The document outlines the project management and business planning process within organizations, emphasizing the importance of aligning projects with strategic objectives and competitive advantages. It details the essential steps of business planning, including the formulation of objectives, strategies, and tactical plans to achieve desired goals. Additionally, it covers the functions of project management teams, including client integration, contributor selection, and monitoring outcomes to ensure project success.

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PROJECT
MANAGEMENT &
BUSINESS PLANNING
PROCESS

2. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Organisations under take
RISK when they need to
achieve their business
objectives more effectively.
Expand ONLY when the
potential benefits out weight
the risk involved.

3. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
 All projects should therefore
arise from a need to fulfil two
main factors such as:
1. Specific Strategic Objectives
2. Achieve competitive advantages

4. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
The business planning process has
four essential steps:
Remember ‘MOST’
Mission Statement
 States the reason for the
organisations existence;
 Initiates the business planning
process;

5. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Objectives are:
 The position;
 In quantities terms;
 In qualitative terms;
 that the organisation wishes to reach;
 Must be in a stated period of time.

6. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Strategies to consider:
 Design to achieve the objectives
such as:
 A set of budgets
 Clear goals
 Achievable targets
 Statement for needs.

7. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Covering all aspects of the business
such as:
 People
 Premises
 Organisations
 Capital
 Cash.

8. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Tactical plans
Individual plans to achieve items such as:
 Defined goal
 Operations and Projects
The plan describes how the organisation
will achieve each element of the strategic
plan.

9. Tactical plans
1
• Defined goal
2
• Operations and Projects
3
• Achieve each element of the
strategic plan

10. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS

11. PROJECT MANAGEMENT
BUSINESS PLANNING PROCESS
Another way to look at Business plan
 Remember ‘COST’
 C Commitment by all concerned to the project
 O Objectives being clear to all-Scope and
Mission
 S Strategy to meet the objectives-Milestone
Plan
 T Tactical-activities found necessary to
achieve to each milestone and solve Problems

14. P7

15. FUNCTION OF PROJECT MANAGEMENT
FUNCTION OF MANAGEMENT TEAM
 The basic Management Principles
described by Henri Fayol are:
 To plan
 To organise
 To co-ordinate
 To control
 To lead

16. FUNCTION OF PROJECT
MANAGEMENT
FUNCTION OF
PROJECT
MANAGEMENT
To leadTo controlTo co-
ordinate
To
organiseTo plan

17. FUNCTION OF PROJECT MANAGEMENT
The function of Management Team
in more detail are:
To establish the clients
objectives and priorities issues
such as:
 brief formulation;
 client organisation;
 approval powers.

18. FUNCTION OF PROJECT MANAGEMENT
Design Project Organisation
Such as:
 organisation chart;
 decision point;
 Relationships;
 feed back.

19. FUNCTION OF PROJECT MANAGEMENT
Integrate Client into the
project
client organisation
integrated into project
organisation;
people responsibilities;
decision processes.

20. FUNCTION OF PROJECT MANAGEMENT
Selection and appointment of
Contributors
 identify contributors;
 identify input required;
 identify when input required and
duration;
 record types of appointment.

21. FUNCTION OF PROJECT MANAGEMENT
Full brief formulation process
 Establish need, budget, cost
plan, cost limit, procurement
route.
 Start value engineering.
 Programme formulation.
 The overall project programme.

22. FUNCTION OF PROJECT MANAGEMENT
The phase or stage programme
The design programme.
The procurement programme.
The construction programme.
The commissioning
programme.

23. FUNCTION OF PROJECT MANAGEMENT
Activation of the relationships
between contributors
 Ensure contributors are brought
in and integrated into the project
organisation.
 Ensure contributors can perform
as required.

24. FUNCTION OF PROJECT MANAGEMENT
Establish appropriate information
and communication structure by:
 establishing a full project
procedures manual containing;
 description of formal
communication cannel;

25. FUNCTION OF PROJECT MANAGEMENT
change requests and instructions;
drawings framework;
co-ordination project information
system;
Address index of all contributors.

26. FUNCTION OF PROJECT MANAGEMENT
Convening and chairing meetings of
contributors at all stages such as:
 Judging the need and frequency;
 Who needs to attend;
 Agenda setting;
 Minutes and action.

27. FUNCTION OF PROJECT MANAGEMENT
Monitoring and controlling
 Pro-active role;
 Obtaining feedback and under taking
analysis;
 Testing outcomes to objectives and
taking corrective action;
 Forecasting;
 Integrating and controlling contributors.

