Course Outline – CE 4114

Unit 1 - Project Management & PM Processes

Unit 2 – Construction Management in Context
Unit 3 – Construction Scheduling Procedure
Unit 4 – Bar Charts
Unit 5 – Precedence Diagram Method
Unit 6 – Line of Balance Method
Unit 7 – Space-time Diagrams
Unit 8 – Project Monitoring & Control

28 Aug 2023
 Recommended Textbooks
▪ Modern construction management / Frank Harris and
Ronald McCaffer with Francis Edum-Fotwe (2013), 7th
Edition, John Wiley & Sons, Ltd.
▪ Agile Practice Guide / PMI & Agile Alliance (2017)
▪ Construction Planning Equipment & Methods by R.L.
Peurifoy.
▪ Simplified Methods on Building Construction Part 2 by
Virgilio N. Porte
▪ Construction Performance Evaluation System (CPES)
▪ Occupational Health and Safety in Construction Project
Management by Helen Lingard and Steve Rowlinson ©
2005 Helen Lingard and Steve Rowlinson.
 Other Recommended Textbooks
1. Uher, TE and Zantis AS (2011) Programming and
Scheduling Techniques, 2nd Edition, Spon Press
2. Lester, A (2014) Project Management, Planning
and Control: Managing Engineering, Construction
and Manufacturing Projects to PMI, APM and BSI
Standards, 6th Edition, Elsevier
3. Cooke, B and Williams, P (2009), Construction
Planning, Programming and Control, 3rd Edition,
Wiley-Blackwell.
 UNIT 1:

PROJECT MANAGEMENT (PM)

&

PM PROCESSES IN CONTEXT
 WHAT IS A PROJECT?

• According to the PMBOK ® Guide, a project:

– Is a temporary endeavour undertaken to create a new product or
service
• It is temporary
• It is unique
• It has a purpose
• It has interrelated activities
• It is progressively elaborated

– Creates a product, capability or just a result

– Can involve a single person, a single organizational unit or
multiple organizational units
 WHAT IS A PROJECT (continued)?

• Temporary
– It has a beginning and an end
– Does not apply to the product or service of the project
– Does not consider duration
– The product can outlast the project
– Distinguishes projects from operations
– End is reached when objectives are realized or project is
cancelled because the objectives cannot be met or the need no
longer exists
• Unique
– Uniqueness may be related to existing product
– Can be based on time, location, ownership participants etc.
 WHAT IS A PROJECT ? (continued)

• Progressively Elaborated
– Distinguishing characteristics defined in detail with time
– Scope should not change with elaboration

• A means of achieving/implementing an
organization’s Strategic Plan
 ORIGINS OF PROJECTS

• Authorized Mainly as a result of:

– Market Demand
– Organizational need
– Customer Request
– Technological Advance
– Legal Requirement
– Social Need

• Spark is usually provided by problems, opportunities or business

requirements.
• Management prioritizes these requests against resource demands
of other projects.
 WHAT IS PROJECT MANAGEMENT?

• Project Management
– The application of knowledge, skills, tools and techniques to
project activities in order to meet or exceed stakeholder needs
and expectations
– Seeks to meet needs and requirements of stakeholders
– It is different from ongoing business operations and support
– Typically involves:
• Identifying stakeholder requirements
• Identifying the stakeholders who have those requirements and
needs
• Addressing these needs, expectations and demands
• Balancing competing demands and constraints
– Generally interactive rather than linear
WHAT IS PROJECT MANAGEMENT (AGILE)?
▪ The Project Management Institute (PMI) and Agile Alliance®
chartered the Agile practice/guide of Project Management to
create a greater understanding. The vision for this practice guide
is to equip project teams with tools, situational guidelines, and an
understanding of the available agile techniques and approaches
to enable better results in planning and execution of jobs.
▪ It originates from the need for a common language, open
mindedness, and the willingness to be flexible in how products
and deliverables are brought to market.
▪ It uses the Servant Leader Approach and Agile Manifesto at all
times.
▪ Rapid, constant and transparent customer feedback is paramount.
▪ Very high level innovation and Technologies (read the entire
manual and all other recommended books/references).
 WHY STUDY PROJECT PLANNING AND
CONTROL?
– Increase understanding of project and its role in
organizational performance

– Better define and control project deliverables

– Improve communications among stakeholders

– Clearly identify, monitor and control project activities

– Accurately forecast project resource requirements

– Identify, assess and mitigate project risks

– Provide capability and mechanism to measure

performance
 Setting The Stage - The CHAOS Report
Project Characteristics

• Successful Project
– On time, within budget and with all features as originally
specified
• Challenged Project
– Completed, implemented, over budget, over time and with fewer
features
• Impaired Project
– Cancelled at some point during the development cycle
 CHAOS 2009: Salient Findings

