Bldg 6571 - Lecture 1 - Summer Two 2016

7/25/2019 Bldg 6571 - Lecture 1 - Summer Two 2016

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PROJECT MANAGEMENT

(BLDG 6571)

Building, Civil, & Environmental

Engineering Dept.

Lecturer:

Dr. Mohammed Saeed El-Abbasy

Summer Two 2016


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CLASS RULES & RECOMMENDATIONS

Be on time

Read the Academic Integrity

http://www.concordia.ca/students/academic-

integrity.html

Read the Code of Rights and Responsibilities

http://www.concordia.ca/academics/under

graduate/calendar/current/17-30.html

Read the course outlines

Office hours: Wednesdays, 3:15 PM5:15 PM, EV 6.183
http://www.concordia.ca/students/academic-integrity.htmlhttp://www.concordia.ca/students/academic-integrity.htmlhttp://www.concordia.ca/academics/undergraduate/calendar/current/17-30.htmlhttp://www.concordia.ca/academics/undergraduate/calendar/current/17-30.htmlhttp://www.concordia.ca/academics/undergraduate/calendar/current/17-30.htmlhttp://www.concordia.ca/students/academic-integrity.html


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CLASS RULES & RECOMMENDATIONS

Lecture notes and handouts are part of our class

You are responsible for reviewing these materials

The exams and quizzes are going to cover them

Study the presented material directly after class

No make-up quizzes or exams

Be on time


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COURSE EVALUATION

Participation = 5%

Quizzes = 5%

Term Project = 20%

Mid-Term Exam = 30%

Final Exam = 40%

Total = 100%


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COURSE OUTLINES SCHEDULE

Lecture

#Date Topic Quizzes / Exams / Presentations

1 27 June 2016 Introduction to Project Management -

2 29 June 2016 Project Contract Strategy -

3 04 July 2016 Project Planning Quiz 1 (1%)

4 06 July 2016 Project Scheduling Quiz 2 (1%)

5 11 July 2016 Claims -

6 13 July 2016 - Mid-Term Exam (30%)

7 18 July 2016 Cost Estimating And Bidding -

8 20 July 2016 Cash Flow Analysis Quiz 3 (1%)

9 25 July 2016 Project Progress Control Quiz 4 (1%)

10 27 July 2016 Feasibility Studies Quiz 5 (1%)

11 01 August 2016 -Term Project Presentations (20%)

1203 August 2016

-13 08 August 2016 - Final Exam 40%


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TERM PROJECT RULES

Done in groups.

Minimum 3 students and maximum 5 studentsper

group

Each group has to select one

project management

area and carry a research with a case study on such

area

Each group should give me their names, student IDs,

and the title of their selected topic maximum by

Monday, July 04, 2016


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TERM PROJECT RULES

A hard and soft copy of the project are to be

submitted

Also, the PowerPoint presentation copy is to be

submitted

The hard and soft copy due date is on Wednesday

July 27, 2016 (submitted in my office during the office

hours)

The originality form should be submitted and signed

with the term project


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TERM PROJECT RULES

Electronic submissions will NOTbe accepted

The PowerPoint presentation copy is to be submitted

on the same day of the presentation on a CD/DVD

The project presentations will be held on Monday

August 01, 2016 & Wednesday August 03, 2016 in

class.

Each project presentation time is 15 minutes max


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PROJECT MANAGEMENT (BLDG 6571)

LECTURE 1

Introduction to Project Management

Lecturer:

Dr. Mohammed Saeed El-Abbasy

Summer Two 2016


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WHAT IS A PROJECT?

A project is a temporary endeavor undertakento create a uniqueproduct, service or result.

A project is temporary in that it has a defined

beginning and end in time, and therefore

defined scope and resources.

And a project is unique in that it is not aroutine operation, but a specific set of

operations designed to accomplish a singular

goal.


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PROJECT CHARACTERISTICS

A defined goal or objective.

Specific tasks to be performed.

A defined beginning and end.

Resources being consumed.


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PROJECTS EXAMPLES

Software development.

Construction of a building or bridge.

Relief effort after a natural disaster.

Expansion of sales into a new geographic market.

All should be expertly managed to be delivered on-time

and on-budget with high quality.


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PROJECT MANAGEMENT

Project Management is the application

of knowledge, skills, tools, and

techniques to project activities to meetthe project requirements.


