TOPIC 3
INTRODUCTION TO
PROJECT
MANAGEMENT
LESSON OUTCOMES (LO)
At the end of this module, students should be able to understand and explain:
The definition and concept of project management.
The objective of project management.
The key indicators in defining a successful project.
DEFINITION & CONCEPT
VARIOUS PROJECT DEFINITONS
A project is a unique venture with a beginning and an end, conducted by people
to meet established goals within parameters of costs, schedule and quality.
Buchanan & Boddy (1992) p.8 - Take the Lead: Interpersonal Skills
for Project Managers
A project is a set of people and other resources temporarily assembled to reach a
specified objective, normally with a fixed budget and with a fixed time period.
Projects are generally associated with products or procedures that are being done
for the first time or with known procedures that are being altered.
Graham (1995) pp 1-2 - Project Management
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DEFINITION & CONCEPT
VARIOUS PROJECT DEFINITONS (CONT)
A project is an organized work towards a pre-defined goal or objective that requires
resources and effort, a unique (and therefore risky) venture having a budget and
schedule, requires a temporary organization and is not permanent in nature.
Zulkiflee Yusof (2002) - Project Management
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DEFINITION & CONCEPT
PROJECT CHARACTERISTICS
Project is a unique undertaking
Projects have specific objectives (or goals) to achieve
Projects require resources
Projects have budgets
Projects have schedules
Projects require the effort of people and measures of quality will apply
Projects require temporary organization
Projects are not permanent in nature
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DEFINITION & CONCEPT
VARIOUS PROJECT MANAGEMENT DEFINITIONS
Project management can be defined as planning, directing, leading, coordinating
(scheduling), and controlling all resources (manpower, materials, machines, capital
and money) to meet the technical, costs and time constraint factors of the project.
(Davis, Aquilano and Chase, 2006) - Fundamentals of Operations Management
Project management is defined as the overall planning, control and coordination of a
project from inception to completion aimed at meeting a client’s requirement.
(ensuring completion on time, within cost and to required quality standards).
(Chartered Institute of Building (CIOB),U.K.)
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DEFINITION & CONCEPT
VARIOUS PROJECT OR CONCLUSIVELY
MANAGEMENT
Project Management is
DEFINITIONS
both an Art & Science
The art and science of controlling people,
equipment, materials, money and schedule Mastering the science of
to complete on time and within approved Project Management
cost of the operation of building planned/ provides a foundation for
the Art of Leadership.
undertakings
(Oxford dictionary)
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DEFINITION & CONCEPT
VARIOUS PROJECT MANAGEMENT DEFINITIONS
Art encompasses:
Political and interpersonal skills
Making creative decisions
Knowing intuitively when to delegate works
The art of leadership embodies skills that are gain through experience,
sensitivity and a thorough knowledge of the Basic Science of
Management
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DEFINITION & CONCEPT
CONCEPT OF CONSTRUCTION PROJECT
MANAGEMENT
Below are the concepts of Construction Project Management:
There must be one person responsible for the project (PROJECT MANAGER).
There is an approved scope, budget and schedule for the project.
There is a project organizational chart showing authority and responsibilities
for all team members.
It must have a work breakdown structure (WBS) that divides the project into
definable and measurable units of work.
The project tasks are organized around the work to be performed.
The schedule and budget are linked to the scope of project.
There should be an explicit (clear and precisely expressed) operational work
plan to guide the entire work.
Note: A concept is an abstract idea as well as a Project is a unique undertaking.
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DEFINITION & CONCEPT
CONCEPT OF CONSTRUCTION PROJECT
MANAGEMENT (PROJECT MANAGER)
Essential skills of Project Manager
LEADERSHIP – able to stimulate actions, progress and change.
TECHNOLOGICAL UNDERSTANDING – have accurate perception of the technical
requirements.
EVALUATION and DECISION MAKING – ability to evaluate alternatives and make
informed decisions.
