Degree Lecture Notes - Project Management by Sheilly Tan

PROJECT MANAGEMENT ARC 3612 / MGT 60403 LECTURE 01 INTRODUCTION WHAT IS A PROJECT? WHAT IS PROJECT MANAGEMENT?

INTRODUCTION - Project Management •Let us introduce ourselves •Tell me about your previous projects •What do you expect from this class? March 2017

Ar. Sateerah Hassan

OBJECTIVES: YOU WILL LEARN… how to:

appreciate the roles and functions of project participants and

• To organizational forms.

develop an awareness

• To of the form and influence of leadership in the project process and the relationship to a project’s success.

understand the application of management techniques in the control and direction of project resources. To evaluate the dynamic changes which occur during a project’s life cycle and the nature of

• To •

a project’s success.

understand the means of evaluating success and failure in a project’s performance.

• To

March 2017

Ar. Sateerah Hassan

BY THE END OF THIS MODULE… You will be ABLE to : • Define project characteristics, objectives, organizations and success • Summarize strategies for the execution of the development process in response to the client's objectives. • Explain the professional roles, duties and responsibilities of the Project Manager, including the range and scope of the activities of a Project Manager within the development process. • Compile a framework of personal qualities needed by the Project Manager in discharging his/her duties March 2017

Ar. Sateerah Hassan

WHAT makes a PROJECTâ&#x20AC;¦ a PROJECT ? It is a TEMPORARY endeavor undertaken to create a UNIQUE product, service or result. It has a series of tasks and activities that have SPECIFIC OBJECTIVES to be completed within certain specifications. March 2017

Ar. Sateerah Hassan

TEMPORARY Every PROJECT has a BEGINNING and an END END

BEGINNING

March 2017

Ar. Sateerah Hassan

UNIQUE

Every PROJECT is different in some distinguishing way from all similar products or services

A March 2017

A Ar. Sateerah Hassan

A 7

In the context of property developmentâ&#x20AC;Ś Project is a process of ensuring that set and stipulated project objectives such as performance, timely completion and containment of costs within budget are clearly set out in the beginning, monitored and managed through out the project duration. Andrew AL Tan â&#x20AC;&#x201C; Project Management in Malaysia

March 2017

Ar. Sateerah Hassan

WHAT is PROJECT MANAGEMENT?  Planning and control of tasks and activities within a specific project and harness the resources available i.e people, materials, time, money, information, knowledge, equipment and space  To achieve a set goals, standards and objectives

TIME March 2017

COST Ar. Sateerah Hassan

QUALITY/ SCOPE 9

WHAT is PROJECT MANAGEMENT? It is the APPLICATION of : • Knowledge • Skills • Tools • Techniques March 2017

Ar. Sateerah Hassan

A dynamic process that applies knowledge, skills, tools & techniques:

WHAT is project management?

1. to achieve clearly deďŹ ned objectives - a change from one state, A to another, B 2. by utilising appropriate resources - manpower, materials + money 3. is moved in a controlled and structured manner - sequence of processes 4. and works within a deďŹ ned set of constraints - scope, time, cost + expectations

Chartered Institute of Builders ď ą The overall planning, control and co-ordination of a project from inception to completion, targeted at meeting clientsâ&#x20AC;&#x2122; requirements and ensuring completion of TIME, within COST and required QUALITY standards.

March 2017

Ar. Sateerah Hassan

PROJECT MANAGEMENT PHILOSOPHY

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Ar. Sateerah Hassan

MAJOR CONSIDERATIONS Products Services and Process Change

Stakeholder Community

Project Management System

Time Operational and Strategic Context

Cost Enterprise Setting

Quality/ Scope Cultural Ambience

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Ar. Sateerah Hassan

Control (Who judges results and by what standards?)

PROCESS

March 2017

Directing

Planning

(Who decides what and when)

(What are we aiming for and why?)

Motivation

Organizing

(What brings out the best in people?)

(Whatâ&#x20AC;&#x2122;s involved and why?)

Ar. Sateerah Hassan

Project Life Cycle Beginning and End of Project (1)

Broken down in sub-projects, produced in time phases (2)

Project Life Cycle Deliverable, Acceptance & Review (3) March 2017

End phase review generate a decision of whether to continue or not into another time phase of the project (4) Ar. Sateerah Hassan

Integrated Processes

Start - Initiation

Execution & Controlling

Planning

Finish - Close out/ Termination

P R O C E S S March 2017

Ar. Sateerah Hassan

Who are my STAKEHOLDERS • Who is my customer? • Who will use this product or service? • Who can help me successfully complete my project? • Who could keep me from successfully completing my project?

August 2016

Ar. Sateerah Hassan

August 2016

Ar. Sateerah Hassan

Team Members Individual who works for you

These individuals make up your project team

Other individual organization Third party (suppliers, sub-cons) August 2016

Ar. Sateerah Hassan

March 2017

Ar. Sateerah Hassan

March 2017

Ar. Sateerah Hassan

LECTURE 2 PROJECT MANAGEMENT PROCESS KNOWLEDGE AND SKILLS TRIPLE CONSTRAINTS ORGANIZATION/ TEAM

PROJECT MANAGEMENT PROCESS WHAT IS ‘PROCESS’? a series of actions or steps taken in order to achieve a particular end.

“Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached.” Read more: http://www.businessdictionary.com/definition/process.html

PHASE 1 -‐INITIATION Project Initiation: IDENTIFYING what are needed to set-‐ up the project before work can start. PHASE 5 -‐CLOSING Project Closure: Formal ACCEPTANCE of the deliverables and disbanding of all the elements that were required to run the project.

PHASE 4 -‐CONTROLLING Project Monitoring & Control: ENSURING a project stays on track and taking corrective action to ensure it does.

PROCESS

PHASE 2 -‐PLANNING Project Planning: DETAILED PLANNING on how the work will be carried out including time, cost and resource estimates.

PHASE 3 -‐EXECUTING Project Execution: DOING the work to deliver the product, service or desired outcome.

WHY p r o j e c t management?

improve project controls | outcome / success, quality + cost

meet the demands of global market | competition, standards + quality manage the vast knowledge | resources, technologies + techniques Ensure eďŹ&#x192;cient & best use of resources

ESSENCE of p ro j e ct management?

- not a small task - has a deďŹ nite beginning and end - not a continuous process - uses various tools to measure accomplishments and track project tasks - normally needs resources on an ad-â&#x20AC;?hoc basis - reduces risks and increases the chance of success

KNOWLEDGE AREAS PROJECT MANAGEMENT

Project Integration Management Project Cost Management Project Communication Management Project Scope Management Project Quality Management Project Risk Management

Project Time Management Project Human Resource Management Project Procurement Management Project Stakeholder Management

SKILLS

Ar.

Skill Development 2004 By Udo, Nathalie | Koppensteiner, Sonja PMI.org

Theory of TRIPLE CONSTRAINTS

Amount of MONEY to Complete the Project

COST QUALITY

WORK or TASK to deliver the desired RESULT QUALITY

SCOPE

TIME

Length of TIME needed

â&#x20AC;&#x201C; factors that can be affected when any of the 3 perimeters are changed

TRIPLE CONSTRAINTS in A PROJECT

COST

TIME

SCOPE

TIME COST

SCOPE

COST TIME

SCOPE

COST

SCOPE

Q TIME

Wh at is an ORGANIZATION ?

“A group of people who work together in a structured way for shared purpose”

NEEDS/ GOALS

RELATIONSHIPS

A social unit of people that is structured and

ROLES/ RESPONSIBILITIES

managed to meet a need or to pursue

AFFECT AND AFFECTED

COLLECTIVE goals.

All   

organizations have a management structure: that determines relationships between the diﬀerent activities and the members subdivides and assigns roles, responsibilities, and authority to carry out diﬀerent tasks

Organizations are open systems: They aﬀect and are aﬀected by their environment.

ORGANIZATION STRUCTURE IN THE CONSTRUCTION INDUSTRY

FUNCTIONAL ORGANIZATION STRUCTURE

MATRIX ORGANIZATION STRUCTURE

FUNCTION Decision making

COMMUNICATION

WHY IS ORGANIZATION STRUCTURE IMPORTANT ?

Distribution of authority

EVALUATING PERFORMANCE The role of a supervisor

ACHIEVING GOALS Delegating tasks towards a common goal

PREVENTION/SOLUTION Managing change (new technology, etc.)

What is an ORGANIZATION CULTURE ?

Definition : CULTURE

https://www.merriam-webster.com/dictionary

ORGANIZATION CULTURE Organization culture refers to the beliefs and principles of a particular organization. The culture followed by the organization has a deep impact on the employees and their relationship amongst themselves. Every organization has a unique culture making it different from the other and giving it a sense of direction. It is essential for the employees to understand the culture of their workplace to adjust well.

