Notes on

PROJECT MANAGEMENT


Project Phases,
The Main and
Basic Stages

Project and Team
Definición y
Definition
Organización

PROJECT
MANAGEMENT
Completion
Culminación y
MAIN andCierre
Closing
Planning
Planificación

PHASES

Ejecución
Execution
 
Scope and Organization Definition
 Definition of Objectives and Goals
 Scope Definition
 What are the Limits of proposed objectives?

 What are the scope of the Activities of the WORK TEAM?

 Creation of the Project SHEET

 Name of the Sponsoring Entity

 Company Objectives and Project Objectives

 Expected Benefits for the Sponsoring Company

 Expected Duration of the Project

 Budget and Allocated and Available Resources

 Identification of the Authorities, Project Director, Managers for the Execution, the Planning,
Quality Control, Risk Management, and Project Documentation
 
Scope and Organization (Cont.)
 Organization
 Selection of the Work Team
 Professional Specialists, Definition of the Specialties Required by the Project and the
Required Experience

 Subcontracted professionals, Special Studies, Lab Tests, Surveying and Topography, Soil
Studies, Specific Software and Applications, Etc.

 Administrative Personnel for the Project,

 Office Management, Clerk, Documentation, Accounting, Logistics, Surveillance, Etc.
 
Planning
 Creation of the General Project Plan
 Planning as a Network of Activities
 The Network of Activities is made taking into account ALL the activities necessary to produce the
DELIVERABLES. The process includes the precedence and duration definition of each activity. At
the end of the network definition, the TOTAL duration of the Project should check with the
foreseen duration of the Project, so the Planning Team shall make adjustments to the preliminary
durations and precedences to fit the total time into the foreseen schedule.

 It is fundamental that all members of the Project Team participate in the definition of Precedences and
Durations of their activities.

 Once the Planning Schedule is completed it should be REVIEWED and APPROVED by the Project
director and the Project Owner.

 The Planning Network must be based on the WORK BREAKDOWN STRUCTURE (WBS) to be properly
handled. In this respect, the generation of the WBS is the first activity to be done by the planner team.

 The Project Schedule should show clearly the Main Activities, The Milestones and their dates .
 
Project Execution
 Work Breakdown Structure (WBS)
 Definition and Classification of the Deliverables:
 While the SCOPE is defined, we describe the DELIVERABLES as well as the activities
required to produce them. Each activity must be classified according to its categories,
 Discipline, specialty required to be produce the Deliverable.

 Type of document, Technical, Legal, for Purchasing, Reports, Internal and externals, etc.

 Project Area. It may be Geographical, Process section, Operation Area of a Facility or any area
classification required for the Deliverables.

 Any other category required as per the Project characteristics.

 The WBS facilitates the Planning and Follow Up of the Project

 Each activity and deliverable is coded according to the WBS and then easily identified
along the execution of the project
 
Ejecución y Desarrollo
 Plan de Comunicaciones
 Definición de Comunicaciones Formales, Internas y Externas:
 La Comunicación es Fundamental tanto para transmitir información como para la Emisión
Formal de los Entregables. Por tanto, la información debe ser transmitida por
procedimientos que la califiquen como FORMAL y aceptada por la Organización del
Proyecto y del Patrocinante o dueño del Proyecto.
 Se prefiere el uso de Formato Específico para cada Tipo de Comunicación, como parte de la
“Formalidad”.

 Se prefiere la codificación de cada Comunicación según Categorías y Ordinal Consecutivo

 Se prefiere que en el MANUAL DE EJECUCIÓN se plantee Formato a usar; forma de codificación;

Remitente y Destinatarios y la forma de Archivación.

 Cada Gerencia o Sección del Proyecto debe asegurarse de que las Comunicaciones
del Proyecto lleguen a sus Destinatarios
 
Project Execution
 Risk Management
 Definition of the Plan for Risk Management
 The Risk Management Plan begins with the Risks identification which is a process in which
all the members of the Project Team participate defining the risks, their impact, and the
probability of happening.

 The Team decides what actions should be taken to minimize the impact, the probability, or
both.

 With the information handled, a Plan is prepared and submitted for APPROVAL of the
Project Management, Project Direction, Project Owner, and Client
 
Project Execution
 Supervision and Control
 Follow-Up The follow-up of the activities must include the follow-up of the resources
necessary for their execution and the taking of actions so that the activities can be
executed in accordance with the established Plan.

 Control As far as possible, possible delays that may occur in the execution of
activities should be anticipated. Ideally, unavoidable delays can be compensated for
by anticipated slack in subsequent activities. The control measures must be
communicated to each member of the organization once they have been agreed with
the parties involved and the Project Management.
 
Project Execution
Adaptation and Feedback

 Adjustment Needs The follow-up of the activities must include the Early Review
for the Identification of Adjustment Needs both to the Schedule (such as
durations or preceding activities) and the planned resources.

 Actions The adaptation of Schedules must be submitted to the Approval of the

Project Management and of course to the Project Owner or Sponsor.

 Feedback The experience of previous projects and of the problems and their
solutions in the early stages of the Project will serve to take action in the activities
to come.

 Re-planning Re-planning should always be avoided and should be left only as a

last resource as it means that there has been a very serious impact on the entire
project.
 
Completion and Closing
Documentation

 Archive of Documents The Archive of Documents as Progress Reports, Deliverables,

Subcontractor Documents, Purchase Orders, etc. they must be in their last approved revision,
and in general, all the project documentation must be complete and up to date to proceed to
close the Project.

 Closing Record The review of pending actions must confirm that all "pending" actions have
been closed and, consequently, the Project Director and the CLIENT or PROJECT SPONSOR
sign the CLOSING RECORD in accordance, with which, it is considered granted that the
Project has CONCLUDED and therefore, the Project Organization can be dissolved as it no
longer has activities to carry out.

 Feedback In almost all companies, as part of the CLOSING activities, the members of the
Organization are asked to generate a list of LESSONS LEARNED. Normally, organizations
have Formats for this document in which actions are summarized to prevent errors due to
action or omission, delays or other inconveniences that could be found during the Project.
 Advice for carrying out project
management.
Assistance for Engineering execution
of industrial projects.

 Contact Info
Email lanc.tech.eng@gmail.com; lanc.tech.eng@outlook.com
Bogotá, DC, Colombia
Phone +57 318 5022131