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PROJECT MANAGEMENT
(SUG 673)

ASSIGNMENT

PREPARED FOR:
ENCIK MEGAT ZAINURUL ANUAR BIN MEGAT JOHARI

PREPARED BY:
NURUL ASMAQ BINTI CHE RAMELI

2007123735

GROUP: AP2207A

BACHELOR OF SURVEYING SCIENCE AND GEOMATICS (AP220)

DEPARTMENT OF SURVEYING SCIENCE AND GEOMATICS

FACULTY OF ARCHITECTURE, PLANNING AND SURVEYING

DATE OF SUBMISSION:

24th MARCH 2010

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a)c Project
Mc Project is a complex, non-routine, one-time effort limited by time, budget, resources, and
performance specifications designed to meet customer needs.
Mc Project define as a preparing for delivering the project from knowing what is want and
having an outline of what will be deliver to a clear specification of what will be deliver such
that a confident estimate can be made as the time, cost and quality of delivery.
Mc ?he major characteristics of a project must be has an established objectives, temporary
which has a definite beginning and an end, unique products, services or results as a project
creates unique output, which are products, services or results, progressive elaboration which
means developing in stages and continuing by increments, typically requires across the
organizational participation, involves doing something never been done before and has
specific time, cost, and performance requirements.
Mc ?he example of project is SMAR? tunnel project, PLUS project and others.

b)c Project Management.

Mc Project Management is the application of knowledge, skills, tools and technique for project
activities which are Initiation, Planning, Executing, Controlling and Closing.
Mc Project management are define as the discipline of planning, organizing, and managing
resources to bring about the successful completion of specific project goals and objectives.
Mc ?he criteria of project management are definite beginning and end. It is not continuous
process which is uses various measurements tool to accomplish and follow the project task
such as Gantt Chart.
Mc It includes of determining project objectives and goals, managing budget and resources,
reporting progress and evaluating efficiency and effectiveness.
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pecific,easurable,ssignable,"ealistic and ime-Framed#

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 in targeting an objective.
Mc bjective must be clear to anyone that has a basic knowledge of the project.
Mc ?he objective of a project must be well-defined by the performer and manager.
Mc ?his will helps both of performers and manager as the performer knows what is expected of
them and the manager is able to monitor and assess actual performance against the specific
objectives.
Mc May well include a scope description as which includes details and which is not included in a
project.
Mc ?he objective is specific enough since if everyone who's involved knows that it includes them
specifically, everyone involved can understand it, the objective is free from terminology, and
all the terms are defined and used appropriate language.

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ʹ Establish a 
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indicator(s) of progress.

Mc ?he progress towards to achieve objectives needs to be observed while work is in progress.
Mc It is very practical to know when the work has been done and the objectives are
accomplished.
Mc By measureable you will know that you have achieved your objective because here is the
evidence to prove it.
Mc
ow you will record your success must be state.
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ave some means to be able to know if the goal is obtainable or how far away completion is.

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ʹ Make the objective  $
to one person for completion.

Mc Achievable is linked to measurable.
Mc
ave agreement between the users and the project team on what goals should be.
Mc An achievable objective is to ensure that everything is in place and that if the person does not
reach the goals they cannot reasonably point the finger elsewhere.
Mc It is assignable if when; you know it's measurable, others have done it successfully (before
you, or somewhere else), it's theoretically possible (i.e. clearly not 'not achievable') and you
have assessed the limitations and you have the necessary resources, or at least a realistic
chance of getting them.
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 ʹ State what can 
  be done with available resources.
Mc Looking at the resources, knowledge, opportunity and time available can the goal be
accomplished
Mc If it is achievable, it may not be realistic and if it is not realistic, it is not achievable.
Mc ?he main reason it is achievable but not realistic is that it is not a high priority
Mc !ou need to know the question as who͛s going to do it? r Do they have (or can they get) the
skills to do a good job? r where͛s the money coming from? And who carries the can?

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as deadlines.

Mc ?ime related means setting deadlines.
Mc ?his may also include details of delivery, stating (if relevant) where objectives are to be
completed.
Mc
ow much time is needed to accomplish the goal.
Mc
aving too much time can affect the project performance
Mc !ou must include one; otherwise your objective isn't measurable.
Mc But your deadlines must be realistic, or the task isn't achievable
Mc Giving a time scale adds appropriate sense of urgency and ensures that the objectives do not
trickle out over an unreasonably long timescale.
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Mc ?riple Constraint is the limitation or problem or main constraint in any project.
Mc Every project is constrained in different way such as scope, time and cost.
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@ What is the project trying to accomplish? r what work will be done as part of the
project? What unique product, service or result that customer or sponsor expects from the
project and how will scope be verified. In detail, the scope expressly lays out the functions,
process, features, data, content, etc. which will be included in the project at hand. Scope
also is clearly expresses the desired final result of a project.
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ow long should it take to complete? r duration of the project will be finish. It is
includes the project͛s schedule, how will the team track follow schedule performance
schedule and who will approve the changes to the schedule.
’ @ What should it cost? r the allocation budget for the project, how will costs be
tracked, who can authorize changes to the budget.
Mc It is predictable in a project life cycle that there will be changes to the scope, time or cost of the
project.
Mc ?o create a successful project, a project manager must consider scope, time, and cost and
balance these three often-competing goals.

Mc For example, the budget needs to increase for a project to meet scope and time goals.
Mc therwise, the scope of a project needs to reduce to meet time and cost goals.
Mc Project managers should be experienced in decide which aspect of the triple constraint is most
important. If time is most important, the initial scope and/or cost goals must to change to meet
the schedule. If scope goals are most important, time and/or cost goals need to adjust.
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’ Ouality is a key factor in projects which is the other elements that play significant roles in a
project as is customer or sponsor satisfaction.
’ By refer to the ͞quadruple constraint͟ of project management, including quality along with
scope, time, and cost so others believe that quality considerations, including customer
satisfaction, must be inherent in setting the scope, time, and cost goals of a project.
’ A project team may meet scope, time, and cost goals but fail to meet quality standards or
satisfy their sponsor, if they have not adequately addressed these concerns.
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uman Resources Management can define as processes required making the most
effective use of the people involved in a project which consists of planning, attracting,
developing, and retaining the human resources (employees) of an organization.
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uman Resources Management are use tools and technique such as motivation, empathic
listening, responsibility management assignment matrices, project organizational charts,
resource histograms, team building exercises.
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uman Resources are covered on how many days activity will be needed to complete the
project?
ow many support staff will be needed? Will you need to bring more people onto
the project team?
’ ?here are 4 ways to help
R project management@
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’ ?he process of identifying and documenting project roles, responsibilities, and
reporting relationships.
’ In this stage, the output includes project organizational chart, staffing management
plan responsibility assignment matrices and resource histogram.
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’ Acquire, find and get the needed personnel assigned to and working on the
project.
’ In this part, staffing plans and good hiring procedures are important, as are
incentives for recruiting and retention.
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’ Develop, enlarge and building individual and group skills to enhance project
performance.
’ In this stage such as training as to help people understand themselves and each
other, and understand how to work better in teams.
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’ rganize a tracking team member performance, motivating team members,
providing timely feedback, resolving issues and conflicts, and coordinating changes
to help enhance project performance.

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’ Project Communication is a very important aspect of management because it is basic to
leadership and management.
’ ?he ability to communicate effectively is important as technical skill which involves
transmitting a clear message, and listening effectively.
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ence the decisions can be made well only if they are based on facts, including the facts
about others and communication is fundamental to management.
’ ?here are 6 methods to improve project communications@-
a)c   



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’c Conflict often produces important results, such as new ideas, better alternatives,
and motivation to work harder. ?here are many conflict handling modes such as
compromise, smoothing, forcing and withdrawal.
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’c As global organizations, invest is needed in ways to improve the better
communication with people from different countries and cultures and leadership is
need to improve communication.
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’c ?o run effective meeting, we need to determine if a meeting can be avoided,
define the purpose and outcome of the meeting, determine who should attend,
agenda to participants, prepare handouts, visual aids, and make logistical
arrangements ahead of time, run the meeting professionally and build
relationships.
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’c Providing examples and templates for project communications in order to saves
time and money because many technical people are afraid to ask for help so that
organizations can develop their own templates, use some provided by outside
organizations or use samples from textbook.
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’c ?here are many software and tools to aid in project communications for example
several new web-based and wireless communications tools and Microsoft Project
2000 which is includes several features to enhance communications.
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’c A communications infrastructure is a set of tools, techniques, and principles that
provide a basis for the effective transfer the information.
’c ?ools are such as e-mail, project management software, groupware, fax machines,
telephones, teleconferencing systems, document management systems, and word
processors.
’c ?echniques is such as reporting guidelines and templates, meeting ground rules
and procedures, decision-making processes, problem-solving approaches, and
conflict resolution and negotiation techniques.
’c Principles include using open dialog and an agreed upon work ethic.