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John N. Motlagh, MBA

Project management history

Project management defined

Team dynamics

Project management mechanics

Project manager qualities

Project estimating

Contracting

Risk assessment

Financials

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“A project is a temporary endeavor undertaken to create a unique product or service”PMBOK 2001

“Any undertaking that has a definite, final objective representing specified values to be used to satisfy some need or desire”. Cleland

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Project Management is the application of knowledge, skills, tools and techniques to

meet project objectives. PMBOK 2001

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Kerzner believes successful project management will yield the following:◦ Projects completed within the allotted time and

budget

◦ Systems having the desired performance level

◦ Assigned resources are used effectively and efficiently

◦ Customer acceptance

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“A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them separately.” PMBOK 2001

“Operations are ongoing work, similar to programs, with a reduced sense of benefit.” Kerzner

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Integration

Scope

Time

Cost

Quality

Procurement

Communication

Risk

Human Resources

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Initiation

Planning

Execution

Control

Close

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Definitions

History

Dashboard

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Temporary

Limited time frame

Definite beginning and end

End is when the objectives are met or,

It is clear that the objectives cannot be met

Unique

Something that has not been done before

May be unique even if the category it belongs to is large

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Developing a new fighter jet

Bringing a new drug to market

Installing a security system

Programming a DVR

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Time◦ Processes required to

ensure timely completion of the project

Cost◦ Processes required to

ensure the project is completed within budget

Quality◦ Includes all the process

required to ensure the project will satisfy the needs for which it was undertaken

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Activity definition Activity sequencing Activity duration

estimating Schedule

development Schedule control

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Resource planning

Cost estimating

Cost budgeting

Cost control

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Quality planning

Quality assurance

Quality control

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Project manager

Management team

Subcontractors

Sales team

Consultants

Customers

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An MS Project gantt chart is not a WBS

Base line planning document

If it is not in the WBS it is not in scope

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Time oriented display of activity

Activity along the left

Calendar along the top

Duration represented by bars

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Critical path method (CPM)

Used to predict project duration

Analyze the activities with the least amount of scheduling flexibility

Late start Early finish

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Optimistic

Most likely

Pessimistic

Optimistic Most likely Pessimistic PERT

Initiation 10 12 25 14

Planning 15 17 36 20

Execution 30 35 45 36

Control 5 22 25 20

Close 2 6 7 6

62 92 138 95

6

))_4((_

cpessimistilikelymostoptimisticdurationactvity

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No shortage of literature on team dynamics

The Joiner Team Handbook is the best there out there

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Team building stages

Forming◦ Feelings◦ Behaviors

Storming

Norming

Performing

Recipe for a successful team

Clear goals

Continuous improvement

Clear roles

Clear communication

Beneficial team behaviors

Well defined decision process

Established ground rules

Awareness of group process

Use scientific approach

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Late 1800’s◦ Faced with large projects

◦ Unprecedented amounts of raw materials

◦ Managing 1000’s of laborers

◦ Transcontinental railroad

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Early 1900’s◦ Demand for harder

and longer hours from workers force science of efficiency

◦ WWI, New deal projects

◦ Gantt chart developed around 1900

◦ PM unchanged for almost 100 years

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Late 1900’s◦ WWII◦ Shrinking war time labor◦ New organization ◦ Pert chart◦ Critical Path Methodology (CPM)◦ Highly complex projects for military, industrial,

construction

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Today◦ Internet based systems

◦ Global resources working in real time

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Pre-sales

Defining phase

Planning phase

Implementation phase

Closing phase

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Divided into unique phases, starts after sales cycle is complete

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Closing

Defining

Implementing

Planning

Defining Get organized

Review the contract

Interview sales and customer

Prepare a riser diagram

Update the BOM

Assume control of cash flow and cost

Hold kick off meeting

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Planning• Preliminary

schedule

• Work breakdown schedule

• Cost Re-Estimate

• Critical path

• Project schedule

Implementation

• Controlling

• Documentation tools

• Procurement

• Manage the field work

Closing• Customer

training

• As built drawing

• Final security testing

• Final acceptance

• Warranty

• Service turnover

• Project audit

Defining Site survey

report

Estimating worksheet checklist

Pre-bid review

Sales to ops turnover form

Validate scope

Hold kick off meeting

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Planning• Project plan

• Kick off meeting action items

Implementation• Weekly meetings

• Daily onsite project controls

• Weekly onsite documentation

Closing• Punch list

• Project closeout

• Ops to service turnover

Align project with company objectives

Increase profit

Reduce risk

Generate additional revenue

Face to the customer

Create competitive advantage

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Manage design process

Manage costs

Balance activities

Ensure customer satisfaction

Project scope

Project costs

Project schedule

Not price

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Understand and interpret the scope of work to the project team

