2. Syllabus
UNIT I INTRODUCTION TO PROJECT MANAGEMENT
Project management concepts. Objectives, planning, scheduling. Controlling and role of
decision in project management. Traditional management system. Gantt’s approach. Load
chart. Progress chart. Development of bar chart, merits and demerits. CPM networks,
merits and demerits. PERT network. Introduction to the theory of probability and statistics.
UNIT II PROJECT PROGRAMMING AND CRITICAL PATH METHOD
Project network. Events activity. Dummy. Network rules. Graphical guidelines for Network.
Numbering the events. Cycles. Development of network-planning for network construction.
Models of network construction. Steps in development of network. Work break down
structure. Hierarchies. Critical path method - process, activity time estimate, earliest event
time, latest allowable occurrence time, start and finish time of activity, float, critical
activity and critical path problems.
3. Syllabus
UNIT IV COMPUTERIZED PROJECT MANAGEMENT
Creating a new project, building task. Creating resources and assessing costs, refining
project. Project tracking, recording actual. Reporting on progress. Analyzing financial
progress. Introduction to BIM.
UNIT V CONCEPT TO COMMISSIONING
Project feasibility study. Real estate & regulatory strategies. Facility programming and
planning. Design management. EPC. testing & commissioning
UNIT III RESOURCE PLANNING
Cost model- project cost, direct cost, indirect cost, slope curve, total project cost. Optimum
duration contracting the network for cost optimization. Steps in cost optimization,
updating, resource allocation, resource smoothing, resource levelling
4. Objectives
• To introduce different management techniques suitable for planning and construction
projects.
• To enable understanding of management systems for accomplishing the task efficiently
in terms of quality, time and cost.
• Ability to understand a project from concept to commissioning, feasibility study & facility
programme, design, construction to commissioning.
• Ability to apply project management techniques in achieving objectives of a project like
client needs, quality, time & cost.
• An understanding of principles of management, construction scheduling, scope definition
and team roles.
Outcomes
6. Definition of a Project:
A project is made up of a group of interrelated work activities constrained by a
specific scope, budget, and schedule to deliver capital assets needed to
achieve the strategic goals of an Agency.
• A defined goal or objective
• Specific tasks to be performed
• A defined beginning and end
• Resources being consumed
INTRODUCTION TO PROJECT
MANAGEMENT
7. Project Objectives
• The project should be completed with a minimum of elapsed time.
• It should use available manpower and other resources as sparingly as
possible, without delay.
• It should be completed with a minimum of capital investment, without delay.
INTRODUCTION TO PROJECT
MANAGEMENT
9. • The art of organizing, leading, reporting and completing a project through
people.
• A project is a planned undertaking.
• A project manager is a person who causes things to happen
• Therefore, project management is causing a planned undertaking to
happen.
What is Project Management
11. Need for Project Management
• The construction industry is the largest industry in the world. It is more of a service than
a manufacturing industry. Growth in this industry is in fact an indicator of the economic
conditions of a country.
• This is because the construction industry consumes a wide employment circle of labor.
• While the manufacturing industry exhibit high-quality products, timelines of service
delivery, reasonable cost of service, and low failure rates, the construction industry, on
the other hand, is generally the opposite.
• Most projects exhibit cost overruns, time extensions, and conflicts among parties.
13. Project Manager
• Project manager is a professional in the field of project management. Project managers
are in charge of the people in a project.
• People are the key to any successful project. Without the correct people in the right place
and at the right time a project cannot be successful. Project managers can have the
responsibility of the planning, execution, controlling, and closing of any project typically
relating to the construction industry, engineering, architecture, computing, and
telecommunications.
• Many other fields of production engineering, design engineering, and heavy industrial
have project managers.
14. Project Manager
• A project manager needs to understand the order of execution of a project to schedule
the project correctly as well as the time necessary to accomplish each individual task
within the project.
• A project manager is the person accountable for accomplishing the stated project
objectives.
• Project Managers tend to have multiple years’ experience in their field.
