Ihab Saad – Introduction to Project Management

A risk that has a high magnitude and a high probability is going to

be a top priority risk, whereas one that has a very low priority

or low magnitude and low likelihood, we probably can

disregard it.

And the last element here in this newer triple constraint is

customer satisfaction, which is maintaining good relationships

with our customers or our clients.

Again, although this expands on the triple constraint, that is not

the full picture, here is the full picture.

So we have to manage the scope of the project. We need to manage its

time, its cost, its quality. All of these are from the trip the old

triple constraint, and then risk that's in the added constraint

stakeholders, which is the customer satisfaction in the newer

triple constraint, and then we add some additional elements

communication. 80% of your time as a project management manager is

going to be spent in communication. We're going to talk

about that little bit more later procurement.

So basically,

we're going to have to deal with other stakeholders that are

connected to the project through contracts, legal documents, the

owner, the Arctic engineer, the construction manager, the

suppliers, the subcontractors, etc, etc, government agencies,

banks, lawyers, all of these are going to be connected, so we're

going to have to deal with the relationships and the contracts.

And finally, human resources, the team that is going to undertake

the development of this project. How to Assemble that team, how to

motivate the team, how to disassemble or dissolve the team

upon project completion and reassign them to different other

projects. So there's, again, a science related to managing the

human resources.

The problem now here is that we have too many balls to juggle.

So what if something affects time? Is it going to have an impact on

cost? Is it going to have an impact on risk? Is it going to

have an impact on quality? Is it going to have an impact on the

contract? Is it going to affect the stakeholders and so on and so

forth? The answer is yes to all of the above. Therefore, we need to

develop an integrated project plan that takes into consideration any

modification to any of these moving parts. If something

changes, how is it going to affect the other parts? And we have to

maintain that jiggly plan, or that fluid plan, until the project is

complete, and that's what's called integration management. This is a

very brief introduction to what project management is. We're going

to go into deeper details on each one of these different functions

as time allows you.