ENVS 361: Environmental Project Management Module 1 PDF

ENVS 361: Environmental Project Management Module 1 Outcome of Module One Explain environmental project management and its various components. © 2016, Southern Alberta Institute of Technology 2  Objectives of Module One 1.1 Describe a project and explain the differe...

ENVS 361: Environmental Project Management Module 1 Outcome of Module One Explain environmental project management and its various components. © 2016, Southern Alberta Institute of Technology 2  Objectives of Module One 1.1 Describe a project and explain the difference between a project and operational work using an example. 1.2 Define the term “Project Management” and list and describe the six (6) main functions involved in project management. 1.3 List and describe main responsibilities of the project manager and the tools that can be used to manage projects. 1.4 Describe the structure of a typical environmental project in Alberta. 1.5 List and describe the main responsibilities of the project manager using an example. 1.6 Describe the skills and knowledge a project manager should possess. © 2016, Southern Alberta Institute of Technology 3  What is a Project? a project eventually will end A project can be defined as “a temporary endeavour undertaken to create a unique product, service or result” (PMI 2004). i.e. spill response i.e. pipeline monitoring Think of a project you are currently working on (or have worked on in the past). What makes this a project instead of operational work? © 2016, Southern Alberta Institute of Technology 4  What is the ultimate goal of a project manager? Deliver project deliverables Project is on schedule Project is within pre-defined budget Earn profits for company Satisfied client and stakeholders + human resources (manage and encourage team members, etc,.) Thermogram of a handshake. Photography. Britannica ImageQuest, Encyclopædia Britannica, 25 May 2016. quest-eb- © 2016, Southern Alberta Institute of Technology 5 com.libresources2.sait.ab.ca/search/132_1286031/1/132_1286031/cite. What is Project Management? © 2016, Southern Alberta Institute of Technology 6  What is the project intended to do? What are the deliverables? Who has an interest in this project? © 2016, Southern Alberta Institute of Technology 7  What are the tasks to complete to get to the final deliverables? Who will work on these tasks? What humans and non-human resources do we need? What is our schedule? What is our budget? © 2016, Southern Alberta Institute of Technology 8  For each project task, who exactly will complete it and what equipment or materials are required? < 1st stage > © 2016, Southern Alberta Institute of Technology 9  As a project manager, how should I lead my team to ensure success? Being a project manager, and How should I resolve conflicts being a leader Also leading can be varied throughout the whole stage (inside my team and with external stakeholders)? How can I motivate my team? How do I prioritize tasks/people/deliverables? © 2016, Southern Alberta Institute of Technology 10  Is there variance between what I planned (deliverables, scope, budget, schedule) and what is actually happening during the project? How can I shift or adjust the project plan based on the current state of the project and steer it back on track if needed? © 2016, Southern Alberta Institute of Technology 11 Typical Environmental Projects in Alberta Think of all the environmental disciplines you learn about in the program…would each have unique projects? What types of organizations work on environmental Consulting, remediation, NGO, NPO, private research, traditional companies projects? Who needs environmental project work completed? Professional knowledge, expertise technician, to reduce bias (transparency) © 2016, Southern Alberta Institute of Technology 12 Typical Environmental Projects in Alberta Combined environmental firms, one client for firm, in-house environmental department © 2016, Southern Alberta Institute of Technology 13  Fuel Co. Activity Fuel-Co. is a chain of fuel stations that has been in business since 1965. The business was started by Robert and June and is has been taken over by their two children Ron and Jennifer. Since the business began it has grown to 20 fuel stations across the province of Alberta. Over the years Fuel-Co. has used underground storage tanks on its properties to store fuel for retail sales. However, Robert and June have learned that underground storage tanks often leak resulting in contamination of land and potentially groundwater around the site. Robert and June have hired your consulting firm to determine the extent of hydrocarbon contamination at each of the 20 fuel stations owned and operated by Fuel-Co. You have been designated by your consulting company as the project manager for this project. What is your ultimate responsibility as the PM? How © would 2016, Southern Albertayou meet Institute of this goal? Technology 14 What skills and knowledge should a PM have? Conceptual – be able to see the project as a whole rather than individual parts (Big picture) ◦ Problem solving, logical thinking, creativity, vision, decision-making Managerial – planning, time management, motivation, delegation, client-facing (Organizing) Human Resource – communication, coaching, listening, conflict resolution, recognition of achievements © 2016, Southern Alberta Institute of Technology 15 Do PM’s need to be experts in the project tasks and knowledge? yes, no, and maybe Depends on: - Size of project smaller project, PM might need to be a technologic expert - Project scope Soil sampling. Photography. Britannica ImageQuest, Encyclopædia Britannica, 25 May 2016. quest-eb- com.libresources2.sait.ab.ca/search/132_1235203/1/132_1235203/cite. Accessed 5 Jan 2023. © 2016, Southern Alberta Institute of Technology 16  Next… Read Module 1 (will solidify material from today) Next class this week: Module 4 Next week: Module 2 and 3 © 2016, Southern Alberta Institute of Technology 17 © 2016, Southern Alberta Institute of Technology. All rights reserved. This publication and materials herein are protected by applicable intellectual property laws. Unauthorized reproduction and distribution of this publication in whole or part is prohibited. For more information, contact: Director, Centre for Instructional Technology and Development Southern Alberta Institute of Technology 1301 16 Ave. N.W., Calgary, AB T2M 0L4 © 2016, Southern Alberta Institute of Technology 18