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INTRODUCTION TO PROJECT MANAGEMENT I (BQES 3103)
Dr. Ali Mohammed Alashwal
Department of Quantity Surveying
Faculty of Built Environment
University of Malaya
Email: [email protected]
18/02/2014
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So, what is the first thing to do?
Are you ready for the first assignment !
1. Go to http://spectrum.um.edu.my/
2. Log in using your username
3. Choose a good profile photo
This assignment is 5 marks
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Today’s lecture
What did you take in ASAS PENGURUSAN (BQES 2104)
What you will take in PENGURUSAN PROJEK I
Introduction to Project Management
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Do you still remember what did you take in Principles of Management?
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Synopsis of Project Management I
The course covers the theories, principles, and elements of project management, and systems of social, organizational and system environment, information systems and communications, distribution of tasks and roles of the parties involved in the project. Other topics include planning, implementation, monitoring and evaluation of projects in the construction, approach success factors in project management and the dimensions of behavior and teamwork in project management.
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Learning outcome
1. Apply project management concepts and processes involved in the construction
2. Assess time management techniques, cost and quality of construction work
3. Discuss the values of total quality management in development projects
4. Propose development projects according to the concept of a comprehensive project management
Communication skills
Critical thinking
Team work
Lifelong learning
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Assessment method
Continuous assessment: 30%
Attendance = 5 grades
Individual assignment = 5 grades
Group assignment = 10 grades
Test = 10 grades
Final examination: 70%
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Syllabus
Topics Week
Introduction to project management 1
Components of projects and features of construction projects 2
The project management process 3
Project planning and scheduling 4
Pricing and estimating 5
Quality management 6
Project management information and communication systems 7
MID-SEMESTER BREAK 8
(Assignment presentation) 9
Project monitoring and control (cost control) 10
Contract and procurement management 11
(Test) 12
Project performance and success factors 13
REVISION WEEK 14
FINAL EXAM
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More about this subject...
The subject is 3 credit hours
The subject is a prerequisite for Project Management II
Learning methods:
Lecture notes and books
Coursework(s)
Discussions
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Today’s Lecture 11
Concepts of Project and Project Management
(what, why, and how)
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Increasing community’s needs (should a new dam be constructed…)
Endless problems are facing organizations (what products to develop, should capacity be expanded…)
These needs and problems and their alternative solutions establish some elements of change
Projects are normally established to adapt to new situations and carry out these changes
Why we need projects? 13
What is a project anyway?
….
Can we consider every activities you do everyday as a ‘project’? For example going to the university…
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How projects differ from other tasks
Create change
Implement strategic plans
Fulfill contractual agreements
Solve specified problems
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Comparison of routine works with projects
Routine, Repetitive Works
Taking class notes
Daily entering sales receipts into the
accounting ledger
Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an Apple
iPod
Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart
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Definition of the project
“A project is a temporary endeavor undertaken to create a unique product, service, or result”. PMBOK
“… a cluster of activities that is relatively separate and clear cut.”
These activities and tasks:
1. Have specific objectives
2. Have defined start and end dates
3. Have funding limits
4. Consume resources (workers, equipments…)
5. Multifunctional or multi-organizational involvement
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Projects criteria
1. Every project is unique (objectives, priorities, time, and cost constraints)
2. Projects are temporary (definite beginning and end)
3. Projects create unique product or outcome (tangible or intangible)
4. Most projects are undertaken to create a lasting outcome (product is not temporary)
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Projects criteria cont’d…
4. Projects have impact (social, economic, and environmental)
5. Projects are undertaken at all organizational levels (individuals, organizational, and multi-organizational)
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Outcome of projects
The outcome of a project, which consists of a combination of resources, attempts to provide a performance capability in the design and execution of organizational stratgies
Outcomes of the project include:
New product (building or automobile)
New service (air transportation)
New process (manufacturing)
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The need for project management for organizations
Compression of project life cycle
Customer expectations (increase customer focus and needs)
New project development
Projects complexity and variety Efficiency and effectiveness
Knowledge explosion Competitiveness (internal and external projects,
local and global) Corporate downsizing and sticking to core
competencies
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Growth of project management profession
0
20,000
40,000
60,000
80,000
100,000
120,000
1989 2004
PMI members PMPs
Project management institute (PMI) Project management professionals (PMPs)
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Definition terms of management
Pull off, be successful, achieve a goal "I managed to carry the box upstairs“
Be in charge of, act on, or dispose of; "I can deal with this crew of workers“
Cope: come to terms with; "They made do on half a loaf of bread every day"
Oversee: watch and direct; "Who is overseeing this project?"
