innovation in construction project management€¦ · innovation in construction project management...

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Innovation In Construction

Project Management

Dr.Amjad AlshabatatPhD,MBA,PfMP,PMQ,VMA

DirectorARCADIS

Introduction

• Project & Process:• A Project is a Temporary Endeavor Undertaken to Create A Unique Product, Service, or Result.

• Projects are Temporary and Unique.

• Processes are Ongoing and Repeatable.

Programs

A program is a group of related projects ,subsidiary programs, and program activities that are managed in a coordinated manner toobtain benefits not available from managingthem individually

Project, Program, and Portfolios

Projects

A Project Is A Temporary EndeavorUndertaken To Create A Unique Product,Service, Or Result.

PortfoliosA portfolio is a collection ofprojects, programs , subsidiaryportfolios, and operationsmanaged as a group to achievestrategic objectives

Organizational Strategy

Sample Portfolio

ProgramA

Shared Resources and Stakeholders

ProgramB

ProgramC

PortfolioA

ProgramB1

Project1

Project2

Project3

Project4

Project5

Project6

Project7

Project8

Project9

Operations

Project Management’ Bodies

• IPMA (International Project Management Association) Is An International Body That Incorporates Some 50 National Bodies. Swiss – Based

but Know Quite Well Throughout Europe And The UK. Accredits Project Manager To Four Different Levels D (Certified Project Management

Associate, The Lowest Level) to A (Certified Project Director, the Highest Level).

• AIPM (Australian Institute Of Project Management) Is An Australian Body That Developed Its Own Competency – Based Framework To Assess

Project Managers. In 2009, AIPM Joined IPMA AND Work Is Currently Being Done To Align The Two Competency Frameworks. AIP, ONLY

CERTIFIES People To Three Levels That Correspond To IPMA LEVEL D,C And A

• PMI (Project Management Institute) is a US-based organization, whose accreditation Scheme has been

widely adopted by US-based multinational organisations. This makes their accreditation the most accepted

worldwide . However, it does vary significantly from the competency-based approach of IPMA and AIPM.

PMI Demand that candidates prove their knowledge by sitting an examination on the Project Management

Body of Knowledge Has Become one of the two Best know standard processes for project management .(

The other one , Called PRINCE2, is more interested in the control of Project than the implementation of

them, and is less useful for training.)

PMI( Project Management Institute)

• Certification Types

Portfolio Management Professional

PfMP

Program Management Professional

PgMP

Project Management Professional

PMPPMI Risk Management

Professional

PMI – RMPPMI Scheduling

Professional

PMI –SPPMI Agile Certified

Practitioner

PMI-ACPPMI Professional in Business Analysis

PMI-PBA

Certified Associate in Project Management

CAPM

PMI Scheduling Professional (PMI –SP)

Project Management Process Groups And Knowledge Areas Mapping

Knowledge Area

Project Management Process GroupsInitiating Process

GroupPlanning Process

GroupExecuting Process Group

Monitoring And ControllingProcess Group

Closing ProcessGroup

• Project IntegrationManagement • Develop Project Charter • Develop Project Management Plan

• Direct And Manage Project Work• Manage Project Knowledge

• Monitor And Control Project Work• Perform Integrated Change

Control

Close Project or Phase

• Project Scope Management

• Plan Scope Management. • Collect Requirements.• Define Scope .• Create WBS.

• Validate Scope • Control Scope

• Project Schedule Management

• Plan Schedule Management• Define Activities • Sequence Activities • Estimate Activity Durations• Develop Schedule

• Control Schedule

• Project Cost Management

• Plan Cost Management • Estimate Costs • Determine Budget

• Control Costs

• Project Quality Management

• Plan Quality Management • Manage Quality • Control Quality

• Project ResourceManagement

• Plan Resource Management • Estimate Activity Resources

• Acquire Resources• Develop Team• Manage Team

• . Control Resources

• Project Communications Management

• Plan Communications Management • Manage Communications • Monitor Communications

• Project Risk Management

• Plan Risk Management• Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan Risk Responses

• Implement Risk Responses • Monitor Risks

• Project ProcurementManagement

• Plan Procurement Management • Conduct Procurements • Control Procurements

• Project StakeholderManagement

• Identify Stakeholders • Plan Stakeholder Engagement • Manage Stakeholder Engagement • Monitor Stakeholder Engagement

1

2

3

4

5

6

7

8

9

10

No

Project Management

SkillsTools

Techniques

Knowledge

Innovation

If you want something new, you have to stop doing something old.Peter Drucker

Innovation = Ideas + Execution + AdoptionJag Randhawa

All companies desire growth. But without some innovations, the opportunities may be limited. And even if the firm does have a few successful innovations, failure can still occur if the company focuses on past successes without developing a culture for continuous and sustainable innovations.

