Management of Change Advanced Planning | My Assignment Tutor

www.derby.ac.ukCivil Engineering ConstructionManagement6HX503Session 8A PROJECT MANAGEMENTUpdate on where quality fitsinto good Project ManagementManagement of ChangeAdvanced PlanningThe Portfoliowww.derby.ac.ukTODAYS AGENDA1. Update on the module week 8 out of 122. Management of Change3. Project Management4. Advanced Planning Tools5. Stakeholders6. Tutorial 8Bwww.derby.ac.ukManagement• Roads• Railways• Airports• Flood Defences• Water & Waste• Services• Local Authorities• Utilities• Environment• Factories• Business• Retail• Leisure• Community FacilitiesSAFETYQUALITYFINANCIALTECHNICALCOMMERCIALHUMAN RESOURCESwww.derby.ac.ukExamples of Contexts• Large projects• Buildings• Road Improvement Scheme• Design Organisation• House Building Scheme (Not extensions!)• Bridge Inspection• Asset Managementwww.derby.ac.ukAdvantages of QMS• Create a more efficient, effective operation• Increase customer satisfaction and retention• Reduce audits• Enhance marketing• Improve employee motivation, awareness, andmorale• Promote international trade• Increases profit• Reduce waste and increases productivity.www.derby.ac.ukWhat are the benefits of an ISO 9001: 2015Quality Management System?• Shows that you provide products and services of consistentquality;• Shows that you provide products and services that:– meet the customer’s requirements,– comply with the law and legislation,– meet the organisation’s own requirements;• Can help you streamline your business processes andcontinuously improve them.• There are two additional benefits:• ISO 9001 helps you increase customer satisfaction;• ISO 9001 is positive for your image: you show that you comply withinternationally recognised quality standards. This is often arequirement for customers and suppliers to do business with you.www.derby.ac.ukwww.derby.ac.ukLINKS WITH OTHER STANDARDSwww.derby.ac.ukwww.derby.ac.ukTechnical / Quality• Procedures to comply with standards BS, DMRB• Company Procedures relating to:– Quality Management eg. Recording, NCR– Maintenance Inspection Servicing– Project Organisations• Project Planning• Operational Manuals• Stakeholders• Progress Management– Meetings– Briefingswww.derby.ac.ukManagement Systems Planning Procedures• Budgets• Bar Charts Resource Schedules• Method Statements Risk assessments• Sub Contracts• Contingencyo 24 hour Day Night workingo WeatherTechnical Procedures• Surveying• Design• Setting Out• Quality Assurance• Specifications• Audit & CheckSite Set Up – Procedures• Stakeholders• Security & Control• Planning of access• Induction ArrangementsSite Procedures• Delivery Machines• Excavating Machinery• Lifting Use of Cranes• Movement of PlantSafety Procedures General• Briefing• PPE• Safety monitoring• Safety initiatives• Working at heighto Ladderso Scaffolding www.derby.ac.ukFinance and Commercial• Commercial• Contracts• Planning• Valuations• Budgets• Forecasts• Cost Control• Cost-ValueReconciliationwww.derby.ac.ukTHE MATURE CONTRACTS!• Early Contractor Involvement• Emerging Cost Contact– Crossrail – Farringdon– Cost Reimbursement– NO Overall Target Cost– Every Programme Item target costedincentives for savings and no overruns– Rapid set-up with Options to vary scopewww.derby.ac.ukTHE FUTURE• Ever changing• Increase turnover• Repeat business• Negotiated work• Control overheadKEY POINTS• Discipline• No Complacency• No Black Holes• Quality Product• Negotiated Work• Repeat BusinessFINANCIAL FORECASTINGwww.derby.ac.ukCOSTING ELEMENTS• Costs in Period & Costs to Date– Labour– Materials– Plant– Sub Contractors– Other Charges £££www.derby.ac.ukEmployment Law• Employment Rights Act 1996• Employment Act 2002– Maternity Paternity Adoption– Dispute Resolution– Equal Pay– Discipline and Grievance• Equality Act 2010– Race, Sex, Disability, Agewww.derby.ac.ukThe Key Elements OfHuman Resources Management• Resourcing – Organisational Designand Grading Structures• Terms and Conditions• Recruitment Induction• Training and Development• Performance Management &Discipline• Annual Leave & SicknessMonitoring• Rewards• Pensions Services• Counselling• Restructuring & Redundancywww.derby.ac.ukGood Practice• Job Descriptions• Safety Responsibility Statements• Performance Reviews• Communications• Development Plans• Monitoring KPI’s– Turnover– Vacancy gapwww.derby.ac.ukwww.derby.ac.uk6HX503 Civil Engineering ConstructionManagementAssignment Title: Management Portfolio(3000-4000 words – 15-20 pages)Tips:•Working System to justify processes•Link to context as much as possible•Include all parts•Recommendations•Include examples; It is not necessary to submit a full document; a screen shot ofthe title page will suffice.