From Innocent Week 3

Project management is defined as a temporary endeavor undertaken to create product, a service or result. The temporary nature of the project indicates that there a definitive start and finish (PMBOK, 2008, p5). The project management consists of cost, time and resources (inputs) and these have to be managed in a special way to meet the project objective (outputs) and there is normally a process followed in project management. A process is a set of interrelated actions and activities performed to achieve a pre-specified product, result or service (Babou-March 2008). Project management process are grouped into five groups which are (1) initiating (2) Planning (3) Executing (4) Monitoring and controlling (5) Closing.

The initiating phase involves the appointment of a project manager and the drafting of the objectives of the project. This will also involve the identification of all the people affected by the project and coming out with a project charter/ document outlining all the concerns and expectations of the owners (project principals) of the project. In this process a meeting is done involving the project manger and his team and the client. It is also noted how much the client wants to commit on the project. In the initiating phase is where the business situation is being addressed. The requirements / objectives of the owner are articulated and written down.

The planning phases involve the refining or breaking down of the project objectives and the coming up of steps to achieve the objectives according to the initiating goal. The input in this phase is the project charter and the output a document that outline steps to achieve the objectivemore like a project plan. In this phase a meeting is convened without the client-it will involve the project manager and his team. The cost, resource and time needed to accomplish the task are estimated quantitatively. In the planning phase what is going to be done and how it is going to be done is written down on a project plan and all the steps even minor one are spelled out. In the planning phase all the aspect of the project are laid bare and a plan of action is drafted to give a step by step way of achieving the objectives.

Executing phase consist of the processes needed to be performed to complete the work and to meet project objectives. In this process it will involves the actual work being done, the appointment of subcontractors if need be and if there is need of change of objectives. The input here is the project plan and the out is the project deliverables. In the executing phase the step by step actions of accomplish the task are articulated. In this phase it answers the question of how it will it be done.

Monitoring and Controlling involves the tracking, reviewing and regulating the progress and performance e of the project. You also identify changes and take steps to rectify the changes in line with the time and resources allocated. In this phase the project plan and the initiation scope can be altered. However if there are changed it must be communicated to the owner of the project and it must not compromise the final deliverable. If time can be added it can be an advantage but if not the task must be completed in the allotted time. However some of these changes will affect the resources and costs involved to it finish the project-all this must be reviewed by the project manger and communicated to the project principal. In this phase sites visitation and site instructions are performed and signed out if the task has being done.

Closing phase involves the process of finalizing the project management processes and handing over the final project to the owners. The output here is the final project or final result as it was defined on the first instance and with the changes incorporated. In the closing phase where the project is handed over to the client a comparison is made of the initial objectives and the end product to see how it was done. If there are changes to the final product which do not relate to the initial scope then a reason is sort to see how this happened.

All the steps outlined in the project management process are important because the output of one process is used as an input in the next process. In the scoping process the out which is a charter is used as an input in the planning process and vice verse. So this important relationship of interdependence is important in project management. Dear Innocent, You mentioned about alterations during the Execute and Monitoring/Control stages of the project. What is the attendant cost of alteration at these stages? How can alterations be avoided? Secondly, If time can be added it can be an advantage but if not the task must be completed in the allotted time if weighed on a scale, is the cost implication of the added time measurable or parallel with the intended benefits of the extra time?

Lucy Mowa, However, if the problem/need has been poorly conceived in the previous step, then a brilliant
project plan will address the wrong need

Dear Lucy, I tend not to agree that if the problem/need has been poorly conceived in the previous step, then a brilliant project plan will address the wrong need. Much as I agree that planning is also key to the success of a project, the basis for outlaying your plans is the Initiation process i.e. the business situation being addressed and What do you need to do .This is because a wrong conception of a project will be transferred to the

I think closing up the project does not necessarily mean the success of the project. A project may finish with all requirements are met at the proposed time and budget but the customer complain the bad attitude of project team members or other issues not directly related to deliverable of the project . The project could also be closed but after taking more time than indicated in the project plan or with exceeded budget. That is, to consider a project successful or not is highly dependent on the customer satisfaction in the first place no matter the initial requirements have been met or not, the budget and time frame is met or not. Customer satisfaction should be the core concern for any project manager to ensure a successful project close up (Anon, n.d). Any other success criteria could be looked at after customer satisfaction.