• A project manager is required to know the project in and out while supervising the
workers along with the project.
15. Project Management Concepts
• Planning - deciding what is to be done;
• Organizing - making arrangements;
• Staffing - selecting the right people for the job;
• Directing - giving instructions;
• Monitoring - checking on progress;
• Controlling - taking action to remedy hold ups;
• Innovation - coming up with new solutions;
• Representing - liaising with users.
16. Project Management Concepts
Project management is a highly specialized job, to achieve the above objectives. Project
management involves, the following three phases:
• Project planning
• Project scheduling
• Project controlling
Out of the above three phases of project management, the first two phases are
accomplished before the actual project starts.
The third phase is operative during the execution of the project, and its aim is to recognize
the difficulties during the execution and to apply measures to deal with these difficulties.
17. Project Planning
Planning is the most important phase of project management. Planning involves defining
objectives of the project, listing of tasks or jobs that must be performed, determining gross
requirements for material, equipment and manpower and preparing estimates of costs and
durations for the various jobs or activities to bring about the satisfactory completion of the
project.
Planning is important because :
(i) It provides direction
(ii) It provides unifying frame-work
(iii) It helps to reveal future opportunities and threats
(iv) It provides performance standards.
18. Steps in Project Planning
Following eight steps are generally recognized in the planning process of a project :
1. DEFINE : the objectives of the project in definite words.
2. ESTABLISH : goals and stages intermediate to attain the final target.
3. DEVELOP : forecast and means of achieving goals, i.e., activities.
4. EVALUATE : organization’s resources—financial, managerial and operational— to carry
out activities and to determine what is feasible and what is not.
5. DETERMINE . alternatives—individual courses of action that will allow to accomplish
goals.
6. TEST : for consistency with company’s policy.
7. CHOOSE ‘an alternative which is not only consistent with its goals and concept but also
one that can be accomplished with the evaluated resources. :
8. DECIDE – on a plan.
20. Project Planning – Resource
In running a project, there is a basic need of resources. These resources can be
classified as under :
• Material resources (what) (including financial resources)
• Equipment resources (how)
• Space resources (where)
• Effort or manpower resources (who)
• Time resources (when)
21. Scheduling
Scheduling is the allocation of resources. These resources, in conceptual sense, are time
and energy, but in practical sense are time, space, equipment and effort applied to
material
Steps in Project Scheduling
CALCULATE : detailed control information.
ASSIGN : timings to events and activities.
GIVE : consideration to the resources. The manager is generally concerned with those
resources whose availability is limited and which thereby impose a constraint on the
project. The important ones are usually skilled, technical and supervisory manpower and
capital investment.
ALLOCATE : the resources. In traditional techniques, the term scheduling a project is some-
what misleading because actually some attempt at planning and scheduling are
performed as one step.
22. Controlling
The planning and scheduling phases of a project are undertaken before the actual
project starts while the controlling phase is undertaken during the actual project
operations.
Controlling consists of reviewing the difference between the schedule and actual
performance once the project has begun.
Project control is the formal mechanism established to determine deviations from the
basic plan, to determine the precise effect of these deviations on the plan, and to
replan and reschedule to compensate for the deviations.
23. Controlling
Steps in Control Process Controlling is accomplished in the following well recognized steps :
ESTABLISH : standards or targets. These targets are generally expressed in terms of time.
MEASURE : performance against the standards set down in the first step.
IDENTIFY : the deviations from the standards.
SUGGEST AND : correcting measures.
24. Role of Decision in Project Management
While planning, organizing, staffing, leading, scheduling and controlling are the basic
functions of management, each of these clearly involve decisions—decision as to which plan
to implement, what goals to achieve, what ways to use, and so forth.
The success or failure of management is judged from the decisions it takes at various stages.
A poor or erroneous decision may lead to the failure of a project.
Steps in Decision-making Following are steps for a better decision-making :
1. IDENTIFY : the central problem.
2. DEVELOP : alternatives.
3. ANALYSE : the alternatives.
4. MAKE : final decision.
