A/E Project Management Optimization P-3

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Project Management Part III Presented by ZweigWhite

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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.

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 Copyright Materials

Seminar Overview : 

Seminar Overview Introduction and Logistics Headaches and Learning Objectives Facts, Figures, and Things to Consider Skills and Abilities of Today’s Project Manager What we need to do, when, why and how Project Phases Key Concepts Excellence in Project Leadership Objectives in Motion

What We Need to Do, When, Why, and How : 

What We Need to Do, When, Why, and How

Project Lifecycle : 

Project Lifecycle

Project Completion : 

Project Completion

Project Completion : 

Project Completion Commit to closing Closeout checklist Commissioning Review Celebrate Successes

Closeout and Substantial Completion : 

Closeout and Substantial Completion Almost there: When and what Finishing all the little details so we can get our final payment and the client can move in Committing to closing Why The longer we are active on a project, the more it costs us $$ The client has waited for this day We owe it to the client to stay committed

Closeout and Substantial Completion : 

Closeout and Substantial Completion Almost there: How Stay focused Design and use a closeout checklist Delegate if necessary – good training Leveraging that we are organized; using technology Start assembling paperwork early Lock in dates for training as soon as possible Realistic punchlists Negotiate remaining change orders or close them out Verify paperwork – warranties, liens, other required docs Process final pay request swiftly Closeout project numbers in accounting

Project Review : 

Project Review Taking a Look Back: When and what Let’s consider if we should work for this client again Why Working for a not so ideal client prevents us from working for an ideal one! Ideal Clients Add value to our firm Reward with fees that value our expertise Meet obligations of the contract Are responsive Give a great reference

Project Review : 

Project Review Taking a Look Back: Not So Ideal Clients Do not add value to our firm Take issue with budget/scope and do not acknowledge our expertise or what we can do for them Do not meet their obligations of the contract Are unreliable

Sub-Consultant Reviews : 

Sub-Consultant Reviews Should we work with this consultant again? Considerations: Was it worth the lower cost? Was it worth the delay in delivery? What were the actual costs and benefits? Do we all make a great team? Do I have the authority to hire a different consultant? Why not a competitive assessment? Who wants to work with us and why?

Celebrate Successes! : 

At Milestones and Completions: Document what went right Document what didn’t go right Thank the entire team for hard work Share lessons learned among the project team Publicize project achievements: internally and externally Never stop improving Celebrate Successes!

Key Concept: Feedback : 

Deliver Feedback to Individuals: First: highlight effective performance Second: highlight areas for improvement Everyone receives feedback after every project – PMs should also get feedback from project team Key Concept: Feedback

Key Concept: Feedback : 

Give directly—with real feeling– based on trust In a timely manner—use recent examples to support it Ensure the individual / group receiving the feedback is prepared to discuss it Make it valid and limited to areas the individual can control or change Small, well thought-out doses of feedback are better than large dumps of information Key Concept: Feedback

Project Capitalization : 

Project Capitalization

Project Capitalization : 

Project Capitalization Lessons learned – what to improve Leveraging the marketing opportunity Checking in on the client Nurturing all relationships

Leveraging our Expertise : 

Leveraging our Expertise We’ve got this down….now what? When and what Expertise in project type / client type / sector Why These are important skills– we need to take advantage of it We did an excellent job– we need to showcase it How Do it really well Repeat Make sure it appears in our marketing material

Knowledge Transfer : 

Knowledge Transfer How Develop standards for retaining and maintaining project information and work product Collect and archive project records Make files and records easy to access Establish responsibility for maintaining institutional knowledge Hold periodic firm-wide lessons learned sessions or lunches

Marketing Activities : 

Marketing Activities How Continue to build and strengthen relationships with clients even when they don’t have projects for us Work with clients to publicize projects Follow up with clients every six months Be innovative and different

Benchmarks : 

Benchmarks Project Management Benchmarks: Number of new and repeat clients Total gross and net revenues Repeat, additional, and special service revenues Billing and collection periods Amount of rework and write-offs

Project Leadership : 

Project Leadership

Excellent Project Leadership : 

Excellent Project Leadership Fundamentals to remember and practice

Costs of Bad Project Management : 

Costs of Bad Project Management

Successful Projects : 

Must Haves: Common vision Mutual trust and respect Commitment to client and project goals Commitment to superior outcomes Ownership of project responsibilities Trainable team and willing to learn Fair delegation of work Communication in all directions Successful Projects

Excellent Project Leadership : 

What do I do from here? Understand the critical role of projects Establish a solid, sharp project delivery system Ensure every team member knows the role they play within a project, within the firm, towards the vision 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 It takes time to develop good project management habits but it must be done Lead by example; expect accountability at all levels Empower and motivate your teams Excellent Project Leadership

Project Leadership : 

Project Leadership What do I do from here? Understand the importance of projects to our firm Establish a solid, sharp project delivery system Ensure every team member knows the role they play within a project, within the firm, towards the vision It takes time to develop good project management habits but it must be done Lead by example; expect accountability at all levels Empower and motivate your teams Never stop improving

Objectives in Motion : 

Identify three things you will implement on your next project based on what you have learned in this course: _____________________________________ _____________________________________ _____________________________________ Work with your manager to build these competencies Objectives in Motion

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Thank You! Christine Brack, PMPPrincipal239-280-2300 x2902cbrack@zweigwhite.com Click here to purchase the entire series: http://www.zweigwhite.com/p-792-ae-project-management-optimization-series.aspx