GROUP 1

FUNDAMENTALS OF
PROJECT
MANAGEMENT
PRESENTERS: BALCITA
CAMACHO
CARANGLAN
CASI
SOLIMAN
 TABLE OF CONTENTS

SLIDE 4: INTRODUCTION TO PROJECT

MANAGEMENT

SLIDE 11: ARCHITECTS AS PROJECT

MANAGERS

SLIDE 25: ROLES AND

RESPONSIBILITIES OF A PROJECT
MANAGER
 TERMS TO REMEMBER
• Project Management - is the act of planning, organizing and
managing a project in order to achieve a pre-defined goal or
outcome
• Project Manager - In charge of directing the project’s overall
execution, coordination, and delivery within time, budget, and
quality limitations.
• Project Architect - Involved with the layout and technical elements
of the task, ensuring that the architectural vision was realized and
complied with.
• Architectural Project Manager - oversees the design and
construction of a project, acting as a liaison between the architect
(or firm) and construction workers.
• Stakeholders - are all parties that, directly or indirectly, have an
interest in what you are doing or in the final result.
INTRODUCTION TO PROJECT
MANAGEMENT
What is a project?
A 'project' is a set of agreed
activities with a definite start,
middle and end.

Time: scheduling is a collection of techniques used to develop

and present schedules that show when work will be performed.

Cost: funds are acquired and finances to be managed.

Scope: It illustrates the project’s goals by specifying the tasks,

objectives, and deliverables that must be completed.

Quality: how will fitness for purpose of the deliverables and

management processes be assured?
 What is
2 PROJECT MANAGEMENT

Why do we use project management?

Project management is a controlled
implementation of the project plan under the The goal of project management is to create a
direction of the organization. final product that will benefit the organization
that initiated the project.

Projects that require formal

management are those that:
A project has a lifecycle, underpinned by a • Produce something new or altered, tangiblel or
plan, which is the path and sequence through intangible.
the various activities defined to produce its • Have a finite timespan: a definite start and
products. end.
• Are likely to be complex.
• Require the management of change or risk.
 Scope of Project Management

Project
Planning

Resource
Management

Client
Communication

Risk
Management

Project Monitoring
and Control
 Why is this important?
3 PROJECT MANAGEMENT

Effective project management

Project management ensures that large
requires strong communication
deliverables are executed properly.
skills, attention to detail, and
adapting to ever-changing
circumstances. It is critical in many
industries, including construction,
engineering, software development,
and marketing, among others.
Usually documents, evaluates, and
monitors a series of smaller, more
manageable tasks that come together to
make something bigger possible.
 Steps of Project Management

Initiation Planning
Execution
It involves brainstorming, Breaking down the project into
manageable tasks, Tasks are assigned, and the
feasibility studies, and refining
project team members
the project concept to align sequencing them logically,
collaborate to bring the
with organizational goals and estimating resources, and
developing a comprehensive project deliverables to fruition.
stakeholder needs.
project plan.

Closing Monitoring
Loose ends are tied, and Tracking project performance
accomplishments are celebrated. against the plan, identifying
debrief on "lessons learned" to any deviations or issues, and
implement better processes or project taking corrective action to
management techniques for future bring the project back on
similar projects. course.
 A PROPERLY MANAGED PROJECT
WILL USUALLY HAVE:

Strong leadership, A committed A project plan and

accountability, project sufficient funding to
and governance manager. carry it out.
arrangements.

Clear procedures for

Efficient Clearly defined
managing concerns,
arrangements reporting frameworks
risks, parties
for project assurance. and a well-defined
involved,
project scope.
communications,
and benefits.
What is a PM’s purpose?
Client’s representative to ensure the
project goes according to client’s
specifications.

Qualities of a PM
• Leadership skills
• Communication skills
• Problem-solving skills
• Delegation skills
• Enthusiasm
• Team-building
skills
• Integrity
• Competence
CAN ARCHITECT ACT AS A PROJECT MANAGER?

YES, Architects can act as a project managers.

• Architects have a profound understanding of design

and construction, particularly with years of
experience.
• Their expertise enables them to anticipate potential
challenges in the building process.
• Architects are inherently skilled in communication,
effectively collaborating with various stakeholders.

However, Skillset and Project size is a crucial factors.

