1.

Project concept, the basic characteristic of a project

A project is understood as an organized activity towards a certain goal. In other words, when setting
goals, you need to plan and implement the most effective ways.

Features of a project

1 Bring a product

The main product is the result created from the project. Once you have created the product, the
project will achieve the set goal. In particular, a successful project will not produce ambiguous
results but must be something specific, definable and measurable.

2 Have goals, purpose

Every project produces a specific result. However, that result is not just the end result but the whole
implementation process. Having clear goals plays a very important role in guiding the activities and
work of the project. Therefore, the project must definitely have one or several clear goals and
purposes.

3 Relation to a group of people

A project will be done by groups of people who perform many different tasks in a common direction.
Depending on the size of the project, the number of personnel will vary. Also, if you work on the
project yourself, it will often be called an individual project or an intention.

4 Resources using private allocations

The resources of the project are extremely rich and diverse, such as money, human resources,
specific materials... In particular, human resources are considered resources that assume an essential
role in the project. All these resources will be allocated according to different factors.

5 There is a certain deadline

A project needs to have a certain deadline, i.e. have a start and end time. Because, the project is
considered a series of temporary activities to create a product, the result according to the initial set
goal. The organization of the project is usually temporary in nature, after the goal is achieved, the
organization will disband or change the new structure to suit the new goal.

2. The concept and effect of investment project management.

Project management is the process of applying knowledge, skills, tools and techniques to carry out
activities in a project, in order to meet requirements, achieve goals within time, cost and resource
constraints.

The role of project management

Achieve your goals

Project managers can help achieve goals by using their skills and knowledge to ensure projects are
executed on schedule, on budget and with quality. They do this by identifying and managing project
resources, planning and tracking project progress, managing risks, issues that arise, and
communicating and collaborating with stakeholders

Coordination and allocation of project resources

In some projects, the correct use of resources is an important aspect, which requires correct
coordination and allocation. Projects often use a lot of resources from businesses and sometimes
need to mobilize resources from other market relations. To ensure efficiency, project resources need
to be allocated properly and appropriately for each specific job and stage.

The project manager is responsible for dividing the project's resources so that it is reasonable and
for the right purpose. Make sure each task and stage in the project receives the resources it needs to
complete the task without going to waste.

Implementation on schedule of the project

The project manager makes an important contribution to helping the project be implemented on
schedule. They take an active role in planning, managing, and coordinating project activities to
ensure progress is followed. By making detailed plans, assigning clear and reasonable tasks, resolving
arising issues promptly and monitoring regularly, managers can ensure projects are implemented on
schedule, avoiding causing losses of money and effort of the business team.

Handling problems arising during the project

One of the main roles of a project manager is to solve difficulties and problems that occur during the
implementation of the project. Typically, project managers are trained and equipped with the
necessary skills to identify, evaluate, and solve problems.

By identifying problems early before they become serious, through closely monitoring project
progress, regular communication with stakeholders, performing periodic quality checks. Project
managers can quickly find possible solutions to problems. The solution needs to be effective,
inexpensive, and can be implemented within the time and scope of the project allows.

Report project progress to stakeholders

The project manager is responsible for monitoring progress and ensuring the project is on track to
achieve the set goals. A project progress report is a way for a project manager to share information
with stakeholders about the status of the project, and get feedback and feedback from them.
 Project progress reports can be presented in various forms, such as tables, graphs, text. The project
manager needs to choose the form of reporting that suits the objectives and recipients of the report.

Regular and effective reporting will help project managers monitor progress and promptly detect
potential issues, and receive feedback from stakeholders to improve project progress.

1. Basic features and advantages and disadvantages of management management organizational

models.
1. Direct investor model of project management

1. Concept

- The investor model of direct project management is a form of management organization, in which
the investor implements the project by himself (self-production, self-construction, self-supervision,
self-responsibility before law) or the investor establishes a management board to perform the
project works as authorized.

2. Eligibility

- The project is small-scale with simple technical characteristics.

- The investor is highly qualified.

3. Characteristics

- The investor is responsible for both design and construction

- Can hire workers directly

- The investor will establish a Project Management Board when necessary

1.The Management Board does not have independent legal status but is still responsible to the
investor and the law for the assigned work

2.The project management board may simultaneously manage multiple projects with sufficient
capacity and permission of the investor, but may not establish an affiliated project management
board to perform project management.

4. Pros

- No cost due to self-organization, self-management of the implementation process

- Fast project implementation time: information from the project to the investor quickly, no need to
go through many levels

- Flexible response

- Avoid wasteful losses due to self-management

5. Cons

- No specialization and no risk dispersion

 - Intensive capacity requirements of the investor

- Equipment for project management activities is limited

1. Project Management Model

1. Concept

- Project management organization model is a model where investors assign specialized project
management committees or hire 1 project management consulting organization with full capacity
and expertise suitable to the scale and nature of the project as project manager.

- The project manager is the only person responsible to the Investor and is subject to the
comprehensive supervision and inspection of the Investor in all management activities on the
process of investment preparation, implementation as well as completion of project construction
into operation and use.

2. Eligibility

- The project has a large capital scale, complex technical properties.

- The project uses state budget capital and ODA capital.

- The investor does not have the qualifications and professional capacity to manage the project.

3. Characteristics

There are 3 subjects participating in the model: investors; Project management (organization of the
implementation process: hiring consultants, hiring construction and installation contractors, hiring
supply contractors ...) and contractors (implementing projects)

- The investor shall:

1 . Assigning specialized project management boards when this is a budget-funded project, the
State shall assign the project to specialized management boards to help the State manage the
project implementation process.

2.Hire 1 project management consultant When this is a private project, they will hire an
organization to help them manage the project implementation process.

- The Managing Director (by the Project Management Board) is an independent legal entity
competent to register construction investment consultancy.

- All decisions of the project manager must be approved by the investor.

- The project manager shall organize the implementation on behalf of the investor and take
responsibility before law and the investor for the entire process of organizing the project
implementation.

- The project manager is responsible for:

1. To directly sign the contract and pay the contract if assigned by the investor.

2. Transactions with contractors or organizations supplying machinery and equipment.

3. Take responsibility before law and the investor for project management and contract contents

- The Project Management Board may establish a Project Management Board under and at the same
time manage many other projects assigned or leased by other investors.

- The contractor is the person who directly implements the project.

4. Pros

- Professional expertise and management experience.

- Disperse risks to investors

- The quality of works is improved.

5. Cons

- Increased management costs.

- Do not react flexibly to changes (because the flow of information from the project is not
transmitted directly to the investor).

- Long investment execution period.

- High waste losses.

- There is no cohesion between the operator (investor) and the performer (contractor)

III. Turnkey model

1. Concept

The turnkey project organization model is the organizational form, in which the Project Management
Board is not only the full representative of the investor - the project owner but also the "owner" of
the project.

2. Eligibility

1. Projects using state budget capital, state-guaranteed credit capital, state development credit
capital (applicable only to group-C projects)

2. Projects using public or private capital

3.Projects with quite large scale, complex technical nature

3. Characteristics

1.Investors often hire more project planning consultants

2.There are 2 cases:

▪ The general contractor does everything from self-consulting or setting up the project to
implementing the project.

▪ When there is a project, the general contractor will implement the entire project

3. The general contractor is responsible for managing the project implementation process and
directly implementing the project.

4.Not only as a general contractor, the Management Board is not only assigned full authority to
implement the entire project but also has the right to hire subcontractors without the opinion of the
investor.

5. General contractor means an organization with independent legal status and responsible before
law for the management and implementation of the project.

6. The investor is responsible for hiring consultants to supervise the management and
implementation process of the general contractor.

4. Pros

1.Specialization through bidding to select highly qualified contractors

2.Through bidding, the investor will select a general contractor with high professional capacity with
the best quality and the most reasonable cost

3. Risk dispersion for investors (bidding + general contractor hiring)

4.DA implementation costs are reduced due to conducting tenders

5.Fast information flow (from contractor to investor → 2 levels)

6.Fast DA implementation time (due to subcontracting)

7.Reduce the time the construction contractor gets used to the design, avoid adjusting the design
to suit the construction method

8. To make use of the advance capital of the general contractor in the condition that the State has
not allocated sufficient funds.

5. Cons

1. Not participating in the implementation of DA (general contractor) and the operator of

investment results (investor)

2.The owner assumes more risk because of reduced supervision over other contractors due to
having a focal point that takes full responsibility.

1.There may be collusion between the contractor and the consultant or supervisor (very
much).variable in poor and developing countries)

-
 Chapter 3. Project planning

1. The concept and effects of project planning

Project Planning is the process of arranging work, assigning tasks, planning goals and setting
strategies before embarking on the project. Project planning is important for every business
manager in general and project manager in particular.

Effects of Project Planning

Based on the project plan, businesses can monitor and control the progress of the project
implementation and have a reasonable time allocation in each stage.

Help grasp the human resource situation to have the right human resource coordination, effective
work, right people for the right job.

When planning the project, we will know the budget level to make a budget estimate and check the
financial source of the project.

The implementing unit will understand the specific planned objectives of the project to ensure that
the set objectives are achieved. At the same time, planning for each project before implementation
will limit many risk problems.

2. The concept, effects and methods of separation of work

Concept: Work BreakdownStructure (WBS) is the systematic hierarchical division of a project into
groups of tasks and specific tasks; Identify, list and tabulate explanations for each task to be
performed on the project

The effect of work separation: •Define the scope of the project, separate the project into tasks with
a more detailed and specific level.

•Is the basis for developing the sequence and the first-and-after order between tasks, is the basis for
PERT/CPM network diagramming.

•Serve as the basis for developing detailed plans and adjusting plans.

•Divide, assign tasks, define specific and reasonable responsibilities for each individual and each
functional department.

•Serve as a basis for assessing the current status and results of project work in each period.

•Facilitating management, limiting errors.

Methods of separation of work

•System analysis methods (logic)

•Separation method by stagesformation of development (cycle)

•Separation method according to organizational model (functional)

Chapter 4. Time management and project progress

1. Critical paths, characteristics and importance of defining critical paths. What is the method of
determining the glove line of the project?

This is the path from the commencement to the end of the project with the greatest length on the
time axis through jobs with zero total reserve called gauntlet jobs.

Characteristics of CPM or Critical Path Method are:

CPM uses activity oriented network

Duration of any activity can be estimated with a good accuracy

It is used mostly in construction projects

It is used mostly for repetitive kind of projects

It can be used to control both time and cost during project planning

Cost optimisation is of primary importance in CPM. It is also the controlling factor.

importance of defining critical paths

The glove line serves as a basis for project managers to prepare work schedules and plan resources.
During project management, the glove line helps monitor the results of the project, helping the
manager recognize the limitations that need to be overcome to get the project running efficiently on
schedule

From here it is possible to know which tasks need to be performed, where parallel operations are
performed. Which tasks are prioritized to do first helps shorten project completion time, maximize
cost savings but still ensure the completion of the project as required

Identify the resources required to implement the completed project. Jobs that require high expertise
or have a short completion time need to invest in appropriate human resources to meet the
requirements

The order of activity and the schedule of work, the time is relevant.

Choose a plan to shorten the time for projects that need urgent completion but still ensure quality

the method

Identify all the work that needs to be done to complete a project according to the work hierarchy
(WBS).

Determine the time and resources to complete tasks.

Identify work dependencies:

SS (Start to Start), FS (Finish to Start), SF (Start to Finish), FF (Finish to Finish).

Define a list of goal milestones.

 After analyzing enough data for the 4 steps above, you will proceed to go backwards and mark the
work from the end to the start of the project through the dependencies to find the longest path,
which is that you have identified the critical path.

3. GANTT chart method, diagonal chart: Advantages and drawbacks of GANTT chart and diagonal
chart.

A Gantt chart is visually appealing and easy to understand. It provides critical information about
tasks at a glance, including the order in which they begin and their duration.
It Improves Efficiency and Helps Manage Resources: A Gantt chart can help ensure that leaders
and workers manage their time and resources effectively. Project leaders can use it to set
realistic schedules and allocate resources based on those schedules, including assigning the right
people to the right tasks. It can also help project members come up with workarounds for
potential problems before a project starts.
It Allows for Better Tracking: A Gantt chart enables project leaders and members to closely track
tasks, benchmarks, and overall workflow. The chart can reveal possible constraints or issues and
allow project leaders and members to adjust accordingly.
It Illustrates Overlaps and Dependencies: A Gantt chart clearly communicates how tasks in a
project might overlap. It also shows how the beginning of one task can be dependent on the
completion of another task. That kind of information allows project leaders to schedule work
and provide resources in a way that doesn’t impede the progress of a project.
It Boosts Productivity: A Gantt chart allows for collaboration among workers to boost their
productivity. The high-level visibility of a Gantt chart helps people stay focused on the tasks they
must complete. That visibility also ensures the accountability of all team members regarding
their tasks.
It Allows You to Balance Multiple Projects: A Gantt chart allows managers to easily track multiple
projects. It then enables those managers to balance the work on each project because the chart
indicates how to provide the right resources at the right time.
It Makes Complex Information Manageable: The visual clarity that a Gantt chart provides can
help simplify a complex set of tasks. The chart displays tasks clearly and simply for the people
who must do the work. Such transparency enables team members to stay focused and avoid
becoming overwhelmed by a large number of tasks.
It Helps You Set Realistic Deadlines and Expectations: A Gantt chart lays out all the tasks that a
team must accomplish in order to complete a project. The chart also illustrates the relationships
and dependencies among those tasks. Such coherent visual communication allows for a realistic
view of the time it takes to complete the work. Consequently, having access to such accurate
information allows you to set realistic deadlines for each task and for the entire project.
It Helps Keep Everyone Aligned, Including Remote Workers: When everyone on a project team
(including remote workers and those in other offices) has easy access to the same information,
all work on the project remains aligned. The chart improves communication and collaboration
among everyone.
It Motivates Team Members: A Gantt chart enables team members to visualize their tasks,
thereby motivating them to do their work on the project. Team members can view the project
moving forward and watch other members completing their tasks. The chart also shows how
certain tasks can’t begin until another task is completed. All that visibility enables people to
complete their tasks well and on time.
The Disadvantages of Gantt Charts
Gantt charts aren’t perfect. Setup can be time consuming. With large projects, the number of
tasks and their details can complicate the chart and make it difficult to understand.

The Main Challenges of Gantt Charts

One of the primary challenges when using Gantt charts is their complexity in large projects. The
charts can also fail to represent the complexities of certain tasks and the time your team
requires to complete them.

Here are some of the main challenges of Gantt charts:

Setup Can Be Time Consuming: Setting up a Gantt chart for a complex project can be convoluted
and time consuming. Software can help.
They Can Become Complex and Confusing: A Gantt chart for a large project with many tasks and
subtasks can become complicated. Adding even more tasks or making changes to the schedule
affects the entire chart. When your organization doesn’t use software to help, repeatedly
reworking the Gantt chart can become difficult.

The chart loses some of its value when it becomes too complicated. One of the advantages of a
Gantt chart is its ability to depict a project and its tasks at a glance. When the project description
expands to cover hundreds of tasks over multiple pages, you lose such an advantage.
They Don’t Designate Priorities: Gantt charts focus on presenting the tasks in a project, the order
of those tasks, and the approximate time it takes to complete them. The charts don’t show the
priority of the particular tasks you need to complete for the project to be a success. With such
an omission, team members might not understand those priorities the way they should.
They Don’t Offer Much Detail Regarding Task Dependencies: Gantt charts can show how you
must complete one task before starting another one. But they don’t provide much detail
concerning all of the dependencies within a particular task for a project.

The Advantages of a PERT Chart?

It’s great for visualising the projectA PERT diagram is an excellent bird’s eye view of a project.
You can spot any potential bottlenecks and obstacles in the chart. It’s very easy for all involved
parties to identify their roles and execute them on time.
The PERT chart identifies the critical path very wellThe critical path method is the central tenet
of the PERT technique. The critical path is the minimum time needed to complete an operation.
So this organisation method is very time focused. This is great for hitting deadlines and
delivering the project to clients on time.
Allows for individual activity analysesTo do this type of analysis well, you need to study each
individual task. What does each individual task on the project timeline need? What prior tasks
need to be completed before you can move on to the next task? What resources need to be in
place? The PERT chart will display these things clearly so nothing falls through the cracks.
PERT analysis helps coordinate departmentsGathering qualitative and quantitative data from all
involved departments makes the PERT chart a collaborative effort. Departments can clearly see
their roles and deadlines. All areas of responsibility are visible, which encourages multiple
departments to take ownership of their part in the project.
You can conduct what-if analysis easilyPERT analysis encourages you to look at all of the
potential scenarios for completing the project. This is because of the emphasis on critical and
subcritical paths. It’s easy to conduct what-if analysis on any path to project completion.

What Are The Disadvantages of a PERT Chart?

PERT can be too time focused PERT places a very heavy emphasis on time. It sets out deadlines
for the project tasks to ensure that the project is on track at all times. Therefore, it’s not a very
flexible project management tool. It may not be suited to all projects.
It doesn’t work well for more than two projects in tandemIf more than two projects need to
share resources, a PERT chart is not the best way to track them.
PERT analysis is very labour intensiveBy nature, it takes a lot of time and thought to create a
PERT chart. This is doubly true of complex charts that span a long period of time with multiple
participants. If you need to change something in the chart, it will take a long time to alter all of
the subsequent project tasks on the project timeline.
Not an ideal method for long-term projectsLong term complex projects can get unwieldy. You
need to add new project tasks as the timeline progresses. It also may require more staff
members to get involved. This is hard work for the project manager to track the progress of the
entire project.

RESOURCE LOADING
What is Resource Loading in Project Management?
Resource loading in project management is the process of loading employees’ total available
hours with assignments. In resource loading, an employee will typically be assigned a percentage
of a project, and can then be assigned additional project percentages until that employee
reaches 100% of their hourly work week capacity. Once an employee reaches 100%, they are
effectively booked and should not be scheduled for more work. By looking at a resource loading
chart, a manager can view the total hours their employees can work for a given time period and
adjust each team member’s assignments accordingly.

Resource loading's main drawback is that, while managers are technically able to schedule
employees for 100% work, doing so will inevitably mean that employees end up overloaded at
some point. This can happen when unexpected responsibilities come up during a project.

In a simple resource loading example, if an employee is scheduled at 100% and has to fill in for
another employee who is sick or unavailable, that employee will then be working at over 100%
capacity. Projects can go over deadline or budget due to workforce limitations if you use
resource loading to manage workloads

Resource Leveling
Resource leveling is a resource optimization technique whereby a project manager adjusts the
start and end dates of activities based on resource constraints to balance resource demand
versus available supply.
Resource leveling can be used when shared or critical resources are only available at certain
times or in limited quantities, or are over-allocated, such as when resources have been assigned
to two or more activities in the same time period, or it is necessary to maintain the use of
resources at a constant level. Leveling resources can often cause the original critical path to
change — longer. Paths that are not critical paths have floats available, and floats can be used in
resource leveling.
Resource leveling is always done first.
Example: Under normal conditions, a project member works 45 hours per week, if assigning a
person a workload greater than 45 hours a week, this activity needs to be "leveled" and reduced
to 45 hours, i.e. this work will take more days to complete than originally planned. This "45 hours
per week" constraint can be a statutory and project regulation we need to adhere to.