BLDG 6571 - Lecture 1 - Summer Two 2016

PROJECT MANAGEMENT
(BLDG 6571)
Building, Civil, & Environmental
Engineering Dept.
Lecturer:
Dr. Mohammed Saeed El-Abbasy
Summer Two 2016
CLASS RULES & RECOMMENDATIONS
Be on time
Read the Academic Integrity
http://www.concordia.ca/students/academic-integrity.html
Read the Code of Rights and Responsibilities

http://www.concordia.ca/academics/undergraduate/calendar/current/17-30.html
Read the course outlines

Office hours: Wednesdays, 3:15 PM 5:15 PM, EV 6.183
CLASS RULES & RECOMMENDATIONS
Lecture notes and handouts are part of our class

You are responsible for reviewing these materials
The exams and quizzes are going to cover them
Study the presented material directly after class

No make-up quizzes or exams
Be on time
COURSE EVALUATION
Participation
Quizzes
Term Project
Mid-Term Exam
Final Exam
=
=
=
=
=
5%
5%
20%
30%
40%
Total
100%
COURSE OUTLINES SCHEDULE

Lecture
Date
Topic
Quizzes / Exams / Presentations
27 June 2016
Introduction to Project Management
29 June 2016
Project Contract Strategy
04 July 2016
Project Planning
Quiz 1 (1%)
06 July 2016
Project Scheduling
Quiz 2 (1%)
11 July 2016
Claims
13 July 2016
Mid-Term Exam (30%)
18 July 2016
Cost Estimating And Bidding
20 July 2016
Cash Flow Analysis
Quiz 3 (1%)
25 July 2016
Project Progress Control
Quiz 4 (1%)
10
27 July 2016
Feasibility Studies
Quiz 5 (1%)
11
01 August 2016
12
03 August 2016
13
08 August 2016
Term Project Presentations (20%)
Final Exam (40%)
TERM PROJECT RULES
Done in groups.
Minimum 3 students and maximum 5 students per
group
Each group has to select one project management
area and carry a research with a case study on such
area
Each group should give me their names, student IDs,
and the title of their selected topic maximum by
Monday, July 04, 2016
TERM PROJECT RULES
A hard and soft copy of the project are to be

submitted
Also, the PowerPoint presentation copy is to be
submitted
The hard and soft copy due date is on Wednesday
July 27, 2016 (submitted in my office during the office
hours)
The originality form should be submitted and signed
with the term project
TERM PROJECT RULES
Electronic submissions will NOT be accepted

The PowerPoint presentation copy is to be submitted
on the same day of the presentation on a CD/DVD
The project presentations will be held on Monday
August 01, 2016 & Wednesday August 03, 2016 in
class.
Each project presentation time is 15 minutes max
PROJECT MANAGEMENT (BLDG 6571)
LECTURE 1
Introduction to Project Management

Lecturer:
Dr. Mohammed Saeed El-Abbasy
Summer Two 2016
WHAT IS A PROJECT?
A project is a temporary endeavor undertaken

to create a unique product, service or result.
A project is temporary in that it has a defined
beginning and end in time, and therefore
defined scope and resources.
And a project is unique in that it is not a

routine operation, but a specific set of
operations designed to accomplish a singular
goal.
PROJECT CHARACTERISTICS
A defined goal or objective.

Specific tasks to be performed.
A defined beginning and end.
Resources being consumed.
PROJECTS EXAMPLES
Software development.
Construction of a building or bridge.
Relief effort after a natural disaster.