PEOPLE MANAGEMENT – able to motivate teams and have a constant personal
drive towards achieving project goals.
DESIGN and MAINTENANCE OF SYSTEM – able to demonstrate individual
competence and have a complete working knowledge of the internal
administration of the project.
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DEFINITION & CONCEPT
CONCEPT OF CONSTRUCTION PROJECT
MANAGEMENT (PROJECT MANAGER)
Essential skills of Project Manager (cont)
PLANNING and CONTROL – constantly monitoring progress against plan and
taking necessary corrective actions
FINANCIAL AWARENESS – proficient in Risk Management and have broad
financial knowledge.
PROCUREMENT – understanding the basics of Procurement and able to develop
the Procurement strategy for the project.
COMMUNICATION – able to express themselves in a clear and unambiguous
way in SPEAKING and WRITING.
NEGOTIATION – able to understand the Contract and manage the Sub-
Contractors.
LEGAL AWARENESS – aware of the legal issues that could affect the project.
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DEFINITION & CONCEPT
CONCEPT OF PROJECT
MANAGEMENT (PROCESS INVOLVE)
A Process is:
“A Series of actions bringing about results”.
PLANNING EXECUTING
INITIATING
PROCESSES PROCESSES
PROCESSES
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CONTROLLING CLOSING
PROCESSES PROCESSES
DEFINITION & CONCEPT
CONCEPT OF PROJECT
MANAGEMENT (PROCESS INVOLVE)
INITIATING PROCESS (Definition stage)
Considers the necessary processes to assure that the project will be accomplished.
Defining the goals of the project to be achieved.
Defining the outcomes or accomplishments to be expected.
Defining the project design parameters and specifications.
A poorly defined project will lead to execution problems and may require costly
rectification work.
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DEFINITION & CONCEPT
CONCEPT OF PROJECT
MANAGEMENT (PROCESS INVOLVE)
PLANNING PROCESS
The planning process aims at planning the work scheme or program to achieve
the project objectives.
Involving defining the scope, formulation of execution strategies, sequencing of
activities and planning of resources required.
Note: all actions above are usually illustrated on the Master Work Programme.
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DEFINITION & CONCEPT
CONCEPT OF PROJECT
MANAGEMENT (PROCESS INVOLVE)
EXECUTING and MONITORING PROCESSES
Consists of coordinating people and resources to execute the plan and involves
quality and cost control procedures, information distribution and suppliers selection.
It is at the implementation stage that all the activities and actions take place.
Monitoring processes aim at assuring that the project objectives are achieved
through monitoring and appraisal of its progress, controlling project changes or
variations which may effect costs, quality and risks.
The sooner the problems, delay or changes are identified, the easier it will be for
the project manager to address them, adjust its course and meet the project
goals.
Note: Most of the executing and controlling activities will conducted as per
PQP or SOP provided by contractor with approval from consultants.
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DEFINITION & CONCEPT
CONCEPT OF PROJECT
MANAGEMENT (PROCESS INVOLVE)
CLOSING PROCESS
➤ Completion and hand over stage
At this stage, it is important to review the project’s performance on time, budget,
team performance, quality related problems and also to complete all the
necessary reports, audits and paper works.
(CCC + HO + LD + DC [as-built & etc.])
It will be beneficial to use this information to learn from the project and utilize
this information to ensure continual improvement in future projects.
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OBJECTIVES
WITH GOOD CUSTOMER RELATIONS
The objectives of
construction project
management is to
TIME COST
make sure that the
project completion on
time, within cost, RESOURCES
required quality of
standards and meets
the client’s needs and PERFORMANCE
requirements.
Overview of Project Management (Harold
Kerzner, 2006)
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OBJECTIVES
OVERVIEW OF PROJECT
MANAGEMENT (HAROLD KERZNER,
2006)
The objectives of figure is to show that project management is designed to
manage or control company resources on given activity, within time, within cost,
and within performance.
