Dublin Ireland
Dublin,
Project Management
Across the Big Pond
By Michael St. Angelo,
RCDD A+,
RCDD,
A+ Network+
N t
k+
It’s
It
s an ANSI Standard or
Its an ANSI Standard
• AG
Guide
id to
t the
th Project
P j t Management
M
t
Body of Knowledge (PMBOK Guide) Thi d Editi
Third
Edition
• PMBOK®
• (ANSI/PMI 99-001-2004)
• Reference:
http://webstore.ansi.org/RecordDetail.aspx?sku ANSI%
http://webstore.ansi.org/RecordDetail.aspx?sku=ANSI%
2FPMI+99%2F001%2F2004
The PMBOK® Standard
• reflects the collaboration and knowledge of
project management leaders who deliver
business results.
• Successful
S
f l project
j t managementt is
i a
constant advantage in the dynamic nature
of toda
today's
's organi
organizations.
ations
The PMBOK® Standards
and
BICSI Manuals
• Companies
Companies, non-profits
non-profits, and government
agencies around the world are turning to
project management standards and
certifications to achieve corporate strategic
objectives.
objectives
Project Management Professional (PMP)
Certifications
Project Management Professional (PMP)
The PMP® credential recognizes demonstrated
knowledge and skill in leading and directing project
teams and in delivering project results within the
constraints of schedule, budget, and resources.
Project Management Professional (PMP)
Certifications
Registered Communications
Distribution Designer
Registered Communications
Distribution Designer
RFPs are
requiring
ii
RCDD®s
Project Management is Complex
• Project management is a complex subject
and requires great attention to detail.
• When a project is managed in familiar
surroundings, there are elements of
project management that can be
responded to with routine tried and true
local solutions, time frames, and costs.
But when y
you are across the Big
g
Pond or in another country
• There are p
project
j
management
g
elements
that add to the normal project difficulty when
project
j
is in another country
y than from
the p
where you hold your baseline experience.
Elements that can present
project impacts:
•
•
•
•
•
•
passports
cell phones don’t work
money exchange
h
rates
credit/debit cards may not work
international driver licenses
what side of the road do you drive on?
Elements that can present
project impacts cont.:
•
•
•
•
•
iimportt customs
t
shipping times
codes or no codes
standards
time zone difference between HQ and
project location
Elements that can present
project impacts cont.:
•
•
•
•
•
•
holidays not the ones you know
permit processes
local customs
local labor skills
local labor availability
labor laws
Elements that can present
project impacts cont
cont.::
•
•
•
•
•
•
green requirements
medical services
required local project ownership
work hours
language
g g
meaning of terms
Elements that can present
project impacts cont
cont.::
• Volcanoes
THE ASH cloud threat is growing again as the Irish
Aviation Authority (IAA) yesterday shut down airports
and tourism chiefs warned of a disastrous summer
season.
season
Elements that can present
project impacts cont
cont.::
• Airline strikes, British Airways
y
With only one week to avert an unprecedented
20 days of strikes, British Airways (BAIRY) and
its cabin staff trade union are locked in an
acrimonious stand-off with little expectation that
talks will restart before the first five-day walkout
b i
begins.
Big Ben
the 13 ton bell
• The name Big
g Ben refers not to the clocktower itself , but to the 13 ton bell hung within.
The bell was named after the first
commissioner of works, Sir Benjamin Hall. This
g
y from the old Palace of
bell came originally
Westminster, it was given to the Dean of St.
y William III. Before returning
g to
Paul’s by
Westminster to hang in it's [sic] present home,
it was refashioned in Whitechapel in 1858.
Bad Habits
it’s is
i th
the contraction:
t ti
it is
its is the possessive pronoun
Don’t jjust give
g
orders.
Check that they were followed.
Gen Marshall to Gen Short
November 27, 1941
“. . . . Japanese future action unpredictable
but hostile action possible at any moment . .
..
You are directed to undertake such
reconnaissance and other measures as you
deem necessary. . . .”
Go see,
see yourself
yourself, if orders are
being followed
• “. . . . Gen Short had assumed that the Navy
was conducting long range reconnaissance
by plane to warn Pearl Harbor of a surprise
Japanese attack.”
• Okay, the Japanese did the same thing at
Midway They assumed the US carriers were
Midway.
at Pearl Harbor and the US carriers were not
at Pearl Harbor
Harbor, they were at Midway
Midway.
“best
best practices
practices”
• Practicing
g a discipline
p
is different from
emulating “a model.” All too often,
g
innovations are described in
management
terms of “best practices” of so-called
g firms.
leading
Such descriptions can often do more harm
than good, leading to piecemeal copying,
y g catch-up, or obtaining
g the same
playing
results.
Some old leadership examples:
Enron, Arthur Anderson, Exodus, Global
Crossing, Qwest Communications, and
g auditor),
)
WorldCom, AOL Inc. ((Ernst & Young
Adelphia Communications (Deloitte & Touché
) Computer
p
Associates ((KPMG
LLP auditor),
LLP auditor), Tyco International
((PricewaterhouseCoopers auditor),
) and
ImClone Systems (KPMG LLP auditor),
Toyota & Goldman Sachs
Cleaning up the mess,
you did what?
“best practices”
You have pictures?
“Error, indeed, is never set forth
in its naked deformity, lest
being thus exposed, it should
at once be detected.” -Irenaeus
( 130 – c.200)
(c.130
200)
Do not send this out and think you
have communicated something
From an RCDD and PMP
Thomas Smith tells us:
• Project managers in our industry face
several challenges
challenges. They need to be
technically astute, be able to manage
people and customers,
customers and understand all
of the following (BICSI News - Mar/Apr 2010):
• Written plans
• Estimates
• Labor units
From an RCDD and PMP
Thomas Smith tells us cont.:
• Costs of labor and material
• How to procure supplies
supplies, tools
tools, and
material
• Processing change orders
• Legacy and current technologies
• General contracting
g
• Subcontracting
• Finance issues
Let me add: most important,
keep detailed written
d
documentation
t ti
• All minutes need to be y
yours, not theirs
• Take no verbal changes
• Understand the content of all
specifications, RFPs, and drawings
• Do
D nott permitit scope creep
• Have the key codes and standards on
hand
This is not all, but the time is up.
See the site to be sure
Warning
Using
U
i th
the iinformation
f
ti
presented here could
cause success
success.