KAMPALA FLYOVER CONSTRUCTION AND ROAD UPGRADING

PROJECT – INTERNSHIP TRAINING PROGRAM - 3RD COHORT 2023

CONSTRUCTION PROJECT MANAGEMENT

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 CONSTRUCTION PROJECT

“An endeavor in which human, material, equipment and

financial resources are organized in a novel way to
undertake a unique scope of work, of a given specification,
with constraints of cost & time so as to achieve beneficial
change defined by quantitative and qualitative objectives”
(Turner, 1993) .

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 ATTRIBUTES/FEATURES/CHARACTERISTICS OF A PROJECT

Uniqueness – one off discrete undertaking

Finiteness (temporary with predetermined
beginning and end).

Multiple resources, Disciplines, and Organisations

Life Cycles

Progressive elaboration of specification

Dynamic

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THE CONCEPT OF PROJECT MANAGEMENT
• Project management is the application of knowledge, skills,
tools, and techniques to project activities in order to meet or
exceed stakeholder needs and expectations (PMI, 2000).

• It is the art of managing and coordinating human, financial

and material resources throughout the project life cycle
(PLC) using techniques of modern management to achieve
predetermined objectives

• It involves balancing competing demands:

✓ Scope, time, cost and quality
✓ Stakeholders with differing needs and expectations
✓ Identified requirements (needs) and unidentified
requirements (expectations)

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 PROJECT MANAGEMENT FUNCTIONS
a) Core functions
▪ Project Time management
▪ Project Cost management
▪ Project Quality management
▪ Project Scope management

(b) The facilitating functions

▪ Project Human Resource Management
▪ Project Communications Management
▪ Project Procurement Management
▪ Project Risk Management
▪ Project stakeholder Management
▪ Project integration Management

Project Management also utilizes the four general management

functions
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 GENERAL MANAGEMENT SKILLS CRITICAL IN PROJECT
MANAGEMENT

• Leading: involves establishing organizational strategic direction and

aligning people and inspiring them towards the organization’s
objectives.

• Communicating: involves exchange of information with the Project

team (Employer, Consultant and Contractor), and other stakeholders.

• Problem solving: involves a combination of problem definition and

decision making. Problems may be technical, managerial and
interpersonal

• Influencing the organization: involves the ability to “getting things

done”. It demands an understanding of power dynamics and politics6
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 KEY NON- TECHNICL AND TECHNICAL
ACTIVITIES UNDERTAKEN DURING
FORMATION AND THE CONSTRUCTION
PROJECTS

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 Project Management Cycle & Project
Environment Analysis
Project Cycle Management (PCM) is a term used to describe the management activities and
decision-making procedures used during the life-cycle of a project (including key tasks, roles and
responsibilities, key documents and decision options).

The PLC refers to a logical sequence of activities to accomplish the project’s goal, purpose
& objectives.
According to Project Management Institute (PMI), the project
life cycle consists of the following phases:
1. Initiation
2. Planning
3. Execution (including monitoring and controlling, and
midterm evaluations)
4. Project closure and evaluation
5. Handover – Usually after DLP
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 The Project Life Cycle (PLC)/ PM Process

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 1. Initiation Phase
This phase involves defining the purpose and scope of the project, the justification for
undertaking the project and the solution to be implemented. It also involves recruiting
the project team and carrying out a Phase Review, before proceeding to the next stage.

Activities conducted under this phase include;

A Problem analysis is conducted, describing the problem to be addressed by the
project, the alternative solutions and the potential costs and benefits associated with
each.

A Feasibility Study is then conducted to ascertain the likelihood of alternative

solutions for delivering the stated benefits in the problem analysis. This is used to
identify the preferred solution, which must be approved before proceeding.

Develop the Terms of Reference. These describe what the project intends to achieve
and the boundaries within which it must achieve it. This includes the project vision,
objectives, scope, deliverables, project organisation and an Implementation Plan.

Project team: Once the project is defined, it is time to appoint the Project Team.

