RIZAL TECHNOLOGICAL UNIVERSITY

College of Engineering and Industrial Technology

Department of Architecture

OFFICE PROJECT MANAGEMENT

A Research Presented to the Faculty of Architecture Department

Rizal Technological University

Mandaluyong City

In Partial Fulfillment of the Requirements for the Subject of

Professional Practice 3

By:

GROUP 2

Bartolata, Argen Darlene

Mago, Mharciane Maxine

Nanalig, Lance Ace

Ricamara, Eurielle Jan

Sebastian, Abigael G.
 RIZAL TECHNOLOGICAL UNIVERSITY
College of Engineering and Industrial Technology
Department of Architecture

OFFICE PROJECT MANAGEMENT

3.1. Project Management

3.a. The Small Project

Small Projects - Small Projects have unique challenges over large ones
because they’re small, it’s attempting to skip planning process and start
executing the work. A small project that isn’t planned enough can also
ignore critical stakeholders, causing both resentment and rework.
3.a.1. Major Challenges
1. Being able to recognize work that is really a project and conversely to
distinguish other kinds of work from project work, and manage it
accordingly.
2. The lack of time taken to plan a small project when they are recognized
as such, and to do an appropriate amount of planning.
3. Having the will or determination to follow a plan once it’s created for
small projects, and
4. Being disciplined enough to control and to track the project- and to see it
through to completion.
3.a.2. Managing Small Projects
1. Apply Best Practices
  Only produce as much documentation as is required by the project.
A simple rule of thumb: if it’s useful in helping us to deliver the
business objectives of the project then produce it.
2. Defining Objectives and Scopes
  Even on the smallest project there will be objectives which must be
achieved.
  Define the objectives of the project.
  Satisfy the needs of the stakeholders.
  Define the scope-it forms the boundary of the project
  Define the stakeholders
3. Define Deliverables
  Define what is going to be produced
  Your aim- document a detailed enough set of descriptions of the
products to be produced.
4. Project Planning
  Do you need a plan for a small project?
  With a small project, you still need to work out which activities are
required to produce a deliverable, estimate how long the activities
will take, how many staff and resources are required and
responsibilities of staff.
5. Communication
 RIZAL TECHNOLOGICAL UNIVERSITY
College of Engineering and Industrial Technology
Department of Architecture

  The Project Manager will still need to assign tasks and

responsibilities to the other person.
  Communicate plans via email, hard copy, or better still an informal
or formal chat where you discuss the project plan.
  If the plan changes- communicate the changes with the project plan.
6. Tracking and Reporting Progress
  Consider a 2-person project team- the Project Manager and one
other person.
  The project Manager will need to know the progress of the activities
which the other person is working.
7. Change Management
  Even on a small project- changes are likely to occur.
  Requests for a change usually come from stakeholders and it will be
your responsibility as a Project Manager to assess the impact of
accepting these into the project.
  Need to estimate the impact of the change in terms of extra effort
and cost.
  Never simply accept the change. Need to fully understand what the
change is and the impact on time and cost.
8. Risk Management
  There will be risks- even on a small project.
  Ensure that you have thought through the potential risk and the
beginning of the project.
  Monitor the risks, on a weekly basis.
  Failing to manage risk properly is one of the main reason why
projects fail.

3.b. The Project Team

3.c. Project Operations

Project Planning and team building put the resources needed to
execute a project in place. The next step, what some call the hard part is,
is making it all work—orchestrating and integrating these plans and
resources to produce a successful project.
People are the key resource of an architecture firm. Thus much of
everyday project management is directed to the project team-helping it
work and keeping it on track. Project management also involves collecting,
processing, and communicating information; making decisions; responding
to project changes; and, in the end, closing out the project.
 RIZAL TECHNOLOGICAL UNIVERSITY
College of Engineering and Industrial Technology
Department of Architecture

START-UP
If the project is typical, it has been “starting up” for some time- all
though the processes of project definition, acquisition, planning, and
contract negotiation. At this point, however, everything is ready to go, and
it’s time to start performing the contracted professional services.

3.c.1 Team briefing and kick-off. One of the first steps is to be sure the
team members are on board and up-to-date with current project
requirements and plans, which may have changed in the negotiation
process. One way to accomplish this is to hold a formal team briefing and
kick-off meeting. Which may include the following elements:
 Reviewing project requirements as developed with the client
and by the firm. This may cover project goals, scope, quality,
schedule, budget, codes and regulations, key design and
construction standards, and other project information.
 Reviewing the project work plan. Critical tasks,
responsibilities, uncertainties and potential problem areas are
discussed.
 Reviewing the schedule and milestone dates.
 Reviewing project policies. These include (as relevant) project
responsibilities and authorities, client structure and relationships,
approaches to identifying and resolving problems, team
meetings an communications, project charges and reports, and
other key management ideas.
3.c.2 Project Authorization. It is important to get internal mechanisms in
place. Once a proposal becomes a project, for example time changes are
no longer considered part of overhead (marketing costs) but are charged to
the project. Some firms use a formal project authorization form for the
following functions:
 Establishing the necessary project accounts.
 Providing information on what can be charged to the project and
what cannot, especially reimbursable (and non-reimbursable)
expenses.
 Identifying the internal project reports that will be prepared and
distributed.
 Providing the accounting department-or the bookkeeper or, in
small firms, the principal-with information about project
milestones deliverables, and billing details.
 RIZAL TECHNOLOGICAL UNIVERSITY
College of Engineering and Industrial Technology
Department of Architecture

3.c.3 Project Files. It is common to establish a separate file (of set of files)
for each project in the office. The most effective project filling system is one
that can be easily understood and used by everyone in the firm. Avoid the
temptation to invent a new or unique filing system for each project. Should
a project manager be unavailable of leave the firm, everyone shouldbe
able to locate and use a project’s files.

3.c.4 Key Project Information. Most firms assemble the key information
needed to inform project decisions at the outset of the project. Some of this
may be placed in the project file; some may be located on a project shelf
so it is accessible to all participants. This collection may include:
 Project directory (lists of names, addresses, and phone and fax
numbers of key participants)
 Project program and construction budget requirements.
 Site information, including climatic, environmental, survey, and
geotechnical data.
 Applicable codes and regulations.
 Project schedule, milestones, and list of deliverables.
 List of project files, locations, and access guidelines.

3.d. Project Controls