Downloaded 24 times
Uploaded byArshad khan
Successful project management - Facade perspective
The document outlines the components and processes involved in successful project management, including phases, stakeholder roles, and critical management skills across various domains such as time, cost, and quality. It details the project cycle, ownership of processes, and communication strategies essential for effective management. Key areas of focus include risk management, procurement, scope management, and integration management to meet stakeholder expectations.
More Related Content
Similar to Successful project management - Facade perspective
More from Arshad khan
Successful project management - Facade perspective
- 1. Successful Project Management -Facade Arshad Khan
- 2. Project: is atemporary activity with a starting date, specific goals and conditions, defined responsibilities, a budget, a planning, a fixed end date and multiple parties involved.
- 3. Project Management: The applicationof knowledge, skills, tools, and techniques in project objectives to meet stakeholder needs and expectations.
- 4. Knowledge Areas: Scope Management Time Management Cost Management Quality Management Human Resources Management Communications Management RiskManagement Procurement Management Integration Management
- 5. Project Management Context: ProjectPhases and Life Cycle Stakeholders Leadership Skills General Management Skills Communications Skills
- 6. Project Phases andLife Cycle: Divide Project into Phases Better Management Control Review Deliverables and Performance Fast-tracking
- 7. Project Life Cycle EachProject will go thru 7 stages and 6 processes from start to end. Handing over and collection Site Installation Materials production and dispatch Materials order and receiving Drawings approval Contract signing Tendering
- 8. Project Cycle Process Ownership Tendering JobAwarding Drawings Approval Materials DeliveryProduct Dispatch Installation Completion Handover & Collections
- 9. Process Ownership All the6 processes should have a owner besides a general owner Project Manager • QS ManagerTendering • Design ManagerDesign • Purchase ManagerProcurement • Factory ManagerFabrication • Site ManagerInstallation • Commercial ManagerHanding over ProjectManager
- 10.
- 11.
- 12. Process Deliverables Tendering Tender dwgs Specifications BOQ Budget Communications Design Schedule ConceptDwgs Shop dwgs Calculations Fab & Installation Dwg Material Releases Procuremen t Product Comparison Vendor Comparison PO copies Delivery Schedule Logistics plan
- 13. Process Requirement Factory Schedule Sequence Coding Packing Reports Site Schedule Method Statement Safety &QC Billing Reports Handing over Commercia l Warranties EOT claim Running bills Cost Control Work orders
- 14. Bottlenecks Accountability Process ownershipProactiveness Communication Coordination Fire fighting culture Total understanding of job Too few suppliers & Sub con Delays in payments
- 15. Solutions • Set IndividualGoals (MBO) • Empower them • Link appraisal to performance Accountability • Role Clarification • Ensure Deliverables • Avoid overloading Process Ownership • Face to face meeting • Follow ups • Information sharing Communication
- 16. Solutions • Appoint Design– Purchase coordinator • Appoint Purchase - Production coordinator Coordination • Realistic planning • Discourage emergency culture Fire Fighting • Ensure monthly payments • Conduct quarterly meetings Supplier & Sub con
- 17. Stakeholders: Individuals andOrganizations Actively Involved in Project Interests Affected by Project Client Architect PMC Façade consultant Structural consultant Top Management ….etc
- 18. Leadership Skills: Vision and Strategy Establishing Direction AligningPeople Communicating Negotiating Motivating and Inspiring Influencing Organizations Overcoming Barriers to Change
- 19. General Management Skills: Planning Financeand Accounting Personnel Administration Technology Organizational Development Delegation Team Building Conflict Management Solving Problems
- 20.
- 21.
- 22. Key Inputs, Tools& Techniques, and Outputs: Project Overview & Description Scope Statement Work Breakdown Structure (Microsoft Project) Formal Acceptance Project operation manual
- 23. Time Management: Activity Definition(Microsoft Project) Activity Sequencing (Microsoft Project) Activity Duration Estimating Schedule Development Schedule Control & tracking
- 24. Key Inputs, Tools& Techniques, and Outputs: Activity List Project Schedule Schedule Tracking PU & PD list tracking
- 25.
- 26. Key Inputs, Tools& Techniques, and Outputs: Resource Requirements Cost Estimate Shopping list Cost Project Review (CPR) Payable vs Receivable Collection vs Expenses (S curve) Cash flow Management
- 27.
- 28. Key Inputs, Tools& Techniques, and Outputs: Quality Management Plan Different test schedule & Sequence Incoming materials QC On Job QC Audits
- 29. Human Resource Management OrganizationalPlanning Staff Acquisition Team Development Training need analysis Career plan Succession planning
- 30. Key Inputs, Tools& Techniques, and Outputs: Role Assignment Matrix Career plan for staff Organizational Chart Management by Objectives Training calendar
- 31.
- 32. Key Inputs, Tools& Techniques, and Outputs: Communications Management Plan Project Records Performance Reports Variation order Requests Project Archives Handover reports Minutes of meeting Lessons Learned
- 33. Risk Management: Risk Identification RiskQuantification Risk Response Development Risk Response Control
- 34. Key Inputs, Tools& Techniques, and Outputs: Risk Manage ment Plan Checklists Continge ncy Plans Contractu al Terms
- 35. Procurement Management: Procurement Planning VendorManagement Sub contract Management Contract Administration Warranties
- 36. Key Inputs, Tools& Techniques, and Outputs: Procurement Management Plan Procurement tracking Quotations & Evaluation Contract documents Handing over documents Testing and commissionin reports Warranty certificates
- 37. Integration Management: Project Plan Development ProjectPlan Execution Overall Change Control
- 38. Key Inputs, Tools& Techniques, and Outputs: Project Plan Daily & weekly reports Target vs achieved reports Lessons Learned
- 39.
- 40. For More Information: Search Group, Incorporated www.search.org National Center for State Courts www.ncsc.dni.us Project Management Institute www.pmi.org International Standards Organization www.iso.org Software Engineering Institute www.sei.cmu.edu Center for Technology in Government www.ctg.albany.edu
- 41. Successful Project Management OR HOWTO RUIN THE LIVES OF OTHERS FOR FUN AND PROFIT!
Editor's Notes
- #36 Solicitation:to make a request, application, or entreaty to (a person for business, support, etc)