Public Health Project

Planning and Development

Overview:
Concept of Project
Project Planning
 Project classifications
Project constraint
Project management
Project management components
Project management approaches
Project life cycle
Project environment
Roles and Responsibilities of
Project Manager
Unit 1 Project planning
1.1 Concept of Project
 Project
‘Aproject is a temporary endeavor
undertaken to create a unique product,
service or result.’
- A Guide to the Project Management Body of
Knowledge (PMBOK™), Project Management Institute,
2003

 One time
 Limited funds/time
 Specific resources utilized
 Performed by people - Single or multi-person
team
 Planned, controlled
 Specific Deliverables
Contd.
Projects are the specific schemes
or action units designated for the
investment of given resources and
skills with an aim of attaining some
predetermined objectives.

A project starts from the scratch. It has

a specific objective. It has a well-
defined life span divided into a lifecycle.
It involves a set of activities within a
schedule and budget. It integrates
human and nonhuman resources.
Contd.
‘An endeavor in which human material
and financial resources are organized in
a novel way to deliver a unique scope
of work of given specification often
within constraints of cost and time to
achieve beneficial changes defined by
quantitative and qualitative objectives.’
Association for Project Management
(APM)

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According to Harold Kerzner:
A project is any series of activities
and tasks that:
 have a specific objective to be
completed within certain specifications
 have defined start and end dates
 have funding limits, and
 consume resources

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 Contd.
A project is a unique set of
coordinated activities, with a definite
starting and finishing points,
undertaken by an individual or
organization to meet specific
objectives within defined schedule,
cost and performance parameters
(British Standard 60971,
2000:2)
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Contd.
 A projectis one-time job that has defined
starting and ending dates, a clearly specified
objective, or scope of work to be performed, a
pre-defined budget, and usually a temporary
organization that is dismantled once the project
is complete
(The project Manager’s desk Reference,
James Lewis)

A group of multiple interdependent

activities that require people and resources
is the Project.

 Projectsgenerally originate from plans. They

serve as the building blocks f oHealthr &dCommunity
of Public
Dr. K
e v medicine
ish or
e
Ad hik ari ,
Plan, Programme and Project are
different concepts yet complementary
to one another.

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 Plan
A plan is an image, map or vision to
represent the forms and/or features of
desired situation(s). It is a process of
setting future goals for country or
organization and choosing the actions
to achieve these goals.
A Plan is a set of Programmes.

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Programme
A programme is the extensive and consistent
set of action units stating the needs
of interrelated activities to achieve the plan’s
objectives and goal.
A programme comprises several projects.
It is an integrated package of a group of
similar projects.
All projects in the programme together
contribute to the achievement of
overall sectoral objectives.
There could be several programmes within a
SKNSSBM Assoc. Prof., School
plan or development plan.
Program has no fixed life span. It
can be continued over various plan
periods.
For example, poverty reduction
programme in Nepal have continued
from ninth plan to subsequent various
plan periods.

SKNSSBM Assoc. Prof., School

of Public Health & Community medicine
 Project
A project is a unique group of
tasks designed to attain a specific
objective within the constraints of
time, cost and quality based on
planning and control through the
use of a variety of resources in a
dynamic environment.

There could be several
projects within a programme.
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Characteristics of a Project
A project has the following
characteristics:
Objective
Each and every project needs to be
guided to achieve an objective or a set
of objectives. It ceases to exist when the
objective is achieved.
Life Span
A project has beginning and end. It
cannot continue forever. Its life span can
be short or long depending on its nature
and scope. It has a life cycle consisting of
formulation, planning, imple m e n t a t
D r. Kis hor Ad hi kar i,

A sso c. Pr of., Sch ol

Characteristics of a Project…Contd.
Constraints
A project has a schedule. It operates
within the constraints of time, cost
and quality. Every project requires
certain investment of resources.
Unique
Every project is unique. No two
projects are exactly similar. It consists
of customized non-repetitive
activities.

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Teamwork
A project has many participants. It req
uires teamwork under the leadership o
f the Project Manager. Team
members are temporarily assigned
from other functional departments.

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Flexibility:
Projects have flexibility. They are not
rigid.
A project operates in a dynamic
environment. It needs flexibility to
provide rapid response to changing
environmental forces.
Project risks can be related to time,
costs, technology, and performance.
Political risks can also pose serious
challenges.
Resource integration:
Projects consume and
coordinate resources. It
competes
projects andwith other
functional ents
SKNSSBM Assoc. Prof., School
of Public Health & Community medicine
Planning and control:
Projects work to a plan.
A project requires effective and efficient
planning and control systems. They serve
as yardsticks for measuring project
performance.
Contracting and subcontracting: most
projects are contract-based.
Complexity increases the need
for subcontracting.
Beneficiaries:
All projects have beneficiaries.
Beneficiaries are the ultimate users of the
project outputs. They are the client of the
project. Projects should cle a r l y i d e
Dr. Kis h o r Adh i kar i,
of Public Health & Community medicine
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Project manager vs Program
manager

Project managers work with

project sponsors, project teams,
and other people involved in
projects to meet project goals.
Program managers oversee
programs and often act as bosses for
project managers.

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 Project Classification
 Projects have been classified in various ways by
different authorities:

1. Quantifiable and Non-Quantifiable Projects:

 Little and Mirrless have divided projects into broad

categories, viz. quantifiable projects and non-quantifiable
projects.

