Optimizing People & Projects for Higher Performance

www.StambaughNess.com

Val Higgins & Kristi Weierbach / September 11, 2018

Optimizing People & Projects for Higher Performance


Optimizing Projectsfor Higher Performance


Val Higgins Director of AEC Advisory Services – Stambaugh Ness

Val brings 30+ years of management experience in the A/E consulting industry into each of her engagements. A/E specific experience includes resource and project management, contract negotiations, business development processes and financial management. Having worked in Vice President, CFO, and Project Controls positions in Civil and MPE Engineering firms Val brings a blend of experience from both the Accounting and Project Management perspectives into each of her engagements. She has worked with many clients to help their teams succeed in the adoption of best practices for successful Project Management and to maximize the benefit of the project management tools in your ERP systems.

Today as the Director of AEC Advisory Services for Stambaugh Ness, Val works with clients to assess processes, workflow, software use and training. Stambaugh Ness’s rich offering of advisory services provides value to clients not just with their software setup and use but in all areas of managing and enriching their business.

Please feel free to reach out via email to arrange a time to talk about your team’s training needs, systems assessments, AEC advisory services, or questions you may have about other specialty and advisory services we provide.

Phone 717.757.6999 X3058Email [email protected] www.linkedin.com/in/valhiggins

“What motivates me is the synergy created by marrying best practices, efficiencies with tools, and working within the creative culture each client brings to the equation.”


Survey Findings to focus on…

2018 Deltek Clarity Survey – Project Management• Top two project management concerns of surveyed firms are:

• Fostering more mature project management processes

• Giving project managers the tools and resources to actively manage projects

• Inexperienced project managers became one of the top three challenges this year

• Only 47% of firms follow formal project management processes for 75% or more of their projects

• 20% of projects are over budget

• 25% of projects are behind schedule

• 11% drop in confidence in overall project reporting abilities

•


POLL QUESTION #1

Do you have a formal Project Management Training Plan for your team?• Yes

• No


People - Inexperienced Project Managers

Challenges

• The typical promotion path of a PM in the A/E world.

• Most PMs are promoted from a technical position – with little to no formal Project Management training.

• Inexperienced PMs typically are not involved in the budget and/or scope development of their projects

• Inexperienced PMs typically have a lack of knowledge about their client(s)

Solutions

• Define the PM role and development path for your firm – set expectations for performance

• Invest in formal PM training for your team – specific to your industry and specific to your ERP & tech tools

• Define budget and scope expectations – be detailed in inclusions and exclusions with scope and budget performance expectations. Train the team on how to write an excellent scope!

• Define expectations for written and verbal communication both internally and externally

• Tie expectations to PM reviews and promotion opportunities


Processes - Fostering More Mature Project Management

Key Components of Defining Project Management Processes

• Consistency is Key! A Project Management Standards Manual is a MUST – if it isn’t in writing you can’t hold your PMs accountable

• Engage your team - survey your PM team at the start of your Processes development

• Identify the tools and processes you will use in each stage of projects – be detailed, include use of tools and required project maintenance

• Develop a Go/No Go assessment tool and include it in your processes – taking on projects that you can’t complete successfully will lead to profit loss, dissatisfied clients, and de-motivate your PMs

• Develop a team of Project Management Champions and identify them as Leaders and Mentors to your Project Management Team. Consider including not only Project Managers, but a Finance Team leader and an expert on your ERP or industry

• PM Training is not a “one and done” event, develop a regular cadence of PM trainings internal and external


POLL QUESTION #2

Do you have a published Project Management Standards Manual• Yes

• No


Technology - Tools & Resources for Project Managers to Actively Manage Projects

Managing Projects is an Action not just a title

• Training on internal processes as well as PM skills – what are the tools & resources required, where do I find them, and how do I use them – don’t assume this is common knowledge – ensure success with training

• Easy to access for visibility into project performance

• Consistency in the tools used by team members – estimating and budgeting in ERP is best if possible

• Resource planning and scheduling tools

• Regularly scheduled kickoff, status, and closeout meetings – Lessons Learned are invaluable to increase profits, client satisfaction, and PM skills

• Provide feedback on PM performance to build skills and efficiencies – be willing to have hard conversations

• Be willing to try new things and “Fail Fast” – ditch the “this is how we’ve always done it” mantra


People, Processes, Technology - Over Budget, Behind Schedule, Project Reporting

Reporting is critical to maximize efficiency and increase profits and client satisfaction

• Invest in an ERP designed for your industry – the ROI will be worth it

• Time and expense entry is not a once a week activity

• Project reports should be meaningful and the content relevant to your PMs – more is not better

• Project reports are meaningless without regular project maintenance

• Don’t assume your PMs understand all the terminology used on your project reports – train them

• Project reports should contain Key Performance Indicators to ensure that budgets, schedule, and profit targets are on track

• Build an environment that is empowering not punishing – Lessons Learned will help us do better where we did not have project success


People, Process, and Technology

Proc

ess

Success!!

Client

People, Process, and Technology are all critical elements of success. Developing excellence in all 3 pillars while keeping the client at the center will result in SUCCESS!

The 3 legged stool won’t be supported without the People to deliver!Kristi Weierbach is going to present on Optimizing People for Higher Performance.


Optimizing Peoplefor Higher Performance


OPTIMIZING PEOPLE

A&E Workforce Trends

• Business Development

• Voluntary Turnover

• Succession Planning – all employees

• Development

• Performance Management

• Key Performance Indicators (KPI)

• Business Processes


POLL QUESTION #3

What trend is the most pressing for your company?

• Employee Turnover

• Succession Planning

• Performance/Development

• Business Processes

• Business Development


WORKFORCE TRENDS

Business Development


WORKFORCE TRENDS

Voluntary Turnover


WORKFORCE TRENDS

Voluntary TurnoverBABY BOOMERS GEN X-ERS GEN Y-ERS GEN Z-ERS

1946-1964 1965-1980 1981-1995 1995 - % OF WORKFORCE 33% 32% 31%BEHAVIOR Challenge the Rules Change the Rules Create the Rules Customize the rules

TRAININGPreferred in moderation Required to keep me Continuous and expected Ongoing and essential

TRAINING STYLE Classroom Blended OnlineLEARNING STYLE Facilitiated Independent Collaborative and networked Technology-basedCOMMUNICATION STYLE Guarded Hub and spoke Collaborative Face-to-facePROBLEM-SOLVING Horizontal Independent Collaborative EntrepreneurialDECISION-MAKING Team informed Team included Team decided Team persuadedLEADERSHIP STYLE Unilateral Coach Partner Teaching

FEEDBACK

Once per year, during the annual

review Weekly/Daily On demand Consistent and frequentCHANGE MANAGEMENT Change = caution Change = opportunity Change = improvement Change = expected

GENERATIONS AT A GLANCE


WORKFORCE TRENDS

Succession Planning


WORKFORCE TRENDS

Development

Joseph Grenny- Vital Smarts

• Purpose

• Connection

• Mastery


WORKFORCE TRENDS

Performance


WORKFORCE TRENDS

Performance

www.employeeengagement.com


WORKFORCE TRENDS

Measuring Success

• Hire process

• Hire -> billable

• Turnover

• Engagement


WORKFORCE TRENDS

Business Processes


PEOPLE & PROJECTS

Future Focused

• Hard Trends – Demographics & Technology

• Right Person / Right Role

• Leveraging Performance


CONTACT

Kristi Weierbach, Ph.D., SPHR, SHRM-SCP

Director of Workforce Advisory Services

E: [email protected]

P: (717) 757-6999

Questions

Documents

Optimizing People & Projects for Higher Performance