COMPETING VALUES FRAMEWORK

•Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and “doing things together.

•Hierarchy oriented cultures are structured and controlled, with a focus on efficiency, stability and “doing things right.

•Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and “doing things first.”

•Market oriented cultures are results oriented, with a focus on competition, achievement, and “getting the job done.

Clan characteristics: •Friendly •Extended family •Commitment •Cohesion and morale •Teamwork, participation and consensus •Glue: loyalty and tradition •Success: sensitivity to customers and concern for people •Company example: Zappo’s

Adhocracy characteristics: •Dynamic •Entrepreneurial •Creative •Risk taking •Glue: commitment to experimentation and innovation •Leading edge •Success: unique and new products and services •Individual initiative and freedom •Company examples: Google, Facebook

Hierarchy characteristics: •Formalized and structured •Procedure oriented •Stability, predictability, efficiency •Consistency and uniformity •Glue: formal rules and policies •Success: dependable delivery, smooth scheduling, low cost •Company example: McDonald’s

Market characteristics: •Results oriented •Competitive •Goal oriented •Reputation and success are valued •Glue: winning •Success: market share and penetration •Company example: GE, Oracle

CLAN

ADHOCRACY

MARKET

HIERARCHICAL

WHICH CULTURE DO YOU WANT TO WORK IN?

BELBIN’S TEAMROLE THEORY

Diﬀerent Social ROLES in a TEAM

A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members.

Members of a team seek out certain roles and they perform most eﬀectively in the ones that are most natural to them.

Dr. R. M. Belbin

ACTION ORIENTED

PEOPLE ORIENTED

THOUGHT ORIENTED

SHAPERS are people who challenge the team to improve. They are dynamic and usually extrovert people who enjoy stimulating others, questioning norms, and ﬁnding the best approaches for solving problems. •The SHAPER is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent. •SHAPERS often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.

DISADVANTAGES : Their potential weaknesses maybe that they're argumentative, and that SHAPERS may oﬀend people's feelings.

IMPLEMENTERS are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and eďŹ&#x192;ciently and are very well organized. These are the people who you can count on to get the job done.

DISADVANTAGES : On the downside, IMPLEMENTERS may be inďŹ&#x201A;exible and can be somewhat resistant to change.

COMPLETER/ FINISHERS are the people who see that projects are completed thoroughly. They ensure there are no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines, and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious. DISADVANTAGES : However, a COMPLETER-‐FINISHER may worry unnecessarily, and may ﬁnd it hard to delegate.

CO-‐ORDINATORS are the ones who take on the traditional team-‐leader role and have also been referred to as the chairman. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-‐natured and delegate tasks very eﬀectively DISADVANTAGES : CO-‐ORDINATOR’s potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

TEAM WORKERS are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are flexible, diplomatic and perceptive.

TEAM WORKERS tend to be popular people who are very capable in their own right, but who prioritize team cohesion and helping people getting along.

DISADVANTAGES : Their weaknesses are the tendency to be indecisive and maintaining uncommiKed positions during discussions and decision-‐making.

RESOURCE INVESTIGATORS are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. RESOURCE INVESTIGATORS are outgoing and are often extrovert. Hence, others are often receptive to them and their ideas.

DISADVANTAGES : On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

The PLANT is the creative thinker and innovator who comes up with new ideas and approaches. They thrive on praise, but criticism is especially hard for them to deal with. PLANTS are often introvert and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times.

DISADVANTAGES : They may be poor communicators and can tend to ignore given parameters and constraints.

MONITOR-‐EVALUATORS are best at analyzing and evaluating ideas that other people (often PLANTS) come up with. They are critical thinkers and very strategic in their approach; shrewd and objective. MONITOR EVALUATORs are not deﬂected by emotional arguments and serious minded. MONITOR-‐EVALUATORS tend to be slow in coming to a decision because of a need to think things over and takes pride in never being wrong They are often perceived as detached or unemotional. DISADVANTAGES : Sometimes they are poor motivators, who react to events rather than instigating them

The SPECIALIST provides knowledge and technical skills which are not available within the team. They pride themselves on their skills and abilities, and they work to maintain their professional status. They are often highly introvert and anxious and tend to be self-â&#x20AC;?starting, dedicated and committed.

Maybe disinterested in other matters of the team. DISADVANTAGES : This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

I D E A L TEAM BALANCED TEAM

A team should be put together for a speciďŹ c purpose. Each team member should be chosen to ensure that the correct balance of skill and behaviour is achieved. Teams work best when there is a balance of primary roles and; when team members know their roles, work to their strengths and actively manage weaknesses. To achieve the best balance, there should be: EXAMPLE: Co-ordinator @ people-â&#x20AC;?oriented or Shaper @ action-oriented (not both) for a LEADER A Plant, thought-oriented to stimulate ideas

A Monitor Evaluator to maintain honesty and clarity One or more Implementer, Completer Finisher, Team worker or Resource investigator to make things happen

SO,WHICH ARE YOU?

TUCKMAN’S TEAMWORK THEORY

In 1965, Dr Bruce Tuckman studied small group behaviour and noticed two features common to these groups: - Interpersonal or group structure - Task activity

From this, groups evolved into teams via four common stages. Newly formed groups went through: an orientation phase >> getting to know one another >> which led to a conﬂict phase >> which then resolved itself Later, they moved to a more socially cohesive phase and ﬁnally, groups settled to a functional phase; during which they focused on the tasks at hand. To describe the phases or stages, Tuckman coined the terms: “forming”, “storming”, “norming”, “performing”

Bruce Tuckman reﬁned his theory around 1975 and added a ﬁfth stage to the Forming Storming Norming Performing model.

ADJOURNING

He called it Adjourning, which is also referred to as Deforming and Mourning. Adjourning is more of an adjunct to the original four stage model rather than an extension. It views the group from a perspective beyond the purpose of the ﬁrst four stages.

The Adjourning phase is certainly very relevant to the people in the group and their well-being, but not to the main task of managing and developing a team, which is clearly central to the original four stages.

3rd

Meeting

4th Meeting 1st Meeting

2nd Meeting

6th Meeting

5th Meeting

MGT60403 + ARC3612

LECTURE 3 :    

Elements of Effective Project Management Project Leadership Leadership in Projects Team Leadership/ Coaching Project Team Members

Any

management activity

that introduces

[1] a new objective [scope] or cause a change , has a [2] definite start & finish time [schedule] and a [3] budget [cost] T R I P L E CO N ST R A I N T

“ A unique set of coordinated activities , with definite starting & finishing points, undertaken by an individual or organisation to meet specific objectives within a defined schedule, cost & performance parameters [Definition from BS 6079 ‘Guide to Project Management’] and

meet customer’s expectations”

A P R O J E C T = Any management activity that introduces a new objective [scope] or cause a change and, has a definite start and finish time [schedule] and a budgeted [cost]

P R O J E C T IMPLEMENTATION is through a P R O J E C T LIFE C Y C L E • • • • •

Initiation ... Define Objectives of Project Planning … Outline Steps for Objectives Executing + Organising … Run through Steps Monitoring + Controlling … Check Steps as we go Closing …Stop & Deliver when Objectives reached

A T A S K = Any routine or operational work requiring effort, resources and having an outcome or a deliverable. • A task may be of any size • A piece of work at a particular level in a Work Breakdown Structure (WBS) hierarchy e.g., a phase is broken into a set of activities, and an activity into a set of tasks. Except for this hierarchical usage, activity is synonymous with task. http://www.star-pm.com/index_files/glossary.htm

• A piece of work assigned or done as part of one’s duties. • A function to be performed; an objective. http://www.project-manager.us/project/what-is-the-difference-between-a-project-and-a-task

A P R O J E C T = Any management activity that introduces a new objective [scope] or cause a change and, has a definite start and finish time [schedule] and a budgeted [cost] A TA S K = Any routine or operational work requiring effort, resources and having an outcome or a deliverable. â&#x20AC;˘ Projects contain many activities, tasks (and even sub-projects!), but a task does not contain any project. â&#x20AC;˘ Projects are planned and developed [with discipline *] where tasks can be accomplished with little up-front effort [with skill*]. http://www.project-manager.us/project/what-is-the-difference-between-a-project-and-a-task

Projects requires discipline whereas Tasks require skill

http://blog.mindjet.com/2012/03/task-management-vs-project-management-whats-thedifference/

client

P R O J E C T M A N AG E RS orchestrates & supervise implementation plan WHAT . WHY . WHO . WHEN . W H E R E . HOW

LOGISTICS

project managers

ARCHITECTS STRATEGIC & ARTISTIC

architects

BUILDERS

contractors SUPPORT

consultants

interprets requirements into a vision / design WHAT . WHY

C O N S U LTA N T S & CONTRACTORS interprets vision / design into implementation plan HOW

1. An effective Organisation Structure that allows efficient Communication Channel and is capable of adapting to changes

2. Understand the Client, its Objectives and Priorities 3. Understand the Project Nature and Characteristics 4. Has a Project Team (Design/Construction)

5. Has an appropriate Planning 6. Has a structured appraisal and management of the Project Risks

7. Maintain an effective Monitoring and Control System capable of identifying and responding to changes 8. Maintain a proper Information Recording and Retrieval Systems 9. Ability to adapt and Manage Change 10. Prioritize and emphasise on the importance of good Commercial/Business and Human Relations

11. Use of a suitable Contractual Arrangement 12. Use of a suitable Building Procurement System

Askâ&#x20AC;¦

WHO ? WHY ? WHAT ? HOW ? WHEN ?

