Gov. Pablo Borbon Campus II, Alangilan, Batangas City, Philippines 4200 WWW - Batstate-U.edu - PH Telefax: (043) 300-4044 Locs. 106-108
Gov. Pablo Borbon Campus II, Alangilan, Batangas City, Philippines 4200 WWW - Batstate-U.edu - PH Telefax: (043) 300-4044 Locs. 106-108
Gov. Pablo Borbon Campus II, Alangilan, Batangas City, Philippines 4200 WWW - Batstate-U.edu - PH Telefax: (043) 300-4044 Locs. 106-108
IE 530
Engineering Management
PROJECT PLANNING
PROJECT MANAGEMENT
TOTAL QUALITY MANAGEMENT
RISK MANAGEMENT
Nisortado, Harold
Panaligan, Kerby
Panganiban, Glycel
Pasia, Kristhel Joy
Pateña, Jean Ellize
Rosales, Karisa
Sabido, Mikee
Solis, Kimberly
Talaoc, Limmuel
Villano, Dhankay
Villanueva, Kim Gerard
ChE - 4301
Project Deliverables
To define project scope, one needs to refer project requirements. The project planner needs
to list down project deliverable items unambiguously stating whether they are ‘In Scope’
or ‘Not in Scope’. So, project scope is about outlining the project deliverables. Based on
project scope, project planner(s) create(s) work break down structure (WBS).
Milestones
A milestone marks a significant event in the project. Generally, project sponsors would
refer to list of milestones to trace project delivery in respect of timeline & cost overrun.
Gantt chart
Generally, this is where project sponsors start pushing for aggressive project deadline
which might have been indicated/ agreed earlier and sometimes it becomes a real problem.
Thus, human resource plan identifies and document the staffing requirements – skillset,
roles, responsibilities and also establish the reporting structure of the project resources. It
also provides the staffing plan which specifies timeline of acquisition & release of staff.
To arrive at human resource plan, project planner need to refer organization structure &
figure out necessary changes and compliances required for project requirement. Companies
may have following organization structure:
1. Hierarchical Organization
2. Matrix Based Organization
3. Flat organization
6. Supporting Plans
1. Risk Management Plan
2. Communication Plan
3. Procurement Plan
Conclusion
One of the critical factors to succeed in project management is to have comprehensive & detailed
project plan; yet have the flexibility to adapt appropriately based on the uncertain circumstances
PROJECT MANAGEMENT
Objectives:
Build a common understanding of the principles, practices and methodologies of project
management
Share best practices related to project management
Develop a community/network of project managers as a support system with on-going
resources for each other
What is a Project?
A project is defined as planned set of interrelated tasks to be carried out over a fixed and
defined period of time and within certain cost and other limitations to create a unique product,
service or result. It consists of a specific set of operations designed to accomplish a singular goal.
Project Constraints
A development project has to manage four basic constraints: scope, schedule, budget and
quality. The success of a project depends heavily on the ability, skills and knowledge of the project
manager to take into consideration these constraints and develop the plans and processes to keep
them in balance.
Scope: the boundaries of the project
Schedule: the time to complete the project activities
Budget: the funding available to cover all expenses of the project
Quality: achieving the expectation of the stakeholders
B. Supporting Processes
1. Team Management. This includes the processes required to make the most
effective use of the people involved with the project. The steps during a team
management process are team identification, team building, team evaluation,
and team improvement.
2. Stakeholder Management. Stakeholders are all the people who have an
interest in the project, they are the most critical element for the success of the
project. The steps in this process are stakeholder mapping, stakeholder
relationship building, stakeholder evaluation, and stakeholder management
improvement.
3. Information Management. This includes the steps required to ensure timely
and appropriate generation, collection, dissemination, storage, and ultimate
disposition of project information. The steps in information management are
information planning, information management, information evaluation, and
information improvement.
4. Risk Management. This includes the processes concerned with identifying,
analyzing, and responding to project risks. The four steps in risk management
are risk planning, risk monitoring and response, risk evaluation, and risk plan
improvement.
5. Contract Management. This includes the processes required to manage the
three types of contracts: grants, sub-grants and procurement contracts. Contract
management consists of four steps: develop the proposals, contract award,
review performance, and updates
Project Manager is a specifically trained individual hired to perform a specific function
within the organization to handle the project management needs.They work well under
pressure and are comfortable with change and complexity in dynamic environments.
Also, project managers implement controls to assess performance and progress against the
established schedule, budget and objectives laid out in the project management plan. Teams
of workers involved in a project often do not work together and effective project
management requires strong communication and negotiation skills. Their contributions to
the management include:
1. Cultivation of the people skills needed to develop trust and communication among
all of a project's stakeholders: its sponsors, those who will make use of the project's
results, those who command the resources needed, and the project team members.
2. They have a broad and flexible toolkit of techniques, resolving complex,
interdependent activities into tasks and sub-tasks that are documented, monitored
and controlled.
3. They adapt their approach to the context and constraints of each project.ç
4. They improve their own and their teams' skills through lessons-learned reviews at
project completion.
Objectives of TQM
Meeting the customer’s requirements is the primary objective and the key to
organizational survival and growth.
