cm1 - midterm reviewer

The fundamental process of management.

DECISION-MAKING

The process of making choices by identifying a decision, gathering information, and assessing alternative resolutions

DECISION-MAKING

Is a judgment.

DECISION

It is a choice between alternatives

DECISION

is the limiting factor in decision-making

Time

is a unique resource and its supply is totally inelastic and absolutely irreplaceable.

Time

is very important in decision-making

Time budgeting

does not start with his work. He starts with his time.

Effective manager

An inability to make a decision due to over-thinking a problem

ANALYSIS PARALYSIS

An individual or a group can have too much data. The result is endless wrangling over the upsides and downsides of each option, and an inability to pick one.

ANALYSIS PARALYSIS

REASONS FOR POOR DECISION (3)

ERROR MADE IN THE DECISION PROCESS:

BOUNDED RATIONALITY

SUB-OPTIMIZATION

Some managers demonstrate an inability to make a decision, sitting down on matters, when the decision should have long been rendered

ERROR MADE IN THE DECISION PROCESS:

Refers to the limit as control in making decision because of costs, human abilities, time, technology and the availability of information.

BOUNDED RATIONALITY:

The result from each different department’s attempt to reach a solution that is optimum for their department.

SUB-OPTIMIZATION:

  A diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.

DECISION TREE ANALYSIS:

The series of phases that a project passes through from its start to its completion.

PROJECT LIFE-CYCLE

It provides the basic framework for managing the project

PROJECT LIFE-CYCLE

TYPES OF LIFE-CYCLE (5)

PREDICTIVE

ITERATIVE

INCREMENTAL

ADAPTIVE

HYBRID

·        The project scope, time, and cost are determined in the early phases of the life cycle.

PREDICTIVE LIFE CYCLE

·        Any changes to the scope are carefully managed.

PREDICTIVE LIFE CYCLE

may also be referred to as waterfall life cycles.

PREDICTIVE LIFE CYCLE

The project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product increases

ITERATIVE LIFE CYCLE

Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.

ITERATIVE LIFE CYCLE

·        The deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame.

INCREMENTAL LIFE CYCLE

The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration

INCREMENTAL LIFE CYCLE

·        Are agile, iterative, or incremental.

ADAPTIVE LIFE CYCLE

·        The detailed scope is defined and approved before the start of an iteration.

ADAPTIVE LIFE CYCLE

also referred to as agile or change-driven life cycles

ADAPTIVE LIFE CYCLE

A combination of a predictive and an adaptive life cycle.

HYBRID LIFE CYCLE

Those elements of the project that are well known or have fixed requirements follow a predictive development life cycle, and those elements that are still evolving follow an adaptive development life cycle

HYBRID LIFE CYCLE

A collection of logically related project activities that culminates in the completion of one or more deliverables

PROJECT PHASE

Is held at the end of a phase

PHASE GATE

·        The application of knowledge, skills, tools, and techniques to project activities to meet project requirements is accomplished through the appropriate application and integration of the project management processes identified for the project

PROJECT MANAGEMENT

Defined as projects, programs, subsidiary portfolios, and operations managed in a coordinated manner to achieve strategic objectives

PORTFOLIO

may include work that is operational in nature

PORTFOLIO

Defined as related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually

PROGRAM

include program related work outside the scope of the discrete projects in the program

PROGRAM

·        A logical grouping of project management processes to achieve specific project objectives.

PROCESS GROUP:                      

process groups (5)

INITIATING

PLANNING

EXECUTING

MONITORING AND CONTROLLING

CLOSING

knowledge area (10)

INTEGRATION

SCOPE

SCHEDULE

COST

QUALITY

RESOURCE

COMMUNICATIONS

RISK

PROCUREMENT

STAKEHOLDER

Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase

INITIATING PROCESS GROUP:

Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

PLANNING PROCESS GROUP: 

Those processes performed to complete the work defined in the project management plan to satisfy the project requirements.

EXECUTING PROCESS GROUP

·        Those processes required to track, review, and regulate the progress and performance of the project;

MONITORING AND CONTROLLING PROCESS GROUP: 

who identify any areas in which changes to the plan are required

MONITORING AND CONTROLLING PROCESS GROUP: 

who initiate the corresponding changes

MONITORING AND CONTROLLING PROCESS GROUP: 

Those processes performed to formally complete or close the project, phase, or contract

CLOSING PROCESS GROUP

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.

PROJECT INTEGRATION MANAGEMENT

Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully

PROJECT SCOPE MANAGEMENT

Includes the processes required to manage the timely completion of the project.

PROJECT SCHEDULE MANAGEMENT

Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget

PROJECT COST MANAGEMENT

Includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.

