4/22/2025

BBA-302
BBA-
Project Evaluation and Control: Project Project Management
Monitoring and Controlling, Project UNIT IV:
Evaluation, Post Project Evaluation
(Post Audit), Abandonment Analysis,
Social Cost Benefit Analysis,
Prepared by:
Emerging Concepts and Issues in Pushpa Prajapati
Project Management: Role of Assistant Professor
Information technology in Project
Management, Future of Project
Management

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Project Monitoring

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Project Monitoring
• Monitoring is a device to evaluate the progress/ performance/
achievement of a project for taking suitable corrective measures.
• Project monitoring is the regular observation and recording of
activities taking place in a project.
• It is a continuous function during project implementation.
• It provides information and ensures the use of such information
by management to assess project effects – both intentional and
unintentional.
• It aims at determining whether or not the intended project goals
and objectives are being on the track.

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Project Monitoring

• Project monitoring is defined as a process which is performed to

track the progress of project execution so that potential problems
can be identified well in advance for taking corrective actions for
the purpose of controlling the execution of the project.

• Project monitoring can also be defined as the ongoing process by

which management gets regular feedback on the progress being
made towards achieving the goals and objectives of the project.

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Activities of Project Monitoring

• Monitoring of actual progress as compared to the planned

project progress and collection of key progress metrics.
• Reporting of project status, costs and outputs and other relevant
information to the management.
• Identifying factors affecting the progress of the project.
• Measuring response of the decision taken on project activities
and effect on the progress of project implementation.
• Minimising the risk of project failure.

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Steps in Project Monitoring

1. Study of the project, its schedule and costs.

2. Selection of parameters to be monitored (factors affecting the project,
risks, issues, changes, etc.)
3. Selection of the frequency of reporting and its format (time period)
4. Collection of data for the parameters being monitored
5. Analysis of data by using appropriate monitoring technique
(Observations, interviews, PERT, etc.)
6. Presentation of the analysed data and reporting it to the management
7. Review of the presented data by management for decision making

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Steps in Project Monitoring

1. Study of the project, its schedule and costs.

2. Selection of parameters to be monitored (factors affecting the
project, risks, issues, changes, etc.)
3. Selection of the frequency of reporting and its format
4. Collection of data for the parameters being monitored
5. Analysis of data by using appropriate monitoring technique
6. Presentation of the analysed data and reporting it to the
management
7. Review of the presented data by management for decision
making

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Steps in Project Monitoring

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Tools for Project Monitoring

1. Verbal communication – Probably the most effective mode of

communication, it is quick and involves direct contact with the audience.
However, verbal communications are forgotten easily and may lead to
misunderstandings and denial of information.
2. Written Communication: Can overcome the barriers of verbal
communication. It is the most reliable mode of communication. It
provides clear data and information and removes the possibility of
misunderstandings. However, the flow of written communication is time
consuming.

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Tools for Project Monitoring
3. Meetings – Meetings should take at a fixed interval of time or as and when
required with different players involved in a project. Meetings should focus on
sharing and interchanging of information, clarifying, stimulating and seeking
the best solutions regarding project performance.
4. Reports: Reports should be generated for activities undertaken, inputs
supplied, funds disbursed, outcomes, etc. All information should be recorded
and incorporated in reports. Reports are effective only if submitted to right
people at the right time to facilitate correct decision making. Reports should be
consise, preferably visual and to the point.
5. Diary Notes: Diary notes help in recording critical incidents, key decisions,
minutes of meetings, etc. Diary notes should clearly include the date, time,
place and persons concerned along with decisions taken on a particular matter.

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Tools for Project Monitoring
The collected data during project monitoring is analysed using the following
tools:
1. Critical Path Analysis (CPA)
2. Variance Analysis (VA)
3. Programme Evaluation and Review Techniques (PERT)
4. Gantt or Bar Charts
5. Work Breakdown Structure Technique (WBS)
6. Earned Value Analysis (EVA)
7. Critical Ratios
8. Logical Framework Matrix
9. Benchmarking Techniques
10. Specialised information programmes, etc.

