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5-Integrated Project Management

The document discusses integrated project planning and management, focusing on the matrix organizational structure, its advantages and disadvantages, and the importance of teamwork and communication in project success. It highlights the role of project managers in conflict resolution and environmental management issues, including the significance of Environmental Impact Assessments. Additionally, it outlines strategies for developing an environmental strategy and managing project-related environmental concerns.

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15 views20 pages

5-Integrated Project Management

The document discusses integrated project planning and management, focusing on the matrix organizational structure, its advantages and disadvantages, and the importance of teamwork and communication in project success. It highlights the role of project managers in conflict resolution and environmental management issues, including the significance of Environmental Impact Assessments. Additionally, it outlines strategies for developing an environmental strategy and managing project-related environmental concerns.

Uploaded by

Blue Phase
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Integrated Project

Planning and
Management
Patrick Ajwang
Project Organisation: Matrix
Structure
 Many projects today are delivered through
matrix type of organization structure.
 In the matrix organization, managers and
supervisors responsible for the various trades
and specialisms report vertically to their line
bosses in the parent firm and laterally to the
PM
 The roles of managing people and managing
tasks are thus separated.
Project Organisation:
Advantages of the Matrix
Structure
PM maintains maximum project control (through the line
manager) over all resources, including cost and personnel
 Independent policies and procedures for each project
 PM has authority to commit company resources
 Rapid response to changes, conflict resolution and project needs
 Each person has a home after project completion
 Since key people can be shared programme cost is minimized
 Authority and responsibility are shared
 Conflicts are minimal and those requiring hierarchical referral are
more easily resolved
Project Organisation:
Disadvantages of the Matrix
Structure
 Multidimensional information flow

 Multidimensional work flow


 Power struggles due to dual reporting
 Continuously changing priorities
 Management goals may differ from project goals
 Difficulty in monitoring and control
 Organization structure not cost-effective (company-
wide)
 Each project organization operates independently.
(Care must be taken to avoid duplication)
Managing Project Teams
 Teamwork is essential for successful completion of any project.
 Characteristics of successful project teams include
- Persistence and tenacity
- Inspiration, excitement and energy
- Commitment to success and quality
- Strong leadership
- Cooperation
- Creativity
- Values
- Prioritising
- Accessibility and communication
- Flexibility
Team Leadership
 Team leadership traits are essential for PM.
 For effective teams, the leader is likely to be
straightforward, honest, trusting, considerate and
respected
 Effective communication is crucial to successful
team leadership
 Team charter elements: purpose of project, key
performance goals, project team values, roles and
responsibilities, managing issues and conflict
resolution, assessment and team effectiveness
Team Leadership – Building
Trust
 Ways to build trust:
- Convey consistent principles
- Give team members plausible explanations for
actions
- Offer status reports and forecasts
- Make realistic commitments
- Showcase what you know
- Protect the interests of the people who aren’t
present
- Show compassion
- Verify understanding
Project Communications

 Both formal and grapevine communications


exist in project environments. Formal
communications may be slow and impersonal
 Effective system of passing on information
and instructions, and for receiving feedback
is essential for management control.
 Communications is either spoken or written
Functions of Communications

 Information function
 Instrumental functions i.e. getting things done
 Social relationship functions
 Expression function i.e to express feelings
 Attitude change function
 Role-related or ritual function i.e people
communicate because they are expected to.
Project Communications –
Project Meetings
 Project meetings are attended by members of the project team
(Project Manager, Engineer, designer, quantity surveyor, main
contractor, consultants and subcontractor) and are used to:
- Ensure that contractor and team members understand the
project requirements and help clarify issues
- Ensure proper record keeping
- Ensure contractor obligations are met
- Compare progress with targets and agree on corrective action
- Discuss problems like delays and substandard works
- Ensure that contractors and subcontractors agree on action to
meet their obligations
- Check that changes are confirmed in writing
Project Communications – Site
meetings
 The main contractor will hold regular site meetings.
Subcontractors, key suppliers and the designer may attend.
Purposes include:
- Internal control to review progress, cost, safety and quality
against targets, contractual commitments and update plans
- Coordination between main contractor and subcontractors
- Problem-solving, to identify and discuss problems such as
delays, materials shortage, labour difficulties and remedy them
- Contract administration (identify information needed, check
records kept, documentation and agreement on variation orders
- Labour relations – discuss work methods, working conditions,
safety, incentives etc
Project Conflicts: Causes
 Common causes of conflict: differences over project
goals, manpower resources, equipment and
facilities, capital expenditures, costs, technical
opinions and trade-offs, priorities, administrative
procedures, scheduling, responsibilities and
personality clashes
 Some conflict is “meaningful” and produces
beneficial results
 Prevention of conflict is the first step in managing
conflict.
Project Conflicts: Resolution
Methods
 Four common methods of conflict resolution:
- Development of company-wide conflict
resolution policies and procedures
- Establishment of conflict resolution
procedures during the early planning phase
- Use of hierarchical referral
- The requirement for direct contact
Project Conflicts: Resolution
Methods
 Within each of the above methods, the PM
may still select any of the following conflict
resolution modes:
- Withdrawal (retreating)
- Smoothing (emphasizing areas of
agreement)
- Compromising (give and take)
- Forcing (win-or-lose)
- Confrontation (face-face encounter)
Integrated Project Planning and
Management
Environmental Management
Issues
 Environmental issues affecting the construction industry include:
- Visual impact and land use planning
- Archeological effects
- Nature conservation and agricultural disturbance
- Groundwater and hydrogeology
- Pollution of water, atmosphere and the soil
- Costal hydrography and marine ecology
- Disposal of soil and sediment
- Pollution by noise, smell, vibration and light
- Dangerous substances and accident hazards
- Energy supply and availability of natural resources
- Destruction of forests
Environmental Management
Issues: EIA
 Environmental Impact Assessment involves the
systematic examination of the likely effects on the
environment of a proposed development and it
incorporates unto the decision-making process the
results of that examination.
 EIA is a useful tool for the identification of practical
measures to reduce impact and disturbance when
developing the design
 It also acts as a predictor of the problems that may
arise during the construction stage.
Environmental Issues During
the Construction of Projects
 Soil and sediment disposal
 Blasting and piling (noise and vibration
 Ventilation (tunnels and other underground workings)
 Drainage
 Lighting (security lighting, construction lighting for night time and
poor visibility operations
 Transport (noise and air pollution)
 Noise pollution
 Nature conservation (habitats, flora and fauna)
 Rehabilitation (re-establishment of interrupted land uses,
landscaping, removing temporary buildings, clearing the site of
toxic materials and other hazardous substances.
Developing and Environmental
Strategy
 Develop understanding (is it necessary?, do
we have and impact? can we afford it?)
 Measure and review performance
 Maintain positive attitudes
 Review progress and decide next steps
‘END’

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