tutorial project management

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CC603 PROJECT MANAGEMENT

1.0 INTRODUCTION

1.1 Concept of Project Management

1.1.1 Concept of Management

1.1.2 Characteristics of Management

1.1.3 Define Project and Identify Characteristics of Projects

1.1.4 Concept of Project Management

1.1.5 Objectives of Project Management and The Important of Project

Management

1.1.6 Project Manager in Project Management

a. Who Is Project Manager?

b. Roles and Responsibilities of Project Manager?

c. Soft Skills Needed by Project Manager

1.1.7 Differentiate The Implementation of Project Management in Various

Methods of Construction Projects

a. Traditional Method

b. Design and Build Method

c. Turnkey Method

2.0 PROJECT LIFE CYCLE

2.1 project life cycle and its phases

2.1.1 diagram of project life cycle

2.1.2 characteristics of project life cycle

2.1.3 explain the phases of project life cycle

3.0 PROJECT CONTROL AND MONITORING

3.1 Bar Chart and Gantt Chart

3.1.1 Usage of the bar chart and gantt chart

3.1.2 Characteristics of bar chart and gantt chart

3.2 Critical Path Method (CPM)

3.2.2 Principle of CPM

3.2.3 Understand the terms used in CPM

a. activity



b. arrow

c. dummy

d. duration

e. event

f. early to start (ES)

g. early to finish (EF)

h. finish to start (FS)

i. finish to finish (FF)

j. float

k. critical path

3.2.4 Construct network diagram and determine project duration and identify

critical path using Arrow Method

3.3 Advantages and disadvantages of Gantt Chart and CPM

3.3.1 Advantages and disadvantages of Gantt Chart

3.3.2 Advantages and disadvantages of CPM

3.4 Concept of controlling

3.4.1 Define project control

3.4.2 Identify project control system

a. quality management system and its perspectives

i. Product quality

ii. Service quality

iii. process quality

b. Quality management process and its concept

i. quality planning

ii. quality assurance

iii. quality control

3.5 Understand the concept of monitoring

3.5.1 Identify the elements of project monitoring

a. selection of control measures

b. observation of activities

c. collection of control data

d. comparison of control data with planning information



4.0 PROJECT ORGANISATION AND SUPERITENDENCE

4.1 Compare and contrast difference organizational structures and their impact on

project

4.1.1 the relevance of organizational structure and the main characteristics

of

a. functional structure

b. product structure

c. matrix structure

4.2 project supervision and superintendent

4.2.1 differentiate project supervision and project superintendent

4.2.2 the duties of a technician and assistant engineer

a. discuss and distinguish between the duties of a technician and

assistant engineer

b. relation the duty of a technician with an assistant engineer



1.INTRODUCTION

1. Project Manager in Project Management

a. Who Is Project Manager?

• Project manager are a change agents. They make project goals their own and use their

skills and expertise to inspire a sense of share purpose within the project team.

• They were well under pressure and comfortable with change and complexity in

dynamic environments.

• Project manager cultivate the people skills needed to develop trust and communicatinamong all of a project’s stakeholders, its sponsors, those who will make use the project’s

results, those who command the resources needed, and the project team members.

• They have a broad and flexible toolkit of techniques, resolving complex,

interdependent activities into tasks and sub-task that are documented, monitored and

controlled.

• They adapt their approach to the context and constraints of each project, knowing that

no “one size” can fit all the variety of projects.

• They are always improving their own and their teams skills through lessons-learned

reviews at project completion.

• Project managers are found in every kind of organization of employees, managers,

contractors are independent consultants.



b. Roles and Responsibilities of Project Manager?

Roles:

Project manager is a key figure of any service team.

They must be able to perform effectively within tight time-scales, keep strict budgets

and create a positive client environment such that client become/ remain in good

relationship throughout the contract.

They will manage a set of service deliveries, which must be achieved on time to

ensure all activities in the schedule are completed in time.

Project manager must show initiative and be able to find ways to best adapt a situation

to provide a succesfull overall critical path analysis.

Project manager will be expected to support the development of the leadership, both

on-site and back in the offices.

Need to organise the best team possible to complete the project. Training and teaching

the employees towards the company’s core values.

Responsibilities:

Plan the delivery of the project at hand.

