lecture 1-project management overview
DESCRIPTION
pm overviewTRANSCRIPT
Software Project Management and
Applications
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Lecture # 1By
Dr. Sajjad Mubin
Project Management Overview
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Teacher’s Introduction
Academic
B.Sc. in Civil Engineering from UET, Lahore in 1999.
M.Sc. In Engineering Management from UET, Lahore in 2001.
PhD from RSU of Oil and Gas as a Cultural Exchange Scholar in 2008.
Post-doctorate from University of Massachusetts, USA 2012
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Teacher’s Introduction
Started career as Assistant Engineer, Rafi Groups Land
Development (1 Year)
Research Engineer, CWHR, MoST, Karachi (1 year 6 months)
Assistant Director, PCRWR, MoST, Islamabad (1 year)
Assistant Professor, Civil Engineering Department, UET,
Lahore (6 years)
Associate Professor, Civil Engineering Department, UET,
Lahore (1 year)
Director General (Monitoring and Evaluation), Planning &
Development Department, Govt. of Punjab (> 3 and half
years)
Professional
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What is a project?A project can be defined as ……..
“……..and temporary endeavour in which human (or machine), material and financial resources are organised in a novel way, to undertake a unique scope of work, or given specification, within constraints of cost and time, so as to deliver beneficial change by quantitative and qualitative objectives”
Turner – The handbook of project-based management: Improving the Process for Achieving Strategic Objectives
Five functions of project based management: Organisation, scope, time, quality and cost.
Turner (200) The handbook of project-based management: Improving the Process for Achieving Strategic Objectives.
What is a Project?“A temporary endeavor undertaken to create a unique product or service.”*
*2000 PMBOK Guide (p. 4).
Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something i.e. project
"deliverables"unique One of a kind, rather than a collection of identical itemsproduct Tangible objects, but could include things like computer
software, film or stage worksservice Might include the establishment of a day-care center, for
instance, but not its daily operations.
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• Projects are efforts to achieve objectives•Projects have a start, a middle and an end•Thus projects are different from operational activities which are performed regularly over time e.g. payroll•However, there can be some overlap between project management and operational management•There are core skills involved in project management including identifying and agreeing on project objectives, scheduling and estimating•In addition other issues such as managing risk, communication and dealing with other people are key areas of importance
The nature of project working
Examples of Projects
Planning a farewell party
Designing and implementing a computer system
Attending a meeting at Islamabad
Designing and producing a brochure
Executing an environmental clean-up of a contaminated site
Holding a high school reunion
Performing a series of surgeries on an accident victim
MYSTERY OF GREAT PROJECTS AND THEIR SUCCESSFUL PROJECT MANAGEMENT
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The Great Pyramid During the last century of 3000 B.C., Great Pyramids were completed. Although much of the ancient Egyptians technology is still a mystery, the enormity and quality of the finished product remain a marvel. Despite the lack of sophisticated machinery, they were able to raise and fit some 2,300,000 stone blocks, weighing 2 to 70 tons apiece, into a structure the height of a modern 40-story building. Each facing stone was set against the next with an accuracy of 0.04 inch, and the base, which covers 13 acres, deviates less than 1 inch from level. Equally as staggering was the number of workers involved. To extract the stones and transport them down the Nile, about 100,000 laborers were levied. In addition, 40,000 skilled masons and foremen were employed in preparing and laying the blocks and erecting or dismantling the ramps.
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The Great Wall of ChinaThe Great Wall of China is a series of fortifications
made of stone, brick, tamped earth, wood, and other materials, generally built along an east-to-west line across the historical northern borders of China in part to protect the Chinese Empire. Several walls were being built as early as the 7th century BC; these, later joined together and made bigger, stronger, and unified are now collectively referred to as the Great Wall. In present state, the wall was completely built between 220–206 BC by the first Emperor of China, Qin Shi Huang.
