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PROJECT MANAGEMENT CHALLENGES– Subject Series Summary

March 21, 2012 By

Having recently addressed the AACE International Western Winter Workshop, I am heading for Canada on a new consulting engagement.  Likely, we will have some additional posts and details at a later time.  The press of business has reduced our recent posting activity.  Given this trend and  the large number of new visitors to this blog, we will repost some of the Subject Series Summaries.

This  McLaughlin & McLaughlin‘s Project Professionals summary update provides readers with an overview of prior posts and provides a baseline for future posts that will follow on a timely basis.  This Subject Series, PROJECT MANAGEMENT CHALLENGES was posted during June through September 2011.  Since that time, blog readership has increased significantly.

This summary is very brief and simply serves as an index for readers to follow.  More robust summaries are provided in the June summary.  Of course, detailed descriptions are contained in the individual posts.

Ideally this Subject Series provides a starting point to investigate best practice on many planning and execution features of project management.

Introduction (Part 1) – This post is the first in a series of discussions regarding challenges being encountered in current project management.  This post introduces the topic and sets the framework for ongoing posts on individual challenges.  This series is intended to draw upon many sources within the project management discipline or profession.

Project Initiation (Part 2) – This post addresses the starting point or initiation of the project.  This is a crucial challenge.  The initiation process (getting started formally) requires two processes and deliverables/outputs (see PMBOK® and Kerzner).  Both processes are discussed.

Project Initiation Lessons Learned (Part 3) – This post addresses the starting point or initiation of the project.  The study of lessons learned creates relevance and importance in (sometimes) abstract concepts.  It answers queries regarding the practical side of the issue.  There is a famous quote out there that talks about those that refuse to study history.  It is suggested that you avoid reliving the mistakes experienced by others.

Project Planning Process (Part 4) – This post addresses the project planning process.  This is a crucial challenge and the importance of this process cannot be overstated.  A logical and often asked question is along the lines of “Why plan?” as it can be complicated, time-consuming and aggravating.  There are several key benefits to planning.  These benefits are discussed.

Project Management Plan (Part 5) – This post addresses the Project Management Plan [also known as Project Execution Plan, Project Plan and other titles].  The Project Management Plan can consist of several pages of information and direction or a bookshelf full of many volumes of documents.  These many volumes can have a hierarchical structure.  PMBOK® provides guidance regarding this deliverable/work product.  The Project Management Plan is also known as Project Execution Plan, Project Plan, and other similar titles.

Project Planning Issues (Part 6) – Planning the project properly, documenting the plan professionally and then implementing the plan successfully are likely the source of most project success and failure outcomes.  While project planning is one of the most fundamental skill sets in project management, the requisite processes and actions are not well developed or successfully implemented.

Project Planning Lessons Learned (Part 7) – Learning from the experiences of others is an effective method for skill set development.  Many organizations that use project management on an ongoing basis close out projects with a compilation of “lessons learned.”  These firms have found value in studying the issues that have emerged in the past.

Project Planning Lessons Learned STAKEHOLDER MANAGEMENT (Part 8) – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Stakeholder Management.  The use of team and stakeholder workshops can be an effective mechanism for aligning, selling and implementing the Project Management Plan.  Obtain an audience with all stakeholders.  Start with the Project Sponsor.  Sell the Project Management Plan in detail.

Project Planning Lessons Learned RESOURCE REQUIREMENTS (Part 9) – This post continues the focus on issues in planning and problems that have their source or root cause in planning.  The subject is Resource Requirements.  In this regard, the post will focus on human resources or staffing. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , , , , , , , , ,

Labor/Labour Productivity – Cumulative Impact (Part 14)

February 25, 2012 By

This is McLaughlin and McLaughlin’s Project Professional’s fourteenth posting regarding labor/labour productivity and disruption.  This contribution provides an overview of process alternatives that are extremely helpful and valuable for all stakeholders concerned with labor productivity and management.

The Subject Series regarding Labor/Labour Productivity and Disruption can be viewed here.

It is widely recognized that changed work (sometimes called change orders – assuming that the contract is changed as a result) may have a negative impact on field labor productivity (lower productivity).  The impact of multiple changes may be recognized or sensed.  The challenges are both timely recognition and demonstration of cause and effect.  The publications listed below are some of the more useful and valuable references related to this cause and effect dynamic.