Manage the day to day working, utilisation, implementation and technical consultants

engaged on client assignments.

Report progress on projects by suitable media to sector management, maintain and

update project reporting, checkpoints and financial reporting to a high standard.



Plan and arrange visits to existing and new potential clients, ensuring every client

receives sufficient support to enhance their relationships.

Develop contacts with senior staff, directors and other influential staff within eachaccount during the implementation phase.

Co-ordinate required support levels and training.

Produce reports on each project at agreed intervals, and whatever substantive actions

are required.

c. Soft Skills Needed by Project Manager

Team and individual leadership.

The ability to lead individuals on your team and within the organization is critical as

is the ability to lead a cohesive team and direct them on a long-term project toward a

successful conclusion.

Oral and written communication.

Communication is first for the project manager. That’s always been mypersonal belief

and stance. Keep the team and customer well informed, keep the communication

flowing on the project, and communicate well with your executive leadership and no

one gets hurts.

Conflict resolution.

There will always be differences to resolve. The longer engagement the more

differences there are to resolve and the likehood that we could have a larger conflict

or issue arise.

The skilled project management must have conflict resolution skills and be able to

settle differences that arise on the team amd with the customer.



Negolation.

The project management must have a good negolation skills. Change orders come to

mind as the key areas of negolation with the customer.

Influencing.

A well connected project management will have very useful influence over certain

key personnel and departments in their own organization.

Delegating.

The project management who falls to delegate either fails, does most of the work

themselves, or likely both.

Coaching and monitoring.

Think of everyone on project team as a sort of mini project manager. They have their

own task and have to get that work done by whatever means necessary in the given

situation.

2. Differentiate The Implementation of Project Management in Various Methods of

Construction Projects

a. Traditional Method

An owner selects an architect or engineer to design plans and specifications. The

design professionals analyse the owner’s needs and develop design concepts then

prepare design development drawings, and then construction drawings.

Once the design has been fully completed and the construction drawings finished and

reviewed by the owner, the project is adverstised for bids.

Contractors pick up the bid solicitation materials and review a full set of plans and

specifications to prepare a bid proposal.



If the contractor’s price is acceptable, the owner will sign a contract with the

contractor and construction can then begin.

b. Design and Build Method

Is method of project delivery in which one entity- the design, build team,

works under a single contract with the project owner to provide design and

construction services. One entity, one contract, one unified flow of work from

initial concept through completion.

Design -build is also known as design/ construct and single source

responsibility. Design-build is an alternative to design-bid-build. Under the

latter approach, design and construction are split-separate entities, separate

contract, separate work.

c. Turnkey Method

A project is delivered in a completed state.

The developer is hired to finish the entire project without owner input. The

builder or

developer is separate from the final owner or operator, and the project is

turned over only once it is fully operational. In effect, the developer is

finishing the project ad turning the key over to the new owner.

The owner is generally left out of the building process entirely as the

developer handles all decisions and problems related to construction.

Developers has financial motivation to complete the job as quickly and

efficiently as possible. A turnkey contract also provides more time for an

owner to seek financing and investors before he is required to pay for a

completed project.



2.PROJECT LIFE CYCLE

1. project life cycle and its phases

a) Diagram of project life cycle

b) Characteristics Of Project Life Cycle.

c) Explain The Phases Of Project Life Cycle.

i. Initial Stage

The starting point begins the moment the project is given the go-ahead. Project

intensity as shown in figure 1.3 starts slowly, builds to a peak, and then declines to

delivery of the project to the customer.



In the defining stage, specifications and project objectives are define. Teams and the

roles and responsibilities for each member are established at this stage.

In this first stage, the scope of the project is defined along with the approach to be

taken to deliver the desired outputs. The project manager is appointed and in turn, he

selects the team members based on their skills and experience.

The most common tools or methodologies used in the initiation stage are Project

Charter, Business Plan, Project Framework (or Overview), Business CaseJustification, and Milestones Reviews.

ii. Planning Stage

The second phase should include a detailed identification and assignment of each task

until the end of the project. It should also include a risk analysis and a definition of a

criteria for the successful completion of each deliverable.

