Episode 23 : PROJECT TIME MANAGEMENT
What is a project?
What is Project Management
Relationship to other Management Disciplines
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses project scope management. It defines key terms like project scope management plan, scope statement, work breakdown structure (WBS), rolling wave planning, and scope baseline. The scope management plan provides guidance on how scope will be defined, documented, verified, managed and controlled. The scope statement contains objectives, requirements, deliverables and other details. Rolling wave planning involves waiting to plan details until they are clarified. The WBS breaks work down into smaller components. The approved scope statement, WBS and WBS dictionary make up the scope baseline.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
This document provides an overview of scope management for a project. It discusses planning and defining the project scope, creating a work breakdown structure (WBS) and WBS dictionary, and controlling and verifying the project scope. Key aspects of scope management covered include scope planning, developing a project scope statement, stakeholder analysis, and addressing scope creep. The presentation includes examples and a case study to illustrate scope management concepts and best practices.
Episode 23 : PROJECT TIME MANAGEMENT
What is a project?
What is Project Management
Relationship to other Management Disciplines
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project scope management. It discusses the key processes involved, including initiation, scope planning, scope definition, scope verification, and scope change control. For each process, the document outlines typical inputs, tools and techniques, and outputs. It emphasizes the importance of properly defining project scope to support planning, execution, control, and completion. The core output is a Work Breakdown Structure (WBS) that decomposes project deliverables into smaller, more manageable components.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses project scope management. It defines key terms like project scope management plan, scope statement, work breakdown structure (WBS), rolling wave planning, and scope baseline. The scope management plan provides guidance on how scope will be defined, documented, verified, managed and controlled. The scope statement contains objectives, requirements, deliverables and other details. Rolling wave planning involves waiting to plan details until they are clarified. The WBS breaks work down into smaller components. The approved scope statement, WBS and WBS dictionary make up the scope baseline.
1. Project scope management includes processes to define and control what work needs to be done to complete the project successfully. This includes planning scope management, creating a scope statement, developing a work breakdown structure (WBS), validating scope, and controlling scope.
2. The key outputs are a scope management plan, scope statement, and WBS. The scope statement describes the project deliverables and work. The WBS breaks down the work into smaller, more manageable components.
3. Scope validation involves formally accepting completed project deliverables. Scope control monitors the project scope against the baseline and manages any changes to ensure work stays within approved scope.
This document provides an overview of scope management for a project. It discusses planning and defining the project scope, creating a work breakdown structure (WBS) and WBS dictionary, and controlling and verifying the project scope. Key aspects of scope management covered include scope planning, developing a project scope statement, stakeholder analysis, and addressing scope creep. The presentation includes examples and a case study to illustrate scope management concepts and best practices.
Training Slides of Managing & Supervising Projects, Consultants & Contractors, discussing the importance of Project Management.
Some Key-Points:
- The Framework of Project Management
- Stakeholders
- Quality Assurance
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project integration management involves defining, combining, and coordinating the various project management processes and activities. It includes developing a project charter, preliminary scope statement, and project management plan during initiation and planning. During execution, it involves directing and managing project execution. Monitoring and controlling involves monitoring work, controlling changes, and recommending corrective actions. Closing includes administrative and contractual closure procedures to conclude the project.
The document outlines the typical project lifecycle phases in IT projects: (1) Initiation which defines objectives and requirements; (2) Planning which refines scope and plans the work; (3) Execution which involves most of the work being executed and monitored; (4) Monitoring and controlling which tracks progress and implements corrective actions; (5) Closure which formally ends the project and captures lessons learned. It also discusses communicating with relevant parties during each phase and using different communication channels like upward, downward, and lateral.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
The document discusses various aspects of software project management including processes, organization structures, project selection methods, factors that contribute to project success, and portfolio management. It provides an overview of the Project Management Institute (PMI) framework, including the five process groups and knowledge areas, and how they relate to the project life cycle. Metrics for identifying successful projects include executive support, user involvement, clear objectives, and reliable estimates.
The document discusses defining project scope. It explains that defining scope involves developing a detailed description of the project and product based on information known during planning. This process describes project boundaries by defining which requirements will be included and excluded. Stakeholder needs are analyzed and converted to requirements. Inputs like the project charter and requirements documentation are used along with tools like expert judgment, product analysis, and workshops to create the project scope statement output. The scope statement elaborates on product characteristics and includes acceptance criteria, deliverables, exclusions, constraints, and assumptions.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
Project Management Body of Knowledge (Integration)Jeffrey Cheah
The document provides an overview of six processes under Project Integration Management according to the Project Management Body of Knowledge (PMBOK) Guide 5th Edition. The six processes are: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, the document lists the typical inputs, tools and techniques, and outputs involved in managing the project integration according to PMBOK best practices.
The Monitor Risks process involves monitoring risks throughout a project to determine if risk responses are effective, the level of overall project risk has changed, new risks have emerged, and project assumptions remain valid. It uses inputs like the risk management plan, risk register and work performance data, along with tools like data analysis and risk reviews. The key outputs are updated project documents and risk management plans, as well as change requests if risk response adjustments are needed.