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CONSTRUCTION INDUSTRY QUICK FACTS

Types of Construction:

Construction Segments

Building Construction

Residential

Non-Residential

Heavy Construction Industrial Construction


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Types of Construction: Heavy Construction(2025%)- Dams

- Tunnels

- Bridges

- Highways

- Airports

- Etc.

Industrial Construction

(510%)

- Petroleum Refineries

- Petrochemical Plants

- Nuclear Power Plants

- Synthetic Fuel Plants- Etc.

Residential Construction

(3035%)

- Single-family homes

- Multi-unit townhouse

- High-rise apartments

- Condominiums

- Etc.

Non-Residential Construction

(3540%)

- Schools- Universities

- Hospitals

- Commercial Malls

- Etc.


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Types of Construction:


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Only 47% of the U.S. startup businesses in

construction are still operating after four years.

Of the 918,483 U.S. contractors operating in

2010, only 696,411 were still in business in

2012.


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28.50%

23.60%

20.40%21.70%

24.20%

0%

5%

10%

15%

20%

25%

30%

2002-2004 2004-2006 2006-2008 2008-2010 2010-2012

Fa

ilureRate

Year

U.S. Contractors Failure Rate


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1 2 3 4 5 6 7 8 9 10 11

Atlantic Provinces 65% 51% 42% 35% 31% 27% 24% 21% 19% 17% 15%

Quebec 78% 64% 54% 47% 41% 36% 32% 29% 27% 24% 21%

Ontario 74% 58% 47% 39% 33% 28% 24% 21% 18% 16% 14%

Prairie Provinces 68% 53% 44% 37% 32% 28% 24% 22% 20% 18% 16%

British Columbia 72% 55% 45% 37% 32% 28% 25% 22% 20% 18% 16%

0%

20%

40%

60%

80%

SurvivalRate(%)

Duration (Years)

Canadian Construction Industry Survival Rate


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Reasons for Poor Performance in Construction:


Nature of ProjectsIndustry

Characteristics

Increasing

Challenges

Unique & unrepeatable

Temporary

Constrained by time,

money, & quality

Involve many conflicting

parties Many decisions are made

based solely on

experience

Rapidly affected by

recessions

Little R&D expenditures

Lack of information

sharing Slow to adopt new

technologies

Global market

competition

Increasing regulations

New advances in

materials & equipment

Tight budget, less time, &yet better quality is

demanded

Rising costs

Lack of skilled resources


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WHY PROJECT MANAGEMENT?

In view of such increasing challenges,

efficient managementbecomes a key to

the success of any construction

organization.


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Resources (4 Ms):

1. Manpower

2. Materials

3. Machinery

4. Money

A scientific approach to construction project management can

help construction participants in many ways, including:

Cope with the increasing complexity of modern projects.

Utilize resources efficiently.


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A scientific approach to construction project management can

help construction participants in many ways, including:

Meet fiscal requirements and deadlines.

Communicate effectively among the participants and avoid

adverse relations.

Improve construction quality and safety record.

Achieve higher productivity.

Document and utilize past experience to improve future

construction.


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PROJECT MANAGEMENT OBJECTIVES

COST


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PROJECT MANAGEMENT PROCESSES

Mainly, there are 42 project management processes that are

categorized into 5 groups:

1. Initiating Process Group: to define a new project or a

new phase of an existing project by obtainingauthorization to start the project or phase.

2. Planning Process Group: to establish the scope of the

project, refine the objectives, and define the course of

action required to attain such objectives.


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3. Executing Process Group: to complete the work

defined in the project management plan to satisfy theproject specifications.

4. Monitoring and Controlling Process Group: to

track, review, and regulate the progress and

performance of the project; identify any areas in which

changes to the plan are required; and initiate the

corresponding changes.

5. Closing Process Group: to finalize all activities across

all Process Groups to formally close the project or

phase.


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Project Management Process Groups


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Project Management Process Groups Interaction


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PROJECT MANAGEMENT KNOWLEDGE AREAS


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1. Project Scope Management: shows the processes involved

in ensuring the project includes all the work required, and

only the work required, for completing the project

successfully.

2. Project Time Management: focuses on the processes thatare used to help ensure the timely completion of the project.

3. Project Cost Management: describes the processes

involved in planning, estimating, budgeting, and controllingcosts so that the project can be completed within the

approved budget.


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4. Project Quality Management: describes the processes

involved in planning for, monitoring, controlling, and

assuring the quality requirements of the project are achieved.