The governance process is defined, stake holders identified and reporting frequency

and channels agreed. The most common tools or methodologies used in the planning

stage are Business Plan and Milestones Reviews.

The level of intensity increases in the planning stage. Plans are developed to

determine 4W’s. What are the 4W’s?



The starting point begins the moment the project is given the go-ahead. Project

intensity as shown in figure 1.3 starts slowly, builds to a peak, and then declines to

delivery of the project to the customer.

iii.

Executing Stage

Next, a major portion of the project work takes place at the executing stage. Both

physical and mental resources are needed at this stage to produce a physical product.

Time, cost and quality are used for control.

The most important issue in this phase is to ensure project activities are properly

executed and controlled.

During the execution phase, the planned solution is implemented to solve the

problem specified in the project's requirements. In product and system development, a

design resulting in a specific set of product requirements is created.

This convergence is measured by prototypes, testing, and reviews. As the execution

phase progresses, groups across the organization become more deeply involved in

planning for the final testing, production, and support.



iv. Delivering Stage

Finally, is delivering stage which includes the two main activities;

o Delivering the project product to the customer

o Redeploying the project’s resources

In this last stage, the project manager must ensure that the project is brought to

its proper completion.

The delivering or closure phase is characterized by a written formal project

review report containing the following components: a formal acceptance of the

final product by the client, Weighted Critical Measurements (matching the

initial requirements specified by the client with the final delivered product),

rewarding the team, a list of lessons learned, releasing project resources, and a

formal project closure notification to higher management. No special tool or

methodology is needed during the closure phase.



3.PROJECT CONTROL AND MONITORING

1. Concept of controlling

a. Define project control

Project control can be define a management action, either preplanned to achieve the

desire result or taken as a corrective measure prompted by the monitoring process. Project

control is mainly concerned with the metrics of the project such as quantities, time, cost, and

other resources. However, also project revenues and cash flow can be part of the project

metrics under control. Thus, we believe an effective Project Controls process can be appliedin a collaboration of its various sub-disciplines, such as:

1) Planning, Scheduling & Project Reporting

· Scope management;

· Project deliverables:

· Work breakdown / Cost breakdown structures;

· Schedule management;

· Schedule forecasting;

· Corrective action;

· Progress measurement / reporting;

· Productivity Analysis & Calculation;

2) Earned Value Analysis & Management

3) Cost Engineering & Estimating

· Estimating;

· Cost management;



· Cost control;

· Cost forecasting

4) Change Management & Controls

· Change order control;

· Trend Analysis;

5) Risk and Delay Claims

· Risk Assessment & management;

· Delay Claims Quantification

· Forensic Schedule Analysis

Put simply, Project Controls encompass the people, processes and tools used to plan, manage

and mitigate cost and schedule issues and any risk events that may impact a project. In other

words, Project control is essentially equivalent to the project management process stripped of

its facilitating sub-processes for safety, quality, organizational, behavioral, and

communications management. Project control may be considered the quantitative resource

control subset of the project management process.

2. Identify project control system

a. quality management system and its perspectives

i. Product quality

ISO certified with regard to the development, production and distribution of acid based

viscoelastic, products for medical use.



ii. Service quality

Service quality is a comparison of expectations with performance. A business with service

quality, will meet customer needs whilst remaining economically competitive.

iii. process quality

Quality process uses a phased approach, designed to support the entire product life cycle

from inception, design and development through rollout, to update and support.

b. Quality management process and its concept

The project manager has the ultimate responsibility for quality management on the

project.

Quality management has equal priority with cost and schedule management.

However, the direct measurement of quality may be the responsibility of the quality

assurance department or the assistant project manager for quality.

For a labor-intensive project, management support (i.e., the project office) is typically 12 – 15

percent of the total labor dollars of the project. Approximately 3 – 5 percent can be attributed

to quality management. Therefore, as much as 20 – 30 percent of all the labor in the project

office could easily be attributed to quality management.

i. quality planning

The quality planning is created by the project manager and project team members by

breaking down the project objectives into a work breakdown structure. Using a

treelike diagramming technique, the project activities are broken down into lower-

level activities until specific quality actions can be identified. The project manager

then ensures that these actions are documented and implemented in the sequence that

will meet the customer’s requirements and expectations. This enables the project

manager to assure the customer that he has a road map to delivering a quality product

or service and therefore will satisfy the customer’s needs.



