Master of Business Administration Title Project management 1 ABSTRACT As we enter the first decade of the twenty-first century, our perception of project management
has changed. Project management, once considered nice to have, is now recognized as a
necessity.
Project management is concerned with the overall planning and co-ordination of a project from
conception to completion aimed at meeting the stated requirements and ensuring completion on
time, within cost and to required quality standards. Project management is normally reserved for
focused, non-repetitive, time limited activities with some degree of risk and restrictions.
This research was developed based on Project Management Professional’s Book of Knowledge
(PMPBOK) provided by a case study of a successfully constructed project for Qatar Petroleum
Company.
2 ACKNOWLEDGEMENTS The construction of this thesis involved the assistance of numerous individuals who provided technical and managerial advises material for the case study and feedback from field, I would like to thank every one helped and supported to bring this research to light. I would like to thank my colleague Mr. Zainul abideen Dawood, PMP construction supervisor (HVAC) Qatar Petroleum Company, for the valuable advices and constructive criticism for this project I would like to thank Qatar petroleum onshore projects construction and engineering teams, special recognition is accorded to the following: Leonard Coote Qatar Petroleum lead construction supervisor, Meshal Elshemary Qatar petroleum lead project engineer and Sam Ananth PETROSERV CONTROLS & COMM W.L.L. project manager for the valuable support and help provided with the case study. I would like to thank also the Project Management Institute PMI and the Oregon Department of Human Services for the provision of modified templates and guidance forms used in the case study. 3 DEDICATION I want to dedicate this thesis to my wife, the one who shared my dreams and was all the time the prime motivation and driving force for every success in my life Also I want to dedicate the thesis to my children Mohamed, Yousr and Alaiudeen, the candles of hope in my life 4 TABLE OF CONTENTS CHAPTER 1 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 11 INTRODUCTION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 11 OBJECTIVES OF THE STUDY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 13 CHAPTER 2 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 15 PREVIOUS INVESTIGATIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 15 DEFINITIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 19 ‐
Project ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 19 ‐
Program ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 19 ‐
Portfolio ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 19 ‐
Project Management Office (PMO) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 20 ‐
Operation ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 20 ‐
Project sponsor ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 20 ‐
Program manager ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 20 ‐
Stakeholder ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 20 ‐
Project manager ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 21 ‐
Project team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐21 ‐
Customer ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 21 ‐
Enterprise environmental Factors ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐21 ‐
Organizational structure ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 21 ‐
Organizational process assets ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 22 CHAPTER 3 ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 23 METHODOLOGY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 23 ‐
Project Integration Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 23 5 ‐
Project Scope Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 24 ‐
Project Time Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 25 ‐
Project Cost Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 25 ‐
Project Quality Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 26 ‐
Project Human Resources Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 26 ‐
Project Communication Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 26 ‐
Project Risk Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 27 ‐
Project Procurement Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 28 CASE STUDY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 55 ‐
Project background ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 55 ‐
Project objectives ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 55 ‐
Project Initiation ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 55 ‐
Project planning ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 55 ‐
Project monitoring and controlling ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 56 ‐
Project closing ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 57 RESULTS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 58 DISCUSSION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 59 CONCLUSION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 61 RECOMMENDATIONS FOR FUTURE RESEARCH ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 62 REFERENCES CITED ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 63 APPENDICES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 64 ‐
Appendix A ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 64 ‐
Appendix B ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 73 ‐
Appendix C ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 215 6 ‐
Appendix D ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 227 7 LIST OF FIGURES Figure 1 Project management process group flow ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 23 Figure 2 Interaction between Project Management processes and knowledge areas ‐‐‐‐‐‐‐‐‐‐ 29 8 LIST OF TABLES Table 1 Project Management Process Group and Knowledge Areas mapping ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 30 Table 2 Develop Project Charter ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 31 Table 3 Identify Stakeholders ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 32 Table 4 Develop Project Management Plan ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 32 Table 5 Collect Requirements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 33 Table 6 Define Scope ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 33 Table 7 Create WBS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 34 Table 8 Define Activity ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 34 Table 9 Sequence Activity ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 35 Table 10 Estimate Activity Resource ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 35 Table 11 Estimate Activity Duration ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 36 Table 12 Develop Schedule ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 36 Table 13 Estimate Costs ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 37 Table 14 Determine Budget ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 38 Table 15 Plan Quality ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 38 Table 16 Develop Human Resource Plan ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 39 Table 17 Plan Communication ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 39 Table 18 Plan Risk Management ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 40 Table 19 Identify Risks ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 40 Table 20 Perform Qualitative Risk Analysis ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 41 Table 21 Perform Quantitative Risk Analysis ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 42 Table 22 Plan Risk Response ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 42 Table 23 Plan Procurements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 43 Table 24 Direct and Mange Project Execution ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 44 9 Table 25 Perform Quality Assurance ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 44 Table 26 Acquire Project Team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 45 Table 27 Develop Project Team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 45 Table 28 Manage Project Team ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 46 Table 29 Distribute Information ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 46 Table 30 Manage Stockholders Expectations ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 47 Table 31 Conduct Procurements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 47 Table 32 Monitor and Control Project Work ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 48 Table 33 Perform Integrated Change Control ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 48 Table 34 Verify Scope ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 49 Table 35 Control Scope ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 49 Table 36 Control Schedule ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 50 Table 37 Control Cost ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 50 Table 38 Perform Quality Control ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 51 Table 39 Report Performance ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 52 Table 40 Monitor and Control Risks ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 52 Table 41 Administer Procurements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐53 Table 42 Close Project or Phase ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 53 Table 43 Close Procurements ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 54 10 Chapter 1 (1‐1) INTRODUCTION Project management is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements
Project management is accomplished through the application and integration of the project
management processes of initiating, planning, executing, monitoring and controlling and closing.
Project management has been practiced since early civilization. Until 1900 civil engineering
projects were generally managed by creative architects and engineers themselves, among those
for example Vitruvius (1st century BC), Christopher Wren (1632–1723) , Thomas Telford (17571834) and Isambard Kingdom Brunel (1806–1859) It was in the 1950s that organizations started
to systematically apply project management tools and techniques to complex projects
As a discipline, Project Management developed from several fields of application including
construction, engineering, and defense activity. Two forefathers of project management are
Henry Gantt, called the father of planning and control techniques, who is famous for his use of
the Gantt chart as a project management tool; and Henri Fayol for his creation of the 5
management functions which form the foundation of the body of knowledge associated with
project and program management. Both Gantt and Fayol were students of Frederick Winslow
Taylor's theories of scientific management. His work is the forerunner to modern project
management tools including work breakdown structure (WBS) and resource allocation.