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Problems faced during Project Monitoring
 Many of the report gather dust in offices without being effectively
used.
 Sometimes the wrong information is collected and analysed, which
may not be useful in decision making.
 Some departments or units are not serious in providing the
information necessary for the project monitoring. They display a
casual approach.
 Many a times there is no feedback on the reports presented to the
management and hence, the people involved in monitoring of the
project do not get motivated for the preparation of serious reports.

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Importance of Project Monitoring
1. It brings into focus the problems during implementation of the project which needs
solution.
2. It provides information and ensures the use of such information by management to
assess project effects.
3. It aims at determining whether or not the intended project goals and objectives are
being on the track.
4. It provides regular feedback on the progress of the project.
5. It also provides critical input for project evaluation.
6. Project monitoring provides records of activities and results, and signals problems to
be remedied along the way.
7. It provides opportunities at regular predetermined points to validate the logical
progress of the project.
8. It helps the management for fine tuning of implementation activities of the project.
9. It provides information about project status, costs and outputs.

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Project Control

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Project Control
 Project control involves a regular comparison of performance against targets, a
search for causes of deviation and a commitment to check adverse variations.
 It serves two major functions:
1. Ensures regular monitoring and
2. Motivating project people to strive for achieving project objectives.
 A project management function that involves comparing actual performance
with planned performance and taking appropriate corrective action that will
yield the desired outcome in the project when significant differences exist.
 Tracking and managing the core project management elements of scope, quality,
time and cost.

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Reasons for poor or ineffective project control
 Project characteristics like large, complex involving many agencies, people, etc.
Which make it difficult to control regarding keeping track of physical and
financial performances, non-routine tasks, coordination and communication
problems.
 People problems – a project manager’s required ability to monitor a wide range
of factors, lack of experience, training competence and inclination to control
projects.
 Poor (Control and information ) systems:
 Delay in reporting system
 Incorrect data or unreliable information, and
 Inappropriate level of detail collection

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Project Control Cycle/Steps

1. Setting Performance Standards

4. Take Corrective 2. Measurement of Actual

Action Performance

3. Comparing Actual with the Standard

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Steps in Project Control
 Project control is a series of processes and steps that a project manager in
cooperation with other management staff carries out to control the project in terms
of progress, quality, changes, products, commitment and other critical concerns.

 There a five steps in project control such as:

1. Holding of Meetings
2. Performing Quality Control
3. Tracking the Work Progress
4. Responding to Changes
5. Managing the Issues

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Steps in Project Control
1. Holding of Meetings:
 The objective is to assemble and manage an effective project team that is able to accomplish
defined goals and objectives.
 The project manager should provide an overview of work in progress, describe current goals
and issues and establish effective communications with the team.
 Every meeting starts with an agenda. The project manager needs to write a meeting agenda
and share with the participants of the meeting so that they are well prepared for the meeting
with relevant data and information.
 Meetings helps the project manager to :
 Review and (re)assign roles and responsibilities of the team
 Provide executive direction of the project to the team
 Notify current status of the project work, including open issues
 Provide guidance and support to the team
 Make executable decisions regarding further actions throughout the project
 Establish and review success criteria.

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Steps in Project Control
2. Performing Quality Control: The project manager should perform the following
tasks to control quality:
 Create a quality review schedule that defines timing for controlling a given stage.
 Develop an agenda that determines key tasks of people involved in the control process.
 Assign reviewers who will perform stage quality control, including stage objectives,
products, commitments, roles, responsibilities, etc.
 Allocate other roles such as Facilitator (who ensures adherence to the agenda and
appropriate follow-ups) and Author (who provides all necessary information and takes
approved corrective actions after the control process finishes.
 Document and record all actions and decisions taken throughout the control process.
 Ensure that appropriate follow-up actions are taken.
 Notify stakeholders of the project status after the control process is done.