 The Project Environment Context is an analysis of the environment in which the project is to be undertaken in order to derive to the best and appropriate project policies & planning strategies.  These are generally grouped under external and internal environments.

 The external environment includes the influences outside the organization [or scope of work] such as Political,Environmental, Sociological, Technological, Legal, and Economic.  The internal environment is the organisation's own environment [or scope of work] and includes factors such as the culture, methods, standards, nature of business and policies.

 The Context Analysis provides information on the prevailing influences and likely changes, enabling the project team to shape the project strategy accordingly  External and Internal Factors may introduce is s ues or ris k s . If these are understood, responses can be incorporated into project objectives and plans.  Projects may also influence both internal and external environments and may impact positively or negatively to the environments AN AL YS IS Every project begins with some sort of analysis.

Whether launching branding, communications OR marketing activities and especially initiating Projects, analysis is vital for determining where you are at the beginning of an initiative, where you want to go, what competition or challenges are anticipated, and where you want to end up. In short, analysis is a p ro c e s s of collection and review of information about internal processes and resources, and external factors, in order to achieve an informed set of strategies.

AN AL Y S IS M E T H O D S  S WOT analysis looks at the basics of a business or project. SWOT evaluates a project or business venture’s viability; viewed from the internal environment or factors of an organisation or project.  To analyse the organisation’s or project’s external environment or factors, P E S T L E analysis is used. PEST, STEEP, P E S T L E and S T E E P L E analyses help assess the company’s external environment and current role.

IS THERE SUCH A THING AS “LUCK”? L U C K I S W H AT H A P P E N S W H E N P R E PA R AT I O N M E E T S O P P O R T U N I T Y. (SENECA – R O M A N P H I L O S O P H E R , D R A M AT I S T, P H I L O S O P H E R , & P O L I T I C I A N (5 B C - 6 5 A D ) M I D 1 S T C E N T U R Y A D )

o Project Management essentially aimed to produce an endproduct [the project goals] that will effect some change for the benefit of the Client o Successful Project Managers do not interact with people or manage them just when required but build relationships with everyone involved, in and outside formal settings, to reach the project goals successfully. o They actively seek opinions and ideas â&#x20AC;&#x201C; they communicate. o Project Managers do not just Manage but L E A D teams in projects toward the Clientsâ&#x20AC;&#x2122; intended goals.

PROJECT MANAGERS NEED TO BE L E A D E R S , NOT J U S T M A N AG E RS

o A person who socially influences a group of people to optimise and maximise their efforts towards the achievement of a goal. o Leadership is about making others better a s a result of your presence and making sure that the impact lasts in your absence.

 They have their ACTS together  They are VISIBLE to the team they lead, are on TOP of everything  They are AVAILABLE to their team members  They are able to say “LET ’S DO IT ”  They are DECISIVE  They SEE the best of the competencies of the team members  They work at making things SIMPLE than to complicate it  They are FAIR and PATIENT  They WORK hard in their leadership role

http://www.akaroleff.com/content/leading-vs-managing

Vision A leader without a vision is like a captain sailing a ship without a direction. Without a clear direction, a goal or even a dream, that person is not leading but merely managing the work being done without giving much value to why is it being done, how and what for.

Trust A leader needs to be trusted and to be able to know how trust others. Without that s e nse of trust, the leader will quickly loose ground and wonâ&#x20AC;&#x2122;t have a team to work with.

Transparency A leader needs to be clear and open with those he or she is working with. Otherwise the team will lose interest or have distorted ideas of what need to be done. They will most probably not have a shared common goal.

Stability A leader needs to be stable and strong to support his or her team. Stability comes from within oneself, the society, family, work place, finances etc. A leader needs to strike a balance between it all and manage to be strong and stable for the team to face challenges.

Competence A leader needs to be competent to implement the work; able to lead others by example proved to be one of the most effective ways to provide guidance. Sharing the successes and achievements will raise the morale of the team and

Humbleness A leaderâ&#x20AC;&#x2122;s ego can lead to his or her downfall if it is not checked. A leader needs to keep his or her feet on the ground and always treat others as equals. A leader should not carry bossy-attitude, arrogance or a sense of superiority. Everyone in the team is equally important, to be respected and worth giving the attention.

 Understand the dimensions of a project within its organizational environment  Provide purpose, direction , motivation  Technically competent organizers  Willing to take calculated risks to advance the project & taking advantage of opportun ities  Have the will to WIN & not let small obstacles delay projects  Build a cohesive team  Communicate effectively orally and in writing  Committed to the project and its completion

LEADERSHIP COACHING MOTIVATION

PURPOSE

DIRECTION

LEADERSHIP PURPOSE

 Provide team members the general scope of the project and tasks to be performedc  ‘Story ’ of the project ’s life and its highlight  Using purpose as guide

LEADERSHIP DIRECTION  Provide information, describe the tasks, tasks assignments & priorities  Standards and expectations  Guides team members to the required level of workmanship

LEADERSHIP MOTIVATION  Provide the information on the importance of the project

 Instill the will to complete  Provides focus in accomplishing the projects

LEADERSHIP COACHING  Counselling team members to improve knowledge, skills and abilities  Set the example  Give praise  Provide constructive critism

     

   

KNOW YOURSELF & seek self -improvement Be technically COMPETENT Seek & take RESPONSIBILITIES for your actions Make sound and timely DECISIONS Set the EXAMPLE KNOW your TEAM MEMBERS & look after their well-being Develop sense of responsibilities among team members Ensure tasks are UNDERSTOOD, SUPERVISED & ACCOMPLISHED BUILD team capabilities ACCEPT tasks only within your team’s capabilities

DECISION-making      

DEFINE the issue or problem Assess RISK and COST implication Build database Develop implementation STRATEGY Evaluation alternatives Dedicate resources to solution

S U MMA R Y ... communicate . Right Approach ... support and facilitate team . Empathy . Delegate ... have integrity . Honesty . Accountability ... confident . Positive Attitude â&#x20AC;Ś decisive . creative . Intuitive ... committed . focussed ... inspire action . Inspirational ... optimistic . visionary YOU C A N A C C O M P L I S H ANYTHING IN L I F E , P ROV I D ED THAT YOU D O N OT MIND WHO G E T S T H E CREDIT. - H A R R Y S. TRUMAN

LETâ&#x20AC;&#x2122;S PLAY !!!

PROJECT MANAGEMENT

Resource Planning Cost Control

Risk Management

Lecture 7

Resource Planning

Lecture 7

Definition

To determine what resources i.e. people, equipment, materials and what quantities of each should be used and when they would be needed to perform project activities.

When : Project Planning Stage

Results : A detailed description of required resources & assignments

Resource Planning

Lecture 7

Important questions to ask when planning your resources :  How the existing projects will be affected by adding a new project?

 How many additional (external) resources are required to complete a new project without affecting the schedule of others?  Are there any skilled resources available?

 Is there anyone loaded with too much work? Or is there anyone who doesn’t have enough work?

Resource Planning

Lecture 7

Factors in planning for resources :

 Defined activities – knowing what tasks to be completed

 Defined timelines – providing an indication of each task’s duration by number of days  Estimated Hours – estimating how much effort is required to complete each task

 Availability - Holidays, personal schedules

 Assigning skills required to complete new tasks and check the competency of the team members who would be the best fits.

