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Module 8 Project Management

Project management helps teams organize work to accomplish goals. It involves planning, managing, and executing tasks to meet requirements on time. The core components of project management are defining objectives, estimating timelines and resources, justifying investments, tracking progress, and ensuring budgets are met. There are five stages of project management: planning, initiation, execution, monitoring, and closing. Operations management oversees running a business efficiently by managing processes and resources. Project controls focus specifically on quality control to save time and money within a project.

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John Mark Adona
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196 views

Module 8 Project Management

Project management helps teams organize work to accomplish goals. It involves planning, managing, and executing tasks to meet requirements on time. The core components of project management are defining objectives, estimating timelines and resources, justifying investments, tracking progress, and ensuring budgets are met. There are five stages of project management: planning, initiation, execution, monitoring, and closing. Operations management oversees running a business efficiently by managing processes and resources. Project controls focus specifically on quality control to save time and money within a project.

Uploaded by

John Mark Adona
Copyright
© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
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MODULE-8

PP 413 Arch. ERIC VITAL DIZON


Module 7 Instructor
WHAT IS PROJECT MANAGEMENT?
Project management helps teams organize, track,
and execute work within a project. Think of a
project as a collection of tasks to accomplish a
specific goal. Project management can help your
team plan, manage, and execute your work in order
to meet your project’s requirements on time. With a
project management tool, your team can organize
all of the details of your work in one place, share
feedback and progress, and, ultimately, collaborate
more effectively.
WHAT IS PROJECT MANAGEMENT?

Project management is the application of skills, experience, knowledge, methods, and


processes to achieve the objectives of a project. It is the body of knowledge regarding
projects, i.e., planning, controlling, and reviewing. Project management also involves
making sure you complete the project.
“Project management is the application of processes, methods, skills, knowledge and
experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters. Project management has final deliverables that are
constrained to a finite timescale and budget.”
WHAT IS A PROJECT MANAGER?

A project manager is a professional who plans and organizes resources and


personnel. They must make sure they complete the project on time and
within budget. They must also ensure that the project meets the
requirements of the business. When it comes to how projects are managed,
businesses will often need to consider everything from initial planning and
strategy, to execution and monitoring – usually, project managers will use
tools that range from Gantt Charts, to comprehensive PPM solutions.
GANTT CHART
PROJECT MANAGEMENT CORE COMPONENTS
The following core components form part of project management:
• Defining why the project is necessary or important.
• Estimating how long it will take to complete and specifying the quality of deliverables. Also, listing
what the project requires and what resources to use.
• Justifying the investment by preparing a business case.
• Securing funding risks.
• Tracking the project’s progress against the original plan.
• Making sure the project is within budget.
• Liaising with stakeholders and the project organization.
STAGES OF PROJECT MANAGEMENT
In general, the project management
process involves five stages:
 Planning
 Initiation
 Execution
 Monitoring
 Closing
STAGES OF PROJECT MANAGEMENT
Planning
The project planning stage is all about setting goals. A project’s success relies on the standard of
the planning process. Most projects that end halfway are due to a lack of proper planning. The
SMART and CLEAR methods are the two common approaches to planning. At this stage, you identify
the cost, resources, and time.
Initiation
Project initiation is formally the beginning of a project. The purpose of the project is defined at this
stage. At this stage, the project manager will weigh the pros and cons of the project, evaluate the
problem that the project seeks to solve, and create a project initiation document (PID). The PID will
cover the project goals, size and scope, risks and constraints, controls and reporting framework,
and criteria for assessment.
STAGES OF PROJECT MANAGEMENT
Execution
After proper planning, you then start the implementation process. This is the stage where you put
your plans into action. At this stage, you ensure that the tasks and activities planned at the previous
stage are carried out. While this happens, the project manager will manage the budget,
communicate with the stakeholders and oversee the team activities.
Monitoring
Planning and execution notwithstanding, if project progress is not well monitored, it could lead to
failure or some other significant lapses. You can employ various tools to help you monitor factors
like cost, quality, risks, and time. One primary tool you can use is a project time tracking tool, which
will aid the equitable distribution of time in the project execution.
STAGES OF PROJECT MANAGEMENT

Closing
This is the last phase of the project. The closure could mean that the project has been completed or
that it is being cancelled. Project closure usually involves handling, releasing staff and resources,
cancelling or closing contracts, and preparing the final budget and project report. At this stage, you
evaluate the whole process and check for lapses to know where improvement is needed for future
projects.
SMALL PROJECT
Small projects are perceived to be relatively easy, but other than this there is no one way to
define a small project. Small could also be defined on the basis of time, for example, taking
less than six months to complete.
Small project can be defined on the following circumstances:
• Is short in duration, typically lasting less than six months, and usually part-time in effort
hours
• Has 10 or fewer team members
• Involves a small number of skill areas
• Has a single objective and a solution that is readily achievable
• Has a narrowly defined scope and definition
SMALL PROJECT

Small project can be defined on the following circumstances:

• Affects a single business unit and has a single decision maker


• Has access to project information and will not require automated solutions from external project
Sources
• Uses the project manager as the primary source for leadership and decision making
• Has no political implications with respect to proceeding or not proceeding
• Produces straightforward deliverables with few interdependencies among skill areas
SMALL PROJECT

The major challenges seen in managing small projects are:


• First, being able to recognize work that is a project – and conversely to distinguish other kinds
of work from project work, and manage it accordingly,
• The lack of time taken to plan small projects when they are recognized as such, and to do an
appropriate amount of planning (as opposed to the level needed for larger ones),
• Having the will or determination to follow a plan once it's created for small projects, and
• Being disciplined enough to control and track the project – and to see it through to completion.
FRAMEWORK FOR MANAGING SMALL PROJECTS

