Lecture 2 - PM Overview

8/17/2019 Lecture 2 - PM Overview

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FUNDAMENTALS OFFUNDAMENTALS OF

PROJECT MANAGEMENTPROJECT MANAGEMENT

Lecture No.2A

Peter Harris

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What is project management?What is project management?

Process by which projects are defined,

planned, monitored, controlled and

delivered such that the agreed benefitsare realised

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Key challenges for PMKey challenges for PM

..

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TIME COST

QUALITY/FUNCTION

people

environment/

sustainability

health &

safety


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4

ConstraintsTime, cost, quality

Technical and other performance

parameters, legal environment

Management

of the project

MechanismPeople, tools and techniques and equipment

organisation

InputBusiness need,

prolem oropportunity

utputProject

deliverales

and!or servicecharge

THE PROJET !"#"$E!E#T PROE%%


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About PMAbout PM

PM should be carried out throughthe project lifecyclePM process provides the single

point of integrative responsibilitySomeone needs to be clearlydesignated as accountable forsuccess

PM needs to think ahead, makedecisions about remaining work,cannot control the past.


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PM should e carried out throughoutPM should e carried out throughout

the project lifecyclethe project lifecycle

!. "nitiating

2. Planning

#. $%ecuting&. 'onitoring and controlling

(. )losing

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Most efficient "ay of introducing change #Most efficient "ay of introducing change #

achieved y$achieved y$

*nderstanding the need+etermining the business casesuccess criteria

+efining what has to be accomplished

+eveloping a plan and wor-ing to the plan

*tilising resources in a team environment

$nsuring that the sponsor is accountable for the

successful delivery

*sing P' techniues to plan, monitor and maintain

progress

$mploying people s-illed in P'

/ypically projects involve teams wor-ing together

(


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PROJECT MANAGEMENTPROJECT MANAGEMENT (PMBOK)(PMBOK)1.Project

IntegrationManagement

) Pro*e+t Plan

,evelopment

)Pro*e+t Plan

E-e+ution

)Overall han.e

ontrol

2. Project

ScoeManagement

)nitiation

)%+ope Plannin.

)%+ope

,efinition

)%+ope

0erifi+ation)%+ope han.e

ontrol

!. Project TimeManagement

)"+tivity efinition

) "+tivity

seuen+in.

)"+tivity uration estimatin.

)%+heule

,evelopment

) %+heule ontrol


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PROJECT MANAGEMENTPROJECT MANAGEMENT (PMBOK)(PMBOK)

". Project Co#tManagement

) Resour+e

!ana.ement) ostEstimatin.

) ostu.etin.

) ost ontrol

$. ProjectQ%a&it'Management

) 5uality!ana.ement

) 5uality"ssuran+e

) 5ualityontrol

(. Project)%man*e#o%rce

Management) Or.ani6ationalPlannin.

) %taff

"+uisition

) Team,evelopment

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PROJECT MANAGEMENTPROJECT MANAGEMENT (PMBOK)(PMBOK)

+. Project

Comm%nication

Management

) ommuni+ations

Plannin.

) nformation

,istribution

) Performan+e

Reportin.

) "ministrative

losure

,. Project *i#-

Management) Ris8ientifi+ation

) Ris85uantifi+ation

) Ris8 Response,evelopment

) Ris8Responseontrol

. Project

Proc%rementManagement

) Pro+urement plannin.

) %oli+itationPlannin.

) %oli+itation

) %our+e %ele+tion

) ontra+t "ministration

) ontra+t loseOut

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e!elo"#ent of PM as ae!elo"#ent of PM as a

$%sc%"l%ne$%sc%"l%ne

%I&'T (&)$ %*&M)TI*+ -..#-/0

0chedule urgencydifficult

+et"or1 'cheduling 2P(&T3$arned 1alue Analysis

)onfiguration management

1alue $ngineeringor- brea-down structures

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P$3/P$3/ –– Programme Evaluation !eviewProgramme Evaluation !eview "echni#ue "echni#ue

!. "dentify the specific activities andmilestones

2. +etermine the proper seuence of theactivities

#. )onstruct a networ- diagram

&. $stimate the time reuired for eachactivity

(. +etermine the critical path4. *pdate the P$3/ chart as the project

progresses

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PE!"PE!"

+eals with uncertainty in activitycompletion timesptimistic times'ost li-ely timesPessimistic times

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$arned 1alue Analysis$arned 1alue Analysis

Lin-s time to cost in one chart)an be monitored monthly

!. 0chedule variance

2. )ost variance)an be used to calculate the final

outcome

)an identify losses in one part of theproject if 50 is monitored

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)onfiguration management)onfiguration management

/echnical management model that

focuses on establishing and maintaining

consistency of a product6s performance

and its functional and physical attributes

with its reuirements, design, and

operational information throughout its

life.

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1alue $ngineering1alue $ngineering

Is an organi4ed approach to

providing the necessary

functions at the lo"est cost 5

highest value

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Wor1 rea1do"n structureWor1 rea1do"n structure

7undamental P' techniue for defining

and organising the total scope of the

project, using a hierarchical treestructure

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50 provides for850 provides for8

3esponsibility matri%Networ- scheduling

)osting

3is- analysis

rganisation structure

)o9ordination of objectives

)ontrol

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'(C*+6 (&)$ -/0 7 mid -80s'(C*+6 (&)$ -/0 7 mid -80s

Projects constrained81ietnamP$)environmental

movement

P' e%panded into new sectorsHigh failure rate of many major

projects

ften poor definition andor impact ofe%ternal factors

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T9I&6 (&)$ Mid -80s # presentT9I&6 (&)$ Mid -80s # present

'everal major changes have had huge

impact$

/otal :uality 'anagement

7inancial $ngineering ;P7"5/<$nvironmental factorssustainability

"nformation /echnology

5etter educated sponsor

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Swiss !e "ower, "he $herkin – architect %ormanSwiss !e "ower, "he $herkin – architect %orman

&oster&oster

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"he '()' *onstruction "he '()' *onstruction

commitments +commitments +

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%i- prin+iples throu.h :hi+h the

+onstru+tion inustry :ill eneavour to

a+hieve a better inustry an a+hieve best

pra+ti+e ; %trate.i+ strate.i+forum>or.>u8/pf/291

2onom>pf

?hat are the ' prin+iples@

http://www.strategicforum.org.uk/pdf/2012ConCom.pdfhttp://www.strategicforum.org.uk/pdf/2012ConCom.pdfhttp://www.strategicforum.org.uk/pdf/2012ConCom.pdfhttp://www.strategicforum.org.uk/pdf/2012ConCom.pdf


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/he 2=!2 )onstruction/he 2=!2 )onstruction

commitmentscommitments!. Procurement and integration

A successful procurement policy reuires

ethical sourcing, enables best value to be

achieved and encourages the early involvement

of the supply chain. An integrated project team

wor-s together to achieve the best possible

solution in terms of design, buildability,environmental performance and sustainable

development. 2=!2 )onst )om.pdf

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http://e/6CN020/Lec%201/2012%20Const%20Com.pdfhttp://e/6CN020/Lec%201/2012%20Const%20Com.pdf


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2. )lient leadership2. )lient leadership

*lient leadership is vital to thesuccess of any project andenables the construction industry

to perform at its best

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#. +esign uality#. +esign uality

"he design #uality should be creative,imaginative, sustainable and capable of

meeting delivery objectives. uality in design

and construction utilising the best of modern

methods will ensure that the -lympic sites

meet the civic needs of all stakeholders, both

functionally and architecturally, for '()' and

beyond.

2'


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. *ommitment to people. *ommitment to people

/aluing people leads to a moreproductive

and engaged workforce, facilitates

recruitmentand retention of sta0 and engages

local

communities positively inconstruction

projects.

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1. Sustainability1. Sustainability

Sustainability lies at the heart ofthe delivery

of the $ames. 2 sustainable

approach willbring full and lasting

environmental, social

and economic bene3ts throughregeneration

and legacy.

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4. 5ealth and safety4. 5ealth and safety

5ealth and safety is integral to thesuccess of

any project, from design and

construction tosubse#uent operation and

maintenance.

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+evelopment of Professional+evelopment of Professional

5odies5odies"nternational P' Association committed

to ma-ing P' global profession

Necessary to establish8

P' 5ody of >nowledge

0tructure for career progress

Accreditation bodies

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-ther key documents-ther key documents

*6-7 *ode of Practice for ProjectManagement

!6*S Project Management

2greement *onditions of*ontract

2PM Standard terms for the

appointment of a PM7S4(89 $uide to Project

Management

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*onclusions*onclusions:evelopment of generic PM as a discipline

*ontrol of cost, time performancePM become more holistic embracing;

◦ political


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Seminar #uestionsSeminar #uestions

). ?hat issues have led to theintroduction of the client@s projectmanager in the constructionindustryA

'. ?hat #ualities are re#uired of asuccessful project managerA. 5ow do clients control their

investments and whenA

1. 5ow can the contractor control theprojectA4. 5ow can a contract contribute to

e0ective project managementA

Documents

Lecture 2 - PM Overview