Real Skills to Look for in a Public Works PM

Posted on: 03/31/16

Written by: Michael Ellegood, P.E.

Topics: Project Management

It is no secret to any architecture or engineering firm that has worked in both the public and private sector that they are two completely different “animals.”

While there are certainly some similarities between a private-sector project manager and public works project manager, there are numerous variations that can lead to substantial differences in how to effectively manage the moving parts of a project.

For starters, public works project managers need the unique skillset and know-how to select the best consultants, negotiate scope, schedule and budget, and deal with elected officials and the public in a very direct manner.

The following table compares and contrasts project management in the two sectors.

PWPMchart

The realm of public works projects is an extraordinarily complex environment. It usually presents less risk to the consultant but also little public recognition or even appreciation and significant public scrutiny. The agency and consultant find themselves developing the project, justifying the project, begging for funding, dealing with elected officials, managing rights-of-way, utilities and permitting, tip-toeing through political changes, dealing with not-in-my-backyard (NIMBY) coalitions. The consultant risks getting audited, is tasked with following all the rules (even when they change) and taking the blame—all for a generally a lower scale of pay.

On top of all that—two project managers are responsible for the project, one from the consultant firm and one from the agency. But it is ultimately the agency’s project manager who is responsible for successful delivery of the project to the ultimate client—the taxpayer.

About the Author: Michael S. Ellegood, P.E. has over 40 years experience in civil engineering, including significant experience in design and management of multi-million dollar public works projects. He has held senior management positions with leading consulting engineering firms and public sector agencies. He is the lead author of PSMJ's The Ultimate Public Works Project Management Manual, and lead instructor of PSMJ's Project Delivery Excellence For Public Agencies.

Public Works Project Managers need the skills and the know-how to select the best consultants, negotiate scope, schedule and budget, and deal with elected officials and the public in a very direct manner. PSMJ's Project Delivery Excellence For Public Agencies focuses on simple project management approaches that achieve better results than traditional, less-effective, more time-consuming methods. This program will provide you with the tools to more efficiently manage multiple projects while controlling the schedule and budget and the changes that inevitably happen.