Expansion of sales into a new geographic market.
All should be expertly managed to be delivered on-time
and on-budget with high quality.
PROJECT MANAGEMENT
Project Management is the application

of knowledge, skills, tools, and
techniques to project activities to meet
the project requirements.
CONSTRUCTION INDUSTRY QUICK FACTS
Types of Construction:
Construction Segments
Building Construction
Residential
Non-Residential
Heavy Construction
Industrial Construction
Industrial Construction
(5 10%)
- Petroleum Refineries
- Petrochemical Plants
- Nuclear Power Plants
- Synthetic Fuel Plants
- Etc.
Residential Construction
(30 35%)
- Single-family homes
- Multi-unit townhouse
- High-rise apartments
- Condominiums
- Etc.
Heavy Construction
(20 25%)
- Dams
- Tunnels
- Bridges
- Highways
- Airports
- Etc.
Non-Residential Construction
(35 40%)
- Schools
- Universities
- Hospitals
- Commercial Malls
- Etc.
Only 47% of the U.S. startup businesses in
construction are still operating after four years.

Of the 918,483 U.S. contractors operating in
2010, only 696,411 were still in business in
2012.
Failure Rate
30%
28.50%
23.60%
25%
20.40%
20%
21.70%
24.20%
15%
10%
5%
0%
2002-2004
2004-2006
2006-2008
2008-2010
Year
U.S. Contractors Failure Rate
2010-2012
Survival Rate (%)
80%
60%
40%
20%
0%
Atlantic Provinces
Quebec
Ontario
Prairie Provinces
British Columbia
1
65%
78%
74%
68%
72%
2
51%
64%
58%
53%
55%
3
42%
54%
47%
44%
45%
4
35%
47%
39%
37%
37%
5
31%
41%
33%
32%
32%
6
27%
36%
28%
28%
28%
7
24%
32%
24%
24%
25%
8
21%
29%
21%
22%
22%
9
19%
27%
18%
20%
20%
10
17%
24%
16%
18%
18%
Duration (Years)
Canadian Construction Industry Survival Rate
11
15%
21%
14%
16%
16%
Reasons for Poor Performance in Construction:

Nature of Projects
Unique & unrepeatable

Temporary
Constrained by time,
money, & quality
Involve many conflicting
parties
Many decisions are made
based
solely
on
experience
Industry
Characteristics
Increasing
Challenges
Rapidly
affected
by
recessions
Little R&D expenditures
Lack
of
information
sharing
Slow to adopt new
technologies
Global
market
competition
Increasing regulations
New
advances
in
materials & equipment
Tight budget, less time, &
yet better quality is
demanded
Rising costs
Lack of skilled resources
WHY PROJECT MANAGEMENT?
In view of such increasing challenges,
efficient management becomes a key to

the success of any construction
organization.

A scientific approach to construction project management can
help construction participants in many ways, including:

Cope with the increasing complexity of modern projects.
Utilize resources efficiently.
Resources (4 Ms):
1.
Manpower
2.
Materials
3.
Machinery
4.
Money

A scientific approach to construction project management can
help construction participants in many ways, including:

Meet fiscal requirements and deadlines.
Communicate effectively among the participants and avoid
adverse relations.
Improve construction quality and safety record.
Achieve higher productivity.
Document and utilize past experience to improve future
construction.
PROJECT MANAGEMENT OBJECTIVES
COST
PROJECT MANAGEMENT PROCESSES

Mainly, there are 42 project management processes that are
categorized into 5 groups:
1. Initiating Process Group: to define a new project or a

new phase of an existing project by obtaining
authorization to start the project or phase.
2. Planning Process Group: to establish the scope of the
project, refine the objectives, and define the course of
action required to attain such objectives.
3. Executing Process Group: to complete the work

defined in the project management plan to satisfy the
project specifications.
4. Monitoring and Controlling Process Group: to
track, review, and regulate the progress and
performance of the project; identify any areas in which
changes to the plan are required; and initiate the
corresponding changes.
5. Closing Process Group: to finalize all activities across
all Process Groups to formally close the project or
phase.
Project Management Process Groups
Project Management Process Groups Interaction
PROJECT MANAGEMENT KNOWLEDGE AREAS

1. Project Scope Management: shows the processes involved
in ensuring the project includes all the work required, and
only the work required, for completing the project
successfully.
2. Project Time Management: focuses on the processes that
are used to help ensure the timely completion of the project.
3. Project Cost Management: describes the processes
involved in planning, estimating, budgeting, and controlling
costs so that the project can be completed within the
approved budget.

