Lecture 2. project management – Description (1)

Project Management –
Description (1)
7/26/2017 1Arch. Dania Abdel-Aziz/ Lecture 2
Arch. Dania Abdel-Aziz
University of Jordan Year 2016/2017
2nd Summer Semester

We are going to discus Project management under those main three
headlines:
1. Description.
2. Application.
3. Implementation Procedure.
7/26/2017 Arch. Dania Abdel-Aziz/ Lecture 2 2

1. DESCRIPTION.

Contents
Project Management Description.
1.1. Why project management emerged?
1.2 Project Phases And The Project Life Cycle.
1.2.1. Types of dependency relationships.
1.3 Objectives of the technique.

Why project management emerged?
Project management emerged because of the growing demand for
complex, sophisticated, customized goods and services and the exponential
expansion of human knowledge.

Because projects are unique undertakings, they
involve a degree of uncertainty.
• Organizations performing projects will usually
divide each project into several project
phases to:
• improve management control provide
for links to the ongoing operations of
the performing organization.
• Collectively, the project phases are known as
the project life cycle.
Project Phases And The Project Life Cycle

The idea of a life cycle is a familiar one.
We all experience birth, growth, adulthood, old age and death at one time or
another.

Most projects go through similar stages on the path from beginning to end.
• The project is born (its start-up phase).
• A manager is selected.
• The project team and initial resources are assembled.
• The work program are organized.
• The work gets under way and momentum quickly builds.
• Progress is made.
• This continues until the end is in sight.

The whole process or stages of growth in the life cycle of a project can be
listed as follows:
1.Initiation;
2.Planning;
3.Executing;
4.Monitoring & Controlling;
5.Closing

The Project Process
Project
set-upMajor
Project
Proposals
Project
Definition Conceptual
Design Scheme
Design Detailed
Design
Tender
Invitation &
Assessment
Manufacture
Equipment Install
Equipment
Confirm
Completion
Test &
Commission
Project
Review
Appoint Project Sponsor
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Appoint Project Leader
Approve Project Set-up
Draft Statement of Requirements (SoR)
Review & Approve SoR Identify
Resources Appoint Project
Team Produce & Maintain
Procurement Plans
Undertake Project Risk Assessment
Prepare Project Boundary Document
Develop Project Management Plan (PMP)*
Raise initial TCD-R/PERF**
Prepare Preliminary Conceptual Design**
Raise/Extend/Update initial TCD-R/PERF
Prepare Outline Conceptual Design
Define Design Constraints Prepare
Interface Requirements Spec. (IRP)
Finalise Conceptual Design
Hold Conceptual Design Review (CDR)
Clear CDR Issues
Initiate Modification Safety Case
Update PMP
Approve Proceed to Detailed Design
Raise/Extend Sub-system TCD-Rs/PERFs
Agree Classifications & Interfaces
Prepare Sub-system Scheme Design
Hold Sub-system Scheme Design Review (SDR)
Clear Sub-system SDR Issues
Update PMP
Use TCD-I/MMAC for Sub-system SD Approval
Extend TCD-Rs/PERFs
Prepare Sub-system Detailed Design Hold
Detailed Design Review (DDR)
Clear Sub-system DDR Issues
Use TCD-I/MMAC for Sub-system DD Approval
Prepare Final Documents including:
- Design Documents., Machine Compatibility
Documents., Safety Case Modification
Compile Tender Docs.***
Send out Invitations (ITTS)
Hold Clarification Meetings
Receive Tenders
Evaluate Tenders
Arrange site visits
Approve changes to Specs.
Choose preferred Company
Raise Contract Documentation
Place Contract
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan)
Monitor Progress
Witness key Procedures
Complete Release Note
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment
Receive Equipment
Pre-test Equipment
Install equipment
Test Equipment against Test Schedule
Commission Complete System
Confirm Technical Completion
Review Project Records Complete
Handover Documents Resolve
Reservations Obtain
Acceptance of Completed Project
Initiate Project
Undertake Design
Implement Project
Complete Project
EFDA/CSU/JOC Management
Project Leader/Project Team/EFDA/CSU
Project Team/IRP/EFDA/CSU/JDC
Project Team/Interfaces
Project Team/Interfaces/EFDA/CSU/JDC
Project Team/ICM
Project Team/ICM/EFDA/CSU
Project Team/EFDA/CSU
Project Team/CSU
Undertake Post
Project Review
Project Team/Contracts/EFDA
Project Team/Contractor/ICM
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
*** These will comprise:
- Technical Specification
- Drawings
- Contractual Requirements
Note: Overall Project
Management and Reporting will
be as defined in the Project
Management Plan (PMP)
**** This includes
supporting documentation
Gate 4
Gate 1 Gate 2 Gate 3
Gates (Formal Decision Points)
Gate 0
Project Justification
- Approve Project Definition
Design Approval
- Approval of
Final Documents
Readiness for
Manufacture
- Approval to
place Contract
Readiness for Operation
- Acceptance of System
Strategic and Budgetary
Approval
Undertake Tender
* This will include:
- Initial WBS, OBS and CBS
- Project Plan
- Risk and Procurement Strategies
** These will only take place here
for large projects demanding DO
effort for preliminary Conceptual
work

