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The document discusses the definitions and history of project management. It describes project management as the application of tools and techniques to manage all aspects of a temporary project according to time, cost, and quality constraints. Key aspects of project management include developing plans for scope, schedule, budget, quality, communication, risk, procurement and managing resources to achieve project objectives. The project manager is responsible for leading the project according to the project management plan and balancing the constraints of scope, schedule, resources, quality and risk.
The document discusses the definitions and history of project management. It describes project management as the application of tools and techniques to manage all aspects of a temporary project according to time, cost, and quality constraints. Key aspects of project management include developing plans for scope, schedule, budget, quality, communication, risk, procurement and managing resources to achieve project objectives. The project manager is responsible for leading the project according to the project management plan and balancing the constraints of scope, schedule, resources, quality and risk.
The document discusses the definitions and history of project management. It describes project management as the application of tools and techniques to manage all aspects of a temporary project according to time, cost, and quality constraints. Key aspects of project management include developing plans for scope, schedule, budget, quality, communication, risk, procurement and managing resources to achieve project objectives. The project manager is responsible for leading the project according to the project management plan and balancing the constraints of scope, schedule, resources, quality and risk.
mankind. Project management has a long history , but in its modern form its use for construction only extends back far as little as 30-40 years. Much of the earlier principals and practices of project management was developed in US. A number of definitions of the term PROJECT have been proposed, and some are presented below. 1.The Project Management Institute (PMI),USA , defines a project as a temporary endeavor undertaken to create a unique product or service. 2.The UK Association of Project Management defines a project as a discreet undertaking with defined objectives often including, time, cost and quality goals
3.The British Standards Institute(BS6079) defines a project as a unique set of coordinated activities , with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives with defined schedules, cost and performance parameters. From the above definitions , it may be concluded that a project has the following characteristics. 1.It is temporary , having a start to and a finish. 2.It is unique in some way. 3.It has specific objectives, 4.It is the cause and means of change. 5.It involves risk and uncertainty. 6.It involves the commitment of human, material, and financial resources. Definition of Project management stems from definition of a project and implies some form of control over the planned process of explicit change. 1.PMI defines Project Management as the application of knowledge , skills, tools,and techniques to project activities to meet project requirements 2.The UK Association or Project Management defines it as Planning Organization, Monitoring and control of all aspects of a project and the motivation of all involved to achieve project objectives safely and within agreed time, cost, and quality criteria. The BSI defines it as Planning, Monitoring, and Control of all aspects of a project and the motivation of all those involved to achieve the project objectives on time, and to cost, quality and performance The common theme is that the Project management is the management of change, but explicitly planned change, such that from initial concept , the change is directed towards the unique creation of a functioning system. In contrast ,General or Operation Management also involves the management of the change, but their purpose is to minimize and control effects of the change in an already constructed system. Project Management must look ahead at the needs and risks, communicate the plans and priorities ,anticipate problems, assess progress and trends, get quality and value for money, and change the plans if necessary to achieve the objectives. The needs of project management are dependent upon the relative size, complexity, urgency, importance, and novelty of project.
Project Management in Construction Industry may be defined as the overall planning ,coordination , and control of a project from inception to completion aimed at meeting a client's requirements in order to produce a functionally and financially viable project that will be completed on time, within authorized ,costs to the required quality standards. The Project management Body of Knowledge(PMBOK) is the sum of knowledge within the profession of project management. The PMBOK includes proven and traditional practices that are widely applied, as well as innovative practices that are emerging in the profession , including publish and un publish met erils.As a result following project management knowledge areas have been evolved.
1.PROJECT INTEGRATION MANAGEMENT: Describes the process and activities that integrate the various elements of project management, which are identified , defined,combined,unified and coordinated within the Project Management Process,. 2.PROJECT SCOPE MANAGEMENT. Describes the process involved in ascertaining the project includes all the work required, and only the work required, to complete the project successfully It involves Scope Planning, Scope Definition, Create Work Brake Down Structures(WBS),Scope Verification, and Scope Control project management process. . 3.PROJECT TIME MANAGEMENT. Describes the process concerning the timely completion of the project. It consists of the Activity definitions, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development and Schedule control project management process. 4.PROJECT COST MANAGEMENT. Describes the process involved in planning, estimating, budgeting and controlling of costs so that the project is completed within the approved budget. It consists of Cost Management process. 5.PROJECT QUALITY MANAGEMENT Describe the process involved in assuring that the project will satisfy the objectives for which it was undertaken.
It consist of quality planning, perform quality assurance, and perform quality control processes. 6..HUMAN RESOURCE MANAGEMENT. Describes the process that organize and manage the project team. It consists of Human resource Planning,Acquare Project Team, Develop Project Team, and managing the project team to achieve the final objectives.
7.PROJECT COMMUNICATION MANAGEMENT Describes the process concerning the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information It consists of Communication Planning, Information Distribution, Performance reporting. 8.PROJECT RISK MANAGEMENT: Describes the process concerned with conducting Risk Management on a project. It consists of Risk Management Planning, Risk Identification, Risk Analysis, Risk Response, and Risk Monitoring and Control the project.
9.PROJECT PROCUREMENT MANAGEMENT Describes the process that purchase or acquire products, services as well as contract management process. It consists of the Plan Purchases and Acquisitions, Plan Contracting, Select Sellers, Contract Administration, Contract Closure procedures. The Project Manager is the person responsible for accomplishing the project objectives. This means he is responsible for managing Project Life Cycle which defines the phases that connect the beginning of a project to the end.. Co mmon characteristics of Project Phases are: 1.Begining,Middle,and Ending. 2.Occur sequentially 3.Experince transfer 4.Vary by industry and project. Typical phases of a construction industry project are: 1.Inception or Feasibility Stage 2.Design and Contract Document Stage. 3.Construction Stage 4.Completion , handover and occupation stage.
The Project Management System is the set of tools, techniques, methodologies, resources and procedures used to manage the project. The Project Management Plan describes how the project management system will be used. By understanding of project management system elements required for a perticular project, project management plan is prepared by integrating the tools, tecniques,methodologies, resources and procedures used to manage the project. Project Management Plan includes: 1.Scope Management Plan: defines describes and verifies the project scope. 2.Schedule Management Plan: establishes the criteria for developing and controlling the project schedule. 3.Cost management Plan : establishes criteria to plan,structure, estimate, budget and control the project costs.
4.Quality Management Plan: Reflects the organizations quality polycy and applies it to the project. 5.Staffing Management Plan: Describes when and how human resources requirements will be met. 6.Communication Management Plan:Covers all communication aspects of the project. 7.Risk Management Plan: Describes how risk management will be structure & carried out. 8.Procument Management Plan: Describes how the procurement activities will be carried out and managed. This means overall responsibility of Project manger will be:, balancing and control the constraints of 5 things
They are: 1.Scope 2.Schedule 3.Resources 4.Quality 5.Risks Project Managers can be employed as Internal or External Project Managers. Internal Project Managers are selected from clients own organization. External Project Managers are employed as separate entities on contractual basis. These contractual implications can change depending on the level of the project manager is involved in the project. The Institution of Civil Engineers guides drafting of documents on civil engineering and construction projects by means of formalized system called New Engineering Contracts(NEC) created for the purpose of obtaining tenders, awarding and administering contracts. They legally define the responsibilities and duties of Client and Contractors in the work information. The NEC is an integrated set of contract documents that are designed to provide Client and their suppliers with project focuses out comes. It aims to ensure the achievement of Clients objectives for the projects in relation to quality, performance, cost and time. There are six options for NEC. The contract that confirms the most with the given options and required in the case of Project Management is Option: F.-Management Contract This option is suitable for management contracts in which all or most of the work is done by subcontractors, and the Contractor manages the procurement and the work undertaken by the specialist contractors. Payment is made to the Contractor by the client for the cost of sub contracts plus a management fee. In this case the management fee goes to the body task with the Project Management. If the project management company is attached to the consultant company , the project manager is entirely tasked with overseeing the design phase and then proceeding to the procumbent stage to supervise the procurement and tendering process. Once a contractor is appointed, he is tasked with carrying out the project while impartially coordinating between the design office and the contractor. The design phase of a project is usually the most complex and crucial portion of any construction project. The design Phase should be completed before the construction process can begin, or parallel to the construction process. Effective management of the personal and resources are important in make sure the design are completed with in the budget and in a timely manner. This the one of the crucial job of the PM during the design phase.
Effective management of the personal and resources are important making sure construction phase of the project is completed with in the budget and in timely manner. Therefor Project Manager must understand and appreciate the problem faced by Contractors due to incomplete design hence he must cordinate with design team to avoid any conflicts The client is the main party in the process of the life cycle of a project. Because a project is initiated based on clients requirements. The Project Manager acts on behalf of the client , and work to satisfy the requirements of the client. The main reason for selecting a project manager is the clients in experience in the construction field , and his inability to manage a project according to its life cycle by process by process. Some advantages of a client opting for a project manager when going about initiating and construction of a project are as follows. 1.High level of Quality: The Project Manager acting behalf of a client is always on the lookout to improve the quality of the project. 2.Mitigation Conflicts: The Project Manager is usually an independent third party in the project who is able to give an objective opinion or evaluation of a conflicting situation and thus mitigate the likelyhood of an unnecessary escalation of a situation. 3.Objective Informant: The Project Manger is able to deliver a completely objective report to the client which is unbiased in its content unlike if the client were to obtain the same information from the design or construction teams who are likely to omit their flaws and shortcomings when delivering the report. 4.Reguler Updates.The client is provided with constant and regular updates by the project manager. 5.Ease of work: The client need only communicate his requirements, changes or adjustments to a single entity. It eliminates the need for the client to communicate and coordinate separate parties which further complicates his work. 6.Experience: The experience of the project manager is a valuable assets in a highly volatile and unpredictable field such as construction as he is able to make calculated judgmentsM and forecast and formulate effective plans based on his previous experiences. Best Practices in project management are tried and tested processes collected from experience and lesson learned. The Best Practices in project Management are are available in PMBOK(Project Management Body of Knowledge) issued by PMI. It highlights the importance of right mix of Planning ,Monitoring, and Controlling to complete a project on Time, Cost and Quality.
This covers the areas such as 1.Project Definition. 2.Project Work Plan 3.Project Management Process. 4.Managing Scope. 5.Managing Risks. Some advantages of Best Practces are listed below. 1.Transfer Knowledge 2.Better Communication. 3.Time and Cost savings 4.Better process quality. 5.Better Team work 6.Better monitoring and controlling KPI is the measure of a process that is critical to the success of an organization. There are number of performance measures of a process that is critical to the success of an organization. The KPI is the measure of a process that is critical to the success of an organization. Thre are number ofperformance measures that define the success of a project or organization.
The responsibility of managing growth and economic challenges requires Leadership in construction companies to devise a disciplined business strategy. This strategy must efficiently address potential opportunities and problems as they arise by providing reliable, timely information to support management and decision making. Monitoring KPIs should be apart of the disciplined business strategy.
Many clients, especially with in the public sector are seeking to work with companies that demonstrate a commitment to continuous improvement. Often implementation of a KPI systems are seen as a requirement for companies towin work. From clients perspective, KPIs provide a useful way to demonstrate wider project requirements, beyond time and costs. Clients of the construction industry want their projects delivered: -On Time -On Budget -Free from defects -Efficiently -Right first time -SaftlyM- Clients, for instances, assess the suitability of potential contractors for projects, by asking them to provide information about how they perform against range of indicators. Some information will also be available through the Industry Bench Marking initiatives , so clients can see how potential contractors compare with the rest of the induestry in a number of different areas. Such Bench Marking initiatives will be able construction companies to Benchmarking their own performance and enable to identify strengths and weaknesses, and assess their ability to improve over time. Following are some few KPIs construction companies monitor. 1.Liqudity: The purpose of this KPI is to determine how much cash the Work in Progress is generating or consuming in a company. 2.Cash Flow: The purpose of this KPI is to understand whether individual projects generating or consuming cash. Consistent attention to cash flow also helps to promote timely billing and collections.
3.Labour Productivity: This KPI is particularly important to sub contractors, as productivity problems can leads to erode profit margins. Helps managers establish daily performance goals and improve future estimating and bidding accuracy
4.Schedule Variance: Project owners demand clear communication regarding project progress and timely completion. Understanding how factors cause schedule variations, such as change orders and effectively managing schedule variance also helps construction firms maintain a competitive advantage against other firms that often fall behind schedule. 5.Margin Variance: It is important to compare the gross margins to business plan objectives by monitoring overall margin variance. Also it is important to investigate the gross margins on particular projects, relative to the project estimates, to determine whether the project is` achieving expected profitability.
6.Unapproved Change Orders: Construction firms face increasing economic threat from performing unapproved change orders. It is important identify unapproved change orders frequently and get it certified and properly documented. 7.Custormer Satisfaction: It is important to maintain competitive advantage , to track the firms ability to meet owner expectations by compiling and analyzing qualitative feed back.
This examination of past projects identifies potential deficiencies, enabling the firm to address such issues in current and future projects.