Finally, a Phase Review is carried out to ensure that all of the required activities have
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completed and get/have formal approval to proceed to the next phase. 10
 2. Planning phase

The Planning phase involves the creation of a set of planning documents which will guide the team
throughout the project.

The key stages are as follows:

A comprehensive Project Plan is critical to the success of the project.

It identifies the Work Breakdown Structure (WBS) of phases, activities and tasks to be undertaken to
complete the project. It also identifies the sequencing, duration and dependencies of tasks and the
resources and financial expenditure required to complete the project.

The Resource Plan gives a detailed assessment of the resources required to undertake the project. It
should list the required labour, equipment and materials and quantify the amount of each resource. It
should also give a resource usage schedule to give the Project Manager with a complete view of the
total amount of resources needed at each stage.

The Financial Plan describes the financial resources required during each stage of the project.
The total cost of each item of labor, equipment and materials is calculated, as well as the total cost of
undertaking each activity

The Quality Plan lists the quality targets that need to be achieved to ensure that the project
deliverables meet customer requirements. Quality Assurance and Quality Control activities are
scheduled to make sure that the required level of quality is achieved throughout the project.
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 2. Planning phase Continuation

The Risk Plan identifies all foreseeable project risks and rates them in terms of
their likelihood of occurrence and potential impact on the project. The risks are
prioritized and actions identified to reduce the likelihood of each risk and
minimize its impact on the project.

An Acceptance Plan is created to ensure that customer acceptance is sought for

each deliverable produced by the project. The Acceptance Plan provides a
schedule of Acceptance Reviews.

The Communications Plan describes the information to be provided to project

stakeholders to keep them informed of the progress of the project. A schedule of
communication events and activities is drawn up to make sure that the right
information is communicated to the right people at the right time.

Finally, a Phase Review is carried out to ensure that all of the required
Planning activities have been completed and to provide formal approval to
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proceed to the next phase.
 3. Execution

The first and most important step is to identify all the deliverables specified in the Terms of
Reference. During this activity, a detailed design of activities that lead to achievement of each
deliverable are physically constructed and reviewed to determine whether they meet the quality
criteria and the acceptance criteria.

During the construction of the deliverables the project manager performs several management
processes to monitor and control the time, cost and quality of each deliverable as follows:

Management processes

Schedule/Time Management involves monitoring and controlling the time spent by staff on the
project. Timesheets are used to track and record time spent, so that the project manager can
ascertain the overall progress of the project.

Cost Management involves identifying project costs and recording the rate of consumption of
the project budget.

Quality Management involves undertaking the Quality Assurance and Control activities
specified in the Quality Plan, to manage a project's level of quality and ensure that the project
deliverables meet customer requirements.

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 3. Execution

Risk Management involves monitoring and controlling project risks by taking the
steps necessary to prevent risks and minimize the impact on the project should those
risks occur.

Issue Management involves resolving any unforeseen issues that may arise before they
affect the ability of the project to meet its stated objectives.

Acceptance Management involves carrying out Acceptance Reviews to gain the

customer's approval of each deliverable. If the customer does not accept that the
deliverables meet their requirements the success of the project will be compromised.

Communications Management involves completing the activities specified in the

Communications Plan to ensure that every stakeholder receives the right information, at
the right time.

Finally, a Phase Review is undertaken to ensure that all of the required activities in the
Execution phase have been completed and the project is ready to proceed to the next
phase

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 4. Closure and Evaluation
The Project Closure phase involves releasing the final deliverables to the customer,
handing over project documentation, terminating supplier contracts, releasing project
resources and communicating project closure to all stakeholders.

The final step is to undertake an Evaluation to determine the extent to which the
project was successful and note any lessons learned for future projects.

The Project Closure Report should list all the activities required to close the project,
to ensure that project closure is undertaken smoothly and efficiently. Once the report
has been created and approved, the closure activities specified within the report are
undertaken and the project is then officially closed.

