01-2 Project Management Cycle

8/16/2019 01-2 Project Management Cycle

http://slidepdf.com/reader/full/01-2-project-management-cycle 1/13

1

Project Management Cycle 1

Project Management Cycle

7CN001: Advanced Project Planning and Control


Theory of Project Management

BS 6079-1 ‘Guide to Project Management’.This states that a project is:

‘A unique set of co-ordinated activities, with definite startingand finishing points, undertaken by an individual ororganisation to meet specific objectives within definedschedule, cost and performance parameters.’

Project management refers to the overall PLANNING, CONTROLand COORDINATION of a project from inception tocompletion.

It is aimed at meeting client’s requirements in order that the project will be completed on time within authorised cost and to required quality standards .

TIME

COST QUALITY



2

Lecture 1: Project Management Cycle 3

Components of Project Management

Budgetting

Resource Level Allocation & Levelling

Planning and Scheduling

Work Breakdown Structure

Scope of Work Analysis

Planning a Project

Cost Control

Resource Levelling

Tracking vs Baseline

Managing and Controlling a Project

Project Management


The Project Management Cycle

Project Management refers to all thestages a client would undertake inorder to procure a new facility.



3


The Project Management CycleThe C.I.O.B Code of Practice for PM 4th Ed identifies8 stages to the project management cycle .

1. Inception2. Feasibility3. Strategy4. Pre-Construction5. Construction6. Engineering services commissioning7. Completion, handover and occupation8. Post-completion review/project close-out report


Effective project management requires that the‘Project Manager’ (PM) plays not just the partialrole of administrator or co-ordinator, but also thatof a client’s agent and a professional consultantwith multi-disciplinary skills.

The PM’s goal at each stage is to anticipate andreduce the effect of risk . Each of the stages istherefore now broadly considered with particularemphasis on the nature of the planning and controlmeasures within each stage.

The Project Management Cycle



4


1 Inception

This stage involves the establishment ofthe:-

• Client’s objectives• Client’s team (internal/external)

• Project Manager, duties and appointment


2 Feasibility1. Establishment of the client’s project brief.2. The Brief highlights the parameters of time, cost,

quality and facility function (scope/definition).3. Feasibility report4. Site selection and acquisition (GDV calcs &

funding)5. Detailed project brief 6. Detailed design brief 7. Scheme design



5


2 Feasibility (cont’d)

COST• Budget•

Capital Costs• Cash flow• Lifecycle Costs

TIME• Design Period•

Start of Construction• Completion Date• Commissioning/Handing over Date

QUALITY• Functionality• Aesthetics• Durability• Maintainability

50

30 20

Overall level of Project Parameters to the Client


3 StrategyStrategy development involves:

1. review of the brief with the design team –have all client’sobjectives been addressed;

2. establishment of a project management organisationstructure (PMOS);

3. the use of value management by the design team;4. appointment of additional consultants – structural engineer

etc;5. development of the project handbook;6. development and agreement of most appropriate form of

management relative to the project objectives andparameters of time, cost, quality and function

7. determine whether fit-out/occupation constitute separateprojects.



6


3 Strategy

Job Functions

PMOS

Cashflow Estimate

Cost Plan

Expenditure Limit

Cost Control (Budget)

Budget Strategy

Strategy


4 Pre-construction -1The following should have been resolved at Pre-construction:

• Brief completed• A suitable site procured

• Statutory authorities contacted regardingavailability/location of main services

• Professional team appointed• Environmental and energy audits undertaken• Risk register• Master programme



7


4 Pre-construction - 2• Cost plan• Master project schedule/programme• Outline planning consent obtained• Project handbook obtained in draft form• Procurement route• Contract documents• Tender action• Pre construction meeting with stake holders


4 Pre-construction - 3

Tender Action Pre-contract Meeting Detailed Design and Product Information

Pre-construction

• Budgetary Compliance?• Programme Compliance?

Do the project teamsunderstand the:

Planning,Monitoring andControl Systems

to be used?

• Task Definition• Responsibility Allocation• Budget/Cost Plan

Monitoring



8


5 Construction - 1The PM should:

• Establish and implement effective monitoring and control system• Review project strategy, programmes etc. before construction

commences• Amend project handbook as and when appropriate• Compare main contractors programme against master

programme prior to construction commencing, including planned

resources• Monitor design and construction processes


5 Construction - 2

• Set up procedure to monitor claims• Monitor and control variations• Ensure successful project meetings• Submit regular reports to the client

• Monitor contractor’s control of quality

Fitting out may or may not be part of the main contract. All fitting out requirements should be given a full consideration at the design, construction, completion and handover stages.



9


6 Eng services commissioning

• Commissioning should be adequately provided forat inception1 Testing2 Commissioning3 Performance testing

Who, what, when

• Documentation (H&S file)


7. Completion, handover and occupation• Completion and handover should only take place after

statutory inspections and approvals are completed• Practical Completion Certificate issued• Rectification period agreed and what works still need to be

completed

• Client’s occupation implementation should be based on:

o Structure for implementation - appointmentso Scope and objectives – who, what, where, wheno Methodology – detailed occupation programmeo Organisation and controls – doing it



10


8. Post-completion review/project close-outreport

The Report should be drawn out for the:

• Client’s benefit• The PM’s benefit• Critical review and feedback of processes and procedures.


Activities Necessary During the Management Cycle - 1

• Determining the composition and duties of planningsupport and appropriate technique to be used e.g. barcharts, networks, etc)

• Preparation of Outline Master Programme and obtainingClient’s acceptance

• Co-ordination of Design Team, Contractors and Client’sactivities programme

• Production of outline pre and construction programmesindicating likely project duration and the basis ofdetermining the Management programme



11



• Preparation of programmes for:– Enabling works– Fitting out (if required)– Completion and handover– Occupation/migration (if part of project)

• Conduct of monthly progress monitoring and reportingprocedures

• Monitoring progress against Project Master Programmes on amonthly basis with Client and Project Manager’s consent



• Production of an outline Management programme,including the latest date for placement of orders (materials,equipment, contractors) and design release dates

• Necessary modifications to the outline programme as a

result of constraints• Production of outline design programme including:

– The sequence and timing for preparing the design information– A Client’s decision schedule– Necessary modifications due to external limitations

• Preparation of the Project Master Programme• Start-up and operation of a detailed design



12



• Preparation of a drawing control schedule which should beconfirmed by the Professional Team and Project Manager (tobe suitable to the Client)

• Reviewing the outline management programme into a detailedversion

• Production of programmes for BoQ’s management and tenderdocument control

• Expansion of outline construction programme into one whichis detailed

• Identification of construction phases for tender documentation


Activities Necessary During the Management Cycle – Emphasis on FinancialControl

• The preparation of preliminary comparison budgetestimates

• The agreement of the control budget with the PM• Preparation of budget in elemental form• Assessment of cost implications for all designs, including

cost comparison of alternatives• Comparison of alternative forms of construction using

design data on methodology and costs• Comparison of cost budgets and tender’s prices at sub-

contract tender assessment



13


Summary

• Theory of Project Management• The Project Management Cycle• Activities During the PC

• Further reading CIOB COP PM

Documents

01-2 Project Management Cycle