An article and related study published recently in Construction Lawyer has some valuable information and analytical process guidance that is very useful when considering potential impact to labor productivity resulting from changed work. [Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , , ,

Labor/Labour Productivity –MCAA Publication (Part 13)

February 12, 2012 By

Changed Work, Productivity and Overtime

This is McLaughlin and McLaughlin’s Project Professional’s thirteenth posting regarding labor/labour productivity and disruption.  This contribution provides an overview of a construction industry publication that is extremely helpful and valuable for all stakeholders concerned with labor productivity and management.

The Subject Series regarding Labor/Labour Productivity and Disruption can be viewed here.

This publication is Change Orders, Productivity, Overtime, Mechanical Contractors Association of America (MCAA).

[Read more…]

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , , , , , , , , ,

PRODUCTIVITY SERIES REVIEW (reissue 3)

January 29, 2012 By

McLaughlin and McLaughlin’s Project Professionals blog has a series of posts regarding labor/labour productivity.  Over the last six months we have added to this popular series.  The first summary was posted in June 2011.  There was a reissue in October 2011, and again in November 2011.  Readership has continued to increase.  Consequently, we are reissuing this updated and expanded post as an overview of the labor/labour productivity series.

This Subject Series is being updated and new posts will be added over the coming weeks and months.

Productivity is a hot topic and has given rise to much discussion and debate in the project management world.  Labor productivity can be a competitive advantage or a managerial challenge (actually, both and more).  Therefore, we believe that there is high potential benefit in a review of McLaughlin & McLaughlin’s Productivity Series.  Below, we have the titles and links to each post followed by a brief summary of the content.  We intend to augment these posts with additional writings on the subject.

Filed Under: Claims, Featured, General, Productivity, Projects Tagged With: , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 8) –Project Manager and Industry, Domain and/or Technical Experience

January 21, 2012 By

This McLaughlin and McLaughlin’s Project Professional’s post is the eighth in a series of discussions regarding current challenges with the staffing aspects of your project management team.   This post (like Parts 4, 5, 6 and 7) addresses acquiring the human resources (people) or staffing.  In this case, we focus on the project manager.  The Subject Series can be viewed here.

This, the fourth post on acquiring the project manager, addresses the relevance and/or importance of industry, domain and/or technical experience in a professional project manager.

According to Google, LinkedIn is the World’s Largest Professional Network.  As a member of several Discussion Groups that pertain to project management, I posed the following discussion:

In Project Program or Construction Management, how important is industry, technical or domain experience?

“When project management candidates or persons are being considered, selected, and engaged or hired, technical or domain experience is frequently an expressed consideration. Often, criteria for the individual includes industry, project-specific scope, technical or other experience with the content of the project are expressed requirements. There are differing views on this subject. What are your views?”

“PMI’s PMBOK discusses many activities and skills that are (in part or entirely) focused on the Project or Program Manager. All of these process requirements are managerial in nature, virtually none are technical or domain related.”

“In his authoritative book PROJECT MANAGEMENT, A Systems Approach to Planning, Scheduling, and Controlling, Dr. Kerzner lists ten proficiencies for effective project management. Only one of the ten is Technical Expertise (assume same as domain expertise). Industry or similar project experience does not make the list.”

“Having managed many projects in many industries and with varying underlying technology, it is fair to say that opinions vary widely on this topic.”

“What is your perspective, opinion, experience or view?”

The comments are both thoughtful and revealing.  In the following, we have extracted typical (but not all) of these comments. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 7) – Acquiring the Project Manager

January 14, 2012 By

Industry, Domain and/or Technical Experience

This McLaughlin and McLaughlin’s Project Professional post is the seventh in a series of discussions regarding current challenges with the staffing aspects of your project management team.   This post (like Parts 4, 5 and 6) addresses acquiring the human resources (people) or staffing.  In this case, we focus on the project manager.  The Subject Series can be viewed here.

This, the third post on acquiring the project manager, will address the relevance and/or importance of such considerations as industry, domain and/or technical experience in a professional project manager.

So, what are the skill-sets that are needed in the year 2012 (and beyond) environment?  Let us drill down into or unpack the subject a little. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 6) – Acquiring the Project Manager

January 7, 2012 By

Selection Considerations

This McLaughlin and McLaughlin Project Professionals post is the sixth in a series of discussions regarding current challenges with the staffing aspects of your project management team.   This post (like Parts 4 and 5) addresses acquiring the human resources (people) or staffing.  In this case, we focus on acquisition of the project manager.  This acquisition of project manager resource will be the subject of several posts over the next several weeks.  The Subject Series can be viewed here.