 PROJECT PROJECT
ARCHITECT MANAGER
• Involved with the layout and technical elements • In charge of directing the project’s overall execution,
of the task, ensuring that the architectural vision coordination, and delivery within time, budget, and
was realized and complied with. quality limitations.
• Manages the architectural aspects of • Oversees all phases from inception to completion,
construction projects, collaborating with clients, ensuring they meet schedule, budget, and scope
engineers, contractors, and stakeholders to criteria.
ensure designs are compliant, within budget, and • Project managers need soft skills (negotiation,
on schedule. problem-solving, leadership, conflict resolution) and
• Oversee the process, from design planning to hard skills (project management methodology and
post-construction assessments, transforming tools) to manage risks, allocate resources, and deliver
client ideas into practical designs, managing value to stakeholders effectively.
specifications and costs, and ensuring permits
and approvals are obtained.
 QUALIFICATIONS OF ARCHITECTS AS
PROJECT MANAGER

Relevant Work Experience

Bachelor or Master’s
(Architectural and
Degree in Architecture
Construction Projects)

Obtain Certification and Project Management

Architecture License Expertise
QUALIFICATIONS OF ARCHITECTS AS
PROJECT MANAGER

Technical Proficiency Problem-Solving Abilities

Leadership and Time management skills

Communication
CERTIFICATION FOR ARCHITECTS AS
PROJECT MANAGER

• PROJECT MANAGEMENT PROFESSIONAL (PMP)

The PMP certification, globally recognized in project management, requires
professionals to have at least two years of experience. The exam covers six
domains: initiating, planning, executing, monitoring and controlling, closing, and
professional responsibility. It is renewable every three years.

• CERTIFIED ASSOCIATE IN PROJECT MANAGEMENT (CAPM)

The CAPM certification, aimed at boosting project management skills, demands
23 education hours and passing a 150-question exam in 3 hours. Suitable for any
career stage, it requires renewal every three years.
 ARCHITECT AS PROJECT MANAGER

• An architectural project manager oversees the design and construction of a project, acting as a liaison
between the architect (or firm) and construction workers. Their role involves ensuring the construction
aligns with the architect's vision, monitoring all building phases, and consulting regularly with the
architect, site project manager, and other professionals on progress, budget, schedule, and contractor
hiring.

• An architect's expertise in design and construction

significantly benefits project management, especially for
intertwined projects like house building or office
renovations. They can:

1.Assess design feasibility and foresee construction

challenges.
2.Communicate efficiently with contractors and engineers,
leveraging their knowledge of architectural plans.
3.Apply creative problem-solving with design thinking
skills.
JOB DESCRITION AND SALARY OF PROJECT
MANAGER
Manages a team of designers and architects, and coordinates most, if not all, aspects of construction
projects from conception stage and design through construction and project completion, working in
both the office and field. Develops, organizes, and reviews building plans, making sure projects meet
environmental, safety, structural, zoning, and aesthetic standards.

Monitors project performance and progress during site visits, and assures the architectural teams
meet quality, schedule, contractual, and budget goals and that all phases of the construction process
are in compliance with building plans and project deadlines.

Source: https://www.salaryexpert.com/salary/job/project-manager-architectural/philippines
 IMPORTANCE OF HIRING ARCHITECTS
Why Hire an Architect?

Architects are the masterminds behind built projects, big and

small. Although they can specialize in a variety of areas,
they’re generally responsible for designing spaces that are
safe, functional, and accessible. Architects ensure that the
plans are adhere to local code while staying within the
budget and timeframe.

Their work requires a sharp eye for detail, strong project

management skills, and an aptitude for both technical and
creative thinking.
! YOU MIGHT HIRE AN ARCHITECT TO:
Draw blueprints that form the basis for
municipal approvals and construction
Detail project specifications that identify
materials and standards to be met

Supervise contractors during

construction

Create renderings of building exteriors

and interiors

Offer expertise on a specialty in the field, like

landscape architecture, accessibility, or
sustainability.
 FULL - TIME FREELANCE
ARCHITECTS ARCHITECTS

FULL - TIME ARCHITECT FREELANCE ARCHITECT

Full-Time Architect creates consistent results Freelance Architects provide special projects or
and they are available on a regular basis. temporal busy times. They are taking a project
They provide an ongoing work as well as through which it calls for an extra architect until
giving more control in their position. the project is done.
 RANKS OF ARCHITECTS
ARCHITECT INTERNS PROJECT MANAGER

Graduates with an architecture degree who does Highly experienced architects that handle all
not have a license. They work under the aspects of managing an architecture project.
supervision of a licensed architect.

