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Q.1 Define project management, resource, process and project cycle. Explainthe life-cycle of a project.

A.1

Definition of project managementPMBOK defines project management as the application of knowledge, skills, tools andtechniques to project activities to meet project requirements. Project management isaccomplished through the application of and integration of the project managementprocesses of initiating, planning, executing, monitoring and controlling, and closing. Theproject manager is the person responsible for accomplishing the project objectives.

Managing a project includes:

Identifying requirements

Establishing clear and achievable objectives

Balancing the competing demands for performance, scope, time and cost.

Project management is both an art and a science. The "Art" aspect of projectmanagement relates to the fact that projects are really about getting things done bypeople. Hence it requires a keen knowledge of human behavior and the ability to skillfullyapply appropriate interpersonal skills.

The "Science" aspect comprises a set of principles, methods and techniques that peopleuse to effectively plan and control project work. These principles and techniques help theproject manager and the project team to complete projects on schedule within budgetedcost and in full accordance with project specifications. At the same time, they help

achieve the other goals of the organization, such as productivity, quality and costeffectiveness. Hence the objective of project management is to optimize project cost,time and performance (includes quality).Today large and small organizations recognize that project management, with itsstructured approach to planning and controlling of projects, is a necessary corecompetency for success. Like general management, project management also involvesall aspects of planning, organizing, implementing and controlling .However, it has its owntechniques like work breakdown structure, critical path analysis, PERT (Programevaluation & review technique), which will be discussed in later units.In many strategic projects the function of project management will involve disciplines like:

FinancePreparation of financial statements which will form part of the project proposal, aswell as the basis for managing the costs of the project.

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PersonnelIdentification of skill requirements of personnel who will form the project team,selecting the personnel, and maintaining a good working environment.

Operations

Managing the activities /operations that are repetitive in nature.

Supply Chain Management (procurement management)Sourcing of materials, equipment/machinery/services by identifying eligiblesuppliers of each and negotiating with them for procuring the same, andmanaging the logistics for smooth project implementation.

R & DNew product development & quality assurance.

Marketing

Marketing the project idea to sponsor (sponsor can be internal or external to thecompany).

Definition of Resources:We discussed earlier that the most important step to arrive at the relationship betweenthe four constraints is to make an accurate assessment of the resources required, andthe costs thereof. At this stage, we shall broadly classify the resources required underfour categories.

Manpower

Materials

Tools and Plants

Infrastructure

ManpowerManpower refers to all the man hours required from various personnel workingdirectly or indirectly on the project

MaterialsMaterials refer to all materials that become part of the project. In the case of abuilding this will include cement, steel, aggregates, doors & windows, mechanical

electrical/instrumentation equipment and materials, finishing materials like tileswater proofing, ironmongery, consumables utilized in the construction etc etc. insummary all materials that become part of the building structure.

Tools and Plants

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Tools and Plants are those items that are deployed to aid the construction of theproject like lifting equipment (cranes etc.), concreting equipment, weldingmachines, dozers, transport vehicles and all machineries deployed asconstruction aids. They do not become part of the project, they are utilized for theimplementation of the project, and they are transferred to other projects after suchutilization for the ongoing project. The owner may own some of these tools andplants in which case he will need to apportion an internally predetermined hiringcost of the same to the project. For the tools and plants deployed for the projectand not owned by the owner, hiring costs charged by the external agencies shallbe apportioned to the project.

InfrastructureInfrastructure refers to temporary arrangements that need to be provided forproject implementation and dismantled at the end of the project. Examples arelabor camps, electric power and water supply systems built for the construction ofthe project, dedicated telecommunication facilities during construction at projectsites etc.

Each one of the above mentioned resources has a cost associated with it and the sumtotal of these costs will form a part of the project cost.

Defination of ProcessPMBoK organizes Project management processes into five groups, defined as theProject Management Process Groups, each group comprising one or more processes.This grouping helps in understanding the relevance and significance of the sequence of,and interaction between the various processes in project management. However, aprocess group is not a totally discrete phase occurring in isolation from another processgroup, and the processes have inherent interactions between themselves throughout theimplementation of a project. We will briefly define these process groups as under, while amore detailed explanation of each process group follows subsequently.

Initiating process group defines and authorizes the project or a project phase.