Graph Cost Baseline Display Progress - will enable the project manager to keep track of the estimated hours vs actual hours, whether your estimate is accurate or if it needs re-adjustments

Resource Planning

Inputs to Resource Planning

• Work breakdown structure • Historical information • Scope statement • Resource pool description • Organizational policies • Activity duration

Lecture 7

Tools & Techniques for Resource Planning

• Expert judgement • Alternative identification • Project Management software

Outputs from Resources

• Resource requirements

Resource Planning Example formulating resource planning for a project (human resource):

Lecture 7

Resource Planning Examples planning for materials & costs :

Lecture 7

Resource Planning

Lecture 7

Resource Planning

Lecture 7 The implications :

 Overloaded & overworked staffs  Cost overrun

 Delay in project delivery

 Domino effect on other projects

You could end with a frustrated and overworked team that would like nothing better, than to quit their jobs……………..

Resource Planning

Lecture 7

Cost Control

Lecture 7

Definition

A disciplined approach to estimating, budgeting & controlling expenses, depending on the accuracy of the cost estimate and resulting budget.

When : Project Planning Stage

Results : Controlling changes to the project budget

Cost Control

Lecture 7

Cost Control

Lecture 7

Types of Project Costs :

DIRECT    

Human Resources Material Costs Contracts Support Costs

INDIRECT

 Fringe benefits  Overhead  Administration

TOTAL PROJECT COST

Cost Control

Lecture 7

Cost control is concerned with: ď&#x201A;§ Influencing the factors that create changes to the cost baseline to ensure that changes are agreed upon

ď&#x201A;§ Determining that the cost baseline has changed Illustrative Cost Baseline Display

ď&#x201A;§ Managing the actual changes when and as they occur

Cost Control

Lecture 7

Cost control includes searching out the ‘whys’ of both positive & negative variances by :  Monitoring cost performance to detect & understand variances from plan.

 Ensuring that all appropriate changes are recorded accurately in the cost baseline.

 Preventing incorrect, inappropriate or unauthorized changes from being included in the cost baseline.  Informing appropriate stakeholders of authorized changes.  Acting to bring expected costs within acceptable limits.

Cost Budgeting

Inputs to Cost Budgeting

• Cost estimates • Work breakdown structure • Project Schedule • Risk management plan

Lecture 7

Tools & Techniques for Cost Budgeting

• Cost budgeting tools and techniques

Outputs from Cost Budgeting

• Cost baseline

Cost Control

Inputs to Cost Control

• Cost Baseline • Performance report • Change requests • Cost management plan

Lecture 7

Tools & Techniques for Cost Control

• Cost change control system • Performance measurement • Earned value management (EVM) • Additional planning • Computerized tools

Outputs from Cost Control

• Revised cost estimates • Budget updates • Corrective action • Estimate at completion • Project closeout • Lessons learned

Cost Control Example Planning for Project Costs :

Lecture 7

Cost Control

Lecture 7

Cost Control

Lecture 7

Cost Control

SYDNEY OPERA HOUSE BY jORN UTZON

Construction started in 1959 with an estimated cost $7 million Completed in 1973 for over $100 million

Lecture 7

Risk Management

Lecture 7

Definition

A systematic process of identifying, analyzing and responding to project risk.

When : To address risk management throughout the project

Results : Maximizing the probability and consequences of positive events to project objectives

Risk Management

Lecture 7

Salient points of Risk Management :  The uncertain event(s) includes possible unexpected good events (beneficial/positive risks), as well as bad events (negative risks) which can negatively impact project success.  Be prudent and prepared rather than being caught off guard

 Prepare a list of risks and mitigation plans. Make some allowances for risks in the project schedule and budget.  We can use the risk plan to track the status of risks during the project, check for risk events daily/weekly and bring risk under control

Risk Management

Lecture 7

Project Uncertainty – major contribution to project risk :  Watch for risks every week, at the status meeting, and every day as well.  Monitor risk status and track it accurately.  Keep looking ahead for new risks.

 Manage risks quickly when triggers occur.

 Keep the project moving when the stuff hits the fan and you have to manage risk events as well.

Risk Management

Lecture 7

Risk Management Planning Inputs to Risk Management Planning

• Project Charter • Organization’s risk management policies • Defined roles & responsibilities • Stakeholder risk tolerance • Template for the organization’s risk management plan • Work breakdown structure (WBS)

Tools & Techniques for RM Planning

• Planning meetings

Outputs from RM Planning

• Risk management plan

Risk Management

Lecture 7

List of Stakeholders to consider for you to get started:

 Customers must provide information for the requirements specification, answers to questions, and review & testing with approvals or specific corrections for each document and component at every review gate. In some cases, customers must make timely payments to launch the project or keep it going  The project sponsor has to provide money and ensure support throughout the project.

 Senior executives have to provide people, answers to questions, and resolutions to conflicts.  Vendors are providing products that must be delivered on time and meet specifications.

 Consultants should be included in the project team and their work should be on the project schedule. Until they are fully integrated with the team— if ever—we should still consider their deliverables external dependencies.  Regulatory agencies may need to provide permits to allow work to proceed

Risk Management

Lecture 7

Project Risk Management System : RISK IDENTIFICATION • Figure out what could go wrong, and write it down

RISK

RISK RESPONSE PLANNING

RISK MONITORING AND CONTROL

• Identify the likelihood and consequences of each risk, & prioritize the risks.

• Get ready for what might happen, item by item.

• Throughout the project, check up on the risks and update the risk control plan at each daily/weekly status meeting.

ANALYSIS

Risk Management Example of RISK list?

Lecture 7

Risk Management

Lecture 7

How to ANALYSE RISK?  Name the risk

 Describe the consequence of the risk. The consequence is what will happen if the risk event occurs and we don’t do anything about it.  Define the risk trigger. The trigger is the sign that the risk event is likely to happen or is starting to happen.

 Determine the possibility of the risk, as it is our best guess as to whether this will probably happen or just might happen.  Estimate the significance of the risk event. This is a rating of the severity of the consequence.  Describe options for managing the risk before or when it happens.

Risk Management

Lecture 7

RISK RESPONSE PLANNING?  By documenting the risks, you’ve accepted the risks under management. Risk acceptance is not passive, it is indeed active.  Hence, you can do one or more of these: - Mitigate risks - Avoid the risks but – avoiding one will add to other type of risks - Transfer risks - Accept the risks – but apply no control (risk within tolerance)

Risk Management

Lecture 7

How to monitor and control RISK ? Risks are controlled by doing 4 things during the project:  Review the risk list – daily or weekly status/ progress meeting  Keep an eye out for trouble – should be a team effort  Reduce risk by good communication – always let those involved know how important it is to deliver the project on time  Periodically review the whole schedule and plan even for small issues that may affect the progress of the project

Risk Management

Lecture 7

Manage risk and increase the chances for success by :

 Teaching every member of the team to pay attention to risk and to inform you (project manager) of any risk to project success. Risks are much easier and less expensive to deal with when identified early. Make sure your team knows to think about risk and talk about risk  Preparing a list of risks and evaluate each risk and decide the next course of action.

 Managing risk throughout the project by making it part of the weekly or daily status meeting.  When things go wrong, ask, ‘WHY?’ & ‘CAN IT HAPPEN AGAIN?’ Some of the trickiest risks are small problems that happen over & over again. Looking closely at small problems, we can fix the root causes before small problems pile up into a disaster.

PROJECT MANAGEMENT

Project Communications Change Management Negotiations

Conflict Management

Lecture 8

Project Communications

Lecture 8

Definition

The processes required to ensure timely and appropriate

generation, collection, dissemination, storage, and ultimate disposition of project information

When : The earliest project phases - Throughout the project

Results : It is important to the success of enhancing the exchange of information to positively affect the project.

Project Communications

Lecture 8

Basic concepts of Communications:  Be as specific as possible about the information to be exchanged

 Know something about the expectations of the sender and the receiver  Select the means of exchange for the communication  Consider the timing of the communication effort.

plan for & provide timely feedback in response to the message

Project Communications

Lecture 8

ď&#x201A;§ Consider the perceptions of both the sender and receiver. be sensitive in sending the message

ď&#x201A;§ Consider how a misunderstanding of the message might happen. ask for clarification

Project Communications

Lecture 8

Project Management Communication Difficulties:

 People will withhold information on a problem in the hope that the problem will go away  Team members may not want to share information that they believe is critical to the success of the project.

 The project manager speaks but does not listen. This one way communication fails to use needed feedback to see how things are going on the project.

 The project review meetings, which should have maximum twoway communication, turn out to be one person shows

 People do not understand the basic communication process, thus reducing the chances of effective communication

Project Communications

Lecture 8

Project Communications major processes: COMMUNICATIONS PLANNING

INFORMATION DISTRIBUTION

PERFORMANCE REPORTING

• Determining the information and communications needs of the stakeholders: - who needs what information, - when they will need it and how it will be given to them

• Making needed information available to project stakeholders in a timely manner.

