CENG 6101

PROJECT MANAGEMENT

Wubishet Jekale Mengesha (Dr. Eng.)

July, 2014
 Module Description
CENG 6101 Project Management [3]
 Duties and responsibilities of main parties in civil
engineering Construction Projects;
 Initial project planning: prefeasibility and feasibility
studies;
 Selection and contractual agreement with consultant;
 Selection and contractual agreement with contractor;
 Construction Contract types; Contract document;
 Sub-contracting;
 Bidding process;
 Module Description
CENG 6101 Project Management [3]
 Variation; Claims; Arbitration;
 Insurance in Construction industry;
 Health and Safety at work;
 Professional ethics in civil engineering;
 Case studies on selected topics.
 Preparation and presentation of term paper on a
selected topic is mandatory.
 Module Content / Outline
1. Introduction
 Project: Definition
 Project Management: Definition
 Construction Projects and Their Management
 Module Content / Outline
2. CPM: Essential Elements
1. Project, Program & Portfolio Management relationships
2. Projects and Strategic Planning

3. Project Life Cycle and Process Groups

4. Project Management Processes
5. Project Stakeholders and Organization
6. Project Management Office & The Project Manager Role
7. Project Management Skills, Tools and Techniques
 Module Content / Outline
3. CPM: Body of Knowledge
1. Project Procurement & Contract Management
2. Project Constraints Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
3. Project Resources Management
• Project Financial Management
• Project Human Resources Management
• Project Materials Management
• Project Machineries and Plants Management
 Module Content / Outline
3. CPM: Body of Knowledge (Cont’d)
4. Project Environment, Health & Safety Management
5. Project Integration Management
• Project Feasibility (Economics) Management / Front –
End Assessment
• Project Portfolio Management; or Project – Parent
(Head Office) Relationships Management
• Project Communication Management
• Project Uncertainty and Change Management
• Project Uncertainty / Risk Management
• Project Configuration / Changes / Alterations
Management
• Project Claim and Dispute Management
 Module Content / Outline
4. Professional Ethics in Civil Works Projects
 EACE and ECoTMPA Code of Ethics
 CCAE and EACEA Code of Ethics
 Professional Ethics
 Work Disciplines
 1. Introduction
• Project is defined as a temporary organization
with the following characteristics:
 Component of a Certain Business
 Unique as each projects possess specific features either
related to its product; or its production process and
technology; or its stakeholders; or its size, location and
space
 Pre Determined Objectives with respect to its product,
scope and the Triple Constraints: Time Frame (definite
beginning and ending), Budget Limit and Expected or Set
Quality
 Borrowed Human Resources
 1. Introduction
• Project Management:
 is defined as the application of various knowledge,
skills and techniques on projects to ensure both the pre
determined objectives and the intended purpose of the
larger business are met.
 is accomplished through 5 major process groups: Initiating,
Planning, Executing, Monitoring & Evaluation, and Closing.
 includes:
 Identifying, Recognizing and Articulating Needs /
requirements
 Considering Stakeholders concerns, expectations, etc
 Dealing with the following six competing constraints:
Scope, Quality, Schedule, Budget, Resources and Risk.
 1. Introduction
Construction Projects: Types
1. Transport and Communications
 Road, Railway and Airway Infrastructures
 Telecommunication related civil works
2. Water Works and Energy
 Water Supply and Sanitation Infrastructures
 Hydro Power civil works
 Irrigation civil works
3. Building
 Social, Commercial, Industrial and Housing Buildings
4. Others
 Defence, Agricultural and Other sectors physical infrastructures
 1. Introduction
Construction Projects: Main features
1. Predetermined Objectives
 Components of a certain business
 Often the first phase
2. Constrained Schemes
 Schedule, Budget, Resources and Results / Scope Constraints
3. Too Fragmented
 In processes,
 In financial sources when co financed, and
 In responsible bodies
4. Investment
 Accelerates economic growth of a nation
 Cost Extensive, and
 Slow & Low business return on investment
 1. Introduction
Construction Projects:
5. Human Resources
 Involves large number
 Borrowed
High turnover
6. Construction Equipments
 Short life time, and
Highly cost extensive both to own and increase their life time
7. Reports and Monitoring disparity
 Exhibits Financial & Eng’g Reports disparity during
implementations unless committed and compensation events are
not clearly considered
 1. Introduction
Construction Projects Require
Managing
Construction Planning, Design Services & Works Phases
Time & Progresses including productivities;
Cost & Cash Flows;
Quality & Specifications; and
Stakeholders and Organizational Behaviours
With
Organization Resources
By
Planning; Organizing and Coordinating, Implementing; Monitoring, Controlling and
Evaluating
(1) Processes, (2) Resources & (3) Stakeholders
Within
Quality, Time, Cost and Environmental Constraints
 1. Introduction
Construction Projects Requires
Six Parameters to look into
 Size / Scope, Complexity and Quality – Relatively
pre determined
 Quality though predetermined is dependent largely on the judgement
of the supervisor on site, tolerances set in the specifications, and
possible to change by Clients
 Productivity – Often Estimated and Variable which
require considerable monitoring and follow up but
neglected and is the major basis for determining
Completion Time and Project Cost
 2. CPM: Essential Elements
• The Essential Elements of Project Management
include:
1. Project, Program & Portfolio Management relationships
2. Projects and Strategic Planning
3. Project Life Cycle / Phases; PM Process Groups and
Processes
4. Project Stakeholders and Organization
5. Project Management Office & The Project Manager Role
6. Project Management Skills, Tools and Techniques
 2. CPM: Essential Elements
• Project, Program & Portfolio Management