Planning process group defines and redefines objectives and plans the courseof action required to attain the objectives and scope that the project wasundertaken to address.

Executing process group integrates people and other resources to carry out theproject management plan for the project.

Controlling process group regularly measures and monitors progress to identifyvariances from the project management plan so that corrective action can be

taken when necessary to meet project objectives Closing process group formalizes acceptance of the product, service or result

and brings the project or a project phase to an orderly end.

Broadly, the process groups tend to be deployed in the sequence listed as the projectprogresses. In the event that a project goes off-course, re-planning comes into play, and

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if a project is found to be in serious trouble, it may have to go all the way back to theinitiating process to be restarted.

To summarize, the result or output of one process group often becomes an input toanother. In the central process groups planning, executing and control), all the links arelooped i.e. the links of these central process groups are iterated planning providesexecution with a documented plan early on, and then provides documented updates tothe plan, as the project progresses.

Product cycle

Seven stageprocess through which practically every majorproject goes through:1. Identification: stage where one project-idea out of several alternatives is chosen

and defined.2. Preparation: defined idea is carefully developed to the appraisal stage.3. Appraisal: every aspect of the project idea is subjected to systematic and

comprehensive evaluation, and a project plan is prepared.4. Presentation: detailed plan is submitted for approval and financing to the

appropriateentities.5. Implementation: with necessary approvals and financing in place, the project plan

is implemented.6. Monitoring: at every stage the progress of the project is assessed against the

plan.7. Evaluation: upon completion the project is reassessed in terms of its efficiency

and performance. Also called project life cycle.Project Life cycleCollectively, the project phases are known as the project life cycle. Thus the project lifecycle serves to define the beginning and end of the project. For example, when an

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organization identifies an opportunity, it will conduct or authorize a feasibility study todecide if it should undertake the project. The project life cycle definition will determinewhether the feasibility report is treated as the first project phase, or as a separatestandalone project. The phase sequence defined by most project life cycles generallyinvolves transfer of deliverables (or technology) such as:

Requirements to design Design to production or construction

Production to distribution

Construction to operation

Deliverables from preceding phase are usually approved before work starts on the nextphase. The requirement of speedy completion of the total project will often necessitateoverlapping of phases i.e. a subsequent phase is begun prior to approval of the previousphase deliverables, when the risks involved are deemed acceptable. This overlapping istermed fast tracking.

Q.2 What are the roles and responsibilities of a project manager?

A.2

The Role of Project Managers

The tasks to be handled by a project manager to successfully manage a project include:

Integration Management - This is developing and managing the direction of theproject

Scope Management - This includes planning, defining and managing the scopeof the project.

Time and Cost Management - This covers developing a schedule, allocatingresources and managing funds for the project.

Quality Management - This involves taking care of the quality of the process inquestion such that it meets or even exceeds various quality parameters set

earlier. Human Resource Management - A manager needs to take care of his team,

encourage and motivate them and make sure the team moves in the rightdirection.

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Communication Management - The manager needs to prepare acommunication plan and make sure that there is a healthy communication, bothhorizontally and vertically.

Risk Management - Various risks involved in a project should be identified and amitigation and contingency plan needs to be developed to ensure that the projectis not derailed at any point.

Procurement Management - Various materials needed during the project needto be procured and managed with the vendors and suppliers for successfulcompletion of the project.

The Responsibility of Project Managers

A project manager is usually responsible for the success or the failure of the project.They first need to define the project and then build its work plan. If the scope of theproject is not very clear, or the project is executing poorly, the manager is heldaccountable. However, this does not mean that the manager does all the work by himself(which is practically impossible). There is an entire team under the project manager,which helps to achieve all the objectives of the project. However, if something goeswrong, the project manager is ultimately accountable.

Apart from this, depending on the size and the complexity of the project, they may needto take on multiple roles. The project manager may need to assist with gatheringbusiness requirements, help to design a database management system or may prepareproject documentation. They may work full time on a large project, or may work part-timeon various projects of a smaller nature; or may alternatively handle various projects aswell as handle other responsibilities like business analysis and business development.

At times, they may have accountability but not authority. For example, he or she may beusing certain resources but might not have direct control over those resources. At suchtimes, the manager might find certain limitations over task execution, which might nottake place as they might have liked. Not having direct control over the state of financesand finance allocation might cause ambiguity.