• Collecting and disseminating performance information. • This includes status reporting, progress measurement and forecasting

ADMINISTRATIVE CLOSURE • Generating, gathering and disseminating information to formalize a phase or project completion

Project Communications Inputs to Communications Planning

• Communications requirements • Communications technology • Constraints • Assumptions

Lecture 8

Tools & Techniques for Communications Planning • Stakeholder analysis

Outputs from Communications Planning

• Communications management plan

Project Communications

Example Communications in PAM Contract 2006:

Lecture 8

Project Communications

Lecture 8

Project Communications

Lecture 8

Change Management

Lecture 8

Definition

A systematic approach to dealing with change both from the

perspective of an organization and the individual - by implementing the system on time and on budget.

It focuses on the people aspects of the project deliverables such as user engagement and user adoption of the new system When : Throughout the project

Results : Obtain smooth and successful implementation of the required changes

Change Management

Lecture 8

 Change Management will make sure that a good planning, implementation and consultation are provided to the changes in the organization.  Changes should not be forced. If you force, then problems will arise.  Changes are to be realistic and achievable

 Before you wish to start a change in the organization, ask the following questions : - what are you expecting from the changes you are going to make? - why do you bring the changes? - how to achieve the changes properly? - how to manage the changes? - who will be affected with the changes in the organization? - whether the effects are positive and negative? - how the affected ones will react to the changes in the organization?

Change Management

Lecture 8

Five Phases of Organizational Change by Project : Problem Identification Planning for Solution Execution of the Solution Test the Solution Close the Project

 Identifying the problem, collecting information from stakeholders to fully develop the problem

 Develop a plan that solves the problem and involves stakeholders in planning. The plan must have goals and anticipated outcome  Implement the plan to effect the changes. Commitment & reinforcement is needed throughout the implementation.  Assess the solution and its positive and negative impacts on the organization.  Celebrate the completion of the change and inform all stakeholders of the successes

Change Management

Lecture 8

 Focuses on people & explains specific objectives of management. It also aims to ensure that the change is everlasting, smooth and thoroughly implemented.  It doesn't occur in isolation. It affects the whole organization & all the people who are involved in it.  It should achieve the effects as defined in the objectives and scope.

 Most importantly, it should achieve the results on how to work with one another (people & responsibilities) on the new project (scope/quality , schedule/time & cost)

Change Management

Lecture 8

PROJECT MANAGEMENT & CHANGE MANAGEMENT Project Management

The application of knowledge, skills, tools and techniques to project activities to meet project requirements.

Project Management is accomplished through the application & integration of the project management processes of initiating, planning, executing, monitoring & controlling and closing Change Management

The process, tools & techniques to manage people-side of change to achieve the required business outcome.

It incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change

Change Management PROJECT MANAGEMENT & CHANGE MANAGEMENT

Lecture 8

Change Management

Lecture 8

PROJECT MANAGEMENT & CHANGE MANAGEMENT Discipline

Process

Project Management

    

Change Management

 Planning for change (ADAPT)  Individual change model  Managing change (CONTROL)  Communications  Reinforcing change (EFFECT)  Sponsorship  Coaching  Training  Resistance management

Initiating Planning Executing Monitoring & Controlling Closing

Tools  Statement of work, project charter, business case  Work breakdown structure, budget estimations, resources allocation, schedule  Tracking, risk identification & mitigation, reports on performance and compliance

Change Management

Lecture 8

ď&#x201A;§ Organizational change that involves new objectives, processes for a team or group of people and actions, utilizes workshops to achieve involvement, plans, understanding, measurable aims, commitment and actions.

ď&#x201A;§ Change management team should be encouraged to use workshops with their people to bring a positive change in organization.

Change Management Managing Complex Change

Lecture 8

Change Management

Lecture 8

Example of Change Management in Construction Context (PAM Contract 2006):

Negotiations

Lecture 8

Definition

The processes of arranging support for the projectâ&#x20AC;&#x2122;s requirements through discussion, conferences and appeals to individual members of the stakeholderâ&#x20AC;&#x2122;s community

When : Throughout the project

Results : The likelihood that you can achieve the goal

Negotiations PLANNING INTRODUCTION OPENING CONCESSION FINALISING

Lecture 8 Negotiations Procedures :

 Be aware of the conflict, the history leading to the negotiation the people involved  Exchange initial proposals/ demands, the ground rules and procedure.

 Both parties will explain amplify, clarify, bolster and justify their original demands.  The essence of the negotiation process is the actual give and take in trying to hash out an agreement, a proper bargain.  Formalization the agreement

Negotiations

Lecture 8 Preparing for a successful negotiation :

 Depending on the scale of the disagreement, some preparation may be appropriate for conducting a successful negotiation

 For small disagreements, excessive preparation can be counterproductive because it takes time that is better used elsewhere. It can also be seen as manipulative because, just as it strengthens your position, it can weaken the other person’s  However, if you need to resolve a major disagreement, then make sure you prepare thoroughly.

Negotiations

Lecture 8

Preparing for a successful negotiation :



GOALS : what do you want to get out of the negotiation? What do you think the other



TRADES : What do you and the other person have that you can trade?

     

person wants?

ALTERNATIVES : If you don’t reach agreement with the other person, what alternatives do you have? How much does it matter if you do not reach agreement?

RELATIONSHIPS : What is the history of the relationship? Could or should this history impact the negotiation?

EXPECTED OUTCOMES : What outcome will people be expecting from this negotiation?

THE CONSEQUENCES : What are the consequences for you of winning or losing this negotiation?

POWER : Who has what power in the relationship? Who controls resources? Who stands to lose the most of agreement isn't reached?

POSSIBLE SOLUTION : Based on all of the considerations, what possible compromises might there be?

Negotiations

Common Dangers of Negotiation :

Lecture 8  Failure to consider the competency of the other party  Being inflexible in the bargaining position, to include a lack of willingness to compromise  Expecting too much concession on the part of the other party

 Perceiving negotiation process as a contest of wills between parties each of which wants a win lose objective on their part  Unwillingness to negotiate to a win-win outcome 

Failure to develop strategies for the negotiation in which adequate preparation has been undertaken by the negotiating parties

Negotiations

Lecture 8

Common Dangers of Negotiation :  Trying to negotiate with too many other parties rather than identifying those individuals in the other party, who have the competency and authority to speak for the other team  Unable to separate the problems opportunities from the symptoms

 Failure to think through the alternative strategies that deal with alternative means, if possible, to reach agreement with other party.

 Failure to remember that people negotiate, and they have much the same values, past experiences, biases, prejudices and motivation to gain an upper hand in the process of negotiations that you would have.

Negotiations

Lecture 8

Conflict Management

Lecture 8

Definition

The processes by which one uses appropriate managerial

techniques to deal with the inevitable disagreements, both

technical and personal in nature, that arisen among parties working together.

When : Throughout the project

Results : The art of conflict management is to manage conflict creatively and channel conflicts so that the result is positive and synergistic rather than destructive.

Conflict Management

Lecture 8

Conflict Management

Lecture 8

Conflict Resolution Modes :

Withdrawal – the disengagement from an actual conflict. It is delaying action that neither solves the conflict nor clarifies it. Smoothing – the attempt to convince the parties that conflict does not truly exist by de-emphasizing differences and emphasizing commonalties. Compromise – the attempt to resolve the conflict through each party giving up something Forcing – asserting one’s viewpoint at the expense of one or both parties. This may be necessary when both parties refuse to cooperate in the conflict resolution.

Problem Solving – the attempt to resolve conflict by defining the problem, collecting facts, analyzing the situation and selecting the most appropriate course of action. This mode is time consuming.

Conflict Management

Lecture 8

The Thomas-Kilmann ‘Conflict Situations’ Model are those in which the concerns of two people appear to be incompatible. In such situations, we can describe an individual’s behavior along two dimensions:  ASSERTIVENESS, the extent to which the person attempts to satisfy his or her own concerns

 COOPERATIVENESS, the extent to which the person attempts to satisfy the other person’s concerns

Conflict Management Thomas-Kilmann Conflict Mode Instrument is a model for handling conflict :

Lecture 8

Conflict Management

Lecture 8

Conflict can come from a variety of sources:

 Goals. Conflict can happen as a result of conflicting goals or priorities. It can also happen when there is a lack of shared goals.  Personality conflicts. Personality conflicts are a common cause of conflict. Sometimes there is no chemistry, or you haven’t figured out an effective way to click with somebody.  Scarce resources. Conflict can happen when you’re competing over scarce resources.

