Engr.Mehraj Hossain,PMP

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As a Procurement Specialist and PMI-certified Project Manager, I'm thrilled to announce that I'll share insider tips, strategies, and best practices in these areas.

Key Differences Between PERT and CPMThe most important differences between PERT and CPM are provided below:1. PERT is a ...
30/05/2024

Key Differences Between PERT and CPM
The most important differences between PERT and CPM are provided below:

1. PERT is a project management technique, whereby planning, scheduling, organising, coordinating, and controlling uncertain activities are done. CPM is a statistical technique of project management in which planning, scheduling, organising, coordination, and control of well-defined activities take place.

2. PERT is a technique of planning and control of time. Unlike CPM, which is a method to control costs and time.

3. While PERT has evolved as a research and development project, CPM evolved as a construction project.

4. PERT is set according to events while CPM is aligned towards activities.

5. A deterministic model is used in CPM. Conversely, PERT uses a probabilistic model.

6. There are three times estimates in PERT, i.e. optimistic time (to), most likely time ™, and pessimistic time (tp). On the other hand, there is only one estimate in CPM.

7. PERT technique is best suited for a high-precision time estimate, whereas CPM is appropriate for a reasonable time estimate.

8. PERT deals with unpredictable activities, but CPM deals with predictable activities.

9. PERT is used where the nature of the job is non-repetitive. In contrast, CPM involves jobs of a repetitive nature.

10. There is a demarcation between critical and non-critical activities in CPM, which is not in the case of PERT.

11. PERT is best for research and development projects, but CPM is for non-research projects like construction projects.

12. Crashing is a compression technique applied to CPM, to shorten the project duration, along with the least additional cost. The crashing concept is not applicable to PERT.

Top-Down vs. Bottom-Up Estimating 📊✨🔝 Top-Down: Quick and strategic, this method starts with the big picture, breaking d...
21/05/2024

Top-Down vs. Bottom-Up Estimating 📊✨

🔝 Top-Down: Quick and strategic, this method starts with the big picture, breaking down the overall budget or timeline. Ideal for early project phases and high-level planning. Fast but less detailed. 🏙️

⬇️ Bottom-Up: Detailed and accurate, it involves estimating every task individually and aggregating the results. Perfect for detailed planning and budgeting. Time-consuming but precise. 🏗️

Which approach suits your project style? Let’s discuss! 🤔👇

PLANT vs EQUIPMENT # Construction # FIDICThe terms "plant" and "equipment" are often used interchangeably, but they hav...
15/05/2024

PLANT vs EQUIPMENT # Construction # FIDIC
The terms "plant" and "equipment" are often used interchangeably, but they have distinct meanings in certain contexts, particularly in business, manufacturing, and construction industries:

Plant: In some contexts, "plant" refers to the machinery, equipment, and fixtures used in a manufacturing process or industrial operation. It encompasses a wide range of items such as production machinery, assembly lines, industrial buildings, and utilities like water and power supply systems. In this sense, "plant" refers to the entire facility or the infrastructure necessary for a specific industrial process or operation.

Equipment: "Equipment" typically refers to the tools, machinery, and other tangible assets used in various operations, including manufacturing, construction, agriculture, and other industries. Equipment can include items such as vehicles, tools, computers, machinery, and other physical assets used to perform specific tasks or functions.

In summary, while both "plant" and "equipment" refer to physical assets used in various operations, "plant" often refers to the entire infrastructure or facility necessary for a specific industrial process, while "equipment" refers to the individual tools, machinery, and assets used within that facility or operation.
As per FIDIC red book
In the context of FIDIC contracts, particularly the FIDIC Red Book (the Conditions of Contract for Construction for Building and Engineering Works Designed by the Employer), "Plant" and "Equipment" are used with specific definitions:

Plant: In FIDIC contracts, "Plant" typically refers to machinery, apparatus, and appliances that are intended to form part of the permanent works. This includes machinery, equipment, and other installations that are essential for the operation and functioning of the completed project. Plant, according to FIDIC, may also include tools and temporary works, as long as they are included in the Contract.

Equipment: In FIDIC contracts, "Equipment" refers to items other than Plant which are used for the ex*****on of the Works. This could include various tools, machinery, vehicles, and other tangible assets that are necessary for the construction process but are not intended to become a permanent part of the completed project.

These definitions provided by FIDIC are important within the contract framework as they determine the responsibilities of the parties (such as the Contractor and the Employer) regarding the supply, installation, operation, maintenance, and ownership of Plant and Equipment throughout the project lifecycle.

Steps of closing the project 1. Deliverables are accepted/rejected2. Approval from sponsor/Steering committee to start c...
13/05/2024

Steps of closing the project
1. Deliverables are accepted/rejected
2. Approval from sponsor/Steering committee to start closing
3. Check all procurements are closed
4. Check Benefit management plan/realization of Project benefit
5. Start writing the final report and get approval from the sponsor. Communicate the report to SH's as per CMP
6. Update Lessons Learnt register and Project documents
7. Document LLR into the lessons learned repository and Project Documents in the Archive as OPAs for future projects
8. Release team
9. Conduct Administrative Closure
10. Finally Celebrate the Project's Success

Project Completion Report A review of the project story--what happened, what was learned, what went well and didn't go well, and measurements of the process and the product--for the benefit of subsequent projects.

Components of the Project Completion Report:
Assessment of overall project performance against plan
Customer assessment of project conduct and results
Participatory team assessment of project
Description of project successes
Lessons learned
Further actions to be taken
Now write the Importance of the Project Closing Phase?

MEASUREMENTS IN AGILE PROJECTSTransitioning to agile means using different measurements. Using agile means looking at ne...
10/05/2024

MEASUREMENTS IN AGILE PROJECTS
Transitioning to agile means using different measurements. Using agile means looking at new metrics that matter to the team and to management. These metrics matter because they focus on customer value.

One problem with status reporting is the team’s ability to predict completion or to use traffic light status to describe the project. For instance, project leaders describe the project as “90% done.” At that point the team tries to integrate the pieces into a product. The team discovers missing requirements or surprises, or finds that the product doesn’t integrate the way they thought it would.The project is only partway done, and the traffic light status reporting does not reflect the real state. Too often, the project team realizes it will need just as much time to complete the remainder of the project. For too many projects, the team realizes they are—at most—10% done because of issues the team discovered.

The problem with predictive measurements is that they often do not reflect reality. It often happens that a project status light is green up until 1 month before the release date; this is sometimes referred to as a watermelon project (green on the outside, red on the inside). Oftentimes project status lights turn red with seemingly no warnings, because there is no empirical data about the project until 1 month before the release date.

Metrics for agile projects contain meaningful information that provide a historical track record, because agile projects deliver value (finished work) on a regular basis. Project teams can use such data for improved forecasts and decision making.
Surrogate measurements such as percent done are less useful than empirical measurements such as finished features. Agile helps teams see problems and issues so the team can diagnose and address them.
In addition to quantitative measures, the team can consider collecting qualitative measures. Some of these qualitative measures focus on practices the team has chosen and assess how well the team uses those practices, for example, the business satisfaction with delivered features, the morale of the team; and anything else the team wants to track as a qualitative measure.
Source: Agile Practice Guide-PMI

Earned Value Management (EVM) is a powerful technique used in project management to measure project performance against ...
09/05/2024

Earned Value Management (EVM) is a powerful technique used in project management to measure project performance against the project baseline. Its importance lies in its ability to provide objective insights into project progress, cost, and schedule performance.

09/05/2024

🚀 Exciting Opportunity for Procurement Professionals and Aspiring Project Managers! 🚀

Are you looking to elevate your skills in procurement, master an MS Project, or obtain your PMP certification? Look no further!

As a seasoned Procurement Specialist and PMI-certified Project Manager, I'm thrilled to announce that I'll be hosting a coaching call to share insider tips, strategies, and best practices in these areas.

Whether you're aiming to streamline your procurement processes, enhance your project management skills with MS Project, or prepare for the PMP exam, this coaching call is designed to empower you with the knowledge and tools you need to succeed.

Here's what you can expect:
🔹 In-depth insights into procurement strategies and techniques.
🔹 Practical guidance on mastering MS Project for effective project management.
🔹 Proven tips and resources to help you ace the PMP certification exam.

Let's unlock your full potential together!

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