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Euro Tunnel 1. 31 Mile tunnel between England and France2. Similar project in Japan had 100% cost over-run3. Financed by 225 banks4. Construction expected to be completed in May
1993; actual was in December 19945. Original construction budget was £4.9 billion;
actual £12 billion6. Serious aspect of risk misjudged
CompletionTrafficInfrastructureLitigation
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Euro TunnelThe desire to link Britain and France dates back more than 200 years. Over the 100 years, studies were taken, proposals were written and various holes were drilled. It wasn't until late in 1984 that the British and French governments reached an agreement to build the tunnel on March 14, 1986. This triggered the largest binational joint venture ever, as well as unprecedented cooperation between the two nations.
In August 1994, the British Isles and Continental Europe were linked together for the first time in 8,000 years. The Channel tunnel is Europe's biggest infrastructure project financed wholly by private capital. The Eurotunnel is the largest project financing and provides an effective case study in how economic viability was not addressed?.
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Suez CanalThe Suez Canal is an artificial sea-level waterway in Egypt,
connecting the Mediterranean Sea and the Red Sea. Opened in November 1869 after 10 years of construction work, it allows transportation by water between Europe and Asia without navigation around Africa.
When first built, the canal was 164 km (102 miles) long and 8 m (26 ft) deep. After multiple enlargements, the canal is 193.30 km (120.11 miles) long, 24 m (79 ft) deep and 205 metres (673 ft) wide as of 2010. It consists of the northern access channel of 22 km (14 miles), the canal itself of 162.25 km (100.82 miles) and the southern access channel of 9 km (5.6 miles).
The canal is owned and maintained by the Suez Canal Authority (SCA) of Egypt. Under international treaty, it may be used "in time of war as in time of peace, by every vessel of commerce or of war, without distinction of flag.
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Metro Bus System, LahoreThe Project was Planned with total
cost of Rs. 30. Billion (PKR) and also completed with actual cost of Rs. 29.822 Billion (PKR). The system has been built on a 27 Km route from Gajju Matta to Shahdara Mor. Total 27 stations. 8.5 km overhead bridge.
Tentative Planned Period = 1 yearActual Completion Period = 11 Months
Project was divided into Ten packages, the detail as:-
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Metro Bus System, LahoreSr.
NoPackage Name Cost
Million
1 Youhnanabad to Kalma Chowk 5,411.075
2 Kalam Chowk to Qurtaba Chowk 5,482.902
3 Qurtaba Chowk to MAO College 5,148.948
4 MAO College to Bhaati Chowk 3,411.839
5 Texali Chowk to Shahdara Mor 2,590.782
6 Additional Bridge along Lahore Bridge 849.691
7 Gajju Matta to Youhanabad 1930.017
8 Erection of Escalators and Platform Screen Doors
3,227.176
9 Construction of Bus Depot 1,026.193
10 Automated Fare Collection and Bus Scheduling
743.139
TYPES OF PROJECTMega ProjectBig ProjectSmall Project
Public Sector ProjectPrivate Sector Project
Infrastructure ProjectBuilding ProjectDam ProjectHealth ProjectPower Sector Projects
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Public v/s Private Sector Projects
Public projects are those authorized, financed and operated by federal, provincial, district or local governments. Public projects may be of any size but frequently they are much larger than private ventures. A number of important factors exists that are not ordinarily found in privately financed and operated projects such as purpose, source and method of financing, multipurpose, nature of benefits, beneficiaries of the project and measurement of efficiency. Public sector development projects are initiated with intent of providing multipurpose services e.g. reservoir project for water storage, flood control, electrical power generation, irrigation, recreation and for research and education purposes. Primarily the purpose of the public sector projects is to provide health, education, clean drinking water, sanitation, transportation and housing to general public. Besides providing basic necessities they generate revenue and employment. Although the performance of public sector projects has been improved in many aspects over the years, however, their Monitoring and Evaluation (M&E) systems, in particular needs to be improved at various level of project execution. 22
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Characteristic Private Sector Project Public Sector ProjectPurpose Provide goods and/or
services at a profit; maximize profit or minimize cost
Protect health, lives and property, provide services(at no profit),provide jobs
Sources of capital Private investors and lenders Taxation, private lendersMethod of financing
Individual ownership; partnerships; corporations
Direct payments of taxes; Loans without interest; Loans at low interest; Self-liquidating bonds; Indirect subsidies; Guarantee of private loans
Multiple purposes Moderate Common (e.g. reservoir project for flood control, electrical power generation, irrigation , recreation, education)
Project life Usually relatively short (5 to 20 years)
Usually relatively long (20 to 60 years)
Relationship of suppliers of capital to project
Direct Indirect or none
Nature of benefits Monetary or relatively easy to equate to monetary terms
Often non-monetary, difficult to quantify, difficult to equate to monetary terms
Beneficiaries of project
Primarily, entity undertaking project
General public
Conflict of purposes
Moderate Quite common (dam for flood control vs. environmental preservation)
Conflict of interest Moderate Very common(between agencies)Effect of politics Little to moderate Frequent factors; short term tenure for
decision makers; pressure groups; financial and residential restrictions, etc
Measurement of efficiency
Rate of return or capital Very difficult; No direct comparison with private projects
Public v/s Private Sector Projects
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What is Management?