 Styles. People have different styles. Your thinking style or communication style might conflict with somebody else’s thinking style or their communication style. The good news is that conflicts in styles are easy to adapt to when you know how.  Values. Sometimes you will find conflict in values. The challenge here is that values are core. Adapting with styles is one thing, but dealing with conflicting values is another. That’s why a particular business, group, or culture may not be a good fit for you. It’s also why “bird’s of a feather flock together” and why “opposites attract, but similarities bind.”

Conflict Management

Lecture 8

If conflicts are not well managed in the Construction Industry, the conflicts may be resolved by referring to :

1. Construction Industry Payment and Adjudication Act 2012 (CIPAA) LAWS OF MALAYSIA Act 746 Purpose of CIPAA - To Facilitate Regular and Timely Payment - To Provide a Mechanism for Speedy Dispute Resolution Through Adjudication - To Provide Remedies for the Recovery of Payment in the Construction Industry 2. Litigation An action brought in court to enforce a particular right, time consuming & costly

3. Alternative Dispute Resolution (ADR) Refers to any means of settling disputes outside of the courtroom. ADR typically includes: - Mediation - Negotiation - Conciliation - Arbitration - Adjudication

Conflict Management

………in PAM Contract 2006:

Lecture 8

LECTURE 4

1. Not understanding the requirements of the project The first and foremost requirement is to understand the 1. Not understanding the requirements of the project The first and foremost requirement is to understand the purpose of the project. What is the objective that needs to be achieved? Lack of clarity, on this fundamental aspect, rocks the very foundations of the project. purpose of the project. What is the objective that needs to be achieved? Lack of clarity, on this fundamental aspect, rocks the very foundations of the project.

2. Starting the project without a plan Planning ensures there is a definite direction to the team members, about their individual responsibilities. Having a project plan ensures that the team follows a pre-determined path, ensuring required resources and people are available, when required.

3. Poor communication Lack of proper communication between team members, or with project stakeholders, is another factor that inhibits successful completion of project. We have technological resources today, with excellent communication channels; these when used effectively, can help deliver good results, even when stakeholders and members implementing projects, are located at different geographical locations.

4. Lack of resources, skills and knowledge You need to have team members with the required skill set, they need to be provided with appropriate tools and the training to use them effectively; absence of this will result in a team which lacks direction resulting in project failure.

5. Inability to manage and control You need to have systems and process to ensure that the project is managed regularly and issues which crop up are handled at source, before it gets out of control. For this, a strong direction and team management skills are required.

6. Failing to learn from the past Lastly, when things go wrong, we need to analyze the reasons for it and ensure these causes are not repeated in future. This means process and systems need to be constantly improvised, plugging any loopholes or shortcomings, with every new project. Failure to introspect and audit systems impedes growth. The key to success of any project, is effective project management.

The Project Manager's Verdict for

Project Success Criteria A project success criterion begins with the initiatives taken by the project manager to the project in question. This will increase the chances of the project becoming successful as well as meeting customer's expectations. The project manager, who wants his/her project successful will definitely ask the customers for feedback. This approach will prove to be successful and will be a learning curve if any mistakes had been done. KPI need to go hand in hand with the business objectives for a project to be considered successful.

INTRODUCTION: As a project manager, the main objective is to deliver the project within the time stated and on budget defined. However, that's not all when it comes to project success criteria. Key Performance Indicators: The first project success criterion is to deliver projects bearing in mind the business drivers. Key Performance Indicators (KPI's) is a method used to measure the benefits gained from undertaking the project. These provide an insight to the scope of the project. The performance indicators are: q  q  q  q  q

Established by the clients at the start of the project and are listed on a priority basis. Aligned with the business objectives. Able to make critical decisions based on KPI's for the project. Prove to be a stance for products to be accepted by the clients. It's a quantitative method and it's measurable.

To create a project success, criteria based on KPI is not enough and targets need to be set. These set targets need to be realistic and achievable at the end.

SUCCESS FACTORS

1)  The Project Manager: The person needs to have an array of skills under his arm to use during the project. 2)  Project team: The team needs to consist of variety of skills and experience. Collectively as a team, success is easy to achieve with proper guidance. 3)  Project: The scope and timeline of the project is crucial. 4)  Organization: The organization needs to provide support to both the project manager and the project team. 5)  External environment: External constraints should not affect the project. Back-up plans need to be in place in case daily tasks cannot be carried by the team.

Further Project Success Criteria: The criteria for a successful project are not restricted to only above. However, following are some of other supporting factors that need to be considered when it comes to a successful project management and execution: 1)  Negotiations 2)  Proper and conducive project plan

SUCCESS FACTORS

3)  Assigning tasks to the team members 4)  Developing a plan to achieve common tasks 5)  Reviewing and doing a rework when needed 6)  Managing project risks efficiently 7)  Allocating time for process improvement 8)  Learn from the learning curve 9)  Proper estimation of project in terms of not only quantitatively but also qualitatively

Projects that are delivered on time, within budget and meet scope specifications may not necessarily perceived to be successful by key stakeholders. Besides time, cost, scope and quality, what are other criteria for project success in an organisation? This question was asked of project stakeholders in a survey conducted by the Projectize Group in 2008-09.

SUCCESS FACTORS

Participants identified these factors contributing to project success: 1)  Stakeholder and customer satisfaction; 2)  Meeting business case objectives; 3)  Customer/end-user adoption; 4)  Quality of delivery; 5)  Meeting governance criteria; and 6)  Benefits realization. An important concept to understand is that time, cost and scope are related to project outputs, whereas the other factors are related to business outcomes.

Factors that are crucial to the success of any project include: 1.  2.  3.  4.

Clear and clearly articulated goals Comprehensive, long-term, and detailed planning Early definition of deliverable quality criteria Active executive support with a shared vision throughout the project’s life 5.  Carefully planned implementation 6.  Concise, consistent, complete, and unambiguous business and technical requirements 7.  Realistic estimates and schedules 8.  Early risk analysis and ongoing risk management 9.  Planning for business process change management 10. Proactive issue resolution 11. Stakeholder involvement throughout the life cycle 12. Defined and consistently executed change management to minimize scope increases 13. A skilled Project Manager experienced in the execution of project management best practices 14. Standard software infrastructure 15. Execution of a formal system development methodology (such as the State’s System Development Life Cycle) 16. A competent team 17. Commitment to success

Factors that o*en contribute to the failure of a project: 1.  Lack of stakeholder/user input 2.  Incomplete and/or vaguely defined requirements or specifica>ons 3.  Changing requirements or specifica>ons 4.  Lack of execu>ve support 5.  Insufficient planning 6.  Underes>mated >me and/or resources allocated for design, development, quality assurance, and/or quality control 7.  Technological incompetence 8.  Insufficient resources 9.  Unrealis>c expecta>ons 10.  Unclear objec>ves 11.  Unrealis>c >meframes 12.  New or untested technology

Quantitative and qualitative Success indicators 1.  Schedules and budgets have numbers 2.  20% of tests bring 80% of quality (for example) 3.  20% of requirements bring 80% of benefit (for example) 4.  Satisfaction is not measured by numbers 5.  Failure to meet “red” criteria increases project’s chance to fail. Flexible approach considers that

ü  A project to be considered successful requires proper planning and the help from the management. Exceeding customer requirements will bring about success to the project.

CONCLUSION

ü  Understanding the business drivers and ensuring that the project meets the objectives of the business will also contribute to success. ü  Aligning the key performance indicator to that of the business objective will not only help project managers to keep track but also measure and improve performance.

Project Success Since the ultimate objective of project management is to be "successful", we should first deal with the issue of "success". What really constitutes "project success"? From a project process perspective, the classic response is being "On time, within budget and meeting requirements." However, from a product perspective, a successful project is clearly one in which the "customer" ends up satisfied.

A documented baseline of measurable success criteria, or "Key Success Indicators" (KSIs) is frequently missing from the planning of most projects.

