3. What is Project Management? How does it affect how you do your job?

4. Project Management?

5. ©

6. What makes a ‘project’ different from a process, service or program?

7. A unique product or result Planned, executed & controlled With distinct steps Has a defined end

8. As opposed to a process, service or program – which can be… ~ Ongoing No distinct steps Repetitive

9. How does Project Management apply to Surveying?

10. ‘Project Team’ involvement – member of project team Involved in project decision making May work on the project from start to finish - project orientation vs. work task orientation More informed about project milestones – often working directly with land owners one on one – answering questions, etc.

11. Organizational Structure and Project Management Teams

12. What affects the structure of Project Teams? Project Environment Organizational Structure Work Culture – Norms…

13. Weak Management Matrix Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff

14. Balanced Management Matrix Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff Project Manager Staff

15. Strong Management Matrix Chief Executive Manager of Project Managers Functional Manager Functional Manager Functional Manager Project Manager Staff Project Manager Project Manager

16. Functional Organization Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff

17. Projectized Organization Chief Executive Project Manager Project Manager Project Manager Project Manager Staff

18. Organizational Structure Project Characteristics Functional Weak Matrix Matrix Balanced Matrix Strong Matrix Projectized Project Manager’s Authority Little or NoneLimitedLow to Moderate Moderate to High High to Almost Total Resource Availability Little or NoneLimitedLow to Moderate Moderate to High High to Almost Total Who controls the project budget Functional Manager Functional Manager MixedProject Manager Project Manager Project Manager’s Role Part-time Full-time Project Management Administrative Staff Part-time Full-time © Project Management Institute – PMBOK Guide

19. Chief Executive Functional Manager Functional Manager Functional Manager Functional Manager Staff Options for Survey Crews

20. Does it really matter...? No, not really! Project Structures can be different than Organizational Structures

21. Projects can be and are successful in all types of management systems! You just need to understand yours and be able to function within it’s limitations, efficiencies and assets.

22.  Leadership  Motivation  Conflict Management  Negotiation  Problem Solving  Decision Making Tranquility….

23. What does a Typical Project Timeline look like?

24. Initiate Close Out Execute Monitor / Control Plan Plan the work, work the plan….

25. What are the Processes used in Project Management?

26. 1.Integration Management 2.Scope Management 3.Time Management 4.Cost Management 5.Quality Management 6.Human Resource Management 7.Communications Management 8.Risk Management 9.Procurement Management © Project Management Institute – PMBOK Guide

27. Project Charter Preliminary Scope Statement Project Management Plan Direct & Manage Project Execution Determine Deliverables Review and Assemble Project Assets and Resources Project Closeout Plan Think of it as - Integrating the project into the organization!

28. Typically at this point, the Project Manager is working with functional manager – determining basic ‘survey’ needs and staffing, etc… how to get the project done (from surveyor’s perspective) Think of it as - Integrating the project into the organization!

29. Scope Planning Scope Definition - set baseline Determine Work Breakdown Structure (WBS) – distinct project tasks Scope Verification – set & confirm deliverables Scope Control Plan What is the project?

30. During this process the surveyor is (may) assist with project definition, work elements, project limits, etc. What is the project?

31. Define the Activities (WBS) Estimate the Resources Set WBS Durations Apply Logic to Project Elements – relationships S/S, F/S, F/F, etc. Critical Path Development Determine Milestones/Targets Project Schedule – baseline set Schedule Control Plan When will it be complete?

32. Determining the staff availability, how long it takes to get tasks done such as base mapping; right of way research; what needs to be completed before certain staking can take place (logic), milestone targets, etc. When will it be complete?

33. Dilbert School of Time Management!!

34. Project Estimates Developed Cost Baseline Set Budget Development & Verification Estimate Potential Cost Variations (also see Risk Management) Cost Management Plan How much will it cost?

35. Determining staff and equipment costs, whether it’s done in-house or by external resources, etc. How much will it cost?

36. Quality Control Baseline Validation of Quality (measurements and schedule) Process Improvement Plan Corrective Action Plan Validate Deliverables Quality Management Plan How good will it be?

37. Determining accuracy, bring available information to the table, checking work, type of work needed (base map, right-of-way, boundary control, etc.) How good will it be?

38. Roles & Responsibilities Staff Assignments Project Organizational Chart Staffing Management Plan Team Performance Assessment Human Resource Plan Who’s going to do it?

39. Determining crew assignments, staffing issues related to productivity or quality, or crew availability if they’re working on multiple projects. Who’s going to do it?

40. Stakeholders Client Functional Managers Information Distribution – format & schedule – who, what, where, when, how….. Project Tracking Documentation Performance Reporting Management of Stakeholders Communications Management Plan Project Team How will we ask or tell people that need to know?

41. Stakeholders Client Functional Managers How to deal with owners onsite, being aware of project milestones, communicating with project team regularly, attending project meetings. Project Team How will we ask or tell people that need to know?

42. Risk Identification – (creation of Risk Register) Qualitative Risk Analysis Quantitative Risk Analysis Risk Response Planning Risk Monitoring and Control Risk Management Plan What is best case? What is worst case? Insurance Policy

43. Identifying, managing and dealing with potential boundary conflict resolution, project delays, difficult terrain, staff turn-over, other project conflicts, etc. What is best case? What is worst case? Insurance Policy

44. Plan Purchases and Acquisitions Plan Contracting Request Vendor Responses Select Vendors Contract Administration Contract Closure Procurement Management Plan What do we need to get it done and how will we get it?

45. Contracting for external services, purchasing specialized equipment, arranging for or sponsoring training needs. What do we need to get it done and how will we get it?

46. 1.Integration Management 2.Scope Management 3.Time Management 4.Cost Management 5.Quality Management 6.Human Resource Management 7.Communications Management 8.Risk Management 9.Procurement Management © Project Management Institute – PMBOK Guide

47. What are we missing?

48. Managing project changes is important to project success! ~ Expect it and plan for it…. ~ How to recognize change, implement change, follow up on change, etc….

49. Survey Team vs Survey Crew Might report to multiple project managers vs. one (dys)functional manager < :O] More informed on project details On project from start to finish (typically) Decision maker Can influence project more directly

50. Crew Team Functional Manager receives and manages work requests Daily assignments thru Functional Manager Crews work on parts of many projects Functional Manager typically is the ‘responsible party’ Top down authority (typically) Supervisors are the ‘owners’ of the project Assigned team receives request Manages own work/deadlines with input and support from Functional Manager Crews have multiple projects – but work on all parts of projects assigned to them Team is the ‘responsible party’ Cross functional authority - Project Manager is ‘project’ leader, not necessarily ‘direct supervisor’ Team Members are ‘owners’ of project - empowerment

52. Depending on your project you may emphasize some of these processes more than others. Your projects will likely require at least parts of each process… The Project Management Plan must fit both the ‘project’ and the ‘culture’!

53. Think about how these processes are portable from project to project….. Today, it’s all about the Project Management Process Not the actual project…

55. Thanks for coming!!

56. Carolyn Heniges, PE 360-397-6118 x4522 Carolyn.Heniges@clark.wa.gov Contact Info: Project Management Institute – http://www.pmi.org/info/default.asp