ENGINEERING COLLEGE CIVIL ENGINEERING DEPARTMENT GE 402

by: Suleiman Al Jameeli Group: 3

Submitted to:

Prof . Tomas Ucol Ganiron Jr

This presentation provides an introduction to project execution process, PM responsibilities and principles of risk management. In this subject will give so many information which can be helpful for engineers especially for civil engineers- and it helpful for you working live .

Purpose : To develop or purchase the product or service that the project was commissioned to deliver based on Project Management Plan

Activities in this group are: Direct and Manage Project Execution Perform Quality Assurance Acquire Project team Develop Project Team Information Distribution Request Seller Responses Select Sellers

In early phases, this is undertaking the actions required to complete the deliverables maybe the business case, or the user requirements. In later phases this becomes the biggest process, where the major project outcomes are developed and delivered. Assigning resources, communication and quality assurance are major parts of this process group.

 The

Project Manager needs to provide managerial guidance to human resources, subordinates, and others ( including subcontractors) that will result in their effective, timely work

Project risk management does not deal with future decisions, but with the future of present decisions. With apologies to Peter Drucker

Risk Breakdown Structure Risk Management

Identification

Mitigation

Technical

Legal

Response System

Data Applicatio ns

External Expected but uncertain

Internal not Technical

Impact Analysis

Response Planning

External Unexpected

Subject to Certainty

Responding to risks Monitoring Risks

Mitigate

Reduce the likelihood Reduce the impact

Change your approach Address indirectly via general reserve

Avoid

Accept

Procurement (transference) Contingency planning Insurance Reserves

Mitigation actions almost always affect the work, the budget, and the schedule!

Procurement (transference):

When and why? Examples?

When and why? Examples? When and why? Examples?

Contingency planning:

Insurance:

Specific reserves a segregated budget item used to address identified risks:

Also called contingency reserve Under control of the project manager

General reserves a segregated budget item used to address unidentified risks:

Also called management reserve Cannot be used without special permission

Total Cost

Activity Budgets

Reserves

Baseline

Specific Reserves

General Reserves

Total Cost

Activity Budgets
Hidden Reserve Baseline

Visible Reserves = 0

Cumulative Values

General cost reserve General schedule reserve

Actual Cost

Scheduled Cost Earned Value

Time

Scope changes Change management Inflation Price/cost variances Estimating uncertainty

Staff turnover Start-up problems Workarounds Weather Claims

F (9) A (6) H (8)

M (8)

Start

Q (10)

Target

?
B (9) L (17)
Promise

Estimating error one standard deviation Merge bias 10-15% of critical path General reserve and specific reserves use historical results

Taking into account risk management helps to avoid problems when they occur and reduce the harm and the work force is less sharply

At the heart of implementation must be focused on executing process, because it is the basis for the completion of the project The Project Manager is a guidance to project. Risks are always in the future. You can never eliminate all risk. Focus your attention on the most severe risks.