Basics of Project Management specially in Engineering and Construction

1. (A Basic Approach)
Engr. Jed G. Concepcion

2. Business Development
Process Improvement
Engineering
Construction
Software Development
Computer Hardware
Communication
Other related field

4. Concerned with activities involved
in ensuring that project is delivered
on time and on schedule and in
accordance with the requirements
of the organisations.
Project management is needed
because project development is
always subject to budget and
schedule constraints that are set by
the organisation.
A systematic approach of a
project for the purpose of
smooth delivery of output.

5. A. Internal Client
B. External Client

8. Control
Initiation
Planning
Execution
Closing

9.  Visible and sponsored
- As a project manager, must have a continuously sell
your project or people will forget it exist and then
not give it the priorities needs. Also need someone
high enough in the organization to be able to help
solve problems.
 Repeatable
- The more you can repeat a process, the better you
will become at using the process.
 Measurable
- To improve, need to be able to measure.
 Predictable
- A project manager must predict the future obstacle
and risk.

10. Main Output:
1. Project Mission – why?
2. Project Objective – what we want
to achieve
3. Project deliverables – systematic
step to achieve objectives
4. Project Stakeholders – who is
interested? Beneficiaries of Result?

11. Specific – Does it address real problem
Measurable – are we able to measure the
problem, establish the baseline, and set the
target for improvement
Attainable – Is the goal achievable, project
completion realistic?
Relevant – Does it relate to organization
objective?
Time Bound – Have we set deadline?

12. Output:
Project Schedule
Project Path / Analysis
Work Breakdown
Resource Management

13.  Project Management Approach
 Work Breakdown Structure (to the level at
which control will be exercise)
 Budget
 Scheduled start and finish date
 Responsibility Chart / Assignment
 Change Control Plan / System
 Performance Measurement Baselines
 Major Milestone and their target dates
 Resources
 Risk Management Plan
 Open Issues
 Pending Decision
 Project Organization chart

15. Probably the most time-consuming
project management activity.
Continuous activity from initial
concept through to system
delivery. Plans must be regularly
revised as new information
becomes available.
Various different types of plan may
be developed to support the main
project plan that is concerned with
schedule and budget.

16. The project plan sets out:
The resources available to the
project;
The work breakdown;
A schedule for the work.

17.  May not be possible to appoint the
ideal people to work on a project
 Project budget may not allow for the
use of highly-paid staff;
 Staff with the appropriate experience
may not be available;
 An organisation may wish to develop
employee skills on a project.
 Managers have to work within these
constraints especially when there
are shortages of trained staff.

18. E- Learning
Project
Management
Hardware
Assembly
Software
Schedule
Budget
Server
Assembly
Network
Connectivity
OS Deployment
Software
Configuration

19. Activities in a project should be
organised to produce tangible
outputs for management to judge
progress.
Milestones are the end-point of a
process activity.
Deliverables are project results
delivered to customers.
The waterfall process allows for the
straightforward definition of
progress milestones.

21. Split project into tasks and estimate
time and resources required to
complete each task.
Organize tasks concurrently to make
optimal use of workforce.
Minimize task dependencies to
avoid delays caused by one task
waiting for another to complete.
Dependent on project managers
intuition and experience.

23. Estimating the difficulty of problems
and hence the cost of developing a
solution is hard.
Productivity is not proportional to the
number of people working on a task.
Adding people to a late project makes
it later because of communication
overheads.
The unexpected always happens.
Always allow contingency in planning
(plan B).

24. Graphical notations used to
illustrate the project schedule.
Show project breakdown into
tasks. Tasks should not be too
small. They should take about a
week or two.
Activity charts show task
dependencies and the critical path.
Bar charts show schedule against
calendar time.

25. 7 12
12 13
4 7 7 10
17 20
11 17
0 4 4 11
11 13
Letter – Task
Number – Duration
Dependencies:
1. What needed to be done before to start?
2. What can be done in parallel? (at the same time)
A4
B3
E7
C5
D3
F1
G6
H2
I3

26. Two Success Factor
1. Critical Path – the path through the
network where the task have “ No
Float”. If any one of these tasks
even one day late, it will delay the
whole project. These are the “
Critical Task”
2. Float – those task that are NOT on
the critical path will more flexibility
in when you can start them.

