Presentation given on behalf of the T2 Center at the University of Florida in Gainesville. Received excellent reviews. Time suggested: 4 hours.

1. Basic Project Management
for the Public Sector
Charles R. Jordan, MPA, PWE, FMP, LEED GA
January 11, 2018

2. Welcome and Introductions!!
u What is your name?
u Where do you work?
u How long have you worked there?
u Why are you taking the class (what are you hoping to
take home with you?)
u What was your favorite brand of cereal as a kid?

3. Welcome and Introductions!!
u Charles Jordan….but call me Chas
u City of Largo, Florida’s Public Works Department
u Assistant Director and Facilities Manager
u Since 2006
u I’m teaching…so that’s obvious.
u Ghostbusters…yes, they even had a cereal!

4. Welcome and Introductions!!
u What is your name?
u Where do you work?
u How long have you worked there?
u Why are you taking the class (what are you hoping to
take home with you?)
u What was your favorite brand of cereal as a kid?

5. Today’s Agenda
u 8:00 – Welcome & Introductions / Class Begins
u Part 1 – What is a Project and what is PM?
u 9:30-9:45 – Break
u Part 2 – Where does PM Start? – With the Plan
u 11:45-1:00 – Lunch
u Part 3 – Good Project Management Planning
u 2:30-2:45 – Break
u Part 4 – Project Delivery and Final Review
u 4:30 - Adjourn

6. Ground Rules
u Participation! Participation! Participation!
u Be Kind and Courteous to your fellow classmates.
u If we go fast, we leave early.
u If we go slow, we leave on time.
u Phones – Silent and Put Away.
u Have fun, joke, and be honest.

9. Public Sector Projects
u How are they different or unique?
u Politics
u Limited Resources (Funding)
u Legal Restrictions
u Open to Public Scrutiny
u How many students have managed a project for their
organization?
u What types of Projects do YOU manage?

10. What is a Project?

11. Stephen Covey
u “All things are created twice; first mentally; then
physically. The key to creativity is to begin with the
end in mind, with a vision and a blue print of the
desired result.”

12. Project Examples
u Building a new section of Interstate
u Building a Treatment Plant
u Replacing a Roof on a Building
u Repaving a Street
u Developing a Strategic Plan
u Developing a Budget Submittal
u Implementing a new software system
u ….in the Public Sector, it could be any finite piece of
work.

13. Project Definitions
u According to Joseph Juran:
u “A Problem scheduled for Solution”
u According to IFMA:
u “Projects are specific units of work that when
completed produce an outcome or achieve an
objective”
u According to Chas:
u “Something that needs to be done.”

14. Projects in Your Workplace
u Tell us about your most interesting project

15. GROUP EXERCISE – Create a Project
u In groups of four, take fifteen minutes and develop a
project.
u This project will be used throughout the class in
group exercises.
u Requirements:
u Something Tangible
u Possible to be done in your current or a future role
u Must be finite.

16. What is Project
Management?

17. According to the International Facility
Management Association (IFMA)
u “Project Management is the coordination of people,
funds and resources, tasks, and approvals required to
accomplish an objective”

18. According to the Project Management
Institute (PMI)
u “Project Management is the application of
knowledge, skills and techniques to execute projects
effectively and efficiently”

19. According to Chas…
u Project Management is the skills to get something
done within the planned requirementsf

20. Four Steps of Project Management
uInitiation
uPlanning
uPerformance
uReview

21. Four Steps of Project Management
uInitiation
uPlanning
uPerformance
uReview

22. The Role of the Project
Manager

23. The Role of the Project Manager
u Congratulations! You are now a PM. May God have
mercy on your soul...

24. The Role of the Project Manager
u The Project Manager has the ultimate authority and
responsibility for the successful completion of the
assigned project.
u This individual will be responsible for the design and
completion of all phases of a project, or for a
particular phase, if assigned.

25. Qualities of Good Project Managers
u Leader
u Knowledgeable of the Process or Need for Project
u Team Builder and Facilitator
u Good Manager of People and Resources
u Quality Communicator

26. Take a Break
(15 Minutes)

27. Where does it start?
The PLAN

28. Four Steps of Project Management
uInitiation
uPlanning
uPerformance
uReview

29. Basics in a Project Management Plan
u Scope
u Clear and Specific
u Resources
u Financial
u Physical
u Personnel
u Time Schedule and Work Plan
u Quality Control Plan
u How we will make sure the project comes out correctly

30. Basics in a Project Management Plan
u Approvals Documented
u All Parties Involved
u Manager
u Customer (a Representative who can Authorize Action)
u Sponsor (The individual who assigned you the role of PM)
u Team Members and Technicians
u QA/QC Team
u Approvers

31. GROUP EXERCISE – Filling out a PMP
u In the same groups, take fifteen minutes and fill out a
Project Management Plan form for your project.
u Requirements:
u Designate a Project Manager
u Designate Project Deliverables
u Determine a Scope

