INTRODUCTION TO PROJECT

MANAGEMENT

DR. NICOLA CALLAGHAN

 WHAT IT IS NOT

This course is not...

• Able to teach you everything there is to know about project

management

• Your sole source of information

• You will have to read up on the issues

 INTRODUCTION

• The course identifies the major issues associated with good project
management practice

• Good practice provides the link to key project objectives

 WHAT IS A PROJECT

A project is a human activity that achieves a clear objective against a

time scale

• Common project characteristics

• One clear objective (?)
• Start/end dates - A fixed timescale
• Key milestones – deadlines
• A team of people
• No practice or rehearsal (?)
• Change (?)
 PROJECTS

• The process from inception to completion of a project is often

fragmented;

• Design
• Procurement
• Construction
• Handover

• With few exceptions, no two projects are the same

 DEFINITION OF A PROJECT

• A project is “a temporary endeavor undertaken to create a unique

product, service, or result”

• A project ends when its objectives have been reached, or the

project has been terminated

• Projects can be large or small and take a short or long time to

complete
 DEFINITION OF PROJECT MANAGEMENT

• “A project is a unique, transient endeavour, undertaken to achieve

planned objectives, which could be defined in terms of outputs,
outcomes or benefits” (Association for Project Management, APM)

• “A unique set of co-ordinated activities, with definitive starting and

finishing points, undertaken by an individual or organisation to meet
specific objectives with defined schedule, cost and performance”
(British Standard 6079)
 DEFINITION OF PROJECT MANAGEMENT

Definition – Project Management

• “...the application of knowledge skills, tools and techniques to meet

stakeholders needs and expectations from a project.”

• “... is the Art and Science of converting vision into reality.”

• “…..is the art of creating the impossible with no money in tight

deadlines and still getting paid at the end of it.....”
 PROJECTS IN PROPERTY, CONSTRUCTION &
OTHER INDUSTRIES

“Management” has evolved in many industries:

• Construction

• Aerospace

• Manufacturing

• In fact any industry that engages in complicated tasks involving

many people or processes
 WHAT IS PROJECT MANAGEMENT?

It focuses on:

• Planning what needs to be done, when, by whom, and to what

standards

• Co-ordinating the work of different people

• Monitoring work being done

• Managing any changes to the plan

• Delivering successful results

 CORE COMPONENTS OF PROJECT
MANAGEMENT

• Defining the reason why a project is necessary

• Capturing project requirements, specifying quality of the

deliverables, estimating resources and timescales

• Preparing a business case to justify the investment

• Securing corporate agreement and funding

• Developing and implementing a management plan for the project

• Leading and motivating the project delivery team

 CORE COMPONENTS OF PROJECT
MANAGEMENT

• Managing the risks, issues and changes on the project

• Monitoring progress against plan

• Managing the project budget

• Maintaining communications with stakeholders and the project

organisation

• Closing the project in a controlled fashion when

appropriate.
 TASK 1

• Read the Project Management in Practice case study on The

Australian Pavilion at the Shanghai World Expo 2010. Answer the
following questions:

• Question 1: Projects are delivered for diverse communities of

stakeholders. Who do you think the stakeholders are in this project?

• Question 2: How was the performance of the Australian Pavilion

measured?
 PROJECT MANAGEMENT ORGANIZATIONS

• Project Management Institute (PMI)

• 650,000 certified Project Management Professionals

• Association for Project Management (APM)

• 21,150 individual and 550 corporate members making it the largest
professional body of its kind in Europe
 ASSOCIATION OF PROJECT MANAGER'S
(APM) 'BODY OF KNOWLEDGE‘

• The APM consider that effective project managers should have a

knowledge of all the areas listed combined with appropriate
experience.
PROJECT ORGANISATION PROCESSES GENERAL
MANAGEMENT & PEOPLE PROCEDURES MANAGEMENT
1.1 System 2.1 Organisation 3.1 Work definition 4.1 Operations /
management design Technical
3.2 Planning management
1.2 Programme 2.2 Control &
management
coordination 3.3 Scheduling 4.2 Marketing &
sales
1.3 Project
management 2.3 Communication 3.4 Estimating
4.3 Finance
2.4 Leadership 3.5 Cost control
1.4 The project
4.4 Information
life cycle
2.5 Delegation 3.6 Performance technology
1.5 The project
environment 2.6 Team Building 3.7 Risk analysis & 4.5 Law
management
1.6 Project strategy 2.7 Conflict 4.6 Procurement
management 3.8 Value
1.7 Project appraisal management 4.7 Quality

