Managing Project Management The Basics for Success

Transcription

1 Managing Project Management The Basics for Success Managing Project Management The Basics for Success Norb Slowikowski Consultant This session is eligible for 2 Continuing Education Hours and 2 Contact Hours. To earn these hours you must: Have your badge scanned at the door Attend 90% of this presentation Fill out the online evaluation for this session Attendees Only 1

2 Section 1: Define the Project Manager Framework Project Management Is The choreography of: People Processes Resources Productivity To bring a project to a profitable completion Attendees Only 2

3 Key Components Skills FAT System Expectations Core Beliefs Key Job Responsibilities Productivity Improvement Process Section 2: Team Mentality & Positive Work Climate Attendees Only 3

4 Team Teamwork Synergy Empowerment Ownership Team Mentality Strengthen the Support Team Triangle Project Management Support Team Ongoing Support Job Site Maximizing productivity & profitability Satisfy Needs Meet Schedule Quality Results Customer Focused Maximize Profits Supt s Journeymen Foremen Effective Managing Proactive Leading 8 Attendees Only 4

5 Be An Effective Leader The ability to establish a positive work climate so that people enjoy coming to work every day with a desire to do their best work. Persuasion Not Coercion Gain Cooperation Build Positive Relations Leadership Styles X, Y, Z Values Behaviors - Traits Effective Communication A three way interactive process between two or more people for the purposes of understanding: Expectations Meaning Behavior Feelings Attendees Only 5

6 Communication Roles Speaker Specific & Concise Use the 3V s Paraphrasing Tune In Open, honest, 2 Way Key Information Avoid Distractions Watch Your Language Listener Clarify Meaning Right Mind Set Empathy Show Interest Understand Don t Evaluate Probe for Underlying Causes Avoid Arguing Communication Quiz Turn all false statements into true statements. True False 1. Verbal communication is a continuous, 3-way process involving sending information from one person to another. 2. In the communication process, it s important that the Receiver understands the content and the meaning of the message being transmitted. 3. Being specific is a key to effective sending. 4. Effective communication is a key link to improving productivity on the job site. 5. If the sender is clear and specific when transmitting information, the listener will surely understand what was said. 6. Written communication is definitely more clear than verbal communication. 7. The invisible aspect of communication is what is going on in the sender s mind. 8. Noise is a physical barrier to effective listening. 9. When you communicate the big picture to people they generally get confused. 10. Sending an before a face-to-face meeting or telephone call is the best way to communicate. 12 Attendees Only 6

7 Communication Quiz Turn all false statements into true statements. True False 11. It s important to support the spoken word with meaningful gestures. 12. Sarcasm is okay if you know the person you re talking to. 13. Problems are typically resolved when there is an emotional exchange. 14. A sound listening rule is this be understanding, don t evaluate. 15. The best way for a supervisor to get work done is by issuing orders and instructions. 16. Non-verbal gestures always mean something in the communication process. 17. If you want effective, upward communication with your boss, you should wait until he s ready to talk with you. 18. People who are always asking questions, are generally poor listeners. 19. Documentation is a communication tool. 20. Using s as a way to summarize and follow up is an effective tool. 13 Motivation Power Motivation is an internal impelling influence or need that causes positive action of change. Push Pull Achievement Attendees Only 7

8 Hierarchy of Human Needs Self Actualization Needs Esteem Needs Social Needs Security Needs Survival Needs 15 Behavioral Tendencies D & I Dominant Forceful, competitive, resultsoriented High energy, works long hours High opinion of self Performs well under pressure Restless, impatient Critical and fault-finding May be loud and emotionally explosive Influencer Likes to socialize, is outgoing and friendly Tends to procrastinate Trusting of others, likes people Not into details, likes to delegate Positive and optimistic Avoids disciplining others Typically dislikes busy work 16 Attendees Only 8

9 Behavioral Tendencies S & C Steady Likes structure and routine, resists change One task at a time Very dependable Avoid arguing Takes things literally Calm, relaxed, patient High level of emotional control Overly involved in details High sense of pride Pays attention to deadlines Competent Specific and organized Slow to make decisions Pre-plans Asks a lot of questions Likes things in writing Quiet, doesn t talk a lot Quality conscious Critical thinkers, react to details and facts Diplomatic Dislikes criticism Likes defined limits of authority 17 Managing Conflict Conflict is an unresolved controversy in which people have differing perceptions, interests, and wants and will not work together to satisfy them. Attendees Only 9

10 Why Conflict Occurs Dictated Goals Unclear Chain of Command & Responsibilities Stuck on a Personal Agenda Increased Interaction Personality Clashes Unclear Communication Ineffective Delegation Resolving Conflict 6 Steps 1. Define Problem 2. I.D. Both Party Wants 6. Provide Feedback 3. Establish Relationships 5. Gain Commitment 4. Action Plans 20 Attendees Only 10

11 Conflict - Strategies Avoiding: Retreat & Indifference Smoothing: Everything will be OK. Compromising: Split the Difference Forcing: Amnesty & Open Battle Collaborating: Win/Win Resolution Section 3: Implement Key Job Controls For Each Phase of Construction Process Attendees Only 11

12 Phase One: Job Start Up Scope of Work Quality Specs Material List Blueprints/Color Coded Labor Budget/Coding/Tracking Paperwork Requirements EWO Policy/Procedures Safety Program Work Rules Job Schedule Key Contact Information 23 Phase Two: Job Preparation & Planning Pre Job Planning Meeting & Checklist Foreman s Key Job Responsibilities Tool/Equipment Checklist Safety Rules Job Site Safety Audit Identify Roles of All Key Players 23 Attendees Only 12

13 Phase Three: Job in Progress Foreman s Paperwork Requirements 7 Step Planning Process & Weekly Planning Sheet Weekly Material/Equipment Order Form Two Week Look Ahead Schedule Weekly Progress Meeting Daily Huddle Safety Rules Checklist & Job Site Audit Sheet HazCom Extra Work Authorization RFI Log Sheet Change Order Procedure 25 Phase Four: Job Close Out Zero Punch List GC s Evaluation of Sub Final Job Walk Around Post Job Review Tool, Equipment, Material Inventory Job Close Out Checklist 26 Attendees Only 13

14 Five Keys to Project Success 1. Manage Communication & Teamwork 2. Define the Project Clearly 3. Create a Detailed Work Plan 4. Ensure High Quality 5. Use Written Change Control Questions? Don t forget 10:15-11:30 am Opening General Session 11:30 am-5:00 pm NECA Show Hours Attendees Only 14