New Tools for Project Management - AIChE Spring 09

Adnan Siddiqui, P.E.PrincipalConcepSys Solutions LLC

ConcepSys Solutions LLC

Audience Poll

Academia - Is capital project management training part of your curriculum?

▪ Separate course

▪ Integrated with another course

Industry - What type of projects are you leading?

▪ Retrofits and revamps

▪ Greenfield

▪ Size of project team

About Me


New Tools

Multidiscipline Interface Management Matrix

Project Pre-Mortem

Failure Mode and Effect Analysis (FMEA)

New Skills

Working with Generation Y

Social and Emotional Intelligence


New interface management tool presented in Harvard Business Review article:

“AreYour Engineers Talking to Each Other ..”

November 2007

Authors researched failure on complex projects such as Airbus Super Jumbo

Applicable to complex mega capital projects.




Conducted at start of project Group session with key team members from

ALL levels Should be independently facilitated Attendees are asked to complete the

statement

“The project failed because ….”

Results should be analyzed using an FMEA


Six Sigma tool to develop a risk management plan for project execution

Categorize negative project outcomes (impacts) on:

Severity of impact

Ability to detect

Likelihood of occurrence

Enables formal risk planning and monitoring


Category Risk Impact S (severity rating)

Schedule Availability of reactor design specialist

Reactor design and procurement is delayed

9

Procurement Qualified fabrication supplier for reactor is booked with other orders

Reactor fabrication and project completion is delayed

9


Cause(s) O (occurrence rating) Current controls D (detection rating)

Failure to request specialist time in advance to work on reactor design

3 Requesting specialist time is a milestone on the project schedule which is reviewed weekly for upcoming activities

1

Failure to commit and reserve shop space in time

9 Request advanced funds to commit reactor purchase order and priortize completion of reactor design specifications

3


RPN (risk priority number) Recommended actions Responsibility and target completion

date Action taken

27 Continue current control Project Manager

243 Biweekly communication meeting with supplier to understand the shop workload

Procurment Manager


Category Risk ImpactS (severity

rating) Cause(s)

O (occurrence

rating)

Current controls

D (detection rating)

RPN (risk priority

number)

Recommended actions

Responsibility and target

completion date

Action taken

Schedule Availability of reactor design specialist

Reactor design and procurement is delayed

9 Failure to request specialist time in advance to work on reactor design

3 Requesting specialist time is a milestone on the project schedule which is reviewed weekly for upcoming activities

1 27 Continue current control

Project Manager

Procurement

Qualified fabrication supplier for reactor is booked with other orders

Reactor fabrication and project completion is delayed

9 Failure to commit and reserve shop space in time

9 Request advanced funds to commit reactor purchase order and priortize completion of reactor design specifications

3 243 Biweekly communication meeting with supplier to understand the shop workload

Procurment Manager


Who is Generation Y?

Graduating college in 2000 or later?

Experienced an explosion in Technology, Media, Telecommunications (TMT)

Generation Y myths

Not hard working

Unreliable

Not willing to put the time in

Short attention span


Attracting

Company career sites on social networks e.g. Facebook

Company profiles on Vault.com

Training

Mentorship (traditional and reverse)

Rotation programs

Electronic courses

Team based training


Retaining

Managing expectations

▪ Company culture

▪ Career path

▪ Organizational hierarchy norms

Coaching not babysitting


Technical excellence is not the only criteria for great project managers

Do you to have to manage ..

Global teams?

Less face-to-face meetings?

Diversity?

If so, are you the socially intelligent project manager who succeeds in these situations?


Empathy

Do you understand what motivates other people, even those from different backgrounds?

Are you sensitive to others’ needs?

Attunement

Do you listen attentively and think about how others feel?

Are you attuned to others’ moods?


Organizational Awareness

Do you appreciate the culture and values of the group or organization?

Do you understand social networks and know their unspoken norms?

Influence

Do you persuade others by engaging them in discussion and appealing to their self-interests?

Do you get support from key people?


Developing Others

Do you coach and mentor others with compassion and personally invest time and energy in mentoring?

Do you provide feedback that people find helpful for their professional development?

Inspiration

Do you articulate a compelling vision, build group pride, and foster a positive emotional tone?

Do you lead by bringing out the best in people?


Teamwork

Do you solicit input from everyone on the team?

Do you support all team members and encourage cooperation?


Contact me via:

[email protected]

Subscribe to my project management blog at

http://tinyurl.com/pmblog

Connect to me on LinkedIn at:

http://www.linkedin.com/in/adnanasiddiqui

mailto:[email protected]

http://tinyurl.com/pmblog

http://www.linkedin.com/in/adnanasiddiqui

Documents

New Tools for Project Management - AIChE Spring 09