 Quantifiable projects are those in which a plausible

quantitative assessment of benefits can be made.

 Non-quantifiable projects are those where such an assessment

is not possible.

 Projects concerned with industrial development, power

generation, mineral development fall in the first category
second category.
while projects involving health, education and defense fall in
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the
2. Sectoral Projects:

A project may, under this classification, fall into

anyone of the following sectors:
 Agriculture & Allied sector
 Health sector
 Irrigation and Power sector
 Industry and Mining sector
 Transport and Communication sector
 Social Service sector
 Miscellaneous.

This system of classification has been found

useful in resource allocation at macro level
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3. Techno- Economic Projects
 Projects are sometimes classified on
the basis of their techno-economic
characteristics. Three main groups of
classification can be identified here:
a. Factor Intensity-oriented
classification: On the basis of this
classification, projects may be
classified as capital-intensive or
labour-intensive depending upon
whether large-scale investment in plant
and machinery or human resources is
involved.

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b. Causation-oriented classification:
Here projects are classified as
demand-based or raw materials based
projects – depending on the non-
availability of certain goods or services
and consequent demand for such
goods or services or the availability of
certain raw materials, skills or other
inputs as the dominant reason for
starting the project.
c. Magnitude – oriented
classification-
In this the size of investment
forms the
basis of classification. Projects
may
thus beinvestment
project classified as large-scale,
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4.Service Projects
The services oriented projects
are classified as under:
Welfare Projects
Service Projects
Research and Development
Projects
Educational Projects

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The Nature of Healthcare
Projects
1. Care quality, cost containment, and
external review are key characteristics.
Unlike many other types of projects,
healthcare projects normally include these
three hallmarks.
2. Quality of care for the patient is crucial.
Many healthcare projects are initiated to help
people prevent, improve, or deal with a health
concern.
3. Government and regulatory agencies often
plays a big role. The government is often
the sponsor or reason for a healthcare
project (i.e. Medicaid reform, public health
SKNSSBM Assoc. Prof., School
4. Finances are complex. In many
healthcare organizations it is difficult to
easily predict the financial value of
projects or calculate projected return on
investment for several reason.
5.Healthcare is very personal. People
have very different attitudes about
healthcare, such as how private or open
they are about discussing it, how much
they are willing to spend on it, and what
types of services they will use.
6. Healthcare mistakes historically
have increased revenue. SKNSSBM Assoc. Prof., School
of Public Health & Community medicine
7. Deliverables and metrics are different.
The end goal cannot always be
quantified in a healthcare project.
The health of a human is not always
measureable in terms of any value metric.
8. Projects are becoming ever more
complex.
There are very few projects that take place
within a healthcare organization that do
not require multiple disciplines serving
together on the project team.
Nurses, physicians, technology staff,
therapists, administration staff, compliance
staff, and training staff are all engaged in
SKNSSBM Assoc. Prof., School
9. Collaboration across entities is
required.
Projects in the modern healthcare
context are requiring increasing degrees
of intra (within the organization) and
inter (across organization) collaboration

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References
[1] Project Management Institute,
Inc., A Guide to the Project
Management Body of Knowledge
(PMBOK Guide), 4th ed. (Newtown
Square, PA: Project Management
Institute, Inc., 2008), 6.

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 Project constraints
Project constraints are anything that
restricts or dictates the actions of the
project team.
These limitations are sometimes referred
to in project management as the triple
constraint.
The triple constraints—time, resources, and
scop - are the big hitters, and every project
has one or two, if not all three, of the triple
constraints as a project driver.

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To create a successful project, project
managers must consider balance these three
often-competing goals:

Scope:
 What work will be done as part of the
project?
 What unique product, service, or result does the
customer or sponsor expect from the project?
Time:
 How long should it take to complete the
project?
 What is the project’s schedule?
Cost:
 What should it cost to complete the project?
 What is the project’s budget?
 What resources are needed? SKNSSBM
 Other people focus on the quadruple
constraint, which adds quality as a
fourth constraint.
Quality:
How good does the quality of
the products or services need to
be?
What do we need to do to satisfy
the customer?

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The Triple Constraint of Project
Management

Successful project
management
means meeting all
three goals (scope,
time, and cost) –
and satisfying the
project’s sponsor!

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Besides the triple constraints, don't
overlook constraints like these that can
cause problems on your project:
Lack of commitment from the executive
management team or project sponsor.
The sponsor may lose interest because
other things have come along that seize the
priority of this project and so on.
Business interruptions or
reorganizations in the midst of the
project.
This could potentially realign your
project resources, leaving you empty-
handed.
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 Stakeholders who have unrealistic
expectations of project outcomes.
 This one is overcome through good project
communications and requiring sign-off of the
project charter and scope statement documents.

Stakeholders' unrealistic expectations of

the project schedule.
 This is also overcome through good
project communications early in the
project.

Lack of skilled resources.

 This could cause project delays or unfilled
deliverables. And customerSKNSSBM
satisfaction could
Assoc. Prof., School
take a huge hit on this one as well as their anxiety
 Poor communications.
 This is a potential project killer.
Misunderstandings regarding scope, activity
assignments, project schedules, risks, or a long
list of other project essentials could cause
uncorrectable problems.

