Project Management Framework

Knowledge Area Initialization Planning Execution Monitoring & Controlling Closing

Project Integration Develop Develop Project Direct and Monitor and Control Project Close Project
Management Project Charter Management Plan Manage Project Work or Phase
Execution Perform Integrated Change
Control

Project Scope Collect Requirements Verify Scope

Management Define Scope Create WBS Control Scope

Project Time Define Activities Sequence Control

Management Activities Estimate Activity Schedule
Resources Estimate Activity
Durations Develop Schedule

Project Cost Estimate Costs Determine Control Costs

Management Budget

Project Plan Quality Perform Perform

Quality Quality Assurance Quality Control
Management

Project Develop Acquire Project Team Develop

Human Resource Human Resource Plan Project Team Manage Project
Management Team

Project Identify Plan Distribute Information Manage Report

Communications Stakeholders Communications Stakeholder Performance
Management Expectations

Project Risk Plan Risk Management Monitor and

Management Identify Risks Perform Control Risks
Qualitative Risk Analysis
Perform Quantitative Risk
Analysis Plan Risk Responses

Project Plan Conduct Administer Close

Procurement Procurements Procurements Procurements Procurements
 The Triple Constraint
of Project Management
Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!

However, quality is
the quadruple
constraint
Triple Contraint
 Increased Scope = increased time + increased cost

 Reduce Time = increased costs + reduced scope

 Reduce Budget = increased time + reduced scope.

Project Constraints
Time Cost

Resource
Scope

Risk Quality

Customer
Satisfaction
Project Management Planning
What is Plan?
 Planning is to determine What is to be done? By
whom? When? In which order?

 Planning is management function to facilitate

comprehension of Complex problems involving
interacting factors.

 Establishing pre-determined course of actions within

forecasted environment.
Success of Plan
 Effort
 Care
 Skill

 Benefits

 Within Budget
 Within Time
 Every one Understands
 Risks can be handled in a better way
Planning Group
 Develop Project Management Plan
 Collect Requirements
 Define Scope
 Create WBS
 Define Activities
 Sequence Activities
 Estimate Activities
 Estimate Activity Resources
 Estimate Activity Durations
 Develop Schedule
 Estimate Costs
Planning….
 Determine Budget
 Plan Quality
 Develop Human Resource Plan
 Plan Communications
 Plan Risk Management
 Identify Risks
 PerformQualitative Risk Analysis
 Perform Quantitative Risk Analysis
 Plan Risk Responses
 Plan Procurements
Planning Crucial Phase
Who How
What WHEN How
How Where How Who
WHEN What WHEN
How
What WHEN
Where
Planning • Schedule Delay
• Resource
Wastages
• Quality Issues
• Project Cost
Increase
Pain

Time
Construction Management Planning Stages

Like every other construction project, the construction team begins

with a design, which is the foremost kick to start an assignment. Prior to
that costing, budgeting and other associated cost with materials and
human resource must be apprehended. Other essential activities includes
generating the activities, managing the team, analyzing the procedures
that needed to be taken forth and the effective measurements during any
unexpected occurrence.

The stages required while planning for a construction are:

I. The phase before design

The phase where one needs to pre-design the building and executed by
a team of designers through the collaboration with the team of
management and the client. The ideas are molded into structure and a
demonstration is provided for the project requirement. A managerial
team is formed and budgets are decided before submitting the
assignment for review to the Capital Project Advisory Board.
Construction Management Planning Stages

II. Designing
The designing stage comes with four other sub-phases
i.e., programming and feasibility, schematic design,
design development, and contract documents. The goal
remains to provide an appropriate design within the agreed
cost that will meet the demand of the clients. First, the size
and the space required must be considered at the initial
work of designing and then patterns and textures needed to
complete is taken into account. Lastly, the budget is
apprehended and the final decision is executed.
Construction Management Planning Stages

III. The bidding

While the designs are finalized and the vital documents for
the construction are ready, bidding takes place that assures
the amount to be paid by the client to the team for the
completion of the project. Open bids are meant for public
projects whereas closed bids are for the private projects.

IV. Pre-construction stage

The stage initiates when the clients handle the

assignment to the contract to start their work. It involves
assigning a set of workers, a manager, superintendent,
contract administrator and a field engineer. During this
period, a site investigation is ordered to look for the quality
of the soil and any other environmental hazards prevailing
near the location.
Construction Management Planning Stages
V. Determining cost/procurement
The procurement step complete the purchase orders of
labours, materials and equipment needed for the project
build-up. This is where the contractor takes the
responsibility to agree with the seller to buy the products
that should necessarily fall under the budget.

