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MULTIPLE PROJECT
MANAGEMENT
Presented by
Asia Rehman
Introduction
• Why do you want to be a project manager?
Realities of Construction
• A 40-hour work week…dream on.
• Your career choices during the first five
years after college will have the biggest
impact on the next forty years.
• You must enjoy traveling.
• Gain field experience wherever possible.
• Your greatest tool for being a success in
construction- COMMUNICATION.
More Realities of Construction
• Sometimes it isn’t what you know but who
you know.
• Don’t burn a bridge if you don’t have to.
Degrees Required to be the
Ultimate Project Manager
• Building Science
• Architecture (design – build)
• Accounting (budgeting, financial statements, cost
reports)
• Business
• Engineering (design-build)
• Law (numerous contracts)
• Public Relations (establish and maintain relations
with Owners, Architects, Subcontractors)
Degrees Required to be the
Ultimate Project Manager
• Psychology (to understand what these people
are thinking)
• The # 1 Degree required to be the ultimate
Project Manager: Common Sense
Why are construction firms assigning
multiple projects to project
managers?
• Increased volume of work
• Decreased number of skilled project
managers
• Increasing project manager salaries
• Profit margins not necessarily increasing
with volume.
As project managers supervise an
increasing number of projects, is their
workload decreasing?
• Yes…and no.
• Yes
– Information technology (computer, e-mail,
internet, etc.)
– Superintendents have increased management
abilities.
As project managers supervise an
increasing number of projects, is their
workload decreasing?
• Yes…and no.
• No
– Project managers still have to perform most of
the same duties
• buyout, budgeting, subcontracts, schedules, collaboration with
superintendent, submittals, documentation, closeout
– Owners and architects desire shorter
completion schedules.
Total Quality Management
• The ability to distribute job responsibilities
“down the ladder” to the lowest possible
level.
• Superintendent assumes responsibilities that
are usually reserved for the Project
Manager.
– Communication with subcontractors, architects
– Conflict resolution- plans, design, changes
Tools to Make a Superintendent more
Effective
• Technology
– Internet (ex: weather forecasts)
– Spreadsheets (pay requests)
– Constructware (various management aspects)
– Digital Cameras
• Scheduling
– Primavera (P3) (update and maintain schedule)
• Budgeting
– Monthly updates
– Review of manpower plan
– Cost of tools and equipment
Keys to Multiple Project Management
• The project manager cannot do it all.
– Delegate and oversee
• Document all correspondence between
players
– Superintendent to subs
– Subs to GC
– GC to Architect
Keys to Multiple Project Management
• Establish clear lines of communication
• Establish an aggressive but reasonable
schedule upfront.
• Partnering
• Stay “in the know”
– issues, conflicts, schedules, correspondence
Future of Multiple Project
Management
• E-commerce
– Software for all applicable construction needs
• Submittals, RFI, FCR, Correspondence
– Plans and specs
– Video conferencing
Future of Multiple Project
Management
• Design-Build
– Limits the number of projects a PM can manage
simultaneously.
– Increased number of design and construct firms
(GC w/ design capabilities)
– Increased need for professional certification of
PM
– Increased number of “paper napkin” designs
Future of Multiple Project
Management
• Decrease in Self-Performed Work
– Increased number of small subcontractors
– Increased coordination
– Increased number of subcontractors per project
– Increased need for superintendents with
management abilities
– Increased number of BSC or college graduates
in superintendent role
Future of Multiple Project
Management
• Increase number of multi-award contracts
– Federal government using IDIQ, MATOC,
SOC, JOC to “bundle” numerous small and
medium sized projects (up to $10 million
projects)

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8516 Presentation.ppt

  • 2. Introduction • Why do you want to be a project manager?
  • 3. Realities of Construction • A 40-hour work week…dream on. • Your career choices during the first five years after college will have the biggest impact on the next forty years. • You must enjoy traveling. • Gain field experience wherever possible. • Your greatest tool for being a success in construction- COMMUNICATION.
  • 4. More Realities of Construction • Sometimes it isn’t what you know but who you know. • Don’t burn a bridge if you don’t have to.
  • 5. Degrees Required to be the Ultimate Project Manager • Building Science • Architecture (design – build) • Accounting (budgeting, financial statements, cost reports) • Business • Engineering (design-build) • Law (numerous contracts) • Public Relations (establish and maintain relations with Owners, Architects, Subcontractors)
  • 6. Degrees Required to be the Ultimate Project Manager • Psychology (to understand what these people are thinking) • The # 1 Degree required to be the ultimate Project Manager: Common Sense
  • 7. Why are construction firms assigning multiple projects to project managers? • Increased volume of work • Decreased number of skilled project managers • Increasing project manager salaries • Profit margins not necessarily increasing with volume.
  • 8. As project managers supervise an increasing number of projects, is their workload decreasing? • Yes…and no. • Yes – Information technology (computer, e-mail, internet, etc.) – Superintendents have increased management abilities.
  • 9. As project managers supervise an increasing number of projects, is their workload decreasing? • Yes…and no. • No – Project managers still have to perform most of the same duties • buyout, budgeting, subcontracts, schedules, collaboration with superintendent, submittals, documentation, closeout – Owners and architects desire shorter completion schedules.
  • 10. Total Quality Management • The ability to distribute job responsibilities “down the ladder” to the lowest possible level. • Superintendent assumes responsibilities that are usually reserved for the Project Manager. – Communication with subcontractors, architects – Conflict resolution- plans, design, changes
  • 11. Tools to Make a Superintendent more Effective • Technology – Internet (ex: weather forecasts) – Spreadsheets (pay requests) – Constructware (various management aspects) – Digital Cameras • Scheduling – Primavera (P3) (update and maintain schedule) • Budgeting – Monthly updates – Review of manpower plan – Cost of tools and equipment
  • 12. Keys to Multiple Project Management • The project manager cannot do it all. – Delegate and oversee • Document all correspondence between players – Superintendent to subs – Subs to GC – GC to Architect
  • 13. Keys to Multiple Project Management • Establish clear lines of communication • Establish an aggressive but reasonable schedule upfront. • Partnering • Stay “in the know” – issues, conflicts, schedules, correspondence
  • 14. Future of Multiple Project Management • E-commerce – Software for all applicable construction needs • Submittals, RFI, FCR, Correspondence – Plans and specs – Video conferencing
  • 15. Future of Multiple Project Management • Design-Build – Limits the number of projects a PM can manage simultaneously. – Increased number of design and construct firms (GC w/ design capabilities) – Increased need for professional certification of PM – Increased number of “paper napkin” designs
  • 16. Future of Multiple Project Management • Decrease in Self-Performed Work – Increased number of small subcontractors – Increased coordination – Increased number of subcontractors per project – Increased need for superintendents with management abilities – Increased number of BSC or college graduates in superintendent role
  • 17. Future of Multiple Project Management • Increase number of multi-award contracts – Federal government using IDIQ, MATOC, SOC, JOC to “bundle” numerous small and medium sized projects (up to $10 million projects)