PROJECT

MANAGEME

In order to explain the

project management
framework at PKA Ltd, we
shall take a construction
project which was
supervised by PKA Ltd for
the NGC Group.

xxx
Project Management

Table of Contents
Summary.....2
Introduction.....2
Project Management.3
Knowledge Areas and Processes..8
Initiation Process.........11
Planning Process..17
Executing Process30
Monitoring and Controlling....34
Closure........41
References...44
APPENDIX..45

Summary
The primary purpose of this document is to describe the framework that is used by the PKA Ltd
in initiating, planning, controlling and executing, and closing construction projects. This
document describes the methodology and references other documents, templates, and outlines
that are used in support of the methodology.

By defining the methodology, this document is intended to provide a common point of reference
for talking and writing about the practice of project management for construction projects within
the PKA Ltd. This common basis is intended to increase the awareness and professionalism of
those charged with the responsibilities defined in the methodology. The roles of the Executive
Committee, Sponsor, Project Manager, Stakeholders, Technical and Business Leads and other
team members are considered Critical Success Factors (CSF). A common understanding of the
requirements and the rationale behind those requirements are key factors for improving project
results.
Introduction
NGC Group is a company engaged in imports and exports and is based in Port Louis. Due to the
business which is flourishing, they have diversified and find that the office in Port Louis cannot
cater for the increasing needs of the company. As a result, they have hired PKA to find a place in
Ebene since Ebene is the place to be as a cyber-Hub and construct their headquarters there.
To be able to perform our work correctly and minimize failures in this project, we have used the
project management framework and all the processes which we always apply to projects, thus
making sure of a very high success rate and ensuring the acceptance of all the stakeholders
involved in the project.
Project
xxxxx
Project Management
Project management is probably the most important key to success when handling
developing any type of idea or concept. Adequate planning at all stages of the project,
3

particularly at the beginning will help in setting the strong base on which the whole concept can
be build. To fail to plan is to plan to fail! In order to plan, it is critical to establish at an early
stage the precise objectives of the project.
The key factors to be taken into account in planning any project are the objectives/scope of
the project, resources and time. All three are linked as shown in the following diagram and if one
of the parameters is altered, then either or both of the other two will have to change e.g. if the
scope of the project is increased, then more time and/or resources will be needed.

Scope

Cost

Time

The 5 processes with their respective objectives are:

Initiation Process
The main aim of this step is to gather the ideas and identify the intentions of a group of

people who see the need for a project and provide them with a formal, planned, resourced
and funded project. The first stage concerns identifying a need and developing an idea around
it. The benefits of such a project are identified along with costs. Eventually these are assessed
against the fit with the overall strategy of the stakeholder.
Checklist of factors to consider in step:

What is the idea which is to be developed?

Is a general description of the overall project available?

Has the need been researched and justified?

Is the project consistent with the companys strategy?

Have there been thinking on parts that will not be covered by the project and which will

be handled by another party?

Have third-parties which will influence the project been well identified?
Has the cost benefit to the company been identified taking into account long-term
recurrent costs e.g. staffing, as well as shorter-term capital costs e.g. accommodation,
equipment?
What is the impact of the investment on the companys budget for coming years?
Have there been a proper SWOT analysis done with regard to the project

implementation?

Are there the required structure (infrastructural and human resources) available to man
the project and proceed to further levels?
Is there a planned margin of action/leeway already planned for the project

implementation?

What reporting criteria will be required to help the decision-making body of the company
to take decision?
At this stage a Concept Brief will be prepared which will be submitted to the client for
assessment and confirmation that the idea has been well understood and the major areas that will
influence the project development and affluence it, have been taken into consideration before
moving to the next level. It will define the options that may be taken to proceed forward and
allow a decision to be taken at this stage.

Planning Process

xxx

Executing process

xxx

Controlling process

xxx

Closing process

xxx

xxx
1. Project Integration Management
2. xxx
.
3. Project Scope Management
xxx

4. Project Time Management

5. xxx
6. Project Cost Management
xxx

7. Project Quality Management

8. xxx
9. Project Human Resources Management
10. xxx
11. Project Communication Management
12. xxx
13. Project Risk Management
14. xxx
15. Project Procurement Management
16. xxx
The figure on the next page shows the different knowledge areas:

For the purpose of this assignment we shall consider the nine main knowledge areas and not
really the 10th one which is Project Stakeholders Management. These processes and project areas
are linked as shown in the table below.

Knowledge Areas and Processes

Project Integration Management
xxx
Project Scope Management
xxx
8

Project Time Management

xxx
Project Cost Management
xxx
Project Quality Management
xxx
Project Human Resource Management
xxx
Project Communication Management
xxx
Project Risk Management
xxx
Project Procurement Management
xxx
We shall now see each process and how the knowledge areas are linked to these processes but
also the documents that are produced.