5. Project Human Resource Management: describes the

processes involved in the planning, acquisition, development,and management of the project team.

6. Project Communications Management: identifies the

processes involved in ensuring timely and appropriategeneration, collection, distribution, storage, and ultimate

nature of project information.


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7. Project Risk Management: describes the processes

involved with identifying, analyzing, and controlling risksfor the project.

8. Project Procurement Management: describes the processes

involved with purchasing or acquiring products, services, orresults for the project.

9. Project Integration Management: defines the processes

and activities that integrate the various elements of projectmanagement.


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PM PROCESSES & KNOWLEDGE AREAS MAPPING

Knowledge

Area

Project Management Processes Groups

Initiating Planning Executing

Monitoring

&

Controlling

Closing

Integration 1 3 23 31,32 41

Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Knowledge

Area



Monitoring

&

Controlling

Closing


Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Initiating Process Group:

1. Develop Project Charter: developing a document that

formally authorizes a project or a phase and documenting

initial requirements that satisfy the stakeholders needs and

expectations.

2. Identify Stakeholders: identifying all people or

organizations impacted by the project, and documenting

relevant information regarding their interests, involvement,and impact on project success.


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Knowledge

Area



Monitoring

&

Controlling

Closing


Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Planning Process Group:

3. Develop Project Management Plan: documenting the

actions necessary to define, prepare, integrate, and

coordinate all the plans.

4. Collect Requirements: defining and documenting

stakeholders needs to meet the project objectives.

5. Define Scope: developing a detailed description of theproject and product.


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6. Create Work Breakdown Structure (WBS): subdividing

project deliverables and project work into smaller, more

manageable components.

7. Define Activities: identifying the specific actions to be

performed to produce the project deliverables.

8. Sequence Activities: identifying and documentingrelationships among the project activities.


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9. Estimate Activity Resources: estimating the type and

quantities of material, people, equipment, or supplies

required to perform each activity.

10. Estimate Activity Durations: approximating the number

of work periods needed to complete individual activities

with estimated resources.

11. Develop Schedule: analyzing activity sequences,

durations, resource requirements, and schedule constraints

to create the project schedule.


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12. Estimate Costs: developing an approximation of the

monetary resources needed to complete project activities.

13. Determine Budget: aggregating the estimated costs ofindividual activities or work packages to establish an

authorized cost baseline.

14. Plan Quality: identifying quality requirements and/orstandards for the project and product, and documenting

how the project will demonstrate compliance.


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15. Develop Human Resource Plan: identifying and

documenting project roles, responsibilities, and required

skills, reporting relationships, and creating a staffing

management plan.

16. Plan Communications: determining project stakeholder

information needs and defining a communication

approach.

17. Plan Risk Management: defining how to conduct risk

management activities for a project.


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18. Identify Risks: determining which risks may affect the

project and documenting their characteristics.

19. Perform Qualitative Risk Analysis:prioritizing risks forfurther analysis or action by assessing and combining their

probability of occurrence and impact.

20. Perform Quantitative Risk Analysis: numericallyanalyzing the effect of identified risks on overall project

objectives.


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21. Plan Risk Responses: developing options and actions to

enhance opportunities and to reduce threats to project

objectives.

22. Plan Procurements: documenting project purchasing

decisions, specifying the approach, and identifying

potential sellers.


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Knowledge

Area



Monitoring

&

Controlling

Closing


Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Executing Process Group:

23. Direct and Manage Project Execution:performing the

work defined in the project management plan to achieve the

projects objectives.

24. Perform Quality Assurance: auditing the quality

requirements and the results from quality control

measurements to ensure appropriate quality standards and

operational definitions are used.

25. Acquire Project Team: confirming human resource

availability and obtaining the team necessary to complete

project assignments.


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26. Develop Project Team: improving the capabilities, team

interaction, and the overall team environment to enhance

project performance.

27. Manage Project Team: tracking team member

performance, providing feedback, resolving issues, and

managing changes to optimize project performance.

28. Distribute Information: making relevant information

available to project stakeholders as planned.


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29. Manage Stakeholder Expectations: communicating

and working with stakeholders to meet their needs and

addressing issues as they occur.

30. Conduct Procurements: obtaining seller responses,

selecting a seller, and awarding a contract.


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Knowledge

Area



Monitoring

&

Controlling

Closing


Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Monitoring & Controlling Process Group:

31. Monitor and Control Project Work: tracking, reviewing,

and regulating the progress to meet the performance

objectives defined in the project management plan.