ARCHITECTS DEPARMENT HEAD

Licensed architect in the position; they are

Senior manager positions for architects- they
frequently hold varying levels of responsibility in
are responsible for all architects and all
the firm and are restricted to particular project
department activity.
tasks. As architects advance, the ranks might
continue with increased responsibilities.
 WHERE TO FIND ARCHITECTS

SET UP INTERNSHIPS NETWORK IN SIMILAR INDUSTRIES

Welcoming architecture school graduate Talk to contacts in the industry that you
as interns. work with such as contractors and interior
designers to find new recruit architects.
ATTEND INDUSTRY EVENTS
POSTING JOB ONLINE
Conferences, trade shows, and similar
industry events; networking with other Posting through online would find and
architects in order to find prospects. attract quality architect candidates.

PROMOTE FROM WITHIN

Considering looking for architects that
are ready for more responsibility.
 HOW TO HIRE PROJECT MANAGERS?
STEP 1: IDENTIFY YOUR HIRING NEEDS

Determining what type of worker you actually need for the project. Adding a
background is also an important factor in determining whether they are fit for the
position.

STEP 2: CREATE AN IDEAL CANDIDATE PROFILE

 STEP 3: MAKE A BUDGET

The compensation of an architectural project manager may vary depending on a

number of variables, including the hiring company's reputation, seniority,
experience, area, and credentials.

STEP 4: WRITE A JOB DESCRIPTION

A list of duties, necessary qualifications, and an overview of the position should all
be included in an employment description for an architectural project manager.
 STEP 5: POST THE JOB

- Consider promoting from within or recruiting from your existing workforce.

- Ask for referrals from friends, family members, and current employees.
- Attend job fairs at local colleges to find candidates who meet your education requirements.
- Use social media platforms like LinkedIn, Facebook, and Twitter to reach potential job candidates

STEP 6: INTERVIEW CANDIDATES

Your initial interview should involve asking candidates about their experience and interest in the
position in order to successfully hire architectural project managers. During follow-up interviews,
you can go into further depth about the business, the position, and the duties.
 STEP 7: SEND A JOB OFFER AND ONBOARD THE CHOSEN CANDIDATE

It's time to draft an offer letter when you've decided who would make the finest
architectural project manager. Details regarding the benefits and perks you
provide the candidate should be included in this letter in addition to the salary.
 ROLES AND RESPONSIBILITIES
1.Planning the project
2.Creating a schedule and timeline
3.Effective distribution of tasks (Task
breakdown and activity planning)
4.Managing documents and budgeting
A Project manager is
responsible for a variety
5.Monitoring progress and delays
of tasks and activities 6.Establish regular meetings
7.Ensuring stakeholder satisfaction
8.Evaluating project performance
 PLANNING THE PROJECT

• Ensure that the plan is concise and

• A project manager's first and foremost clear so that it can be executed by
responsibility is planning the project the team and monitor the progress.
from its initiation till its closeout.
Thus, identifying the following:
⚬ Scope
⚬ Cost
⚬ TImelines
⚬ Risk
⚬ Availability of resources

CREATING A SCHEDULE AND

TIMELINE
 Budget management-project manager’s
EFFECTIVE DISTRIBUTION OF TASKS primary duty
• Professionals make sure that the project gets
done without excessive spending.
• The essential part of being a project • A good project manager has mastered the
manager is to properly assemble and art of cost efficiency.
• Must be transparent and realistic about the
lead the team wisely.
cost so clients are aware from the beginning
how much they are likely to spend.

• Know the strengths and weaknesses

of each member of the project team. MANAGING DOCUMENTS AND
BUDGETING
 MONITORING PROGRESS AND
DELAYS • Communication is a skill that a
project manager should have to
• Organization and follow-through are convey project objectives, updates,
a big part of a project manager’s role. and feedback to all stakeholders to
• From creating an accurate timeline of
make sure it's aligned with the goal of
project completion to ensuring tasks
the project. the regular meeting
are finished within the confines of the
should highlight the following:
assignment, the project manager
must remain aware of how the ⚬ The agenda is understood by the
project is progressing. project team
• The project manager also anticipates ⚬ Let the participants know the
delays that may occur on the client timeline of the project to prepare
side and apprises the team of any in advance
changes in the client’s needs. ⚬ Recap of the project
ESTABLISH REGULAR MEETINGS
ENSURING STAKEHOLDER • During the completion phase of the
SATISFACTION project, it is necessary for the project
manager to provide reports and
• The project manager should ensure documents to the stakeholders.
the satisfaction of the stakeholders ⚬ To keep records done to the
to decrease uncertainty and project
unexpected surprises. ⚬ Ensures that the project meets
the requirements set by the
stakeholders

