The document outlines key principles and practices of project management specifically tailored for public works professionals. It emphasizes the importance of proper project initiation, planning, execution, and review, highlighting the role of the project manager in ensuring successful project outcomes. Several resources and methodologies are suggested to enhance project management skills and effectiveness within public works contexts.

1. Project Management for
Public Works Professionals
Charles R. (Chas) Jordan
M.P.A., P.W.E., F.M.P.
Assistant Public Works Director /
Facilities Manager
City of Largo, Florida
Florida Public Works Institute
APWA Florida Chapter

2. Suggested Resources

IFMA FMP Program – Project
Management

PMP Program Information

MS Project and Other Project
Management Software Courses

APWA Materials -
− Management of Public Works
Construction Projects
− Project Management in Construction
− PSMJ Project Management Bootcamp

3. PM Basics

Project Management – Can't be Taught
in an Hour

Same Basic Principles of Project
Management apply to general
Management

Experience is the best way to learn
appropriate project management
principles

There is no such thing as a perfect
Project.

4. What is a Project?

According to Joseph Juran:
− “A Problem scheduled for Solution”

According to IFMA:
− “Projects are specific units of work that
when completed produce an outcome or
achieve an objective”

According to Chas:
− “Something that needs to get done.”

5. Examples of Projects

Building a Treatment Plant

Replacing a Roof on a Building

Repaving a Street

Developing a Strategic Plan

Developing a Budget Submittal

Implementing a new software system

Becoming Accredited

6. What is Project Management?

According to IFMA:
− “Project Management is the coordination of
people, funds and resources, tasks, and
approvals required to accomplish an
objective”

According to PMI:
− “Project Management is the application of
knowledge, skills and techniques to
execute projects effectively and efficiently”

According to Chas:
− Project Management is the skills to get
something done within the planned

7. Project Management in Public
Works

Why is it important?

How many projects do each of us work
on per day?
− Per week?
− Per year?

Can we get away with being good Public
Works Professionals and never manage
a project?

8. “All things are created twice;
first mentally; then
physically. The key to
creativity is to begin with the
end in mind, with a vision
and a blue print of the
desired result.”
- Stephen Covey

9. Project Management Basics

What do you need to make
a project successful
− Scope (Clear and Specific)
− Resources (Financial,
Physical, and Personal)
− Time (an established
Deadline)

10. The Role of the
Project Manager

Congratulations! You are now a PM.
May God have mercy on your soul...

What do you do? What do you need to
know?

What is a quality Project Manager?
− Leader
− Knowledgable
− Team Builder and Facilitator
− Good Manager of People and Resources

11. Project Schedule

As the Project Manager, upon being
given a Project to manage, you should
follow a basic four step schedule:
1.Project Initiation
2.Project Planning
3.Project Performance
4.Project Review

12. Project Initiation

Determination of the Project Manager

Development of the Project Scope

Determination of the total Project
Budget

Selection of Project Team Members

Designation of the Timeframe or
Deadline

13. Project Planning

Development of a Project
Management Plan (PMP)
− Should Include:

Designated Project Manager

Total Project Budget

Project Timeframe

Sponsor or Designated Representative

Customer

The Project Scope (in less than one page)

General Description of the Project

Any Resources needed for the Project

Signatures of Approved Parties

14. Example of a PMP

15. Project Planning

Work Breakdown Structure (WBS)
− Checklist of tasks through the Projects
major milestones

Basic task list that divides the project's
deliverables and work into manageable or
logical subdivisions

Assists in clarifying the project's scope

Easily managed in assigning work and
resources

Can assist in development of Project plan and
budget

16. Project Planning

Development of Specific Project
Budget
− A Project Budget should include

The total designated in your City or County
Departmental budget

A broken down budget by major project
deliverables

A Contingency

Variances

Project Actuals
− Learn to love Spreadsheets (even though
they are a pain)

17. Example of a Project Budget

18. Project Planning

Development of Project
Timeline
− A Project Timeline can be established
through a:

General Calendar

Gantt Chart

Electronic Calendar Meetings
− A Timeline should include:

Set Start and End Dates

Major Milestones

Completion Targets

19. Project Planning

Procurement of Resources
− Recruitment of Quality Project Team
Members

Assessment of Team Strenghts and
Weaknesses

Designation of Members to particular aspects
of objectives of the project

Good Mix of Skills and Abilities

Right people in the right place
− Appropriation of Equipment and Supplies

Do you need an end loader or a backhoe?

20. Project Performance

Keeping to the Schedule
− Two to Three Week Look Aheads
− Schedule Updates Every Monday
Morning
− Review of Objectives each week
− Flexible time schedules within Timeframe

Keeping to the Budget
− Minimum Monthly Financials (Project
Payments)
− Variance Reports as Major Purchases
are Made

21. Project Performance

“Scope Creep”
− According to Wikipedia:

“Uncontrolled changes in a project's scope”
− According to Infolific:

“Change in Project Scope after Project is
Started”
− According to Chas:

The Project Manager isn't doing their job, or
politics reared it's ugly head.
− Example:

Adding a Landscaping Element to a Road
Project After the Fact

22. Top 20 Excuses Why Projects
Fail – PSMJ – Chas's Favorites

The project team was full of incompetents.

I didn't have enough time.

The budget was unrealistic.

I couldn't get enough help.

The schedule was unrealistic.

The contractor didn't understand the job.

This job was “unique”.

23. Project Review / Completion

Closing Out the Project
− Acceptance of Deliverables

Is the Project meeting the Scope and/or
Specification?

Has it been properly inspected?

Have you reviewed your checklist (WBS) and
everything has been checked off?

Has a punchlist been reviewed and
completed?

Has warranty information been properly
developed and turned over?

Has retainage been reviewed and approved?

Has all correct documentation been turned

24. Project Review / Completion

Reviewing the Project
− Evaluate the Outcomes and Outputs

Did they meet the Customer's Expectations?

Did they meet the requirements in the PMP?

Has the basic Scope been met?
− Tools for Review:

Balance Scorecard Review

After Action “Lessons Learned” Review
(whether the project went well or not)

Scope and Financial Audits to determine
variance

26. Unique Aspects of PW Project
Management

Politics
− City or County Commissions and Councils
− Public Opinion and Input
− Districts
− N.I.M.B.Y.

Media
− Under the microscope
− Build Relationships with Reporters
− Have your facts straight
− Weekly or Monthly Status Reports

27. Takeaways

Train your Project Managers
− PSMJ
− PMI

Develop a functional System in Your
Department
− PMP Worksheets
− WBS Worksheets

Even Good Projects Go Bad, the
Difference: The Project Manager

28. Questions / Comments?