Lecture about construction planning and management.

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Project Management
Chapter 4: Framework for Project Management
Project Sceduling

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Project Management
Chapter 4: Framework for Project Management
Work Breakdown
Structure (WBS)
• The WBS represents a
logical decomposition
of the work to be
performed and focuses
on how the product,
service, or result is
naturally subdivided. It
is an outline of what
work is to be
performed.

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Project Management
Chapter 4: Framework for Project Management

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Project Management
Chapter 4: Framework for Project Management
Work Package

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Project Management
Chapter 4: Framework for Project Management
Deliverables
and
Milestones
• Tangible, verifiable work products
• Reports, presentations,
prototypes, etc.
Deliverables
• Significant events or achievements
• Acceptance of deliverables or
phase completion
• Cruxes (proof of concepts)
• Quality control
• Keeps team focused
Milestones

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Project Management
Chapter 4: Framework for Project Management

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Project Management
Chapter 4: Framework for Project Management
WBS

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Project Management
Chapter 4: Framework for Project Management
Developing the WBS
The WBS Should Be Deliverable-Oriented
The WBS Should Support the Project's
MOV
Ensure WBS allows for the delivery of all the project’s
deliverables as defined in project scope
100 percent rule
The Level of Detail Should Support Planning and Control
Developing the WBS Should Involve the People Who Will Be Doing the Work
Learning Cycles and Lessons Learned Can Support the Development of a WBS

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Project Management
Chapter 4: Framework for Project Management
Organizational Breakdown Structure
• Organizational Breakdown Structure, or
sometimes known as Organization Chart, is a
widely used project management tool for
representing project organization. It typically
begins with the project sponsor, and with all key
stakeholders included. In presenting the
organization structure, consider the organization
or group that is requesting the project and the
level of their sponsorship and authority.

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Project Management
Chapter 4: Framework for Project Management
Responsibility Matrix
10
Intersection of WBS and organization
structure
Rows = persons or functional positions
Columns = work tasks or packages for
which each personnel is responsible
Useful for monitoring and control

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Project Management
Chapter 4: Framework for Project Management
Other
Breakdown
Structures
Phase-based structures
Deliverable-based
structures
Resource Breakdown
Structure
Risk Breakdown Structure

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Project Management
Chapter 4: Framework for Project Management
12

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Project Management
Chapter 4: Framework for Project Management
13

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Project Management
Chapter 4: Framework for Project Management
14

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Project Management
Chapter 4: Framework for Project Management
Estimation Techniques
- The Project Management Approach
• Guesstimating
• Delphi Technique
• Time Boxing
• Top-Down
• Bottom Up
• Analogous Estimates (Past experiences)
• Parametric Modeling (Statistical)

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
Guesstimating
• Based on feeling and not facts
• Not a good method for estimating but often used by
inexperienced project managers
Delphi Technique
• Involves multiple, anonymous experts
• Each expert makes an estimate
• Estimates compared
• If close, can be averaged
• Another iteration until consensus is reached

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
• Time Boxing
• A “box” of time is allocated for a specific activity, task, or deliverable
• Can focus a team if used effectively
• Can demoralize a team if used too often or ineffectively because of the
increased stress or pressure on the project team to get things done

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
• Top-Down Estimating
• Top and middle managers determine overall project
schedule and/or cost.
• Lower-level managers are expected to breakdown
schedule/budget estimates into specific activities
(WBS).
• Often couched in terms of what a project should
cost and how long it should take as decreed by a
member of top management who thinks those
parameters are appropriate.
• May be a response to the business environment.
• May lead to a death march project.

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
• Bottom-Up Estimating
• Most common form of project estimation
• Schedules & budgets are constructed from
the WBS
• Starts with people who will be doing the
work
• Schedules & budgets are the aggregate of
detailed activities & costs

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
• Analogous estimating
• based on similarity
between current projects
and others
• Use information from
previous, similar projects
as a basis for estimation

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Project Management
Chapter 4: Framework for Project Management
Project Estimation
• Parametric Modeling
• Use project characteristics (parameters) in a mathematical model to
estimate
• Example

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Project Management
Chapter 4: Framework for Project Management

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Project Management
Chapter 4: Framework for Project Management
Project
Management as a
Profession
• Body of knowledge
• Standards
• Professional organizations
• Currently, anyone can call him or
herself a project manager
• Unresolved issue: to what extent
can an expert PM move from one
industry to another?

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Project Management
Chapter 4: Framework for Project Management
Project
Management
Standards
Standards organizations
PMI
• Project Management Institute:
http://www.pmi.org/
• CAPM, PMP and other professional
standards
IPMA
• International Project Management
Association: http://ipma.ch/
• Several certifications

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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas
Managing
Integration
Managing
Scope
Managing
Time/Schedule
Managing
Costs
Managing
Quality
Managing
Human
Resources

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Project Management
Chapter 4: Framework for Project Management
PMBOK Knowledge Areas (continued)
Managing Communication
Managing
Managing Risks
Managing
Managing Procurement
Managing
Managing Stakeholders
Managing

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Project Management
Chapter 4: Framework for Project Management
Project Integration
VERY ACTIVE DURING THE
STARTUP
COORDINATES ALL ACTIVITIES IN
ALL OTHER KNOWLEDGE AREAS

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Project Management
Chapter 4: Framework for Project Management
Project Scope
Scope generally defines what the project is all about
Forms the basis of agreement between the project SPONSOR
and the project team
Changes in the scope may be proposed at any time during a
project, but should follow a clearly defined approval process

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Project Management
Chapter 4: Framework for Project Management
Scope Statement
Description of the scope
Acceptance criteria
Deliverables
Exclusions
Constraints
Assumptions

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Project Management
Chapter 4: Framework for Project Management
Scope
and the
WBS
• A Work breakdown
structure or WBS is
the breakdown of the
deliverables into
manageable units of
work.