The document provides an overview of key concepts from the Project Management Professional certification study guide. It discusses recurring themes in project management like collecting historical records, involving stakeholders, and clearly defining requirements. It also summarizes several chapters which describe what constitutes a project and program, the project life cycle and phases, roles of stakeholders, and the importance of planning processes like developing a scope, schedule, budget, and risk management plan. The document emphasizes that project success relies on active management of interrelated processes across the project life cycle.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
This document discusses project scope management and planning. It covers developing a project charter and management plan, directing and monitoring project work, managing changes, and closing projects. It also discusses techniques for project integration like project selection methods, methodologies, stakeholder analysis, and change control boards. Finally, it provides details on processes for project scope management including planning scope, collecting requirements, defining scope, creating work breakdown structures, validating scope, and controlling scope.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
The document discusses the key processes involved in project integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each knowledge area, the key processes and associated deliverables are listed.
Vanessa Hartsfield Gm591 Unit 4 Project Management Process Groupsvanessahartsfield
The document outlines the project management process groups which include initiating, planning, executing, monitoring and controlling, and closing. It provides overview maps and descriptions of each process group broken down by knowledge areas such as time management, cost management, quality management, and communications management. The initiating process group involves developing the project charter. The planning process group involves developing the project management plan. The executing process group involves directing and managing project execution. The monitoring and controlling process group involves monitoring project work and controlling changes. Finally, the closing process group involves closing the project or phase.
The correct answer is B. Progressive elaboration means project processes are iterated as more detailed as more information is uncovered throughout the project life cycle.
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
The document discusses project scope management. It describes the processes involved in planning scope management, collecting requirements, and defining scope.
The key processes covered are:
1. Plan Scope Management - This process creates a scope management plan to define how project and product scope will be managed.
2. Collect Requirements - This process determines, documents, and manages stakeholder needs and requirements to meet project objectives. Various techniques like interviews, surveys and focus groups are used to collect requirements.
3. Define Scope - This process establishes the boundaries of the project and product scope. It creates the scope statement and scope management plan.
The document provides details on the inputs, tools and techniques, and outputs of each
Training Slides of Managing & Supervising Projects, Consultants & Contractors, discussing the importance of Project Management.
Some Key-Points:
- The Framework of Project Management
- Stakeholders
- Quality Assurance
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project integration management involves defining, combining, and coordinating the various project management processes and activities. It includes developing a project charter, preliminary scope statement, and project management plan during initiation and planning. During execution, it involves directing and managing project execution. Monitoring and controlling involves monitoring work, controlling changes, and recommending corrective actions. Closing includes administrative and contractual closure procedures to conclude the project.
The document outlines the typical project lifecycle phases in IT projects: (1) Initiation which defines objectives and requirements; (2) Planning which refines scope and plans the work; (3) Execution which involves most of the work being executed and monitored; (4) Monitoring and controlling which tracks progress and implements corrective actions; (5) Closure which formally ends the project and captures lessons learned. It also discusses communicating with relevant parties during each phase and using different communication channels like upward, downward, and lateral.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
The document discusses various aspects of software project management including processes, organization structures, project selection methods, factors that contribute to project success, and portfolio management. It provides an overview of the Project Management Institute (PMI) framework, including the five process groups and knowledge areas, and how they relate to the project life cycle. Metrics for identifying successful projects include executive support, user involvement, clear objectives, and reliable estimates.
The document discusses defining project scope. It explains that defining scope involves developing a detailed description of the project and product based on information known during planning. This process describes project boundaries by defining which requirements will be included and excluded. Stakeholder needs are analyzed and converted to requirements. Inputs like the project charter and requirements documentation are used along with tools like expert judgment, product analysis, and workshops to create the project scope statement output. The scope statement elaborates on product characteristics and includes acceptance criteria, deliverables, exclusions, constraints, and assumptions.
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
Project Management Body of Knowledge (Integration)Jeffrey Cheah
The document provides an overview of six processes under Project Integration Management according to the Project Management Body of Knowledge (PMBOK) Guide 5th Edition. The six processes are: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, the document lists the typical inputs, tools and techniques, and outputs involved in managing the project integration according to PMBOK best practices.
The Monitor Risks process involves monitoring risks throughout a project to determine if risk responses are effective, the level of overall project risk has changed, new risks have emerged, and project assumptions remain valid. It uses inputs like the risk management plan, risk register and work performance data, along with tools like data analysis and risk reviews. The key outputs are updated project documents and risk management plans, as well as change requests if risk response adjustments are needed.
The document provides an overview of key concepts from the Project Management Professional certification study guide. It discusses recurring themes in project management like collecting historical records, involving stakeholders, and clearly defining requirements. It also summarizes several chapters which describe what constitutes a project and program, the project life cycle and phases, roles of stakeholders, and the importance of planning processes like developing a scope, schedule, budget, and risk management plan. The document emphasizes that project success relies on active management of interrelated processes across the project life cycle.
This document provides an overview of the Capability Maturity Model Integration (CMMI) version 1.2. It discusses the history and development of CMM models. CMMI version 1.2 integrates different CMM models and focuses on systems engineering and software engineering. It describes the staged maturity levels from initial to optimizing, and the key process areas addressed at each level. Finally, it notes that organizations should not skip maturity levels, as each level provides foundations for continuous process improvement.
