pages: CivilServiceBoard/2014-10-27.pdf, 7
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CivilServiceBoard | 2014-10-27 | 7 | City of Alameda Page 7 Civil Service Board Minutes Regular Meeting October 27, 2014 management, maybe it is a maturity thing too. She thinks these are the first project management job specifications that have been defined. Acting Human Resources Director Kovacs introduced Public Works Director Bob Haun to answer questions regarding the Project Manager specifications. Member McHugh stated that a key component for Project Managers, going by best practices and industry standards, because risk management is a big part of the job, it is not just scheduling and budget, etc., and the question is where is that? Is it done by someone else other than the Project Managers? Is it the Project Manager III who does it? It does not come through in the job description. It has been said that this is not such a big problem with Public Works because the projects have more predefined requirements. Administrative Services Director Garrabrant-Sierra stated that these were more of the project management duties. Public Works Director Haun stated that is more of a management duty because the City goes through a much more rigorous CIP selection process before the projects even end up with Project Managers. As part of the CIP assessment process, we go through a risk management component; how risky is the project, what are the environmental effects, safety risks of the project, etc. By the time the project comes to a Project Manager, those items would have been identified and dealt with. Member McHugh stated that things also come up during projects too. The larger and longer and more complex the project, the more likely there will be things that do not go as planned. That is part of the Project Managers' duties, to identify those emerging issues and develop contingency plans. That is part of Project Management 101. Public Works Director Haun agreed and stated that maybe it was not articulated very well, but it will fall mostly on the Project Manager III. The Project Manager I and II will have relatively small projects that do not encompass much risk. The Project Manager III will have direct authority over the Project Manager I and II. Member McHugh stated it says that the Project Manager I will have simpler routine projects, Project Manager Il would have mid-scale, and Project Manager III will have large scale projects. Member McHugh asked Public Works Director Haun to give an example of mid-scale versus large scale projects. Public Works Director Haun stated that a mid-scale project would be more classic public works projects, large-scale would be a building project. For instance a Project Manager III would be in charge of constructing a new public works facility. The City is currently working on constructing a new fire station, which would be handled by a Project Manager III. A Project Manager II would handle more public works related projects including roads, sewers, sewer design and construction. A Project Manager I would handle very small projects such as projects just beginning/starting out. Acting Human Resources Director Kovacs stated that on Duty #2, it states "developing policies and procedures for establishing costs, schedule controls and coordinating activities", which deals with controlling the schedule and work. Member McHugh stated that is an administrative duty. Acting Human Resources Director Kovacs referred to Duty #3, "negotiates and administers conflicts; supervises and coordinates the work of consultants and contractors; resolves conflicts in a timely manner satisfying project needs." Member Santos stated that on Duty #9 it talks about variances and critical paths, and asked does Member McHugh feel that needs to be flushed out? Member McHugh stated that she is a PMP and she is on the Board of Directors for the Project Management Institute, and Project Managers do not do the risk management. If it is not called out in the position description, you are not going to have it. It is a critical component of getting the result that you want and not having budget overruns, etc. Keeping track of the schedule and budget helps but that is really administrative. This requires some G:\Personnel\CSB\All Minutes/201. Minutes/2014-10-27 CSB Minutes-Mtg Final | CivilServiceBoard/2014-10-27.pdf |