Deltek Insight 2012: Best Practices in Project Management

The Business of Project Management — Wider Visibility, Greater Control, Deeper InsightBob Stalilonis, Senior Solution Architect, DeltekPS-170

?This directly impacts stakeholder value.

!

Far too many firms don’t know

which projects are not performing.

?Is this a

symptom of Ineffective

ProjectManagement?

3 ©2012 Deltek, Inc. All Rights Reserved

Ineffective Management | Outcomes

PROFIT

CLAIMSCLIENT

RETENTION

EMPLOYEE

RETENTION


Revenue

Average Claim

3%-5% of Revenue

Ineffective Management | Costs

Morale

Reputation

Staff AvailabilityCLAIMS

• Missed expectations

• Poor guidance to the client

• Poor communications

• Poor quality deliverables

CLAIMSCLIENT

RETENTION

EMPLOYEE

RETENTION


CLIENT RETENTION


New Client

Cost to Win Work

Old = $10,000

At a

10%margin

Additional revenue

needed to offset

business development costs

$5M

Revenue

= $500,000

New = $60,000

6X

• Unpleasant project experience



• Poor leadership

CLAIMSCLIENT

RETENTION

EMPLOYEE

RETENTION



7 Healthy, 7 Not

14% Turnover

$100,000Cost of New Hire

$700,000 Unnecessary Expense

At a

10%margin

EMPLOYEE RETENTION

• Unclear responsibilities

• Lack of authority & empowerment

• Bad working environment

• Poor leadership

CLAIMSCLIENT

RETENTION

EMPLOYEE

RETENTION

$7M

Revenue


Ineffective Management | Outcomes

PROFIT

CLAIMS



• Poor guidance to the client


CLIENT RETENTION



• Not meeting obligations

• Poor client experience (vendor seen as challenging)

EMPLOYEE RETENTION

• Unclear responsibilities

• Lack of empowerment, authority

• Poor execution of work

• Bad work environment

CLAIMSCLIENT

RETENTION

EMPLOYEE

RETENTION


Project Management | On Par?

• Is there a clearly defined role description specifically for Project Managers?

• Do people in my organization

want to be PMs?

Your People

• Is our delivery approach consistent across the practice?

• Do our teams collaborateeffectively?

Your Work

• How would my clients rate their satisfaction with the management of their projects?

• How many clients don’t return?

Your Clients

• Is the Project Management approach well-defined across my organization?

• Are Project KPIs clear?

• Do we know which projects are performing poorly?

Your Operations

Ask Yourself


Discussion

Topics

Project Management

What is it?

How to achieve it.

Why do it?2

3

1


Discussion

Topics

Project Management

How to achieve it.

Why do it?2

3

1

What is it?


Project Management | Structure

LeadershipWell-Defined

Project Manager

ConflictResolution

Negotiation

• Collaborative member of a Project Leadership team

• Goal: A satisfied client & successful project

• Creates & maintains an atmosphere of trust- through leadership & teamwork with internal & external team members

• Facilitates collaborative input of all Project Leaders in establishing the design & delivery approach

• Develops & maintains a plan for achieving goals

Communications Skills

Speak Write Present


Project Management | What Is It?

• Listens

• Clarifies

• Sets expectations

• Communicates regularly

• Addresses concerns timely

• Clearly defined scope

• Good contract

• Communicates regularly

• Advocate for consultant

ConsultantClient

A GoodExperience!


Discussion

Topics

Project Management

How to achieve it.

Why do it?2

3

1

What is it?


Project Management | Why Do It?

• Better Contracts

• Higher Fees

• Higher Profits

• Fewer Claims

• Better Project Plans

• Plan for contract obligations

• Consistent Execution & Delivery• Deliver on contract obligations

• Timely Delivery

• Meeting Expectations

• Leadership

• “Trusted Advisor” status

• Confident Career-Path Planning

• Well-defined role guides young staff

• Staff Development• PMs teach by example

• PM resources & training material

• Assistance on contract-management

The Benefits Your PeopleYour Work

Your ClientsYour Organization


Discussion

Topics

Project Management

How to achieve it.3

1

What is it?

2Why do it?


VISIBILITY CONTROL INSIGHT

Project Management | Achieving

• To develop effective, accurate plans

• Key for effective planning

• Access to past work & results

• View of current workload

• To see upcoming work

• To manage risk & control outcomes

• Adjust plans

• Facilitate among all involved parties

• Keys to facilitating:

• Monitor across the organization

• By multiple views (by resource type, project type, client, etc.)

• Understand project finances

• Understand factors impacting project:

• Project Delivery Methods

• Technology

• BIM

• Key to understanding

• Quickly answer your own questions

17

Project Management | Visibility

©2012 Deltek, Inc. All Rights Reserved

VISIBILITY

Tools are

key!


Project Management | Control

CONTROL

Tools are

key!


Project Management | Insight

INSIGHT

Tools are

key!


Project Management | Achieving

PlanDeploy Nurture

• Assess current state of Project Management

• Enlist support of senior management

• Establish processes, procedures, policies

• Change Management• Before new initiatives

• Develop “message” about change

1

• Train• Develop training

curriculum

• Create training manual

• Support• Technology

• Tools

• Implement

2

• Centralize support for change

• Local support for change (if multiple locations)

• On-going training

• Periodic performance assessment

• Feedback loop

3


1Assess your firm’s project management

Next Steps | An Action Plan

2Identify gaps

3Engage with

Bob Stalilonis for

consultation

[email protected]