Construction Project Management

Key Concepts

Project phase: A collection of logically related project activities usually culminating in the completion of a major deliverable.

Key Concepts

Project life cycle: Collectively the project phases are known as the project life cycle.

Key Concepts

Product life cycle: The natural grouping of ideas, decisions, and actions into product phases, from product conception to operations to product phase-out.
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Project Life Cycle

Project Life Cycle

Testers PMs Programmers Art

Project Life Cycle

Life Cycle: Changes

Life Cycle: Expenditures

1 2 3 4

1 2 3 4

Product Lifecycle

Contrast Projects and Operations

Projects Create own charter, organization, and goals Catalyst for change Unique product or service Heterogeneous teams Start and end date Operations Semi-permanent charter, organization, and goals Maintains status quo Standard product or service Homogeneous teams Ongoing
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Project Management Process

Initiate & Align Project Description Team Mission/ Assignment Major Milestones Boundaries Team Identification Roles & Responsibilities Measures of Success Operating Guidelines Plan the Work Endorse the Plan Project Team Commitment Management Endorsement

Work Breakdown Structure (WBS) / Master Deliverables List (MDL) Task Planning & Scheduling Budget Risk Planning Communication Plan Change Management Plan Quality (QA/QC) Plan Transition & Closure Plan

Work the Plan Managing Scope, Schedule & Budget Manage Risks Manage Change Communicate Progress Issues Lessons Learned

Transition & Closure Implement Transition Plan Review Lessons Learned Reward & Recognize Archive

Continuous Communication

Relevant Five Processes

Initiating Process
Planning Process Executing Process Controlling Process

Closing Process

Process Group Overview

Process Group Overview

Initiating Processes
5.1 Initiation
To the Planning Processes (Figure 35)

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Purpose of Initiation Process

1. To commit the organization to a project or phase 2. To set the overall solution direction 3. To define top-level project objectives 4. To secure the necessary approvals and resources 5. Validate alignment with strategic objectives 6. To assign a project manager

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Initiating Core ProcessInitiation

Input
1. Product description 2. Strategic plan 3. Project selection criteria 4. Historical information

Process
Initiation is the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.

Output
1. Project charter 2. Project manager identified/ assigned 3. Constraints 4. Assumptions

Tools and Techniques

1. Project selection methods 2. Expert judgment

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Project Charter
A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

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Project Charter Content

Business need Project objectives Project deliverables Assumptions Constraints Key staff Written authorization

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Key Outputs of Initiation Process

Project charter Project manager identified/assigned Other key positions identified/assigned Constraints identified Assumptions identified

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Core Planning Processes

Scope Planning
Input
1. Product description 2. Project charter 3. Constraints 4. Assumptions

Process
" the process of developing a written scope statement as the basis for future project decisions including, in particular, the criteria used to determine if the project or phase has been completed successfully.

Output
1. Scope statement 2. Supporting detail 3. Scope management plan

Tools and Techniques

1. Product analysis 2. Cost/Benefit analysis 3. Alternative identification 4. Expert judgment

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Project Scope Statement Purpose

To provide a general description of the sum of the products and services to be provided by the project To develop a common understanding of project scope among stakeholders May make explicit some exclusions that, based on the audience, would be assumed to be part of the project

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Core Planning Processes

Scope Definition
Input
1. Scope statement 2. Constraints 3. Assumptions 4. Other planning outputs 5. Historical information

Process
subdividing the major project deliverables (as identified in the scope statement) into smaller more manageable components

Output
1. Work breakdown structure

Tools and Techniques

1. Work breakdown structure templates 2. Decomposition

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Work Breakdown Structure (WBS)

A deliverable oriented grouping of project elements which organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of a project component. Project components may be products or services.