Four primary categories as seen at project completion:

K.S.I

1)  Project Efficiency - Internal Project Objectives such as meeting time and budget goals. 2)  Impact on the Customer - Immediate and long-term benefit to the customer 3)  Direct and Business Success - Direct contribution to the organization (usually not observable until the medium term), and 4)  Preparing the Future - Future opportunity (e.g. competitiveness or technical advantage typically expected in the long term. ) Each of these four categories is translated into measurable criteria

1. Internal Project Eﬃciency (Pre-‐comple>on)

a)  -‐ Mee>ng schedule b)  -‐ Comple>ng within budget c)  -‐ Other resource constraints met

2. a)  -‐ Mee>ng func>onal performance Impact of b)  -‐ Mee>ng technical speciﬁca>ons & standards the c)  -‐ F avorable i mpact on customer, customer's gain Customer d)  -‐ Fulﬁlling customer's needs (Short term) e)  -‐ Solving customer's problem f)  -‐ Customer is using product g)  -‐ Customer expresses sa>sfac>on 3. Business and Direct Success (Medium term) 4. Preparing for the Future (Long term)

a)  -‐ Immediate business/commercial recogni>on b)  -‐ Immediate revenue & proﬁts enhanced c)  -‐ Larger market share generated a)  b)  c)  d)  e)

-‐ Will create new opportuni>es for the future -‐ Will posi>on customer compe>>vely -‐ Will create new market -‐ Will assist in developing new technology -‐ Will add/has added capabili>es & competencies

LECTURE 5

PLANNING & SCHEDULING

WBS

LECTURE FRAMEWORK

GANTT CHART

PERT CHART

WBS Â

What is a Work Breakdown Structure | WBS In project management, WBS is a tool used for breaking down a project manageable components

into smaller & easily

A decomposition of a project into smaller components that can be effectively estimated and supervised.

WBS Â 1. WBS defines and groups a project's INDIVIDUAL work elements to help organize and define the total work scope of the project. 2. WBS element may be a product, data, service, or any combination. 3. WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control.

What the Project does. What needs to be done.

WBS

Deﬁnes and Groups Project's discrete work elements in a way that helps organize and deﬁne the total work scope of the project. Element may be a product, data, service, or any combina>on. Provides the necessary framework for detailed cost es>ma>ng and control.

WBS Â

WHY Â

The WBS is the most important item in defining and controlling the project scope. If the WBS is not developed correctly and does not capture all the project scope , then the WBS will be inaccurate.

OBS Â

RAM Â

GANTT CHART

What is a GanN Chart?

GANTT CHART

A Ganf chart is a horizontal bar chart developed in 1917 by Henry L. Ganf as a produc>on control tool, an American engineer and social scien>st. Frequently used in project management, a Ganf chart provides a graphical illustra>on of a schedule that helps to plan, coordinate, and track speciﬁc tasks in a project. A Ganf Chart is constructed with a horizontal axis represen>ng the total >me span of the project, broken down into increments (days, weeks, months) while the ver>cal element represents the tasks that make up the project

GANTT CHART

Planning & Scheduling More Complex Projects Gantt Charts (also known as Gantt Diagrams) are useful tools for analysing and planning complex projects.

GANTT Â CHART Â

Help you to plan out the tasks that need to be completed. Give you a basis for scheduling when these tasks will be carried out. Allow you to plan the allocation of resources needed to complete the project. Help you to work out the critical path for a project where you must complete it by a particular date.

GANTT CHART

Ganf Charts are used for: 1. Work Iden>fica>on – No more than 5 or 6 levels of work packages. Difficult to monitor aier that 2.Es>ma>ng Dependencies 3.Control Time 4.Risk Iden>fica>on 5.Monitoring Ac>vi>es

GANTT CHART

1.  Understand The Work Breakdown Structure. The Ganf Chart is meant to help with a comprehensive goal of planning and implemen>ng a work breakdown structure, which is the overall structure of the project. Knowing more about what this means can be useful for those who are planning to build a Ganf Chart or use a related soiware resource. 2. Gather Necessary InformaRon About All Steps Or Processes Included In A Greater Project. This informa>on is what the project manager will use to build the Ganf Chart. 3. Build Timelines. While looking at all of the assembled informa>on, determine how long each project step or process will take. Add this into the mix, and plot lengths for individual bars that will represent phases or processes. Shii >mes for results. With a general >me frame in mind for each step or process, situate these within the greater Ganf Chart to arrive at a deadline for each element. It can help to stagger processes to ensure smoother opera>ons or eliminate cluster dates, which can overwhelm the Project Manager.

GANTT CHART

4. Lay Out All Of The Bars On The Graph. The Ganf Chart assembles all pieces rela>ve to a ﬁxed deadline. Within a greater project deadline, the >meline for smaller processes becomes clear for those who are looking at the Ganf Chart. 5. Evaluate Dependency Or RelaRonships Between Phases Or Processes. Looking at the Ganf Chart can also make it clear which parts of a project are dependent on others. Soiware tools can have advanced features that can help human decision makers to learn more from viewing the visual Ganf Chart. 6. Implement The GanN Chart In So*ware. Many Project Managers choose to take all of the informa>on on a Ganf Chart and input it into a soiware environment. For example, the Excel Spreadsheet Tool can be an eﬀec>ve home for a Ganf Chart. But a freehand sketch on grid paper can do wonders to.

GANTT CHART

PERT CHART

PERT Â CHART Â

The PERT Chart, another popular project management charting method, is designed to do this. The PERT Chart is sometimes preferred over the Gantt Chart because PERT Chart clearly illustrates task dependencies.On the other hand, the PERT Chart can be much more difficult to interpret, especially on complex projects. Hence frequently, Project Managers use both techniques.

What is a PERT Chart?

PERT Â CHART Â

Program Evaluation Review Technique (PERT), is a methodology developed by Booz Allen Hamilton and the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar methodology, the Critical Path Method (CPM) was developed for project management in the private sector at about the same time.

PERT Chart breaks down the project into events and activities, and lays down their proper sequence, relationships, and duration in the form of a network diagram.

PERT Â CHART Â

Lines connecting the events are called Paths, and the Longest Path resulting from connecting all events is called the Critical Path. The LENGTH (duration) of the critical path is the duration of the project, and any delay occurring along it delays the whole project.

PERT CHART

CPM Â

The precursor to CPM was developed in the 1940s by DuPont in a missile-defense construction projects - The Manhattan Project; a research and development project that produced the first nuclear weapons during World War II.

CPM Â

CPM is a project modelling technique developed in the late 1950s by Morgan R. Walker of DuPont and James E. Kelley, Jr. of Remington Rand. Since that time, the CPM has been adapted to other fields including hardware and software product research and development. Various computer programs are available to help project managers use the CPM

The Critical Path Method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks.

CPM Â

CPM is a Network Analysis Technique used in complex project plans with a large number of activities and interact in a complex manner; comprising 3 items: 1. A List of Activities required to complete the work; in WBS format, 2. The Time (duration) required to complete each activity and, 3. The Dependencies (how each activity is related) to the previous and next activity.

It is defined as the longest duration path through a network diagram and determines the shortest time to complete the project. In applying the CPM, there are several steps to follow: Define the required Tasks and put them down in an ordered (sequenced) list.

CPM Â

Create a flowchart or diagram such as, Network Diagram, showing each task in relation to the others. Identify the Critical and Non-Critical Relationships (Paths) among tasks. Determine the Expected Completion or Execution Time for each task. Locate or devise alternatives (backups) for the most critical paths.

A Sequence of Activities is called a ‘Path,' and the Longest-Path in the Diagram is the Critical Path.

CPM

It is ‘CRITICAL' because ALL ACTIVITIES on it MUST BE COMPLETED IN THE DESIGNATED TIME, OTHERWISE THE WHOLE PROJECT WILL BE DELAYED.

FLOAT or SLACK is another concept, which is quite important in understanding the critical path. Float is calculated once the network diagram is ready. There are three kinds of float that can be calculated: 1.The first is the Total Float, which denotes the amount of time an activity may be delayed without affecting the schedule of subsequent activities.

CPM Â

2. The second type of float is Free Float which is the amount of time an activity can be delayed without delaying the early start date of its successor(s) activities. 3. The last type is Project Float which is the amount of time a Project can be delayed without delaying the externally imposed project completion date required by the customer or previously committed by the Project Manager. You can think of float as a cushion time available to complete an activity

CRITICAL PATH is the longest duration path through a network diagram and determines the shortest time to complete the project. Because, there is no scope to delay activities in the Critical Path, Critical Path actually represents the Project Duration.

CPM Â

They actually add together to the Project Duration. So where is the scope for the delay? Delaying activities on the critical path is as good as delaying the project duration!

CRITICAL PATH Critical Path is the sequential activities from start to the end of a project. Although many projects have only one critical path, some projects may have more than one critical path depending on the flow logic used in the project.

CPM Â

If there is a delay in any of the activities under the critical path, there will be a delay of the project deliverables. Most of the times, if such delay is occurred, project acceleration or re- sequencing is done in order to achieve the deadlines.

Float = LS-‐ES or Float = LF-‐EF ES: Early Finish Forward Pass LF: Late Finish Float is the period an ac>vity can be delayed Free Float is the period of >me an ac>vity can be delayed without aﬀec>ng the next ac>vity or ac>vi>es. Free Float = ESs -‐ EFp -‐ lag (Where ESs means Early Start of the successor ac>vity. EFp means Early Finish of the Predecessor ac>vity

EXERCISE

A Company is sekng up a system to manage a ﬂeet of automobiles for their transporta>on needs. Factors to consider include purchasing, maintenance, resale, and expenses. Ac>vity labels have been associated with these ac>vi>es, and the immediate predecessor rela>onships with comple>on >mes are shown in the Table below. Convert the predecessor Table into a PERT network Graph, and transfer the ac>vity >mes to the diagram. The shape of your graph may diﬀer, but the connec>ons should be equivalent.