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently
Introduction to Project Management
A dynamic process that utilizes the appropriate resources of the organization in a controlled and structured manner, to achieve some clearly defined objectives.
It is always conducted within a defined set of constraints
It may be defined as art or science of planning, organizing, coordinating and controlling manpower, machinery, material and monetary resources throughout the project lifecycle by using rational approaches and techniques to achieve predetermined objectives of scope, cost, time, quality.
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What is Project Management ?
Managing a project includes:Identifying requirements (Scope and Targets)Establishing clear and achievable objectivesBalancing the competing demands for quality, scope, time and costAdapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives.
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What does Project Management Entail?
Planning: is the most critical and gets the least amount of our timeBeginning with the End in mind-Stephen Covey
Organizing: Orderly fashion (Contingent/Prerequisites)
Controlling : is critical if we are to use our limited resources wisely
Measuring: To determine if we accomplished the goal or met the target?
Adjustment: based on achievement against goals or target, adjustment is make to complete as per plan.
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Deming Wheel: PDCA Cycle
1. PlanIdentify problem and develop plan for improvement.
2. DoImplement plan on a test basis.
3. CheckAssess plan; is it working?
4. ActInstitutionalize improvement; continue cycle.
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Your Turn: What Is Project Management?Project management knowledge is shared
understanding of what it takes to deliver products and services effectively.
Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.
Who uses Project Management?
Nearly Everyone to some degree
People plan their Days, their Weeks, their Vacations and their Budgets and keep a simple project management form known as ‘’To Do’’ list
Any Process or Means used to track tasks or efforts towards accomplishing a goal could be considered Project Management
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Triple Constraint“Triple Constraint” are three primary project constraints i.e. project scope, time, and cost, which are strictly monitored to complete project successfully. Project quality is affected by balancing these three factors . High quality projects deliver the required product, service or result within scope, on time, and within budget.
Scope/Quality
CostTime
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Project Management Knowledge Area (PMI)
1. Project Integration Management2. Project Scope management3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resource Management7. Project Communication Management8. Project Risk Management9. Project Procurement Management
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Project Management Body of Knowledge (PMBOK)
Scope managementcontrol functions included in systemcontrol scope of work done by team
Time managementBuild detailed schedule of all project tasksMonitor progress of project against milestones
Cost managementCalculate initial cost/benefit analysis Monitor expenses
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Project Management Body of Knowledge (cont’d)
Quality managementEstablish quality plan and control activities for each project phase
Human resource managementRecruit and hire project team membersTrain, motivate, team build
Communications managementIdentify stakeholders and their communications Establish team communications
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Project Management Body of Knowledge (cont’d)
Risk managementIdentify and review risks for failureDevelop plans to reduce these risks
Procurement managementDevelop requests for proposals (RFPs)Evaluate bids, write contracts, monitor performance
Integration management
Project Time Management (3rd Ed) PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT
6.1 ACTIVITY DEFINITION1. Inputs
