innovation in construction project management€¦ · innovation in construction project management...
TRANSCRIPT
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ORGANISED BY
Innovation In Construction
Project Management
Dr.Amjad AlshabatatPhD,MBA,PfMP,PMQ,VMA
DirectorARCADIS
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Introduction
• Project & Process:• A Project is a Temporary Endeavor Undertaken to Create A Unique Product, Service, or Result.
• Projects are Temporary and Unique.
• Processes are Ongoing and Repeatable.
Programs
A program is a group of related projects ,subsidiary programs, and program activities that are managed in a coordinated manner toobtain benefits not available from managingthem individually
Project, Program, and Portfolios
Projects
A Project Is A Temporary EndeavorUndertaken To Create A Unique Product,Service, Or Result.
PortfoliosA portfolio is a collection ofprojects, programs , subsidiaryportfolios, and operationsmanaged as a group to achievestrategic objectives
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Organizational Strategy
Sample Portfolio
ProgramA
Shared Resources and Stakeholders
ProgramB
ProgramC
PortfolioA
ProgramB1
Project1
Project2
Project3
Project4
Project5
Project6
Project7
Project8
Project9
Operations
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Project Management’ Bodies
• IPMA (International Project Management Association) Is An International Body That Incorporates Some 50 National Bodies. Swiss – Based
but Know Quite Well Throughout Europe And The UK. Accredits Project Manager To Four Different Levels D (Certified Project Management
Associate, The Lowest Level) to A (Certified Project Director, the Highest Level).
• AIPM (Australian Institute Of Project Management) Is An Australian Body That Developed Its Own Competency – Based Framework To Assess
Project Managers. In 2009, AIPM Joined IPMA AND Work Is Currently Being Done To Align The Two Competency Frameworks. AIP, ONLY
CERTIFIES People To Three Levels That Correspond To IPMA LEVEL D,C And A
• PMI (Project Management Institute) is a US-based organization, whose accreditation Scheme has been
widely adopted by US-based multinational organisations. This makes their accreditation the most accepted
worldwide . However, it does vary significantly from the competency-based approach of IPMA and AIPM.
PMI Demand that candidates prove their knowledge by sitting an examination on the Project Management
Body of Knowledge Has Become one of the two Best know standard processes for project management .(
The other one , Called PRINCE2, is more interested in the control of Project than the implementation of
them, and is less useful for training.)
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PMI( Project Management Institute)
• Certification Types
Portfolio Management Professional
PfMP
Program Management Professional
PgMP
Project Management Professional
PMPPMI Risk Management
Professional
PMI – RMPPMI Scheduling
Professional
PMI –SPPMI Agile Certified
Practitioner
PMI-ACPPMI Professional in Business Analysis
PMI-PBA
Certified Associate in Project Management
CAPM
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PMI Scheduling Professional (PMI –SP)
Project Management Process Groups And Knowledge Areas Mapping
Knowledge Area
Project Management Process GroupsInitiating Process
GroupPlanning Process
GroupExecuting Process Group
Monitoring And ControllingProcess Group
Closing ProcessGroup
• Project IntegrationManagement • Develop Project Charter • Develop Project Management Plan
• Direct And Manage Project Work• Manage Project Knowledge
• Monitor And Control Project Work• Perform Integrated Change
Control
Close Project or Phase
• Project Scope Management
• Plan Scope Management. • Collect Requirements.• Define Scope .• Create WBS.
• Validate Scope • Control Scope
• Project Schedule Management
• Plan Schedule Management• Define Activities • Sequence Activities • Estimate Activity Durations• Develop Schedule
• Control Schedule
• Project Cost Management
• Plan Cost Management • Estimate Costs • Determine Budget
• Control Costs
• Project Quality Management
• Plan Quality Management • Manage Quality • Control Quality
• Project ResourceManagement
• Plan Resource Management • Estimate Activity Resources
• Acquire Resources• Develop Team• Manage Team
• . Control Resources
• Project Communications Management
• Plan Communications Management • Manage Communications • Monitor Communications
• Project Risk Management
• Plan Risk Management• Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses
• Implement Risk Responses • Monitor Risks
• Project ProcurementManagement
• Plan Procurement Management • Conduct Procurements • Control Procurements
• Project StakeholderManagement
• Identify Stakeholders • Plan Stakeholder Engagement • Manage Stakeholder Engagement • Monitor Stakeholder Engagement
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Project Management
SkillsTools
Techniques
Knowledge
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Innovation
If you want something new, you have to stop doing something old.Peter Drucker
Innovation = Ideas + Execution + AdoptionJag Randhawa
All companies desire growth. But without some innovations, the opportunities may be limited. And even if the firm does have a few successful innovations, failure can still occur if the company focuses on past successes without developing a culture for continuous and sustainable innovations.
