Program Pascasarjana - Magister Teknik Sipil

UNIVERSITAS TARUMANAGARA

Project management in
Construction
Pito Sumarno/Sugiarto Alwi

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Untar 2007, PS, SA

Biography

PS :
1.
2.
3.
4.

Architect Engineer (Building Construction),

Civil Engineer (Specializing in Project Management),
Builder (Construction Project Management),
Research area : Competence tandard for project management in
Indonesia.

SA :
1. Civil Engineer (Specializing in Contruction Management),
2. Research area : Lean construction, construction productivity,
project communication and delivery.

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Goals
This course is designed for an introduction
of general project management.
Attributed to the project management in
construction

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Rationale (1/2)
Project management is concerned with the
coordination and management of projects or
events.
Project managers provide single-point
responsibility in an often challenging and
dynamic environment.

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Rationale (2/2)
Project management is a multidisciplinary
career, with skilled professionals in high
demand in a variety of public and private
sector industries.
This course will provide you with the
intellectual, practical and experiential skills
to operate effectively as a project manager

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Objectives (1/2)
Introduce the student to the development
and growing recognition of the project
management as a discipline and to the skills
and competencies that underpin its
professional development around the world.
Provide an appreciation of the strategic
importance of projects and their successful
management in contemporary organisations,
both in the private and publick sector.

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Objectives (2/2)
Equip students to manage the integration
of various skill and parties towards the
achievements of the common project
goals.
Equip students to make decisions on
effective procurement and contract
management processes

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Student will have developed the

following generic skills :
Project Management Body of Knowledge,
Competencies in assessing the strategies
issues in project management and
developing organizational and management
strategies,
Skill in organizational of integrated teams
and group dynamics, and
Communication skills.

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Content :

This unit will focus on theories related to

project management in construction, and
the latest developments affecting the
practice of project management in
organizations.

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Schedule :
Meetings
1

Dates
May, 02, 2007

May, 09, 2007

3
4
5
6

May, 16, 2007

May, 23, 2007
May, 30, 2007
June, 06, 2007

June, 13, 2007

June, 20, 2007

9
10
11

June, 27, 2007

July, 04, 2007
July, 11, 2007

12
13
14
15

July, 18, 2007

July, 25, 2007
August, 01, 2007
August, 08, 2007

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Topic & Discussions

Introduction and Project Management Philosophy,
Construction Extension to a Guide to the PMBOK, Process
group.
Construction Project Scope Management and brief and case
study
Holiday PPS
Project Time & Cost Management and case study
Project Quality & Risk Management and case study
Project Human Resource Management & Project
Communication Management and case study
Project Procurement Management & Contracting and case
study
UTC
Project Safety & Environment Management and case study
Project Financial and Claim Management and case study
Project Integration Management (Best practice (site)
simulation)
Student discussion and presentation by group.
Student discussion and presentation by group cont.
Final paper report
UAC

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10

Assignments (1/7):
There will be an assignment set to be done
in groups,
All members of the group are expected to
participate fully and contribute to the group
submission,
Students should work in groups of two or
three to research and present in class one
written submission per group.

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11

Assignments (2/7):
Student are expected to undertake research
and background into the various parts of the
subject, and to continually relate theory to
practice in their own work environment.
A high level of student involvement and
interaction is expected in the classes and
during the assignment.

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12

Assignments (3/7):
Group will present these assignments
publicly in class.
A separate written submission is required
(one per group) and this will be assessed on
the quality of written presentation and
technical content in relation to project
management issues.

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13

Assignments (4/7):
One mark will be awarded for the
assignments that each student will get,
In cases of dispute over unequel
contribution the group members will agree
with the lecturer the marks to be allocated
to each member.

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14

Assignments (5/7):
The criteria for judging the presentation will
be :
Audibility,
Organization,
Stimulation,
Content and
Length of presentation
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15

Assignments (6/7):
Remark

Mark Allocated Mark Awarded

Presentation structure, style, diagrams, prose

10

Case Study
Quality and relevance to PMBOK functions,
clarity of description

20

Comparative Analysis
Quality and detail of comparison between
PMBOK functions and case study, convincing?

30

Conclusions
Meaningful, relevant, synthesis

15

Oral Presentation

25
100

Total
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16

Oral Presentation
Remark

Max Mark
Allocation

Audibility

Organization

Stimulation

Content

Length of Presentation

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5
5
5

Poor

Disorganized

Inadequate

Poor
Too short
Too long

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Good

Organize
d

Adequate

Good

Just Right

17

Assignments (7/7):
Submission dates will be specified in the
detailed assignments,
No extentions will be permitted, except for
medical reasons on submission of a doctors
certificate,
Presure of work is not an acceptable
excuse.

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18

Assessment Breakdown
Assignment and presentation : 30 %
Written examination 1
: 35 %
Written examination 2
: 35 %

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Assessment
Presentation should not exceed 15 minutes,
Papers are about 2000 words plus
diagrams,
Students must pass the examination and
the assignment components of the subject.

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References

Fram, J Davidson (2002)

The New Project Management; Tools for an
age of rapid change, complexity, and other
business realities, 2nd Ed. Jossey-Bass, A

Wiley Company-USA, 360p.

PMI US Standard, A Guide to the Project
Management Body of Knowledge Third
Edition 2004
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References

PMI US Standard, Construction Extension

to a Guide to the PMBOK ed 2000.
Edward R. Fisk,PE Construction Project
Administration seventh edition, 2003
Sidney M. Levy Project Management in
Construction Fourth Edition McGraw-Hill
2002
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References

Alan Griffith, Paul Stephenson, Paul Watson

Management Systems for Construction

Ed.2000.
C.Edwin Haltenhoff, The CM Contracting
System Fundamentals and Practices 1999.
GeorgeJ.Ritz Total Construction Project
Management, McGraw-Hill International
Edition 1994
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23

References

Stanley Goldhaber, Chandra K. Jha, and

Manuel C.Macedo, Jr
Construction
Management
principles
and
Practices.1977
Click Construction Management, click
CMAA. Or others.

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24

Assignment (Due 18 July 2007)

Practical application of the PMBOK functions.
The objective in this assignment is to consider the
practical application of the PMBOK functions to
real projects within the students experience.
Describe, compare and contrast how one or more
of the PMBOK functions were implemented on a
real project in your experience.
Multiple projects may be used if appropriate to
illustrate the variety in application.

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PMBOK

Project Management Institute (PMI), the

worlds
largest
society
of
project
management professional.
A document that is the acknowledged world
standard
of
project
management
knowledge.
Attempts to define the core competencies of
effective project professionals.
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Project Management
Framework
The Project Management Body of Knowledge
(PMBOK) Guide is the sum of knowledge
within
the
profession
of
project
management.
The primary purpose of this document is
to identify that subset of the PMBOK
that is generally recognized as good
practice.
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PMBOK 2004 p. 3

27

PMBOK
Identify means to provide a general
overview as opposed to an exhaustive
description.

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PMBOK 2004 p. 3

28

PMBOK
Generally recognized means that the
knowledge and practices described are
applicable to most projects most of the
time, and that there is widespread
consensus about their value and usefulness.

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PMBOK 2004 p. 3

29

PMBOK
Good practice means that there is general
agreement that the correct application of
these skills, tools, and techniques can
enhance the chances of success over a
wide range of different projects.
Good practice does not mean that the knowledge described should
always be applied uniformly on all projects. The project
management team is responsible for determining what is
appropriate for any given project.
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PMBOK 2004 p. 3

30

PMBOK
The PMBOK Guide also provides and
promotes a common lexicon for discussing,
writing, and applying project management.
Such a standard lexicon is an essential
element of a profession.

