Part 2 of 10-The Book that Most Impacted My Career-Excellence in Engineering
From the Project Management View from Rail Transit Programs and Projects Blog
by Henry Hattenrath
A collection of articles sharing project processes, design and construction experience, best practices, and lessons learned along with operational knowledge related to executing programs and projects in the rail transit industry.
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Date
This blog will cover sections of Excellence In Engineering by W.H. Roadstrum, 1967, and relates them to Project Management Institute’s Project Management Book of Knowledge (PMBOK).
My career at Long Island Rail Road, NY involved over 20 years working on teams managing design and construction projects with varied scope including infrastructure, rolling stock and joint agency projects. Now as a consultant for over 10 years, I continue to use the book to get refreshed and to re-invigorate the work ethic grown from this book.
In Excellence In Engineering Chapter 3-The Project and the Project Team, the major factor in project success can be traced to cohesiveness of members, a proactive approach to performance and goals, and attentiveness to team performance and planned progress. Roadstrum listed 4 observations for teams at each end of the performance spectrum.
For Excellent groups:
- Technical work generally on time and within budget
- Engineers busy but give impression of being on top
- Necessary changes and redirection are made in a timely way and taken in stride
- Each group member is obviously growing fast in experience, and readiness for bigger assignments.
For Poorer groups:
- Seems habitually behind on assigned tasks and money
- Always rushed to meet deadlines
- Radical changes are made too late, often at the last minute, with traumatic consequences
- Group members feel frustrated and stagnant and complain that they are learning little.
In PMBOK Chapter 2, various paragraphs reference the attributes of a successful Project Team. Here are the implied observations:
- Acted together in performing work of the project to achieve objectives
- Comprised of members with specific subject matter knowledge or a specific skill set to carry out the work
- Committed members for fulfilling defined roles whether in a dedicated or part time basis
- Structured in the organization with authority equal to accountability in a projectized hierarchy
- Supported by a strong organizational governance that is decisive and provides adequate resources to the team.
Posted on: March 18, 2018 05:46 PM |
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Comments (2)
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The major factors to project success in Chapter 3 make perfect sense. Thanks Henry.
Drew Craig
Sr. Agile & Product Coach| Vanguard
Philadelphia, Pa, United States
Clear and concise factors that establish a shift; either way. Thanks, Henry.
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