Computer Support for Successful Project Management

Ulhaus M. Samant

• Publisher: Business Expert Press
• Year: 2016
• Print ISBN: 9781606497524
• eBook ISBN: 9781606497531
• Topic: Business
• Subtopic: Project Management
• Index: Business

In the recent past, computer programs have been used extensively to manage construction projects. It has become almost mandatory for construction managers and civil engineering students to learn how to use computer software to manage projects using computer software. Computer Support for Successful Project Management: Using MS Project 2016 with Construction Projects is a book intended to help construction management professionals and civil engineering students in using popular software MS-Project. Although there are many books on MS-Project, there are very few that cover the subject from the construction managers' perspective. This book uses guided examples from the construction sector. Most of the relevant project management terminology, concepts, and key processes have also been discussed, based on the standards of the Project Management Institute. This book will help construction project managers to easily relate with the projects they execute in their day-to-day life. The author has included advanced topics like earned value analysis and multiple project management. Readers will also learn how a tool like MS-Project can be used for processes related to risk and quality, in addition to meeting project objectives like scope, time, and cost. This book will help readers transform from a construction professional to a construction project manager.

CHAPTER 1

Project Management Life Cycle for Construction Projects

Objectives

On completion of this chapter, you should be able to

1. Understand project life cycle and phases
2. Understand areas of expertise required to manage projects
3. Learn at a macrolevel how MS-Project can help in managing projects

Project Life Cycle from Owners’ Perspective

Take a look at Figure 1.1. Does that remind you of a story? Probably, you all have heard this story of five blind men coming across different body parts of an elephant. However, this story highlights the importance of studying the project life cycle from owners’ perspective. Specialists like architects, civil engineers, cost accountants, and finance managers work on big, complex construction projects (during various phases of a construction project, though not at the same point of time). Like the blind men, each of these professionals or experts, may have a different perspective on project management for construction. In large and complicated projects, specialized knowledge is highly beneficial and experts in various specialties provide valuable services. Each of these specialties has contributed to efficient planning and implementation of construction projects. For example, use of Computer Aided Design (CAD) and architectural software in designing buildings has improved planning. However, it is important that these domain experts understand project life cycle and project management phases, to improve the productivity and quality of their work. In the case of emerging economies, projects play an important role in achieving economic growth. Improvement of project management not only can aid the construction industry, but may also be the engine for their national and global economy.

Figure 1.1 Complex construction projects may be perceived in different ways by different specialists, like five blind men encountering an elephant

Project Life Cycle and Phases

Let us understand the important phases of a construction project till a facility is put in to use. Figure 1.2¹ shows various phases of a construction project. A construction project starts with the analysis of market demand. These needs may be explicit or implicit (many a time). At the end of this first phase, project objectives and project scope get defined, at a macrolevel. Various possibilities of meeting these objectives will be studied during the second phase, that is, conceptual planning and feasibility studies. Various financing options are also evaluated during this phase. At the end of the second phase, the scope of the project gets clearly defined and a preliminary design is completed. The third phase consists of detailed design and engineering of the facility. This helps you to come out with a detailed blueprint of design and a baseline cost. During the procurement and construction phase, the required material is procured and construction is carried out in a planned and controlled manner. Once the construction is over, the owners may inspect to verify the scope of the work. They may also suggest some changes in the facility. After some trials and errors, the constructed facility is handed over to the owner for use.

Figure 1.2 Phases of a construction project

The earlier discussion relates to a typical construction-project life cycle. The relationship between the phases in a project life cycle may vary depending on application area, speed of execution, and so on. There can be three typical ways in which project phases are related to each other, mentioned as follows:

1. Sequential relationship, in which the project is divided into separate phases and each phase is carried out successively in sequence
2. Overlapping relationship, in which phases may be overlapping, such as the use of phased design-construct procedures for fast-track execution
3. Iterative relationship, which has been used extensively in the recent past for projects with rapidly changing requirements

Major Types of Construction

There can be four major types of construction mentioned as follows. For different types of projects we may have different methods of identifying vendors and contractors, procuring professional services, awarding construction contracts, sponsoring the project, and generating and sharing the revenue.