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PMBOK 2004 p. 4

31

PMBOK
The PMBOK Guide provides a fundamental
reference for anyone interested in the
profession of project management : This
includes, but is not limited to :
1. Senior executives
2. Program Managers and Managers of
project managers.
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PMBOK 2004 p. 4

32

PMBOK
3. Project managers and other project team
members.
4. Members of a project management office
5. Customers and other stakeholders
6. Functional managers with employees
assigned to project teams.
7. Educators teaching project management
and related subjects.
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PMBOK 2004 p. 4

33

What is a Project
PROJECT Characteristic
A temporary endeavor undertaken to
create a unique product, service, or
result.
Temporary
every project has a definite beginning
and a definite end. (Mempunyai tanggal start
dan finish yang pasti)

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PMBOK p. 5

34

PROJECT Characteristic
Unique product, Services, or Results
the product or service is different in some
distinguishing way from all similar products
or services.
Sesuatu yang Unique dan kejadiannya hanya sekali,
Mempunyai tujuan khusus, dan diselesaikan didalam spesifikasi

yang pasti,
Dibatasi oleh anggaran dan sumberdaya yang terbatas,
Hal yang dapat diurai dengan jelas dan dapat dilaksanakan,
Hasil deliverablenya terukur dan dapat dikuantifikasi.
Dapat direncanakan, dilaksanakan, dikendalikan

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PMBOK p. 5

35

Progressive Elaboration
Progressively means proceeding in
steps; continuing steadly by
increments
Elaborated means worked out with
care and detail; developed thoroughly
A characteristic of project that
integrates the concepts of temporary
and unique
The more you know about your project,
the better you are able to manage it.

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PMBOK p. 6

36

Projects vs Operational Work

Operations and projects share many of the
following characteristics

Performed by people.
Constrained by limited resources.
Planned, executed, and controlled.

Operation:

Project:

On going and repetitive

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temporary and unique

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PMBOK p. 6

37

Beberapa perbedaan antara Manajemen Umum

dengan Manajemen proyek:
Manajemen Umum

Manajemen Proyek

Mempunyai komitmen terhadap

Mempunyai komitmen terhadap

kelangsungan suatu uasaha.

penyelesaian suatu uasaha (proyek)

Aktivitas bersifat pengulangan.

Tidak

Tim relatif tidak berubah

Sering berubah

Manajemen Teknis
Cenderung terfokus.

Menuntut pendekatan yang lebih luas.

Mengelola tim sesuai keahliannya.

Melibatkan manajemen tim multi disiplin

ilmu

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Contoh Proyek :

Pengembangan suatu produk baru atau jasa.

Mengakibatkan suatu perubahan di dalam struktur, susunan
kepegawaian, atau gaya dari suatu organisasi.
Perancangan suatu sarana transportasi yang baru.
Mengembangkan atau memperoleh suatu sistem informasi
baru yang dimodifikasi.
Membangun suatu bangunan gedung dan fasilitasnya.
Menjalankan suatu kampanye untuk partai politik.
Mengiplementasikan suatu prosedur baru atau proses dalam
bisnis

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PMBOK p. 7

39

Contoh Proyek

termasuk :

Pengembangan karir (pendidikan dan training/kursus)

Perancangan dan testing suatu prototipe baru (suatu mobil
atau suatu mesin pencuci mobil)
Perencanaan dan pelaksanaan suatu Audit (kualitas
Manajemen Proyek)
Peningkatan produktivitas sesuai dengan suatu target
berkala.
Pemulihan dari bencana (membatasi kerusakan dari api,
banjir atau apapun jenis kecelakaan)
Rolling stones world tour (suatu proyek hiburan)
Pindah rumah atau pergi liburan (suatu proyek lokal)
Olympics, atau perebutan piala dunia (suatu proyek olah
raga)

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Rory Burke, PM, Planning and Control Techniques, fourth Edition, p.2

Projects and Strategic Planning

Project are typically authorized as a result of
one or more of the following strategic
considerations:

A Market demand (e.g., an oil company authorizes a project

to build a new refinery in response to chronic gasoline
shortages)
An organizational need ( e.g., a training company authorizes
a project to create a new cource in order to increase its
revenues)
A customer request (e.g., an electric utility authorizes a
project to build a new substation to serve a new industrial
park)

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PMBOK p. 7

41

Projects and Strategic Planning

A technological advance (e.g., a sofware firm authorizes a

new project to develop a new generation of vidio games
after the introduction of new game palying equipment by
electronics firms)
A legal requirement (e.g., a paint manufaturer authorizes a
project to establish guidelines for the handling of a new
toxic material)

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PMBOK p. 7

42

Needs Project Management?

Anthony Walker,MSc, PhD, ARICS, Project

Management in Construction, p. 16 (Original idea

and sketches by Dave Taylor)

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What is Project Management?

The application of skill, knowledge,
tools & techniques to project activities
to meet project requirements.

Is accomplished through the use of the processes such as

initiating, planning, executing, monitoring &
controlling and closing, that are iterative in nature
Managing a project includes :

Identifying requirement
Establishing clear and achievable objectives
Balancing the competing demands for quality, scope, time and cost
Adapting the specifications, plans, and approach to the different
concerns and expectation of the various stakeholders.

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PMBOK p. 8

44

How does an effective Project Manager

meet project requirement?

By balancing competing demands among :

Cost

Time
Scope
Qualit
y
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Risk

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Generate by Prosys Solution & 45

Modified by Pito

Areas of Expertise
Effective project management requires that
the project management team understand
and use knowledge and skills from at least
five areas of expertise :
The Project management Body of knowledge
Application area knowledge, standards, and regulations
Understanding the project environment
General management knowledge and skills
Interpersonal skills
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PMBOK p. 12

46

Areas of Expertise Needed by te Project

Team
Effective Communication
Influencing the organization

Project Management
Body of Knowledge

Leadership
Motivation

Functional departments.
Technical elemens,
Mgt specializations,

Negotiation and conflict mgt

PMBOK p. 15

Financial Mgt & Accounting

Sales & Marketing
Contract & Commercial Law
Manufacturing & Distribution
Logistic & Suply Chain

(Standard & Regulation)

Application Area
Knowledge,
Standards &
Regulations
PMBOK p. 13

Interpersonal
Skills

Purchasing & Procurement

Industry groups.

PMBOK
Guide

Problem Solving

General
Management
Knowledge &
Skills

Cultural & social environment.

PMBOK p. 15

Understanding
the Project
Environment

International & political

environment.
Physical environment

PMBOK p. 14

Strategic, Tactical,& Operation Planning

Organization structures, behavior, personnel adm,
compentation, benefits, carrer paths.
Health and safety practices

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Information technology

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PMBOK p. 13

47

Project Management Context

Exists in a broader context that includes
program management, portfolio
management and project management office.
Frequently, there is a hierarchy of strategic
plan, portfolio, program, project and
subproject, in which a program consisting of
several associated projects will contribute to
the achievement of strategic plan :

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PMBOK p. 16

48

Programs and Program Management

A program is a group of related projects managed in a
coordinated way to optain benefits and control not available
from managing them individually. Program may include
elements of related work outside of the scope of the discrete
projects in the program.
For example :
A new car model program can be broken up into projects for the
design and upgrades of each major component (for example :
transmission, engine, interior, exterior) while the ongoing
manufacturing occures on the assembly line.
Many electronics firms have program managers who are
responsible for both individual product releases (projects) and the
coordination of multiple releases over a period of time (an ongoing
operation)
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PMBOK p. 16

49

Portfolios and Portfolio Management

A portfolio is a collection of projects or programs and other
work that are grouped together to facilitate affective
management of that work to meet strategic business
objective.
One goal of portfolio management is to maximize the value
of the portfolio by careful examination of candidate projects
and programs for inclusion in the portfolio and the timely
exclusion of projects not meeting the protfolios strategic
objectives.
Other goals are to balance the portfolio among incremental
and radical investments and for efficient use of resources.
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PMBOK p. 16

