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PROJECT MANAGMENT
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What is a project?
A project can be defined as ..
..and endeavour in which human (or machine),
material and financial resources are organised in a novel
way, to undertake a unique scope of work, or given
specification, within constraints of cost and time, so as to
deliver beneficial change by quantitative and qualitative
objectives
Unique process consisting of a set of coordinated and
controlled activities with start and finish dates, undertaken
to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality
and resources
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What is a project?
According to Project Management Institute, U.S.A
A Project is a one-shot, time limited, goal directed,
major undertaking, requiring the commitment of varied
skills and resources.
It has also been described a s a combination of human
and non human resources pooled together in a temporary
organization to achieve a specific purpose. The purpose
and the set of activities which can achieve that purpose
distinguish one project form another.
For example:
cement project, manufacturing, Power project, refinery
projects, Health project, Educational projects, Social
project, construction projects etc.
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Cost
Time
Organisational politics
Cost
Personal Business
Objectives Pressures
Quality Time
Contd..
5. Life Cycle: A project has a life cycle reflected by growth,
maturity and decline similar.
6. Uniqueness: No two projects are exactly same. The
location, the infrastructure, the agencies and the people
make each project unique.
7. Change: Change is an inherent feature in any project out
its life.
8. Successive Principle: Project is based on successive
principle and hence it is difficult to learn fully the end
results at any stage.
9. Made to Order: A project is always made to the order of
its customers. The customer stipulates various
requirements and inputs constraints with in which the
target must be executed.
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Contd..
10) Unity in Diversity: A project works for a specific set of
goals with the complex set of diversified activities. The
varieties are in the term of technology, machinery etc.
11) High level of sub-contracting: High level of sub-
contraction of work can be done in a project. The more
the complexity of the project the more will be the extent
of sub-contracting.
12) Risk and Uncertainty: Every project has risk and
uncertainty associated with it.
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Types of Project
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Crash Projects
Disaster Projects
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these projects.
Around the clock work is done at the
construction site.
Capital cost will go up very high.
Classification of Project
The project can be classified on several basis. Major
classification of the projects are given below:
1. On the basis of Expansion
1. Project expanding the capacity
2. Project expanding the supply of knowledge.
2. On the basis of Magnitude of the resources to
be invested
1. Giant projects affecting total economy
2. Big projects affecting at one sector of the economy
3. Medium size projects
4. Small size projects (depending on size, investment &
impact).
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Planning
Conception Definition & Implementation Clean-up
Organising
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It defines:
The phases of the project (time)
Core Planning
Scope Definition
Activity Definition
Activity Sequencing
Schedule Development
Resource Planning
Cost Estimating
Cost Budgeting
Facilitating Planning
Quality Planning
Organizational Planning
Staff Acquisition
Communications Planning
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Controlling
Controls are performed to regularly measure
project performance, to adjust project plans and
take preventive actions in anticipation of possible
problems
Where we are?
(measurement)
Project complexities
Execution of customers special requirements
Organisation restructuring is a typical task
Project risks
Changes in technology
Forward planning and pricing.
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Project Manager
The person who is responsible for the
project and will be held accountable for
its success or failure.
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Project Stakeholders
Stakeholders are the people involved in or
affected by project activities
Stakeholders include
the project sponsor and project team
support staff
customers
users
suppliers
opponents to the project
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Knowledge Areas
A project manager is responsible for applying and managing the
following ten knowledge areas:
Identify, define, combine, unify and coordinate activities within the Project Management Process
Integration Groups
Scope Ensure the project includes all work required to complete the project successfully
Manage the planning, estimating, budgeting, financing, funding, monitoring, and controlling of
Cost cost to enable the project to be completed within the approved budget
Determine quality policies , objectives, and responsibilities so that the project will satisfy the needs
Quality for which it was undertaken
Organize, manage, and lead the project team, including the identification of roles, responsibilities,
Human Resources required skills, and reporting relationships
Ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval,
Communication management, control, monitoring and disposition of project information
Identify and assess risks, plan responses, and control risk to increase the likelihood and impact of
Risk positive events and decrease the likelihood and impact of negative events on the project
Purchase or acquire and control products, services, or results needed from outside the project
Procurement team
Identify people, groups, or organizations that could impact or be impacted by the project; analyze
Stakeholders expectations, and develop strategies to engage stakeholders in decisions and activities
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COST / WBS
4
1 month 3 months
D F
3 months 2 months
1 2 5
A E
B C
4 months 3 months
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Internal Reasons
Disputes with local people on acquisition of land and
compensation.
Bad choice of technology
Non-availability of skilled personnel
Lack of proper planning
Non-availability of the equipment of required quality
at the required time.
Poor quality of the inputs purchased
Labor disputes
Lack of proper handling of organizational issues such
as appointment of the project manager
Absence of proper co-ordination between different
departments involved, such as customs, sales tax. Etc.
Lack of proper monitoring and follow up.
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External Reasons
Funds not being released by the concerned
department on time.
Changes in foreign exchange rates
Inflation
Political instability and lack of Political Will to
implement projects quickly and efficiently
Budget deficits
Diversion of funds to other unforeseen uses like
meeting a natural calamity.
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Contd
Rapid expansion of technological
possibilities in almost every area of
enterprise tends to destabilize the structure
of organizations
A majority of senior managers rarely feel
much confidence in their understanding
and control of the activities in their areas
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Functional-Type Organization
Used in businesses that sell and produce
standard products.
Groups consist of individuals performing the
same function.
Periodically undertake in-house projects.
Team members can be assigned to the project.
Team members continue regular functional
jobs.
Project manager does not have complete
authority over team.
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Project Organization
Used in companies in the project
business, not selling products.
Work on multiple projects at a time.
Project team is dedicated to one project.
Project manager has complete authority
over team.
Each project team tends to be isolated.
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Contd.
A project team that has a strong and separate
identity and develops a high level of
commitment from its members
Because the authority is centralized, the ability
to make a swift decision is enhanced
Unity of command exists
Pure project organizations are structurally
simple and flexible, which makes them
relatively easy to understand and implement
The organizational structure tends to support a
universal approach to the project
Organization is highly responsive to customer
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Contd.
The functional division is a repository of technical
knowledge, but it is not readily accessible to team
members of the pure project team
Pure project groups seem to foster inconsistency in the
way in which policies and procedures are carried out
In a pure project organization, the project takes on a life
of its own
There tends to be concern among team members about
life after the project ends
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Matrix Organization
The matrix organization is a combination
of functional and pure project
A matrix organization can take on a wide
variety of specific forms
Project or strong matrix organization most
resembles the pure project organization
The coordination or functional or weak
matrix most resembles the functional form
The balanced matrix lies in between the others
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Matrix Organization
Rather than being a stand alone
organization, like the pure project, the
matrix project is not separated from the
parent organization:
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