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Steps in Project Control
3. Tracking the Work Progress: Refers to monitoring, measuring and controlling
progress of the project to ensure that the project is being done as scheduled. The
project manager should:
 Capture data including actual finish/start date, time effort (in hours), latest estimated duration
to finish the project.
 Update schedule and resources
 Take corrective actions

4. Responding to Changes: The project manager should:

 Receive and review change requests
 Assign change request to competent team members who must investigate alternative solutions
 Review and approve/cancel alternative solutions
 Create an action plan and define implementation time of each change
 Monitor progress and quality

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Steps in Project Control
5. Managing the Issues: The project manager should –
 Identify and record issues affecting the project
 Create an issue log that specifies the issues including their description , type,
priority, assigned personnel, status, etc.
 Assess impact of the issues on the scope, schedule and cost.
 Determine how the issues may be resolved.
 Review, correct and accept recommendations regarding managing the issues
 Execute the resolution
 Monitor progress on issues

 Apart from these five steps there are other activities like risk management,
exception management and communication management.

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Project Control Techniques
 Small work chunks or small tasks – Break a big project into smaller tasks (WBS). It
is much easier to detect a delayed or troubled task as they can be easily monitored
against their planned schedule, time, cost and quality. Problems can be resolved at
the individual task or activity level itself.
 Baselines – Measure and report performance against the baselines and maintain it.
The critical success factors of schedule and budget should be compared with actual
baseline plans.
 Status Meetings – Powerful tool for communications and managing expectations.
 Completion Criteria – The criteria of acceptance of the project is set and the project
outcomes can be mapped against the completion criteria.
 Reviews –To plan for the review feedback correction cycle of almost all the key
deliverables. Reviews can be process reviews, design reviews, audits, walkthroughs
and testing.

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Project Control Techniques
 Milestones and checkpoints – These are pre-defined markers or important points to
stop, report progress, review key issues, confirm that everyone is still on-board and
verify that the project should proceed with it’s mission. They allow project sponsors
and senior management to evaluate their project investment and redirect valuable
resources from a troubled project (abandonment analysis) to more promising
projects.
 Track requirements – The traceability requirements matrix provides a documented
link between the original set of approved requirements, any interim deliverable, and
the final work product.
 Formal Sign-offs – The formal report of review and acceptance of a given
deliverables helps to keep expectations aligned and the appropriate stakeholders are
actively engaged in the work.

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Project Control Techniques
 Independent QA Audit – An independent
and dedicated quality assurance audit is a
good tool to track deviations and control
them.
 V Method – ‘Validation’ and ‘Verification’
approach that ensures that there validation
and verification step of each deliverable
and the interim deliverable created. One
side of ‘V’ notes each targeted
deliverables and the other side of the ‘V’
notes list the verification methods to be
used for each deliverable directly across

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Project Evaluation

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Project Evaluation (Post Project Evaluation)

 Evaluating a project means performing a rigorous analysis of

completed goals, objectives and activities to determine
whether the project has produced planned results, delivered
expected benefits and made desired changes.
 As a process, project evaluation takes a series of steps to
identify and measure the outcomes and impacts resulted from
project completion.

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Need for Project Evaluation
 Identify areas of improvement
 Improve program design and implementation
 Ensure limited resources are utilised optimally
 Deals with questions of cause and effect
 Analyses why intended results were not achieved.
 Enhances project performance
 Checks consistency of the project with the original plan.
 Provides timely feedback to project planners and policymakers.

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Types of Project Performance Evaluation
1. Pre-Project Implementation: Pre-evaluating the project inputs and taking
actions to avoid deviations right before implementation. E.g., Availability of
raw materials, labour, finance, etc. This is feed-forward feedback.
2. On-going Project (or implementation) evaluation (Formative
Evaluation): To assure that the project is proceeding as per plan. This is
real-time/ concurrent feedback.
3. Post-Project (or Outcome) Evaluation (Summative Evaluation) – Judge a
project’s relevance, success and or effectiveness. This is done when you go
through the project’s paperwork, interview the project team , analyse all
relevant data and reports so as to understand what went right and what went
wrong. It is the Feedback collected after the completion of the project.

