Project Management View from Rail Transit Programs and Projects

This is Part 6 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making and Problem Solving.  7)  Managing Changes. 

This article summarizes the key points in Chapter 12 – Decision Making and Problem Solving and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

In the opening part of the Chapter, Dinsmore relates decision making and problem solving skill throughout the project life cycle.  He then goes through the process, including problem analysis, decision analysis, creativity in identifying decisions, and the review of facts and opinions. 

To illustrate the process for developing solutions to a problem, Dinsmore cites a problem identified by renters in an apartments building regarding poor elevator service.   From a building manger and engineering perceptive, the solution focused on the vertical movement of residence.   As a result, the solutions proposed adding elevators, speeding up existing elevators, and designating local and express elevator operations.  Each solution included significant cost estimates.   Without a cost effective solution, the building manager consulted building staff, and the solution selected was to add mirrors in the lobbies. 

After the solution was implemented, building management observed that complaints were reduced after the mirrors were installed.  After review, the management determined that the real problem was the renters found the wait for elevators was boring rather than there was excessive waiting time.  The mirrors distracted renters from the time waiting for an elevator. 

Dinsmore’s example amplifies his presentation of procedures referenced to Kepner and Tregoe:  A)  Identify the problem.  B)  Propose solutions.  C) Justify the best solution.  D)  Present the solution implementation plan.   

PMBOK references decision making techniques as part of Chapter 4-integrated change control, and Chapter 5-collect requirements. 

PMBOK references decision making topics as part of Chapter 8-quality data analysis, Chapter 9-acquire resources, and manage the team and control resources, Chapter 11-risk plan response, and Chapter 13-stakeholder engagement, manage stakeholder.  

Commentary:    Participants on the project know that decisions need to be made throughout the project life cycle.   But they rely on the project manager to do the work needed for them to understand the problem, the solutions, and to concur with the decision to the problem and the plan for implementing the solution.    As a result, the project manager and his support staff will present documents, actively solicit and compile input from the project team,  perform all research to specify advantages and disadvantages of solutions, prepare cost estimates and schedules, and to recommend the solution the project recommends. 

Good Practices for Decision Making

• Specify the project conditions at the time the solution is selected
• Identify the problem that the solution will solve
• Describe the criteria for selecting the solution
• List the expected benefit/outcome from implementing the solution
• Establish realistic dates the decision and the realization of benefit
• Determines/specify the inputs needed for the decision process
• Record the Decision in a document that covers all proposed solutions and the conclusion
• Assure that subject matter experts within the project and from the organization are providing input

This is Part 5 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making.  7)  Managing Changes. 

This article summarizes the key points in Chapter 11 – Negotiating and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

Project managers and team contributors continuously negotiation start and end dates and the resources required for executing direct and indirect project activities.   However, this type of negotiations is drastically different from the formal negotiations used by organizations - Buyers for contractual agreements for contracts with consultants and contractors – Sellers.  

Negotiations for selecting the most qualified Seller and for determining the contract costs follow the Buyers’ organized and repeatable processes, which are consistent with industry domain practices most common for the project scope.  

Dinsmore summarized the most common application of negotiations in a project environment:

• Contracts:  Projects can have multiple contracts for services and products, and each contract can have subcontracts for materials and labor.    Regardless of the contract acquisition method, the Buyer and Seller will negotiate the price, terms and conditions and technical requirement of the contract agreement. 
• Procurement:   Projects also procure services and materials to contribute to the execution of work, such as administrative office space, office supplies and services, and cleaning and maintenance services.   The Buyer and Seller will routinely expedite and negotiate delivery dates and timeframes that are correlated to changing project schedules.
• In House negotiation:  Some Buyer’s organization have labor contracts and work rules that affect work performed by in-house personnel assigned to projects.   Interpersonal attributes will have a great impact on meeting the needs of management personnel and personnel represented by a collective bargaining agreement.
• Negotiation with third parties:   Long standing organizational agreements and memorandums of understanding may affect how project work can be executed.   Planning and negotiating work will need to recognize the agreements and MOU to ensure requirements are met without impacting project plans.
• Claims and contract closeout:   Buyers and Sellers understand the final stage of contracts includes settlement of changes, claims and disputes.   Similar to the effort to start the contract, Buyer and Seller will negotiate acceptance of work, entitlement to changes, resolve disputes, and reconcile payments to complete the contract and terminate obligations.