Continually validate scope with customers

Continually search for ways to reduce costs

Plan project phases and tasks

Manage cash flow

Coordinate sub-contractors

Communicate to the stakeholders

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Project leader

Administrator

Coordinator

Politician

Advocate ◦ for the firm

◦ and the customer

?

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The project manager is responsible for ◦ Project definition◦ Project planning◦ Project implementation◦ Project closing

The PM must make sure the project is ◦ On time◦ Within budget◦ Within scope, and ◦ Meets customer expectations

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Security equipment specifications

Tools and techniques

Risks associated with estimating

Inputs to an accurate estimate

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Removed from electric subsystem

Now they are considered under Division 28

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Order of magnitude◦ Expert judgment

◦ -25% to +75%

Parametric modeling◦ Cost /sq ft,

budgetary

◦ -10% to +25%

Bottom up◦ Cost of individual

items

◦ -5% to +10%

Unit price◦ -5% to +5%

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Scope◦ Loosely defined

scope

◦ No specs

◦ Poor requirements

Time◦ Rushed timeline

◦ Unanticipated overtime

Quality◦ Customer asks for

work beyond scope without change order

Other◦ Legislative

requirements

◦ Might change during project

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“Make it up on the next job”

Poor scope interpretation

Inaccurate WBS

Rework

Optimistic schedule

?

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Work breakdown structure

Resource requirements

Resource rates

Activity durations

Historical information

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List resources required for each WBS item◦ Need resource quantity◦ Need resource cost

Resource types◦ Equipment◦ Labor◦ Subs◦ Special tools

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Unit price for each resource

Consider using burdened labor rate

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Use standard labor for installation◦ NECA manual

Man hours◦ 16 man hours = 2 techs for 1 day

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How much did this cost in the past?

Use it as a check rather than lead estimating tool

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General conditions

Bid bond

Performance bond

Insurance

Workman’s comp

Permits

Performance

Contract types

RFP

Fixed price

Cost re-imbursement

Time and materials

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First step to manage security risks

Evaluate the likelihood that a threat will be successful, and then considers

The potential severity of if the event comes to pass

The objective is to identify ◦ Hazards

◦ Threats and

◦ vulnerabilities

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Evaluate countermeasures to provide protection to the◦ Public

◦ Employees

◦ National interests

◦ Environment

Countermeasures come in the form of ◦ CCTV

◦ Intrusion detection

◦ Access control

◦ Barrier technology

◦ Lighting

◦ Policy

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Risk

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Risk variables

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Asset

characterization

Threat

Assessment

Risk Assessment

Countermeasures

Analysis

Vulnerability

Analysis

NFPA 101 (National Fire Protection Association)

Highlights◦ AHJ◦ Fire exit hardware (exit doors should get your full

and undivided attention)◦ Means of egress (NFPA chapter 7, IBC ch. 10)◦ Area of refuge

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NFPA – 70 National electric code NFPA – 72 National fire alarm code NFPA – Standard for emergency and safety

power systems NFPA – 730 Premise security UL924 – Standard for safety emergency

lighting and power UL325 – Gate operators ASTM F-1184 and F-2200 – posts and

gates

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Markup vs. margin

Earned value

Change order

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Markup is cost plus a %

Don’t use it

Margin is preferred

%)arg1(cos inmt

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Comparison of ◦ Budgeted value of work (Planned value, PV)

◦ Earned value, function of

Percentage complete and

Planned value

◦ Actual cost

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Cost variance◦ Measurement according to budgeted amount in

terms of Dollar amount over/under

% of budget over/under

Schedule variance◦ Measurement according to scheduled activity in

terms of Time over/under schedule

% of time over under

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Cost performance index◦ Less than 1 means over budget

◦ Greater than or equal to 1 is on budget

Schedule performance index◦ Less than 1 means behind schedule

◦ Greater than or equal to 1 is on schedule

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