Project Management View from Rail Transit Programs and Projects

This is Part 7 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 13 – Managing Change Across a Changing Frontiers and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

From the perspective of the 1990’s, Dinsmore cites several changes and challenges that the project domain will face including Technology, Environment, Economy, Energy and Politics.  These changes and challenges are just as valid in the 2010’s.   

Concurrently, project management strategies and tactics will evolve from the same project domains changes.   Dinsmore’s assessment is as true today as it was in 1990:

• Technology will continue to create new opportunities for improving product products as well as improving project management tools for scheduling, estimating, document control and knowledge management.  
• Environment awareness will continue to create a new stream of projects and government funding to improve and protect the environment for future generations, and introduce for use on projects better materials, alternate energy sources and more efficient equipment, systems and consumer products.
• Economic conditions will affect the size and frequency of projects.  Strong conditions normally generates more large projects.   Weak conditions normally generate lower scale small projects.
• Energy conservation will continue to create projects and end-user products that use less electric power and produce less bi-products and emissions that harm the environment. 
• Politics will affect availability of government funding and provide motivation to challenge schedules, create innovation, assist in streamlining statutory approvals, address community concerns, and to optimize and improve existing project processes. 

The closing paragraph, Dinsmore writes:

“People can always solve their own problems – particularly in project management, because problem solving is what project management is all about.   By drawing on the tools of the trade, such as planning, interfacing, training, negotiating and decision making, project managers can overcome event the most awesome barriers.  Although the project arena is complex, with many factors becoming uncontrollable, management tools can be honed to meet the challenges as they appear, especially when manager are attuned to the human side of project management.” 

Coincidently, the new PMBOK – 6^th Edition – Chapter 2 more explicitly than prior editions identifies the global environment that directly and indirectly affect the project life cycle from start to finish.   Many of the same topic presented by Dinsmore are part of the environment in which projects operate including:

• Enterprise environmental factors, such as organizational culture, structure and governance; facilities and resources; distribution infrastructure; technology software; resources availability and employee capability.
• Organizational process assets, such as processes, policies and procedures, and  knowledge repositories.
• Organization systems, such as organizational governance, corporate management elements, and organizational structure, including the Project Management Office.

Commentary:   Even after 30 years from Dinsmore’s book, the key environmental factors in the project and project management domains remain consistent.   However, the conditions, challenges, and problems change with the environment created by human progress and evolution.    Project management expertise in dealing with these factors will continue to affect performance throughout project life cycles in the decades ahead.   From my perceptive, knowledge transfer, knowledge management and project management fundamentals will continue to be essential for success.  

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.   

This is Part 3 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 7 – Project Interfacing and it provides commentary relating the content to PMI’s Project Management Book of Knowledge – 6^th Edition (PMBOK).

Dinsmore starts the Chapter with a concise statement “Working the Interfaces” is a major project management function.   An effectively interfaced project is a well-managed project.

At first glance, interfacing is the interconnection of scheduled project activities and the process for establishing the appropriate sequence based on the predecessor and successor activities, contract milestones, and project goals.  But scheduled activities are only a portion of the work required for managing a project.   Management activities are not discretely listed on a schedule but they are equally critical for maintaining progress and achieving success. 

Project management interfacing relies heavily on the quality of the project manager’s institutional knowledge, project experience, management skills, and acumen for influencing activity execution.   Management to scope, schedule and budget must be supplemented by broad knowledge of processes that can affect scheduled activities.   The processes may be different for the industry domain of the project.   Some of the processes involve quality management; contract administration; budgeting, accounts payable/receiving, and cash flow; code compliance and permitting; and design and contract development. 

While not directly part of the earned value mechanism, the project team’s effectiveness in interfacing processes can affect progress of activities.   After describing some interface characteristics, Dinsmore suggests project managers should:

• Size up overall  needs
• Define static interfaces such as organization structure and functions
• Establish early design control
• Emphasize project flexibility
• Adapt the organization – know the scope, responsibilities and authorities of team members
• Manage design and production
• Control dynamic interfaces such as conditions that change with time – technology and project phase

At the end of the Chapter, Dinsmore identifies the general principles for project interfacing:

• Learn how client and/or upper management personnel feel about the project.  What are their views?  Their biases?
• Start the project with a macro-scale participative planning approach.
• Develop a formal integration plan that includes project blending techniques such as integration workshops, training efforts and coaching sessions.
• Pinpoint major areas requiring interfacing and assign responsibilities to individuals for monitoring those efforts.
• Schedule periodic project overviews, management audits and routine coordination meetings.
• Make provisions for expediting efforts when activities get “bogged down.”

Project interfacing is referenced in several areas of PMBOK.  The most prominent and appropriate is Chapter 3 -  The Role of the Project Manager.   On many project, the Project Manager is expected to use organization’s in-house resources for work by the management team.   In rail transit, some common departments resources are system safety, quality assurance, contracting/procurement, fiscal control, strategic planning, public affairs, operations planning, maintenance of equipment and engineering.   As a result, the PM will need to assure that the organization’s representatives transfer knowledge on the process assets that will be used to execute the work. 

PMBOK Chapter 3.5 Performing Integration summarized the application at the process level, cognitive level, and content level.   The majority of rail transit projects require heavy integration and are considered complex.   PMBOK lists the dimensions of complexity as:

• Interdependencies of components and systems
• Interplay between diverse individuals and groups
• Uncertainty of emerging issue and lack of understanding and confusion.

PMBOK lists the characteristics of complex projects as:

• Containing multiple parts
• Number of connections between the parts
• Number of dynamic interactions between the parts
• Behaviors produced by interactions of participants
• Conditions, actions and cause of behaviors that can not be explained

Commentary:    The effectiveness and quality of project interfacing is highly dependent on the project manager, and his ability to quickly gain a working knowledge of all organizational processes affecting each project phase.   A project manager needs to be social and build relationships with the team and exchange knowledge and processes.   I have been fortunate to work on projects with project teams that willing shared information, discussed optimizing processes, recognized individual and team responsibilities, and equally supported accountabilities.