1. Enterprise environmental factors .2. Organizational process assets3. Project scope statement4. Work Breakdown structure5. WBS Dictionary6. Project management plan
2. Tools and Techniques1. Decomposition
2. Templates3. Rolling wave planning4. Expert judgment5. Planning component
3. Outputs 1. Activity list 2. Activity attributes 3. Milestone list 4. Requested changes
6.2 ACTIVITY SEQUENCING1. Inputs
.1 Project scope statement
.2 Activity list
.3 Activity attributes
.4 Milestone List
.5 Approved change requests
2 . Tools and Techniques.1 Precedence Diagramming Method (PDM)
.2 Arrow Diagramming Method (ADM).3 Schedule network templates
.4 Dependency determination
.5 Applying leads and lags
3. Outputs.1 Project schedule network diagrams.2 Activity list (updates)
.3 Activity attributes (updates).4 Requested changes
6.3 ACTIVITY RESOURCE ESTIMATING1. Inputs
.1 Enterprise environmental factors .2 Organizational process assets.3 Activity list.4 Activity attributes.5 Resource availability.6 Project management plan
2. Tools and Techniques.1 Expert judgment.2 Alternatives analysis.3 Published estimating data.4 Project management software.5 bottom-up-estimating
3. Outputs.1 Activity resource requirements.2 Activity attributes (updates) .3 Resource breakdown structure.4 Resource calendars (updates).5 Requested changes
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Project Time Management (Cont..)PROJECT TINE MANAGEMENTPROJECT TINE MANAGEMENT
6.4 ACTIVITY DURATION ESTIMATING1. Inputs
.1 Enterprise environmental factors .2 Organizational process assets.3 Project scope statement.4 Activity list.5 Activity attributes.6 Activity resource requirements.7 Resource calendars.8 Project Management plan . Risk register . Activity cost estimates
2. Tools and Techniques.1 Expert judgment.2 Analogous estimating.3 Parametric estimating.4 Three-point estimating.5 Reserve analysis
3. Outputs.1 Activity duration estimates.2 Activity attributes (updates)
6.5 SCHEDULE DEVELOPMENT1. Inputs.1 Organizational process assets.2 Project scope statement
.3 Activity list
.4 Activity attributes.5 Project schedule network diagrams.6 Activity resource requirements.7 Resource calendars.8 Activity duration estimates.9 Project management plan . Risk register
2. Tools and Techniques.1 Schedule network analysis.2 Critical path method.3 Schedule compression.4 What-if scenario analysis.5 Resource leveling.6 Critical chain method.7 Project management software.8 Applying calendars.9 Adjusting leads & lags10. Schedule model
3. Outputs.1 Project schedule.2 Schedule model data.3 Schedule baseline.4 resource requirements (Updates).5 Activity attributes (updates).6 Project calendars (updates).7 Requested changes.8 Project management plan (updates) . Schedule management plan (updates)
6.6 SCHEDULE CONTROL1. Inputs.1 Schedule management plan
.2 Schedule baseline.3 Performance report
.4 Approved change request
2. Tools and Techniques.1 Progress reporting.2 Schedule change control system.3 Performance measurement
.4 Project management software
.5 Variance analysis.6 Schedule comparison bar charts
3. Outputs.1 Schedule model data (updates)
.2 Schedule baseline (updates).3 Performance measurements.4 Requested changes.5 Recommended corrective actions
.6 Organizational process assets (updates)
.7 Activity list (updates)
.8 Activity attributes (updates)
.9 Project management plan(updates)
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Defining Project Success? “Completion of a project within constrains of
time, cost and performance .”
Today project success definition has been modified and includes project completion;
Within time allocated time period Within budgeted cost At the proper performance or
specification level Within client’s expectation and
satisfaction
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Mega Projects Performance in Punjab
Mega Projects
0.7
1.2
1.6
2.0
2.6
2.7
3.0
3.6
8.6
9.8
1.2
2.2
13.9
3.3
7.3
5.7
4.5
6.8
31.0
18.7
- 5.0 10.0 15.0 20.0 25.0 30.0 35.0
Construction of Parliament Lodges at Islamabad
Development of Sector 1-16 Islamabad
Chashma Right Bank Irrigation Projects
On-Farm Water Management Project
Additional 415 MW Combined Cycle Pow er Unit at Guddu.
3 x 30 MW EB.C.Lakhra
Balochistan Primary Education Project
Bulk Water Supply from Khanpur Dam to Islamabad/Raw alpindi.