EVALUATING PROJECT
PERFORMANCE
 PROJECT MANAGER SKILLS

project manager responsibilities are abundant, a broad range of

skills is helpful in propelling them through the process.

• Accountability • Forecasting
• Adaptability • Leadership
• Budget Management • Management
• Clear Communication • Organization
• Creativity • Problem Solving
• Decisiveness • Strategic Thinking
• Delegation • Stress
Management
• Time Management
 SOURCES
https://www.apm.org.uk/resources/what-is-project-management/
https://www.investopedia.com/terms/p/project-management.asp
https://www.nu.edu/blog/why-is-project-management-important/
https://techcanvass.com/blogs/roles-and-responsibilities-of-a-project-manager.aspx#third
https://www.purdue.edu/projectmanagementcertification/news/project-manager-job-description-career-
outlook/
https://www.zippia.com/architectural-project-manager-jobs/how-to-hire-an-architectural-project-
manager/#ideal-candidate
https://www.indeed.com/recruitment/how-to-hire/architect
https://business.linkedin.com/talent-solutions/resources/how-to-hire-guides/architect/interview-questions
https://www.finance-ni.gov.uk/articles/introduction-project-management
https://www.salaryexpert.com/salary/job/project-manager-architectural/philippines
https://www.invensislearning.com/blog/architectural-project-manager/
https://www.enginuityadvantage.com/how-to-become-an-architectural-project-manager/
https://www.thecareerproject.org/job-title/architectural-project-manager/
https://www.4cornerresources.com/job-descriptions/architectural-project-manager/
https://www.indeed.com/career-advice/finding-a-job/architects-as-project-managers
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 MODULE 1:
GROUP PRESENTATION

Presented by the members of the group:

PEREZ, RODELAS, SASUMAN, TRANSFIGURACION

With guest speaker:

Denzel Ng

GROUP 3 - SECTION E01

AR186-1 : PROJECT EVALUATION & MANAGEMENT
 TABLE OF CONTENTS
Project Resource Management
Resource Project Management
Plan Resource Management
Estimate Activity
Acquire Resources
Develop Team
Manage Team
Control Resources
Challenges and Solutions in Resource Management

Project Management Team Organization

Project Team
Common Rules on a Project Team
Team Charter
Project Team Structure
How to Assemble a Project Team
Effective Team Management
Tools & Techniques
Conflict Resolution and Team Dynamic
DEFINITION OF TERMS

Project Manager
The most fundamental role in the construction, guiding the team
through the project life cycle via decision-making and ensuring
alignment with project goals.

Project Stakeholders
individuals or groups who are impacted by the project's outcome, and
their involvement is crucial for project success, necessitating effective
communication and collaboration throughout the project.

Project Team
A cross-functional group of individuals working together to achieve a
common goal, pooling diverse skills and expertise, fostering innovation
and adaptability in addressing project challenges.

Hierarchical structure
This structure prioritizes clear authority and reporting for large design
groups, streamlining communication and decision-making processes.
 PROJECT RESOURCE MANAGEMENT
WHAT IS A RESOURCE?
• Includes raw materials, operational supplies, funding, personnel, technology, and any other items
or services required along the way. Resources can be project specific, or they can be general and
used across multiple projects.

Resource Project Management

• It is done by maximizing the utilization of the company’s resources by planning, allocating, and
scheduling as efficiently as possible.
• Resource management needs Resource utilization. The usage of resources as a percentage (%). It
is a way to measure how much time of the total working time each resource spends on each task.
 Plan Resource Estimate Activity
Management Resources

COMPONENTS OF
PROJECT RESOURCE
MANAGEMENT
Control Acquire
Resources Resources

Manage Develop
Team Team
 PROJECT RESOURCE MANAGEMENT

• Defining how to estimate, acquire, manage, and utilize physical and team resources. Establish the
approach and level of management effort needed for managing project resources.

