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PROJECT MANAGEMENT

OUTLINE OF LEARNING TOPICS TIME ALLOTMENT: _________

1.1 Introduction
1.2 Organization Strategy & Project Selection
1.3 Defining the Project
1.4 Developing a Project Plan
1.5 Managing Risk
1.6 Project Schedules & Resources
1.7 Bill of Quantities
1.8 Interpretation Architectural, Structural & Fire Protection Plan & Other Working
Drawing

INTENDED LEARNING OUTCOMES: (based on the course syllabus)

By the end of the module, you will:
●

1.1 INTRODUCTION
Project management is fundamentally about responsibility, with the project manager
(PM) ultimately accountable for all aspects of a project, regardless of team dynamics or
challenges. This role is both challenging and rewarding.

Project management involves achieving goals through coordinated group activities,

requiring the PM to plan, organize, staff, direct, and control within time, cost, and
performance constraints. This text focuses on the planning and control functions essential
for effective project management, emphasizing the strategic allocation of resources and
alignment of actions with schedules.

Combining art and science, project management entails working with people and
managing data to balance project duration and cost. Projects are characterized by their
unique or non-repetitive objectives, differentiating them from routine processes. This text
broadly defines "project" to include various applications of critical path methods and network
planning techniques developed since the late 1950s.

While projects may involve routine procedures, such as accounting closures, network
planning techniques are generally used for unique, one-time efforts that require the PM's
tailored planning and judgment. Throughout a project, the PM must continuously adjust
plans and schedules to address progress, delays, or technical issues, ensuring the project
achieves its goals.

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1.2 ORGANIZATION STRATEGY & PROJECT SELECTION

Project Management Organization Strategy

- This strategy explains how a company manages its projects effectively, including the
structure, roles, responsibilities, and policies to ensure projects support business
goals.

Importance

- Aligns projects with business goals.

- Makes the best use of resources.
- Increases the chances of project success and efficiency.

Key Components

- Strategic Alignment: Ensures projects match business objectives.

- Governance: Sets rules and procedures for managing projects.
- Resource Management: Efficiently uses people, money, and materials.
- Performance Metrics: Establishes key indicators to measure project success.

Organizational Structures in Project Management

Types of Structures
- Functional Organization: Departments are specialized by function (e.g.,
marketing, finance).
- Matrix Organization: Combines functional and project-based structures,
where team members report to both functional and project managers.
- Projectized Organization: Project managers have full authority, and teams are
dedicated to projects.

Choosing the Right Structure

Based on company size, project complexity, and goals.
- Functional: Best for small projects needing specialized skills.
- Matrix: Suitable for medium to large projects requiring cooperation across
functions.
- Projectized: Ideal for large, complex projects needing full focus.

Project Selection Process

Importance of Project Selection

- Helps prioritize projects that support strategic goals.
- Makes the best use of resources and maximizes return on investment (ROI).
Selection Criteria
- Strategic Fit: How well a project matches business goals.
- Financial Benefits: ROI, net present value (NPV), and payback period.
- Risk Assessment: Evaluating potential risks and their impacts.
- Resource Availability: Ensuring necessary resources are available for the project.
Selection Methods
- Scoring Models: Projects are scored based on various criteria.
- Cost-Benefit Analysis: Comparing the costs and benefits of potential projects.

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- Feasibility Study: Assessing the technical, financial, and operational feasibility of

projects.

……………
1.3 DEFINING THE PROJECT

THIS CHAPTER DESCRIBES A DISCIPLINED, STRUCTURED METHOD FOR

SELECTIVELY COLLECTING INFORMATION TO USE THROUGH ALL PHASES OF THE
PROJECT LIFE CYCLE, TO MEET THE NEEDS OF ALL STAKEHOLDERS (E.G.,
CUSTOMER, PROJECT MANAGER), AND TO MEASURE PERFORMANCE AGAINST
THE STRATEGIC PLAN OF THE ORGANIZATION. THE METHOD SUGGESTED IS A
SELECTIVE OUTLINE OF THE PROJECT CALLED THE WORK BREAKDOWN
STRUCTURE.

Project Manager

In charge of a single small project can plan and schedule the project tasks without
much formal planning and information. However, when the project manager must manage
several small projects or a large complex project, a threshold is quickly reached in which the
project manager can no longer cope with the detail.

THE FIVE GENERIC STEPS

Step 1: Defining the Project Scope

PROJECT SCOPE

- is a definition of the end result or mission of your project—a product or service for
your client/customer. Also, its definition is a document that will be published and used
by the project owner and project participants for planning and measuring project
success

PRIMARY PURPOSE

- The primary purpose is to define as clearly as possible the deliverable(s) for the end
user and to focus project plans.