1. Residential housing
   For example, row houses, bungalows, single-family houses, apartments
2. Institutional and commercial building construction
   For example, schools and universities, hospitals, sports complexes (like football stadiums)
3. Specialized industrial construction
   For example, refineries for crude oil processing, steel mills, chemical processing plants, thermal and wind power plants
4. Infrastructure and heavy construction
   For example, highways, mass transit systems (like Metro rail), tunnels, and sewage treatment plants

Project Management and Areas of Expertise

Project Management Institute, abbreviated as (PMI)^®, is the world’s leading not-for-profit professional membership association for the project, program, and portfolio management profession. A Guide to the Project Management Body of Knowledge, popularly known as PMBOK ^® Guide, is a book that presents a set of standard terminology and guidelines for project management. PMI’s global standards are the backbone of the profession, making sure you have the project management foundation to succeed. Much of the discussion in this book related to project management processes and so on is based on the PMBOK ^® Guide (5th edition).

PMBOK ^® Guide defines a project as a temporary endeavor undertaken to create a unique product, service, or result.

Project management is defined as the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. It involves directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve project objectives (like scope, cost, time, and quality). It is a project manager’s responsibility to achieve project objectives.

What knowledge and skills are required for the project management team? To manage projects effectively, there are five areas of expertise needed, as shown in Figure 1.3.

These five areas are:

1. Knowledge of project management processes and tools
2. Knowledge of application area
3. Understanding of project environment
4. General management skills
5. Interpersonal skills

As you observe from the diagram (Figure 1.3), these areas are not distinct and may generally overlap. While all members may not be conversant with all the areas, it is important to have a team that is conversant with knowledge of project management processes and tools. We shall discuss about knowledge of project management, in the subsequent section.

Figure 1.3 Areas of expertise needed for managing projects

Application areas refer to very specific technical domain or management specializations that are needed for a particular category of projects, for example, construction engineering, urban planning, architecture, and marketing management. Each application area generally has a set of accepted standards and relevant regulations.

Project environment is a cultural, social, and physical environment in which the project is being executed. The project team needs to understand how the project affects various stakeholders like local residents, end users, and consumers (and vice versa). For example, if a project team is associated with infrastructure development in the Middle East, some team members may have to be familiar with the local laws and customs of the Middle East.

General management skills encompass planning, organizing, recruiting, cocoordinating, executing, and controlling skills. These are often essential for the project manager and help in things like defining a suitable organizational structure, defining ground rules, and developing the career path of subordinates.

Interpersonal skills required include leadership, negotiation, and conflict management. For example, a project manager himself or herself may have to negotiate with the customer, vendor, sponsor, and so on.

Knowledge of Project Management

The PMBOK^® Guide classifies project management–related processes into five project management process groups and 10 knowledge areas. The 10 distinct areas are mentioned as follows:

1. Project integration management to ensure that the various project processes are effectively identified, defined, and coordinated
2. Project scope management to ensure that all the required work and only the required work are included to deliver the project successfully
3. Project time management to plan and complete the project as scheduled
4. Project cost management to identify needed resources, estimate the total cost, and maintain budget control to complete the project within approved budget
5. Project quality management to identify quality policies, objectives, and responsibilities to ensure that the functional requirements of the product or service delivered are met
6. Project human resource management to develop, employ, and organize project personnel as a team
7. Project communication management to ensure effective communication with all the stakeholders
8. Project risk management to identify, analyze, and mitigate potential project risks in a planned manner
9. Project procurement management ...

Table of contents

• Cover
• Title
• Copyright
• Acknowledgments
• Foreword
• Chapter 1 Project Management Life Cycle for Construction Projects
• Chapter 2 Scope Management
• Chapter 3 Introduction to Project Scheduling
• Chapter 4 Schedule Calculations
• Chapter 5 Resources
• Chapter 6 Estimating Costs and Arriving at Budget
• Chapter 7 Tracking Project
• Chapter 8 Reports
• Chapter 9 Managing Multiple Projects
• Chapter 10 Beyond Scope, Time, and Cost
• Appendix A
• Appendix B
• Appendix C
• Appendix D
• Appendix E
• Appendix F
• Appendix G
• Notes
• References
• Index
• Adpage