Introduction and Overview

of Construction Project
Management

Project Planning &

Control

By
Taqdees Anjum
Today’s Discussion
 Definition and Scope of a Project,
 Parameters Affecting a Project,
 Concept of Project Management,
 Role of Project Manager,
 Strategic Planning of Projects,
 Phases of a Project
 Organization Structure For Project.
What is a Project?
A project is a unique, transient endeavour, undertaken to achieve planned objectives,
which could be defined in terms of outputs, outcomes or benefits.

PMBOK, 5th Edition, Chapter 1, Section 1.2:

“A project is a temporary endeavour undertaken to create a unique product, service,

or result. The temporary nature of projects indicates that a project has a definite
beginning and end. The end is reached when the project’s objectives have been
achieved or …” further “Temporary does not typically apply to the product, service, or
result created by the project …”
PROJECTS OPERATIONS

o Projects are temporary in nature having a o Ongoing and Repetitive.

beginning and end date. o carrying out similar
o A project has a set of goals and objectives. operations each day in
o A project has a definite organisation structure. order to keep the
o A project has resources — used to create the organisation functioning.
deliverables or products. o When declared objectives
o These products may be tangible or intangible. are attained, a new set of
o Each project is unique. objectives are adopted and
o Main objective is to attain the objective and work continues.
close the project
SUBPROJECTS
o Individual manageable components of a PROGRAM
project
o Managed by different agencies/teams Project 1 Project 2
o A subproject could be further divided into Sub Proj 1
sub projects
Sub Proj n
Project n
Examples of Projects
o Planning a wedding
o Designing and implementing a computer system
o Hosting a holiday party
o Designing and producing a brochure
o Executing an environmental clean-up of a contaminated site
o Holding a high school reunion
o Performing a series of surgeries on an accident victim
PROJECT SCOPE
Project scope is the part of project planning that involves determining and documenting
a list of specific project goals, deliverables, tasks, costs and deadlines.
A project scope, or project scope statement, is a tool used to describe the major
deliverables of a project including the key milestones, high level requirements,
assumptions, and constraints. The project scope statement is a useful tool for future
decision making when new change requests are considered to modify the project
scope. It also defines the boundaries of a given project and clarifies what deliverables
are in and out of scope
PROJECT MANAGEMENT
Project management is the application of processes, knowledge, skills, experience, tools
and techniques to achieve the project objectives.

“Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management
techniques to achieve predetermined objectives of scope, cost, time, quality and
participation satisfaction.” (Wideman 1986)

Importance Of Project Management

• Compression of the Product life cycle
• Global Competition
• Knowledge explosion
• Corporate downsizing
• Increased customer focus
• Small projects represent big problems
Why Project Management?
o Organizing Chaos: The primary function of project management is organizing & planning
projects to tame chaos.
o Managing Risk: Risk is a fundamental part of business strategy. Risk is that chance of a
negative event or loss.
o Managing Quality: Quality is the value of what is produced.
o Managing Integration: Projects need to be integrated with business processes, systems
and organizations.
o Managing Change: Projects always happen in an environment in which nothing is
constant except change.
o Clearing Issues: Business initiatives typically encounter regular issues that must be
managed to achieve objectives.
o Learning From Failure: Learning from failure is key to business innovation and quality
improvement.
Project Management Process Groups
• Initiating Processes: Define and authorize the project or a project phase

• Planning Processes: Define and refine objectives, and plan the course of action required
to attain the objectives and scope of the project

• Executing Processes: Integrate people and other resources for project execution

• Controlling Processes: Regularly measure and monitor progress to identify variances

from the project management plan so that corrective action can be taken when necessary
to meet project objectives

• Closing Processes: Formalize acceptance of the product, service or result and bring the
project or a project phase to an orderly end
Project Management Process Groups Mapped to
the Plan-Do-Check-Act Cycle
(Source: PMBOK)
• Process groups are not one time events
• They are overlapping activities occurring at varying levels of intensity
throughout each phase of project
Project
Management Scope
Management
Knowledge Areas Stakeholder Time
Management Management

Communicatio
ns Cost
Management Management
Integration
Management

Human
Resources Quality
Management Management

Risk Procurement
Management Management
PHASES OF PROJECTS
A phase is a specific portion of a project that is defined by a collection of related activities
and a defined set of deliverables that must be completed at the end of each project phase.

There is no specific limit on the number of phases a project can have. However, there are
generally at least 3 phases in a project:
•The Initiation Phase
•The Intermediate Phase(s)
•The Final Phase INTERMIDIATE
• Feasibility Stage PHASE(s) • Execution Stage
• Conceptual • Design Stage • Operations and
Design Stage Maintenance
• Working Stage
Drawing Stage
• Tendering and
INITIATION PHASE Award of works FINAL PHASE
Projects Completion With Time/Phases
Project Cost And Time/Phases
TO BE DEFINED IN THE BEGINNING OF THE PROJECT
 Technical work to be done in each phase
 Deliverables to be generated in each phase and methods of reviewing,
verifying and validating the deliverables
 Stakeholders and team members to be involved in each phase
 Method of approving and controlling each phase
PROJECT STAKEHOLDERS
 Individuals and Organizations that are
 Actively involved in the project, or
 Whose interests may be positively or negatively affected during Project
Execution or after Project completion
 KEY STAKEHOLDERS
 Project Manager
 Customer/Users
 Performing Organization
 Project Team Members
 Sponsor
 Influencers
 Project Management Office

 Stakeholders may have

conflicting Objectives
 Appropriate resolution of
these conflicts is a major
challenge for Project
Managers
(Source: PMBOK)
 COMMON CHARACTERISTICS OF
PROJECT PROJECTS
PROJECT  Transition from one phase to another is
SPONSOR usually defined by some form of technical
information transfer or technical
component handoff
PROJECT  Cost and staffing levels are low at the start,
MANAGER peak during the intermediate phases, and
drop rapidly as the project gets completed
 The level of uncertainty is highest at the
PROJECT MANAGEMENT start of the project
TEAM  The ability of the stakeholders to influence
the final characteristics of the project's
PROJECT TEAM product and the final cost of the project is
highest at the start, and gets progressively
lower as the project continues.
STAKEHOLDERS

(Source: PMBOK)
 ORGANIZATION STRUCTURE FOR PROJECT

 A construction project organizational structure has to

help ensure on-time project completion within the set
budget.
 You have to decide how best to assign responsibility
for scheduling and cost control while making sure
the project's working-level teams carry out the work
in the right sequence and according to the
specifications.
 An effective project organization leaves project team
members free to decide on the technical aspects of
their work while ensuring that they act within the
project's time and cost constraints.