VI. Construction
It get ahead with a session that includes all sorts of
discussion about labours, their working hours & schedules,
the quality check, material storage, relocation of other
occupants in the nearby area if needed, the problems that
may arise and the payment scheme. The equipment is
moved to the site and is regularly monitored to ensure
work in progress.
Construction Management Planning Stages

VII. Client’s ownership

The last phase involves setting up a structure with
facility for the clients to move in. After the
completion, building systems are tested and budget
gets closed with a warranty period served on the
materials.
Scope Management
 Primarily it is the definition and control of what IS
and
IS NOT included in the project.
 Work Breakdown Structure(WBS)
 WBS is deliverable-oriented hierarchal
decomposition of the work to be executed by project
team to accomplish project with each descending
level of WBS representing an increasingly detail of
project work.
 Verifying decomposition requires determining that
the lower level WBS components are those that are
necessary and sufficient for higher level deliverables
Work Breakdown Structure (WBS)
Project Time Management
1. Define Activities.
2. Sequence Activities.
3. Estimate Activity Resources.
4. Activity Durations.
5. Develop Schedule.
6. Control Schedule.
Define Activities
 Define activities is process of identifying specific
actions to be performed to produce project
deliverables.
 WBS is created.
 Activities provide basis for estimating, scheduling,
executing, monitoring and Controlling.
 Rolling wave planning may part of WBS.
 Decomposition, Templates and Expert Judgment are
tools for defining activities.
 Out put of this process is ACTIVITY LIST, ACTIVITY
ATTRIBUTES & MILE STONES.
Sequence Activities

 Sequence activities is process of defining the

relations among the activities.
 Lead and Lag are applied as accordingly.

 Precedence Diagram Method (PDM)

 PDM includes four dependencies Finish-to-Start,

Start-to-Start, Start-to-Finish and Finish-to-Finish.
Estimate Activity Resources
 Estimate activity resources are process of estimating
the type and quantities of material, people,
equipments and supplies for the completion of
activity.
 Resource calendar is key input in this process.

 Expert judgment, Alternative analysis and published

data are key tools for this process.
Estimate Activity Durations
 Estimate activity durations is process of
approximating work periods/hours/days to complete
activity.
 Activity resource requirement and resource calendar
are key inputs for this process.
 Analogous, parametric and three points estimation
are tools for estimating durations.
 Analogous is method of comparing activity from
previous activities.
 Parametric estimating uses statistical data.(per
square feet, per kilometer etc)
 Three point estimating involves three values.
Three point estimating…
 Three point estimating originates the concept of
Program Evaluation and Review Techniques.
 Most likely t(ml)
 Optimistic t(op)
 Pessimistic t(ps)
 And Expected t(e)= (t(op)+4t(ml)+ t(ps))/6
 Output of this process is durations.
Develop Schedule
 Develop schedule is process analyzing activity
sequence, duration, resource requirements, project
constraints.

 Critical Path Method, Resource leveling , What-if

scenario, applying lead and lags, schedule
compression are key tools for this process.
Critical Path Method
 One definition of critical path is longest path in
project schedule.
 Path having zero float is known as critical path.
 Near critical path needs careful attention.
 What-if Scenario…..
 Lag is waiting time
 Lead is overlap or accelerated time.
PERT Chart
Network Diagram
Schedule Compression
 Schedule Compression shortens the project schedule
without changing the project scope.
 Crashing and Fast tracking are two techniques.
Crashing
 In which cost and schedule tradeoffs are analyzed to
determine how to obtain greatest amount of
compression for least cost incremental.
 Crashing always work in activities where additional
resources can shorten the duration.
 Crashing always increases the cost.
Fast Tracking
 Activities are usually performed in parallel.
 E.g. work on foundation can be started while design
or layout drawings are in process.
 Fast tracking increases the risk.

 Hence we got Project Schedule (schedule baseline).

Control Schedule
 Control Schedule is process of monitoring the status
of project of update the project progress and
manage the changes in schedule baselines.
 Control schedule is concerned with current status of
project schedule.
 Determining the project schedule changed.
 Managing as the schedule changed as they occur.
Communications Management
 This process is necessary to ensure timely and
appropriate generation, collection, dissemination,
and storage of project information
 Risk Management
 Risk identification and mitigation strategy
 Risk update and tracking

Risk… POTENTIAL negative impact to

project

Tree – location, accessibility, Weather

ownership
Advantages of Using Formal
Project Management
 Better control of financial, physical, and human resources
 Improved customer relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination
 Higher worker morale (less stress)