Built_Environment_Interface_Lesson06_Capabilities_Student_handout

Introduction

• Project Management Institute (PMI) provides construction interface management capabilities.
• The material is a part of a PMI course.

Context

• Managing interfaces at scale requires human skills in several areas.

Introduction

• Ideal project team structure and roles are needed.
• Interface management competencies matrix is required.
• Stages of maturity for people and practitioners must be considered.
• Effective interface communication is necessary.
• Hierarchy of interfaces is important.
• Three levels of project interfaces exist.

Objectives

• Organize interface hierarchy and levels of project interfaces.
• Identify IM team structure, roles, and responsibilities.
• Apply required IM competencies, skills, and capabilities.
• Leverage appropriate capabilities and behaviors.

Sections List

• Interface Hierarchy and Levels of Project Interfaces
• Structure, Roles, and Responsibilities of Interface Team Members
• Core Competencies and Capabilities Required of Each Interface Team Member
• Interface Management Maturity Model

Interface Hierarchy and Levels of Project Interfaces

• Hierarchy diagram of interface stakeholders, interface points, and interface agreements is shown.

Interface Communication

• Accountable party initiates interface agreements.
• Consulted parties review agreements.
• Deliverables are provided within a specified time frame.

Communication Process

• Information/task request is generated.
• Details and deadlines are reviewed.
• Interface manager sends agreement to consulted party.
• Clarifications are provided as necessary.
• Agreement on requirements finalises the process.
• Interface manager is responsible for deadlines.

Levels of Project Interfaces

• Project communications are classified into interproject and intraproject interfaces.
• Extraproject interfaces connect internal stakeholders to external entities.

Interproject Interfaces

• Owners/project managers and stakeholders are connected in this diagram.

Intraproject Interfaces

• Departments and stakeholders are represented.

Let's Discuss

• Questions related to examples of projects and their structures are addressed.

Extraproject Interfaces

• Stakeholders (including government and regional organizations), owners/project managers, and other relevant parties.

Structure, Roles, and Responsibilities of Interface Team Members

• A presentation diagram depicting the structure of an interface management team is shown.

Roles and Responsibilities

• Roles define information flow.
• Participants in interface requests (IRs) may be active or passive.
• Project members are responsible for meeting milestones in the interface management plan (IMP).
• Responsibilities of team members in meeting IMP milestones are also essential.

The Interface Manager

• Responsible for developing, implementing, and managing interface management plans (IMPs).
• Responsible for ensuring consistency.
• Oversees and monitors interfaces.
• Maintains interface data register.
• Reports on interface activity.
• Ensures effective communication.

The Interface Coordinator

• Participates in interface meetings.
• Reviews and approves outgoing interface requests.
• Ensures resolution of inbound interface requests.
• Actively monitors the interface data register to expedite requests.
• Provides resolution support.
• Serves as collaborative interface liaison for the project.
• Informs interface managers of potential problems.

Let's Discuss

• Discussion points related to the roles of interface managers and coordinators.

Tools Used to Define and Assign Responsibility

• An interface responsibility matrix clarifies and formalizes each person's responsibility for the interfaces between work packages in the project.

RACI Matrix

• Responsible, accountable, consulted, and informed roles help avoid risks and ambiguity.

RACI Matrix

• The status of each position should contain multiple attributes.

RACI Matrix

• The responsible person is ultimately responsible for completing the task.

RACI Matrix

• People need to be consulted based on their expertise.

RACI Matrix

• People need to know the status of the work and the decisions that are made.

Let's Try It

• Fill out a RACI Matrix for tasks related to a project.

Core Competencies and Capabilities Required of Each Interface Team Member

• Core competencies and capabilities for each interface team member are outlined.

Introduction

• Interface managers are responsible for developing and implementing project-specific IM work processes, capturing necessary interface agreements (IAs), monitoring progress and ensuring requirements are met, and initiating any necessary interface changes.

Interface Management Competencies Matrix

• Matrix illustrating six core competencies of interface managers (e.g., minimum, elevated, significant).
• Demonstrates the competency of an interface coordinator and manager.

Influencing and Negotiating

• Demonstrates ability to influence when appropriate.
• Maintains goals, objectives, and relationships while driving toward desired ends.
• Uses information appropriately to guide decisions and negotiations with integrity.

Leadership

• Undertakes needed resources & assesses potential barriers.
• Articulates intended project results & creates IMP (with milestones & timelines).
• Provides direction & focus during implementation & for interface requests.
• Enlisting allies who support interface agreements
• Removing barriers & advocating project team.

Relationship Management

• Relates to people professionally.
• Cooperates with others effectively.
• Discusses issues constructively.
• Fosters cooperation, collaboration, and communication.
• Promotes consensus.
• Approaching sensitive issues non-threateningly.
• Creating an open and transparent communication environment.
• Recognizing & understanding others' feelings.
• Representing oneself professionally & maintaining credibility.

Communication

• Organizes and communicates ideas clearly (written & verbal).
• Actively listens to others.
• Tailors communication methods based on audience & project needs.
• Communicating effectively through various channels & methods.

Problem-Solving

• Diagnoses & identifies root causes & impacts of problems.
• Generating solutions, considering relevant perspectives.
• Evaluations solutions' strengths & weaknesses.
• Logical analysis of problems, organizing and interpreting information.
• Effectively collaborating with others for problem resolution.
• Utilising expertise in procedures & policies.
• Thoroughly researching issues.

Decision-Making

• Breaking down complex projects to manageable components
• Seeking and evaluating alternatives.
• Addressing inconsistencies & discrepancies in project info.
• Weighing costs, benefits, risks, and success probabilities of various choices.
• Drawing sound, informed conclusions.
• Making timely & effective decisions.
• Filtering important from unimportant information.
• Consulting others insightfully.

Let's Discuss

• Questions that encourage reflection on past projects, competencies, and desired training.

Introducing a Case Study for Further Reading

• The Ivar Aasen project highlights important IM skills and capabilities for large-scale projects with numerous global suppliers.
• The case study details the importance of relationship strategies and information flows.

Interface Management Maturity Model

• A progression from informal to formal IM stages is presented.

Stages of Maturity for Qualified People and Practitioners

• Stages 0 through 4 of IM task team member development are detailed.

Stages of Maturity for Sustaining Culture

• IM maturity model stages 0 through 4 regarding sustaining a culture of interface management.

Meanwhile, on Avocet Island

• Application of learning will resolve issues regarding implementing effective interface management.

Developing Capability for IM

• Developing staff needs to facilitate project execution effectively.
• The need for a plan to build interface management capability is emphasized.

Return and Report

• A section on returning & reporting project progress and insights.

Wrapping Up

• Summarization regarding capabilities for interface management.

Conclusion

• Effectively managing interfaces requires considerable core competency capabilities.
• Interface agreements & communication processes play a critical role.
• Hierarchy and levels of project interfaces aid effective communication among stakeholders.

This quiz explores key concepts and responsibilities related to interface management in project management. Participants will assess their understanding of team structures, competencies, and the roles of various team members in managing interfaces effectively. Dive in to discover the essential elements that contribute to successful interface management.