THE SCOPE

- The scope should be developed under the direction of the project manager and
customer. The project manager is responsible for seeing that there is agreement with
the owner on project objectives, deliverables at each stage of the project, technical
requirements, and so forth.

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- It describes what you expect to deliver to your customer when the project is
complete. Your project scope should define the results to be achieved in specific,
tangible, and measurable terms.

EMPLOYING A PROJECT SCOPE CHECKLIST

Project Objective

- The first step of project scope definition is to define the overall objective to meet your
customer’s need(s).

Deliverables

- The next step is to define major deliverables—the expected outputs over the life of
the project.

Milestones

- A milestone is a significant event in a project that occurs at a point in time. The

milestone schedule shows only major segments of work; it represents first, rough-cut
estimates of time, cost, and resources for the project. The milestone schedule is built
using the deliverables as a platform to identify major segments of work and an end
date.

Technical Requirements

- More frequently than not, a product or service will have technical requirements to
ensure proper performance.

Limits and Exclusions

- The limits of scope should be defined. Failure to do so can lead to false expectations
and to expending resources and time on the wrong problem. Exclusions further
define the boundary of the project by stating what is not included.

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Reviews with Customer

- Completion of the scope checklist ends with a review with your customer—internal or
external. The main concern here is the understanding and agreement of
expectations.

STEP 2: Establishing Project Priorities

Quality and the ultimate success of a project are traditionally defined as meeting
and/or exceeding the expectations of the customer and/or upper management in terms of
cost (budget), time (schedule), and performance (scope) of the project

PRIMARY JOBS OF A PROJECT MANAGER

Is to manage the trade-offs among time, cost, and performance. To do so, project
managers must define and understand the nature of the priorities of the project.

One technique found in practice that is useful for this purpose is completing a priority matrix
for the project to identify which criterion is constrained, which should be enhanced, and
which can be accepted:

CONSTRAIN

The original parameter is fixed. The project must meet the completion date, specifications
and scope of the project, or budget.

ENHANCE

In the case of time and cost, this usually means taking advantage of opportunities to either
reduce costs or shorten the schedule. Conversely, with regard to performance, enhancing
means adding value to the project.

ACCEPT

For which criterion is it tolerable not to meet the original parameters? When trade-
offs have to be made, is it permissible for the schedule to slip, to reduce the scope
and performance of the project, or to go over budget?

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Project Priority Matrix

In Summary

- Developing a decision priority matrix for a project before the project begins is a useful
exercise. It provides a forum for clearly establishing priorities with customers and top
management so as to create shared expectations and avoid misunderstandings. The
priority information is essential to the planning process, where adjustments can be
made in the scope, schedule, and budget allocation. Finally, the matrix is useful
midway in the project for approaching a problem that must be solved.

Step 3: Creating the Work Breakdown Structure

WORK BREAKDOWN STRUCTURE (WBS)

- Once the scope and deliverables have been identified, the work of the project can be
successively subdivided into smaller and smaller work elements. The outcome of this
hierarchical process is called the work breakdown structure (WBS)

USE OF WBS

- Helps to assure project managers that all products and work elements are identified,
to integrate the project with the current organization, and to establish a basis for
control. Basically, the WBS is an outline of the project with different levels of detail.

HOW WBS HELPS THE PROJECT MANAGER

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- The WBS defines all the elements of the project in a hierarchical framework and
establishes their relationships to the project end item(s). It also, provides
management with information appropriate to each level.

- The WBS can also be used to define communication channels and assist in
understanding and coordinating many parts of the project. The structure shows the
work and organizational units responsible and suggests where written
communication should be directed. Problems can be quickly addressed and
coordinated because the structure integrates work and responsibility.
WBS DEVELOPMENT

Differences between Work Breakdown Subdeliverable and Work Packages

The distinction between a work breakdown sub deliverable and a work package lies in their
scope, duration, and resource consumption. A work breakdown sub deliverable
encompasses outcomes from multiple work packages across different departments, lacking
its own duration or direct resource consumption, with its duration inferred from underlying
work packages. In contrast, a work package represents a specific, self-contained unit of
work within the project, with defined duration and resource requirements. While work
breakdown sub deliverables are utilized for higher-level project planning and status
reporting, work packages serve as the fundamental units for planning, scheduling, and
controlling project activities, providing detailed tasks to achieve project objectives.

