12/03/2022

CIV4101 CIVIL ENGINEERING MANAGEMENT

Eng. Dr. Seith Mugume (PhD, MUIPE, REng)

Lecturer, Department of Civil and Environmental Engineering
College of Engineering, Design, Art and Technology
Makerere University
Email: seith.mugume@mak.ac.ug; smugume@gmail.com
Tel: + 256 771 358 124

Lecture 1: PM Approaches & Processes 1

Lecture 1:
Project Management
Processes and Approaches

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Presentation outline
• Project Management Definition
• Project Management Approaches
• Project Management Processes

Key Definitions
Definition of Project
“A project is an endeavour in which human, financial, and material
resources are organized in a novel way to undertake a unique scope of
work, of given specification, within constraints of cost and time, so as
to achieve beneficial change defined by quantitative and qualitative
objectives” (Turner 2009)
“Temporary arrangement set up to create a product, service, or result that
is unique”. (Project Management Institute, PMI)
Project Management
“The complete set of decisions regarding the set up, organisation and
management of a project, taken during the various phases of the project,
aimed at coordinating the efforts of the various actors involved in order to
successfully realise the project” (Koppenjan et al. 2011)
“The application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements” (PMI 2018)

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Project Characteristics

Lecture 1: PM Approaches & Processes

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‘Magic Triangle’ of Project

Management

Lecture 1: PM Approaches & Processes

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Levels of project management

Lecture 1: PM Approaches & Processes

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Project Management Approaches

• Traditional (Sequential)
• Agile
• Change Management
• Process Based
• Other Approaches
• Adaptive Project Framework
• PRISM (Projects Integrating Sustainable Methods)
• PRINCE2 (Projects in Controlled Environments)
• PMI/PMBOK (Project Management Body of Knowledge)

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Project Management Approaches

Traditional (Sequential) Methodologies
a) Waterfall Method
• Tasks are sequenced from the initial one till the final
deliverable is achieved. A subsequent task cannot
commence until the previous one has been completed
• Ideal for projects that deliver physical objects e.g.
buildings, computer assembly etc.

Project Management Approaches

Traditional (Sequential) Methodologies
b) Critical Path Method (CPM)
• Some tasks cannot be started until a previous one has been
finished. When you string these dependent tasks together from start
to finish, you plot out your critical path.
• Project Managers need to identify and focus on this critical path in
order to prioritise and allocate resources to get the most important
work done and to reschedule any lower priority tasks

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Project Management Approaches

Traditional (Sequential) Methodologies
c) Critical Chain Project Management (CCPM)
• Puts a primary focus on the resources needed
to complete the project’s tasks.
• Build a project schedule; Identify most crucial
tasks that need to be done => Critical chain; the
reserving resource for those high-priority
tasks.
• Builds buffers of time around these tasks into
the project’s schedule, which helps ensure the
project meets its deadlines.
CIV4101 Civil Engineering Management 11

Project Management Approaches

The Agile Family of PM approaches
a) Agile methodology
• Developed in 2001. Project objectives are made clear by the customer while
the final deliverable can change.
• Project team works in iterative cycles, always evaluating results at the end.
• Depending on the results of these evaluations, the final deliverable may be
modified in order to better answer the customer’s needs.
• Continuous collaboration is key, both within the project team members and
with project stakeholders.
Core Values
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan

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Project Management Approaches

The Agile Family
b) Scrum methodology

• A small team is led by a Scrum Master => clears

away all obstacles to work getting done more
efficiently.
• Team works in short cycles of two weeks called
“sprints,” though the team members meet daily to
discuss what’s been done and where there are any
roadblocks that need clearing.
• Allows for quick development and testing, especially
within small teams => Applicable in software
development

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Project Management Approaches

The Agile Family
c) Kanban method
• Process based visual approach based on a team’s capacity to do work.
• Mostly applied in software development and focuses on just-in-time
delivery of functionality and managing the amount of work in progress
(WIP).
• Visualize what you do today (workflow): seeing all the items in context
of each other can be very informative
• Limit the amount of work in progress (WIP): this helps balance the
flow-based approach so teams don€
t start and commit to too much work at
™
once
• Enhance flow: when something is finished, the next highest thing from the
backlog is pulled into play

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Project Management Approaches

The Change Management Methodologies
These methods put extra focus on planning for risks and taking control of change when it
happens
a) Event Chain Methodology (ECM)
• Focuses on identifying potential risks that often lie outside the project’s scope.
• The PM then prepares for these risks and plan what to do if they occur.
• Why? Unexpected events will impact your project’s schedule, deliverables, and potentially its
success.
b) Extreme Project Management (XPM)
– Opposite of Waterfall
– Offers ways to manage massive change and still move forward to project completion.
– PM can alter the project plan, budget, and even the final deliverable to fit changing needs,
no matter where the project is. It’s the perfect way to manage projects that have a short
timeline of anywhere from a few weeks to mere days.

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Project Management Approaches

The Process-based Methodologies

• Lean
• Six Sigma
• Lean Six Sigma

Six Sigma views all work as processes that can be defined, measured,
analyzed, improved, and controlled. Processes require inputs (x) and produce
outputs (y). If you control the inputs, you will control the outputs. This is
generally expressed as y = f(x).

Set of tools: Uses both qualitative and quantitative techniques or tools i.e.
statistical process control (SPC), control charts, failure mode and effects
analysis (FMEA), and process mapping.

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Process based approaches

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Project Management Processes –

Example of phase structure of a project (1)

Example of a
project structure

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Examples of a phase structure of
a project (2)
Lecture 1: PM Approaches & Processes
Project Management Processes
Process Description
Initiation Setting the overall project
(Definition) direction and defining
project objectives
Planning Devising a workable
scheme to accomplish an
objective
Execution Carrying out the plan
Controlling Measuring project
progress
Closure Formal acceptance of the
(Completion) product of the project
and bringing the project
itself to an end.
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Outcome
A description of the product of the project,
initial documentation of project objectives,
and assignment of a project manager
A documented project plan and updates to
the plan
Verifiably completed project deliverables
Periodic measurements of progress vs. plan,
corrective action when needed, and
identification of when the project is done
Documented acceptance of the results of the
project e.g. the client issues a project
completion certificate
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Project Management Life Cycle

The handbook of project based management

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Project life-cycle

Lecture 1: PM Approaches & Processes Source: PMI, Gray

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Planning Process relationships

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Project Management  Fractal Management

▪ Large projects progress

through quite distinct stages
i.e. Concept, feasibility,
design, execution & closure
▪ At each stage we need to
plan the work, organize the
resources, implement the
work and control progress,
and so the management
processes are repeated at
each stage.
▪ Each stage of the project is a
mini-project of its own

[Source: Turner 2009]

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References
• Koppenjan, J., Veeneman, W., Haiko van der Voort, H., ten Heuvelhof, E , Leijten, M
2011. Competing management approaches in large engineering projects: The Dutch
RandstadRail project. International Journal of Project Management 29, 740–750
• Duncan, W. R. (1993). The process of project management. Project Management
Journal, 24(3), 5–10.
• Turner JR 2009. The Handbook of Project Based Management, 3rd Eds. McGraw
Hill Companies

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