Syllabi

Introduction to Project management

Introduction to projects

Project constraints

Project life cycle

Project planning

Project scheduling

Scheduling tools like Pert/CPM/Crashing
Dr.P.Muralidhar
PNA,EV MGT, LOB
NICMAR’s CISC

Computerized planning tools
Hyderabad

The break through is..

Fundamentals
High rise buildings
Wonders in construction…
Dams, irrigation works
Energy conservation and industrial plants, sez
Great wall of china,
Green buildings…etc
Pyramids,
The Angkor temples of Cambodia,
Tower of Babel etc..
The contribution to GDP from
construction/Infrastructure is 11% in the last year

Why project management

Some of the best examples for project
management encompasses
Konkan railway(760 km Mangalore to Mumbai)
Burj dubai (tower)
Petronas towers, Malaysia
Millau viaduct, France
Today ‘s Business trends

Focus is on high quality, speed to market &
superior customer satisfaction.

Business is shifting from traditional hierarchical
management to project management;

Repeated tasks are disappearing and new focus

is on solving specific problems like design new
products, re engineer the ordering process.

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Contd.. Before 1900

Wonderful projects

The traditional career path is changing, focus is
People cheap, even
on core competency and outsource non- core expandable
work.
Urgency not driven by rat race

No mgt scientist

No project mgt profession

Personal success is measured by value of
projects on which a person works. The goal is
1900-1949
growth in profession, not movement up the
corporate ladder in to management.
Emergency of mgt science

People began to study work &
people at work

Gantt introduces planning
charts
1950-59

US defense projects exploit
CPM

PM becomes recognized
profession

More concern for people at
work
1970-79

PMS has two meanings
Industrial and IT projects mgt

Creation of professional
associations

Legislation for health & safety

Anti-discrimination laws.

History of project management

1980-89 1999 - Present

Desktop computers can
PC’s and Note books can
1950 Development of PERT/CPM & single point
responsibility for multi discipline projects
run project management run on all applications
soft wares.
More interest in project
1960 NASA Experimented Matrix Organization

Managers less dependent risk management.
on IT experts.
Project management is
1962 NASA Introduces a pert type system need for cost

Wider acceptance of respected profession, control and WBS.
project management with flourishing
profession associations.
1963 Earned Value and PLC adopted by USAF

1963 Polaris British Project used subcontracting system

1964 configuration Management adopted by NASA to

review document and proposed changes.

Contd.. Few Definitions

1965 NASA move from cost plus contracts towards
incentive type contracts like firm fixed price.

1966 A Report in stated that not enough time was spent
in front of end definition and preparation ( PLC)

1967 International Project Management Association
(IPMA) founded grouping of 20 international
Associations.

1967 PMI formed certification and PM Book were to
follow

Project: A temporary endeavor undertaken to
create a unique product or service, A project has
definite beginning and end.

Project Management: A set of principles,
methods, and techniques used to plan and
control project work effectively.

Project manager: The person who manages a
specific project, who is expected to meet the
approved objectives of the project, including
project scope, budget and schedule.

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Project feasibility studies Project management knowledge areas(9)
1. Pre-Investment stage
1. Project Integration Management
1.1 Investment opportunity (idea conception)
1.2 Preliminary selection stage (Pre-feasibility study) 2. Scope Management
1.3 Project formulation stage (Techno- economic
feasibility) 3. Time Management
1.4 Evaluation and decision stage(Evaluation report) 4. Cost Management
2. Investment stage
5. Quality Management
2.1 Negotiation and contracting
2.2 Project design 6. Human Resources Management
2.3 Construction
2.4 Startup stage
7. Communication Management
3. Operational phase 8. Risk Management
3.1 Short term views 9. Procurement Management
3.2 Long term views

1.Project Integration Management 2.Project scope Management

Bringing it all together
Staying Vigilant in Defining and Containing

-Building the project plan Scope throughout the Project
-Executing the project plan Project Initiation
-Integrated change control
Scope Planning
Scope Definition