Characteristics of Project Phases
Each project phase is marked by completion of one or more deliverables.
• A deliverable is a tangible, verifiable work product such as:
 a feasibility study,
 a detail design,
 or a working prototype.
The deliverables, and hence the phases, are part of a generally sequential
logic designed to ensure proper definition of the product of the project.

Phases and deliverables

The conclusion of a project phase is generally marked by a review of both key
deliverables and project performance to date, to:
a) Determine if the project should continue into its next phase.
b) Detect and correct errors cost effectively.
These phase-end reviews are often called phase exits, stage gates, or
kill points.

Each project phase normally includes a set of defined deliverables designed
to establish the desired level of management control.

Characteristics of the Project Life Cycle
Project life cycles generally define:
a) What technical work should be done in each phase.
Example: is the work of the architect part of the definition phase or part
of the execution phase.
b) Who should be involved in each phase.
Example: implementers who need to be involved with requirements and
design.

1. The project life cycle serves to define the beginning and the end of a
project.
For example, when an organization identifies an opportunity to which it would like to
respond, it will often authorize a needs assessment and/or a feasibility study to
decide if it should undertake a project.
2. The project life-cycle definition will determine whether the feasibility
study is treated as the first project phase or as a separate, standalone
project.

• The project life-cycle definition will also determine which transitional
actions at the beginning and the end of the project are included and which
are not.
In this manner, the project life cycle definition can be used to link the
project to the ongoing operations of the performing organization.

 Good To Know:
• Deliverables from the preceding phase are usually approved before work
starts on the next phase.
• However a sub-sequent phase is sometimes begun prior to approval of
the previous phase deliverables when the risks involved are deemed
acceptable.
• This practice of overlapping phases is often called fast tracking.

 Good To Know:
Project life-cycle descriptions may be very general or very detailed.
Highly detailed descriptions may have numerous forms, charts, and
checklists to provide structure and consistency.
Such detailed approaches are often called project management
methodologies.

Most project life-cycle descriptions share a number of common
characteristics:
a) Cost and staffing levels are low at the start, higher toward the end, and
drop rapidly as the project draws to a conclusion (Why?).

Answer
• At the start of the project there are only a few activities going on, not all
activities can proceed, thus you have to start these activities (which need
lower staff and cost less).
• For example, you have the initiation, the mobilization, the start up (in
construction this might be excavation, levelling, foundations) then many
other activities open up as well as continuing with these activities
(columns, slabs, plastering ... etc) which all proceed in parallel and need
more staff and money.

b) The probability of successfully completing the project is lowest, and hence
risk and uncertainty are highest, at the start of the project.
The probability of successful completion generally gets progressively higher
as the project continues.

c) The ability of the stakeholders to influence the final characteristics of the
project's product and the final cost of the project is highest at the start and
gets progressively lower as the project continues (Why?).

• At the start, the work had not yet started, or minimal work has started
(the activities mentioned in point 1 above), the stakeholders still have the
flexibility to make changes (whether it is as big as changing the whole
scope or as little as changing one of the materials used), with these
change they influence the characteristics and final cost.
• As a project progresses (and assuming we do not want to demolish works
already being carried out), change is limited as the works have progressed
and we do not want destroy existing works. the characteristics (and scope)
have already been established, and any change will have a great cost
(getting new materials, delaying works until changes are finalized, time is
money so delays will cost you.)
Answer

THE PROJECT MANAGEMENT TOOLS AND
PRINCIPLES PROVIDE THE MEANS FOR

1. Project breakdown into tasks and sub-tasks.
2. Finding interdependencies between the tasks.
3. Allocating resources, human and material and smoothing resources.
4. Estimation for total project duration and budget.
5. Monitoring more efficiently project progress.
The project management tools and principles provide the
means for:

means for:
1. project breakdown into tasks and sub-tasks.

