Project Management in a Multi-Environment Ken Halloway, PMP, ITIL 21 October 2015

Transcription

1 Project Management in a Multi-Environment Ken Halloway, PMP, ITIL 21 October

2 What Am I Talking About? 2

3 Project 3

4 Lifecycle Initiating Planning Executing Monitoring and Controlling Closing 4

5 So, What Do We Need To Consider? 5

6 As Project Managers We Provide oversight to projects Control execution, costs, schedules, and risks Enable Human Resource Management Use or establish processes necessary to complete the project Coordinate resources Conduct Quality Management Responsible for Customer Satisfaction

7 Managing Competing Project Requirements Basically, THIS Scope Risk Quality Resources Time or Schedule Cost or Budget Customer Satisfaction 7

8 Challenges? Resources Scheduling Monitoring and Controlling Change Management Cost Control Risk Management Quality Winning 8

9 Now Add Business Development Revenue Requirements Declining Budgets Requirement for more work Cost of Compliance Issues 9

10 Plus. Federal Acquisition Rules (FAR) Multiple Award Contracts Task/Delivery Orders Indefinite Delivery/Indefinite Quantity (IDIQ) ILL-Defined Requirements Move Toward More Fixed-Price Contracting Vehicles LPTA 10

11 What Do You Have? 11

12 Who Do You Need? 12

13 The Environment Commercial Sector Short or Long Term Based Upon Relationships and Reputation Value Proposition is Key to Success Government Sector Transition from Long to Short Term Multiple Award Contracts Value Proposition Often Trumped by Price 13

14 Project Lifecycle vs Your Lifecycle Project Lifecycle Initiation Business Decision, ROI, Market Space, Charter Planning Stakeholders, Scope, Time, Cost, Risk, Human Resources, Quality, Communications, Procurement, Integration, Change Execution Activities, Quality Assurance Monitoring & Controlling Risk Management, Scope/Cost/Schedule/Quality/Ch ange Control, Procurements Closing Contract Admin and Deliverables Your Lifecycle Initiation Why You Are in Business; Now You Must FIND and WIN The Business Planning Same, Could Be Rapid and/or Iterative; How Are You Funded? Cost of Compliance; Execution Activities and QA (i.e., DO The Business) Monitor and Control Same Closing Deliverables, Partial Funding? 14

15 Large vs Small LARGE BUSINESS Business Development is a Separate Function Capture and Proposal Management are Separate Functions Have Wonderful Graphics Departments Organized into Departments, Divisions, Project Management Offices (PMO) SMALL BUSINESS Business Development is Nominally Taken Out of Hide; May Have One Person as BD or It May Fall to a Program/Project Manager NO Separate Capture/Proposal Functions Graphics Departments? (FedEx Kinko s maybe) Organization Varies 15

16 It All Boils Down To Procurement 16

17 Era Of Multiple Award Contracts (MAC) Came In Vogue Around 2007 Governments State Publicly MAC s Are The Best Value Multiple Vendors Compete For Individual Task Orders PWIN Could Be Very Low Very Challenging to Manage 17

18 Procurement Best Practice vs Reality Best Practice Requirements Well- Defined or Outlined Contract Vehicle Defined By Funding Limit in FAR <$103M/3 Yrs Single Award >$103M/3 Yrs - Multiple Award Contract Type Defined by Cost Risk FP T&M CR Source Selection Criteria Best Value LPTA Real World Today Requirements not completely defined or retread Mostly MAC/FP/LPTA 18

19 Project Initiation 19

20 Project Initiation In this environment, the decision to embark upon a project will be driven by opportunity and your determination of whether you have the skill sets required to perform the task. Resource Availability is Secondary Will undoubtedly have multiple tasks to pursue Bid Strategy is the Key to Success 20

21 Initiation Tools & Techniques Enterprise Environmental Factors Company Culture Organization Resource Limitations Policies and Procedures Organizational Process Assets Templates PMIS Expert Judgment 21

22 Project Planning Progressive Elaboration Rapid and Iterative Scope and Level of Effort Critical Cost of Quality Cost of Compliance Training Communications Management Stakeholder Management Change Management 22

23 Planning Tools and Techniques Templates Request For Information/Sources Sought Bidder s Conferences/Industry Day Resource Negotiation Techniques Writers Library Non-Disclosure Agreements (NDA) Teaming Agreements (TA) Cyberlock Case (2011) Work Share 23

24 Selection Criteria Best Value Metrics Based Technical Proposal More Critical Than Cost Proposal NOT Always Citable, Credible Past Performance Key Lowest-Price, Technically Acceptable (LPTA) No Metrics Established or Considered Past Performance Irrelevant Price is the ONLY Factor in Selection Change Orders *You May Have 4-10 Bids Due Per Week 24

25 A Word About LPTA Federal Government Enamored With It as a Criteria for Source Selection Have Been Erroneously Tied to MAC s Appropriate for Low-Risk Projects or Commodities Inappropriate for Industrial or High-Risk Projects 25

26 OK, You Won, Now What? 26

27 Requirements of a Contract Offer Acceptance Consideration (something of value) Legal Capacity Legal Purpose 27

28 What s in a Contract? Acceptance Agent Arbitration Assignment Authority Bonds Breach/Default Changes Confidentiality Dispute Resolution Force Majeure Incentives Indemnification (Liability) Independent Contractor Inspection Intellectual Property Invoicing Liquidated Damages Management Requirements Material Breach Notice Ownership Payments Statement of Work 28

29 What s in a Contract? Reporting Requirements Retainage Risk of Loss Site Access Requirements Time is of the Essence Waivers Warranties Work for Hire Privity 29

30 Executing/Monitoring/Controlling Considerations Schedule and Staffing Requirements Communications Requirements Quality Assurance Surveillance Plan (QASP) Change Management Training and Certifications Cost of Compliance/Quality 30

31 Typical Day Review of Previous Day s Progress Reports Review/Approve Travel Requests Develop Training (as required) Conduct Audits (Time/Schedule/Quality) Perform QC Review/Submit Change Order Requests Review/Approve Expense Reports Search For/Respond to RFP s Perform Change Control Could Have over 50 Projects Ongoing 31

32 Scheduling Tool 32

33 Scheduling Tool 33

34 Sample Skills Matrix 34

35 Time Tool 35

36 Other Tools Expert Judgment Stakeholder Matrix Communications Matrix Scope Validation Resource Allocation Matrix 36

37 The Key To Success (Or Survival)? 37

38 Some Thoughts/Tips Know Your Resources and Capabilities Know Where Your Resources Are AT ALL TIMES! Be A Packrat! Review Schedule and Burn Rate Continuously Use/Develop Tools To Help You Remember: No Tool Does Everything You Need! 38

39 A Thought.. Continuous effort - not strength or intelligence - is the key to unlocking our potential. Winston S. Churchill 39

40 Questions? 40