A good quality planning will:

● Identify all of the organization’s external and internal customers

● Cause the design of a process that produces the features desired by the customer

● Bring in suppliers early in the process

● Cause the organization to be responsive to changing customer needs

● Prove that the process is working and that quality goals are being met

ii. quality assurance

Quality assurance is the collective term for the formal activities and managerial

processes that attempt to ensure that products and services meet the required quality

level. Quality assurance also includes efforts external to these processes that provide

information for improving the internal processes. It is the quality assurance function

that attempts to ensure that the project scope, cost, and time functions are fully

integrated.

The Project Management Institute Guide to the Body of Knowledge (PMBOK) ®

refers to quality assurance as the management section of quality management. This is

the area where the project manager can have the greatest impact on the quality of his

project. The project manager needs to establish the administrative processes and

procedures necessary to ensure and, often, prove that the scope statement conforms to

the actual requirements of the customer. The project manager must work with his

team to determine which processes they will use to ensure that all stakeholders have

confidence that the quality activities will be properly performed. All relevant legal

and regulatory requirements must also be met.

A good quality assurance system will:

● Identify objectives and standards

● Be multifunctional and prevention oriented

● Plan for collection and use of data in a cycle of continuous improvement● Plan for the establishment and maintenance of performance measures



● Include quality audits

iii. quality control

Quality control is a collective term for activities and techniques, within the process,

that are intended to create specific quality characteristics. Such activities include

continually monitoring processes, identifying and eliminating problem causes, use of

statistical process control to reduce the variability and to increase the efficiency of

processes. Quality control certifies that the organization’s quality objectives are being

met.

The PMBOK® refers to quality control as the technical aspect of quality

management. Project team members who have specific technical expertise on the

various aspects of the project play an active role in quality control. They set up the

technical processes and procedures that ensure that each step of the project provides a

quality output from design and development through implementation and

maintenance. Each step’s output must conform to the overall quality standards and

quality plans, thus ensuring that quality is achieved.

A good quality control system will:

● Select what to control

● Set standards that provide the basis for decisions regarding possible corrective

action

● Establish the measurement methods used

● Compare the actual results to the quality standards

● Act to bring nonconforming processes and material back to the standard based onthe information collected

● Monitor and calibrate measuring devices

● Include detailed documentation for all processes



3. Understand the concept of monitoring

Identify the elements of project monitoring

a. selection of control measures

b. observation of activities

c. collection of control data

d. comparison of control data with planning information

4.PROJECT ORGANISATION AND SUPERITENDENCE



1.the relevance of organizational structure and the main characteristics of

a. functional structure

organizational structure refers to how the people in an organization are grouped and to whom

they report. One traditional way of organizing people by function. Some common function

within organization include production, marketing, human, resources and accounting.

b. product structure

product structure is used to manage changes, testing and problem resolution to complete

product with a larger number of interdependent part and functions.

c. matrix structure

matrix structure is an organizational structure that puts managers into a project team

depending on their objectives. The numbers of the team will e drawn from different sections

of the business and as a result will be report to more than one person.

Advantages:

staff is managed by a person with experience in their some speciality who can

adequately understand and review their work.

Staffers have the opportunity to move up within their functional areas, which gives a

reason for them to stay long term.

Staffers work with others in their field, which allows for knowledge sharing and

lateral job moves to learn new skills.

Disadvantages:

Functional areas may have difficulties working with other functional areas. There is

often a perception that they are competing with other functional areas. For resources

and a lack of understanding of what other areas do for the company. So, the

accounting department may be upset that request for additional headcount is denied.

2. project supervision and superitendence



a. differentiate project supervision and project superintendent

Project supervision Project superintendent

• Field supervisors play a major role

in every construction company and every

construction project. They are the frontline

managers on the job, directly supervising

workers and other field supervisors. They

are both the engine and the anchor of the

construction team, driving it toward

effectiveness and efficiency, and stabilizing

it with consistency and good judgment. To

fill this role, field supervisors need more

than experience in the field. They also need

management skills in problem solving,

planning, estimating, safety supervision,

scheduling, controlling costs and resources,

and, perhaps most important, managing

people.

