PROJECT MANAGEMENT

Key Points

What is a project? How project management is done?

Project =
= Problems and needs give opportunities to the identification of solutions
= A temporary endeavour undertaken to achieve a particular aim
= the response to a need, the solution to a problem. Further, it’s a solution that promises
a benefit—typically a financial benefit
- Temporary in nature
- a well-defined collection of small jobs (tasks) and ordinarily culminates in the
creation of an end product or products (deliverables)
- There will be a preferred sequence of execution for the project’s tasks (the
schedule).
- unique, one-time undertaking; never again be done exactly the same way, by the
same people, or within the same environment
- there are some; uncertainty and risk/threat (s)
- All of your projects consume resources; time, money, materials, and labour
- calls for the creation of a small organizational structure (the project team) – which
is often a microcosm of the larger organization – which will be decommission after
the desired outcome is reach
Ex: introducing a new product to the market- place, building and installing a piece of
equipment, and running a political campaign
Not Ex: operating a manufacturing facility, supervising work group, and running a retail
business

Project Management =
= carries out the solutions for organizational problems and needs
= has a primary mission to serve as the overall steward of these resources (time, money,
materials, and labour) and to apply them as sparingly and as effectively as possible.
= “the application of knowledge, skills, tools, and techniques to project activities to meet
project requirements.” (A Guide to Project Management Body of Knowledge, 2000 Edition,
Newtown Square, PA: Project Management Institute, 2000, p.6)
- Has to have a significant amount of education and on-the-job experience

Context:
1. Process
Initiation Phase
- Identifying-determined-describe the need, major deliverables, participating
work.
- Feasibility (can we do it)? Justification(should we)?
 Planning Phase
- developed as much detail; work products, production strategy (tasks for
required work elements and optimum schedule sequence), and time and
money estimation.
- Feasibility (can we do it)? Justification(should we)?
Execution Phase
- Project manager monitors the prescribed work and makes appropriate
adjustments focusing on objectives developed and agreed.
Close-Out Phase
- Verifying that the project has satisfied the original intent.
- The project customer accepts and uses the deliverables.
- Project team is gradually re-deployed and the project shuts down
- Project Manager can benefit greatly from understanding and appreciating
what goes on after the project

Step 1. Identify and frame the problem or opportunity

à the fundamental need is identified
à Requirements Document: filled with quantified factors; size-shape-extent
Step 2. Identify and define the best project solution.
A team is form to do an early determination of reasonable alternatives.
Organizations concludes with a formal proposal consist of; project definition (with
comprehensive narrative description of the preferred execution approach), the
criteria for project completion, and the definition of project success. If approval
isn’t granted, project is terminated.
Step 3. Identify task and resource requirements (scope management).
= the team identifies all of the work to be done (the tasks): preferred methods,
quantity of work and its internal resources, and preliminary resource availability.
Step 4. Prepare the control schedule and resource allocation plan
Steps: Uses:
1. Preparing a logic diagram to display optimum - Calculate an estimate of project duration
tasks frequency - Inform task performers about who-what-
2. Estimate the length of time required to and when to do it
complete each task
- Provide documentation to track and
3. Assume project start date
control project progress
4. Creating a logic-based time-scaled bar chart
Step 5. Estimate project costs and prepare a project budget.
Individual elements/major work elements are created a budget to be controlled
and monitor.
Step 6. Analyze risk and establish stakeholder relationships
Risk Management = identifying potential high-threat problem and the project
stakeholder (anyone who has interest-stand throughout-participate-supplier-
affected on the project) to reduce probability/impact and solidify relationships.
 Step 7. Maintain control and communicate as needed during execution.
Through gradual information and reports from the teams, bringing the project as
course or updating the variations/modification to inform organizational managers
and stakeholders as agreed-upon format and frequency.
Status reports should always emphasize the anticipated end point in terms of cost,
schedule, and quality of deliverables.
Step 8. Manage to an orderly close-out.
Punch List = relatively small list of tasks that the project team needs to complete
in order to close out the project. Keeping team members to focus even though the
project is ending
Lessons Learned Studies = examine what went well and didn’t so the wisdom of
experience is given back to project organization, helping future project teams.

