Construction Interface Management Capabilities PDF

CONSTRUCTION INTERFACE MANAGEMENT CAPABILITIES NEEDED FOR INTERFACE MANAGEMENT Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course....

CONSTRUCTION INTERFACE MANAGEMENT CAPABILITIES NEEDED FOR INTERFACE MANAGEMENT Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 1 “He is not poor who has a competency.” — Horace Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 2 Context Effectively managing interfaces at scale requires human capabilities that span several core competencies. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 3 Introduction Ideal IM team structure and roles Interface management competencies matrix Stages of maturity for people and practitioners Interface communication Hierarchy of interfaces Three levels of project interfaces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 4 Objectives Organize interface hierarchy Identify structure, roles, and and levels of project interfaces responsibilities of IM Apply competencies, skills, Leverage appropriate and capabilities required for IM capabilities and behaviors Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 5 Sections List 1 Interface Hierarchy and Levels of Project Interfaces 2 Structure, Roles, and Responsibilities of Interface Team Members 3 Core Competencies and Capabilities Required of Each Interface Team Member 4 Interface Management Maturity Model Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 6 Interface Hierarchy and Levels of Project Interfaces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 7 Introduction Consider types of interfaces and the interface-related communications among parties. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 8 Interface Hierarchy Interface Interface A stakeholder stakeholder B Interface point Interface point Interface point (IP) 1 (IP) 2 (IP) n C Interface Interface Interface Interface Interface agreement (IA) 1 agreement (IA) 2 agreement (IA) 3 agreement (IA) n agreement (IA) n Interface action Interface action item (IA) 1 item (IA) n Interface control Copyright ©2024 Project Management Institute, Inc. All rights reserved. document/drawing (ICD) This material is being provided as part of a PMI course. 9 Interface Communication An IA is issued by the accountable party Consulted party reviews the agreement Accepts agreement or provides the deliverable within a specified time frame Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 10 Communication Process Information or task is requested. Request is generated as an IA and sent to the interface coordinator or manager. Details and deadlines are reviewed. Agreement is sent to the consulted party’s interface manager. Consulted party interface manager accepts the agreement or requests clarification. IA goes back and forth until parties agree on requirements. Consulted party interface manager is then responsible for meeting deadline. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 11 Levels of Project Interfaces Communications are classified into interproject and intraproject interfaces. There is a significant amount of interaction between internal stakeholders and external entities. These are called extraproject interfaces. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 12 Interproject Stakeholder Interfaces (EPC) A Stakeholder Stakeholder (EPC) n (EPC) B Owner/ Project Manager Stakeholder (EPC) E Stakeholder (EPC) C Stakeholder (EPC) D Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 13 Intraproject Interfaces Stakeholder (EPC) A Stakeholder Stakeholder (EPC) n (EPC) B Owner/ Project Manager Department 2 Stakeholder (EPC) E Stakeholder (EPC) C Department 2 Department 3 Stakeholder (EPC) D Department 2 Department 3 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 14 Let’s Discuss ? Can you share some examples of interproject interfaces? How about intraproject interfaces? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 15 Extraproject Government Regional organizations Interfaces Stakeholder (EPC) A Stakeholder Stakeholder (EPC) n (EPC) B Owner/ Project Manager Stakeholder Stakeholder (EPC) E (EPC) C Stakeholder (EPC) D Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 16 Structure, Roles, and Responsibilities of Interface Team Members Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 17 Roles and Responsibilities Roles determine the flow of information and whether individuals are active or passive participants in interface requests (IRs). Project members must ensure that their teams and stakeholders are meeting all of the milestones in the interface management plan (IMP). Team members have designated roles and responsibilities in meeting all of the milestones in the IMP. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 18 Structure, Roles, and Responsibilities of an Interface Management Team Interface manager Interface Interface Interface coordinator coordinator coordinator Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 19 The Interface Manager Responsibilities of an Interface Manager Develops, Ensures Oversees and Maintains the Reports on Ensures effective implements, and consistency monitors interfaces interface data interface activity communication manages the IMP register Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 20 The Interface Coordinator Responsibilities of an Interface Coordinator Participates in Reviews and Ensures resolution Actively monitors Provides Serves as Informs interface interface meetings approves of inbound IRs the IDR to collaborative interface project liaison manager of outgoing IRs expedite requests resolution support potential problems Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 21 Let’s Discuss ? Have you ever served as either an interface coordinator or interface manager? What did you do in this role? How would you differentiate the responsibilities of the two? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 22 Tools Used to Define and Assign Responsibility INTERFACE RESPONSIBILITY MATRIX An interface responsibility matrix clarifies and formalizes each person’s responsibility. Also formalizes the interfaces between work packages on the project. 011 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 23 RACI Matrix Responsible The RACI statuses in the interface responsibility Accountable matrix help to reduce or avoid risks by increasing visibility and removing Consulted any ambiguity over roles and responsibilities. Informed Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 24 RACI Matrix Responsible The status of each position within the Accountable interface responsibility matrix should have one or more of these attributes. Consulted Copyright ©2024 Project Management Institute, Inc. All rights reserved. Informed This material is being provided as part of a PMI course. 25 RACI Matrix Responsible Accountable The person ultimately responsible for the work to be completed Consulted Copyright ©2024 Project Management Institute, Inc. All rights reserved. Informed This material is being provided as part of a PMI course. 26 RACI Matrix Responsible Accountable This is the person who generates the IR, has the legitimate authority to approve the adequacy of the work, and makes the final decision to close the agreement. Consulted Copyright ©2024 Project Management Institute, Inc. All rights reserved. Informed This material is being provided as part of a PMI course. 27 RACI Matrix Responsible Accountable These are the people who need to be consulted for their knowledge and expertise. Consulted Copyright ©2024 Project Management Institute, Inc. All rights reserved. Informed This material is being provided as part of a PMI course. 28 RACI Matrix Responsible Accountable These are the people who need to know the status of the work or the decisions that are made. Consulted Copyright ©2024 Project Management Institute, Inc. All rights reserved. Informed This material is being provided as part of a PMI course. 29 Let’s Try It Based on what we know about the concessions project on Avocet Island, fill out a basic RACI matrix for the following tasks: Front End Planning Purchasing Materials Interface Management Installing Electrical Systems Stakeholder Communication Handover Make whatever assumptions you need to in order to complete this exercise on pages 20 and 21 of your workbook. 20 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 30 Core Competencies and Capabilities Required of Each Interface Team Member Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 31 Introduction Interface managers are responsible for: Developing and implementing project-specific IM work processes Capturing the necessary IAs Monitoring progress to ensure that scheduling requirements are met Identifying or initiating change requests that may arise out of the interface requirements Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 32 Interface Management Competencies Matrix The six core capabilities are captured in the interface management competencies matrix. Interface manager Interface coordinator Competencies Minimal Elevated Significant Minimal Elevated Significant Influencing and negotiation Leadership Relationship management Communication Problem-solving Decision-making Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 33 Influencing and Negotiating Maintains goals, Uses information Demonstrates ability to objectives, and appropriately to guide influence others when relationships while decisions and appropriate driving toward desired negotiations, while ends acting with integrity Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 34 Leadership Understands and supports the need for the IR Accurately assesses potential barriers and necessary resources Envisions and articulates the intended result of the request Develops an IMP that includes milestones and time lines Provides direction and focus during implementation and for any IRs Identifies and enlists allies who support IAs and requests Provides resources, removes barriers, and advocates for those completing the IR Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 35 Relationship Relates to people in an open, friendly, and professional manner Management Cooperates and works to gain support and commitment from others when performing tasks Discusses subjects in a constructive manner, with all levels of staff Fosters cooperation, collaboration, and communication to promote consensus and accomplish tasks Demonstrates diplomacy by approaching sensitive issues in nonthreatening ways Fosters an environment conducive to open and transparent communications Notices and accurately interprets what others are feeling Presents a professional manner to maintain image and credibility Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 36 Communication Organizes, expresses, and communicates ideas clearly in writing Actively listens Ensures that regular communication occurs based on the needs of the work, the individual, management, or the situation Uses analogies, visuals, and other techniques to