Uncertain economic times or business

conditions.
 Difficulty obtaining funding for projects, resources for
projects, and general economic disturbances could
restrict the project team.

Technology.
 Advances in technology can cause project delays due
to lack of knowledge of the new technology, training
of Public Health & Community medicine
 Project Stakeholders
Stakeholders are the people involved
in or affected by project activities.
Stakeholders include:
◦ Project sponsor
◦ Project manager
◦ Project team
◦ Support staff
◦ Customers
◦ Users
◦ Suppliers
◦ Opponents to the project
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Organizational Environment

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Organizational Environment

 A project/Organization is environment specific.

 Environment consists of forces that influence the
project’s ability to achieve its objective.

 Projects operate in a dynamic environment.

 It should continually adapt to environmental
changes.

 Project environment can be classified into:

1. Internal environment
2. Task environment
3. External environment

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1. Internal Environment:
Internal environment is located within the
project.
It is Controllable by the project.
It provides strengths and weaknesses to the
project. The forces in the internal
environment consists of:
 Project Objective
 Constraints
 Structure
 Resources

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 2. Task Environment:
 The task environment of a project is made up of
stakeholders. They are either involved in the project or
their interests are affected by the project. The elements of
task environment are:

 Customer
 Contractor
 Consultants
 Suppliers
 Government
 Financiers
 Competitors
 Labour Unions

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 3. External Environment:
It is located outside the project.
It cannot be controlled by the project.
It provides opportunities and threats to the
project.
The forces in the external environment
are:
 Economic
 Technological
 Political-Legal
 Socio-cultural

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48
Project Life-cycle
 The generic project life cycle has four phases:
initiating (definition), planning, performing
(execution) , and closing (Termination) the project.
 The time span of each phase and the associated
level of effort will vary depending on the specific
project.
 Project life cycles vary in length from a few weeks
to several years, depending on the content,
complexity, and magnitude of the project.
Projects Life Cycle and Project Phase
s
 A project is time bound. It has beginning and end.

 The life of a project is divided into several phases to

provide better management control and appropriate links to
the ongoing operation of the performing organization.

 Each phase defines the work outcomes or deliverables of

the project. The phases are arranged in a sequence.
Collectively, the project phases are known as Project Life
Cycle.

 Project life cycle generally defines:

 What technical work should be done in each phase?
 Who should be involved in each phase?

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 Project Life Cycle

Above figure shows the four phases and the relative level of effort and time
devoted to each phase.
52
Projects Life Cycle and Project Phase
s
 Costand staffing levels are low at the start, higher
towards the end, and drop rapidly as the project
draws to the Conclusion.

 The probability of successfully completing the

project is Lowest, and hence risk and uncertainty
are highest at the start of the project.

 Theprobability of successful completion generally

gets progressively higher as the project continues.

53
Projects Life Cycle and Project Phase
s
 The ability of the stakeholders to influence the final
characteristics of the project product and the final
cost of the project is highest at the start and gets
progressively lower as the project continues.

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Projects Life Cycle and Project Phases

55
Project life cycle

 The breakdown and terminology of project phases

differ; depending upon whether we are discussing
products or projects. The life cycle phases of a product
are:

 Research & Development

 Market Introduction
 Growth
 Maturity
 Deterioration
 Death

 Today, there is no general agreement about the life

cycle phases of a project. This is understandable
because of the complex nature and diversity of projects.

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 The Life cycle of a Project

The various phases in the life cycle of a project are:

 Formulation Phase
 Planning Phase
 Implementation
 Termination Phase

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 1. Formulation Phase (Identification)
 This is the conception phase. It identifies the project.
 It involves preliminary planning of the project.
 This first phase of the project life cycle involves the
identification of a need, problem, or opportunity and can
result in the sponsor authorizing a project to address the
identified need or solve the problem.
 Projects are initiated when a need is identified by a
sponsor—the people or the organization willing to provide
funds to have the need satisfied.
 In some cases, it could take several months to clearly
define a need, gather data, and define the project
objective.
 It is important to define the right need.
 organizations must employ a process to select which
projects to pursue. Once projects are selected, they are
formally authorized using a document referred to as a 58
 Contd.
The charter may include the rationale or
justification for the project; project objective and
expected benefits; general requirements and
conditions such as amount of funds authorized,
required completion date, major deliver- ables,
and required reviews and approvals; and key
assumptions.
If the organization decides to use external
resources (a contractor) to perform the project,
the organization will prepare a document called
a request for proposal (RFP). Through the RFP,
the sponsor or customer asks contractors to
submit proposals on how they might address the
need and the associated costs and schedule to
 An individual who needs a new house may spend time
identi- fying requirements for the house—size, style,
number of rooms, location, maxi- mum amount she
wants to spend, and date by which she would like to
move in. She may then write down these requirements
and ask several contractors to provide house plans and
cost estimates.
 A company that has identified a need to develop a
multifaceted advertising campaign for a new food
product might doc- ument its requirements in an RFP
and send it to several advertising firms. The advertising
firms would submit proposals to the company.
 The company would then evaluate the competing
proposals and select an advertising firm (the con-
tractor) to do the advertising campaign (the project) and
sign an agreement or contract with that firm.
The main tasks in the
formulation phase are:
Project Identification
 A situation survey is done.
 The project idea is born.
 The project is conceptualized.
 The sources of project ideas are
internal (Strategies, Plans,
Programmes, R&D Dept.,Quality
Circle) or external (Customer needs,
Donors, Experts, Politicians,
LegalProvisions, Technological
Development).
Conts.
1. Project Formulation task defines the
parameters of the identified project. It
is concerned with statement of work
and project proposal. It develops:
i. Objectives and outputs of the project
ii. Preliminary estimates of schedule, costs
and other resources required.

