Project Manager Obligations Verse Project Production, Schedule Progress, End Date
| At the expenses of Buyer’s input regarding comments, clarifications, and managerial integration, the mantra on Mega Projects – many that include Design Build (DB) delivery, is to stay out of the Seller’s way, reinforce the risk owned by the Seller and avoid negatively affecting the Seller’s Production, Schedule Progress and End Date. Projects using DB are also more susceptible to Buyer’s tendencies that replace the planned flexible collaboration with practices that minimize or soften Buyer’s feedback and that base decision making almost solely driven by perceived impact on Seller’s production metrics. All while the Buyer retains the position that the Seller is proceeding at its own risk regardless of the Buyer’s review of submittals, schedules and execution plans. Additionally, Mega Projects by virtue of size, cost, duration and impact to a community or region become highly influenced by executives, funding agencies, government officials, communities and advocacy groups. The influencers may have their own biases and self interests to inject into the project environment through continuous affirmations on performance, such as “The project is on-budget, ahead of schedule and we are doing more work.” Under this environment, managing projects or a program of projects will test the Buyer’s project management oversight and the strength of the Buyer’s project team and its strategy in managing the Seller. The strength and resourcefulness in the management strategy will affect the Seller’s compliance with the contract and in meeting the Buyer’s quality expectations for the products and deliverables at project completion. It may not be what you want but it’s on time and on budget Metrics are tools for assessing progress and for determining areas at risk for compliance with requirements for scope, cost, schedule, quality and safety. In order to implement project management plans, project teams identify and monitor Key Performance Indicators (KPIs.) This is no different than the tools and techniques in Project Management Institute’s (PMI’s) Project Management Body of Knowledge (PMBOK.) However, a large volume of metrics can distract teams from the main KPIs. Additionally, it also absorbs scarce resources and time to report, explain variances and develop actions for correcting under-performance or for making decisions from over-performance. More so than any other project delivery method, DB projects are executed because of the benefits to the Buyer from the Seller’s use of innovative designs, alternative materials, unique means and methods, innovative use equipment and techniques, and the continuous implementation of aggressive scheduling for maximizing progress. However, DB projects are dependent on minimal input from the Buyer and the Project Manager (PM.) DB requires the Buyer to optimize basic management practices to avoid disrupting the Seller’s schedule. This may limit PM’s time and actions from thorough assessments of the Seller’s submittals, work progress and KPI trends. As a result, the focus on Production, Schedule Progress and End Date may overshadow the PMs diligent use of all the pertinent tools and techniques in project management including PMBOK knowledge areas and PMI’s practice standards. Its about the Project and the Buyer Once this type modus operandi is demonstrated on a project, there is a high risk all silos in the Buyer’s project management organization will proceed in isolation and focus exclusively on their KPIs. While Integration is an essential PMBOK Knowledge Area, it may be perceived as complicating processes and documentation, and therefore is a risk to scheduled progress by the Seller. It also dilutes the PM’s role as known from PMI’s foundation standard and best practices for project management. This creates an environment that works in favor of reporting uncontested metrics, and it ultimately fractures the Buyer’s authority and project management functions. But it may benefit the influencers, stakeholders and political officials seeking to exclusively report “The project is on-budget, ahead of schedule and we are doing more work.” A PM’s assignment to a project includes a commitment to principles, due diligence and applying expertise to management processes and practices for all PMBOK Knowledge Areas:
Buyer’s, and their funding partners, expect PMs to be highly knowledgeable in project management and that he/she will oversee and continuously exercise effective managerial control, leadership and decision making across each Knowledge Area. The ideal PM should have significant experience on similar projects and delivery methods and be highly aware of the interfaces and interdependencies between each area – aka Integration. The Buyer must assure the selected PM is well rounded and highly skilled in adapting to the Buyer’s organization and the project business case This avoids potential risks from limitations in the PM’s project experience and expertise, including familiarity with the delivery method and contracting approach. For the role of the project manager, PMI lists the following for knowledge and skills: “The project manager is not expected to perform every role on the project, but should possess project management knowledge, technical knowledge, understanding and experience. The project manager provides the project team with leadership, planning, and coordination through communications. The project manager provides written communications (e.g. documented plans and schedules) and communicates in real time with the team using meetings and verbal or nonverbal cues.” A PM that is a great communicator without strong experience of Integration with the other PMI Knowledge Areas may create blind spots. If the PM exclusively focuses on particular areas, shortfalls in management effectiveness will quickly manifest in poor KPIs and missed milestones. On Mega Projects, the complexity of the Project team organization may create numerous dashboards and KPI metric tracing. While an effective tool, the volume of dashboards may obscure critical information on project performance and critical factors and issues. As a result, there is risk that project leadership misses trends in KPIs, which could otherwise be identified and managed with less dashboards but more targeted dashboard. If you see a performance shortfall do something ANSI – American National Standard complements PMI-PMBOK: “In addition to any specific technical skills and general management proficiencies required for the project, project managers should have at least the following attributes:
On the other hand, if trends are not recognized, PMs need to diligently review and monitor underperforming, high performing or stagnant KPIs, be prepared to decide on recommendations for action, and to executive implementation plans. Eventually, PMs and project leadership will need to execute actions to improve poor and stagnant performance and to make decisions on opportunities from high performance. PMs have a unique role and set of competencies that are attained through education, life time learning, project experience, job responsibilities, and certifications and licenses. Cumulatively, the quality of the PM’s services and deliverables has a direct impact on project performance, including Production, Schedule Progress and End Date. PMs and project teams with gaps in PMI Knowledge Areas will create unneeded risk throughout the project life cycle. Credibility and Obligation to Buyer and Profession Regardless of the project delivery method, PMs that do not recognize the interfaces and interdependencies between PMI knowledge areas may create unnecessary risk to project success. Project professionals are obligated to recognize shortcomings and plan accordingly to counter-balance the project team with needed Subject Matter Experts. As project management professionals, Project Managers and team members must understand the standards for their performance on projects. PMI Code of Ethics for project practitioners is a global standard for project, program and portfolio management. The Code, which applies to all practitioners including those that do not have PMI Certification, is available at PMI.org. Below is an excerpt of the relevant sections: 2.1 Description of Responsibility Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result. 2.2 Responsibility: Aspirational Standards As practitioners in the global project management community: 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. 2.2.2 We accept only those assignments that are consistent with our background, experience, skills, and qualifications. 2.2.3 We fulfill the commitments that we undertake – we do what we say we will do. 2.2.4 When we make errors or omissions, we take ownership and make corrections promptly. When we discover errors or omissions caused by others, we communicate them to the appropriate body as soon they are discovered. We accept accountability for any issues resulting from our errors or omissions and any resulting consequences. 2.2.5 We protect proprietary or confidential information that has been entrusted to us. 2.2.6 We uphold this Code and hold each other accountable to it. 3.1 Description of Respect Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. An environment of respect engenders trust, confidence, and performance excellence by fostering mutual cooperation—an environment where diverse perspectives and views are encouraged and valued. 3.2 Respect: Aspirational Standards As practitioners in the global project management community: 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful. 3.2.2 We listen to others’ points of view, seeking to understand them. 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. 3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated. 4.1 Description of Fairness Fairness is our duty to make decisions and act impartially and objectively. Our conduct must be free from competing self interest, prejudice, and favoritism. 4.2 Fairness: Aspirational Standards As practitioners in the global project management community: PMI Code of Ethics and Professional Conduct 4.2.1 We demonstrate transparency in our decision-making process. 4.2.2 We constantly reexamine our impartiality and objectivity, taking corrective action as appropriate. 4.2.3 We provide equal access to information to those who are authorized to have that information. 4.2.4 We make opportunities equally available to qualified candidates. 5.1 Description of Honesty Honesty is our duty to understand the truth and act in a truthful manner both in our communications and in our conduct. 5.2 Honesty: Aspirational Standards As practitioners in the global project management community: 5.2.1 We earnestly seek to understand the truth. 5.2.2 We are truthful in our communications and in our conduct. 5.2.3 We provide accurate information in a timely manner. 5.2.4 We make commitments and promises, implied or explicit, in good faith. 5.2.5 We strive to create an environment in which others feel safe to tell the truth.
TIP: Buyer’s Standard Division 1 contract specifications for consultant services and for contractor products include Quality Management as a standalone requirement. No less important are the requirements for project management by consultants and contractors. Buyers should add specifications for project management requirements in contract documents. TIP: Project Management Institute (PMI) is a standards, education and certifying organization that was created to advance the profession of project management throughout the globe. It is a primary source for project management requirements. Its standards and practices are developed by professionals with a wealth of project experience throughout the globe and across all industries. TIP: Most Buyer’s contract proposal requirements provide a specific list of key persons and their respective qualifications and minimum experience on projects similar to the scope, value and duration of the contract scope. During the Buyer’s evaluation of proposals, the Seller’s PM should be evaluated and followed by an interview along with other key persons. TIP: Ignorance and poor project management skills are not against the law. But it may affect the Buyer’s future access to government and private funding for the project, It is an obligation of the Buyers or their designee to adequately and diligently check qualification of companies and key personnel, and to diligently monitor the performance of consultants and contractors on projects. Buyer’s can not be silent to consultants and contractors that do not meet the performance standards and technical requirements in the respective contracts. TIP: Projects will always have challenges. Not all of them may be resolved and end with Buyer’s satisfaction to scope, schedule and budget – PMI Triangle. During Lessons Learned processes, oversight consultants and project forensic professionals will focus on the adequacy, competence, and managerial effectiveness of the project management team, which can be the Buyer’s personnel or hired consultants. |