⚬ Performed once or at predefined points.

Input Tools & Techniques Output

• Project Charter • Expert Judgement • Resource
• Project Management
• Data Presentation
Management Plan
• Project Documents • Organizational Plan
• Enterprise Theory • Team Charter
Environmental
• Meetings • Project
Factors
• Organizational Document
Process Assets Updates
 PROJECT RESOURCE MANAGEMENT
What is a Expert Judgement?
• Expertise should be considered from individuals or groups with specialized knowledge or training.

This also considers:

• Negotiating for the best resources within the organization;
• Talent management development; and personnel
• Determining the preliminary effort level needed to meet project objectives;
• Estimating lead times required for acquisition, based on lessons learned and market conditions;
• Identifying risks associated with resource acquisition, retention, and release plans;
• Complying with applicable government and union regulations; and
• Managing sellers and the logistics effort to ensure materials and supplies are available when needed.
 PROJECT RESOURCE MANAGEMENT

• Utilized during the Plan Resource Management process to communicate roles and responsibilities.

Hierarchical Charts
• Ensure that each work package has an unambiguous owner and that all team members have a
clear understanding of their roles and responsibilities.

Work Breakdown Organizational Risk Breakdown

Structure Breakdown Structure Structure
 PROJECT RESOURCE MANAGEMENT

• Provides information regarding the way in which people, teams, and organizational units behave.

Theory X, Y, and Z Herzberg’s Two Factors Theory

 PROJECT RESOURCE MANAGEMENT

• Estimating team resources and the type and quantities of materials, equipment, and supplies
necessary to perform project work.

⚬ Identifies the type, quantity, and characteristics of resources required.

Input Tools & Techniques Output

• Project • Expert Judgement • Resource
Management Plan • Bottom-up Estimating Requirements
• Project Documents • Analogous Estimating • Basis of Estimates
• Enterprise • Parametric Estimating • Resource
Environmental • Data Analysis Breakdown
Factors • Project management Structure
• Organizational Information System • Project Document
Process Assets (PMIS) Updates
• Meetings
 PROJECT RESOURCE MANAGEMENT
• Resource Requirements
⚬ Identify the types and quantities of resources required for each work package or activity.
• Basis of Estimates
⚬ Resources used to develop the estimate (information from previous similar projects).
Assumptions associated with the estimate.
• Resource Breakdown Structure
⚬ Hierarchical structure of identified resources. Can be classified by category (Labor, material,
equipment, or supplier)
 PROJECT RESOURCE MANAGEMENT

• Obtaining team members, facilities, equipment, materials, supplies, and other resources necessary
to complete project work.

⚬ Outlines and guides the selection of resources and assigns them to their respective
activities.

Knowledge Attitude Experience Skills Intentional

• if the team • Verify that the team
Factors
• Determine if the • Determine if the
member has • Consider team
relevant knowledge team member has member has the team member has
of the customer, relevant experience member location,
the ability to work the relevant skills to
similar time zone, and
with others as a that will contribute use a project tool.
implemented
projects, and to the project communication
cohesive team.
nuances of the capabilities
success.
project
environment.
 PROJECT RESOURCE MANAGEMENT

1. Plan Human Resource Management - the process of

identifying and documenting project roles,
responsibilities, required skills, and creating a staffing
management plan
2. Acquire Project Team - confirming human resource
availability and obtaining the team necessary to
complete the project
3. Develop Project Team - improving competencies, team
member interaction, and overall team environment to
enhance project performance
4. Manage Project Team - tracking team member’s
performance, providing feedback, resolving issues, and
managing changes to and optimize project
performance
 PROJECT RESOURCE MANAGEMENT

1. Tracking Resource Usage: Monitor resource utilization

rates, including time spent on tasks, equipment usage,

and material consumption

2.Identifying Resource Bottlenecks: Identify potential

resource bottlenecks or conflicts that could impact

project progress and take proactive measures to

address them

3.Adapting Resource Allocation: Continuously evaluate

resource needs and adapt resource allocation as

project dynamics evolve to ensure optimal resource

utilization
 PROJECT RESOURCE MANAGEMENT

Resource Allocation - the process of

assigning resources to specific tasks or

activities within a project

Key Considerations include:

• Resource Availability

• Resource Skills and Experience

• Resource Utilization BENEFITS OF EFFECTIVE RESOURCE

ALLOCATION IN PROJECT MANAGEMENT
PROJECT RESOURCE MANAGEMENT
TECHNIQUES

Resource aggregation
the process of grouping similar resources for more efficient management and allocation

Benefits:
• Improved Resource Visibility
• Enhanced Skill Sharing
• Efficient Resource Allocation

Resource scheduling
the process of determining when resources will be needed throughout the project
lifecycle. This helps identify potential resource bottlenecks and conflicts, allowing for
proactive adjustments.

