CHAPTER 6 1.

THE TRADITIONAL APPROACH

PROJECT MANAGEMENT - A traditional phased approach identifies a
- Is the discipline of carefully projecting or planning, sequence of steps to be completed. In the
organizing, motivating, and controlling resources "traditional approach, "five developmental
to achieve specific goals and meet specific components of a project can be distinguished
success criteria. (four stages plus control):
- A project is a temporary endeavor designed to
produce a unique product, service or result with a - Typical development phases of an
defined beginning and end (usually engineering project
time-constrained, and often constrained by ● Initiation (project and its scope)
funding or deliverables) undertaken to meet ● Planning and design (Ilang tao at
unique goals and objectives, typically to bring oras ang need?)
about beneficial change or added value. ● Execution and construction
- Monitoring Control nagdidtermine na may mali sa (Ginagawa na)
ginawang design bale mababago na naman ang ● Monitoring and controlling systems
mitigation sa buong process ● Completion and finish point
- The temporary nature of projects stands in Pag may napapansin na error naglloop yung 2nd to
contrast with business as usual (or operations), 4th box.
which are repetitive, permanent, or
semi-permanent functional activities to produce
products or services. In practice, the management
of these two systems is often quite different, and
as such requires the development of distinct
technical skills and management strategies.
- The primary challenge of project management is
to achieve all of the project goals and objectives
while considering the preconceived constraints.
The primary constraints are scope, time, quality,
and budget. The secondary and more ambitious to
optimize the allocation of challenges is to
necessary inputs and integrate them to meet
pre-defined objectives.
Note: Not all projects will have every stage, as
- It is from the beginning and the end of the project
projects can be terminated before they reach
- Purpose is to deliver it 100% percent to the client,
completion. Some projects do not follow a
alam ang pasikot sikot.
structured planning and/or monitoring process. And
Approaches
some projects will go through steps 2, 3 and 4
- There are a number of approaches for managing
multiple times.
project activities including lean, iterative,
Many industries use variations of these
incremental, and phased approaches.
project stages. For example, when working on a
- Regardless of the methodology employed, careful
brick-and-mortar design and construction, projects
consideration must be given to the overall project
will typically progress through stages like
objectives, timeline, and cost, as well as the roles
pre-planning, conceptual design, schematic design,
and responsibilities of all participants and
design development, construction drawings (or
stakeholders.
contract documents), and construction
administration.
 In software development, this approach is creating an agreed set of products that
often known as the waterfall model, i.e., one series define the scope of the project and provides
of tasks after another in a linear sequence. In the basis for planning and control, that is,
software development, many organizations have how then to coordinate people and
adapted the Rational Unified Process (RUP) to fit activities, how to design and supervise
this methodology, although RUP does not require product delivery, and what to do if products
or explicitly recommend this practice. Waterfall and therefore the scope of the project has
development works well for small, well defined to be adjusted if it does not develop as
projects, but often fails in larger projects of planned.
undefined and ambiguous nature.

Cone of Uncertainty (NALIKDANGAN)

