Construction Management

1. PROJECT DEFINITION
©Sheila Belayutham
©Sheila Belayutham

2. LESSON OUTCOME
 At the end of this chapter, students will be able
to :
 Discuss the importance of defining a project correctly.
 Determine the questions must be answered to
properly define a project.
 Review the essential elements for a Project Charter.
©Sheila Belayutham
©Sheila Belayutham

3. PROJECT DEFINITION
 Defining a project is a process of selection and
reduction of the ideas and perspectives of those
involved into a set of clearly defined objectives,
key success criteria and evaluated risks.
 This definition process should end in the
production of a Project Definition document,
sometimes called a Project Charter.
©Sheila Belayutham
©Sheila Belayutham

4.  Project definition elements:
 Aims
 Benefits and Risks
 Contextual factors
 Deliverables
 Evaluation
 Funding and Resources
 Guiding Principles
PROJECT DEFINITION
©Sheila Belayutham
©Sheila Belayutham

5. BASIC PROJECT DEFINITION
QUESTION
Define the project’s aims
‘What are the aims of the project?’
•Ask the potential client to describe what he or she wants from the
project and listen carefully to the reply.
©Sheila Belayutham
©Sheila Belayutham

6. Define the perceived benefits and risks of the project
‘What benefits do you (the client) expect from the project?’
•Digging deeper into the aims of the project define what benefits the
client expects the project to yield.
•For example, an organization that decides it needs a website may
not be sure why. You are the expert in this field and can make some
suggestions of potential benefits but be careful not to lead the client
away from what they want.
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

7. Define the contextual factors, which could influence the project
‘What related factors could influence the project?’
• There are many contextual and historic factors, which if ignored at an
early stage will trip the project up later.
•The context is the environment in which a project will develop.
•There are so many possible contextual factors that may influence a
project. They vary depending on the type of project being defined.
•Here is a list of some possible contextual factors that may need careful
consideration:
Legislative requirements
Regulatory requirements
Previous failed attempts at the project
Organizational drivers for the project
Internal or external support or opposition to the project
Public opinion
Physical environment
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

8. Define the deliverables for the project
‘When will we know the project is complete?’
•Many projects end in frustration when the contractor feels the project is
complete but the client was expecting more.
•For example, is the client expecting a concept plan, a detailed design, a
pilot programme or fully working model?
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

9. Define how the project will be evaluated
‘How will we know if the project is a success?’
The project will only be a success if the client judges it to be successful,
however it is useful to know how they will be making that judgment.
For example, here are some ways people may judge the success of a website:
Looks
Use of technology
Ease of use
Functionality
Effectiveness
Integration with other online and offline workflow
Financial benefits
Knowing which of these are most important to the client will help you make
the project a success. The more clearly evaluation of success for the project
is defined at the beginning of the project, the more likely it is to be
successful. Firm evaluation outcomes are not negotiated during project
definition.
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

10. Define the funding and resources available for the project
‘What resources are available for the project?’
You will need to know what funding and other resources, such
as people, technology, materials, are available to you for the
project.
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

11. Define the guiding principles for the project
‘Are there any underlying principles I should be aware of
before starting the project?’
•Many organisations have their own set of principles to guide their
operations.
•You need to know what these are so that you do not contravene
them.
•Adopting these as guiding principles for the project reassures the
client that your approach will blend easily with their organisational
direction.
BASIC PROJECT DEFINITION
QUESTION
©Sheila Belayutham
©Sheila Belayutham

12. PROJECT CHARTER
 Project definition document.
 The project charter is the first document that
exists in the project. It causes the project to come
into existence.
 The project charter names the project and briefly
describes it.
 The project charter should be written by the
project manager, but it must be issued under the
signature of someone above the project manager
who has the authority to make project
assignments.
©Sheila Belayutham
©Sheila Belayutham

13. What Every Project Charter Should Include:
Project Authorization.
A brief written statement should identify the authorized project by
name and/or number.
Project Manager Authorization.
The name of the project manager, including a description of his/her
responsibilities should be clearly identified.
PROJECT CHARTER
©Sheila Belayutham
©Sheila Belayutham

