EFFECTIVE PROJECT MANAGERS AND OTHER FACTORS CONTRIBUTING - - PowerPoint PPT Presentation

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EFFECTIVE PROJECT MANAGERS AND OTHER FACTORS CONTRIBUTING POSITIVELY TO PROJECT OUTCOME Pierre Tremblay

Ocean Specialists, Inc.

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Presenter Profile

Pierre cumulates 20 years of experience in the telecommunications industry. He spent the first 16 years of his career at Alcatel Submarine networks holding positions in R&D, engineering, project management, and sales of international cable networks reaching the position of Regional Director for Asia Pacific. Since 2006 Pierre has been consulting to operators and oil and gas companies using his unique blend of technical, operational and commercial experience to advise his clients on a wide range of issues. advise his clients on a wide range of issues. In addition to a bachelor of Electrical Engineering he holds a Masters Degree in Science in the field of Optical Communication and an MBA from Macquarie University further enhancing his capability as a consultant. Pierre Tremblay Managing Director, OSI Asia Pacific Email: ptremblay@oceanspecialists.com Tel: +65 67625651 Mobile Tel: +65 9785 8123

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Introduction

• Customer’s experience is key to repeat

purchase:

– Operator’s direct experience:

• Construction management phase.
• Post construction; After sale service.
• Post construction; After sale service.
• System Reliability is assumed.
• Effective Project Manager:

– Skills. – Character attributes (1)

• Factors that make a positive contribution to a

satisfactory project outcome.

(1) www.virtuesproject.com

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Methodology

• Survey was sent out to a large sample of

stakeholders; total of 14 usable responses.

• Rate in order of importance a set of 8 skills

with “1” being the most valued and “8” the least valued. least valued.

– Skills set comprised:

• Stereotypical: technical/engineering, organisational
• Negotiation, listening, communication.

– An 8 does not mean the skill is unimportant

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Skills set Supplier Operator Organisation skills 3.7 3.9 Technical/engineering skills 4.7 4.7 skills 4.7 4.7 Leadership skills 3.0 4.3 Interpersonal skills 6.8 6.7 Listening skills 4.3 5.6 Communication skills 2.3 3.5 Time management skills 5.7 5.0 Negotiating skills 2.5 5.5

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Which skills ?

• Communication unanimously the most valued

skill.

– Not surprising given the complexity of project.

• Consistent with research on successful

partnerships. partnerships.

• Communication, fairness, trust;
• Improving communication skills of Project mgr

as a way to achieve higher customer satisfaction.

• Marked contrast on the importance of

negotiation skills.

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Negotiation skills ?

• Ranked almost on par with Communication by

Suppliers but one of the least valued by Operators.

• Why do suppliers ranked negotiation skills so

highly ? highly ?

• Hypothesis:

– Project scope can change significantly. – Need to achieve consensus among various stakeholders with competing priorities. – Could it be that negotiation skills are valued because project mgr are expected to negotiate CVs to enhance margins ?

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Contract Variation

• Operator’s point of view: Contract should

leave minimal scope for negotiation.

– Captive customers somewhat taken advantage of during CV negotiation. – 2 sides to the coin: – 2 sides to the coin:

• BAFO, 2nd BAFO, ...
• Communication is key to successful

partnerships but trust and fairness are equally important.

–

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Contributing Factors Sup Op Friendship between Purchaser and Supplier representatives 1.2 1.5 Project teams in close proximity or in the same time zone 1.7 1.6 Regular (monthly or bi monthly) face to face project meeting 1.0 1.4 Regular (weekly or bi weekly) conference calls 1.5 1.3 1.5 1.3 Recording and approval of minutes for each project meeting 1.0 1.5 Single point of contacts (1 for Supplier and 1 for purchaser) for all project matters 2.5 1.1 Overall Project Manager with complete authority

• ver technical and commercial matters

2.2 1.7 Members of the sale team continuing as project team members 1.8 1.8

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Contributing Factors

• All factors except 2 are seen as having a

positive contribution.

• Consistent with findings on communication

– Regular meetings and recording of minutes. – Project teams in same time zone or close proximity

• Single point of Contact for all project matters.

– Significant divergence:

• Somewhat negative for suppliers.
• Very positive according to operators.

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Single POC: different needs

• Supplier need timely information

– RPL, shore end, test results, training date, CV. – Time of the essence; LDs.

• Operator’s task is less complex; smaller teams

– Value control over speed of decision making.

• Operators also more favourable to a project mgr with

authority to decide over all matters.

– No direct financial penalty although potential loss of revenue

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Single POC: different needs

• Author’s view is that single POC is required for

all official correspondence only.

• Author’s view is that having a single POC for

all matters is detrimental to project outcome.

Flatter structure; specialists to specialists – Flatter structure; specialists to specialists – Better and faster outcomes – Frees the project mgr to communicate both internally and externally.

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Friendships ?

• Rated as having a positive contribution by all.

– Some operators suggested than friendship may be too strong a word; respect more important ?

• Friendship facilitate communication and foster

cooperation. cooperation.

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Character Attributes

Character Attributes Supplier Operator Assertive 1.6 1.3 Cooperative 1.3 1.9 Creative 1.2 1.8 Determined 1.4 1.6 Determined 1.4 1.6 Flexible 1.8 2.1 Friendly 1.8 1.9 Honest 1.5 1.3 Patient 2.0 2.3 Perseverant 1.3 1.3 Tactful 1.8 2.1 Trustworthy 1.2 1.3 Competitive 1.2 1.9

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Character attributes

• Broad agreement except for 3 attributes:

– Competitive, cooperative, and creative.

• Trustworthiness and perseverance are the

most valued:

– Trust is the linchpin of partnership. – Backed up by research on partnerships.

• Diverging views on competitiveness

– Competitive project mgr can have detrimental effect; win – lose outcomes – Cooperation also seen as positive

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Character attributes

• Tit for tat world

– Competition fosters competition

• Achievement oriented is more important than

competitiveness.

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Conclusion

• Construction phase is high impact in terms of

customer experience.

• Training to enhance effectiveness and create a

competitive advantage.

• Be trustworthy and achieve a true partnership.
• A little friendship can go a long way.
• A project is not a competition.
• Taking win-lose approach in a CV negotiation;

remember tit for tat ☺ ☺ ☺ ☺