This document discusses project scope management and planning. It covers developing a project charter and management plan, directing and monitoring project work, managing changes, and closing projects. It also discusses techniques for project integration like project selection methods, methodologies, stakeholder analysis, and change control boards. Finally, it provides details on processes for project scope management including planning scope, collecting requirements, defining scope, creating work breakdown structures, validating scope, and controlling scope.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
The document discusses the key processes involved in project integration management, scope management, time management, cost management, quality management, human resource management, communication management, procurement management, and risk management. For each knowledge area, the key processes and associated deliverables are listed.
Vanessa Hartsfield Gm591 Unit 4 Project Management Process Groupsvanessahartsfield
The document outlines the project management process groups which include initiating, planning, executing, monitoring and controlling, and closing. It provides overview maps and descriptions of each process group broken down by knowledge areas such as time management, cost management, quality management, and communications management. The initiating process group involves developing the project charter. The planning process group involves developing the project management plan. The executing process group involves directing and managing project execution. The monitoring and controlling process group involves monitoring project work and controlling changes. Finally, the closing process group involves closing the project or phase.
The correct answer is B. Progressive elaboration means project processes are iterated as more detailed as more information is uncovered throughout the project life cycle.
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
The document discusses project scope management. It describes the processes involved in planning scope management, collecting requirements, and defining scope.
The key processes covered are:
1. Plan Scope Management - This process creates a scope management plan to define how project and product scope will be managed.
2. Collect Requirements - This process determines, documents, and manages stakeholder needs and requirements to meet project objectives. Various techniques like interviews, surveys and focus groups are used to collect requirements.
3. Define Scope - This process establishes the boundaries of the project and product scope. It creates the scope statement and scope management plan.
The document provides details on the inputs, tools and techniques, and outputs of each
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
03 project management processes for a projectAla Ibrahim
Project management involves applying processes, knowledge, skills, and tools to meet project requirements. There are five key project management process groups: initiating, planning, executing, monitoring and controlling, and closing. The initiating process group recognizes and starts a new project. The planning process group develops plans for executing the project. The executing process group produces the project deliverables. The monitoring and controlling process group measures progress and ensures the project stays on track. The closing process group ends the project and assesses lessons learned. Project processes fall into these groups to effectively coordinate project activities from start to finish.
Project scope management involves defining and controlling all aspects of a project. It includes determining goals, deliverables, costs, and deadlines. The project scope provides boundaries and establishes team member responsibilities. It is defined in the project charter and must be verified and controlled throughout the project. The scope management process includes initiation, planning, definition, verification, and change control to manage the scope.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
Project Management Cycle and MS Project 2013 By Subodh Kumar PMPSubodh Kumar
This document introduces project management concepts including the project management cycle, project and product lifecycles, and the Project Management Institute (PMI) framework. It discusses that a project has a definite beginning and end and is created to deliver a unique product or service. It then explains the five process groups that make up the project management cycle according to PMI: initiation, planning, execution, monitoring and control, and closing. Finally, it provides an overview of how Microsoft Project 2013 can be used to manage the schedule, resources, and other aspects of a project.
The document discusses project scope management. It defines scope management as defining and managing what is included and excluded from a project. Scope management involves planning, controlling, and closing processes. Planning involves determining project goals, tasks, deadlines and budgets. Controlling involves documenting and approving/disapproving changes. Closing examines completed deliverables against the original plan. Effective scope management provides clarity on project requirements, tasks, timelines and costs.
Scope management based on project management.Niloy Biswas
This slide makes on Scope management. This is a constant of Project management. We describe here the process of project management like planning, define scope, collecting requirement, WBS, verify and control scope. We give example of those process and try to describe it. And deifne what is actually scope management doing.
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
This document provides an overview of entrepreneurship and project management. It discusses the three phases of starting a business from idea generation to sustainable performance. It also outlines the five process groups and ten knowledge areas of project management. Finally, it provides details on tools and techniques for project integration management, including developing the project charter and project management plan.
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document discusses the principles and processes of project management. It begins with an introduction to the field and defines what constitutes a project. There are typically five main processes: initiating, planning, executing, monitoring and controlling, and closing. The document then goes into further detail on each of these processes and their components. It also discusses the history of project management and some of the important organizations in its development. In addition, it covers project controlling and different methods that can be used.
This document discusses the project management process. It covers the following key points:
- There are two categories of project processes: product-oriented and project management processes.
- There are five project development life cycle categories: predictive, iterative, incremental, adaptive, and hybrid.
- Project management processes involve five process groups: initiating, planning, executing, monitoring and controlling, and closing.
- Project phases and gates help define and review work. Project data and documents like the business case and benefits management plan are also important to the management process.
The document provides an overview of project scope management including:
- Abdullah Alkhdrawy is an instructor for project scope management. He has a civil engineering degree and project management certification and experience.
- Scope management involves planning, collecting requirements, defining, creating a work breakdown structure, validating, and controlling the scope. It aims to ensure all required work and only the required work is included.
- Collecting requirements involves determining, documenting, and managing stakeholder needs through techniques like interviews, workshops, prototypes, and document analysis to develop requirements documentation and a requirements traceability matrix.