A project is a temporary endeavor, having a defined beginning and end, usually constrained by
date, but can be by funding or deliverables, undertaken to meet unique goals and objectives,
usually to bring about beneficial change or added value. The temporary nature of projects stands
in contrast to business as usual (or operations) , which are repetitive, permanent or semipermanent functional work to produce products or services. In practice, the management of these
two systems is often found to be quite different, and as such requires the development of distinct
technical skills and the adoption of separate management.
11 The primary challenge of project management is to achieve all of the project goals and objectives
while honoring the preconceived project constraints. Typical constraints are scope, time, cost and
quality. The secondary—and more ambitious—challenge is to optimize the allocation and
integration of inputs necessary to meet pre-defined objectives.
Project management involves applying knowledge, skills, tools and techniques during the course
of a project to accomplish the project objectives. Project management is a process that includes
initiating for a new project or phase of a project, planning, putting the project plan into action
and measuring progress and performance, it involves identifying the project requirements,
establishing project objectives, balancing constrains and taking the needs and expectation of key
stakeholders into consideration.
Organizing, managing and completing a project is subjected to five processes and nine
knowledge areas, the five processes identified by the project management body of knowledge are
Initiation process group: defines and authorizes the project or a phase of a project
Planning process group: defines and refines objectives and plans the course of action required to
attain the objectives and scope that the project was undertaken to address
Executing process group: integrates people and other resources to carry out the project
management plan for the project
Monitoring and controlling process group: regularly measures and monitors progress to identify
variances from the project management plan so that corrective action can be taken when
necessary to meet project objectives
Closing process group: formalizes acceptance of the product, services or result and brings the
project or a project phase to an orderly end
The nine knowledge areas are
Project integration management this includes the processes and activities needed to identify,
define, combine, unify and coordinate the various processes and activities within the project
management process groups.
12 Project scope management is the process required to ensure that the project includes all the work
required, and only work required, to complete the project successfully. Scope management is
primarily concerned with defining and controlling what is and is not included in the project.
Project time management includes the processes required to accomplish timely completion of the
project.
Project cost management includes the processes involved in planning, estimating, budgeting and
controlling cost so that the project can be completed within the approved budget.
Project quality management includes all the activities of the performing organization that
determine quality policies, objectives and responsibilities so that the project will satisfy the needs
for which it was undertaken.
Project human resources management includes the processes that organize and manage the
project team.
Project communication management is the knowledge area that employs the processes required
to ensure timely and appropriate generation, collection, distribution, storage, retrieval and
ultimate disposition of project information.
Project risk management includes the processes concerned with conducting risk management
planning, identification, analysis, responses and monitoring and control on a project.
Project procurement management includes the processes to purchase or acquire the product,
services or results needed from outside the project team to perform the work
(1-2) Objectives of the study
The intention is to provide a simplified configuration to the structure of the (PMPBOK) by
sorting all the processes inputs, tools and techniques and outputs, discussing them and examining
how to implement them for a project
A case study was set as an example in order to demonstrate the application of various processes
and the interaction with knowledge areas could be implemented.
13 Several assumptions were made to facilitate the creation of forms and to give close
understanding about when and how the form will be established
Initiation and Planning sheets were dated 1st of January 2009 to indicate that those sheets to be
created in the beginning stages, closing sheets were dated 1st January 2010 indicating that
creation period will be by the finishing stages of the project.
The case study was prepared from the point of view of an owner representative to a project will
be awarded to a contractor so the Execution processes were not covered in this study.
14 Chapter 2 (2‐1) PREVIOUS INVESTIGATIONS The 1950s marked the beginning of the modern Project Management era. Project management
became recognized as a distinct discipline arising from the management discipline (David I.
Cleland, Roland Gareis 2006).
Dr. Harold Kerzner (2003) summarized 16 point for project management maturity as follows:
1- Adopt project management methodology and use it consistently
2- Implement a philosophy that drive the company toward project management maturity and
communicate it to every one
3- Commit to develop effective plans at the beginning of each project
4- Minimize scope changes by committing to realistic objectives
5- Recognize that cost and schedule management are inseparable
6- Select the right person as the project manager
7- Provide executives with project sponsor information, not project management
information
8- Strengthen involvement and support of line management
9- Focus on deliverables rather than resources
10- Cultivate effective communication, cooperation and trust to achieve rapid project
management maturity
11- Shear recognition for project success with the entire project team and line management
12- Eliminate nonproductive meetings
13- Focus on identifying and solving problems early, quickly and cost effectively
14- Measure progress periodically
15- Use project management soft ware as a tool – not as a substitute for effective planning or
interpersonal skills
16- Institute an all-employee training program with periodic updates based upon documented lesson
learned
15 James J. O’Brien and Fredric L. Plotnick (2006) discussed various method of demonstrating the
project schedule and concluded that, the full power and implications of Critical Path Method
(CPM) and Performance Evaluation and Review Technique (PERT) have been always
constrained be the limits of the mathematical software and hardware, only recently these
limitations have been overcome and programs which can solve the full set of theorized problems
been made commercially available.
They included also that, the tool of CPM whether by Arrow Diagramming Method (ADM),
(PERT), Precedence Diagramming Method (PDM), or Relation Diagramming Method “certified
standard” (RDCPM) and extensions of SPERT and Graphical Evaluation and Review Technique
GERT are powerful tools, but they are used without the proper knowledge and respect, they
could cause more harm than good.
M.Imran Asghar (2002) discussed control of change order in Engineering, procurement and
construction in (EPC) contracts; he found that to effectively manage costs and to insure
reliability of EPC projects the company must make provision for the change order works in the
bid documents irrespective of the type of contract weather it is a turnkey job, cost plus, fixed fee
or unit price. In order to avoid contingency being used as slope funds, the control of contingency
must be beyond the authority limit of the Project Manager (i.e. under the direct control of senior
management)
He concluded also that, change orders should be handled expeditiously. Procedure and format
fair to both the Owner and Contractor should be included in contract to avoid costly and timeconsuming arbitration claims and mediation. He advised that, a log of all change orders to be
maintained, a study should be done critically on their schedule, status and concurrence in order
to lesson their effect on the master schedule.
Tom Gilb (2005) offered 10 principles for project control as follows:
P1: Critical measures: the critical few product objectives (performance requirements) of the
project need to be stated measurably.
16 P2: Pay for results: the project team must be rewarded to the degree they achieve the critical
product objectives
P3: Architecture for quality: there must be a top-level architecture process that focuses on
finding and specifying appropriate design strategies for enabling the critical product objectives to
be met on time
P4: Clear specifications: project specifications should not be polluted with dozens of defects per
page; there needs to be specification quality control (SQC) with an exit condition set that there
should be less than one remaining major defect per page.