Dear Ali Alrees, Customer satisfaction should be tied to project deliverable as joint signed and agreed by Client and Project manager. Anything not embedded in the terms of reference should not be tied to the success of a project. Therefore any completed project wherein all agreed requirements are met is a success. Much as I agree with you that attitude is essential, bad attitudes are bound to surface on a project with people from various backgrounds disciplines and culture. There are actions or circumstances that could trigger negative attitudinal vapor. In any case, these can be managed.

Hello Nwakeago, it is interesting to read about your com pany having its methodology. In some industries the Initiating Process Group has its influential in addition to planning. However, in my opinion construction industry Initiation Process Group is clear since the contract documents had been prepared at the tendering stage which specified the end product and deliverable of the project to be undertaken. You had mentioned Front End Loading and its sub-processes Identify, Assess, Select and Define reflecting part of ORP( Opportunity Realization Process), pls clarify the following to me:

Is ORP reflecting one of PMLCs models according to Robert K.Wysocki(2009). Is your Organization contains both Provider and requester( project team and client)? Front End Loading, is this process covering all project plans such as time, cost, communication, quality and Human Resources management plans? Reference: Robert K.Wysocki,(2009), Effective Project Management, Fifth Edition, Indianapolis: Wily Publishing Inc. Salameh,

Dear Salameh, Let me start by stating clearly that the ORP process is my companys proprietary process for managing projects. To answer your first question, ORP reflects one of the PMLCs models because it is a process which is designed to manage projects from initiation to handover. Secondly, my organization contains both provider and requester because you have the Project team who eventually delivers the finished products to another team within same organization. The receiving team is the client. Finally, the Front-end loading is all inclusive, at this stage different levels of estimates are derived, schedules,, manpower loading, BOQs (Bill of Quantities) etc. Regards, Ego

Hello Nwakaego Adejumo I would like to commend you on outlining on your company processes-could you also outline what happens when the scope is changed and do you still maintain the same system. On which phase is important don't you think both are important because if you say scoping and planning are imperative what about the executingmonitoring and valuation-since there deal with the actual work undertaken. If mistakes or errors are made in the exeution phase due to human error or neglience and the person does not say then the whole project is affected. So to me it is important to give equal imputus to all phase to get a quality product at reason cost and time. Regards Innocent

Dear Innocent, The process is a standard for all projects. A scope change does not change the process which must be followed step-by-step for a successful project delivery. Scope change at front-end loading has its attendant cost / risk. However, under lump sum contracts, scope changes are facilitated through variation Orders. There are sub-processes that guide every stage and these sub-processes have their various deliverables which are also measured. I agree with you that every phase is important but initiating/planning are actually the bedrock for erecting the other vital processes. Regards, Ego

Dear Nwakaengo, In your last paragraph of your DQ, I totally agree with you, when you say that " If you get it right at detailling i.e planning you will have less stress and there is immense cost reduction in an event of deviation during execution and control'. My experience with project planning is usually the time attached to each activity. In most cases the time is understated and the project does not finish on the agreed time. From your experience, how do ensure that, the time is realistic for each project activity? Maybin Kombe.

Dear Maybin, You question is an interesting one. The first port of call is the project content whilst drawing experience or learnings from similar projects. For example factor in how long it takes in ordering /delivery of Long Lead Items (LLI), how long it takes to hook up pipelines, factor in the threats to the project in terms of Political(change in government or government policies etc), economical threats (inflation etc), technical (equipment fitness or commissioning ) etc. Finally, schedules are risked in order to ensure that all unforeseen delays are accommodated. These and more will form input into the project timeline. Regards, Ego