1. Defines work (what)

2. Identifies time to complete a work package (how long)
3. Identifies a time-phased budget to complete a work package (cost).
4. Identifies resources needed to complete a work package (how much).
5. Identifies a single person responsible for units of work (who).
6. Identifies monitoring points for measuring progress (how well).

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Step 4: Integrating the WBS with the Organization

The Work Breakdown Structure (WBS) serves to connect organizational units responsible for
the work, leading to the creation of the Organization Breakdown Structure (OBS). The OBS
illustrates how the organization is structured to carry outwork responsibilities. Its purposes
include summarizing organization unit performance, identifying units responsible for work
packages, and linking units to cost control accounts. The OBS outlines organization sub
deliverables hierarchically, often using traditional organization structures. Even in
team-based projects, breaking down the team structure is necessary for assigning
responsibilities for budgets, time, and technical performance. Integration of WBS and OBS is
a major strength, creating project control points where work and responsibility intersect. This
intersection serves as a cost account for project management control. Progress can be
tracked vertically on deliverables and horizontally by organization responsibility during
project execution.

Step 5: Coding the WBS for the Information System

- Gaining the maximum usefulness of a breakdown structure depends on a coding

system. The codes are used to define levels and elements in the WBS, organization
elements, work packages, and budget and cost information. The codes allow reports
to be consolidated at any level in the structure. The most commonly used scheme is
numeric indention.

Responsibility Matrices

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- It is called a linear responsibility chart summarizing the tasks to be accomplished and

who is responsible for what on a project. In its simplest form an RM consists of a
chart listing all the project activities and the participants responsible for each activity.

More complex RMs not only identify individual responsibilities but also clarify critical
interfaces between units and individuals that require coordination.

Responsibility matrices provide a means for all participants in a project to view their
responsibilities and agree on their assignments. They also help clarify the extent or type of
authority exercised by each participant in performing an activity in which two or more parties
have overlapping involvement. By using an RM and by defining authority, responsibility, and
communications within its framework, the relationship between different organizational units
and the work content of the project is made clear.

Project Communication Plans

- Communication is a key component in coordinating and tracking project schedules,

issues, and action items. The plan maps out the flow of information to different
stakeholders and becomes an integral part of the overall project plan. The purpose of
a project communication plan is to express what, who, how, and when information
will be transmitted to project stakeholders so schedules, issues, and action items can
be tracked.

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PROJECT COMMUNICATION PLANS ADDRESS THE FOLLOWING CORE QUESTIONS:

● What information needs to be collected and when?

● Who will receive the information?
● What methods will be used to gather and store
● information?
● What are the limits, if any, on who has access to certain
● kinds of information?
● When will the information be communicated?
● How will it be communicated?
Developing a communication plan that answers these questions usually entails the following
basic steps:

1. STAKEHOLDER ANALYSIS.

- Identify the target groups. Typical groups could be the customer, sponsor, project
team, project office, or anyone who needs project information to make decisions
and/or contribute to project progress.

2. INFORMATION NEEDS.

- What information is pertinent to stakeholders who contribute to the project’s

progress?

3. STAKEHOLDER ANALYSIS.

- When the information needs are identified, the next step is to determine the sources
of information. That is, where does the information reside? How will it be collected?

4. DISSEMINATION MODES.

- In today’s world, traditional status report meetings are being supplemented by email,
teleconferencing, Lotus Notes, SharePoint, and a variety of database sharing
programs to circulate information. In particular, many companies are using the Web
to create a “virtual project office” to store project information. Project management
software feeds information directly to the Web site so that different people have
immediate access to relevant project information. In some cases, appropriate
information is routed automatically to key stakeholders. Backup paper hardcopy to
specific stakeholders is still critical for many project changes and action items.

5. RESPONSIBILITY AND TIMING.

- Determine who will send out the information.

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1.4 DEVELOPING A PROJECT PLAN

Developing a project plan involves systematically defining the actions and materials
required to accomplish particular project goals. Defining the project's goals, deliverables, and
scope comes first. Setting deadlines, designating responsibilities, identifying stakeholders,
and creating milestones are important components. A well-crafted plan also takes into
account dependencies and possible hazards, makes efficient use of resources, and
guarantees open lines of communication. To maintain the project on schedule and flexible
throughout, ongoing monitoring and modification are crucial. In the end, a thorough project
plan acts as a road map, directing the team toward the successful completion of the project
while controlling variables like scope, cost, and time.

Tools or methods for developing a project plan

1. Gantt Chart
● As a project management tool, a Gantt chart shows the amount of work that
has been finished over time in comparison to the amount of time that was
originally scheduled. Gantt charts are currently an industry standard for
tracking task interdependencies and time. Gantt charts are a crucial tool for
displaying the various stages, tasks, and resources associated with project
management.

