cindy l. menches, ph.d., p.e., the university of texas at austin electri’ international annual...
TRANSCRIPT
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
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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
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Scope Review
Cost Estimating
Schedule Review
Bid Submission
Management Review
Pre-Construction Planning
Jobsite Management Planning
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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
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Factors that Influence Performance
Bid Preparation
Human Factors
Factors Beyond Your Control
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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
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Research Findings
1. Modeled the project management process: – Process diagram developed
– Identified project management activities
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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
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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.
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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
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PCP-PM Alignment v. Performance
Alignment Score
(Higher Score = Closer Alignment
of Activities)
Performance Score(Higher Score = Better Performance)