Left Bank Outfall Drain (LBOD) Stage-1
Third KV Jamshoro-Multan Second 500 KV Multan-Lahore Gilgit Transmission Line
Rs (Billions)Revised
Approved
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Project Management Environment Internal and External Environment are characterized by constant change and require integrated approach of project management.
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Inception Planning & Designing Tendering & Feasibility Contracting Execution ning
Documentation• Drawings
• Specifications•Preparation of
•Tender documents
Execution• Design
Implementation• Installation and
Erection•Construction
•M&E
Termination•Testing as per
specification (NDT)•Commissioning
• Final settlement
Designing• Conceptual Design• Preliminary Design
•Detail Design-Architectural-Geotechnical
-Structure-HVAC
-Finish Work-Integrated services
Need based
Assessment
Efforts/Cost
Time
Conceptualization
Erection/Installation/Construction
Termination
Project Life cycle (Conventional Delivery Method)
Cumulative Cost/Efforts
Planning & Feasibility• Technical Feasibility
•EconomicalFeasibility
Project InitiationProject Planning
ApprovalProject Execution
Origination
Impact/
Degree of
risk
PC-I Preparation
Efforts/
Cost
Time
Concept
Clearance
PC-II
Execution of project
(Design, Erection/Installation/Construction)
TerminationPlanning phase
Degree of risk
Cumulative Cost
Project Close out
Project Termin
al Evaluati
on
(PC-IV)
PC-I Approved
Implementation
Project Lifecycle(Public Sector Projects)
Project Performa
nce Monitorin
g
(PC-III)
Project Impact Evaluati
on
PC-V
Pre-PDWP Project Scrutiny (Project
Appraisal)
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I 1
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P 3
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Project Initialization
Feasibility and Planning
Design
Material
Construction
Operation
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Hired services (contact or sub contract)
Total work
Organizational Capacity
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Project Inception
(Initialization)
Planning and
FeasibilityDesign
Tendering and
Contracting
ConstructionTesting and
Commissioning
Documentation
-Conceptual Studies
- Proposal(PC I)
Legalization Licensing & approvals from OGRA and other Government organization
Feasibility Prelimina
ry feasibility study
Detailed feasibility study
EIAPlanning Project
management planning
Preliminary DesignConceptual DesignMethod of construction Detailed DesignDesign of pipelineDesign of welds, bends, CP and other accessoriesDesign of crossingsPreparation of specificationPreparation of working dawning
TenderingPreparation of Tender documentContractingAdvertisingSelection of contractorNTPPre-construction conferencesMiscellaneous Misc. items
General WorkMobilization on siteConstruction of site officeMarking of ROWCleaning and grubbing of ROW Surveying and leveling of ROWApprovals from regulatory bodiesCivil WorksEarthwork, Excavation and trenching Civil and miscellaneous concrete worksConstruction of foundation for pipelineConstruction of Supports Construction of crossingsBackfillingMechanical and Electrical worksPipe bendingPipe weldingHydrostatic and radiographic testingCoating and Cathodic protectionElectrical IsolationMiscellaneousStringingLowering inCleaning, washing and dryingRestoration and Demobilization
Civil WorksEarthwork, Excavation and trenching Civil and miscellaneous concrete worksConstruction of foundation for pipelineConstruction of Supports Construction of crossingsBackfillingMechanical and Electrical worksPipe bendingPipe weldingHydrostatic and radiographic testingCoating and Cathodic protection\Electrical Isolation
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Functional v/s Project Organization
Top Management
Function of Group -I Proposal and feasibility
Function of Group -II Designing
Function of Group -III Purchase and
Transportation
Construction of Project-I
Construction of Project-II
The project management techniques differ depending upon type and functionality of an organization. It also depends upon the external and internal environment of an organization. For instance, SNGPL is the functional organization in which different functions of projects are executed in the organization internally. There is the interdepartmental relationship and coordination between these department (Design, Purchase and Administration, Project etc) to maximize the efficiency of work and to minimize the risk of project delay. Project team is specific to work rotationally on the different projects.