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Major tasks for Project Formulation

 Defines the parameters of the

identified project.
 Broad statement defining the objective
and outputs
 Preliminary statement of schedule and
resources required.
 Preparation of Project Proposal based
on pre feasibility study and
preliminary design
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 Planning
Once a project is authorized and/or a
contract is signed with an external
contractor, the next phase of the project
life cycle is to do detailed planning for how
to accomplish the project. The planning
involves determining what needs to be
done (scope, deliverables), how it will get
done (activities, sequence), who will do it
(resources, responsibility), how long it will
take (durations, schedule), how much it will
Contd.
Before jumping in and starting the
project, the project team or contractor
must take sufficient time to properly plan
the project. It is necessary to lay out a
roadmap, or game plan, that shows how
the project scope will be accomplished
within budget and on schedule.
It is important to plan the work and then
work the plan.
This plan will also be used as a
benchmark to which actual progress can
be compared.
 Contd.
 Taking the time to develop a well-thought-out plan is critical
to the successful accomplishment of any project.
 Many projects have overrun their budgets, missed their
completion dates, or only partially satisfied their technical
specifications because there was no viable baseline plan in
place before they were started.
 It is important that the people who will be involved in
performing the project also participate in planning the work.
 They are usually the most knowledgeable about which
detailed activities need to be done.
 Also, by participating in the planning of the work, these
individuals become committed to accomplishing it according
to the plan.
 Participation builds commitment.
 Planning Phase consist 3
activities
The basic tasks in the planning phase of the project are:
1. Feasibility study
2. Appraisal
3. Detailed design

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Feasibility Study
 Determines the implement ability of the
projects. The areas for which analysis is done
are –

 Technical analysis
– Studies the feasibility of meeting technical
specifications and examines the availability of alternative
technical solutions.

 Financial analysis
 –Studies the financial sustainability of the project in terms
of capital requirements and capacity for meeting of
financial obligations.

 Management analysis –
- Studies the adequacy of management system to direct
and control the project.
68
Contd.
 Marketing analysis-
Studies project capacity, market demand and sales
forecast.

 Economic analysis –
 Studies net contribution of the project to the
economy and to the society.
 Benefit/Cost analysis is done for this
purpose.

 Environmental analysis-
 Studies the impact of the project on the
environment.
 Feasibility study should be based on accurate
information. 69
 Appraisal
 It is the Evaluation of the project’s ability to succeed.
Appraisal is based on the findings of the feasibility
analysis. It addresses -

 Ability of the project to achieve its objectives

 Comparability of the project with other projects (in
terms
of investment, cost/benefits, job creation, profit etc.)

 The competent authorities appraise the project against a

list of criteria (policy, technical, economic, financial,
social, etc.) before giving approval and formally approve
the project selected through appraisal.

agreements
 Approval and allocation
involves of of
finalization resources to the project.
funding proposals and 70
Detailed design
 It is concerned with-
 Preparation of blueprints of engineering design and
specifications for construction, facilities,
equipments etc.-
 Preparation of detail implementation plans and
work schedules.

 The design task establishes:

 Operating plans and performance standards
 Allocates responsibilities
 Determines activities and resources
 Sets down work schedules

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 Planning Process
 Planning process includes the following steps:
 1. Establish project objective. The objective must be agreed
upon by the sponsor or customer and the organization that
will perform the project.
 2. Define scope. A project scope document must be prepared.
It should include customer requirements, define the major work
tasks or elements, as well as provide a list of deliverables and
associated acceptance criteria that can be used to verify that the
work and deliverables meet specifications.
 3. Create a work breakdown structure. Subdivide the project
scope into pieces or work packages. Although projects may
seem overwhelming when viewed as a whole, one way to
conquer even the most monumental endeavor is to break it
down into smaller components. A work breakdown structure
(WBS) is a hierarchical decomposition of the project scope into
work elements or items to be executed by the project team that
will produce the project deliverables. Figure 1.3 is an example of
a work breakdown structure.
Contd.
 4. Assign responsibility. The person or organization
responsible for each work item in the work breakdown
structure must be identified in order to inform the project
team of who is responsible and accountable for the
performance of each work package and any associated
deliverables.
 5. Define specific activities. Review each work
package in the work breakdown structure and develop a
list of the detailed activities that need to be performed
for each work package and to produce any required
deliverables.
 6. Sequence activities. Create a network diagram that
shows the necessary sequence and dependent
relationships of the detailed activities that need to be
performed to achieve the project objective.
Contd.
 7. Estimate activity resources. Determine the
types of resources, such as the skills or expertise
required to perform each activity, as well as the
quantity of each resource that may be needed.
Resources include people, materials, equipment,
etc., that may be required to perform each
activity. Resource estimates must consider the
availability of each type of resource, whether it is
internal or external (such as subcontractors), and
the quantity available over the duration of the
project. Designate a specific individual to be
responsible for each activity.
 8. Estimate activity durations. Make a time
estimate for how long it will take to complete
each activity, based on the estimate of the
resources that will be applied.
 9. Develop project schedule. Based on the
estimated duration for each activity and the
logical relationships of the sequence of
activities in the network diagram, develop the
overall project schedule, including when
each activity is expected to start and finish,
as well as the latest times that each activity
must start and finish in order to complete the
project by the project required completion
date.
 10.Estimate activity costs. Activity costs
should be based on the types and quantities
of resources estimated for each activity as
well as the appropriate labor cost rate or unit
cost for each type of resource.
Contd.
Once the project schedule and budget
are developed, it must be determined
whether the project can be completed
within the required time, with the allotted
funds, and with the available resources.
If not, adjustments must be made to the
project scope, activity resource or
duration estimates, or resource
assignments until an achievable, realistic
baseline plan, the roadmap for
accomplishing the project scope on time
and within budget, can be
established.
Implementation Phase
 Implementation is concerned with mobilization.
 The third phase of the project life cycle is performing the
project. Once the base- line plan has been developed,
work can proceed. The project team, led by the project
manager, will execute the plan and perform the activities to
produce all the deliverables and to accomplish the project
objective.
 The pace of project activity will increase as more and
various resources become involved in performing
the project tasks.
 During the course of performing the project, different types
of resources will be utilized.
 This phase results in the accomplishment of the project
objective, leaving the customer satisfied that the full scope
of the work and deliverables were completed according to
specifications, within budget, and on time. 77
 Implementation involves-

