Mohammed Rafiuddin CEO and General Manager, BIOSI Biohazards Solutions Innovators
Profile of Mohammed Rafiuddin Mohammed is an active member of AACE International since 2006 with 30 years of experience in project management, contracts management, project controls. He is currently serving as CEO and General Manager of BIOSI, a Health Care Management Company. He is joining the AACE International board from June 2017 to serve as VP International regions. Mohammed was the Director Region 7 comprising Middle east and North Africa for the term 2014-16. He served as President of Arabian Gulf Section for two terms 2011-12 and 2013-14. Mohammed holds a Bachelor Degree in Civil Engineering from Osmania University, India and a Master Degree in Engineering Management from KFUPM, Saudi Arabia. He holds PMP,CCP and PSP certifications; is a lead instructor teaching for CCP, PSP and Risk Management certifications . Mohammed is passionate about knowledge sharing and mentoring..
Outline • Overview of Project Management • Modern day project controls scenario • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusion and References
Outline • Overview of Project Management • Modern day project controls • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
What is a project? What is project management? • Is a temporary endeavor that has a start and end date • Has some objectives or goals that can be defined, measured and are to be achieved • Objectives are usually measured in terms of time and cost or a combination of both. • Usually a third dimension of Quality is required that is very difficult to measure • Project Management is management of the parameters of cost and time in order to achieve the objectives • Project Controls, as a subset of project management, is a relatively new discipline that focuses on time and cost management and is influenced by the use of technology
Outline • Overview of Project Management • Modern day project controls scenario • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
Modern day project controls scenario • Is a common sight to see a mix of young system literate project controllers mix up with experienced less computer literate • Accelerating transfer of experience and systems knowledge is a major challenge • System skills like Primavera are becoming an entry level requirement to project controls rather than project delivery background • Project Controllers are expected to plan the project as well as take care of Cost engineering issues like Client invoices, Budgets and project P and L. • Most of the PCMs’are from Finance background and a very few are Engineers.
Outline • Overview of Project Management • Modern day project controls • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
Project management myths • Project Management is too complex to be computerized. • This involves leadership, teamwork using judgment, problem solving which cannot be computerized. • Project management is an art of integrating flair, taking initiatives and intuitive judgment with the efficient data processing capabilities of computer as tools • Project planning never works as things always go wrong • Project planning is not done to ensure that everything goes right but a project plan is devised to show when things go wrong • Negative floats, variances and schedule slippages prompt you to assess the implications and take corrective actions to bring the project back on course.
Project management myths • Project planners don’t know enough about project management to produce good plans • Project planning is considered as service to the project manager • Majority of planners are software jockeys, just out of college, who know only about planning techniques whereas project managers have gained their position via “university of life”. • There is a false belief that project planning is just a collection of techniques. What is project planning ? • Project planning is a combination of tools and experience and is a teamwork exercise. • One of the team members who is a systems expert gathers all the relevant information and presents that in a form that suits the technique • With Modern day fast track projects and project delivery pressures, can the project managers avoid embracing these jockeys?
Outline • Overview of Project Management • Modern day project controls • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
Typical Project management tasks • Plan the work • Control the progress • Control Resources and costs • Lead the project team • Coordinate subcontractors and specialists • For some tasks, project manager has to rely on his soft skills and for some he is aided by the use of computers.
Plan the work • Determine and clarify the objectives • Determine how the objectives can be achieved • What are the activities that are to be performed? • What are the resources needed to achieve the objectives? • Estimate how long activities need to be performed i.e Activity durations which are usually not deterministic ( uncertain) • Activity durations are determined based on the judgment of the project manager /team taking feedback from the previous projects.
B. Control the progress • As work progress project team wants to compare what was planned and what is achieved. • The main question PM team would ask is how much more is to be achieved • Progress data is fed into the computer and a status report is generated that helps the PM team analyze and take corrective action if required in order to meet the objectives • PM team can devise alternative ways to meet the objectives and can use computer to run different what-if scenarios ( monte carlo simulation)
Outline • Overview of Project Management • Modern day project controls • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
Current scenario • External resource market place or education system produces one dimensional specialist like planners, cost engineers, Estimators that do not suit the modern day project controls discipline. • Planners can only plan the project and develop the schedule • Cost Engineers can only take care of Project accounting aspects • Estimators have no clue of planning and scheduling Modern project controls requirement • Project controls Manager or Project Controls Engineer is responsible for project estimating, change management, project billing, planning and scheduling • Integrated techniques like Earned value Analysis are extensively used
Outline • Overview of Project Management • Modern day project controls • Project management myths • Interaction of management and system skills • One dimensional specialization • Integrated project control techniques • Quantitative Risk Analysis – Schedule example • Conclusions and References
Earned Value Analysis • The system that allows the review of Cost and Schedule performance together is Earned Value System • The earned value system defines these terms as follows: • Budgeted work hours or $ to date represent what is planned to be done. This is called Budgeted cost for work scheduled (BCWS) or Planned Value (PV) • Earned work hours or $ to date represent what was done. This is called Budgeted cost for work performed (BCWP) or Earned Value (EV) • Actual work hours or $ to date represent the cost incurred. This is called Actual cost of work performed (ACWP) or Actual cost ( AC)
Earned Value Analysis
Schedule Performance A comparison of what was done to what was planned. In other words, work hours budgeted and earned. If the budgeted work hours are less than the earned work hours, it means more was done than planned, and the project is ahead of schedule. The reverse would place the project behind schedule 1. Schedule variance (SV) = BCWP - BCWS 2. Schedule performance Index (SPI) = BCWP/BCWS Cost Performance A comparison of what was done to the cost incurred. To do this, earned work hours are compared to actual work hours. If the cost incurred were greater than what was done, the project has overrun its budget. 1. Cost variance (CV) = BCWP - ACWP 2. Cost performance index (CPI) = BCWP/ACWP
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