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Evaluation Plan
1. A Project Evaluation Plan is a detailed document that defines and
sets forth practices and sequence of activities for analyzing and
examining the project by certain evaluation criteria.
2. There is no exact number of indicators or evaluation criteria that
must be used in evaluating projects.
3. General Guidelines:
a) Identify Outcome and Impact
b) Choose Evaluation Method – Reviews, Surveys, Interviews, Focus
groups, Records analysis, questionnaire/feedback form
c) Report on the evaluation

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Phases/ Process of Project Evaluation
1. Planning: Identify the goals/objectives of evaluation, the scope of
evaluation, stakeholders and expectations.
2. Implementation: Monitor schedule and budget on ongoing basis,
check quality, using appropriate tools for evaluation.
3. Completion: Analyse data and information and interpret outcomes
and impact. Preparing reports, reviews and recommendations.
4. Reporting and Disseminating: Submit the evaluation report to the
management and other concerned stakeholders for decision-making
and taking corrective actions, if required.

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Project Evaluation:
(Abandonment Analysis)

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Abandonment analysis
 Project Abandonment Analysis is a process that organisations should execute before
making decision upon stopping or continuation of their projects.
 This analysis embraces economic and administrative considerations that an
organisation should give to their projects prior to making a well-grounded project
continuation versus abandon decision when it is necessary for an organisation to
cease some of their projects for the sake of a better viability of their other projects.
 A project can be abandoned before it is completed due to many reasons.
 As time passes, the attractiveness for the project may decrease.
 Hence, capital investment decisions should be re-appraised periodically before
continuing or terminating or divesting the project.

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Information required for Abandonment analysis

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Information required for Abandonment analysis

• Given the values of PVCF, SV and Dv, following are the decision rules:

If PVCF < SV < DV = Divest the project

If PVCF < DV < SV = Terminate the project
If SV < DV < PVCF = Continue the project
If SV < PVCF < DV = Divest the project
If DV < SV < PVCF = Continue the project
If DV < PVCF < SV = Terminate the project

• A basic rule of capital budgeting is guided by NPV (Net Present Value).

• The project must be abandoned, if the NPV associated with abandonment is less than the
NPV associated with continuation.
• Similarly, if the NPV associated with continuation is more than the NPV associated with
abandonment, the project must be continued.

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Information required for Abandonment analysis

Other considerations:

• Justify reasons to shut certain project down – why it does not make sense to continue
this project and why it is better to terminate it instead of just freezing it.
• Comparing losses – that a company will incur from abandonment of certain project
against the profit it can prospectively earn by reallocation of resources to other
projects.
• Appraising values of unattained benefits (belonging to a project to be abandoned)
against all other benefits that can be achieved at their costs (from other projects)
• Evaluation of effects that project abandonment may cause to an organisation owning
it.

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Post Project Evaluation

(Post Completion Audits)

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Post Completion Audits

• An audit of a project after it has been commissioned is referred to as completion audit or

post audit.
• Post Completion Audit may be done when the project is just commissioned or when the
operations of the project stabilise or when the project is terminated or some other time in the
life of the project.
• If conducted earlier, the review data may not be meaningful and if it is conducted after the
end of the project life the utility is likely to diminish.
• It is important review tool.
• Should be done for every project.
• Compares planned performance with actual performance when the operations of the project
ceases.
• May be conducted by an independent group consisting of executives from different
backgrounds – engineering, accountancy, marketing, planning, and so on.

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Benefits of Post Completion Audits

• Identify individuals with superior abilities in planning and forecasting.

• Serve as a useful training ground for executives who need broader business experience
and exposure.
• Help in discovering systematic biases in judgement.
• Induce healthy caution among project sponsors.
• Provide a collection of experience that may be valuable in improving future decisions.

