PROJECT MANAGEMENT

Classification of Properties
 Commercial properties- office buildings, commercial condominiums
 Industrial properties- factory complexes, industrial parks, productions storage
properties, car parks, hotels
 Residential properties- high-rise residential buildings, condominiums, subdivisions,
townhouse developments

Professional Property Management

 Achieving the objectives of the owner while preserving or increasing the value of an
investment property and generating income for the owners

BASIC QUALIFICATIONS OF AN IDEAL

BUILDING ADMINISTRATOR AND/ OR PROPERTY MANAGER

 A person with a sound business background

 A person of integrity and honesty
 A person with the ability to work with people in a diplomatic, tactful and firm
manner
 A person with good communication skills, both written and oral communication
 A personable person with a good inter-personal skills
 A person with extreme patience in all aspects
 A person who is a service orientated
 A person with the ability to analyze problems and deal with complaints
 A person who is familiar and well orientated in all aspects of discipline on
mechanical, electrical, civil, architecture, structure engineering, construction,
financial management, taxation insurance, legal aspects of management, marketing,
leasing, real estate brokerage, public relations, practically in all disciplines.
 A person familiar and well-oriented in the management fundamentals of planning,
Organizing, staffing, Controlling and Directing.

BASIC ROLES OF A BUILDING ADMINISTRATOR AND/OR

PROPERTY MANAGER

 Bills and collects condominium membership fees, condominium dues and other
special assessments

 Manages the funds of the condominium corporation or association

 Prepares a projected Annual Budget Operating Expenses
  Formulates or computes and/or recommends the rate of condominium assessment
monthly and/or annual performance report to the Board of the Condominium
Association
 Pays the annual/quarterly real estate taxes on land and the building or
improvements

 Secure several insurance proposals required by the condominium project for

evaluation and/or recommendations to the Board
 Attends to all contractual service and product providers on security, janitorial,
engineering, civil works, pest control, garbage collection
 Implements the Master Deed and Declarations, the Articles of Incorporation and its
By-Laws

DUTIES AND RESPONSIBILITIES OF A

BUILDING ADMINISTRATOR AND/OR PROPERTY MANAGER

 Conduct a building and/or inspections prior to the acceptance of the development

project from the general contractor and/or sub-contractors
 Prepares a punch-lists of construction defects and construction balances based on
the plans and specifications
 Review the building plans on mechanical, electrical, plumbing, water systems,
sewerage systems, plumbing system. Etc.
 Secure the original and the “as built” plans signed by the Architects, engineers and
Contractor
 Prepare and set-up the Management Organization, and the staffing pattern on
manpower requirements
 prepares a projected annual budget operating expenses
 Review the insurance requirements of the building on fire, damages, ( earthquake ),
comprehensive general liability insurance (CGL ) and the real estate taxes on land on
land and building
 Prepares/reviews any proposed improvements or renovations in the common areas
 Attends to the requirements of the National, City and Municipal government on:
Building occupancy, Occupancy permit, and others
STEPS IN TAKING OVER A NEWLY
DEVELOPED BUILDING

Property Audit

- Thorough analysis and audit of the building and its facilities

- Devise take-over plan

Project staff and Schedule of Work

- Hire staff – office staff, janitorial complement, security personnel, staff of sub-
contracted services (e.g. elevators, escalators, generators, air-conditioning, Sprinkler,
etc)
- Schedule work

 Building Plans and Equipment Manuals and Warranties

- Ensure that the Architect and/or General Contractor submit all building plans,
equipment manuals, spare parts, accessories, or any other supplies which are
the property of the condominium corporation or owner/developers
 Building permits
- All original permits issued by various government agencies shall be turned
over to the Building Administrator
 Occupancy Permits and Licenses
- Secure the Occupancy Permit and business licenses including BIR
Registration, etc.

WHAT IS PROJECT?

BEGINNING MIDDLE END

All projects have a beginning, a middle and an end.

Project is a temporary endeavor undertaken to accomplish a unique purpose.

