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ESSENTIALS OF PROJECTMANAGEMENT FORCONSULTING ENGINEERSwww.ParalellProjectTraining.comCopyright All rights reserved.How to deliver customer satisfaction and make aprofit
Objectives Clearly des ri e the i porta e of proje t a agers’ role to theprofitability and satisfaction of client needsExplain why and how to manage consulting project throughout the lifecycle. Selling, Starting, Delivering and Closing. Specifically this will includeeffective implementation of the following project control processes Scope management and planning.Project management planning and scheduling.Risk management.Cost management including planning and forecasting using earned value.Control of changes.Issue management and communications.Manage a contractDemonstrate strategies for managing the client relationship andexpectations within the constraints of a contract.
A Project ManagementFrameworkSell theWorkPlan theWorkDo theWorkLean forthefuture
Sell the Work
Capture all the costs5DIRECT STAFF COSTSAGENCY / CONSULTANTSEXPENSESMATERIALSSUB CONTRACTGENERAL COST CONTINGENCYOTHER COSTS – FINANCIALNEGOTIATING MARGINPROFIT Overhead multiplier Hours and rates, overhead multiplier Travel and subsistence, consumed during the contract Part of the deliverable Working to defined scope of work For identified and unidentified risks Bonds, Insurance, Agency (overseas), Currency provision, Finance charges, Inflation, Other costs To be agreed before meeting the customer Sufficient to do good business but still win the work
What is a Contract? In law, a contract is a bindinglegal agreement that isenforceable in a court of lawA contract can be verbal orwritten.Essential elements OfferAcceptanceConsiderationMust have intention to create alegal relationshipOffer must be reasonable andlegal An offer can be withdrawnbefore accepted but not after.An offer is automaticallycancelled by a counter-offerAn acceptance of an offer mustbe clearly communicated to theperson making the offerImplied Terms as common inthis type of trade Rights to sellConformity with descriptionReasonable careOther implied termsBest way of ensuring compliance is a fully signed agreement6
Terms of Payment Types Fixed PricePrice fixed to agreed setof rates. Price can vary dependingeconomic indicators Price can be varied on thebasis of actual costs andquantities. Firm Price Priceis not subject tochange unlessvariation agreed. Onus on thecontractor to controlcosts. Time and Expenses Payduration andexpenses at agreedrates.7
Overseas WorkingBenefits Less saturated market Wider range of opportunities Supports growth Buffers local economic factors Develops new skills and capabilitiesit’s glo al arketRisks Customer Risk Country Risk 8Credit worthinessPayment termsTrading historySovereignPrivateNaturalFashion and FinanceForeign Exchange RiskH&SCorruption Perception Index(Transparency International)
Plan the Work
Do ’t start without o tra tcover!
Review the objectives postcontract
Agree a Plan of vity SequencingScheduleDevelopmentRisk AnalysisDuration EstimatingWork Breakdown StructureResourcePlanning Cost EstimatingCostBudgeting
Risk Assessment: P- I Grid13Set THIVHImonitor
Do the Work
Control the ProjectPlanActDoCheck
Control Changes from the nt
Control Quality and Rework Capture acceptancecriteria earlyCheck quality ofproducts againstcriteriaEnsure client reviewsare addressedLimit the number ofclient reviews in scope
Control Cash18105 000-5-10-15-20-2501234Period5678
Learn for the Future
Parallel Project Trainingon-line APMe-learningPublic & in-housetrainingSlides athttp://blog.parallelprojecttraining.com/
5 DIRECT STAFF COSTS Overhead multiplier AGENCY / CONSULTANTS Hours and rates, overhead multiplier EXPENSES Travel and subsistence, consumed during the contract MATERIALS Part of the deliverable SUB CONTRACT Working to defined scope of work GENERAL COST CONTINGENCY For identified and unidentified risks OTHER COSTS -FINANCIAL Bonds, Insurance, Agency (overseas), Currency .