4. Project Quality Management: describes the processes
involved in planning for, monitoring, controlling, and
assuring the quality requirements of the project are achieved.
5. Project Human Resource Management: describes the
processes involved in the planning, acquisition, development,
and management of the project team.
6. Project Communications Management: identifies the
processes involved in ensuring timely and appropriate
generation, collection, distribution, storage, and ultimate
nature of project information.

7. Project Risk Management: describes the processes
involved with identifying, analyzing, and controlling risks
for the project.
8. Project Procurement Management: describes the processes
involved with purchasing or acquiring products, services, or
results for the project.
9. Project Integration Management: defines the processes
and activities that integrate the various elements of project
management.
PM PROCESSES & KNOWLEDGE AREAS MAPPING

Project Management Processes Groups
Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42

Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42
Initiating Process Group:

1. Develop Project Charter: developing a document that
formally authorizes a project or a phase and documenting
initial requirements that satisfy the stakeholders needs and
expectations.
2. Identify Stakeholders: identifying all people or
organizations impacted by the project, and documenting
relevant information regarding their interests, involvement,
and impact on project success.

Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42
Planning Process Group:

3. Develop Project Management Plan: documenting the
actions necessary to define, prepare, integrate, and
coordinate all the plans.
4. Collect Requirements: defining and documenting
stakeholders needs to meet the project objectives.
5. Define Scope: developing a detailed description of the
project and product.

6. Create Work Breakdown Structure (WBS): subdividing
project deliverables and project work into smaller, more
manageable components.
7. Define Activities: identifying the specific actions to be
performed to produce the project deliverables.
8. Sequence Activities: identifying and documenting
relationships among the project activities.

9. Estimate Activity Resources: estimating the type and
quantities of material, people, equipment, or supplies
required to perform each activity.
10. Estimate Activity Durations: approximating the number
of work periods needed to complete individual activities
with estimated resources.
11. Develop Schedule: analyzing activity sequences,
durations, resource requirements, and schedule constraints
to create the project schedule.

12. Estimate Costs: developing an approximation of the
monetary resources needed to complete project activities.
13. Determine Budget: aggregating the estimated costs of

individual activities or work packages to establish an
authorized cost baseline.
14. Plan Quality: identifying quality requirements and/or
standards for the project and product, and documenting
how the project will demonstrate compliance.

15. Develop Human Resource Plan: identifying and
documenting project roles, responsibilities, and required
skills, reporting relationships, and creating a staffing
management plan.
16. Plan Communications: determining project stakeholder
information needs and defining a communication
approach.
17. Plan Risk Management: defining how to conduct risk
management activities for a project.

18. Identify Risks: determining which risks may affect the
project and documenting their characteristics.
19. Perform Qualitative Risk Analysis: prioritizing risks for

further analysis or action by assessing and combining their
probability of occurrence and impact.
20. Perform Quantitative Risk Analysis: numerically
analyzing the effect of identified risks on overall project
objectives.

21. Plan Risk Responses: developing options and actions to
enhance opportunities and to reduce threats to project
objectives.
22. Plan Procurements: documenting project purchasing
decisions, specifying the approach, and identifying
potential sellers.

Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42
Executing Process Group:

23. Direct and Manage Project Execution: performing the
work defined in the project management plan to achieve the
projects objectives.
24. Perform Quality Assurance: auditing the quality
requirements and the results from quality control
measurements to ensure appropriate quality standards and
operational definitions are used.
25. Acquire Project Team: confirming human resource
availability and obtaining the team necessary to complete
project assignments.