Key Considerations include

• Task Dependencies
• Resource Availability
• Resource Conflicts
 PROJECT RESOURCE MANAGEMENT

Challenges and Solutions in Resource Management

• 1. Balancing resources across multiple projects -

Client-facing businesses often manage multiple
projects all at once and must split up their time
between different clients and projects

• 2. Lack of resource visibility - If a project manager

doesn't have complete visibility into who is available to
work on a project and who is at capacity, they will have
issues assigning tasks in the most efficient way. It will
be difficult to stay on top of project progress across
milestones and how and where resources should be
placed.
 PROJECT RESOURCE MANAGEMENT

Challenges and Solutions in Resource Management

• 3. Communication issues - Communication

breakdown leads to resource problems. Effective
communication not only strengthen relationships but
also makes lesser room for error.

• 4. Increased Complexity - Increasing project

complexity requires project managers to acquire more
in-depth knowledge of the technologies and processes
of completing the project. It gives rise to pressure for
project managers to deliver projects on a tight
schedule.
 PROJECT RESOURCE MANAGEMENT

Challenges and Solutions in Resource Management

• 5. Poor Time Tracking - Tracking time is essential when

delivering client work. Regularly missing deadlines and

underperforming may simply come down to not having

enough time to complete the work or leading to a huge

resource management problem.

 PROJECT RESOURCE MANAGEMENT

BEST PRACTICES FOR PROJECT RESOURCE MANAGEMENT

• 1. Know your team’s capability - Understand your

team’s strengths and limitations to assign tasks

effectively and optimize resource usage. Avoid

Resource Overloading; distribute tasks evenly to

prevent burnout, maintain quality, and ensure realistic

project timelines.
 PROJECT RESOURCE MANAGEMENT

BEST PRACTICES FOR PROJECT RESOURCE MANAGEMENT

• 2. Using a Work Breakdown Structure (WBS) -

Implement a WBS to break down tasks

systematically, aiding accurate planning and

resource allocation.
 PROJECT RESOURCE MANAGEMENT

BEST PRACTICES FOR PROJECT RESOURCE MANAGEMENT

• 3. Keep clear communication - Foster transparent

communication to convey project goals,

expectations, and changes, promoting

collaboration.

• 4. Focus on your critical and valuable resources -

Prioritize critical resources for high-impact tasks to

maximize their effectiveness.

 PROJECT RESOURCE MANAGEMENT

BEST PRACTICES FOR PROJECT RESOURCE MANAGEMENT

• 5. Track Actual Time Spent on Tasks - Monitor and

record actual time spent on tasks for insights into

resource efficiency and continuous improvement.

 PROJECT MANAGEMENT TEAM ORGANIZATION

PROJECT TEAM

• It is a cross-functional group of individuals working together to achieve a common goal.

Briefing

BIG IDEA
ANALYSIS

Teamwork
BUSINESS
STRATEGY
CREATIVE
PROCESS

Success
 PROJECT MANAGEMENT TEAM ORGANIZATION
COMMON ROLES ON A PROJECT TEAM

PROJECT
PROJECT PROJECT
TEAM
SPONSOR MANAGER
MEMBERS

A high-level champion who The most fundamental role, The backbone of the project,
secures resources & advocates guides the team through the contributing their skills &
for a project's success. project life cycle via decision- expertise to complete assigned
making tasks.
RESPONSIBILITIES: RESPONSIBILITIES:
Secure, Guide, Solve Plan, Lead, Deliver, Adapt RESPONSIBILITIES:
Execute, Collaborate, Contribute,
• Making key business decisions • Create schedule and deadlines Adapt
• Approving any increases to the • Hiring and recruiting
budget and schedule adjustments • Regular updates • Complete their work on time and
• Regularly communicating with the • Review budget within budget
project manager and team • Assign tasks • Providing expertise
 PROJECT MANAGEMENT TEAM ORGANIZATION
COMMON ROLES ON A PROJECT TEAM