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WBS Purpose
To define:

Solution strategy or general approach Implementation tactics

To support more accurate estimates of project duration and cost than can be made at the project level To provide a basis for estimating project resources:
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Departmental or subcontractor support Vendors and their products Services Any other identifiable resource

W aste W ater T reatm en tP lan t

E a rlie r P ha se s

D esig n
P roje ct Ma na ge m e nt

C o n stru ctio n
P roje ct Ma na ge m e nt

L a te r P ha se s

C ivil D ra wings A rchite ctura lD ra wings S tructura lD ra wings Me cha nica lD ra wings H V A CD ra wings P lum bing D ra wings Instrum e nta tion D ra wings E le ctrica lD ra wings

H e a dworks A e ra tion B a sin E fflue nt P um ping S ta tion A ir H a ndling B uilding S ludge B uilding

T h is W B Sis illu stra tive on ly. It is n ot in te n de d to re pre se n t th e fu ll pro je ct scope of a n y spe cific pro je ct, n or to im ply th a t th is is th e on ly wa y to o rga n iz eaW B Son this type of proje ct.

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Validate Your WBS

All major elements been identified at top level? Decomposed into measurable components? Lower level(s) items necessary? All inclusive? Would stakeholders agree WBS is satisfactory? Can elements be scheduled, budgeted, and assigned to a unit that will accept responsibility? Too much or too little visibility and control ? Can status reports be generated at all levels?

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Using the WBS to Estimate Cost

Project manager establishes work requirements by defining the

Whatshalls and wills Whensequence Whydependencies

Functional managers estimate cost by determining

Howequipment and methods Whotype and level of expertise Wherelocation, department

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Executing Processes

Initiating Processes

Planning Processes

Controlling Processes

Executing Processes

Closing Processes

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Core Execution Process

Project Plan Execution
Input
1. Project plan 2. Supporting detail 3. Organizational policies 4. Corrective action

Process
the primary process for carrying out the project plan.

Output
1. Work results 2. Change requests

Tools and Techniques

1. 2. 3. 4. 5. General management skills Product skills and knowledge Work authorization system Status review meetings Project management information system 6. Organizational procedures 30 Copyright 1999 Project Management Institute, Inc. All

Execution Process

Core Execution Process

Project Plan Execution
Input
1. Project plan 2. Supporting detail 3. Organizational policies 4. Corrective action

Process
the primary process for carrying out the project plan.

Output
1. Work results 2. Change requests

Tools and Techniques

1. 2. 3. 4. 5. General management skills Product skills and knowledge Work authorization system Status review meetings Project management information system 6. Organizational procedures
32 Copyright 1999 Project Management Institute, Inc. All Rights Reserved.

Overview
E xecu tin gP ro ces s es
4.2 P ro ject P lan E xecu tio n

F acilitatin gP ro cesses

F ro mth e P lan n in g P ro ces s es (F ig u re 35)

8.2 Q u ality A s s u ran ce 10.2 In fo rm atio n D is trib u tio n 9.3 T eam D evelo p m en t 5.4 S co p e V erificatio n 12.3 S o licitatio n 12.4 S o u rce S electio n 12.5 C o n tract A d m in is tratio n

T o th e C o n tro llin g P ro ces s es (F ig u re 37)

F ro mth e C o n tro llin g P ro ces s es (F ig u re 37)

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Core Execution Process

Project Plan Execution
Input
1. Project plan 2. Supporting detail 3. Organizational policies 4. Corrective action

Process
the primary process for carrying out the project plan.

Output
1. Work results 2. Change requests

Tools and Techniques

1. 2. 3. 4. 5. General management skills Product skills and knowledge Work authorization system Status review meetings Project management information system 6. Organizational procedures
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Facilitating Execution Processes

Information distribution Team development Quality assurance Scope verification Solicitation Source selection Contract administration

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Sample Executing Activities

Managing work results and requests for change Using tools and techniques in project plan implementation Building effective relationships with vendors and project te am members Choosing from potential sellers Distributing status information in time for stakeholders to a ct Other?

