PROJECT MANAGEMENT PROCESS

THE CONSTRUCTION MANAGEMENT

PROCESS AT VARIOUS PHASES OF
THE PROJECT

GPM 711 – CONSTRUCTION METHODS

AR. ELI JAIRUS R. MADRID 2018 - 0161813
WHAT IS A PROJECT?
PROJECT
A temporary effort to create a unique product, service, or result
within a specific cost projection.
Converting a vision, a dream or need into reality.
 Project’s Limitations
TIME
• beginning and an end
SCOPE
• specified outcome
QUALITY
• level of performance
COSTS
• budget

PROJECT TRIANGLE
 Project Management

Application of knowledge, skills, tools

and techniques to project activities in order
to meet the client’s needs and expectations
from the project.
 Project Management

“Completion of Project on time within

Budget without compromising Quality.”
PROJECT PROCESS LIFE CYCLE

Monitoring
Implementation
Initiation Planning /Execution and Closing
Controlling
I. INTIATION PROCESS
• WHAT
– Should be done?
– Scope/performance, budget, and time?
– Are the authority and responsibilities of the
project owner, PM, CM etc.?

• WHO
– Is responsible for delivering the project?
I.1 Project Selection

1. Develop a Business Case

– justifies the start-up of a project. It includes a
description of the business problem or opportunity,
the costs and benefits of each alternative solution,
and the recommended solution for approval.
– is used whenever the expenditure on a project has
to be justified. It is usually the first step in the Project
Life Cycle.
– is referred to frequently during the project, to
determine whether it is currently on track. And at the
end of the project, success is measured against the
ability to meet the objectives defined in the Business
Case.
I.1 Project Selection

2. Conduct a Feasibility Study

– an exercise that involves documenting each of the
potential solutions to a particular business problem or
opportunity. Feasibility Studies can be undertaken by
any type of business, project or team and they are a
critical part of the Project Life Cycle.

– Its purpose is to identify the likelihood of one or more

solutions meeting the stated business requirements.
During the Feasibility Study, a variety of 'assessment'
methods are undertaken. The outcome of the
Feasibility Study is a confirmed solution for
implementation.
I.1 Project Selection

3. Establish a Project Charter

– outlines the purpose of the project, the way the
project will be structured and how it will be
successfully implemented.

– describes the project vision, objectives, scope and

deliverables, as well as the Stakeholders, roles and
responsibilities. The Project Charter is also known as
a "Terms of Reference" or "Project Definition Report".
I.2 Project Review Team

1. Project Job Description

– defines the objectives and responsibilities of a
particular role on a project. Completing a Job
Description Template ensures the skills, experience
and qualifications needed to fulfill the role are clearly
defined. A Job Description may also be referred to as
a "Position Description".

– It should be completed every time a new role is

identified. The Project Job Description should clearly
state the objectives and responsibilities of the role
and where it fits within the organizational structure.
I.2 Project Review Team

2. Set-up a Project Management Office

– A Project Management Office is the physical premises

within which project staff (e.g. the Project Manager
and support staff) reside. The Project Office also
contains the communications infrastructure and
technologies required to support the project.
I.3 Major Project Planning

1. Perform a Project Review

– is an assessment of the status of a project, at a
particular point in time. The first time in the project life
cycle that a project review is undertaken is at the end
of the first project phase, called "Initiation".

– It is where a decision is made as to whether or not the

team has met the objectives and is approved to
proceed to the next project phase, being the
"Planning" phase.
I.3 Major Project Planning

2. Create a Project Plan

– sets out the phases, activities and tasks needed to
deliver a project. The timeframes required to deliver
the project, along with the resources and milestones
are also shown in the Project Plan.
– is referred to constantly throughout the project. Every
day, the Project Manager will review actual progress
against that stated in the Project Plan, to ensure they
are still on track.
– the most critical tool a Manager can have to
successfully deliver projects.
 INTIATION BREAKDOWN PROCESS

Determine Collect processes,

Divide large
Select Project company culture procedures and
projects into
Manager. and existing historical
phases.
systems. information.

Document
Identify stake- Document Determine project
assumptions and
holders. business need. objectives.
constraints.