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Project Delivery MethodsClient / OwnerClient / Owner
ConsultantConsultant
DesignerDesigner Construction Contract
Construction Contract
ConstructionContract
ConstructionContract
Designer Sub-Contract
Designer Sub-Contract Sub-ContractSub-Contract Sub-ContractSub-Contract
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Project Stakeholders
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Project Stakeholders are individual or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may influence the project objectives and out comes negatively or positively.
Project management team must identify the stakeholders, determine their requirements and expectations.
Positive and Negative stakeholder i.e a business leader and environmentalist.
Key stakeholders on any project:1. Sponsoring Agency 2. Project Manager and Project Management team members3. Beneficiaries/Customers/ Users 4. Executing agency5. Project execution team6. Influencers
Project Stakeholders
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Project Roles
PM
Engineer Contractor
Role of Client1. Sponsor & Financer
Role of PM1. Manage & Monitor
Schedule & Cost Role of Engineer1. Design2. Control Quality3. Supervise contractor
Client
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Project Manager Skills
Technical SkillsGeneral management skills
(budgeting, scheduling)Communication skillsInterpersonal skillsConflict Management and
Negotiation skills
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Role of Project Manager
Project manager – a person has primary responsibility for the functioning of the team
Success or failure of project depends on skills of the project manager
Beginning of project – plan and organize
During project – monitor and control
Responsibilities are both internal and external
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Internal ResponsibilitiesInternal Responsibilities
Identify project tasks and build a work breakdown structure
Define the milestones (i.e., key events in a project which can be identified by a specific pieces of documentation or a specific status review meeting) and deliverables to monitor progress.
Develop the project schedule
Assess project risks
Recruit and train team members
Assign team members to tasks
Coordinate activities of team members and subteams
Monitor and control project deliverables, milestones and risks
Verify the quality of project deliverables
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External ResponsibilitiesExternal Responsibilities
Report the project’s status and progressEstablish good working relationships with those
who identify the needed system requirementsPeople who will use the system
Work directly with the client (project’s sponsor) and other stakeholders
Identify resource needs and obtain resources
Software Application
Project Baseline Schedule
Earned Value Management System (EVMS)
Status at Month 3
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhsFunds Used (AC): 16.40 lakhsUtilization = 44.1 %
Additional EV Parameters:Planned (PV): 19.82 lakhsEarned (EV): 14.50 lakhs
Sheet 1 of 1
Total 210 3,722,000.00 1,982,800.00 1,450,000.00 1,640,000.00
General
Subtotal 210 0.00 0.00 0.00 0.00
1000 Project Start 0 0.00 0.00 0.00 0.00
1110 Project Complete 0 0.00 0.00 0.00 0.00
Foundation
Subtotal 54 850,000.00 850,000.00 850,000.00 950,000.00
1010 Earthworks 18 50,000.00 50,000.00 50,000.00 60,000.00
1020 Foundation upto Plinth 24 800,000.00 800,000.00 800,000.00 890,000.00
Structure Work
Subtotal 51 1,536,000.00 1,132,800.00 600,000.00 690,000.00
1030 Super-structure 50 1,440,000.00 1,036,800.00 504,000.00 584,000.00
1040 Block Masonry 15 96,000.00 96,000.00 96,000.00 106,000.00
Finishes
Subtotal 105 1,336,000.00 0.00 0.00 0.00
1050 Plaster 40 192,000.00 0.00 0.00 0.00
1100 Plumbing 15 100,000.00 0.00 0.00 0.00
1090 Electrical Works 25 200,000.00 0.00 0.00 0.00
1070 Flooring 45 300,000.00 0.00 0.00 0.00
1060 Paint 40 144,000.00 0.00 0.00 0.00
1080 Wood Work 20 400,000.00 0.00 0.00 0.00
Months1 2 3 4 5 6 7 8 9 10
Project Start
Project Complete
Earthworks
Foundation upto Plinth
Super-structure
Block Masonry
Plaster
Plumbing
Electrical Works
Flooring
Paint
Wood Work
1 2 3 4 5 6 7 8 9 10Months
3
4
5
6
7
8
9
10
4
8
12
16
20
24
28
32
36
40
x 100000 x 100000
Sheet 1 of 1
PV
EV
AC
EAC
BAC
Project Cost Management
Professional and conscientious project management is critical to a successful
outcome!
Thank You
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