Whether formal or informal, the negotiation process has three possible outcomes.   Dinsmore concisely describes the applications, methods, and the results for the Buyer and Seller on: A) Win-Win negotiations.  Mostly tailored to parties with intent to create and sustain a long work relationship.  The process creates give and take compromises that allow Buyer and Seller to focus on the benefits from the agreement.  B) Win-Lose negotiations.  This is most typical for parties that view the agreement as a sole one-time occurrence.   This is tailored to Buyer and Seller that want to demonstrate victory at the expense of the other.    C) Lose-Lose negotiations.   This is often associated with a Buyer and Seller with a history of strained negotiations and poor contract performance.  As a result, the parties take extreme and strong positions that neither can expect to actualize.  

Negotiations are most effective with a plan.   The plan will include: 

• Research and position statement:
• Pre-negotiations:   This consists of planning the strategy and tactics for the negotiations, including history between the Buyer and Seller, the company representatives required at the negotiations, schedule of meetings and negotiation dates, and the definition of several positions and outcomes that will be used active negotiations and post-negotiations,
• Active negotiations:   This consists of executing the strategy and tactics for conducting the negotiations and creating presenting facts and figure to present positions, alternate positions or counter-positions to initiate and complete the negotiation process.  
• Post negotiations:   This is the activities from the results of the negotiations, including recording the process and result in project records, and as needed, updating contract documents to clarify or change requirements.     

PMBOK references negotiations as part of Chapter 9-develop the team and control resources, Chapter 13-manage stakeholder, and Chapter 12. 

PMBOK Chapter 12 – Project Procurement Management identifies negotiation as a primary personal and team skill.   From project perspective, negotiation is a discussion aimed at reaching an agreement.  Procurement negotiation clarifies the structure, rights and obligations of the parties and other terms of the purchase so that mutual agreement can be reached prior to signing the contract…. Negotiation concludes with a signed contract document or other formal agreement that can be executes by both buyer and seller.

Commentary:   Most projects in the rail transit are subsidized with government funding.   As a result, the Buyer’s contract acquisition process is highly structured to ensure government requirements are met, including length of solicitation period, prevailing wage rates for labor, Buy America provisions for materials, defined percentages for subcontracting work to disadvantage and minority businesses, and a wide range of environmental compliance issues.   Each of these added requirements can lead to negotiations for changes at the pre-award, post award and closeout phases of Buyer/Seller contract. 

PMBOK Chapter 9-Project Resource Management offers several techniques for resolving team conflicts.   The tactics are transferrable to the to the negotiation process and include: A) Withdraw/avoid.  B) Smooth/accommodate.  C) Compromise/reconcile.  D) Force/direct.  E) Collaborate/problem solve.

This is Part 4 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making.  7)  Managing Changes. 

This article summarizes the key points in Chapter 8 – Using Managerial Time and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

Some clients use a percentage of direct labor in design and construction contracts to determine the value of managerial time for a project.    Some consultants may use a similar estimating process.  Some project managers may estimate the managerial costs by hard estimates for activities needed to meet the client’s requirements and expectations.

The contract documents specify managerial activities, services and deliverables required from the assigned management teams.   The requirements are usually concentrated in the Scope of Work (SOW) in a consultant service contract and in the Division 1 specifications in a construction contract.  In addition to the requirements, experiential data may help clarify the estimated cost based on historical averages for manpower usage and expenses on other contract with the client and similar clients in the industry domain.

One of the best ways to understand and formulate the costs is to create a chart of managerial activities, services and deliverables and to assign manhours over a defined period of time, such as monthly – the most common recurring period on construction projects.   Best practices for estimating project management team costs would include input from experienced project managers, including the PM that will be used for the contract.   The managerial items will cover a variety of personnel including PM assistances and  support staff for estimates, schedules, knowledge/records management, quality, safety, budget/financial  administration, contract administration, reporting and process expediter. 