Project management is nerve centre Scope Verification
Scope Change Control

3.Time management 4.Project cost management

Determining What Gets Done and When
through:
Planning for Resources
Activity Definition
Estimating Costs
Activity Sequencing

Creating the Budget
Activity Duration Estimating
Schedule Development

Managing/Controlling
Schedule Control
the Budget

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5.Project Quality management

Quality Planning

Quality Assurance

Quality Control
7.Project communication management

Keeping Stakeholders Informed
(and Involved!)
• Communications Planning
• Dissemination of Information
• Progress Reporting
• Administrative Closure
9.Project procurement management
For Projects Using Outside Resources:
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout
6.Project Human resource management

Organizational Planning

Staff Acquisition

Team Development
8.Project Risk management

Expect the Unexpected!
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Management and Control
Where to Begin?

Look back over your previous project
experiences.

Chances are, you’ve used a little of each of
these nine areas already.

The PMBOK (project mgt body of knowledge)
merely codifies them and attempts to give us a
framework for understanding and applying
project management knowledge productively.
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Your Turn: What We Know Already Types of projects
1.Civil Engineering

Look back over your previous experience in projects
project management

Building & construction

How many of the nine knowledge areas did you
Earth moving

Tunneling & Bridges
use? (Probably all nine!)

Petrochemical

Take a quick inventory and point to your most
Mining & Quarrying
successful application use of that knowledge
Oil& Gas projects
area.

Pick up at least one new tip from others right 3.IT Projects
now.
Management of
change
2.Manufacturing
Projects

Production of Mechanical
&Electronic units.
e.g. con eqpt. mfgs,
aircraft, shipbuilding,
heavy engg, pharmacy..
4. Projects of pure
scientific research.

Not R& D projects, result
may be unknown

Construction project types Project Life cycle/Phases

1.Conception/formulation Phase

Building Construction
2.Mobilisation Phase

Infrastructure construction.
3.Construction/Realisation Phase

Industrial construction 4.Termination Phase

Special Purpose projects

Construction participants
Classification of Projects

Construction business promoters like govt. bodies, real estate and
Industrial development and similar agencies.
On time Basis On value basis($ millions)

Architect engg associates.
Long duration
Mega value

Medium duration ( over$1000)

Manpower recruitment and training agencies.
Short duration
Large value($100-

Special short term $1000)

Banking and finance institutes. duration
Medium value(($10-
$100)

Risk insurance and legal services.

Small value(<$10)

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The salient distinguishing features of Project
management

The project mission is unique &projects are not
a like.

Projects comes to an end after its mission is
fulfilled.

Projects consists of variety of works, requires
variety of trades men.

Project sites are in remote areas, they are prone
to weather changes, where as industrial
enterprise have permanent employees.

Project works are carried out at places that are
far away from corporate head offices.
contd…
•Project work specially in high rise buildings,
involves operations at heights making accident
rate higher than industries.
•Constructions projects are operated under risk,
uncertain compared to industrial process.
•Predefined start and finish dates of projects don't
leave any time flexibility.
•Project time and costs are correlated. Time delay
in- between the project execution can alter the
schedule of subsequent activities.
•Quality in each stage of the project work is
inspected.

Project Management Functions

The overall aim of management in any enterprise is
which will facilitate the accomplishment of the objectives.
In doing this management has perform certain functions
namely

Planning

Organizing

Staffing

Directing

Controlling

Project Manager’s Role

Lead

Communicate

Define Plan Monitor Complete

Communicate

Re-Plan

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Role of a project manager
Why Projects Succeed!
1. Leader ship role
2. Figure head role
Project Sponsorship at executive level
3. Liaisoning role
Good project charter
4. Monitoring role
Strong project management
5. Disseminators role
The right mix of team players
6. Spokesmen's role
Good decision making structure
7. Entrepreneur's role

Good communication
8. Disturbance handling role

Team members are working toward
9. Resource allocator role
common goals
10. Negotiator’s role.

