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CC603 PROJECT MANAGEMENT
1.0 INTRODUCTION
1.1 Concept of Project Management
1.1.1 Concept of Management
1.1.2 Characteristics of Management
1.1.3 Define Project and Identify Characteristics of Projects
1.1.4 Concept of Project Management
1.1.5 Objectives of Project Management and The Important of Project
Management
1.1.6 Project Manager in Project Management
a. Who Is Project Manager?
b. Roles and Responsibilities of Project Manager?
c. Soft Skills Needed by Project Manager
1.1.7 Differentiate The Implementation of Project Management in Various
Methods of Construction Projects
a. Traditional Method
b. Design and Build Method
c. Turnkey Method
2.0 PROJECT LIFE CYCLE
2.1 project life cycle and its phases
2.1.1 diagram of project life cycle
2.1.2 characteristics of project life cycle
2.1.3 explain the phases of project life cycle
3.0 PROJECT CONTROL AND MONITORING
3.1 Bar Chart and Gantt Chart
3.1.1 Usage of the bar chart and gantt chart
3.1.2 Characteristics of bar chart and gantt chart
3.2 Critical Path Method (CPM)
3.2.2 Principle of CPM
3.2.3 Understand the terms used in CPM
a. activity
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b. arrow
c. dummy
d. duration
e. event
f. early to start (ES)
g. early to finish (EF)
h. finish to start (FS)
i. finish to finish (FF)
j. float
k. critical path
3.2.4 Construct network diagram and determine project duration and identify
critical path using Arrow Method
3.3 Advantages and disadvantages of Gantt Chart and CPM
3.3.1 Advantages and disadvantages of Gantt Chart
3.3.2 Advantages and disadvantages of CPM
3.4 Concept of controlling
3.4.1 Define project control
3.4.2 Identify project control system
a. quality management system and its perspectives
i. Product quality
ii. Service quality
iii. process quality
b. Quality management process and its concept
i. quality planning
ii. quality assurance
iii. quality control
3.5 Understand the concept of monitoring
3.5.1 Identify the elements of project monitoring
a. selection of control measures
b. observation of activities
c. collection of control data
d. comparison of control data with planning information
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4.0 PROJECT ORGANISATION AND SUPERITENDENCE
4.1 Compare and contrast difference organizational structures and their impact on
project
4.1.1 the relevance of organizational structure and the main characteristics
of
a. functional structure
b. product structure
c. matrix structure
4.2 project supervision and superintendent
4.2.1 differentiate project supervision and project superintendent
4.2.2 the duties of a technician and assistant engineer
a. discuss and distinguish between the duties of a technician and
assistant engineer
b. relation the duty of a technician with an assistant engineer
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1.INTRODUCTION
1. Project Manager in Project Management
a. Who Is Project Manager?
• Project manager are a change agents. They make project goals their own and use their
skills and expertise to inspire a sense of share purpose within the project team.
• They were well under pressure and comfortable with change and complexity in
dynamic environments.
• Project manager cultivate the people skills needed to develop trust and communicatinamong all of a project’s stakeholders, its sponsors, those who will make use the project’s
results, those who command the resources needed, and the project team members.
• They have a broad and flexible toolkit of techniques, resolving complex,
interdependent activities into tasks and sub-task that are documented, monitored and
controlled.
• They adapt their approach to the context and constraints of each project, knowing that
no “one size” can fit all the variety of projects.
• They are always improving their own and their teams skills through lessons-learned
reviews at project completion.
• Project managers are found in every kind of organization of employees, managers,
contractors are independent consultants.
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b. Roles and Responsibilities of Project Manager?
Roles:
Project manager is a key figure of any service team.
They must be able to perform effectively within tight time-scales, keep strict budgets
and create a positive client environment such that client become/ remain in good
relationship throughout the contract.
They will manage a set of service deliveries, which must be achieved on time to
ensure all activities in the schedule are completed in time.
Project manager must show initiative and be able to find ways to best adapt a situation
to provide a succesfull overall critical path analysis.
Project manager will be expected to support the development of the leadership, both
on-site and back in the offices.
Need to organise the best team possible to complete the project. Training and teaching
the employees towards the company’s core values.
Responsibilities:
Plan the delivery of the project at hand.
