Execution Process in PM (1)

7/30/2019 Execution Process in PM (1)

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ENGINEERING COLLEGE

CIVIL ENGINEERING DEPARTMENT

GE 402

by:Suleiman Al Jameeli

Group: 3

Submitted to:

Prof . Tomas Ucol Ganiron Jr


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3

This presentation provides an introduction to

project execution process, PM responsibilitiesand principles of risk management.

In this subject will give so many information

which can be helpful for engineers especially

for civil engineers- and it helpful for youworking live .


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Purpose :

To develop or purchase the product or service that the project was

commissioned to deliver based on Project Management Plan


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Activities in this group are:

Direct and Manage Project Execution

Perform Quality Assurance

Acquire Project teamDevelop Project Team

Information Distribution

Request Seller Responses

Select Sellers


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In early phases, this is undertaking the actionsrequired to complete the deliverables maybe thebusiness case, or the user requirements.

In later phases this becomes the biggest process,where the major project outcomes are developedand delivered. Assigning resources, communicationand quality assurance are major parts of thisprocess group.


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The Project Manager needs to providemanagerial guidance to human resources,

subordinates, and others ( includingsubcontractors) that will result in theireffective, timely work


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Project risk

management does not

deal with future

decisions, but with the

future of present

decisions.With apologies to

Peter Drucker


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Identification Mitigation

Risk Breakdown Structure

Risk Management

Data

Applicatio

ns

Response

System

Response

Planning

Impact

Analysis

Subject to

Certainty

LegalTechnical

Internal

not

Technical

External

Expectedbut

uncertain

External

Un-

expected


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Responding to risks

Monitoring Risks


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Mitigate

Reduce the likelihood

Reduce the impact

Avoid Change your approach

Accept

Address indirectly via general reserve


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Procurement (transference)

Contingency planning

Insurance

Reserves

Mitigation actions

almost always affectthe work, the budget,

and the schedule!


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Procurement (transference): When and why?

Examples?

Contingency planning: When and why?

Examples?

Insurance: When and why?

Examples?


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Specific reserves a segregated budget item used

to address identified risks:

Also called contingency reserve Under control of the project manager

General reserves a segregated budget item used

to address unidentified risks:

Also called management reserve

Cannot be used without special permission


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Activity Budgets

Total Cost

Reserves

GeneralReserves

SpecificReservesBaseline


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Activity Budgets

Total Cost

Visible

Reserves = 0

Baseline

Hidden Reserve


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Earned Value

Cumula

tive

Values

Time

Scheduled

Cost

Actual

Cost

General cost reserve

General

schedule

reserve


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Scope changes

Change

management

Inflation

Price/cost variances

Estimating

uncertainty

Staff turnover

Start-up problems

Workarounds

Weather

Claims


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A (6)

F (9)

H (8)

L (17)

StartTarget

B (9)

M (8)

Q (10)

Promise

?


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Estimating error one standard deviation

Merge bias 10-15% of critical path

General reserve and specific reserves use

historical results


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Taking into account risk management helps to

avoid problems when they occur and reducethe harm and the work force is less sharply


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At the heart of implementation must be

focused on executing process, because it is thebasis for the completion of the project

The Project Manager is a guidance to project.

Risks are always in the future.

You can never eliminate all risk. Focus your attention on the most severe risks.

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Execution Process in PM (1)