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Best Practices for Managing AE Project Managers

Led by Dave Burstein, PSMJ

Thursday, February 16, 2012

10am - 11am PT / 11am - 12pm MT / 12pm - 1pm CT / 1pm - 2pm ET

Architecture and engineering projects fail at a spectacular rate. With each project, a unique set of skills are required to ensure the project stays on track and ends up being profitable, and all the stakeholders are satisfied with the quality of the final outcome. Allowing the wrong changes on a project can veer the team off course, run over budget, and miss key deadlines.

In this PSMJ best practice webinar for architecture and engineering firms, you'll learn how you can make the biggest impact on a project, without micromanaging your staff to death.

Helping your PMs prevent the biggest project threats

• Time slippage – minimize the most common problem of falling behind schedule
• Scope creep – help your PMs fight the ongoing battle of project changes
• Quality issues – detailed inspections and statistical samplings you need to ensure quality isn't sacrificed over schedule
• People problems – often the most difficult problems, we'll provide tips on how you can help without undermining your PMs

Benchmarks you need to evaluate the performance of your project managers
Evaluating project performance at the end of the project is critical, but you also need benchmarks you can use along the way.

• Performing a project pre-mortem to anticipate potential project challenges before they happen
• Collecting performance data from systems and people
• Post-evaluation reports that truly tell you what happened and why

Tips for holding more effective project review meetings
Run your meetings well, and you'll infuse your PMs with energy, momentum and direction.

• Stop telling people what to do or doing the work yourself. Drawing attention to actions that must be taken for project success and staying out of time-wasting details.
• Ensure your project managers respond quickly to changes in data or information as it comes in, and how to look for early working signs of problems so you can initiate corrective action.
• A budget, no matter how carefully planned, is just a starting point. Tools and tips for monitoring project budgets and helping PMs stay on track.

As the Director of Client Services for PSMJ Resources, Inc., David Burstein provides consulting and training services on the subjects of strategic planning, marketing, project management, human resources, quality, finance and ownership transition. He has over 30 years' experience in the management of AE firms, including senior principal for one of the nation's largest and most respected engineering firms, Parsons Corporation.

Since 1979, David has written and lectured extensively on the subject of project management and has conducted over 100 seminars to over 3,000 engineers, architects and other design professionals. He co-authored Project Management for the Design Professional and Total Quality Project Management.

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