Harold Kerzner

Project Management & Innovation

Innovation is often unstructured and requires people to utilize those portions of the brain that focus on free thinking, creativity, brainstorming, and alternative analyses .Project management, on the other hand, is very structured, with a well-defined scope, and often with a very low tolerance for any creativity or brainstorming that is believed to be out of scope.

Harold Kerzner

The Traditional Project Management Methodology/Philosophy May Not Be Able To Tackle Some Issues And Risks In Construction Projects, Innovative Ideas Will Be Needed.

Amjad Alshabatat

Situational

Innovation

CREATIVE

ANALYSIS

SUCCESS

Innovative

IDEA

Supervising Consultant’ Pm Shall Have A Proactive Role Not A Reactive Especially When The Project Is At Risk.

The Three Constraints In A Project: Scope, Cost, And Time

Time

Quality

Contractor

ClientConsultant

Main Constraints & Stakeholders

Project’s Description Case Study

Identifying Challenges , Issues , And Risks Related To The Project

1- Existence Of Nearby Concrete Reservoir Of One Million M³ Capacity Which Was The Main Supply Of The City& 90,000m3 Steel Reservoir, Approximately At 200m From Project Boarders. Heavy Blasting To Demolish TheRocky Mountain Was A Major Activity In The Project.

Concrete Reservoir Of One Million M³ Capacity

90,000m3

Steel Reservoir

2- Low project management / EHS awareness.


3- Diverse Cultures


4- Heavy Population In The City Of Makkah Approximately 2 Million Which Increases To Around 4 MillionDuring Pilgrimage Season, And Access’ Constraints, Created Logistics Complexity & Reduced Work Timing.


5 -Technical Challenges


Areas Of Innovation

Change Management

Value Engineering

IT Program

Communication Management

Communication Management

Amjad Alshabatat

X+Y+Z=D

Change Management

“ To improve is to change, to be perfect is to change often” Winston Churchill

Change Management

Unfreeze Change Freeze

Amjad Alshabatat

Course of Actions, as per Lewin’s Change Process :

Amjad Alshabatat

I have added and imbedded in this theory what I called

(Shock-Negative and Shock-Positive)

Before and during the unfreeze stage,there should be an explanation about thecurrent status and its negative impacts,this shall come as a shock to prepare them(client and contractor) for the unfreezestage, without this shock the change willnot start. The shock will come with clearevidences that the current approach willlead to a disaster which will be one of itsimpacts not achieving the project’s target.

During and after the Freeze stage, withevidences that this new approach hasvery positive impacts on the project andon other projects if applied.These two shocks have been explainedand presented during meetings,presentations and lectures I presented.

Shock-Negative Shock-Positive

Amjad Alshabatat

The Software Program

The challenges such as the need to have exact information,how to recover the completion plan, and the difficulties to usethe available software in the market motivated me to create aneasy software program to steer, monitor and control most ofthe project’s activities.

Amjad Alshabatat

Main Screen

1

Shows Monitoring AndControlling The Project In TermsOf Planned Progress And ActualProgress As Well As The ElapsedTime Of The Project

Amjad Alshabatat

Project Resources

Amjad Alshabatat

Time-Recovery

2

Shows The Recovery Process Of The Project Based On The Available Resources As Well As Their Production Rate

Amjad Alshabatat

Quality Control

3

Shows Storing And Retrieving Processes For Main Documents Of The Project

Amjad Alshabatat

Tanks’ Design

4

The Design’s Calculations Of Tank In Terms Of Number Of Shells, The Thickness Of Shells, And Annular Ring Based On API 650 Standard.

Amjad Alshabatat

Major Impact: Delay

Activities’ DurationsShall Be Reduced

Value Engineering(Analysis)

Value = Function / Resources

• Information Phase

Activity Initial duration Updated duration Action

X A A’

Y B B’

Z C C’

Many Of The Activities Have Been Squeezed, But One Of Them Which Deserve To Be Highlighted Is The Disposal Of The Excavated Rocks To The Dumbing Area

• Function Analysis Phase

• Creative Phase

• Evaluation Phase

• Development Phase

• Presentation Phase

• Contractor Plan was to use 30 Trucks, where a Truck can Accommodate Approximately 20 m3/trip, Hence a Maximum

Total of 4,800 m3/day (8 trips per day based on geography & traffic analysis) can be Transferred/day.

• This Activity Alone May Take Almost 208 Days (One Million m3 of Rock) to Complete the Dumbing.

• Nearest Dumbing area was almost 10km away from the Site Premises

Dumping Area

منى

Riprap

Please don´t forget to collect your

CPD certificate during the event

from any of theCPD collection

points.

THANK YOUfor attending the presentation

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