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CE-407 Project Planning, Management


Project Design Define the project objectives Finalize the project scope Identify project activities Break each activity into logical components Assign resources and ... – PowerPoint PPT presentation

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Title: CE-407 Project Planning, Management

CE-407 Project Planning, Management Engg.
Economics, 02 Credit Hours
Spring 2015 Lecture 01 Introduction and
Definitions by Faisal Rehman Department of
Civil Engineering, UETP
  • Construction Project
  • Project Cycle and Project Life Cycle
  • Project vs Operational Work vs Stretegic Planning
    vs Program vs Portfolio vs Sub Project
  • Interpersonal Skills
  • Project Environment
  • Project Stake Holder
  • Project Constraints
  • Project Management
  • Project Management Office (PMO)
  • Role of Project Manager and Engineer

What is Construction Project
  • Construction Project is a job of creating
    services or building infrastructure that has a
    beginning and an end (time), specified outcome (
    scope) at stated level of quality (performance),
    and a budget (cost).
  • A project is temporary.
  • A project is unique.
  • A project is the result of a multi-task job that
    performs something specific (i.e. a goal). It is
    thus progressively elaborated.

Project Cycle
Problem Identification
  • Also refered to as the concept stage or need
    stage where the project is just a thought
  • Someone realizes that there is a problem in
    search of a solution
  • or
  • An opportunity that the organization can take
    advantage of.

  • In this stage, a person or group of people
    accurately describes the problem (or, more
    positively, the challenge or opportunity) that
    the project is attempting to solve.
  • The definition stage is more often neglected,
    which helps explain why some projects fail.
  • The challenge of definition stage is to take the
    time to thoroughly describe the problem,
    beginning with naïve question What is the
    problem were trying to solve?
  • Define the problem and its solution from the
    customers point of view.

Project Design
  • Define the project objectives
  • Finalize the project scope
  • Identify project activities
  • Break each activity into logical components
  • Assign resources and
  • Create estimates for time and costs
  • Go/no go stage
  • Outcome is project budget and timeline
  • Decides the success of the project

  • You expand the resources according to the project
    plan to complete the activities specified in the
    project design.
  • Quality assurance and communication skills are

  • Field testing and measurement.
  • Product is modified or re-engineered.

  • Review of a project.
  • Reports and personal experience with the project.
  • Indentify areas to improve.

Project Life Cycle
  • Project life cycles generally define
  • What technical work to do in each phase (for
    example, in which phase should the architects
    work be performed?)
  • When the deliverables are to be generated in each
    phase and how each deliverable is reviewed,
    verified, and validated.
  • Who is involved in each phase (for example,
    concurrent engineering requires that the
    implementers be involved with requirements and
  • How to control and approve each phase.

Project Life Cycle
  • Project life cycle descriptions can be very
    general or very detailed. Highly detailed
    descriptions of life cycles can include forms,
    charts, and checklists to provide structure and
  • Most project life cycles share a number of common
  • Phases are generally sequential and are usually
    defined by some form of technical information
    transfer or technical component handoff.
  • Cost and staffing levels are low at the start,
    peak during the intermediate phases, and drop
    rapidly as the project draws to a conclusion.

Project Life Cycle
Project Life Cycle
Project Life Cycle
Project, Project Life Cycle and Product
Project Stake Holders
Project vs Operational Work
  • They share many of the following characteristics
  • Performed by people
  • Constrained by limited resources
  • Planned, executed, and controlled.
  • Projects and operations differ primarily in that
    operations are ongoing and repetitive, while
    projects are temporary and unique.

Project vs Operational Work
  • The objectives of projects and operations are
    fundamentally different. The purpose of a project
    is to attain its objective and then terminate.
  • Conversely, the objective of an ongoing operation
    is to sustain the business. Projects are
    different because the project concludes when its
    specific objectives have been attained, while
    operations adopt a new set of objectives and the
    work continues.
  • Projects are undertaken at all levels of the
    organization and they can involve a single person
    or many thousands. Their duration ranges from a
    few weeks to several years.
  • Projects can involve one or many organizational
    units, such as joint ventures and partnerships.

Project vs Operational Work
  • Examples of projects include, but are not limited
  • Developing a new product or service
  • Effecting a change in structure, staffing, or
    style of an organization
  • Designing a new transportation vehicle
  • Developing or acquiring a new or modified
    information system
  • Constructing a building or facility
  • Building a water system for a community
  • Running a campaign for political office
  • Implementing a new business procedure or process
  • Responding to a contract solicitation.