Manage the day to day working, utilisation, implementation and technical consultants
engaged on client assignments.
Report progress on projects by suitable media to sector management, maintain and
update project reporting, checkpoints and financial reporting to a high standard.
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Plan and arrange visits to existing and new potential clients, ensuring every client
receives sufficient support to enhance their relationships.
Develop contacts with senior staff, directors and other influential staff within eachaccount during the implementation phase.
Co-ordinate required support levels and training.
Produce reports on each project at agreed intervals, and whatever substantive actions
are required.
c. Soft Skills Needed by Project Manager
Team and individual leadership.
The ability to lead individuals on your team and within the organization is critical as
is the ability to lead a cohesive team and direct them on a long-term project toward a
successful conclusion.
Oral and written communication.
Communication is first for the project manager. That’s always been mypersonal belief
and stance. Keep the team and customer well informed, keep the communication
flowing on the project, and communicate well with your executive leadership and no
one gets hurts.
Conflict resolution.
There will always be differences to resolve. The longer engagement the more
differences there are to resolve and the likehood that we could have a larger conflict
or issue arise.
The skilled project management must have conflict resolution skills and be able to
settle differences that arise on the team amd with the customer.
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Negolation.
The project management must have a good negolation skills. Change orders come to
mind as the key areas of negolation with the customer.
Influencing.
A well connected project management will have very useful influence over certain
key personnel and departments in their own organization.
Delegating.
The project management who falls to delegate either fails, does most of the work
themselves, or likely both.
Coaching and monitoring.
Think of everyone on project team as a sort of mini project manager. They have their
own task and have to get that work done by whatever means necessary in the given
situation.
2. Differentiate The Implementation of Project Management in Various Methods of
Construction Projects
a. Traditional Method
An owner selects an architect or engineer to design plans and specifications. The
design professionals analyse the owner’s needs and develop design concepts then
prepare design development drawings, and then construction drawings.
Once the design has been fully completed and the construction drawings finished and
reviewed by the owner, the project is adverstised for bids.
Contractors pick up the bid solicitation materials and review a full set of plans and
specifications to prepare a bid proposal.
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If the contractor’s price is acceptable, the owner will sign a contract with the
contractor and construction can then begin.
b. Design and Build Method
Is method of project delivery in which one entity- the design, build team,
works under a single contract with the project owner to provide design and
construction services. One entity, one contract, one unified flow of work from
initial concept through completion.
Design -build is also known as design/ construct and single source
responsibility. Design-build is an alternative to design-bid-build. Under the
latter approach, design and construction are split-separate entities, separate
contract, separate work.
c. Turnkey Method
A project is delivered in a completed state.
The developer is hired to finish the entire project without owner input. The
builder or
developer is separate from the final owner or operator, and the project is
turned over only once it is fully operational. In effect, the developer is
finishing the project ad turning the key over to the new owner.
The owner is generally left out of the building process entirely as the
developer handles all decisions and problems related to construction.
Developers has financial motivation to complete the job as quickly and
efficiently as possible. A turnkey contract also provides more time for an
owner to seek financing and investors before he is required to pay for a
completed project.
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2.PROJECT LIFE CYCLE
1. project life cycle and its phases
a) Diagram of project life cycle
b) Characteristics Of Project Life Cycle.
c) Explain The Phases Of Project Life Cycle.
i. Initial Stage
The starting point begins the moment the project is given the go-ahead. Project
intensity as shown in figure 1.3 starts slowly, builds to a peak, and then declines to
delivery of the project to the customer.
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In the defining stage, specifications and project objectives are define. Teams and the
roles and responsibilities for each member are established at this stage.
In this first stage, the scope of the project is defined along with the approach to be
taken to deliver the desired outputs. The project manager is appointed and in turn, he
selects the team members based on their skills and experience.
The most common tools or methodologies used in the initiation stage are Project
Charter, Business Plan, Project Framework (or Overview), Business CaseJustification, and Milestones Reviews.
ii. Planning Stage
The second phase should include a detailed identification and assignment of each task
until the end of the project. It should also include a risk analysis and a definition of a
criteria for the successful completion of each deliverable.