An Evaluation, often referred to as a Post Implementation Review (PIR) is then

conducted. Evaluation is often carried out by an independent (person) evaluator to
provide an unbiased opinion of the project outcome

The first step is to review the project performance to determine whether the project
delivered the benefits, met the objectives, operated within the scope, and produced the
deliverables on time, within budget and using the allocated resources. The review also
needs to determine whether the project conformed to the management
processes specified in Terms of Reference.
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 4. Closure and Evaluation
The review also should also identify the key project achievements, failures and
any lessons learned for future reference. The evaluation should review how the project
performed against each of the targets set during the Initiation and Planning phases of
the project, i.e. has the project:

❑ Delivered the project benefits described in the project analysis?

❑ Achieved the objectives specified in the Terms of Reference?

❑ Deviated from the original scope as defined in the Terms of Reference?

❑ Met the quality targets defined in the Quality Plan?

❑ Proceeded according to the planned Delivery Schedule?

❑ Deviated from the budgeted project expenditure as defined in the Financial

Plan?

❑ Deviated from the forecast resource levels as defined in the Resource Plan?
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 PROJECT PROCUREMENT

Evolution of Project Procurement

Evolution of Project Procurement

Product Process Relational Performance World Class

centered centered centered Centered Procurement

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 Principles of Procurement

Project Procurement principles therefore are rules that public/Private/ Third Sector
entities among which project organizations must fulfil when procuring their
requirements of works, services and supplies using resources from pubic sources.
The Principles include:

❑ Confidentiality
❑ Transparency
❑ Accountability
❑ Fairness
❑ Ethics &integrity
❑ Value for Money
❑ Economy
❑ Efficiency
❑ Impartiality
❑ Non discrimination

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 Main Actors in the Procurement & Disposal Framework

MFPED: Policy issues

1. PPDA:
a) Advisory function (Act, Regulations…)
b) A regulatory function (provide standard documents, issues
guidelines and advice, compliance checks, audit procurement and
disposals)
c) A data management function
d) A capacity-building function
Refer to Section 7 of the Act for details
2. PDEs: in charge of their own procurements and disposals
3. Public/Civil Society: monitoring, asking for
accountability and transparency

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 The Legal Framework in Public Procurement and Disposal

The legal framework for procurement in Uganda is based on the

following:

❑ The Constitution of the Republic of Uganda

❑ The PPDA Act. 2003 (as amended)

❑ The PPDA Regulations 2003 (as amended)

❑ The LG Act and Regulations, 2006

❑ Guidelines issued by PPDA

❑ Standard Bidding documents issued by PPDA

❑ Circulars issued by PPDA

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 The Key stages in the project procurement process

i. Procurement planning
ii. Initiation of needs
iii. Preparation of bid documents
iv. Advertising/ issue/sale of bidding documents
v. Bidding
vi. Receipt and opening of bids
vii.Evaluation of bids
viii.Contract award and signing
ix. Contract management
x. Performance review
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 ROLES AND RESPONSIBILITIES IN THE PROCUREMENT CYCLE

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 Procurement Planning

Planning entails defining the activities, scheduling and sequencing, planning the
requisite manpower and staff required in sufficient quantities and quality,
planning the money that should be spent in a time-phased manner and finally
planning the information system necessary for effective communication to
enhance project monitoring and control.

Why Procurement Planning

❑ Best value for money achieved
❑ Encourages transparency
❑ Improvement in procurement outcomes
❑ Achievement of the organization's/project’s objectives within time, cost and
quality standards.
❑ It encourages cooperation between buyers and vendors.
❑ It facilitates the smooth operation of the other procurement management
functions
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 Why Procurement Planning

❑ Avoids risk and dangers of poor planning.

❑ Achieving organizational/project goals/objectives timely.
❑ Minimizes emergencies
❑ Efficiency is facilitated when realistic
❑ Costs reduction: Saving money for the entity by obtaining price reductions
through quantity discounts
❑ Control of cash flows
❑ Acquired benefits of aggregation of various requirements Team work
enhanced (All stakeholders)
❑ Fraud detection method
❑ Fosters harmony and group working relationships
❑ Facilitates inventory management
❑ Increased productivity
❑ A parameter for performance management
❑ Providing sufficient lead time and resources in the selection of
appropriate
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contract types 24
 PROJECT QUALITY MANAGEMNT

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 PROJECT QUALITY MANAGEMNT
OVERVIEW

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 Plan Quality Management

• Plan Quality Management is the overall process of Identifying

quality requirements and/or standards for the project and its
deliverables, and documenting how the project will demonstrate
compliance with quality requirements and/or standards.