Internal
Stakeholders
Project Business
Stakeholders Project team Analyst
Project manager
Sponsor
Stakeholders are individuals or Internal teams Business analysts bridge the gap
groups who are impacted by between business needs &
the project's outcome. technical solutions, ensuring
projects deliver value.
RESPONSIBILITIES: External
Inform, Advise, Support Stakeholders RESPONSIBILITIES:
External clients Analyze, Translate, Align
• Identify project constraints End-user
• Name risks Subcontractors • Identify project constraints
• Offer expertise Government • Name risks
• Give feedback Supplier • Offer expertise
Community • Give feedback
 PROJECT MANAGEMENT TEAM ORGANIZATION

TEAM CHARTER
• It is the team's "North Star," outlining its purpose, OTHER COMMON
roles, and how it will work together to achieve
success.
ROLES ON A PROJECT
TEAM
• Quality Assurance (QA) Specialist

• Risk Manager

• Resource Manager

• Legal Counsel

• Safety Officer
PROJECT MANAGEMENT TEAM ORGANIZATION

Project Team Structure

• The project team structure defines how team
members work together and report within the
organization.

What is your project team structure

and how do you improve it?

Project-Based Team Structure

Functional Project Team Structure

Matrix-Based Project Team Structure

Hierarchical structure
 PROJECT MANAGEMENT TEAM ORGANIZATION

CONSIDER THE KEY FACTORS THAT WILL AFFECT YOUR DESIGN TEAM STRUCTURE

Project Team size Organizational Desired Skill sets and

complexity Goals Outcomes expertise
PROJECT MANAGEMENT TEAM ORGANIZATION

Functional Structure
Members are grouped based on their
areas of expertise or functions

Pros Cons
• Specialization and • Limited cross-
expertise functional
• Productivity and collaboration
efficiency • Communication
• Consistency and challenges
quality • Integration difficulties
• Slow response to
change
PROJECT MANAGEMENT TEAM ORGANIZATION

Cross-functional structure
Diverse talents collaborate to solve
problems from all angles.
Pros Cons
• Improved • Coordination and
collaboration communication
• Better knowledge problems
sharing • Potential for power
• Faster decision- struggles and conflict
making • Learning curve and
skills gaps
PROJECT MANAGEMENT TEAM ORGANIZATION

Project-based structure
Assembling specialists for each
project to ensure focused expertise.
Pros Cons
• Dynamic team • Lack of knowledge
compositions transfer
• Team size flexibility • Project management
• Efficient resource issues
allocation • Team collaboration
and cohesion
PROJECT MANAGEMENT TEAM ORGANIZATION

Matrix structure
Blends functional expertise with cross-
project collaboration, allowing specialists
to contribute to both their department
and specific projects.

Pros Cons
• Specialized expertise • Complexity and
• Collaboration and potential conflicts
interdisciplinary • Decision-making
approach challenges
• Effective • Power struggles and
communication accountability
PROJECT MANAGEMENT TEAM ORGANIZATION

Hierarchical structure
Prioritize clear authority and
reporting for large design groups.

Pros Cons
• A clear chain of • Limited autonomy and
command creativity
• Improved processes • Slower decision-making
• Role clarity processes
• Potential
communication barriers
PROJECT MANAGEMENT TEAM ORGANIZATION

Assembling a project team

Selecting a Cross-Functional Group of Team Members
• Consider involving multiple departments that need to collaborate for project success.
• Each department should have a designated leader responsible for managing their team.
• Decide which departments are relevant to your project and who will lead them.

Defining Roles and Responsibilities:

• Clearly define the roles and responsibilities of team members.
• Use tools like a responsibility assignment matrix (RACI chart) to determine who is responsible,
accountable, consulted, and informed for each task.
• Document this information in a team charter or similar document.
PROJECT MANAGEMENT TEAM ORGANIZATION

Assembling a project team

Setting Clear Expectations:
• Establish ground rules and expectations from the beginning.
• Define boundaries, steps to take in case of issues, and other relevant guidelines.
• Put these expectations in writing for easy reference by the entire team.

