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Planning A Project

This document provides details about an individual's qualifications and experience in project management. It outlines the individual's educational background, including a Bachelor of Science degree in Civil Engineering. It also lists extensive experience using various project management software packages and professional qualifications. Finally, it provides examples of project experience spanning various industries including oil and gas, civil engineering, utilities, underground works, and research and development.

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Ljuba Sindzirevic
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© Attribution Non-Commercial (BY-NC)
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225 views

Planning A Project

This document provides details about an individual's qualifications and experience in project management. It outlines the individual's educational background, including a Bachelor of Science degree in Civil Engineering. It also lists extensive experience using various project management software packages and professional qualifications. Finally, it provides examples of project experience spanning various industries including oil and gas, civil engineering, utilities, underground works, and research and development.

Uploaded by

Ljuba Sindzirevic
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Caledonian College of Engineering

Muscat, 03. Oct. 2010

Prepared By: Ljubomir Sindzirevic,


B Sci Civil Eng
Name LJUBOMIR SINDZIREVIC
 
Year of Birth 1953
 
Nationality Serbian

Qualifications BSc Civil Engineering, University of Belgrade, Yugoslavia

Post-graduate Studies in Project Management (incomplete)


at The Faculty of Management, Belgrade, Yugoslavia.
 
Vast experience in using PRIMAVERA P3, P3E/C, P5/P6, PARADE, EXPEDITION, MONTE
CARLO and SURETRAK software packages as well as SAP R/3 – PM module.

Founding Member of YUPMA (Yugoslav Branch of IPMA – International Project


Management Association).
 
Founding Member of Yugoslav Construction Industry Management Association.
 
Authorised Dealer, Technical Assistance and Trainer for PRIMAVERA (P3/P3E), SureTrak,
Parade, Expedition and Monte Carlo software packages.

QA-QC and TQM Trained (and Trainer)


Over 26 years of experience in planning, scheduling and progress
monitoring of projects such as:

Oil and Gas: LNG upstream plants, GOSP, flow lines, pipelines etc, field expansion;

Civil: concrete structures, bridges, culverts, subways, retaining walls, pre-casted, pre/post
tensioned concrete structures, roads, highways and airports, water channels,
irrigations;

Utilities: telecommunications, electrical, water and gas, electrical power and heating
plants (oil, gas, coal powered), O/H power lines, sanitary , fire fighting and storm water
pipes;

Underground: ground anchors, dewatering wells;

Strategic Projects: corporate and functional business development and re-engineering;

R&D Projects: environment protection projects, tourist area development projects,

TQM: ISO 9000-14000 based QA/QC Implementation and training;

SAP R/3: Local Implementation of SAP in large enterprises.


* Planning:
DEF - Management function of foreseeing the evolvement of
(project) activities in the future

** Project:
DEF - Unique, one time event, that has e definite list of tasks,
defined duration, budget, resource allocation and a deliverable

Management:
DEF - … … … MANY DIFFERENT DEFINITIONS

Project Management:
DEF - Specific set of tools, skills and techniques used to manage
projects
T1 T2
Cost

Reso Tim
urce e

CTR Sheets
At the conceptual level, project management is the process of
thinking carefully about what you want to accomplish, laying out
all the steps, and obtaining the resources required to carry out
those steps. At the practical level, project management is your
response to the problems, delays, changes, and obstacles—and,
sometimes, opportunities—that arise during the course of a
project.

Project management is the tools, techniques, and processes for


defining, planning, organizing, controlling, and leading a project
as it completes its tasks and delivers the results.

SHORTLY – it is MANAGEMENT
PROCESS that is applied to a
PROJECT
Management process (from Old French
ménagement "the art of conducting, directing",
from Latin manu agere "to lead by the hand“) is the
process of leading and directing all or part of an
organization, through the deployment and
manipulation of resources (human, financial,
material, intellectual or intangible).

Management functionally is the action of


measuring a quantity on a regular basis and of
adjusting some initial plan, and the actions taken to
reach one's intended goal. This applies even in
situations where planning does not take place.
 Define To determine the overall vision, goals, objectives, scope,
responsibilities, and deliverables of a project. A common way to capture this
information is with a statement of work. This is a document that delineates
the above information and is signed by all interested parties.
 Plan To determine the steps needed to execute a project, assign who will
perform them, and identify their start and completion dates. Planning entails
activities such as constructing a work breakdown structure and a schedule for
start and completion of the project.
 Organize To orchestrate the resources cost-effectively so as to execute the
plan. Organizing involves activities such as forming a team, allocating
resources, calculating costs, assessing risk, preparing project documentation,
and ensuring good communications.
 Control To assess how well a project meets its goals and objectives.
Controlling involves collecting and assessing status reports, managing
changes to baselines, and responding to circumstances that can negatively
impact the project participants.
 Close To conclude a project efficiently and effectively. Closing a project
involves compiling statistics, releasing people, and preparing the lessons
learned document.
 Plan To determine the steps needed to execute a
project, assign who will perform them, and identify
their start and completion dates. Planning entails
activities such as constructing:

 work breakdown structure (WBS),


 organization breakdown structure (OBS),
 cost account structure (CAS),
 responsibility assignment matrix (RAM)
 and a schedule for start and completion of the project.
WBS RULES
OBS RULES
CAS RULES
Project

OBS WBS
PM
Barcharts
Histograms
S – Curves
Combined Histogram and S-Curve
Logic Diagram
Industry Specific
WEB
Be Creative!
 Progress Data: AS, Pct, AF (AC, AQ)

 Progress Evaluation: Compare Current to


Baseline
 Discrepancies: C-T-R
 Impact: C-T-R
 Recommend Action to Recover Delay
Progress Update
Progress Evaluation
Recommending Actions

Progress Update
Progress Evaluation
Recommending Actions
Project Recovery Plan 1
Progress Update
Progress Evaluation
Recommending Actions

Progress Update
Progress Evaluation
Recommending Actions
Project Recovery Plan 2
Progress Update
Progress Evaluation
Recommending Actions
 Mark All Activities 100% Complete
 Record Difference Actual Completion vs. Baseline Plan
 Archive All Project Data
 Archive Each Progress Update
 Archive Original (Contract) Baseline
 Archive Each Recovery Plan
 Archive All Input Data
 Archive All Reports
 Make MULTIPLE copies of all archives
 LOOK FOR NEW JOB!!!

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