PROJECT MANAGEMENT

UNIT – 5

9th Aug 2013

Contents

 Definition
 Introduction to Project Management
 Evolution of Project Management
 Today’s Scenario - Fields in Project Management
 Function of Project Management
 Role of an Architect in Construction
 Benefits in project management for architects
 Lifecycle of Project Management
 Process of Project Management
 Others
 Course Objective
Project

What is a Project?
Projects are unique, transient endeavours undertaken to achieve a desired
outcome.
The definition of a project identifies two of the key features:
Uniqueness
Projects are separate to business-as-usual activities, requiring people to come
together temporarily to focus on specific project objectives. As a result, effective
teamwork is central to successful projects.

Transience
A project has a specific start and end point and is set up to meet specific
objectives, to create a specified result, product or service.
 Project Management

What is project Management?

At its most fundamental, project management is about people getting things done.

Project management is the process by which projects are defined, planned,

monitored, controlled and delivered such that the agreed benefits are realised.
Projects bring about change and project management is recognised as the most
efficient way of managing such change.(APM, 2011)
Project management focuses on controlling the introduction of the desired change. This
involves:
• Understanding the needs of stakeholders.
• Planning what needs to be done, when, by whom, and to what standards.
• Building and motivating the team.
• Coordinating the work of different people.
• Monitoring work being done.
• Managing any changes to the plan.
• Delivering successful results.
Project Management
Evolution of Project Management

 It can be conjectured that the history of project management goes back to

the time of the pharaohs and the construction of pyramids of Giza or to the
Qin dynasty and the Great of China
 Contemporary project management has its roots in the 1950s and 1960s
although Henry Gantt, widely recognised as the father of planning and
control techniques and his eponymous bar chart in the early 1900’s and
Gantt Charts were used during World War 1 to reduce the build- time of
cargo ship.
Evolution of Project Management

 The concept of project management was after its introduction, mainly used
by the construction industry due to the temporary nature of its projects.

 Two forefathers of project management are Henry Gantt, called the father
of planning and control techniques, who is famous for his use of the Gantt
chart as a project management tool.
Today’s Scenario - Fields in Project
Management

With the advent of the new millennium, project management is increasingly

seen as part of the general management too and its techniques are
deployed across all sectors of business and all types of project.

 IT
 Construction Industry
 Retail
 Healthcare
 Mining
Function of Project Management

A list of functions carried out by project managers:

 Establishment of the client’s objectives and priorities.
 Design of the project organisation structure.
 Identification of the way in which the client is integrated into the project.
 Advice on the selection and appointment of the contribution to the project
and the establishment of their teams of reference.
 Translation of the client’s objectives into a brief for the project team and its
transmission.
 Preparation of the programme for the project.
 Activation of the framework of relationships established for the contributors.
Function of Project Management

 Establishment of an appropriate information and communication structure.

 Convening and chairing meetings of appropriate contributors at all stages.
 Monitoring and controlling feasibility studies, design and production to
ensure that the brief is being satisfied, including adherence to the budget,
investment and programme plans.
 Contribution to primary and key decisions and to making operational
decisions.
 Recommendation and control of the implementation of a strategy for
disposal or management of the completed project, including commissioning
the building and advising on arrangements for running and maintaining it
when completed.
 Evaluation of the outcome of the project against its objectives and against
interim reports including advice on future strategies.
Role of an Architect in Construction

 list of functions it is clear that the design manager (architect) and project
manager are clearly different roles, demanding quite different skills and
abilities.
 There are, however, overlaps between the project manager and architect,
best accommodated by integrating both disciplines within the same
professional service firm
 Collation of client/business requirements

 Design co-ordination

 Implementation.
Benefits in project management for architects
Why should an architect understand Project management?

 Client/ stakeholders have an informed view of what the project will entail,
at the onset. There are clearly defined policies, objectives and instructions
for every element of the project from start to finish.
 Clients benefit from assigning the ultimate responsibility to the project
manager.
 An effective project manager is more likely to deliver the project
successfully- i.e with good leadership, the project is kept on track with
respect to time, cost and quality.
 Effective project management ensures effective risk management.
Benefits in project management for architects
Why should an architect understand Project management?

 Effective project management ensures value for money.

 Coordination is one key aspect of project management which is beneficial
to the team as a whole
 A project manager with a sound knowledge of the relevant tools and
techniques of PM is likely to introduce change with maximum efficiency and
effectiveness
 In planning, monitoring and controlling a project, Project management
focuses attention on cost, time, quality/performance and their trade-offs in
such a way as to effect optimum efficiency and effectiveness.
Need for Project Management in Construction
Industry
 All the work that has to be done to achieve the time, cost and quality
objectives defines the project scope. The scope can change over time, and it
is the project manager’s responsibility to ensure the project will still deliver
its defined benefits.

 A project manager must maintain focus on the relative priorities of time, cost
and quality.
 Cost
 Quality
 Time
Lifecycle of Project Management

Initiate Design & Plan

Execute

Post Review Handover

Process of Project Management
A Clinical Approach to Project Management

1. Identify Project Objectives and Constraints

2. Maintain and update Risk Register to capture
RISK Project risks along with mitigation strategies
3. Structured escalation matrix for high-level risks

1. An “initiation schedule” created to set the momentum

2. A combination of progress schedules tracked
SCHEDULE closely to understand the current and planned
positions

1. Devise Quality Plan and Safety Plan document

with target parameters
QUALITY & SAFETY 2. Periodic quality & safety reviews to review
compliance and minimum requirements respectively

1. Keep overall costs within approved project budget

by strictly monitoring expenditure
COST 2. Conduct Value Engineering (VE) workshops to
devise alternate methodologies to reduce costs
3. Regular financial reporting through Prolog
Initiate

 Find out the requirements of the Client (objective of the client)

 Understand the environment of the projects and the variables
 Define the Scope of the Project, agree with the client etc
Plan

 Prepare a project Charter

 Develop a Project Management Plan
 Create a Work Breakdown Structure
 Resource Allocation
 Things to Consider while Planning Projects

 Resource Availability

 Health and Safety of Personnel the Workplace

 Environmental Safety

 Reduction of Time

 Minimisation of Cost
 Execute
 Implementation of project plan with the agreed cost , time and
quality.
 Change management, cost management etc
 Monitor and Control
 Schedule
 Risk management
 Closing process
 Handover of the project with achieved objectives & deliverables e.g
commercial & technical handover.
Who is a good Project Manager?

 Leadership skills
 Motivation skills
 Decision maker
 Teambuilding
 Forecast and plan
 Manage risk
 Effective control of resources.
Indian Project Management Companies in the Market
 DTZ
 CBRE
 JLL
 Turner & Townsend
 Design & Build firms.
 Cushman & Wakefield

 Project Management Schools in India

 NICMAR
Tools and Techniques

 Project management Softwares ( Primavera, Microsoft project plan,

pertmaster etc )
 Templates for individual deliverables ( 5 phases of the project)
 Regular Meetings
Why this Subject?
(Objective)

 To understand Traditional Management System – Grant chart, Bar Chart,

PERT, CPM, WBS etc
 Skills – soft & hard skills
 Programming, Network Techniques
 To Establish a relationship between Project Cost and Project Planning
 Application of Software’s in Planning of Simple Projects