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PM&C Projektmanagement & Consulting

Name: PM&C Projektmanagement & Consulting
Address: Stallburggasse 2/37, Wien, 1010, AT
Telephone: +4313619391

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PM&C Projektmanagement & Consulting

Wir von PM&C sind Experten auf dem Gebiet des Projektmanagements. Wir bieten Erfahrung, Transparenz. Martina Wirnsberger-Brandl
Managing Director PM&C

26/03/2022

Try PM&C and get your project back on track

For me, everything revolves around your project success. Project management is my passion.

My name is Werner Wirnsberger-Brandl and I am the Managing Director of PM&C, an Austrian project management and consulting company, with many years of international experience in handling construction and plant projects in various industries. My focus is on operational project management, site and construction management.

I am known for getting projects back on track quickly and safely, always putting people first.

My many years of project experience on 5 continents have taught me that there are numerous reasons why projects fail. Here are 12 known factors that can negatively impact your project delivery:

1. Poorly defined project goals
2. Unrealistic planning assumptions
3. Scope changes
4. Poor risk management
5. Miscommunication
6. Weak site management
7. Team conflicts
8. Inadequate resources
9. Bad contract and contractor management
10. Stakeholder issues
11. Leadership problems
12. Absence of accountability

Even one of these factors can cause project delays and cost increases. The interaction of several of these factors can mean the collapse of a project.

With the help of experienced experts, this can be avoided. I won't leave you out in the rain. Together, we analyze the causes of your project's misalignment and take quick countermeasures to get it back on track and safely across the finish line.

If you have questions about your project, call or email me. Give me 1 hour and I will evaluate your project's potential for improvement.

PM&C: Competence for your project
www.pmc-austria.at

16/03/2022

People regularly pay me for this information – but you can have it for FREE:

Give me 1 hour, and I'll evaluate your project's potential for improvement.

My name is Werner Wirnsberger-Brandl and I am the Managing Director of PM&C, an Austrian project management and consulting company. I have many years of international experience in handling construction and plant projects in various industries and I am specialized in operational project management, site and construction management and bring projects back on track.

In the past two years I worked as Project Director in Czech Republic for one of Europe’s largest green field projects in the saw industry, supported the revamp of an H2 plant in UAE and successfully handled the project and construction management as well as the commissioning, performance test planning and implementation of the world's first CAC production line in Germany.

Effective site management is critical to the success and timely completion of any construction project.

While a construction site is a system in itself, it is also dependent on other systems to maintain its flow. This is where experienced project management and site management personnel have a critical role to play in ensuring that each system delivers the required connectivity and services on time and within budget to meet stakeholder expectations.

Maintaining effective communication about project progress and any obstacles or delays is the lifeline of any project.

I, together with my team, we help you
- understand the system,
- control the system, and
- complete each individual work package in a coordinated and timely manner so that the overall plan can be met.

If you have questions about your project, call or email me. Give me 1 hour and I will evaluate your project's potential for improvement.

PM&C: Competence for your project
www.pmc-austria.at

03/03/2022

Is your project team diverse?

Recently, a colleague asked me about my opinion on diversity in projects. In my opinion, diversity is still not embedded in our workplace culture.

According to a PMI survey, 88% of project leaders believe that culturally diverse and gender-diverse teams increase project value. It also says that 83% of project leaders believe that international team members increase project value. PMI also notes that diversity has a powerful impact on how employees, business partners and potential new hires see an organization.

Projects are made successful through the company's talent pool – it's the mix of different skills, mindsets, perspectives, and cultural backgrounds that counts.

In my experience, diversity, when properly encouraged, can add significant value to projects. Some of the key benefits are quick problem-solving due to diverse skills, experiences and approaches and timely delivery of projects as the right and best talent is recruited for the project without boundaries. I also experience that diverse teams tend to work more innovatively than non-diverse ones.

However, if it is not implemented properly, diversity can also lead to problems like internal conflicts, distrust, and discrepancy between individuals. I also notice disengagement and demotivation if the value of diversity is not fully understood, but simply enforced by the management. All of this can throw a project off track and lower productivity.

So, what can you do to avoid the drawbacks and leverage the true value of diversity for your project?

I believe that organizations and project managers that succeed in manifesting diversity as an integral part of their project management ecosystem – for example, by providing employee trainings that clarify the importance and value of diversity, by offering flexibility and freedom for everyone to perform and develop, or by listening to employee feedback to understand their needs – benefit greatly from diversity in project management.

What do you think about diversity in project teams?