Here are the answers to the questions:
1) B
2) C
3) B
4) B
5) A
The project manager should contact the customer to determine if the proposed scope change adds value before making any changes. Scope verification ensures customer acceptance and allows differences to come to light. The project scope statement is created during the planning process. If a team is subdividing work packages, they are decomposing. A WBS is a tool for tracking the schedule by breaking down work into smaller, more manageable components.
These notes were produced for APM's PQ assessment which I completed and passed in July, 2013. The assessment was based on APM BoK version 5. They are ideally printed at six to a page and then guillotined into pocket sized cards. Please contact me at nickbrook@theiet.org for the six to a page download.
This lecture helps to learn how different types of processes are managed while executing a software project. this is core responsibility and one the most technical and difficult task of project manager.
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
2. Construction Project Management body of
knowledge
Project process management
Project scope management
Project quality management
Project stake holder management
Project communication management
Risk and Uncertainty management
2
3. • Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet the project
requirements.
• This application of knowledge requires the effective
management of the project processes.
• A process is a set of interrelated actions and activities
performed to create a pre-specified product, service, or
result.
•Each process is characterized by its inputs, the tools and
techniques that can be applied, and the resulting outputs.
3
5.1 Project Process Management
4. •Project Life Cycle
• A project life cycle is the series of phases that a project passes
through from its initiation to its closure.
• The phases are generally sequential, and their names and numbers
are determined by the management, the nature of the project itself,
and its area of application.
• Phases are generally time bounded, with a start and ending or
control point.
4
5.1 Project Process Management
5. •Project Life Cycle…
•The project life cycle can be determined or shaped by the
unique aspects of the organization, industry, or technology
employed.
•The life cycle provides the basic framework for managing
the project, regardless of the specific work involved.
5
5.1 Project Process Management
7. • Some literatures presented project life cycle into four to five
phases with nearly similar functions under their classification.
Project Mgmt Organized by: Belachew Asteray (PhD) 7
5.1 Project Process Management…
Items Project Management Processes Authors
1 Identify a need, Develop a proposed Solution, Perform the Project, and
Terminate the project
Gido & Clements, 1999
2 Initiating, Planning, Executing, Controlling, and Closing PMIBoK, 2000
3 Feasibility or Conceptual, Definition, Execution and Close out Laufer, 1995
4 Conceptualization, Planning, Execution and Termination Meredith & Mantel, 2000
5 Early or Front - End Assessment, Implementation Knut Samset, 2001
6 Concept (Conceive), Planning (Design, Plan and Allocate), Execute,
Termination (Deliver, Review and Support).
Chapman & Ward, 1997:
Eight stages
7 Planning, Appraisal and Design; Selection, Approval & Activation;
Operation, Control and Hand over; and Evaluation and Refinement.
Goodman, 1984: 11 stages
8. • Construction Management Process System
• The construction process is defined as all processes which guides
towards the planned construction works.
• This means that the construction process as a concept covers sub
processes having different characteristics.
• These sub processes can be grouped under three major
classifications: Core processes, Administrative processes and Public
regulatory processes. These processes are termed Project
Processes.
8
5.1 Project Process Management…
9. Project Management Process Vs Life Cycle
9
Core
Processes
Concept
Definition
Concept
Development
Design of buildings,
Roads, etc & Physical
construction works
Maintenance
Period and
Defect Remedies
Administrative
Processes
Concept Evaluation
Project Approval
Budget Allocation
Monitoring,
Procurement and Other
Processes
Acceptance /
Hand Over
Public
Regulatory
Processes
Right-of-way (if necessary)
and
Regulatory Permits
Tender award
and
Changes and Variation
Final Approval
and
User Permit
Project
Closing
Project
Implementation
Project
Definition
Project
Development
Project cycle
Project cycle
Project process
5.1 Project Process Management…
10. 10
5.1 Project Process Management…
Modified Project Management Process (Source: Wubishet, 2004)
Project Completion
Project Implementation
Project Definition
Project Formulation
& Basic Planning
Project
Design
Project
Construction
Project-Product
Transfer
Administrative Monitoring & Planning
Contract Administration
C
O
R
E
S
U
P
P
O
R
T
11. •The Project management process includes two separate
elements.
11
5.1 Project Process Management…
• The first includes two processes which
were meant for one of the elements that
PMBoK used to define a project.
• A project is temporary and hence has a
definite beginning and a definite end.
(Initiating and closing)
• The second one is built upon the bases of
the three well known traditional
management functions.
• Planning,
• Executing and
• Controlling.
• At the same time these processes are
made cyclic depending on the degree of
uniqueness.
12. Scope: thesumoftheproducts,services,andresultstobe providedbyaproject
E.g.buildingforresidential,school,factory,forservice lifeof‘x’years
Scope management–theprocess of identifying anddoing onlytheworksthatarenecessary
tocompleteaproject successfully. Avoidsdoing unapproved extrawork(scope creep)and
unnecessaryworks including“gold plating”,i.e., doingextra seeking for good name and/or
hiddenagenda
Forcontractors scopehas to consider the whole activities: thedeliverables and the enablers
14
ConstructionProjectScope
5.2 Project Scope Management
13. Approach inplanning Scope
Creating(WorkBreakdownStructure(WBS):break the worksinto desired lowerlevels.