Initiation Process
xxx
To better understand the initiation process and how it works, we shall make use of a flowchart
which shows the different steps involved in the process

xxx

Name

Position

Internal/ Project

Contact Information

External Role

Mike
Sundby

VP
HR

of Internal

Lucy
Camerena

Training
Director

Ron Ryan

Senior
Internal
HR staff
member

Internal

Project
champion

msundy@globalconstruction.com

Project
sponsor

lcamerena@globalconstruction.com

Led the rryan@globalconstruction.com

Phase I
project

xxx
Summary of the responsibilities for the initiating stage

10

An
example
can be

Planning Process

11

PLANNING FLOWCHART (1)

The Executing Process

Monitoring and Controlling

Monitoring and controlling Process

Closure
Project closure is the final stage. It involves releasing the deliverables to the customer as per the
customer requirements, ending all contracts with the suppliers, hand over the documentation to
the business, release all the resources involved in the process and communicate the closure to all
the stakeholders involved.
The flowchart involved in the process is as follows

Roles and Responsibilities

Sponsor

References
Project Management Manual (2013), Project Management, Module 6, lecture notes distributed at
Open University of Mauritius in January 2014.
Project Management Guideline (2006) - ITRM Guideline CPM 110-01

12

Project Management Institute. A Guide to the Project Management Body of Knowledge

(PMBOK Guide) 3rd Edition. 2013
Project Management Process Guidelines Flowchart - Virginia Tech. Available from
http://www.itplanning.org.vt.edu/pm/processflow.html
Project Management Methodology

APPENDIX A - Project Initiation Document

13

Reference:
Project Title:

Initiating Author:
Department:

Revision History
Date

Version

Description

Changed by

1. Introduction
Give some information on the Institution and the context of/background to the Project.
How big is it going to be and what areas will it cover?
What approach will be taken?
2. Project Objectives
2.1 Goals and Objectives
An explanation of context of goals and objectives including some detail on how they were
arrived at and who was involved (can append any detailed information if required). Objectives
give detailed support to the Goals. An example is shown:
Goals
The system will improve
job satisfaction levels
within the Institution

Objectives
It will be a tool to help staff do the job they are paid for, not an
added source of frustration
It will ease the administrative burden by allowing users to work
efficiently and effectively thus freeing time for those activities
which add greater value
Staff will have readily accessible the day-to-day information

14

they need to do their job

It will provide greater transparency for decision makers at all
levels
2.2 Critical Success Factors
How will you judge whether the objectives of the project have been met? Try to think of
measurable improvements associated with each of the objectives. Even an apparently vague goal
such as improve job satisfaction can have tangible and measurable objectives if you are
sufficiently specific about them. If you are not specific about objectives you may find it hard to
assess the value of the project.
3. Scope
3.1 Organisational Scope
Sets out how the organisation is going to approach the project including details of any intention
to secure the services of a supplier/partner.
Broad explanation of how the project will incorporate requirements of the various stakeholders
within the organisation. Also, any available details on to what extent, if any, the organisation
may be required to give access to external parties.
3.2 Logical Scope
Gives a high level overview when purchasing a system of the areas or processes covered by the
project as well as any interfacing and infrastructure details when purchasing a system it can be
useful to finalise this as part of your Invitation to Tender. An example would be key Student
Administration processes within a project scope as detailed below:

Student Administration

Programme and Module Catalogue

Quality Procedures and Checks
Enquiries
Applications and Admissions
Clearing Houses
Enrolment
Student & Community Information
Timetabling
Assessment and Examinations
Progression and Awards
Graduation
Leavers and Alumni
Research
15

 Reporting to External Bodies

Management Information Production
3.3 Temporal Scope/Phasing
This should give an overview of the time constraints and milestones, including start and end
dates where these are known. It will be helpful to break the project down into phases and
identify what is in scope for each phase (even if you cant yet set timescales for all phases). You
may need to think about:

Processes
Software Applications
Hardware
Locations
Users
Infrastructure
Interfaces
Testing

Phase:

Phase Title

Scope:
Dates/Duration:
Deliverables:
Users/Locations:

3.4 Related Projects

List any related projects (if any) with details of expected completion dates and any potential for
overlap of requirements for support resource as this could have knock-on effects re
timescales, etc. Also flag any other potential impacts and identify, where possible, any
requirement for output from the other projects.

Projects

Expected Completion

Workflow Mapping: a team is mapping the current processes relating to

student administration. There is a potential conflict with the system

April 2014

16

selection project as some members of the workflow team will be required to

contribute their process knowledge to the system selection project.

3.5 Out of Scope

If any potentially related areas have been defined as out of scope it is worth making this explicit
e.g. you are implementing a system to undertake course timetabling but not exam timetabling or
you are implementing a personnel system that does not include payroll.