This, the second post on acquiring the project manager, will address the selection criteria that are important in a professional project manager.  Before looking at sources for a project manager candidate, one needs to settle on the key characteristics (personal and other) that are needed in the specific project and the project execution strategy for your project. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 5) – Acquiring the Project Manager

January 1, 2012 By

Personal Characteristics and Attributes

This McLaughlin and McLaughlin’s Project Professional’s post is the fifth in a series of discussions regarding current challenges with the staffing aspects of your project management team.  The focus is on the managerial aspects of human resource planning and acquisition.  This post (like Part 4, our last post) addresses acquiring the human resources (people) or staffing.  In this case, we focus on acquisition of the project manager. This acquisition of project manager resources will be the subject of several posts over the next several weeks.

A key action, many believe that this selection/acquisition (the project manager) is the most important activity in staffing the project management team.

In past posts, the acquisition strategies have been discussed and evaluated.

This, the first post on acquiring the project manager, will address the personal characteristics and attributes that are important in a professional project manager.  Before looking at sources for a project manager candidate, one needs to settle on the key characteristics (personal and other) that are needed in the specific project and the project execution strategy for your project.  From past posts, it has been asserted that enterprise environmental factors are key inputs.  These factors influence the characteristics and attributes that are needed for a project within your organization.

Please Remember –Teams of people [not machines and not software] build projects. Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].

Please Remember –This is a team, not a group of individuals. Have you noticed that so many sports teams with superstars rarely win championships?  Further, have you noticed that championship teams have few, if any, superstars?  It is the project team, not the individual that must be staffed and developed.  As they say, there is no “I” in team. [Read more…]

Filed Under: Featured, General, Projects Tagged With: , , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 4) – Acquiring People from the Market

December 17, 2011 By

This McLaughlin & McLaughlin’s Project Professionals post is the fourth in a series of discussions regarding current challenges with the staffing aspects of your project management team.  The focus is on the managerial aspects of human resource planning and acquisition.  This post (like Part 3, our last post) addresses acquiring the human resources (people) or staffing.  While the planning may be the most important activity or action in the process, the challenge ultimately is obtaining the people to implement your intended execution strategy.

There are many acquisition strategies.  These acquisition strategies differ for various market conditions, organizational situations, project needs and other project variables.  Markets that are very active/hot [oil and gas, mining, natural resources, etc.] present unique challenges.  Skill-sets that are in high demand [project controls, planning, scheduling, technical, etc.] present further unique challenges.  The project Human Resource Plan must address these unique challenges.  Further, the project plan and schedule must allow the time to complete the acquisition process as well as the requisite training/indoctrination.  Finally, the project budget must realistically provide for the cost of these resources (often expensive non-employee persons) as well as the acquisition costs (e.g. recruiters).  If this planning is not in place, do not launch into project execution.

Please Remember –Teams of people [not machines and not software] build projects. Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].

Please Remember –This is a team, not a group of individuals.  Have you noticed that so many sports teams with superstars rarely win championships?  Further, have you noticed that championship teams have few, if any, superstars?  It is the project team, not the individual that must be staffed and developed.  As they say, there is no “I” in team. [Read more…]

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , , , , ,

STAFFING YOUR PROJECT MANAGEMENT TEAM (Part 3) – Acquiring People

December 10, 2011 By

This post is the third in McLaughlin & McLaughlin’s Project Professionals series of discussions regarding current challenges being encountered in today’s efforts/environment associated with the human resource aspects of your project management team.  More specifically, we have titled the series STAFFING YOUR PROJECT MANAGEMENT TEAM, and we intend to focus heavily on the managerial aspects of human resource planning and acquisition.  This post focuses on acquiring the human resources (people) or staffing.  While the planning may be the most important activity or action in the process, the challenge ultimately is obtaining the people to implement your intended execution strategy.  There are many acquisition strategies.  These acquisition strategies differ for various market conditions, organizational situations, project needs and other project variables.

Please Remember –Teams of people [not machines and not software] build projects.  Consequently, if you cannot acquire the requisite staffing, you are not prepared to execute the project [at least as planned].

Please Remember –This is a team, not a group of individuals.  Have you noticed that so many sports teams with superstars rarely win championships?  Further, have you noticed that championship teams have few, if any, superstars?  It is the project team, not the individual that must be staffed and developed.

In order to present this topic in a logical manner and with an industry-recognized lexicon, we are using the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).

Sources that are used in this post are:

Filed Under: Claims, Featured, General, Projects Tagged With: , , , , , , , , , , , , , , , , ,
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