DCC 5183 : PROJECT

MANAGEMENT AND
PRACTICES

CHAPTER 2:
LIFECYCLE OF A PROJECT
MANAGEMENT
2.1 KNOW THE CONCEPT OF
LIFECYCLE IN A PROJECT
MANAGEMENT
LIFECYCLE IN A PROJECT MANAGEMENT

4. 5.
3.
2. Project
1. Project Launch or Project Close
Project Definition Performance
Project conception Execution
and Planning and Control Post mortem
and initiation
Scope & goal Status &
Project Charter Objectives Project Punch
setting tracking
list
Project Initiation KPIs Quality
Budget deliverables Reporting
Work Quality
Effort & cost
Breakdown Forecast tracking
Schedule
performance
Gantt Chart
Communication
plan
Risk
Management
PHASE 1 : PROJECT INITIATION

• This is the start of the project, and the goal of this phase is
to define the project at a broad level. This phase usually
begins with a business case.
• Important stakeholders will do their due diligence to help
decide if the project is a “go.” If it is given the green light,
you will need to create a project charter or a project
initiation document (PID) that outlines the purpose and
requirements of the project.
• It should include business needs, stakeholders, and the
business case.
b) Project feasibility document
 The purpose of a Feasibility Study is to identify the likelihood of
one or more solutions meeting the stated business requirements.
 In other words, if you are unsure whether your solution will
deliver the outcome you want, then a Project Feasibility Study will
help gain that clarity.
 During the Feasibility Study, a variety of 'assessment' methods are
undertaken. The outcome of the Feasibility Study is a confirmed
solution for implementation.
 The elements of this phase include:
- Conceptual analysis
- Technical and economic feasibility
- Environmental impact reports (EIA)
- Socio economic impact on the community
- Traffic Impact Assessment (TIA)
c) Project concept document
 The project concept document provides high level project
information and is a requisite for the review of project viability.

d) Project charter
 is a statement of the scope, objectives and participants in a
project.
 It provides a preliminary of roles and responsibilities, outlines the
project objectives, identifies the main stakeholders, and defines
the authority of the project manager.
 It serves as a reference of authority for the future of the project.
 The terms of reference is usually part of the project charter.
PHASE 2 : PROJECT PLANNING
• This phase is key to successful project management and focuses on developing a
roadmap that everyone will follow.
• This phase typically begins with setting goals. Two of the more popular methods
for setting goals are S.M.A.R.T. and CLEAR:
• S.M.A.R.T. Goals – This method helps ensure that the goals have been thoroughly
vetted. It also provides a way to clearly understand the implications of the goal-
setting process.
i. Specific – To set specific goals, answer the following questions: who, what, where,
when, which, and why.
ii. Measurable – Create criteria that you can use to measure the success of a goal.
iii. Attainable – Identify the most important goals and what it will take to achieve them.
iv. Realistic – You should be willing and able to work toward a particular goal.
v. Timely – Create a timeframe to achieve the goal.
• C.L.E.A.R. Goals – A newer method for setting goals that takes into
consideration the environment of today’s fast-paced businesses.
i. Collaborative – The goal should encourage employees to work together.
ii. Limited – They should be limited in scope and time to keep it
manageable.
iii. Emotional – Goals should tap into the passion of employees and be
something they can form an emotional connection to. This can optimize
the quality of work.
iv. Appreciable – Break larger goals into smaller tasks that can be quickly
achieved.
v. Refinable – As new situations arise, be flexible and refine goals as
needed.
• During this phase, the scope of the project is defined and a project
management plan is developed. It involves identifying the cost, quality,
available resources, and a realistic timetable. The project plans also includes
establishing baselines or performance measures.
• These are generated using the scope, schedule and cost of a project. A
baseline is essential to determine if a project is on track.
• At this time, roles and responsibilities are clearly defined, so everyone
involved knows what they are accountable for. Here are some of the
documents a PM will create during this phase to ensure the project will stay
on track:
i. Scope Statement – A document that clearly defines the business need,
benefits of the project, objectives, deliverables, and key milestones. A
scope statement may change during the project, but it shouldn’t be done
without the approval of the project manager and the sponsor.
ii. Work Breakdown Schedule (WBS) –This is a visual representation that
breaks down the scope of the project into manageable sections for the
team.
iii. Milestones – Identify high-level goals that need to be met throughout
the project and include them in the Gantt chart.
iv. Gantt Chart – A visual timeline that you can use to plan out tasks and
visualize your project timeline.
v. Communication Plan – This is of particular importance if your project
involves outside stakeholders. Develop the proper messaging around the
project and create a schedule of when to communicate with team
members based on deliverables and milestones.
vi. Risk Management Plan – Identify all foreseeable risks. Common risks
include unrealistic time and cost estimates, customer review cycle,
budget cuts, changing requirements, and lack of committed resources.
PHASE 3 : PROJECT EXECUTION
• This is the phase where deliverables are developed and completed.
This often feels like the meat of the project since a lot is happening
during this time, like status reports and meetings, development
updates, and performance reports. A “kick-off” meeting usually marks
the start of the Project Execution phase where the teams involved are
informed of their responsibilities.