The governance process is defined, stake holders identified and reporting frequency
and channels agreed. The most common tools or methodologies used in the planning
stage are Business Plan and Milestones Reviews.
The level of intensity increases in the planning stage. Plans are developed to
determine 4W’s. What are the 4W’s?
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The starting point begins the moment the project is given the go-ahead. Project
intensity as shown in figure 1.3 starts slowly, builds to a peak, and then declines to
delivery of the project to the customer.
iii.
Executing Stage
Next, a major portion of the project work takes place at the executing stage. Both
physical and mental resources are needed at this stage to produce a physical product.
Time, cost and quality are used for control.
The most important issue in this phase is to ensure project activities are properly
executed and controlled.
During the execution phase, the planned solution is implemented to solve the
problem specified in the project's requirements. In product and system development, a
design resulting in a specific set of product requirements is created.
This convergence is measured by prototypes, testing, and reviews. As the execution
phase progresses, groups across the organization become more deeply involved in
planning for the final testing, production, and support.
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iv. Delivering Stage
Finally, is delivering stage which includes the two main activities;
o Delivering the project product to the customer
o Redeploying the project’s resources
In this last stage, the project manager must ensure that the project is brought to
its proper completion.
The delivering or closure phase is characterized by a written formal project
review report containing the following components: a formal acceptance of the
final product by the client, Weighted Critical Measurements (matching the
initial requirements specified by the client with the final delivered product),
rewarding the team, a list of lessons learned, releasing project resources, and a
formal project closure notification to higher management. No special tool or
methodology is needed during the closure phase.
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3.PROJECT CONTROL AND MONITORING
1. Concept of controlling
a. Define project control
Project control can be define a management action, either preplanned to achieve the
desire result or taken as a corrective measure prompted by the monitoring process. Project
control is mainly concerned with the metrics of the project such as quantities, time, cost, and
other resources. However, also project revenues and cash flow can be part of the project
metrics under control. Thus, we believe an effective Project Controls process can be appliedin a collaboration of its various sub-disciplines, such as:
1) Planning, Scheduling & Project Reporting
· Scope management;
· Project deliverables:
· Work breakdown / Cost breakdown structures;
· Schedule management;
· Schedule forecasting;
· Corrective action;
· Progress measurement / reporting;
· Productivity Analysis & Calculation;
2) Earned Value Analysis & Management
3) Cost Engineering & Estimating
· Estimating;
· Cost management;
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· Cost control;
· Cost forecasting
4) Change Management & Controls
· Change order control;
· Trend Analysis;
5) Risk and Delay Claims
· Risk Assessment & management;
· Delay Claims Quantification
· Forensic Schedule Analysis
Put simply, Project Controls encompass the people, processes and tools used to plan, manage
and mitigate cost and schedule issues and any risk events that may impact a project. In other
words, Project control is essentially equivalent to the project management process stripped of
its facilitating sub-processes for safety, quality, organizational, behavioral, and
communications management. Project control may be considered the quantitative resource
control subset of the project management process.
2. Identify project control system
a. quality management system and its perspectives
i. Product quality
ISO certified with regard to the development, production and distribution of acid based
viscoelastic, products for medical use.
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ii. Service quality
Service quality is a comparison of expectations with performance. A business with service
quality, will meet customer needs whilst remaining economically competitive.
iii. process quality
Quality process uses a phased approach, designed to support the entire product life cycle
from inception, design and development through rollout, to update and support.
b. Quality management process and its concept
The project manager has the ultimate responsibility for quality management on the
project.
Quality management has equal priority with cost and schedule management.
However, the direct measurement of quality may be the responsibility of the quality
assurance department or the assistant project manager for quality.
For a labor-intensive project, management support (i.e., the project office) is typically 12 – 15
percent of the total labor dollars of the project. Approximately 3 – 5 percent can be attributed
to quality management. Therefore, as much as 20 – 30 percent of all the labor in the project
office could easily be attributed to quality management.
i. quality planning
The quality planning is created by the project manager and project team members by
breaking down the project objectives into a work breakdown structure. Using a
treelike diagramming technique, the project activities are broken down into lower-
level activities until specific quality actions can be identified. The project manager
then ensures that these actions are documented and implemented in the sequence that
will meet the customer’s requirements and expectations. This enables the project
manager to assure the customer that he has a road map to delivering a quality product
or service and therefore will satisfy the customer’s needs.
