NEW YORK CITY COLLEGE OF TECHNOLOGY

FMGT 3610, SECTION E077: PROJECT MANAGEMENT FOR FACILITIES MANAGERS

FALL 2018 TERM PROJECT

 Name of the company and location of the company’s business.

1. Business of the company? Is it project-oriented or manufacturing? If the company is

project-oriented, how was the project management introduced to the company? Was it
adopted first by Senior Management then filtered down through rank and file in the
company? How was it received by staff? Was there resistance and how was it dealt with,
or was there full acceptance?

2. Did projectizing the company in any way enhance the career path of the employees?

3. What is the Location and description of the project? Are any drawings, sketches or
photographs available to assist in your description of the location?

4. What is the Total Project Cost for the PROJECT?

5. Is the project being managed solely by internal project management staff, or is there a
Professional Project Management company providing Project Management services to the
Client? If a professional Project management company is on board, does the company’s PM
report directly to the owner or does he/she report to his/her superior in the company, who in turn
interface with, and reports to the owner.

6. Does the company have a single methodology for managing all of its product/projects/
lines? If different methodologies are used for the respective product/project lines, how are they
managed controlled if there is no consistency to achieve the company’s objectives? In addition,
what are the company’s perceived benefits in utilizing more than one methodology for executing
its projects, if used?

7. Site plan and layout. In terms of space utilization on site, obtain a plan of the site during
construction to show the contractor's laydown area, contractor's site office, RE's Site office,
materials storage, equipment storage, prefabrication areas etc in relation to the footprint of the
 project structure, access, means and methods. What were the owner/Project Manager’s reasons
for giving the contractor this particular area for lay-down and not another? Does the PM feel this
layout was efficient? Could it have been better organized or laid out?

8. What was the Scheduled project Start Date?

9. How does the company go about planning for the project, taking into account the scope
of work, desired objectives project duration budget, available resources and other project
constraints? How does the company develop the plan for new projects? Are brainstorming
sessions held with experienced senior staff to develop the activity list, precedence chart, logic
diagram, bar charts (time, cost and resources), to aid in the further development of the plan?

10. In the planning room, how does the Project Manager determine project planning cost and
generally, what would he/she do if planning costs exceed the available budget? Is the cost-
loaded

20. In the planning room, how does the Project Manager determine project planning cost and
generally, what would he/she do if planning costs exceed the available budget? Is the cost-
loaded schedule used in the cost monitoring and control process?

21. Similarly, for the optimization of the use of company resources, is a resource loaded
schedule used to determine resource utilization? Having been made aware of project demands
from the planning process, what steps are taken to bolster available resources to meet project
requirements?

22. Is the plan first done manually, first, before loading onto industry standard software, or is
it input directly into the software?

23. Is the company still in the maturity stages or can it boast of its excellence, because of its
longevity, prosperity, and the years of existence of its project management system?
 24. Is the project on schedule? If not on schedule, what caused the delay? Is there a
recovery plan? What are the usual initiatives that the project management team would employ in
the recovery plan to bring the project back on its schedule?

25. What is the relationship between line departments and the project manager?

26. What are the identifiable benefits and disbenefits of project management to the company?

27. Do company executives have to get involved in the resolution of conflicts between line
management and project management, or are these disputes resolved at the PM and functional
manager level?

28. How important is communication within the organization? What procedures do they
have in place to enable an efficient communication system, and provide for the easy flow of
information up and down the rank structure, and across the organization?

29. Do they use an informal management system or a formal management system?

30. What type of organizational structure does the company have? Is it a matrix system with
the Project Management Department/Division horizontally managing all projects for the
company? How does the PM interface with the vertical line/functional Departments/Divisions?
Is it done through direct contact with the functional staff themselves or through a department
coordinator/Lead?

31. What was being done during your visit to the company/site? What means and methods
were being used to include equipment or plant, material etc? Were specialist staff there
providing supervision, and were visible safety measures in place? Did the activity taking place
require project management intervention?
32. How important to the company is training for the project management staff? What is the
frequency of this training? Does the company have a coaching and mentoring program to train
and nurture junior project managers?

33. How are project teams staffed? Is there a consistent policy for putting only the best
person to manage the project? How are Ms trained for the challenge? What line items are in
their selection criteria to ensure that only the best manager gets to manage the best fitting
project? Is the selection done by interviews or by an examination of the individual’s credentials
and performance reports?

34. How is the project office staffed? Does the project team stay together or do the matrixed
personnel work from their respective Departments/Divisions? How does the PM manage the
staff under these circumstances? Does the PM have any authority over matrixed staff where
he/she could influence their promotions, merits or bonuses if their performance is poor on the
project?

35. Does the PM have the ability to comment horizontally; on the performance of matrixed
staff that could affect their vertical line management’s pay increases, promotions etc.?

36. What is the project manager's responsibility for delivery of a quality product to the
owner, and how does he assure this delivery?