 Setting up of project organization

 Allocation of tasks and responsibilities
 Getting together project team
 Preparation of tender documents
 Other pre-construction activities like land acquisition and
coordination with other infrastructure
 Tendering, Construction and/or installation of equipment
 Project management, quality assurance, progress
reporting and the participation of target groups and project
affected groups.

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 Control is an inevitable task during
implementation
 Itinvolves supervision and control of project
performance to provide feedback.
 Monitoring of project performance is done.
 Itis a means to improve implementation
identification
through the of problems and the possible corrective
actions.
 Various techniques like CPM,PERT and other network
analysis techniques are used for control purpose.
 If a project gets too far out of control, it may be difficult to
accomplish the project objective without sacrificing the
scope, budget, schedule, or quality. The key to effective
project control is measuring actual progress and
comparing it to planned progress on a timely and regular
basis throughout the performing phase and taking any
needed corrective action immediately.
79
 The Control comprises the following
activities:
 Setting of standards
 Measuring outputs
 Verifying the output with pre set standards
 Finding deviations, if any.
 Correcting the process/output to the pre
set standards if required
The performing phase of the project life cycle
ends when the sponsor or customer is satisfied
that the project objective has been accomplished
and that the requirements have been met, and
accepts the project deliverables. 80
 Termination phase (closing)
The final phase of the project life cycle is
closing the project. The process of closing the
project involves various actions, including
collecting and making final payments,
evaluating and recognizing staff, conducting a
post-project evaluation, documenting lessons
learned, and archiving project documents.
The project organization should ensure that
copies of appropriate project doc- umentation
are properly organized, filed and archived so
that they can be readily retrieved for use in the
future.
The project team should identify
lessons learned and make
recommendations for improving
performance on future projects.
Feedback should also be obtained from
the sponsor or customer to determine
whether the anticipated benefits from the
project were achieved, assess the level
of customer satisfaction, and obtain any
feedback that would be helpful in future
business relationships with this customer
or other customers.
 The basic tasks in this phase are:

Project Evaluation:
 Evaluation measures the effects and impacts of
the project.
 It can be carried out during the project implementation to
improve implementation or can also be carried out after
project completion to improve future project planning and
management.
Project Handover:
 Handover begins when the project work is finished.
 Resources are then reallocated to other projects.
 Project accounts are closed.
 Project is terminated.
83
Most project life cycles tend to progress slowly at the
start, quicken their momentum towards the middle
and drop their momentum towards the end.:

Fig. Efforts and tasks during project life cycle phages

84
Concept and Definition of
Project Management

85
Management
 Allorganizations carry out various activities to achieve
their certain pre-determined goals. Management helps
organizations to achieve goals. Management can be
defined as follows:

 Management achieves goals by getting the

done efficiently and effectively through and
jobs people by using the means of planning,
with
organizing, staffing, directing and
controlling in a dynamic Environment.
 Management is a know- how. Actually it is an art. It
consists of skills, practical knowledge, creativity and result-
orientation. Management is a science also because it has
an organized knowledge of principles and techniques.
Management is a profession also.
86
Characteristics of
management
 Management achieves goals
 Management gets the jobs done efficiently and effectively
 Management works through and with people
 Management is a process comprising of planning,
organizing, staffing, directing and controlling
 Management operates in an environment

87
 Principles are fundamental truths and are essence of
management theory.

 Henry Fayol propounded 14 Principles of Management, which

are universally applicable. These are:
Principles of management
 Division of Work:
 Principles of specialization. An employee should be assigned
only
one type of work to increase output.


 Authority
Authority:and Responsibility
Legitimate power, right to influence others and
make decisions
 Responsibility: Obligations to carry out assigned jobs. It cannot be
delegated

88
Contd.
 Accountability: Answerability for satisfactory
performance
 Those who exercise authority must assume
responsibility.