PM&C: Competence for your project!
www.pmc-austria.at

23/02/2022

Your network is your net worth

It seems to me that many project managers are far too lax about building and maintaining their project management network. As soon as a project is finished, the team disbands, and you might meet again by chance years later.

My advice is to do just the opposite.

Relationships are like a garden full of beautiful flowers – they blossom and delight if you nurture them, and they fade if you neglect them. It's up to us to nurture our professional network.

For anyone working in project management, the personal network is a valuable asset. And there's no excuse for neglecting to cultivate your professional relationships.

What are the benefits of networking in project management?

A network gives you the opportunity to help others when they are in trouble – and helping others is important to our own well-being.

Many valuable project management tips, skills and tricks cannot be found in any database, but are obtained exclusively through your network. The experience and know-how you generate this way can be worth its weight in gold for the success of your project or in finding your next job in project management.

To build a network, you need to connect with others. The classic way is through personal contact. Another excellent way is to attend a project management conference. There, you will get the latest information about what is happening in the industry, and you will be able to meet other people from the same field.

Also use social media platforms. Here you have the opportunity to stay in touch with people in your field 24/7.

And most importantly, your network will help you achieve your goals.

PM&C: Competence for your project
www.pmc-austria.at

11/02/2022

Do it early!
Do it often!

Today, I would like to follow up on one of my last articles https://bit.ly/3gHwBIM

Lessons learned is the knowledge gained from the process of conducting a project. This includes the positives and negatives. The idea is to repeat the positive aspects and not repeat the mistakes.
But what is the right way to manage the lessons learned process?

I prefer the 5-step approach by PMI:

IDENTIFY the comments and recommendations that can be derived from them.

DOCUMENT the detailed findings from the discussions in a report and distribute it to the entire project team and store it for future reference.

ANALYZE and organize the lessons learned so they can be applied and shared with others.

STORE lessons learned reports in a database and ensure all teams have access to them.

RETRIEVE lessons learned reports via keyword search from the database.

My advice is to collect, analyze and document lessons learned in a regular and formalized way from the beginning of the project until its completion. And remember to regularly access and actively apply existing lessons learned from previous projects. In the long run, your organization can use lessons learned to develop a culture of ongoing improvement.

If you have any questions, please contact us.

PM&C: Competence for your project
www.pmc-austria.at

07/02/2022

Middle East: How to unlock your PMO’s strategic value?

For 6 months PM&C has now been supporting the rebuild, expansion and modernization of a chemical plant in Saudi Arabia.

The pace of transformation is rapid, and numerous giga- and mega-projects are on the starting blocks. They are a key driver of economic growth in the Middle East and more important than ever.

With the emergence of new ways of working due to the pandemic, the shortage of skilled talent in project management, and the adoption of new technologies, the traditional role of project management in the Middle East must evolve rapidly to remain effective and relevant in the long term.

So, it was with great interest that I read last week's PwC report, based on a global survey by PwC and PMI. The report explores what project managers and executives in the Middle East can learn from the top 10% in global project management to improve their own performance.

The analysis culminates in key lessons that can help PMOs (Project Management Offices) in the Middle East unlock their strategic value:

- Middle East organizations need to strengthen C-Suite support for the PMO to help move it beyond the ex*****on of projects to driving corporate strategy.

- PMOs must tailor processes and methodologies to the different needs of the organization and stakeholders to maximize their value.

- The current talent shortage requires organizations to build winning project management capabilities to avoid the risk of project failures, or alternatively to outsource PMOs.

- PMOs should use outcome-based measurements, engaging across the organization to develop KPIs that will enable them to become strategic “Project influencers” and changemakers.

- PMOs need to implement digital upskilling at pace, supported by a cultural shift towards a digital mindset inside the PMO and the C-Suite.

- With hybrid working set to remain, project managers will need more support and training in managing teams remotely.

For anyone interested in projects in the Middle East, I encourage you to read this interesting report:

https://pwc.to/3HtpWxw

PM&C: Competence for your project!
www.pmc-austria.at

27/01/2022

Project management is our passion!

At PM&C, everything revolves around your project success. We manage the successful completion of your construction and plant projects.

PM&C helps you make better project decisions based on our transparent and independent project evaluation and many years of international experience. Our ultimate goal is the successful completion of your project. In the event of a project crisis, we're on hand to help get your project back on track quickly. We deliver short, understandable answers instead of endless reports that never get to the point, and pride ourselves on being able to offer you comprehensive project services from a single source.

Learn more about our services!