26. Develop Project Team: improving the capabilities, team
interaction, and the overall team environment to enhance
project performance.
27. Manage Project Team: tracking team member
performance, providing feedback, resolving issues, and
managing changes to optimize project performance.
28. Distribute Information: making relevant information
available to project stakeholders as planned.

29. Manage Stakeholder Expectations: communicating
and working with stakeholders to meet their needs and
addressing issues as they occur.
30. Conduct Procurements: obtaining seller responses,
selecting a seller, and awarding a contract.

Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42
Monitoring & Controlling Process Group:

31. Monitor and Control Project Work: tracking, reviewing,
and regulating the progress to meet the performance
objectives defined in the project management plan.
32. Perform Integrated Change Control: reviewing all
change requests, approving changes, and managing
changes to the deliverables, project documents, and the
project management plan.

33. Verify Scope: formalizing acceptance of the completed
project deliverables.
34. Control Scope: monitoring the status of the project and

product scope and managing changes to the scope baseline.
35. Control Schedule: monitoring the status of the project to
update project progress and managing changes to the
schedule baseline.

36. Control Costs: monitoring the status of the project to
update the project budget and managing changes to the
cost baseline.
37. Perform Quality Control: monitoring and recording
results of executing the quality activities to assess
performance and recommend necessary changes.
38. Report Performance: collecting and distributing
performance information including status reports, progress
measurements, and forecasts.

39. Monitor and Control Risks: implementing risk response
plans, tracking identified risks, monitoring residual risks,
identifying new risks, and evaluating risk process
effectiveness throughout the project.
40. Administer Procurements: managing procurement
relationships, monitoring contract performance, and
making changes and corrections as needed.

Knowledge
Area
Initiating
Planning
Integration
Executing
Monitoring
&
Controlling
Closing
23
31,32
41
Scope
4,5,6
33,34
Time
7,8,9,10,11
35
Cost
12,13
36
Quality
14
24
Human Res.
15
25,26,27
16
28,29
Communic.
Risk
17,18,19,20,21
Procure.
22
37
38
39
30
40
42
Closing Process Group:

41. Close Project: finalizing all activities across all of the
management Process Groups to formally complete the
project.
42. Close Procurements: completing each project
procurement.
PROJECT INTEGRATION MANAGEMENT FRAMEWORK
LIFE-CYCLE STAGES OF PROJECTS

100%
100%
Cost Influence
CONCEPT
DESIGN
*O & M = Operation & Maintenance
Project Cost
CONSTRUCTION
O & M*

100%
100%
Cost Influence
CONCEPT
DESIGN
Project Cost
CONSTRUCTION
Feasibility Studies
Master Schedule
O & M*

100%
100%
Cost Influence
CONCEPT
DESIGN
Project Cost
CONSTRUCTION
O & M*
Conceptual Design
Conceptual Cost Estimate
Conceptual Planning & Scheduling
Value Engineering
Contract Strategy
Detailed Design
Bidding
Detailed Cost Estimate
Detailed Planning & Scheduling
Cash Flow Analysis

100%
100%
Cost Influence
CONCEPT
DESIGN
Project Cost
CONSTRUCTION
Execution
Claims
Project Progress Control
Commissioning
O & M*

100%
100%
Cost Influence
CONCEPT
DESIGN
Project Cost
CONSTRUCTION
Utilization
Project Team Assessment
Project Review
O & M*
CONSTRUCTION PROJECTS PARTICIPANTS
THE OWNER
THE DESIGN PROFESSIONALS
THE CONSTRUCTION PROFESSIONALS

THE PROJECT MANAGER

1. THE OWNER (THE CLIENT)
The individual or organization for whom a project is to

be built under a contract.
The owner owns and finances the project.
May handle all or portions of planning, project
management, design, engineering, procurement, and
construction.