P5: Design must meet the business needs: design review must be based on a “clean”
specification and should be focused on weather the design meet the business needs
P6: Validate strategies early: the high risk strategies need to be validated early or swapped with
better ones
P7: Resources for design: adequate resources need to be allocated to deliver the design strategies
P8: Early value delivery: the stakeholder value should be delivered early and continuously. Then,
if you run out of resources unexpectedly, proven value should already have been delivered
P9: Avoid unnecessary design constraints: the requirements should not include unnecessary
constraints that might impact on the delivery of performance and consequent values
P10: Values before bureaucracy: the project should be free to give priority to value delivery, and
not be constrained by well-intended processes and standards.
Neville Turbit (2005) discussed project quality planning and concluded that, producing a quality
plan involves identifying all the deliverables at the start of the project and deciding how to best
validate their quality. There is an overhead in undertaking quality checks but this is offset by not
having to fix things further down the line. Turbit also concluded that, it essential to have a
mechanism to fix problems and to have followed up processes to allocate fixes to particular
people and ensure that they make the changes
17 To implement such procedure time must be built into the schedule for rework following quality
events.
Allan C. Hamilton (2006) issued a technical paper called “Project execution planning for cost
and schedule managers” where he discussed the role of Project Execution Plan in preparing the
cost estimates, schedules and controls the project. He summarized the essentials to perform the
work in Scope, Basis and Timing
Scope – would include description, specifications, drawings, studies and prior work on this
project. The planning for the scope would emphasize the physical deliverables the project must
create.
Basis – would include the management and organizational plans to accomplish the project, the
location and environment in which the project will be built and the contractual approach.
Timing – the Project Execution Plan PEP should be clear in outlining the specific project
schedule, goals and objectives. The schedule planning should take into account the drivers that
affect the project schedule internal and external.
Hamilton summarized the goals of Project Execution for cost and schedule managers as
following
•
Ensure that the estimating, scheduling, controls staff know the project’s strategic goals
and objectives
•
Inform the project management team and stakeholders what is to be done, when, by
whom, and how for estimates, schedules, reports, analysis and action items
•
Clarify the roles and responsibilities for the owner and contractor staff dealing with costs
and schedules
•
Help in identifying and managing issues regards project cost and schedule.
Finally he concluded that Project Execution Plan PEP should not be fixed if there are
fundamental changes in the project scope, basis or timing PEP should be revised and reissued as
18 appropriate. When the project is completed, the PEP could be used as a tool for conducting postproject appraisal and capturing lesson learned.
TechRepublic (2001) presented project management best practices throughout the following
steps:
-
Plan work by utilizing a project definition document
-
Create a planning horizon
-
Define project management procedures up front
-
Look for other warning signs
-
Ensure that the sponsor approves scope-change requests
-
Guard against scope creep
-
Identify risks up front
-
Continue to assess potential risks throughout the project
-
Resolve issues as quickly as possible
(2-2) Definitions
(2-2-1) Project
A project is a temporary endeavor undertaken to create a unique product, service or result. The
temporary nature indicates a definite beginning and end. Temporary does not generally apply to
the product, service or result created by the project; most projects are undertaken to create a
lasting outcome.
(2-2-2) Program
A program is defined as a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually. A project may or may not
be a part of a program but a program will always have projects.
(2-2-3) Portfolio
19 A portfolio refers to a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business objectives.
(2-2-4) Project Management Office (PMO)
A project management office (PMO) is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated management of those projects under its
domain. The responsibilities of a PMO can range from providing project management support
function to actually being responsible for direct management of a project.
(2-2-5) Operation
Operations are an organizational function performing the ongoing execution of activities that
produce the same product or provide a repetitive service. Operations are permanent endeavor that
produce repetitive outputs, with resources assigned to do basically the same set of tasks.
(2-2-6) Project sponsor
Project sponsor is the person or group that provides the financial resources, in cash or in kind, for
the project. The sponsor leads the project through the engagement or selection process until
formally authorized and plays a significant role in the development of the initial scope and
project charter.
(2-2-7) Program manager
Program mangers are responsible for managing related projects in a coordinated way to obtain
benefits and control not available from managing them individually. They interact with each
project manager to provide support and guidance on individual projects.
(2-2-8) Stakeholder
Stakeholders are persons or organizations who are actively involved in the project or whose
interested may be positively or negatively affected by the performance or completion of the
20 project. Stakeholders may also exert influence over the project, its deliverables, and the project
team member
Stakeholders might be customers, sponsor, the performing organization, or the public.
(2-2-9) Project manager
Project managers are assigned by performing organization to achieve the project objectives. It
requires flexibility, good judgment, strong leadership and negotiation skills. Also a solid
knowledge of project management practices. The project manager is the lead person responsible
to communicate with all stakeholders, particularly project sponsor, project team and other key
stakeholders.
(2-2-10) Project team
A project team is comprised of project manager, project management team and other team
members who carry out the work but who are not necessarily involved with management of the
project. This team is comprised of individuals from different groups with knowledge of a
specific subject matter or with a specific skill set who carry out the work of the project
(2-2-11) Customer
Customers are the persons or organizations that will use the project’s product, service or result.
Customer could be internal or external to the performing organization.
(2-2-12) Enterprise environmental Factors
Enterprise environmental Factors refer to both internal and external environmental factors that
surround or influence a project success. Enterprise environmental Factors may enhance or
constrain project management options and may have positive or negative influence on the
outcome.
(2-2-13) Organizational structure
21 Organizational structure is enterprises environmental Factor which can affect the availability of
resources and influence how project are conducted. Organizational structure ranges from
functional to projectized wit a variety of matrix structure between them. Types of organizational
structures are
Functional: where project managers have little or no authority, access to resources and they have
a part-time role
Weak matrix: where project managers have limited authority, access to resources and they have a
part-time role
Balanced matrix: where project managers have low to moderate authority, access to resources
and they have a full-time role
Strong matrix: where project managers have moderate to high authority, access to resources and
they have a full-time role
Projectized: where project managers have high to almost total authority, access to resources and
they have a full-time role
(2-2-14) Organizational process assets
Organizational process assets include any or all process related assets, from any or all of the
organizations involved in the project that can be used to influence the project’s success. This
includes formal and informal plans, policies, procedures and guidelines. Process assets also
include the organization’s knowledge bases such as lesson learned and historical information
22 Chapter 3 (3‐1) METHODOLOGY Project management processes group are Initiation Planning Execution Monitoring and controlling and Closing Figure 3 Project management process group flow Those processes could be grouped into nine categories that is called Project Management Knowledge areas; which are (3‐1‐1) Project Integration Management 23 This includes the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project management activities within the group. In the context, integration includes characteristics of unification, consolidation, articulation and integrative actions that are crucial to project completion, successful managing stakeholder expectation and meeting requirements Project management integration processes include (3‐1‐1‐1) Develop project charter – the processes of developing a document that formally authorize a project or a phase and documenting initial requirement that satisfy stakeholders’ needs and expectation (3‐1‐1‐2) Develop project management plan – the process of documenting the action necessary to define, prepare, integrate and coordinate all subsidiary plans (3‐1‐1‐3) Direct and manage project execution – the process of performing the work defined in the project management plan to achieve the project objectives (3‐1‐1‐4) Monitor and control project work – the process of tracking, reviewing and regulating the process to meet the performance objectives defined in the project management plan (3‐1‐1‐5) Perform integrated change control – the process of reviewing all change requests, approving changes and managing changes to the deliverables, organizational process assets, project documents and project management plan (3‐1‐1‐6) Close project or phase – the process of finalizing all activities across all of the project management process groups to formally complete the project or phase (3‐1‐2) Project Scope Management Project scope management includes the process required to ensure that project includes all the work required, and only the work required, to complete the work successfully. Project scope processes include: (3‐1‐2‐1) Collect requirements – the process of defining and documenting stakeholders’ needs to meet the project objectives (3‐1‐2‐2) Define scope – the process of developing a detailed description of the project and product (3‐1‐2‐3) Create WBS – the process of subdividing project deliverables and project work into smaller, more manageable components 24 (3‐1‐2‐4) Verify scope – the process of formalizing acceptance of the completed project deliverables (3‐1‐2‐5) Control scope – the process of monitoring the status of the project and product scope and managing changes in the scope baseline (3‐1‐3) Project Time Management Project Time Management includes the processes required to accomplish timely completion of the project. This would include the following processes: (3‐1‐3‐1) Define activity – the process of identifying the specific actions to be performed to produce the project deliverables (3‐1‐3‐2) Sequence activity – the process of identifying and documenting relationships among the project activities (3‐1‐3‐3) Estimate activity resource – the process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity (3‐1‐3‐4) Estimate activity duration – the process of approximating the number of work periods needed to complete individual activities with estimated resources (3‐1‐3‐5) Develop schedule – the process of analyzing activity sequences, durations, resource requirements and schedule constrains to create the project schedule (3‐1‐3‐6) Control schedule – the process of monitor the status of the project to update project progress and managing changes to schedule baseline (3‐1‐4) Project Cost Management Project Cost Management includes the processes involved in estimating, budgeting and controlling cost so that project can be completed within the approved budget. This would include the following: (3‐1‐4‐1) Estimate costs – the process of developing an approximation of the monetary resources needed to complete project activities (3‐1‐4‐2) Determine budget – the process of aggregating the estimated cost of individual activities or work package to establish an authorized cost baseline (3‐1‐4‐3) Control cost – the process of monitoring the status of the project to update the project budget and managing changes to cost baseline 25 (3‐1‐5) Project Quality Management Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives and responsibilities so that the project will satisfy the needs of for which it was undertaken by implementing quality management system. Project Quality Management processes include: (3‐1‐5‐1) Plan quality – the process of identifying quality requirements and/or standards for the project and product and documenting how the project will demonstrate compliance (3‐1‐5‐2) Perform quality assurance – the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used (3‐1‐5‐3) Perform quality control – the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes (3‐1‐6) Project Human Resources Management Project Human Resources Management includes the processes that organize, manage and lead the project team. Project team is the people with assigned roles and responsibilities for completing the project. Project Human Resources Management processes include: (3‐1‐6‐1) Develop human resource plan – the process of identifying and documenting project roles, responsibilities, required skills, reporting relationships and creating the staffing management plan (3‐1‐6‐2) Acquire project team – the process of confirming human resource availability and obtaining the team necessary to complete project assignments (3‐1‐6‐3) Develop project team – the process of improving the competencies, team interaction and the overall team environment to enhance project performance (3‐1‐6‐4) Manage project team – the process of tracking team member performance, provide feedback, resolving issues and managing changes to optimize project performance (3‐1‐7) Project Communication Management 26 Project Communication Management includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information. Project Procurement Management processes include: (3‐1‐7‐1) Identify stakeholders – the process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests, involvement and impact on project success (3‐1‐7‐2) Plan Communication – the process of determining the project stakeholder information needs and define a communication approach (3‐1‐7‐3) Distribute information – the process of making relevant information available to project stakeholders as planned (3‐1‐7‐4) Manage stockholders expectations – the process of communicating and working with stakeholders to meet their needs and addressing issues as they occur (3‐1‐7‐5) Report performance – the process of collecting and distributing performance information, including status reports, progress measurements and forecasts (3‐1‐8) Project Risk Management Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning and monitoring and controlling on a project to increase the probability of positive events and decrease the probability of negative events Project Risk Management processes include: (3‐1‐8‐1) Plan risk management – the process of defining how to conduct risk management activities for a