Do: carry on or function; "We could do with a little more help around here"
Wield: handle effectively; "The young violinist didn't manage her bow very well"
Wangle: achieve something by means of trickery or devious methods (example: engineering)
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So, what is project management?
“Application of a collection of tools and techniques to direct the use of resources to accomplish a task, which is unique, complex, one-time and has to be accomplished within constraints (time, cost, & quality)”
“The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements”
“Organization and coordination of project activities in accordance with certain policies to achieve pre-defined objectives”
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Purpose of project management
To provide alternatives and avenue so specialized information can be used to make a decision (uncertainties)
To reduce disruption of routine business activities in organizations
To achieve efficiency, effectiveness, and project success
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Benefits of project management
Better control
Better customer relations
Shorter time
Lower costs
Improved quality and reliability
Higher profit margins
Better focus and visibility
Better coordination
Higher morale
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How to manage projects?
Assign the necessary resources to a carefully selected individual
Process of project management:
Initiating,
Planning,
Executing,
Monitoring and Controlling, and
Closing.
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How to manage projects? Cont’d…
I. Identifying requirements
II. Addressing the various needs, concerns, and expectations
III. Setting up, maintaining, and carrying out communications among stakeholders
IV. Managing stakeholders towards meeting project requirements and deliverables
V. Balancing the project constraints (scope, quality, schedule, budget, resources, and risks).
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Difficulties in project management
Ambiguity of the concept Management does not care Perception of success are not the same Projects should be completed anyway
In Malaysia Improper planning and poor site management are the
main causes of delay Lack of learning and organization does not prioritize, use,
and capture lessoned learned Integrate experience into the knowledge base
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History of project management
China Great Wall Egyptian Pyramids
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Project management of Florence Duomo project
Project constraints Project execution Transferring best
practice The project manager,
Brunelleschi
Florence Cathedral
Source: Kozak-Holland and Procter (2014)
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The modern project management
Formal project management emerged during 1950s Military and construction projects In 1959 Paul Gaddis wrote an article titled ‘The Project
Manager’ on roles, prerequisites, and type of training Specialization and professional societies roles
Hoover dam
Manhattan project
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References
Cleland, D. I. (1995). Project management: strategic design and implementation (2nd edition). McGRAW-HILL.
Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge: PMBOK® Guide (5th edition). Project Management Institute.
Kozak-Holland, M., & Procter, C. (2014). Florence Duomo project (1420–1436): Learning best project management practice from history. International Journal of Project Management, 32(2), 242-255.
Gaddis, P. O. (1959). The project manager. Harvard University.
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More readings
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. Wiley.
Kerzner, H. (2012). Project management case studies. Wiley.
Heagney, J. (2011). Fundamentals of project management. AMACOM Div American Mgmt Assn.
Walker, A. (1984). Project management in construction. London, Granada.
Sears, S. K., Sears, G. A., & Clough, R. H. (2010). Construction Project Management: A practical guide to field construction management. John Wiley & Sons.
Oberlender, G. D. (1993). Project management for engineering and construction(2nd Ed.). New York: McGraw-Hill.
Levy, S. (2007). Project management in construction. New York : McGraw-Hill.
Hendrickson, C., & Au, T. (1989). Project management for construction: Fundamental concepts for owners, engineers, architects, and builders. Chris Hendrickson.
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