PSMJ Resources, Inc. is the
nation s leading provider of management information for the
Architecture/Engineering/Construction industry.
For nearly 30 years, we have focused exclusively on this
industry, providing our customers with actionable information that is tailored
to the special needs of this unique industry.
Our areas of expertise are:
Strategy
Marketing
Project
Delivery
Human
Resources Management
Information
Technology
Financial
Management
Leadership
and Ownership Transition
We provide our customers with
information on the above through a variety of vehicles, including:
Two
monthly newsletters, one for senior managers and the other for project managers
Comprehensive
surveys of the A/E industry including financial statistics, fees & pricing,
management compensation, and information technology
Manuals
on a wide range of subjects in the above categories
Seminars,
conferences and other educational programs conducted both in public forums and
on an in-house basis
Consulting
on strategic planning, project management, human resources, etc.
Some of these activities are described more fully under the SIN descriptions.
The best assurance of quality comes not from we say
but from what our customers say. The
following is a small sampling of comments we have received in the past few
years:
The two one-day sessions held in
In the year since the workshop, those projects to
which the quality workshop methodology has been applied have clearly produced
superior results. As a result, our
district has now committed to applying the quality workshop approach to all new
projects. Larry O. Rogers, Chief, Engineering and Construction Division,
Although we have had expertly
facilitated meetings and retreats in the past, the A/E industry knowledge that
you brought to the table, along with Phil O Dell s federal agency knowledge,
made this Strategic Planning effort particularly successful. Michael J.
Roluti, Director,
The Project Managers Bootcamp and Bootcamp II
training have proven to be invaluable as we undertake strategic changes in the
way services are provided to our customers.
Project managers now have the skills to implement and develop this
project delivery system. Col. Richard Conte, Director of Public Works,
The work PSMJ has performed
for USACE over the past several years in support of our corporate efforts to
fundamentally change our business processes and culture have been exemplary,
with results that have made a positive and enduring difference in the way the
Corps operates. Nothing but the highest praise has been received from
these Districts for PSMJ's responsiveness, professionalism and outstanding
support. I am confident that PSMJ's work will allow USACE to make
dramatic and significant improvements in the fundamental way we operate.
Stephen Browning, Chief, Program Management Division, U.S. Army Corps of
Engineers HQ
The instructor s knowledge and delivery were outstanding. Donald R.
Mailloux, Deputy Director, Commonwealth of Massachusetts Capital Projects
Division
Outstanding were the information and the
presenter. Armando
In
the next few days, I plan to write up my first-ever scope of work. The workshop tips, guidelines and conceptual
goals are exactly what I needed before composing the scope of work. Ezra
Abraham, Historic
The following are recent
examples of projects performed under each applicable SIN category:
SIN 874‑1: CONSULTING SERVICES
1. Project/Contract Name: Strategic Planning for
the Bureau of
Project Description
This project provided
consulting services to facilitate the strategic planning process for the Bureau
of Reclamation TSC. The TSC has a staff
of 650 engineers, scientists, technicians and other professionals that provide
state-of-the-art technical services that address the engineering,
environmental, cultural, and water resources needs of its customers. Although
the TSC had formal Operating Guidelines, which included mission, vision and
values, roles and responsibilities, and work process guidelines; and an annual
Business Plan that defines its business strategy for the year, the TSC did not
have a formal strategic plan.
The work under the delivery order consisted of PSMJ performing following:
1.
Meet
with TSC staff to finalize the questions and format for an all employee survey,
a survey of the TSC s Group Managers, a survey of the Strategic Planning Team,
and a survey of the TSC s clients.
2.
Prepare
a work plan for development of the strategic plan. Work plan included the following elements:
Compilation
of basic data.
Employee
questionnaires which groups of employees would complete which questionnaires,
who would tally the results, and what would be the target completion
dates.
Employee
interviews which groups of employees would be interviewed in person or via
telephone.
Client
input how input would be obtained from TSC clients
Activities
required for planning and conducting the planning retreat
Activities
required to produce the Strategic Plan
Plan
for communicating the Strategic Plan to appropriate Bureau personnel
Plan
for following up the assignments to be sure they are carried out properly
Assignment
of responsibilities for each of the above activities, scheduled milestone dates
and budgets.