28. FUNCTION OF PROJECT MANAGEMENT
Managing completion
 Commissioning programme;
 Training of user;
 As built drawings-user maintenance
manuals;
 Strategy for occupation or disposal.
Evaluation of outcomes
 Success in achieving objectives;
 The final feedback loop;

29. FUNCTION OF PROJECT MANAGEMENT
SYSTEMATIC APPROACH TO ANY
PROJECT
 Royal Institute of British Architects
(RIBA PLAN OF WORK)

30. TACTICAL PLANS
M is s io n 5
y e a r s
o b je c tiv e s
S tr a te g ie s
T a c tic a l
p la n s
T a c tic a l
le v e l(a c tiv itie s )
S tr a te g ic le v e l
( m ile s to n e s )
I n te g r a tiv e
le v e l
( p u r p o s e a n d
o b je c tiv e s
R E L A T I O N S H I P B E T W E E N C O R P O R A T E P L A N A N D P R O J E C T P L A N
P r o je c t M is s io n , S c o p e , O r g a n iz a tio n
M ile s to n e s
E v e n t o rie n ta te d
A c tiv it y o rie n t a te d

31. RIBA PLAN OF WORK
Appraisal
1 Carry out studies to determine the
feasibility of the Client's requirement.
2 2A Review with client alternative design
and construction approaches and the
cost Implications.
3 2B Provide information for report on cost
implications.

32. RIBA PLAN OF WORK
B Strategic Brief
1 Receive strategic brief prepared by the client.
C Outline Proposals
1 Commence development of Strategic Brief into
Project Brief
2 Prepare Outline Proposal
3A Provide an approximation of construction
costs. OR
3B Provide information for cost planning.

33. RIBA PLAN OF WORK
 4 Obtain Client approval to Outline
Proposals and approximate construction
cost.
 5 Co-operate with Planning Supervisor
where applicable.

34. RIBA PLAN OF WORK
D Detailed Proposals
1 Complete developments of Project Brief.
2 Develop the Detailed Proposal from
approved Outline Proposals.
3A Prepare a cost estimate. OR
3B Provide information for preparation of
cost estimate.
4 Consult statutory authorities.

35. RIBA PLAN OF WORK
 5 Obtain Client approval to the Detailed
Proposal showing spatial arrangements,
material and appearance, and a cost
estimate.
 6 Prepare and submit application for full
planning permission.

36. RIBA PLAN OF WORK
E Final Proposals
 1 Design Final Proposals from approved
Detailed Proposals.
 2A Revise cost estimate.
 2B Provide information for revision of cost
estimate.
 3 Consult statutory authorities on
developed design proposals.

37. RIBA PLAN OF WORK
 4 Obtain Client approval to type of
construction, quality of materials, standard
of workmanship and revised cost
estimate.
 5 Advise on consequences of any
subsequent changes on cost and
programme.

38. RIBA PLAN OF WORK
F Production Information
1 Prepare production information for tender
purposes.
2A Prepare schedules of rates and/or
quantities and/or schedules of works for
tendering purposes and revise cost
estimate. OR

39. RIBA PLAN OF WORK
 2B Provide information for preparation of
tender pricing documents and revision of
cost estimate.
 3A Prepare and make submissions under
building acts and/or regulations for other
statutory requirements. OR
 3B Prepare and give building notice under
building acts and/or regulations (not
applicable in Scotland).

40. RIBA PLAN OF WORK
 4 Prepare further production information
for construction purposes.
G Tender documents
1 Prepare and collate tender documents in
sufficient detail to enable a tender or
tenders to be obtained.
2 Where applicable pass final information
to Planning Supervisor for pre-tender
Health and Safety Plan.

41. RIBA PLAN OF WORK
 3A Prepare pre-tender costs. OR
 3B Provide information for preparation of
pre-tender cost estimate
H Tender Action
1 Contribute to appraisal and report on
tenders negotiations.
2 If instructed revise production information
to meet adjustments in the tender sum.

42. RIBA PLAN OF WORK
J Mobilisation
1 Provide production information as
requested for the building contract and for
construction.
K Construction to Practical Completion
1 Make visits to the works in connection
with the Architect's design.

43. RIBA PLAN OF WORK
 2 Provide further information reasonable
required for construction.
 3 Review design information from
contractors or specialists.
 4 Provide drawings showing the building
and main lines of drainage and other I
information for the Health and Safety File.

44. RIBA PLAN OF WORK
 5 Give general advice on operation and
maintenance of the building.
L After Practical Completion.
1 Identify defects and make final
inspections.
2A Settle Final Account. OR
2B Provide information required by others
for settling final account.