1. THE OWNER (THE CLIENT)
Main Responsibilities:
What the project will include (scope and

objectives)
When the project can begin and when must end
(schedule)
How much can be spent (budget)

2. THE DESIGN PROFESSIONALS
The individual or organization who design

the project.
They can be part of the owners
organization or hired

Design the project

Assist the owner in developing the project
scope, budget, and schedule
Prepare construction documents for bidding and
construction

Types:
Architect: an individual who plans and designs buildings and
their associated landscaping.
Engineer: an individual or a firm engaged in the design or other
work associated with the design or construction. (Civil,
Mechanical, Electrical, etc.)
Engineering-Construction Firm: an organization that
combines both architect/engineering (A/E) and construction
contracting.

3. THE CONSTRUCTION PROFESSIONALS
The parties that are responsible for constructing

the project.
Construct the project.

Comply with the projects plans and
specifications.

3. THE CONSTRUCTION PROFESSIONALS
Types:
General (Prime) Contractor: the business firm that is
under contract to the owner for the construction of the
project.
Sub-Contractor: an individual or a firm that is under
contract to the general contractor to perform a portion
of the construction work.

4. THE PROJECT MANAGER
The individual charged with the overall coordination

of the entire construction program for the owner.
These include planning, design, procurement, and

construction.
Selected by the owner.

4. THE PROJECT MANAGER
Overall coordination of the project
Clear definitions of the goals of the project
Investigate alternative solutions for the problems
Develop a detailed plan to make the selected program reality
Implement the plan and control the project
QUESTIONS???

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PROJECT MANAGEMENT

CLASS RULES & RECOMMENDATIONS

Read the Code of Rights and Responsibilities

Read the course outlines

CLASS RULES & RECOMMENDATIONS

Lecture notes and handouts are part of our class

Study the presented material directly after class

COURSE OUTLINES SCHEDULE

Quizzes / Exams / Presentations

Introduction to Project Management

Project Contract Strategy

Mid-Term Exam (30%)

Cost Estimating And Bidding

Cash Flow Analysis

Project Progress Control

Term Project Presentations (20%)

Final Exam (40%)

TERM PROJECT RULES

TERM PROJECT RULES

A hard and soft copy of the project are to be

TERM PROJECT RULES

Electronic submissions will NOT be accepted

PROJECT MANAGEMENT (BLDG 6571)

Introduction to Project Management

A project is a temporary endeavor undertaken

And a project is unique in that it is not a

A defined goal or objective.

Relief effort after a natural disaster.

Project Management is the application

CONSTRUCTION INDUSTRY QUICK FACTS

CONSTRUCTION INDUSTRY QUICK FACTS

CONSTRUCTION INDUSTRY QUICK FACTS

CONSTRUCTION INDUSTRY QUICK FACTS

CONSTRUCTION INDUSTRY QUICK FACTS

CONSTRUCTION INDUSTRY QUICK FACTS

Only 47% of the U.S. startup businesses in

construction are still operating after four years.

CONSTRUCTION INDUSTRY QUICK FACTS

U.S. Contractors Failure Rate

CONSTRUCTION INDUSTRY QUICK FACTS

Survival Rate (%)

Canadian Construction Industry Survival Rate

CONSTRUCTION INDUSTRY QUICK FACTS

Reasons for Poor Performance in Construction:

Unique & unrepeatable

WHY PROJECT MANAGEMENT?

In view of such increasing challenges,

efficient management becomes a key to

WHY PROJECT MANAGEMENT?

help construction participants in many ways, including:

WHY PROJECT MANAGEMENT?

help construction participants in many ways, including:

PROJECT MANAGEMENT OBJECTIVES

PROJECT MANAGEMENT PROCESSES

categorized into 5 groups:

1. Initiating Process Group: to define a new project or a

PROJECT MANAGEMENT PROCESSES

3. Executing Process Group: to complete the work

PROJECT MANAGEMENT PROCESSES

Project Management Process Groups

PROJECT MANAGEMENT PROCESSES

Project Management Process Groups Interaction