3.
Perform
data reduction on the results of the above surveys.
4. Analyze, interpret and graphically
represent the results of the survey data for use during the retreat.
5.
Review
other questionnaires, financial data and other data submitted by the government
prior to the retreat.
6.
Conduct
interviews with each Strategic Planning Team member prior to the strategic
planning retreat.
7.
Provide
two consultants to facilitate a 3-day Planning retreat, providing expert
consultation and guidance.
8.
Provide,
with the assistance of a government technical writer, a preliminary draft TSC
Strategic Plan at the conclusion of the retreat.
9.
Review
and provide written comments on the final draft of the TSC Strategic Plan.
10. Provide telephone and e-mail follow-up
support or a period of 12 months following the retreat.
Point of Contact and Telephone Number:
Mike Roluti, Director,
Bureau of Reclamation TSC
Phone: 303-445-2720
2. Project/Contract Name: Support to USACE Corporate
Business Process Initiative
Project Description
This project provided support
related to the ongoing U.S. Army Corps of Engineers (USACE) Corporate Business
Processes (CBP) Initiative. Work
performed by PSMJ Resources, Inc. was as follows:
Task 1 - Implementation
Plan Development. PSMJ assessed what
large private sector firms and federal agencies have done to transform their
corporate culture into one supportive of continuous learning and
improvement. PSMJ consulted with USACE
representatives on the proposed USACE approach and recommended appropriate
improvements related to integration of corporate training programs, standard
business practices, effective communication and reinforcement of values and
operating principles. PSMJ developed an
approach for auditing the project delivery process to assess PMBP
implementation and conducted a pilot audit at a USACE district.
Task 2 - Earned Value
Metrics Development. PSMJ developed
information requirements for use of Earned Value analysis as performance
metrics on major USACE programs and small projects. PSMJ also advised on the
feasibility of using roll-ups of Earned Value criteria for evaluating program
status. PSMJ developed a graphic report
format to display the status of a given project using Earned Value criteria,
which could become a standard reporting tool to manage all Corps projects. PSMJ prepared and delivered a briefing to
USACE senior staff on the benefits of Earned Value analysis and its use in evaluating
project status. Workshops were developed
to teach Project Managers how to generate earned value measures for their
projects and use them to monitor project execution, and instruct senior
managers on effective use of earned value measures for monitoring and managing
overall program.
Task 3 - Best Business
Practices Benchmarking and Development.
PSMJ assessed what large private sector firms and/or federal agencies have done
to successfully implement best practice systems, and compared them to the
proposed USACE approach, making appropriate recommendations to improve the
USACE approach. PSMJ reviewed and made
recommendations on content of the USACE best practices manual, based on best
industry practices. PSMJ developed
content for generic project management skills to be included in the project
execution portion of the manual, to include change management, scope
management, client management, schedule management, etc, based on industry best
practices. PSMJ recommended additional
process items to be included in the business process manual, and provided draft
content based on industry best practices.
Task 4 - Quality Systems
Benchmarking. PSMJ assessed what
private sector firms and similar federal agencies have done successfully to
implement effective corporate quality systems, and made recommendations for an
effective USACE quality system. PSMJ
considered the potential benefits and lifecycle costs of implementation for ISO
9000:2000, Army Performance Improvement Criteria (a Baldrige-based quality
system) and Activity Based Costing. PSMJ
recommended what organizational echelon these systems should be applied for
best effect, and where an integrated approach would be most effective. PSMJ made recommendations regarding the
feasibility for using the Corporate Business Process documentation as part of
the recommended quality system. PSMJ
developed a workshop and teaching tools on the recommended Quality System
approach.
Task 5 - Workshops. PSMJ
conducted 2 pilot workshops integrating the teaching materials developed in
Tasks 2 and 4. PSMJ collected comments
on the effectiveness of the workshops and revised the teaching materials to
incorporate improvements and lessons learned. USACE personnel and/or other
facilitators will use these materials to conduct further workshops as needed at
other USACE locations.
Point of Contact and Telephone Number:
Cynthia Nielsen, Deputy District Engineer for
Project Management
Phone: 415-977-8702
3. Project/Contract Name: Benchmarking Client Service Excellence
Project Description
This project was undertaken to
meet the strategic objective of turning RETEC, a large environmental
engineering company, into the service leader in the environmental market. PSMJ s services are summarized below.
