This was a presentation given by Penny Hubbard-Brown and Stephen Wong of Mace to the APM Hong Kong branch membership and guests. The presentation was entitled 'What is proactive project management?'

1. macegroup.com
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What is Proactive Project Management?

2. Agenda
•Introduction
•Reactive VS Proactive
•What type of person are you?
•Last Planner
•Some Tips
•Q & A
What is Proactive Project Management?
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Penny Hubbard-Brown Deputy Regional Director APAC
Stephen Wong Senior Project Manager

3. Introduction
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4. Introduction
About Mace
What is Proactive Project Management? 4
Mace is an independent international consultancy and construction company,
offering highly integrated services across the
full property and infrastructure lifecycle.
HK $15.6bn

5. Both our consultancy and construction services span the entire property life cycle to ensure that our clients can enjoy the benefits of the Mace approach throughout their project or programme, wherever they are in the world. This all-service approach is the key to our strength.
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Introduction Integrated Service Offer
What is Proactive Project Management?

6. Proactive VS Reactive
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7. •Have you ever had the feeling that you are not in control of your project?
•By 0930 you have 20 emails open and haven’t replied to any.
•You are awake at 4am!
•You generally feel a step or more behind!
•Short term busy periods happen but if this is the norm then you will be in FIREFIGHTING MODE and only reacting to present issues as opposed to long term planning.
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Reactive versus Proactive Management

8. •Reactive Management – a situation which you can’t or don’t plan ahead for.
•Many reasons for getting to this stage:
•A problem might have caused a quick change requirement.
•Your company might have pulled you onto a difficult project to turn it around.
•You may just get a buzz out of working in this way.
•Even if you do enjoy working in this manner there are issues with it for your team and the project:
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Reactive versus Proactive Management

9. •Reactive teams are likely to deliver lower quality work.
•You will miss things.
•Your team members will be constantly moved from one problem to the next causing morale issues.
•Less likely to spot strategic opportunities till its too late.
•You can get very stressed – particularly at 4am!
•So how do you move away from reactive into a more proactive management approach?
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Reactive versus Proactive Management

10. •TIME
–You need to create some urgently.
Create lists
Prioritise
Delegate
•PROCESSES
–Analyse information and communication flows
–What is taking so long?
–Can technology help?
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Reactive versus Proactive Management

11. •Understand and Manage Risk
–Identify and prioritise each risk
–Look at mitigation measures – start with high probability and high impact.
•Moral
–Understand your team – its never too late!
•Keep going
–Encourage suggestions for how to continually improve processes
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Reactive versus Proactive Management

12. •So what does Proactive Management look like?
•You are focusing your efforts and attention on long-term as opposed to constantly being in the present moment.
•You work well with your teams and understand their strengths and weaknesses.
•You constantly monitor the project risks and update and alert key stakeholders and the team to potential changes.
•You carry out regular project reviews, ask for feedback and investigate ways to optimise processes.
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Reactive versus Proactive Management

13. What type of person are you?
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14. To introduce a colourful model of human behaviours that will allow you to:
•Understand behavioural differences and needs
•Think about how your team may help or hinder stakeholder management
•Consider how this knowledge may be used to manage change more effectively by obtaining buy-in and commitment from your stakeholders
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What type of person are you?

15. What is Proactive Project Management?
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The Insights – Color Energies
1.Read all the adjectives
2.Decide what colour is most like you, based on the adjectives
3.Order the others until least like you.

16. What is Proactive Project Management?
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On a good day…..
•Knowledgeable and detailed
•Has an air of competence
•Asks lots of questions
•Very thorough right to the end
•Quick to build relationships
•Friendly and sociable
•Adaptable, imaginative
•Can see the big picture
•Love challenges
•Want to get things done
•Confident of their ability
•Influence others
•Builds deep relationships
•Natural listener
•Sincere and warm
•Patient

17. What is Proactive Project Management?
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On a bad day…..
Stuffy
Indecisive
Suspicious
Cold
Reserved
Excitable Frantic Indiscreet Flamboyant Hasty
Aggressive Controlling Driving Overbearing Intolerant
Docile Bland Plodding Reliant Stubborn

18. •We are a combination of ALL four colour energies
•We will have a preference for one
•Each energy has both strengths and weaknesses
•No one colour energy is better or worse than another
•We sometimes find our opposites difficult
•We must value differences if we are to build more effective relationships
•The colours DESCRIBE our behaviour –they don’t DEFINE us
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Four Colour Energies: Key Learning Points

19. Last Planner
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20. The Lean Transformation
•The beginning
•The journey
•The pay-offs
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21. A Lean Tool
•Last Planner System
What is it
Why are we using it
When to use it
Where to use it
How to get started
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22. BA Terminal 5, UK
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Client: Heathrow Airport Limited Value: Confidential Role: Facilities Management, Workplace Co- Ordination Services Provided :
•Future planning and strategic planning;
•Resource reporting monitoring;
•Redesigning and retrofitting office accommodation;
•Site-wide space planning 20,000 SQ.M of project office space
•Graphic design
•Project interface to the FM team;
•Project management and moves management;
•Maintaining up-to-date CAD plans of all exisitng accommodation.
•Feasability studies on proposed new office space.

23. Some Tips
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24. Being responsible sometimes means upsetting the apple cart
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25. Successful execution relies on the ability to communicate well, in good clear prose, with good graphics and good data… this builds confidence. A questionable story destroys confidence
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26. What is Proactive Project Management?
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27. Don’t fight technology. Embrace it, learn to use it and then you can take advantage of it
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28. Don’t be afraid to challenge the experts, even in their own back yard
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29. Your company doesn't really accomplish anything. Plans don't accomplish anything. Theory, processes and systems don't either. PEOPLE do. So get the best you can.
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30. Perpetual optimism is a force multiplier.
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31. Great Project Managers are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution that everybody can understand
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32. Have fun! Don't always run at a breakneck pace. Take leave when you've earned it. Work hard and play hard
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33. EVERY project needs a bit of this….
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34. Q & A
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