Strategic Planning
  • Strategic planning is an organization's process
    of defining its strategy, or direction, and
    making decisions on allocating its resources to
    pursue this strategy.
  • It may also extend to control mechanisms for
    guiding the implementation of the strategy.
  • Strategic planning became prominent in
    corporations during the 1960s and remains an
    important aspect of strategic management.
  • It is executed by strategic planners or
    strategists, who involve many parties and
    research sources in their analysis of the
    organization and its relationship to the
    environment in which it competes

Strategic Planning
  • Strategy has many definitions, but generally
    involves setting goals, determining actions to
    achieve the goals, and mobilizing resources to
    execute the actions.
  • A strategy describes how the ends (goals) will be
    achieved by the means (resources).
  • The senior leadership of an organization is
    generally tasked with determining strategy.
    Strategy can be planned (intended) or can be
    observed as a pattern of activity (emergent) as
    the organization adapts to its environment or

Strategic Planning
  • Strategy includes processes of formulation and
    implementation strategic planning helps
    coordinate both.
  • However, strategic planning is analytical in
    nature (i.e., it involves "finding the dots")
    strategy formation itself involves synthesis
    (i.e., "connecting the dots") via strategic
  • As such, strategic planning occurs around the
    strategy formation activity.

Projects vs Strategic Planning
  • Projects are a means of organizing activities
    that cannot be addressed within the
    organizations normal operational limits.
  • Projects are, therefore, often utilized as a
    means of achieving an organizations strategic
    plan, whether the project team is employed by the
    organization or is a contracted service provider.

Project vs Program
  • A program is a group of related projects managed
    in a coordinated way to obtain benefits and
    control not available from managing them
    individually .
  • Programs may include elements of related work
    outside of the scope of the discrete projects in
    the program. For example ????

Project vs Portfolio
  • A portfolio is a collection of projects or
    programs and other work that are grouped together
    to facilitate effective management of that work
    to meet strategic business objectives.
  • The projects or programs in the portfolio may not
    necessarily be interdependent or directly
  • Funding and support can be assigned on the basis
    of risk/reward categories, specific lines of
    business, or general types of projects, such as
    infrastructure and internal process improvement.

Project vs Sub Projects
  • Projects are frequently divided into more
    manageable components or subprojects, although
    the individual subprojects can be referred to as
    projects and managed as such.
  • Subprojects are often contracted to an external
    enterprise or to another functional unit in the
    performing organization.

Interpersonal Skills
  • The management of interpersonal relationships
  • Effective communication The exchange of
  • Influencing the organization The ability to
    get things done
  • Leadership Developing a vision and strategy,
    and motivating people to achieve that vision and
  • Motivation Energizing people to achieve high
    levels of performance and to overcome barriers to
  • Negotiation and conflict management Conferring
    with others to come to terms with them or to
    reach an agreement
  • Problem solving The combination of problem
    definition, alternatives identification and
    analysis, and decision-making.

Project Environment
  • There are social, economic, and environmental
    context for a Project.
  • They have intended and unintended positive and/or
    negative impacts.
  • The project team should consider the project in
    its cultural, social, international, political,
    and physical environmental contexts.

Project Environment
  • Cultural and social environment The team needs
    to understand how the project affects people and
    how people affect the project.
  • This may require an understanding of aspects of
    the economic, demographic, educational, ethical,
    ethnic, religious, and other characteristics of
    the people whom the project affects or who may
    have an interest in the project.
  • International and political environment Some
    team members may need to be familiar with
    applicable international, national, regional, and
    local laws and customs, as well as the political
    climate that could affect the project.
  • Other international factors to consider are
    time-zone differences, national and regional
    holidays, travel requirements for face-to-face
    meetings, and the logistics of teleconferencing.
  • Physical environment If the project will
    affect its physical surroundings, some team
    members should be knowledgeable about the local
    ecology and physical geography that could affect
    the project or be affected by the project.

Project Stake Holders
  • Project manager. The person responsible for
    managing the project.
  • Customer/user.
  • The person or organization that will use the
    projects product.
  • There may be multiple layers of customers.
  • For example, the customers for a new
    pharmaceutical product can include the doctors
    who prescribe it, the patients who take it and
    the insurers who pay for it.
  • In some application areas, customer and user are
  • while in others, customer refers to the entity
    acquiring the projects product
  • and users are those who will directly utilize the
    projects product.
  • Performing organization. The enterprise whose
    employees are most directly nvolved in doing the
    work of the project.
  • Project team members. The group that is
    performing the work of the project.