Task 1
Identify Current Service Leaders. PSMJ worked with RETEC to
identify major clients who contract with multiple environmental and related
consulting firms. This included a mix of
RETEC s existing and potential clients in the petroleum, railroad, utilities
and related industries. PSMJ then
interviewed 10 representatives of these clients to determine (1) the importance
of various selection criteria (including service) and (2) which consulting
firms they considered to be the best service providers and why.
Task 2 Interview Current Service Leaders. PSMJ
conducted telephone interviews with 12 representatives of those firms
identified in Task 1. These interviews
focused on specific processes and systems these firms have developed that have
allowed them to provide consistently superior service to their clients.
Task 3 Define
Criteria for Measuring Service Performance. PSMJ developed a recommended set
of criteria to measure service performance on a company-wide basis. The product of this task was a simple
one-page questionnaire that could be sent to RETEC s key clients on a regular
basis, along with a process for informing the clients about the program,
soliciting their support for it, following up to assure a high response rate,
and tallying the results into useful information.
Task 4
Establish Performance Targets. The first step in this task was to assess the
current level of service quality at RETEC.
This was done by distributing the questionnaire developed in Task 3 to
approximately 20 representatives of RETEC s key clients. The results were analyzed to determine the
performance of each business unit, as well as overall firm performance. Appropriate long-term targets were then set,
along with a methodology for incorporating appropriate annual targets into
RETEC s normal business planning process.
Task 5
Establish Standard Processes and Systems for Service Delivery. Some
business units within RETEC were already performing at or near benchmark
levels. RETEC interviewed selected
personnel from these business units to determine their processes and systems
that lead to such high levels of service.
These results were combined with the results of Task 2 into a set of specific
recommendations.
Task 6 Audit RETEC s
Current Project Management Process. Following the results of Task 5, an in-depth
audit of RETEC s current project management process. The audit included visits to each major RETEC
office to perform the following activities:
1.
Review financial status of completed projects
2. Interview PM supervisors
3. Interview select technical staff
4. Interview PMs
5.
Review example job cost reports
7.
Interview CFO/Controller and selected accounting staff
Review
QA/QC procedures.
Findings were presented to
senior management as a series of specific recommendations that will result in
achieving RETEC s strategic objective of becoming the service leader among
environmental engineering firms.
Dollar Amount of Contract: $72,000
Project
Duration
Original Estimated Completion Date:
Actual Completion Date:
Point of Contact and Telephone Number:
Mike Knupp, CEO
Phone: 978-371-1422
SIN
874‑2: FACILITATION SERVICES
1. Project/Contract Name: Corps of Engineers,
Ft. Worth District Quality Workshops
Project
Description
The project consisted of a two-day workshop to help project managers and
engineers change their outlook on quality from something that they alone define
to something that is agreed upon with the customer prior to starting the project. The following 9-step approach was used:
1.
Workgroups
of 5 to 8 people each were identified.
Some workgroups included a representative of a longtime Corps customer
as well as a representative of a longtime Corps supplier (i.e., an A/E firm). Approximately 40 people were invited to the
workshop, divided into the above workgroups.
2.
Each
workgroup was asked to identify a real ongoing project that was about to begin
or had recently begun and to bring copies of the scope of services, schedule
and budget to the workshop. (Where a
Project Management Plan had been prepared, copies were made for each workgroup
member.)
3.
The
initial part of the workshop was a presentation on basic principles of quality
management, based on the concept of customer-defined quality.
4.
Following
the presentation, each workgroup was asked to define quality for their case
study project. The definitions were as
specific and quantitative as possible in order to eliminate ambiguities and the
resulting misunderstandings.
5.
Each
workgroup then presented the results of their case study to the entire class
and entertained questions and comments.
6.
Each
workgroup then caucused to establish a process for assuring that the defined
level of quality was actually delivered.
This process included the use of existing QA/QC systems insofar as
possible.
7.
Each
workgroup then presented the results of the above quality monitoring process to
the entire class and entertained questions and comments.
8.