Tasks completed during the Execution Phase include:

• Develop team
• Assign resources
• Execute project management plans
• Procurement management if needed
• Task assignments are executed
• Set up tracking systems
• PM directs and manages project execution
• Status meetings
• Update project schedule
• Modify project plans as needed
• While the project monitoring phase has a
different set of requirements, these two
phases often occur simultaneously.
PHASE 4 : PROJECT
PERFORMANCE / MONITORING
• This is all about measuring project progression and performance and ensuring
that everything happening aligns with the project management plan. Project
managers will use key performance indicators (KPIs) to determine if the
project is on track. A PM will typically pick two to five of these KPIs to measure
project performance:
i. Project Objectives: Measuring if a project is on schedule and budget is
an indication if the project will meet stakeholder objectives.
ii. Quality Deliverables: This determines if specific task deliverables are
being met.
iii. Effort and Cost Tracking: PMs will account for the effort and cost of
resources to see if the budget is on track. This type of tracking informs if
a project will meet its completion date based on current performance.
iv. Project Performance: This monitors changes in the project. It takes into
consideration the amount and types of issues that arise and how quickly
they are addressed. These can occur from unforeseen hurdles and scope
changes.
v. During this time, PMs may need to adjust schedules and resources to
ensure the project is on track
 PHASE 5 : PROJECT CLOSURE
• This phase represents the completed project. Contractors hired to work specifically
on the project are terminated at this time.
• Valuable team members are recognized. Some PMs even organize small work events
for people who participated in the project to thank them for their efforts. Once a
project is complete, a PM will often hold a meeting – sometimes referred to as a
“post mortem” – to evaluate what went well in a project and identify project
failures. T
• This is especially helpful to understand lessons learned so that improvements can
be made for future projects.
• Once the project is complete, PMs still have a few tasks to complete. They will need
to create a project punch list of things that didn’t get accomplished during the
project and work with team members to complete them.
• Perform a final project budget and prepare a final project report. Finally, they will
need to collect all project documents and deliverables and store them in a single
place.
Project Life Cycle divides the project into
phases that provide better management control and
the appropriate links to the ongoing operations of
the organization and defines the beginning and end
of the project.
 CHARACTERISTIC OF PROJECT LIFE
CYCLE
 Defines the beginning and end of the project.
 Deliverables usually approved before work starts on the next phase.
 Sometimes a subsequent phase is begun prior to approval of the previous
phase. This is called fast tracking.
 Defines technical work and implementers.
 Cost and staffing levels are low at the start, higher towards the end, and drop
as project closes.
 Probability of project success is low at the start of the project and gets
progressively higher as the project continues.
 Cost of changes and of error correction generally increases as the project
continues
2.2 Understand the resources in
the project management
VARIOUS TASKS FOR RESOURCES

i. Material
ii. Men (Labour)
iii. Machinery ( Plant & Equipment)
iv. Money
v. Management
 RESOURCES IN THE PROJECT
MANAGEMENT
• In project management terminology, resources are required to carry out the project
tasks. They can be people, equipment, facilities, funding, or anything else capable of
definition required for the completion of a project activity.
• The lack of a resource will therefore be a constraint on the completion of the project
activity.
• Resource scheduling, availability and optimisation are considered key to successful
project management.
• Allocation of limited resources is based on the priority given to each of the project
activities. Their priority is calculated using the Critical path method.
• For a case with a constraint on the number of resources, the objective is to create
the most efficient schedule possible - minimising project duration and maximising
the use of the resources available.
 PLANT & EQUIPMENT