2. Finding interdependencies between the tasks.
Dependencies are the relationships among tasks which determine the order
in which activities need to be performed.
There are four (4) types of dependency relationships:
1. Finish-to-start.
2. Start-to-start.
3. Finish-to-finish.
4. Start-to-finish.
means for:

Types of dependencies:
1. Finish-to-start (FS) dependencies.
Predecessor must finish before Successor can start.
This is the most common type of dependency and is the default type of
dependency that Project uses.
In a finish-to-start dependency, the second task in the relationship can’t
begin until the first task finishes.
[Land must be purchased before road building can start].

• So, for example, if you were planning a project to make a wedding cake, you might
use a finish-to-start dependency between the “Bake cake” and “Decorate cake”
tasks.
• When the “Bake cake” task is finished, the “Decorate cake” task begins.

Types of dependencies:
2. Start-to-start (SS) dependencies
Predecessor must start before Successor can start.
The second task in the relationship can’t begin until after the first task in
the relationship begins.
Start-to-start dependencies don’t require that both tasks start at the
same time. They simply require that the first task has begun, in order for
the second task to begin.
[Road excavating must start before Asphalt can be laid]

• Going back to the wedding cake example, let’s say you had planned to make the
icing for the cake while the cake is baking in the oven.
• You can’t start making the icing until the cake has started baking, so you might use
a start-to-start dependency between the “Bake cake” and “Make icing” tasks.

3. Finish-to-finish (FF) dependency
Predecessor must finish before Successor can finish.
Finish-to-finish dependencies don’t require that both tasks be completed
simultaneously.
They simply require that the first task be finished, in order for the second
task to finish.
The second task can finish any time after the first task finishes.
[Laying Asphalt must be complete before line painting can be completed]

• In our wedding cake example, let’s say there are some finishing touches to the
decorations that you can’t finish until the cake is delivered. You can use a finish-to-
finish dependency between the “Decorate cake” and “Deliver cake” tasks.
• When the “Decorate cake” task is finished, then the “Deliver cake” task can be
completed.

4. Start-to-finish (SF) dependency
Predecessor must start before Successor can finish.
is a little tricky.
the second task in the relationship can’t finish until the first task starts.
However, the second task can finish any time after the first task starts.
[Road excavating must start before line painting can be completed]

4. Start-to-finish (SF) dependency
• Going back to our wedding cake example, let’s say you have a task for billing the
customer. It begins when the customer requests the cake, but it can’t be
completed until after the cake delivery has begun. You can use a start-to-finish
dependency between the “Deliver cake” and “Bill customer” tasks, so that when
the “Deliver cake” task has begun, it is okay for the “Bill customer” task to finish.

• So when you put the entire plan together, with these dependencies intact, the
plan might look something like this:

Exercise (1)
Write down your own examples for the four dependency types.

3. Allocating resources, human and material and smoothing resources.
means for:

means for:

4. Estimation for total project duration and budget.
means for:

5. Monitoring more efficiently project progress.
means for:

Project management ideas are equally applicable to small as well as very
large projects (with small and large number of tasks).
• However, the formal tools used are more appropriate for rather large
projects.

1.3. OBJECTIVES OF THE TECHNIQUE

1.3. Objectives of the technique
• The basic purpose for initiating a project is to accomplish some goals.
• The reason for organizing the task as a project is to focus the responsibility
and authority for the attainment of the goals on an individual (project
manager) or a small group (project team).

Project Management is a means by which to fit the many complex pieces of
the project puzzle together, both human and technical, by use of:
1. Schedules.
2. Budgets, including resource allocation.
3. Scope (product) definition.

1. Schedules.
Gantt

Project Management fulfils two purposes:
1. Technical: Documentation techniques to communicante.
• The 'plan‘.
• Status which compares 'planned' versus 'actual' performance.
2. Human: Managerial skills to be a better 'manager' of people as well as
the project

References & further readings
1. Project Management, Meredith J.R. and Mantel S.J.Jr. (1995), J. Wiley & Sons.
2. Management, Batrol K.M. and Matin, D.C. (1992), McGraw-Hill.
3. Management, Concepts and Applications, Megginson L.C. (1991), Harper Collins
Publishers Inc.
4. Goal Directed Project Management by Kristoffer V. Grude, Tor Hague, Terry.
5. Gibbons (Editor), E.S. Anderson - 2nd Edition - Paperback - 196 pages, Published
1997.

Thank you 

Lecture 2. project management – Description (1)

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