PROJECT MANAGEMENT ADVANCED

A SUMMARY WORK AND REVIEW OF

PROJECT MANAGEMENT

WRITTEN AND COMPILED BY

NWABUISI DENNIS

Department of Estate Management ABSU

Previously, there has been this concept of project management carried out in a traditional way. There has been so many project works especially in the construction and building industry, security and weapon programming projects as handle in the USA. There also have been complications in the nature and manner of handling such projects. Civil engineers, architects and Master builders like Vitruvius and other host of others were used as project managers to oversee, plan and management every aspect of a project work especially in the building and construction industry. There came the need for a personnel who can handle such endeavors and scales of activities which lead way to the introduction of the father of planning (project planning) known as Henry Gantt who makes use of a graph or chart known as the Gantt Chart and some other mathematical and scientific methods of estimating the time, scope, schedule of activities to be done in a project work and also identifying the critical paths required to be undertaken in a given project work.

Project management has been regarded as a very important aspect of a decent and good project delivery technique as a result of the professionalism required in the field and also the use of qualified personnel and project team in carrying out a good project work. Project management also aims at quality project delivery. The use of a project manager brings an interface between the project work, the workers and the stakeholders themselves; therefore a project manager bears the interest of the project owner or stakeholder’s interest, his own interest and that of his project team to ensure a cordial relationship between them and for a good project delivery success.

1. Traditionally we have;

a.       The use of direct effort which implies that the project owner goes ahead to carry out the project supervision and monitoring by himself. Here, he may reduce cost and make wrong choice of working personnel which would definitely lead to poor project delivery.

b.      Appointment of a consultant is a situation whereby a project owner appoints a consultant or client (architect) who may not be a professional to oversee things for him on his behalf. In this method, quality project delivery is not assured, cost and expenses are not fully monitors and there can be disagreements between the consultant and the team.

2. The design and build approach: this is not a traditional approach of project management but rather it is a primitive way of project delivery. This is an approach that involves the architect or the designer of a project to be the one to supervise the entire project life cycle or phases. Here, he makes the design and builds it. Here, monopoly of power is inherent in this approach.

THE NEED FOR PROJECT MANAGEMENT

i.                     It is needed because the project owner has no power over the control of the cost of the project.

ii.                   There were no incentives to induce the contractor to reduce cost.

iii.                  There tends to be conflicts arising between personnel and workers due to different disciplines in a project field.

iv.                 There were no effective communication and coordination between the project team and the project owner.

PROJECT MANAGEMENT CONCEPT

The concept of project has been vested upon the hands of a single individual who understands these complications and problems and knows how to integrate these resources both human resources and other resources like time, cost and performance. All these constraints are been managed by an experienced and talented individual called the project manager.

PROJECT MANAGEMENT DEFINED

Project management is a discipline that involves the planning, organizing and controlling resources to achieve some objectives on time, cost and performance to reach the objectives of the project owner.

Project management can also be defines as an aspect of management that involves the panning and coordinating of activities with a defined begging and ending under the constraints if time or scheduling, performance and cost in other to achieve the objectives and goals of the owners.

PROJECT DEFINED

                A project can be defined as endeavors or activities that have a beginning and an ending performed by individuals on time, cost and performance to achieve the goals of the owners and their objectives as well. Example of projects;

-          An academic calendar for a school.

-          A building construction project.

-          Throwing a party.

-          A traditional marriage event.

-          Weapon construction.

-          Introducing a new product.

-          Writing a book and designing and constructing a computer network.

PLANNING AS AN ASPECT OF PROJECT MANAGEMENT

Planning can be defined as a system of analyzing and setting out of objectives and policies that will guide the completion of a stipulated plan and meeting to those objectives. In planning so many things are looked into in the sense that human resources are sought for, risks associated with such projects, time scheduling, activities required and time of their execution are all looked into. Planning is a blue print for the execution of a project this implies that a plan forms a yardstick for the analysis of a project work, in other words, a plan shows a project manager whether he is working towards the objectives of the plan especially when he carries out is project evaluation and review.

ORGANIZING AS A PROJECT MANAGEMENT ASPECT

                Organizing can be defined as a process of determining the activities and objectives involved in a plan and mapping out strategies to rich such objectives. Here, works to be done are identified.