•The report should be well written and presented. The projects used as casestudies should be clearly stated. The use of charts, tables and other illustrationsto simplify and facilitate understanding of processes are strongly recommended.www.derby.ac.ukWHAT IS A PROJECT?Any temporary endeavours or tasksundertaken to create a unique product orservice.Every project has a definite beginning and adefinite end.The service or product should be different insome Distinguishing way from all similarServices or Productswww.derby.ac.ukStakeholders• Public at large• Utilities• Emergency Services• Agencies• Government Central & Local (& very local!)• Businesses National & Local• Pressure Groups• Professional Bodies & Associations• Voluntary Groups Clubs and Associations• Unionswww.derby.ac.ukKey points• As the work you do and the projects you run becomemore important, you will affect more and morepeople. Some of these people have the power toundermine your projects and your position. Othersmay be strong supporters of your work.• Stakeholder Management is the process by whichyou identify your key stakeholders and win theirsupport. Stakeholder Analysis is the first stage ofthis, where you identify and start to understand yourmost important stakeholders.• The first stage of this is brainstorm who yourstakeholders are. The next step is to prioritizethem by power and interest, and to plot this on aPower/Interest grid. The final stage is to get anunderstanding of what motivates your stakeholdersand how you need to win them around.www.derby.ac.ukwww.derby.ac.ukThe six ‘M’ s’ of Planning– Men.– Materials.– Machines.– Methods.– Money and;– Management.www.derby.ac.ukwww.derby.ac.ukBirminghamBull Ring Redevelopmentwww.derby.ac.ukUNCERTAINTY• PROMOTES DELAY ANDINTERRUPTION• CANNOT PREDICT OR PLAN– LEADS TO• MAXIMUM PAYMENTS• MINIMUM EFFICIENCY• MORE CLAIMS• MORE STRESSwww.derby.ac.ukFour definitions• The application of knowledge, skills, tools and techniques to projectactivities in order to meet or exceed stakeholders needs andexpectations from the project (Duncan, 1999).• Application of planning techniques and managerial controlmethods (Okoroh, 2000)• The defining, planning, scheduling and controlling of the tasks thatmust be completed to reach the project goal, and the allocation ofthe resources necessary to perform those tasks (Lowery).• Involves the overall planning, control and co-ordination of a projectfrom inception to completion aimed at meeting the client’srequirements and ensuring completion on time, within cost and tothe required quality standards (CIOB, 1990).WHAT IS PROJECT MANAGEMENT?www.derby.ac.ukESSENTIAL FEATURESTIME QUALITYSCOPE COSTPROJECTwww.derby.ac.ukElements in a Client’s strategyOrganisationProcurementCLIENTProject BriefControl SystemIt’s easier to put a project team in place around this kind of structurewww.derby.ac.ukPROJECT EXAMPLES• Stonehenge• Pyramids• Great Wall of China• The Channel Tunnel• Millennium Dome• The Humber Bridge• Wembley Stadium• West Coast Main Line Upgrade• Markeaton Campus• Scottish Parliament Building• St Pancras International• London Olympics 2012• Crossrail 2018www.derby.ac.ukwww.derby.ac.uk• Different Client!• Different Location!• Different Design!• Different ContractorUNIQUENESS OF PROJECTSwww.derby.ac.ukPROJECTS– Well defined objectives (result)– Complex or Simple– Defined time-scale, cost resource budget– Phased life-cycle (Specific start and end)– Compromise between duration, cost andquality– Sequenced Activitieswww.derby.ac.ukProject characteristics strongly relatedto both perceived failure and success(Presence of these characteristics willimprove project success while absencewill contribute to failure)www.derby.ac.ukProject characteristics strongly related toboth perceived failure and success(Presence of these characteristics will improve project success whileabsence will contribute to failure)■ Goal commitment of project team■ Accurate initial cost estimates■ Adequate project team capability■ Adequate funding to completion■ Adequate planning and control techniques■ Minimal start-up difficulties■ Task (vs. social) orientation■ Absence of bureaucracy■ On-site project manager■ Clearly established success criteriawww.derby.ac.ukPROJECT CRITICAL SUCCESS FACTORSStrategic plans – must be properly defined to ensure thatthe project can be produced to technicalspecification, on time and on budget.The 4 Factors that will affect management of a project■ Project Definition■ Project objectives■ Standards■ Technical requirements(Morris, 1988, 1994).www.derby.ac.ukwww.derby.ac.ukwww.derby.ac.ukSt. PancrasSt. Austell• International Station• The Eden Projectwww.derby.ac.ukwww.derby.ac.ukLiverpool• Albert Dock Redevelopmentwww.derby.ac.ukMANAGEMENT OF CHANGE• PEOPLE– Teams and their members– Communication with changing stakeholders• THE PROJECT– Scope and timeframes– Detail• WHAT’S ROUND THE CORNER– Contingency Planning– PEST analysis(Political Economic Social Technologicalwww.derby.ac.ukTHE ELEPHANT CONCEPT• I couldn’t eat a whole one!• Huge problems• Bite a bit off each time• Can you see the problems?www.derby.ac.ukSIX STEPS TO DEAL WITH CHANGE• Joint Diagnosis of problems• Develop shared vision• Foster consensus for new vision• Spread revitalisation through all units• Institutionalise revitalisation through systems• Monitor and adjust strategieswww.derby.ac.ukPlanning Tools• Simple– Estimating time accurately Scheduling simple projects• Planning for small and medium sized projects– Gantt Charts Critical Path Analysis & PERT• Advanced Planning– Effective planning for middle-sized projects – ThePlanning Cycle Planning Large Projects – UsingPlanning and Management Methodologies• Winning support for projects– Stakeholder Analysis and Stakeholder Managementwww.derby.ac.ukA. SIMPLE TOOLSEstimating time accuratelyScheduling simple projectswww.derby.ac.ukESTIMATING TIME ACCURATELYAccurate time estimation is a skill essential to goodproject management. It is important to get timeestimates right for two main reasons:• Time estimates drive the setting of deadlines fordelivery of projects, and hence peoples’ assessmentsof your reliability• They often determine the pricing of contracts andhence their profitability.Usually people vastly underestimate the amount of timeneeded to implement projects. This is true particularlywhen they are not familiar with the task to be carried out.www.derby.ac.ukADJUSTMENTS & ALLOWANCESOther high urgency tasks to be carried outwhich will have priority over this one• Accidents and emergencies• Internal meetings• Holidays and sickness in essential staff• Contact with other customers, perhapsto arrange the next job• Breakdowns in equipment• Missed deliveries by suppliers• Interruptions• Quality control rejectionswww.derby.ac.ukB. PLANNING FOR SMALL ANDMEDIUM SIZED PROJECTS• Gantt Charts• Microsoft Project• Network Analysis– Activity on the Arrow (Arrow Diagramming)– Activity on the Node – Precedence diagramming• PERT – Programme Evaluation & Review Technique• CPA – Critical Path Analysiswww.derby.ac.ukwww.derby.ac.ukPERT(Program Evaluation and Review Technique)PERT is a variation on Critical Path Analysis that takes a slightlymore skeptical view of time estimates made for each project stage.To use it, estimate the shortest possible time each activity will take,the most likely length of time, and the longest time that might betaken if the activity takes longer than expected.Use the formula below to calculate the time to use for each projectstage:shortest time + 4 x likely time + longest time———————————————————–6This helps to bias time estimates away from the unrealistically shorttime-scales normally assumed.www.derby.ac.ukPROGRAMMING TECHNIQUES:NETWORK ANALYSISTechniques:• Logic – The order in which activities are to be accomplished• Activity on the Arrow – Arrow diagramming• Activity on the Node – Precedence diagrammingCritical Path Method• Development of CPM – Du Pont Company for constructing major chemicalplants in the USA and the Central Generating Board in the UKProgramme Evaluation and Review Technique (PERT)• Network- Analysis originated in the USA and UK between 1956-1958.• Development of PERT – US Navy control of contracts for the Polar Missileprogramme.www.derby.ac.ukYour PortfolioEACH SECTION• 1/2 pages– Essential Systems– Standard Company Systems– Quality Enhancement Areas– Target setting• Examples from actual industry systems (2-3)ENDComments on improvement areas as a conclusion tothe portfolio

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