Cindy L. Menches, Ph.D., P.E., The University of Texas at AustinElectri’ International Annual Meeting, July 2007

Characteristics+ Planning

Achieving Performance Improvement through an Effective Project

Management Strategy

= Performance

+ Management

• Previous study: – Developed model pre-construction planning process

– Investigated relationship between pre-construction planning and likelihood of successful performance

• Concept of planning and performance Good planning coupled with good project management that takes into account a project’s specific characteristics will improve the likelihood of achieving successful project performance.

Cindy L. Menches, Ph.D., P.E. 2

Research Background

Cindy L. Menches, Ph.D., P.E. 3

Original Conceptual Model

Inherent Project Characteristics

Pre-Construction Planning

Project Performance

Changes

Delays

Product-ivity

Other Factors

will influence

will

infl

uen

ce

will

infl

uen

ce

mutual

influence

mig

ht

infl

uen

ce

mig

ht

infl

uen

ce

Project Management

Project Management

Pre-Construction Planning

Cindy L. Menches, Ph.D., P.E. 4

Construction Execution Kickoff

Team Selection and Turnover

Scope and Contract Review

Administrative Setup

Buyout ProcessLayout and Sequencing

Schedule Development

Budget Preparation

Tracking and Control

Material Handling Plan

Bid Preparation Planning

Cindy L. Menches, Ph.D., P.E. 5

Scope Review

Cost Estimating

Schedule Review

Bid Submission

Management Review

Pre-Construction Planning

Jobsite Management Planning

Cindy L. Menches, Ph.D., P.E. 6

Safety Procedures

Installation Procedures

MobilizationAdministrative

SetupScheduling &

Reporting

Labor Management

Pre-Construction Planning

Cindy L. Menches, Ph.D., P.E. 7

Research Goals and Objectives

1. Goal 1: Develop model Electrical Project Management Process...aligned with model PCP

1. Objective 1: Identify key management practices implemented on successful projects in the industry

2. Objective 2: Develop a model project management process that embodies those key practices

2. Goal 2: Investigate the relationship between planning, project management, and performance

1. Objective 3: Identify how planning and project management practices impact performance

Inherent Project Characteristics

Project Performance

Changes

Delays

Product-ivity

Other Factors

Project Management

Pre-Construction Planning

Cindy L. Menches, Ph.D., P.E. 8

Factors that Influence Performance

Bid Preparation

Human Factors

Factors Beyond Your Control

Cindy L. Menches, Ph.D., P.E. 9

Work Plan

Develop & administer questionnaire and conduct interviews

Review Body of Knowledge

Conduct analysis of the data

Project performance

Project characteristics

Project planning

Project management

Develop model Electrical Project

Management Process

Create Implementation Guideline

Cindy L. Menches, Ph.D., P.E. 10

Research Findings

1. Modeled the project management process: – Process diagram developed

– Identified project management activities

Cindy L. Menches, Ph.D., P.E. 11

Project Management Process

Documentation

ManagementCoordination SchedulingCommunication

Cost Control & Billing

Scope & Change Control

Labor Management

Subcontractors Management

Quality Control

Safety Management

Materials Management

Tools Management

Project Closeout

Mobilization

Example PM Activities

Scheduling

• Review the schedule and document milestone dates

• Review the schedule with the field personnel routinely

• Identify work that impacts electrical activities

• Give input about the schedule to the General Contractor

• Update the schedule regularly

• Review or establish look-ahead scheduling process

Subcontract Mgt

• Develop the subs’ work scope

• Make sure the subs are licensed and are capable of doing the job

• Establish subcontracts

• Determine the subs’ schedule

• Educate the field about the subcontractors and contacts

• Schedule onsite visit and walk through the jobsite with subs

• Request submittals and shop drawings

Cindy L. Menches, Ph.D., P.E. 12

Cindy L. Menches, Ph.D., P.E. 13

Research Findings

1. Modeled the project management process: – Process diagram developed

– Identified project management activities

2. Management v. Project Performance Projects that have implemented a project management process that more closely matches the model process performed more successfully.

Cindy L. Menches, Ph.D., P.E. 14

Project Management v. Performance

Performance Score(Higher Score = Better Performance)

How Many of the Project

Management Activities were

Performed

Cindy L. Menches, Ph.D., P.E. 15

Research Findings

1. Modeled the project management process: – Process diagram developed– Identified project management activities

2. Management v. Project Performance Projects that have implemented a project management process that more closely matches the model process performed more successfully.

3. PCP-PM AlignmentThe more the planning and management processes are properly aligned the more successful the project outcome.

Cindy L. Menches, Ph.D., P.E. 16

Alignment of PCP and PM

Pre-Construction Planning

ProcessProject Management Process

Properly Aligned ProcessesAdministrative Setup Document Management

Buyout/Materials Handling Materials ManagementScope & Contract Review Scope & Change Control

Budget Preparation Cost Control & BillingSchedule Development Scheduling

Misaligned ProcessesSafety Procedures Safety Management

Labor Management Labor ControlNo Corresponding Process

Team Selection & Turnover Tools ManagementNote: Brackets indicate a missing process

Cindy L. Menches, Ph.D., P.E. 17

PCP-PM Alignment v. Performance

Alignment Score

(Higher Score = Closer Alignment

of Activities)

Performance Score(Higher Score = Better Performance)

• Now have a model Electrical Pre-Construction Planning Process AND a model Electrical Project Management Process

• These processes, when used together, will help contractors perform better planning and management of their projects

Cindy L. Menches, Ph.D., P.E. 18

Conclusion and Questions