What is Project Management?

How does it affect how you do your job?

Project Management?

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What makes a ‘project’ different from a process,

service or program?

• A unique product or result

• Planned, executed & controlled

• With distinct steps

• Has a defined end

As opposed to a process, service or program – which can be…

~ Ongoing No distinct steps Repetitive

How does Project Management

apply to Surveying?

• ‘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.

Organizational Structure and Project Management Teams

What affects the structure of Project Teams?

• Project Environment

• Organizational Structure

• Work Culture – Norms…

Weak Management Matrix

Chief Executive

FunctionalManager

FunctionalManager

FunctionalManager

FunctionalManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Balanced Management Matrix

Chief Executive

FunctionalManager

FunctionalManager

FunctionalManager

FunctionalManager

Staff

Staff

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Strong Management Matrix

Chief Executive

Manager of Project Managers

FunctionalManager

FunctionalManager

FunctionalManager

Project Manager

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Project Manager

Project Manager

Functional Organization

Chief Executive

FunctionalManager

FunctionalManager

FunctionalManager

FunctionalManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Projectized Organization

Chief Executive

ProjectManager

ProjectManager

ProjectManager

ProjectManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Organizational

Structure

Project

Characteristics

Functional

Weak Matrix

Matrix

Balanced Matrix

Strong Matrix

Projectized

Project Manager’s

Authority

Little or None Limited Low to Moderate

Moderate to High

High to Almost Total

Resource

Availability

Little or None Limited Low to Moderate

Moderate to High

High to Almost Total

Who controls the project budget

Functional

Manager

Functional

Manager

Mixed Project

Manager

Project

Manager

Project Manager’s Role

Part-time Part-time Full-time Full-time Full-time

Project Management Administrative Staff

Part-time Part-time Part-time Full-time Full-time

© Project Management Institute – PMBOK Guide

Chief Executive

FunctionalManager

FunctionalManager

FunctionalManager

FunctionalManager

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff Staff

Staff

Staff

Options for Survey Crews

Does it really matter...?

No, not really!

Project Structures can be different than

Organizational Structures

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.

Leadership Motivation Conflict Management Negotiation Problem Solving Decision Making

Tranquility….

What does aTypical Project Timeline

look like?

InitiateClose

Out

Execute

Monitor / Control

Plan

Plan the work, work the plan….

What are the Processes used in

Project Management?

1. Integration Management2. Scope Management3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7. Communications Management8. Risk Management9. Procurement Management

© Project Management Institute – PMBOK Guide

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!

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!

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?

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

What is the project?

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?

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?

Dilbert School of Time Management!!

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?

Determining staff and equipment costs, whether it’s done in-house or by external

resources, etc.

How much will it cost?

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?

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?

Roles & Responsibilities

Staff Assignments

Project Organizational Chart

Staffing Management Plan

Team Performance Assessment

Human Resource Plan

Who’s going to do it?

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?

Stakeholders

ClientFunctional Managers

Information Distribution – format & schedule – who, what, where, when, how…..

Project Tracking Documentation

Performance Reporting

Management of Stakeholders

Communications Management PlanProject Team

How will we ask or tell people that need to know?

Stakeholders

ClientFunctional 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?

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

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

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?

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?

1. Integration Management2. Scope Management3. Time Management4. Cost Management5. Quality Management6. Human Resource Management7. Communications Management8. Risk Management9. Procurement Management

© Project Management Institute – PMBOK Guide

What are we missing?

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….

•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

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

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’!

Think about how these processes are portable from project to

project…..

Today, it’s all about the Project Management Process

Not the actual project…

Thanks for coming!!

Carolyn Heniges, PE 360-397-6118 x4522Carolyn.Heniges@clark.wa.gov

Contact Info:

Project Management Institute – http://www.pmi.org/info/default.asp