Productivity

Making the most of your Teams Time

Scott Hoffeld, CEP Scott.Hoffeld@arcadis-us.com 225-572-7111

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Safety Moment

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Procrastination with your Safety

Putting off something that should be done now Repeated exposure to situations without consequence breeds complacency Complacency yields procrastination

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Productivity

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Balance of Scope, Budget, and Schedule

Schedule
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ARCADIS Project Management

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ARCADIS CPM Program

Recognized as a discipline not a duty Certifies PMs through PMI-Compliant program Training focus: Being proactive and creative Goal: Add value to our contracts with innovation, or cost/time saving solutions No one plans to fail, but some fail to plan: Define, Plan, and Control

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The Conductor

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Project Planning

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Step 1: Define

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What is this project?

Requires research Not just scope Who wants it? Why this project? Why now? Client PM and Technical Leads have insights

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Answers Needed
What are the project goals? What are key questions to be answered? What are concerns about the outcome or process? How will products be used in overall project delivery? What will make this project a success? What gets in your craw? Concurrence on Scope Assumptions

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Common Client PM Answers

NO SURPRISES! Keep the schedule No supplements Responsive communications Involve me when needed

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Step 2: Plan

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What is the Critical Path?

Required to assess schedule reasonability Must understand durations & predessessors Task managers must be involved Network/process maps/flow charts can help Is schedule realistic?
All task activities and approvals included? Review periods included? Downtime accounted for?

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Critical Path Scheduling

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Project Staffing

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Plan the Work

Strong Task Leaders: organized, schedule oriented, accountable Task Packages: scope, budget, and objectives
Clear outcome/deliverable Schedule Budget Input needs and output use

Set-up: How can I facilitate monitoring and reporting to meet client needs.

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Step 3: Control

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Now Work the Plan

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Keep Head Up

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But dont forget to look down. . .

Innovate Create and/or take opportunities to reduce schedule, costs, and even scope.

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Keep Head Up

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Ouachita Bridge EIS Monroe, La.

What are the challenges for future delivery stages?

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Control Tools, Traits, and Techniques

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Project Management Plan

plan
Work Plan + Living reference to contacts, schedules, budgets, guidelines Uses
Organize PMs records Serve as a project orientation guide

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PMP Content

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Simple PMP

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ARCADIS The Source

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ARCADIS Project Portal

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ARCADIS PLAN Tool

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ARCADIS Role-Based Reporting

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Interim Milestones
plan
Team members can plan time better in short-run Not overwhelming Involves identification of activity steps Facilitates activity responsibility and assignment

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Chef Menteur Bridge EA

Progress Mtgs every 2 months Design, Cultural, Section 4(f), and Environmental Challenges Incremental deliverables helped with review

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Effective Meetings
plan
Make meetings count
Invitation with agenda and objectives Read-Ahead Packet Start and end meeting with objectives Clear action items with Record of Meeting

Review action items, critical path and resource availability Dont be paralyzed by indecision: Get off dead center Live Meetings / Video Conferencing Efficiencies

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Did this meeting get us off Dead Center?

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Meeting Invite

Action Items

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I-210 EA Technical Review Workshop

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I-210 EA Technical Review Template

Scope and Assumptions Methodology Field Work Data/Results Conclusions

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Detailed Record of Meeting 1 of 2

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Detailed Record of Meeting 2 of 2

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Simple, Email Record of Meeting

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Assigning Action Items

plan
Single Staffs Responsibility
Not, Jack and John to develop .. . Rather John to be supported by Jack to develop .. .

Document in writing/Email Clear time and date deadline Budget Contingency Plan
. . . Please provide your response by 5pm, on 23 February. I will distribute a revised version. Otherwise, this version will become final.. . .

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Managing Multiple Projects

Sharepoints / Custom Software MS Project and Outlook tools MS Excel or Access deliverable D-base
Project D-base (related to Deliverables)


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Rec.No. (one per project) Project Number (key) Short name Service Type PM Budget Start date
Rec.No.(various # per project) Project Number (key) Deliverable name Due Date Responsible Task Manager

Deliverables D-Base (related to Project)

Good Communication
Dont waste team member time Organized and complete If all emphasized nothing emphasized Customized for each team member Be methodical and not premature Offer solutions - not stress Ask yourself
How will this be used in the future? What information will be needed to make this communication understandable in the future?

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E-Mail
Searchable Subjects (e.g., Project Number) Triage via rules and highlights Read receipts Lists, tables, and embedded graphics
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How to Capture a Screen

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Screen Captures
Alt Print Screen: Active Window

Ctrl Print Screen: Desktop

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Adobe Readers Snapshot Preferences

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Select Snapshot

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Box what you want

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And paste - anywhere

. . . and No, its not an orange dinosaur. Its a fire salamander, representing lasting quality and ecological balance in the environment. At ARCADIS, this balance is part of our mission.
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Quality Assurance / Quality Control

Quality is an inherent, distinguishing attribute of our work products that meets or exceeds industry standards and our clients expectations. Simple actions become habit PMs ultimate responsibility, but all staff responsible Quality Matters requires PMP, QA/QC Plan and QA/QC Acknowledgement Forms Producers vs. Checkers Detail checks vs. Independent Technical Reviews Safety culture has translated into culture of care and quality too.

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Quality Control Documentation

Simple form Required for all deliverables Clear accountability

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Cultivate Courage
Requires humility Encourage dissention . . . Towards fruitful discussion Brainstorming: no dumb ideas Nothing ventured nothing gained Change: its the only thing thats stable.
Who Stole My Cheese?

From challenges come breakthroughs

Mars Pathfinder: Faster, Better, Cheaper

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The Man in the Arena

It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat. Theodore Roosevelt
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Questions?

Scott Hoffeld, CEP Scott.Hoffeld@arcadis-us.com 225-572-7111

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Imagine the result

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