PROJECT is a set of specified team activities carried out by a project team of an executing
agency in a fixed/limited period of time for a specific area of operation using limited
resources in order to achieve specified outputs/objectives for a particular target group.
 COMMON SET OF CHARACTERISTICS

A target A define life Cross

organizational
Out come span
participation

Ne or unique Time, cost and

performance
requirements

WHAT IT IS NOT

Exploration Go on Creating the same

thing multiple
indefinitely
times

No constraints on One team or one

time, cost or person working
performance alone
TRIPLE CONSTRAIT (OR PM TRIANGLE)

TIME

QUALITY

SCOPE COST

PROJECT MANAGEMENT DIAMOND

Cost

Quality Expectation Time

Scope
 ADVANTAGES OF PROJECT MANAGEMENT

 Better control of financial, physical and human resources

 Improved customer/client relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination

PROJECT MANAGEMENT CYCLE

Defining

Initiating

Planning

Monitoring and
Controlling Executing

Closing
defining
1. Goals
2. Specifications
3. Tasks
4. Responsibilities

Planning
1. Schedules
2. Budgets
3. Resources
4. Risks
5. Staffing

Executing
1. Status reports
2. Changes
3. Quality
4. Forecasts

Delivering
1. Train customer
2. Transfer documents
3. Release staff
4. Lessons learned
From: Gray and Larson, 2006

Identification

Evaluation Design
Lesson
learning

Implementation

Reviewing Monitoring

Project

Identification

Ex-Post Project

Evaluation Preparation

Project Project

Operation Preparation

Project Detailed

Engineering
Implementation
Design
 PROBLEM ANALYSIS
 Identify problems (stated as a negative condition)
 Establish the cause-effect relationship among the problems identified
 Low far productivity or production- low farm income
 Establish a convergence point (points) – becomes the core problem and becomes the
over-riding concern that will be addressed
 Review the diagram as a whole. Verify the cause and effect relationship and degree
on soundness and completeness of the problem tree

OBJECTIVE ANALYSIS

 Reformulate all negative conditions in the problem tree into positive condition
 Desirable (what do we want to achieve)

 Example:
 Bad soil quality-Plant crops which grow on poor soils
 Poor access to markets-Production for local demand

 Form a diagram showing the means-end relationship in the same of objective tree
 Review the diagram as whole and verify its validity and completeness

* Note
 Revised statement
 Add new objectives that are relevant and necessary onto the next level
 Delete objectives that are not necessary

STAKEHOLDER ANALYSIS

 Key actions (people, groups and institutions) who may have a stake in the success or
failure of the identified project

 Process
 Identify individuals, relevant groups, organizations and institutions who may be
involved in or who may be affected by the proposed project
 Identify their activities, interest and potentials (resources and skills) and
limitations/constraints
 Describe the consequences for the project planning
 LOGICAL FRAMEWORK APPROACH
1. WHY The project is carried out This can be answered by the Development
Goal
2. WHAT The project is expected to This can be answered by the Project
accomplished Purpose
3. WHAT The project aims to achieve This can be answered by the Project
Purpose
4. HOW The project is going to achieve its This can be answered by the Project
outputs Purpose
5. WHICH External factors are crucial to the This can be answered under the Important
success of the project Assumptions column of the Log frame.
Each of the different levels of the Project
Strategy, particularly, the Goal, Purpose
and levels, normally have corresponding
assumptions.
6. HOW The success of the project or the This can be answered under the
achievement of project objectives Objectively Verifiable Indicators (OVIs)
are assessed/measured column of the log frame. Presumably, all
the levels of the Project Strategy should
have indicators. But in the case of the
Activities level, indicators are usually seen
in the work plan.
7. WHERE We will find the data required to This can be answered under the Means of
assess if we have achieved the Verification column of the log frame
project objectives

Project

Identification

Ex-Post Project

Evaluation Preparation

Project
Project
Approval and
Operation
Financial

Detailed
Project
Engineering
Implementation
Design
 FEASIBILITY STUDY

 Market Aspects –determine the extent which a product or services to be generated

by a project is needed or demand; design marketing plans and strategies
 Demand analysis (demand determinants such as population, income, prices, rate of
investment, substitution policies, sex, age)
 Project analysis –existing supply condition, estimates of the past and present level of
supply
 Demand –supply analysis –comparing the projection of demand and supply, whether
there is a market for the good or service

