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TRANSCRIPT
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BASICS OF PROJECT MANAGEMENT
BME/BUTE – Faculty of ArchitectureDepartment of construction technology and management
István Vidovszky PhD
Building Project Management
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1. definitions
2. history of project management
3. project management
4. tools of project management
5. construction management
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PROJECT
Single,complex, unique task, that is limited in costs and time , and has predefined goals,and assigned sources.
E.g. research projects, military projects, etc.
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PROJECT
operation project
The work of organisations
performed by people
has limited resources
planned - executed - controlled
ongoingrepetative
uniquetemporary
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PROJECT MANAGEMENT
Project management is the application ofknowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations form a project.
PROJECT MANAGEMENT
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PROJECT MANAGEMENT
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client
architect contractor
project management
contractor contractor
quality surveyor
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PROJECT MANAGEMENT
PMO = Project Management Office
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PROJECT MANAGEMENT
BOSS?
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LEADER?
…COORDINATOR?
What is the role of a project manager ?
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BRIEF HISTORY OF PROJECT MANAGEMENT
1941 the first PM documentation: Manhattan Engineering District Project
1956 the first PM documentation and handbook: C/SCSC (Cost/Schedule ControlSystem Criteria) – US Air Force AFSCM375 (Air Force System CommandManual )
1958 the first PM planning method: US-Navy PERT (Program Evaluation andReview Technique) – part of the Polaris Missile Program
1959 Paul Gaddis uses the expression „project manager” in the Harvard BusinessReview
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BRIEF HISTORY OF PROJECT MANAGEMENT
1960-s civil building and oil industry began to use the PM methods of the US-AirForce, US-Navy and NASA PM
new independent discipline in universities and business schools
1965 formation of IPMA (International Project Management Association)
1981 APM (Association of Project Management) - publication of the „Body of Knowledge” PM system
1985 PMI - publication of the „Guide to the Project Management Body of Knowledge”
IPMA – publication of the „International Competence Baseline”
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PROJECT MANAGEMENT SYSTEMS
Systems and standards for PM
1. PMBOK Guide by PMI (Project Management Institute)
2. books of the FIDIC (Fédération internationale
des ingénieurs-conseils = International Federation of Consulting
Engineers)
3. ISO standards
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PROJECT MANAGEMENT - PROJECT PHASES4
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How to divide up the project into phases?
marking points – milestones - when an output (deliverable) is
completed
Project preparation
Planning
Preparation of implementation
Implementation (construction)
Project end
feasibility study(s)
building permission
building contract
handover
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PROJECT MANAGEMENT - PROJECT PHASES4
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Life-cycle of the project
Vidovszky – BUTE – Department of Construction Technology and Management
PROJECT MANAGEMENT - PROCESSES OF THE PROJECT
Process is a series of actions bringing out a result.
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1. project management processes
• initiating processes
• planning processes
• executing processes
• controlling processes
• closing processes
2. product-oriented processes
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PROJECT MANAGEMENT - PROJECT PROCESSES
Links about process groups in a phase
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PROJECT MANAGEMENT - PROJECT PHASES4
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end of a project phase
check if the project can
continue into its next
phase detect and correct
errors
prepare phase-end
reviews
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PROJECT MANAGEMENT - PROJECT PROCESSES
Overlap of process groups in phase
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PROJECT MANAGEMENT - PROJECT PROCESSES
Processes and phases - sequencing
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PROJECT MANAGEMENT - PROJECT STAKEHOLDERS
Individuals or organisations directly or indirectly involved in the project.
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Key stakeholders:
• project manager
• customers/users
• sponsors, clients
• performing organizations
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PROJECT CONSTRAINTS
Scope
TimeCost
Scope
Quality
Time
Cost
cassical advanced
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Vidovszky – BUTE – Department of Construction Technology and Management
PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
1. Project integration management
• ensures the coordination of the various project elements
• consists of
• project plan development
• project plan execution
• overall change control
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
Project integration management
• product description
• strategic plan
• project selection criteria
• historic backgroung
• project manager
• constraints
• assumptions
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
1. Project scope management
• ensures the project includes all the work required and only the work
required for it’s success
• Consists of
• initiation
• scope planning
• scope definition
• scope verification
• scope change control
Vidovszky – BUTE – Department of Construction Technology and Management
PROJECT MANAGEMENT - START UP ASSUMPTIONS
Start a project only if
+ anyone is interested
+ there is a necessity
+ it is worth to do
+ it is implementable / viable
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PROJECT MANAGEMENT - START UP ASSUMPTIONS4
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Secondary questions:
For whom?