• Plant covers equipment, hardware, machinery and equipment

required for the construction project.
• The purpose of this plant is to shorten the construction
period, reducing costs, saving time, saving on labour and most
importantly can improve the quality of construction.
• Plant management can save costs and it depends on good
management based on output, plant valuation method,
continuity of work, training of operators, the organization of
work of the plant, maintenance and overhaul plant and the
selection of plants that are appropriate to the size of the
project.
• In a large project, the tools used are concerned with the type
of work.
• The equipment is intended that can be divided into two types:
i. Equipment that is not motorized and mechanized
ii. Motorized or mechanized equipment
• For the price mechanized tools are not included as a cost of
daily expenses and management.
• For mechanized equipment, the contractor obtain it either by
buying or renting equipment.
• Thus, the capital to purchase or rent such equipment should be
calculated to obtain the cost of capital employed. Therefore
the price of equipment and labour for each hour that control
should be obtained.
• Factors to be taken into account in determining the
cost of mechanization:
i. The price for renting or falling prices for
equipment used machinery
ii. The cost of the equipment operation .
iii.The cost of oil, spare parts, tires
iv.Maintenance and repair costs
v. Cost operator
• According to Mahesh, V. (1979), there are several
problems that can cause the plant suffered
damage. One of them is :
i. There are no ongoing maintenance
ii. The lack of a skilled operator
iii. Lack of skilled mechanics
iv. Spare parts are not qualified
v. Using old and unused plant
vi. Being careless handling plant
vii. Difficult to get spare parts
 PLANT CONTROL METHOD

• The plant is the most precious treasure to the contractor

because the cost of obtaining and use of the plant is quite
high, therefore the control and safety of the plant should be
given special attention.
• With that, the plant should be recorded for use as a
precautionary measure.
• At the construction site of the plant is used, then a chart that
includes the sequence of operations for each type of plant
should be recorded as the time, date of delivery of the plant
to the construction site, the use and movement of plants at
the construction site, service and maintenance are carried
out.
• Since the plant is so valuable for control measures, the use of the
plant should be recorded time, cost and movement within the site.
These three aspects, according to Harris, F. (1989) can be applied to
evaluate their effectiveness.
i. Time
 Recording time will facilitate the plant manager to decide and
check the exact amount of time the plant operates.
ii. Cost
 Noting the cost of maintenance is a step in the control of the
construction costs. The costs taken into account is the cost of
maintenance, repair costs, replacement costs, the cost of fuel
and lubricants.
iii. Movement
 The movement of the plant should be recorded to detect the
position of the plant at any time, be used by anyone and used
for any activity. This can prevent the loss of plant or machinery
is idle.
 MATERIAL

• Effective management of construction materials expressed as

to achieve the goal to ensure that all materials arrive on site is
appropriate for the work to be carried out, at the right time,
guaranteed quality and best cost.
• Good material management involves scheduling, application
process, ordering, receiving and handling, storage and safety
materials.
• While the shipping process even involve suppliers, still
requires the attention of the contractor to ensure a smooth
management of materials.
 MATERIAL

• Factors taken into account in determining the price

of materials such as:
i. The original price of materials
ii. Transportation fee
iii. Storage fee
iv. Wastage
i. The original price of materials
Material prices are not falling profit rates, the price of transportation
and other costs.
Sometimes referred to as the factory price or net price.
ii. Transportation fee
Is a surcharge imposed on a building material for the purpose of
transporting the material to a destination that is found from the factory.
iii. Storage Fee
For safety reasons, half of the building materials such as cement, wood
or other materials that are flammable and should be kept well
supervised. This will result in an increase in material prices.
iv. Wastage
Wastage will occur in any construction project. Many building materials
are damaged and abandoned. This may be due to the lack of control and
negligence in the maintenance of onsite construction work. It is
estimated that 10-15% of construction materials damaged during
construction work is underway.
 OVERHEAD COST AND PROFIT

• Management costs (overhead), the company is a company's administrative

costs. What is included within administrative costs (overhead) such as:
i. Salaries and allowances of staff
ii. Staff travel claims
iii. Interest on loans
iv. office rental
v. Water, electricity, telephones, office equipment
vi. Income tax
• The percentage rate of profit depends on:
i. size of project
ii. Situation construction sites
iii. Information from clients in the tender documents
 PLANT & EQUIPMENT

 Bulldozer  Face Shovel

 Scrapper  Skimmer
 Grader  Tractor Shovel
 Backactor  Trencher
 Dragline  Clamshell
 Harrow
SCRAPPER
BULLDOZER

GRADDER
 BACKACTOR
TRENCHER

DRAGLINE
THAT’S ALL FOR CHAPTER 2..

THANKS YOU..