It isdividing thegeneral scope into type and hierarchy of 3 to 5 levels
The hierarchical breaking down of the works may be done based on size,complexity,
proximity or/and phase of completion required by the specific contract
WBS mayincludedividing the project work into areas, sectors or tasks, groups or a
combination of these whichmayfurther be divided into sub-project,functions (tasks),
work packages,activities and operations or processes
15
Planning ConstructionProjectScope
14. 🞑 Source are Documents and Site investigation
Document Study
Using project’s plans (drawings), BoQs, specifications, contract conditions; relevant codes,
legal & regulatory documents;social, businessand natural environments; material sources.
Site Investigation
Identifying local inputs , utility lines, safety and health issues; site office location, social
(culture) and environmental factors; statusof work site (right-of-way)
Competency required: Knowledge of the work, prior practice on similar work, experience in
decomposing works with respect to resource allocation, quality and cost control and discipline/desire
The project manager (project lead team) needs to knowthe full picture of the worksincluding the
environment where it is to be implemented
16
15. WBS preparation benefits
🞑 WBS helps not to miss work items of the scope and to:
Identify risks and address themproperly
Keep stakeholders informed and hence get their cooperation
Get commitment and focus of teams involved
Ensure better control
Control the impact of desired changes (control for scope creep and gold
plating)
16. RulesinperformingWBS
T
eam participation and systematic approach to splitting
Only the work required to make the project deliverable are the focus
Function or TASK group
1
EW
EXCAVN
LAYOUT EXCAVATION LEVE
LING
FILL CARTAWAY
MASONRY CONCR
E
TE
FWK R
E
-BAR CONCR
E
T
E
FINISHES E
L
E
C & SANT
Level -1
Level -2
L-3
Sample outcome of WBS
17. • In the project context, the term scope can refer to:
• Product scope: The features and functions that characterize a
product, service, or result
• Project scope: The work performed to deliver a product, service,
or result with the specified features and functions.
• Project Scope Management includes the processes required to
ensure that the project includes all the work required to complete
the project successfully.
• Managing the project scope is primarily concerned with defining
and controlling what is and is not included in the project.
17
Project Scope Management from PMBOK
18. • Project Scope Management processes include the following:
1. Plan Scope Management: The process of creating a scope
management plan documents how the project scope will be defined,
validated, and controlled.
2. Collect Requirements: The process of determining, documenting, and
managing stakeholder needs and requirements to meet project
objectives.
3. Define Scope: The process of developing a detailed description of the
project and product.
4. Create work breakdown structure (WBS): The process of
subdividing project deliverables and project work into smaller, more
manageable components.
5. Validate Scope: The process of formalizing acceptance of the
completed project deliverables.
6. Control Scope: The process of monitoring the status of the project and
product scope and managing changes to the scope baseline.
18
19. 1. Plan Scope Management
• The key benefit of this process is that it provides guidance and
direction on how scope will be managed throughout the project.
19
20. 2. Collect Requirements
• The key benefit of this process is that it provides the basis
for defining and managing the project scope including
product scope.
20
21. 3. Define Scope
• The key benefit of this process is that it describes the product,
service, or result boundaries by defining which of the requirements
collected will be included in and excluded from the project scope.
21
22. 4. Create Work Breakdown Structure (WBS)
• The key benefit of this process is that it provides a structured vision
of what has to be delivered.
• The WBS is a hierarchical decomposition of the total scope of work
to be carried out by the project team to accomplish the project
objectives and create the required deliverables.
22
23. 5. Validate Scope
• The key benefit of this process is that it brings objectivity to the
acceptance process and increases the chance of final product,
service, or result acceptance by validating each deliverable.
23
24. 6. Control Scope
• The key benefit of this process is that it allows the scope baseline to
be maintained throughout the project.
24
25. Quality: isdefined asfitness for purpose specified by a designer/customer.
May include desires for safety, functionality, aesthetics, reliability,
durability/service life, maintainability of a product .
Quality system refers to established organized routines and procedures which
comprise elements set as standard.
Quality System Pillars: quality assurance (used to verify) &/or which may be
set by the management, customer regulatory body; and quality control used to
identify and eliminate non-conformance
21
5.3 Project Quality Management
26. Quality Assurance: is the application of planned, systematic, quality activities to
ensurethat theproject will employall processesneededto meetrequirement
It is part of quality management focused on providing confidence that quality
requirementswill be fulfilled’ ISO9000
The aim is to prevent defects focus on the process used to make the product.
It is a proactive quality process
Improve development and test processes so that defect do not arise
Preventive process
22
27. Quality Control
Control is concerned with comparing the work results with the
requirement to ensure that the result is acceptable
Partofqualitymanagementfocusedonfulfillingquality requirements’ISO
Performing QC involves monitoring specific project resultsto determine
the cause of unsatisfactory results
QCObjective:to ascertain thestandard of a product that can meet the
requirement of the customer are produced
Identifydefectsafteraproductisdevelopedandbeforeitisreleased
Itisreactivequalityprocess,finds/detectdefectsaftertesting
Correctiveprocess
23
28. Inspection:
Determining the acceptability of an output/product of a process at a
givenstage.
