Darryl Anderson PROJECT MANAGEMENT Harbour Authority Associa9on of Bri9sh Columbia March 6, 2014

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1 Darryl Anderson Contact: PROJECT MANAGEMENT Harbour Authority Associa9on of Bri9sh Columbia March 6, 2014

2 OUTLINE Learning objectives. Types of projects that require management. Project quality management process. Applying project management at your harbour select topics: communications, contracting & health & safety. Assessing & managing project risk. Break-out groups.

3 LEARNING OBJECTIVES Better manage your projects, from planning and team building to quality and cost management. Become a stronger, more effective communicator and leader. Connect and network with other H a r b o u r A u t h o r i t y representatives involved in project management.

4 WHAT IS PROJECT MANAGEMENT? A project is a temporary endeavour that has a definitive start and finish. Project management is the process and techniques to follow when you are doing something you have never done before, or try to improve.

5 TYPES OF HARBOUR PROJECTS Infrastructure Driven Berthage Boat launch ramp Contaminated land remediation Dredging Electrical service Fire protection Habitat restoration Loading equipment Minor repairs Parking Property expansion, or consolidation Wharf Waste disposal Wave protection

6 PROJECT MANAGEMENT Why Become Involved? Operating perspective & experience provides for better outcomes. Represents a framework for improved coordination & control of activities, among board members, staff, contractors & others. Allows for more effective allocation of time & resources.

7 PROJECT PHASES TO ENSURE QUALITY MANAGEMENT Initiating, Planning, Executing, Controlling, Closing.

8 INITIATING (Q) Why is this project management phase one of the most crucial? (A) It creates the actual scope statement. Project Charter Reasons for undertaking the project, Target project benefits, Objectives & constraints, Directions concerning the solution, In-scope & out-of-scope items, High level budget & spending authority Identifies the main stakeholders, High level risk management plan, Communication plan.

9 WHY IS PLANNING IMPORTANT? Projects have a tendency to rapidly go out of control based on the number of assumptions that are made. It is significantly more expensive to correct a problem, or deal with an unanticipated requirement, once a project is in the execution stage. Significant project delays impact more than the development, or construction phase. Planning is not a one time activity; it is a constant, repetitive activity occurring throughout the life of a project. Resource Decisions

10 PLANNING Defining & identifying key resources, Identifying tasks dependencies, Estimating how long a task will take, Delegation of tasks, Acquiring plan acceptance, Establishes a baseline for measuring quality, time & monetary outcomes.

11 EXECUTING Communicating Expectations No matter how much you plan, or manage the plan, issues will arise. If you expect issue to arise they will be much easier to deal with than when you expect everything to go smoothly. When Ongoing communications Project status meeting How?

12 EXECUTING Contract Types Impact Approach Unit price Lump sum/fixed price Cost plus Incentive Percentage of construction

13 EXECUTING Q) Who Has Responsibility for Health & Safety? WorkSafeBC OH&S App (A) The employer is responsible for contractors and cannot contract this responsibility away. There are specific instances within British Columbia s OH&S legislation in which an employer, or a work site owner, may contract out work to a "prime contractor. The prime contractor may undertake and completely control the work on behalf of a work site, or construction project owner. If this is accomplished properly, the work site owner is absolved of responsibility. The prime contractor will have the responsibility for ensuring that legislative provisions are complied with and safe workplace practices are carried out at the work site.

14 CONTROLLING Create an atmosphere where it is acceptable for your team to give you an honest status. When communicating the need for a change, present solutions so you can get a decision in a timely manner.

15 SOURCES OF INFRASTRUCTURE PROJECT RISK Tight project schedule Design variations Excessive approval procedures in administrative government departments High performance/quality expectations Inadequate program scheduling Unsuitable construction program planning Variations of construction programs Low management competency of subcontractors Variations by the client Incomplete approval and other documents Incomplete or inaccurate cost estimate Lack of coordination between project participants Unavailability of sufficient professionals and managers Unavailability of sufficient amount of skilled labour Bureaucracy of government General safety accident occurrence Inadequate or insufficient site information (soil test and survey report) Occurrence of dispute Price inflation of construction materials Serious noise pollution caused by construction

16 ASSESSING & MANAGING RISK Handling Risks Identify, Manage, Mitigate.

17 CLOSING PROJECT COMPLETION Sharing what you learned. Importance of final documentation. Decisions regarding: Who will maintain infrastructure, Who will handle trouble shooting, Will upgrades be required in the future?

18 KEYS TO EFFECTIVE PROJECT MANAGEMENT Use your past experience & judgement. Use a project management process to help guide your effort.

19 BREAK-OUT GROUPS

20 PROJECT MANAGEMENT APPLICATION Have your group identify up to three infrastructure project management challenges you would like to be better at? Have your group identify the stage of project management most applicable for resolving the issue.

21 PROJECT MANAGEMENT APPLICATION Have each participant assume the responsibilities of one of the following groups, and respond from that point of view when offering ideas to address the issue: Harbor Authority board of director, Harbor manager, Small Craft Harbours engineering staff, Small Craft Harbours program staff, Regulatory agency, Contractor, or potential supplier, Customer, Community stakeholder, or media contact.

22 Contact: Darryl Anderson, Managing Director Victoria, British Columbia, Canada

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