• Collection of Programs/Projects for an overall business objectives

• Component of the Strategic goals of the Organization
Portfolio • Focus on identifying, prioritizing, authorizing, managing and
controlling of Programs / Projects to achieve specific business
objectives; and Resources allocation

• Group of related projects for a common outcome or collective

ability
Program • Focus on project interdependencies in order to determine the
optimal approach
• Resolving resources constraints, Aligning different levels and types
of objectives and Change Management

• Pre-determined objectives
• Means to satisfy program / portfolio objectives
Projects • Focus on identifying, prioritizing, authorizing, managing and
controlling of Programs / Projects to achieve specific business
objectives
 2. CPM: Essential Elements
• Projects and Strategic Planning
• Projects are often utilized as a means of achieving an
organization's strategic plan. Projects are typically
authorized as a result of one or more of the following
strategic considerations:
• Market demand,
• Strategic Opportunity,
• Customer requirement,
• Technological advancement, and
• Regulatory or Legal Requirements.
• Projects, within programs or portfolios, are a means of
achieving organizational goals and objectives as part of its
Strategic Plan
• This makes Projects are Components of a Certain Business
Undertaking.
 CPM: Essential Elements
• Project Life Cycle / Phases
• The Four Structure of Project Life Cycle / Phases
• Starting the Project,
• Organizing and Preparing,
• Implementing the Project, and
• Closing the Project.
Starting Organizing Implementing Closing the
the Project and Preparing the Project
Influen Project
ce & U Cost a
ncertai nd R esourc
nty es
Cost & Staffing Level

es
f Chang
o
Cost

Project Project Project Management Project Acceptance Lesson

Outcomes Charter Plan or Documents or Deliverables Learned
Time
 CPM: Essential Elements
• Project Management Process Group
• The Five Project Management Process Group
• Initiating Process Group,
• Planning Process Group,
• Executing Process Group,
• Monitoring & Evaluation Process Group; and
• Closing Process Group.
Starting Organizing Implementing Closing the
the Project and Preparing the Project
Influe Project
nce & Cost a
Uncert nd Re
ainty source
s
Cost & Staffing Level

Initiating Planning Executing Closing

Process Process Process Process
Group Group Group Group
a nges
h
of C
Cost

Monitoring & Evaluation Process Group

Project Project Project Management Project Acceptance Lesson

Outcomes Charter Plan or Documents or Deliverables Learned
Time
 CPM: Essential Elements
• Project Management Process Groups

Monitoring
Initiating Planning and Executing Closing
Controlling
 CPM: Essential Elements
• Project Management Process Vs Life Cycle

Project Project Project Project

Definition Development Implementation Closing

Design of buildings, Maintenance

Core Concept Concept
Roads, etc & Physical Period and
Processes Definition Development
construction works Defect Remedies

Concept Evaluation Monitoring,

Administrative Acceptance /
Project Approval Procurement and Other
Processes Hand Over
Budget Allocation Processes

Public Right-of-way (if necessary) Tender award Final Approval

Regulatory and and and
Processes Regulatory Permits Changes and Variation User Permit
 CPM: Essential Elements
• Project Life Cycle / Process Groups
• Project Outcomes
• Product or Service Deliverable often decided at the start of
the project
• Can be modified as project life cycle progress
• Project Charter
• Project Statement / Terms of Reference developed @ the
completion of the Starting stage of the project Cycle
• Business problem / opportunity is identified
• Project Manager is appointed and roles defined
• Project development alternatives were developed
• Feasibility Study was conducted
• Project Statement / Terms of Reference outlining the
Objectives, Scope, Constraints, Key Stakeholders and
Structure of the selected Project
• Guides the Project Manager for the Project Implementation
 CPM: Essential Elements
• Project Life Cycle
• Project Charter Inputs
• Business Plan
• Contract
• Organization Process Assets
• Enterprise Environment Factors
• Project Charter Template and Sample
 2. CPM: Essential Elements
• Organization Process Asset
• Organization process assets include:
• formal and informal plans, policies, procedures and
guidelines of the Organization;
• Organizations knowledge bases such as lessons learned
and historical information; and
• Schedule, Risk and Earned value data.
 2. CPM: Essential Elements
• Enterprise Environmental Factors
• Enterprise environmental factors refer to both internal and
external environmental factors that surround or influence
the successful completion of a Project.
• Enterprise environmental factors include, but are not
limited to:
• Organizational culture, structure, and processes;
• Government or industry standards (e.g., regulatory agency
regulations, codes of conduct, product standards, quality
standards, and workmanship standards);
• Infrastructure (e.g., existing facilities and capital equipment);
• Existing human resources (e.g., skills, disciplines, and
knowledge, such as design, development, law, contracting,
and purchasing);
• Personnel administration (e.g., staffing and retention
guidelines, employee performance reviews and training
records, overtime policy, and time tracking);
 2. CPM: Essential Elements
• Enterprise Environmental Factors
• Enterprise environmental factors include, but are not
limited to (cont’d):
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization's established communications channels;
• Commercial databases (e.g., standardized cost estimating
data, industry risk study informal risk databases); and
• Project management information systems (e.g., an automated
tool, such as a scheduling tool, a configuration management
system, an information collection and distribution system,
interfaces to other online automated systems).
 2. CPM: Essential Elements
• Project Life Cycle / Process Groups
• Project Management Plan / Document
• Include both Basic and administrative PM Plans
• The Basic plan is developed @ completion of the
Organization & Preparation phase of the Project Life
cycle;
• The Administrative plans will be developed throughout
the Planning Process Group
• the Basic Project Management Plan is the process of
documenting the actions necessary to define, prepare,
integrate, and coordinate all administrative plans
• The Basic project management plan becomes the
primary source of information for how the project will
be planned, executed, monitored and controlled, and
closed
 2. CPM: Essential Elements
• Project Life Cycle / Process Groups
• Project Management Plan / Document
• Inputs include:
• Project charter,
• Outputs during the planning process groups,
• Organization process assets, and
• Enterprise Environment Factors
• covers all elements of PM Body of Knowledge
• Constraints, Procurement & Contract, Resources,
Communication and Integration management
• Refer Section 3 below
 2. CPM: Essential Elements
• Project Life Cycle / Process Groups
• Project Acceptance
• Made during the implementation phase of the project
life cycle
• Three levels: Process, Provisional and Final Acceptances
• Process Acceptance is meant for:
• Accepting stage / component completions
• Allowing further stages / components to go ahead
• Subject to supervision, tests, reviews, etc
• Approving interim payments
• Provisional Acceptance is meant for:
• Accepting substantial completions
• Allowing use / occupancy of the final product
• Subject to defect liability periods
• Approving final payments in terms of executions except
claim related issues
 2. CPM: Essential Elements
• Project Life Cycle
• Project Acceptance
• Final Acceptance is meant for:
• Closing the project and the accounts
• Relieving liabilities on contracting parties except
warranty related issues
• Closing of Final Accounts
 2. CPM: Essential Elements
• Project Life Cycle
• Lesson Learned
• Made during the Monitoring and Evaluation Process
Groups and the Closing phase of the Project life cycle
• Involves Tracking and Continuous Evaluations and
Learning and Accountability Measures
• Uses Progress Reporting, Project Meetings, DRE
Services, Site Visits, Supervisions, Administering claims
and clarification requests
• Feed Back is the major output
• Update Organization Process assets
 2. CPM: Essential Elements
• Construction Project Management Process