It includes measuring, examining or testing and comparing whether the
resultsconformtotherelevant requirements.
PlanningInspectionincludes:wheretoinspect,what resourcestouseand
extentofinspectionaredetermined.
Hence,itisapplyingtoolsandtechniquesfortheworks andmanagement
objectivestoidentifylevelofconformity
24
29. 29
Construction Quality Control
Who
Quality
Control
(QC)
Usually the contractor (or a third party) is responsible for
performing Quality Control (QC) making sure that the standards are
meet for production
Quality
Assurance
(QA)
Usually the government or outside third party is responsible for performing
Quality Assurance (QA).
QA is spot checking of contract compliance, test results, and ultimately
making sure that the quality control process is working
A government organizations/clients or any executing agencies will have very
clear guidance on what is required per contract as far as the QA/QC is
concerned.
Policy and Guidelines
Standards and Specifications
Rules and Regulations
Terms and conditions of the contract
30. •Quality Management is an important project management
function.
•It is one of the critical attributes of project success, with
the others being cost, time and safety.
•Quality Management involves :
• Setting Quality Standards to achieve both technical and
managerial competence,
• Scheduling inspections,
• Managing any required rework,
• Documentation.
30
Construction Quality management from PMBOK
31. The basic approach to project quality management is intended to
be compatible with International Organization for Standardization
(ISO) quality standards.
In the context of achieving ISO compatibility, modern quality
management approaches seek to minimize variation and to
deliver results that meet defined requirements.
Project Quality Management processes include:
1. Plan Quality Management
2. Perform Quality Assurance
3. Control Quality
31
32. 1. Plan Quality Management
• Plan Quality Management is the process of
•identifying quality requirements and/or standards for
the project and its deliverables, and
•documenting how the project will demonstrate
compliance with relevant quality requirements and/or
standards.
• The key benefit of this process is that it provides guidance
and direction on how quality will be managed and
validated throughout the project.
32
34. 2. Perform Quality Assurance
• It is the process of auditing the quality requirements and the
results from quality control measurements to ensure that
appropriate quality standards and operational definitions are used.
• The key benefit of this process is that it facilitates the
improvement of quality processes.
Project Mgmt Organized by: Belachew Asteray (PhD) 34
35. 3. Control Quality
•Control Quality is the process of monitoring and
recording results of executing the quality activities to
assess performance and recommend necessary changes.
•The key benefits of this process include:
(1) identifying the causes of poor process or product quality
and recommending and/or taking action to eliminate them; and
(2) validating that project deliverables and work meet the
requirements specified by key stakeholders necessary for
final acceptance.
35
37. •Stakeholders can be defined as either individuals or units
or organization itself for which they claim a stake in the
project such that they get benefit from or affected by the
whole processes of the project and its deliverables.
37
5.4 Project Stakeholder Management
38. Who are stakeholders of CI?
Project stakeholders or participants or parties:
• Are individuals and organizations who are actively involved in
project execution or successful project completion.
• Are those who have stakes or vested interest in construction
project
• Are those who has a telling effect on a project
38
5.4 Project Stakeholder Management…
39. The practice of planning, designing, constructing, and operating a facility is a collective
effort of different groups of professionals.
Depending on the size, complexity, and purpose of a particular construction project, the
project team may include:
• A Client or an Owner or Employer: Individuals, government, real estate developers etc.
• Financial institutions or other investors that provide the funding
• Local planning and code authorities
39
5.4 Project Stakeholder Management…
40. • Consultants or Licensed architects and engineers who provide design work and prepare
construction documents
• Contractors who provide construction services and install systems
• Marketing or leasing agents
• Facility managers who are responsible for operating the facility.
40
5.4 Project Stakeholder Management…
43. A. Client
• The client is the initiator and owner of the project.
• It is the most important party who is active from inception to completion
and event to post-occupancy maintenance.
43
Idea
Land
client
Capital
5.4 Project Stakeholder Management…
44. • Clients may be classified as Public sector clients and private sector clients.
• Public sector clients
Central Government Offices (Ministries)
Local Authorities (Regional or Town)
Public Corporations
• Private sector clients
These are private individuals & private companies
44
5.4 Project Stakeholder Management…
45. B. Consultant
• The consultant transfers the wish of the owner into realizable form and
makes the study, design and possibly the supervision.
• The main role of the consultant is to interpret the client’s project
requirement into a specific design.
C. Contractor
• The contractor is the one who performs the work
• These are groups established mainly as commercial companies, that contract
to construct development projects.
45
5.4 Project Stakeholder Management…
46. D. Public Sector Agencies
• Statutory Authorities
• _These bodies offer technical advice during design and construction in their respective
areas.
• E.g. ERA, EWWC, Fire Authority - requires meeting their specific requirements. Thus
early information to these authorities is required.
• Municipalities and Government Authorities
• These bodies offer the basic Land permit and building permit.
46
5.4 Project Stakeholder Management…
47. E. Insurance Companies: Contractors are required to provide bid bonds as a
condition of being allowed to bid, and then they must provide insurance too.
F. Banks: Banks provide the working capital contractors need to build the
project.
G. Suppliers: The quality of a construction project is very dependent on the
quality of the suppliers used by individual contractors.