DIRECTING IN PROJECT MANAGEMENT

This can be seen as an area of supervising and monitoring the people, time, cost and budget and also the performance. It is also the stage that involves motivating and directing the team to do things right to meet to the goals and objectives of the project owner. Great management and experience skill is required by the project manager at this stage.

CONTROLLING IN PROJECT MANAGEMENT

This is another vital aspect of project management that involve the evaluation of project phases and activities to know whether the manager is working up to the plan of the project owner and also to know if he is carrying out the right steps that he is required of. This is also the stage where he makes optimum use of the “Project Evaluation Review Technique” (PERT). It is also at this stage that the project manager identifies risks, problems, analyzes them, quantify and qualify them to know there effects on the critical paths of a project network.

DIFFERENCES BETWEEN PROJECTS AND OPERATIONS

i.                     Operations make use of an already existing thing whereas project initiates a task which implies that without a project been implemented, there would never be operations.

ii.                   Operations are geared to maintain and exploit existing tasks whereas projects are there to create and produce these exploited tasks by the operations.

iii.                  Projects are temporal or exceeding exercises whereas operations are sustainable and continuous.

iv.                 Projects represent and employ people and other resources once and for all whereas operations aim at converting existing resources into more useful resources for the future.

v.                   Operations synchronize through hard links whereas project synchronizes through soft links to ensure good and quality project delivery.

BENEFITS OF PROJEC T MANAGEMENT

1.       Project management identifies all functions of a project and its activities.

2.       Minimizing the need for continuous reporting.

3.       Identification of time and limits.

4.       Identification of risks.

5.       Quality allocation of resources.

6.       Identification of methods and trade off analysis.

7.       Measurement of accomplishments against plans through the use of PERT.

8.       For early identification of problems.

9.       Quick and quality project delivery.

10.   Knowing when and how objectives can be met or exceeded through the use of a plan.

FACTORS AFFECTING PROJECT MANAGEMENT

I.                    Project complexity

II.                  Advancement in technology

III.                Customer requirements

IV.                Risks

V.                  Funding or Finance

VI.                Personnel

VII.              Time

THE CONCEPT OF LIFE CYCLE MANAGEMENT

                This is an important concept in project management that talks about the various project stages and phases and its management. Project management has been regarded as an integration of different aspects of a project phases to achieve a goal or set of objectives. Life cycle management is a tool that is important for project management to be conversant with in the sense that it shows the manager the various stages involved in projects, resources and how to manage them and coordinate them.

We have so many life cycles for example; the project sale life cycle which talks about the various stages involved in the sale of products to customers and the stages involved because a life cycle shows a manager that there would be increase and a later demise or decrease in the life cycle of anything or product sold either as a result of technological changes, packaging, or change in the taste and demand of such product or competition of such products.

We also have system development life cycle or project life cycle as the case maybe. This is the life cycle that points out that a project will always have a defined beginning and defined ending of which various project phases must occur and also be managed using various management techniques and skills. This implies that the management skill required in planning stage would differ from the management skill required in the implementation stage, controlling stage, coordinating stage and execution and closing stage and also the amount of resources and personnel required in each of these stages also would vary depending on the manager and the activities required to be carried out that is why we see the high number of human resources and other resources in the implementation stage and lesser number in the closing stage because of the amount or nature of the activities to be carried out and also the management technique required to be deployed by the project manager would definitely vary in one way or the other. The project life cycle tool is an important tool that every project manager ought to know to enable him measure his work and activities to know if he is working to plan and also the life cycle enables project managers to know when each activity or event is to be carried out and when. This concept implies that every project or system has a life cycle. Careful management of a project life cycle bridges the gap between the three constraints of a project which are ‘cost (finance and funding), time (schedule) and performance (human resources)’ these three constraints if well managed using the project life cycle tool can lead to a quality project delivery.

PROJECT LIFE CYLCLE PHASES AND STAGES

I.                    THE CONCEPTUALIZATION STAGE

This is the initial stage of a project where feasibility and viability studies of a project is carried out to know whether the project meets with the religion requirements, political requirement, economic requirement, social requirements as the case may be to know if the project can be carried out. It is a successful conceptualization phase that leads to the planning of such project. Project goals and objectives and the procedures for its accomplishments are known here also.

II.                  PLANNING STAGE

This is a stage or phase whereby sets of goals and objectives are planned as well if not done in the conceptualization goals, organizational requirements of the project are sourced, activities to be carried out to meet up to the goals and objectives are looked into at the phase. The time and scheduling of the project and the performance, the funding and finance of the project is also planned here. The manner to which the project is going to take place is also inquired at this stage.