Managing the project with a full life cycle perspective that recognizes the fact
that many of the decisions you make during the project will have far-reaching and
profound effects on the efficiency, productivity, utilization, and profitability of the project
deliverables after the project has been completed since the deliverables that your project
produces will be accepted and used by a customer, client, or user. So After the Project is
more important than the project.

2. Interpersonal and Behavioral

è Crucial
The Phenomenon of Project Leadership
Leading a project is not the same as leading a department.
Project = unique; it has never been done before. As a result, the end
product and the process for producing it are never fully specified in advance.
Therefore, the project leader lives in an environment of constant uncertainty.
The project leader must work with this diverse group of people so that they
coalesce into an effective working team.
The project leader must be skilled in obtaining cooperation from other
people over whom he or she does not have direct control. Unlike department.
Project leaders, lacking formal authority, must rely on influence and persuasion to
gain cooperation.
Project Management as if People Mattered (Bala Cynwyd, PA: Primavera
Press, 1989), Dr. Robert J. Graham

Motivating Your Team: Giving ’Em What They Need

How to keep them energized But. Create a climate,
toward meeting goals? environment, or situation where
You can’t. primarily because motivation can occur within an
motivation is viewed as an individual.
internal function.
 Motivation = recognizing a need
that exists within an individual to
find a satisfaction.

Managing Diverse Objectives and Perspectives

Reality: What Project Managers Need To Do:
Team members may have hidden - To recognize and discourage all
agenda; based upon their personal kinds of personal objectives and
situation, technical discipline, or be able to focus the entire team
feelings of allegiance toward their work on the overall project objectives.
group - Manage diverse objectives from
Ex: outside their project teams;
- Someone from the marketing suppliers, subcontractors, and
department may focus solely upon partners.
optimization of product reliability, - Value diversity among your team
usefulness to the end user, or members, but not allow it to
customer appeal distract from your project. (We
- A representative of the human live in today’s global
resources department may be environment with their culture,
driven solely by quality of work life politics, customs, interests,
issues or workforce morale. beliefs, opinions, causes, and so
- Ambition intent for personal gain at on)
all cost

3. Organizational
Political savvy à how well a person understands and adapts to the entire
organizations excellence/maturity on the operating level/method
of project management.
Overcoming the “Silo Mentality”
Project à consist of representatives from functional departments of the
organization (bringing their perspective/discipline form their initial group
(functional orientation-not-project orientation))
Silo Mentality/Thinking
= When people in an organization tend to think first of the needs, interests, and
goals of their individual departments, before the needs, interests, and goals of the
organization as a whole.
“Functional Silo”(vertically)-not-Best across the entire project (horizontal thinking)

Project Orientation Ex: to refrain from making decisions that optimize their part of
the project until they’ve verified that someone else’s part will not be adversely
affected.

How?
Applying Project Management Discipline and Techniques:
You are the glue to this temporary organization.
You must tirelessly promote the idea that every team member must focus on
what’s best for the project.

How Does Your Management View Projects?

As Business – not technology.
Objective = business result; to make or save money. Improving effectiveness-
Increasing sales-Making operations more efficient
Focus = anticipated expenditures vs. savings, cost-benefit ratios, and the
anticipated business impact on the organization
* In addition to being technically knowledgeable, you should know about business
methods, business strategy, and business skills. => Entrepreneurial Spirit

What Is Your Organization’s “Level of Maturity”?

