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Project Management in Detail

The document discusses project management in detail, outlining the key functions and areas it involves including integration, scope, time, cost, quality, resources, communication, risk, and procurement management. It describes the project life cycle framework of organizing, planning, monitoring, controlling, and learning from projects.

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krishna gethh
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68 views

Project Management in Detail

The document discusses project management in detail, outlining the key functions and areas it involves including integration, scope, time, cost, quality, resources, communication, risk, and procurement management. It describes the project life cycle framework of organizing, planning, monitoring, controlling, and learning from projects.

Uploaded by

krishna gethh
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Project management in detail :

Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management techniques to achieve
predetermined objectives of scope, cost, time, quality and participation satisfaction.

THE FUNCTIONS OF PROJECT MANAGEMENT FOR CONSTRUCTION

 Specification of project objectives and plans including delineation of scope,


budgeting, scheduling, setting performance requirements, and selecting project
participants.
 MAXIMIZATION OF EFFICIENT RESOURCE UTILIZATION
through procurement of labor, materials and equipment according to the
prescribed schedule and plan.
 IMPLEMENTATION OF VARIOUS OPERATIONS THROUGH
PROPER COORDINATION AND CONTROL OF PLANNING, DESIGN,
ESTIMATING, CONTRACTING AND CONSTRUCTION IN THE
ENTIRE PROCESS.
 Development of EFFECTIVE COMMUNICATIONS and mechanisms for
resolving conflicts among the various participants.
nine distinct areas requiring project manager knowledge and attention:

1. Project integration management to ensure that the various project elements are effectively
coordinated.
2. Project scope management to ensure that all the work required (and only the required
work) is included.
3. Project time management to provide an effective project schedule.
4. Project cost management to identify needed resources and maintain budget control.
5. Project quality management to ensure functional requirements are met.
6. Project human resource management to development and effectively employ project
personnel.
7. Project communications management to ensure effective internal and external
communications.
8. Project risk management to analyze and mitigate potential risks.
9. Project procurement management to obtain necessary resources from external sources.
we will use a basic project management framework in which the project life-cycle is broken
into organizing, planning, monitoring, controlling and learning from old and current construction
projects (See Figure 1). Within the framework, you will learn the methodologies and tools
necessary for each aspect of the process as well as the theories upon which these are built. By the
end of the term you will be able to adapt and apply the framework to effectively manage a
construction project in an Architecture/Engineering/Construction (A/E/C) organization.

The material in the course is divided into five major sections (see Figure 1): Project
Organization, Project Planning, Project Monitoring, Project Control, and Project Learning. In
what follows, we describe in some detail the material covered in each major section of the
course.

Section 1: Project Organization

Project organization involves selecting an appropriate project organization-structure and


establishing the Organizational Breakdown Structure (OBS) for the project. Through an analysis
of the project information-transfer needs (i.e., who needs information from whom), project teams
and a reporting structure may be determined. Specifically, several product development
processes and the Design Structure Matrix are studied.

Section 2: Project Planning

Project planning involves establishing the Work Breakdown Structure and mapping this structure
to the established OBS. Furthermore, a project budget and Cost Breakdown Structure are
developed and mapped to the OBS and WBS. The planning phase also includes establishing an
appropriate timeline for the project in the context of resource constraints. Finally, the project
manager must acknowledge that very few (if any) of the estimates and predictions at hand will
prove to be accurate in the future; she needs to account for risk factors and their possible
consequences on the schedule, budget, quality and environment while planning a project.

Specific methodologies for planning include:

 The Critical Path Method (CPM)


 The Precedence Diagramming Method (PDM)
 The Program Evaluation and Review Technique (PERT)
 The Graphical Evaluation and Review Technique (GERT)
 Queue - Graphical Evaluation and Review Technique (GERT)
 Simulation Language for Alternative Modelling (SLAM)
 Dynamic Planning and Control Methodology (DPM)
 Critical Chain Planning
 Resource Loading

Many software tools, such as Microsoft® Project, Primavera Project Planner®, Primavera®
Monte Carlo, Crystal Ball® and ProChain® are available to the project manager for
deterministic and probabilistic planning.

 Primavera® P3 — for deterministic time and resource scheduling


 Primavera® Monte Carlo — for probabilistic time and resource scheduling
 Primavera® Expedition — for documenting multiple and complex projects
 Pro Chain® — for scheduling with the critical chain method
 Crystal Ball® — for risk analysis
 Vensim® — for system dynamics analysis

Section 3: Project Monitoring

Project Monitoring refers to the configuration and metrics used to monitor the progress of a
project throughout its life. Particular questions of interest to the project manager are:

 Is the project progressing according to the schedule?


 Will the project be completed within the allocated budget?
 Will the product perform as expected?
 If there are any deviations in schedule, budget or quality, how efficiently and how fast are
they captured, reported and acted upon?

Earned Value Analysis is one project management tool used to help answer these questions.
Reports are based on the organization and reporting structure established previously.

Section 4: Project Control

Based on the information gathered through the Project Monitoring system, corrective action may
be required to keep a project on track. The Project Control section of the course describes
techniques to help realign projects that have gone awry. Corrective action may be needed in
many areas such as project scope, product performance, project schedule, and project budget.
Project Control also requires a clear trace as to when and how changes are made to baselines as
well as a clear understanding and documentation of project configurations.

Section 5: Project Learning

Project Learning is recognized by organizations as one of the most important factors for success
in current and future projects. Through life-cycle and post-mortem analysis, the project manager
may identify areas to be emphasized or more closely managed in future projects. Such areas
include:

 Resource allocation,
 Risk and uncertainty,
 Budget constraints,
 Project feasibility, and
 Change management.

A valuable methodology used in recent years for managing learning is simulation. In this course
we will introduce the System Dynamics simulation methodology for evaluating certain
performance parameters of a project.

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