To
wrap up, we discussed ways of institutionalizing the lessons learned during the
case studies so that they would become a permanent part of the way Huntington
Corps of Engineers manages projects.
9.
As
follow-up, we answered questions and assisted participants with specific
problems for a period of 12 months following the program.
Point of Contact and Telephone Number:
Larry Rogers
Project Management Chief
817-978-2179
2. Project/Contract Name: Corps of Engineers,
Huntington District Quality Workshops
Project Description
The objective of this program was to develop effective quality plans that could
be (1) incorporated into the Project Management Plans for 30 to 40 Corps of
Engineer projects and (2) monitored and maintained to assure that the defined
quality objectives are actually achieved.
Quality plans for
approximately 30 to 40 active projects were developed by the Corps project
managers with the assistance from PSMJ, so they would be suitable for inclusion
into the Project Management Plans. These
will be accomplished through Quality Workshops similar to those conducted the
prior year. However, rather than
developing Quality Plans for several projects during the same workshop,
individual workshops were conducted for each project. The length of time required in the workshops
was be from -day to 1-day each (depending upon the complexity of the project,
the number of different customer groups and the size of the project team). The specific activities are described below:
1.
Prior
to the workshop, each Corps PM identified the workshop participants. Each workgroup included key technical team
members, a representative of the Corps customer(s), as well as the PM for any
A/E firms or other key subcontractors.
2.
The
initial part of the workshop was a presentation on basic principles of quality
management.
3.
Following
the presentation, each workgroup was asked to identify all the project s
customers (internal and external) and define quality for their project from the
customers viewpoint. The definition was
made as specific and quantitative as possible in order to eliminate ambiguities
and the resulting misunderstandings.
4.
Each
workgroup then established a contingency plan consisting of two parts:
Identification
of factors (internal or external) that could jeopardize the project s quality
objectives.
Determination
of actions that would be taken to prevent these problems from occurring or
mitigating their consequences of they did occur.
5.
Each
workgroup then established a process for assuring that the defined level of
quality was actually delivered. This
process included the use of existing QA/QC systems insofar as possible. It also included a way to monitor the
accomplishment of the defined quality objectives.
6.
Following
the workshop, each PM prepared a draft Quality Plan and submitted it to PSMJ
for review. PSMJ reviewed the draft
plans, discussed our comments via telecon with each PM, then reviewed the final
plan to be sure it was adequate for incorporation into the PMP. Each plan included a method of measuring the
quality objectives outlined in the plan and maintaining them to assure that
these objectives are met.
Point of Contact and Telephone Number:
Demi Mack, Program Manager
Phone: 304-529-5466
3. Project/Contract Name:
Project Description
This 2-day workshop brought together a total of 54
project managers, approximately half from engineering firms and half from the
City of
1.
Introduction
2.
What is a Project Manager?
3.
Selecting the Right Designer & Contractor
4.
Planning the Project
5.
Project Scheduling
6.
Project Financial Plan
7.
Leading the Project Team
8.
Managing Your Clients
9.
Managing Quality and Risks
10. Time
Management
11. Controlling
the Project
12. Getting out of
Trouble
13. Wrapping up
the Project
14.
Implementing this Seminar
The
workshop included both lecture and hands-on exercises. During much of the program, the group was
divided into 8-person teams, half from engineering firms and half from public
agencies. Each team was given a scope of
work taken from an actual public works project (design of a water distribution
system). The exercises included the
following:
1.
Each
team evaluated the scope of services and made recommendations as to how it
could be improved. The objective of this
exercise was to help participants understand the elements of a good scope of
work.
2.
Each
team then developed a work breakdown structure from the scope of work. This exercise helped the participants
understand how to develop this critical tool which is the basis of the Project
Management Plan.
3.
Each
team then divided into two sub-teams one from the engineering firm
representatives and one from the public agencies. Each sub-team then estimated the labor hours
needed to complete each task in the work breakdown structure. The results were then tallied to determine
the variations in estimates among the various sub-teams.
4.
One
team whose sub-teams had developed labor hour estimates that were considerably
different were then selected to role-play a mock negotiation. During the negotiation, it became clear to
all the participants that the reasons for the variability in labor hour
estimates were almost entirely due to a lack of clarification regarding the
work breakdown structure and the scope of work.
