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.