Ian Whitburn Dukesbridge House 23 Duke Street Reading RG1 4SA Tel : 07862 686303 Website : www.idprojectmanageme

1. Project and Time Management Ian Whitburn What is Project Management? What is a Project? When did Project Management start? Time Management Exercise Modern Project Management Management Game Construction Project Management Lean Construction Management Game Lessons and Summary Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

2. ABOUT ME Gained an Diploma and Degree in Building Started work in the construction industry in 1983. Gained a Master’s Degree in Project Management in 2000. Am a Member of the Chartered Institute of Building and Association of Project Managers. Have worked on these projects as a Consultant Project Manager. Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

3. What Is Project Management? ‘Project Management is About People Getting Things Done’ Tom Taylor APM ‘Discipline of Planning, Organising, Securing and Managing Resources to bring about the Successful Completion of Specific Goals and Objectives’ Wikipedia Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

4. So What Is A Project? BEGINNING | MIDDLE | END Constructing a building for occupation is a temporary thing – so what else? Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

5. How Old Is Project Management? • SIR CHRISTOPHER WREN | THOMAS TELFORD | ISAMBARD KINGDOM BRUNEL • Mechanisation of work • Craft based skills • Breakdown of work • Management and workers • Fredrick Winslow Taylor • (1856 – 1915) Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

6. Fathers of Project Management Forecasting Gantt Chart Planning Organising Modern Variation - Program Commanding Evaluation and Review Coordinating Technique (PERT diagram) Controlling Henri Fayol Henry Gantt (1841 – 1925) (1861 – 1919) Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

7. Gantt and PERT Example Making a cup of tea Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

8. Modern Project Management Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

9. Importance of Project Management • How Many F’s • Project Management Roots • Defence • Aerospace • Armed Forces • ..\..\..\user\Desktop\Challenger_512kb.mp4 Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

10. Importance of Project Management • SO WHAT WENT WRONG? • Immediate cause was the failure of the O Ring but! • Equal if not more important was a flawed decision • making process – NASA’s project management • was at fault: • Doubts not clearly stated nor emphasised. • Safety compromised - waived set launch constraints. • Internalisation of problems. • Breakdown in interfacing and communication. • Position reversed to accommodate a major customer. • Procurement of cheapest suppliers. • Work breakdown too great to manage effectively. Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

11. Construction Project Management Balanced brief, budget and programme Reviewed building configurations Correct overall size Locate and size stair, lift cores, risers, plant rooms Determine internal floor layouts Determine floor to ceiling heights Determine structural frame and method of mechanical ventilation Engineer within budget / programme Gain Town Planning permission Prepare design documentation for tender Pre-qualify contractors and tender the work Award the main construction contract Mobilise site offices, equipment etc Procure materials & appoint all other sub-contractors Finalise the construction programme Build in accordance with health & safety, environmental regulations etc Train people who will run the facility after construction Document operation and maintenance procedures to be followed Prepare and agree the final account Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

12. Schedule of Requirements Terms of Reference BID PERIOD CONSTRUCTION PERIOD Strategic Brief RELOCATION PERIOD Planning Discussions PROJECT LAUNCH ACTIVITIES • Approved Capital Expenditure PRE-DESIGN PROJECT ANALYSIS & CONSULTANT ORIENTATION Survey Information Risk Identification FINALISE THE CONCEPT DESIGN Report Prioritisation of Expenditure SCHEME DESIGN DEVELOP EMPLOYERS REQUIREMENTS Validate Clarity of Emerging Brief Validate Cost Effectiveness of Brief Interpretation Ensure Value Encapsulated within Unambiguous Documentation INPUT TO STAGE INFLUENCE TO STAGE How It All Fits Report Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

13. Managing Different Disciplines What the client actually needed What the architect drew How the Engineer supported it How the QS costed it What went into the tender documents What the Contractor built Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

14. Its the Brief Stupid! A Winery Example Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

15. Lean Construction • Move away from mass production • Lean production – Japanese model • Started at Toyota Motor Company of Japan • Enables Japan to overtake the USA as the largest producer of cars • In construction it has prompted • Partnering • Win / Win solutions • Mutual Trust • Removal of waste • Red / Blue Game Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

16. Red / Blue Game • The objective is for your team to achieve a positive score (zero is not positive) • You need to decide as a team to play red or blue in each of the 10 rounds. • RULES • After each team has decided which colour to play, I will collect the results and let each team know what other teams have done. • The scoring system is as follows: • After the round 4 and 8, a person from each team may meet with other teams, who agree to meet. • Round 9 and 10 scores double marks. Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

17. Red / Blue Game • Investment • To make this game like the real world , each person will have a £ stake (or an IOU) on the outcome. Given that all teams achieve their objective, the team ending up with the highest score will be given the stake money. Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

18. Lean Behavoural Lessons START NICE BE PROVOCABLE BE FOREGIVING BE CLEAR AND CONSISTENT Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk

19. SUMMARY Project management exists in many industries Project management is inter-changeable between industries Project management has really only been around for 50 years It matters as getting it wrong can have serious consequences Hopefully you have learned some techniques used and understand it a little better. It can be applied to pretty much anything we do. THANKS FOR LISTENING AND IF THERE ARE ANY QUESTIONS? Ian WhitburnDukesbridge House23 Duke StreetReading RG1 4SA Tel : 07862 686303Website : www.idprojectmanagement.co.uk