Cindy L. Menches, Ph.D., P.E., The University of Texas at Austin Electri’ International Annual Meeting, July 2007 Characteristics+ Planning Achieving Performance Improvement through an Effective Project Management Strategy = Performance+ Management

Previous study: –Developed model pre-construction planning process –Investigated relationship between pre-construction planning and likelihood of successful performance Concept of planning and performance Good planning coupled with good project management that takes into account a project’s specific characteristics will improve the likelihood of achieving successful project performance. Cindy L. Menches, Ph.D., P.E.2 Research Background

Cindy L. Menches, Ph.D., P.E.3 Original Conceptual Model Inherent Project Characteristics Pre-Construction Planning Project Performance Changes Delays Product- ivity Other Factors will influence mutual influence might influence Project Management

Pre-Construction Planning Cindy L. Menches, Ph.D., P.E.4 Construction Execution Kickoff Team Selection and Turnover Scope and Contract Review Administrative Setup Buyout Process Layout and Sequencing Schedule Development Budget Preparation Tracking and Control Material Handling Plan

Bid Preparation Planning Cindy L. Menches, Ph.D., P.E.5 Scope Review Cost Estimating Schedule Review Bid Submission Management Review Pre-Construction Planning

Jobsite Management Planning Cindy L. Menches, Ph.D., P.E.6 Safety Procedures Installation Procedures Mobilization Administrative Setup Scheduling & Reporting Labor Management Pre-Construction Planning

Cindy L. Menches, Ph.D., P.E.7 Research Goals and Objectives 1.Goal 1: Develop model Electrical Project Management Process...aligned with model PCP 1.Objective 1: Identify key management practices implemented on successful projects in the industry 2.Objective 2: Develop a model project management process that embodies those key practices 2.Goal 2: Investigate the relationship between planning, project management, and performance 1.Objective 3: Identify how planning and project management practices impact performance

Inherent Project Characteristics Project Performance Changes Delays Product- ivity Other Factors Project Management Pre-Construction Planning Cindy L. Menches, Ph.D., P.E.8 Factors that Influence Performance Bid Preparation Human Factors Human Factors Factors Beyond Your Control

Cindy L. Menches, Ph.D., P.E.9 Work Plan Develop & administer questionnaire and conduct interviews Review Body of Knowledge Conduct analysis of the data Project performance Project characteristics Project planning Project management Develop model Electrical Project Management Process Develop model Electrical Project Management Process Create Implementation Guideline

Cindy L. Menches, Ph.D., P.E.10 Research Findings 1.Modeled the project management process: –Process diagram developed –Identified project management activities

Cindy L. Menches, Ph.D., P.E.11 Project Management Process Documentation Management Coordination Scheduling Communication Cost Control & Billing Scope & Change Control Labor Management Subcontractors Management Quality Control Safety Management Materials Management Tools Management Project Closeout Mobilization

Example PM Activities Scheduling Review the schedule and document milestone dates Review the schedule with the field personnel routinely Identify work that impacts electrical activities Give input about the schedule to the General Contractor Update the schedule regularly Review or establish look-ahead scheduling process Subcontract Mgt Develop the subs’ work scope Make sure the subs are licensed and are capable of doing the job Establish subcontracts Determine the subs’ schedule Educate the field about the subcontractors and contacts Schedule onsite visit and walk through the jobsite with subs Request submittals and shop drawings Cindy L. Menches, Ph.D., P.E.12

Cindy L. Menches, Ph.D., P.E.13 Research Findings 1.Modeled the project management process: –Process diagram developed –Identified project management activities 2.Management v. Project Performance Projects that have implemented a project management process that more closely matches the model process performed more successfully.

Cindy L. Menches, Ph.D., P.E.14 Project Management v. Performance Performance Score (Higher Score = Better Performance) How Many of the Project Management Activities were Performed

Cindy L. Menches, Ph.D., P.E.15 Research Findings 1.Modeled the project management process: –Process diagram developed –Identified project management activities 2.Management v. Project Performance Projects that have implemented a project management process that more closely matches the model process performed more successfully. 3.PCP-PM Alignment The more the planning and management processes are properly aligned the more successful the project outcome.

Cindy L. Menches, Ph.D., P.E.16 Alignment of PCP and PM Pre-Construction Planning Process Project Management Process Properly Aligned Processes Administrative SetupDocument Management Buyout/Materials HandlingMaterials Management Scope & Contract ReviewScope & Change Control Budget PreparationCost Control & Billing Schedule DevelopmentScheduling Misaligned Processes Safety ProceduresSafety Management Labor ManagementLabor Control No Corresponding Process Team Selection & TurnoverTools Management Note: Brackets indicate a missing process

Cindy L. Menches, Ph.D., P.E.17 PCP-PM Alignment v. Performance Alignment Score (Higher Score = Closer Alignment of Activities) Performance Score (Higher Score = Better Performance)

Now have a model Electrical Pre-Construction Planning Process AND a model Electrical Project Management Process These processes, when used together, will help contractors perform better planning and management of their projects Cindy L. Menches, Ph.D., P.E.18 Conclusion and Questions