50

Subprojects
Project are frequently divided into more manageable components
or subprojects, although the individual subprojects can be refered
to as projects and managed as such.
Subprojects are often contracted to an extaernal enterprise or to
another functional unit in the performing organization. For
examples include :
Subprojects base on the project process, such as a single phase in
the project life cycle
Subproject according to human resource skill requirements, such
as plumbers or electricians needed on a construction project

Subprojects involving specialized technology, such as the

automated testing of computer programs on a software development
project.
On very large projects, the subprojects can consist of a series of even
smaller subprojects
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PMBOK p. 17

51

Project Management Office (1-5)

PMO is an organizational unit to centralize and coordinate the
management of projects under its domain.

PMO can also be refered to as a program management office,

project office, or program office.
PMO eversees the management of projects, program, or a combination
of both.

PMO focuses on the coordinated planning, prioritization and execution of

projects and subprojects that are tied to the parent organizations or
clients overall business objectives
PMOs can operate on a continuum, from providing project management
support functions in the form of training, software, standardized policies,
and procedures, to actual direct management and responsibility for
achieving the project objectives.
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PMBOK p. 17

52

Project Management Office (2-5)

A specific PMO can receive delegated authority to act as a integral
stakeholder and a key decision-maker during the initiation stage of each
project, can have the autority to make recommendations, or can
terminate project to keep the business objectives consistent.

Some of the key feature of a PMO include, but are not limited to:
Share and coordinated resources across all projects administered
by the PMO.
Identification and development of project management
methodology, best practices, and standards.
Clearinghouse and management for project policies, procedures,
templates, and other shared documentation.
Centralized configuration management for all projects
administered by the PMO.
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PMBOK p. 18

53

Project Management Office (3-5)

Centralized repository and management for both shared and unique
risks for all project
Central office for operation and management of project tools, such
as enterprise-wide project management software
Central coordination of communication management across
projects.
A mentoring platform for project managers

Central monitoring of all PMO project timelines and budgets, usually

at the enterprise level
Coordination of overall project quality standards between the
project manager and any internal or external quality personnel or
standards organization
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PMBOK p. 18

54

Project Management Office (4-5)

Differencies between project managers and a PMO may include the
following :
Project managers and PMOs pursue different objectives and, as
such, are driven by different requirements. All of these efforts,
however, are aligned with the strategic needs of the organization.
A Project manager is responsible for delivering specific project
objectives within the constraints of the project, while a PMO is an
organizational structure with specific mandates that can include an
enterprisewide prespective.
The project manager focuses on the specified project objectives,
while the PMO manages major program scope changes and can view
them as potential opportunities to beter achieve business objective.
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PMBOK p. 18

55

Project Management Office (5-5)

Differencies between project managers and a PMO may include the
following :
The project manager controls the assigned project resources to
best meet project objectives, while the PMO optimizes the use of
shared organizational resources across all projects.

The project manager manages the scope, schedule, cost and

quality of the products of the work packages, while the PMO manages
overall risk, overall opportunity, and the interdependencies among
projects.
The project manager reports on project progress and other project
specific information, while the PMO provides consolidated reporting
and an enterprise view of projects under its purview.
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PMBOK p. 18

56

Example : Organisasi PMO

GOVERNANCE BOARD

Presiden, Dewan Pengarah, Dewan Pengawas

BADAN
PELAKSANA

Badan
Koordinasi

PROJECT
MANAGEMENT
OFFICE (PMO)

Badan
Pengawasan

Lembaga
Donor

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Departemen
Teknis

LSM

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Perwakilan
Tokoh
Masyarakat

Project
Manager

57

The Project Life Cycle (1-2)

Project managers or the organization can divide
projects into phases to provide better management
control with appropriate links to the ongoing
operations of the performing organization
The project life cycle defines the phases that
connect the beginning of a project to its end.
The phases of a project life cycle are not the same
as the Project Management Process Groups.
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PMBOK p. 19