Develop
Develop project
preliminary project
charter.
scope statement.
II. PLANNING PROCESS
• HOW & WHEN
– Something will be done?
• WHO
– Who should perform the different work
packages?
II.1 Risk Management

1. Project Planning
– In this phase, the project is further specified with the
project specification as a base. The preparation of the
drawings and building specifications.
– The architectural drawings are formulated in this
phase.
– A Resource Plan summarizes the level of resources
needed to complete a project. A properly documented
Resource Plan will specify the exact quantities of
labor, equipment and materials needed to complete
your project.
II.1 Risk Management

2. Create a Risk Plan

– helps you to foresee risks, identify actions to prevent
them from occurring and reduce their impact should
they eventuate. The Risk Management Plan is
created as part of the Risk Planning process. It lists of
all foreseeable risks, their ranking and priority, the
preventative and contingent actions, along with a
process for tracking them.
– should be used anytime that risks need to be carefully
managed. For instance, during the start up of a
project a Risk Plan is created to identify and manage
the risk involved with the project delivery.
II.2 Organizational Training

1. Going from Planning to Organizing

– After a manager has a plan in place, she can
structure her teams and resources. This important
step can profoundly affect an organization's success.
– It also reflects how well they respond to problems.
These responses, over time, can make or break an
organization. In addition, the organizational structure
influences employees' attitudes toward their work.
– A suitable organizational structure can minimize a
business's costs, as well as maximize its efficiency,
which increases its ability to compete in a global
economy.
II.3 Organizational Process Training

1. Informal Organization
– is defined by the patterns, behaviors, and interactions
that stem from personal rather than official
relationships.
– emphasis is on people and their relationships; in the
formal organization, the emphasis is on official
organizational positions.
– The informal organization of a firm may be more
important than a manager realizes. Although
managers may think that the informal organization is
nothing more than rumors that are spread among the
employees, it is actually a very important tool in
maintaining company‐wide information flow.
5 Steps of Organizational Process
 PROCESS BREAKDOWN PROCESS
Determine how you
will do planning – Create project
Determine team.
Create WBS and
Create activity list.
part of management scope statement. WBS dictionary.
plans.

Create network Estimate resource Estimate time and Determine critical

Develop Schedule.
diagram. requirements. cost. path.

Risk identification,
Determine quality Determine qualitative and
Determine roles and
Developer budget. standards, processes communications quantitative risk
and metrics. responsibilities.
requirements. analysis and
response planning.

(items before Finalize the “how to

Prepare
Determine what to execute and control” Create process
this time will purchase.
procurement
aspects of all improvement plan.
need alteration). documents.
management plans.

Develop final PM
plan and
Gain formal Hold kick-off
performance
approval. meeting.
measurement
baselines.
III. EXECUTION PROCESS

- consists of the processes used to

complete the work defined in the project
management plan to accomplish the
project's requirements.
- involves coordinating people and
resources, as well as integrating and
performing the activities of the project in
accordance with the project management
plan.
III.1 Technical Solution

1. Time Management
– When entering in the implementation phase, time
management is vital. It is all about recording the time
spent by people on a project. This time process
involves recording the time spent on tasks, using
Timesheets. The time process helps the manager
know which tasks has been worked on, when and for
how long.
– During the third phase, the implementation phase, the
project plan is put into motion and the work of the
project is performed. It is important to maintain control
and communicate as needed during implementation.
III.1 Technical Solution

2. Project Implementation
– During project implementation, people are carrying
out the tasks, and progress information is being
reported through regular team meetings. The project
manager uses this information to maintain control
over the direction of the project by comparing the
progress reports with the project plan to measure the
performance of the project activities and take
corrective action as needed.
III.2 Product Integration

1. Perform Quality Management Process

– A Quality Management Process is a set of procedures
that are followed to ensure that the deliverables
produced by a team are "fit for purpose". The start of
the Quality Management Process involves setting
quality targets, which are agreed with the customer. A
"Quality Assurance Process" and "Quality Control
Process" are then undertaken, to measure and report
the actual quality of deliverables
III.3 Integrate Training

