The document outlines project design and management, detailing the processes involved in effectively managing urban design projects. It covers the project lifecycle, organizational structures, and key project management areas such as scope, time, cost, quality, risk, and stakeholder management. It also emphasizes the roles and responsibilities of project managers, organizational influences, and the importance of aligning projects with business strategy and goals.

1. PROJECT DESIGN & PROJECT MANAGEMENT FOR
URBAN DESIGN

2. CONTENTS OF THE PROJECT MANAGEMENT COURSE
 INTRODUCTION
 ORGANIZATIONAL STRUCTURE AND PROJECT LIFECYCLE
 PROJECT MANAGEMENT PROCESSES
 PROJECT INTEGRATION MANAGEMENT
 PROJECT SCOPE MANAGEMENT
 PROJECT TIME MANAGEMENT
 PROJECT COST MANAGEMENT
 PROJECT QUALITY MANAGEMENT
 PROJECT H.R MANAGEMENT
 PROJECT COMMUNICATION MANAGEMENT
 PROJECT RISK MANAGEMENT
 PROJECT PROCUREMENT MANAGEMENT
 PROJECT STAKEHOLDER MANAGEMENT

3. INTRODUCTION

4. What is a Project?
 A temporary endeavor
 have a definite beginning and end
 Creates a unique product, service or result
 Projects can involve
o A single person
o A single organizational unit
o Multiple organizational units

5. Projects Create
 An item, an enhancement or a component of an item
 Service or capability to perform a service
 Improvement to an existing item
 Result- outcome or document

6. What is a Project management?
 Application of Knowledge, skills, tools and techniques to meet project
requirements
 There are five project management groups
o Initiating
o Planning
o Executing
o Monitoring and Controlling
o Closing
 These five project management groups have 47 project management
processes

7. Typical Project management includes
 Identifying requirements
 Addressing needs, concerns and expectations of stakeholders
 Setting up, maintaining and carrying out communications
 Managing stakeholders
 Balancing competing project constraints
o Scope
o Quality
o Schedule
o Budget
o Resources and Risks

8. Portfolio management, Program management and Project management
Projects can be part of a Program and programs can be part of a Portfolio

9. Organizational Project management
Projects can be part of a Program and programs can be part of a Portfolio

10. Project Management Offices(PMO’s)
 Support project managers
 Manage shared resources across the PMO
 Couching, Mentoring and Training
 Conducting project audit
 Developing and managing processes and procedures
 Facilitating communications across projects

11. Project Management Office Types
 Standards project management for an organization
 Three types of project offices
o Supportive-consultative role, template provision, couching, training etc
o Controlling-compliance through a framework, specific forms of
templates, governance
o Directive-directly manages projects as a PMO, owns and controls the
project lifecycle

12. Projects and Strategic Planning
Why would an organization ever do a project?
 Market demands
 Opportunities and Risks
 Social need
 Environmental considerations
 Customer request
 Technological advancements
 Legal requirements

14. Projects and Operations
 Projects are temporary
o Developing new products and services
o Moving, adding, changing or Deleting
o Implementing new services or solutions
 Operations are ongoing
o Repetitive actions
o Maintenance
o Core business functions

15. Relationship between Project mgmt ,Operations mgmt and Organizational
Strategy
 Operations and project management create the whole life product cycle
 Closeout or end of project phase
 Product Development
 Improving operational processes and lifecycles
 Product lifecycle
 Knowledge transfer

16. Organizations and Project Management
 Project based organizations
 Project management and organizational governance
 Projects and organization strategy
 Culture

17. Business Value
Entire value of the business
 Tangible elements
o Monitory assets
o Fixtures and equipment
o Equity
 Intangible elements
o Reputation
o Brand Recognition
o Trademarks

18. Roles of Project Manager
 Lead the team to achieve project objectives
 Balance the competing objectives of the project
 Communicate with stakeholders
 Contribute to business value

19. Responsibilities and Competencies of the Project Manager
 Satisfy task needs, team needs and individual needs
 Liaison between team needs and business strategy
 Three values of a project manager
o Knowledge-Understanding of project management
o Performance-Accomplish as a project manager
o Personal-Behavior, effectiveness, character, leadership

20. Skills of Project Manager
 Problem solving
 Motivating
 Communicating
 Influencing the organization
 Leadership
 Negotiating
 Political and cultural awareness
 Conflict Management
 Coaching etc.

21. Organizational Influences on Project Management
 Organizational cultures and lifestyles
 Organizational communications
 Structure of the organization
ORGANIZATIONAL STRUCTURE AND PROJECT LIFECYCLE

22. Organizational Culture
 Values
 Business model
 Policies, methods and processes
 View of Authority
 Work ethics and working hours

23. Organizational Structures
 Affects power of project manager
 Affects the abilities of decision making
 Affects communication demands
 Affects project team management
 Affects stakeholder management

24. Organizational Structures and project management power
 Projectized
 Strong matrix
 Balanced matrix
 Weak matrix
 Functional

26. Organizational Process Assets
 Came from
o Process and Procedures (Historical)
o Corporate Knowledge Base (Prepared)
 Historical or Prepared
o Past projects
o Lessons learned
o Processes and procedures
o Guidelines and accepted practices

27. Corporate Knowledge Base
 Configuration management knowledge
 Financial databases; labor hours incurred costs, budget and any cost overrun
 Historical information and lessons learned databases
 Project files from previous projects etc

28. Enterprise Environmental Assets/Factors
 Organizational policies
 Industry standards and regulations(Standards are optional and Regulations are not)
 Rules that the project manager must abide by
 Processes that must be followed
 Graphic distribution of facilities
 Marketplace conditions etc

29. Project Stakeholders and Governance
 Interested parties in the project’s existence
 Affected by the project
 Can affect the project
 Project team and manager
 Project stakeholders are anyone who is affected by the project
o Positive stakeholders
o Negative stakeholders
o Neutral stakeholders

30. Project Stakeholders
Common stakeholders are
 Sponsor
 Customers and users
 Sellers
 Business partners
 Organizational groups
 Functional managers

31. Project Governance
 Deliverable acceptance criteria
 Escalation process
 Relationship among projects, programs, project team, stakeholders
 Process for communication information
 Decision making process
 Project lifecycle approach
 Process for stage gate or phase views(Reporting/Presenting time)
 Control and oversight of the project

32. Project Success
Define what equates to project success first
Meeting project objectives
 Scope
 Costs
 Schedule
 Quality
 Resources
 Risks

33. Project Team
 Dedicated- project team works on the project full time
o Collocated or virtual
o Reports directly to the project manager
o Lines of authority are clear
 Part Time- project team works part time on the project
o Carries on regular operational work
o Functional manager usually in control of project resources
o Project team could be on multiple projects at one time

34. Project Life Cycle
 Unique to each project
 Defines duration of the project
 It usually is subdivided by phases i.e. in construction for example
Concept- Design-Drawings-Bid-Construction

35. Project Phases
Phases result in key deliverables
Phase names describe the work
 Sub structure
 Super structure
 Walling and Internal works
 External and site works
Milestones are often linked to phases

37. Project Phase Relationships
 Sequential relationship
 Overlapping relationship
 Iterative relationships

38. THANK YOU !!!