32. Perform Integrated Change Control: reviewing all

change requests, approving changes, and managing

changes to the deliverables, project documents, and the

project management plan.


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33. Verify Scope: formalizing acceptance of the completed

project deliverables.

34. Control Scope: monitoring the status of the project andproduct scope and managing changes to the scope baseline.

35. Control Schedule: monitoring the status of the project to

update project progress and managing changes to theschedule baseline.


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36. Control Costs: monitoring the status of the project to

update the project budget and managing changes to the

cost baseline.

37. Perform Quality Control: monitoring and recording

results of executing the quality activities to assess

performance and recommend necessary changes.

38. Report Performance: collecting and distributing

performance information including status reports, progress

measurements, and forecasts.


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39. Monitor and Control Risks: implementing risk response

plans, tracking identified risks, monitoring residual risks,

identifying new risks, and evaluating risk process

effectiveness throughout the project.

40. Administer Procurements: managing procurement

relationships, monitoring contract performance, and

making changes and corrections as needed.


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Knowledge

Area



Monitoring

&

Controlling

Closing


Scope 4,5,6 33,34

Time 7,8,9,10,11 35

Cost 12,13 36

Quality 14 24 37

Human Res. 15 25,26,27

Communic. 2 16 28,29 38

Risk 17,18,19,20,21 39

Procure. 22 30 40 42


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Closing Process Group:

41. Close Project: finalizing all activities across all of the

management Process Groups to formally complete the

project.

42. Close Procurements: completing each project

procurement.


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PROJECT INTEGRATION MANAGEMENT FRAMEWORK


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LIFE-CYCLE STAGES OF PROJECTS

CONCEPT DESIGN CONSTRUCTION O & M*

100% 100%

Cost Influence Project Cost

*O & M = Operation & Maintenance


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100% 100%



Feasibility Studies

Master Schedule


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100% 100%



Conceptual Design

Conceptual Cost Estimate

Conceptual Planning & Scheduling

Value Engineering

Contract Strategy

Detailed Design

Bidding

Detailed Cost Estimate

Detailed Planning & Scheduling

Cash Flow Analysis


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100% 100%



ExecutionClaims

Project Progress Control

Commissioning


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100% 100%



Utilization

Project Team Assessment

Project Review


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CONSTRUCTION PROJECTS PARTICIPANTS

THE OWNER

THE DESIGN PROFESSIONALS

THE CONSTRUCTION PROFESSIONALS

THE PROJECT MANAGER

1

2

3

4


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1. THE OWNER (THE CLIENT)

The individual or organization for whom a project is to

be built under a contract.

The owner owns and finances the project.

May handle all or portions of planning, project

management, design, engineering, procurement, andconstruction.


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1. THE OWNER (THE CLIENT)

Main Responsibilities:

What the project will include (scope and

objectives)

When the project can begin and when must end

(schedule)

How much can be spent (budget)


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2. THE DESIGN PROFESSIONALS

The individual or organization who design

the project.

They can be part of the owners

organization or hired


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Design the project

Assist the owner in developing the project

scope, budget, and schedule

Prepare construction documents for bidding and

construction


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Types:

Architect: an individual who plans and designs buildings and

their associated landscaping.

Engineer: an individual or a firm engaged in the design or other

work associated with the design or construction. (Civil,

Mechanical, Electrical, etc.)

Engineering-Construction Firm: an organization that

combines both architect/engineering (A/E) and construction

contracting.

CO S C O O C S C S


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3. THE CONSTRUCTION PROFESSIONALS

The parties that are responsible for constructing

the project.


Construct the project.

Comply with the projects plans and

specifications.



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3. THE CONSTRUCTION PROFESSIONALS

Types:

General (Prime) Contractor: the business firm that is

under contract to the owner for the construction of theproject.

Sub-Contractor: an individual or a firm that is under

contract to the general contractor to perform a portionof the construction work.



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4. THE PROJECT MANAGER

The individual charged with the overall coordination

of the entire construction program for the owner.

These include planning, design, procurement, and

construction.

Selected by the owner.



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4. THE PROJECT MANAGER


Overall coordination of the project

Clear definitions of the goals of the project

Investigate alternative solutions for the problems

Develop a detailed plan to make the selected program reality

Implement the plan and control the project


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QU STIONS

Documents

Bldg 6571 - Lecture 1 - Summer Two 2016