Project Project-Product
C Design Transfer
O
Project Formulation Project
R & Basic Planning Construction
E
Project Definition Project Implementation Project Completion

S
U
P Administrative Monitoring & Planning
P
O
R Contract Administration
T
 2. CPM: Essential Elements
• Project (Construction) Stakeholders
• Stakeholders are individuals, groups or organizations
affecting and / or affect by the project.

Project Stakeholders

Sponsor
Portfolio / Functional
Program The Project Team Managers
Management
Project Operation
Manager Management
Beneficiaries Team

Project

34
 Parties in Construction Contract
• Project (Construction) Stakeholders

Stakeholders Budgetary Contractual Regulatory Collateral

Parties Stakeholders Stakeholders Stakeholders Stakeholders

Project Client / Client / Client / Beneficiary /

Owners Employer Employer Employer User
Project Doer Consultant / Sub Consultant
Contractor Sub Contractor

Project Financier / Financier

Sponsors Donor
Project Public Finance Public Bodies Public Bodies
Regulators Body
 Parties in Construction Contract
• Project (Construction) Stakeholders: Roles
Stakeholder Budgetary Contractual Regulatory Collateral
Roles Stakeholders Stakeholders Stakeholders Stakeholders
Administering Defining & Project Charter Project Need
Project
Finance Entering into development development and
Owners Contract Product User
Execution of Participate in
Project Works / Services Executions
Doer Administering
Contract
Appraising & Monitoring &
Project
Allocating Finance Evaluating Project
Sponsors Performance
Monitoring & Administering Regulate Facilitate and
Project Evaluating Contract compliance of regulate Project
Regulators Financial use Mandatory Public Inputs
Requirements
 Parties in Construction Contract
• Project (Construction) Stakeholders: Roles
Stakeholders Roles

Beneficiaries / Users Demand Emergence; Users

Demand Recognition; Project Scope Definition; Project Financing; Administration (Limited);
Client / Employer Organization and Risk allocations

Market Promotion and Study; Demand Articulation; Project Reformulations; Design

Consultants
Implementation and Contract Administration

Market Promotion and Study; Project Construction Works Implementation and Contract
Constructors
Administration

Suppliers / Sub contractors Same as Consultants and Constructors but for Outsourced activities and Input resources sources

Financiers / Sponsors Demand Articulations; Project Scope Redefinitions; Project Financing and Monitoring

Public works bodies Regulatory services for overall implementation of Policies, Standards, Codes, etc

Legislative Bodies Demand Articulation and Resources Allocation

General Audit Regulatory services for legislative bodies

Ensuring their interest and ethical implementations of Professions and Human resources
Associations / Institutions
development
 2. CPM: Essential Elements
• Project Stakeholders Relationships

