Construction Management? How to plan - Execute - and ...

Construction Management? How to plan - Execute - and ...

Project Management? How to plan Execute and Construct, schedule and charts P SEENIVASAN PMP, PGMP, PFMP DIRECTOR, PROVENTURES EDUCATION AND CONSULTING Mobile : 9949929310 [email protected] m PMI REPORT FOR THE YEAR 2017 - 2018 Report scope/coverage Global survey of project management practitioners conducted

since 2006 Monitors major trends in Project Management profession Covers Project, Program and Portfolio Management Current report is the feedback from 3234 PM Professionals, 200 Senior executives, and 510 PMO directors Interview from 10 corporate leaders and 7 PMO directors

Respondents span North America, Asia Pacific, Europe, the Middle East and Africa (EMEA) and Latin America & Caribbean Regions Performance indicators : Champions Vs Under performers Champions : more than 80 % of the projects done on time within budget and met the goals set at the beginning Underperformers : 60 % of the projects did not meet the schedule, budget or goals Champions : 7% of the organizations covered in the survey Underperformers : 12% of the organizations covered in the survey Performance indicators : Champions Vs Under performers Champions : more than 80 % of the projects done on time within budget and met the goals set at the beginning Underperformers : 60 % of the projects did not meet the schedule,

budget or goals Champions : 7% of the organizations covered in the survey Underperformers : 12% of the organizations covered in the survey Champions Vs Underperformer s Talent development plays a key role to build maturity 76% of the Champions prioritize development of technical skills while 19% of the underperformers prioritize technical skills 76% of the Champions prioritize development of Leadership skills while 16% of the underperformers prioritize 65% of the Champions prioritize development of Strategic and

Business mgt skills while only 14% of the underperformers Key findings Where do we stand with respect to the above findings! Strategy/Portfolio/Program Management Strategic Alignment Benefit Analysis Governance Program / Project Authorization

Portfolio Oversight Integrated Project Planning Develop Scope ( WBS ) Develop Schedule Resource loaded Schedule Cost Loaded Schedule

Risk Loaded Schedule Baseline Project Execution and Control Direct and Manage execution Monitor and Control Manage changes Transition

Measure benefits Planning Processes An Overview Rki sk Develop Develop Project Project Management Management Plan Plan Plan

CommunPiclan Communaiction ation Communica Communictiaon tion M QMAe etrics QA tarincds , and ,QC Q QC meenntt PPrrooccuurreem Pla n Re PlaRnis sRp Rk ia

eosns snkd poes an ns d Ri es s Deve lop e SchD e velo Scdhuelde p ule st Csot Co Plan purchases

ests asac Plananpu contr d rch and contracts Iad kdehE olde n Sata akeh St pe, Define Sco cope, SBS neW CDreeafite S Create WB

t os n sCt antio Co satim tio dtget tEim Bgue Es B&ud & rs e ld ers o eh hold Plan k en , a St take entify ny,gPagla grse Id edntEif onlgdae rs

S n Time Time Plan es Pularcn Reso ources Res ces Qu ualit alit y y Scope e Scop our rces

s e R sou Re 10 Key concepts / Best practices Critical Method (CPM) Agile Path Methodologies Earned Value PERT Management

Critical chain Scheduling #1 Critical path Method Longest Path in the Schedule Network Total Float is Zero ( generally ) What is CPM? Determines the Project Duration Focus Resource optimization Cash flow smoothing CPM Demo #2 - PERT

PERT Program Evaluation and Review Technique Range Estimates ( Optimistic / Most Likely / Pessimistic ) Calculate Provide Buffer Statistically Cost and Work Buffer as appropriate PERT Demo

#3 Critical Chain Project Management Scenario : for one of your project, on time delivery is critical because of high political visibility. The team, management and customer are aware of this. Hence during the initial estimates about 30% buffer is built on all critical tasks. However when the project was under execution, it experienced minor delay or just managed to complete on time. Questions : 1.

Where did the 30% buffer go? 2. How do we set buffers for time critical projects and monitor? 3. Can we demonstrate ahead of schedule performance? If so up to want percentage from normal performance? 4. And how to achieve this? Fever chart Buffer strategy

Discussion and CCPM Demo #4 Earned Value Management Scenario : You have a smart city project with a sub project named LED lighting for 12 sectors each with a value of 10 million to be done in 12 months. At the end of 6 months the team completed 5 sectors and they spent an actual cost of 75 million Question : 1. What is the current cost performance in this project? 2.

How is the schedule performance 3. If the same trend continues what is the expected cost at completion 4. When do you think the project will be completed if the trend continued Project Progress Monitoring Chart Rs. 120 crores AC PV Rs

BAD GOOD EV 1.2 1.2 1.1 1.0 1.0 .9 .8 0.8 CV = - 25 SV = - 10

Schedul e SPI CPI 12 months SPI = 0.83 CPI = 0.67 #2 - Agile Project Management Approaches Benefits in implementing Agile Agile Its Paradigm Shift Scope

Traditional Time Plan Drive n Scope is fixed at an early point, Time/Cost estimated/quoted, and are then delivered within agreed up on Spec /Constraints Cost Cost Time Agile Time/Cost are fixed at an early point and the highest priority Scope/Spec are then delivered within this Time/Cost constraint

Value Drive n Scope Project Lifecycle Starting the Project Organizing and preparing Carrying out the work Ending the Project Project Initiation

Design & Engg Construction/Commissioning Handover Sp 1 Sp 2 Sp 3 Adaptive LC SP

1 SP 2 SP 3 SP 4 Incremental LC SP 5 Project : Journey between sowing the idea to reaping the fruit

Idea Leadership Dimension Embracing/ Influencing Change Focus/ Persistence Integrity People centricity Finishing well Organizational Strategy and Projects / Project Management Vision

Mission Strategy and Objectives Portfolio Management EPMO Management of Operations Producing Value(P) Management of Strategic Programs and Projects Increasing Production Capability (PC) Organizational Resources PMI-ACP

PMI-RMP PMI-SP PMI-PBA PMI Credentials overview PMI-PBA : Professional in Business Analysis PMI-SP : Scheduling Professional PMI-RMP : Risk Management Professional PMI-ACP : Agile Certified Practitioner CAP M 0-3 PMP 3-12

PgMP 12-20 PfMP 15-30 CAPM : Certified Associate in Project Management PMP : Certified Project Management Professional PgMP : Certified Program Management Professional PfMP : Certified Portfolio Management Professional

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