What?
Where?
What kind?
With whom?
How?
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PROJECT MANAGEMENT - START UP ASSUMPTIONS4
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Tools and techniques:
• product analyses
• cost/benefit analysis
• alternatives identification
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
1. Project time management
• ensures proper time management + finish until deadline
• consists of
• activity definition
• activity duration estimating
• activity sequencing (time sequence)
• schedule development
• schedule control
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
Project time management
CPM
MPM
Gantt-chart
MS Project
ProJack Director
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
4. Project cost management
• ensures the project to be completed within the approved budget
• consists of
• resource planning
• cost estimating
• cost budgeting
• cost control
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5. Project quality management
• ensures the project to satisfy the needs it has been undertaken for
• consists of
• quality planning
• quality assurance
• quality control
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
6. Project human resource management
• ensures the most effective use of professionals in the project
• consists of
• organizational planning
• staff acquisition
• team development
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
Resource diagram
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PROJECT MANAGEMENT KNOWLEDGE AREAS (PMBOK)
Responsibility/assignment matrix
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7. Project communication management
• ensures the right kind of treatment (generation, collection,
dissemination, storage, etc.) of the project information
• consists of
• communication planning
• information distribution
• performance reporting
• administrative closure
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8. Project risk management
• identifying, analyzing and responding risks of the project
• consists of
• risk identification
• risk quantification
• risk response development
• risk response control
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9. Project procurement management
• acquiring the required goods and services from outside the performing
organization
• consists of
• procurement planning
• solicitation planning
• solicitation
• source selection
• contract administration
• contract close-out
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Vidovszky – BUTE – Department of Construction Technology and Management
PROJECT MANAGEMENT ISO STANDARDS
General standards
ISO 9001:2000 - Quality management systems - requirements
ISO 14001:2004 - Environmental management systems. Requirement with guidance for use
OHSAS 18001:2007 - Occupational health and safety management systems. - requirements
ISO/IEC 27001:2005 - Information Technology – security techniques – Code of practice for information security system
Functional standards
ISO 10006:2003 - Quality management systems - guidelines for quality management in projects
ISO 10015:1999 - Quality management - guidelines for training
ISO 19011:2002 - Guidelines for quality and/or environmental management systems auditing
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PROJECT MANAGEMENT KNOWLEDGE AREAS AND TOOLS
1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Human resource
7. Communication
8. Risk
9. Procurement
decision making methods, risk analyses
Areas Tools
scheduling, time planning
cost estimation, budgeting
quality management, quality controll, standards
professions in construction
(roles and responsibilities)
monitoring the project
feasibility study
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CONSTRUCTION PROJECT
- most cases single, unique, project -like investment
- relative high investment costs – from altering financial sources
- high demands on professionals
- predefined quality
- directly (e.g. cultural segment) or indirectly (e.g. industry, agriculture) satisfies social claims
- aiming a well functioning building with low operation cost
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REFERENCES
Projektmenedzsment útmutató. PMBOK Guide. Budapest, Akadémiai Kiadó, 2006, p.450Duncan, W. R.: A Guide to the Project Management Body of Knowledge(PMBOK Guide). PMI, Sylva-NC ,1996.Rostás Z.: Beruházástervezés és menedzsment - Építési projekt menedzsment (presentation)Horváth Gy.: Az építési beruházások projektmenedzsmentje (presentation)http://www.ipma.ch/about/Pages/History.aspx 2011-04-19http://www.apm.org.uk/ 2011-04-19
Sources of figures:http://hu.wikipedia.org/wiki/Holdjáró 2012.03.07.http://biography4u.com/production.html 2012.03.07.http://www.e-carpictures.com/old-formula-f1-cars/ 2012.03.07.http://www.revthatup.com 2012.03.07.http://www.starstills.com 2012.03.07.http://www.islandhandtherapy.com/ 2012.03.07.http://www.registercompany.com 2012.03.07.http://www.tapsecurity.co.uk/risk.html 2012.03.07.