project (3‐1‐8‐2) Identify risk – the process of determining which risk may affect the project and documenting their characteristics (3‐1‐8‐3) Perform qualitative risk analysis – the process of prioritizing risks for further analysis or action by assessing or combining their probability of occurrence and impact (3‐1‐8‐4) Perform quantitative risk analysis – the process of numerically analyzing the effect of identified risks on overall project objectives (3‐1‐8‐5) Plan risk response – the process of developing options and actions to enhance opportunities and to reduce threats to project objectives 27 (3‐1‐8‐6) Monitor and control risks – the process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risk and evaluating the risk process through the project (3‐1‐9) Project Procurement Management Project Procurement Management includes the processes necessary to purchase or acquire products, services or results needed from outside the project team to perform the work also it include the process to develop and administer contracts or purchase orders issued by authorized project team members Project Procurement Management processes include: (3‐1‐9‐1) Plan procurements – the process of documenting project purchasing decisions, specifying the approach and identifying potential sellers (3‐1‐9‐2) Conduct procurements – the process of obtaining seller response, selecting sellers and awarding a contract (3‐1‐9‐3) Administer procurements – the process of managing procurement relationships, monitoring contract performance and making changes and corrections as needed (3‐1‐9‐4) Close procurements – the process of completing each project procurement Those groupings of forty two processes are having characteristics in common and those processes categorized under each knowledge area does not belong to the same project management Process group 28 Figure 4 Interaction between Project Management processes and knowledge areas Taking a closer look at the forty two activities in relation to each process and knowledge area in the following table: 29 Table 44 Project Management Process Group and Knowledge Areas mapping Process Execution Monitoring and controlling Closing direct and mange project execution Monitor and control project work, perform integrated change control close project or phase Collect requirements, define scope, create WBS verify scope, control scope Define activity, sequence activity, estimate activity resource, estimate activity duration, develop schedule control schedule Estimate costs, determine budget control cost plan Quality perform quality perform quality assurance control acquire project team, develop project team, manage project team knowledge area Initiation Integration Management Scope Management Time Management Cost Management Planning Develop Develop project project charter management plan Quality Management Human Resources Management Develop human resource plan Communication Management Identify stakeholders distribute plan communication information, manage 30 report performance stockholders expectations Risk Management Plan risk management, identify risk, perform qualitative risk analysis, perform quantitative risk analysis, plan risk response Procurement Management Plan procurements monitor and control risks conduct procurements administer procurements close procurements The above processes could be categorized according to Inputs, Tools and Techniques and Outputs of each Project Management Process according to the Project Management Process Group as following: Table 45 Develop Project Charter Process name Inputs Develop project charter Project statement of Expert judgment
work Business case Contract Tools and techniques
Enterprise environmental factors Organizational process assets 31 Outputs
Knowledge area
Project charter Integration Table 46 Identify Stakeholders Process name Inputs Tools and techniques
Outputs
Knowledge area
Identify stakeholders Project charter Stakeholder analysis
Stakeholder register Communication
Procurement documents Expert judgment Stakeholder management strategy Enterprise environmental factors Organizational process assets Table 47 Develop Project Management Plan Process name Inputs Tools and techniques
Develop project Project charter Expert judgment
management plan Outputs from planning processes Enterprise environmental factors Organizational process assets 32 Outputs
Knowledge area
Project management plan Integration Table 48 Collect Requirements Process name Inputs Tools and techniques
Outputs
Knowledge area
Collect requirements Project Charter Interviews
Requirements documentation Scope Stakeholder register Focus groups
Requirements management plan Facilitated workshops
Requirements traceability creativity matrix Group techniques Group decision making techniques Questionnaires surveys and Observations
Prototypes
Table 49 Define Scope Process name Inputs Tools and techniques
Outputs
Define scope Project Charter Expert judgment
Project scope Scope statement Requirements documentation Product analysis
Project documents update Organizational process assets Alternative identification
Facilitated workshops
33 Knowledge area
Table 50 Create WBS Process name Inputs Create WBS Project statement Tools techniques and Outputs
scope Decomposition
WBS
Requirements documentation WBS dictionary Organizational process assets Scope baseline Knowledge area
Scope Project documents updates Table 51 Define Activity Process name Inputs Tools and Outputs
techniques Knowledge area
Define activity Scope baseline Decomposition
Time Enterprise environmental factors Rolling planning Organizational process assets Templates
Activity list
wave Activity attributes
Expert judgment
34 Milestone list
Table 52 Sequence Activity Process name Inputs Tools and Outputs
techniques Sequence activity Activity list Precedence diagramming method (PDM) Project schedule Time network diagrams Activity attributes Dependency determination Project documents updates Milestone list Applying leads and lags Project statement Knowledge area
scope Schedule network templates Organizational process assets Table 53 Estimate Activity Resource Process name Estimate resource Inputs activity Activity list Tools and Outputs
techniques Knowledge area
Expert judgment
Activity resource Time requirements Activity attributes Alternatives analysis
Resource breakdown structure Resource calendars Published estimating Project documents data updates Enterprise environmental factors Bottom‐up estimating Organizational process assets Project management software 35 Table 54 Estimate Activity Duration Process name Estimate duration Inputs Tools and Outputs
techniques activity Activity list Expert judgment
Knowledge area
Activity duration Time estimates Activity attributes Activity resource Analogous requirements estimating Project documents updates Resource calendars Project statement scope Parametric estimating Enterprise environmental factors Three estimating points Organizational process assets Reserve analysis
Table 55 Develop Schedule Process name Inputs Tools and Outputs
techniques Knowledge area
Develop schedule Activity list Schedule analysis Time Activity attributes Critical path method
network Project schedule
Project schedule Critical network diagram method chain Schedule baseline
Activity resource Resource leveling
requirements Resource calendars What‐if analysis scenario Schedule data
Activity duration Applying leads and estimates lags Project statement scope Schedule compression 36 Project documents updates Enterprise environmental factors Scheduling tools
Organizational process assets Table 56 Estimate Costs Process name Inputs Tools and Outputs
techniques Estimate costs Scope baseline Expert judgment
Activity estimates Project schedule Analogous estimating Basis of estimates
Human plan resource Parametric estimating Enterprise environmental factors Bottom‐up estimating Three‐points estimating Organizational process assets Reserve analysis
Cost of quality
Project management estimating software Vendor bid analysis
37 Knowledge area
cost Cost Project documents updates Table 57 Determine Budget Process name Inputs Determine budget Activity estimates Tools and Outputs
techniques cost Cost aggregation
Knowledge area
Cost performance Cost baseline Basis of estimates Reserve analysis
Project funding requirements Scope baseline Expert judgment
Project documents updates Project schedule Historical relationships Resource calendars Contracts Funding limits reconciliation Organizational process assets Table 58 Plan Quality Process name Inputs Tools and Outputs
techniques Knowledge area
