Adnan Siddiqui, P.E. Principal Concepsys Solutions LLC

Adnan Siddiqui, P.E.
Principal
ConcepSys Solutions LLC
Audience Poll
§ Academia - Is capital project management
training part of your curriculum?
▪ Separate course
▪ Integrated with another course
§ Industry - What type of projects are you leading?
▪ Retrofits and revamps
▪ Greenfield
▪ Size of project team
About Me
New Tools
§ Multidiscipline Interface Management Matrix
§ Project Pre-Mortem
§ Failure Mode and Effect Analysis (FMEA)
New Skills
§ Working with Generation Y
§ Social and Emotional Intelligence
New interface management tool presented in

Harvard Business Review article:
§ “AreYour Engineers Talking to Each Other ..”
§ November 2007
Authors researched failure on complex
projects such as Airbus Super Jumbo
Applicable to complex mega capital projects.
Conducted at start of project

Group session with key team members from
ALL levels
Should be independently facilitated
Attendees are asked to complete the
statement
§ “The project failed because ….”
Results should be analyzed using an FMEA
Six Sigma tool to develop a risk management

plan for project execution
Categorize negative project outcomes
(impacts) on:
§ Severity of impact
§ Ability to detect
§ Likelihood of occurrence
Enables formal risk planning and monitoring
Category Risk Impact S (severity rating)

Schedule Availability of reactor design Reactor design and procurement is 9
specialist delayed
Procurement Qualified fabrication supplier for Reactor fabrication and project 9
reactor is booked with other orders completion is delayed
Cause(s) O (occurrence rating) Current controls D (detection rating)

Failure to request specialist time in 3 Requesting specialist time is a 1
advance to work on reactor design milestone on the project schedule
which is reviewed weekly for
upcoming activities
Failure to commit and reserve shop 9 Request advanced funds to commit 3
space in time reactor purchase order and priortize
completion of reactor design
specifications
Responsibility and target completion

RPN (risk priority number) Recommended actions Action taken
date
27 Continue current control Project Manager
243 Biweekly communication meeting Procurment Manager

with supplier to understand the shop
workload
Responsibili
O RPN (risk ty and
S (severity Current D (detection Recommend
Category Risk Impact Cause(s) (occurrence priority target Action taken
rating) controls rating) ed actions
rating) number) completion
date
Schedule Availability Reactor 9 Failure to 3 Requesting 1 27 Continue Project
of reactor design and request specialist current Manager
design procuremen specialist time is a control
specialist t is delayed time in milestone
advance to on the
work on project
reactor schedule
design which is
reviewed
weekly for
upcoming
activities
Procuremen Qualified Reactor 9 Failure to 9 Request 3 243 Biweekly Procurment
t fabrication fabrication commit and advanced communicat Manager
supplier for and project reserve funds to ion meeting
reactor is completion shop space commit with
booked with is delayed in time reactor supplier to
other orders purchase understand
order and the shop
priortize workload
completion
of reactor
design
specification
s
Who is Generation Y?
§ Graduating college in 2000 or later?
Experienced an explosion in Technology,
Media, Telecommunications (TMT)
Generation Y myths
§ Not hard working
§ Unreliable
§ Not willing to put the time in
§ Short attention span
Attracting
§ Company career sites on social networks e.g.
Facebook
§ Company profiles on Vault.com
Training
§ Mentorship (traditional and reverse)
§ Rotation programs
§ Electronic courses
§ Team based training
Retaining
§ Managing expectations
▪ Company culture
▪ Career path
▪ Organizational hierarchy norms
§ Coaching not babysitting
Technical excellence is not the only criteria

for great project managers
Do you to have to manage ..
§ Global teams?
§ Less face-to-face meetings?
§ Diversity?
If so, are you the socially intelligent project
manager who succeeds in these situations?
Empathy
§ Do you understand what motivates other people,
even those from different backgrounds?
§ Are you sensitive to others’ needs?
Attunement
§ Do you listen attentively and think about how
others feel?
§ Are you attuned to others’ moods?
Organizational Awareness
§ Do you appreciate the culture and values of the
group or organization?
§ Do you understand social networks and know
their unspoken norms?
Influence
§ Do you persuade others by engaging them in
discussion and appealing to their self-interests?
§ Do you get support from key people?
Developing Others
§ Do you coach and mentor others with compassion
and personally invest time and energy in
mentoring?
§ Do you provide feedback that people find helpful
for their professional development?
Inspiration
§ Do you articulate a compelling vision, build group
pride, and foster a positive emotional tone?
§ Do you lead by bringing out the best in people?
Teamwork
§ Do you solicit input from everyone on the team?
§ Do you support all team members and encourage
cooperation?
Contact me via:
§ aasiddiqui@ConcepSysSolutions.com
Subscribe to my project management blog at
§ http://tinyurl.com/pmblog
Connect to me on LinkedIn at:
§ http://www.linkedin.com/in/adnanasiddiqui

Adnan Siddiqui, P.E. Principal Concepsys Solutions LLC

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Adnan Siddiqui, P.E. Principal Concepsys Solutions LLC

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Adnan Siddiqui, P.E.

New interface management tool presented in

Conducted at start of project

Six Sigma tool to develop a risk management

Category Risk Impact S (severity rating)

Cause(s) O (occurrence rating) Current controls D (detection rating)

Responsibility and target completion

243 Biweekly communication meeting Procurment Manager

Technical excellence is not the only criteria

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