Once you've identified work that should be managed as a project, now it's time to start planning
and executing the project. Our method for managing small projects involves 5 basic steps.
 Sanctioning
 Scope Definition
 Scheduling and estimating
 Status Reporting/Executing
 Success
PROJECT MANAGEMENT FOR THE CONSTRUCTION
OF SMALL PROJECTS.
Successful execution of a project requires the following three phases:
• Project planning before execution of the project
• Project scheduling before execution of the project
• Project management during the execution of the project
Project planning and scheduling can broadly consist of items such as:
• Preparation of project report • Awarding contract
• Preparation of design and plan • Site clearance
• Getting sanctions • Construction of buildings
• Inviting tender • Construction of external works, etc.
PROJECT TEAM

The project team is the group of people responsible for executing the tasks and
producing deliverables outlined in the project plan and schedule, as directed by
the project manager, at whatever level of effort or participation defined for them.
Project team members may or may not be involved during the entire life cycle of
the project and may or may not be full time to the project. Project teams are
comprised of many different roles such as project manager, subject matter
experts, business analysts, and other stakeholders.
WHAT ARE THE PROJECT TEAM RESPONSIBILITIES?
The project team is responsible for contributing to the overall project objectives
and specific team deliverables, by contributing towards the planning of project
activities and executing assigned tasks/work within the expected quality
standards, to ensure the project is a success. The project team will:
• Provide information, estimates and feedback to the PM during project planning
• Provide business and/or technical expertise to execute project tasks (work)
• Liaise with stakeholders to ensure the project meets business needs
• Analyse and document current and future processes and systems (functional
and technical)
WHAT ARE THE PROJECT TEAM RESPONSIBILITIES?

• Identify and map information needs


• Define and document requirements
• Support and provide end user training
• Report issues and status to PM
• Work collaboratively with other team members towards achieving common
project goals/objectives
THE OPERATION

WHAT IS OPERATION?

Operations is the work of managing the inner workings of your business so it runs
as efficiently as possible. Whether you make products, sell products, or provide
services, every small business owner has to oversee the design and management
of behind-the-scenes work.
THE OPERATION

Project controls are a set of processes used to understand and influence the
amount of time or money spent on a project. Each project control focuses on a
distinct part of the project plan, like the schedule, resources, or potential risks.
Project controls and project management have overlapping functions. Both
processes help you keep a project on track and within scope. However, project
controls aren’t as broad in their purpose as project management. While project
management focuses on keeping the entire project on track, including people,
processes, and deliverables, project controls focus specifically on quality control in
order to save time and money.
THE OPERATION
7 CRITICAL DUTIES OF CONSTRUCTION PROJECT MANAGERS:
 Managing construction bids
 Creating construction schedules
 Planning and monitoring project budget
 Hiring and managing the workforce
 Finding and managing subcontractors
 Managing equipment and materials
 Ensuring compliance with safety regulations
PROJECT CONTROL

WHY PROJECT CONTROL ARE IMPORTANT?

Project controls provide information that allow project managers to make


informed and timely decisions that prevent project risks. From project initiation to
completion, your job as project manager is to keep things on track and within
scope. Without a project control process, it’s difficult to answer important
questions about the project, which may impact or complicate project success.
Some reasons why projects might go off track without project controls include:
PROJECT CONTROL

WHY PROJECT CONTROL ARE IMPORTANT?


Some reasons why projects might go off track without project
controls include:
 People
 Quality
 Cost
 Time
PROJECT CONTROL

Through the control process, you can catch when things don’t go as planned and
quickly course correct to keep your project on track.
1. Schedule
Increasing visibility into your project schedule helps you know you’re proceeding
along your project timeline. To do this, make sure you’re tracking all of your
project work in one place, like a project management tool. That way, you can get
at-a-glance insight into your tasks, deadlines, and dependencies. Plus, you can
put project milestones in place as checkpoints to gauge your progress.
PROJECT CONTROL

2. Resource
Every project depends on resources—things like time, money, or project team
member availability. Resource management is a critical part of the project control
process because it is your team’s chance to effectively control costs and monitor
your available time and materials. Cost estimating and resource planning during
project initiation can also help you stay within budget.
PROJECT CONTROL

3. Risk
Project risk management is a crucial project control to proactively identify and
prevent risks from derailing your project. The best way to do this is with a risk
register, where you rank potential risks by priority and assess how to manage
them accordingly.
PROJECT CONTROL

4. Change
Change control is one of the best ways to prevent project scope creep, which can
lead to timeline delays, increased budget, and project defects. When you
implement a change control process, you’ll feel prepared for any project changes
that come your way.
PROJECT CONTROL

5. Performance
Performance management is the broad process of monitoring your project’s
success. The simplest way to do this is to set key performance indicators (KPIs) to
assess project performance. These may include tracking costs against baselines,
on-time completion, billed hours, and return on investment.
PROJECT CONTROL
Project planning (initiation)
The project planning phase is your chance to build project controls into the bedrock of your
project. The more detailed your plan is, the less control management you’ll need to do later on.
Project planning includes:
• Outlining your project timeline
• Assigning roles and responsibilities
• Creating a work breakdown structure (WBS)
• Identifying stakeholders
• Creating project objectives
THANK YOU!

ARCH ERIC VITAL DIZON, uap


Instructor

Source : Page 50of CMO NO.61- s2006

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