1. 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

2. Summary 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

3. 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.

4. Project Cycle

5. 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.

6. Definition
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 we’re trying to solve?
Define the problem and its solution from the customer’s point of view.

7. 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

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

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

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

11. Project Life Cycle Project life cycles generally define:
What technical work to do in each phase (for example, in which phase should the architect’s 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 design)
How to control and approve each phase.

12. 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 control.
Most project life cycles share a number of common characteristics:
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.

13. Project Life Cycle

14. Project Life Cycle

15. Project Life Cycle

16. Project, Project Life Cycle and Product

17. Project Stake Holders

18. 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.

19. 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.

20. Project vs Operational Work
Examples of projects include, but are not limited to:
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.

21. 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

22. 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 competes.

23. 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 thinking.
As such, strategic planning occurs around the strategy formation activity.

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

25. 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: ????

26. 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 related.
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.

27. 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.

28. Interpersonal Skills
The management of interpersonal relationships includes:
Effective communication: The exchange of information
Influencing the organization: The ability to “get things done”
Leadership: Developing a vision and strategy, and motivating people to achieve that vision and strategy
Motivation: Energizing people to achieve high levels of performance and to overcome barriers to change
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.

29. 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.

30. 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.

31. Project Stake Holders
Project manager. The person responsible for managing the project.
Customer/user.
The person or organization that will use the project’s 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 synonymous,
while in others, customer refers to the entity acquiring the project’s product
and users are those who will directly utilize the project’s 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.

32. 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 project.
Influencers: People or groups that are not directly related to the acquisition or use of the project’s product, but due to an individual’s position in the customer organization or performing organization, can influence, positively or negatively, the course of the project.
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.

33. 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 stakeholders.
Stakeholder roles and responsibilities can overlap, such as when an engineering firm provides financing for a plant that it is designing.
Project managers must manage stakeholder expectations, which can be difficult because stakeholders often have very different or conflicting objectives.

34. 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 management.
Efficient use of resources to complete a project as designed, on time, at the desired level of performance, and within budget.

35. 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 customers.
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.

36. 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 project.
The process is communicated to everyone involved with the project to stave off creep.

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

38. 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.

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

40. 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.

41. Assignments
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

42. Reference Project Management Book of Knowledge - PMBOK
Mastering Project 2000, Gini Courter and Annette Marquis-ISBN (First Chapter)