In order to be successful, the project manager must be given support and authority bysenior management.

Process ResponsibilitiesOnce the project starts, the project manager must successfully manage and control thework, including:

Identifying, tracking managing and resolving project issues Proactively disseminating project information to all stakeholders

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Identifying, managing and mitigating project risk Ensuring that the solution is of acceptable quality Proactively managing scope to ensure that only what was agreed to is delivered,

unless changes are approved through scope management Defining and collecting metrics to give a sense for how the project is progressing

and whether the deliverables produced are acceptable Managing the overall schedule to ensure work is assigned and completed on time

and within budget

Again, this does not mean that the project manager physically does all of this, but theymust make sure it happens. If the project has problems, or scope creep, or faces risks,or is not setting expectations correctly, then the project manager is the person heldaccountable.To manage the project management processes, a person should be well organized,have great follow-up skills, be process oriented, be able to multi-task, have a logicalthought process, be able to determine root causes, have good analytical ability, be agood estimator and budget manager, and have good self-discipline.

People ResponsibilitiesIn addition to process skills, a project manager must have good people managementskills. This includes:

Having the discipline and general management skills to make sure that peoplefollow the standard processes and procedures

Establishing leadership skills to get the team to willingly follow your direction.Leadership is about communicating a vision and getting the team to accept it andstrive to get there with you.

Setting reasonable, challenging and clear expectations for people, and holdingthem accountable for meeting the expectations. This includes providing goodperformance feedback to team members

Team building skills so that the people work together well, and feel motivated towork hard for the sake of the project and their other team members. The largeryour team and the longer the project, the more important it is to have good team-building skills.

Proactive verbal and written communicator skills, including good, active listeningskills.

Again, you are responsible for the success of the project. If the team has poor moraleand is missing deadlines, you need to try to resolve it. If team members don't understandexactly what they need to do and when it is due, then you are responsible.

Q.3 Explain the various steps in the identification process of a project. What arethe tools used in project planning?

A.3

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Steps in the Identification Process of a Project

The identification process The main steps in the identification process of anyproject are :

Identify initial requirements.

Validate them against the project objective.

Identify the criteria for assessing the success of both the final project product andthe process used to create it. Ex: quality objectives, quantitative requirements forthe project.

Identify the framework of the solution

Prepare a template of the frame work of solution to illustrate the project feasibility.

Prepare relevant charts to demonstrate the techniques of executing the project andits different stages.

Prepare a proper project schema of achieving the defined business requirementsfor the project.

Identify training requirement

Make a list of the training program necessary for the personnel working on the

project.

Identify the training needs of the individuals working in various functions responsiblein the project.

Prepare a training plan and a training calendar.

Assess the capabilities and skills of all those identified as part of the projectorganization

Planning Tools : The tools which may be necessary for coordinating a projectsuccessfully are the following :

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Project structureDevelopment plan, project tracking and oversight

Project Key personnel Identify those business areas that are within the scopeor directly interface with the scope boundary and list them in the Business areacolumn of the project assignment worksheet

Identify the key personnel for each area and list them in the Person column ofthe project assignment worksheet.

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Process Skills and activities

Initiation

Prepare an outline project justification, plan and projectbudget

Selection and briefing of the project team, assigning rolesand organization

Feasibility study- risk and key success factors

Planning Project definition and project plan Communicate to the team

Execution Allocating and monitoring the work and cost Ensuring work and team cohesion Reporting progress

Control Monitoring progress and managing changes Helping the team to solve project problems

Close Satisfactory delivery Compiling lessons from project experience

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Project Management TeamIt is a senior management team, which will be accountable for the project.

Identify project sponsor, client representative and technical representative. Stage managers- who will plan and manage the project on a day-to-daybasis for this stage Project coordinators- client coordinator and technical coordinator Clearly define these coordination, control activities and identify the briefsuitable personnel to carry them out

Key stakeholdersIdentify management level personnel who are critical to the success of the project.Document the responsibilities of stakeholders

Stage teamsIdentify appropriate personnel required for the stage, define the team structureand appoint team leaders

Document the time commitment and responsibilities to be performed by the teammembers.

Key resourcesIndividuals assigned to a key resource role may work towards gathering Businesskey resources and Technical key resources. They are project coordinators andteam invitees.