 Unity of command:
 One employee should have only one boss.

 Unity of direction:
 One head and one plan for a group of activities
having the same objective.

89
Contd.
 Span of management
 (Scalar chain of command): All employees should
be linked with each other in superior-
subordinate relationship.
 Subordination of individual interests to
general interests
 Remuneration: Fair and equitable pay to
employees.
 Discipline: Obedience and respect
for agreement.
 Centralization: Highly centralized power
structure;
decentralization with
centralized
90
Contd.
 Order: A place for every thing and every thing in its
proper place
 Equity: Sense of kindliness and justice throughout
all levels of scalar chain.
 Stability and tenure of personnel: The tenure
should be stable
 Initiative: Encourages subordinate’s initiative.
 Esprit de Crops: Union is strength; cohesiveness
and team spirit.

91
Functions of Management
For our purpose, the functions of
management are:

Planning:
 Predetermining future
 Selection of goals
 Discovering alternatives
 Choosing the best alternative
 Choosing future course of
actions
 Estimating the cost and
resources etc. 92
Functions of Management
Organizing:
 Defining activities and tasks
 Grouping the activities in departments
 Designing a structure
 Assigning activities to the position and
people
 Establishment of responsibility and
authority

93
Functions of Management
Staffing
 Manpower planning
 Preparation of an inventory of people
available
 Job analysis to determine job
description
 Recruiting, selecting, placing
developing, promoting, remunerating
and retiring
94
Functions of Management
Directing (Leading)
 Communicating, influencing and
motivating people
 Concerned with interpersonal aspect
of management

95
Functions of Management
Controlling
 Establishing standards
 Measuring actual performance
 Finding and analyzing deviations
 Corrective actions

96
Managerial Skills

Managers need wide variety of skills. These

skills can be categorized into:
Technical Skills:
 Ability to perform a specialized task or
function.
Human Skills:
 Ability to go along and motivate
people.
Conceptual skills:
 Ability to think and analyze and to relate the
organization to environmental forces. 97
Managerial Skills
 Top Managers have the overall responsibility for the
survival, growth and welfare of the organizations. They
should have more conceptual skills.

 Middle managers subordinate to top managers. They

implement and control plans and strategies developed
by top managers. They are responsible for the activities of
lower level managers. It will be better to have all three
skills equally for them.

 Lower managers subordinate to middle managers.

Operating personnel report to them. They should possess
more technical skills than other two skills

98
Managerial Skills

99
Project management:
Concept of Project management:
 Project management is a new way of thinking about
management.
 It manages complexity and change in a dynamic
environment. It makes efficient use of resources for
better client satisfaction.
 Project management is a systems approach for
efficient and effective achievement of project
objectives through:
◦ Assignment of total project responsibility and
accountability to a single project manager from inception
to completion.
◦ Coordination across functional lines
◦ Proper utilization of planning and control tools for better
resource use within the constraints of time, cost and
quality.
100
Definitions of Project
Management
‘Project management is the planning,
organizing, directing and controlling of
company resources for a relatively short-
term objective that has been established to
complete specific goals and objectives.
Furthermore, project management utilizes
the systems approach to management by
having functional personnel (the vertical
hierarchy) assigned to a specific project (the
horizontal hierarchy)’ (2009).
H.
101
Contd.
“Project Management is defined as the
application of knowledge, skills, tools, and
techniques to project activities to meet
the project requirements.”
Project Management
Institute
Project Management is the use of knowledge,
skills, tools, and techniques to plan and
implement activities to meet or exceed
stakeholder needs and expectations from a
project. 102

‘An endeavor in which human material and
financial resources are organized in a novel way
to deliver a unique scope of work of given
specification often within constraints of cost and
time to achieve beneficial changes defined by
quantitative and qualitative objectives.’
Association for Project Management
(APM)

103
Project Management
The main characteristics of Project Management
 Objectives-oriented
 Change-oriented
 Single responsibility center
 Multi-disciplined
 Requires functional coordination along functional
lines.
 Requires integrated Planning and Control systems.
 Achieves results within the constraints of time, cost
and quality

104
Project Management
Key Objectives of Project Management
 Any project must meet several objectives.
 Each objective is made up of many
concerns,or constraints.
 Project management should have a document that
has all of the details of each concern spelled out.

105
Project Management

106
Advantages of Using Formal
Project Management
Better control of financial, physical,
and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
Higher worker morale (less stress)

Information Technology
Project Management,
Fifth
The Project Manager, His Roles and
Responsibilities
The Project Manager:

 The project manager serves as a single responsibility center

to achieve project objective within the constraints of time
cost and quality.

 His actions “make or break” the project. He occupies a focal

position in project management.

 He assumes total responsibility and accountability for

the project from inception to completion.

 A project manager must manage key project stakeholders-

customers, contractors, consultants, suppliers,
government, labor unions, competitors and financers

108
What to Manage?

109
What a Project Manager should
know?

 What the priorities are?

