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Training Topics For Design Firm and Owner Project Managers Howard G. Birnberg According to the Association for Project Managers " 1995 Project Management Survey," member organizations spent a median of 1.25% of annual total revenues on all forms of staff training. Few could actually break out the amount spent on specific project manager training. Significantly, 18 of the 80 participating firms (22.50%) had no documented, recorded training expenditures during the year. Many design and owner organizations are unsure of the type of training required by project managers. As a result, most project managers learn on the job, a time consuming and ineffective method of learning. In what skill areas do project managers need training? Table I provides a summary list of topics which will be individually discussed in this article. PROJECT MANAGEMENT CONCEPTS/SYSTEMS Many individuals in project management positions lack a comprehensive understanding of the nature of project management systems. This includes how the system should work within the entire organization, the limits to the project manager's authority and responsibility and many other concepts. Generalized project management training must include a discussion of various organizational methods, the role of the project manager and the role of other staff. This training must define who is a project manager, their typical characteristics and how they relate to other key staff. TABLE 1 - SUGGESTED TRAINING TOPICS 1. Project Management Concepts/Systems 2. Quality Assurance/Total Quality Management 3. Computers (software and hardware) 4. Contracts 5. Communication Skills 6. Construction Inspection 7. Time Management 8. Financial Management 9. Project Budgeting QUALITY ASSURANCE/TOTAL QUALITY MANAGEMENT Ultimately, the project manager is accountable for the quality of the product and service provided. While they are not responsible for the performance of the work (technical staff have this responsibility), they are the leader of the project team. As such, they lead and organize project scope of services, establish the schedule and monitor the budget. The work must be organized and managed in a way to minimize/prevent errors, improve coordination, prevent conflict and meet budgets and deadlines. Training must include methods to organize the work for improved quality. TQM training must emphasize the concepts of continuous improvement, cross training, statistical measurement of performance and many similar topics. COMPUTERS Every project manager must have a computer terminal in their office to obtain up-to-the-minute project status reports, perform scheduling, prepare reports, letters, memos, etc. To be effective, the organization must provide project managers with the latest in software and offer training in their use. The areas outlined in Table I are the primary computer subjects in design firm and owner organizations although each may have numerous subtopics requiring training. For example, scheduling training may include generalized discussion on the importance and use of schedules, or specific training in the Critical Path Method, use of Gantt charts or other techniques. Project managers must not only know how to use the computer, but also understand the underlying concepts involved in preparing a schedule, estimate, budget, etc. Many older individuals in particular have "computer phobia." The dividing line today seems to be about 45 years old. Those older than 45 require special attention to overcome their insecurity in using the computer. They often have a significant advantage, however, in that they know how to prepare a schedule, estimate and budget manually, a skill their younger peers rely on the computer to perform. CONTRACTS A true project manager prepares and negotiates fees, budgets, schedules, scope of services, methods of payment, contract terms and a wide variety of similar issues. Nearly all of these subjects are encapsulated in a contract. It is not necessary that project managers become lawyers. They must, however, be trained in the importance of proper contracts, basic clauses, change order management and liability issues. COMMUNICATION SKILLS A one word definition of a project manager is that they are communicators. This very broad area requires an enormous range of skills few people acquire in their formal education. As a result, extensive training must be provided from either internal or external sources. For example, public speaking skills can be obtained from Toastmasters or similar organizations. Writing skills can be sharpened by attending courses offered at professional association or university programs. Project managers must be experts at managing people. In many organizations, individuals with a high level of technical skill are selected to be project managers. Unfortunately, this is often the wrong choice as individuals with strong people skills are much more desirable and capable in the project management position. Starting with individuals with proven people skills enhances the effectiveness of communication skills training. CONSTRUCTION INSPECTION Many design professionals have inadequate training in construction. While they may be expert in planning structural systems, designing building facades or laying out foundations, many have little construction jobsite experience. This hinders them in performing their job and in communicating with contractors and subcontractors. Field experience and construction training will greatly improve the ability of project managers to complete their job. TIME MANAGEMENT The demands on project management time are enormous. Skills in organization, meeting management, planning and balancing tasks and many other time management areas must be developed and improved. FINANCIAL MANAGEMENT Most project managers have little background in financial management areas. Topics such as multiplier determination, project pricing, financial ratio calculation and percent completion calculations are vital to a project manager properly performing their job. PROJECT BUDGETING The determination of a project budget is not an exact science. Most project managers rely on a firm's database of past project information. Others depend on their experience in calculating a project budget. Some use sheet counts, cartoon drawings or other devices. All require training in the tools and techniques of proper project budgeting to avoid errors in judgement, guesswork or rough (and often inaccurate) rules of thumb. SUMMARY Project managers require continual training and skill improvement. It is the responsibility of the individual to advance their own career and skills by seeking out opportunities for training and learning. It is also the responsibility of the organization for whom they work to adequately plan and fund continual training for project managers. Ideally, at least 5% of total revenues should be allocated for training with a significant portion going to project management training. Adapted from The Project Manager Fall 1995. Howard Birnberg is the Executive Director of the Association for Project Managers. He can be reached at (312) 664-2300. Return to Training Project Managers Monograph Return to the Association for Project Managers Main Page Email the Association for Project Managers
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