GUEST COLUMN.
THREE ROUTES TO BETTER PROJECT MANAGEMENT
By Bill Brantley, author of “The Persuasive Project Manager: Communicating For Understanding”
State and local governments need to deliver high-value projects efficiently amid rising public expectations and tight budgets. And although effective project management is often one of those governmental functions that goes ignored by elected officials, it’s clear that it is key to this goal.
There are a number of elements that can create a strong value chain management approach including:
Flow Engineering
Phillips' ROI Methodology
Artificial Intelligence
Taken together they have the capacity of creating a strong value chain management approach. Following is a brief guide to their execution, which can help to ensure accountability, adaptability, and measurable success:
How to Map the Value Chain
Flow Engineering, an approach advocated for by Steve Pereira and Andrew Davis, authors of the book, “Flow Engineering: From Value Stream Mapping to Effective Action,” is an effective methodology for visualizing and optimizing workflows. It provides governments with a structured approach to identifying inefficiencies, resolving bottlenecks, and uncovering opportunities for improvement within their value chains.
Flow Engineering employs five different mapping techniques to offer a thorough understanding of value flows. These include the following:
System maps, which are high-level views of the ecosystem, showing interdependence between agencies, contractors, and beneficiaries; value stream maps, which detail processes from initiation to delivery, pinpointing inefficiencies; dependency maps to identify dependencies between tasks, teams, or systems to mitigate risks; process maps including workflow details, including actions, decision points, and outputs; and capability maps, in which organizational capabilities are aligned with project objectives, identifying gaps for strategic planning.
Three keys to success for entities that want to take advantage of flow engineering:
1. Define Value Streams Value stream mapping clarifies processes, making measurement and optimization easier.
2. Analyze Flow Metrics, using such metrics as the time to complete individual tasks; the time from project initiation to value delivery; the volume of completed work in a specific timeframe; and the current workload within the system. These metrics offer valuable insights into project performance, helping to identify bottlenecks and areas that require improvement.
3. Iterate with Feedback Loops. Continuous refinement of processes requires regular feedback loops. Additionally, engaging stakeholders throughout every stage ensures that project outcomes align with both community needs and government objectives.
Using Philips ROI Methodology
Phillips' ROI Methodology aligns with Flow Engineering by offering a structured framework for measuring project value. This five-level model incorporates both quantitative and qualitative assessments:
1. Reaction and Planned Action. Assess stakeholder satisfaction with the project's design and processes. Surveying citizens about their expectations for a new park helps allocate resources effectively.
2. Learning. Evaluate if project staff and stakeholders gain the required knowledge and skills. For example, train employees on a new government IT system and assess their comprehension.
3. Application. Evaluate stakeholder knowledge application using metrics like throughput and lead time. For example, online tax payment adoption rates indicate operational efficiency.
4. Impact. Measure project outcomes in terms of citizen satisfaction, cost savings, or decreased processing times. For example, analyze how the expansion of public transportation affects commute times and economic activity.
5. ROI. Calculate ROI using the formula: ROI = ((Total Benefits – Total Costs) \ Total Costs) X 100. For example, users can measure cost savings from efficient workflows and higher occupancy in a housing project.
Integrating AI for Smarter Value Chain Management
Finally AI has the capacity to enhance both flow engineering and Phillips' ROI Methodology by automating tasks, generating insights, and enabling real-time decisions. AI can transform value chain management in the following ways:
1. Reaction and Planned Action. AI tools facilitate workflow mapping and pinpoint inefficiencies. Real-time performance monitoring provides continuous visibility. For instance, IoT sensors in public infrastructure projects identify delays and propose corrective measures.
2. Predictive and Prescriptive Insights. AI models examine historical data to predict challenges and propose solutions. For instance, in disaster response, AI can anticipate resource requirements and enhance distribution strategies.
3. Real-Time Feedback Loops. AI-driven tools, such as sentiment analysis, offer immediate insights from stakeholder feedback, allowing for prompt adjustments to projects. For example, chatbots gather citizen input on service quality and summarize key themes for decision-makers.
4. Enhanced ROI Calculation AI considers factors such as societal benefits, environmental impacts, and intangible outcomes (e.g., trust and community satisfaction) for more comprehensive ROI calculations.
5. Adaptive Workflow Optimization. AI adapts workflows by learning from data, ensuring projects stay efficient and responsive. For instance, in public health, AI reallocates resources based on enrollment trends to maintain service quality.
Developing the Future of Public Infrastructure Projects
Integrating Flow Engineering, Phillips' ROI Methodology, and AI provide state and local governments with tools to improve value chain management. This approach aims to enhance efficiency, accountability, and community impact, while adapting to changing needs.
By adopting this framework, governments can aim to complete projects effectively, build trust, and promote sustainable growth. AI serves as an enabler of innovation, potentially making the public sector more agile and effective.
The contents of this Guest Column are those of the authors, and not necessarily Barrett and Greene, Inc.
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