ARC 425-18 - SPECIALIZATION 1

Second Semester 2021-2022

AR. JULIET RAMOS

4-AR1

RESEARCH WORK 1:
PROJECT MANAGEMENT

TIERRA, MONIQUE C.

1 ARC 425-18 - SPECIALIZATION 1

TABLE OF CONTENTS

ARC 425-18 - SPECIALIZATION 1 ............................................................................................... 1

I. WHAT IS A PROJECT? ............................................................................................................. 3

II. WHY SHOULD I LEARN ABOUT PROJECT MANAGEMENT? ............................................. 4

III. WHAT IS THE ROLE OF A PROJECT MANAGER? .............................................................. 5

IV. WHAT ARE THE PROJECT MANAGER’S COMPETENCY? ................................................ 6

Project management competencies ....................................................................................... 6

Importance of project management competencies .............................................................. 6

10 project management competencies .................................................................................. 7

V. WHAT ARE THE MINIMUM DUTIES OF THE PROJECT MANAGER? ............................... 10

A. Basic Functions ................................................................................................................. 10

B. Detailed Functions ............................................................................................................. 11

VI. CODE OF ETHICS FOR PROJECT MANAGER .................................................................. 13

Article I. .................................................................................................................................... 13

Article II.................................................................................................................................... 13

Article III................................................................................................................................... 14

REFERENCES: ........................................................................................................................... 15

2 ARC 425-18 - SPECIALIZATION 1

I. WHAT IS A PROJECT?

Project is defined as “A temporary endeavour undertaken to create a unique product

or service.”

“A Temporary”. Every project has a finite length, with a distinct start and finish.
Projects are not open-ended; they start at a distinct point in time, and they eventually
come to a clear and complete conclusion at a later, predefined milestone date.

“Endeavour Undertaken”. This phrase implies that every project requires some
amount of work to be performed. We’ll define “work” later, but for now, suffice it to say
that a team is required; i.e., the project manager and some form of a project team will be
required to undertake and perform the work required to develop and deliver the project’s
deliverable.

“To Create” Again, there is no free lunch; i.e., this aspect of the project definition
implies that there will be a necessary commitment of personnel, materials, and/or financial
resources to perform the work.

“A Unique Product or Service.” There are three key things we can derive from this
last part of the definition sentence:

Projects Are One of a Kind. Projects create products that can come in a nearly
infinite variety. From simple to complex, from small to large, and covering essentially all
industries, engineering projects span the development of everything from structures to
systems to processes to documents to software. The possibilities are endless, but all
projects are intended to create something that is one-of-a-kind.

Projects Have Clearly Defined Outcomes. The product is unique, but it is also
clearly defined and describable. Successful projects require that the end product or result
is well-understood before the project begins. Said another way, the desired outcome
needs to be specific, with predetermined objectives and constraints in place.

3 ARC 425-18 - SPECIALIZATION 1

II. WHY SHOULD I LEARN ABOUT PROJECT MANAGEMENT?

1. Clear focus and objectives

Without effective project management, teams might start working on a

project without even clearly defining the project plan. When team members
understand the focus and objectives, a project progresses without any confusion
or chaos. The half of the battle is already won if you begin a project the right way.

2. Realistic project planning

It is perhaps the most crucial aspect of project management that decide the
fate of a project. You will be able to deliver projects successfully when the right
expectations are set around what can be delivered by when and for how much. On
the contrary, a project is doomed already if there are vague budget estimates and
unrealistic deadlines and delivery expectations.

3. Maximum resource utilization

Whether you are working on an easy-peasy task or complex project,

inappropriate resource utilization can wreak a havoc. Using the right project
management methodology can help you realize how to utilize resources to the best
advantage of a project. For example, small and medium scale projects work best
with an agile approach whereas large-scale projects work best with the traditional
project management approach.

4. Risk management

Oftentimes, we begin a project with the best strategy but fail to recognize
potential risks that could hamper the overall progress of a project. With effective
project management and the right project manager, one can always stay a step
ahead from unwanted risks and threats.

5. Quality control

There is enormous pressure on project members to adhere to the project

guidelines, deadlines, budgets, compliance standards and quality control. Project
management is important to identify, manage, and control the quality of whatever
is being delivered.

4 ARC 425-18 - SPECIALIZATION 1

III. WHAT IS THE ROLE OF A PROJECT MANAGER?

Project management is the process of initiating, planning, monitoring, and closing

the work carried out by a team, ensuring that all project objectives are met within the
constraints of scope, time, and cost.

Before a project begins, a project manager is assigned to lead a team of skilled

people from different departments. While carrying out the project is a team effort,
the project manager is typically accountable for its success or failure.

As the leader, the project manager plans how the team will perform work on the
project and achieve objectives. This individual prioritizes the project’s tasks in order of
importance and value, dividing them into smaller, measurable pieces called work
packages. The work packages are then allocated to team members with the appropriate
skills to create the deliverables of the project.

To successfully complete a project, the Project Manager must manage different

knowledge areas. This includes:

Integration Management:

Developing the project management plan, initiation planning, and

coordinating all aspects of the project

Scope Management:

Gathering project requirements and identifying the work required to

complete the project and its deliverables

Schedule Management:

Evaluating the time required to complete all the tasks of the project
and developing the project schedule

Cost Management:

Adding all the costs to complete the project and developing the budget

Quality Management:

Setting the standards and criteria the project needs to fulfil

Resource Management:

Acquiring the human and material resources required to complete the

project’s activities

5 ARC 425-18 - SPECIALIZATION 1

 Communications Management:

Fulfilling information needs and providing updates to the stakeholders about

the project’s progress

Stakeholders Management:

Gaining the support of the people involved in the project and looking
after their interests

Risk Management:

Evaluating the negative threats and positive opportunities the project can
face during its life.

Procurement Management:

Purchasing goods and services from external vendors and suppliers.

IV. WHAT ARE THE PROJECT MANAGER’S COMPETENCY?

Project management competencies

Are qualifications that great project managers possess. Project management

competencies can include skills, knowledge, experience, traits and more. Often, recruiters
search for candidates with key project management competencies when they want to fill
a project manager position.

Importance of project management competencies

Project management competencies are important because they can indicate the skill and
experience levels of project managers. Project managers can drive the success of a
project, so it's crucial to hire project managers that possess essential project management
competencies. Searching for candidates who possess project management
competencies can help recruiters ensure they find a qualified candidate who can excel in
a project manager position and benefit their company.

6 ARC 425-18 - SPECIALIZATION 1

10 project management competencies

1. Communication

Communication is one of the most essential competencies for project managers.

Project managers communicate frequently with a range of people, including their project
team and project stakeholders. Therefore, it's crucial for project managers to know how
to communicate well with a wide variety of people. Some key communication skills for
project managers include:

Active listening:

Active listening is an essential communication skill that includes making eye

contact and offering feedback. It's important for project managers to possess active
listening skills so that they can communicate well with people and show that they
value other people's input.

Written communication:

Project managers should have strong written communication skills. They should
know how to write emails for different purposes, and they should know how to write
a variety of different technical reports.

Public speaking:

Often, project managers give presentations about their projects, so public speaking
skills are imperative for project managers. Project managers should know how to
give presentations, speak clearly and engage their audience.

2. Leadership

Leadership is another project management competency. Project managers are

often responsible for leading project teams, making it essential for them to have strong
leadership skills. Leadership includes:

Motivating team members:

One of the key responsibilities of leaders is motivating their teams.

Therefore, it's important for leaders to understand motivation strategies and
how each of their individual team members are best motivated.

7 ARC 425-18 - SPECIALIZATION 1

 Giving and receiving feedback:

Leaders often give feedback to team members to help them improve, but
good leaders also take feedback from their team members. The process of giving
and receiving feedback can help leaders solve problems within a project, spot risks
and help team members succeed.

Keeping projects on schedule:

Leaders are responsible for monitoring the progress of a team, which can
help keep projects on schedule. Project managers who have leadership
characteristics understand the tasks and roles involved with their projects so they
can keep their projects on track.

Showing a vision:

Good leaders have a leadership vision. Project managers should express a

vision for a project that gives clarity and inspiration to everyone involved with the
project.

Delegation:

Leaders should be willing to delegate tasks to other team members when

they need to so that important tasks get done, giving the leader more time to focus
on other responsibilities. This can help maintain productivity and keep a project on
schedule.

Conflict resolution:

When people disagree about projects, it's important for the project manager
to play a role in resolving the conflict, which involves skills in listening,
communication and mediation.

3. Decision-making

Because project managers make many decisions about projects, decision-making

is another project management competency. Good project managers typically have a
strong decision-making process as well as decision-making skills, which include:

Problem-solving

Analytical skills

Creativity

Collaboration

8 ARC 425-18 - SPECIALIZATION 1

4. Business acumen

Business acumen is another project management competency. Business acumen

is an understanding of business and what to do in different business situations. Having
business acumen skills helps project managers make good business decisions, which
can contribute heavily to the success of their projects. Project managers with business
acumen can understand project management factors like:

Budgets

Financial reports

Business strategies

Marketing

Industry trends

5. Organization

Good project managers also have organization skills. Good organization is

essential to project management, as project managers typically juggle many different
components of projects at the same time. In order for project managers to keep track of
every element of a project, including team member roles, tasks, deadlines and other
information, it's crucial to have organization skills and a good organization system.

6. Negotiation skills

Negotiation skills are also important for project managers. Often, project managers
are responsible for negotiating budgets, project scopes, resource allocation and other
elements of projects. Good negotiation involves strong communication and persuasion
skills.

7. Strategy creation

Another project management competency is strategy creation. Strategy creation is

an essential part of project management, as project managers are typically responsible
for designing strategies to reach project goals. Strategy creation involves:

Goal-setting

Resource allocation

Analytical skills

Decision-making

Planning

9 ARC 425-18 - SPECIALIZATION 1

 Project managers should also have an understanding of how their projects affect
their entire organization. This can help them create strategies that lead to successful
projects and important business outcomes.

8. Risk management

An understanding of risk management is also important for project managers.

Skills in risk management can help project managers spot project risks and respond to
them before they cause problems. This can be essential to completing projects safely and
without errors.

9. Planning and scheduling

The ability to create plans and schedules is another project management

competency. One of the essential job duties of a project manager is creating a thorough
project plan. Typically, project management plans include goals, tasks, metrics, deadlines
and other elements.

It's important for project managers to possess skills in planning so they can design
effective, realistic project management plans. Additionally, to keep projects on track,
project managers need good scheduling skills. They should know how to schedule tasks
in order to meet deadlines without overwhelming their teams.

10. Stress management

Project managers should also possess skills in stress management. It's important for
project managers to manage their stress so they can lead their teams effectively and
produce quality work. Stress management includes knowing the de-stressing methods
that work for you personally.

V. WHAT ARE THE MINIMUM DUTIES OF THE PROJECT

MANAGER?

The Project Manager

A. Basic Functions

1. In the Team Concept of construction, the Project Manager (individual or firm)

operates as a member of an Owner-Architect-Engineer-Contractor Team. In the
Team Approach, each member of the team will have precedence and exercise
leadership in his own sphere of operations or expertise. In accordance with this

10 ARC 425-18 - SPECIALIZATION 1

 principle, the Architect and the Engineer-Consultants will have prime responsibility
for the design of the project.

2. The Contractor shall be responsible for his men and equipment and the delivery
of the project as per contract. The Owner’s role is to make decisions on the project
and to assure that funds are available to complete the project within the budget
estimates.

3. The Project Manager’s role is to plan, program and monitor the various activities,
and act as an adviser on material costs and construction methods. His primary
responsibility, therefore, is the exercise of overall cost control. It relieves the Owner
of many of the anxieties that usually beset him, particularly those concerned with
forecasting costs and completion dates.

B. Detailed Functions

Pre-Construction Phase

As early as practicable during design development, perhaps, concurrently with the

Architect’s commission, the Project Manager should enter regular consultation with
Architects and Engineers (AE) and with the Owner on all aspects of planning for the
project. Pre-bid management service might include, but not necessarily encompass all of
or be limited to the following:

1. Advise Owner and Architect on practical consequences of their decisions and

design options. Review drawings and specifications, architectural and engineering,
for the purpose of advising on site conditions, appropriate materials alternates,
construction feasibility of various systems and the possible design and cost
implications of local availability of materials and labor.
2. Prepare periodic cost evaluations and estimates related to both the overall budget
and to the preliminary allocations of budget to the various systems. These cost
estimates will be successively revised and refined as working drawings for each
system are developed. The Project Manager will advise the Architect-Engineer and
the Owner whenever the refined estimates shows the probability of exceeding the
budget allocation, or whenever the construction time required for a given system
is likely to prolong or delay completion schedule.
3. Recommend for early purchase (by the Owner) of those specified items of
equipment and materials that require a long lead time for procurement and delivery
and expedite purchases in general.

11 ARC 425-18 - SPECIALIZATION 1

 4. Advise on the pre-packing of bidding documents for the awarding of separate
construction contracts for the
various systems and trades. This will include advising on the sequence of
document preparation to facilitate phased construction work during completion of
the design development.
5. Consider the type and scope of work represented by each bid package in relation
to time required for performance, availability of labor andmaterials, community
relations and participate in the schedule of both design and construction
procedures.
6. As schedule criteria of design and construction emerge, the Project Manager may,
with the cooperation of the Architect-Engineer, work some of the design operations
into an overall CPM or other network scheduling operation.
7. Check bid packages, drawings and specifications to eliminate overlapping of
jurisdictions among the separate contractors.
8. Review all contract documents to be sure that someone is responsible for general
requirements on the site and for temporary facilities to house the management and
commerce. The project manager should ascertain that specifications for such
headquarters and furnishings are adequate to the operation. Sometimes the
general requirements are a separate contract under which temporary site
buildings, general guardrails, some items of machinery, access and security
measures are taken care of, either by a separate contractor or one of the primes
doing other parts of the work. As early as possible, the project manager should set
up a checklist of such general requirements to be sure that someone is responsible
for each.
9. Conduct pre-bid conferences among Contractors and Manufacturers of systems
and sub-systems to be sure that all bidders understand the components of the
bidding documents and the management techniques that will be applied including
any computerized inter-communication, network scheduling and cash flow
controls.
10. Review stipulations of the Owner with the bidders regarding the project
management personnel, services control authorities, insurance, bonding, liability
and other aspects and requirements of the project.

12 ARC 425-18 - SPECIALIZATION 1

VI. CODE OF ETHICS FOR PROJECT MANAGER

Article I. Project Managers shall maintain high standards of personal and

professional conduct.

a) Accept responsibility for their actions.

b) Undertake projects and accept responsibility only if qualified

by training or experience, or after full disclosure to their
employers or clients of pertinent qualifications.
c) Maintain their professional skills at the state of the art and
recognize the importance of continued personal development
and education.
d) Advance the integrity and prestige of the profession by
practicing in a dignified manner.
e) Support this code and encourage colleagues and co-workers
to act in accordance with this code.
f) Support the professional society by actively participating and
encouraging colleagues and co-workers to participate.
g) Obey the laws of the country in which work is being
performed.

Article II. Project Managers shall, in their work:

a) Provide the necessary project leadership to promote
maximum productivity while striving to minimize costs.
b) Apply state of the art project management tools and
techniques to ensure schedules are met and the project is
appropriately planned and coordinated.
c) Treat fairly all project team members, colleagues and co-
workers, regardless of race, religion, sex, age or national
origin.
d) Protect project team members from physical and mental
harm.
e) Provide suitable working conditions and opportunities for
project team members.
f) Seek, accept and offer honest criticism of work, and
properly credit the contribution of others.
g) Assist project team members, colleagues and co-workers
in their professional development.

13 ARC 425-18 - SPECIALIZATION 1

 Article III. Project Managers shall, in their relations with employers and
clients:
a) Act as faithful agents or trustees for their employers or
clients in professional or business matters.
b) Keep information on the business affairs or technical
processes of an employer or client in confidence while
employed, and later, until such information is properly
released.
c) Inform their employers, clients, professional societies or
public agencies of which they are members or to which
they may make any presentations, of any circumstance
that could lead to a conflict of interest.
d) Neither give nor accept, directly or indirectly. any gift,
payment or service of more than nominal value to or from
those having business relationships with their employers
or clients.
e) Be honest and realistic in reporting project cost, schedule
and performance.

Article IV. Project Managers shall, in fulfilling their responsibilities to the

community:
a) Protect the safety, health and welfare of the public and
speak out against abuses in these areas affecting the
public interest.
b) Seek to extend public knowledge and appreciation of the
project management profession and its achievements.

14 ARC 425-18 - SPECIALIZATION 1

REFERENCES:

https://www.proofhub.com/articles/why-is-project-management-important

https://activecollab.com/blog/project-management/project-manager-roles-and-responsibilities

https://www.indeed.com/career-advice/career-development/project-management-competencies

https://www.pmi.org/learning/library/project-managers-code-of-ethics-10343

https://www.theprojectmanagementblueprint.com/blog/project-overview/definition-what-is-a-
project

UAP Code 200-208- Code of Ethical Conduct and Standards of Professional Practice

15 ARC 425-18 - SPECIALIZATION 1