Agile project management in the construction industry - An ...
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Transcript of “is really about delivering value”epsmg.jkr.gov.my/images/3/32/SEMINAR_PP_JKR_-_What... · -...
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WHAT IT TAKES TO BE A COMPETENT
PROJECT MANAGER
Tan Sri (Dr) Ir. Jamilus Hussein
President / CEO
KLIA Premier Holdings Sdn Bhd
Seminar Pengurusan Projek
Change We Must…For RMK-11
18th November 2015 – Hotel Park Royal Kuala Lumpur
The essence of Project Management
The value of the project
to the Client
to the Contractors & sub-contractors
to the Consultants
to the Public at large
“is really about delivering value”
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Delivering value
It involves not just to meet the Client’s project implementation objectives in
time, budget, quality, & scope
but includes the
strategic, technical, & commercial
aspect of the project.
PM is a science…
it relies on proven & repeatable processes & techniques
to achieve project success.
PM is an art…
it involves managing & relating to people,
and require the project manager to apply intuitive skills
in situation that are totally unique for each project.
A good project management methodology provides
the frameworks, processes, guidelines and techniques
to manage the people and the workload thus increases
the odds of being successful.
The Art & Science of PM
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The Science of PM = Hard Skills
‘Tools and Techniques’ in whatever form does not make any person or group more effective – they just makes them more efficient in carrying out a set of tasks.
IT & CT – only/greatly assist to accomplish tasks more efficiently.
The Art of PM = Soft Skills
Communication
External issue management
Business & financial acumen
Leadership
Organizational/Conflict & relationship management/Team Building
Strategic thinking
Problem-solving & Decision-making
Flexibility & Creativity
Trustworthiness
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Reasons why organizations use project management
Increased understanding of the project and its purpose
Clarification and alignment with organizational goals
Ability to define and control project scope
Prioritization of functional and project activities
Ability to identify, monitor and track milestones
Accurate projection of resource requirements
Capability and mechanisms to measure performance
Improved assessment and mitigation of project risks
Improved communication amongst project participants
Identification and communication of problem areas
Early identification & proactive management of project
issues & risks
Merits of Project Management
The Concept & Role of PM in Construction Industry
The Rightful Roles :
- The Client determines the WHAT.
- The Construction industry determines the HOW.
- The Construction Industry is obligated to results,
based on key role of Project Management in
conceptual development, optimisation of know-how
and innovative processes.
- Independent role of Project Management in protecting
Client’s overall interest is assured as it is the
Project Managers main interest.
- Independent Project Management will result in
the right balance throughout the Project between
Budget, Quality, Time, Information & Organization
forcing all involved Parties to clearly focused on
Client’s aim and objectives.
- The (non-technical) Client can focus on his
principal role in the Project without placing
a load on his organization. Thus, retaining his
valuable resources for his Core Business.
Cli
en
t
Co
nstr
ucti
on
In
du
str
y
WHAT
Project Management
HOW
Sub-Contractors
Disciplinary Consultants
Main Contractor &
Lead Consultant
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Project Management Managerial Context
Stakeholders
Project Development Environments
Skill Staff
Systems
Structure
MGT Style
Strategy
Mission
Wh
at
Ho
w
Critical Success Factors
Shared Values
Cultural behavior & strong traditions
Roles, Responsibilities, Powers & Structure
Management & Administrative Procedures
Recruitment of Skilled Staff as a result of above
Determination of Project’s Managerial Approach
External Project Environment
Project Sponsor
Project Manager
and
Project Team
Consulting Engineers
Corporate Enterprise and its business purpose
General Construction
EXTERNAL PROJECT ENVIRONMENT
Primary
End Users
Secondary
End Users
Government
Agencies
Professional
Associations
Legislative
Authorities
Public
Media
Clients
Representatives
Local Authorities
Government
Ministries
Local
Municipality
Financiers
Shareholders
(Main) Client
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Internal Project Environment
ProjectSponsor
ProjectManager
andProject Team
ConsultingEngineers
Corporate Enterpriseand its business purpose
GeneralConstruction
Board ofDirectors
Corporate Policy
Facility Planning & Standards
Finance/Accounting/Payments
Audit
Legal
Marketing
Operations
User Coordination
ContractAdmin
Labour Relations
Trade Coordination
Shop Drawings
Expediting
Health, Safety, Security & Environment
Cost Control
Quality Control
Construction Supervision
Special Suppliers
Trade Contractors
Bonds arrangements & Insurances
Major Suppliers
Architectural
Structural
Mechanical
Electrical & ICT
Energy preservation
Acoustics/Noise
Conveying
Process, Evironmental& other Specialists
Quality Assurance
Quality InspectionEstimating
Scheduling
Project Admin
Phased Project Development
How How to Make
Design Phase
Procurement Phase
Project Phasing
Dividing the Overall Project Development into
Distinct Project Phases.
Each with their unique Development Content.
Formulating UPFRONT
how the Execution Processes takes place,
Making the Total Development Scope MANAGEABLE!
Idea
Inception
Phase
P1
Preserve
O&M
Phase
P6
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
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The Project Controlling Principle
T
C
Q
I
O
Controlling Aspects
Project Result
Detailed Plan & Approach
for next Phase
Broad Plan for
subsequent Phases
Each Development Phase must be
Controlled to ensure the Project Development is in accordance with the
set Project END RESULT or
GOAL
Each Phase will be subjected to Controlling Processes in
Time, Cost, Quality, Organization & Information
PROJECT MANAGEMENT PRINCIPLES
Idea What How How to
Make
Do Preserve
Initiative Phase
Definition Phase
Design Phase
Procurement Phase
Construction Phase
O&M Phase
Project Phasing
Achieved Result
Decision-making
Operation &
Maintenance
Program
T C Q I O
Implementation
Program
T C Q I O
Project
Design
T C Q I O
Project
Program
T C Q I O
Project
Inception
Remaining Scope
T C Q I O Control
Leads to a Decisive, Controlled and therefore Manageable Overall Process!
