Project Management Flashcards
Project Definition
A temporary endeavour undertaken to create a unique product or service
4 Key Elements of a Project
Complex - one time processes
Limited by budget - schedule and resources
To develop goals or deliverables
Customer focused
Operation vs Project
Repetitive Processes - One time Processes
Stable Organisation - Temporary Organisation
Ongoing Lifecycle - Limited Lifecycle
Several Objectives - One Objective
Definition of Project Management
Fewings
The overall planning, co-ordination and control of a project from inception to completion, aimed at meeting a client’s requirements
Project Manager Objectives
Providing a cost effective and independent service
Selecting/integrating/managing diff disciplines and expertise
Satisfying object/provisions of prj brief from incep to compl
Safeguard client interest give consid to needs eventual user
PMBoK 6 Key PM Areas
Scope Time Cost Quality Human Resources Communication
Lifecycle of Construction Projects
Inception Strategy / Feasibility Design and Tendering Construction Engineering Commission Completion and Handover Client Occupation and Commission
Conception - Inception to Construction
Inception
Recognition of Project objectives
Client Advisor / PM / Architect
Client Objectives interpreted to strategic brief
Completion and Handover
Ensure everything is working
Hand over completed projects / documentation.
Feasibility
Define financial feasibility and benefits
Investigation of alternative site locations,
Funding options
Design appraisal
Value enhancement
Life costing
PM / QS / Architect
Strategy
How a project is completed and controlled
Choosing correct procurement
Value management
Project execution plan - analyse / allocate risk
PM / CM
Pre-Construction
Design scheme
Detailed drawings
Mobilisation of resources
Construction Phase
Construction of the project
Engineering Commission
Efficient functioning of the building
Setting regulatory requirements,
Client Occupation and Commission
Appraisal and Review
Lessons learnt for Client / PM
Project Team Roles
Client
Project Sponsor
Project Manager
Project Team (Design Team) (Construction Team)
Design Team - QS / Architect / Engineer
Construction Team - Specialist / Specialist
Briefing Definition
The process running throughout the construction project by which means the clients requirements are progressively captures and translated into effect
Strategy Definition
The adoption of a proactive approach to a business environment
Agile PM Triangle
Quality
Value
Constraints
Project Strategic Plan
Describe business opportunity
Overall objectives of project
Estimates of time required
Project scope what is and isn’t intended
Project mission
The overriding purpose of the project
Project scope
Defines the project objectives
Why have a Project Mission
Defines the external view of the project
Enables communication of intent to stakeholders
Provides criteria for assessing proposed scope changes
Provides context and guidance for decision-making
Process of Briefing
Pre-Project - Conceive - Statement of need / strat brief
Project - Design/Construct - Validate breif / Project brief
Post Project Occupy - Post complete / post occu review
Key Briefing Problems
Poor Project Definition - not enough time
Vague assumptions / decisions about org future
No clear requirements / priorities
Misunderstanding between stakeholders
Solutions to Briefing Problems
Empower Clients
Managing Project Dynamics
Appropriate Team Building
Project Lifecycle
Design
Implementation
Closeout
Pure Functional Structure
Senior Management Team
Engineeri Marketi Manufacturing Procure
Clear lines of command
Clear grouping of related activities
Functional Matrix
PM Co-ordinates one from each team
Functional Managers w/ primary responsib
Built for change
PM to coordinate Project related activities
Project Matrix
Built for change
PM with primary authority
Funct manag assign personn/align advisory expertise
Project-Based Organisation
Functions case to exist All activities organised by projects, not HR Very lean system Need for Director of Projects DoP ensure consis/learn between project
PM Authority
Resources Availability
Budget Control
Project Managers Role
Pure Funct, Functi, Proj Matrix, Proj Bas Og
Progress chasing, Limited, Moderate, High
Little, Limited, Moderate, High
FM, FM, PM, PM
Part Time, Part Time, Full Time, Full Time
Latham and Banwell Report Briefing
Latham - More effor to underst client need
Banwell - insuff resour to define prj require
Key Stakeholders
Depend - prj type, contract, complexity
Planning - Owner, designers, occupants
Design - Designers, contractor owner occu
Construction - Contractor, design, owner
Empowering the client
Aware of project constraints
Understand their role/responsibility
Appoint internal project manager
Understand basic of the construct process
Managing Project Dynamics
Establish contraints early
Est prj programme, highlight critical dates
Agree procedures/methods of working
Allow adequate time to assess client needs
Appropriate User Involvement
User involvement benefits understood
User involvement maintained throughout
User participation planned to get right data
The Design Team Requirements
Open, Limited or invited competition
Tech - Design qual/urban impact, HS, Sustainability
Process - Construct process/logistics, design process
Commercial - Cost estimating, Contract / procurement routes
Personal - Communicating, managing, negotiating
Managing Design
The oversight of schedules and budget
Revie key submiss deliverabl wi/ prog goal / design obj
Application of client standard / criteria
Design Team Problems
Don’t comply with project brief
Don’t trust the client
Communication problems
Tamed Problems / How to solve
Analysis Synthesis Evaluation
Evaluation - Synthesis
Synthesis - Analysis
Wicked Problems / How to solve