27. 4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T1
T2
M1
T7
T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T11
M8
T12
Start
Finish

28. 17-Mar 18-Mar 19-Mar 20-Mar 21-Mar 22-Mar 23-Mar 24-Mar 25-Mar 26-Mar 27-Mar 28-Mar 29-Mar 30-Mar 31-Mar 1-Apr 2-Apr 3-Apr 4-Apr 5-Apr 6-Apr 7-Apr 8-Apr 9-Apr
Demolision
CHBLaying
Plastering
CeilingDismanteling
CeilingGrills
WoodWorkFabrication/Installation
Electrical
TileWork
PaintWorks
GlassWorks
VaultConcreting
Clearing/Cleaning
Legend:
Done
NotDone

29. Risk management is concerned with
identifying risks and drawing up plans to
minimise their effect on a project.
A risk is a probability that some adverse
circumstance will occur
Project risks affect schedule or
resources;
Product risks affect the quality or
performance of project being
developed;
Business risks affect the organisation
developing or procuring.

30. Risk identification
Identify project, product and
business risks;
Risk analysis
Assess the likelihood and
consequences of these risks;
Risk planning
Draw up plans to avoid or minimise
the effects of the risk;
Risk monitoring
Monitor the risks throughout the
project;

32. Technology risks.
People risks.
Organisational risks.
Requirements risks.
Estimation risks.

33. Assess probability and
seriousness of each risk.
Probability may be very low,
low, moderate, high or very
high.
Risk effects might be
catastrophic, serious, tolerable
or insignificant.

34. Risk Probability Effects
Organisational financial problems force reductions in
the project budget.
Low Catastrophic
It is impossible to recruit staff with the skills required
for the project.
High Catastrophic
Key staff are ill at critical times in the project. Moderate Serious
Components that should be reused contain defects
which limit their functionality.
Moderate Serious
Changes to requirements that require major design
rework are proposed.
Moderate Serious
The organisation is restructured so that different
management are responsible for the project.
High Serious

35. Consider each risk and develop a
strategy to manage that risk.
Avoidance strategies
The probability that the risk
will arise is reduced;
Minimisation strategies
The impact of the risk on the
project or product will be
reduced;
Contingency plans
If the risk arises, contingency
plans are plans to deal with
that risk;

36. Risk Strategy
Organisational
financial problems
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Recruitment
problems
Alert customer of potential difficulties and the
possibility of delays, investigate buying-in
components.
Staff illness Reorganise team so that there is more overlap of work
and people therefore understand each other’s jobs.
Defective
components
Replace potentially defective components with bought-
in components of known reliabilit y.

37. Risk Strategy
Requirements
changes
Derive traceability information to assess requirements
change impact, maximise information hiding in the
design.
Organisational
restructuring
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Database
performance
Investigate the possibilit y of buying a higher-
performance database.
Underestimated
development time
Investigate buying in components, investigate use of a
program generator

38. Assess each identified risks
regularly to decide whether or not
it is becoming less or more
probable.
Also assess whether the effects of
the risk have changed.
Each key risk should be discussed
at management progress
meetings.

39. Risk type Potential indicators
Technology Late delivery of hardware or support software, many reported
technology problems
People Poor staff morale, poor relationships amongst team member,
job availability
Organisational Organisational gossip, lack of action by senior management
Tools Reluctance by team members to use tools, complaints about
CASE tools, demands for higher-powered workstations
Requirements Many requirements change requests, customer complaints
Estimation Failure to meet agreed schedule, failure to clear reported
defects

41. OUTPUT:
Confirmation of completion
(Delay or on time)
Rework / Change
Management

42. Means coordinating,
communicating, listening, checking
and confirming the following:
Quality
Risks
Issues
Cost
Schedule

43. What is in a good management progress
report?
 Task on critical path achieved this week
 Task on critical path that are late this
week
 Changes to the critical path
 Other task achieved this week
 Other tasks late this week
 Planned task for next week
 High Level issues and their resolution plan
 High level risk and their resolution plan

44. You only given 1 month and the
president of the company want
you to handle a small project that
will set-up the company network
and upgrade all workstations.

45. You are assigned as a project
manager to a million peso
project which will create a
enterprise data center to a
leading telephone company in
the Philippines. You have been
given a 5 months to turn over
the said data center.

46.  Good project management is
essential for project success.
 The intangible nature of software
causes problems for management.
 Managers have diverse roles but their
most significant activities are
planning, estimating and scheduling.
 Planning and estimating are iterative
processes which continue throughout
the course of a project.

47. A project milestone is a predictable
state where a formal report of
progress is presented to
management.
Project scheduling involves
preparing various graphical
representations showing project
activities, their durations and
staffing.
Risk management is concerned with
identifying risks which may affect the
project and planning to ensure that
these risks do not develop into
major threats.