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The 3 Cornerstones of Project Management
Decision-making
C
O
N
T
R
O
L
P h a s i n g
This represents the BASIS for the Project Management Working Method
The Managerial Integration
Idea What How How to
Make
Do Preserve
Initiative Phase
Definition Phase
Design Phase
Procurement Phase
Construction Phase
O&M Phase
Project Phasing
Achieved Result
Decision-making
Operation &
Maintenance
Program
T C Q I O
Implementation
Program
T C Q I O
Project
Design
T C Q I O
Project
Program
T C Q I O
Project
Inception
Remaining Scope
T C Q I O Control
Leads to a Decisive, Controlled and therefore Manageable Overall Process!
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PROJECT MANAGEMENT PRINCIPLES
Idea What How How to
Make
Do Preserve
Initiative Phase
Definition Phase
Design Phase
Procurement Phase
Construction Phase
O&M Phase
Project Phasing
Achieved Result
Decision-making
Operation &
Maintenance
Program
T C Q I O
Implementation
Program
T C Q I O
Project
Design
T C Q I O
Project
Program
T C Q I O
Project
Inception
Remaining Scope
T C Q I O Control
Leads to a Decisive, Controlled and therefore Manageable Overall Process!
PROJECT MANAGEMENT GOOD PRACTICES
“Project Life Cycle Variables”
Cost to
Phase 1
Conceive
Phase 2
Develop
Phase 3
Execute
Phase 4
Finish
Planning Execution
Total Project Life Cycle
Decre
asin
g O
pp
ort
un
ity
Inc
reasin
g C
os
t
Time
Constructive
Opportunity Destructive
Intervention
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Need and intention to built (incl. initial thought on facility)
Feasibility studies & Technical & economic study
Project Budget
Project brief – design, technical, cost, quality, time parameters
External & Internal Stakeholders
How How to Make
Design Phase
Procurement Phase
Project Phasing
Idea
Inception
Phase
P1
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
Idea
P1 Inception
Phase
Master Plan, Business Plan, Strategies, Roadmaps
Project Organization & Operational Scheme, Control
Systems, Communication Plan
Project Activities Approaches & Strategies, 4D Planning,
Master Implementation Prog.
Integrated logic Network Prog, Interface Mgt System
Detailed Project Activities Schedules & Sub-schedules P
lanners
Leve
l of
Conce
ptu
al &
Managerial Skill
s
Level of Conceptual & Managerial Complexity of Projects
Strategic Planning
Tactical Planning
Master Programming
Multi- Disciplinary
Singular Disciplinary
Level 1
Level 2
Level 3
Level 4
Level 5
Deliverable/s
Level of Planning
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Requirement capture from Internal & External Stakeholders
Scope of Work, Deliverables, time & budget
Technical & Design Concept (incl. site condition, soil investigation & functionality)
Project implementation strategy
Master Implementation Programme
Organizational structure, System & Procedure
QA/QC, Communication & information plan
Document Control Centre
What
P2 Definition
Phase
How How to Make
Design Phase
Procurement Phase
Project Phasing
Idea
Inception
Phase
P1
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
KLIA Timing Strategy: “Master Implementation Programme”
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KLIA Formal Communication Strategy
Detail design development, materials search
Value engineering
Procurement strategy, tender documentation
Detail cost estimate & budget, cost control system
Performance & technical specifications
Approval of the Client
Design Concept / Detail Design Management Organization
How
P3 Design Phase
How How to Make
Design Phase
Procurement Phase
Project Phasing
Idea
Inception
Phase
P1
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
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Procurement (Contract) Strategy
Due to Time constraint to complete and operate within 6 years from point of
decision to build (normal 10-12 years) a Fast-track strategy was crucial.
Fast-track Design and Build
Fast-track Conventional
Conventional
A combination of all (running parallel), depending on the size, scope, and complexity:
Tendering process & Award
Evaluation Criteria
Spreadsheet Presentation for Comparison of different Tender Proposal / Pricing
Recommendation
Evaluation Team
How How to Make
Design Phase
Procurement Phase
Project Phasing
Idea
Inception
Phase
P1
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
How to Make
P4 Procurement
Phase
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Site planning
Detail construction work programs (incl. interfacing)
Contract administration
Design & technical site review & adjustment
QA/QC, HSSE implementation & control
Operational readiness & maintenance plan
Testing, commissioning, & handover (incl. CF)
Construction Management Organization
How How to Make
Design Phase
Procurement Phase
Project Phasing
Idea
Inception
Phase
P1
Do
Construction Phase
P5 P4
P3
What
Definition Phase
P2
Do
P5 Construction
Phase
PM and Contractor Construction Management Organization
Cli
en
t
Co
nstr
ucti
on
Ind
ustr
y
WHAT
Project Management
HOW
Sub-Contractors
Disciplinary Consultants
Main Contractor &
Lead Consultant
PD/PM
Contractor Org
Planning &
Integration
Quality
QA/QC
Cost
Contract
Risk
Design Dev
Engineering
(Consultants)
Client
HSSE
PD/PM
PM Org
Planning &
Integration
Quality
QA/QC
Cost
Contract
Risk
Design Dev
Engineering
Client
HSSE
PD/PM
PM Org
Construction Management
&
Supervision
Project Management
Organization
Contractor
Construction Management
Organization
Both organization
compliment to work towards
Project objectives
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