Presented by:

(Team Bee Gees)

BEQUIO, JOHN HARVEY V.

GACUTAN, HERBERT V.
MANALO, AARON PAUL M.
MOHAMED, ABDIRASHID Y.
Topic: Brief history and objectives of In-house and Professional Project
Manager (PM) & Project Management in Construction Industry

Objectives:
 Summarize and discuss the history of project management.
 Discuss how project management woks in the construction Industry.
 Identify and enumerate the objectives of In-house and Professional PM.

Presentation Outline:
I. History of Project Management
II. Project Management in the Construction Industry
III. Objectives of In-house Project Manager (PM)
IV. Objectives of Professional Project Manager (PM)
 “Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements. “
“Project management is accomplished through the appropriate
application and integration of the project management processes identified
for the project.”
“Project management enables organizations to execute projects
effectively and efficiently. “

- PMI (Project Management Institute), 2017

What is project management?

“Project management is the application of processes, methods,

knowledge, skills and experience to achieve the project objectives. “
- APM (Association for Project Management), 2012

“The purpose of project management is to foresee or predict as many of

the dangers and problems as possible and to plan, organize and control
activities so that projects are completed successfully in spite of all the risks. “
- Dennis Lock, 2007
Brief History of Project Management
Pre-History to Victorian Times (Before 1900)
 3000 BC , Pharaoh Zozer’s Time –Beginning of the construction industry
(Pyramids)
Imotep – First Documented project manager, Architect and Builder of
the First Pyramid
 Welfare and the safety of the worker are not concern
 Management organization structures seen in the church and army
 No Project Management Profession
 Man-made projects

1) 1368-1644, Ming Dynasty – Great Wall of China by Chinese Bridge

Building Team
2) Renovation of St. Paul Cathedral by Sir Christopher Wren - English
Architect, Designer of the London Churches
3) Menai Bridge in Wales by Thomas Telford – Scottish Civil Engineer,
Architect, Bridge and Canal Builder
4) The Great Eastern Railway by Isambard Kingdom Brunel –English
Mechanical and Civil Engineer
1900-1949
 Emerge of Management Science – Elton Mayo and Frederick Winslow
Taylor, Management Scientist and Industrial Engineers who studied
people and productivity in factories
 Henry Gantt an mechanical engineer introduces his famous planning
charts (Gantt Chart) , most widely used management tools for project
scheduling and control
Sample of Gantt chart, PMBOK Guide 6TH Edition
 The Early development of critical path network or critical path method
(CPM) by Dupont Corporation
The critical path method (CPM) is used to estimate the minimum project
duration and determine the amount of schedule flexibility on the logical
network paths within the schedule model.
This schedule network analysis technique calculates the early start,
early finish, late start, and late finish dates for all activities without regard
for any resource limitations by performing a forward and backward pass
analysis through the schedule network
Sample of Critical Path Method, PMBOK Guide 6TH Edition
1950 – 1969
 Emerge of mainframe computer
 Project management become recognized profession
 More concern for people at work
 US Defense project exploit critical path network analysis
PERT (Program Evaluation and Review Technique) is a form of critical path
network analysis that can be used whenever a planner is particularly doubtful
about the accuracy of all the task duration estimates.
 For PERT, three time estimates are required for every activity:
to = the most optimistic duration that could be foreseen
tm = the most likely duration
tp = the most pessimistic duration
te = the expected duration = (to + 4tm + tp ) / 6

The WBS (Work Breakdown Structure) is a hierarchical decomposition of

the total scope of work to be carried out by the project team to accomplish
the project objectives and create the required deliverables. The WBS
organizes and defines the total scope of the project and represents the work
specified in the current approved project scope statement.
Sample of WBS, PMBOK Guide 6TH Edition
1970-1979
 Project Management has two meanings
1) Industrial Project Management
2) IT Project Management

 Creation of professional Association

IPMA – International Project Management Association
APM – Association for Project Management
PMI – Project Management Institute
 Legislation of Health and Safety
 Anti-discrimination laws introduced
 More Project Management Software
Oracle (1977), Artemis (1977) and Scitor Corporation (1979)
1980-Present
 Wider Acceptance of project management professions
 Worldwide communication by satellite and internet
 IT and industrial project management no longer considered so differently
 More focused on project risk
 Desktop Computers, Laptop can run powerful project management
software’s
Ex. Primavera, Microsoft Project
 HOW DOES ONE IN A CONSTRUCTION INDUSTRY
DEFINE A “PROJECT”?
A project is a task that needs to be completed. If a client or
proponent hires you as a Project Manager, he wants you
to complete the task he has given you. When we hear
about “projects” in the context of various companies, it
has the similar meaning. It is that of accomplishing a
defined goal.
WHAT IS THE ROLE THAT PROJECT MANAGEMENT
PLAYS IN A CONSTRUCTION PROJECT?

Projects don’t get done by themselves. We need people

to carry them out and this is where project managers
and project management team come into the picture.

When we look at the project management life-cycle,

there are many people and groups involved in designing,
developing and delivering the goals set out in the project.
WHO IS A PROJECT MANAGER?

 A Project Manager is the spearhead who is

responsible for leading a project.
 They ensure that the project is completed within the
specified deadline and gets delivered to the client
without any flaws.
 He/she handles all the aspects of the project from
project initiation to project delivery.
WHO IS A PROJECT MANAGER?