Effects =
define you as project manager and how the discipline is carried out
dictate your authority boundaries and responsibility

Parameters:
• The extent to which project process documentation has been developed and
distributed and is understood throughout the organization
• The ability of project teams to predict outcomes with reasonable accuracy
• The efficiency with which projects are executed
• The perceived success rate of projects
• The organization’s ability to learn from its experiences
• The extent of continuous improvement in project execution over time
 More Dynamics of Managing Projects in Organizations
Fundamental
Functional Hierarchies = Informal structure
Specifies; who should make a decision, Savvy project managers appreciate that
who should direct the efforts of others, this mode of operating may slow down
and how people should communicate the process considerably, so they may use
Uses formal communication process
informal communication channels
where “official” information is to be
whenever possible.
transferred between departments only
through their heads.
Purely Functional Organization; Purely Projectized Organization; where
decision-making and authority will be project managers have tremendous influence,
very strongly oriented toward authority, and decision-making power.
individual departments or individual Ex: organizations whose core business is
executing projects; such as large consulting
functions within the organization.
firms.
Authority limit? Participation on decision-making process?

Defining Project Success Level I—Meeting Project Targets

à framework style An organization needs a certainty
Level II—Project Efficiency
Criteria: Fail if the project meets
• The degree of disruption to the client’s operation its targets, but the
• How effectively resources were applied customer groups, project
• The amount of growth and development of project team members team, or others were
• How effectively conflict was managed adversely affected by the
• The cost of the project management function project experience.
Level III—Customer or User Utility
To what extent did the project fulfill its mission of solving a problem, exploiting an
opportunity, or otherwise satisfying a need?
• Was the original problem actually solved? • Did we save as much money as expected?
• Was there a verifiable increase in sales, • Is the customer actually using the
income, or profit? product as intended?
Level IV—Organizational Improvement
Did the organization High-performing This level assumes a long-term
learn from the project? organizations will perspective and measures
Is that knowledge going learn from their organizational learning and a resultant
to improve the chances failures—and their increase in project successes. The
that future projects will success- es—and use primary tools for organizational
succeed at each of the that knowledge to improvement are the maintenance of
three levels described improve their success accurate historical records and the
above? rate in over time. widespread use of lessons learned.
Summary
❏ Projects are
- temporary and unique,
- consist of several tasks that have a preferred sequence,
- consume resources and result in end products called deliverables,
- ordinarily involve high levels of risk and uncertainty,
- and different from day-to-day work therefore call for the application of special
management techniques.
❏ Projects are carried out in four major stages:
ò initiation, where the project is defined and launched,
ò planning, where the solution is detailed and the work required to carry it out is
identified and scheduled,
ò execution, where the work is done and monitored,
ò and close-out, where the project is brought to successful closure.
❏ You should manage your project with a full life cycle perspective.
This means understanding how the deliverables of your project will be used after the
project is handed over to the customer, and using that knowledge to influence the
decisions you make during the project.
❏ Project managers get everyone focused on doing what's best for the project.
❏ Project success can be evaluated on four different levels:
(1) Were the cost, schedule, and deliverable performance targets met?
(2) Was the project managed in an efficient manner
(3) Is the customer happy and have the desired business results been achieved?
(4) and Did organizational learning take place that will lead to better projects in the
future?
Classification of project management tool reviews using machine
learning-based sentiment analysis
R A Baro et al 2019 IOP Conf. Ser.: Mater. Sci. Eng. 482 012041

Microsoft Office?
Sentiment Analysis : uses reviewers’ comments and queries
K-nearest neighbor : uses satisfaction and dissatisfaction as
a) ease to interpret output,
b) calculation time,
and c) predictive power.
A PROJECT MANAGEMENT COMPETENCY FRAMEWORK FOR INDUSTRIALISED
BUILDING SYSTEM (IBS) CONSTRUCTION
1 2,3* 4 4
Izatul Laili Jabar , Abdul-Rashid Abdul-Aziz , Subashini Suresh , Suresh Renukappa ,
5
Adnan Enshassi
International Journal of Technology 10(4): 657-666 ISSN 2086-9614 © IJTech 2019
(Received: December 2018 / Revised: February 2019 / Accepted: May 2019)
Methods: Offsite Construction (OSC) Pre-Assembly, Prefabrication, The Modern Method Of
Construction (MMC), Offsite Production (OSP), Offsite Manufacturing (OSM), and the
Industrialised Building System (IBS).