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Benefits of Post Completion Audits

• Post Completion Audit is a one-time exercise, but performance evaluation is

done periodically to measure the results of the project on continuous basis.
• For this two practices are followed:
1. Book Return on Investment
o Common practice, calculated from readily available accounting
information, change in book value can be easily observed but it is a
lengthy process
o Two major shortcomings: misrepresents true profitability, may be
vitiated by creative accounting
2. Economic Rate of Return
Superior to Book ROI

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Benefits of Post Completion Audits

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Social Cost-Benefit Analysis (SCBA)

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Social Cost-Benefit Analysis (SCBA)

• It is an economic analysis.
• It is feasibility study of a project from the viewpoint of a society.
• The term “social benefit” refers to all those harmful consequences and
damages that the community on the whole sustains as a result of
productive processes.
• Social Costs-Benefit Analysis is an approach that is concerned to judge the
economic and social viability of a project especially public expenditure
projects.

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Objectives of Social Cost-Benefit Analysis (SCBA)

• Estimate the cost and benefit which will accrue to the project
company/client.
• Estimate the cost and benefit that will accrue to individual members of
society as consumers or suppliers of factor input.
• Estimate the costs and benefits which will accrue to the community.
• Estimate the costs and benefits which will accrue to the government.
• Discounting the costs and benefits which accrue over a period of time to
determine the feasibility of the project.

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

Main sources of discrepancy due to which SCBA is required:

 Market Imperfections
 External Effects
 Taxes and Subsidies
 Concern for Savings
 Concern for Redistribution
 Merit Wants

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

Main sources of discrepancy due to which SCBA is required:

 Market Imperfections
 External Effects
 Taxes and Subsidies
 Concern for Savings
 Concern for Redistribution
 Merit Wants

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

 Market Imperfections (Monopolies, Oligopolies)
• Market prices reflect social values only under conditions for perfect competition, which are
rarely realized by developing countries.
• When imperfections exist, market prices do not reflect social values.
• The common market imperfections in developing countries are:
Rationing – Control over a commodity’s price and distribution. The price paid by a
consumer under rationing is often significantly less than the price that would prevail
in a competitive market.
Prescription of minimum wage rates – The wages paid to labour are usually more
than what the wages would be in a competitive labour market free from such wage
legislations.
Foreign market regulations – The official rate of foreign exchange in developing
countries, which exercise close regulation over foreign exchange in developing
countries, is typically less than the rate that would prevail in the absence of exchange
regulations.

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

Externalities

• A project may have beneficial external effects. E.g., Infrastructure facilities like roads
– no monetary benefits for sponsors from the users of the roads.

• A project may also have harmful external effect like environmental pollution. The
project sponsors may not incur any monetary costs for the environmental pollution.

• Externalities are relevant in SCBA.

• All costs and benefits, irrespective of to whom they accrue and whether they are
paid for or not, are relevant.

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

 Taxes and Subsidies
• Taxes are definite monetary costs.
• Subsidies are definite monetary gains. However, from the social point of
view, taxes and subsides are generally regarded as transfer payments and
hence considered irrelevant.

 Concern for Savings

• A rupee of benefits saved is deemed more valuable than a rupee of benefits
consumed.
• The concern of the society for savings and investment is duly reflected in
SCBA.
• A higher valuation is placed on savings and a lower valuation is put on
consumption.

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Rationale/Need for Social Cost-Benefit Analysis (SCBA)

 Concern for Redistribution
• A private firm does not bother how its benefits are distributed across various groups
of the society.
• The society, however, is concerned about the distribution of benefits across different
groups.
• A rupee of benefit going to an economically poor section is considered more valuable
than a rupee of benefit going to an affluent section.

 Merit Wants
• Hidden goals and preferences not expressed in the market place.
• Merit wants are not relevant from the private point of view, but they are important
from the social view.
• Example: Adult education programme, or a Balanced nutrition programme for
school going children by the government.