32. Qualities of Good PMPs - SCOPE
u Scope:
u What it is:
uA Succinct, yet Complete Explanation of the Project.
u Where does the Scope usually come from in the Public
Sector?
uInfrastructure Plans (CIP, Pavement Management, etc.)
uElected Officials / Higher Ups
uPublic Need
uProfessional Direction

33. Qualities of Good PMPs - SCOPE
u What is Scope “Creep”?:
u Unwanted, or Unplanned, changes to the basic scope of the
project after the scope and project plan has been approved.
- According to Wikipedia:
l “Uncontrolled changes in a project's scope”
- According to Infolific:
l “Change in Project Scope after Project is Started”
- According to Chas:
l The Project Manager isn't doing their job, or politics reared it's ugly head.
- Example:
l Adding a Landscaping Element to a Road Project After the Fact
u What are some examples from your work?
u https://www.youtube.com/watch?v=AHSjpFUKQR4

34. Qualities of Good PMPs - SCHEDULE
u Schedule – TIME
u Why is scheduling important?
u Starting with the End in Mind
u Determining a REASONABLE Timeframe
u Managing Multiple TASKS at Once
u Project Timeline
u Major Milestones
u Work Breakdown Structure
u Gantt Charts

35. Qualities of Good PMPs – Gantt Chart

36. Qualities of Good PMPs – Budget and
Resources
u Budget
u https://www.youtube.com/watch?v=FMnKuZ3jVJ8&list=PLHIvsxgJ17w7YTcI4LjPusMt
N16oL5Zyx
u Allocation – Is it enough? Was it ever?
u What if it isn’t enough? What do you do?
u Resources
u Personnel – Who is the right people to have on your team?
l Assessment of Team Strengths and Weaknesses
l Designation of Members to particular aspects of objectives of the project
l Good Mix of Skills and Abilities
l Right people in the right place
u Equipment – Do you need specialized equipment that needs time for your project?

38. Qualities of Good PMPs – Quality Control
u Quality Assurance / Quality Control
u Plan appropriate steps to guarantee quality
u Designate QA/QC Checks
u Use the Scope and Time Milestones to Determine

39. LUNCH!
Back at 1:00 PM

40. Project Delivery - Making
it Happen

41. Semper GUMBY

42. Four Steps of Project Management
uInitiation
uPlanning
uPerformance
uReview

43. Project Delivery – Making it Happen
u Keeping to the Schedule
u Regular Project Meetings (two weeks or less)
u Two or Three Week Lookaheads
u Schedule Updates Weekly
u Review of Objectives at Each Meeting
u Management of Work Breakdown Structure (WBS)

44. Responsibility Assignment Matrix (RAM)
u RACI
u Responsible
u Accountable
u Consulted
u Informed
u Integrate with Work Breakdown Structure

46. Project Delivery – Making it Happen
u Keeping to the Budget
u Review Payments and Project Financials at least every
Month
u Develop Variance Reports after each Major Purchase is
completed
u Keeping to the Scope
u Change Order Reviews at Project Meetings
u Scope Creep Limitation and Management
u Know When and HOW to be Flexible

47. Project Delivery – Making it Happen
u Project Reporting
u Report the status of your project at Major Milestones
u Review Project Status Milestones for potential Public Events
u Groundbreakings
u Ribbon Cuttings
u Media Updates

48. Four Steps of Project Management
uInitiation
uPlanning
uPerformance
uReview

49. Closing out the Project - Review
u Acceptance of Deliverables
u Is the Project meeting the Scope and/or Specification?
u Has it been properly inspected?
u Have you reviewed your checklist (WBS) and everything
has been checked off?
u Has a punchlist been reviewed and completed?
u Has warranty information been properly developed and
turned over?
u Has retainage been reviewed and approved?
u Has all correct documentation been turned over?

50. Closing out the Project - Review
u Reviewing the Project
u Evaluate the Outcomes and Outputs
uDid they meet the Customer's Expectations?
uDid they meet the requirements in the PMP?
uHas the basic Scope been met?
u Tools for Review:
uBalance Scorecard Review
uAfter Action “Lessons Learned” Review (whether the
project went well or not)
uScope and Financial Audits to determine variance

51. Unique aspects of Public Project
Management
u Politics
u City or County Commissions and Councils
u Public Opinion and Input
u Districts
u N.I.M.B.Y.
u N.I.M.T.O.O.

52. Unique aspects of Public Project
Management
u Media
u Under the microscope
u Build Relationships with Reporters
u Have your facts straight
u Status Reports

53. Questions / Comments

54. Thank you for being here!
Charles R. (Chas) Jordan
M.P.A., P.W.E., F.M.P., LEED GA
chasjordan@hotmail.com
cjordan@largo.com
727-586-7397 (w)