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Elam Jr. D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2011

Quality management is identified as one of the nine project management knowledge areas incorporating the three processes such as planning quality, performing quality assurance, and performing quality control. Quality management enables project managers to help project team members understand and meet project requirements that derive from sponsor or client expectations. A project quality management plan establishes quality objectives, those attributes that determine fitness for purpose, as determined by scope, schedule, cost, and outcomes, and describes the processes and procedures for ensuring that quality objectives are satisfied. The project manager uses the quality management plan to explain that the project was undertaken as a screening exercise with established uncertainty parameters and define the procedures for establishing and approving sampling matrices that would support the screening exercise.


Elam D.L.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2011

The proper project planning involves communication planning to ensure that communications among project stakeholders are complete, effective, and appropriate. The communication planning requirements vary with project complexity and the number of project stakeholders such as for some projects, the project communication plan can be discerned from organizational charts and policies, purchase orders or contracts, and deliverables schedules. The project manager will compile the results for reporting, which will be transmitted to the regulatory agency by the facility environment, health, and safety (EH&S) manager. The project managers' efforts to manage the communication channels they can control will affect the nature and substance of the communication channels they cannot control. The successful communication planning depends on recognizing the communication needs of stakeholders, enabling communication channels that contribute to project success and limiting communication channels that potentially undermine project success.


Elam Jr. D.L.,Summa Consultants Inc
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2011

Atul Gawande shares his views on the evolution of checklist use in aviation and its application to medicine, including the operating room. He states that checklists have proven their value in aviation and medicine by preventing accidents and saving lives for the same reason. Modern aviation and medicine are highly complex fields requiring observations, decisions, interpersonal interactions, and actions that can exceed human processing capacity under stressful or distracting conditions. Checklists help in restoring focus on the essential aspects of an activity and allow the user to work effectively and efficiently to the goal. It is expected that environment, health, and safety (EH&S) project teams can benefit from the simple communication tool when pilots and surgeons can improve performance by using checklists.


Elam Jr. D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2012

Although there is growing emphasis on sustainability and green initiatives, many environmental service projects are undertaken to satisfy regulatory compliance objectives. While we might relentlessly scope a sustainability project to identify the range of project features that produce an array of benefits, we can fall into the trap of scoping compliance projects to include features that simply satisfy base needs Copyright 2012 Air & Waste Management Association.


Elam Jr. D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2010

Earned value measurement or earned value management (EVM) tool can be used successfully to evaluate the project's financial performance on a real-time basis. EVM uses four financial parameters that include budget at completion (BAC), planned value (PV), earned value (EV), and actual cost (AC) in a variety of simple equations to allow the project manager to evaluate project financial and schedule performance for any project. EVM offers several other project management formulas, including formulas to estimate variances and support budget revisions. Project management software often supports EVM calculations that are simple and straightforward and can be easily incorporated into any project that includes proper financial considerations during project plan development. The two calculated values such as Cost Performance Index (CPI) and the Schedule Performance Index (SPI) are used to apply EVM to a project.


Elam D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2010

The various basis of demonstrating value are discussed. The development of a solid project budget is an iterative process that involves an analysis of the project scope, schedule, human resources requirements, project expenses and support needs, business factors, risks, and organizational assets and constraints. The quality, depth, and accuracy of the budget development process vary depending on project status, importance, and relative value. Expert judgment which is a quick and effective when the scope of the project is defined and is similar to work that experts have performed before. Analogous estimating can be useful when we have project experience in one area that is applicable to another area. Parametric estimating can be both efficient and accurate when estimating costs for projects for which we have a history of experience. Cost estimating knowledge and discipline allow one to define and communicate project value while at the same time demonstrating the value as project managers.


Elam D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2010

Environmental engineering and consulting firms need to realize that technical excellence is a foundation for excellent project financial performance. It is required that the senior staff members in charge of operations, meet with project managers to review and discuss their projects. While examining any environment, health, and safety project with financial problems, it is found that the problems are attributable to technical problems in the scoping, executing, or monitoring phases. Inadequate technical resources are likely to deliver project work that falls short of project specifications. Appropriate, but inadequately informed, technical talent may deliver sound work products that do not meet project specifications. Examining the entire project portfolio provides an insight about future opportunities for the company and into potential problems on projects that appear to be performing satisfactorily.


Elam D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2010

An organization need to evaluate each of the options of projects in terms of benefits produced, resources consumed, and prospects for success. A project to reduce the use of treatment chemicals for a pollution control operation involves initial assessment suggesting a $50,000 investment in an engineering study and equipment upgrades. The $50,000 investment returned $60,000 in cost savings over the service life of the upgrade, yielding a net benefit of $10,000 or a return on investment of 20%. The discount rate is determined by management and exhibits interest rates, the rate of return that investments in the company's business sector are expected to produce, and other factors that affect the viability of the company. NPV considerations provide insight into the importance of cash flow management. The use of NPV analysis as an individual criterion for project selection would always mean selection of the project with the highest NPV.


Elam D.,Summa Consultants Inc.
EM: Air and Waste Management Association's Magazine for Environmental Managers | Year: 2011

Web meetings can be used to manage virtual teams, control travel costs, train team members, and enable information exchange. A Web meeting is unique, requiring special considerations if the project manager is to use the meeting platform effectively despite a Web meeting shares features of a face-to-face meeting and a teleconference. Several basic factors that can contribute to the success of such meetings include preparing and distributing an agenda in advance of the meeting, emphasizing the importance of testing the technology before the Web conference, and ensuring that participants have operating permissions consistent with their expected participation in the meeting. Organizers of such a meeting also need to consider adapting their next project meeting to a Web-based meeting after reviewing Web conference applications available through their organization or on a trial basis.

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