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Approaches/ Methods of SCBA

1. UNIDO Approach
2. Little Mirrless Approach

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Approaches/ Methods of SCBA

1. UNIDO Approach : Five Stages

i. Calculation of the financial profitability of the project measured at
market prices
ii. Obtaining the net benefit of the project measured in terms of
economic prices
iii. Adjustment for the impact of the project on savings and investment
iv. Adjustment for the impact of the project on income distribution
v. Adjustment for the impact of the project on merit and demerit goods
whose social values differ from their economic values

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Approaches/ Methods of SCBA

1. UNIDO Approach : Five Stages

i. Calculation of the financial profitability of the project measured at
market prices
Financial Analysis –
a) Cost of the project: Land, building, civil, plant, machinery, fixed
assets, etc.
b) Means of finance: Equity, loan, debenture, etc.
c) Estimates of sales and production
d) Cost of production: Material, Labour, Overhead
e) Working capital requirements and its financing

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Approaches/ Methods of SCBA

1. UNIDO Approach : Five Stages
i. Calculation of the financial profitability of the project measured at market
prices
Financial Analysis –
e) Profitability projections: Cost of production, Expected Sales, Gross
Profit, Profit and Loss before tax, Profit after tax, Dividend, Retained
earnings, etc,.
f) Break-even point: Neither profit nor loss incurred by the project
g) Projected cash flow statement: Cash infow and outflow and net impact
on firm
h) Projected balance sheet: Balances in various assets, liabilities (Balance
sheet)

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Approaches/ Methods of SCBA

1. UNIDO Approach : Five Stages

ii. Obtaining the net benefit of the project measured in terms of economic prices
(Shadow Prices)
 Choice of numeraire (the unit of account in which the value of inputs or
outputs is expressed).
 Concept of Tradability (whether a good is tradable or not?)
 Sources of Shadow Prices (Increase or decrease in to total consumption,
production, imports and exports in the economy)
 Taxes (Inclusion and exclusion criteria for levying taxes)
 Consumer willingness to pay

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Approaches/ Methods of SCBA

1. UNIDO Approach : Five Stages
iii. Adjustment for the impact of the project on savings and investment
 E.g., Scarcity of capital faced by developing countries, impact of income distribution
iv. Adjustment for the impact of the project on income distribution
 The society may be divided into various groups and then identify income gains and
losses by the following:
 Project, Private business, government, workers, consumers, external sector
v. Adjustment for the impact of the project on merit and demerit goods whose social
values differ from their economic values
 A merit good is one for which the social value exceeds the economic value
(Production of oil).
 In demerit good, the social value is less than the economic value.

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Approaches/ Methods of SCBA

2. Little - Mirrless : (L-M Approach)

i. Developed by I.M.D Little and J.A Mirrless

ii. Involves hypothetical rather than predicted actual prices when evaluating a project.
iii. The shadow prices are used since they are better reflection of the real costs of
inputs to society and real benefits of the outputs to society than actual prices.
iv. This approach assumes that a country can buy and sell any quantity of a particular
good at a given world price.
v. Hence, all traded inputs and outputs are valued at their international prices.
vi. CIF(Cost, Insurance, and Freight) for importables and FOB(Free on Board ) for
exportables.
vii. All non-trading inputs are valued at accounting prices.

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Approaches/ Methods of SCBA

2. Little - Mirrless : (L-M Approach)
Three stages similar to UNIDO approach:
a) Calculating accounting(shadow) prices particularly for foreign exchange savings and
unskilled labour.
b) Considering the factor for equity.
c) Use of DCF(Discounted Cash Flow/ Present Value) analysis

Categories of Input and Outputs of a project:

a) Shadow Price for Traded Goods – Border price or international price. CIF(Cost, Insurance,
and Freight) for importables and FOB(Free on Board ) for exportables.
b) Shadow Price for Non-traded Goods – Land, building, transportation, electricity, Cannot be
traded, No border price
c) Labour – Shadow wage rate

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Approaches/ Methods of SCBA

2. Little - Mirrless : (L-M Approach)
Three stages similar to UNIDO approach:
a) Calculating accounting(shadow) prices particularly for foreign exchange savings and
unskilled labour.
b) Considering the factor for equity.
c) Use of DCF(Discounted Cash Flow/ Present Value) analysis