• The process provides Guidance and direction on how quality will be

managed and verified throughout the project.

• It also Identifies what the quality specifications are for this project
and how these specifications will be met

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 PLAN QUALITY MANAGEMENT - INPUTS

1. Project Charter

2. Project Management Plan

Requirements Management Plan
Risk Management Plan
Stakeholder Engagement Plan
Scope Baseline

3. Project Documents
Assumption Log
Requirements Documentation
Requirements Traceability Matrix
Risk Register
Stakeholder Register

4. Enterprise Environmental Factors

5. Organizational
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Process Assets 28
 PLAN QUALITY MANAGEMENT - INPUTS

1. The project charter:

provides the high-level project description and product characteristics.
It also contains the project approval requirements, measurable project objectives, and related
success criteria that will influence the quality management of the project.
2. Project Management Plan
Requirements management plan:
Provides the approach for identifying, analyzing, and managing the requirements that the quality
management plan and quality metrics will reference.

Risk management plan:

Provides the approach for identifying, analyzing, and monitoring risks. The information in the risk
management plan and quality management plan work together to successfully deliver product and
project success

Stakeholder engagement plan.

Provides the method for documenting the stakeholders’ needs and expectations that provide the
foundation for quality management.

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 PLAN QUALITY MANAGEMENT - INPUTS

Scope baseline.

❑ The WBS along with the deliverables documented in the project scope
statement are considered while determining which quality standards and
objectives are suitable for the project, and which project deliverables
and processes will be subjected to quality review.

❑ The scope statement includes the acceptance criteria for the deliverables.
The definition of acceptance criteria may significantly increase or
decrease quality costs and, therefore, project costs.

❑ Satisfying all acceptance criteria implies the needs of the stakeholders

have been met.

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 PLAN QUALITY MANAGEMENT - INPUTS

3.Project documents
Project documents that can be considered as inputs for this process
include but are not limited to:

Assumption log.
❑ The assumption log has all the assumptions and constraints
regarding quality requirements and standard compliance.

Requirements documentation.
❑ captures the requirements that the project and product should
attain to meet stakeholder expectations. The components of the
requirements documentation include but are not limited to
project and product quality requirements.

❑ Requirements are used by the project team to help plan how

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 PLAN QUALITY MANAGEMENT - INPUTS

Requirements traceability matrix.

The requirements traceability matrix links product requirements to
deliverables and helps to ensure each requirement in the requirements
documentation is tested.
provides an overview of the tests required to verify the requirements.

Risk register.
The risk register contains information on threats and opportunities that may
impact quality requirements.

Stakeholder register.
The stakeholder register helps to identify stakeholders who have a
particular interest in or impact on quality, with the emphasis on the
customer and project sponsor needs and expectations.

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 PLAN QUALITY MANAGEMENT - INPUTS

4. Enterprise environmental factors

The enterprise environmental factors that can influence the Plan Quality Management process
include but are not limited to:
❑ Governmental agency regulations;
❑ Rules, standards, and guidelines specific to the application area;
❑ Geographic distribution;
❑ Organizational structure;
❑ Marketplace conditions;
❑ Working or operating conditions of the project or its deliverables; and
❑ Cultural perceptions

5. Organisational process assets.

The organizational process assets that can influence the Plan Quality Management process
include but are not limited to:
❑ Organizational quality management system including policies, procedures, and
guidelines;
❑ Quality templates such as check sheets, traceability matrix, and others; and
❑ Historical databases and lessons learned repository.

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 PLAN QUALITY MANAGEMENT: TOOLS AND TECHNIQUES

Expert Judgment: Expert judgment involves seeking advice and guidance from
individuals with specialized knowledge or experience in quality management to ensure
the effectiveness of the quality management planning process.

