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Project Manager Selection

PowerSync ASRS Pty Ltd
Project Manager Selection Overview

PowerSync ASRS Pty Ltd – Project Manager Selection Overview

EXECUTIVE SUMMARY
PowerSync ASRS Pty Ltd (PSA), as a subsidiary of a large Australian electrical distribution organisation, has been supplying pumping systems and sub-stations for several years. These systems have been controlled by Programmable Logic Controllers (PLC) and have been on the leading edge of technology. During the last three years, as the complexity of these projects has increased, the PSA contracts have generally not met one or more of the three key criteria: they have either run over time, over budget or haven’t met the client’s business expectations.

This paper presents a persuasive and logical argument why PSA should change from their current Technical Approach to a Project Management Approach. It provides the executive management team with a clear understanding of why Project Managers (PMs) require more than just excellent technical skills.

Previously, PSA has always appointed PMs from its own internal electrical engineers, based on their technical skills. Prior to the last three years this approach has been deemed

satisfactory. However, as the projects have become more complex, this approach has been failing. The first step in preventing failure is to consider each project as unique and therefore the selection of PM and team members should always been analysed.

The skills and background of the selected PM should reflect the responsibilities for that individual project. In the case of the automated storage and retrieval system installation and supply for ALDI, Malaysia, applying multi-disciplinary skills can enhance the project’s success. As well as technical issues, the PM will have to handle administrative, social, political and communication matters. Stakeholders’ different expectations, the interaction of different cultures, internal and external communication problems, lack of, or incorrect, resources and...