><ul><li>Ideal Clients </li></ul></ul><ul><ul><ul><li>Add value to our firm </li></ul></ul></ul><ul><ul><ul><li>Reward with fees that value our expertise </li></ul></ul></ul><ul><ul><ul><li>Meet obligations of the contract </li></ul></ul></ul><ul><ul><ul><li>Are responsive </li></ul></ul></ul><ul><ul><ul><li>Give a great reference </li></ul></ul></ul>
  12. 12. Project Review <ul><li>Taking a Look Back: </li></ul><ul><ul><li>Not So Ideal Clients </li></ul></ul><ul><ul><ul><li>Do not add value to our firm </li></ul></ul></ul><ul><ul><ul><li>Take issue with budget/scope and do not acknowledge our expertise or what we can do for them </li></ul></ul></ul><ul><ul><ul><li>Do not meet their obligations of the contract </li></ul></ul></ul><ul><ul><ul><li>Are unreliable </li></ul></ul></ul>
  13. 13. Sub-Consultant Reviews <ul><li>Should we work with this consultant again? </li></ul><ul><li>Considerations: </li></ul><ul><ul><ul><li>Was it worth the lower cost? </li></ul></ul></ul><ul><ul><ul><li>Was it worth the delay in delivery? </li></ul></ul></ul><ul><ul><ul><li>What were the actual costs and benefits? </li></ul></ul></ul><ul><ul><ul><li>Do we all make a great team? </li></ul></ul></ul><ul><ul><ul><li>Do I have the authority to hire a different consultant? </li></ul></ul></ul><ul><ul><ul><li>Why not a competitive assessment? Who wants to work with us and why? </li></ul></ul></ul>
  14. 14. <ul><li>At Milestones and Completions: </li></ul><ul><ul><li>Document what went right </li></ul></ul><ul><ul><li>Document what didn’t go right </li></ul></ul><ul><ul><li>Thank the entire team for hard work </li></ul></ul><ul><ul><li>Share lessons learned among the project team </li></ul></ul><ul><ul><li>Publicize project achievements: internally and externally </li></ul></ul><ul><ul><li>Never stop improving </li></ul></ul>Celebrate Successes!
  15. 15. <ul><li>Deliver Feedback to Individuals: </li></ul><ul><ul><li>First: highlight effective performance </li></ul></ul><ul><ul><li>Second: highlight areas for improvement </li></ul></ul><ul><ul><li>Everyone receives feedback after every project – PMs should also get feedback from project team </li></ul></ul>Key Concept: Feedback
  16. 16. <ul><li>Give directly—with real feeling– based on trust </li></ul><ul><li>In a timely manner—use recent examples to support it </li></ul><ul><li>Ensure the individual / group receiving the feedback is prepared to discuss it </li></ul><ul><li>Make it valid and limited to areas the individual can control or change </li></ul><ul><li>Small, well thought-out doses of feedback are better than large dumps of information </li></ul>Key Concept: Feedback
  17. 17. Project Capitalization
  18. 18. Project Capitalization <ul><li>Lessons learned – what to improve </li></ul><ul><li>Leveraging the marketing opportunity </li></ul><ul><li>Checking in on the client </li></ul><ul><li>Nurturing all relationships </li></ul>
  19. 19. Leveraging our Expertise <ul><li>We’ve got this down….now what? </li></ul><ul><ul><li>When and what </li></ul></ul><ul><ul><ul><li>Expertise in project type / client type / sector </li></ul></ul></ul><ul><ul><li>Why </li></ul></ul><ul><ul><ul><li>These are important skills– we need to take advantage of it </li></ul></ul></ul><ul><ul><ul><li>We did an excellent job– we need to showcase it </li></ul></ul></ul><ul><ul><li>How </li></ul></ul><ul><ul><ul><li>Do it really well </li></ul></ul></ul><ul><ul><ul><li>Repeat </li></ul></ul></ul><ul><ul><ul><li>Make sure it appears in our marketing material </li></ul></ul></ul>
  20. 20. Knowledge Transfer <ul><ul><li>How </li></ul></ul><ul><ul><ul><li>Develop standards for retaining and maintaining project information and work product </li></ul></ul></ul><ul><ul><ul><li>Collect and archive project records </li></ul></ul></ul><ul><ul><ul><li>Make files and records easy to access </li></ul></ul></ul><ul><ul><ul><li>Establish responsibility for maintaining institutional knowledge </li></ul></ul></ul><ul><ul><ul><li>Hold periodic firm-wide lessons learned sessions or lunches </li></ul></ul></ul>
  21. 21. Marketing Activities <ul><ul><li>How </li></ul></ul><ul><ul><ul><li>Continue to build and strengthen relationships with clients even when they don’t have projects for us </li></ul></ul></ul><ul><ul><ul><li>Work with clients to publicize projects </li></ul></ul></ul><ul><ul><ul><li>Follow up with clients every six months </li></ul></ul></ul><ul><ul><ul><li>Be innovative and different </li></ul></ul></ul>
