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INTRODUCTION TO
REPORTERS:
ABALDE, JOAN JESKA
ADASA, JOSE CLARENCE
ADOLFO, SHANE CARMEL
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What is a Project?
Every organization does work, but work can be divided into two
types: operations and projects. These two have some things in
common:
>>People perform both the activities.
>>Both are constrained by limited resources.
>>Both are planned, executed, and controlled.
However, the main difference between them is that operations
are ongoing and repetitive, while projects are temporary and
unique.
A project is a task or activity that has a clear start and end, and
it creates something new or different.
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Projects can be big or small. They might involve just one person or
Where Do thousands of people. Some projects last only a few weeks, while
others take years to complete. Projects can happen within a single
company or involve multiple organizations working together.
Projects Because projects help businesses grow and improve, they are very
Happen? important. Some examples of projects include:
Creating a new product or service (like designing a new phone).
Changing a company’s structure, staff, or way of working.
Developing new software or updating an old system.
Introducing new business rules or processes.
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What is Project Management?
Project management is the process of planning and organizing work to make sure
a project is completed successfully. It involves using knowledge, skills, tools, and
techniques to meet the project’s goals. Project management is accomplished
through the use of the following 5 processes:
1. Initiation (Starting the Project)
This is the stage where the project begins. The goal is to identify the purpose of the
project and determine if it is possible to complete it.
🔹 Example: A company wants to build a new office building. In this phase, they will:
Decide if they have enough money and land.
Identify key stakeholders (owners, architects, contractors, government
agencies).
Set the main goals (e.g., "We want to build a sustainable, modern office in 2
years").
Approve the project to move forward.
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2. Planning (Creating a Roadmap)
3. Execution (Doing the Work)
This phase involves making a detailed plan for how
This is when the actual work starts. Teams follow
the work will be done.
the plan and begin constructing the office building.
🔹 Example: For the office building project, the team 🔹 Example:
will:
Create a timeline for each phase (foundation, Construction workers lay the foundation and
structure, interior design, etc.). build the structure.
Assign tasks to architects, engineers, and Engineers check if the materials used are safe
construction workers. and strong.
Set a budget for materials, labor, and permits. Designers start working on the interior layout.
Identify possible risks (e.g., bad weather, delays in The project manager ensures everything is
material delivery). going according to plan.
Get necessary permits and approvals before
starting. This is the longest phase because it involves the
actual work needed to complete the project.
This step ensures everyone knows what needs to be
done, who will do it, and when it should be
completed.
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4. Controlling (Monitoring Progress & Solving 5. Closure (Finishing the Project)
Problems) Once the project is completed, the final step is to
While the project is being executed, managers review and close it properly.
continuously track progress, manage budgets,
and solve problems to keep things on track. 🔹 Example: After the office building is
completed, the project manager will:
🔹 Example: If the office building project is delayed Inspect the building for any issues and make
due to bad weather, the project manager may: final adjustments.
Adjust the timeline and reassign tasks. Get approval from city inspectors and clients.
Negotiate with suppliers for faster delivery of Hand over the keys to the company.
materials. Review what went well and what could be
Increase the workforce to catch up on lost time. improved for future projects.
This step ensures the project stays on schedule, This phase ensures that the project meets its
within budget, and meets quality standards. goals and is officially completed.
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Classification of a Project
Project classification is the process of grouping projects based on their
characteristics, such as size, duration, industry, and purpose. This helps
organizations manage resources efficiently, plan better, and anticipate potential
risks. Below are the main ways projects can be classified:
1. Based on Size and Complexity:
Small Projects: These are simple and require fewer resources, time, and people
like organizing a local event.
Medium Projects: More involved tasks like developing a new app.
Large Projects: Complex tasks like building a skyscraper.
2. Based on Duration:
Short-term Projects: Last a few weeks to months, such as a marketing
campaign.
Medium-term Projects: Last several months to a year, like renovating a house.
Long-term Projects: Span multiple years, such as constructing a highway.
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3. Based on Industry or Field:
Construction Projects: Building structures like homes or bridges.
IT Projects: Creating or updating software systems.
Healthcare Projects: Improving medical services or facilities.
Marketing Projects: Promoting products or services.
Manufacturing Projects: Producing or enhancing physical goods.
4. Based on Objectives:
Research Projects: Exploring new ideas or conducting studies.
Development Projects: Creating or improving products or processes.
Implementation Projects: Introducing new systems or methods into an
organization.
Maintenance Projects: Upkeeping or repairing existing systems or structures.
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PROJECT LIFE CYCLE
A project follows a structured life cycle consisting of four main phases, each of
which plays a crucial role in ensuring project success. According to Portny et al.
(2008), these phases provide a systematic approach to managing tasks,
resources, and stakeholder expectations.
1. Initiation
The initiation phase is the foundation of a project. It involves:
Identifying the project’s goals and objectives.
Determining the feasibility of the project by assessing potential risks, costs,
and benefits.
Defining key stakeholders, such as clients, architects, engineers, contractors,
and regulatory bodies.
Conducting preliminary research to establish the project's scope and
requirements.