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Controlling Process

Controlling Processes

Initiating Processes

Planning Processes

Controlling Processes

Executing Processes

Closing Processes

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Purpose
To keep the project on track in order to achieve its objectives as outlined in the project plan by: Monitoring and reporting variances Controlling scope changes Controlling schedule changes Controlling costs Controlling quality Responding to risks

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Overview
C o n tro llin gP ro ces s es
10.3 P erfo rm an ce R ep o rtin g 4.3 O verall C h an g eC o n tro l

F acilitatin gP ro cesses

F ro mth e E xecu tin g P ro ces s es (F ig u re 36)

T o th e P lan n in g P ro ces s es (F ig u re 35)

7.4 C o st C o n tro l

5.5 S co p eC h an g e C o n tro l

6.5 S ch ed u le C o n tro l

8.3 Q u ality C o n tro l

11.4 R isk R esp o n se C o n tro l

T o th e C lo s in g P ro ces s es (F ig u re 38)

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Core Controlling Processes

Performance Reporting
Input
1. Project plan 2. Work results 3. Other project records

Process
collecting and disseminating performance information. This includes status reporting, progress measurements, and forecasting.

Output
1. Performance reports 2. Change requests

Tools and Techniques

1. 2. 3. 4. 5. Performance reviews Variance analysis Trend analysis Earned value analysis Information distribution systems

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Core Controlling Processes Overall Change Control

Input
1. Project plan 2. Performance reports 3. Change requests

Process
Overall change control is concerned with: (a) influencing the factors which create change to ensure that changes are beneficial, (b) determining that a change has occurred, and (c) managing the actual change when and as they occur.

Output
1. Project plan updates 2. Corrective action 3. Lessons learned

Tools and Techniques

1. 2. 3. 4. 5. Change control system Configuration management Performance measurement Additional planning Project management information systems

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Facilitating Controlling Processes

Scope change control Quality control Schedule control Cost control Risk response control

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Facilitating Controlling Processes

Risk Response Control
Input
1. Risk management plan 2. Actual risk events 3. Additional risk identification

Process
involves executing the Risk Management Plan in order to respond to risk events over the course of the project.

Output
1. Corrective action 2. Updates to the risk management plan

Tools and Techniques

1. Workarounds 2. Additional risk response development

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Key Cost Concept

Earned Value A method for measuring project performance The budgeted cost of work performed for an activity or group of activities Compares the planned amount of work with the accomplished amount of work to determine if cost and scheduled performance is as planned

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Controlling Activities
Reporting status versus plan and forecasting Responding to changes in risk Completing and settling the contract, including resolving of any open items Identifying and reporting schedule slips Determining whether schedule updates require plan modifications Other?

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Closing Process

Closing Projects
Upon completion, you will be able to

Describe the purposes of closing processes Identify the inputs and outputs of the core processes List the major tools and techniques

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Closing Processes
Initiating Processes Planning Processes

Controlling Processes

Executing Processes

Closing Processes

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Purpose
Formalizing acceptance of the project and bringing it to an orderly end by: Closing the contract Achieving administrative closure

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Copyright 1999 Project Management Institute, Inc. All

Overview
Closing Processes
From the Controlling Processes (Figure 37)
12.6 Contract Close-out 10.4 Administrative Closure

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Copyright 1999 Project Management Institute, Inc. All

Core Closing Processes

Contract Close-out
Input
1. Contract documentation

Process

involves both product verification (was all work completed correctly and satisfactorily) and administrative close-out (updating of records to reflect final results and archiving of such information for future use.

Output

1. Contract file 2. Formal acceptance and closure

Tools and Techniques

1. Procurement audits

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Core Closing Process

Administrative Closure
Output
1. Project archives 2. Formal acceptance 3. Lessons learned

Input
1. Performance measurement documentation 2. Documentation of the product of the project 3. Other project records

Process
verifying and documenting project results to formalize acceptance of the product by the sponsor, client or customer.

Tools and Techniques

1. Performance reporting tools and techniques

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Sample Closing Activities

Ensuring a record of lessons learned is developed, documented, and made available for future projects Verifying acceptance of products or services Collecting all required project records Determining if final products meet specifications Assessing the quality, correctness, and completeness of all formal project acceptance documents Give performance appraisals and assist in the planned transfer of personnel to other projects or positions Other?

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Thank You

Senarath Bandara