INTRODUCTION
CONSTRUCTION • For many civil engineers, project management
PROJECT AND MANAGEMENT is an activity in which the end result is the rise
of an edifice that is very clear for everyone.
• Project management is not only limited to
infrastructure. There are a lot of activities in
which project management skills will be needed
even when there is no infrastructure to rise
PART 1: PROJECT MANAGEMENT
PROJECT AND PROJECT
MANAGEMENT
INTRODUCTION WHAT IS PROJECT?
It is a temporary endeavor designed to produce a
unique product, service or result with a defined
beginning and end
WHAT IS PROJECT MANAGEMENT?
• What is Project Management;
It is the discipline of initiating, planning, executing,
• Importance of Project management controlling, and closing the work of a team to achieve
• The role of the project manager specific goals and meet specific success criteria
• Keys to successful projects
• Managing the Sub-Contractors
• Managing the Project
PROJECT AND PROJECT
MANAGEMENT
The application of knowledge, skills, tools and
techniques to project activities to meet project
requirements
Organizing and managing resources so the
project is completed within defined scope,
quality, time and cost constraints
PROJECT AND PROJECT PROJECT AND PROJECT
MANAGEMENT MANAGEMENT
The very first thing you learn in project In summing up, project management requires
management is to control the following: an exercise of
TIME
COST SCOPE
IMPORTANCE OF IMPORTANCE OF
PROJECT MANAGEMENT PROJECT MANAGEMENT
• Project management is an important
activity because in civil engineering, failure
is not an option
• Failure of management, specifically
construction management results in the
following:
• Loss of Capital
• Cost Overruns
• Lost Opportunities
• Loss of Confidence
IMPORTANCE OF IMPORTANCE OF
PROJECT MANAGEMENT PROJECT MANAGEMENT
Why do projects fail? Why do projects Succeed?
• Clear Project Objectives and Assumptions
• Full commitment to project objectives
• Inclusion of various stakeholders interest
• Empowered project manager
• Commitment to project schedules
• Full monitoring and proper communication is in place
• Identification of possible risks
• A comprehensive feedback mechanism is in place
• Organized approach in handling risk and proper
adjustment are made
• Availability of funds
IMPORTANCE OF IMPORTANCE OF
PROJECT MANAGEMENT PROJECT MANAGEMENT
IMPORTANCE OF IMPORTANCE OF
PROJECT MANAGEMENT PROJECT MANAGEMENT
IMPORTANCE OF ROLE OF THE PROJECT MANAGER
PROJECT MANAGEMENT
It is very obvious that in
any project, someone is
always in charge.
In project management,
leadership is personal.
ROLE OF THE PROJECT MANAGER
In order for a project to
succeed, the following
In order to be effective, a must be RECALLED
project manager must
possess the following skills.
Program area knowledge, •PLAN
standards, and regulations •LEAD
Understand the project
environment •COMMUNICATE
General management KEYS TO
•MANAGE
skills (budgeting, SUCCESSFUL
scheduling)
Communication skills
PROJECTS
Interpersonal skills
LEAD
PLAN • Ensure strong, committed
• Identify all stakeholders up front! management support
• Develop the project plan before • Connect the client’s goals to the
starting the project project (design)
• Establish communications • Assign experienced personnel
protocols • Establish clearly defined directions
KEYS TO • Define your requirements in detail KEYS TO • Be proactive
SUCCESSFUL • Establish a speedy conflict • Give the designer and
SUCCESSFUL client/consultant a seat at the table
resolution process
PROJECTS PROJECTS • Set clear performance expectations
• Make contingency plans
• Plan a reasonable roll-out • Ask for technical assistance
schedule • Do not commit a turn over date until
all testing are completed
Manage
Communicate
• Ensure the system design reflects
• Communicate objectives sound planning
frequently • Hold the reins on irrational
• Recognize different exuberance!
perspectives • Ensure the project design reflects
KEYS TO • Check assumptions frequently KEYS TO the things you or your client need
• Manage expectations and can afford at this point in time
SUCCESSFUL SUCCESSFUL
• Share success and broadcast • Train all staff in a timely fashion
PROJECTS PROJECTS • Initiate a stringent quality control !
achievements
• Make the most of your MEAGER
• Invite feedback resource
MANAGING THE SUB MANAGING THE SUB
CONTRACTORS CONTRACTORS
• A typical construction project consists
of several disciplines that may not be
necessarily within the bounds of Civil
Engineering • For higher level projects it would be
Given the full knowledge of various inevitable that project managers will
project scopes the following deal with consultants, who
professions will be encountered: represent the interest of the project
• Architects owners and often represents them
• Civil Engineers in many meetings.
• Electrical Engineers
• Mechanical Engineers
• Sanitary Engineers / Master Plumber
• Electronics Engineers
MANAGING THE SUB MANAGING THE SUB
CONTRACTORS CONTRACTORS
• Don’t “marry” the contractor
• Trust but question
• Enforce the terms of the contract • Their bottom line is the bottom line
and meet the requirements of the • Your bottom line is a working system
• Nothing is ever free
project • The end product is only as good as
your requirements
MANAGING THE SUB MANAGING THE SUB
CONTRACTORS CONTRACTORS
Provide Performance Feedback
• Build performance reviews into the • Successful project management is
contract
delivering a quality product that
• Be clear and specific
• Be timely meets the customer’s requirements
• The PM is ultimately accountable for within time, scope, and budget.
the project
MANAGING THE SUB MANAGING THE PROJECT
PROJECT MANAGEMENT
CONTRACTORS POTHOLES
PM Triple Constraints
TIME • Giving away the farm
• Giving the sub contractor
too much control,
responsibility, or authority
COST SCOPE
Manage these or they will
manage you!
MANAGING THE PROJECT MANAGING THE PROJECT
PROJECT MANAGEMENT PROJECT MANAGEMENT
POTHOLES POTHOLES
Being a Sugar Daddy
• Not managing scope creep
BEWARE OF SCOPE CREEP!
But what is it?
MANAGING THE PROJECT MANAGING THE PROJECT
PROJECT MANAGEMENT PROJECT MANAGEMENT
POTHOLES POTHOLES ASK THESE
QUESTIONS!
Gradual, progressive increase in the project’s
scope that is not noticed immediately • Is it a must?
Occurs when additional requirements result in • Can the owner/client do
the job without it?
scope change and can cause cost and schedule
• Does it contribute to the
overruns
viability of the project?
• Does it add value to the
project?
• Is it worth the additional
cost?
MANAGING THE PROJECT MANAGING THE PROJECT
PROJECT MANAGEMENT BUDGET/COST MANAGEMENT
POTHOLES
KEEPING • Monitor project spending
• When a variance occurs, determine the cause
CONTROL • Change the execution of the project, reduce
scope, or submit an APDU
OF THE • Prevent unapproved changes to the project
BUDGET
MANAGING THE PROJECT MANAGING THE PROJECT
Project Management Reporting Project Management Reporting
• Establish reporting requirements upfront Focus on the Entire Project
• Include the good, the bad, and the ugly • Report?
• Be brief but accurate • What report?
• Management really does want to know! • What is a report?
MANAGING THE PROJECT
Project Management Reporting
You snooze, you lose
Not obtaining prior approval