CONSTRUCTION PLANNING &
CONTROLL
LECTURE - 02
Samantha Manawadu
Project Process
The nature of project working
• Projects are efforts to achieve objectives
• Projects have a start, a middle and an end
• Thus projects are different from operational
activities which are performed regularly over time
e.g. payroll
• However, there can be some overlap between
project management and operational management
• There are core skills involved in project
management including identifying and agreeing
on project objectives, scheduling and estimating
• In addition other issues such as managing risk,
communication and dealing with other people are
key areas of importance
WHAT IS A PROJECT?
“Unique process consisting of a set of coordinated and
controlled activities with start and finish dates,
undertaken to achieve an objective conforming to
specific requirements, including constraints of time,
cost, quality and resources”
A Project is a planned set of activities
A Project has a scope
A Project has time, cost, quality and resource
constraints
WHAT IS A PROJECT?
It’s a temporary group activity designed to
produce a unique product, service or result.
Project Management Institute – PMI
“Project management is the discipline of
planning, organizing, securing and managing
resources to bring about the successful
completion”
en.wikipedia.org/wiki/Project management
“Project management, is the application of
knowledge, skills and techniques to execute
projects effectively and efficiently” Project
Management Institute - PMI
WHAT IS A PROJECT?
A projectcan be defined as ……..
“……..and endeavour in which human (or machine),
material and financial resources are organised in a
novel way, to undertake a unique scope of work, or
given specification, within constraints of cost and
time, so as to deliver beneficial change by
quantitative and qualitative objectives”
Turner – The handbook of project-based
management: Improving the Process for Achieving
Strategic Objectives
Five functions of project based management:
Organisation, scope, time, quality and cost.
Turner (1998) The handbook of project-based management: Improving the
Process for Achieving Strategic Objectives.
Exampales
• developing a new product or service
• effecting change in a structure, staffing or style of an
organisation
• 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 in a developing
country
• running at campaign for political office
• implementing a new business procedure or
process
Project features (1)
Temporary
• A project has a definite beginning and definite end
• The duration of a project is finite
• The opportunity or market window is usually temporary,
most projects have a limited time frame in which to produce
the product or service
• The project team - as a team - seldom outlives the project.
Most projects are performed by a team created for the sole
purpose of performing the project
Unique result
• Projects involve doing something that has not been done
before in the same environment
• The project may require some innovation to be completed
Project features (2)
Progressive élaboration
• A project occurs step by step to define the product or
service, in a so called “progressive elaboration” process.
• for instance, the development of a chemical processing plant
begins with the process engineering to define the
characteristics of the process, and ends with the final
assembly.
Development of a chemical processing plant
Define the Mechanical
chemical characteristics Detaile
characteris of the process Manufactu
d
tics of the units ring of the
drawing Final
process (pumps..etc) parts
General s Assemb
plant ly
layout
Project Lifecycle
Cost and
Intermediate
Staffing
Phases (one
level
or more) Final
Initial
Phase Phase
Time
Start Finish
Milestones :
• defined state of the project
• decision point
PROJECT MANAGEMENT
Project Management Is Concerned With The Overall
Planning And Co-ordination Of A Project From
Conception To Completion Aimed At Meeting The
Stated Requirements And Ensuring Completion On
Time, Within Cost And To Required Quality
Standards.
“A project is a one-shot, time-limited, goal-directed, major
undertaking, requiring the commitment of varied skills
and resources”.
Or
“ The art and science of coordinating people, equipment,
materials, money, and schedules to complete a specified
project on time and within approved cost.”
FUNCTIONS OF MANAGEMENT
Management is often summarized into five
basic functions:
Planning
Organizing
Staffing
Directing
Controlling
Planning
Planning is the formulation of a course of action
to guide a project to completion.
It starts at the beginning of a project, with the
scope of work, and continues through- out the
life of a project.
The establishment of milestones and
consideration of possible constraints are major
parts of planning.
Successful project planning is best accomplished
by the participation of all parties involved in a
project.
There must be an explicit operational plan to
guide the entire project throughout its life.
Organizing
Organizing is the arrangement of resources in a
systematic manner to fit the project plan.
A project must be organized around the work to be
performed.
There must be a breakdown of the work to be
performed into manageable units, which can be
defined and measured.
The work breakdown structure of a project is a
multi-level system that consists of tasks, subtasks,
and work packages
Staffing
Staffing is the selection of individuals who have the
expertise to produce the work.
The persons that are assigned to the project team
influence every part of a project.
Most managers will readily agree that people are
the most important resource on a project.
People provide the knowledge to design, coordinate,
and construct the project.
The numerous problems that arise throughout the
life of a project are solved by people
Directing
Directing is the guidance of the work required to
complete a project.
The people on the project staff that provide diverse
technical expertise must be developed into an effective
team.
Although each person provides work in his or her area
of expertise, the work that is provided by each must be
collectively directed in a common effort and in a
common direction.
Controlling
Controlling is the establishment of a system
to measure, report, and forecast deviations in
the project scope, budget, and schedule.
The purpose of project control is to determine
and predict deviations in a project so
corrective actions can be taken.
Project control requires the continual
reporting of information in a timely manner
so management can respond during the
project rather than afterwards.
Control is often the most difficult function of
project management.
BENEFITS OF PROJECT
MANAGEMENT
Project management was developed to save
time by properly planning a project and
considering all relevant factors which may
affect its outcome
The benefits have been proven - it saves
time and money - and generates a more
successful outcome …. if guidelines are
followed
HOW DOES PROJECT MANAGEMENT
BENEFIT YOU?
You will have goal clarity and measurement
Your resources will be coordinated
Your risks will be identified and managed
You will increase the possibilities of time savings
You will increase the possibilities of cost savings
You will increase the possibilities of achieving the
agreed outcome
You will increase the possibilities to deliver
projects successfully
IMPROVED QUALITY
Decision-making routes and processes are clearly defined
Deadlines, costs and resources are controlled
systematically
All processes in the project management activity chain
are coordinated to ensure they remain in harmony
with one another
The result will help you to get:
more speed
greater flexibility
improved quality
WHAT PROJECT MANAGEMENT
HELPS YOU TO ACHIEVE
Plan tasks in project
Avoid dependencies problems
Reduce risks
Track progress accurately
Organize project process and timeline
Improve stakeholder - staff communication
Improve management of stakeholders’
expectations
Complete within budget and on time
PROJECT SUCCESS FACTORS
Stakeholder involvement
Executive management support
Clear statement of requirements
Proper planning
Realistic expectations
Smaller project milestones
Competent staff
Ownership
Clear vision and objectives
Hard working and focused staff
THE TRIPLE CONSTRAINT OF
PROJECT MANAGEMENT
Quality