Point of Contact and Telephone Number:
Phil Rothstein, P.E.
President, Bath Engineering
Corp.
Phone: 915-534-9110
SIN 874-3: SURVEY SERVICES
1. Project/Contract Name: A/E Industry Annual Financial Performance
Survey
Since
1978, PSMJ has produced the most comprehensive survey of financial performance
in the Architect/Engineer (A/E) industry.
We have obtained the active
support from the major industry trade associations including the American
Institute of Architects, American Council of Engineering Companies, National
Society of Professional Engineers in Private Practice, and Management
Association for Private Photogrammetric Surveyors.
The
database used is proportional to the overall A/E industry in firm size,
geography, practice area, and client mix.
The survey includes 95 tables and 54 figures providing in-depth
financial information in a variety of areas.
For example, the following is an actual page from the 2002 survey
showing the FAR overhead rate for the A/E industry:
Government
(FAR) Overhead Rate
|
|
Overhead Rate Government Format (FAR) |
|||
|
A/E Firm Description |
25th
Percentile |
Median |
Mean |
75th
Percentile |
|
Overall |
144.8% |
170.0% |
167.8% |
194.7% |
|
Staff
Size 1 to 10 |
68.9 |
150.0 |
128.4 |
179.0 |
|
Staff
Size 11 to 15 |
126.2 |
201.9 |
182.4 |
229.1 |
|
Staff
Size 16 to 25 |
131.2 |
187.7 |
169.6 |
218.6 |
|
Staff
Size 26 to 50 |
140.6 |
173.8 |
170.0 |
196.9 |
|
Staff
Size 51 to 100 |
139.9 |
166.6 |
170.5 |
195.4 |
|
Staff
Size 101 to 200 |
153.0 |
171.7 |
168.3 |
192.3 |
|
Staff
Size 201 to 350 |
135.6 |
172.5 |
172.7 |
200.6 |
|
Staff
Size 351 to 500 |
141.6 |
189.8 |
177.8 |
202.0 |
|
Staff
Size over 500 |
148.2 |
158.2 |
162.5 |
180.3 |
|
Architectural |
116.2 |
164.2 |
155.7 |
194.4 |
|
Interior
Design |
146.6 |
190.2 |
183.5 |
219.3 |
|
Engineering
(Prime) |
152.3 |
171.3 |
166.4 |
187.4 |
|
Engineering
(Subconsultant) |
149.5 |
191.5 |
192.0 |
219.7 |
|
Engineering
(Survey) |
149.1 |
167.5 |
170.0 |
195.8 |
|
A/E |
147.0 |
165.0 |
168.6 |
180.7 |
|
A/E/P/I |
130.5 |
158.9 |
157.7 |
184.3 |
|
All |
150.0 |
164.4 |
168.3 |
187.9 |
|
Northeast |
133.4 |
172.1 |
163.1 |
185.2 |
|
South |
147.1 |
167.2 |
166.4 |
193.9 |
|
|
143.6 |
171.6 |
167.6 |
190.6 |
|
Southwest |
148.5 |
166.2 |
157.4 |
190.9 |
|
Mountain |
139.2 |
192.2 |
178.8 |
201.6 |
|
West |
151.5 |
184.8 |
175.4 |
201.7 |
|
|
102.8 |
122.8 |
129.4 |
148.0 |
|
International |
141.0 |
181.8 |
193.7 |
254.5 |
|
Private |
135.9 |
173.0 |
167.2 |
199.9 |
|
Government |
148.2 |
165.0 |
166.9 |
182.6 |
|
Mixed |
141.6 |
169.0 |
169.3 |
189.5 |
|
Transportation |
142.2 |
154.2 |
156.0 |
158.8 |
|
Government
(Buildings) |
128.0 |
150.3 |
163.6 |
211.9 |
|
Environmental |
166.9 |
179.7 |
179.9 |
188.5 |
|
Industrial |
81.3 |
134.3 |
133.2 |
177.2 |
|
Commercial
(Users) |
107.3 |
170.6 |
159.8 |
211.8 |
|
Commercial
(Developers) |
121.3 |
162.8 |
153.1 |
188.9 |
|
Housing |
154.4 |
198.5 |
177.4 |
211.6 |
|
No
Specialty |
151.7 |
175.5 |
175.0 |
194.3 |
2. Project/Contract Name: A/E Industry Annual Fees & Pricing Survey
Since
1984, PSMJ has produced the most comprehensive survey of fees and pricing data
in the Architect/Engineer (A/E) industry.
