Mine4000 Summary Notes

Introduction to Project
Management with
Building Information
Modelling (BIM)
CIVL3510 Lecture 2
31 July 2018
Dr SangHyung Ahn
School of Civil Engineering
The University of Queensland
What is a Project?
Challenges for PM
What is a Project?
 A project is a temporary
endeavor to deliver a unique
product or service (offering)
– It has an objective, a start,
and an end
• Design a building
• Construct a building
 An operation is repetitive in
nature and is ongoing to
keep the lights on
– Maintain buildings/roads
CIVL3510 Lecture 2 3
What is a Program and a Portfolio?
 A program is a collection of related projects

– Why do we combine related projects?
• Cumulative benefits by managing them under one umbrella
– A program manager does not have the authority to kill or initiate a new
project; rather
– He/she can align resources from one project to another based on
project needs and optimizing the overall program efficiency
What is a Portfolio?
 A portfolio is much more aligned to the organization’s vision and

strategy, and is directly responsible for carrying out the projects,
programs and/or operations.
– A portfolio manager can kill a project and can initiate a project as
he/she manages the overall strategy
Project, Program and Portfolio
Course Survey and Quiz
 UQpoll
 apps.elearning.uq.edu.au/poll/11709
 Bookmark my Poll Page for future participation!!
Quiz – Project, Operation, Program &

Portfolio
 Identify the projects, operation, program and portfolio from the
scenario given:
 You work with an airlines help desk. Your job is to ensure that
each passenger is given help when required. You also issue
tickets after verifying passenger details. The job seems simple but
there are many problems. Sometimes, you get argumentative
people who take a lot of your time.
A. Project
B. Operation
C. Program
D. Portfolio
Portfolio
scenario given:
 Leadership meeting discussion was that the organization needs to

reduce on waste. This initiative needs to be taken across the
entire organization and will impact all divisions. The success will
highly impact the profits and employee salaries for next year.
A. Project
B. Operation
C. Program
D. Portfolio

Portfolio
scenario given:
 You have a few team managers reporting to you. Each manager
complaints of having difficulties in getting the right manpower. Team 1
wanted to get 1 resource, Team 2 wanted 3 resources, and Team 3
forecasted a need of 5 recourses by next month. When you analyzed this
closely, you found that the Team 3 manager blocked 2 resources and
they are underutilized until next month. You take the resources from
team 3 and allocated them to Team 1 and Team 2, since all the projects
share common skill sets.
A. Project
B. Operation
C. Program
D. Portfolio
Portfolio
scenario given:
 You are managing the construction of a residential township. As per the
blueprint, it comprises of 7 high-rise buildings and 30 low-rise studio
apartments.
A. Project
B. Operation
C. Program
D. Portfolio
What is project failure?
 Going over budget

 Delivering late
 Failure to meet client expectations
 Getting it wrong
 Disenchanted team
Client
 Getting sued
Unhappy
Team Boss
Why do projects fail?
 Poor planning
 Lack of understanding of the scope
 Poor communication
 Poor team behaviours
 Poor change control
 Poor quality
 Poor Project Management
Challenges of Project Management?
 So what is Project Management?
The role of PM
Project Management Body

of Knowledge Elements
• Scope
• Cost
• Quality
• Time
• Communication
• Contracts
• Risk
• Human Resource
 The PM creates a project plan which
• Stakeholder
is the roadmap for the project, then
Engagement
tracks progress and initiates
• Integration
corrective action when required.
The Idea Behind Formalizing PM
 Use structure to combat scale and complexity

 Make future possibilities more predictable, foresee problems,
develop contingency plans
 Thoroughness – Checklists as a way of being sure
 Forces us to confront things that are hard to think about in detail
– Helpful even when the details don’t unfold as expected
– Eisenhower: “The plan is nothing. Planning is everything.”
 A danger…
– Structure can become an end in itself
• Obsession with documents, milestones
– A distraction or, worse, a constraint on the ability to adjust plans
Preparations for
the Project
Creating a Project Organization
 Define who is going to do what

– Define roles and responsibilities
– Identify people, resources; ensure their commitment to project
– Identify a project leader, specify her/his authority and responsibilities
 Important questions:
– Who is the PM? What decisions are within PM’s area of authority? Is
this authority sufficient to carry out the project?
– Who is on team? Full-time or part-time? What are their areas of
expertise? Their roles?
– Who is the project sponsor? Is he or she at sufficiently high level in the
organization to provide the project with the support it needs to have a
good chance of success?
Defining the Project’s Objectives and
Scope
 Make sure the proposed project is well understood and all
stakeholders agree on what it will accomplish
– Clearly spell out expected outcomes, deliverables, objectives
– Agree scope – what’s in, what’s not in
– Document agreements formally, inwriting, to surface/eliminate
ambiguity in different stakeholders’ expectations
– What is the scope?
– What does the project need to accomplish?
– By when?
Formal Objective Statement
Put a man on the moon and

return him safely to Earth by
the end of the decade at a cost
of $9 billion.
Scope: Put a man on the moon and return him safely to

Earth.
Schedule: By the end of the decade.
Resources: At a cost of $9 billion.

