Project Management

Nishita Parekh
Course Outcomes
• To understand project, Project management, project life cycle, project
selection methods, Roles and responsibilities of project manager and
negotiation skills required by PM.
• To develop project organizational structures (Pure Project, Functional
and Matrix type), Project planning, Project budgeting & cost
estimation, Project scheduling and resource allocation.
• To examine project execution -monitoring and information systems,
Project control and project termination.
• To assess Project auditing, purpose and audit life cycle.
Syllabus
Unit Topics Covered Hrs
No.
1 Introduction 4
Project, Project Management, Project Life Cycle, Different Forms of PM, Project
Environment and Project selection.
2 Roles and Responsibilities of Project Manager, Project Team Negotiation and 6
Management of Conflict, Project in organizational structure (Pure Project,
Functional and Matrix org. structures)
3 Project Planning Fundamentals 2
Project Charter, Scope statement, and Statement of Work (SOW), Work Break
Down Structure (WBS) and Planning procedure.
4 Project Scheduling 4
Network Diagrams, CPM & PERT Techniques, Resource allocation problem.
5 Project Cost Estimation & Budgeting 2
Project cost elements, Cost estimation methods, Cost Accounting System,
Cost Schedule & Forecast.
Syllabus
Unit Topics Covered Hrs
No.
6 Project Monitoring & Control 4
Cost Control, Work Package Control, Schedule Control, Performance Analysis, The
planning-monitoring-controlling cycle. Information needs and analysis, Earned Value
Analysis, Project Management Information systems. The purpose of control, Types of
control processes, Design of control systems, Control of change and scope creep.
7 Project Termination/Closure 4
Different methods of termination, Timing of termination and Process, Final Report- A
Project History.
Project Audit. Purposes of Evaluation, The project Audit- Construction and use. The
Project Audit Life cycle, Essentials of Audit/ Evaluations
A walk through
• Fundamental characteristics of projects and how it differ from day to day
business operations.
• Study the roles and responsibilities of the most important person the ‘project
manager’ – the CEO of a project
• the life cycle of a project
• the phases initiation, planning, monitoring and control, and closure.
• Initiation – foundations of a project, the idea analyzed and then validated
• Planning requires diligent preparations into each detail to successfully accomplish the
project goal within the given time and budget
• The project managers priorities and how to manage and motivate the team, find better
ways of performing the work on project deliverables.
• Monitoring and control activities – the tools and techniques used to ensure timely
completion and within budget.
• Closure is the professional completion of project.
What is a Project?
Project
• Project is real, exciting and extremely useful activity for the people
who want to accomplish their future goals / ideas.
• Project as per PMI is defined as “A temporary endeavor undertaken to
create a unique product, service, or result”.
OR
“A temporary initiative that is agreed, planned and executed to achieve
specific goal”
A collection of linked activities, carried out in an organized manner,
with a clearly defined START POINT and END POINT to achieve some
specific results desired to satisfy the needs of the organization at the
current time.
Program, Project, Task, Work unit??
• program refers to an exceptionally large, long-range objective that is
broken down into a set of projects.
• The projects are divided further into tasks, which are, in turn, split
into work packages that are themselves composed of work units.
Project Management
• A dynamic process that utilizes the appropriate resources of the
organization in a controlled and structured manner, to achieve some
clearly defined objectives identified as needs.
• It is always conducted within a defined set of constraints
Triple Constraint / Iron Triangle
• Time: Project is temporary initiative, thus has a start date and an end
date. Different from routine activities.
• Goal: Specific output that you wish to achieve through project.
Output could be product / service or result. Project scope = Output +
Work done to create it. Scope for each project is Unique. If work and
output is same that it does not come under project scope.
• Cost: The resources specifically dedicated to accomplish the goal.
Triple Constraint / Iron Triangle
• If one of them changes, it will trigger a change in one or both of the
others.
• Thus projects are complex initiatives, that is agreed, planned and
executed to achieve specific goal with requirement to benefit the
business through working in conjunction with business strategy.
Ancillary Goals
• The two primary tasks of the project manager (the “PM”) are:
• to manage these trade-offs
• and to anticipate and address risks to the project.

Organizations often have a unique set of ancillary project objectives/goals that are often
unarticulated but nevertheless important to the success of the project.
• Eg. improving the organization’s project management competency and methods,
developing individuals’ managerial experience through project management, gaining a
foothold in a new market, and similar goals.
Project success has four dimensions:
• (1) project efficiency, (2) impact on the customer, (3) the business impact on the
organization, and (4) opening new opportunities for the future.
• The first two are clearly part of project’s direct objectives; the last two are typical of
what are frequently unspecified ancillary goals.
Characteristics of the Project
• Every Project is Unique. It has some unique elements / customization.

• Project is a one-time occurrence with a well-defined and specific set

of desired end results.

• Every project has a Finite Duration.

Other Characteristics
• Projects may interact with other projects / or ongoing operations
carried out by parent organization – compete for the limited / same
resources
• Limited Budget
• No Revenue (Investment for future benefits)
• Wide variety of skills and technologies used.
 Case
A Unique Method for Traveler-Tracking at Copenhagen Airport IT University of Copenhagen,
Denmark, was working with Copenhagen Airport to improve both the efficiency and effectiveness
of the management of their airport through a new approach: traveler-tracking, but without
invading people’s privacy. The 3-year project focused on a unique, low-cost approach—capturing
the Bluetooth signals from passengers’ phones with two electronic readers that cost only $30
each. At the time, not everyone had a smartphone that emits signals, of course, but about 7
percent of the passengers did, enough to provide a random sample for tracking. To ensure
travelers’ privacy, a crucial stakeholder in this project, they collected only a portion of each signal
and deleted the addresses. They also informed the public about the project on the airport’s
website and on-site as well. To encourage positive traveler response to the project, they provided
alerts to passengers willing to synchronize their Bluetooth to receive information regarding when
their plane was boarding and a map to the gate. Knowing when people were entering and leaving
Security allowed the airport to balance the staff at Security so lines didn’t build up, thereby
shortening the time passengers must wait, while also reducing over- and understaffing of
screeners. In addition, the information allows them to post wait times at the check-in gates. The
data also lets the airport to determine which shops and areas are getting the most traffic so they
can shift usage of facility space to better serve the travelers and the friends and families
accompanying them. Moreover, when construction and rerouting changes traffic flows, they can
determine the impact on passengers and take action to reduce the inconvenience.
 Case

• Are the triple constraints of this project clear? What are they?
• What was unique about this project? What was the main conflict?
• Why are the travelers themselves a stakeholder in this project, since
most of them won’t even know they are being tracked?
• How widespread do you think this technology will become? What
uses will be garnered from it? Do any of them concern you?

Source: S. F. Gale, “Data on the Go,” PM Network, Vol. 24.

What creates demand for Projects
• New product development / address client needs. (Health care /
constructions)
• To survive competition (social media)
• Business need (financial crises / expansion /merger and acquisition)
• Technological advancement (change in smartphones / AI /
Automation)
• Legal requirements (changes in laws)
• Social needs (constructing hospitals, building highways)
• Ecological impact (sustainable business / improving efficiencies of
operations)
Project Life Cycle
• The project is born (its start-up phase), a
manager is selected, the project team and
initial resources are assembled, and the
work program is organized.
• Then work gets under way and momentum
quickly builds, Progress is made.
• This continues until the end of project is
near.
• The final tasks seems to take an inordinate
amount of time, due to a number of parts
that must come together and partly because
team members “drag their feet” for various
reasons and avoid the final steps.
• This “stretched-S” pattern of slow–rapid–
slow progress toward the project goal is
Common it is a result of the changing levels
of resources used during the successive
stages of the life cycle
 Time distribution / resource distribution
• Time is broken up into the several phases of
project life.
• Minimal effort is required at the beginning,
when the project concept is being
developed and subjected to project
selection processes.
• Activity increases as planning is completed
and execution of the project gets underway.
• This rises to a peak and then begins to taper
off as the project nears completion, finally
ceasing when evaluation is complete and
the project is terminated.
Time distribution of project effort
What is PLC
• Series of phases of a project from initiation to completion.
• The life cycle gives a practical approach to problem solving applied to
all aspects of a project.
• Phases in a project life cycle encompasses sequential and overlapping
phases.
• It has typically 4 phases
Initiation phase
Planning Phase
Implantation / Execution Phase - Monitoring and control
Closure Phase
Initiation Phase
• First phase - explores the project concept
• Scope is defined during this phase
• Feasibility studies are made inorder to identify if there is business
need and justification to pursue the project. Project charter is
developed for approval.
• Project team is assembled and the project manager is identified.
Planning Phase
• It further details the scope of the project.
• Tasks and resources are identified and assigned during this phase.
• PM coordinates the preparation of the schedule and project budget
• Risks are identified ahead to anticipate any projects threats.
• Quality plans are developed to maintain proper standards
• Communication plan is developed to ensue everyone is constantly
informed of project status.
Implementation phase
• Work outlined in previous phase is performed
• This phase consumes highest resources and energy
• Constant and close monitoring of the work should be done to ensure
efficiency of the project execution
• Status reports are prepared for all stakeholders involved
• Deliverables are measures against the set metrics to ensure
acceptable quality
Closure phase
• Last phase of PLC and involves handling over final deliverable to the
customer.
• Contracts are properly terminated for equipments, vendors and staff.
• All stakeholders are to be informed of the project closure.