Benefits: involvement of fewer unskilled workers, higher productivity, better quality, lower
wastage, more prudent use of building materials, speedier construction time, increased
environmental protection, improved site cleanliness, enhanced health and safety
performance, and tighter coordination and to reduce the dependency on foreign site
operatives, whilst advancing a more systematic approach to construction.

à mandatory in Malaysia
IBS is defined by CIDB (2003) as a construction system in which components are
manufactured in a factory, on or offsite, positioned and assembled into structures with
minimal additional site work.
The competency framework is interesting, in that it reveals that different emphases are
stressed in different construction phases: appropriate and timely information flow to the
appropriate parties during the initial phase; time management and operational issues in
the planning phase; interfacing in the implementation phase; time management, quality
control and precision in the monitoring phase; and quality assurance in the closing phase.
Analysis of Project Cost Management Indicators at Residential
Buildings (Case Study: Building Construction Project in Rusun
Penggilingan Jakarta)
Manlian Ronald A.S*, Hendra Lumbantoruan** Master of Civil Engineering majoring in Construction Management - Universitas Pelita
Harapan, Master of Civil Engineering Study Program Construction Management – University Tarumanagara.
A.S Manlian Ronald and Hendra Lumbantoruan 2019 IOP Conf. Ser.: Mater. Sci. Eng. 508 012044
IOP Conf. Series: Materials Science and Engineering 508 (2019) 012044 doi:10.1088/1757-
899X/508/1/012044

Method: EVA (earned value analysis)

The following are EVA analysis indicators:
BAC (Budget at Completion) = IDR 147,643,580,000 at day 60
Actual Cost (AC) or Actual Cost of Work Performed (ACWP) is the actual IDR 136,144,560,000
amount of expenditure of funds (absorbed funds) used to carry out work in a
certain period of time.
Earned Value = EV or Budgeted Cost of Work Performed (BCWP) is the value IDR 135,452,320,000
of completed work on the budget provided to carry out the work.
Budget Schedule (Planned Value = PV) or Budgeted Cost of Work Schedule IDR 135,373,180,000
(BCWS) shows the budget for a work package that is compiled and linked to
the performance schedule.
Cost Variance (CV) CV = BCWP - ACWP CV
=EV-AC or CV = BCWP-ACWP CV = IDR 135,452,320,000 - IDR 136,144,560,000
CV = - IDR 692,240,000 Overun
Variant Schedule / Schedule Variance (SV) SV = IDR135,452,320,000 - IDR135,373,180,000
= EV - PV or SV = BCWP - BCWS SV = IDR 79,140,000 Ahead of Scheduled
Cost Performance Index(CPI) CPI = IDR 135,452,320,000 / IDR 136,144,560,000
=EV/AC or CPI = BCWP/ACWP CPI = 0.9949 <1 costs incurred are greater than the
budget cost
Schedule Performance Index (SPI) SPI = IDR 135,452,320,000 / IDR 135,373,180,00
= EV / PV or SPI = BCWP / BCWS SPI = 1,001> 1 the timing of project performance are
faster than the schedule
Estimate Temporary Complete (ETC) ETC = (IDR 147,643,580,000 - 135,452,320,000)
= BAC-BCWP / CPI 0.9949 ETC = IDR 12,253,375,415
Estimation All Completion (EAC) EAC = IDR 136,144,560,000 + IDR 12,253,375,415
= ACWP+ETC EAC = IDR148,397,935,000 > BAC the estimation
project costs at completion exceed the budgeted
project cost.
Estimation Temporary Schedule(ETS) ETS = 434 days - 14 days) / 1,001
=Time Remaining/SPI ETS = 415.84 days
ETS = 416 days
Budget Deviation = BAC - EAC IDR 147,643,580,000 – IDR 148,397,935,000
= - IDR 754,355,000
Estimation All Schedule (EAS) EAS = 14 days + 416 days EAS = 430 days
= The remaining period of construction + ETS

Conclusion: The EAS is 430 days, which means the project has accelerated for 4 days from
the planned schedule of 434 days.