4. Risks, Constraints and Assumptions

4.1 Risk Management Approach
A description of the approach you are taking can be included here, including responsibilities for
recording risks and implementing appropriate risk management strategies, as well as
communicating such information to the Project Steering Board. A fuller consideration of Risk
Management is given in the Risk Management infoKit.
4.2 Risks
In terms of recording identified risks, actions to be taken and early warning signs we recommend
that you use the JISC infoNet Risk Assessment template. This is because you will need to
review and update the risk management document throughout the course of the project. You may
however wish to summarise the main risks here or paste in details from the risk template to give
an overview of the risks perceived at the start of the project.
4.3 Constraints
This section summarises any constraints that affect the scope of your project or how you carry
out the project e.g. project staff are only available during the summer vacation, new system must
interface with another system, requirements of external bodies affect the extent to which you can
alter a process etc.
4.4 Assumptions
This is a list of assumptions on which the initial project framework and plan are based. The JISC
infoNet Project Management infoKit discusses the sort of assumptions that can cause issues if
not clarified initially. Examples may relate to many areas including: provision of infrastructure,
IT support, resource availability, communication, training, staff development, working

17

arrangements (and flexibility) and user expertise. Take particular care in defining what is
expected of people outside the project team.

Project Assumption

5. Project Organisation
5.1 Project Structure
It may be helpful to show the project structure as a diagram an example is given below:

5.2 Roles & Responsibilities

Direct resource requirements for the project should be detailed here. This should indicate the
numbers and types of staff and their estimated commitment to the project. We recommend using
the JISC infoNet Roles and Responsibilities template to record the detail of roles and

18

responsibilities as this may need regular updating during the course of the project. A summary of
that document could be pasted in or appended to this Project Initiation Document.

Project Role

Number of
People

Days per
Week

Total Days for the

Project

6. Project Control
How will the project be monitored and controlled on a day-to-day basis? How will it be
evaluated? What methods will be used to facilitate effective team working?
6.1 Issue Control
This section should define how the project team is going to deal with issues. Project issues must
be identified, prioritised and dealt with swiftly to ensure that dependent activities are not
affected. An issues log is an ideal way of keeping a record of issues as they arise and also
recording how they are resolved. The JISC infoNet Project Management infoKit provides a
template Project Controls Database (add url) that contains an issue log.
6.2 Change Control
The change control section documents what happens when someone proposes a modification to
the planned output of the project. Each Change Request should be documented (including
initiator, reasons and a description of the change required) and evaluated in terms of its impact.
The appropriate actions required to resolve the requested change can then be determined. Change
Requests can then be dealt with by the Project Steering Board, or other agreed person/group
supporting the project. The JISC infoNet Project Management infoKit provides a template
Change Request form and template control log.
6.3 Quality Assurance
What Quality Assurance measures are planned? Who will evaluate quality and when? Will an
external assessor be appointed? How will deliverables be tested and formally signed off? Is
there an agreed User Acceptance Testing mechanism?
6.4 Financial Control
Outline responsibilities for the control of expenditure and budgets. You may wish to attach the
project budget as an appendix to this document but you will need to consider the confidentiality
of such information especially where you are working with third parties.
19

6.5 Information Management

How is relevant project information to be held? There are issues here regarding quality and
availability of information it may be useful to put in place a central repository or project library
of relevant information and initiate a culture of sharing information throughout the project. The
importance of information management should not be underestimated it can be a critical
contributory factor to successful achievement of project goals.
7. Reporting
7.1 Reporting within the Project Team
This section should define how and when the project team members report progress.
7.2 Management Reporting
This section should define how and when the Project Manager reports to the Sponsor and/or
Steering Board.
8. Stakeholders
8.1 Identification and Analysis
It is useful at this stage not only to identify your key stakeholders but to undertake some analysis
of what their perceptions of your project are likely to be. This will help to show that you are
aware of their views and will help you focus communications. We recommend that you use the
JISC infoNet Stakeholder Analysis template for this purpose as the document may need regular
updating. You may wish to summarise the key stakeholders here or append your analysis.
8.2 Communication
Appropriate two-way communication with stakeholders is crucial to the success of the project.
This matrix gives examples of how you may start to think about the interested parties and the
suggested communication channels to be used for each group.

Stakeholders

Expected
Communications

Frequency

Media

Project
Steering
Board

Status reporting

In line with Project

milestones

Generally, formal reports to be

followed up by face-to-face
contact where appropriate

Issues reporting

Dependent on timing
and priority

20

Project Team

Documentation and
standards

In line with plan

Ad hoc as necessary

Central repository, managed by

project administration

Project knowledge

Group e-mail

Internal communications

Team meetings

Stakeholders

Expected
Communications

Frequency

Media

Admin User
Representative
s

Informal communication
of progress

In line with plan

Group e-mail, from project

office

Ad hoc on demand

Discussion of issues

Formal reports plus informal

communication with Project
Team

Respond to issues raised

9. Planning
9.1 Approach
This section should outline your approach to project planning. JISC infoNet advocates the
Sliding Planning Window approach as described in the Project Management infoKit.
9.2 Milestone Plan

APPENDIX B Project Charter

Appendix A.

Project Performance Plan

21

Appendix B.

Work Breakdown Structure

Appendix C.

Resource Plan

Appendix D.

Project Schedule

Appendix E.

Project Budget

Appendix F.

Procurement Plan

Appendix G.

Risk Plan

Appendix H.

Communications Plan

Appendix I.

Change and Configuration Management Plan

Appendix J.

Quality Management and IV&V Plan

22