The Hoover Dam and the interstate highway system are two examples of the
massive building projects that Gantt charts used to manage, revolutionizing project
management. Gantt charts were originally handwritten on paper, but as computers
proliferated in the 1980s, they grew more intricate and sophisticated. Gantt charts remain
one of the most popular project management tools available today.

2. Critical Path Method (CPM)

● The longest set of tasks that must be completed on schedule in order to
conclude the project as a whole is known as the critical path in project
management.
● CPM, or the Critical Path Method, is a vital instrument for tracking project
development and making sure it is completed on time

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The three main components of CPM are determining which activities in the project
timeline are the most crucial, figuring out task dependencies, and estimating task durations.
CPM is becoming widely used in project planning and task prioritization. It assists you in
decomposing intricate projects into manageable tasks and improving your comprehension of
the project’s overall flexibility.

3. Program Evaluation and Review Technique (PERT)

● Is a crucial instrument for project management. It is used to organize
resources, estimate task duration, identify potential risks, and identify
essential routes and task dependencies. It also helps with resource
coordination, progress tracking, and activity definition and sequencing.

PERT enables project managers to precisely forecast project completion time, costs,
and resource usage, it is helpful in project planning. Project managers can also detect
possible risks and create plans to lessen them with PERT. Project managers may guarantee
that their projects are finished on schedule and under budget by utilizing PERT.

4. Work Breakdown Structure

● Is a project management tool that divides larger projects into smaller,
easier-to-manage tasks or parts. It is a visual tool that simplifies the project’s
organization, planning, and progress tracking.

Every task is given a unique identification by a WBS, which then arranges them in a
hierarchical framework that illustrates the connections between each task and the
deliverables that are tied to it. A work breakdown structure (WBS) serves three primary
purposes: it makes the project scope clearly understood, lists all the tasks that must be
completed, and facilitates efficient project planning and management.

5. Project Documentation
● Project scope, timetable, and risk analysis are all included in the project
documentation that is developed during the project lifetime. Project
documentation is more beneficial. Comprehension and improved risk
evaluation of the undertaking.

There are various uses for project documentation, including risk, cost, and planning
management. Additionally, because they lay the groundwork for the subsequent phase,
some project documents need to be prepared during a specified project phase. For instance,
before the project execution phase can start, the project management strategy needs to be
made.

Project Planning Steps

1. Establish Project Scope And Metrics

To avoid scope creep and keep control of the project’s iron triangle (cost,
time, and scope), it is essential to clearly define the project’s goal and scope.
Establishing measurements and standards for success measurement is equally

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crucial. The importance of defining these components in advance in order to provide

a strong basis for your project strategy. This proactive strategy guarantees alignment
with project goals from the start to finish and helps reduce the risk of delays and
budget overruns.

2. Identify Key Project Stakeholders

To guarantee seamless implementation and coordination, identify the
important players in your project. List the people or organizations that the project
affects, taking into account their positions and degree of involvement. When a
cross-functional marketing campaign is launched, for example, stakeholders may
include decision-makers who offer feedback, department managers who supervise
teams, and creative talent who creates deliverables. Host virtual sessions that define
roles, highlight gaps, and explain responsibilities by utilizing platforms such as
Confluence. This methodical approach improves project responsibility, transparency,
and teamwork, laying the groundwork for effective project outcomes.

3. Outline Deliverables
In order to accomplish the overall objectives of your project, specify clear
deliverables that convert the vision into manageable tasks. To track progress and
ensure responsibility, consolidate these deliverables using a Trello board or
equivalent platform, giving each one its own card. This method breaks down the
larger project objectives into tiny, achievable tasks, which not only keeps the project
on track but also promotes an organized path towards accomplishing them.

4. Develop Actionable Tasks

Clear communication and progress in project execution are guaranteed by
efficient task management. To expedite processes and avoid bottlenecks, determine
job relationships and resource requirements. Establish phases for every activity and
make it clear when team members are involved so that schedules can be adjusted
appropriately. This will promote seamless teamwork and compliance with project
milestones. Using a systematic strategy improves accountability and efficiency over
the course of the project.

5. Assign Tasks And Deadlines

Assign assignments and work together with your team to set deadlines. This
will encourage accountability and guarantee that high-quality work is completed on
time. Engaging workers in conversations about deadlines and workload improves
engagement and motivation. To ensure that the project is completed successfully,
monitor progress on a regular basis, make any schedule adjustments, and deal with
any new issues that come up. This continuous monitoring keeps the project moving
in the direction of its milestones and guarantees alignment with goals.