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Project Management
Chapter 4: Framework for Project Management
Schedule and
Time
Management
• Based on the units of work
defined by the WBS
• Resources required are
identified
• Time durations are estimated
• Dependencies are identified
(such as, what task must be
completed before another
task can begin)
• And a schedule can be
created

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Project Management
Chapter 4: Framework for Project Management
Schedule and
Time
Management
• Several methods are
available—details in a
later chapter
• Software is frequently
used to assist with
managing the time
schedule

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Project Management
Chapter 4: Framework for Project Management
Project
Costs
• Develop a budget
• Several methods can
be used to estimate
• Plan for the cash flow
• Track the expenditures
• Explain deviations and
make adjustments
where required

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Project Management
Chapter 4: Framework for Project Management
Project
Quality
• Quality plan defines
• The quality standards
• The methods that will
be used to achieve the
standards
• The methods that will
be used to measure the
standards

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Project Management
Chapter 4: Framework for Project Management
Human
Resources
• Identification of HR
requirements
• Selection of project
team
• Development of project
team
• Motivation and
management of the
project team

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Project Management
Chapter 4: Framework for Project Management
Communication
• Communication includes within the team
and with others outside the team
• The project should have a communication
plan
• Who needs to be communicated with
• What methods will be used
• What frequency
• Who within the project will be
responsible

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Project Management
Chapter 4: Framework for Project Management
Risk
• Risk represents the likelihood of the
occurrence of an event that will negatively
or positively impact the achievement of the
project goals
• Processes:
• Identify risks
• Analyze risks
• Manage risks

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Project Management
Chapter 4: Framework for Project Management
Procurement
• Contracting to obtain supplies
or services required to carry
out the project
• May be extremely complex
• Time schedules can be
crucial
• On complex projects, almost
always involves additional
experts such as lawyers

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Project Management
Chapter 4: Framework for Project Management
Stakeholder
Management
• Stakeholders are people or
organizations who either will be
impacted by the project or who
can impact the project.
• Always include: project sponsor,
project team
• May include: customers,
suppliers, vendors, the public,
land owners, voters, other
departments within the
organization, government, etc.

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Project Management
Chapter 4: Framework for Project Management
Stakeholder
Management
• Major tool is the
stakeholder register
• Lists stakeholder, role,
all communications
• Updated regularly
throughout the project
• New stakeholders can
appear at any time

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Project Management
Chapter 4: Framework for Project Management
PMI
Process
Groups
• Project Initiating
• Project Planning
• Project Executing
• Project Monitoring and
Controlling
• Project Closing

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Project Management
Chapter 4: Framework for Project Management
Knowledge
Areas
(PMBOK 5)

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Project Management
Chapter 4: Framework for Project Management
Knowledge
Areas
(PMBOK 5)

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Project Management
Chapter 4: Framework for Project Management
Scrum
Development
Overview
• Known as an Agile method
• Used when requirements are difficult to
define or subject to rapid change
• Iterative approach
• Uses sprints or 2 to 4 week cycles

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Project Management
Chapter 4: Framework for Project Management
Scrum
Development
Overview
• Roles
• Product owner
• Scrum Master
• Development Team
• May include specialist roles
such as developer, subject
matter expert

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Project Management
Chapter 4: Framework for Project Management
Scrum
Development
Overview
• Priorities: stories are either on the:
• Front burner (currently working on)
• Back burner (next up)
• Fridge (for later)
• Priorities are revisited before each new
sprint

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Project Management
Chapter 4: Framework for Project Management
Scrum
Development
Overview
• Daily stand-up meeting (short meeting
with fixed agenda)
• What was done yesterday
• What will be done today
• Are there any problems the scrum
master must address, such as
resource issues out of the control
of the team

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Project Management
Chapter 4: Framework for Project Management
Scrum
Development
Caveats
• Requires committed, mature
developers
• Major work must still be done up front
• Needs commitment and involvement of
Product Owner
• Best for products that require frequent
updates
• Not so good for large, totally new
products that will not allow frequent
updates after release

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Project Management
Chapter 4: Framework for Project Management
The Project
Management
Office (PMO)
• Medium and large organizations
• Typical objectives
• Align projects with organizational
objectives
• Set standards for projects
• Provide resources to project
managers
• Provide training and mentorship
• Provide facilitation
• Stay abreast of best practices in
Project Management
• Repository for project reports and
lessons learned

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Chapter 4: Framework for Project Management
Questions?