Initialize At the Start node enter the order pair ( 0, 0 ) Forward Pass Make a Forward Pass through the network graph determining the Earliest Times for all nodes.Begin at the Start node and add an activity time to an earlier “earliest time” to get the next earliest time. Initialize Finish Node At the Finish node copy the earliest time into the latest time part of the ordered pair (t, t). This value is the overall Project Time - (T). Reverse Pass Make a Reverse Pass through the network graph determining the Latest Times for all nodes. Begin at the Finish node and subtract an activity time from a later “latest time” to get the next latest time. Critical Path Nodes with Earliest Times = Latest Times mark “Critical Milestones”, and the edges connecting these critical nodes belong to critical activities that must stay on schedule. Slack Times An activity that is not critical will have a slack time associated with it. To compute, add the activity time to the earlier Earliest Time, and subtract this from the next latest time

EXERCISE Â

THE END

P R O J E C T MANAGEMENT ARC 3612 | MGT60403

ROLE OF ARCHITECTS IN RUNNING PROJECTS

monday, october 17, 2016

Lecture by BadrulHisham MohamadSaid

P R O J E C T MANAGEMENT ARC 3612 | MGT60403

ROLE OF ARCHITECTS IN RUNNING PROJECTS

monday, october 17, 2016

Lecture by BadrulHisham MohamadSaid

WHO I S T H I S A R C H I T E C T ?

The term 'architect' as a profession dated back to the mid 16th century; from the French architecte and Italian architetto which originated from the Greek arkhitektn,

where arkhi = 'chief' and tektn = 'builder' architects are seen as highly qualified and educated professionals.

monday, october 17, 2016

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WHO I S T H I S A R C H I T E C T ?

An architect is someone who

plans, designs, and reviews the construction of buildings. To practice architecture means to provide professional services on advisory, design, liaisons, management & certification in connection with the aesthetic design & construction of buildings and the spaces within the site surrounding the buildings.

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WHO I S T H I S A R C H I T E C T ? architect noun ar·chi·tect \ˈär-kə-ˌtekt\

: a person who designs buildings and advises in their construction : a person who designs and guides a plan, project or undertaking http://www.merriam-webster.com/dictionary/architect

 People often wonder what exactly ARCHITECTS do as the specific role is vague and often misunderstood.  The reason ARCHITECT’S ROLES are hard to define clearly is due to the fact that ARCHITECTS carry out a variety of roles and, as such, it is hard to bracket the job description of the ‘ARCHITECT’ into any singular activity.

consultant noun con·sul·tant \kən-ˈsəl-tənt\

: a person who gives professional advice or services to companies for a fee; expert : one who consults another : a hospital doctor of the highest rank who is an expert in a particular area of medicine http://www.merriam-webster.com/dictionary/consultant monday, october 17, 2016

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WHO I S T H I S A R C H I T E C T ?  MASTERS OF MANAGEMENT  The Architect is the one who

oversees every single aspect of the

proposed work and providing a whole array of architectural

services.

 A LONG TERM INVESTMENT  The Architect is responsible for

consultants

coordinating a range of specialist

such as landscape designers, plumbers, builders, engineers,

quantity

making sure that the building project is carried out with as few hitches as possible, thus surveyors and interior designers and

absorbing any additional stress that CLIENTS may face from having to deal with swathes of people and professionals

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WHO I S T H I S A R C H I T E C T ?  RED TAPE CUTTERS

negotiating the red tapes of the local authority’s building regulations; thus enabling the Client’s project to be

 The Architect is also well versed in completed in the shortest time.

 The contacts that the Architect builds up over the years with respective local councils enable a swift processing of the necessary application forms based upon a level of

trust built up between the local council and the architect.

 HELP CLIENTS WITH BUILDING HOMES AND DEMOLISHING STRESS  The Architect will take care of every aspect of building such as offering advice on building designs, landscape design and legal requirements right through to less stressful aspects such as interior design, colour schemes and what materials the Client wishes to use.  The Architect contributes his or her knowledge to the Client’s requirements and minimises the amount of stress to the Client throughout the duration of your building project. monday, october 17, 2016

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R O L E O F AN A R C H I T E C T 

RIBA OUTLINE OF THE ARCHITECT’S ROLE & RESPONSIBILITY

The root cause of disputes and complaints against architects is often an incomplete understanding of the Architect’s role and responsibilities in design, planning and construction processes.

Insufficient information provided by the Architect LEAD TO incorrect assumptions about the architect’s duties in a project. IMPORTANT NOTE 1. From the beginning of projects, it is important for Architects to make their Clients aware that if permissions or approvals are required from local authorities, the decisions of the authorities are out of the Architect’s control and cannot be guaranteed. 2. Similarly, building products or the performance and quality of the work of others, cannot be guaranteed by the Architect. 3. Projects can over-run due to any number of circumstances over which the Architect has no control, not least of which is bad weather.

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R O L E O F AN A R C H I T E C T  RIBA OUTLINE OF THE ARCHITECT’S ROLE & RESPONSIBILITY Finance and Contracts 1. Architects’ Fees And Appointments: 2. Methods Of Calculating Fees 3. Additional Fees 4. Estimates Of Building Costs 5. Progress Statutory Approvals and Contract Administration 6. Planning Permission And Building Regulations Approval 7. Planning Permission For The Design 8. Building Regulations Approval – Permission To Build 9. Building Contract Administration 10. Monitoring Construction 11. Time Over-runs 12. Other Consultants Architects Certificates 13. Certificates Issued Under A Building Contract 14. Professional Consultant’s Certificate Other Matters 15. Copyright 16. Reasonable Skill And Care 17. Requirements Under The Law. monday, october 17, 2016

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R O L E O F AN A R C H I T E C T ď &#x2018; RIBA CLIENT ADVISER ROLE Varies from project to project depending on the preparation required, the other participants and size of the works. Potential tasks of an RIBA Client Adviser could include: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.

Helping to define an agreed set of project outcomes Developing and examining options with the client and stakeholders through feasibility studies, Consulting stakeholders and identifying project requirements and key design issues Carrying out or helping to commission initial design studies Advising clients on financial planning, whole life costs and value for money Advising clients on procurement processes including EU procurement rules Developing value and risk assessments Checking budgets are sufficient to achieve well designed buildings Assisting the client with preparation of a project programme Researching and developing the scope of works with the client Helping to prepare briefs, output specifications and other project documentation Assisting in the selection of potential design and construction teams Co-ordinating bid evaluation and assess bids for the works Checking design and construction details of emerging design proposals for the client Negotiating final design and technical details with bidders Checking appropriate aspects of the contract documentation Monitoring during construction Commissioning post-occupancy evaluations and feeding back information to the client and others Checking adequate facilities management and maintenance regimes are in place Advising on future modifications to the buildings Advising on final disposal.

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R O L E O F AN A R C H I T E C T ď &#x2018; LAM OUTLINE OF THE ARCHITECTâ&#x20AC;&#x2122;S SCOPE OF SERVICES 1. Advisory Services 1.

Ascertaining the objectives, brief and constraints for the project and advising on how to achieve the objectives, selection of site, feasibility studies, preliminary project planning and implementation schedule and a resource plan

2. Basic Services 1. 2. 3. 4.

Schematic Design _ Design Concept, Cost Indications, Submission for Planning Approval Design Development _ Detail Design, Preliminary Cost Estimates, Work Schedule, Submission for Building Approval Contract Documentation _ Detailed Drawings for Tender/Competitive Pricing, Tender, Award of Contract Contract Implementation and Management _ Managing Building Contract, Certify the Works and Occupancy of the Building

3. Additional Services 1. 2. 3. 4. 5. 6.

Survey and investigations _ Measured Drawings, Dilapidation, Building Survey Planning and development services _ Land Use Planning, Feasibility Studies Supplementary Design Services _ ID, Landscape, Signage Financial Advisory Services _ Cost Estimates & Tendering Evaluation Exceptional Negotiations or Protracted Involvement _ Court or Arbitration Issues, Lengthy Services Project Management and Administration _ Site Supervision, Construction Management, Facilities Management

monday, october 17, 2016

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B O A R D O F A R C H I T E C T S MALAYSIA | Architect (Scale of Minimum Fees) Rules 2010

onday, october 17, 2016

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