The years figures show:

– Cost overruns up from 47% in 2006 to 54% in 2008
– Time overruns up from 72% in 2006 to 79% in 2008
–Risk proportional to project size (quantitatively)
•61% of successful projects cost under $750,000
• Projects between $750,000 and $3 million have a 38%
chance of success.
• $10 million+ projects have only 2% chance of coming in
on time and on budget.
 Project Success Factors

• User Involvement
• Executive Management Support
• Clear Statement of Requirements
• Proper Planning
• Realistic Expectations
 Project Challenged Factors

• Lack of User Input

• Incomplete Requirements & Specifications
• Changing Requirements & Specifications
• Lack of Executive Support
• Technology Incompetence
 Project Impaired Factors

• Incomplete Requirements
• Lack of User Involvement
• Lack of Resources
• Unrealistic Expectations
• Lack of Executive Support
 GOVERNANCE FRAMEWORK

• Program
– A group of related projects which are managed in a coordinated
way so as to obtain benefits which would not be realized if they
had been implemented individually or separately;
– Components are interdependent and coordinated;
– May include elements of ongoing activity outside the scope of
the component projects
– They deliver benefits to organizations by enhancing available
capabilities or creating new ones;
– They exist and operate within the context of a strategic plan
– The major focus is on synergy – the whole is greater than the
sum of the parts
– A project may not be part of a program but a program always has
projects
 GOVERNANCE FRAMEWORK

• Program Management
– Centralized coordinated management of a program in order to
achieve the program’s strategic objectives.
– Projects are related through their common outcome or collective
capability;
– Focuses on project interdependence involving
• Resolving conflicts and constraints
• Aligning organizational strategies and program/project goals
 GOVERNANCE FRAMEWORK

• Portfolio
– A collection of projects and programs and other work such asto
facilitate the achievement of the organization’s business
objectives.
– Components do not have to be interdependent or directly related
– Represent investments planned or made by the organization
– Components are aligned with, and assist in the achievement of
organization’s strategic objectives.
– Components are quantifiable i.e., can be measured, ranked or
prioritized
 GOVERNANCE FRAMEWORK

• Portfolio Management
– Centralized management of one or more portfolios or other work
to achieve organization’s specific business objective
– Involves:
• Identifying/selecting
• Assessing and prioritizing
• Authorizing
• Managing and controlling
 PROJECT LIFE CYCLE ORGANIZATION

• Characteristics of Project Phases

– Division of a project into manageable sections
– Marked by the completion of a tangible deliverable
– Deliverables from one phase feed into the next
– Phases form a sequential logic
– Phase end review of deliverables and performance
• To correct errors
• To decide to continue or cancel
• Phase exits, stage gates or kill points
 PROJECT LIFE CYCLE

• A collection of phases
• Defines the beginning and end of project
• What needs to be DONE to do the project
• Used to link project to on-going operations
• Determined by the industry
 PROJECT MANAGEMENT LIFE CYCLE

• What needs to be DONE to manage the project

• Traditional Plan-Do-Check-Act cycle in quality control
• A collection of Process Groups
– Initiating Process – Start the cycle
– Planning Process - Plan
– Executing Process – Do
– Monitoring and Controlling – Check and act
– Closing Process – End cycle
 Project Boundaries
Project Boundaries

Deliverables

End Users
Monitoring and controlling process

Planning Processes

Initiator/Sponsor

Closing Processes
Initiating Processes

Records
Process
Assets

Execution process
 PROJECT STAKEHOLDERS

• Organizations and individuals whose interests may be positively or

negatively impacted by the project.
– Project Manager
– Customer
– Performing organization
– Team members
– Sponsor
– Owner
– Society
– Citizens
– Fund Providers
– Vendors/Suppliers
 Key General Management Skills of a PM

• Leading and Managing.

– Managing
• Consistently producing key results expected by stakeholders
– Leading
• Establishing a vision, direction and strategies to achieve the vision
• Aligning people to achieve the vision
• Motivating and inspiring the team to overcome barriers

– Communicating

– Negotiating

– Problem Solving

– Influencing the organization

 THE TRIPLE CONSTRAINT
(The iron Triangle)

Time
Cost

Scope
THE TRIPLE CONSTRAINT
(The New iron Triangle)

COST

SCOPE RISK

QUALITY RESOURCES

COSTUMER SATISFACTION
SOCIAL-ECONOMIC-ENVIRONMENTAL
INFLUENCES
• Adherence to standards and regulations
• Internationalization
• Cultural influences
• Social-Economic-Environmental Sustainability