Creating a Communication Plan:

• Develop a project communication plan to ensure smooth communication.
• Set a cadence for project meetings.
• Require regular status reports.
• Schedule interdepartmental collaboration time.
 PROJECT MANAGEMENT TEAM ORGANIZATION

EFFECTIVE TEAM MANAGEMENT

• Hire the Right People:

⚬ Consider skills, personalities, work styles, and reliability.
• Prioritize Communication:
⚬ Be proactive and clear in providing up-to-date information.
• Encourage Collaboration:
⚬ Model cross-functional collaboration to enhance productivity.
• Delegate Tasks:
⚬ Trust your team members and provide motivation and
support.
• Provide Constructive Feedback:
⚬ Strengthen the team by offering meaningful feedback for
growth.
PROJECT MANAGEMENT TEAM ORGANIZATION

Tools and Techniques

RACI Matrix

• R esponsible
• A ccountable
• C onsulted
• I nformed
PROJECT MANAGEMENT TEAM ORGANIZATION
 PROJECT MANAGEMENT TEAM ORGANIZATION

IMPORTANCE OF RESPONSIBILITY ASSIGNMENT MATRIX/ RACI

• Eliminating role confusion.

• Preventing over-allocation of resources to one project and
under-allocation to another.
• Ensuring no task is overlooked when resources are
allocated.
• Providing a fast and efficient way to re-allocate resources
when there is turnover. New people can quickly identify their
roles in a project and the roles of those with whom they
must interact.

RACI Matrix encourages communication between roles.

Communication is the key to clearly understanding
expectations, which results in a smooth project.
 PROJECT MANAGEMENT TEAM ORGANIZATION

TEAM COMMUNICATION & COLLABORATION

Importance:
• Ensures clarity, efficiency, and productivity
• Enhances problem-solving and trust

Strategies:
• Regular Meetings: Schedule consistent, agenda-driven
sessions
• Clear Channels: Use established tools (emails, chats)
• Active Listening: Encourage open dialogue, practice non-
interruptive listening
• Feedback Mechanisms: Regularly solicit and implement
constructive feedback
 PROJECT MANAGEMENT TEAM ORGANIZATION

TEAM DYNAMICS & CONFLICT RESOLUTION

Understanding Dynamics:
• Positive Dynamics: Cohesion, support, motivation
• Negative Dynamics: Conflict, competition,
miscommunication
Impact:
• Direct influence on outcomes and team morale

Conflict Resolution Techniques:

• Identify Source: Understand root cause
• Open Communication: Encourage transparency
• Mediation: Use neutral third parties
• Negotiation: Find mutually satisfactory compromises
• Ground Rules: Set guidelines for respectful interactions
• Follow-up: Ensure sustained resolution
References:
• Project Management Institute (PMI). (n.d.). Project Resource Management [PowerPoint slides]. Retrieved from

https://www.slideshare.net/CrysanthusRaharjoPMP/project-resource-management

• Raharjo, C. (n.d.). Project Resource Management. [Scribd document]. Retrieved from https://www.scribd.com/doc/2188145/Project-Management (Document

ID: 537416652)

• Raharjo, C. (n.d.). Project Resource Management. [Scribd document]. Retrieved from https://www.scribd.com/doc/2188145/Project-Management (Document

ID: 511682386)

• Raharjo, C. (n.d.). Project Resource Management. [Scribd document]. Retrieved from https://www.scribd.com/doc/2188145/Project-Management (Document

ID: 620465107)

• ProjectManager.com. (n.d.). How to Assemble a Project Team: A Step-by-Step Guide. Retrieved from https://www.projectmanager.com/blog/assemble-a-

project-team

• Smartsheet. (n.d.). Project Management Organization Structure. Retrieved from https://www.smartsheet.com/marketplace/us/template-sets/project-

management-office

• Indeed. (n.d.). Project Teams: Definition and Importance. Retrieved from https://smallbusiness.chron.com/examples-project-teams-31600.html

• Playbook. (2022, March 17). Design Team Structure: Choosing the Right Model for Your Needs. Retrieved from https://www.playbook.com/blog/how-to-

manage-a-design-team-effectively/

• Good, L. (2024, May 6). What is a RACI matrix? project-management.com. https://project-management.com/understanding-responsibility-assignment-

matrix-raci-matrix/
ASSESSMENT
TEST
Why is effective project resource management
important for construction projects?
Why are project resource management
techniques critical in project resource
management?
Why do you think challenges arise in resource
management?
Why is choosing the right project team
structure crucial for successful project
completion in construction?
Why is assigning responsibility/roles important
in a project team?