Dr.
Yani Rahmawati
Architecture,
Dept. Architecture & Planning
Universitas Gadjah Mada
PROJECT
§ A project is a temporary endeavor undertaken to
create a unique product, service, or result What is PROJECT?
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Why UNIQUE??? 1. An established objective *Name
*ID
2. A defined life span with a
Different with others? beginning and end
3. Usually, the involvement of several
departments and professionals
4. Typically, doing something that
has never been done before
5. Specific time, cost, and
performance requirements
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How to recognize a PROJECT??
“Project should not be confused with everyday work”
1. Project is NOT ROUTINE, nor REPETITIVE WORKS
2. PROJECT IS DONE ONCE: new product or service exists when the
project is completed
3. Project is also not a program. Projects is a part of a program.
Group of related projects is designed to accomplish common goal.
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Project life cycles generally defines :
a. What technical work to do in each phase (for
example, in which phase should the architect’s work
be performed).
b. When the deliverables are to be generated in each
phase and how each deliverable is reviewed,
verified, and validated.
c. Who is involved in each phase (for example,
concurrent engineering requires that the
implementers be involved with requirement and
design).
d. How to control and approve each phase.
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Project life cycle
§ Defining stage
§ Planning stage
§ Executing stage
§ Closing stage
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Total Project Life Cycle
Plan Accomplish
Phase 1 Phase 2 Phase 3 Phase 4
Concept Development Implementation Termination
Concive Develop Execute Finish
1. Gather Data, 1. Appoint Key Team 1. Set Up :
1. Finalized Product
2. Identify Need, Members
Organizing 2. Review & Accept
3. Establish : 2. Conduct Studies Communications 3. Settle Final A/C’S
Goals objectives 4. Transfer Product
3. Develop Scope 2. Motivate Team
Basic Economic Responsibility
Baseline : 3. Detail Technical
Feasibility End Product (s) 5. Evaluate Project
Requirement
Stakeholders Quality Standards 6. Document result
Risk level Resources 4. Establish : 7. Release/Redirect
Strategy Activities Work Packages Resources
Potential team Detail Schedule
4. Establish : 8. Re assign Project
4. Goes Estimate Resources Information Control
Master Plan Team
5. Identify Alternative System
6. Present Proposal Budget, Cash Flow Policies &
7. Obtain Proposal for next WBS Procedure
phase Policies &
Procedure 5. Procure Goods & Services
6. Execute work packages
5. Assess Risk
6. Conform Justification 7. Direct/Monitor/ Forecast/
7. Present Project Brief Control Scope, Time, Cost,
8. Obtain Approval to Quality
Proceed
8. Resolve Problem
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Man Hours
Conceptualization Planning Execution Termination
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On budget
Cost
Good Customer
Relationship
Main support factors:
“The triangle constraint”
Time Scope
On time On suitable
requirements
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Client
Budget Acceptance
Quadruple Constraint of Project
Success Success
(Pinto, 2012)
Schedule Performance
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§ Perform same function as other managers
§ What makes them unique: they manage temporary, non-
repetitive activities to complete a fixed life project
§ Must work with a diverse group of characters to complete
project Who is project managers
§ Responsible to performance, they must ensure that
appropriate trade-offs are made between time, cost, and
quality requirements
§ Must bring in right people at the right time, to address the
right issue and make right decisions
§ They are always in demand, every industry is looking for
effective people who can get the right things done on time
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Delivering
the concept
of art &
Taipei 101
culture
Fire Protection System
VAC System Structure System
BIM in Construction/CEE-UTP/2019 14
ARCHITECT: MARINA BAY SANDS
Moshe Safdie International LLC,
Boston, Massachusetts
Moshe Safdie, FAIA (Design Principal)
Easley Hamner, FAIA
Gene Dyer, AIA
David Robins
Carrie Yoon
Isaac Franco, AIA
Michael Guran
Charu Kokate, AIA
Tunch Gungor
Jeffrey Huggins
Jeff Jacoby, AIA
Jaron Lubin
Toshihiko Taketomo, AIA
Rafael Acosta
Siebrandus Wichers
In collaboration with
EXECUTIVE ARCHITECT:
Aedas Pte Ltd
Tony Ang, Managing Director, Design Team
Kevin Jose CLIENT/OWNER:
Low Soo Sing Las Vegas Sands Corporation
Gruffudd ab Owain
Simon Griffiths STRUCTURAL, CIVIL, FAÇADE, ARTISTS:
Alen Nikolovski GEOTECHNICAL, ACOUSTIC ENGINEER: James Carpenter
Dennis Chan Arup Singapore Pte Ltd Antony Gormley with Tristan Simmons
Eric Hoong Ned Kahn
Ian Wigmore M/E/P ENGINEERS (PRODUCTION): Sol LeWitt
Olivia Chan Parsons Brinckerhoff ChongBin Zheng
M/E/P ENGINEERS (DESIGN):LANDSCAPE ARCHITECT (PRODUCTION): LANDSCAPE ARCHITECT (DESIGN):
Vanderweil Engineers Peridian International Peter Walker and Partners
BIM in Construction/CEE-UTP/2019 Landscape Architecture 15
Project team
consists diversity
Various experts are
involved to achieve
goal
Example of multidisciplinary involvement in project
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1. Owner
2. Consultant
3. Contractor
(construction project)
OWNER
Need Project
Manager
CONSULTANT
CONTRACTOR
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1. Compression of the product life cycle
2. Knowledge explosion
Current drive of PM
3. Triple bottom (planet, people, profit)
“What reasons that make organization
4. Corporate downsizing keep applying it?”
5. Increased customer focus
6. Small projects represent big problems
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§ The need to shortening product life cycle
§ Time to market new product with short life cycles has
become increasingly important
Compression of the product life
cycle
§ Speed, becomes competitive advantage
§ Getting new products and services to the market as
quickly as possible is a highly demand
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§ Knowledge has increased complexities of project
§ Knowledge has increased product complexity. Simple
product is hardly find nowadays
Knowledge explosion
§ Product complexity has increased the need to
integrate divergent technologies
§ PM has emerged as an important discipline for
achieving this task
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§ Global warming has brought sustainable business
practices to the forefront
§ Business can no longer simply focus on maximizing
Triple bottom line (planet, people,
profit. profit)
§ Effective PM is needed to reduce carbon imprint &
utilization of renewable resources
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§ The appearance of dramatic restructuring of
organizational life
§ Downsizing & sticking to core competencies is
Corporate downsizing
necessary for survival, middle management is no
longer important
§ PM able to replace middle management to ensure that
things are get done
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§ Increased competition has placed a premium on
customer satisfaction
§ Customer want to customize products
Increased customer focus
§ PM is needed to satisfy unique needs and requests of
clients
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A balance of technical - social
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Project Management
Project Integration Project Scope Project Time
Management Management Management
Framework Core Core
Project Cost Project Quality Project Human
Management Management Resources Management
Core Core Support
Project Comm. Project Risk Project Procurement
Management Management Man.
Support Support Support
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§ Levy, S.M.(2018). “Project Management in Construction” Mc Graw-Hill, New York, 7th Ed.
§ Harris, F. and McCaffer, R., (2013), ‘Modern Construction Management’, Blackwell Science
Inc., 7th Ed
§ Larson, E.W., and Gray, C.F., (2014), Project Management: The Managerial Process, 6th Ed., New
York: McGraw-Hill Education.
§ Kerzner, H., (2017), Project Management: A System Approach to Planning, Scheduling, and
Controlling”, 12th Ed., New Jersey: John Wiley & Sons.
§ Pinto, J.K., (2012), Project Management: Achieving Competitive Advantage, 3rd Ed., New Jersey:
Prentice Hall.
§ Project Management Institute (PMI) Standard Committee, (2013), A Guide to the Project
Management Body of Knowledge (PMBOK), 5th Ed., PMI.
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“Most humans are driven by a fear of
mistakes, so they focus on preventing errors
than on seizing opportunities”
(Liedka, 2018)