Brochure in English:
https://lnkd.in/eEayPHf
Brochure in German:
https://lnkd.in/eSsCWV4

PM&C: Competence for your project!
www.pmc-austria.at

24/01/2022

Never a failure, always a lesson.
Share yours!

In one of my last blogs, I explained why forward looking and SMART project planning and target setting are a must for successful goal achievement. https://lnkd.in/gPyBuAuE

But that's not all – also the retrospective, in form of lessons learned is vital, as every project delivers valuable experiences. Both positive and negative. Lessons learned play a vital role in the success of a project because they make us to learn from past mistakes and multiply successes.

By not learning from project failures, we are doomed to repeat similar situations. By not maximizing on project successes, we miss opportunities to implement good processes and practices to successfully complete existing and future work.

The lessons-learned process in project management primarily enables organizations to create a culture of knowledge sharing. This process also promotes the use of existing knowledge to achieve project goals and contribute to organizational learning.

Here are my personal lessons learned over the past year from my project work in Austria, Germany, Czech Republic, Italy and the Middle East:

- Project teams in the right staffing, with the right skill set and know-how as well as the corresponding experience are guarantees for success.

- They still exist – project managers with vision and a fair/partnership approach. Working together as partners on an equal footing has a positive impact on time, quality, and team spirit.

- Never lose confidence and trust. With a positive mindset, the almost impossible becomes possible.

- Every individual in the team is important. The effort of each team member is rewarded – and in the end the project benefits!

What are your project lessons learned?
And stay tuned, as we will be diving deeper into this topic soon.

PM&C: Competence for your project!
www.pmc-austria.at

20/01/2022

The future belongs to projects

Project-oriented organizations are ideal for mastering the challenges of the future. They go hand in hand with change, innovation, transformation, agility, long-term value creation, entrepreneurship, and collaboration.

That’s why, I recommend you the HBR article by Antonio Nieto-Rodriguez “The project economy has arrived” today. The article says that by 2027, some 88 million people around the world are likely to be working in project management, and the value of project-oriented economic activity will have reached $20 trillion. But research shows that only 35% of the projects undertaken worldwide are successful.

This can be improved by spanning not just the traditional project life cycle but also the pre- and post-project phases, to include aspirations and benefits. Therefore, he suggests a simple project canvas framework, a living document composed of 3 elements – foundation, people, and creation – to ensure that every project has a purpose and lines up with the organization’s strategy. It helps to ensure that all stakeholders, especially Project Manager and Project Sponsor are on the same page before, during and after the project.

I agree that the HBR Project Canvas presents the essential questions that lead to project success in a simple and clear way and should be reviewed regularly in workshops.

Have a read and check the Project Canvas!
https://lnkd.in/gMZXTi3x

PM&C: Competence for your project
www.pmc-austria.at

16/01/2022

New Year's Eve and projects are like fire and water

Annually at the end of the year, we question many things: Why did I not achieve my intended goals from last year again? What do I need to change? New Year's resolutions are often born out of such questions and self-doubt.

The process of questioning makes sense – but often the good resolutions fail after a short time because the goals were not set correctly – be it out of overzealousness or due to the wrong motivation.

Set your objectives as the project professionals do – according to the proven SMART formula: "Specific", "Measurable", "Achievable", "Relevant", and "Time-based".

Some will immediately say, "Everyone already knows that anyway."

I counter: "Knowledge alone is too little, otherwise I wouldn't see projects fail again and again precisely because of this! The crux of the matter is that "knowledge" must actually be "applied"."

When it comes to SMART objectives, two points in particular are especially challenging:

Measurable:
Your goals must be measurable and quantifiable – with a specific metric, a specific milestone, and a desired outcome, given a specific budget.

Achievable:
Your goals must remain ambitious yet achievable. You should have a good understanding of the resources, skills and tools available and ask yourself if this goal can be achieved given constraints such as schedule and cost, as well as the sometimes difficult external influencing factors.

Follow the SMART formula and your targets will become a clear project plan. At the same time, your chances of successfully achieving your goals will increase significantly.

So, if you want to achieve your goals in 2022, rely on SMART project planning instead of good intentions!

PM&C: Competence for your project!
www.pmc-austria.at

Adresse

Stallburggasse 2/37
Wien
1010

Öffnungszeiten

Montag	08:00 - 17:00
Dienstag	08:00 - 17:00
Mittwoch	08:00 - 17:00
Donnerstag	08:00 - 17:00
Freitag	08:00 - 17:00

Telefon

+4313619391

Webseite

http://www.pmc-austria.at/

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