Work Breakdown Structure (WBS)The entire process of a project may be considered to be made up on number ofsub process placed in different stage called the Work Breakdown Structure

(WBS).Project key stages form the highest level of the WBS, which is then used to show thedetails at the lower levels of the project. Each key stage comprises many tasks identifiedat the start of planning and later this list will have to be validated.WBS is produced by Identifying the key elements, breaking each element down intocomponent parts and continuing to breakdown until manageable work packages havebeen identified. These can then be allocated to the appropriate person.The WBS doesnot show dependencies other than a grouping under the key stages.

Task durationIdentifying lead and lag times helps in working out task duration.Lead time: An amount of time, which a successor task can overlap with its

predecessor task, i.e. the time before the completion of the predecessor at whichthe successor can start.Lag time: An amount of time, between a predecessor and a successor task, i.e.the time after the completion of the predecessor that the start of the successor isdelayed

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Q.4 What is Risk Management? How can risks be prioritized?

A.4

Risk Management Risks are those events or conditions that may occur and whoseoccurrence has a harmful or negative impact on a project. Risk management aims toidentify the risks and then take actions to minimize their effect on the project. Riskmanagement entails additional cost. Hence risk management can be considered costeffective only if the cost of risk management is considerably less than the cost incurred ifthe risk materializes.

Risk prioritization Risk prioritization focus on the highest risk. Prioritization requiresanalyzing the possible effects of the risk event in case it actually occurs. This approachrequires a quantitative assessment of the risk probability and the risk consequences. Foreach risk rate the probability of its happening as low, medium or high. If necessary,assign probability values in the ranges given for each rating. For each risk, assess itsimpact on the project as low, medium, high or very high. Rank the risk based on theprobability. Select the top few risk items for mitigation and tracking.

Refer to a list of commonly used risk mitigation steps for various risks from the previousrisk logs maintained by the PM and select a suitable risk mitigation step. The riskmitigation step must be properly executed by incorporating them into the projectschedule. In addition to monitoring the progress of the planned risk mitigation stepsperiodically revisit the risk perception for the entire project. The results of this review arereported in each milestone analysis report. To prepare this report, make fresh riskanalysis to determine whether the priorities have changed.

Q.5 What is Project Management Knowledge Areas? Explain briefly PMIS.

A.5

The PMBOK teaches an approach towards project management that is recognizedinternationally. It can be applied to all types of projects, such as engineering,construction and software. The PMBOK divides the knowledge into Project ManagementKnowledge Areas, an approach that considers work as if it were being accomplished byprocesses.

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The nine areas are: Project Integration Management Project Scope Management Project Time Management Project Cost Management Projekt Quality Management Project Human Resource Management Project Communications Management Project Risk Management

It is expected that various processes will overlap with others during the phases of aproject, the processes may also need to interact. Processes have certain commonfeatures:

they have an Input, including plans and designs, they include Tools and Techniques, applied to the abovementioned inputs, and they include Outputs. These outputs include the goal of the project, such as

the product, ordocumentation.

The concept of the PMBOKs Project Management Knowledge Areas suggests that thereare only five process groups. These include:

Initiating deciding to perform the project, Planning deciding how to run the project, Executing doing the acts that comprise the project, Controlling and Monitoring deciding further details about the project and

measuring how the acts that comprise the project compare with the planning, and Closing finishing the project, delivering and paying.

In order to create an effective Project Managment system, each of these nine knowledgeareas are used, each of which may include processes from each of the five processgroups.

Each process can be defined as related to one knowledge area and one process group.This term is defined in the 3rd and the 4th edition of the PMBOK.

Project Management Information System (PMIS)A information systems is mainly aimed at providing the management at different levelswith information related to the system of the organization. It helps in maintaining adiscipline in the system. A system is prone to malfunctions if not properly maintained. An

information system dealing with project management tasks is the project managementinformation system. It helps in decision making in arriving at optimum allocation ofresources. The information systems are based on a database of the organization. Aproject management information system also holds schedule, scope changes, riskassessment and actual results. Usual information systems are not designed for projects.

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Normal information systems tell managers if they are working within the scope of thebudget.