Categories of Input and Outputs of a project:

a) Shadow Price for Traded Goods – Border price or international price. CIF(Cost, Insurance,
and Freight) for importables and FOB(Free on Board ) for exportables.
b) Shadow Price for Non-traded Goods – Land, building, transportation, electricity, Cannot be
traded, No border price
c) Labour – Shadow wage rate

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Emerging Concepts and Issues in

Project Management: Role of
Information technology in Project
Management, Future of Project
Management

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Latest Trends & Concepts in Project Management

 Digital Tools
 Emotional Intelligence
 Emphasis on Soft Skills
 The Rise of Business Agile – Fast Project Delivery
 Internet of Things
 Kanban Boards - It requires real-time communication of capacity and full transparency of work.
Work items are represented visually on a kanban board, allowing team members to see the state
of every piece of work at any time.
 Remote Teams
 Collaboration at the Workplace
 Cybersecurity

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Issues and Challenges in PM

 Undefined Goals – Too many goals, Too big to achieve, Lack of detailing, Not written goals
 Changes in Scopes – Also called ‘ scope crawl’. Changes requested by customers and investors
every now and then.
 Improper Risk Management – Uncertainty and hidden risks not identified properly.
 Impossible Deadlines - Due to statutory guidelines, client demand, etc.
 Lack of Accountability – Only blame game and no one responsible
 Lack of Teamwork – Teamwork is missing which is very important for projects.
 Miscommunication – Poor and unclear communication channels
 Finding the Right Software – A right tailor-made PMIS may not be available to manage the
project.

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Future of PM
1. Project Management is an integral function across all industries and organisations
◦ Due to globalisation and digitisation
◦ High competition to deliver projects in time and budget with the highest quality.
2. Digitisation
◦ Use of artificial intelligence and machine learning for valuable data and information.
◦ Internet of Things (IOT)
3. Challenges
◦ Skill shortage, competition, transforming from traditional to digital platform, agile project management,
etc.
4. Lifelong Learning
◦ Upskilling, Career progression and broadening networks
◦ Only a learning organisations can manage agile projects as they keep updating their knowledge on latest
practices and technology.

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Determinants of the Future of PM

 Cloud: Robust tools and higher computing
Cloud:
power..
power
 Mobile:: Smartphones and tablets
Mobile
 Social Media
Media:: LinkedIn, X, Google Meet,
Facebook,, etc.
Facebook etc.

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Determinants of the Future of PM

 There will be no designated project manager
 Advanced leadership capabilities with increased need of tools
 Need to be more agile
 The evolution of collaboration ecosystem
 Remote Work
 Approaches will be more tailored to projects
 Skills will start to be more important than certifications
 A stronger focus on the benefits of projects
 Cloud acceptance in all industries
 The attitude regarding data privacy and security is changing
 The growth of the project manager’s influence and responsibility

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IT Tools in PM
 Improved Communication
 Efficiency in the Cloud
 Real--time Updates and Reporting
Real
 Mobile, decentralised Project Teams
 Social Collaboration
 Data Storage and Backup
 Accessibility and Communication
 Project Management Platforms keep the team up with Deadlines
 Budget Tracker
 Time Tracking

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Project Management Software

• Everyone has a different way of managing projects.
• Some people like to use their inbox to keep track of tasks.
• Others prefer to visualize work on a Kanban board or in a calendar view, while some
even prefer the old pen and paper system.
• but when you collaborate on projects as a team, you need a flexible and capable
project management tool that works for everyone.
• Early days – Mainframe computers were used for Project Management
• There has been qualitative and quantitative growth of softwares.
• Today, PC-based project management softwares packages are available.

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EXAMPLES OF Project Management Software

• Trello for visually managing projects
• Asana for teams
• ClickUp for customized task views
• Wrike for spreadsheet-like features
• ActiveCollab for freelancers and small agency teams
• Airtable for building a customized project management app
• Jira for developers
• Height for AI features

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Project Management Software FEATURES

(ROLE OF Project Management Software IN PM)

1. Budgeting & Cost

Management 9. Report Generation

2. Communications 10. Resource Management

3. Documentation 11. Risk Management

4. Integration and Collaboration 12. Sales and Business

Development
5. Online Tutorials
13. Security & Access Controls
6. Project Planning
7. Project Portfolio Management
8. Project Tracking and Control

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Project Management Software FEATURES

(ROLE OF Project Management Software IN PM)
1. Budgeting & Cost Management 2. Communications
 Billing and billing methods  Automatic e-mail notifications
 Cost-to-completion tracking  Collaboration management
 Earned value management  Customer collaboration
 Multiple currency  Discussion forums
 Payroll integration  E-mail integration
 Percent-to-complete tracking  File attachments
 Project accounting and cost  International characters
control
 Message center
 Project cost estimating
 Mobile(Remote) access
 Time and expense reporting
 Multiple languages
 Online meetings

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Project Management Software FEATURES

(ROLE OF Project Management Software IN PM)
3. Documentation 4. Integration and Customization
 Approval process and  Customizable user interfaces
routing  Importing/exporting
 Change order  Multimedia integration
management 5. Online Tutorials
 Contract management and 6. Project Planning
automation
 Gantt & PERT charts
 Meeting management and  Project time estimating
action items  Scheduling
 Project charter information  Task management and
 Requirements management interdependencies
 Time-off requests  What-if analysis
 Work breakdown structure

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Project Management Software FEATURES

(ROLE OF Project Management Software IN PM)
7. Project Portfolio Management 9. Report Generation
 Issue management  Customizable reporting
 Knowledge management  Dashboard indicators
 Multiple project  Filtering
management
 Real-time reporting
8. Project Tracking and Control
 Sorting
 Critical path analysis
10. Resource Management
 Milestone tracking
 Subcontractor tracking  Assignment tracking
 Task priorities  Calendars
 Task reminders  Resource allocation and planning
 Resource utilization
 Skills tracking

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Criteria for Selecting Project Management Software

1. Capacity
2. Documentation and on-line help facilities
3. Ease of use
4. Features available
5. Installation requirements
6. Integration with other systems
7. Internet features
8. Reporting capabilities
9. Security
10. Vendor support

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Advantages and Disadvantages of Project Management Software

Advantages: Disadvantages
• Ability to handle complexity • Becoming distracted by
• Accuracy the software
• Affordability • False sense of security
• Ease of use
• Maintainability and • Information overload
modifiability • Learning curve
• Record keeping • Overreliance on software
• Speed
• What-if analysis

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Project Management Information System (PMIS)

• PMIS is the system tools and techniques used in project
management to deliver information.
• Project managers use the techniques and tools to collect,
combine and distribute information through electronic and
manual means.
• It consists of people, equipment and procedure to collect,
process, store, combine and communicate the needed
information to users for carrying out project management
functions.

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Project Management Information System (PMIS) - Features

• Speed: PMIS enhances the speed of work,

communication and decision making.
• Capacity: It can handle large amount of data and
information.
• Efficiency : It can perform more work in less time amd
cost.
• Economy: Improve the success of a project thus
maximising profit.
• Accuracy: PMIS provides accurate data, information and
predictions.

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BBA302 Project Management

77

Book Bank
[Link], Prasanna,(8th Edition., 2014), Projects: Planning, Analysis,
Financing, Implementation and Review, McGraw Hill Education

References
 K Nagarajan Project Management New age international publishers
 Dr. Isha Narula Scholar tech press
 Pannerselvam R,Senthil Kumar R, Project Management, PH Learning
(P) Ltd Publisher
 Gray C.F, Project Management, McGraw Hill Education Company.
 Jeffery K. Pinto, Project Management, McGraw Hill Education
Company
 Desai, Vasant, Project Management: Achieving Competitive
advantage, Person Education

BBA302 Project Management

78

Websites
1. [Link]
%3F,of%20work%20at%20any%20time.
2. [Link] (Kanban System)
3. [Link]

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