The Work Breakdown Structure - an essential planning tool

A Work Breakdown Structure (WBS) gives project teams both a deeper understanding of the overall work required and a way to identify problems before they become too costly. By forcing the project team to break complex tasks into bite-sized chunks, according to workstream and resources, it promotes clearer thinking an prevents projects from failing through lack of planning.

The Project Management Institute has produced a number of good documents on the development of WBS's, and most good project management courses include the development of WBS's as part of the syllabus.

A WBS can be used to link estimates, budgets, schedules, and cost control through a common visual language. When executed properly and consistently across several projects, a WBS can also be used to generate historical data that can ultimately benefit companies by providing their projects’ teams with valuable price comparisons and future estimates. A good primer on the subject is here.

The construction process is improved in these three key areas — communication, logic of process, and cost comparisons — making a WBS a worthwhile component in the planning of any major construction project, so that it meets the ultimate goal of delivery within budget.

Project Management and Leadership

The difference between planning, project management, line management and leadership

The Construction and Engineering environment requires clear, quick decision-making under time and budget pressures, Leadership and taking responsibility are two traits crucial to achieving success on site or in the design office. Of course, the design office, fabrication plant or construction site are simply individual cogs in the larger environment of a larger business. This means there is planning, project management, line management and leadership required at all levels, on site, and at higher management levels, for example. Getting one's head around the difference between the project management/construction management function and the business management function is an art not easily mastered.

 

A good summary of these topics from a generic management perspective can be found here.

Communication is key, part 2

A previous post outlined the importance of communication in Project Management. As most will know, poor or inadequate communication can destroy projects. Bad communication leads to low morale, negative attitudes, missed deadlines, higher staff turnover, disgruntled clients, delays and frustration (amongst others) and adds to an overall impression of bad management.

 

PMBOK outlines a structured regime of communiction tools, but often the soft skills of communication are what's really lacking. Technical approaches to this sort of skill set are not always the answer.

 

With this in mind, consider the technique of "Active Listening". This skill is a useful way of deliberately communicating with project participants, and enables and empowers people who a. believe they have been heard, and b. get their message across and receive what's being communicated. In one example of an active listening technique, the acronym CAPS stands for Clarify, Acknowledge, Paraphrase and Summarise, all steps to greater understanding between participants. A good summary of the techniques can be found here with additional references.

 

The following phrases are examples of how to put Active Listening into practice:

1. Clarify:  "What exactly are you trying to say?"
2. Acknowledge:   "I hear what you are saying is ....."
3. Paraphrase:  "In other words, you are saying that....."
4. Summarise:  "So in short we're saying that...?"

At first glance the phrases may seem very similar, but each of the actions they are conveying are quite different, and these actions can be used in different parts of a discussion very effectively to clearly understand the other's point of view, and allow them to feel really heard and valued.

 

Another useful reference is here.

Project Management in Business and the Built Environment

The influence of Project Management in business is increasing. As businesses grow, the need for internal procedures and working methods increases. This is especially the case for projects and their management. On site of course, the complexity of projects requires detailed planning, deliberate management and clear risk and communication procedures. Sometimes procedures are built up by trial and error, and in some cases external methodologies are used. Either way, the effective use of these procedures and their suitability to project size, complexity and human resources will make or break a project.

 

This article outlines some pitfalls to avoid.

Procurement woes

Consulting Engineers South Africa (CESA) has issued a statement regarding procurement procedures and the difficulties these are causing consulting engineers in South Africa. In line with the transformation agenda of public sector clients, procurement procedures should "ease public-private partnership regulations, to encourage entrepreneurship and boost private sector infrastructure investment."

 

The full news report can be found here.