• Project Supervision is a

comprehensive, competency-based program

that gives both veteran and new field

managers a step-by-step approach to honing

their natural abilities, developing essential

skills, and generally improving their

performance as leaders. As a one-level

curriculum, Project Supervision covers

topics such as Human Relations and

Problem Solving, Safety, and Quality

Control.

On large construction projects, the

superintendent's job is to run the day-to-day

operations on the construction site and control

the short-term schedule. The role of the

superintendent also includes important quality

control and subcontractor coordination

responsibilities. It is common for most

finance-related tasks (especially labor and

material cost control) and long-term

scheduling to be handled by a project

manager. The project manager and

superintendent need to cooperate and share

control effectively. Superintendents are

almost universally stationed on the

construction site, while project managers are

usually based in the contractor's office with part-time on site responsibilities.

On anything other than small projects, he or

she is often assisted by a project engineer also

employed by the construction company.

Program superintendents are responsible forthe overall coordination and completion of

the project through the direction of the second

and third tiers of superintendents. Program

superintendents commonly have very little

hands on construction interaction due to

delegation to other tier superintendents. The

number of hours worked may reflect the tier

of the superintendent, with program



superintendents generally having a normal

Monday thru Friday (8:00am to 5:00pm work

schedule). The compensation package is also

related to the tier level of the superintendent.

3. the duties of a technician and assistant engineer

a. discuss and distinguish between the duties of a technician and assistant engineer

Definition of a Technician

A Technician is a doer and implementer, who focuses on the practical elements of a job. He

or she provides technical assistance in specialized area, and performs the day-to-day tasks

required in carry in out a project. Usually technicians work as part of a team that is engaged

in a particular project or operation. Technology majors prepare for practical design and

production work, rather than for jobs that require theoretical, scientific and mathematical

knowledge of engineering.

Definition of an assistant Engineer

To perform professional engineering work in the investigation, planning, design,

construction, and maintenance/operation of a variety of public works facilities, systems,

projects and/or private development projects.

b. relation the duty of a technician with an assistant engineer

technician

Engineering technicians use math and science skills to assist engineers with creating

products, improving manufacturing methods and maintaining assembly systems. Job

duties vary depending on the specific industry in which an engineering technician is

employed.

Aerospace engineering technicians run and maintain devices used to test aircraft.Mechanical engineers design, test and manufacture consumer products and



machinery. Civil engineering technicians assist engineers with designing and building

roads and various structures. Environmental engineering technicians design methods

and devices to prevent and control health hazards, such as air pollution. Electrical and

electronic engineering technicians help create and manufacture digital equipment.

assistant engineer

The main responsibility of an assistant engineer is to support senior engineers with

design procedures and assessment practices. Working under the strict supervision of a

senior engineer, he will assist in the planning and execution of a range of engineering

projects. This may include helping testing out machinery components to check they

are working safely and efficiently or helping with the preliminary designs of

equipment yet to be installed. An assistant engineer should be skilled in the use of

modern engineering tools and industry-standard techniques, as reported on the Alaska

Native Tribal Health Consortium website. An assistant engineer may also be tasked

with buying new materials, machinery or essential engineering tools and with

providing technical on-site support to laborers. An assistant engineer is sometimes

tasked with managing a small team by himself on smaller engineering projects.

Assistant engineers sometimes work in offices as well as on construction sites. They

should possess excellent written skills and a firm grasp of mathematical principles.

Engineering projects need to be accurately documented, so an assistant engineer will

be expected to produce statistical reports, compile key data on projects and assist with

operations schedules and budgetary reports. He will also need to estimate project

costs in terms of labor and materials and to file important contracts and invoices for

labor or materials

An assistant engineer typically makes frequent visits to a construction site to conduct

field research for later documentation and to oversee the progress of a project. An

assistant engineer may also bid for new engineering contracts and negotiating

favorable terms for a client company. He may also help a senior engineer in the



development of health and safety policies and work practice guidance, so workers are

consistently working to pre-defined standards

An assistant engineer should be an excellent communicator as she will need to

maintain a working relationship with contractors, co-workers and project managers.

He may also have to liaise with state and federal representatives, to ensure a project is

in compliance with industry codes and regulations.

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