PROJECT DESIGN & PROJECT MANAGEMENT FOR

URBAN DESIGN
 CONTENTS OF THE PROJECT MANAGEMENT COURSE
 INTRODUCTION
 ORGANIZATIONAL STRUCTURE AND PROJECT LIFECYCLE
 PROJECT MANAGEMENT PROCESSES
 PROJECT INTEGRATION MANAGEMENT
 PROJECT SCOPE MANAGEMENT
 PROJECT TIME MANAGEMENT
 PROJECT COST MANAGEMENT
 PROJECT QUALITY MANAGEMENT
 PROJECT H.R MANAGEMENT
 PROJECT COMMUNICATION MANAGEMENT
 PROJECT RISK MANAGEMENT
 PROJECT PROCUREMENT MANAGEMENT
 PROJECT STAKEHOLDER MANAGEMENT
INTRODUCTION
What is a Project?

 A temporary endeavor
 have a definite beginning and end
 Creates a unique product, service or result
 Projects can involve
o A single person
o A single organizational unit
o Multiple organizational units
Projects Create

 An item, an enhancement or a component of an item

 Service or capability to perform a service
 Improvement to an existing item
 Result- outcome or document
What is a Project management?

 Application of Knowledge, skills, tools and techniques to meet project

requirements
 There are five project management groups
o Initiating
o Planning
o Executing
o Monitoring and Controlling
o Closing
 These five project management groups have 47 project management
processes
Typical Project management includes

 Identifying requirements
 Addressing needs, concerns and expectations of stakeholders
 Setting up, maintaining and carrying out communications
 Managing stakeholders
 Balancing competing project constraints
o Scope
o Quality
o Schedule
o Budget
o Resources and Risks
Portfolio management, Program management and Project management
Projects can be part of a Program and programs can be part of a Portfolio
Organizational Project management
Projects can be part of a Program and programs can be part of a Portfolio
Project Management Offices(PMO’s)

 Support project managers

 Manage shared resources across the PMO
 Couching, Mentoring and Training
 Conducting project audit
 Developing and managing processes and procedures
 Facilitating communications across projects
Project Management Office Types

 Standards project management for an organization

 Three types of project offices
o Supportive-consultative role, template provision, couching, training etc
o Controlling-compliance through a framework, specific forms of
templates, governance
o Directive-directly manages projects as a PMO, owns and controls the
project lifecycle
Projects and Strategic Planning
Why would an organization ever do a project?
 Market demands
 Opportunities and Risks
 Social need
 Environmental considerations
 Customer request
 Technological advancements
 Legal requirements
Projects and Operations

 Projects are temporary

o Developing new products and services
o Moving, adding, changing or Deleting
o Implementing new services or solutions
 Operations are ongoing
o Repetitive actions
o Maintenance
o Core business functions
Relationship between Project mgmt ,Operations mgmt and Organizational
Strategy

 Operations and project management create the whole life product cycle
 Closeout or end of project phase
 Product Development
 Improving operational processes and lifecycles
 Product lifecycle
 Knowledge transfer
Organizations and Project Management

 Project based organizations

 Project management and organizational governance
 Projects and organization strategy
 Culture
Business Value

Entire value of the business

 Tangible elements
o Monitory assets
o Fixtures and equipment
o Equity
 Intangible elements
o Reputation
o Brand Recognition
o Trademarks
Roles of Project Manager

 Lead the team to achieve project objectives

 Balance the competing objectives of the project
 Communicate with stakeholders
 Contribute to business value
Responsibilities and Competencies of the Project Manager

 Satisfy task needs, team needs and individual needs

 Liaison between team needs and business strategy
 Three values of a project manager
o Knowledge-Understanding of project management
o Performance-Accomplish as a project manager
o Personal-Behavior, effectiveness, character, leadership
Skills of Project Manager

 Problem solving
 Motivating
 Communicating
 Influencing the organization
 Leadership
 Negotiating
 Political and cultural awareness
 Conflict Management
 Coaching etc.
ORGANIZATIONAL STRUCTURE AND PROJECT LIFECYCLE

Organizational Influences on Project Management

 Organizational cultures and lifestyles

 Organizational communications
 Structure of the organization
Organizational Culture

 Values
 Business model
 Policies, methods and processes
 View of Authority
 Work ethics and working hours
Organizational Structures

 Affects power of project manager

 Affects the abilities of decision making
 Affects communication demands
 Affects project team management
 Affects stakeholder management
Organizational Structures and project management power

 Projectized
 Strong matrix
 Balanced matrix
 Weak matrix
 Functional
Organizational Process Assets

 Came from
o Process and Procedures (Historical)
o Corporate Knowledge Base (Prepared)
 Historical or Prepared
o Past projects
o Lessons learned
o Processes and procedures
o Guidelines and accepted practices
Corporate Knowledge Base

 Configuration management knowledge

 Financial databases; labor hours incurred costs, budget and any cost overrun
 Historical information and lessons learned databases
 Project files from previous projects etc
Enterprise Environmental Assets/Factors

 Organizational policies
 Industry standards and regulations(Standards are optional and Regulations are not)
 Rules that the project manager must abide by
 Processes that must be followed
 Graphic distribution of facilities
 Marketplace conditions etc
Project Stakeholders and Governance

 Interested parties in the project’s existence

 Affected by the project
 Can affect the project
 Project team and manager
 Project stakeholders are anyone who is affected by the project
o Positive stakeholders
o Negative stakeholders
o Neutral stakeholders
Project Stakeholders

Common stakeholders are

 Sponsor
 Customers and users
 Sellers
 Business partners
 Organizational groups
 Functional managers
Project Governance

 Deliverable acceptance criteria

 Escalation process
 Relationship among projects, programs, project team, stakeholders
 Process for communication information
 Decision making process
 Project lifecycle approach
 Process for stage gate or phase views(Reporting/Presenting time)
 Control and oversight of the project
Project Success

Define what equates to project success first

Meeting project objectives
 Scope
 Costs
 Schedule
 Quality
 Resources
 Risks
Project Team

 Dedicated- project team works on the project full time

o Collocated or virtual
o Reports directly to the project manager
o Lines of authority are clear
 Part Time- project team works part time on the project
o Carries on regular operational work
o Functional manager usually in control of project resources
o Project team could be on multiple projects at one time
Project Life Cycle

 Unique to each project

 Defines duration of the project
 It usually is subdivided by phases i.e. in construction for example
Concept- Design-Drawings-Bid-Construction
Project Phases

Phases result in key deliverables

Phase names describe the work
 Sub structure
 Super structure
 Walling and Internal works
 External and site works

Milestones are often linked to phases

Project Phase Relationships

 Sequential relationship
 Overlapping relationship
 Iterative relationships
THANK YOU !!!