PROJECT MANAGEMENT

[Nina Ndichu]

Question 1:

i)          Describe the type of construction project on which you would expect to find a Project Manager and list his principle roles and responsibilities.

ii)         What type of professional do you consider most appropriate to assume the role of Project Manager.

iii)        Under which professional body would your proposal the performance of Project Managers be controlled and monitored.

 

Question 2:

i)          On a complex hospital project your client is considering appointing a Project Manager in addition to the traditional design team. Outline your advice to the Client and list which roles and responsibilities you believe should be assigned to the Project Manager.

ii)          What impact will the appointment of a Project Manager have on the

Architect's conventional terms of appointment. In what ways will this affect an Architect's traditional role.

[Nina Ndichu]

a) What do you understand by the term project management and what are the two main ingredients in determining the success or otherwise of a project?

b) Describe briefly various constraints that could adversely affect the final cost of a project and explain how each one of them could be mitigated to reduce the risk of cost escalation during inception, design and construction phases.

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Nina Ndichu

B.A.S.(Hons), B.Arch(Hons)
Graduate Architect
tel: +254 775 563 525

[THOMAS OGATO]

Were this Questions tackled? Comprehensively!

[Nick Orina]

No one answered this question at all.

My main concern is Q 2. i)

The responsibilities of a Project Manager in a construction project are hazy and undefined, does anyone have a clear answer on this?

What is the Project Manager's place in a project exactly?

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[Nina Ndichu]

To my understanding the PM's role in construction are to ensure that the project schedule is on time and followed appropriately causing no delays and is the client's direct liaison in decision making for client supplied items in the BQ.

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[Nick Orina]

The proposed replacement for CAP 525 supposedly has defined the roles of the Project Manager. Does anyone have a copy of this document? please attach.

[Nina Ndichu]

Um there other reason s also stated int he presentation at training which was on the BORAQS CD. Please attach here anyone.

[Thomas Ogato]

The Project Manager is typically the person who is directly responsible for the activities of the project team. And will typically take the force to steer the ship in the right direction.

Kind Regards

Thomas Ogato
BBM-Architects

Sent from my BlackBerry®

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From: Nina Ndichu <nnd...@gmail.com>

Sender: boraqsstud...@googlegroups.com

Date: Wed, 5 Sep 2012 12:22:48 +0300

To: <boraqsstud...@googlegroups.com>

ReplyTo: boraqsstud...@googlegroups.com

Subject: Re: PROJECT MANAGEMENT

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[Nick]

Have gone through the powerpoint already, and the best it does is say the PM's role is to control resources - time, money and human, to achieve the desired goals.

Which is what your answers say paraphrased. Still hazy to me.

Lets try to put this role in context: 

Pre - contract stage:

-Prepare project program in liaison with the client and consultants

-Follow up on consultants to ensure that deliverables are produced on time and initiate any corrective measures in case of a problem.

-?

-?

-?

Post Contract

-Assist client in intepreting the contract and advise where necessary

-?

-?

This approach may result in a better understanding of the PM's role.. What say ye?

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[Nina Ndichu]

Post contract - this could also be advice client on the cash flow of the project

[THOMAS OGATO]

http://project-management-knowledge.com/ 

The link has some applicable notations.

[Patrick Musyoka]

Roles of Project Manager
-planning & defining scope of a project
-resource( time,budget etc) planning
-monitoring and reporting progress of  project to client
-manages project team , project conflicts , schedules, project stakeholders etc
-documentation
-team leadership
-risk analysis & issues regarding project implementation  

We can expound on these roles. In a nutshell PM is the client's representative in a project

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[Opil]

These should be of help...

[Opil]

Q1.  Type of construction project on which you would expect to find a Project Manager...:

From the presentation, projects that are

• of high value
  
• Time bond
  
• Special construction mission
  
• With pre-determined performance objectives

Ro 1.(ii) The professional should be of the following attributes 

•  Leadership ability
  
•  Ability to anticipate problems
  
•  Ability to integrate the project stakeholders
  
•  Operational flexibility
  
•  Ability to get things done
  
•  Ability to negotiate and persuade
  
•  Understand the environment in which the project is being managed
  
•  Ability to review monitor and control
  
•  Ability to manage within an environment of constant change
  
•  Ability to keep client happy

[Nina Ndichu]

Then where does this come in?

Under which professional body would your proposal the performance of Project Managers be controlled and monitored. 

[Nick]

Hehehe --> 'Ability to keep client happy'

Sent from my iPhone

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[Opil]

Think it reads:  iii)        Under which professional body would you propose the performance of Project Managers be controlled and monitored. 

which would essentially mean you give your opinion and justification; but i suspect this was from 'current affairs' - regulating PMs must have been a discussion topic at some point....

[Nick]

Nina: The answer to that question is a matter of opinion.

I would say BORAQS, seeing that the roles that the PM takes up are traditionally handled by professionals under BORAQS. This is the body that is best placed to define their roles and responsibilities with regards to the shaping of the built environment.

Sent from my iPhone

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[THOMAS OGATO]

PROJECT MANAGEMENT (PM)

Project management encompasses a number of aspects involved in meeting the goals necessary to complete a project successfully.

An effective manager must take into account four essential elements which include resources, money, time and scope.

Resources are the people, materials and equipment necessary to complete the project. People who might possibly be part of the project are employees, vendors and subcontractors. Materials and equipment are dependent on the nature of the project.

The project manager is likely to be evaluated on whether or not the project is finished within budget. Money flow requires careful attention. Contingencies such as weather problems, supply issues or changes in design can have a negative impact on the project’s final cost. In order to maximize profit the manager must keep the actual cost at or below the estimated cost by remaining on schedule and effectively staying within the scope of the project.

When managing time the project manager must understand and communicate the tasks required, create and manage a schedule so that things run smoothly, and manage the critical path for successful project management.

Scope in project management includes the project size, the goals set, and the requirements necessary to meet those goals. Changes in scope must be met with revision of the budget either by amending the time schedule or by adjusting of resources needed.

[THOMAS OGATO]

Consider also the relation and Difference of Project Management and Program Manager:

On Monday, July 16, 2012 12:49:53 PM UTC+3, Nina Ndichu wrote:

[Nina Ndichu]

Ah iv just seen the proposed part...lol!

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[THOMAS OGATO]

Consider also the relation and Difference of Project Management and Program Management: *Corrected!*

[THOMAS OGATO]

DIFFERENCE BETWEEN PROJECT MANAGEMENT AND PROGRAM MANAGEMENT

Project management is the act of creating plans and managing resources in order to accomplish a project. A project is a scheduled undertaking for the purpose of creating a product or service. Program management is the act of creating and managing multiple projects, most of the projects are usually related to one another.

Project management is usually short-lived with specific time constraints while program management is an ongoing process in order to achieve the goals and objectives.

The job of a project manager usually involves working on finite projects or objectives. The program manager works more often with strategy.

A project management team works to identify the triple constraint of time, scope and cost of a project. Then, they plan and report on the delivery of the project. While the project is being accomplished the triple constraint is reviewed. At its close, the project management team will review and report on the accomplishment of the project.

A program management team works to identify the mission, projects to be accomplished, and its close. The team provides support for the requirements of the projects. They monitor the program plan and keep track of information within the specific projects. After the completion of the project, it is reviewed and documented.

[Opil]

Great.

[THOMAS OGATO]

PROJECT MANAGEMENT – DEALING WITH DOOMED PROJECTS