 He provides the vision of the project to his team

members and keeps their focus firmly fixed on the
same.
 He/she is that person who ultimately gets praised for
the success of the project or discredited for the failure
of it.
 The project manager is accountable for the fate of a
project.
WHAT IS A PROJECT TEAM?
 It is a group of individuals teamed together.
 Their purpose is to achieve a specific business task or goal.
 The project teams can be created on a temporary basis or
for a very long duration. The duration can range from a
week to few years.
 These skilled individuals can be either from different
functional areas or a similar one.
 The team and the manager collectively together contribute
to the success of the project.
 RESPONSIBILITIES OF A PROJECT MANAGER
PLANNING
 What tasks need to be completed for the project?
 Who is to complete the project?
 By when should the project be completed?

ORGANIZING
 Implement the plan.
 Assigning roles to the team members.
 Setting deadlines to achieve targets.
 Identify the services to be provided, the company that
provides these services
 RESPONSIBILITIES OF A PROJECT MANAGER
LEADING
 Most important responsibility of project managers.
 Coordinate with different people to ensure that the project
goes on in a smooth manner.
 Keep a regular check on the project developments.
 Ensure that the project team members are meeting the
deadlines and following the guidelines.
 Regularly conducts meetings and makes that the team
members do the follow-up actions.
 Make firm but appropriate decisions at every stage of the
project progress.
 RESPONSIBILITIES OF A PROJECT MANAGER
LEADING
 Project managers need to demand excellence from their team
members and help them in their personal development.
 A project manager is expected to motivate team members during
the down phase and keep their morale high.
 A project manager is the leader who the team members look up to.
Therefore, managing people becomes the key element of project
management.
MONITORING
 Measure: Keep a strict vigil on the progress of the project
 Evaluate: Determine the root causes of deviations
 Correct: Make appropriate corrections to address the issue
of deviation
 RESPONSIBILITIES OF A PROJECT MANAGER
COMMUNICATING
 Not just with the team members, but the project manager also has
to interact with various people like clients, external vendors and
other important stakeholders
 A project manager should share the vision and objectives of the
project with the team members.
 He/she also needs to take on the role of empowering his/her team
members to share or exchange information.
MANAGING RISK/S
 This is a critical role of a project manager because uncertain
conditions can have a negative impact on the project.
 A project manager should show competency to his team members.
HOW DOES A PROJECT MANAGER
HANDLE RISK?
 Identify potential threats or positive developments.
 For example, a key team member resigning from the job or a
contractor / sub-contractor suddenly pulling out of the project.

 Developing a course of action in case the risk plays out.

 Looking for alternatives, estimating the cost of other solutions etc.

 Risk management also involves communicating

 Inform the team members and other stakeholders about the risks.

 Make sure that the risk response is implemented as envisioned.

RESPONSIBILITIES OF A PROJECT
MANAGEMENT TEAM
 Carry out the tasks assigned to them by their project manager.
 Need to communicate to the project manager the task progress.
 Expected to show initiative and not wait for the project manager
to guide them even on small tasks.
 They need to work with the other team members and treat them
with cordial respect.
 If it is a huge project, then some members act as team leads and
provide help to the team members.
 Best coordination among team members so that the project can
be delivered to the client on time and without any delays.
WHAT IS THE SECRET BEHIND A
SUCCESSFUL PROJECT?
COMPLETE TEAM EFFORT
The roles and responsibilities assigned to the
team members could be small or huge. But, at the end of
the day, every role and responsibility matters as it’s a
collective team effort.
It is this effort that drives project on the success
path. Project manager and project management team
are like two facets of a coin. Hence, for the project to be
successful, both project manager and the team need to
work as an efficient team.
What Are the Objectives of Project Management?

In brief, project management objectives are the successful

development of the project’s procedures of initiation, planning,
execution, regulation and closure as well as the guidance of the
project team’s operations towards achieving all the agreed upon
goals within the set scope, time, quality and budget standards.

Projects are temporary and, in a sense, unique endeavors.

Temporary because they only happen once and have a specific
duration and unique in that they are not routine enterprises, but a
set of procedures intended to produce a singular product,
outcome, service or result.
What are the objectives of Project Management, a closer look:

• The successful development and implementation of all project’s

procedures
• Productive guidance, efficient communication and apt
supervision of the project’s team.
• The achievement of the project’s main goal within the given
constraints.
• Optimization of the allocated necessary inputs and their
application to meeting the project’s pre-defined objectives, is a
matter where is always space for improvement.
• Production of a complete project which follows the client’s
exclusive needs and objectives.
What are the objectives of Project Management, a closer look:

Project management is a flourishing field that keeps growing in

knowledge and interest at a considerable rate. Understanding
project management objectives in-depth is the first step to success,
as you will fully realize what it takes to be efficient, effective and
competitive in a shifting, complex and at times unpredictable
environment. Due to the nature of project management, which
differs from typical management by the innovative, unique and
multidisciplinary character of most projects, it is generally agreed
that it requires its own tools and techniques. Keep in mind that
these tools and techniques do not apply to all projects, so make
sure you choose wisely and adjust accordingly.
References:
 Lock, Dennis (2007). Project Management, England : Grower Publishing
Limited;
 Ottosson, Hans (2013). Practical Project Management for Building and
Construction, Boca Raton, FL: CRC Press;
 Project Management Institute (2017). PMBOK Guide 6th Edition,
Pennsylvania ;
 Association for Project Management (2012). APM Body of knowledge
6th Edition, Buckinghamshire;