2. Managing Real Estate Project
Means Managing Complexities
Construction projects often involve a large number of activities that
create several interfaces example
Technical interface
Organisational interface
Professional interface
Knowledge interface
Stage interface
Many To Many Relationships
3. The Complexities Are Multi Directional
Horizontal Complexity : Different knowledge Areas
Vertical Complexity : Processes & Process Groups
4. Advantages Of Integral Approach To Manage Complexities
Proactive complexity management
Fewer variations from the agreed plan
The establishment and maintenance of good relationships
among all parties
Project success for all parties involved in the project
Better value for money for builder. Subcontractor and for
customer
5. Process Management
A process is a set of interrelated actions and activities.
Project Management Best Practices Has Identified 47 Key Processes
For Effective Project Management
Each process is characterized by its inputs, the tools and techniques
that can be applied and the resulting output (Called ITTOs)
6. The Project Processes Fall Into One Of Two Major Categories
Project management processes: These processes ensure the
effective flow of the project throughout its life cycle.
Product oriented processes : These processes specify and create
the project’s product. These processes vary by application areas
as well as the phase of product life cycle.
7. Characteristics of Project Management Processes
Ensure the effective flow of the project
Apply globally and across industry groups
Iterative, repeated during the project & PLC
Output becomes an input to another process or is a deliverable
of the project
Processes are linked by their inputs & outputs
A change to one process can affect other process
Project Tailoring : The process of deciding which processes to be
used in a specific project to what extent.
8. Project Management Process Groups
Theses are the logical groups in which project management process is
divided.
There are Five process groups as per best practice framework for real
estate project management.
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
9. Project Management Process Groups
The five Process Groups have dependencies
Typically performed in the same sequence
They are independent of application areas or industry focus.
The constituent processes can have interactions
The nature of these interactions varies from project to project
and may or may not be performed in a particular order.
Process groups are not phases
10. Project Management Process Groups
Project Management Process Groups
Feasibility
Appoint Architect
Project Manager
Building Plan
Estimation
Funding
Govt Approval
Construction
Sub-contractor management
Commissioning
Managing Resources
Managing Changes
Completion Certificate
Contract Closure
Administrative Closure
Hand Over
11. ProjeMcta Mnya nTaog eMmaennyt PRreolcaetsisoensships Exist
Among Processes & Process Groups
14. Initiating Process Group
Buy-in on project feasibility & aims/objectives by all key stake
holders
Buy-in on high level cost price and sales prices
Building concept and market positioning should be ready
Land acquisition and partnership deals if any finalized
Project manager should be assigned
Construction project or phase objectives decided
Complete high level identification of all the stakeholder needs
Define the milestones and success criteria
Identify the order of magnitude (high level) budget
Ensure that the project is aligned with the organizations
strategic goals
15. Planning Process Group
Involves the architectural and engineering design of the
entire project.
The main output here is various strategies and baselines for
achieving scope, schedule and cost
Supplementary plans like quality management
communication management, risk management and
procurement management etc should be ready
Unless the project is very small, the plan details will be fairly
high level these are refined as the project moves through its
various phases or stages. This is called rolling wave planning
16. Executing Process Group
Refers to the ordering, delivering and expending key project
equipment and materials
Construction, the process of physically erecting the project and
putting the materials and equipment into place.
Collecting work performance data for quality assurance
To ensure appropriate staff are assigned at right time
Conflict resolution and problem solving among contractors
Managing procurement contracts negotiation & management
The risk and issue management and take corrective and
preventative actions
17. Monitoring And Controlling Process Group
Monitoring the construction activities against plans and
baselines.
Controlling unauthorised and unplanned changes
Quality control, recommending corrective or preventive action
Communicating the status of the project to all relevant
stakeholders
Monitoring and controlling risks
If the project includes procurements then these would need to
be administered & controlled
18. Closing Process Group
Obtain acceptance by customer to formally close project or
phase.
Handover property to owners
Conduct post project review with key stakeholders
Document lesions learned
Archive all relevant project documents
Close all procurement activities and payments to
subcontractors
Release project resources
19. Knowledge Areas
A knowledge area basically refers to an area of specialization which
includes a set of concepts, key words and activities specific to that
particular field of project management.
The 47 project management processes are grouped into 10
knowledge areas.
21. Seven major sources of problems in the project
management knowledge areas
1. Schedule
2. Priorities
3. Resources
4. Technical opinions
5. Administrative procedures
6. Cost
7. Personalities
22. Process Tailoring : Focus On Problem Areas
Knowledge Areas Management Strategy Issues
Integration Management Manage
Scope Management Track
Time Management
Cost Management Manage
Quality Management
People Management Watch List
Communication Management
Risk Management
Procurement Management
Stakeholder Management Manage
23. Triple Constraints Of Project Management
There are main three interdependent constraints for every project;
time, cost, and scope. This is also known as Project Management
Triangle
Manage these or they will manage you!