Formal Objective Statement
 A Formal Objective Statement

– Short, simple language, unambiguous
– Should Scope, Resources, and Schedule
 The advantage in keeping it short and simple: Longer statements

offer greater opportunity for people to come away with different
understanding of what the project will accomplish while mistakenly
assuming they have reached agreement
Setting Up Project Norms
 Determine how the project will “operate” from day to day

– Set norms for meetings, updates, communication
– Establish “official” processes for logging, reviewing, updating progress
on issues
– Set norms and escalation procedures for disagreements and
unresolved issues
– What do we do when we encounter a new problem?
– Who do we go to for help in making decisions?
– How do we check progress on a known issue?
The Humble Checklist
 One of the most useful concrete tools in issue tracking

– A running list of “open issues”
– Log issue, assign priority and problem solving owner, current status,
resources assigned to address
– Revisit list on a regular basis (daily, weekly)
 Super simple, super valuable
Defining the Scope
Defining the Scope - Example
 The family has grown – we need more room
 We need two more bedrooms at lowest possible cost for a

standard comparable to our existing home. If we have
anything left from 200k then we would like to add a bathroom
and rumpus.
 Investigate moving to another house

 Investigate extending existing house
 Decide – in this case we extend
 Investigate under vs sideways
 Decide/Broad strategy – we will build two new bedrooms, a new

rumpus and bathroom downstairs by raising the house and
building in similar style and standard to the existing
 Two bedrooms, one rumpus, one bathroom under existing

residence
 Budget 200k
 Completion 6 months
 Timber framed walls, chamferboard externally, concrete slab on
ground, tiled floor finish, plasterboard walls, painted finish
 All design, permits, electrical wiring included
 Owner will supply tapware, light fittings
Work Breakdown Structure

as a Project Management Tool
Work Breakdown Structure (WBS)
 Need to identify all of the work required by a project

– Identify tasks and sub-tasks
– Assign “owners” for each task
– Estimate how long each task will take
– Are all tasks identified?
– Do all tasks have owners?
– How long will it take to do each task?
Example WBS – a study and report

1 Develop Background Data 4 Evaluate Potential for Treatment
1.1 Coal Use Data 4.1 Waste Treatment Technologies
1.2 Physical Characteristics 4.2 Direct Waste Reuse
1.3 Regulatory Considerations 4.3 Potential for Waste Recovery
2 Conduct Case Studies 5 Assess Cost Impacts
2.1 Select Case Study Sites 5.1 Regional Impacts
2.2 Prepare briefing documents 5.2 National Impacts
2.3 Develop Data Management Plans 6 Project Reporting
2.4 Visit Case Study Sites 6.1 Topical Reports
2.5 Compile Engineering Info 6.2 Background Data
2.6 Identify Constraints 6.3 Case Study Site Visits
2.7 Collect Waste Samples 6.4 Waste Sampling/Analysis
2.8 Analyze Waste Samples 6.5 Draft Report
3 Estimate Disposal Costs 6.6 Final Report
3.1 Develop Computer Cost Models 7 Project Management
3.2 Perform Preliminary Designs 7.1 Budget and Schedule Control
3.3 Estimate Costs 7.2 Client Liaison
7.3 Maintenance of Project Records
7.4 Define Manpower and Schedule
7.5 Technical Quality Control
WBS Practicalities
 Certain categories of tasks are often overlooked

– Planning and design, approval processes, testing, routine production of
deliverables
 For large, complex projects, there will always be tasks made

necessary by unexpected problems that you can’t anticipate
– But traditional logic calls for extensive planning to be as thorough as
possible
– This traditional logic can be debated
• Is it sometimes better to “get on with it” – to discover the unexpected
sooner – rather than continuing to plan? If so, in what conditions? For which
kinds of projects?
• This is an advanced project management topic…
WBS: Top down vs. Bottom up
 You can create a WBS top down or bottom up