 What authority he has?
 Opportunity and facilities to do the job.
 Feedback-to know how he is getting on.
 What extent of guidance and support from the
superiors?
 Recognition for good program

110
Roles and Responsibilities of
Project Manager

Dr. Kishor Adhikari

Assoc. Professor,
Chitwan Medical College

111
Roles of Project Manager

1.Diplomat:
Maintain better relationship
between project and environment
Ensure political support
Tackle new threats, if any
Have high level of sensitivity
Good negotiating skill

112
Roles of Project Manager
2. Chief Executive:

Responsible for all action of
project personnel

Make things happen by
active intervention
 Make changes if necessary
Coordinate the team
Controlling and allocating
resources
113
Roles of Project Manager
3. Leader
Authority and influence
Define ethics, norms and values of
the team
Motivating capacity
Drive- be a leader
Team spirit- team work

114
Responsibilities of Project
Manager
 Responsibility is the obligation to perform duties and carry out tasks.
 It flows from authority.
 It cannot be delegated.
 The specific responsibilities consists of:
 Defining and maintaining project integrity
 Selecting the project team
 Identifying and managing stakeholders
 Planning the project implementation
 Project organization
 Project implementation
 Project control and progress tracking
 Financial management
 Change and conflict management

115
Few Important Tips for Project
Managers
 Money makes things possible, people make things happen

 We are not looking for fire-fighting managers,

we need managers to prevent fire

 If you want every thing, you may get nothing

 If you don’t know where you have to go, any road will lead
you there.

 Those who have no place and work in the project should

not
be in the project.

116
Project management
components

117
 Introduction

the Project Management Body of
Knowledge (inevitably known as ‘PMBOK’),
published by the Project Management
Institute (Project Management Institute
2000).
The PMBOK describes five key processes—
initiating, planning, executing, controlling
and closing—and nine key elements
(‘knowledge areas’) in project management.
That are: scope management, time
management, cost management, quality
management, human resources
management, communication, risk
management,
contract) procurement
management (including
and managing 118
119
120
121
122
 Project Scope Management
Processes
1. Collect Requirements ‐ The process of defining and
documenting stakeholders' needs to meet the project
objectives.
2. Define Scope‐The process of developing a detailed
description of the project and product.
3.Create WBS‐The process of subdividing project
deliverables and project work into smaller, more
manageable components.
4. Verify Scope‐The process of formalizing
acceptance of
the completed project deliverables.
5. Control Scope‐The process of monitoring the
status of
the project and product scope and managing changes
to
the scope baseline. 123
124
125
Product Scope vs Project
Scope
Completion of the project scope
is measured against the project
management plan.
Completion of the product scope
is measured against the product
requirements.
The Project Scope Management
processes need to be well integrated
with the other Knowledge Area
processes, so that the work of the
project will result in delivery of the
specified product scope.
126
127
Project management
approaches
Introduction
 Project management approaches enable
organizations to accomplish projects
efficiently, addressing both internal
constraints and dynamic external situations in
the interim.
 Project management enables organizations
to prevent or remove internal project
constraints and also adapt to unforeseen
changes in project scope or goals.
 An organization can, depending on its
requirements, either adopt a standard project
management approach or combine multiple
approaches.
Contd.
 Additionally, an organisation has the advantage of project
management software applications which facilitates
intelligent planning, constraint removal and monitoring of
projects.
 Here is a list of standard project management
approaches.
1. The traditional approach
2. PRINCE
3. Critical chain project management
4. Process-based management
5. Agile project management
6. Lean project management
7. Extreme project management
8. Benefits realization management
1. Traditional
approach

The traditional approach assumes that the

project scope and goals will remain constant till
project completion.
Obviously, a project manager plans and
identifies project resources based on this
assumption.
The traditional approach lays down the following
project phases:
 Contd.
1. Project initiation
2. Project planning and design
3. Project monitoring and control
4. Project execution
5. Project completion
 The simplest version of the traditional approach goes
through these components one-by-one in the order
described; this is known as a “waterfall” model.
 However, things can be more complex than this.
 Although the initiation and closing stages always occur first
and last respectively, of course, the middle three stages
are more distinct conceptually than chronologically.
A project may go back and forth
among the middle three stages listed
above.
Since the approach is inherently rigid,
many organizations may choose a
hybrid project management approach.
In software development, this
approach is often known as the
waterfall model.
Some strengths of Waterfall approach
 2. Critical chain approach
 This approach emphasizes the efficient use of
resources. The “critical chain” of the project is the
longest sequence of tasks that are constrained by
the availability of a resource.
 CCPM is less concerned with task order and
scheduling. Schedules and deadlines are seen as less
important due to a phenomenon known as
Parkinson’s Law, which states that “Work expands so
as to fill the time available for its completion.”
 Ironically, it seems that a lack of deadlines actually
speeds up work, as workers will complete their tasks
as quickly as possible rather than waiting until just
before the deadline.
Critical chain …………contd.
 The approach assumes that at least one
constraint (behavioural or process-related) is
likely to hinder projects which utilise
complex processes and a large number of
cross- functional teams.
 The approach recommends the use of
behavioural and mathematical sciences to
first predict, and then analyse and
remove constraints.
 The project team can use data to remove the
constraints. For example, if productivity is a
foreseen concern, then a project manager
could track the actual time spent by team
members on the job.
Contd.
 Criticalchain project management (CCPM) is
a method of planning and managing project
execution designed to deal with uncertainties
inherent in managing projects, while taking
into consideration limited availability of
resources (physical, human skills, as well as
management & support capacity) needed to
execute projects.
 CCPM is an application of the theory of
constraints (TOC) to projects.
 This approach is useful in sending quality
deliverables on time by proactively removing
constraints.
 Agile project management
 Agile project management encompasses several
iterative approaches based on the principles of human
interaction management and founded on a process
view of human collaboration.
 Agile-based methodologies are "most typically"
employed in software development as well as the
"website, technology, creative, and marketing
industries.“
 This sharply contrasts with traditional approaches such
as the Waterfall method.
 In agile software development or flexible product
development, the project is seen as a series of
relatively small tasks conceived and executed to
conclusion as the situation demands in an adaptive
manner, rather than as a completely pre-planned
process.
Advocates of this technique
claim that:
It is the most consistent project
management technique since it involves
frequent testing of the project under
development.
It is the only technique in which the
client will be actively involved in the
project development.
The only disadvantage with this
technique is that it should be used only if
the client has enough time to be actively
involved in the project.
Strengths of
Agile
Early and Frequent feedback,
development:
user engagement, and adaptation
Early mitigation of risks
Early visible progress.
Managed Complexity
Learning within an iteration
 Agile vs. Traditional Project Management