The second objective of TQM is continuous improvement of TQM is continuous
improvement of quality. The management should stimulate the employees in
becoming increasingly competent and creative.
Third, TQM aims at developing the relationship of openness and trust among the
employees at all levels in the organization.
3. Process-centered
Focus on process thinking is a fundamental part of TQM. A process is a series of
steps that take inputs from suppliers (internal or external) and transforms them into
outputs that are delivered to customers (again, either internal or external). The steps
required to carry out the process are defined, and performance measures are
continuously monitored in order to detect unexpected variation.
4. Integrated System
It is the horizontal processes interconnecting vertically structured departments that
is the focus of TQM.
Everyone must understand the vision, mission, and guiding principles as
well as the quality policies, objectives, and critical processes of the
organization. Business performance must be monitored and communicated
continuously.
Every organization has a unique work culture, and it is virtually impossible
to achieve excellence in its products and services unless a good quality
culture has been fostered. Thus, an integrated system connects business
improvement elements in an attempt to continually improve and exceed the
expectations of customers, employees, and other stakeholders.
Benefits of TQM
Greater customer loyalty Reduced service calls
Market share improvement Higher prices
Higher stock prices Greater productivity
Reasons for FAILURE:
TQM fails because:
Top management sees no reason for change
Top management is not concerned for its staff.
Top management is not committed to the TQM program.
The company loses interest in the program after six months.
The workforce and the management do not agree on what needs to happen.
Urgent problems intervene.
TQM is imposed on the workforce, which does not inwardly accept it.
No performance measure or targets are set, so progress cannot be measured.
Processes are not analyzed, systems are weak and procedures are not written down.
RISK MANAGEMENT
Risk in itself is not bad; risk is essential to progress, and failure is often a key part of
learning. But we must learn to balance the possible negative consequences of risk against
the potential benefits of its associated opportunity. (Van Scoy, 1992)
Risk management is a series of steps whose objectives are to identify, address, and
eliminate software risk items before they become either threats to successful software
operation or a major source of expensive rework. (Boehm, 1989)
a. Risk Identification
There are some specific factors to consider when examining project, product, and
business risks. Some examples of these factors are listed here, although this list is meant to
stimulate your thinking rather than to be an all-inclusive list.
People risks Organizational and managerial
Size risks risks
Process risks Customer risks
Technology risks Estimation risks
Tools risks Sales and support risks
Spontaneous and sporadic risk identification is usually not sufficient. There are various
risk elicitation techniques the team can use to systematically and proactively surface risks:
Meeting
Checklists/Taxonomy
Comparison with past projects
Decomposition
b. Analyze
After risks have been identified and enumerated, the next step is risk analysis.
Through risk analysis, we transform the risks that were identified into decision-making
information. In turn, each risk is considered and a judgment made about the probability
and the seriousness of the risk. For each risk, the team must do the following:
Assess the probability of a loss occurring.
Assess the impact of the loss if the loss were to occur.
c. Prioritize
After the risks have been organized into a risk table, the team prioritizes the risks by
ranking them. It is too costly and perhaps even unnecessary to take action on every
identified risk. Some of them have a very low impact or a very low probability of occurring
or both. Through the prioritization process, the team determines which risks it will take
action on.
d. Plan
Risk management plans should be developed for each of the “above the line” prioritized
risks so that proactive action can take place. These actions are documented in the Action
column of the Risk Table (Table 2). Following are some examples of the kinds of risk
planning actions that can take place:
Information buying
Contingency plans
Risk reduction
Risk acceptance
e. Mitigate
Related to risk planning, through risk mitigation, the team develops strategies to
reduce the possibility or the loss impact of a risk. Risk mitigation produces a situation
in which the risk items are eliminated or otherwise resolved. These actions are
documented in the Action column of the Risk Table (Table 2). Some examples of risk
mitigation strategies follow:
Risk avoidance
Risk protection
f. Monitor
After risks are identified, analyzed, and prioritized, and actions are established, it is
essential that the team regularly monitor the progress of the product and the resolution of
the risk items, taking corrective action when necessary. This monitoring can be done as
part of the team project management activities or via explicit risk management activities.
Often teams regularly monitor their “Top 10 risks.”
g. Communicate
On-going and effective communication between management, the development team,
marketing, and customer representatives about project risks is essential for effective risk
management. This communication enables the sharing of all information and is the
cornerstone of effective risk management.
h. The Stakeholders of Risk Management
The three stakeholders are involved in risk management.
The developer must systematically and continually enumerate all the possible risks
related to technical capability and making the schedule.
The manager must lead the team to follow the risk management process to
proactively manage the project risks. The manager must also allocate resources for
proactive risks management.
The customer must participate in the continual identification of risks.
REFERRENCES:
https://www.projectinsight.net/project-management-basics/basic-project-management-
https://www.pmi.org/about/learn-about-pmi/what-is-project-management [Accessed 11
Jun. 2017].
Rouse, M. and Pratt, M. (2016). What is project management? - Definition from
Pmi.org. (n.d.). Who are Project Managers | PMI. [online] Available at:
2017].