MIT1_040s09_lec01

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MIT OpenCourseWarehttp://ocw.mit.edu

1.040 Project Management

Spring 2009

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1.040/ 1.4011.040/ 1.401

Pr oj ect Managem entPr oj ect Managem entSpring 2009Spring 2009

Course IntroductionCourse Introduction

Fred Moavenzadeh

Depart ment of Civil and Environmental EngineeringDepart ment of Civil and Environmental Engineering

Massachuset t s Inst it ut e of TechnologyMassachuset t s Inst it ut e of Technology

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OutlineOutline

IntroductionIntroduction

Course InformationCourse Information

Lecture OutlineLecture Outline

T.A.T.A.

Students; Background, Interests, &Students; Background, Interests, &

ExpectationsExpectations

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Project ManagementProject Management

Focus of ClassFocus of ClassConstruction Projects;Construction Projects;

Primarily Infrastructure ProjectsPrimarily Infrastructure Projects

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TopicsTopics

The Course is divided in three parts:The Course is divided in three parts:

Part 1: Project FinancePart 1: Project Finance

Part 2: Project EvaluationPart 2: Project Evaluation

Part 3: Project OrganizationPart 3: Project Organization

There will be a few Guest LecturersThere will be a few Guest Lecturers

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Term Project (1.401)Term Project (1.401)

Step 1: Preliminary Project ProposalsStep 1: Preliminary Project Proposals

Step 2: Project DetailsStep 2: Project Details

Step 3: DeliverablesStep 3: Deliverables

ReportReport PresentationPresentation

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DESIGN CLOSEOUTDEVELOP-

MENT DIVESTMENTOPERATIONS

Construction PhasesConstruction Phases

& Class Topics& Class Topics

FEASIBILITYANALYSIS

PROJECTMANAGEMENT

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Construction Phases

Strategic Planning, or conceptualization The need for a project isidentified, so that specific Objectives are achieved Alternative

projects (including the do-nothing option) are examined System DesignThe approach for addressing the organizations

strategic concerns is established during systems design Therequirements are translated into specific technical specifications

Detailed Design is the phase in which the optimal systems designis translated into a detailed technical implementation scheme

Development refers to the implementation of the detailed design

Operations and Lifecycle Support represents the period during

which the project yields benefits to the organization DivestmentThe initial design again determines the potential for

proper divestment in the context of the sociopolitical and naturalenvironment

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Feasibility Studies and PreliminariesFeasibility Studies and Preliminaries

Understanding project finance and evaluationUnderstanding project finance and evaluation Helps understand economic challenges faced by ownerHelps understand economic challenges faced by owner

and contractorand contractor

Risk managementRisk management

Deciding on fundamentals of contractDeciding on fundamentals of contract

Delivery systems (organizational method)Delivery systems (organizational method) Contract type (how pay?)Contract type (how pay?)

Award method (how decide who hired?)Award method (how decide who hired?)

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MENT DIVESTMENTOPERATIONSFEASIBILITY

ANALYSIS

PROJECTMANAGEMENT


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Design PhaseDesign Phase

EstimationEstimation

Successive estimates producedSuccessive estimates produced Planning & SchedulingPlanning & Scheduling

WBSWBSWeb Based SchedulingWeb Based Scheduling

Deterministic & probabilistic schedulingDeterministic & probabilistic scheduling

Resource planningResource planning

SimulationSimulation

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Project DynamicsProject Dynamics

AsAs--planned vs. asplanned vs. as--built (e.g., errors and changes)built (e.g., errors and changes)

Significance of feedbacksSignificance of feedbacks -- CounterCounter--intuitive effects ofintuitive effects of

policies (e.g., overtime)policies (e.g., overtime)

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MENT DIVESTMENTOPERATIONSFEASIBILITY

ANALYSIS

PROJECTMANAGEMENT


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1. The phases of1. The phases of-- DevelopmentDevelopment

-- Close OutClose Out

Resource SchedulingSimulation

Basics of Project Monitoring and Control

Changes and Claims

Earned Value Analysis

Quality Reviews and Audits

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Resource Scheduling

Simulation


Changes and Claims



Resource Scheduling

- How to allocate resources ($, time, etc.) to execute a given task efficiently-Trade offs between conflicting/competing resources

Tools: graphical analyses, programming (linear, integer, heuristic, etc.)

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Changes and Claims



Simulation

- Involves mathematical description/representation of the management process

- Helps identify optimal schedules and decisions

- Helps to quickly determine impact of alternative schedules

-Tools: algorithms implemented on computers

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Project Monitoring and Control

Changes and Claims



Project Monitoring and Control

-How to track your project costs, schedule (time), and other resources- Helps ascertain whether targets are being met

- Needed so that due changes can be made to schedule as and when necessary

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Changes and Claims



Changes and Claims

-What are the causes of time delays, cost overruns, change orders?

- How can such problems be prevented or mitigated

- Conflict resolution

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Changes and Claims




-is a snapshot in time (as the project is in progress)- compares work plan vs. actual work progress

- is a standard method of (a) measuring project progress at any given point in time,(b) updating forecasts of completion date and final cost,

- Is an early warning system to detect deficient or endangered progress.

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Changes and Claims




-Quality Control (typically done by owners inspectors at the end of major production phases.

- Quality Assurance (typically done by contractor throughout the production, incl. raw materials

- Audits and QA/QC Reviews (retrospective in nature)

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2. Related Topics2. Related Topics

-- Risk and Uncertainty, etc.Risk and Uncertainty, etc.

MIT1_040s09_lec01

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