This document discusses project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. It notes that project management requires teamwork among owners, designers, and contractors. Finally, it states that the management of a project generally follows these steps: definition of a project, planning, organizing, staffing, directing, and controlling.
This document discusses project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. It notes that project management requires teamwork among owners, designers, and contractors. Finally, it states that the management of a project generally follows these steps: definition of a project, planning, organizing, staffing, directing, and controlling.
This document discusses project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. It notes that project management requires teamwork among owners, designers, and contractors. Finally, it states that the management of a project generally follows these steps: definition of a project, planning, organizing, staffing, directing, and controlling.
This document discusses project management. It defines project management as the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. It notes that project management requires teamwork among owners, designers, and contractors. Finally, it states that the management of a project generally follows these steps: definition of a project, planning, organizing, staffing, directing, and controlling.
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CE 413- CONSTRUCTION METHODS
AND PROJECT MANAGEMENT
PROJECT MANAGEMENT PROJECT MANAGEMENT PROJECT MANAGEMENT • Project management is the application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to the project acceptance criteria within agreed parameters. Project management has final deliverables that are constrained to a finite timescale and budget. • Project management requires teamwork among the three contracting parties: owner, designer and contractor • Coordination of the design and construction of a project requires planning and organizing a team of people who are dedicated to a common goal of completing the project. PROJECT MANAGEMENT • The management of a project generally follows these steps: PROJECT MANAGEMENT • Definition of a Project:
• A project is an endeavor that is undertaken to produce the results that are expected from the requesting party. • Consist of three components: • 1) scope – represents the work to be accomplished • 2) budget – refers to costs • 3) schedule – refers to the logical sequencing and timing of the work to be performed.
• Note: source of many problems associated with a project failure is to properly define the project scope. • Scheduling is important because it brings together project definition, people, cost, resources and timing, and methods of performing work to define the logical sequencing of activities for the project. PROJECT MANAGEMENT • Quality is an element that is integrated into and between all parts of a project: scope, budget, and schedule. It should not be construed as merely creating drawings with a minimum number of errors, furnishing equipment that meets specifications, or building a project to fulfill the requirements of a contract. • Quality is the responsibility of all participants in a project, including all levels of management and workers in each of the principal parties. PROJECT MANAGEMENT • PURPOSE OF PROJECT MANAGEMENT • For the purpose of this book, project management may be defined as: The art and science of coordinating people, equipment, materials, money. and schedules to complete a specified project on time and within approved cost. • Much of the work of a project manager is organizing and working with people to identify problems and determine solutions to problems. In addition to being organized and a problem solver, a manager must also work well with people. It is people who have the ability to create ideas, identify and solve problems, communicate, and get the work done. • It is the duty of a project manager to organize a project team of people and coordinate their efforts in a common direction to bring a project to successful completion. PROJECT MANAGEMENT
Function of Planning
Management is often summarized into five basic functions: planning,
organizing, staffing, directing, and controlling. Although these basic management functions have been developed and used by managers of businesses, they apply equally to the management of a project. PROJECT MANAGEMENT FUNCTIONS OF MANAGEMENT • Planning is the formulation of a course of action to guide a project to completion. It starts at the beginning of a project, with the scope of work, and continues throughout the life of a project. The establishment of milestones and consideration of possible constraints are major parts of planning. Successful project planning is best accomplished by the participation of all parties involved in a project. There must be an explicit operational plan to guide the entire project throughout its life. PROJECT MANAGEMENT • PROJECT MANAGEMENT PROJECT MANAGEMENT PROJECT MANAGEMENT • Project planning is the heart of good project management. It is important for the project manager to realize that he or she is responsible for project planning, and it must be started early in the project (before starting any work). Planning is a continuous process throughout the life of the project, and to be effective it must be done with input from the people involved in the project. The techniques and tools of planning are well established. PROJECT MANAGEMENT • A project organizational chart should be developed by the project manager for each project. The chart should clearly show the appropriate communication channels between the people working on the project. Project team members must know the authority of every other team member in order to reduce miscommunications and rework. Organized work leads to accomplishments and a sense of pride in the work accomplished. Unorganized work leads to rework. Rework leads to errors, low productivity, and frustrated team members. PROJECT MANAGEMENT • Project staffing is important because people make things happen. Most individuals will readily agree that people are the most important resource on a project. They create ideas, solve problems, produce designs, operate equipment, and install materials to produce the final product. Because each project is unique, the project manager must understand the work to be accomplished by each discipline. The project manager should then work with his or her supervisor and appropriate discipline managers to identify the persons who are best qualified to work on the project. Table PROJECT MANAGEMENT • Project control is a high priority of management and involves a cooperative effort of the entire project team. It is important for the project manager to establish a control system that will anticipate and report deviations on a timely basis, so corrective action can be initiated before more serious problems actually occur. Many team members resist being controlled; therefore the term monitoring a project may also be used as a description for anticipating and reporting deviations in the project. An effective project control system must address all parts of the project: quality, work accomplished, budget, schedule, and scope changes.