This survey includes fee and scope
information for over 40 major project types including:
Hospitals
(new construction, renovations and expansions)
Medical
offices
Office
buildings (high rise, medium rise, and low rise)
Shopping
centers (enclosed malls and strip centers)
Warehouse/distribution
facilities
Process
plants and heavy industrial facilities
Theaters
and auditoriums
State,
local, and federal government buildings
Museums
and galleries
Correctional
facilities
Schools
(K-12 and higher education)
Water
and wastewater treatment and conveyance systems
Hazardous
waste remediation
Housing
(military, single family and multi-family)
Roads
and bridges (new construction and reconstruction)
And
many more
The following is an
actual example of the detailed cost breakdowns contained
in these surveys:
Courthouses
Fee as Percentage of Discipline Construction Cost
|
|
25th |
|
75th |
|
Architectural |
6% |
8% |
9% |
|
Structural |
2 |
3 |
4 |
|
Civil/Site |
4 |
5 |
6 |
|
Electrical |
3 |
4 |
8 |
|
Mechanical |
3 |
5 |
7 |
|
Interior Design |
3 |
4 |
5 |
|
Normal Design |
7 |
8 |
9 |
|
Construction Management |
3 |
4 |
4 |
|
Complete Project Services |
9 |
11 |
12 |
The survey also provides data
on A/E firm pricing practices, including billing rates by staff level and contract
clauses used. Another section looks at
computer billing practices for the profession.
The frequency of bidding/price competition is also a focus of this
survey.
Because of the comprehensive
data contained in these surveys, they are used both by A/E firms and government
agencies to establish reasonable fee levels for actual projects.
3. Project/Contract Name: A/E Industry Annual Management Compensation
Survey
Since 1983, PSMJ
has produced the most comprehensive survey of management compensation in the
Architect/Engineer (A/E) industry. The
survey covers 17 different management positions from CEO to Junior Project
Manager. For each position, data is also provided on fringe benefits, salary
increase over last year, bonuses, retirement contribution, and paid days
off. The following are examples of the data presented for each position:
Director of Human Resources: Compensation
|
|
|
|
Total Direct |
|||
|
A/E Firm Description |
Median |
Mean |
Median |
Mean |
Median |
Mean |
|
Overall |
$ 62,526 |
$ 73,071 |
$ 5,000 |
$12,120 |
$ 70,000 |
$ 84,068 |
|
Staff Size 1 to 20 |
NR |
NR |
NR |
NR |
NR |
NR |
|
Staff Size 21 to 50 |
45,750 |
45,750 |
1,950 |
1,950 |
47,700 |
47,700 |
|
Staff Size 51 to 100 |
46,506 |
49,494 |
1,605 |
3,013 |
49,068 |
52,507 |
|
Staff Size 101 to 200 |
58,835 |
58,352 |
4,000 |
5,795 |
59,250 |
63,256 |
|
Staff Size 201 to 350 |
61,000 |
76,655 |
7,009 |
8,618 |
70,000 |
84,316 |
|
Staff Size 351 to 500 |
91,000 |
85,151 |
5,300 |
11,573 |
100,056 |
96,724 |
|
Staff Size over 500 |
115,000 |
106,627 |
15,000 |
33,024 |
124,990 |
134,570 |
|
Architectural |
53,500 |
57,429 |
3,255 |
4,250 |
61,500 |
61,071 |
|
Architectural/Interiors |
65,000 |
80,000 |
5,000 |
8,000 |
70,000 |
88,000 |
|
Engineering (Prime) |
60,667 |
72,257 |
5,153 |
15,534 |
67,046 |
87,791 |
|
Engineering (Subconsultant) |
116,000 |
116,000 |
30,565 |
30,565 |
131,283 |
131,283 |
|
A/E |
64,474 |
67,334 |
1,200 |
6,512 |
72,026 |
72,760 |
|
A/E/P/I |
86,104 |
87,053 |
12,000 |
16,723 |
101,541 |
101,685 |
|
Northeast |
60,320 |
70,968 |
4,000 |
5,228 |
64,999 |
75,499 |
|
South |
92,400 |
99,128 |
18,361 |
38,333 |
103,000 |
133,201 |
|
|