- explains some of this as the planning made
on the initial phase of the project suffers
from a high degree of uncertainty.
- This becomes especially true as software
development is often the realization of a
new or novel product.
- In projects where requirements have not
been finalized and can change,
requirements management is used to
develop an accurate and complete definition
of the behavior of software that can serve
as the basis for software development.
- While the terms may differ from industry to
industry, the actual stages typically follow
common steps to problem-solving-"defining
the problem, weighing options, choosing a
path, implementation, and evaluation." - In the method, each process is specified
- with its key inputs and outputs and with
2. THE PRINCE 2 (LIKDANGAN) specific goals and activities to be carried out
- PRINCE2 is a structured approach to to deliver a project's outcomes as defined
project management released in 1996 as a by its Business Case. This allows for
generic project management method. It continuous assessment and adjustment
combines the original PROMPT when deviation from the Business Case is
methodology (which evolved into the required.
PRINCE methodology) with IBM's MITP - PRINCE2 provides a common language for
(managing the implementation of the total all participants in the project. The
project) methodology. PRINCE2 provides a governance framework of PRINCE2 - its
method for managing projects within a roles and responsibilities - are fully
clearly defined framework. described and require tailoring to suit the
- PRINCE2 focuses on the definition and complexity of the project and skills of the
delivery of products, in particular their organization.
quality requirements. As such, it defines a
successful project as being output-oriented
(not activity- or task-oriented) through
3. CRITICAL CHAIN PROJECT MANAGEMENT 4. AGILE PROJECT MANAGEMENT
(CCPM) (LIKDANG))) - It encompasses several iterative
- is a method of planning and managing approaches, based on the principles of
project execution designed to deal with human interaction management and
uncertainties inherent in managing projects, founded on a process view of human
while taking into consideration the limited collaboration.
availability of resources (physical, and - Agile-based methodologies are "most
human skills, as well as management & typically" employed in software
support capacity) needed to execute development as well as the "website,
projects. technology, creative, and marketing
- CCPM is an application of the theory of industries."
constraints (TOC) to projects. The goal is to - This sharply contrasts with traditional
increase the flow of projects in an approaches such as the Waterfall- method.
organization (throughput). Applying the first In agile software development or flexible
three of the five focusing steps of TOC, the product development, the project is seen as
system constraint for all projects is identified a series of relatively small tasks conceived
as are the resources. To exploit the and executed to conclusion as the situation
constraint, tasks on the critical chain are demands in an adaptive manner, rather
given priority over all other activities. Finally, than as a completely pre-planned process.
projects are planned and managed to - The waterfall model is a sequential design
ensure that the resources are ready when process, used in software development
the critical chain tasks must start, processes in which progress is seen as
subordinating all other resources to the flowing steadily downwards (like a waterfall)
critical chain. through the phases of conception, initiation,
- The project plan should typically undergo analysis, design, construction, testing,
resource leveling, and the longest sequence production/implementation, and
of resource-constrained tasks should be maintenance.
identified as the critical chain. In some - The waterfall development model
cases, such as managing contracted originates in the manufacturing and
sub-projects, it is advisable to use a construction industries: highly structured
simplified approach without physical environments in which
resource-leveling. after-the-fact changes are prohibitively
- In multi-project environments, resource costly, if not impossible. Since no formal
leveling should be performed across software development methodologies
projects. However, it is often enough to existed at the time, this hardware-oriented
identify (or simply select) a single "drum". model was simply adapted for software
The drum can be a resource that acts as a development
constraint across projects, which are
staggered based on the availability of that
single resource.
- One can also use a "virtual drum" by
selecting a task or group of tasks (typically
integration points) and limiting the number
of projects in execution at that stage.
 4. Monitoring and controlling
5. Closing
- In project environments with a significant
exploratory element (e.g., research and
development), these stages may be
supplemented with decision points (go/no
go decisions) at which the project's
continuation is debated and decided.