Plan Quality Scope baseline Cost‐benefit analysis
Quality management plan Quality Stakeholder register Cost of quality
Quality metrics
Cost performance Control charts
baseline Quality checklists
Schedule baseline benchmarking
Process improvement plan Risk register Design experiments Enterprise environmental factors Statistical sampling
Organizational Flowcharting
38 of Project documents updates process assets Proprietary quality management methodologies Additional quality planning tools Table 59 Develop Human Resource Plan Process name Inputs Tools and Outputs
techniques Develop human Activity resource Organization chart Human resource plan requirements and position plan descriptions Enterprise environmental factors Networking
Organizational process assets Organizational theory Knowledge area
resource Human resources
Table 60 Plan Communication Process name Inputs Tools and Outputs
techniques Knowledge area
Plan communication Stakeholder register Communication requirements analysis communication
Stakeholder management strategy Communication technology Enterprise environmental factors Communication model Organizational process assets Communication methods 39 Communication
management plan Project document updates Table 61 Plan Risk Management Process name Plan management Inputs risk Project statement Cost plan Tools and Outputs
techniques scope Planning meetings Risk and analysis plan Knowledge area
management Risk management Schedule management plan Communication management plan Enterprise environmental factors Organizational process assets Table 62 Identify Risks Process name Inputs Identify risks Risk plan Tools and Outputs
techniques management Documentation review Activity estimating cost Information gathering techniques Activity duration Checklist analysis
estimating Scope baseline Assumption analysis
Stakeholder register Diagramming techniques 40 Risk register
Knowledge area
Risk Cost plan management SWOT analysis
Schedule management plan Expert judgment
Quality management plan Project documents Enterprise environmental factors Organizational process assets Table 63 Perform Qualitative Risk Analysis Process name Inputs Tools and Outputs
techniques Perform qualitative Risk register risk analysis Risk plan Risk probability and Risk register updates Risk impact assessment management Probability impact matrix Project statement Knowledge area
and scope Risk data quality assessment Organizational process assets Risk categorization
Risk urgency assessment Expert judgment
41 Table 64 Perform Quantitative Risk Analysis Process name Perform quantitative analysis Inputs Tools and Outputs
techniques Risk register Data gathering and Risk register updates Risk representation techniques risk Risk plan management Quantitative analysis modeling techniques Cost plan management Expert judgment
Knowledge area
risk and Schedule management plan Organizational process assets Table 65 Plan Risk Response Process name Inputs Tools and Outputs
techniques Plan risk response Risk register Strategy for Risk register updates Risk negative risks or threats Risk plan Knowledge area
management Strategy for positive Risk‐
related risk or opportunities contract decisions Contingent response Project strategies management updates Expert judgment
42 plan Project documents updates Table 66 Plan Procurements Process name Inputs Tools and Outputs
techniques Knowledge area
Plan procurements Scope baseline Make or analysis Procurement
Requirements documentation Expert judgment
Procurement statements of work Teaming agreement Contract type
Make or decision buy Procurement management plan Risk‐related contract decision Procurement documents Activity resource requirements Source criteria Project schedule Change requests
Activity estimates cost Cost performance baseline Enterprise environmental factors Organizational process assets 43 buy selection Table 67 Direct and Mange Project Execution Process name Inputs Direct and mange Project project execution management plan Approved requests Tools and Outputs
techniques Knowledge area
Expert judgment
Integration change Project management information system Enterprise environmental factors Deliverables
Work performance information Change requests
Project management updates Organizational processes assets plan Project document updates Table 68 Perform Quality Assurance Process name Perform assurance Inputs quality Project management plan Quality metrics Tools and Outputs
techniques Knowledge area
Plan quality and Organizational Quality perform quality process assets control tools and updates techniques Change requests
Work performance Quality audits
information Project management updates Quality control Process analysis
measurements Project document updates 44 plan Table 69 Acquire Project Team Process name Acquire team Inputs Tools and Outputs
techniques project Project management plan Knowledge area
Pre‐assignment
Project assignments Enterprise environmental factors Negotiation
Resource calendars Organizational processes assets Acquisition
Project management updates Virtual teams
staff Human resources
plan Table 70 Develop Project Team Process name Develop team Inputs project Project assignments Tools and Outputs
techniques staff Interpersonal skills
Project management plan Training
Resource calendars Team‐building activities Team performance Human resources
assessments Enterprise environmental factors updates Ground rules
Co‐location
Recognition rewards 45 and Knowledge area
Table 71 Manage Project Team Process name Manage team Inputs project Project assignments Tools and Outputs
techniques staff Observation conversation Project management plan Knowledge area
and Enterprise environmental factors updates Project performance Organizational appraisals process assets updates Team performance Conflict assessments management Change requests
Performance reports Issue log
Project management updates Organizational processes assets Interpersonal skills
plan Table 72 Distribute Information Process name Inputs Tools and Outputs
techniques Distribute information Project management plan Communication methods Performance reports Information distribution tools Organizational processes assets 46 Knowledge area
Organizational process assets updates Table 73 Manage Stockholders Expectations Process name Inputs Tools and Outputs
techniques Manage stockholders expectations Stakeholder register Communication methods Organizational process assets updates Stakeholder management strategy Interpersonal skills
Change requests
Project management plan Management skills
Project management updates Issue log Knowledge area
plan Project document updates Change log Organizational processes assets Table 74 Conduct Procurements Process name Inputs Tools and Outputs
techniques Knowledge area
Conduct procurements Project management plan Bidder conference
Procurement
Procurement documents Proposal evaluation Procurement techniques contract award Source criteria selection Independent estimates Selected sellers
Resource calendars Qualified seller list Expert judgment
Change requests
Seller proposals Advertising
Project management updates Project documents Internet search
47 Project plan document Make or decisions buy Procurement negotiations updates
Teaming agreements Organizational processes assets Table 75 Monitor and Control Project Work Process name Inputs Monitor and control Project project work management plan Tools and Outputs
techniques Knowledge area
Expert judgment
Integration Performance reports Change requests
Project management updates Enterprise environmental factors plan Project documents updates Organizational processes assets Table 76 Perform Integrated Change Control Process name Inputs Perform integrated Project change control management plan Tools and Outputs
techniques Expert judgment
Work performance Change information meetings Knowledge area
Change requests Integration status updates control Project management updates plan Enterprise environmental factors Organizational process assets Project documents updates 48 Table 77 Verify Scope Process name Inputs Tools and Outputs
techniques Knowledge area
Verify scope Project management plan Inspection
Scope Accepted deliverables Requirements documentation Change requests
Requirements traceability matrix Project documents updates Validated deliverables Table 78 Control Scope Process name Inputs Tools and Outputs
techniques Control scope Project management plan Variance analysis
Knowledge area
Work performance Scope measurements Work performance information Organizational process assets updates Requirements documentation Change requests