III.                EXECUTIONAL OR IMPLEMENTATIONAL STAGE

This is another important stage that involves the actual implementation and execution of the actual planned work from the conceptualization stage. This is the point that requires great skill from the project manager in the sense that his organizational skill, directing skill, communication skill, controlling skill, coordination skills, decision making skills are all test at this stage and careful exhibition of these skills leads to the successful delivering of the project at hand. Planned resources are managed here, time, cost and performance are to be managed well at this stage also to avoid iterations and complications in the project delivery.

IV.                TERMINATION AND CLOSING STAGE

This stage can be seen as the last stage of every project. It is an important stage that needs to be done to ensure that all the necessary things are done and as when due to ensure quality project delivery. It is also at this stage the project manager finally carries out his project reviews from stage I – the final stage and checks his plans and objectives to know if he is on track before he pays off the staff and terminates or delivers the project. Any iteration from the organized plans is to be checked and corrected at this stage.

NOTE: it is important to know that at each stage or phase in the life cycle there are activities and events that are supposed to be carried out because they precedes the other activity for example, in a building construction project, you must first lay foundation before carrying out any construction work in a building site or else the entire project would not hold.

PROJECT MANAGER AND PROJECT MANAGEMENT

He is an effective, efficient, skilled and experienced individual or personnel that carry out all project management functions in achieving the goals of a project on quality time, controlled cost and performance parameters. He is the individual that undertakes the authority and responsibility for planning, implementation, controlling and directing of a project on behalf of the owner. He liaises between the project owner and the workers in the project field.  Like the saying goes, a manager is an experienced and talented individual that can handle anything or task giving to him. In other words; he must;

-          Command respects to secure the corporations of the project team, staff and contractors.

-          He must have a clear place in the hierarchy of the company.

-          He must have synchronization skill to enable and integrate all other sources to work as one single unit called project team and also he has to have to skill to make them understand each other and communicate as one to hand down a quality project.

-          He must be a practice man that gets things done as at when due, be able to tackle problems and overcome risks and clumsy situations.

-          He must be a good motivator and also a versatile individual to know where and how to get quality resources required of a project.

-          He must possess good negotiation skill to enable him deal with cost constraint.

-          He must possess a good technical and decision making skill in carrying out his duties.

-          He must be fair but firm i.e. he must be cheerful with his project team but not carefree as to allow things go wrong.

-          He must be a good leader as to move the team along and make them happy at all times.

-          He must be able to embrace risk and overcome failure in project activities.

-          He must always be an available person and to be close and carefully monitor activities going on in a project site.

-          He is be sensitive as to know when things are been done wrong in a work or project site.

MAJOR ROLES OF A PROJECT MANAGER

1.       Project management role: generally he oversees all the activities in a project including the work of a functional manager.

2.       Decision making role: though a functional manager makes decisions pertaining his filed but it is the overall decision of the project manager that guides the project cycle though he can make use of the decisions of a functional manager if he so wishes but he should always allow the decisions of the functional managers at all times depending on when necessary.

3.       Overall synchronization of the project team: it is the role and duty of a project manager at any point in time to carry along the entire project team, monitors and supervises them, motivate them and control and direct them to ensure that objectives and aims are met.

4.       He is a generalist in the field: therefore since he is an experienced, talented individual in the field he has the duty and role of making contributions to every segment or part of a project and at any point in time is able to review and evaluate the progress done in the site.

5.       He must be synthetical in carrying out his operations: unlike the functional manager who is analytical in his field, the project manager must be able to make everything happen as one in the project field.

DIFFERENCES BETWEEN A PROJECT MANAGER AND A FUCTIONAL MANAGER

1.       A project manager is a generalist whereas a functional manager is a specialist.

2.       Project manager facilitates workers whereas a facility manager supervises workers.

3.       Project manager oversees the overall work carried out on a project site whereas a functional manager oversees his own section only as a specialist.

4.       Project manager is synthetical whereas a functional manager is analytical.

5.       A project manager is responsible for the staffing, organizing, directing and supervising the entire project unlike the facility manager.

PROJECT MANAGEMENT PROCESS

I.                    Initiation and Conceptualization stage (forecasting)

II.                  Planning stage.

III.                Implementation and execution stage.

IV.                Controlling stage.

V.                  Closing stage and termination stage.

INITIATION STAGE is the same as the conceptualization stage whereby feasibility studies are carried out, also what to embark upon is analyzed out, how it can be done, when and how it can be done. It’s important and lots more.

PLANNING STAGE is the stage where the initiated activity is planned, the resources needed for the accomplishments of such endeavors or project. At this stage we have cost planning, staff planning, facility planning, equipment planning, time planning and scheduling, risk planning, communication planning, quality planning, risk quantification and identification. Each stage precedes the other stage and at every point in time they can be reversed and looked into i.e. they are interwoven in their relationship. They are continuous up to a stage.

IMPLEMENTATION AND EXECUTIONAL STAGE is the stage where the planned activities and objectives are implemented in reality. This is an important stage in the project management process that requires a great deal of care and managerial role from the project manager. Managerial skills like negotiation skill, motivational skills, communication skills, coordinating skills, organizing skills are all needed at this stage to make sure that the constraints of a project are taken care of which is time, cost and performance.

CONTROLLING STAGE is the stage that the project manager uses his talents and experience in controlling the resources of a project and to make sure that every planned activity and events are carried out as planned and also to be able to identify risks and problems and also to know how to tackle them to avoid complications in the project delivery. The controlling stage can also be seen as the stage where the project manager observes the entire work and activities going on in a site to make sure that goals are attained.

CLOSING AND TERMINATION STAGE is the stage whereby the project manager has carefully observed the entire project work and sees satisfaction with the work and as planned then he can decide to call it a success and may decide to make references to the stakeholders of such project through communication to make sure that the product is authentic and correct then the project can be terminated or closed then operations now takes place.

PURPOSE OF PLANNING IN PROJECT

I.                    To identify priorities in acquiring and committing resources.

II.                  To provide a clear direction to members of the organization.

III.                To provide a blue print for action.

IV.                To provide a yard stick for project evaluation and review.

COMPONENTS OF PLANNING

Ø  Objectives

Ø  Programme

Ø  Schedule

Ø  Budgets

Ø  Forecast

Ø  Organization

Ø  Policy

Ø  Procedure

Ø  Standard

Types of planning

1.       Management by objectives (MBO) this is a system of planning whereby some certain goals and objectives of the project are identified and the manager works towards the project goals. Here, there is goal setting, action planning, self control and periodic project review which implies that at the end of the day the project manager reviews works done, evaluate how well the goals are met, also to discuss what could be done better, to set up goals for the next period.

2.       Management by perception (MBE) is a related technique that is mainly concerned with the setting and working towards goals bearing in mind the project priorities and elements and tasks involved in actualizing such goals. Critical tasks that require careful attention are taken care of using the MBE.

PROJECT NETWORKS AND ANALYSIS

                A project network may be defined as a system whereby sub-systems interconnect and interrelate with each other. A project networks is made up of activities, events and even dummy activities connoted by arrows and nodes that represent the events going on in a project life cycle or phase. A network analysis can be used to derive useful information about a project and to carefully enable the project manager to deliver a quality project. A good project manager uses project network to know how progressive he is in the project. The project network also helps the project manager to monitor time and schedules as well as performance. In a project network, the end of an activity precedes the commencement of the other activity in other words; a project network enables the project manager to know the activities that must be completed on time before the commencement of other activities. So a project manager has to equip himself well in the studying of a project network and how to use it because it has posed to be an important tool.

TECHNIQUES AND TOOLS ASSOCIATED WITH PROJECT NETWORK

A.      The Earned Value Management Tool: it is a tool for monitoring the progress of a project both on the critical and the non critical path to ensure that the time scheduled for activities is not wasted.

B.      The Critical Path Method (CPM): this is another important tool used by project managers to determine the workability of a project. This project management tool and technique is mostly applied to already known project i.e. a project that has been done before and tested. Which means that the timings of project are or can be determined both risks and uncertainties therein.  The CPM is also used for the reduction of time and monitoring of cost of a project. One has to note that if time for a project is reduced then the cost of the project has to be improved and also the performance of the resources (human resources has to be increased to make sure that the appropriate time for the project is met).

C.      The Project Evaluation and Review Technique: This is another project management tool that makes use of a project network in ensuring a quality and decent project delivery. It differs from the CPM in the sense that it is often applied in projects that are not known i.e. uncertain projects unlike the CPM that the duration, risks, completion dates are all known. The PERT is diagnostic and antagonistic in quantifying knowledge.