Project Stake Holders
  • Project management team The members of the
    project team who are directly involved in project
    management activities.
  • Sponsor The person or group that provides the
    financial resources, in cash or in kind, for the
  • Influencers People or groups that are not
    directly related to the acquisition or use of the
    projects product, but due to an individuals
    position in the customer organization or
    performing organization, can influence,
    positively or negatively, the course of the
  • PMO If it exists in the performing
    organization, the PMO can be a stakeholder if it
    has direct or indirect responsibility for the
    outcome of theproject.

Project Stake Holders
  • In addition to these key stakeholders, there are
    many different names and categories of project
    stakeholders, including internal and external,
    owners and investors, sellers and contractors,
    team members and their families, government
    agencies and media outlets, individual citizens,
    temporary or permanent lobbying organizations,
    and society-at-large.
  • The naming or grouping of stakeholders is
    primarily an aid to identifying which individuals
    and organizations view themselves as
  • Stakeholder roles and responsibilities can
    overlap, such as when an engineering firm
    provides financing for a plant that it is
  • Project managers must manage stakeholder
    expectations, which can be difficult because
    stakeholders often have very different or
    conflicting objectives.

Project Parameters/Constraints
  • Time
  • Scope
  • Performance
  • and cost..
  • these are related to each other
  • So C f(P,T,S)
  • At any point, you can control only three of the
    four parameters because when one of the project
    parameters changes, at least one of the other
    parameter must change in response.
  • Controling these constraints is called project
  • Efficient use of resources to complete a project
    as designed, on time, at the desired level of
    performance, and within budget.

Project Management
  • Project management is a set of principles,
    practices, and techniques applied to lead project
    teams and control project schedule, cost, and
    performance risks to result in delighted
  • The Project Management Institute has identified
    nine topic areas to define the scope of project
    management knowledge as follows integration,
    scope, time, cost, quality, human resources,
    communications, risk, and procurement.
  • Within each of these topic areas, there is a set
    of principles, practices, and techniques to help
    you manage project risks and capture
    opportunities for success.

Project Management
  • Efficient use of resources to complete a project
    as designed, on time, at the desired level of
    performance, and within budget.
  • Scope creep Unplanned changes in project scope
  • Experienced project managers have a formal
    process of reviewing and approving changes to the
  • The process is communicated to everyone involved
    with the project to stave off creep.

Project Management Office
  • A project management office (PMO) is an
    organizational unit to centralize and coordinate
    the management of projects under its domain.
  • Features???

Role of Project Manager
  • Networking.
  • Strong Communication and Interpersonal Skills.
  • Reading Shop Drawing.
  • Monitoring and Implementing Project Plan
  • Identifying problems and risks by reading key
    indicators that delay the project and solving it.
  • Avoiding Scope Creep.

Role of Engineer Regarding Project Management
  • Reading Project Plan and Shop Drawing.
  • Implementing it.
  • Reporting Problems.

Scope of Construction Project Planning in Pakistan
  • The main advantage of construction project
    planning is that it is job of leadership in
    construction industry. One develops a good link
    with experts of his field.
  • Followings are the area of research in
    Construction Project management in Pakistan
  • Research on Delay and Cost increase of Project.
  • Labour Safety and it's laws on Construction Site.

  • Create BOQ with cost estimation and detailed
    items including detailed electric work for final
    finished and furnished single classroom of a
    school building.
  • What is Kaizen Rule and what are methods in it.
  • Explain 5 Whys with examples.
  • Describe BIM.
  • Describe FIDIC
  • .
  • Describe B/C ratio and IRR

  • Project Management Book of Knowledge - PMBOK
  • Mastering Project 2000, Gini Courter and Annette
    Marquis-ISBN 81-7656-244-0 (First Chapter)
  • https//en.wikipedia.org/wiki/Strategic_planning
  • http//www.hyperthot.com/project.htm
  • http//en.wikipedia.org/wiki/Project_management
  • http//www.suite101.com/course.cfm/17517/seminar
  • http//www.netmba.com/
  • http//www.gezabottlik.com/usc_courses.html
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