Backlog - Items - Iteration - Daily Review -

Release - Deliverable - Feedback

Plan-Collaborate-Deliver
THE FIGURE ABOVE SHOWS THE BACKLOG.
HANGGANG HINDI NASSOLUSYONAN MAY
LOOPING SA FIGURE
Advocates of agile project management claim
that:
- It is the most consistent project
management technique since it involves
frequent testing of the project under THIS HAPPENS DURIN/ACTUAL NA, PERO
development. PWEDE RIN IAPPLY SA PROJECT
- It is the only technique in which the client DESIGN/PRESENTATION.
will be actively involved in the project MAIINTIDIHAN KUNG ANO REASONS WHY
development. THERE IS A CHANGE IN THE DESIGN OF THE
PROJECT.
- The only disadvantage with this technique is EXAMPLE ORIG PLAN IS 3 MONTHS THEN
that it should be used only if the client has CHANGE IT TO 4 MONTHS.
enough time to be actively involved in the 1. INITIATING
project every now and then. - The initiating processes determine the
nature and scope of the project. If this
PROCESSES stage is not performed well, it is unlikely
- Traditionally, project management includes that the project will be successful in
a number of elements: four to five process meeting the business' needs. The key
groups, and a control system. Regardless of project controls needed here are an
the methodology or terminology used, the understanding of the business
same basic project management processes environment and making sure that all
will be used. Major process groups necessary controls are incorporated into
generally include: the project. Any deficiencies should be
1. Initiation reported and a recommendation should
2. Planning be made to fix them.
3. Production or execution
 - The initiating stage should include a 2. PLANNING
plan that encompasses the following - IBAT IBANG POSITION IBAT IBANG
areas: BAYAD
A. analyzing the business - SA PART NG PLANT DESIGN, YOU
needs/requirements in REALLY NEDD TO MANAGE WELL KUNG
measurable goals ANO BA ANG MAGIGING PART NG
B. reviewing of the current PLANT DESIGN NINYO?
operations - After the initiation stage, the project is
C. financial analysis of the costs planned to an appropriate level of detail
and benefits including a budget (see an example of a flowchart). The main
D. stakeholder analysis, including purpose is to plan time, cost, and resources
users, and support personnel adequately to estimate the work needed
for the project and to effectively manage risk during project
E. project charter including costs, execution. As with the Initiation process
tasks, deliverables, and group, a failure to adequately plan greatly
schedulesInitiating process reduces the project's chances of
group processes successfully accomplishing its goals.
- Project planning generally consists of
a. determining how to plan;
b. developing the scope statement;
c. selecting the planning team;
d. identifying deliverables and creating
the work breakdown structure;
e. identifying the activities needed to
complete those deliverables and
networking the activities in their
logical sequence;
f. estimating the resource
The initiating stage should include a plan that requirements for the activities;
encompasses the following areas: estimating time and cost for
- analyzing the business needs/requirements activities;
in measurable goals g. developing the schedule;
- reviewing of the current operations h. developing the budget;
- financial analysis of the costs and benefits i. risk planning;
including a budget j. gaining formal approval to begin
- stakeholder analysis, including users, and work.
support personnel for the project
- project charter including costs, tasks, - Additional processes, such as planning for
deliverables, and schedules communications and for Scope
KUNG SA INITIATING BAGSAK KA NA, HINDI management, identifying roles and
MADDEFINE NG MAAYOS ANG SCOPE NG responsibilities, determining what to
PROJECT. IF HINDI MAGALING ANG purchase for the project, and holding a
WORKFORCE. kick-off meeting are also generally
advisable.
- For new product development projects,
conceptual design of the operation of the
final product may be performed concurrent
 with the project planning activities, and may project performance baseline (where
help to inform the planning team when we should be);
identifying deliverables and planning c. Identify corrective actions to
activities. address issues and risks properly
(How can we get on track again);
d. Influencing the factors that could
3. EXECUTING circumvent integrated change
- The execution/implementation phase control so only approved changes
ensures that the project management plan's are implemented.
deliverables are executed accordingly. This IF MAY CHANGES DAPAT ALAM
phase involves proper allocation, NG LAHAT, KASE THERE ARE
coordination and management of human EXTENSION NG TARGET NG
resources and any other resources such as DELIVERABLES
material and budgets. The output of this e. In multi-phase projects, the
phase is the project deliverables. monitoring and control process also
- PINAKAOUTPUT IS DELIVERABLES provides feedback between project
phases, in order to implement
corrective or preventive actions to
bring the project into compliance
with the project management plan.