Requirements traceability matrix Project management updates Organizational process assets Project documents updates 49 plan Table 79 Control Schedule Process name Inputs Tools and Outputs
techniques Control schedule Project management plan Performance reviews Knowledge area
Work performance Time measurements Variance analysis
Project schedule Project management software Organizational process assets updates Resource leveling
Work performance What‐if information analysis scenario Change requests
Adjusting leads and Project lags management updates Organizational process assets Schedule compression Project documents updates Scheduling tools
Table 80 Control Cost Process name Inputs Tools and Outputs
techniques Control cost Project management plan Earned value Work performance Cost management measurements Project funding Forecasting
requirements Budget forecasts
Work performance To‐complete Organizational information performance index process assets (TCPI) updates Organizational process assets Performance reviews 50 Change requests
Knowledge area
Variance analysis
Project management plans updates Project management software Project documents updates Table 81 Perform Quality Control Process name Perform control Inputs Tools and Outputs
techniques quality Project management plan Knowledge area
Cause and effect Quality control Quality diagram measurements Quality metrics Control charts
Validated changes Quality checklists Flowcharts
Validated deliverables Work performance Histograms
measurements Organizational process assets updates Approved requests Change requests
change Pareto charts
Deliverables Run charts
Project management plans updates Organizational process assets Scatter diagrams
Project documents updates Inspection
Approved change requests review 51 Table 82 Report Performance Process name Inputs Tools and Outputs
techniques Report performance Project management plan Variance analysis
Performance reports Communication
Work performance Forecasting information methods Organizational process assets updates Work performance Communication measurements methods Change requests
Budget forecasts Knowledge area
Reporting system
Organizational process assets Table 83 Monitor and Control Risks Process name Inputs Monitor and control Risk register risks Project management plan Tools and Outputs
techniques Knowledge area
Risk assessment
Risk register updates Risk Risk audits
Organizational process assets updates Work performance Variance and trend Change requests
information analysis Performance reports Technical performance measurements Reserve analysis
Status meetings
52 Project management plans updates Project documents updates Table 84 Administer Procurements Process name Inputs Tools and Outputs
techniques Knowledge area
Administer procurements Procurement documents Contract change Procurement control system documentation Procurement
Project management plan Procurement performance reviews Contract Inspections audits Organizational process assets updates and Change requests
Performance reports Performance reporting Approved requests Project management plans updates change Payment systems
Work performance Claims information administration Records management system Table 85 Close Project or Phase Process name Close project phase Inputs or Project management plan Tools and Outputs
techniques Expert judgment
Accepted deliverables Final product, Integration service or result transition Organizational processes assets updates Organizational processes assets 53 Knowledge area
Table 86 Close Procurements Process name Inputs Tools and Outputs
techniques Knowledge area
Close procurements Project management plan Procurement audits
Closed procurements procurement
Procurement documentation Negotiation settlements Organizational processes assets updates Records management system 54 (3‐2) Case study An implementation will be done on a project awarded in Dukhan area, State of Qatar. The project sponsor is Qatar Petroleum Company. The project was awarded to a contractor to carryout work activities. (3‐2‐1) Project background Dukhan Township is located on the west coast of the state of Qatar, comprises an area of approximately 368 hectares accommodating Qatar Petroleum staff, housing units, support facilities and infrastructure services including schools, medical centre, recreation and sport facilities. The estimated current consumption of irrigation water in Dukhan is 4,000 m3/day, which is anticipated to increase to 5,500m3/day when all of the planting and landscape projects in the area are commissioned. In order to achieve the best utilization of available water resources, it was proposed to design and install a distribution irrigation pipeline system complete with pumps and control system to transfer Treated Sewage Effluent (TSE) from an existing sewage treatment plant to irrigation water storage tanks situated in Dukhan Township. (3‐2‐2) Project objectives The main objective is to transfer TSE from Sewage Treatment Plant by pipeline feeding the irrigation network in Dukhan Township (3‐2‐3) Project Initiation (3‐2‐3‐1) Develop project charter (3‐2‐3‐2) Identify stakeholders Project charter, stakeholder register and stakeholder management strategy are attached in Appendix A (3‐2‐4) Project planning (3‐2‐4‐1) Develop project management plan (3‐2‐4‐2) Collect requirements (3‐2‐4‐3) Define scope 55 (3‐2‐4‐4) Create WBS (3‐2‐4‐5) Define activities (3‐2‐4‐6) Sequence activities (3‐2‐4‐7) Estimate activity resources (3‐2‐4‐8) Estimate activity durations (3‐2‐4‐9) Develop schedule (3‐2‐4‐10) Estimate costs (3‐2‐4‐11) Determine budget (3‐2‐4‐12) Plan quality (3‐2‐4‐13) Develop human resources plan (3‐2‐4‐14) Plan communication (3‐2‐4‐15) Plan risk management (3‐2‐4‐16) Identify risks (3‐2‐4‐17) Perform qualitative risk analysis (3‐2‐4‐18) Perform quantitative risk analysis (3‐2‐4‐19) Plan risk responses (3‐2‐4‐20) Plan procurement Project management plan, requirement documentation, requirement traceability matrix, stakeholders analysis matrix, project scope statement, Assumptions and constrains log, WBS, WBS dictionary, activity list, activity attributes, mile stone list, activity resource requirements, roles and responsibilities, activity duration estimates, duration estimates work sheet, project schedule, activity cost estimates, bottom – up estimates, cost estimate work sheets, quality management plan, quality metrics, process improvement plan, human resources plan, communication management plan, risk management plan, risk data sheets, risk register, probability and impact assessment, probability and impact matrix, procurement management plan, configuration management plan and source selection criteria are attached in Appendix B (3‐2‐5) Project monitoring and controlling 56 (3‐2‐5‐1) Monitor and control project work (3‐2‐5‐2) Perform integrated change control (3‐2‐5‐3) Verify scope (3‐2‐5‐4) Control scope (3‐2‐5‐5) Control schedule (3‐2‐5‐6) Control costs (3‐2‐5‐7) Perform quality control (3‐2‐5‐8) report performance (3‐2‐5‐9) Monitor and control risks (3‐2‐5‐10) Administer procurements Change management plan, earned value status report, variance analysis, risk audit, procurement audit, and performance report are attached in Appendix C (3‐2‐6) Project closing (3‐2‐6‐1) Close project (3‐2‐6‐2) Close procurements Lesson learned, product acceptance, contract _close out, and project _close out are attached in Appendix D 57 RESULTS The previous attempt showed a successful implementation to the PMPBOK processes and knowledge area for the project given. Although the project was managed according to Qatar Petroleum organizational process assets and their internal roles and regulation but the study showed that the project could be in lined with PMPBOK with a room for more improvement in fields of collecting requirements, defining scope, plan quality, perform integrated change control, perform quality control, monitor and control risks and lesson learned 58 DESCUSSION Corrective and preventive actions taken during the construction phase did not affect the project baseline; only affected the performance against the base line The bar chart used to illustrate the project schedule was relatively easy to read in management presentations Cost estimations were made using Parametric, Analogous, Three‐point and Bottom‐up estimating method. Bottom‐up estimating method "detailed cost rolled up to higher levels" was found to be the most accurate method of calculations Precision and Accuracy are not equivalent. Precision means the values of repeated measurements are clustered and have little scatter. Accuracy