AR 1802 - PROFESSIONAL PRACTICE

ASSIGNMENT 4

PROJECT MANAGEMENT AND ITS RELEVANCE

- NEERAJA R I S8 A I 17138

Q1. What is project management?

Project management is the use of processes,skills, methods, knowledge, and
experience to meet specified project goals while staying within parameters, as defined by
the project management criteria. Final deliverables are bound by a certain timeframe and
budget for project management. The appropriate use and integration of the project
management processes established for the project is how project management is
performed. Organizations can use project management to carry out projects more
successfully and efficiently. Project management focuses on interdependencies of
programs or steps in a project to determine the optimal approach for managing the
project.

Actions related to these program and project-level interdependencies may include:

● Aligning with the organizational or strategic direction that affects program and
project goals and objectives;
● Managing interdependencies among the components of the program to best serve
the program;
● Allocating the program scope into program components;
● Resolving issues between component projects and the program level;
● Managing program risks that may impact multiple projects in the program;
● Resolving constraints and conflicts that affect multiple projects within the program;
● Managing change requests within a shared governance framework;
● Allocating budgets across multiple projects within the program.
Q2. How is project management important in the construction field?
What is the role of an architect in making projects?

According to Wideman , “project management is the art of directing and coordinating

human and material resources to achieve stated objectives within limits of time, budget,
and stakeholders’ satisfaction.” Project managers are fully responsible for all aspects
of construction, such as planning, organising, and controlling. They are in charge of
ensuring that a project's planning phase includes a complete task definition,
resources, a time schedule, and a list of requirements. They also organise the
project to ensure that competent staff is hired in order to produce necessary
services and meet project objectives.

Individuals, groups, and public and private organisations can all benefit from
effective project management to :

● Meet business objectives.

● Satisfy stakeholder expectations;
● Deliver the right products at the right time;
● Resolve problems and issues;
● Respond to risks in a timely manner;
● Be more predictable;
● Increase chances of success;
● Optimize the use of organizational resources;
● Identify, recover, or terminate failing projects;
● Balance the influence of constraints on the project (e.g., increased scope may
increase cost or schedule); and
● Manage constraints (e.g., quality, scope, schedule, costs, resources);
● Manage change in a better manner.

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 - Poorly managed projects or the absence of project management may result
in:
● Missed deadlines,
● Cost overruns,
● Poor quality,
● Rework,
● Uncontrolled expansion of the project,
● Loss of reputation for the organization,
● Unsatisfied stakeholders, and
● Failure in achieving the objectives for which the project was undertaken

Architects have recently been integrated as a manager with

executive power on the construction site by the construction industry. The
architect's performance is therefore critical, because any decision made at the start
of the project will have an impact on the project's success. In summary, while the
construction industry faces numerous challenges such as delays, cost overruns,
fluctuating material prices, and breaches of duty, all of these issues are directly
related to the ArPM-client relationship.

All ArPMs have four primary responsibilities: leading, organising, controlling, and
supervising, and during a construction project, each function is critical. During the
planning stage, they must be able to predict and provide the following
requirements: (i) establish aims and goals, (ii) organise activities to achieve goals,
and (iii) monitor budget and time.

Secondary skills include the organisation of resources such as time, cost,

manpower, machinery, and equipment to effectively approach project goals, and
also they are in charge of project control. Control processes assess progress toward
goals, evaluate activities, and determine when to take corrective action. In the final
step of supervision, all activities must be supervised throughout the project to
prevent any defects in construction.

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The Project Management Institute (PMI) documented nine knowledge areas to
standardise the ArPM required qualifications: integration, time, cost, procurement,
quality, communication, human resource, scope, and risk.

3. What are the concepts and basic elements of project management?

Project Management Institute (PMI) defined Project Management as "the application

of knowledge, skills, tools and techniques to a broad range of activities in order to meet
the requirements of a particular project."

A triangle, also known as the "triple constraint", is frequently used to summarise

project management. The three most important variables are time, price, and
range.

In general, the “triple constraint” consists of four key components:

1. Projects must be completed on time.

2. Projects must be cost-effective.
3. Projects must have some scope.
4. Projects must meet the client's quality expectations.

A project runs through six stages during its lifecycle:

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 1. Project definition entails defining the project's objectives, priorities,
and critical success factors.
2. Project Initiation : Everything required to set up the project before it
can begin.
3. Project Planning : Detailed instructions on how to carry out the project,
including time, cost, and resource estimates.
4. Project execution entails working to yield the required product,
service, or outcome.
5. Project Monitoring and Control : Ensuring that a project is on track and
taking corrective action to ensure project completion:
6. Project Closure : Formal acceptance of deliverables and disbandment
of all project-related elements.

4. What is a project management cycle?

Project cycle management (PCM) is the process of effectively and efficiently

planning, organising, coordinating, and controlling a project throughout its phases,
from planning to execution, then completion and review, in order to achieve
pre-defined objectives or satisfy project stakeholders by producing the right
deliverable at the right time, cost, and quality.

PCM improves the project life cycle by emphasising a well-organized system with
proven results. It is divided into phases to ensure clarity, objective goals and
expectations, and universal practise.

The Project Management Institute's (PMI) PMBOK (Project Management Body of

Knowledge) defines a project management life cycle as having five stages:

● Project Initiation

● Project Planning

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 ● Project Execution

● Project Monitoring and control

● Project Closure

INITIATION : The feasibility and business value of the project are determined
during the first phase of the project management life cycle. This step involves
determining an objective for your project, determining whether the project is
feasible, and identifying the project's major deliverables

PLANNING : The second and most important phase of the project

management life cycle is planning. Project planning is essential to the project
life cycle because it tells everyone involved where you're going and how
you're going to get there. During this stage of the project management life
cycle, you break down the larger project into smaller tasks, form your team,
and create a schedule for assignment completion. Develop smaller goals
within the larger project, ensuring that each is achievable within the time
frame. Smaller goals should have a high chance of success.

EXECUTION, MONITOR AND CONTROL :This is the phase most often

associated with project management. Building deliverables that satisfy the
customer is what execution is all about. Team leaders achieve this by
allocating resources and directing team members' attention to their assigned
tasks.

CLOSURE : When the team has finished working on a project, they enter the closure
phase. During the closure phase, you provide final deliverables, release project
resources, and determine the project's success. Just because the major project work
is finished does not mean the project manager's job is finished; there are still
important things to do, such as evaluating what worked and did not work with the
project.

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BIBLIOGRAPHY

1. A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE

(PMBOK® GUIDE) Sixth Edition

2. https://www.exceeders.com/
3. https://www.hindawi.com/
4. https://www.orangescrum.com/