1. Change Process
– A Change Process, or Change Management Process,
is a set of procedures that help teams to control
change effectively. It's how you manage change once
it occurs that really matters. The Change Process
allows you to record change requests, and review and
approve those requests, before implementing them.
– project sponsors and other key stakeholders should
be kept informed of the project’s status according to
the agreed-on frequency and format of
communication. The plan should be updated and
published on a regular basis.
III.4 Integrate Project Management

1. Issue Management Process

– An Issue Process, or Issue Management Process, is
a set of procedures that help you manage issues as
they occur. Whether you're part of a project or
operational team, issues will occur on a regular basis
affecting the ability to meet your team goals.
– Examples of issues that are resolved through an
Issue Process include; lack of funding, insufficient
resources and tight deadlines. Regardless of the
circumstance, this Issue Process helps you get
approval to take action to resolve it immediately.
•
 EXECUTION BREAKDOWN PROCESS

Recommend changes
Complete product
Acquire final team. Execute the PM plan. and corrective
scope.
actions.

Implement approved
Send and receive changes, defect Continuous
Follow processes.
information. repair, preventive and improvement.
corrective actions.

Give recognition and Hold progress Use work

Team building.
rewards. meetings. authorization system.

Request seller
Select Sellers.
responses.
IV. MONITORING/CONTROL
PROCESS

- monitoring and controlling consists of

those processes performed to observe
project execution so that potential problems
can be identified in a timely manner and
corrective action can be taken, when
necessary, to control the execution of the
project.
IV.1 Verification

1. Perform Regular Communication

– The communications planning process concerns
defining the types of information you will deliver, who
will receive it, the format for communicating it, and the
timing of its release and distribution. It turns out that
90% of a project manager’s job is spent on
communication so it’s important to make sure
everybody gets the right message at the right time.
– It helps to ensure that your stakeholders are kept
regularly informed. For example as part of the project
life cycle, the team implement a Communication
Process to make sure that the entire team is kept
informed of the status of the project.
IV.2 Validation

1. Communication in Many Forms

– Methods of communicating can take many forms,
such as written reports, conversations, email, formal
status reports, meetings, online databases, online
schedules, and project websites. You should consider
several factors before deciding what methods you’ll
choose to transfer information. The timing of the
information exchange or need for updates is the first
factor.
IV.3 Integrate Supplier Management

1. Perform Procurement Management

–A Procurement Management Process,
or Procurement Process, is a method by which items
are purchased from external suppliers. The
procurement management process involves
managing the ordering, receipt, review and approval
of items from suppliers. A procurement process also
specifies how the supplier relationships will be
managed, to ensure a high level of service is received
IV.4 Decision, Analysis, and Resolution

1. Perform Acceptance Management

– It is a method by which the customer reviews and
accepts the deliverables produced by the project. The
process entails completing a variety of review
techniques to confirm that the deliverable meets the
acceptance criteria outlined in the initial project
acceptance plan.
– An Acceptance Management Process guides the
customer in checking that every deliverable produced by
the project is formally:
• Completed
• Documented
• Reviewed
• Approved
V. CLOSURE PROCESS
• During the final closure, or completion phase, the
emphasis is on releasing the final deliverables to the
customer, handing over project documentation to the
business, terminating supplier contracts, releasing
project resources, and communicating the closure of the
project to all stakeholders.
• The last remaining step is to conduct lessons-learned
studies to examine what went well and what didn’t.
Through this type of analysis, the wisdom of experience
is transferred back to the project organization, which will
help future project teams.
 CLOSURE BREAKDOWN PROCESS

Confirm work is
Develop closure Complete
done to
procedures. contract closure.
requirement.

Gain formal Final

Index and archive
acceptance of the performance
records.
product. reporting.

Update, lessons Hand off

Release
learned and completed
resources.
knowledge base. product.
SUMMARY OF PROJECT MANAGEMENT PROCESS
REFERENCES:
• Ottosson, H. A. (2013). Practical Project Management for
Building and Construction. Broken Sound Parkway, NW:
Taylor & Francis Group
• https://www.projectmanager.com/project-management-
processes-phases
• Lock, D. (2013) Project Management
• http://www.method123.com/project-lifecycle.php
• https://opentextbc.ca/projectmanagement/chapter/chapte
r-3-the-project-life-cycle-phases-project-management/