6. Share, Gather Feedback, And Adjust The Project Plan As Necessary

Sharing your project plan with your team for feedback and revisions is a
necessary step in finishing it. Before completing the strategy, take their input into
consideration to make it stronger. But acknowledge that as initiatives progress, they
will need to be flexible. Keep a close eye on developments and be ready to modify as
needed to account for evolving conditions. This continuous adaptability guarantees
that your project stays on target and sensitive to new obstacles. You may maximize

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the team’s ability to deliver successfully and strengthen the robustness of the
strategy by keeping lines of communication open and being willing to make
adjustments and refinements.

1.5 MANAGING RISK

Risk is any possible occurrence that could have an impact on your project, either
positively or negatively. Identifying and responding to these events either in advance of or
during their occurrence is the practice of risk management. Risk can manifest itself in a
variety of ways, including illness among employees, bad weather, unforeseen expenses, and
delays in transit. All projects involve some level of risk. Therefore, one of the most crucial
abilities that project managers should possess is the capacity to guide a project through risk.

TYPES OF PROJECT RISK

Project risks can affect the time and resources required to bring a project to
completion. Risks can be internal (within the control of the project team) or external (outside
of the project team's control. Note the following types of risks and examples:

● Financial risks such as rising costs, inaccurate budget forecasts, increases in labor
and materials, low sales, and challenges in securing funding.

● Strategic risks result from errors in strategy, such as choosing a project

management methodology that doesn't work for the project, basing efforts on a
company culture that needs updating, experiencing high employee turnover, or
investing in technology that is difficult or expensive to use.

● Performance risks result from team members' missed deadlines, delays, undefined
goals, and KPIs, using insufficient or outdated market research, and scope creep
(when initial goals expand or shift away from a project’s original intentions).

● External risks occur outside of the control of the project team, such as changing
laws and regulations, market volatility, inclement weather, vendors' missed deadlines,
labor strikes, civil unrest, vandalism or damage, and supply chain issues.

● Positive risks (opportunities) are unexpected but have a positive effect on your
project, such as finishing tasks earlier than expected or under budget, outperforming
original goals, becoming more efficient with a new tool, or benefitting from a policy
change

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HOW TO MANAGE RISK

In order to ensure that projects are completed successfully, it is critical that you
comprehend standard risk management procedures and risk reduction techniques. You may
prepare for and anticipate hazards with the aid of the risk management process, and you will
have the means to deal with them should they arise thanks to mitigation techniques.

In order to ensure that projects are completed successfully, it is critical that you
comprehend standard risk management procedures and risk reduction techniques. You may
prepare for and anticipate hazards with the aid of the risk management process, and you will
have the means to deal with them should they arise thanks to mitigation techniques.

1. IDENTIFY RISK

The first step to getting a grasp on potential risks is to know what they are. In this step, you’ll
identify individual risks that might affect your project by making a list (or spreadsheet) of
risks that might arise. Examples of common project risks include implementing a new
technology program for the project, having a poorly defined project objective or deliverable,
and not having adequate measures to protect the health and safety of project team
members.

Use your own project management expertise and consult similar past projects to see what
challenges you might expect. You’ll also want to have stakeholders, team members, and
subject matter experts generate ideas with you; they may have insight into the field that
you’ve overlooked

2. ANALYZE POTENTIAL RISK IMPACT

In the risk analysis stage, you’ll explore the probability of each risk occurring, as well
as the potential impact each risk will have on your project. You could begin putting this list of
risks in a risk register—a chart that lays out each risk, followed by information like priority
level and mitigation plans. You can record both qualitative and quantitative information.

3. ASSIGN PRIORITY TO RISK

In this stage, you’ll assign priority to risks by using the probability and impact of each
risk to determine their risk levels. This means assigning each risk a high, medium, or low
priority based on the factors you’ve determined. Evaluating your risks gives your team the
chance to see where to focus their energy in mitigating risk.

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4. MITIGATE RISK

Come up with a plan to mitigate each risk and record these plans in your risk register. What
is risk mitigation? There are four common ways to mitigate risks, including avoiding them,
accepting them, reducing them, and transferring them. Deciding which approach to use for
each risk isn’t an exact science, and you’ll have to use your judgment and expertise to
determine which is best.

Avoid: Not all risks can be avoided, but it can be a good idea to do so when you can. Avoid a
risk if there is a high chance that a risk will happen. Has a partner vendor gained a
reputation for providing low-quality work? Try to find a different one. Are you event-planning
during the rainy season? Move the event indoors, or to a sunnier season.