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A good quality planning will:
● Identify all of the organization’s external and internal customers
● Cause the design of a process that produces the features desired by the customer
● Bring in suppliers early in the process
● Cause the organization to be responsive to changing customer needs
● Prove that the process is working and that quality goals are being met
ii. quality assurance
Quality assurance is the collective term for the formal activities and managerial
processes that attempt to ensure that products and services meet the required quality
level. Quality assurance also includes efforts external to these processes that provide
information for improving the internal processes. It is the quality assurance function
that attempts to ensure that the project scope, cost, and time functions are fully
integrated.
The Project Management Institute Guide to the Body of Knowledge (PMBOK) ®
refers to quality assurance as the management section of quality management. This is
the area where the project manager can have the greatest impact on the quality of his
project. The project manager needs to establish the administrative processes and
procedures necessary to ensure and, often, prove that the scope statement conforms to
the actual requirements of the customer. The project manager must work with his
team to determine which processes they will use to ensure that all stakeholders have
confidence that the quality activities will be properly performed. All relevant legal
and regulatory requirements must also be met.
A good quality assurance system will:
● Identify objectives and standards
● Be multifunctional and prevention oriented
● Plan for collection and use of data in a cycle of continuous improvement● Plan for the establishment and maintenance of performance measures
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● Include quality audits
iii. quality control
Quality control is a collective term for activities and techniques, within the process,
that are intended to create specific quality characteristics. Such activities include
continually monitoring processes, identifying and eliminating problem causes, use of
statistical process control to reduce the variability and to increase the efficiency of
processes. Quality control certifies that the organization’s quality objectives are being
met.
The PMBOK® refers to quality control as the technical aspect of quality
management. Project team members who have specific technical expertise on the
various aspects of the project play an active role in quality control. They set up the
technical processes and procedures that ensure that each step of the project provides a
quality output from design and development through implementation and
maintenance. Each step’s output must conform to the overall quality standards and
quality plans, thus ensuring that quality is achieved.
A good quality control system will:
● Select what to control
● Set standards that provide the basis for decisions regarding possible corrective
action
● Establish the measurement methods used
● Compare the actual results to the quality standards
● Act to bring nonconforming processes and material back to the standard based onthe information collected
● Monitor and calibrate measuring devices
● Include detailed documentation for all processes
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3. Understand the concept of monitoring
Identify the elements of project monitoring
a. selection of control measures
b. observation of activities
c. collection of control data
d. comparison of control data with planning information
4.PROJECT ORGANISATION AND SUPERITENDENCE
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1.the relevance of organizational structure and the main characteristics of
a. functional structure
organizational structure refers to how the people in an organization are grouped and to whom
they report. One traditional way of organizing people by function. Some common function
within organization include production, marketing, human, resources and accounting.
b. product structure
product structure is used to manage changes, testing and problem resolution to complete
product with a larger number of interdependent part and functions.
c. matrix structure
matrix structure is an organizational structure that puts managers into a project team
depending on their objectives. The numbers of the team will e drawn from different sections
of the business and as a result will be report to more than one person.
Advantages:
staff is managed by a person with experience in their some speciality who can
adequately understand and review their work.
Staffers have the opportunity to move up within their functional areas, which gives a
reason for them to stay long term.
Staffers work with others in their field, which allows for knowledge sharing and
lateral job moves to learn new skills.
Disadvantages:
Functional areas may have difficulties working with other functional areas. There is
often a perception that they are competing with other functional areas. For resources
and a lack of understanding of what other areas do for the company. So, the
accounting department may be upset that request for additional headcount is denied.
2. project supervision and superitendence
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a. differentiate project supervision and project superintendent
Project supervision Project superintendent
• Field supervisors play a major role
in every construction company and every
construction project. They are the frontline
managers on the job, directly supervising
workers and other field supervisors. They
are both the engine and the anchor of the
construction team, driving it toward
effectiveness and efficiency, and stabilizing
it with consistency and good judgment. To
fill this role, field supervisors need more
than experience in the field. They also need
management skills in problem solving,
planning, estimating, safety supervision,
scheduling, controlling costs and resources,
and, perhaps most important, managing
people.