tailor communications to specific audiences Utilizes skills in presenting information, analysis, ideas, and positions Identifies and uses effective communication channels and methods Clearly and effectively conveys information verbally Asks appropriate questions Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 37 Problem- Solving Identifies and evaluates problems to determine root causes and impacts Generates solutions, taking into consideration political, organizational, and individual differences Identifies options for solving a problem and evaluates the relative strengths and weaknesses of each option Uses a logical method for organizing and analyzing information Coordinates with others to interpret policies and procedures, offer advice, and solve related problems Uses expertise in policies and procedures Researches issues thoroughly Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 38 Decision- Making Approaches a complex task or problem by breaking it down into parts Seeks information about alternatives and chooses an option that meets a goal, solves a problem, or avoids a risk Actively looks for discrepancies and inconsistencies in available information Considers costs, benefits, risks, and probability of success when making decisions Draws sound, fact-based conclusions, particularly when under pressure or faced with ambiguity Makes informed, timely, and effective decisions, distinguishing between relevant and irrelevant information, and consulting others when appropriate Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 39 Let’s Discuss Think of the biggest job you’ve ever worked on… Who might be the interface manager? Why did you choose this person? What attributes do they have? How would you rate yourself in the core competencies? In what area could you use the most additional training and support? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 40 Introducing a Case Study for Further Reading The Ivar Aasen project Required key IM skills and capabilities to deliver a complex project involving 140+ global suppliers and subcontractors This case study examines some key lessons learned, which highlight the importance of applying the soft and hard skills such as relationship management and information flows. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 41 Interface Management Maturity Model Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 42 Maturity Model Steps The five stages of maturity for each element can be considered as a progression from informal to formal IM. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 43 Stages of Maturity for Qualified People and Practitioners Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Task team members with Utilize experienced project Select professionals with Establish IM functions Establish an IM career coordinating discrete coordinators with IM experience who can as a formal part of path with skills and project issues or scopes of appropriate be either formally your organization to experiences defined. work for interfaces. multidisciplinary trained in IM or promote the role of the Drive a development backgrounds. externally sourced. IM. program for future managers/ Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 44 Stages of Maturity for Sustaining Culture Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 Recognize that the notion of Establish good example Assign IM advocates as Change thought Continue managing a IM is neither in the projects and pull IM mentors to other projects process by establishing sustaining organization nor on any of advocates or on which an IM process best practices, robust organization for IM, the projects. ambassadors from them. can be of benefit. IM systems, and and clearly enumerate several IM advocates. enterprise level benefits. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 45 Meanwhile, on Avocet Island Applying What You’re Learning Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 46 Developing Capability for IM Your plan is only going to be as good as your ability to staff and execute it. How will you develop an interface management capability that gets you to the finish line with Brian and all of the other stakeholders? Describe your plan for building capability on page 22 of the Activity Workbook. 22 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 47 Return and Report Copyright Copyright©2024 2024 Project Management Institute, Inc. All rights reserved. ThisThis material material is being is being provided provided as part as part of aofPMI a PMI Workshop. course. 48 Wrapping Up Capabilities Needed for Interface Management Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 49 Conclusion Effectively managing interfaces at scale requires a certain level of capability across multiple core competencies. Interface communication may leverage interface agreements and the seven-step communication process. Hierarchies and three levels of project interfaces can help where communication issues between stakeholders arise. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 50 Interface Management in Built Environment Projects Organize the interface hierarchy and levels of project interfaces. Identify structure, roles, and responsibilities of IM. Apply competencies, skills, and capabilities required for IM. Leverage appropriate capabilities and behaviors. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 51 Up Next: Putting It All Together Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 52