Agile Project Management

Traditional Project Management

Difference between Agile and Traditional
Project Management

Cookbook Innovation

Waterfall Agile

Structured

Adaptability
Traditional Framework
More Rigid and Directions coming Top Team may conduct dozens of
to Down
More Commanding and
Controlling style of Leadership
Spoon Feeding; Management tell
everyone “What to Do”
Planning Centric and Plan Driven
Document Oriented and
Document Driven
Resistant to Change
Agile Framework
experiments to see which works
best
Communication flowing freely
between all the team members
Self-Organizing; work is
distributed
with consensus by the Team
itself
Plan could be very fluid in Agile world
as Agile projects are more fluid then
waterfall projects
Cross functional, Self-Contained
and Agile is ultimately
pragmatic
Traditional Framework Agile Framework
Customer get involved early in the Customer involvement is the key here
processes but tended to keep at arm’s as more closely involved at the time
length once the project begins of work being performed

Escalation to managers when When problems occur, team works

problem arise together resolve them internally

Daily stand-up meetings are held to

Heavy upfront analysis and design discuss work done yesterday, plan of
today and impediments if any

More serious about processes Agile methods less focus on formal

and directive processes

than Work is delivered to client in small and

the product frequent releases to get rapid
feedback loops
Product is planned extensively and
then executed and tested Agile model favors “Adaption”
Traditional Framework
Team Commits so early in the project
before they can put their hands on
Heavy documentation before
executing the work packages
Slow and structured development
process usually focus on one
time release
More focus on How than Why
Ownership belongs only to the
Project Manager
Agile Framework
Daily Stand-Up meetings are held to
discuss work done yesterday, plan
of today and impediments if any
Agile Projects are highly
democratic and implement a series
of short and repeatable practices
Agile is built on the concept of
frequent and small releases known as
“Incremental Delivery” in small
chunks
Agile more focus on Why and
retrospective is held at the end
of each Iteration or Release
Shared ownership
Hybrid Project Management
Approach
 Need for Hybrid Approach for
Project Mgmt
Both Waterfall and Agile has good points
Need a Right Solution for the Situation
at Hand
Every Project has some constraints
and characteristics = Difficultyto fit to
any defined standard framework
There´s no cake recipe for
project success.
An experienced project manager
should be able to define the best
approach for each project context
Extreme project approach

This approach is suitable for projects which
handle dynamic situations, such as,
changing customer requirements. Often, it
may not be possible to obtain a full clarity of
requirements and a project may purely be
guided by market changes. The mobile
phone industry, which experiences rapid
changes, is a case in point. The project
team, hence, plans purely on the basis of
the currently available data and depending
on requirement changes, modifies plans.
Event chain project approach

According to this approach, a single
constraint can create a chain of constraints
and severely impede a project. For example,
in a project, if several departments depend
on one another, then constraints in any one
department can negatively impact the
productivity of downstream departments. A
project team can use past data to foresee a
negative event and identify preventive
measures. Reliable data, collected over time,
can even help track event chains. The Gantt
chart is a popular event chain tracking tool.
The event chain approach, hence, could be
an excellent problem solving approach for
critical projects.
PRINCE
 PRINCE (PRojects IN Controlled Environments) is
a structured set of components, techniques and
processes designed for managing any type or size
of project (CCTA 1997).
 Owned by the Central Computer and
Telecommunications Agency (UK), the PRINCE
method is a process-based model for the
management of projects, and includes templates
and tools that provide ‘a framework whereby a
bridge between a current state of affairs and a
planned future state may be constructed’ (CCTA
1997).
 The philosophy behind the PRINCE model is that
although every project is technically unique, having
PRINCE has been used successfully
in a number of large and small human
service organisations; it provides an
overview of project management
theory, and very practical methods for
thinking about how the project fits into
the organisation, how to go about
planning and initiating the project, and
managing the stages of the project.
The PRINCE package also includes
actual templates that can be used as is
or adapted—for example, a project brief,
quality plan, business case,
communications plan, risk log and end
project report. PRINCE was among
the most commonly used methods in
White and Fortune’s survey (2002) and
has now been mandated by some
departments of the UK government as
the required method for describing the
management of funded projects (Roberts
and Ludvigsen 1998).
Thank You

SKNSSBM