Project Leadership & Control 2008 PMI Project of the Year

1. Project Leadership & Control2008 PMI Project of the Year Group Five

2. Project Leadership • PM acts as the project leader, responsible for: • Planning • Implementing • Completing • PM also responsible to: • The parent organization • The project and recipient (client) • The project team

3. Project Control • Complexity of today’s business world requires projects to be controlled to prevent/address issues regarding: • Cost • Time • Performance • Purpose of control: • Regulate results through altering project activities • Conserve the organizations physical, human, and financial assets • How control is carried out: • Reporting Performance (through monitoring of project) • Comparing actual results and desired results • Accounting for why there are differences between actual/desired results

4. PMI’s Project of the Year Awards • Recognizes “accomplishments of a project and project team for superior performance and execution of exemplary project management.” • Criteria: • Completed on or before scheduled • Completed under-budget • Met or exceeded its stated objectives • Must have used processes/approaches consistent with PMBOK.

5. For Project Management Team 5

6. What are some potential negative impacts caused by PM over-enthusiasm? 1) X X X X X X Overstated project benefits 2) X X X X X X Understated costs 3) X X X X X X Ignoring technical complications 4) X X X X X X Making biased trade-off decisions 5) X X X X X X Taking unnecessary risks X X X Team A Team B

7. What were the key factors resulting in the successful make-up of the Hatch Project Management Team? 1) X X X X X X 15-20 Years Experience @ Hatch 2) X X X X X X Prior QIT project experience 3) X X X X X X Team size well suited for project 4) X X X X X X PM selected based on QIT experience 5) X X X X X X Team members from different businesses X X X Team 1 Team 2

8. Why was the Hatch/QIT project selected as the 2008 project of the year? 1) X X X X X X Completed ahead of schedule 2) X X X X X X Completed under budget 3) X X X X X X Project results were exceptional 4) X X X X X X Team was global, yet well connected 5) X X X X X X QIT could function w/o disruption X X X Team 3 Team 4

9. What control techniques can minimize conflict within the project life-cycle? 1) X X X X X X Properly define priorities & tasks 2) X X X X X X Obtain executive buy-in & support 3) X X X X X X Closely manage project interfaces 4) X X X X X X Regular project status reviews 5) X X X X X X Commitment from functional managers X X X Team ? Team ?

10. What we learned • Team-oriented work environment enables effective implementation of controls • Team members involved in tool selection (Sense of ownership of the project) • Team management leadership style = Motivated teams • Interesting & challenging work • Well-defined, well planned and realistic project goals • High concern for both people and work • Clear communication • Credible project leaders • Trusted leaders across the organization and senior management

11. Summary • Project Control & Leadership more critical in today’s global economy • Characteristics of effective controls: • Realistic plans • Commitment • Early problem detection • Measurability • Effectively implementing controls requires: • Integration with current business processes • Consideration of impact on project performance • Consideration of impact to team members (i.e. Human factors)