is the measured value is very close to the true value Meeting the quality requirements benefitted the performance of the project by less rework, higher productivity, lower cost and increased stakeholder satisfaction Comparing actual and planned project practices to those of comparable projects (Benchmarking) helped to identify best practices, generate ideas for improvement and provide a basis for measuring performance Implementing a reward strategy based on progress achieved such as turning progress reports on time showed high productivity with motivation reinforcement while employee of the month showed low morals for the team members resulting from low team cohesiveness. Successful conflict management resulted in greater productivity and positive working relationships; however negative conflicts were initially the responsibility for the team members to resolve and whenever conflicts escalated the project manager was helping to facilitate a satisfactory resolution Confronting (problem solving) and Collaborating were the most effective methods of conflict resolution during the project life cycle Stakeholder analysis was conducted by identifying all project stakeholders, interviewing them and identifying the potential impact or support each stakeholder could generate the use of the previous helped to identify project threats and opportunities, increase the likelihood of project acceptance and clearing and resolving issues that have been identified very effectively 59 In order to ensure a common understanding by all participants on any specific topic Interactive communication method was used, for safety and quality statistics and general instructions a push communication method was used Verify the quality of information collected; determine variance, comparing the actual information with the project baseline, noting all differences both favorable and unfavorable to the project outcome and determining the impact of the variances in the project cost and schedule were the process for variance analysis (after ‐ the ‐ fact look) Assigning a facilitator to lead the generation of ideas about project risks and using a questionnaire to solicit ideas about the important project risks resulted in proper information gathering outcome throughout brainstorming and Delphi technique Some of the project weaknesses were overcome by examining and analyzing the degree to which organizational strength offset threats and opportunities Performing Quality risk analysis was a cost‐effective and rapid mean of establishing priority for plan risk response and laid the foundation for Quantitative risk analysis performance Project risks were transferred to the seller via implementing a fixed price contract, however risk mitigation techniques were used to reduce the probability and impact of adverse risk events such as adopting less complex processes, conducting more tests and choosing more suitable suppliers. The procurement statement of work (SOW) was developed from the project scope base line, information included were; specifications, quality desired, quality levels, performance data, period of performance and work location In order to insure that all prospective sellers had clear and common understanding of the contract and no bidders received preferential treatment, a contractor conference was held in Dukhan headquarters meeting room An alternative dispute resolution (ADR) procedure was established to resolve any claims all the parties did not resolve, generally as per the corporate management policy any potential constructive changes or requested changes had to reach to an agreement about In order to identify successes and failures that warrant recognition in the preparation or administration of other procurement contracts on the project procurement audits were conducted 60 CONCLUSION The increasing acceptance for project management skills indicates that the application of appropriate knowledge, processes, skills, tools and techniques can have a significant impact on the project success. Practices described by the PMPBOK are practical for most of the projects most of the time, and there is a value and use for their applications to enhance the chances of success over a wide range of projects and an opportunity for improvement for the performing organization. 61 RECOMMENDATIONS FOR FUTURE RESEARCH More intensive research could be conducted for project execution phase and the interaction of planning, execution and monitoring and control processes and their impact on the overall success of the project. A study on how to improve, enhance and facilitate the inter‐link among the three processes in order to result in a successful project. 62 REFERENCES CITED Global project management handbook. McGraw‐Hill Professional David I. Cleland, Roland Gareis (2006) Project Management Body Of Knowledge 4th Edition 2008 Project management, a system approach to planning, schduling and controlling, eighth edition, Dr. Harold Kerzner (2003) CPM in construction management, sixth edition, James J. O’Brien and Fredric L. Plotnick (2006) Evaluation and control of change orders in Engineering, Procurement and construction of (EPC) contracts. Engn. M.Imran Asghar (2002) national Industrial Gases Company (GAS), Saudi Arabia Project failure prevention, 10 principals for project control. Tom Gilb (2005) Project quality planning. Neville Turbit (2005) Project execution planning for cost and schedule managers. ‐ Allan C Hamilton (2006) Project management best practices. ‐ TechRepublic (2001) 63 APPENDICES Appendix A Project charter, stakeholder register and stakeholder management strategy 64 Project charter 65 66 67 Stakeholder register 68 69 70 Stakeholder management strategy 71 72 Appendix B Project management plan, requirement documentation, requirement traceability matrix, stakeholders analysis matrix, project scope statement, Assumptions and constrains log, WBS, WBS dictionary, activity list, activity attributes, mile stone list, activity resource requirements, roles and responsibilities activity duration estimates, project schedule, activity cost estimates, quality management plan, quality metrics, process improvement plan, human resources plan, communication management plan, risk management plan, risk register, probability and impact assessment, probability and impact matrix procurement management plan, configuration management plan and source selection criteria 73 Project management plan 74 75 76 Requirement documentation 77 78 79 Requirement traceability matrix 80 81 Stakeholders’ analysis matrix 82 Project scope statement 83 84 Assumptions and constrains log 85 86 WBS 87 WBS dictionary 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 Activity list 105 106 107 108 Activity attributes 109 110 111 112 113 114 115 116 117 118 119 Mile stone list 120 Activity resource requirements 121 122 123 124 125 126 127 128 129 130 131 132 133 Roles and responsibilities 134 135 136 137 138 139 140 141 142 Activity duration estimates 143 144 145 Duration estimation work sheets 146 147 148 149 150 151 152 153 154 Project schedule Ser. Activity 1 2 3 4 5 6 7 8 9 10 11 Structural work Road and fencing works Electrical works Pipe laying activities Construction of chambers Construction of pump station Construction of Booster pump station A06 Construction of Booster pump station Z051 Construction of Booster pump station Z061 Final commissioning Handing over 155 January 09 /January 10 1 2 3 4 5 6 7 8 9 10
11 12 1
Activity cost estimates 156 157 158 159 160 161 162 163 164 Bottom – up cost estimation 165 166 167 168 169 170 171 172 173 Cost estimates work sheet 174 175 176 177 178 179 180 181 182 Quality management plan 183 Quality metrics 184 185 Process improvement plan 186 Human resources plan 187 188 189 Communication management plan 190 191 Risk management plan 192 193 194 Risk data sheets 195 196 197 198 199 200 201 202 203 Risk register 204 205 206 Probability and impact assessment 207 208 Probability and impact matrix 209 Procurement management plan 210 211 Configuration management plan 212 213 Source selection criteria 214 Appendix C Change management plan, earned value status report, variance analysis, risk audit, procurement audit, and performance report 215 Change management plan 216 217 Earned value status report 218 Variance analysis 219 Risk audit 220 221 222 Procurement audit 223 224 Performance report 225 226 Appendix D Product acceptance, contract _close out, project _close out and Lesson learned 227 Product acceptance 228 Contract _close out 229 230 Project _close out 231 232 Lesson learned 233 234 235