Time, cost and performance are the constraints on the project. If the project is to
be accomplished for an outside customer, then the project has a fourth constraint:
good customer relations.
Performance is sometimes replaced with quality.
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
A project must be defined in terms of time, budget or cost, quality and
performance specification of the project. These are the main four basic
performance indicators to measure the success of the project.
Nowadays, there are other performance measures such as safety, functionality
and satisfaction which are also included to measure the success of a project
through a set of Key Performance Indicators (KPI) (Chan and Chan, 2004).
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
Project success are related to project objectives; hence the Key Performance
Indicators to measure the success of a project are:
Costs
Time
Quality
Health and Safety
Environmental Performance
Profit and Commercial Value
Team Participation Satisfaction
User or Client’s Satisfaction
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
THE MAJOR PROBLEMS ENCOUNTERED
IN MANAGING PROJECT:
1. INADEQUATE RESOURCES
2. UNREALISTIC DEADLINE
3. UNCLEAR GOALS OR DIRECTION
4. TEAM MEMBERS UNCOMMITTED
5. INSUFFICIENT PLANNING
6. COMMUNICATION BREAKDOWN
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
According to Sariwati, Sodri and Ahmanul (2007), the success of a project is still
determined by these factors:
The project scope or work scope: The work must be done within the
prescribed work scope set by the customer and that the deliverables meet the
customers’ requirements or acceptance criteria.
The project cost: The project cost is based on a budget that includes cost
estimates associated with all the various resources that will be used to
accomplish the project. The cost of the project is the amount that the
customer is paying for the project and its deliverables.
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
According to Sariwati, Sodri and Ahmanul (2007), the success of a project is still
determined by these factors: (cont)
The project time schedule: The time schedule specifies when each activity
should start and finish. To achieve the project objectives, it is important to
develop the time schedule plan before the start of the project; and this plan
should include all work tasks, associated costs and time estimates to
complete all the activities till project completion.
Customer satisfaction: The main responsibility of a project manager is to
ensure that the customers are satisfied. A project manager must execute
good planning and communication skills to resolve problems, and to minimize
its impacts on the achievement of the project objectives and assuring
customer’s satisfaction.
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INDICATORS OF A SUCCESSFUL PROJECT MANAGEMENT
According to Sariwati, Sodri and Ahmanul (2007), the success of a project is still
determined by these factors: (cont)
Achieve the business objectives and smart goals: To create project goals, it
have to be specific, and measurable in terms of time and costs, achievable
where every team member agrees to these goals and realistic in terms of
costs, resources and time management.
Good management support with high commitment and active team
involvement throughout the phase of the project.
An experienced project manager with good leadership, communication and
human skills.
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SUMMARY
PLANNING
INITIATING
PROCESSES
PROCESSES
EXECUTING
PROCESSES
CONTROLLING
PROCESSES
CLOSING
PROCESSES
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ACKNOWLEDGEMENTS
Janidah Eman (UiTMPP)
Nur Muizzah Nawi (UiTMJ)
Muhammad Isha Ismail (UiTMP)
Noor Raifana Ab Rahim (UiTMJ)
REFERENCES
Chitkara, K. K. (2014). Construction Project Management. Tata McGraw-Hill
Education.
Harris, F., McCaffer, R., Edum-Fotwe, F. (2013). Modern Construction Management
(7th ed.). Wiley-Blackwell.
Knutson, K., Schexnayder, C. J., Fiori, C., Mayo, R. E. (2009). Construction
Management Fundamentals (2nd ed.). McGraw-Hill.
Peterson, C. (2013). The Practical Guide to Project Management. Bookboon.
Additional Notes:
Peterson, S. (2012). Pearson’s Pocket Guide to Construction Management.
Prentice Hall. Chapter 7: Introduction to Construction Management.
Introduction to Project Management
Project Management Handbook (2006)
CONTENT DEVELOPERS