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2. Planning
The planning phase is essential for structuring the project. This phase includes:
Developing a detailed project plan that defines the scope, schedule,
resources, and deliverables.
Establishing milestones and deadlines to ensure timely progress. Allocating
financial and human resources efficiently.
Identifying potential risks and creating mitigation strategies.
This phase ensures that the project is well-organized and aligned with
stakeholder expectations, reducing uncertainties during execution.
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3. Execution
The execution phase is where the actual work takes place. Key activities include:
Implementing the project plan by coordinating tasks, teams, and resources.
Managing workflows and ensuring that team members fulfill their assigned
roles.
Monitoring progress and making necessary adjustments to stay on schedule
and within budget.
Conducting quality control to ensure that work meets the required standards
and specifications.
Effective communication and collaboration among stakeholders are critical at
this stage to address challenges promptly.
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4. Closure
The closure phase marks the completion of the project. It involves:
Conducting a final review to assess whether project objectives were met.
Ensuring that all deliverables are completed and approved by stakeholders.
Documenting lessons learned for future project improvements. Officially
closing contracts and releasing resources.
A post-project evaluation is often conducted to analyze successes,
challenges, and areas for improvement in future projects
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PROJECT ATTRIBUTES
Projects possess unique characteristics that differentiate them from routine
operations. These attributes define how projects function and influence their
management strategies. According to Choudhuri, the key attributes of a project
include:
1. Defined Objectives
Every project is initiated with a clear goal that must be achieved within a specified
timeframe. These objectives guide the project team in decision-making, planning,
and execution. Well-defined objectives also serve as benchmarks for measuring
project success.
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2. Temporary Nature
Unlike regular business operations, which are ongoing, a project has a fixed start
and end date. Once the project goals are met, the team is disbanded, and
resources are reallocated. This temporary nature demands efficient time
management and resource allocation to ensure timely completion (Ramroth,
2006).
3. Unique Deliverables
Each project results in a distinct output that is tailored to meet specific
requirements. Even similar projects—such as two different building designs—will
have variations due to factors like client preferences, site conditions, and
regulatory requirements. This uniqueness requires customized planning and
execution for each project.
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4. Resource Constraints
Projects operate within limitations of budget, time, and workforce. These
constraints require project managers to:
Optimize resource allocation.
Avoid unnecessary expenditures.
Balance quality and cost-effectiveness.
Effective resource management ensures that projects are completed without
exceeding financial or operational limits (Getz & Stasiowski, 1984).
5. Stakeholder Involvement
A project involves multiple stakeholders, including:
Clients – Define project requirements and expectations.
Architects and Engineers – Develop the design, technical plans, and structural
framework.
Contractors and Construction Teams – Execute the project based on
approved designs.
Regulatory Authorities – Ensure compliance with safety and building
regulations.
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Primary Goals of a Project
1. Scope Management - Defining project requirements,
design objectives, and client expectations clearly to
avoid scope creep
2. Time Management - Completing tasks within
deadline (Burstein & Stasiowski, 1982).
3. Cost Control - Budgeting accurately and managing
expenses to avoid cost overruns.
4. Quality Assurance & Risk Management - Meeting
design and functional expectations (Ramroth, 2006).
5. Communication and Coordination - Facilitating
clear communication among stakeholders, including
clients, architects, engineers, contractors, and
regulatory bodies.
6. Sustainability - Ensuring long-term efficiency and
environmental responsibility (Choudhuri, ITC Infotech
India Ltd.).
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Why Project Management?
Ensures efficient resource utilization and
cost control (Portny et al., 2008).
Enhances risk management by identifying
and mitigating potential issues (Ramroth,
2006)
Improves team coordination and
communication (Burstein & Stasiowski, 1982).
Aligns the project with client expectations
and regulatory standards (Getz & Stasiowski,
1984).
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Conclusion
Project management plays a crucial role in the success of
architectural and construction projects by ensuring efficiency,
cost control, and quality assurance. Through proper planning,
execution, and monitoring, project managers can effectively
navigate challenges and align projects with stakeholder
expectations. By adhering to structured methodologies and
leveraging best practices, architects and designers can
enhance project outcomes, promote sustainability, and
contribute to the development of well-designed built
environments. Understanding and applying project
management principles is essential for professionals in the
architectural field to achieve long-term success and
innovation.
REFERENCES
PROJECT MANAGEMENT FUNDAMENTALS. NILADRI MALLICK
CHOUDHURI, PMP. PROJECT MANAGER, ITC INFOTECH INDIA LTD.
© ITC
17 TYPES OF PROJECTS: CLASSIFICATION IN PROJECT
MANAGEMENT. SINNAPS. URL:
HTTPS://WWW.SINNAPS.COM/EN/PROJECT-MANAGEMENT-
BLOG/TYPES-OF-PROJECT
GETZ, LOWELL AND STASIOWSKI, FRANK, FINANCIAL
MANAGEMENT FOR DESIGN PROFESSIONALS; A HANDBOOK FOR
ARCHITECTS, ENGINEERS AND INTERIOR DESIGNERS, WHITNEY
LIBRARY OF DESIGN, 1984
PATHWAYS PROJECT MANAGEMENT, 1ST ED. JOHN WILEY AND
SONS.