Data Gathering: This technique involves collecting information related to quality

requirements and standards through methods such as surveys, interviews, brainstorming
sessions, and benchmarking.

Data Analysis: Data analysis techniques, such as root cause analysis, can help identify
the underlying reasons for quality issues and guide the development of appropriate
quality management strategies.

Decision Making: Decision-making techniques, such as multi-criteria decision

analysis, can be used to evaluate various alternatives for meeting quality requirements
and selecting the most appropriate options.

Meetings: Meetings are conducted with relevant stakeholders to discuss quality

requirements, objectives, and plans to ensure alignment and obtain their buy-in.
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 PLAN QUALITY MANAGEMENT - OUTPUTS
Output: Quality management plan:
❑ Quality standards that will be used by the project;

❑ Quality objectives of the project;

❑ Quality roles and responsibilities;

❑ Project deliverables and processes subject to quality review;

❑ Quality control and quality management activities planned for the

project;
❑ Quality tools that will be used for the project; and

❑ Major procedures relevant for the project, such as dealing with

nonconformance, corrective actions procedures, and continuous
improvement
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 PLAN QUALITY MANAGEMENT - OUTPUTS

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 Manage Quality
Manage Quality is the process of auditing the quality requirements and the results from
quality control measurements to ensure that appropriate quality standards and
operational definitions are used.

The key benefit of this process is that it facilitates the improvement of quality
processes. The inputs, tools and techniques, and outputs of this process are:
Manage Quality- Inputs
❖Project management plan
Quality management plan
❖Project documents
Lessons learned register
Quality metrics
Quality control measurements
Risk report
❖Organizational process assets
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 Manage Quality Tools &Techniques
Data gathering: This technique involves collecting information and data
related to project quality.
Checklists
Data analysis: Data analysis techniques are used to evaluate and
interpret the collected data.
❑ Alternative analysis
❑ Document analysis
❑ Process analysis
❑ Root cause analysis

Decision making: Decision-making techniques help in selecting the appropriate actions

to address quality issues and deviations.
❑ Multicriteria decision analysis and
❑ Prioritization matrix

Data representation: This technique involves presenting quality-related information

and data in a visual format for better understanding.
Affinity
07/08/2023 diagrams, Cause-end-effect diagrams (fishbone, Ishikawa, why-why),
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Flowcharts, Histograms, Matrix diagrams, Scatter diagrams
 Manage Quality Outputs
❖Quality reports

❖Test and evaluation documents

❖Change requests

❖Project management plan updates

Quality management plan
Scope baseline
Schedule baseline
Cost baseline

❖Project documents updates

Issue log
Lessons learned register
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Risk register
 Control Quality

❑ Control Quality is the process of monitoring and recording results of executing the
quality management activities in order to assess performance and ensure the project
outputs are complete, correct, and meet customer expectations.

❑ The key benefit of this process is verifying that project deliverables and work meet
the requirements specified by key stakeholders for final acceptance.

❑ The Control Quality process determines if the project outputs do what they were
intended to do.

❑ Those outputs need to comply with all applicable standards, requirements,

regulations, and specifications.
❑ This process is performed throughout the project.

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❖The Control Quality process is performed to measure the
completeness, compliance, and fitness for use of a product or service
prior to user acceptance and final delivery.
❖

❖This is done by measuring all steps, attributes, and variables used to

verify conformance or compliance to the specifications stated during the
planning stage.

❖Quality control should be performed throughout the project to formally

demonstrate, with reliable data, that the sponsor's and/or customer's
acceptance criteria have been met.

❖The level of effort to control quality and the degree of implementation

may differ between industries and project management styles.
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 Control Quality -Inputs

❖Project management plan

Quality management plan

❖Project documents
Lessons learned register
Quality metrics
Test and evaluation documents

❖Approved change requests

❖Deliverables
❖Work performance data
❖Enterprise environmental factors
❖Organization process assets
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 Control Quality -Outputs
❖Quality control measurements (Quality control measurements are the
documented results of Control Quality activities. They should be captured in the
format that was specified in the quality management plan).