 Marketing Plan

 Segmentation
 Product Mix Strategy (irrigation water can also be used to produce fish, potable
water, and used in recreational facilities)
 Marketing Mix
 Technical Aspects –identify and analyze alternative ways of carrying out the project
in terms of size, location, technical feature, reserve requirement, phasing of
implementation, impact on environment and social acceptability

 Coverage

 Preliminary research and testing to ensure applicability of the technology

requirement of project (strength tests of sites for buildings)
 Selection of production process
 Specification of equipment to be used

 Coverage

 Location, buildings and site layout

 Plan layout
 Supplementary engineering works
 Efficiency (e.g. size of the plant and arrangement of equipment and buildings
 Flexibility of productive capacity
 Work schedules
 Size of project (scale of production and technique and investment)
 Financial Analysis –determine the financial feasibility (profitability) and, where
relevant, department st service capacity
 Economic Analysis –determine the net contribution to the national economic and
social welfare
 Operation Aspect –determine whether the project can be implemented or put into
operation, considering political, legal, organizational, manager, institutional
constraints.

OTHER ASSESSMENTS:
ENVIRONMENTAL IMPACT ASSESSMENT
 Heavy Industries (non-ferrous metal industries, iron and steel mills, smelting plant,
petroleum)
 Resource extractive (major mining and quarrying projects, forestry projects)
 Infrastructure projects such as dams, major roads, power plants)
 Golf Courses
 And other areas that are declared environmental critical areas such as:
 Watersheds reserves
 Potential tourist ports
 With endangered or threatened species of Philippine wildlife
 Historical, archeological or scientific interest
 Traditionally occupied by cultural communities or tribes

 Used as a tool to minimize, if not eliminate, the conflicts between project

beneficiaries and implementor
 Usually applied to large public or private sector investments
 Procedures:
 Identify client population
 Assess the (clients) needs
 Assess their demand
 Assess the population’s absorptive capacity
 Identify gender-related issues
 Identify impacts of projects on vulnerable groups
 Incorporate social dimensions in the project designs

OTHER ASSESSMENTS:
ORGANIZATIONAL STUDY

 How the project should be executed and operated by whom in order to establish
responsibility and accountability
 Procedures
 List the main fields of project activities
 Review existing organization and identify units with corresponding fields of activities
 Assess capacity/performance of existing units
 Decide whether the overall responsibility for implementing the project should be
given to an existing unit, newly created unit, newly formed organization, give criteria
for your decision)
 Specific organizational structure of project in the form of an organizational chart
 Elaborate job descriptions for the positions specific job responsibilities, relationships
to other positions, minimum qualifications and salary

Project

Ex-Post Identification Project

Evaluation Preparation

Project
Project
Approval
Operation
and Financing

Detailed
Project
Engineering
Implementation
Design
 Project

Identification

Ex-Post Project

Evaluation Preparation

Project
Project
Approval
Operation
and Financing

Project Detailed

Implementation Engineering

Design
 Project

Identification

Ex-Post Project

Evaluation Preparation

Project
Project
Approval
Operation
and Financing

Detailed
Project
Engineering
Implementation
Design
 Project

Identification

Ex-Post Project

Evaluation Preparation

Project Project

Operation Approval and

Financing

financial

Detailed
Project

Implementation Engineering

Design
 Project

Identification

Project
Ex-Post
Preparation
Evaluation

Project
Project
Approval and
Operation
Financing

Project Detailed

Implementation Engineering

Design
 CLASSIFICATION OF PROJECTS

 Sectors (health, education, agriculture and transport)

 Objectives (economic growth, social equity and development)
 Number of purposes (single versus multiple)
 Area of coverage (all integrated area development)
 Target beneficiaries (communal fishermen)
 Period of implementation (short or medium or long-term project
 Mode of financing (build-operate-transfer of BOT) projects such as
slaughterhouse and markets)