Primary Generator Conjecture Analysis
Analysis - Conjecture
Conjecture - Primary Generator
Design Quality Indicator
Impact - Urban integration, materials, internal environ
Quality - Performance, engineering, construction
Functionality - Access, space, use
Cost - Value/Cost
X - Time Y - Value / Cost Prepare, Design, Construct After Prepare Cost of change increases After Prepare Opp/influence on design decreases
Value Earned Method
Compare value of actual work - value of proposed work Method of measuring project performance Is it ahead or behind schedule Over/under budget Total cost after completion
Requirements of EVA
Detailed work breakdown structure
Timely and accurate cost data collection
Method for quantifying work done and work in progress
EVA Graph
Y - Cost or man-hours X - Time Horizontal - Budget at completion line Vertical - Time Spend and Planned cost lines
Budgeted Cost of Work Scheduled
Proposed cost of work to be undertaken at a specific time
Budgeted Cost of Work Performed
Proposed cost of actual work done at a specific point in time earned value
Actual Cost of Work Performed
Actual cost of actual work done at a specific point in time
Budgeted cost of work scheduled (BCWS) Formula
% complete of schedule x BAC
Budgeted cost of work performed (BCWP) Formula
% complete of actual work x BAC
The decision to Build Cycle
Triggers Clients Business Site Selection / Building selection Design Construction Commission Post Occupancy Evaluation Refurb, Adapt, Extend / Disposal Demolition
Client Types
Sector - Private, Public Size - Small, Medium, Large Interest - Developer, owner/occupier Experience - Experienced or Inexperienced Social complexity Multi-faceted client
Business Case
What is a reasonable / affordable budget
What are the investment opportunities
What time scale is required
Client Objectives
Statement of need
Financially viable
Functional facility
Stage Gate’s
Concept
Appraise Options - Stage Gate 1 - Approve buisn case
Scheme Design - Stage Gate 2 - Approv project outline
Design - Stage Gate 3 - Sanction detaile plan/execution
Execute - Stage Gate 4 - Commissioning / Acceptance
Operate - Stage Gate 4 - Commissioning / Acceptance
Whats included in a Project Strategic Plan
Budget
Resources Needed
Quality Policy
Project Risk Management Strategy
Process of developing Brief from Objectives
Goals Company Strategic Planning Client Objective / Project Objective Outline Project Brief and Outline Planning Feasibility / Strategy
Portfolio of Projects
Shares resources but has no interdependencies
Strat cap budgeting - funds to most promising projects
Shared Human resources
Risk Management - risks shared across projects
Programme Managers
Involves managing a group of related projects in a coordinated way to achieve benefits not possible if managed individually
Portfolio Managers
Responsibility to ensure projects collectively meet org’s / client’s obj. Hold regular project progress review meetings with PM
Schedule Performance Index (SPI)
BCWP / BCWS
<1 (time delay)
Cost variance (CV)
BCWP – ACWP (negative implies cost overrun)
Cost performance index (CPI)
BCWP / ACWP (< 1 implies cost overrun)
Revised duration (RD)
Original duration / SPI
ACWP
Actual Cost of Work Performed
Actual cost of work done at specific time
BAC
Budget at Completion
ETC
Estimate to Completion
BAC - BCWP
EAC
Estimate at Completion
ETC + ACWP
BAC / CPI
VAC
Variance at Completion
BAC - EAC
Stakeholder Defintion
An individual or group of individuals within or external to the project or program who have an interest in its outcome, for whatever reasons
Stakeholder Management Success Factors
Identifying Stakeholders
Assessing stakeholder behaviour
Analysing potential influence of stakeholder
Analysing potential conflicts and coalitions
Classification of Stakeholders
Demand - Users / Client
Supply - Designers / Contractors
Public - Local Government / Regulatory Agencies
Private - Local Residents / Environmentalists
Power / Interest Matrix
Level of Interest / Level of Power Low / Low - Minimal Effort Low / High - Keep Satisfied High / Low - Keep Informed High / High - Key Players
Defintion of Risk
The chance of something happening that will impact upon objectives
Types of Risk
Cost, time, quality, safety, environmental impact
Zou and Zhang
Risk Sequence
Threat
Proactive Response
Event
Reactive Response
Response to risk
Accept Avoid Transfer Share Mitigate
Characterising Uncertainty Known knowns Known unknowns Unknown unknowns (“unk-unks”) Unknown knowns
Risks
Identified uncertainties
Unidentified uncertainties
Impacted information
Stages of Project Review
Stage 1 - Data Gathering
Stage 2 - Findings (Analysis)
Stage 3 - Report / Verification
Gate Staged Process
Business Opportunity
Appraise - Gate 1 - Is business case robust
Select - Gate 2 - Is scope completed
Define - Gate 3 - Is the project ready to execute
Execute
Operate
Types of Innovation
Innovation spectrum - Incremental to radical
Product / Service Inno - New / improve prod, services
Process Inno - New method, tech for desig, producing
Open Inno - Extensive Inno communities and networks
Top-Down/Bott-up inno - Senior manager and employee
Small Change - Radical Change Scale
Incremental Modular Architectural System Radical
Top Down-Bottom Up Diagram
Environment - Firm (Adoption/Implementation)
Firm - Project (Learning)
Project - Environmental
Functions of PMO
Assess staff competence and org capability gaps
Assess long term resource needs
Arrange periodic project reviews
Define the required PM competencies
Defintion of Governance
Muller
The values, system, structures, processes and policies that allows projects to achieve organisational objectives
Three Domains of Project Organising
Projects and Programmes - Temporary
Project-Based firms - Permanent, prj core business
Owners and Operators - Permane, prj not core business