- Project maintenance is an ongoing process,

and it includes
a. Continuing support of end-users
b. Correction of errors
c. Updates of the software over time
d. Monitoring and controlling cycle

- In this stage, auditors should pay attention

to how effectively and quickly user problems
4. MONITORING AND CONTROLLING
are resolved.
- Monitoring and controlling consists of those
processes performed to observe project
execution so that potential problems can be
identified in a timely manner and corrective
action can be taken, when necessary, to
control the execution of the project. The key
benefit is that project performance is
observed and measured regularly to identify
variances from the project management
plan.
- Monitoring and controlling includes:
a. Measuring the ongoing project
activities ('where we are');
b. Monitoring the project variables
(cost, effort, scope, etc.) against the
project management plan and the
 highly important task undertaken with the
aid an online or desktop software system, or
maintained through physical documentation.
The increasing legality pertaining to the
construction industries maintenance of
correct documentation has caused the
increase in the need for document
management systems.
IN EVERY CHANGES/DECISION, YOU
SHOULD ALWAYS HAVE A
CONFIRMATION (CONSIST OF BLACK
AND WHITE DOCUMENT) MEANING
DOCUMENTED PARA PAGHININGAN NG
PROOF
ALWAYS SEND EMAIL SMS ETC

- When changes are introduced to the

project, the viability of the project has to be
re-assessed.
- It is important not to lose sight of the initial
- Over the course of any construction project,
goals and targets of the projects. When the
the work scope may change. Change is a
changes accumulate, the forecasted result
normal and expected part of the
may not justify the original proposed
construction process. Changes can be
investment in the project.
the result of necessary design
- Successful project management identifies
modifications, differing site conditions,
these components, and tracks and
material availability, contractor-requested
monitors progress so as to stay within the
changes, value engineering, and impacts
time and budget frames already outlined at
from third parties, to name a few.
the commencement of the project.
- Beyond executing the change in the field,
the change normally needs to be
5. CLOSING
documented to show what was actually
- Closing includes the formal acceptance of
constructed. This is referred to as change
the project and the ending thereof.
management.
Administrative activities include the
- Hence, the owner usually requires a final
archiving of the files and documenting
record to show all changes or, more
lessons learned.
specifically, any change that modifies the
This phase consists of:
tangible portions of the finished work.
a. Contract closure: Complete and
- The record is made on the contract
settle each contract (including the
documents usually, but not necessarily
resolution of any open items) and
limited to, the - design drawings.
close each contract applicable to the
- The end product of this effort is what the
project or project phase.
industry terms as-built drawings, or more
b. Project close: Finalize all activities
simply, "as built.
across all of the process groups to
- The requirement for providing them is a
formally close the project or a
norm in construction contracts.
project phase.
Construction document management is a
 - investment analysis
- cost-benefit analysis
- value benefit analysis
- milestone trend analysis
- cost trend analysis
- target/actual-comparison
- expert surveys
- simulation calculations
- risk-profile analysis
- surcharge calculations
NAKIKITA KUNG GAANO KATATAG ANG
PROJECT
Project control
- is that element of a project that keeps it on-
Project controlling and project control systems track, on-time and within budget.
- Project controlling should be established as - Project control begins early in the project
an independent function in project with planning and ends late in the project
management. It implements verification and with post-implementation review, having a
controlling function during the processing of thorough involvement of each step in the
a project in order to reinforce the defined process.
performance and formal goals. - Projects may be audited or reviewed while
KPI ASSESSMENT (ASSESSMENT OF the project is in progress.
PERFORMANCE NG WORKFORCE) - Formal audits are generally risk or
MAY PROBATIONARY PERIOD compliance-based and management will
The tasks of project controlling are also: direct the objectives of the audit.
- the creation of infrastructure for the supply - An examination may include a comparison
of the right information and its update of approved project management processes
- the establishment of a way to communicate with how the project is actually being
disparities of project parameters managed.
- the development of project information - Each project should be assessed for the
technology based on an intranet or the appropriate level of control needed: too
determination of a project key performance much control is too time consuming, too
indicator system (KPI) little control is very risky.
- divergence analyses and generation of - If project control is not implemented
proposals for potential project regulations correctly, the cost to the business should be
- the establishment of methods to accomplish clarified in terms of errors and fixes.
an appropriate project structure, project
workflow organization, project control and
governance
- creation of transparency among the project
parameters

Completion and implementation of these tasks can

be achieved by applying specific methods and
instruments of project controlling. The following
methods of project controlling can be applied: