FACULTY OF CIVIL ENGINEERING TECHNOLOGY
ASSIGNMENT
COURSE : PROJECT MANAGEMENT
COURSE CODE : KUK4412
SESSION/SEMESTER : SEMESTER 2 24/25
LECTURER : NORMANIHA BINTI ABD GHANI
MUHAMMAD AZRUL IKHWAN BIN KAMAL ARIFFIN (AA24002)
NAME Members:
1) MUHAMMAD AIDIL BIN RUSMIZI (AA24064)
2) MUHAMMAD AMIR BIN FADZILAH (AA24003)
3) MUHAMMAD AMIR FARHAN BIN MOHD PUAT (AA24005)
1) The key phases of the project lifecycle in the context of civil engineering
project.
1. Initiation Phase
To define the project's overall goals, assess its feasibility, and obtain formal approval to
proceed.
Activities:
• Identify the need or problem example a new bridge, road, or drainage system.
• Conduct feasibility studies from aspects technical, financial, legal, environmental
• Perform a preliminary site investigation.
2. Planning Phase
To develop a comprehensive plan that guides the project from execution through closure.
Activities:
• Create a detailed project scope and define work breakdown structure (WBS).
• Prepare engineering designs and technical drawings.
• Conduct environmental impact assessments and secure permits.
3. Execution Phase
To implement the project plan and build the physical structure or system.
Activities:
• Execute construction or infrastructure work as per design.
• Coordinate with contractors, suppliers, and consultants.
• Manage site logistics, health and safety, and environmental compliance.
4. Monitoring and Controlling Phase
To ensure the project stays on track and performs as planned.
Activities:
• Monitor progress against scope, time, and cost baselines.
• Perform quality control checks and inspections.
• Track risks and implement mitigation strategies.
5. Closure Phase
To formally complete the project and ensure all objectives are met.
Activities:
• Final inspections, testing, and commissioning of systems.
• Complete any outstanding work or defect rectification.
• Handover documents, drawings, and maintenance manuals to the client.
Main Activities and Deliverables Involved
1. Initiation Phase
The initiation phase is undoubtedly one of the most important phases of a project, as the
project sponsor who supports the project idea begins to gather information to present the
project proposal to a group of stakeholders who decide whether or not to proceed with
the project.
In order to ascertain whether the project is viable and worthwhile, this phase of the project
typically starts with a business case, feasibility study, cost-benefit analysis, and other
forms of research. This marks the start of the project for the project manager, who is
chosen by the project sponsor and is in charge of establishing a project charter and
providing a high-level definition of the project.
During this process, stakeholders also offer their opinions. If the project charter is
accepted, a project team is put together, and a launch meeting is conducted. The project
planning phase then starts when the project manager starts working on the project plan.
The project manager is in charge of managing the project's planning, execution,
monitoring and control, and closure stages, while the project sponsor plays a supporting
role for the duration of the project.
2. Planning Phase
In this stage of the project, the project plan is created by the project manager. A project
plan, also known as a project management plan, is a written document that outlines the
specifics of how the project will be executed. Project plans might differ from one
organization to another, even though there are some recommendations for generating
them, such as those published by the Project Management Institute (PMI) in the Project
Management Body of Knowledge (PMBOK) or other organizations.
However, these crucial topics must to be included in each project management plan:
1. Project Goals: A project plan begins by setting SMART (specific, measurable,
achievable, realistic, timely) goals. These objectives will be the focus of the
project's tasks and deliverables.
2. Project Scope Management: The tasks that will be carried out in order to finish
the project are collectively referred to as the project scope. This is outlined in the
scope management plan, a portion of the project plan that covers a number of
crucial topics, including how the activities will be completed, the outputs or
outcomes that will be achieved, and the success criteria.
3. Project Resource Management: This is the most effective way to use your
resources to meet the objectives of your project. It entails organizing and assigning
personnel, tools, supplies, and other resources.
4. Project Budget Management: This is the procedure for planning, monitoring, and
managing the project's financial resources as well as developing a project budget.
5. Project Risk Management: Recognizing and resolving possible issues that can
affect your project. It seeks to pinpoint problems and lessen their effects should
the risk come to pass.
6. Project Quality Management: This is about making that the project meets the
necessary quality standards, produces the desired results, and pleases the client.
7. Project Schedule Management: This is about determining what task needs to be
done at what point to ensure the project stays on schedule.
3. Executing Phase
Executing the activities, deliverables, and milestones outlined in the project plan is the
next stage of the project, which is what most people consider to be the project.
Developing the team, allocating resources based on KPIs, carrying out the project plan,
managing procurement, and tracking and monitoring progress are some of the activities
that comprise the project execution phase. You can update the plan and schedule and
schedule status meetings as needed.
To organize project activities, assign resources, keep an eye on expenses, and measure
vital project KPIs throughout this phase, it's critical to use project management software.
4. Monitoring and Controlling Phase
The project monitoring and control phase occurs concurrently with the project execution
phase and consists of establishing key performance controls and metrics to measure the
effectiveness of project execution.
Monitoring and control is one of the most important stages of project management to
ensure that execution is proceeding as planned.
To effectively monitor a project, project managers typically ensure that these steps are
taken:
1. Create a Project Baseline: A baseline is a fixed reference point that is the original
project plan, typically including scope, schedule, and cost baselines. It is a useful
project boundary that determines how well the project is being executed.
2. Establish Project Metrics and Key Performance Indicators (KPIs): Determine the
project metrics and KPIs that need to be tracked. Common examples include
schedule variance, cost variance, and return on investment.
3. Establish Project Controls: Next, establish project controls, which are processes,
tools, and techniques that help monitor the project. They include things like
schedule, cost, quality, scope, and risk.
4. Use Project Dashboards: These are essential tools for tracking a variety of project
metrics. They provide a visual representation of statistics such as cost, time,
progress, and more. Many project dashboards can be customized to show different
metrics, and some are portfolio dashboards that show data from across projects.
5. Create Project Management Reports: Reports help share with project stakeholders
because they are a quick and easy way to communicate updates. Project managers
use customizable reports to share data about status, tasks, timesheets, workload
and variances.
5. Closing Phase
The stages of project management need to be wrapped up, and the life cycle isn’t over
until the project closure phase is over.
The project manager must now dismantle the machinery built to complete the project,
even if completing the deliverables to the satisfaction of your stakeholders is obviously
crucial. This include wrapping up work with contractors, confirming that everyone has
received their money, and making sure that all project documentation has been approved
and saved for future project planning.
Following this stage of the project management life cycle, the project manager
frequently meets with the project team for a post-mortem to discuss what went well and
what didn't so that mistakes may be prevented and successes can be replicated.
Based on the insights and key takeaways from this meeting, project managers will then
create a lessons learned document, which logs the challenges, failures and successful
outcomes from the project so that the project management team can learn from them for
future projects.
2) Phase Interconnections
These phase interconnections pronounce their coexistence in the context of dependencies
and relationships of each phase of the project like initiation, planning, monitoring and
controlling, execution, and closure. Even though there are sequences to follow and
prerequisites to fulfill, interactions among these phases tend to be iterative, cyclical, and
sometimes require going back, depending on the project conditions or the information
available at the moment. For instance, simultaneously with execution, planning activities
can further refine or polish, and monitoring floor activities might require changes in
execution or planning. The understanding of this dynamic framework of phases and the
way they build upon and interact with one another is crucial for ensuring strategic fluidity,
risk control, balanced resource allocation, and meeting objectives within set limits of
scope, time, and budget. Such parallel processes across interlinks of various phases can
allow the project team to forethink challenges and proactively manage resources to
achieve optimized momentum in project delivery.
A) Discuss how the completion of one phase leads to the initiation of the next phase
in the lifecycle.
Completing one part of a project helps to begin the next part, ensuring the project
advances in a clear and organized manner. In the Initiation phase, we understand the
project’s purpose, goals, and possibilities. After this, the project moves into the Planning
phase, where detailed plans are made about the project’s scope, timeline, cost, quality,
and needed resources. Once these plans are ready and approved, we move into the
Execution phase, where the work happens. During this time, the Monitoring and
Controlling phase also takes place to check progress, manage changes, and ensure goals
are being met. The information from monitoring often leads to necessary changes in the
execution. Finally, when the project’s goals are reached and everything is completed, we
enter the Closure phase. This stage involves writing final reports, getting stakeholder
approvals, and releasing resources. Each step depends on the one before it, creating a
linked and ongoing process that keeps everything together.
1. Initiation Phase → Planning Phase
A company decides to create a mobile app for online grocery delivery. During the
initiation phase, they define the business need, do a feasibility study, and identify key
stakeholders. Once this is complete and the project is approved, it moves to the
Planning phase.
2. Planning Phase → Execution Phase
In the Planning phase, the project team creates a detailed project plan—defining the
app features, timeline, cost estimates, resource assignments, and risk management
strategies. Once this plan is reviewed and approved, the Execution phase begins,
where developers start coding the app, designers create the UI, and testers prepare test
cases.
3. Execution Phase ↔ Monitoring and Controlling Phase
While the app is being built (Execution), the project manager monitors progress
(Monitoring and Controlling). Suppose testing shows that one feature isn’t working
properly. The manager may decide to revise the plan or adjust resources to fix the
issue, showing how Monitoring can influence Execution and even lead back to
Planning for revisions.
4. Execution/Monitoring Phase → Closure Phase
Once all app features are developed, tested, and accepted by stakeholders, the project
moves to the Closure phase. Here, the final product is handed over to the client or
end-users, documentation is completed, the team is released, and a final review is
conducted to evaluate project performance and lessons learned.
B) Provide an example of how transitioning from the 'Initiation' phase to the
'Planning' phase would work in your selected engineering project
In a bridge construction project, the process starts with the Initiation phase. During
this phase, the need for a new bridge is identified. This might be to reduce traffic or
connect two areas more effectively. A feasibility study is carried out to determine if
the project is technically doable, friendly to the environment, and financially wise.
Key players, such as government agencies, engineers, and the local community, are
identified. A basic business case is also created. Once the project gets official
approval, it moves to the Planning phase. In this stage, detailed designs are made, and
decisions on materials and construction methods are made. Timelines and budgets are
set, and environmental impact assessments are checked. Furthermore, a risk
management plan is created. The outputs from the Initiation phase, like approvals
from stakeholders and the feasibility report, are crucial. These provide guidance for
setting the project's scope and strategies during the Planning phase, ensuring that the
project is ready for successful execution.
3) Application of Knowledge
In Civil Engineering, the implementation phase is where physical realization of the plan occur,
where material, manpower, and equipment converge to construct the intended edifice. Slippage
at this phase or either through design error, insufficiency of resources, or equipment failure can
be potentially seriously destabilize the rhythm of the project and impact all subsequent phases.
Firstly, delays in the execution phase impact the monitoring and control phase, which relies on
timely updates and accurate tracking of progress. When the project falls behind, the baseline
schedule becomes misaligned with actual progress, requiring frequent updates and revaluation of
key performance indicators. This leads to increased management overhead and reduced
confidence in project forecasts.
Secondly, the commissioning and handover phase is delayed. This phase involves inspections,
testing, and the formal transfer of the completed project to the client. If execution delays persist,
the handover is postponed, which may trigger penalties or legal claims, especially if contractual
deadlines are not met. Delayed commissioning also disrupts operational readiness, which is
particularly critical in projects such as hospitals, schools, or public infrastructure.
Furthermore, the operation and maintenance phase suffer. A postponed handover shortens the
preparation period for maintenance and may lead to improper or rushed onboarding of facility
managers. This increases the likelihood of operational inefficiencies or even premature system
failures.
To combat such delays, there has to be a systematic response. Root cause analysis should be
conducted instantly in order to know the cause of the delay such as design conflicts, late
deliveries, or mechanical breakdowns and to facilitate rapid corrective action. As an example,
correcting a bad design can be achieved by minimal reworks and not a redesign, saving valuable
time.
Another approach is using fast-tracking or crashing techniques. Crashing means assigning more
resources to critical activities in an attempt to accelerate progress, while fast-tracking schedules
overlap tasks that were previously sequential. The two are often used in construction management
to help retrieve lost time, yet need to be managed effectively to avoid introducing new risks.
Flexible resource assignment is another in-world solution. Project managers may shift labor and
equipment temporarily from non-critical to critical tasks, or outsource specialized work in an
effort to keep the project moving ahead. Pre-emptively establishing such contingency measures
is a best practice in avoiding delay.
Additionally, project rescheduling using tools like Gantt charts or Critical Path Method (CPM)
helps adjust the timeline and reallocate float to critical activities. Open and transparent
communication with stakeholders ensures that all parties are informed of changes, minimizing
misunderstandings and preserving trust.
Finally, contingency planning must be incorporated right from the planning stage.
Buffer time, stand-by suppliers, and alternative design solutions can absorb delays
without risking the entire project.
In conclusion, delays in the execution phase have a domino effect on the rest of the civil
engineering project lifecycle. However, with swift problem identification, proactive planning, and
strategic resource management, the negative impacts can be mitigated. Ensuring flexibility and
communication throughout the project fosters resilience and improves the likelihood of successful
project completion.
Reference
• extension://efaidnbmnnnibpcajpcglclefindmkaj/https://www.goldenlightpublish.
com/dosyalar/baski/JCEMI_2021_274.pdf
• https://kalam.ump.edu.my/pluginfile.php/30676/mod_resource/content/1/%5BL
M2%5D.pdf
• https://www.researchgate.net/publication/365322620_Delay_in_Construction_Pr
ojects_Types_Causes_and_Effects
• https://www.geeksforgeeks.org/project-management-life-cycle/