Accept: Accepting risks can make sense if they have a low chance of happening and will
have low impact on your project. Ultimately if the risk does happen, it shouldn’t derail your
project. Say you’ve ordered sunflower arrangements for a wedding reception, but the florist
says there’s a small chance they won’t have enough and will have to replace some with
tulips. Since the probability of risk is low and having tulips instead of sunflowers won’t upend
the wedding, you might accept the risk instead of troubling yourself to find a new florist.

Reduce: Reducing risk means changing elements in your plan to minimize the risk’s
probability of happening or potential impact on your project. Medium and high risks are good
candidates to reduce. Reducing usually requires some effort or investment. For example, a
project manager could hire new team members if the team is falling behind on work. This
might also mean including risk-reduction tactics in your project plan. Time buffers for
complex or time-sensitive tasks can allow you some flexibility if work starts to fall behind.
Having a contingency budget can help absorb unexpected costs if they arise.

Transfer: Transferring risks entails shifting the risk to another party outside of your project.
This can mean obtaining an insurance policy, or outsourcing parts of the work to a third
party. The risk might still occur, but the direct impact on your project will be absorbed by
somebody outside of your project.

5. MONITOR RISK

In the last step, set up a process to monitor each risk as your project begins.
Assigning team members to keep an eye on specific risks and mitigate them ensures you’ll
have a constant sense of where the risks are and how likely they are to happen, so you'll be
ready to tackle them if they occur.

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TOOLS TO MANAGE RISK IN A PROJECT

Tools can provide you with structure for your team’s thoughts and efforts, and serve
as a point of reference throughout a project. Here are a few you might consider using in your
risk management process.

Risk management plan: A risk management plan is generally a living document that
contains all information related to risk in your project. This can contain an executive
summary, your risk register, mitigation plans, risk owners, and any other information
pertaining to risk. Project managers may update the document as the project progresses and
needs fluctuate.

Risk register: A risk register is a chart that contains all the risks associated with a project,
as well as their priority levels, mitigation plans, and other important details. A risk register
might also be called a risk matrix. You can find project management software that can help
you compile risk registers, or else create your own in a spreadsheet.

1.6 PROJECT SCHEDULES & RESOURCES

The use of scheduling methods in engineering operations (whether some form of bar
chart or network analysis) is covered by many books, for example, Wild (1984). However,
with either batch or continuous production the scheduling requirements are somewhat
simpler. By definition a project is not a recurrent activity, thus the time and cost associated
with each activity is an estimate, and consequently there is an important need for information
that monitors the progress of the project. Books on project management such as Lock
(1977) and Harrison (1985) give comprehensive treatments of scheduling techniques, but
with less emphasis on the project monitoring aspects, and the integration of financial control.
Before dealing with specific techniques it is worth remembering that there are two extreme
types of project, though most fall somewhere between the two:

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● known technology for a known environment;

● novel technology for a novel system.

BAR CHARTS - Bar charts are long established and easy both to construct and to interpret,
yet they are also very versatile. With a bar chart, each activity has a separate bar, the length
of which corresponds to the activity duration. The horizontal position of the bar also identifies
the start and finish times.

NETWORK ANALYSIS - Network analysis describes several planning techniques, of which

critical path analysis (CPA) and programme evaluation and review technique (PERT) are the
best known; both techniques were devised in the USA in the 1950s. The arrow or network
diagrams used in CPA or PERT show the interdepen- dence of activities, but unlike bar
charts their length has no relation to the activity duration.

COMPUTER BASED SYSTEMS - The computer program will also be able to check the logic
in the network; it will be able to identify activities not connected to two events, more than one
activity connected to the same events, loops and dangles. Errors that are plausible cannot of
course be identified by a computer.

1.7 BILL OF QUANTITIES

The bill of quantities is a document prepared by the cost consultant that provides project
specific measured quantities of the items of work identified by the drawings and
specifications in the tender documentation. The quantities may be measured in number,
length, area, volume, weight or time. Preparing a bill of quantities requires that the design is
complete and a specification has been prepared.

What is Bill of Quantities?

The Bill of Quantities (BOQ) is a comprehensive document that provides a detailed list of
materials, quantities, and associated costs required for a construction project. It serves as a
tendering and procurement tool, enabling accurate estimation of project costs and facilitating
the bidding process.

Components of BOQ

A typical BOQ includes the following components:

1.) Item Description: A clear and concise description of each item or activity involved in
the project.

2.) Unit of Measurement: The specific unit (e.g., meters, kilograms, hours) used to
measure the quantities of each item.

3.) Quantity: The estimated or measured quantity required for each item.

4.) Rate: The unit price or cost per quantity of each item.