58

The Project Life Cycle (2-2)

Project life cycles generally defines :
What technical work todo in each phase (for example, in
which phase should the architects work be performed?)
When the deliverables are to be generated in each phase
and how each deliverable is reviewed, verified, and validated
Who is involved in each phase (for example, concurrent
engineering requires that the implementers be involved with
requirement and design)
How to control and approve each phase
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PMBOK p. 20

59

Project Life-Cycle
Concept

Design

Implement

Hand over

Concept Project
Conc

Des

Imp

Hand

Design Project
Conc

Des

Imp

Hand

Implementation Project
Conc

Des

Imp

Hand

Commissioning Project
Project Life-Cycles :

Showing how each phase

can be sub-devided into its own four sub- phases
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Conc

Des

Imp

Hand

Sources :

Rory Burke,
Project Management : Planning
& Control Techniques, p. 36

60

Project Life-Cycle
Delivery System :
Design bid build (DBB) :

The owner or owners agent produces a set of plans and

specifications in sufficient detail that all component
contractors will have a good understanding of what is
required. A contract is awarded to the lowest cost qualified
bidder.
Project
Proposal

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Design

Bid

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Build

PMBOK 2000 ext const p. 9

61

Project Life-Cycle
Design build (DB) :

The owner or owners agent produces a partial design and or a set of

functional specifications and then hires a contractor to complete the
design and construct the resulting project. Much of the design is
performed while construction is in progress. Further variations include
build operate transfer (BOT), design build operate maintain
(DBOM) and other similar combinations.

Project
Proposal

Partial Design
or
Requirements

Procurement

Design

Maintenance or
operation are not
considered a part of the
management of
construction project.

Build

Operate

Design Build Project Life Cycle

Design Build Operte Transfer Project Life Cycle
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PMBOK 2000 ext const p. 10

62

Construction Life-Cycle
Typically involves three main players ; the owner, the designer, and the
contructor (contractor). Each plays a major role in a construction project
although their responsibilities may vary widely depending on the type of
project plan and contract form selected.
The critical milestones for construction projects are :
Initial approval of the concept (feasibility study),
Approval of the project criteria (baseline configuration),
Readiness to initiate start-up,
And contractual completion of the project
Project success depends a great deal on clearly establishing these
milestones and the criteria that define them.
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PMBOK 2000 ext const p. 11

63

Product Life-Cycle
Project Life-Cycle
Pre-Project

Concept

Design

Implement

Operation Life-Cycle
Hand over

Upgrade

Disposal

Maintenance Project
Conc

Des

Imp

Hand

Upgrade Project
Conc

Des

Imp

Hand

Disposal Project
Product Life-Cycles :

Showing product phases and mini

project phases of the maintenance project, Upgrade project and
disposal project.
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Conc

Sources :

Des

Imp

Hand

Rory Burke, Project

Untar 2007, PS, SA Management : Planning & Control 64
Techniques, p. 39

Typical Project Cost and Staffing Level Across

the Project Life Cycle
Total Project Life Cycle
Intermediate Phase (s)

Final Phase

Cost and Staffing Level

Initial
Phase

Time
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PMBOK p. 21

65

Stakeholders Influence Over Time

High

Influence of stakeholders

Cost of changes

Low
12/23/2014

Project Time
Untar 2007, PS, SA

PMBOK p. 21

66

Typical Sequence of Phases in a Project

Life Cycle
Inputs
Phases
Project
Management
Outputs

Idea

Project Management
Team

INITIAL
Charter
Scope Statement

INTERMEDIATE
Plan

FINAL

Acceptance
Baseline

Approval
Handover

Progress

Project
Deliverable

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Product

Untar 2007, PS, SA

PMBOK p. 23

67

Relationship Between the Product

& the Project Life cycles

Life Cycle

Plan

Product

Project
Life Cycle

12/23/2014

INITIAL

INTERMEDIATE

Untar 2007, PS, SA

Divestmen
t

Business
IDEA

Product

Operation

Upgrade

FINAL

PMBOK p. 24

68

Product Life-Cycle
Project LifeCycle

Operation Life-Cycle

Project
Management

Pre-Project

Concept

Design

Implement

Consultants

Lumpsum

Hand over

Operation

Disposal

Design & Build

Turnkey
Project Management Partnership
BOOT ( Build Own Operate Transfer)