Dinsmore presents a table of managerial items, which was created from survey response from project professionals, that illustrates a good template for generating an estimate of manhours necessary for managerial activities.    Models can be prepared for each contract type, contract requirements, and unwritten client expectations.   The Table includes:

Once the Models are prepared, activities and manhours can be adjusted based on the available budget negotiated for the project.   The adjustments may means that low priority low value activities can be trimmed or increased accordingly.   However – in some cases funding partners and oversight agencies may not be flexible in reducing the scope for project management activities, services and deliverables.  

Dinsmore identifies behaviors in the project team that cause high manhour usage and create inefficiencies in work flows including:  A)  Difficulty in saying “no.”   B)  Lack of self-discipline.   C)  Lack of time management.   D)  Less than fully competent employees.  E)  Excessive bureaucracy in the organization  F)  Poor utilization of administrative staff.   G)  Tendency to centralize, rather than delegate.  

As a result, Dinsmore discusses other strategies that may be helpful assessing alternatives including:  A) Delegate more.   B)  Do less work.  C)  Let things slide (delay).   D)  Work longer (more hours).   E)  Work harder (faster).   

PMBOK Chapter 3-The Role of Project Manager includes the quality and skills for project leadership.

Focusing on important things including:

• Continuously prioritizing work by reviewing and adjusting as necessary
• Finding and using a prioritization method that work for them and the project
• Differentiating high-level strategic priorities, especially those related to critical success factors for the project
• Maintaining vigilance on primary project constraints
• Remaining flexible on tactical priorities
• Being able to sift through massive amounts of information to obtain the most important information.

PMBOK Chapter 4.3.2-Develop Project Management Plan identifies Expert Judgment for determining the resources and skills levels needed to perform project work, and prioritizing the work on a project to ensure the project resources are allocated to the appropriate work at the appropriate time.

Commentary:    Soft costs for project management services are often secondary to direct hard costs for delivering the intended project assets.   While understandable, the soft costs for project management services should not be underestimated or go overlooked.  PM services are essential to manage execution risks that could affect the project schedule and costs.    I routinely monitor and assess manhour usage and cost of PM services and deliverables with the expectations of the client/owner.   A simple chart of monthly activities and deliverables and the estimated manhours can be reviewed with PMO management and the client/owner to evaluate needed adjustments to PM scope to better align with expectations.      

This is Part 2 in a series about a second book that affected the development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

The series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making.  7)  Managing Changes. 

This article summarizes the key points in Chapter 5 regarding Planning and Strategy and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

After reminding the readers about Murphy’s Law – If anything can go wrong, it will”, Dinsmore explains the importance of planning including anticipating and preventing problems.    During the planning of projects the following is accomplished:  A) Critical path is determined.   B) Activity interfaces are defined.  C) Resources are gauged.  D) Schedules are determined.  E)  Costs are related to schedule.  F)  Control systems are interfaced with plans.   These items will then become part of a project plan that is used by the Project Manager and project team as the business plan and strategic plan for the project.  

Dinsmore stresses that the plan will encompass strategic input from the managers that will be responsible and accountable for the work.  Their commitment to the plan will create a culture to achieving the requirements and managing the work elements for:  1) Scope.  2) Time.  3) Money.  4) Quality.  5) Communications.  6) Human Resources.  7) Contracts and Supply.  8)  Risks.     

To supplement to Plan, the project manager may need to develop a Project Management Plan (PMP).   The PMP includes the processes, procedures, and philosophies for managing the work, defines key performance indicators for measuring progress, specifies organization and team member responsibilities and qualifications, and defines criteria for decisions and implementing changes.    

PMBOK – Chapter 4 identifies the inputs, tools and techniques and outputs for the project charter and PMP.   The PMP is interface for other PMBOK knowledge areas with subordinate plans, including management for scope, requirements, schedule, cost, quality, resources, communications, risk, procurement, and stakeholders.   The PMP may be supplemented by plans for change management, configuration management, performance management and management reviews. 

Each knowledge area in PMBOK and PMP components identify project documents that are created and maintained throughout the project life cycle including assumption log, basis of estimates, cost forecasts, issue log, Lessons Learned register, milestone list, quality reports, risk register, risk reports, and schedule forecasts. 