Vs eign) Budgetary

Contractual
r
(fo

s
PO

An PDs
s
PF

s
Vs
B/n d
PD
s
Po

hin
POs
Wit
Beneficiary

Chained Weak of Stakeholders Relationships

 2. CPM: Essential Elements
• Project Organization
• Organization Culture and Style
• Shared Vision, Values, Norms, Belief & Expectations
• Policies, Methods and Procedures
• Views of Authority Relationships
• Work Ethics and Disciplines
• Organization Theories
• Structural: Organization Structures
• Human Resources: Behavioral
• Political: Coalition Groups and Resources Scarcity
• Cultural: Meaning
• System: Input  Process  Output
• Organization Structure
• Functional
• Matrix (Weak, Balanced, Strong)
• Projectized
 2. CPM: Essential Elements

Organizational Influence on Projects

Organization Matrix Organization
Functional Projectized
Structure Functional Balanced Projectized
Organization Organization
Project Matrix Matrix Matrix
Characteristics
Little or Law to Moderate to
PM Authority Limited High
None Moderate High
Resource Little or Law to Moderate to
Limited High
Availability None Moderate High
Controlling
Functional Manager Mixed Project Manager
Project Budget
PM Roles Indirect Direct
Project Mang’t
Administrative Indirect Direct
Staff
 2. CPM: Essential Elements
• Project Management Office & The Role of Project Manager
• Developing and managing shared policies, procedures, templates
• Identifying and developing methodologies, best practices and
standards
• Managing shared resources
• Coaching, Mentoring, Training, Oversight and Monitoring
• Coordinating communications
 2. CPM: Essential Elements
• Project Management Tools & Techniques
• Expert Judgment
• Interviews, Questionnaires, Focused Group Discussions,
Brainstorming, Facilitated Workshops, Observations,
• PMIS
• Modeling
• Alternative Analysis
• Variance and Trend Analysis
• Inspections
• Product Analysis
• Critical Path / Chain Method
• Decomposition / Breakdown Structures
• Resources Leveling
• Scenarios / Sensitivity Analysis
• Schedule Crushing
• Schedule Presentations
• Cost Estimating Techniques
42
 2. CPM: Essential Elements
• Project Management Tools & Techniques
• Earned Value Management
• Alterations Valuation
• Reserves Analysis
• Cost Benefit Analysis
• Benchmarking
• Procurement, Risk, Quality and Financial Audits
• Cause and Effect Diagrams
• Organizational Charts and Job Descriptions
• Conflict Management
• Stakeholder Analysis
• Reporting / Communication Systems
• SWOT Analysis
• Assumptions Analysis
• Risk Probability and Impact Assessment
• Risk Categorization
• Risk Response Methods
43
 2. CPM: Essential Elements
• Project Management Tools & Techniques
• Tendering
• Tender Evaluation
• Negotiations

44
 2. CPM: Essential Elements
• Project Management Skills
• Scientific Skills
• Abilities in Essential Elements of PM and Basic Knowledge of
Application Areas
• Analytical Skills
• Technical Skills
• Reading, Interpreting and Transforming Skills of Communication
Medias
• Estimating and Valuation Skills
• Quality Assurance Skills
• IT&C Application Skills
• Interpersonal Skills
• Leadership, Team Building, Motivation, Communication,
Influencing, Decision Making, Political and Cultural, Awareness,
Negotiation, Ethics and Performance Management
• Entrepreneurial and Novation Skills

45
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge

Project Integration
Management

Project
Procurement & Project
Contract Resources
Management Management
PM BOK

Project
Project Environment,
Constraints Health & Safety
Management Management
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
1. Project Procurement and Contract Management
• Governance System
• Project Procurement Management
• Project Contract Management

2. Project Constraints Management

• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
3. Project Resources Management
• Project Financial Management
• Project Human Resources Management
• Project Materials Management 47

• Project Machineries and Plants Management

 3. CPM: Essential Elements
• The Project Management Body of Knowledge:
4. Project Environment, Health and Safety Management
• Project Environment Management
• Project H&S Management
5. Project Integration Management
• Project Feasibility (Economics) Management / Front –
End Assessment
• Project Portfolio Management;
• Project – Parent (HO) Relationships Management
• Project Communication & Performance Management
• Project Uncertainty and Change Management
• Project Uncertainty / Risk Management
• Project Configuration / Changes / Alterations
Management
• Project Claim and Dispute Management 48
 3. CPM: Body of Knowledges

