Project Management Overview

Organizational
“drivers”
Project driven or Non Project
driven

Marketing Engineering Manufacturing

Department of Transportation
 GET THE JOB DONE!

Meet or exceed customer and stakeholder expectations

 Overlapping Disciplines
for Successful Project Delivery
Project Management
Body of Knowledge

Application Area
Interpersonal Knowledge,
Skills Standards, &
Regulations

General Understanding
Management the Project
Knowledge & Environment
Skills
Engineering
 Project
Management

TOOLS  Executive Order

Project Management On-Line Guide
 Executive Order

Further direction given to:

• Executive Managers
• Project Managers
• Project Team Members
• Specialty Groups
 “Project”

A temporary file undertaken

to create a unique product
or service.
 “Trade Off” Triangle”

PROJECT
e)

BU
im RISK

DG
(T

E
E

T
UL

(C
ED

os
LI T
H

t)
Q U
SC

SCOPE (Requirements)
 How are Scope, Schedule,
and Budget linked?

Which Comes First?

BU
LE

DG
DU

ET
HE
SC

SCOPE

Prioritize, Optimize, Accept

 The Project Team

Manager Manager

Project
(Project Manager)
Manager Manager

Manager Manager
Manager
 Stakeholders

$ponsor

Project
Manager

Managers

Project Team Members

 Project TO
(Organization Breakdown Structure - OBS)

$ponsor
Sr. Mgmt.

$
Q R Project 
Manager Manager
S

Team Team
Member Member
 Project Management Process
Initiate Plan Endorse •Project Team Commitment
& Align the Work the Plan
•Management Endorsement

•Project
Description •Work Breakdown
•Team Mission/ Structure (WBS) /
Assignment Master Deliverables Work Transition
List (MDL) the Plan & Closure
•Major Milestones
•Task Planning &
•Boundaries Scheduling
•Team •Managing Scope, •Implement
•Budget Schedule & Budget Transition Plan
Identification
•Risk Planning •Manage Risks •Review Lessons
•Roles &
Responsibilities •Communication •Manage Change Learned
Plan •Reward &
•Measures of •Communicate
Success •Change Recognize
Management Plan • Progress
•Operating •Archive
•Quality (QA/QC) • Issues
Guidelines
Plan • Lessons
•Transition & Closure Learned
Plan

Continuous Communication
 Schedule Building Blocks
1. Team Mission Statement
2. Work Breakdown Structure
3. Task Planning & Analysis
4. Precedence or Network Diagram
5. Resource loaded schedule
6. Resolve resource conflicts & risk
7. Endorsement & Commitment
 “Top-down” estimate approach
(Analogous Estimating - based on
previous project experience)
Uncertainty

Time
Schedule & Budget Development
Use an interdisciplinary team approach
Project Performance Baseline

Work
Breakdown Risk
Structure Planning
(WBS)

Task Planning
Budget
& Scheduling
 Project Management Plan
Project
Project Management Plan
Performance (including Initiate &
Baseline Align
documentation)
Change
Management Plan

Quality Plan
(QA/QC)

Communication
Plan

Transition &
Closure Plan
Managing Project Delivery

“Initiate & Align”

+ 10% of
“Plan the Work” Project effort
“Endorse the Plan”

+ 90% of
“Work the Project effort
Plan”
 Active
Project Management
Regular comparison of
“Planned”
(activities, accomplishments, costs, etc)
with
“Actuals”
(activities, accomplishments, costs, etc)
Construction Engineering
and Project Management
(CEPM)

An Equal Opportunity
University
 Sections
• Introduction to Construction Industry
• Personal Background
• CEPM Curriculum and Research
• Construction Engineering Career Paths
• Questions

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University
 Construction Project Participants
• Owner
– The Public Owner
– The Private Owner
• Architect/Engineer (A/E)
• Prime Contractor (General Contractor)
• Sub Contractor (Specialty Contractor)

• Regulators (Banks, Insurance, Inspectors, etc.)