Commentary:    US projects funded by the federal government must maintain and demonstrate compliance with comprehensive project plans and management plans that meet requirements from Department of Transportation - Federal Transit Administration (see www.fta.dot.gov.)    While only required on projects exceeding FTA thresholds, I routinely prepare project management plans for each project regardless of value.   It provides clear strategies and philosophies for management of any size project, and it ensures that each team member, oversight consultants and independent engineering consultants are aware of the expectations for added value services and deliverables.  

In a previous series of articles – The Book that Most Impacted by Career – I related content of Excellence in Engineering by W.H. Roadstrum. -  published in 1967 by John Wiley & Sons, with Project Managements Institute’s (PMI) – Project Management Book of Knowledge.    The series contained good and poor practices for:  1) Engineering and project life cycle.   2) Project team. 3) Project team members.  4) Problem solving.  5) Project controls/schedule development.  6) Project monitoring/schedule updates/tools.  7) Project controls/schedule analysis.  8) Project engineer/project manager.  9) Project leadership.  10) Human relations/team development

Prompted by feedback from reviewers on the Excellence in Engineering, this series is about a second book that affected development of my skills in the business of managing projects and program of projects    The book -  Human Factors in Project Management by Paul C. Dinsmore – published in 1990 by AMACOM-American Management Association.  

Acknowledged in the Forward of the book, David L. Cleveland, Professor of Engineering Management, School of Engineering, University of Pittsburgh writes: 

“Paul C. Dinsmore, a valued friend and colleague, is a notable member of the Project Management Institute.  In this book, he has presented a valuable, commonsense prescription for understanding and appreciating the human side of project management. …  His contribution is without parallel in the project management literature.” 

This series contains articles on:  1)  A Classical View of Project Management.    2)  Planning and Strategy.   3)  Project Interfacing.   4)  Using Managerial Time.    5)  Negotiations.   6)  Decision Making.  7)  Managing Changes. 

This article summarizes the key points in Chapter 2 – A Classic View of Project Management and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

The Chapter discusses the management elements covering all types of projects, including those that were foundational examples at the time project management emerged as a field and profession for advancing global industries: 

• Aerospace and electronics
• Construction of public housing, transportation, highways and other public works
• Manufacturing and product management

Dinsmore concisely describes what project management is and is not.  

What project management is  -  managing:  1) Scope.  2) Time.  3) Money.  4) Quality.  5) Communications.  6) Human Resources.  7) Contracts and Supply.  8)  Risks.   In 1990, these were the primary elements and knowledge areas for project management.  

PMBOK and the PMBOK – Construction Extension contains additional areas for Stakeholder Management, Environmental Management, Safety Management, Financial Management and Claim Management. 

What project management is not  -  1) PERT/CPM Network.   2)  A Magic Formula -  A template for size fits all.  These are input, tools and outputs that are only a portion of the overall project management processes.    Personal skills, knowledge and judgment are required to create the plans for plans activities.  The metrics in schedules and performance management are unique to each project.   

PMBOK contains an Appendix section that summarizes considerations for tailoring the PMBOK processes, inputs, tools and techniques, and outputs for the unique characteristics, environment and execution parameters of a project.         

What is the difference between project management and on-gong management:

• Project management on projects there is a well defined scope, duration and budget to complete the project a a short term endeavor.
• On-going operational management for the core business of the company.  

PMBOK – Chapter 1, Introduction, enforces that project management is not the same as operational management but it does describe the circumstances where the two cross functions and complement objectives for project delivery and for creation of business value.  The examples cited include:

• Creating or updating a product
• Improving operations or development processes
• Completing the project lifecycle.

Commentary:   PMI’s mantra is “Making project management indispensible for business results.”     I always felt that the PMBOK knowledge areas applied equally to management of the core business.   The scope would be the business plan, quality management system, and recurring strategic plans for products and asset equity.  The budget would be the recurring operating and asset expenses, and the projected revenues.   The schedule would be business plan duration, discrete objectives, goals, and activities with intermediate milestones, and financial targets tied to annual and quarterly budgets.