Construction Project Management

Basic Major Facilitating Integrating

Foundations Components Components Components

General Process Proc & Contract Uncertainty &

Management Management Management Change
Management
Project Resources Constraints
Management Management Management Portfolio
Management
Organization Stakeholders EHSs
Management Management Management Facility
Management
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
1. Project Procurement & Contract Management involves:
• Procurement & Contract Governance System (Services
Vs Works)
• Construction Law
• Delivery System
• Contracting Method
• Procurement Method
• Contract Type
• Procurement and Contract Management Planning
• Establishing Procurement Team
• Deciding Proc & Cont Governance Structure
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
1. Project Procurement & Contract Management (Cont’d):
• Procurement Management
• Procurement Document Preparation
• Tendering
• Tender Evaluation
• Contract Management
• Contract Formulation / Conclusion
• Contract Administration
• Contract Closing
• Refer P&CNote
• Refer CM Slides
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
2. Project Constraints Management
• Project Scope Management involves
• the management of Product (features & functions) as well
as Project (works required to deliver the product) scopes
• Definition, verification & control of product as well as
project scopes
• the management of Construction design and work
methodology, task - team composition or crew formation,
and deliverables and productivities
• PSM processes:
• Collect Requirements
• Define Scope
• Create WBS
• Verify Scope
• Monitor and Evaluate Scope
• Refer PMBoK 52
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
2. Project Constraints Management
• Project Time Management involves
• the management of Activities and Resources Dependencies
• PTM processes:
• Define Activities
• Sequence Activities
• Estimate Activities Resources
• Estimate Activities Durations
• Develop Schedule
• Monitor and Evaluate Schedule
• Refer PM BoK / DCE’s CW+RPs
• Critical Path Method Vs PERT Vs Critical Chain Method
• MS Project / Primavera

53
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
2. Project Constraints Management
• Project Cost Management involves
• Cost Estimating, Budgeting and Controlling Costs
• Budget and Cash Flow Management
• PCM processes
• Activities Definition
• Define Measuring Units and Cost Coverage
• Estimate Activities Resources
• Define Crews and CBS
• Determine Resources Basic Prices
• Estimate Activity Costs
• Develop Cash Flows and Budget
• Monitor and Evaluate Costs
• Cost Estimate Vs Project Cycle / Phases
• Refer Cost Estimating Slides and Cases
54
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
2. Project Constraints Management
• Project Quality Management involves
• Define & Plan Quality Requirements,
• Perform Quality Assurance & Control Services
• Project (as temporary organization) Management
• Product Quality Management
• Refer PMBoK

55
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
3. Project Resources Management
• Project Financial Management
• Involves the management of Project finance
• Project Finance involves Project cash flow & liquidity
management
• Determine Organization and Project healthiness using
Balance sheet, Income Statement and Financial ratios
• Project Human Resources Management involves
• the management of Project personnel and Labor
workmanship and productivities
• Develop HR plan and Acquire, Manage and Develop
Project team
• Develop LBS, Define and Control Productivities and
Workmanship requirements
56
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
3. Project Resources Management
• Project Materials Management involves
• the management of Materials Quality, Procurement &
Handling
• Develop MBS, Define and Control material quality
• Project Machineries and Plants Management involves
• the management of Machineries and Plants access,
installations, calibrations, productivities, costs and
maintenance

57
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
4. Project Environment, Health and Safety Management
• Project Environment involves
• Environment Impact Assessment, Resettlement Action Plan
and Fire Protection; and their Implementation and Control
• Project Health involves
• Identifying health hazard work methods, chemicals,
working environments; Develop, Implement and Control
preventive methods
• Project Safety involves
• Identifying accident prone activities; Develop, Implement
and Control preventive methods

58
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
5. Project Integration Management
• Project Portfolio Management / Project - Parent
Relationships Management
• the management of Organizational relationships and
authorities; and Resources Allocations among Programs
and Projects
• Develop Organizational Breakdown Structures (OBS),
Implement and Control OBS
• Project Communication Management
• the management of Project Management Information
System (PMIS)
• Plan communication requirements, Develop
communication mechanisms, Implement and Control
Communications
59
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
5. Project Integration Management
• Project Uncertainty and Change Management
• Project Risk Management
• Plan Risk Management, Identify Risks, Perform Risk
Analysis (Qualitative and / or Quantitative), Develop
and Plan Risk Responses (Scenario Management),
Monitor and Control Risks
• Project Configuration / Changes / Alterations
Management
• Develop and Plan Changes Management, Monitor
and Control Changes and Consequential Impacts
• Includes Requirement Changes Management, Project
Completion Time and Project Cost Variations
Adjustment System
60
 3. CPM: Body of Knowledges
• The Project Management Body of Knowledge:
5. Project Integration Management
• Project Uncertainty and Change Management
• Project Claim and Dispute Management
• Develop and Plan Claim and Dispute Management,
Monitor and Control Claims and Disputes including
their Consequential Impacts

61
 4. Professional Ethics
• Profession: Definition
• Professionals
• Knowledge
• Competence: Certification & Licensing
• Profession
• Association – Self Regulation
• Development
• Public Service
• Profession Ethics
• EACE Code of Ethics
• ECoTMPA Code of Ethics

62
 4. Professional Ethics
• EACE Code of Ethics
• CE is learned profession
• CE works have direct impact on quality of life
• CE works requires:
• Honesty, Impartiality, Fairness, Integrity,
Honor, Diginity, Competence and Equity,
• Protection of Public Safety, Health and
Welfare,
• Faithful advisory services
• Highest principles of ethical conduct
• Avoidance and Declaration of Conflict of
Interest

63
 4. Professional Ethics
• ECoTMPA Code of Ethics

64
 4. Professional Ethics
• Work Discipline

65
 Module Content / Outline
Case Study # 01
Determine the Roles, Rights and Obligations of
Contractual Parties for:
1. Consultancy Services:
 Feasibility; or
 Design; or
 Supervision and Contract Administration; or
2. Construction Works; or
3. Dispute Resolution Services:
 Review Expert Services; or
 Adjudicator Services.
 Module Content / Outline

Case Study # 02
Taking a real project into Consideration, develop a
Project Charter for either a Consultancy Service or
a Construction Work of:
 A Road Project
 A Building Project
 A Rail Way Project
 A Hydro Power Project
 A Water Supply Project
 Module Content / Outline

Case Study # 03
Develop and Explain a Construction Project
(Building, Road, Water Works, Rail Way, etc)
Management Process System taking a real project
into consideration.
 Module Content / Outline

Case Study # 04
Assess the feasibility of the different procurement
and contract delivery systems, methods and types
in the FDRE Construction Industry
 Module Content / Outline

Case Study # 05
Develop and Explain with examples the different Contact
Administration services Project Management Plan / Document for
CWP:
1. Construction Program dev’t and administration
2. Payment Certificate Administration
3. Change Order / Engineer’s Instruction Administration
4. Variation Administration
5. Extension of Time administration
6. Price Escalation Administration
7. Project Completion Administration
8. Claim and Dispute Administration
 Module Content / Outline

Case Study # 06
Assess the risk sharing mechanisms and statuses
(Rights, Obligation and Remedial Rights) of
contractual parties taking two different actual
contracts used in FDRE Construction Projects and
their Impacts.
 Module Content / Outline

Case Study # 07
Explain and Compare and Contrast the different
contractual Securities taking an actual construction
projects contract.
 Module Content / Outline
Term Paper (Home Take Exam) Explanation
and Application of the following PM related BOK
and Concepts to an actual Construction Project

• Scope Management • Financial Management

• Time Management • Environment Management
• Quality Management • Health & Safety Mang’t
• Cost Management • Risk Management
• Procurement Management • Contract Management
• HR Management • Claim & Dispute Mag’t
• Machinery Management • Communication Mang’t