INTRODUCTION

D31PT
PROJECT MANAGEMENT THEORY
AND PRACTICE

Introduction to the course

See handbook on vision for details

School of the Built Environment

D31PT Project Management Theory and Practice

EDINBURGH CAMPUS
Lecture: Mondays, EC207, 09:00 – 11:00
Tutorial: Wednesdays
Edinburgh: Stephen Ogunlana

MALAYSIA CAMPUS
Lecture & Tutorial: Mondays, SR6, 09:00 – 12:30
Malaysia & HWOnline Instructor: Diyana Razak

DUBAI CAMPUS
Lecture : Monday 6.30-9.30
Tutorial:
Dubai Instructor: Yasemin Nielsen

•IDL tutors: tbc in Week 3

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 Recommended texts for D31PT

The reading from the recommended texts for

D31PT are:

•Winch GM: Managing Construction Projects, Blackwell

Publishing, 2nd Edn.
•Kerzner, H: A Systems Approach to Planning, Scheduling
and Controlling, John Wiley, 11th Edition.
•BS6079: A Guide to Project Management Practice, and ISO
10006: Guidelines to quality in project management

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 Background Reading

The reading from the recommended background texts for

D31PT are:
•Burke, R Project Management: Planning and Control
Techniques 5th Burke Publishing
•Fewings, P Construction Project Management: An
Integrated Approach Taylor Francis, 2nd Edition
•Smith N J Engineering Project Management, Blackwell
Publishing, 3rd Edition.
•Gray, Clifford F and Larson, Erik, W Project Management:
the managerial process. 5th Edn. McGraw-Hill International
Edition, Boston.

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 Background Reading

• CIOB Code of Practice for Project Management, 4th

Edition, Blackwell Publishing
• RICS Project Management Agreement and Conditions of
Engagement-Guidance Note, RICS Books
• Hinze, J.W. (2012) Construction Planning and Scheduling.
4th Edn, Pearson, London
• Meredith JR and Mantel SJ (2010) Project Management: A
Managerial Approach. 7th Edn. J Wiley & Sons, Inc.
• McGeorge D. and Zou P. (2013) Construction
Management: New Directions, 3rd Edn. Wiley& Sons. West
Sussex

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 D31PT Project Management Theory and Practice

Aims and objectives

This course aims to:

•Develop knowledge of the basic principles of Project Management

•Explore theoretical aspects of PM

•Provide a limited range of practical skills

•Recognise the intrinsically linked human issues

•Demonstrate how time, cost, quality and change affect PM

•Cover main PM topics

School of the Built Environment

 D31PT Project Management Theory and Practice

Lecture Sequence
Week Topic
Week 1 Introduction All campus
Unit 1: The Concept of Project Management
Week 2 Unit 2: Project Management Systems and its Strategic All campus
Delivery Tools and Techniques
Week 3 Unit 3: Project Management Plan and Project Planning All campus
process

Week 4 Unit 4: Defining the Project and Pre-Construction Project All campus
Control
Week 5 Unit 5: Stakeholder Management, project briefing and All campus
design management
Week 6 Break All campus

Week 7 Unit 6: Project planning and control-network analysis All campus

Week 8 Unit 7: Project cost management- Earned Value Analysis All campus

Week 9 Unit 8: Project Change Management All campus

Week 10 Unit 9: Quality Management, and health and safety All campus

Week 11 Unit 10: Project closure and advance Project Management All campus

Week 12 Review and revision All campus

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 D31PT Project Management Theory and Practice

Unit 1: The Concept of Project Management

Unit 1.1: Introduction

Unit 1.2: The history of project management
Unit 1.3: The nature of project management
Unit 1.4: Project management standards (PMBoK)
Unit 1.5: The role of the construction related project manager
Unit 1.6: Summary

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D31PT Project Management Theory and Practice

Unit 2: Project Management Systems and its Strategic Delivery Tools

and Techniques
Unit 2.1: Introduction
Unit 2.2: Internal project management systems
2.2.1 Internal project management
2.2.2 Functions, levels and boundaries
2.2.3 Project sponsors and interface management
2.2.4 Other organizational structures
Unit 2.3: External project management systems
2.3.1 Multidisciplinary teams
2.3.2 Contractual linkages
Unit 2.4: Summary

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 D31PT Project Management Theory and Practice

Unit 3: Project Management Plan and Project planning process

Unit 3.1:Introduction
Unit 3.2: Purpose, use and main sections of strategic project master
plan/project execution plan (PMP/PEP)
3.2.1 Generally
Unit 3.3: The PMP/PEP planning process
Unit 3.4: Summary

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D31PT Project Management Theory and Practice