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University
 Professional Experience
• Project Engineer
– Bid solicitation
– Document control
– Site layout
– Quality control
– Estimating
– Scheduling
– Safety Inspections
– Pre-construction services

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University
 Projects

Biological Pharmaceutical
An Equal Opportunity
Complex Building, Lexington, KY
University
$134M
 Construction Engineering Career
Paths - Industry

• Project Engineer • Project Manager • Vice President

• Safety Engineer • Lead Safety • Senior Project
• Estimator Engineer Executive
• Lead Estimator • Senior Safety Director
• Senior Estimator

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 Bridge: Things to Consider
• Maintenance of traffic
• Laydown area(s)
• Materials management

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University
The Engineering Design Process

 Creative process

 Problem solving – the big picture

 No single "correct" solution

 Technical aspects only small part

30
Elements of Design the Process

 Problem Identification
 Research Phase
 Requirements Specification
 Concept Generation
 Design Phase
 Prototyping Phase
 System Integration
 Maintenance Phase
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Problem Identification and
Requirements Specification

32
Needs Identification

 What is the Problem?

1. Collect information
2. Interpret information
3. Organize needs
4. Determine relative importance of needs
5. Review outcomes and process

33
Requirements Specification

 Identifies requirements design must

satisfy for success

1. Marketing requirements
 Customer needs
2. Engineering requirements
 Applies to technical aspects
 Performance requirements

34
Example Engineering
Requirements
 Performance and Functionality

 Reliability

 Energy

35
Concept Generation and
Evaluation
 Explore many solutions
 Brainstorm
 Select the best solution
 Based on needs and constraints
 Creativity
 Development of new ideas
 Innovation
 Bringing creative ideas to reality

36
Strategies to Enhance Creativity

 Lateral thinking
 Question
 Practice
 Suspend judgment
 Allow time
 Think like a beginner
37
Design Considerations

1) WORST CASE DESIGN

 Component variation

 Environmental conditions

 Use computer simulations

38
Design Considerations

2) RELIABILITY

39
Design Considerations

3) SAFETY
identify failure modes
provide protection

4) TEST
design for ease of test

5) PRODUCTION/MANUFACTURING
consider ease of assembly

40
Design Group (Team)

 Engineering projects require diverse skills

 This creates a need for group (team) work

 Select members based on skills

1. Technical
2. Problem-solving
3. Interpersonal

41
Design Group (Team)

 Develop decision making guidelines

1. Decision by authority (leader)

2. Expert Member
3. Average member opinion
4. Majority

42
Design Group (Team)

 Teams that spend time together tend to be

successful teams
 Respect each other
1. Listen actively
2. Consider your response to others
3. Constructively criticize ideas, not people
4. Respect those not present
5. Communicate your ideas effectively
6. Manage conflict constructively

43
Project Management

 Define for each activity

1. Work to be done
2. Timeframe
3. Resources needed
4. Responsible person(s)
5. Previous dependent activities
6. Checkpoints/deliverables for monitoring
progress
44
Project Communication

Focus on needs of specific audience

 Who?
 level of knowledge
 their motivation – needs

 Why?
 to persuade
 to inform
45
Oral Presentations

 Tips
 Prepare – practice, practice, practice
 Eye contact with entire audience
 Avoid too much information
 Meet time constraints
 Look and act professionally
 Use visuals effectively

46
Oral Presentations

 Slides
 Use a large font, 24 pt or more
 Avoid more than 4 or 5 bullets per page
 Avoid fancy graphics that add no value
 Group slides for major points (top-down)
 Avoid reading slides

47
 Project Lifecycle

Cost and
Intermediate
Staffing
Phases (one
level
or more) Final
Initial
Phase Phase

Time
Start Finish

Milestones :
• defined state of the project
• decision point
 Project scope
management

Definitions
Project scope management
Time, quality, cost
Human resources management
Information management
Risk management
 Monitoring Project scope during the project

Overquality
Specifications What has been
realised

Errors in Waste
specifications

Adequate
Quality
Happy
hazard

Court circuit
Unsatisfaction
Customer’s Needs
 Project time management

• relationships between activities : Logical Relationship

Activity A Activity B
 Project time management

• Network Logic Diagram

A B E
Start
Finish
D F
C

B
A E
Start Finish
C F
D

Arrow diagramming method ; activities are shown as arrows

 Project Cost management

• cost management includes the following processes

Resource planning - Cost estimating - Cost budgeting - Cost control
Cumulative
values M€
Total budget
of the project
Initial Final
Phase Phase

Intermediate Phases
(one or more)

Time
Start Finish
Curve of cost baseline
 Project quality management

Quality management applies to :

- project activities
- and project results (deliverables, components)
to fulfil quality objectives.
The Deming Cycle
PLAN: Design or revise business process
components to improve results
DO: Implement the plan and measure its
performance
CHECK: Assess the measurements and
report the results to decision makers
ACT: Decide on changes needed to improve
the process
 Human resources
management

Definitions
Project scope management
Time, quality, cost
Human resources management
Information management
Risk management
 Subcontracting management

Sub-contracting requires internal resources

for negociation and control.
Do not confuse : a subcontractor is not a partner
Information
management
 ENTREPRISES INFORMATION SYSTEMS

Commercial Logistics Production Quality Maintenance

Marketing Design Industrialisation Quality assurance

 Engineering at communication situations
Slides-conference

Time

Project location
 Information System

Organisations

Task 2
Task 3
Task 1
Tasks, processus
Files and Documents

Systems ?
Risk Management
 What is risk ?

Project risk is an uncertain event or condition, that,

if it occurs, has a positive or a negative effect on a
project objective (cost, time, quality).

A risk has a cause and, if it occurs, a consequence.

In risk management, probability and impact

(severity) of the risks are considered.
  Explain quantitative risk analysis and how to apply
decision trees, simulation, and sensitivity analysis to
quantify risks
 Provide examples of using different risk response

planning strategies to address both negative and

positive risks
 Discuss how to control risks
 Describe how software can assist in project risk

management

Information Technology Project

Management, Eighth Edition 63
  Project risk management is the art and science of
identifying, analyzing, and responding to risk
throughout the life of a project and in the best
interests of meeting project objectives

 Risk management is often overlooked in projects,

but it can help improve project success by helping
select good projects, determining project scope,
and developing realistic estimates

Information Technology Project

Management, Eighth Edition 64
 Methodology
 Roles and responsibilities
 Budget and schedule
 Risk categories
 Risk probability and impact
 Revised stakeholders’ tolerances
 Tracking
 Risk documentation

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 Several studies show that IT projects share some
common sources of risk

 The Standish Group developed an IT success

potential scoring sheet based on potential risks

 Other broad categories of risk help identify potential

risks

66
 Market risk

 Financial risk

 Technology risk

 People risk

 Structure/process risk

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 SWOT analysis (strengths, weaknesses,
opportunities, and threats) can also be used
during risk identification

 Helps identify the broad negative and positive

risks that apply to a project

68
 Sensitivity analysis is a technique used to show
the effects of changing one or more variables on an
outcome
 Many people use it to determine what the monthly

payments for a loan will be given different interest

rates or periods of the loan, or for determining break-
even points based on different assumptions
 Spreadsheet software, such as Excel, is a common

tool for performing sensitivity analysis

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PROJECT LIFE
CYCLE AND
OBJECTIVES
 PROJECT MANAGEMENT LIFE-CYCLE

 1. Initiation
 2. Planning
 3. Executing
 4. Closure
 INITIATION OF A PROJECT
 1. Create an idea
 2. Identify the project vision and objectives

 3. Define the complete scope of the project

 4. List all of the critical project deliverables

 5. State the customers and project stakeholders

 6. List the key roles and their responsibilities

 7. Create an organizational structure for the project

 8. Document the overall implementation plan

 9. List any risks, issues and assumptions

 10. Appoint the project team

 11. Set up the project office

 12. Perform a phase review

 PLANNING OF A PROJECT

 1. Create a Project Plan

 2. Create a Resource Plan

 3. Create a Financial Plan

 4. Create a Quality Plan

 5. Create a Communication Plan

 6. Create a Risk Plan

 7. Contact the Supplies

 GOALS OF THE PROJECT

Goal is the desired result of an activity, which may be

achieved within the limits of a certain time interval.
 GOLD RULE OF PROJECT
MANAGEMENT

Goals must have a clear meaning. The

results obtained in achieving a goal must be
measurable, and the established constraints and
requirements, must be feasible, that is, goals must be
within the field of acceptable solutions of the project
 DETERMINING A GOAL
Determining the goal is regarded as a creative process,
can be divided into a number of certain procedures:
 determining the goal indicators,

 determining possible goals of the project,

 describing the goals of the project

Determining the goal indicators can be carried out on the

basis of:
•requirements of the project,
•the goals of the enterprise in which the project is being
executed,
•the study of the enterprise environment
 For determining the project goals, both
individual and group methods are used. Since a search
for the goal is a creative process, there are no strictly
regulated approaches.
Determining feasible project goals must be
clearly stated and described. The description of the
project goals must, in essence, become a documented
agreement of the main sides about the project goals.
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