1109H CONSTRUCTION PLANNING

UC III Knowledge Areas for Construction Project

Management– Nineth part

Instructor Ramón Arturo Corral Lugo

ramon.corral@itson.edu.mx
SCHEDULE
 Project Management Knowledge Areas

 Project Management Process Group and Knowledge Area Mapping

 Project Integration Management

 Project Integration Management in Construction

 Change Requests

 Lessons Learned Register

PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT PROCESS GROUP AND KNOWLEDGE AREA MAPPING
PROJECT INTEGRATION MANAGEMENT
 Project Integration Management includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes and
project management activities.
 In the project management context, integration includes characteristics of
unification, consolidation, communication, and interrelationship.
 These actions should be applied from the start of the project through
completion.

https://www.youtube.com/watch?v=uHHZoEzxGto
PROJECT INTEGRATION MANAGEMENT
 Project Integration Management is specific to project managers. Whereas
other Knowledge Areas may be managed by specialists (e.g., cost analysis,
scheduling specialists, risk management experts), the accountability of Project
Integration Management cannot be delegated or transferred.

 The project manager is the one who combines the results in all the other
Knowledge Areas and has the overall view of the project. The project manager
is ultimately responsible for the project as a whole.
PROJECT INTEGRATION MANAGEMENT
 Projects and project management are integrative by nature. For example, a
cost estimate needed for a contingency plan involves integrating the
processes in the Project Cost Management, Project Schedule Management,
and Project Risk Management Knowledge Areas. When additional risks
associated with various staffing alternatives are identified, then one or more of
those processes may be revisited.
PROJECT INTEGRATION MANAGEMENT IN CONSTRUCTION

 The construction industry comprises many diverse and dynamic organizations,

each with technical challenges that converge in order to satisfy the needs of
the businesses and stakeholders involved.

 The growth of people, industries, cities, countries, and businesses is

materialized in a construction project.

 These projects are inherently affected by site conditions, contract execution

expectations, technology, market conditions, equipment and human resource
availability, economic environment of the country, and many other external
factors.
PROJECT INTEGRATION MANAGEMENT IN CONSTRUCTION

Construction is complex because uncertainty is present in almost all project

activities. Construction uncertainty yields risks which are out of the control of the
project, such as weather, geological conditions, and risks that greatly influence
the final outcome (e.g., regulatory demands and sometimes excessive
government oversight). The project manager should establish strategies to
minimize these potential impacts and integrate plans to properly address them.

The integrative nature of construction projects can be visualized by the

construction of a new roadway between two points on a map. The roadway will
often cross existing infrastructure, pass through the natural environment, disrupt
exiting traffic flow, and may require the acquisition of property and right-of-ways,
all of which should be managed in an integrated manner.
PROJECT INTEGRATION MANAGEMENT IN CONSTRUCTION

A key role of the project manager is that of a project integrator. This role takes
on added significance where the contracts form a framework of complexity for
integration involving interdependent design requirements; activity coordination;
construction sequencing of materials, equipment, and specialty resources; and
regulatory compliance. As the size of the project increases, so does the
complexity, making the need for effective and efficient Project Integration
Management a critical Knowledge Area for construction.
CHANGE REQUESTS
A change request is a formal proposal to modify any document, deliverable, or
baseline. When issues are found while project work is being performed, change
requests can be submitted, which may modify project policies or procedures,
project or product scope, project cost or budget, project schedule, or quality of
the project or product results.

Other change requests cover the needed preventive or corrective actions to

forestall negative impact later in the project. Any project stakeholder may request
a change. Change requests can be initiated from inside or outside the project and
they can be optional or legally/contractually mandated.
CHANGE REQUESTS
Change requests may include:

 Corrective action. An intentional activity that realigns the performance of the

project work with the project management plan.

 Preventive action. An intentional activity that ensures the future performance of

the project work is aligned with the project management plan.

 Defect repair. An intentional activity to modify a nonconforming product or

product component.

 Updates. Changes to formally controlled project documents, plans, etc., to

reflect modified or additional ideas or content.
CHANGE REQUESTS
 Change Request example:
LESSONS LEARNED REGISTER
The lessons learned register is created as an output of this process early in the
project. The persons or teams involved in the work are also involved in capturing
the lessons learned. Knowledge can be documented using videos, pictures,
audios, or other suitable means that ensure the efficiency of the lessons captured.

At the end of a project or phase, the information is transferred to an

organizational process asset called a lessons learned repository.
LESSONS LEARNED REGISTER
The lessons learned register can include:
 Category and description of the situation.
 Impact, recommendations, and proposed actions associated with the
situation.

The lessons learned register may record challenges, problems, realized risks
and opportunities, or other content as appropriate.
LESSONS LEARNED REGISTER
 Lessons Learned Register example: