responsibilities of Engineer & Project Manager Week # 003
Dr. Syed Muhammad Ali
Director of Earthquake Engineering Center and Professor of Civil Engineering, UET Peshawar [email protected] Learning Objectives By the end of this lecture, you will be able to;
• Explain the term project management
• Explain the five project management process groups. • Explain the Processes interaction and process groups overlapping relationships. • Explain the ten project management knowledge areas • Mapping the Process groups with knowledge areas. What is a Project Management?
Project management is the application of knowledge,
skills, tools, and techniques to project activities to meet the project requirements.
• This application of knowledge requires the effective
management of appropriate processes.
A process is a set of interrelated actions and activities
that are performed to achieve a pre - specified set of products, results, or services.
• The project management processes ensure the
effective flow of the project throughout its existence. Project Management Processes
“The project life cycle is managed by executing a series
of project management activities known as project management processes” • Every project management process produces one or more outputs from one or more inputs by using appropriate management tools & techniques. • The output can be a deliverable or an outcome. Outcomes are an end result of a process. • Project management processes are logically linked by the outputs they produce. The output of one process generally results in either: ➢ An input to another process, or ➢ A deliverable of the project or project phase. Project Management Processes Groups
Project Management Process Group is a logical
grouping of project management processes to achieve specific project objectives. • The Process Groups are not project phases. • Project Process group are: 1) Initiating Process Group 2) Planning Process Group 3) Executing Process Group 4) Monitoring and Controlling Process Group 5) Closing Process Group The Five Project Management Process Groups
Defines and authorizes the project (or a
Initiation phase of the project) to start.
Refines the project goal, scope,
requirements etc. and defines the course Planning of action to attain the project objective. (master plan) Brings together all required resources to Implementation undertake the project in accordance with the master plan. Formalizes acceptance of the project Closure output by the project customer and brings the project to its end. (Formal closing) Monitoring, Control & Monitors the project to identify and assess Evaluation shortfalls and variances and initiate corrective action if needed. Process Iterations & Interactions • The number of process iterations and interactions between processes varies based on the needs of the project. Processes generally fall into one of three categories:
• Processes used once or at predefined points in the project.
The processes Develop Project Charter and Close Project or Phase are examples. • Processes that are performed periodically as needed. The process Acquire Resources is performed as resources are needed. • Processes that are performed continuously throughout the project. The process Define Activities may occur throughout the project life cycle. Many of the monitoring and control processes are ongoing from the start of the project, until it is closed out. Project Management Process Interactions • The integrative nature of project management requires the Monitoring and Controlling Process Group to interact with the other process Groups.
• In addition, since management of a project is a finite effort, the
Initiating Process Group begins the project and the Closing Process Group ends it. Process Group Overlapping Relationship Project Management Knowledge Areas
In addition to process groups, processes are also
categorized by knowledge areas. The ten knowledge areas identified by Project Management Institute are;
• Project Integration Management. Includes the processes and
activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
• Project Scope Management. Includes the processes required to
ensure the project includes all the work required, and only the work required, to complete the project successfully.
• Project Schedule Management. Includes the processes
required to manage the timely completion of the project.
• Project Cost Management. Includes the processes involved in
planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. Project Management Knowledge Areas (Cont.)
• Project Quality Management. Includes the processes for
incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.
• Project Resource Management. Includes the processes to
identify, acquire, and manage the resources needed for the successful completion of the project.
• Project Communications Management. Includes the processes
required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval (getting back), management, control, monitoring, and ultimate disposition of project information. Project Management Knowledge Areas (Cont.)
• Project Procurement Management. Includes the processes
necessary to purchase or acquire products, services, or results needed from outside the project team.
• Project Stakeholder Management. Includes the processes
required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
• The needs of a specific project may require one or more
additional Knowledge Areas, for example, construction may require financial management or safety and health management. Process Groups & Knowledge Areas Mapping (PMBOK) 1) Initiating Process Group • This Process Group includes all processes related to answering the question ‘‘What do you need to do?’’ – Initial scope is defined & financial resources are committed. – Internal & external stakeholders are identified. – The project manager is recruited. – Develop a project charter and stakeholder register. – Project charter approval. 2) Planning Process Group • The Planning Process Group includes all processes related to answering the question ‘‘How will you do it?’’ These processes are as follows: 1. Develop Project 12. Plan Quality Management Plan 13. Develop Human 2. Collect Requirements Resource Plan 3. Define Scope 14. Plan Communications 4. Create WBS 15. Plan Risk Management 5. Define Activities 16. Identify Risks 6. Sequence Activities 17. Perform Qualitative Risk 7. Estimate Activity Resources Analysis 8. Estimate Activity Durations 18. Perform Quantitative Risk 9. Develop Schedule Analysis 10. Estimate Costs 19. Plan Risk Responses 11. Determine Budget 20. Plan Procurements
– Gaining senior management approval to execute the project
3) Executing Process Group The Executing Process Group includes all processes related to recruiting and organizing the team and establishing the team operating rules. Here is where the real work of the project takes place. Includes the following project management processes:
1. Direct and Manage
Project Execution 2. Perform Quality Assurance 3. Acquire Project Team 4. Develop Project Team 5. Manage Project Team 6. Distribute Information 7. Manage Stakeholder Expectations 8. Conduct Procurements
4) Monitoring and Controlling Process Group Tracks, reviews & regulates the project progress and performance; identifies any areas in which changes to the plan are required; & initiates the changes.
1. Monitor and Control Project Work
2. Perform Integrated Change Control 3. Verify Scope 4. Control Scope 5. Control Schedule 6. Control Costs 7. Perform Quality Control 8. Report Performance 9. Monitor and Control Risks 10.Administer Procurements
Figure 3-38. Monitoring and Controlling Process Group
PMBOK®Guide, 4th Edition, 3.6, Monitoring and Controlling Process Group, Page 59 – 64 4) Monitoring & Controlling Process Group Cont. • It occupies the project manager with activities internal to the project team itself and with activities external to the project team and dealing with the client, the sponsor, and your senior management.
• As problems and change requests arise, the strength of
your relationship with your client will in large measure contribute to the success or failure of the project. 5) Closing Process Group The Closing Process Group includes all processes related to the completion of the project, including answers to the question ‘‘How well did you do?’’ 1. Close Project or Phase – the process of finalizing all activities across all of the Process Groups to formally complete the project or a project phase. 2. Close Procurements – the process of completing project procurement.
Figure 3-49. Closing Process Group
PMBOK®Guide, 4th Edition, 3.7, Closing Process Group, Page 65 5) Closing Process Group
At project or phase closure, the following may occur:
• Obtain acceptance by the customer or sponsor, • Conduct post project or phase-end review / audit, • Record-impacts of tailoring to any process, • Document lessons learned, • Apply appropriate updates to organizational process assets, • Archive all relevant documents in the Project Management information System (PMIS) to be used as historical data, • Close out procurements. • Write final project report.
PMBOK®Guide, 4th Edition, 3.7, Closing Process Group, Page 64
The Five Project Management Process Groups
Initiation
Monitoring, Evaluation & Control
Planning
Implementation
Closure Project Manager
The Project Manager is the person assigned by
the performing organization to lead the team that is responsible for achieving the project objectives. (PMI® PMBOK® Guide)
• The project manager plays a critical role in the
leadership of a project team in order to achieve the project’s objectives. This role is clearly visible throughout the project. Many project managers become involved in a project from its initiation through closing. Project Manager Sphere of Influence Project Manager Description
The role of the Project Manager is to plan, execute,
and finalize projects according to strict deadlines and within budget.
This includes acquiring resources and coordinating
the efforts of team members and third-party contractors or consultants in order to deliver projects according to plan.
The Project Manager will also define the project’s
objectives and oversee quality control throughout its life cycle. Project Manager Responsibilities A project manager is the person who has the overall responsibility for the success of projects. Below is responsibilities list for a project manager.
• Manage the project taking into account
integration across all areas. • Engage with stakeholders. • Develop Project Plan. • Direct project resources. • Monitor and manage the project schedule. Project Manager Responsibilities (Cont.) • Monitor and manage the project budget.
• Monitor and manage the project risk.
• Deal with operational issues.
• Organize steering committee meetings (that
decides on the priorities); including ensuring those
minutes will be taken.
• Report to the steering committee, raising strategic
issues. Project Manager Responsibilities (Cont.)
• Prepare Project Status Reports and Project
Change Requests for the steering committee.
• Ensure project meets requirements and
objectives.
• Manage project team members.
• Negotiate and resolve issues as they arise
across areas of the project and where they impact on other activities, systems and projects. Project Manager Responsibilities (Cont.) • Look after the interests of the project team.
• Organize and chair project reference group
meetings, as appropriate.
• Communicate project status to project sponsor,
all team members, and other relevant stakeholders and involved parties.
• Maintain project documentation.
Project Manager Responsibilities (Cont.) Additional important remarks, in order to be successful, the project manager must be given support and authority by senior management. Role of Engineers in Project Management:
Engineering assignments are often completed by project
teams.
The engineering project manager serves in the role of
team leader and has the ultimate responsibility for the successful performance of the project.
The project manager has key responsibility for managing
the project's scope, deliverables, schedule, budget and quality. Role of Engineers in Project Management: (Cont.)
1. Scope The scope of the project defines what the project is intended to accomplish.
It may contain a "problem statement" or similar summary
of the project goals.
Scopes define the key project activities, their anticipated
sequence and desired outcomes. Role of Engineers in Project Management: (Cont.)
The project manager must be wary of "scope creep"—as
the project progresses, scope creep occurs when new, unanticipated tasks are identified that can increase the cost of the project or delay meeting the assigned schedule.
2. Work Products Work products, or "deliverables," are defined at the onset (start) of a project. Smaller projects may conclude with one final major deliverable, which could be a study report or a set of design plans. Role of Engineers in Project Management: (Cont.)
Larger projects frequently have interim deliverables at
key milestones which are used to assess the progress and direction of the project.
Project managers are also responsible for many routine
deliverables including regular progress reporting, updated schedules, meeting minutes and project correspondence records. Role of Engineers in Project Management: (Cont.)
3. Schedule Once the schedule for the project is determined, the project manager or her designee will monitor the progress of the project.
Schedules can be as a simple as major milestone schedules,
or, for larger projects, very detailed schedules can be Developed using specialized scheduling software.
Detailed schedules define not only the start and completion
dates for an individual task, but the relation (or "dependence") of that task on other project tasks. Role of Engineers in Project Management: (Cont.)
4. Budget Project managers often use a "work breakdown structure" to estimate the level of effort for individual work tasks.
These tasks are then rolled up into an overall project
budget.
This estimate of the required level of effort is then
compared against available funding for a project, and work scopes are adjusted as needed to keep the project budget within the funding limits. Role of Engineers in Project Management: (Cont.)
Once the project budget is established, the project
manager tracks the actual project expenditures against the forecast expenditures and implements corrective action as needed.
As the project progresses, the project manager
periodically prepares "cost to complete" estimates to determine whether the project can be completed within the assigned budget. Role of Engineers in Project Management: (Cont.)
5. Quality The project manager is responsible for assuring that all internal project quality assurance procedures are followed.
Each member of the project team is charged with
implementing quality assurance checks and reviews on the project tasks completed under their direction.
The project may require formal reviews or independent
audits of the quality program implementation at key milestones in the project process. Role of Engineers in Project Management: (Cont.)
6. Project Team On larger projects, a deputy project manager may assist the project manager. Other task leaders may lead selected elements of the project.
Often, a senior manager assists the project manager
with complex issues such as contracting, insurance or the allocation of staff and other resources to the project team. Role of Engineers in Project Management: (Cont.)
7. Qualifications Engineers typically serve in staff positions, or task leader positions, prior to advancing to the role of project manager.
Specialized training in the project management functions
provided by external sources (seminars, on-line training) or by in-house training programs prepares the project manager for success in this role. Reference • PMBOK Guide 4th Edition. THANK YOU!