  22. 22. Benchmarks <ul><li>Project Management Benchmarks: </li></ul><ul><ul><li>Number of new and repeat clients </li></ul></ul><ul><ul><li>Total gross and net revenues </li></ul></ul><ul><ul><li>Repeat, additional, and special service revenues </li></ul></ul><ul><ul><li>Billing and collection periods </li></ul></ul><ul><ul><li>Amount of rework and write-offs </li></ul></ul>
  23. 23. Project Leadership
  24. 24. Excellent Project Leadership <ul><li>Fundamentals to remember and practice </li></ul>Everyone brings value to the team; Purpose Stay focused on project objectives Egos do not make you a client hero; Unimpressive Talk it out; sometimes off to the side; never in public Exert leadership even when others are not Constant communication in all directions
  25. 25. Costs of Bad Project Management Expensive Time Consuming Wearisome Embarrassing <ul><li>Scope creep, write-downs, write-offs </li></ul><ul><li>Uncollected additional services </li></ul><ul><li>Legal fees incurred at closeout </li></ul><ul><li>Time spent correcting errors & omissions </li></ul><ul><li>Time spent in finger-pointing battles with team </li></ul><ul><li>Schedule lapse from untimely communication </li></ul><ul><li>Marks against the firm’s reputation </li></ul><ul><li>Marks against the PM’s reputation </li></ul><ul><li>Loss of repeat business from client </li></ul><ul><li>Personal stress </li></ul><ul><li>Group stress from kick-off to close-out </li></ul><ul><li>Team burnout, sub-consultant burnout, PM burnout </li></ul>
  26. 26. <ul><li>Must Haves: </li></ul><ul><ul><li>Common vision </li></ul></ul><ul><ul><li>Mutual trust and respect </li></ul></ul><ul><ul><li>Commitment to client and project goals </li></ul></ul><ul><ul><li>Commitment to superior outcomes </li></ul></ul><ul><ul><li>Ownership of project responsibilities </li></ul></ul><ul><ul><li>Trainable team and willing to learn </li></ul></ul><ul><ul><li>Fair delegation of work </li></ul></ul><ul><ul><li>Communication in all directions </li></ul></ul>Successful Projects
  27. 27. <ul><li>What do I do from here? </li></ul><ul><ul><li>Understand the critical role of projects </li></ul></ul><ul><ul><li>Establish a solid, sharp project delivery system </li></ul></ul><ul><ul><li>Ensure every team member knows the role they play within a project, within the firm, towards the vision </li></ul></ul><ul><ul><li>Everyone thinks more strategically about the way projects enter the firm, move through the expertise of the firm, and are delivered successfully to the client </li></ul></ul><ul><ul><li>It takes time to develop good project management habits but it must be done </li></ul></ul><ul><ul><li>Lead by example; expect accountability at all levels </li></ul></ul><ul><ul><li>Empower and motivate your teams </li></ul></ul>Excellent Project Leadership
  28. 28. Project Leadership <ul><li>What do I do from here? </li></ul><ul><ul><li>Understand the importance of projects to our firm </li></ul></ul><ul><ul><li>Establish a solid, sharp project delivery system </li></ul></ul><ul><ul><li>Ensure every team member knows the role they play within a project, within the firm, towards the vision </li></ul></ul><ul><ul><li>It takes time to develop good project management habits but it must be done </li></ul></ul><ul><ul><li>Lead by example; expect accountability at all levels </li></ul></ul><ul><ul><li>Empower and motivate your teams </li></ul></ul><ul><ul><li>Never stop improving </li></ul></ul>
  29. 29. <ul><li>Identify three things you will implement on your next project based on what you have learned in this course: </li></ul><ul><ul><li>_____________________________________ </li></ul></ul><ul><ul><li>_____________________________________ </li></ul></ul><ul><ul><li>_____________________________________ </li></ul></ul><ul><li>Work with your manager to build these competencies </li></ul>Objectives in Motion
  30. 31. Thank You! Christine Brack, PMP Principal 239-280-2300 x2902 [email_address] Click here to purchase the entire series: http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx