A PROJECT:

A Project can be defined a temporary endeavor undertaken to deliver a

Specific and Unique objectives by the Organization of People as well as
Resources, within a finite period of time (Time constrained) by carrying
out a set of Planned Inter-related Activities within an allocated budget
(Funding constrained).

Essential Features are:

Specific Objective – Unique & do not repeat.

End result – A product or a Service.
Temporary nature – Project team is dissolved after objective is met.
Finite period – Definite Start and End.
CLEAR UNDERSTANDING OF A PROJECT:

What is the project objectives in broad terms?

What are our specific aims?
How do we plan to achieve the objectives?
Who wants the project to be done?
Why the project needs to be done?
What is it we want to achieve?
When do we want to achieve it?
What is the amount budgeted to achieve the objectives?
A SUBPROJECT: It is a sub division of a project usually done
to create smaller and manageable components which are often
categorized by their performing functional units or by the
distinct phases of the project.
A PROGRAM: It can be defined as a group of inter-related
projects, which are managed in a coordinated way to provide
increased control and maximize benefits. Unlike a project,
program is an ongoing process and usually implemented
within a business organization to consistently achieve certain
results for the organization.
A PORTFOLIO: It is a collection of projects and/or programs
which may or may not be related but grouped together to
facilitate their effective management and to attain the strategic
business objectives of the performing organization.
PORTFOLIO MANAGEMENT.
What is Project Management?

Project Management refers the application and integration of the

various Project Management Processes which are:

Initiating, Planning, Executing , Monitoring & Control and Closing.

It includes the effective management of the below Knowledge areas:

 Integration Management
 Scope Management
 Time Management
 Cost Management
 Quality Management
 HR Management
 Communication Management
 Risk Management
 Procurement Management
Project Management.
In general management can be defined as the “Art of getting
things Done.”
PROJECT STAKEHOLDERS:
Stakeholders are individuals and organizations who are involved or are
effected by the performance of the Project. For the successful
management of any project the identification of the project
requirements and expectations of all the stakeholders as they tend to
largely influence the project deliverables and the Project team.

Some of the stakeholders on a project includes the Sponsor, the Project

Manger, the Project Team, Customers / Users, Seller / Business Partners,
Operations Management and the Project Management office.

Stakeholder identification is a continuous process and effective

management of the Stakeholders is an important task of the Project
Manager as they may have conflicting objectives.
PROJECT TRADE-OFF-TRIANGLE.

The “Project Management Triangle” is also called as the “Triple

Constraint model” establish the clear relationship between the Scope,
Time and Budget of the Project.
PROJECT TIME:
For any Project the “Time for completion” or “Duration” refers to the
time available for the completion of the scope of the project expressed as
the number of calendar periods which is usually in the form of working
days or calendar days from a specific commencement date to a specific
completion date as provided for in the contract.
Hence time becomes a key terminal element to measure the
performance of any project and so “Time” is rightly stated as the essence
of any contract.
This is also due to the fact that every project is for an economic activity
and there is always a time value for the money associated with it.
This creates the need for imposing a “Delay penalty” or “Early completion
bonus” within the conditions of the contracts.
THE FOUR PHASE PROJECT MODEL.

Every Project falls into these distinct phases:

1. Defining your project (Goals, Scope, Assumptions).

2. Creating and refining your project plan.

3. Tracking your project and updating your plan.

4. Closing your project.

1. DEFINING YOUR PROJECT:

During this first Phase it is required to Set your Project Goals,

Scope & Assumptions.

The Project Goals determine the purpose of the project (i.e. what
it is that you want to accomplish)

The Scope determines which tasks do and do not need to be

performed to achieve the project goals.

The Assumptions are points to clarify certain issues that relate to

the project.
2. CREATING & REFINING THE PROJECT PLAN:
A project plan is a model of your project that is used as a
“Roadmap” to predict the course of action, to communicate within
the team, to coordinate the actions of various members of the
project team and an effective tool to measure and control the
project progress.
A plan usually would address:
 What will get done
 When it will get done
 What is required to do this
 Who will be responsible to do it
The Project Plan should be created prior to the starting of the
execution of scope of works of the project.
CONTINUE CREATING & REFINING THE PROJECT PLAN:

Your first draft plan may contain all tasks, but it need to be
checked to ensure that project can realistically finish on time and
within budget, so you may need to:

Reorganize, Modify, Delete, or add more tasks.

Make sure the resource is overloaded and perform resource
leveling if required.
Check if the Project finish date conform / match with the
expectations / requirements.
3. TRACKING THE PROJECT & UPDATING THE PLAN:
Project Progress Monitoring: Comparing the actual project
performance data against the original planned or targeted
estimates. Record and report deviations if any.

Project Controlling: Forecasting the impact of any deviations on

the original targets, Identifying and evaluating the alternatives for
recovery, Making necessary adjustments and implementing the
selected alternative to the project to keep it on track.

Actions are required to keep task progress, the resources utilized,

time lapsed, and the cost expended within the allocations.
4. CLOSING THE PROJECT:

During this Closing phase of the project the actions performed

include Analyze the Project performance, Verify the scope and
deliverables, Measure variances and investigate reasons for
deviations from the plan if any and Collect the Lessons learned
to apply to the future project.
The formal closing of all the contracts within the project
including the administrative closing would also be performed
during this phase.
DECOMPOSING THE PROJECT SCOPE:

Subdividing the entire Project Scope / Deliverables into smaller,

more manageable components, also known as scope
decomposition. The technique used for Project decomposition is
usually the Work Breakdown Structure.

Deliverable: A deliverable is a unique and verifiable product or

result capable of performing a service identified in the Project
management Plan, which must be completed to complete the
Project.
Example: A Partition Wall, A Document, A Report
WBS – Work Breakdown Structure.

Work: Refers to something produced or accomplished as an

output of an effort and by the use of exertion or skill.

Breakdown: It is the methodology of dividing into smaller parts or

separating into simpler categories by undergoing the process of
decomposition.

Structure: Structure refers to the manner in which something

arranged in a systematic or a definite pattern of organization.
WORK PACKAGES.
A work package is defined as the lowest level of any WBS which yields a
deliverable or a project work.
Eg. The Excavation work.

A work package at the activity level is characterized by:

 It can be realistically and confidently estimated;
 It makes no sense practically to break down it any further;
 It consumes resources, requires time and cost can be allocated;
 It should produces a deliverable which is measurable;
 It should form a unique package of work which can be outsourced or
contracted out.
CONTROL ACCOUNT.

A control account is a management control point where the integration

of the scope, budget and schedule would take place and it is the point
where the performance measures usually occur.
Each control account would have multiple work packages while each
work package would be associated with one control account only.
Eg. The Foundation works.
A Budget COST BUDGET

Hierarchy
MANAGEMENT
RESERVE

COST BASELINE

CONTINGENCY
RESERVE

PROJECT
BUDGET

CONTROL CONTROL
ACCOUNT ACCOUNT

WORK WORK
PACKAGES PACKAGES

ACTIVITIES ACTIVITIES
DEVELOPING A WBS:
The 100% Rule: Any lower level decomposition of a WBS structure referred as
the Child level must represent 100% of the work included in the immediate
higher Parent level element.

A WBS can be decomposed by:

 Work packages
 Timing / Project phase
 Physical location / Zoning

Mutually exclusivity: The elements within a WBS level should be

mutually exclusive. In addition to the 100% rule, it is important that
there is no overlap in scope definition between these elements of a
work breakdown structure. This ambiguity could result in scope
duplication or scope gaps. Such overlap could also cause confusion
regarding project cost accounting.
CBS – Cost Breakdown Structure.
Cost Breakdown Structure is the breakdown of a Project cost into smaller
cost elements. Usually this breakdown is typically in line with the WBS;
indicating "where" cost are allocated. Typically this breakdown dictates
the Cost Codes and can be in line with the company's Chart of Accounts,
indicating "what" the costs are for.
OBS – Organizational Breakdown Structure.
Organizational Breakdown Structure is a hierarchical model describing
the established organizational framework and defines the roles,
responsibilities and accountability for the individuals within a project
team for their effective management, budgeting and cost reporting. OBS
clearly relates the WBS elements to the organizational unit/department
responsible for completing the work.
HOW MANY LEVELS IN A WBS?

 The lowest level should represent a deliverable / product.

 The accuracy requirement of Cost and Duration estimate.
 Need to know the timing of activities within a work package.
 Need to cost-out activities within a work package.
 Is the responsibility for the work shared.
 Significant time breaks within the work element.
 Dependencies between internal activities & other packages.
 Resource requirements within a package change with time.
 Specific risk require focused attention to a portion of work.
 The work package understood clearly & completely by various
stakeholders?
TECHNIQUES FOR DEVELOPING A WBS:
BRAINSTORMING – Help people think creatively in a group setting
without feeling inhibited / being criticized. Under this process efforts
are made to find a solution for a specific problem by gathering a list of
ideas generated spontaneously. This is done based on the fact
greater the number of ideas generated, the greater the chance of
producing a radical and effective solution.
DELPHI TECHNIQUE – It is a structured communication technique,
originally developed as a systematic, interactive forecasting method
which relies on a panel of experts. The decision is based on deriving
consensus using a panel of experts to arrive at a convergent solution
to a problem.
MIND MAPPING – A creative thinking to analyze the creative sides of
the brain (graphical notes). It mirrors the way our mind actually work
and creates a visual deception of an idea. Mind mapping is a highly
effective, creative and logical way of getting information in and out of
your brain.
PLANNING PROCESS – It is the process of influencing the
future by making decisions based on missions, needs and
objectives.

“There’s never time to do it right the first time, but there’s

always time to do it over.”
The Nine Steps in Planning:
 Identify a problem / Specify a requirement.
 Setting Objectives.
 Gathering information.
 Determining feasible alternative plans.
 Choosing the best alternative.
 Communicating the plan.
 Implementing the plan.
 Adjusting the plan to meet new conditions.
 Reviewing effectiveness of plan against the objectives.
MAJOR ELEMENTS OF PLANNING:

Summarizing goals and scope of work.

Categories / Elements of planning:
 Scope.
 Time.
 Cost.
 Resources.
 Communications.
 Quality.
 Contingency.
 Integrating the elements of planning.
 Planning for change.
SUMMARISING GOALS:

 Establish clearly defined and understood goals.

 Agreement / buy-in by participants.
 Segment into manageable parts.
 Plan each part in detail.
 Summarize the parts.
 Test total against objectives.
 Refine as necessary to eliminate objective variances.
SCOPE PLANNING:
Scope planning defines boundaries and deliverables, which are
established to ensure that your expectations are understood and
achievable.
The basic matrix of a scope planning analysis consists of three main
categories: Initiation, Planning, and Scope definition, with two
control categories: Verification, and Change control interspersed
between the three main categories.
The process of scope decomposition by the WBS method is an
effective tool for the scope planning.

'What' and 'how much' will be done are specified in this activity,
underscoring our commitment to you.
TIME PLANNING:
Developing plans to accomplish all elements of the objective within
the available / established period of time.
Generally the process begin by establishing a need date or a finish
milestone and working backwards by iterations.

Time planning steps:

 Divide effort into component parts.

 Array component parts in order of accomplishment.
 Establish the relationships and dependencies.
 Assign durations to each component part.
 Perform time calculations.
COST PLANNING:
Developing an estimate (it is a prediction / forecast of the
future cost) and obtain the required approvals (once approved
it becomes a Budget). Fitting the Budget which is usually at
the summary level into a structure and classification into the
direct and indirect costs, fixed and variable costs.
Summation of the costs from the Work Breakdown Structure
(WBS) should equal total budget. The required contingencies
should be identified and allocated.
Ideally parallel the time breakdown and cost breakdown (cost /
schedule integration) to arrive at a “Cost Baseline”.
Creation and establishment of control accounts for progress
monitoring and variance analysis.
RESOURCE PLANNING:
Types of resources required for the accomplishment of any
project would include:
 Personnel.
 Money.
 Support equipment, tools and expendable supplies.
 Bulk materials.
 Engineered equipment.
Besides identifying the categories of these resources,
consideration must be given to quantity required and the timing
for these requirements. The availability of these resources can be
defined in a resource calendar for effective planning.

Proper identification and effective planning of the critical

resources is a key factor for any project success.
COMMUNICATIONS PLANNING:
Communications is a very vital tool in the integration of the
stakeholders of a project and keeping them updated and
connected. Communication planning is the process in which the
specific directives that will appear on the final communication
management plan are determined.
It starts with the identification of what needs to be communicated
by whom, (the sender) to whom, (the receiver) When (the timing)
and How (using what means).
It is essential to complete this process which will ultimately
determine the type of information that is to be communicated, the
team members and interested parties who are to receive said
information, and the exact means in which this communication
will be made to them.
QUALITY PLANNING:
Quality Planning is the process of setting quality objectives and
specifying necessary operational processes and related
resources to fulfill these quality objectives.
A Quality Plan is a document specifying which procedures and
associated resources shall be applied by when and by whom to
achieve what result. The target is achievement of high-quality
result on-time and within budget.

Achieved through:

 Clear definition of the quality objectives.

 Communication of objectives to responsible participants.
 Training of responsible participants.
 Measuring successful achievement.
 Feedback / Corrective actions.
CONTINGENCY (RISK) PLANNING:
Contingency planning begins with the identification of the
project risks, and establishing their likely impacts and also the
probability of their occurrence. So this is also called as the
Planning for variability and uncertainty.
“What if” planning to include items subject to enough
variability to significantly evaluate their impact on the project
cost and time.
This would facilitate a more timely response to variations (or
negative trends) if and when they occur.

The steps includes risk identification, evaluation, analysis and

the mitigation strategies.
INTEGRATING PLANNING ELEMENTS:
It is very important to have the integration of all the elements of
planning like the Scope, Time, Cost and Resources against the
Project structure (WBS).

 Resource loading the structure.

 Resource budgeting against time.

 Cost Loaded schedule. (Time Phased Budget)

 Cost budgets plotted against time.

PLANNING FOR CHANGE:
Whether internally or externally driven, changes are inevitable for a
project environment. So all the Plans should be developed with the
required flexibility having allowance to accommodate a change.

Two basic types:

 “What if” Planning – Develop an alternate plan for implementation
in the event of any adverse situation.
 Budget and Schedule variances - Identify risk and exposure, then
set forth sufficient contingency accounts for insurance /
contingency planning.
PLANNING RELATED:
Progressive Elaboration: It is also called as a process of
moving from the “Unknown” to the “Known”. Continuously
improving and detailing a plan as more accurate estimates
become available as the project progresses, and thereby
producing more accurate and complete plans that result from
the successive iterations of the planning process.

Rolling Wave Planning: Rolling Wave Planning acknowledges

the fact that we can see more clearly what is in close proximity,
but looking further ahead our vision becomes less clear.
Is a form of progressive elaboration planning where the work to
be accomplished in the near term is planned in detail while the
work far in the future are planned at a high level of WBS.
INTRODUCTION TO SCHEDULING:
Scheduling is the process of developing a very detail level plan for the
accomplishment of the project scope or a known work effort within a
available time duration. It includes pinning down of a set of interrelated
activities to a project calendar.
The Scheduling forces are:
 Identification and Quantification of the discrete effort.
 Placement of these tasks in proper order of accomplishment.
 Establishing the interrelationships / Dependencies.
 Assigning durations.
 Computing the Start and End dates for each activity.
Two most common scheduling methodologies are:
 Bar Charts (Gantt Charts)
 Network Diagraming Method (Critical Path Method)
A BASELINE SCHEDULE.
It is the schedule which is a component of the legal contract between
the parties that represents the Contractor’s original plan for
completing the work described by the contract and within the
specified time.
It includes all the planned activities, assigned durations, their
relationships, planned resources and any dates / milestones imposed
by the contract.
As per the conditions of contract, it is a contract requirement and
submitted for the Engineer’s approval.
It is a part of the planning process and facilitate effective management
and execution of the project.
It also becomes the basis for measuring the Contractor’s progress
and contract performance during the execution.
Any change to the scope of the works would result in a revised
baseline schedule and the first version is called original schedule.
A COMPLETE BASELINE SCHEDULE.
 It should cover the full scope of the work under the contract.
 The schedule should cover all the phases of the project.
 It should be resource loaded: Manpower, Materials, Equipment.
 It should be Cost loaded.
 Include all the Milestones of the project.
 Incorporate all the constraints of the project.
 Include the schedule for submissions and procurement.
 Indicate the mobilization and demobilization.
 Cover the testing and commissioning for all necessary items.
 It should be based on the project calendar based on working days.
 Cover own, sub-contractors and any nominated sub works.
 Should also cover the activities by all stakeholders including the
owner.
AN UPDATED SCHEDULE.
It is a schedule prepared during the course of execution of the
project at predetermined intervals.
The period for updating of the schedule may be weekly, bi-weekly or
monthly depending on the size, contract duration or as per the
contract requirement.
Percent complete, actual dates, actual resources or any other data
related to the progress shall be updated.
It is used to generate progress report during the execution and also
for management updates.
It becomes a part of the monitoring and controlling process and
basis for forecasting and future decisions.
It should not be treated as a revised schedule or as a new baseline
schedule.
A COMPLETE UPDATED SCHEDULE.
 Records actual start date and finish dates for completed
activities.
 Records actual start dates and calculated remaining duration
for all activities in progress.
 It should update all suspended and resume dates if needed.
 It records all actual resources used and remaining quantities.
 It would update the Earned value of the project.
 It should record the actual cost incurred on the project.
 Makes note of important events and milestones.
 Records delays to the schedule if any and the reasons for such
delays.
AN AS-BUILT SCHEDULE.
It represents the actual sequence of the works as occurred during
the execution of the project.
The dates represent the actual start and actual finish for all the
activities.
It would indicate any activity disruptions.
It would reflect the impact of any scope changes / variations
executed on the project.
It would record all the actual resources exhausted to execute the
works under the contract.
It is a part of the closing process of the projects and at times a
contractual requirement. This would help in providing the
lessons learned and to develop / update historical data base.
THE SCHEDULE LIFECYCLE.

PROJECT PROJECT
START END

AS PLANNED UPDATED SCHEDULE AS- BUILT SCHEDULE

SCHEDULE WHAT IS ACHIEVED TO WHAT HAS ACTUALLY
DATE AND HOW IT HAPPENED DURING
HOW WE PLAN TO
WOULD IMPACT THE EXECUTION.
EXECUTE THE
REMAING WORKS.
PROJECT.
THANK YOU

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