PROPOSED IMPROVEMENTS TO PROJECT MANAGEMENT This document has been prepared for internal review by sector leaders and upper management to improve project management and delivery practices. This is draft and as such may not or should not be considered final until published on the intranet TABLE OF CONTENTS EXECUTIVE SUMMARY ......................................................................................................................1 1.0 INTRODUCTION .....................................................................................................................2 2.0 BODY ....................................................................................................................................2 3.0 CONCLUSIONS AND RECOMMENDATIONS ..............................................................................3 4.0 BIBLIOGRAPHY .....................................................................................................................4 Page i EXECUTIVE SUMMARY As our firm grows, we are taking on larger more complex practices. Common feedback from employees is improved communications are needed to assist in delivery of the project. As project teams grow, communication gaps are growing causing inefficiencies that can otherwise be reduced. With our larger more complex projects, our clients are requesting stakeholder and public communications as an additional service. This proposal aims to analyze the existing communication tools we use and propose additional tools that maybe implemented to improve project management communications. Page 1 1.0 INTRODUCTION With the rapid expansion in our firm, we are able to secure larger, complex and more challenging projects. Delivering these projects require improved project management communication. As part of our research efforts, we have sent out surveys to employees asking for feedback on how to improve project delivery, a commonly seen response was to improve project management communication strategies. Larger project teams require better communication strategies to improve workflow efficiencies and reduce miscommunications. Additionally, we anticipate patterning with external firms to help complete projects and therefore need robust project management communication methods. This report is being prepared to identify current communication strategies and propose additional or better methods of project management communications. 2.0 BODY Over the years the adopted project management communication strategies included several methods. The sections below cover different methods used between different groups of employees with in the company and with external stakeholders. 1. Project Teams and Project Manager: The project teams and project managers have always been able to choose their own forms of communication. Typically used are emails, group chats via skype, in-person and virtual meetings. Project Team members choose to meet within themselves as needed to discuss ideas and issues. File sharing is done via our standard ‘F’ drive accessible on any firm issued computer. The standard ‘F’ drive currently works because there are no external consultants working on the projects. Often, not all project team members are invited to meetings. In several cases the senior engineer over seeing the project design may choose to meet directly with the project manager and leave out the whole team. Usually, this type of meeting is to usually discuss more high level, budget and scheduling issues that not necessarily deals with design. 2. Project Manager and Higher-Level management: Lots of the project management is conducted through Deltek. Deltek allows for schedule and budget monitoring. Additionally, it is also used to track resources and employee workload. In addition, several shared spreadsheets are used to track employee utilization, workload and resources. Any other communications are via email, meetings and phone calls. 3. Higher Level Management and Company Employees: Typically, these are via companywide phone calls/broadcasts. Presentation and other visual materials are used. Page 2 These calls are not directly related to project management communications however, new project management tools are rolled out through these calls and meetings. 4. Project Manager and Clients: These communications are divided as formal and informal. All formal communications are by letters, with a follow-up email. Sometimes these letters are emailed as PDF documents. Informal communications on project related discussions are via emails and phone calls. 5. Project Manager and External Stakeholders: All communications on project related matters are via emails, certified mail and meetings. As the company grows communication within project teams and the project manager need to be strengthened as a priority. 3.0 CONCLUSIONS AND RECOMMENDATIONS The following additional tools will be needed to be reviewed and added to our project management communication techniques 1. Project Team and PM communications: With the possibility of using external consultants to support our project teams we need to address the issues of file sharing. Our internal “F” drive can’t be accessed by non-staff members. The following methods can be evaluated – a. Issue temporary credentials to external consultants - This would include making a temporary company email address and Microsoft suite access credential and issuing a temporary laptop with restrictions on which projects maybe accessed on the “F” drive. i. Pros – This gives unilateral and seamless access to all project files. ii. Cons – Purchasing additional computers for the firm is expensive especially if being used temporarily. Secondly, there is an unknown on how external consultants will staff the project and we are unable to set their staff commitment. This leaves us with having to obtain an unknown number of computers. b. Use data collaboration tools: Every staff member along with their company email accounts has reliable access to Microsoft One Drive suite access. One drive is a virtual data storage medium. The project manager can create a shared folder and access maybe given to external consultant staff members. i. Pros – There is no added cost to the firm. The Project Manager can easily give access to the created folder to any number of external consultant members. The data transfer is almost instantaneous. ii. Cons – There is always a small concern with data security when using a cloud based file transfer and storage solution. Additional safety measures like even password protecting files must be considered. Additional input Page 3 will be needed from our Information Technology team and Data Ops Security Teams. It is my opinion that Option b be selected. One drive is easier, cheaper and the issues of security are easily addressed. The remaining communications of the team will remain via email, Microsoft teams, virtual meetings and in-person meetings as seen fit. 2. Project Team and PM communications: Introduction of more scheduled team meetings. The Project Manager will have setup scheduled team meetings every week to track progress. Each team member is expected to make note of their assigned tasks and responsibility and update them in a group spreadsheet maintained by the PM. In the future this will be transferred to Deltek. We are working with the deltek to give employees access to update project plans in real time. This was something only the project manager was able to do. This will enable the team and upper management to more easily gain critical information on project progress and management, hence reducing communication issues. 3. Project Manager and High-Level Management: Further Incorporate Deltek use. Deltek is currently used to only track budget and schedule. It is occasionally used to track staff allocations. All PM’s will receive formal training to create project plans in deltek and assign staff to responsibilities/tasks based on the spreadsheet they filled. Eventually this responsibility will be transferred to the staff in a phased manner. 4.0 BIBLIOGRAPHY All ideas presented are from my own experience as a project engineer. No external resources were used in the preparation of this proposal Page 4
