Dpl/Aes Project Management Process Improvement Essay

2585 words - 11 pages

A project manager must have a clear understanding of the landscape or management methodology needed prior to starting the project. There are both internal and external factors regarding each project that may help shed light on what Project management process and what would be best process for the proposed project. It has been my experience that the all projects while similar will can various issue and problems associated with it. The construction process at Dayton power and Light is very involved and goes through many people departments and approvals prior to construction starting and project close out as completed.
See Flow chart:


At any one on these points or several times at one point or multiple points an issue or problem or poor communication or just plain lack of follow through can through the Project train right off the track and has. The idea came about from my time in the military and my time as a fight instructor, and early in my career at working at Dayton Communicate Power and Light as an operation Supervisor. CCC, Communicate, Communicate, Communicate, As a pilot if you get in trouble, or have a malfunction occur, or you are lost, talk to someone, work it out, help is out there. As an operation supervisor you job it to communicate with everyone, from field personnel, to testing personnel, to call center representatives, to customers, to Corporations, to the Directors, Vice President, and President of DPL. So a few of the Project Managers at DPL got together to brainstorm and look at solutions to the Project management process. Where are our chock points located, want are our problem areas. This worked but when we looked at the date results id was very slanted to the project managers pointing fingers at other departments. So we took a step back and reviewed our brainstorming session, this time we would include tall the other departments, everyone on the wheel. Had input and explanation. CCC, Communicate, Communicate, Communicate, we made a few ground rules, not bad question, just raise issues, and no finger pointing and if an issue was raised the department that had the issue could respond, to clarify the reasons or situations. This was so to speak a way to see the issue from other department eyes.
Out of the multi-department Process Improvement Meeting: Brainstorming Session

List this was the results:
1. Material Issues
a. Pole consignment
b. Issue materials- not given enough time/ pick time/ lead time
c. Shortages- demand/ materials
d. Accuracy of orders
e. Materials recovery: Accuracy
f. Technology issues (Oracle process)
2. Customer time line (internal)
a. Accurate information from customer (need by dates, load info etc.)
b. Accurate info TO the customer
3. Synergy: Each function within the process
a. all departments need to get on the same page in UNDERSTANDING each others roles/ responsibility, each other process and how it should flow
4. StakeOut Reports Desired (to help manage employees, workload,...

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