The information is communicated to managers at different levels of the organizationdepending upon the need. Upper managers need to know information on all projectsregarding progress, problems, resource usage, costs and project goals. This informationhelps them take decisions on the project. They should review the projects at eachmilestone and arrive at appropriate decision. Project manager and department managersneed to see each project schedule, priority and use of resources to determine the mostefficient use across the organization. Project team members need to see schedule, tasklists and specification so that they know what needs to be done next.

The four major aspects of a PMIS are 1. Provide information to the major stakeholders i.e. the right information at the right

time.

2. Assist the team members, stakeholders, managers with necessary informationand summary of the information shared to the higher level managers.

3. Assists the managers in doing what if analyses about project staffing, proposedstaffing changes and total allocation of resources.

4. Help organizational learning by helping the members of the organization learnabout project management.

A good PMIS is possible to be developed from the team members and not from thesystems administrators of the company. Organizations tend to allocate suchresponsibility by rotation among members with a well designed and structured data entry

and analytical format.

Q.6 List out the macro issues in project management and explain each.

A.6Macro issues

1. Evolving Key Success Factors (KSF) Upfront:

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In order to provide complete stability to fulfillment of goals, one needs toconstantly evaluate from time to time , the consideration of what will constitute thesuccess of completing a project and assessing its success before completion. TheKSF should be evolved based on a basic consensus document (BCD). KSF willalso provide an input to effective exit strategy (EES). Exit here does not mean exitfrom the project but from any of the drilled down elemental activities which mayprove to be hurdles rather than contributors. Broad level of KSF should beavailable at the conceptual stage and should be firmed up and detailed out duringthe planning stage. The easiest way would be for the team to evaluate each stepfor chances of success on a scale of ten. KSF should be available to themanagement duly approved by the project manager before execution and controlstages. KSF rides above normal consideration of time and cost at the levelsencompassing client expectation and management perception time and costcome into play as subservient to these major goals.

2. Empowerment Title (ET)ET reflects the relative importance of members of the organization at three levels:

a) Team members empowered to work within limits of their respectiveallocated responsibilities the major change from bureaucratic systems isan expectation from these members to innovate and contribute to time andcost.

b) Group leaders are empowered additionally to act independently towardsclient expectation and are also vested with some limited financial powers.

c) Managers are empowered further to act independently but to maintain a

scientific balance among time, cost, expectation and perception, apart frombeing a virtual advisor to the top management.

3. Partnering Decision Making (PDM)PDM is a substitute to monitoring and control. A senior with a better decisionmaking process will work closely with the project managers as well as members toplan what best can be done to manage the future better from past experience.

The key here is the active participation of members in the decision makingprocess. The ownership is distributed among all irrespective of levels the termequally should be a\voided here since ownership is not quantifiable. The rightfeeling of ownership is important.

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This step is most difficult since junior members have to respond and resist tobeing pushed through sheer innovation and performance this is how futureleaders would emerge. The PDM process is made scientific through:i) Earned value management system (EVMS)ii) Budgeted cost of work scheduled (BCWS)iii) Budgeted cost of work performed (BCWP)iv) Actual cost of work performed(ACWP)

4. Management By Exception (MBE)No news is good news. If a member wants help he or she locates a source andproposed to the manager only if such help is not accessible for free. Similarly, amember should believe that a team leaders silence is a sign of approval andshould not provoke comments through excessive seeking of opinions. In shortleave people alone and let situation perform the demanding act. The bend limit ofMBE can be evolved depending on the sensitivity of the nature and size of theproject. MBE provides and facilitates better implementation of effectiveness ofempowerment titles .MBE is more important since organizations are movingtoward multi-skilled functioning even at junior most levels.

5. Knowledge Factor (K)Knowledge is the most powerful mover of the Wheels of progress. K factor is anindex of the extent to which one can manage today with yesterdays knowledgecontent and also the extent to which todays knowledge will be used tomorrow.This would render the development process more productive. The K-factor ofcourse undergoes correction through obsolescence since changes are nowphenomenal but so are the opportunities for juniors to access information fromnew knowledge bases .Seniority is no more an automated scale for knowledge. Itis important for leaders to recognize the knowledge potential of the youngermembers. IT is equally important for younger members not to suppress theirknowledge potential from its application. Further as age and experience advancefurther wisdom gains but knowledge is lost until it is updated and utilized. It is thetask of every team members to maximize the K-factor in all directions.

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