01

Commissioner of Police rtd

02
PhD(Civil Engineering) - UNIBEN

03 MBA (Strategic Mgt) – UNILORIN

04 M. Eng - UNIBEN CHUKWUMA KATCHY PhD
05 BSc UNILAG Professional qualifications
06 Dip Law Ado-Ekiti 1. Certified PPP Specialist (ip3).
2. Certified PPP Professional (CP3P)
Author of the book 3. Project Management Professional
“Public Private Partnership” (PMP)
4. COREN Registered Engr. C.Eng
 PLANNING
&
IMPLEMENTATION
OF ENGINEERING
PROJECTS
 A temporary endeavour undertaken to create a unique
product
What is a
project? Temporary

A unique product

Progressive elaboration
 • Identifying requirements;
• Addressing the various needs, concerns, and
expectations of the stakeholders in planning and
executing the project;
Managing a • Setting up, maintaining, and carrying out
project? communications among stakeholders that are active,
effective, and collaborative in nature;
• Managing stakeholders towards meeting project
requirements and creating project deliverables;
• Balancing the competing project constraints, which
include, but are not limited to:
•○ Scope, ○ Quality, ○ Schedule, ○ Budget, ○ Resources, and
○ Risks
 ○ Scope/Quality,
Triple ○ Schedule,
Constraint ○ Budget,
○ Enterprise Considerations, and
○ Customer satisfaction
 Constrain Optimize Accept
Triple
Constraint

Budget
Time
Scope/Quality
Project Life Cycle is the series of phases that a project passes
through from its initiation to its closure.

Project Management Life Cycle is the series of phases to manage

a project its initiation to its closure.

There is no universal consensus on what should be included in each

phase or where each should start or end.

The definition, name & scope of each phase, is arbitrary

What is clear is what has to be done to successfully develop a

project.
 Project Management life Cycle
pmi

Initiating Planning. Implementation. Monitoring & Closing PROJECT

Control
 1. Initiating
This is a high level planning. It is performed to define
a new project or a new phase of an existing project
by obtaining authorization to start the project or
1Initiating phase. The sponsor leads the project through the
initiating processes until formally authorized, and
plays a significant role in the development of the
initial scope and charter
 2. Planning
Those processes required to establish the scope of
the project, refine the objectives, and define the
course of action required to attain the objectives
2. Planning that the project was undertaken to achieve.
 3. Implementation
Those processes performed to complete the work
defined in the project management plan to satisfy
the project specifications.
3. Implementation
 4. Monitoring and Control
Those processes required to track, review, and
regulate the progress and performance of the
project; identify any areas in which changes to the
plan are required; and initiate the corresponding
4. Monitoring changes
 5. Closing
Those processes performed to finalize all activities
across all Process Groups to formally close the
project or phase.
5. Closing
 •Project Scope Management
•Project Quality Management
•Project Time Management
Knowledge Areas •Project Procurement Management
•Project Costs Management
•Project Stakeholders management
•Project Human Resources Management
•Project Risk Management
•Project Communications Management
•Project Integration Management
 •Project Scope Management
Project Scope Management includes the processes
required to ensure that the project includes all the
Knowledge Areas work required, and only the work required, to
complete the project successfully. Managing the
project scope is primarily concerned with defining
and controlling what is and is not included in the
project
•Scope Management
WBS. The WBS is a hierarchical decomposition of the total scope of work to
be carried out by the project team to accomplish the project objectives and
create the required deliverables. Each descending level of the WBS represents
an increasingly detailed definition of the project work.
 •Project Time Management
Project Time Management includes the processes
required to manage the timely completion of the
Knowledge Areas project
 •Project Costs Management
Project Cost Management includes the processes
involved in planning, estimating, budgeting,
Knowledge Areas financing, funding, managing, and controlling costs
so that the project can be completed within the
approved budget
•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 for which it was
undertaken. Project Quality Management uses policies and procedures to
implement, within the project’s context, the organization’s quality
management system and, as appropriate, it supports continuous process
improvement activities as undertaken on behalf of the performing
organization. Project Quality Management works to ensure that the project
requirements, including product requirements, are met and validated.
•Project Human Resources Management
Project Human Resource Management includes the processes that organize,
manage, and lead the project team. The project team is comprised of the
people with assigned roles and responsibilities for completing the project.
Project team members may have varied skill sets, may be assigned full or
part-time, and may be added or removed from the team as the project
progresses. Project team members may also be referred to as the project’s
staff. Although specific roles and responsibilities for the project team
members are assigned, the involvement of all team members in project
planning and decision making is beneficial. Participation of team members
during planning adds their expertise to the process and strengthens their
commitment to the project
•Project Communications Management
Project Communications Management includes the processes that are
required to ensure timely and appropriate planning, collection, creation,
distribution, storage, retrieval, management, control, monitoring, and the
ultimate disposition of project information. Project managers spend most
of their time communicating with team members and other project
stakeholders, whether they are internal (at all organizational levels) or
external to the organization. Effective communication creates a bridge
between diverse stakeholders who may have different cultural and
organizational backgrounds, different levels of expertise, and different
perspectives and interests, which impact or have an influence upon the
project execution or outcome.
 •Project Risk Management
Project Risk Management includes the processes of
conducting risk management planning,
Knowledge Areas identification, analysis, response planning, and
controlling risk on a project. The objectives of
project risk management are to increase the
likelihood and impact of positive events, and
decrease the likelihood and impact of negative
events in the project.
•Project Procurement Management
Project Procurement Management includes the processes necessary to
purchase or acquire products, services, or results needed from outside the
project team. The organization can be either the buyer or seller of the
products, services, or results of a project.
Project Procurement Management includes the contract management and
change control processes required to develop and administer contracts or
purchase orders issued by authorized project team members.
Project Procurement Management also includes controlling any contract
issued by an outside organization (the buyer) that is acquiring deliverables
from the project from the performing organization (the seller), and
administering contractual obligations placed on the project team by the
contract.
•Project Stakeholders management
Project Stakeholder Management includes the processes required to identify
the people, groups, or organizations that could impact or be impacted by the
project, to analyze stakeholder expectations and their impact on the project,
and to develop appropriate management strategies for effectively engaging
stakeholders in project decisions and execution. Stakeholder management
also focuses on continuous communication with stakeholders to understand
their needs and expectations, addressing issues as they occur, managing
conflicting interests and fostering appropriate stakeholder engagement in
project decisions and activities. Stakeholder satisfaction should be managed as
a key project objective
 Power/interest matrix
High

• B

Keep Manage
Satisfied Closely
• H
• A • F
Power
• G • C
Keep
Monitor
Informed
• E
• D
Low
Interest
Low high
•Project Integration Management
Project Integration Management includes the processes and activities to
identify, define, combine, unify, and coordinate the various processes and
project management activities within the Project Management Process Groups.
In the project management context, integration includes characteristics of
unification, consolidation, communication, and integrative actions that are
crucial to controlled project execution through completion, successfully
managing stakeholder expectations, and meeting requirements. Project
Integration Management includes making choices about resource allocation,
making trade-offs among competing objectives and alternatives, and managing
the interdependencies among the project management Knowledge Areas. The
project management processes are usually presented as discrete processes with
defined interfaces while, in practice, they overlap and interact.
 CONCLUSION

Successful projects need to be initiated, planned,

implemented, monitored and controlled and closed
out.
If a project fails, then there is an error in one of the
Project Management phases,
The end