H. Trade (labor) unions: are unions of the working class that look after unfair
treatment of workers (like payment issues, firing issues) as well as issues
related to occupational health and safety.
47
5.4 Project Stakeholder Management…
48. • The activities and roles of each player varies from project to project and
ownership.
• But, in general, the following figure shows the roles of each participant at
different stages of construction.
48
General Activity relationships among the Client, Consultant &
the contractor
5.4 Project Stakeholder Management…
50. • Project Stakeholder Management includes the processes required
• to identify the people, groups, or organizations that could impact or
be impacted by the project,
• to analyze stakeholder expectations and their impact on the project,
and
• to develop appropriate management strategies for effectively
engaging stakeholders in project decisions and execution.
• Stakeholder management focuses on continuous communication
with stakeholders to understand their needs and expectations,
addressing issues as they occur, managing conflicting interests and
fostering appropriate stakeholder engagement in project decisions
and activities.
50
5.4 Project Stakeholder Management…
51. •Stakeholder satisfaction should be managed as a key project
objective.
•Every project will have stakeholders who are impacted by
or can impact the project in a positive or negative way.
•The ability of the project manager to correctly identify and
manage these stakeholders in an appropriate manner can
mean the difference between success and failure.
51
5.4 Project Stakeholder Management…
52. •While some stakeholders may have a limited ability
to influence the project, others may have
significant influence on the project and its expected
outcomes.
•Project Stakeholder Management processes include :
1. Identify Stakeholder
2. Plan Stakeholder
3. Manage Stakeholder
4. Control Stakeholder
52
5.4 Project Stakeholder Management…
53. 1. Identify Stakeholders
• Identify Stakeholders is the process of identifying the people, groups, or
organizations that could impact or be impacted by a decision, activity, or
outcome of the project, analyzing and documenting relevant information
regarding their interests, involvement, interdependencies, influence, and
potential impact on project success.
• The key benefit of this process is that it allows the project manager to
identify the appropriate focus for each stakeholder or group of stakeholders.
53
54. 2. Plan Stakeholder Management
• Plan Stakeholder Management is the process of developing
appropriate management strategies to effectively engage
stakeholders throughout the project life cycle, based on the analysis
of their needs, interests, and potential impact on project success.
• The key benefit of this process is that it provides a clear, actionable plan to
interact with project stakeholders to support the project’s interests.
54
55. 3. Manage Stakeholder Engagement
• It is the process of communicating and working with
stakeholders
•to meet their needs/expectations,
•address issues as they occur, and
•foster appropriate stakeholder engagement in project
activities throughout the project life cycle.
• The key benefit of this process is that it allows the project
manager to increase support and minimize resistance
from stakeholders, significantly increasing the chances to
achieve project success
55
57. 4. Control Stakeholder Engagement
• It is the process of monitoring overall project stakeholder relationships and
adjusting strategies and plans for engaging stakeholders.
• The key benefit of this process is that it will maintain or increase the
efficiency and effectiveness of stakeholder engagement activities as the
project evolves and its environment changes.
57
58. • Project Communications Management includes the processes
that are required to ensure timely and appropriate
planning, collection, creation, distribution, storage, retrieval,
management, control, monitoring, and the ultimate
disposition of project information.
• Project managers spend most of their time communicating
with team members and other project stakeholders,
whether they are internal (at all organizational levels) or
external to the organization.
58
5.5 Project Communications Management
59. •The communication activities involved in these processes
may often have many potential dimensions that need to be
considered, including, but not limited to:
• Internal (within the project) and external (customer, vendors,
other projects, organizations, the public);
• Formal (reports, minutes, briefings) and informal (emails,
memos, discussions);
• Vertical (up and down the organization) and horizontal (with
peers);
• Official (newsletters, annual report) and unofficial (off the
record communications); and
• Written and oral, and verbal (voice inflections) and nonverbal
(body language).
59
5.5 Project Communications Management…
60. • Most communication skills are common for both general
management and project management, such as, but not limited to:
• Listening actively and effectively;
• Questioning and probing ideas and situations to ensure better understanding;
• Educating to increase team’s knowledge so that they can be more effective;
• Fact-finding to identify or confirm information;
• Setting and managing expectations;
• Persuading a person, a team, or an organization to perform an action;
• Motivating to provide encouragement or reassurance;
• Coaching to improve performance and achieve desired results;
• Negotiating to achieve mutually acceptable agreements between parties;
• Resolving conflict to prevent disruptive impacts; and
• Summarizing, recapping, and identifying the next steps.
60
5.5 Project Communications Management…
61. •Effective communication creates a bridge between diverse
stakeholders who may have different cultural and
organizational backgrounds, different levels of expertise,
and different perspectives and interests, which impact or
have an influence upon the project execution or outcome.
•Project Communications Management processes include:
1. Plan Communications
2. Manage Communications
3. Control Communications
61
5.5 Project Communications Management…
62. 1. Plan Communications Management
• It is the process of developing an appropriate approach and plan for
project communications based on stakeholder’s information needs and
requirements, and available organizational assets.
• The key benefit of this process is that it identifies and documents the
approach to communicate most effectively and efficiently with
stakeholders.