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5.) Amount: The calculated cost for each item (quantity multiplied by the rate).

Preparing a BOQ

Before we get into the step-by-step method of drafting a bill of quantities, it’s imperative that
we learn about the different types of bills of quantities or we would rather term them as
different stages for a bill of quantities.

°Preliminary Bill of Quantities (PBQ) – This bill estimates the initial project costs,
covering concepts like site preparation and early-stage construction activities.

°Approximate Bill of Quantities (ABQ) – An approximate bill of quantities (ABQ)

provides cost estimates for different construction phases, helping with budgeting and
financing.

°Revised Bill of Quantities (RBQ) – RBQs are updated versions of the original
BoQ, reflecting changes in the project scope or design.

°Firm Bill of Quantities (FBQ) - A firm bill of quantities (FBQ) is a finalised and
agreed-upon version of the BoQ, used for tendering and contract execution.

°Provisional Bill of Quantities (PBQ) – Provisional Bill of Quantities (PBQ) includes

items with uncertain quantities or costs, often used when exact figures are hard to
determine during project planning.

°Contractor’s Bill of Quantities (CBQ) – The contractor prepares CBQs, detailing

their specific requirements and pricing for a project, often in response to an FBQ.

Guide for Creating BOQ

1.) Initial project documentation

°Begin by collecting all relevant project documents, including architectural plans,

engineering drawings, and specifications. These documents set the foundation for
your BoQ.

2.) Itemisation and categorisation

°Review the project documents thoroughly and itemise all materials and labour
required.Categorise items as either materials or labour and provide concise, yet
detailed descriptions for clarity.

3.) Quantify with costs

°Based on the project specifications, start with quantifying all the items required in
the projects and their associated costs. Calculate the total costs involved. This will
also help you calculate the total man hours required to complete the project.

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4.) Quality control

°Review and cross-check your BoQ thoroughly to ensure accuracy and consistency.
This is a crucial step to avoid any errors. It’s best practice to get more eyes to review
your bill of quantities, leaving zero space for any discrepancies.

5.) Compliance and standards

°Ensure that your Bill of Quantities adheres to the relevant standards and guidelines
in the UK, such as the New Rules of Measurement (NRM) or any specific industry
standards applicable to your project.

6.) Final compilation

°Organise your BoQ in a clear and easily understandable format. Include a cover
page with project details and any terms and conditions if required.

Advantages of BOQ

Now that we have explored the definition let’s look at the benefits and importance of a bill of
quantities.

1.) Simplified and efficient tendering:

°As mentioned previously, one of the main benefits and purposes of a Bill of
Quantities is to ensure an accurate and fair bidding process. Having this as a
standard document ensures that competing contractors price the project on the same
basis, thus reducing the risk of ambiguity through omissions or misunderstandings.
Plus, it saves the owner and their team hours analyzing bids, as comparisons are
way easier if everyone bids based on the same quantities.

2.) Planning & scheduling:

°Another key advantage of a BoQ is that it enhances construction planning and

scheduling. The information about the work to be completed provided by the BoQ
can be linked with the project plan, which provides time-related information, to
achieve better planning. This will help deliver the project within the expected timeline
and avoid any waste of equipment, labor, or materials.

3.) Communication, accountability & transparency:

°A BoQ provides a comprehensive overview of works, which makes it the perfect tool
to ensure effective communication, accountability, and transparency between the
owner and the contractor. A clear layout of tasks and costs organized in a defined
timeline reduces the chance of mistakes or misunderstandings, and it saves both
parties time by avoiding unnecessary meetings.

4.) Cost control:

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°A well-constructed BoQ provides project owners and contractors with accurate cost
control. A detailed overview of items and their prices can help identify the most costly
items and look for alternatives to ensure the budget is respected. During
construction, the document gives visibility into upcoming expenses to help with
resource management.

5.) Analysis, collection & storage of cost data:

°Once the BoQ is priced, it serves as an invaluable source of cost data. Quantity
surveyors or cost professionals can use a priced BoQ to provide professional advice
about the potential costs of future building projects. The cost data from a priced BoQ
can be retrieved and stored to be analyzed in different ways and applied for cost
estimation or benchmarking purposes, among other things.

Importance of BOQ

°It helps all the contractors to compare the items and materials price for better job
opportunities.

°Bill of quantities provides a basic idea about a project by judging its quantities to
tender.

°Bill of Quantities also evaluates the scope of a particular project.

°By using BOQ contract sum can be predicted.

°It provides the best basis for evaluation of the project, its tender comparison, and
contract comparison.