Procurement Life-Cycles :

(relating the different

types of procurement contracts to the Product Life-Cycle)
12/23/2014

Sources :

Rory Burke, Project Management :

Planning & Control Techniques, p. 40

Untar 2007, PS, SA

69

Project Stakeholders
Project stakeholders are individuals and organizations that
are actively involved in the project, or
whose interests may be affected as a result of project
execution or project completion.
They may also exert influence over the projects objective
and outcomes.
The project management team must identify the
stakeholders, determine their requirements and
expectations, and to the extent possible, manage their
influence in relation to the requirements to ensure a
successful project.
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PMBOK p. 24

70

The Relationship Between Stakeholders

and the Project
Project

Project
Sponsor

Project
Manager

Project
Management
Team
Project Team
Project Stakeholders
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PMBOK p. 25

71

Key Stakeholder on every

project include :
Project Manager

Customer/User
Performing Organization
Project team members

Project Management team

Sponsor
Influencers
PMO
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PMBOK p. 26

72

The Standard for Project Management

of a Project

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73

Project Management Processes

An underlying concept for the interaction among the project
management processes is the plan-do-check-act cycle (as
defined by Shewhart and modified by Deming, in the ASQ
Hanbook, p. 13-14, American Society for Quality, 1999)
Plan

Do

The Plan-DoCheck-Act Cycle

Act
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Check

Untar 2007, PS, SA

PMBOK p. 39

74

Project Management Process Groups

Mapped to the Plan-Do-Check-Act Cycle

Monitoring and
Controlling process
PLANNING
PROCESSES

CLOSING
PROCESSES

INITIATING
PROCESSES

EXECUTING
PROCESSES

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PMBOK p. 40

75

High Level Summary of Process Groups Interactions

Enterprise
Environmental Factors

Organizational
Process Assets

Organizations culture
Project management information system
Human resource pool

Policies, procedures, standards, guidelines,

Defined processes
Historical information
Lesson learned

Statement of work
Initiating
Process
Group

Planning
Process
Group

Contract

Project Initiator or
Sponsor

Project Charter
Preliminary Project Scope Statement

Project Management Plan

Executing
Process
Group

Deliverables
Requested changes
Implemented change requests
Implemented corrective actions
Implemented preventive actions
Implemented defact repair
Work performance information

Monitoring and
Controlling
Approved change requests
Process Group Rejected change requests

Organizational process assets (updates)

Customer
12/23/2014

Final product,
service,result

Closing
Process
Untar 2007, PS, SA
Group

Approved corrective actions

Approved preventive actions
Approved defact repair
Project Management Plan (updates)
Project scope statement (updates)
Recommended corrective actions
Recommended preventive actions
Performnace reports
Recommended defect repair
Forecasts
Validated defect repair
Approved deliverables

Administrative closure procedure

Contract closure procedure

76
PMBOK p. 42

LEVEL OF PROCESS INTERACTION

Process Groups Interact in a Project

INITIATING
PROCESSES

START

12/23/2014

PLANNING
PROCESSES

EXECUTING
PROCESSES

MONITORING AND
CONTROLLING
PROCESSES

TI ME

Untar 2007, PS, SA

CLOSING
PROCESSES

FINISH

PMBOK p. 68

77

Project Management Process Group

Triangle
PLANNING
PROCESSES

Project
process
groups

Monitoring and
Controlling process

INITIATING
PROCESSES

Life Cycle

Phase

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Phase

Phase

Untar 2007, PS, SA

CLOSING
PROCESSES

EXECUTING
PROCESSES

Phase

PMBOK p. 69

78

Mapping of the Project Management Processes to the Project

(Contd)
Management Process Group and the Knowledge Areas
Project Management Process Groups
Knowledge Area
Processes

Initiating
Process Group

Planning
Process Group

Executing
Process Group

Monitoring &
Controlling
Process Group

9. Project Human
Resource Management

Human Resources
Planning 3.2.2.13
(9.1)

Acquire Project
Team 3.2.3.3 (9.2)
Develop Project
Team 3.2.3.4 (9.3)

Manage Project
Team 3.2.4.8 (9.4)

10. Project Communication

Management

Communications
Planning 3.2.2.14
(10.1)

Information
Distribution 3.2.3.5
(10.2)

Performance
Reporting 3.2.4.9
(10.3)
Manage Stakeholders
3.2.4.10 (10.4)

11. Project Risk

Management

Risk Management
Planning 3.2.2.15 (11.1)
Risk Identification
3.2.2.16 (11.2)
Qualitative Risk
Analysis 3.2.2.17 (11.3)
Quantitative Risk
Analysis 3.2.2.17 (11.3)
Risk Response Planning
3.2.2.19 (11.5)

12. Project Procurement

Management

Plan Purchases and

Acquisitions 3.2.2.20
(12.1)
Plan Contracting
3.2.2.21 (12.2)

12/23/2014

Closing Process
Group

Risk Monitoring and

Control 3.2.4.11
(11.6)

Request Saller
Responses 3.2.3.6
(12.3)
Select Sellers 3.2.3.7
(12.4)

Untar 2007, PS, SA

Contract
Administration
3.2.4.12 (12.5)

PMBOK p. 70

Contract Closure
3.2.5.2 (12.6)

80

Mapping of the Project Management Processes to the Project

Management Process Group and the Knowledge Areas

(Contd)

Project Management Process Groups

Knowledge Area
Processes
13. Project Safety
Management

14. Project Environmental

Management

Initiating
Process Group

Planning
Process Group

Executing
Process Group

Safety Planning 13.1

ext const

Safety plan execution

13.2 ext const.

Environmental
Planning 14.1 ext const

Environmental
Assurance 14.2

Monitoring &
Controlling
Process Group

Administration and
reporting 13.3

Environmental
control 14.3

15. Project Financial

Management

Financial Planning 15.1

ext const.

Financial control
15.2

16. Project Claim

Management

Claim Identification
16.1 ext const.
Claim quantification
16.2 ext cont.

Claim Prevention
16.3

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Untar 2007, PS, SA

Closing Process
Group

PMBOK ext cont p. 16

Administration and
record 15.3

Claim resolution
16.4

81

Three Major Project Documents

There are three major documents described within the PMBOK
Guide and each has a specific purpose:
Project Charter : Formally authorizes the project.
Project Scope Statement : States what work is to be
accomplished and what deliverables need to be produced.

Project Management Plan : Atates how the work will be

performed

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PMBOK p. 76

82

Three Major Project Documents and their

Relationship to their Components
Project
Charter

Components

Project
Scope
Statement

Components

Scope
Management
Plan

Components

Schedule
Management
Plan

Project
Management
Plan

Components

Cost
Management
Plan

Components

Quality
Management
Plan

Components

Staffing
Management
Plan

Components

Communication
Management
Plan

Components

Risk
Management
Plan

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Procurement
Management
Plan

Components

Untar 2007, PS, SA

83
PMBOK p. 75

9 Areas of project Management

Body of Knowledge
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communication Management
Project Risk Management
Project Procurement Management
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PMBOK p. 71

84

4 Areas of Construction extension

to project Management Body of
Knowledge

Project Safety Management

Project Environmental Management

Project Financial Management

Project Claim Management

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Untar 2007, PS, SA

PMBOK ext const p. 7

85