Advanced Facilities Engineering and Construction

Introduction

This course is designed to help managers and facilitator’s better coordinate their project teams. Participants will learn effective ways to help project teams set and achieve challenging time, cost, and performance targets. The focus of this course is not only teaching these skills but also teaching participants to transfer their learned skills to their team members. After completion of this course, facilitators will be able to help their project teams plan, schedule, and control their projects more effectively.

Objectives

Upon the successful completion of the course, participants will be able to:-

• Know what facilities maintenance management is and be able to review the universal maintenance goals and objectives
• Understand the concept of the maintenance dimension including the demand for construction work, building maintenance in the construction industry, government policy and maintenance cost trends
• Analyze the maintenance organizations which comprises of the context within which maintenance exists as well as its maintenance policy framework & other issues
• Determine the design/maintenance relationship considering their performance requirements, construction, life cycle costing and maintenance feedback
• Describe the nature of maintenance work and identify its various types, classification, and applications
• Understand the principle of information management used in building & facilities and be able to introduce information systems
• Improve maintenance planning methodology by reviewing its principles, techniques, and programs
• Develop in-depth knowledge on maintenance contracts including the types of service contracts, contractor selection & documentation, and jobbing agreement
• Learn the techniques in cost estimating and budgeting and be able to recognize their importance in building & facilities maintenance management
• Become familiar with cost-based maintenance decisions such as the present value & uniform annual cost methods, labor-saving devices, and sensitivity analysis
• Know the process of identifying the maintenance workload including planned & unplanned maintenance work and the work identification process
• Understand the method of evaluating & executing maintenance work and recognize the importance of controlling the maintenance effort
• Learn the principles of computerized maintenance management including its system parts, program features and hardware considerations
• Employ preventive maintenance on buildings & facilities and be able to identify preventive maintenance needs & order
• Learn the interpersonal and process skills required for the successful facilitation of project teams.
• Understand a model for successful project management and then facilitate this process for individuals and teams in the organization.
• Learn the key elements in a scope document and how to help teams create effective documents.
• Learn how to facilitate the identification of critical issues and how this helps clarify the scope and do a more comprehensive job of planning.
• Learn three different methods for planning projects and how to help individuals and team development plans.
• Learn how to help identify resources for planning as well as how time estimating turns plans into schedules.
• Learn when and how to use tools such as Gantt, CPM, PERT, PDM, and Linked Bar Charts.
• Learn about tracking and controlling during implementation and how to adapt to a dynamic environment.
• Learn a methodology for reducing project schedules and how to facilitate this process.
• Receive a model for conducting effective project status meetings.
• Learn about successful HR management strategies as well as how to take on different leadership styles as a facilitator in different project situations.
• Receive a model for improving project methods.
• Receive a tool for assessing projects in the organization.
• Receive an instrument for assessing risk and determining contingency plans and mitigation measures.
• Receive a model to enhance project communication.

Training Methodology

This is an interactive course. There will be open question and answer sessions, regular group exercises and activities, videos, case studies, and presentations on best practice. Participants will have the opportunity to share with the facilitator and other participants on what works well and not so well for them, as well as work on issues from their own organizations. The online course is conducted online using MS-Teams/ClickMeeting.

Who Should Attend?

Engineers, supervisors, superintendents, managers, and scientists involved in the design, construction, assessment, repair, and maintenance of a wide range of public and industrial facilities. Personnel from authorities and major facilities operating companies will also benefit from attending this course.

Course Outline

Introduction to Project Management Facilitation

• The Role of the Project Management Facilitator
• Key Project Management Roles
• Expected Benefits

Select Project

• Selecting Projects
• Facilitating Project Selection – The Grid Approach
• Project Prioritization Grid
• Facilitation Practice: How to facilitate a group in selecting a project

Initialize Project

• What Is A Scope Document?
• When To Write A Scope Document
• How To Write A Scope Document
• Scope Document – Terms And Definitions
• The First Step: Stating Specific Goals
• Facilitating Scope Definition – Hints, Tips, and Techniques
• Scope Document Examples
• Facilitation Practice: How to work with project sponsors in developing a scope document

Develop Critical Issues and Project Organization Structure

• Defining Critical Issues
• Example Critical Issues
• Facilitating Critical Issue Identification
• Resolving Critical Issues – Hints, Tips & Tricks
• Creating Teams & Subteams
• Critical Issues Template
• Team Summary Table Template
• Group Process Exercise: How to facilitate a group using the Nominal Group Technique
• Facilitation Practice: Skills practice in facilitating a project team developing critical project issues

Develop Top Tier, Logic Driven WBS

• Terms & Definitions
• Nine Step Planning Process
• Creating Work Breakdown Structure (WBS)
• Strategies For Planning Projects
• Phase/Gate Systems For Project Management
• Hints, Tips & Tricks

Complete Project Risk Analysis

• Facilitating Potential Problem Analysis
• Potential Problem Analysis Examples
• Potential Problem Analysis Form
• Facilitation Practice: Facilitating a team going through a Potential Problem Analysis

Develop Detailed Project Plans

• Task Dependencies
• Task Relationships
• Benefits And Use Of Gantt
• Creating Gantt Charts
• Benefits And Use Of Network Diagrams
• Network Diagrams And The Six Block Method
• Time Estimating
• Resource Loading And Leveling
• Resource Planning Worksheets
• Facilitation Practice: Leading a team in developing a project schedule

Finalize Project Economics

• Cost Management Overview
• Project Status Reports

Step Eight: Develop Communication Plan

• Communication And The Project Manager
• Identifying Key Stakeholders
• Facilitating Communication
• Communication Plan Examples
• Developing A Communication Strategy
• Facilitation Practice: Helping team members develop a project communication plan

Step Nine: Reach Consensus on Project Scope, Plan & Economics

• Value In Reducing Project Time
• Facilitating Schedule Compression
• Compressing The Critical Path – Fast Tracking The Project
• Facilitation Practice: How to facilitate a project compression session

Step Ten: Implement, Track, and Control

• Project Scheduler/Controller Role: Tracking And Controlling Projects
• Tracking And Controlling Projects
• Tracking/Controlling The Short Term Future With Project Management Software
• Milestone, Slack And Baseline
• Baseline Changes
• Filters – A Tool For Analyzing, Troubleshooting And Tracking A Project Plan
• Troubleshooting The Plan
• Views And Tables In Ms-Project
• Facilitation Practice: How to facilitate the process of adjusting project schedules

Step Eleven – Close Project

• Punch List
• Lessons Learned
• Closure Process Example

Step Twelve: Post Project Assessment

• Key Success Factors
• Characteristics Of World Class Project Management

Situational Leadership Exercise

• Understanding Situational Leadership
• The Prescriber: High Task, Low Relationship
• The Persuader: High Task, High Relationship
• The Participator: Low Task, Low Relationship
• The Permitter: Low Task, Low Relationship
• Organizational Approach To Project Management

Appendix I

• Project Notebooks
• Reporting Elements
• Project Management Curriculum
• Wrapping It Up -- How To End Your Project

Appendix II

• Blank Gantt Forms
• Blank Scope Document Forms
• Blank Charter Forms
• Glossary Of Terms
• Suggested Readings