62
5.5 Project Communications Management…
63. 2. Manage Communications
• It is the process of creating, collecting, distributing, storing,
retrieving, and the ultimate disposition of project information
in accordance to the communications management plan.
• The key benefit of this process is that it enables an efficient and
effective communications flow between project stakeholders.
63
5.5 Project Communications Management…
64. 3. Control Communications
• Control Communications is the process of monitoring and controlling
communications throughout the entire project life cycle to ensure the
information needs of the project stakeholders are met.
• The key benefit of this process is that it ensures an optimal information
flow among all communication participants, at any moment in time.
64
5.5 Project Communications Management…
65. Risk: possibility of meeting danger or suffering, harm, loss
Uncertainty inherent in plans and the possibility of something
happening that can affect the prospects of achieving project goals
Unlike the usual dictionary definition of “risk” which refers only to
undesirable events interpretation of risk include both downside and
upside variations in the values involved
2
5.6 Risk and Uncertainty Management
66. Planning for Project Risk Management
🞑Planning risk involves paying attention when we don’t want project fail. Aside “acts of
God” most projects fail due to:
Actually impossible—lies outside of technical capability available at the time
Over constrained— possible but unrealistic time and resource
Not competently managed –have the time and resourcesbut poorly managed . This
can succeed through giving adequate attention to project and risk planning
4
Planning Risk Management
67. Planning for Project Risk Management
🞑 Overall project planning process is essential since without this it is not possible to
know what may go right or wrong and manage proactively.
Planninghelpsto discoverpossiblefailure areas and modes.
At project level other activities may take priority than planning for risk; but without
planning there can be little risk management
5
68. 7
Hazard
Should not be ignored
Risk management Too
high to be covered
with contingency
Not serious
Trivial
Not serious
Expect
Impact
Probability
Low High
Low
High
Realisticand honest estimate results from the parties’ trust and cooperation
Planning Risk Management
69. 8
Planning Risk Management
Step1: Analyze the project to identify sourcesof
risks
Step 2: RiskAssessment(qualitative & Quantitative)
•Probability
•Severity
•controllability
Step 4: R
esponse Control
•Risk R
esponse Control
•Implement strategy
•Monitor and Adjust
•Apply change management
Step 3: R
esponse development
•Develop strategy
•Develop contingency plan manage
Response
developm
ent plan
Known
risks
RiskAssess
ment
Response
control
70. 9
Performing Quantitative Analysis of the Risks
🞑ProbabilityAnalysis: take the highranking risksfrom the qualitative analysis and
quantify their probabilities using
Past data analysis using statistical distribution methods(objective)
Delphi method: gathering opinions of individuals secretly till their subjective
estimations approaches to single figure
Expert group discussion (this is also subjective)
Require continuous probability distribution suchasnormal or triangular
Planning Risk Management
71. 10
🞑Prepare Response Plan to the Risks
The options of managing risks are to treat the Cause or Effect of a risk event
Avoid
Sharing
Transferring to subcontractor, supplier, insurance
Retain : risks that can’t be shared or transferred has to be owned. Better ability of
control isprevention, lesser cost, ability to manage external risks
Mitigation (minimizing impact or occurrence)
72. •Uncertainties and Changes in undertaking a public
construction project come from many sources and often
involve many participants and resources.
•The perceptions and attitude of practitioners towards
uncertainties and changes matters a lot in effective
performance determinations.
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Uncertainty and Risk Management from PMBOK
74. 1. Plan Risk Management
•Plan Risk Management is the process of defining how to
conduct risk management activities for a project.
•The key benefit of this process is it ensures that the
degree, type, and visibility of risk management are
commensurate with both the risks and the importance
of the project to the organization.
•The risk management plan is vital to communicate with
and obtain agreement and support from all stakeholders
to ensure the risk management process is supported and
performed effectively over the project life cycle.
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75. 2. Identify Risks
• Identify Risks is the process of determining which risks may
affect the project and documenting their characteristics.
• The key benefit of this process is the documentation of existing risks and the
knowledge and ability it provides to the project team to anticipate events.
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76. 3. Perform Qualitative Risk Analysis
• Perform Qualitative Risk Analysis is the process of prioritizing risks for
further analysis or action by assessing and combining their probability
of occurrence and impact.
• The key benefit of this process is that it enables project managers to reduce
the level of uncertainty and to focus on high-priority risks.
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77. 4. Perform Quantitative Risk Analysis
• Perform Quantitative Risk Analysis is the process of numerically analyzing
the effect of identified risks on overall project objectives.
• The key benefit of this process is that it produces quantitative risk
information to support decision making in order to reduce project
uncertainty.
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78. 5. Plan Risk Responses
• Plan Risk Responses is the process of developing options and actions to
enhance opportunities and to reduce threats to project objectives.
• The key benefit of this process is that it addresses the risks by their
priority, inserting resources and activities into the budget, schedule and
project management plan as needed.
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79. 6. Control Risks
• Control Risks is the process of implementing risk response plans,
tracking identified risks, monitoring residual risks, identifying new
risks, and evaluating risk process effectiveness throughout the project.
• The key benefit of this process is that it improves efficiency of the risk
approach throughout the project life cycle to continuously optimize risk
responses.
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