7CN001: Advanced Project Planning and Control

Project Management Cycle

Project Management Cycle

TIME

Theory of Project Management

BS 6079-1 Guide to Project Management.
This states that a project is:
A unique set of co-ordinated activities, with definite starting
and finishing points, undertaken by an individual or
organisation to meet specific objectives within defined
schedule, cost and performance parameters.
Project management refers to the overall PLANNING, CONTROL
and COORDINATION of a project from inception to
completion.
It is aimed at meeting clients requirements in order that the
project will be completed on time within authorised cost and
to required quality standards.
COST

QUALITY
Project Management Cycle

Components of Project Management

Project Management

Planning a Project

Managing and Controlling a Project

Scope of Work Analysis

Tracking vs Baseline

Work Breakdown Structure

Resource Levelling

Planning and Scheduling

Cost Control

Resource Level Allocation & Levelling

Budgetting
Lecture 1: Project Management Cycle

The Project Management Cycle

Project Management refers to all the
stages a client would undertake in
order to procure a new facility.

Project Management Cycle

The Project Management Cycle

1.
2.
3.
4.
5.
6.
7.
8.

The C.I.O.B Code of Practice for PM 4th Ed identifies

8 stages to the project management cycle.
Inception
Feasibility
Strategy
Pre-Construction
Construction
Engineering services commissioning
Completion, handover and occupation
Post-completion review/project close-out report

Lecture 1: Project Management Cycle

The Project Management Cycle

Effective project management requires that the
Project Manager (PM) plays not just the partial
role of administrator or co-ordinator, but also that
of a clients agent and a professional consultant
with multi-disciplinary skills.
The PMs goal at each stage is to anticipate and
reduce the effect of risk. Each of the stages is
therefore now broadly considered with particular
emphasis on the nature of the planning and control
measures within each stage.
Lecture 1: Project Management Cycle

1 Inception
This stage involves the establishment of
the: Clients objectives
Clients team (internal/external)
Project Manager, duties and appointment

Lecture 1: Project Management Cycle

2 Feasibility
1. Establishment of the clients project brief.
2. The Brief highlights the parameters of time, cost,
quality and facility function (scope/definition).
3. Feasibility report
4. Site selection and acquisition (GDV calcs &
funding)
5. Detailed project brief
6. Detailed design brief
7. Scheme design
Lecture 1: Project Management Cycle

2 Feasibility (contd)
QUALITY

Functionality
Aesthetics
Durability
Maintainability

50

TIME

30

Design Period
Start of Construction
Completion Date
Commissioning/Handing over Date

20

COST

Budget
Capital Costs
Cash flow
Lifecycle Costs

Overall level of Project Parameters to the Client

Lecture 1: Project Management Cycle

3 Strategy
Strategy development involves:
1.
2.
3.
4.
5.
6.
7.

review of the brief with the design team have all clients
objectives been addressed;
establishment of a project management organisation
structure (PMOS);
the use of value management by the design team;
appointment of additional consultants structural engineer
etc;
development of the project handbook;
development and agreement of most appropriate form of
management relative to the project objectives and
parameters of time, cost, quality and function
determine whether fit-out/occupation constitute separate
projects.
Lecture 1: Project Management Cycle

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3 Strategy
Strategy

PMOS

Job Functions

Budget Strategy

Cost Plan

Cost Control (Budget)

Cashflow Estimate

Expenditure Limit

Lecture 1: Project Management Cycle

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4 Pre-construction -1
The following should have been resolved at Preconstruction:
Brief completed
A suitable site procured
Statutory authorities contacted regarding
availability/location of main services
Professional team appointed
Environmental and energy audits undertaken
Risk register
Master programme

Lecture 1: Project Management Cycle

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4 Pre-construction - 2

Cost plan
Master project schedule/programme
Outline planning consent obtained
Project handbook obtained in draft form
Procurement route
Contract documents
Tender action
Pre construction meeting with stake holders

Lecture 1: Project Management Cycle

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4 Pre-construction - 3
Pre-construction

Tender Action

Budgetary Compliance?
Programme Compliance?