PROJECT QUALITY MANAGEMENT

Includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

PROJECT RESOURCE MANAGEMENT

Includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.

PROJECT COMMUNICATIONS MANAGEMENT

Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.

PROJECT RISK MANAGEMENT

Includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.

PROJECT PROCUREMENT 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

PROJECT STAKEHOLDER MANAGEMENT

Today’s master builder is a collaborative team with diverse skills and expertise

PROJECT PLAYERS

·        Many, many players are involved, and they all make a valuable contribution to the effort while at the same time adding to the complexity of the process.

PROJECT PLAYERS

·        It is very important to understand the various roles and responsibilities of these many players as they influence the construction management process.

PROJECT PLAYERS

·        No construction would ever be accomplished without owners.

OWNER

they are the driving force behind the construction industry.

OWNER

·        Their demands for housing, commercial facilities, industrial products, and infrastructure are the chief motivation to build.

OWNER

two types of design professionals

architects, engineers

·        engaged in the construction process, and each deals with different parts of the project design.

DESIGN PROFESSIONALS

deal with the function, life safety issues, and aesthetics of the building

Architects

deal with the systems

engineers

They typically work together to complete the design function with one or the other taking the lead, depending on the type of facility being constructed

DESIGN PROFESSIONALS

·        works with both the architect and the engineer on a regular basis throughout the construction process.

construction manager

Architects are licensed professionals trained in the art and science of building design

ARCHITECTS

·        They transform the owner’s program into concepts and then develop the concepts into building images and plans that can be constructed by others.

ARCHITECTS

·        creators of the aesthetic solution— they are the concept and idea people. 

Design Architects

Their function first and foremost is to come up with the creative expression

Design Architects

They convey their ideas to their design staffs through sketches and schematic renderings

Design Architects

They work from preliminary sketches and concept drawings provided by the design architects. 

Architectural Technicians

·        design the timber, concrete, or steel structural systems that support a building and basically hold it up to withstand the forces of wind, gravity, and seismic activity.

Structural Engineers

They design the foundations, beams, girders, and columns that make up the skeleton of the structure

Structural Engineers

Mechanical engineers design the heating, cooling, ventilating, plumbing, and fire suppression systems within a building

Mechanical Engineers

They coordinate their efforts with the architectural design, the structural design, and the electrical design

Mechanical Engineers

·        Electrical engineers design and calculate electrical loads and determine the circuitry, lighting, motors, transformers, and telecommunications needed for a building.

Electrical Engineers

They typically work closely with the architect to ensure that the owner’s expectations are met and often coordinate their efforts with the mechanical engineer

Electrical Engineers

an identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques

KNOWLEDGE AREA

design roads, bridges, tunnels, dams, site drainage, parking lots, runways, and water supply and sewage systems

Civil Engineers

·        considered one of the oldest engineering disciplines, encompasses many specialties.

Civil engineering

·        the ones who take the bare land and excavate it, move it, drill it, and shape it to meet the needs of the architectural design and the construction.

Civil Engineers

one of the most unpredictable and expensive aspects of any construction project, and good design makes all the difference in the world.

Site work

·        Landscape architects deal with the building site and outside environmental issues surrounding the structure.

Landscape Architects

They are involved with such things as plantings, sidewalks, retaining walls, and water features to enhance the project.

Landscape Architects

They may be hired directly by the owner or be a consultant to the architect

Interior Designers

They deal with the building’s interior finishes or schemes and make decisions regarding furniture selection and placement, paint colors and accessories, light fixtures, window treatments, floor finishes, and ceiling treatments.

Interior Designers

·        professional responsible for all construction activities whether they work as a general contractor, a construction manager, or a specialty contractor.

constructor

WHO DEFINED THE TERM constructor

American Institute of Constructors

also known as the prime contractor

GENERAL CONTRACTORS

·        enters into a contract with the owner to deliver the construction project in accordance with the plans and specifications that have been prepared by the architects and engineers.

GENERAL CONTRACTORS

They may or may not actually perform any of the actual construction work with their own forces

GENERAL CONTRACTORS

GENERAL CONTRACTORS WHO perform any of the actual construction work with their own forces

self-performed work

includes estimators, schedulers, and purchasing agents

construction management staff

superintendents, foremen, field engineers, and lead workers

field management staff consists

performed under separate subcontracts with various specialty contractors

work of the trades

·        may be employed by construction management firms, general contractors, architects, engineers, owners, or specialty contractors.

The primary responsibility of the construction manager is to organize the project team to perform the construction management function.

CONSTRUCTION MANAGERS