1.8 INTERPRETATION ARCHITECTURAL, STRUCTURAL & FIRE PROTECTION PLAN &

OTHER WORKING DRAWINGS

The accurate interpretation of several technical drawings, such as architectural,

structural, fire safety plans, and among other working drawings, is essential to the effective
management of engineering projects. These information are essential because they offer the
knowledge and guidelines needed for guiding construction and make sure the project meets
with all legal, safety, and design standards.

What is interpretation?
It is a specific interpretation of a substantial work that projects or draws on another's
expertise to construct something; it is created through design movements that are based on
task-specific knowledge, combine its parts to create a solid foundation by achieving distinct
characteristics their connection to one another.

Architectural
It offers the potential to make the process of converting paper-based or old-fashioned
CADD drawings that have been preserved into technologically intelligent model-based

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CADD representations with much more features easier. Different types of drawings are used
in architecture at different stages of the design process, from unstructured sketches to
schematic designs to more formally established, greater representations that are used to
communicate construction information to contractors.

Structural
Seeing several chosen inline and crossline sections may be the initial phase in the
session in getting a knowledge of the deeper geology in the region. The structural pattern
may also need to be ascertained in other orientations, such as vertical portions following a
dominating dip direction.

Fire Protection Plan

It is an in-depth overview covering each aspect of fire safety for a particular structure
or place. The plan are including:
● A method that leaves the building in a safe and organized manner for its
residents.
● Fire prevention requires enough maintenance and cleaning.
● Control strategies that reduce the harm caused by fires when they happen to
go

Understanding To Other Engineering Plans And Drawings

In engineering management, it is essential to understand engineering drawings and plans as

they are the main tools for cooperation, communication, and quality assurance over the span
of a project. Efficient communication between different stakeholders is made possible by
precise and clarified drawings, which also promote smooth coordination and reduce
mistakes. In addition to helping with effective resource allocation, cost management, risk
mitigation, and ultimately successful project delivery, managers may monitor progress,
discover variations early on, and make sure the finished product satisfies requirements by
studying these drawings.

Types Of Other Engineering Plans And Drawings

● Architectural Drawings
Architectural drawings, which act as a visual aid for construction, show the structure
and design of buildings, including sections, floor plans, elevations, and architectural
details.

● Structural Drawings
Structural drawings depict the structure's framework along with its support systems,
elaborating on elements like foundations, beams, and columns that are important in
securing structural integrity and safety.

● Electrical Drawings
In Electrical drawings, it defines parts including wire, outlets, switches, and lighting
fixtures to enable correct installation and operation. They also show the architecture
and connections of electrical systems within building structures.
● Civil Engineering Drawings

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Civil engineering drawings provide the layout and construction requirements for
roads, bridges, dams, and other civil works. They also cover different components of
infrastructure projects, such as site plans, grading, drainage, and utilities.

● Mechanical Drawings
Mechanical drawings provide instructions for installation, maintenance, and functions
by showing the layout and design of mechanical systems and parts, such as
equipment, piping, and HVAC (heating, ventilation, and air conditioning) systems.

Plans and Drawings Interpretation

When interpreting engineering plans, it's important to understand the essential components
and use certain methods to comprehend and carry them out efficiently. Learning about
symbols, measurements, scales, and annotations on the drawings are essential components
as they provide significant information on the project's design and specifications.

Common Symbols in Engineering Plans and Drawings

References:
APA format
Westland, Jason. “Project Documentation: 15 Essential Project Documents.”
ProjectManager, 5 Aug. 2022,
https://www.projectmanager.com/blog/great-project-documentation.
“Work Breakdown Structure.” Workbreakdownstructure.Com,
https://www.workbreakdownstructure.com. Accessed 14 June 2024.
“What Is Program Evaluation Review Technique (PERT)? – Shopify Philippines.” Shopify,
https://www.shopify.com/ph/blog/what-is-program-evaluation-review-technique. Accessed 14
June 2024.
Atlassian. “Gantt Charts.” Atlassian,
https://www.atlassian.com/agile/project-management/gantt-chart. Accessed 14 June 2024.
Asana. “Use Critical Path Method (CPM) for Project Management [2024] • Asana.” Asana,
https://asana.com/resources/critical-path-method. Accessed 14 June 2024.

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deBara, Deanna. “How to Write an Effective Project Plan in 6 Simple Steps.” Work Life by
Atlassian, 20 July 2023,
https://www.atlassian.com/blog/project-management/write-an-effective-project-plan.
Benator, B. (2003). Project Management & Leadership Skills for Engineering & Construction
Projects. https://doi.org/10.1201/9781482276008

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