Mert Sezer AKBAY- 210204037

9 KNOWLEDGE AREAS OF PROJECT MANAGEMENT (PMBOK)

Integration Management - is the processes required to ensure that the various

elements of the project are properly coordinated.
*Project Plan Development – taking the results of other planning processes and
putting them into a consistent and coherent document.
*Project Plan Execution - carrying out the project plan by performing the project’s
activities.
*Integrated Change Control – coordinating changes across the entire project.
Scope Management - the processes required to ensure that the project includes
all the work required, and only the work required, to complete the project
successfully.
*Scope Initiation – authorizing the project or phase is part of project scope
management.
*Scope Planning – a written scope statement as the basis for future project decisions.
*Scope Definition – subdividing the major project deliverables into smaller more
manageable components.
*Scope Verification – formalizing acceptance of the project scope
*Scope Change Control – controlling changes to project scope
Time Management - the processes required to ensure the timely completion of
the project.
*Activity Definition – identifying the specific activities that must be performed to
produce the project deliverables.
*Activity Sequencing- identifying and documenting the projects interactivity
relationships.
*Activity Duration Estimating – estimating the number of work periods needed to
complete the projects activities.
*Schedule Development – analyzing activity sequences, activity durations, and
resource requirements to complete the project schedule.
*Schedule Control – controlling changes to the project schedule.
Cost Management - the processes required to ensure the project is completed
within the approved budget.
*Resource Planning – determining what resources (people, materials, methods,
machines & equipment) are needed and what quantities of each should be used to
perform project activities.
*Cost Estimating – developing an approximation of the costs of the resources
required to complete the project.
*Cost Budgeting – allocating the overall cost estimate to individual work activities.
*Cost Control – controlling changes to the project budget.
Quality Management - the processes required to ensure the project will satisfy the
needs for which it was undertaken.
*Quality Planning – identifying which quality standards are relevant to the project and
determining how to satisfy them.
*Quality Assurance – evaluating overall project performance on a regular basis to be
sure that the project will satisfy the relevant quality standards.
*Quality Control – monitoring specific project results to determine if they comply with
relevant quality standards and identifying ways to eliminate causes of unsatisfactory
performance.
Human Resource Management - the processes required to make the most
effective use of people involved with the project.
*Organizational Planning – identifying, documenting and assigning project roles,
responsibilities, and reporting relationships.
*Staff Acquisition – getting the human resources needed assigned to and working on
the project.
*Team Development – developing individual and group competencies to enhance
project performance.
Communications Management - the processes required to ensure the timely and
appropriate generation, collection, dissemination, storage, and ultimate disposition of
project knowledge.
*Communications Planning – determining the information and communication needs
of the stakeholders.
*Information Distribution – making needed information available to project
stakeholders in a timely manner.
*Performance Reporting – collecting and disseminating performance information.
*Administrative Closure – generating, gathering, and disseminating information to
formalize phase or project completion.
Risk Management - the processes concerned with identifying, analyzing, and
responding to project risk.
*Risk Management Planning – deciding how to approach and plan for the risks in a
project.
*Risk Identification – determining which risks might affect the project and
documenting their impact on the organization.
*Qualitative Risk Analysis – performing a qualitative analysis of risks and conditions
to prioritize their effects on project objectives.
*Quantitative Risk Analysis – measuring the probability and impact of risk and
estimating their implications for project objectives.
*Risk Response Planning – developing procedures and techniques to enhance
opportunities and to reduce threats to the projects objectives from objectives.
*Risk Monitoring and Control – keeping track of identified risks, monitoring residual
risks and identifying new risks, ensuring the execution of risk plans, and evaluating
their effectiveness in reducing risk.
Procurement Management - the processes required to acquire the goods and
services from outside the performing organization.
*Procurement Planning – determining what to procure, how much to procure, and
when.
*Solicitation Planning – documenting project requirements and identifying potential
sources.
*Solicitation – obtaining quotations, bid, offers or proposal as appropriate.
*Source Selection – choosing from among potential sellers.
*Contract Administration – managing the relationship with the seller.
*Contract Closeout – completion and settlement of the contract, including resolution
of any open items.

PROJECT LIFE CYCLE

Poject life cycle is one of the most often quoted and most frequently written about
concepts in marketing. It holds that products go through a cycle of birth, life, and
death much as living organisms do. The cycle is divided into four stases;
Introduction: During introduction, sales start at zero and increase at a slow, but
increasing rate. Profits at this stage are likely to be negative because the heavy
expenses of introduction are not immediately offset by sales.
Growth: During growth, sales increase rapidly, climbing initially at an increasing rate
and then at a decreasing rate.
Maturity: During maturity, sales grow to reach their peak and then level out or
decline. Profits decline slowly in response to competitive pressure.
Decline: During decline, both sales and profits decrease until the product is
withdrawn from the market.
PROCESS OF PROJECT MANAGEMENT

Initiating: These processes help you define a new piece of work – either a complete
new project or the phase you are about to begin. They ensure you have authority to
proceed.

Planning: These processes help you define objectives and scope out the work to be
done. They also encompass all the work around planning and scheduling tasks.
Again, they can cover a complete project or just the phase you are working on right
now. Or you might be closing one phase and planning the next in parallel.

Executing: You do these processes as you carry out your project tasks. This is the
‘delivery’ part of project management, where the main activity happens and you
create the products.

Monitoring and Controlling: These processes let you track the work that is being
done, review and report on it. They also cover what happens when you find out the
project isn’t following the agreed plan, so change management falls into this Process
Group. You’ll run these processes alongside those in the Executing Group (mainly,
but alongside the other Groups too) so you monitor as you go.
Closing: Finally, these processes let you finalize all the tasks in the other Groups
when you get to the point to close the project or phase.

DEMING’S 14 PRINCIPLES OF TOTAL QUALITY MANAGEMENT

1. Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on
leadership for change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for
inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a long-term relationship
of loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership. The aim of supervision should be to help people and
machines and gadgets to do a better job. Supervision of management is in need of
overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that
may be encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero
defects and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to
the system and thus lie beyond the power of the work force.

 Eliminate work standards (quotas) on the factory floor. Substitute leadership.

 Eliminate management by objective. Eliminate management by numbers,
numerical goals. Substitute leadership.

11. Remove barriers that rob the hourly worker of his right to pride of workmanship.
The responsibility of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right
to pride of workmanship. This means, inter alia, abolishment of the annual or merit
rating and of management by objective.
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The
transformation is everybody's job.
BUILDING PROCESS
4.2 Structure Production Phase
4.2.1 Preliminary Preparation
Feasibility works: the magnitudes, financing, audits, organization and position of the
project is determined. The “problem” and the purpose is clearly defined. The project
cost is estimated.
4.2.2 Planning
The preparation of “needs program”: defining the technical details of the project. The
rearrangement of budget and financing; the contract strategy is formed. Preliminary
project is made. Technical and legal specifications are made.
4.2.3 Design Phase
The “applications program” and “system details” are prepared. The contractor should
begin to make arrangement for execution phase. Dimensional coordination,
classification of fittings are made. A proper and economic material is selected.
4.2.4 Production Phase
Equipment and sources are provided. The purpose of this phase is to form the most
suitable and effectively designed structure. The rate of success is reversely
correlated with the number of unknowns. Synchronization and quality audits are
important.
General obligations: Work, assurance, indemnity, insurance, work safety.
Execution preparatory: Field procedure (soil, weather, transportation, water), license
application; determination of contract conditions, progress payments, take-over
methods. The evaluation of users’ desires. Worker recruitment.
Daily program is prepared by contractors. Reports are made and the program is
revised.
Starting to work: details program, installation, education, production, inventory
making, maintenance instructions.
Some points that must be taken into account in the production phase:
- Production place
- Assurance of there will be change in the materials’ used in construction by the
productors.
- Beware of uncertainties
- Evaluation of bid proposals
- There is no open competition in construction industry.
- The “rationalization” must be done in the design phase.
- Construction workers hired temporarily, most of the time.
- There may be a need of accommodation for workers in the field.
Delivery and Usage Phase: All the work is done. Users are informed about
maintenance and repairing.
Destruction phase: Can be described as another project’s beginning stage.

4.3 Usage Phase

Structure quality: purpose of usage, environmental quality, functionality,
sustainability, strength, renewability, maintainability, technologic assets.
During the procedure, it is needed to enhance the quality by some certain
interferences and precautions.
Every structure needs maintenance because they are subjected to chemicals,
corrosion, shrinkage, air pollution etc.
Operating and maintenance cost of structure during its service life is 5 to 8 times of
its first investment cost.
There exists a strong relation between maintenance cost and quality. Thus audits
must be done strictly in order to reduce unnecessary expenditures.
Maintenance consists of restoration, renovation, operating, repairing.
Maintenance works:
o Precautions

- Design decisions
- Management system set up
o Actions that must be done after problems occur

- Problem types
- Analysis and surveillance of problems
- Problem solving techniques
- Problem solving steps

1.3.1 Precautions
1. Design Decisions and Construction Maintenance

The goal in this phase is to expedite and improve the efficiency of the construction
process through professional planning and execution of project activities, all focused
upon fulfilling the owner's scope, cost, quality, and time requirements. Prior to
construction, the CM should develop a project specific Construction Management
Plan that clearly identifies the roles, responsibilities and authority of the project team
and the procedures to be followed during construction.
Additionally, there are another points that must be considered pre and post phase of
the construction. They can be listed as:
o Detailing is important for coping with the climate change in critical points.

o Wearing Effects, like moisture, climate, corrosion and chemical actions,

structural and thermal actions, new materials and production techniques,
occupant load and wearing. These are engaged with each other. For instance,
the natural weather can cause chemical wearing on the facade materials.
o Services and Maintenance, should be economical and achievable. Possible
methods and necessary structural features for the maintenance of building
components should be determined in the design phase.
o Maintenance Planning, it starts from the beginning of the design phase and
continues during construction life. Structures should have an ‘operator manual’
prepared by producers.

2. Usage Stage Problems

o Trend

- Design obsolescence
- Obsolescence the location of the structure
- Users’ changeable taste

o Functional Problems

- Change of owner or user

- Rise in user’s needs, organizational changes
- Increase in operating expanses
- Unsuitable design for usage phase
o Technological Problems

o Physical Problems

- Structural problems
- Shell, coating and material problems
- Detailing problems
- Thermal problems
- Moisture problems
- Wearing problems
- Chemical wearing
- Climatic wearing
o Service Problems

- Heating-cooling-ventilation
- Electricity and lighting
- Sanitary System
- Functional Services
 3. Management Systems for Planning, Design and Application Process
Manufacturing planning; unity of planning and design create an adequate
manufacturing process. Dividing the planning process into smaller steps increases
the manageability of the process.