❖Verified deliverables (A goal of the Control Quality process is to determine

the correctness of deliverables).

❖Work performance information (Work performance information includes

information on project requirements fulfillment, causes for rejections, rework
required, recommendations for corrective actions, lists of verified deliverables,
status of the quality metrics, and the need for process adjustments).

❖Change requests (If changes occur during the Control Quality process that
may impact any of the components of the project management plan or project
documents, the project manager should submit a change request. Change
requests are processed for review and disposition through the Perform
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Integrated Change Control process)
 Conclusion
The Control Quality process ensures that project work is continuously
monitored, inspected, and validated to meet the required quality standards. It
helps identify and address any deviations or non-conformities early on,
reducing rework and improving overall project quality.

By focusing on quality control activities, the process aims to deliver products or

services that meet or exceed customer expectations and satisfy project
requirements.

Benefits of quality
❑ Better efficiency and sustainability of operations
❑ Customer satisfaction and so retention
❑ Increased productivity and profit
❑ Employee morale and motivation
❑ Cost saving
❑ Competitive market share
❑ Better quality of life for all stakeholders
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 COST OF QUALITY

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 Cost of Quality

The cost of quality refers to the total costs incurred by an

organization to achieve and maintain a certain level of quality.

It includes prevention costs (investments in quality planning

and process improvement), appraisal costs (costs associated
with inspections and testing), and failure costs (costs incurred
due to defects and non-conformities).

There are 2 main categories within the definition of Cost of

quality. They are Cost of Conformance and Cost of Non
Conformance.
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 Cost of Quality

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 PROJECT RISKS MANAGEMENT

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❑ Project Risk management is a systematic approach to managing risks
throughout the whole project by identifying, assessing, understanding,
acting on and communicating risk issues.

❑ Risk management comprises the activities and actions taken by the

project team or an agency to ensure that it is mindful of the risks it
faces, that it makes informed decisions in managing these risks, and
identifies and harnesses potential opportunities

❑ A risk has a cause and, if it occurs, a consequence.

❑ Project risk includes both threats to the project’s objectives and

opportunities to improve on those objectives.

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 Process of project risk management
Project risk management includes:

❑ Risk planning

❑ Risk identification

❑ Risk analysis

❑ Risk response planning

❑ Risk monitoring and control

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 Elements of project risk management

Risk
Identification

Risk Analysis
Risk
Assessment

Risk
Risk Prioritization
Management
Risk
Management Planning

Risk
Risk Control Resolution

Risk
Monitoring

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 Steps in Risk Assessment and Management
Step 1
Identify the risks. Examine the various analyses you may have
done; stakeholder, economic, environmental, social, problem etc.
These will usually give many clues.
Step 2
Estimate and evaluate the risks using an Impact / Probability
Matrix (Risk Assessment Matrix - a visual depiction of the risks
affecting a project).
Step 3
Where possible design measures to reduce or eliminate the risk.
This is especially important for risks scored Medium or High. Some
risks are controllable, others uncontrollable.
Step 4
Return to your Objectives. Redesign your Activities, Output,
Objectives and Goals in the light of the risk analysis. Incorporate
your measures to reduce or eliminate risks.
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 Risk Response Strategies
Risk avoidance: eliminating a specific threat or risk, usually
by eliminating its causes

Risk acceptance: accepting the consequences should a risk

occur

Risk transfer moves the risk and the consequences of that risk
to a third party

Risk mitigation: reducing the impact of a risk event by

reducing the probability of its occurrence

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 BENEFITS OF RISK MANAGEMENT
❑ Risk management will help senior management to plan
strategically,

❑ Allocate resources more wisely,

❑ It enables more responsible decision-making

❑ Contributes to achieving the organization’s goals more

efficiently,

❑ Enables firms to avoid costly surprises

❑ Encourages organizations to take risks wisely

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 Project risk management skill requirements
❑ Experience

❑ Impartiality and objectivity

❑ Data management techniques

❑ Finance and costing skills

❑ Communication and presentation skills

❑ Diplomacy

❑ Imagination
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