14. Key Stakeholders.
All key stakeholders identified in the project proposal, those who
can positively or negatively influence the success or failure of a
project, must be identified. Their functions and roles must also be
defined clearly to avoid role confusion. List all stakeholders, their
roles, and how they will contribute to the project.
Project Goal(s).
Having a clear, agreed-upon, goal statement is vital to the success
of the project. The goal statement in the project charter must be
identical to the goal established in the approved project proposal.
The goal must be:
Specific
Measurable
Achievable
Relevant to the corporate strategy
Time-lined
PROJECT CHARTER
©Sheila Belayutham
©Sheila Belayutham

15. PROJECT CHARTER
Project Priorities.
A list of the project priorities (time, cost, scope, etc.) must be included
and delineated in the order importance.
These priorities should remain constant throughout the project
whenever possible.
Scope Statement.
A scope statement that describes the major activities of the project in
such a way that it will be absolutely clear if extra work is added later
on.
The scope statement in the project charter must reflect the approved
scope described in the project proposal, and may further expand on its
details.
©Sheila Belayutham
©Sheila Belayutham

16. Product Requirements.
Either marketing personnel, or a customer will identify the product
requirements–what the product is expected to do, and how it must
perform.
Most customers don’t know what they want until they know what
you can provide, so initial product requirements are often “soft.”
Product requirements must be consistent with those in the
approved project proposal, and are sometimes included in a
document called a, “Marketing Requirements Document (MRD).”
Project Assumptions.
Any and all assumptions related to this project must be clearly
described. This may include the availability of specific resources,
information, funding, and project personnel skills.
PROJECT CHARTER
©Sheila Belayutham
©Sheila Belayutham

17. PROJECT CHARTER
Project Constraints & Boundaries.
Any constraints or boundaries placed on this project must be clearly
described.
This might include budget/funding limits, time constraints,
regulations, or quality standards that must be met.
Initial Project Risks.
Any identifiable obstacles and risks (threats) that might prevent
the successful attainment of the project goals must be considered.
Each risk must be analyzed, quantified, and prioritized as much as
possible with the information available at this stage of a new
project.
Risk responses, including mitigations, risk sharing, risk avoidance,
and risk tolerances should be described in this portion of the project
proposal.
©Sheila Belayutham
©Sheila Belayutham

18. PROJECT CHARTER
List of Deliverables.
The project charter should include a list of deliverables produced by the
project and submitted to a customer, or a production manager for
acceptance.
There can be both intermediate and end deliverables.
Cost Estimates.
Any cost estimates that were developed and approved in the project
proposal must be reflected in the project charter. These might also
contain the following aspects:
How fixed is the budget?
Why was it set at ($$$)?
How far over the budget or how late can we be and still be successful?
©Sheila Belayutham
©Sheila Belayutham

19. PROJECT CHARTER
Schedule Estimates.
Any project duration estimates that were developed and approved in the
project proposal must also be reflected in the project charter. These might
also contain the following aspects:
How was the project deadline arrived at?
Why does the project need to be finished by (date)?
Do we know have enough information to produce a reliable estimate?
Integrated Change Control.
The project charter must also define how changes to the project charter, or
the approved project management plan, will be managed.
Processes such as configuration management, or software release centers
must be described in detail, including who has the authority to accept of
reject these changes.
©Sheila Belayutham
©Sheila Belayutham

20. PROJECT CHARTER
Success Criteria.
In addition to the project goals it is also important to determine the
success criteria of a project.
Not all projects finish exactly on time, within budget, or with all initial
scope completed, but this does not mean that a project has failed.
Aggressive, but doable success criteria will ensure having a motivated
project team.
©Sheila Belayutham
©Sheila Belayutham

21. WHAT TO DO IF YOU HAVE NO PROJECT
CHARTER?
If you as a project manager have no written project charter you
should write one and then submit it to your sponsor, and the other
key stakeholders, for review, revision, and written approval.
It is critical that all project charters be in writing and signed by the
appropriate stakeholders.
©Sheila Belayutham
©Sheila Belayutham

22. ©Sheila Belayutham
©Sheila Belayutham