Deter - Detect - Delay - Deny 1 John N. Motlagh, MBA
Jul 14, 2015
Project management history
Project management defined
Team dynamics
Project management mechanics
Project manager qualities
Project estimating
Contracting
Risk assessment
Financials
Deter - Detect - Delay - Deny 2
“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
Deter - Detect - Delay - Deny 3
Project Management is the application of knowledge, skills, tools and techniques to
meet project objectives. PMBOK 2001
Deter - Detect - Delay - Deny 4
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
Deter - Detect - Delay - Deny 5
“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
Deter - Detect - Delay - Deny 6
Integration
Scope
Time
Cost
Quality
Procurement
Communication
Risk
Human Resources
Deter - Detect - Delay - Deny 8
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
Deter - Detect - Delay - Deny 12
Developing a new fighter jet
Bringing a new drug to market
Installing a security system
Programming a DVR
Deter - Detect - Delay - Deny 13
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
Deter - Detect - Delay - Deny 14
Activity definition Activity sequencing Activity duration
estimating Schedule
development Schedule control
Deter - Detect - Delay - Deny 15
Project manager
Management team
Subcontractors
Sales team
Consultants
Customers
Deter - Detect - Delay - Deny 18
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
Deter - Detect - Delay - Deny 19
Time oriented display of activity
Activity along the left
Calendar along the top
Duration represented by bars
Deter - Detect - Delay - Deny 20
Critical path method (CPM)
Used to predict project duration
Analyze the activities with the least amount of scheduling flexibility
Late start Early finish
Deter - Detect - Delay - Deny 21
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
Deter - Detect - Delay - Deny 22
No shortage of literature on team dynamics
The Joiner Team Handbook is the best there out there
Deter - Detect - Delay - Deny 23
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
Deter - Detect - Delay - Deny 24
Late 1800’s◦ Faced with large projects
◦ Unprecedented amounts of raw materials
◦ Managing 1000’s of laborers
◦ Transcontinental railroad
Deter - Detect - Delay - Deny 26
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
Deter - Detect - Delay - Deny 27
Late 1900’s◦ WWII◦ Shrinking war time labor◦ New organization ◦ Pert chart◦ Critical Path Methodology (CPM)◦ Highly complex projects for military, industrial,
construction
Deter - Detect - Delay - Deny 28
Today◦ Internet based systems
◦ Global resources working in real time
Deter - Detect - Delay - Deny 29
Pre-sales
Defining phase
Planning phase
Implementation phase
Closing phase
Deter - Detect - Delay - Deny 30
Divided into unique phases, starts after sales cycle is complete
Deter - Detect - Delay - Deny 31
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
Deter - Detect - Delay - Deny 32
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
Deter - Detect - Delay - Deny 33
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
Deter - Detect - Delay - Deny 34
Manage design process
Manage costs
Balance activities
Ensure customer satisfaction
Project scope
Project costs
Project schedule
Not price
Deter - Detect - Delay - Deny 35
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
Deter - Detect - Delay - Deny 36
Project leader
Administrator
Coordinator
Politician
Advocate ◦ for the firm
◦ and the customer
?
Deter - Detect - Delay - Deny 37
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
Deter - Detect - Delay - Deny 38
Security equipment specifications
Tools and techniques
Risks associated with estimating
Inputs to an accurate estimate
Deter - Detect - Delay - Deny 39
Removed from electric subsystem
Now they are considered under Division 28
Deter - Detect - Delay - Deny 40
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%
Deter - Detect - Delay - Deny 41
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
Deter - Detect - Delay - Deny 42
“Make it up on the next job”
Poor scope interpretation
Inaccurate WBS
Rework
Optimistic schedule
?
Deter - Detect - Delay - Deny 43
Work breakdown structure
Resource requirements
Resource rates
Activity durations
Historical information
Deter - Detect - Delay - Deny 44
List resources required for each WBS item◦ Need resource quantity◦ Need resource cost
Resource types◦ Equipment◦ Labor◦ Subs◦ Special tools
Deter - Detect - Delay - Deny 45
Use standard labor for installation◦ NECA manual
Man hours◦ 16 man hours = 2 techs for 1 day
Deter - Detect - Delay - Deny 47
How much did this cost in the past?
Use it as a check rather than lead estimating tool
Deter - Detect - Delay - Deny 48
General conditions
Bid bond
Performance bond
Insurance
Workman’s comp
Permits
Performance
Contract types
RFP
Fixed price
Cost re-imbursement
Time and materials
Deter - Detect - Delay - Deny 49
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
Deter - Detect - Delay - Deny 50
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
Deter - Detect - Delay - Deny 51
Deter - Detect - Delay - Deny 55
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
Deter - Detect - Delay - Deny 56
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
Deter - Detect - Delay - Deny 57
Markup is cost plus a %
Don’t use it
Margin is preferred
%)arg1(cos inmt
Deter - Detect - Delay - Deny 59
Comparison of ◦ Budgeted value of work (Planned value, PV)
◦ Earned value, function of
Percentage complete and
Planned value
◦ Actual cost
Deter - Detect - Delay - Deny 60
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
Deter - Detect - Delay - Deny 61
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
Deter - Detect - Delay - Deny 62