Pre-contract Meeting

Detailed Design and Product Information

Do the project teams

understand the:

Task Definition
Responsibility Allocation
Budget/Cost Plan
Monitoring

Planning,
Monitoring and
Control Systems
to be used?
Lecture 1: Project Management Cycle

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5 Construction - 1
The PM should:
Establish and implement effective monitoring and control system
Review project strategy, programmes etc. before construction
commences
Amend project handbook as and when appropriate
Compare main contractors programme against master
programme prior to construction commencing, including planned
resources
Monitor design and construction processes

Lecture 1: Project Management Cycle

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5 Construction - 2

Set up procedure to monitor claims

Monitor and control variations
Ensure successful project meetings
Submit regular reports to the client
Monitor contractors control of quality
Fitting out may or may not be part of the main contract. All
fitting out requirements should be given a full consideration at
the design, construction, completion and handover stages.

Lecture 1: Project Management Cycle

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6 Eng services commissioning

Commissioning should be adequately provided for
at inception
1 Testing
2 Commissioning
3 Performance testing
Who, what, when
Documentation (H&S file)

Lecture 1: Project Management Cycle

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7. Completion, handover and occupation

Completion and handover should only take place after
statutory inspections and approvals are completed
Practical Completion Certificate issued
Rectification period agreed and what works still need to be
completed
Clients occupation implementation should be based on:
o
o
o
o

Structure for implementation - appointments

Scope and objectives who, what, where, when
Methodology detailed occupation programme
Organisation and controls doing it
Lecture 1: Project Management Cycle

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8. Post-completion review/project close-out

report
The Report should be drawn out for the:
Clients benefit
The PMs benefit
Critical review and feedback of processes and procedures.

Lecture 1: Project Management Cycle

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Activities Necessary During the Management Cycle - 1

Determining the composition and duties of planning

support and appropriate technique to be used e.g. bar
charts, networks, etc)
Preparation of Outline Master Programme and obtaining
Clients acceptance
Co-ordination of Design Team, Contractors and Clients
activities programme
Production of outline pre and construction programmes
indicating likely project duration and the basis of
determining the Management programme
Lecture 1: Project Management Cycle

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Activities Necessary During the Management Cycle - 4

Preparation of programmes for:

Enabling works
Fitting out (if required)
Completion and handover
Occupation/migration (if part of project)
Conduct of monthly progress monitoring and reporting
procedures
Monitoring progress against Project Master Programmes on a
monthly basis with Client and Project Managers consent

Lecture 1: Project Management Cycle

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Activities Necessary During the Management Cycle - 2

Production of an outline Management programme,

including the latest date for placement of orders (materials,
equipment, contractors) and design release dates
Necessary modifications to the outline programme as a
result of constraints
Production of outline design programme including:
The sequence and timing for preparing the design information
A Clients decision schedule
Necessary modifications due to external limitations

Preparation of the Project Master Programme

Start-up and operation of a detailed design
Lecture 1: Project Management Cycle

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Activities Necessary During the Management Cycle - 3

Preparation of a drawing control schedule which should be

confirmed by the Professional Team and Project Manager (to
be suitable to the Client)
Reviewing the outline management programme into a detailed
version
Production of programmes for BoQs management and tender
document control
Expansion of outline construction programme into one which
is detailed
Identification of construction phases for tender documentation

Lecture 1: Project Management Cycle

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Activities Necessary During the Management Cycle Emphasis on Financial

Control

The preparation of preliminary comparison budget

estimates
The agreement of the control budget with the PM
Preparation of budget in elemental form
Assessment of cost implications for all designs, including
cost comparison of alternatives
Comparison of alternative forms of construction using
design data on methodology and costs
Comparison of cost budgets and tenders prices at subcontract tender assessment
Lecture 1: Project Management Cycle

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Summary
Theory of Project Management
The Project Management Cycle
Activities During the PC
Further reading CIOB COP PM

Lecture 1: Project Management Cycle

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