Tips and Techniques to Become an Effective Project Manager

Participant Materials
June 8, 2008 9:30-10:30 AM

Life Cycle Of All Projects Stage One:

Project is assigned, team members may be assigned, and constraints may be dictated. (Look on the following page for project parameters)

Define the Project

Plan the Project

Stage Two:

Plan the project timeline. Negotiate for resources. Determine constraints not already identified. Refine, and make sure that you truly understand, the requirements of the project. Implement the project. Carry out required tasks. Renegotiate for resources. Manage project team relationship. Evaluate the progress of the project. Team members evaluate the project. Customer evaluates the project. Identify areas of improvement for the next project.

Execute the Project Plan

Stage Three:

Stage Four:
Complete and Evaluate the Project

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

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Establish the Project Parameters

During the life of a project focus should be on three basic parameters: Quality, cost and time. A successfully planned project is one that is completed at the specified level of quality, on or before the deadline, and within or under budget. When a project is first assigned to you, make sure that you establish the basic ground rules and scope of work. The person(s) who assigned you the project identify uncover, clarify, and manage those expectations. Use the questions provided as a guideline to help you gather as much information about the project as possible. 9 9 9 9 9 Who is the customer or stakeholder for this project? Who is the champion (owner) of this project? What are the quality requirements that must be met? Namely, what is the life of the project, design specifications, quality of materials, etc? Are there any external customer requirements? What is the deadline for this project? When must your start production? What is driving the schedule? What if you miss the anticipated completion date? 9 9 9 9 9 9 What is the budget for this project? What is the budget for each stage? What resources (internal or contractor) will be required? What is the priority of this project over other projects Im working on? Define the goals and objectives for the project by describing how you will measure success. Define the roles and accountabilities of all key people on the project especially yourself! Who has the approval authority and accountability for this project?

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

-3-

Excellent Systems Model

External Stakeholders-Accountability NEED
ResourcesHuman, $$, Technical

DO
Processes & Activities

WANT Results Vision Mission Goals

Internal Stakeholders--Success

Writing Performance Standards

Performance standards are written statements that describe the specific, observable product or process when a job is satisfactorily performed under existing working conditions. Standards are usually expressed in terms of... Quantity: How much work is to be accomplished in a given timeframe and the priority order of the work to be produced? Quality: How well the work is to be done. May include information about the appearance of a product or document, a statement of the results to be achieved, and how steps in a process are accurately performed. Time: When is the work to be performed and completed? May include information about time of day when work is performed and/or deadlines for work completion. Manner of Performance: Method of performing work procedures accurately and efficiently, knowledge required, and personal characteristics to be demonstrated while completing the assigned task.

Example: Project benchmarking charts will be emailed to the project manager every Friday using electronic reporting form WR 123.

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

-4-

PROJECTS, PEOPLE and POLITICS

Tips for Reaching Agreement and Building Consensus Establish evaluative criteria Conflict is a way to reaching consensus Give adequate time to work through issue Emphasize FACT over OPINION Explore alternatives Use structured decision-making tools Expect negotiation and collaboration Giving isnt losing; gaining isnt winning Share information Debate points

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

-5-

Monitoring and Controlling the Project

A Gantt Chart Gantt charts show you the tasks involved in a project, as well as estimated times for completion of each task. Its an excellent visual representation of an entire project and those tasks that are going on simultaneously. You can create a Gantt chart using a variety of project management software programs, or by creating a spreadsheet in Excel. A PERT Diagram Program evaluation and review technique (PERT) charts depict task, duration, and dependency information. Each chart starts with an initiation node from which the first task, or tasks, originates. If multiple tasks begin at the same time, they are all started from the node or branch, or fork out from the starting point. Each task is represented by a line which states its name or other identifier, its duration, the number of people assigned to it, and in some cases the initials of the personnel assigned. The other end of the task line is terminated by another node which identifies the start of another task, or the beginning of any slack time, that is, waiting time between tasks. Each task is connected to its successor tasks in this manner forming a network of nodes and connecting lines. The chart is complete when all final tasks come together at the completion node. When slack time exists between the end of one task and the start of another, the usual method is to draw a broken or dotted line between the end of the first task and the start of the next dependent task. A PERT chart may have multiple parallel or interconnecting networks of tasks. If the scheduled project has milestones, checkpoints, or review points (all of which are highly recommended in any project schedule), the PERT chart will note that all tasks up to that point terminate at the review node. It should be noted at this point that the project review, approvals, user reviews, and so forth all take time. This time should never be underestimated when drawing up the project plan. It is not unusual for a review to take 1 or 2 weeks. Obtaining management and user approvals may take even longer.

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

-6-

When Things Arent Going According to Plan

After reviewing your progress charts you realize the project is off-track, and you must make some quick adjustments. Here are nine things you can do if you start to fall behind. Work your contingency plan(s). Renegotiate the parameters with the customer or stakeholder. Develop a plan to recover during later steps of project. Take scope (parameters) out of the project. Find and use more resources. Make sure to account for them in the project budget. Accept substitutions (if acceptable to the customer). Seek alternative resources. Offer incentives to team members and potential new resources. Encourage compliance.

Tips and Techniques to Become an Effective Project Manager

2008 ASME Continuing Education Institute

www.asme.org/education

-7-