A paper presented to the International Seminar on Project Management for Developing Countries, September 4 to 6, 1991, in New Delhi, India. The audience was made up of mostly construction people, but much of the following content could equally apply to large projects in other areas of application.

Executive Summary  | Index | Part 1 | Part 2 | Conclusions | References

Introduction to Part 2

Modern project management is generally considered to be encompassed by the integration of eight functional areas. These include the four core or constraint functions of scope, quality, time and cost, and four integrative and interactive functions of risk, human resources, contract/procurement and information/communications management.

Each function tends to require a separate skill set, so that on a larger project, or in the larger project management organization, responsibilities naturally tend to be grouped accordingly for their proper conduct. Consequently, the investigative format of a project management appraisal also more readily follows these functional descriptions.

The sequence in which these functions are listed above is significant because of their dynamic relationship. The sequence parallels both the progressive flow of information as well as the flow of work through the project management process. The information flow represents what is managed, while the process flow reflects how it is managed. Since projects should be planned moving progressively down the list, projects in the planning phases might well have the first four functional areas examined first. For projects in the implementation phases, on the other hand, the latter four functions might be given priority, and in the reverse order.

The content of the questions to be raised will also be highly dependent upon the particular phase of the project in which the PMA is being conducted, and therefore should be structured accordingly.

For example, the content of technological questions under a PMA conducted early in the implementation phase of a construction project would focus on the availability and adequacy of information to carry out detailed design efficiently, or to commence construction activities productively. Similarly, technological issues to be raised just prior to commissioning would likely cover quality assurance records, validation of equipment and system check-off, dry-runs and so on.

The following discussion is intended to give an indication of the issues that might be looked at, both in terms of the function under consideration, and the phase that the particular project has reached.

What Should be Included in the PMA?  What Should be Included in the PMA?

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