Why Projects Fail Main causes of Project failure :

Failure to align project with organizational
objectives

Poor scope

Unrealistic expectations

Lack of executive sponsorship

Lack of project management

Inability to move beyond individual and
personality conflicts

Politics

56% of the projects has cost overruns,

49% faced a time overrun from1 to 157 months.
The factors contributing to these overruns are
1.Inadequate project formulation:
2. Poor planning for implementation
3.Lack of proper contract planning & management.
4.Lack of project management during execution.

2. Management failure
Failures of Project at Different stages
1.Cost estimation failure:
1. Planning failure.

Mainly BOQ Point of View 2. Organizational failure.
a) Inception stage 3. Resources failure.
4. Directional failure.
b) Preparatory stage
5. Controlling failure.
C) Contractors tendering and execution stage 6. Coordination failure.
7. Other failures.

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Laws of Project Management

No major project is ever installed on time, within
budget, or with the same staff that started it.
Yours will not be the first.

Projects progress quickly until they become 90%
complete, then they remain at 90% complete
forever.

When things are going well, something will go
wrong.

When things just cannot get any worse, they
will.
Planning & Scheduling

The terms planning & Scheduling are often
used interchangeably however, if a
distinction is required planning refers to
the process of generating a time frame
work for the project, which becomes a
schedule when start and finish dates are
assigned to the activities. In the past
scheduling generally refers to resource
scheduling.

Estimate costs & Determine Budget

Plan Quality

Develop Human Resource Plan

Plan Communications

Plan Risk Management

Identify Risks

Perform Qualitative Risk Analysis

Performa Quantitative Risk Analysis

Plan Risk Responses

Plan Procurements
Laws of Project Management

When things appear to be going better, you
have overlooked something.

A carelessly planned project will take three times
longer to complete than expected.

A carefully planned project will take only twice
as long.

Project teams detest progress reporting because
it vividly manifests their lack of progress.
Steps in Planning

Collect Requirements

Define scope

Create WBS

Define Activities

Sequence Activities

Estimate activity Resources

Estimate activity Durations

Develop schedule
…… Continued
Scheduling of Projects

The basic approach of all scheduling techniques is to
form a network of activity and event relationship that
graphically portrays the sequential relations between the
tasks in a project. Such a network is a powerful tool for
planning and controlling a project and has the following
benefits:
It is a consistent framework for planning,
scheduling, monitoring, and controlling the
project.
It illustrates the interdependence of all tasks,
work packages, and work elements.
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Appointing PMC’s

Resource mobilization

Land acquisation and site development

Preparing work designs, plans and estimates,
entrusting work to contractors

Preparing the design specifications

Placing the order for materials and machinery

Transport of plant and machinery to site

Erection of machinery
Contd..

It denotes the times when specific individuals and
resources must be available for work on a given
task.

It aids in ensuring that the proper communications
take place between depart-ments and functions.

It determines an expected project completion
date.

It identifies so-called critical activities that, if
delayed, will delay the project completion time.

It also identifies activities with slack that can be
delayed for specified periods without penalty, or
from which resources may be temporarily
borrowed with-out harm.

It determines the dates on which tasks may be

started—or must be started if the project is to Project Scheduling/ Analyzing Tools
stay on schedule.

BC -Bar Chart

PERT - Programme Evaluation & Review Techniques

It illustrates which tasks must be coordinated to
CP -Critical Path Analysis
avoid resource or timing conflicts.
CPP&S -Critical Path Planning & scheduling

DCPM -Decision Critical Path Method

It also illustrates which tasks may be run, in
GRASP -General Resource Allocation & Scheduling
parallel to achieve the predetermined project Programming
completion date.
GERT -Graphical Evaluation & Review Techniques

LCES -Least Cost Estimating & Scheduling

It relieves some interpersonal conflict by clearly
PEP -Programme Evaluation Procedure
showing task dependencies.
PNA -Precedence Network Analysis

LOB -Line of Balance Techniques

It may, depending on the information used, allow
LPC - Linear Programme Chart
an estimate of the probability of project impletion
TSN -Time scale Network
by various dates, or the date corresponding to a
particular a prior probability

Commonly used Time planning techniques in

construction Project management

THE END