57,071 |
64,519 |
5,000 |
6,623 |
65,830 |
70,774 |
|
Southwest |
44,500 |
44,500 |
600 |
600 |
44,800 |
44,800 |
|
Mountain |
91,000 |
83,663 |
15,000 |
10,500 |
107,000 |
94,163 |
|
West |
50,000 |
52,900 |
7,000 |
6,933 |
57,000 |
59,833 |
|
|
89,500 |
89,500 |
17,783 |
17,783 |
107,283 |
107,283 |
|
Private |
63,534 |
73,747 |
6,018 |
9,031 |
70,000 |
81,136 |
|
Government |
78,105 |
79,772 |
5,507 |
12,257 |
86,355 |
92,029 |
|
Mixed |
57,669 |
67,031 |
5,000 |
15,278 |
62,703 |
81,460 |
|
Position |
25th
Percentile |
Median |
Mean |
75th
Percentile |
|
Chairman
of the Board |
$135 |
$150 |
$167 |
$190 |
|
Chief
Executive Officer |
120 |
140 |
150 |
175 |
|
Executive
Vice President |
120 |
135 |
147 |
168 |
|
Senior
Vice President |
109 |
150 |
151 |
190 |
|
Other
Principals |
113 |
125 |
136 |
150 |
|
Director
of Operations |
108 |
149 |
149 |
174 |
|
Director
of Quality Control |
115 |
130 |
152 |
185 |
|
Director
of Computer Operations |
65 |
85 |
99 |
125 |
|
Branch
Office Manager |
95 |
120 |
130 |
152 |
|
Department
Head |
95 |
120 |
121 |
141 |
|
Senior
Project Manager |
93 |
110 |
112 |
125 |
|
Junior Project Manager |
75 |
90 |
96 |
115 |
SIN
874-4: TRAINING SERVICES
1. Course Name: Project Managers
Bootcamp for Public Works Agencies
This
2-day course is for project managers and senior managers in public sector
organizations that manage capital projects.
The topics in this course include:
- What is a Project
Manager?
- Selecting the Right
Designer & Contractor
- Negotiating Favorable
Contracts
- Planning the Project
- Project Scheduling
- Project Financial Plan
- Leading the Project
Team
- Dealing with Elected
Officials and the Public
- Getting the Quality You
Expect
- Time Management
- Keeping Track of
Progress
- Getting out of Trouble
- Closing out the Job
- Warrantees and Other
Post-closure Issues
This
course combines lecture, case study workshops and role-play exercises to assure
that the attendees learn and retain critical information. For this course, we encourage customers to
invite their A/E firms and constructors to send representatives as well. This allows us to include partnering
workshops that teach participants how to maximize the use of all team members
on capital projects. For example, one
such exercise includes the following:
- Divide the class into 6- to 8-person teams consisting of public
sector officials, A/E firm representatives and construction firm
representatives on each team
- Provide each team with a real scope of work taken from an actual
capital project
- Each team prepares a Work Breakdown Structure
- Each team then divides into two sub-teams, one with public sector
officials; the other with representatives of the private-sector firms
- Each sub-team prepares an estimate of the staff hours required to
perform each element of the Work Breakdown Structure
- The results are tallied and the two sub-teams with the most
disparate estimates conduct a mock negotiation
This exercise
not only develops skills in preparing Work Breakdown Structures and
level-of-effort estimates, it also drives home the concept that the scope must
be well defined if a reasonable cost estimate is to be achieved.
Comments
received on this course include the following:
The
instructor s knowledge and delivery were outstanding. Donald R. Mailloux,
Deputy Director,
This
training has proven to be invaluable as we undertake strategic changes in the
way services are provided to our customers.
Project managers now have the skills to implement and develop this
project delivery system. Col. Richard Conte, Director of Public Works,
2. Course Name:
Project Managers Bootcamp II
This
course is intended as a follow-up to Project Managers Bootcamp for Public
Works Agencies. The PM Bootcamp II
consists of relatively little lecture; instead, it focuses on hands-on
applications of the principles learned in the prerequisite courses. The training objectives are to:
- Help project managers prepare
individualized PM Action Plans
- Institutionalize lessons
learned in the basis PM courses
- Establish an ongoing program for
continuous improvement of the organization s project performance
The course outline is based on the information
that senior management needs to know about all its major capital projects,
whether they are being performed in-house or with outside engineer, architect
or builder, such as the following:
- Is the job set up properly in
the accounting system?
- Has a PM Plan been prepared and
distributed to the team?
- Are there pending change orders
that need to be formalized?
- Are payments current?
- Is the job running over or under
budget? What corrective actions are
being taken?
- Is the project on schedule? What corrective actions are being taken?
- Are our organization s quality
assurance requirements being followed?
- Are our customers happy?
As part of this course, PSMJ
provides each selected participant with templates (in Microsoft Office format)
for developing their Project Management Plans, performing Earned Value Analysis
and reporting to senior management. Each
participating PM then develops a Project Management Plan for at least one
project, statuses the earned value of the project, and makes a formal presentation
to senior management. During this time,
PSMJ s consultant will be available via telephone and e-mail to answer any
questions from the PMs about the use of these templates or how to set up their
project management plans.
PSMJ s instructor coaches each PM one-on-one
so that they fully understand the process and are prepared to make a first-rate
presentation on the status of their project(s).
Upon completion of the coaching sessions, each PM makes a presentation using
the tools previously provided by PSMJ.
At the conclusion of each presentation, each senior manager, along with
PSMJ s consultant, asks questions and makes suggestions relating to the status
of each project and, if necessary, what steps need to be taken to assure that
it will be completed successfully and within budget. A list of action items is then prepared for
each project, which will be followed up during the next scheduled review.
Since beginning this program, our clients
have found the benefits of this field training approach are as follows:
1.
PM s bring the project status
information to the senior managers on a regular basis rather than the senior
managers having to ask for the information in an ad-hoc fashion.
2.
The format of the information
exchange is consistent, thereby allowing the senior managers to quickly grasp
key points without having to peel away PM differences in presentation.
3.
This field training serves as the
beginning of an ongoing project review process that serves as an early
warning system for jobs that are starting to get into trouble.
4.
Because they have to formally
present the results, the participants have to really understand the concepts.
5.
Because the entire field training
is directly related to improving the performance of ongoing projects, the
participants can legitimately charge their time to the projects, rather
than to an overhead account.
SIN 874-5: SUPPORT PRODUCTS
*Support products are those
items used in support of services offered in SINs 1 through 4, 6, 7, 8 and
99. They could include:
|
workbooks |
audio
cassette tapes |
cd-roms |
|
training
manuals (additional copies) |
videotapes |
advanced
presentation media |
|
slides |
overhead
transparencies |
assessment/survey
instruments |
|
state-of-the-art
computer based training |
interactive
training services |
satellite
or internet broadcast media |
All products to be shipped
FOB Destination.
1. Product
Name: IBSM Template. This
template helps project managers establish project budgets and perform earned
value analysis. It also develops graphs
for forecast expenditures, actual expenditures and earned value and analyzes
project budget and schedule trends. It
is written in Microsoft Excel in order to facilitate the learning time for
users. This template is available in
both 12-month and 24-month versions.
2. Product Name:
Strategic Planning Manual. This 200-page manual provides background information
on strategic planning for attendees who participate in strategic planning
retreats. It can also be used as a
stand-alone manual to assist facilitators of strategic planning retreats. The manual includes dozens of forms,
checklists, and other tools to help facilitators and participants of strategic
planning retreats.
3. The Ultimate Project Managers
Manual. This 800-page manual
compiles 30 years of wisdom gathered by PSMJ on the subject of project
management. It also contains hundreds of
forms, checklists, templates and other tools to help project managers do their
job more effectively and efficiently.
4. Product Name:
PM Tactics Newsletter. This 12-page monthly newsletter is written for project
managers who have completed PSMJ s project management training courses. Every month, the newsletter provides useful
information to project managers on how to keep customers happy, meet financial
objectives and otherwise complete their projects satisfactorily.