1.8 Project success 2.8 Negotiation

3.9 Change control 4.8 Safety
& failure criteria
2.9 Management
3.10 Mobilisation 4.9 Industrial
1.9 Integration development
relations
1.10 Systems and
procedures

1.11 Close-out

1.12 Post-project
appraisal
 RIBA – ROYAL INSTITUTE BRITISH
ARCHITECTS

• The RIBA Plan of Work 2013 organises the process of briefing,

designing, constructing, maintaining, operating and using building
projects into a number of key stages.

• It details the tasks and outputs required at each stage which may
vary or overlap to suit specific project requirements.
 …CONTINUED

The RIBA Plan of Work 2013:

• Acts across the full range of sectors and project sizes

• Provides straightforward mapping for all forms of procurement

• Integrates sustainable design processes

• Maps Building Information Modelling (BIM) processes, and

• Provides flexibility in relation to (town) planning procedures

RIBA 2013
 PROJECT STAGES

Feasibility

Inception

Strategy

Pre-construction

Construction

Engineering
services
commissioning

Completion/handover,
client occupation

Post-completion
review
Stages of Project Development
PROJECT PHASES
TIME DISTRIBUTION OF PROJECT EFFORT
SCOPE VS COST OF CHANGE
 PROJECT EXECUTION PLANS (PEP)

What’s a PEP?

• A written document (electronic)

• Part of a Project Manager’s toolkit

• Fixed point of reference:

• Project information
• Lines of communication/authority
• Key project procedures
 PROJECT EXECUTION PLANS

“Guide to the project team members in the performance of

their duties, identifying their responsibilities and detailing the
various activities and procedures (often called the project
bible). Also called project execution plan, project manual
and project quality plan” CIOB

“.. confirms the agreements between the sponsor and other

stakeholders and the project manager … [it] documents how
the project will be managed in terms of why, what, how (and
how much), who, when and where” APM
 WHAT’S A PEP NOT?

Not a substitute for good basic project management

 PREPARING A PEP

• Basics similar, but will be different in detail for every project

• Use a standard template, eg CIOB

• Involve stakeholders and those with responsibility

• Get agreement around table

• Project details that will be reflected in drafting:

• Size – minor works, major new build
• Complexity – phases, timing, interfaces
• Procurement route
• Nature of works: engineering,

• It takes time
 TYPICAL PEP CONTENTS

i. project definition and brief

ii. roles, responsibilities and authorities
iii. project cost plan and cost management procedures
iv. risk and sensitivity analysis
v. programme management
vi. contracting and procurement
vii. administrative systems and procedures
viii. safety and environmental issues, such as the construction design
and management regulations;
ix. quality assurance
x. commissioning; and
xi. post project evaluation
 TASK 2

• Read the Project Management in Practice case study on “Turning

London’s Waste Dump into the 2012 Olympics Stadium”. Answer the
following questions:

• Question 1: Which of the “triple constraints” seem to be uppermost

here? Which constraint was Crockford trading between?

• Question 2: Was the life cycle for this project S-shaped, J-shaped, or
something else? Consider just the purpose of the river dredging as a
project itself, what was the shape of its life cycle?

• Question 3: Were there any ancillary goals for this project? What
might they have been?

• Question 4: Which of the project-defining factors were active here?

(i.e. Importance, scope, life cycle with a finite due date,
interdependencies, uniqueness, resources, conflict)
 READING LIST 2016-2017

• Title: Management and • Title: Project management

organisational behaviour (2016) (2013), 10th ed. * Essential texts
• Author: Mullins, Laurie J Author: Lock, Dennis
• Publisher: Pearson • Publisher: Gower

• Title: APM book of knowledge

END