Unit 4: Defining the Project and Managing its Pre-

Design Phase
Unit 4.1: Introduction
Unit 4.2: Strategic project issues
4.2.1 Generally
Unit 4.3: Project success criteria
Cost - Time
Quality - Sustainability
Others?
Unit 4.4: The stakeholder management process
Unit 4.5: Summary

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 D31PT Project Management Theory and Practice

Unit 5: project briefing and design management

Unit 5.1: Introduction

Unit 5.2: The briefing process

Unit 5.3 The management of the design process
Unit 5.4 Project team leadership
Unit 5.5 Summary
Appendix 1: Stakeholder Management paper by Leslie Gamadeku

School of the Built Environment

D31PT Project Management Theory and Practice

Unit 6: Project Production Planning and Control

Unit 6.1: Introduction
Unit 6.2: Project planning
Unit 6.3: Critical path method (CPM)
Unit 6.4: Project evaluation review technique (PERT)
Unit 6.5: Network precedence diagrams
Unit 6.6: Project re-planning
Unit 6.7: The Bar or Gantt Chart
Unit 6.8: Resource Scheduling
Unit 6.9: Summary

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D31PT Project Management Theory and Practice

Unit 7: Project Cost Management- Earn Value Analysis

Unit 7.1: The cost management and control system (CMCS)
7.1.1 Generally

Unit 7.2 The CMCS planning cycle

7.2.1 Phase I: Planning
7.2.2 Building project price forecast and budget

Unit 7.3 The CMCS operating cycle

7.3.1 Phase 2: Work authorization and release
7.3.2 Phase 3: Cost data collection and reporting
7.3.3 Phase 4: Cost accounting
7.3.4 Phase 5: Customer and management reporting
Unit 7.4: Summary

School of the Built Environment

D31PT Project Management Theory and Practice

Unit 8.0: Project change management

Unit 8.1: The change management processes
5.5.1 Generally
5.5.2 Configuration management
5.5.3 Configuration management baselines
5.5.4 Configuration change control
5.5.5 Configuration status accounting
Unit 5.6 Summary

School of the Built Environment

D31PT Project Management Theory and Practice

Unit 9.0: Project Quality Management and Closure Processes

Unit 9.1 Introduction
Unit 9.2 Quality management as a concept
9.2.1 Generally
9.2.2 Significance of quality management
9.2.3 Traditional Japanese approach
Unit 9.3 ISO 9000
Unit 9.4 Quality circles
Unit 9.5 Quality management six-pack approach
6.5.1 Generally
6.5.2 Quality objectives
6.5.3 Quality assurance
6.5.4 Quality control
6.5.5 Quality audit
6.5.6 Quality assurance plan and review

School of the Built Environment

D31PT Project Management Theory and Practice

Unit 9.6: Total quality management

9.6.1 Generally
9.6.2 Definition of TQM
9.6.3 Breakthrough planning
9.6.4 Daily management
9.6.5 Cross-functional management
Unit 9.8: Safety management
9.8.1 Generally
9.8.2 Applicability of CDM Regulations
9.8.3 Obligations under CDM regulations
9.8.4 The Health and Safety Plan
9.8.5 The Health and Safety File
Approved Code of Practice

School of the Built Environment

D31PT Project Management Theory and Practice

Unit 10: Project Close and Advanced Project Management

Unit 6.9: Construction project close-out processes
6.9.1 Generally
6.9.2 Project reviews
6.9.3 Close out reports

Unit 10.2: Innovation in construction

Unit 10.3: Learning from failure

Unit 6.10 Summary

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 Assessment

• 100% Exam

• Take Home Exam

• Details on the exam will follow.

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 Hegel’s Hypothesis

• In 1832, Hegel proposed this hypothesis:

– What experience and history teach is - that people and

governments never have learnt anything from history,
or acted on the principles deduced from it

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 Lessons from Experience

• If
– You attend the classes regularly;
– Read the notes diligently;
– Read the references;
– Participate fully in tutorials;
– Read relevant journals; and
– Prepare well for the exam
• Then
– You will pass well;
– Become a good professional;
– Rise to the top;
– Praise yourself

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 Lessons from Experience

• Else
– You may not pass well;
– Become a professional who we are not proud of;
– Probably not rise to the top quickly;
– Not like to visit us; and
– Probably blame your teachers.

– Let’s avoid this possibility!

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WE EXPECT YOU to
• Come to the lectures prepared.
• Participate! Participate! Participate!
• Do not be afraid to suggest a counter argument.
Challenge me and your colleagues.
• Challenge yourself. Have an open mind.
• Make well use of the classes and the tutorial
sessions.
• And more importantly enjoy learning!