• Project Supervision is a
comprehensive, competency-based program
that gives both veteran and new field
managers a step-by-step approach to honing
their natural abilities, developing essential
skills, and generally improving their
performance as leaders. As a one-level
curriculum, Project Supervision covers
topics such as Human Relations and
Problem Solving, Safety, and Quality
Control.
On large construction projects, the
superintendent's job is to run the day-to-day
operations on the construction site and control
the short-term schedule. The role of the
superintendent also includes important quality
control and subcontractor coordination
responsibilities. It is common for most
finance-related tasks (especially labor and
material cost control) and long-term
scheduling to be handled by a project
manager. The project manager and
superintendent need to cooperate and share
control effectively. Superintendents are
almost universally stationed on the
construction site, while project managers are
usually based in the contractor's office with part-time on site responsibilities.
On anything other than small projects, he or
she is often assisted by a project engineer also
employed by the construction company.
Program superintendents are responsible forthe overall coordination and completion of
the project through the direction of the second
and third tiers of superintendents. Program
superintendents commonly have very little
hands on construction interaction due to
delegation to other tier superintendents. The
number of hours worked may reflect the tier
of the superintendent, with program
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superintendents generally having a normal
Monday thru Friday (8:00am to 5:00pm work
schedule). The compensation package is also
related to the tier level of the superintendent.
3. the duties of a technician and assistant engineer
a. discuss and distinguish between the duties of a technician and assistant engineer
Definition of a Technician
A Technician is a doer and implementer, who focuses on the practical elements of a job. He
or she provides technical assistance in specialized area, and performs the day-to-day tasks
required in carry in out a project. Usually technicians work as part of a team that is engaged
in a particular project or operation. Technology majors prepare for practical design and
production work, rather than for jobs that require theoretical, scientific and mathematical
knowledge of engineering.
Definition of an assistant Engineer
To perform professional engineering work in the investigation, planning, design,
construction, and maintenance/operation of a variety of public works facilities, systems,
projects and/or private development projects.
b. relation the duty of a technician with an assistant engineer
technician
Engineering technicians use math and science skills to assist engineers with creating
products, improving manufacturing methods and maintaining assembly systems. Job
duties vary depending on the specific industry in which an engineering technician is
employed.
Aerospace engineering technicians run and maintain devices used to test aircraft.Mechanical engineers design, test and manufacture consumer products and
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machinery. Civil engineering technicians assist engineers with designing and building
roads and various structures. Environmental engineering technicians design methods
and devices to prevent and control health hazards, such as air pollution. Electrical and
electronic engineering technicians help create and manufacture digital equipment.
assistant engineer
The main responsibility of an assistant engineer is to support senior engineers with
design procedures and assessment practices. Working under the strict supervision of a
senior engineer, he will assist in the planning and execution of a range of engineering
projects. This may include helping testing out machinery components to check they
are working safely and efficiently or helping with the preliminary designs of
equipment yet to be installed. An assistant engineer should be skilled in the use of
modern engineering tools and industry-standard techniques, as reported on the Alaska
Native Tribal Health Consortium website. An assistant engineer may also be tasked
with buying new materials, machinery or essential engineering tools and with
providing technical on-site support to laborers. An assistant engineer is sometimes
tasked with managing a small team by himself on smaller engineering projects.
Assistant engineers sometimes work in offices as well as on construction sites. They
should possess excellent written skills and a firm grasp of mathematical principles.
Engineering projects need to be accurately documented, so an assistant engineer will
be expected to produce statistical reports, compile key data on projects and assist with
operations schedules and budgetary reports. He will also need to estimate project
costs in terms of labor and materials and to file important contracts and invoices for
labor or materials
An assistant engineer typically makes frequent visits to a construction site to conduct
field research for later documentation and to oversee the progress of a project. An
assistant engineer may also bid for new engineering contracts and negotiating
favorable terms for a client company. He may also help a senior engineer in the
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development of health and safety policies and work practice guidance, so workers are
consistently working to pre-defined standards
An assistant engineer should be an excellent communicator as she will need to
maintain a working relationship with contractors, co-workers and project managers.
He may also have to liaise with state and federal representatives, to ensure a project is
in compliance with industry codes and regulations.