– Top down – Start with largest work groupings and break into smaller
and smaller pieces
– Bottom up – Brainstorm specific low level tasks, group them into larger
groupings
 Might want to do both and compare, reconcile
WBS
 Will be used in managing scope

 Will be used in managing time
 Will be used in allocating resources
 Will be used in estimating cost
 Will be used in tracking actual expenditure
 Will be used in tracking progress
 So… Design it wisely!!
WBS as s scope control tool
 If you cannot find it in the WBS, is it in the project scope?
 Gradual inclusion of minor extra items in the scope known as

SCOPE CREEP
 SCOPE CREEP is slow, insidious, and has killed many project

budget and schedule
1. Design (including site investigations)

2. Permits
3. Siteworks
High Level
4. Concretework
5. Wall framing Work Breakdown Structure (WBS):
6. Electrical basic building block of
7. Plumbing the project plan
8. Cladding
9. Tiling
10. Painting
1. Design (including site investigations)

2. Permits
3. Siteworks
4. Concretework
5. Wall framing
6. Electrical
7. Plumbing
8. Cladding
9. Tiling
10. Painting
Quiz
 Scope is defined completely by the client in the brief

A. True
B. False
Quiz
 The same WBS should be used for tracking scope,

budget, and schedule
A. True
B. False
Quiz
 The WBS is always two levels deep

A. True
B. False
Quiz
 The level of detail required in the WBS is

A. As much as is available
B. As much as you need
C. As much as the client wants
D. As little as possible
Quiz
 A vague scope…
A. Is good because it helps keep the project flexible
B. Makes it harder for the client to hold you to
account
C. Will cause problems
D. Allows the team to be responsive to client wishes
Reading & Computer Lab

Reading – Weeks 1-2
 Read Managing Projects Large and Small (Weeks 1-2)

– Chapter 1: Project Management As a Process
– Chapter 2: The Cast of Characters
Computer Lab and Workshop/Tutorial
 Computer Lab starts in Week 2 on Wednesday 1st August (1400-

1650) & Friday 3rd August (1000-1150)
– 1st lab exercise will be released on Wednesday 1st August
– 1st lab exercise due: 2000 on Monday 13th August
 Workshop/Tutorial will start in Week 3 on Wednesday 8th August
– Problem Set 1 will be released on Tuesday 7th August

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Introduction to Project

What is a Program and a Portfolio?

 A program is a collection of related projects

 A portfolio is much more aligned to the organization’s vision and

Project, Program and Portfolio

Quiz – Project, Operation, Program &

 Leadership meeting discussion was that the organization needs to

Quiz – Project, Operation, Program &

What is project failure?

 Going over budget

Challenges of Project Management?

 So what is Project Management?

Project Management Body

The Idea Behind Formalizing PM

 Use structure to combat scale and complexity

Creating a Project Organization

 Define who is going to do what

Formal Objective Statement

Put a man on the moon and

Scope: Put a man on the moon and return him safely to

Resources: At a cost of $9 billion.

 A Formal Objective Statement

 The advantage in keeping it short and simple: Longer statements

Setting Up Project Norms

 Determine how the project will “operate” from day to day

 One of the most useful concrete tools in issue tracking

 Super simple, super valuable

Defining the Scope

 The family has grown – we need more room

 We need two more bedrooms at lowest possible cost for a

Defining the Scope - Example

 Investigate moving to another house

 Decide – in this case we extend

 Investigate under vs sideways

 Decide/Broad strategy – we will build two new bedrooms, a new

 Two bedrooms, one rumpus, one bathroom under existing

Work Breakdown Structure

 Need to identify all of the work required by a project

Example WBS – a study and report

 Certain categories of tasks are often overlooked

 For large, complex projects, there will always be tasks made

WBS: Top down vs. Bottom up

 You can create a WBS top down or bottom up

 Might want to do both and compare, reconcile

 Will be used in managing scope

 So… Design it wisely!!

WBS as s scope control tool

 If you cannot find it in the WBS, is it in the project scope?

 Gradual inclusion of minor extra items in the scope known as

 SCOPE CREEP is slow, insidious, and has killed many project

1. Design (including site investigations)

Defining the Scope - Example

1. Design (including site investigations)

 Scope is defined completely by the client in the brief

 The same WBS should be used for tracking scope,

 The WBS is always two levels deep

 The level of detail required in the WBS is

Reading & Computer Lab

 Read Managing Projects Large and Small (Weeks 1-2)

Computer Lab and Workshop/Tutorial

 Computer Lab starts in Week 2 on Wednesday 1st August (1400-

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