Harold Kerzner
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Project Management & Innovation
Innovation is often unstructured and requires people to utilize those portions of the brain that focus on free thinking, creativity, brainstorming, and alternative analyses .Project management, on the other hand, is very structured, with a well-defined scope, and often with a very low tolerance for any creativity or brainstorming that is believed to be out of scope.
Harold Kerzner
The Traditional Project Management Methodology/Philosophy May Not Be Able To Tackle Some Issues And Risks In Construction Projects, Innovative Ideas Will Be Needed.
Amjad Alshabatat
Situational
Innovation
CREATIVE
ANALYSIS
SUCCESS
Innovative
IDEA
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Supervising Consultant’ Pm Shall Have A Proactive Role Not A Reactive Especially When The Project Is At Risk.
The Three Constraints In A Project: Scope, Cost, And Time
Time
Quality
Contractor
ClientConsultant
Main Constraints & Stakeholders
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Project’s Description Case Study
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Identifying Challenges , Issues , And Risks Related To The Project
1- Existence Of Nearby Concrete Reservoir Of One Million M³ Capacity Which Was The Main Supply Of The City& 90,000m3 Steel Reservoir, Approximately At 200m From Project Boarders. Heavy Blasting To Demolish TheRocky Mountain Was A Major Activity In The Project.
Concrete Reservoir Of One Million M³ Capacity
90,000m3
Steel Reservoir
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2- Low project management / EHS awareness.
Identifying Challenges , Issues , And Risks Related To The Project
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3- Diverse Cultures
Identifying Challenges , Issues , And Risks Related To The Project
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4- Heavy Population In The City Of Makkah Approximately 2 Million Which Increases To Around 4 MillionDuring Pilgrimage Season, And Access’ Constraints, Created Logistics Complexity & Reduced Work Timing.
Identifying Challenges , Issues , And Risks Related To The Project
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5 -Technical Challenges
Identifying Challenges , Issues , And Risks Related To The Project
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Areas Of Innovation
Change Management
Value Engineering
IT Program
Communication Management
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Communication Management
Amjad Alshabatat
X+Y+Z=D
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Change Management
“ To improve is to change, to be perfect is to change often” Winston Churchill
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Change Management
Unfreeze Change Freeze
Amjad Alshabatat
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Course of Actions, as per Lewin’s Change Process :
Amjad Alshabatat
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I have added and imbedded in this theory what I called
(Shock-Negative and Shock-Positive)
Before and during the unfreeze stage,there should be an explanation about thecurrent status and its negative impacts,this shall come as a shock to prepare them(client and contractor) for the unfreezestage, without this shock the change willnot start. The shock will come with clearevidences that the current approach willlead to a disaster which will be one of itsimpacts not achieving the project’s target.
During and after the Freeze stage, withevidences that this new approach hasvery positive impacts on the project andon other projects if applied.These two shocks have been explainedand presented during meetings,presentations and lectures I presented.
Shock-Negative Shock-Positive
Amjad Alshabatat
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The Software Program
The challenges such as the need to have exact information,how to recover the completion plan, and the difficulties to usethe available software in the market motivated me to create aneasy software program to steer, monitor and control most ofthe project’s activities.
Amjad Alshabatat
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Main Screen
1
Shows Monitoring AndControlling The Project In TermsOf Planned Progress And ActualProgress As Well As The ElapsedTime Of The Project
Amjad Alshabatat
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Project Resources
Amjad Alshabatat
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Time-Recovery
2
Shows The Recovery Process Of The Project Based On The Available Resources As Well As Their Production Rate
Amjad Alshabatat
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Quality Control
3
Shows Storing And Retrieving Processes For Main Documents Of The Project
Amjad Alshabatat
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Tanks’ Design
4
The Design’s Calculations Of Tank In Terms Of Number Of Shells, The Thickness Of Shells, And Annular Ring Based On API 650 Standard.
Amjad Alshabatat
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Major Impact: Delay
Activities’ DurationsShall Be Reduced
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Value Engineering(Analysis)
Value = Function / Resources
• Information Phase
Activity Initial duration Updated duration Action
X A A’
Y B B’
Z C C’
Many Of The Activities Have Been Squeezed, But One Of Them Which Deserve To Be Highlighted Is The Disposal Of The Excavated Rocks To The Dumbing Area
• Function Analysis Phase
• Creative Phase
• Evaluation Phase
• Development Phase
• Presentation Phase
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• Contractor Plan was to use 30 Trucks, where a Truck can Accommodate Approximately 20 m3/trip, Hence a Maximum
Total of 4,800 m3/day (8 trips per day based on geography & traffic analysis) can be Transferred/day.
• This Activity Alone May Take Almost 208 Days (One Million m3 of Rock) to Complete the Dumbing.
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• Nearest Dumbing area was almost 10km away from the Site Premises
Dumping Area
منى
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Riprap
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Please don´t forget to collect your
CPD certificate during the event
from any of theCPD collection
points.
THANK YOUfor attending the presentation
ORGANISED BY