Explain the need for a project plan?

Management is an essential process in accomplishing things in an organized manner that’s why in every activity;
project management planning should be done. Managing project plan involves a lot of activities and manpower. A
It needs collaborative effort and sharing of ideas. A There’s a need to manage project plan because it determines
how the project should be done. A If project management planning is not well-thought of, everything would be put
to waste. All the efforts, money, and time would never return again upon investing in a project management plan
that failed. Project plan needs to be managed well. A The reasons would be countless why there is a need so but
below are list of widely-accepted reasons why project plan should be managed.
1. A Project management planning clearly defines what actions to be undertaken in the accomplishment of the
project.
2. It estimates the time required for a project to finish through the time management plan.
3. It gives rough calculation on the expenses involved in the project by having a financial plan.
4. It identifies possible risks during the course of the project and makes preparations in case those risks may happen
through the risk management plan.
5. It helps avoid duplication of resources tasks, and labor by giving everyone a clear idea of their respective role in
the project.
6. It coordinates multiple resources within time and cost restraints almost accurately.
7. It also makes things faster by assigning appropriate roles to specific resources and people.
8. It gives a clear detail on the standards of the projects and what should be expected from the project through
quality management plan. .
9. It gives detailed information of every task – who should do the assignment, what task should be prioritized, when
should the task be accomplished.
10. A Project management planning also gives the project’s objective to be achieved and sets the scope of the
project to focus only on a certain goal.

production system
A production system (or production rule system) is a computer program typically used to provide some form of
artificial intelligence, which consists primarily of a set of rules about behavior. These rules, termed productions, are
a basic representation found useful in automated planning, expert systems and action selection. A production system
provides the mechanism necessary to execute productions in order to achieve some goal for the system. . A
production system also contains a database, sometimes called working memory, which maintains data about current
state or knowledge, and a rule interpreter. The rule interpreter must provide a mechanism for prioritizing
productions when more than one is triggered.
Explain the need of forecasts in operations.
In view of the inherent accuracies in the process of forecasting there arises the question why is forecasting
necessary? The answer is that all organizations operate in an atmosphere of uncertainty but decisions have to be
made today that affects the future of the organization. Educated guesses about the future are more valuable than
uneducated guesses. There are various ways of making forecasts that rely on logical methods of manipulating data
that have been generated by historical events. However, it is also important to note that judgment, common sense
and intuition play s a part in the real world in forecasting process and the mix of qualitative and quantitative
techniques used in forecasting methods and techniques. The need for forecasting also arises because in this decade
of rapid changes in technology, government involvement in the economy, social and political changes it is necessary
to predict the macro and micro changes as accurately as possible to survive and grow in a dynamic and uncertain
world.
Material requirements planning: - Material requirements planning (MRP) is a production planning and inventory
control system used to manage manufacturing processes. Most MRP systems are software-based, while it is possible
to conduct MRP by hand as well. An MRP system is intended to simultaneously meet three objectives:
*Ensure materials are available for production and products are available for delivery to customers.
*Maintain the lowest possible level of inventory.
*Plan manufacturing activities, delivery schedules and purchasing activities.
Inventory optimization:-In general inventory associated with the stock of finished goods and materials lying in the
store for supply. With continuing production and distribution inventory issue become an important part as through
inventory it is possible to keep balance between the demand and supply of goods in the market. Inventory
optimization, on the other hand, refers to the absence of both un necessary stock or accusive stock which may lead
to wastages investments and goods and shortage of stores to meet the demand of the market. Inventory optimization
is an important approach from the part of the operation manager as because it can help in continuing the attachment
with all the dealers and customers in the supply chain and thus increase the satisfaction of customers.
Define Slack?
In project management, float or slack is the amount of time that a task in a project network can be delayed without
causing a delay to: subsequent tasks (free float), project completion date (total float).
Explain the taxonomy of project?
There are various criteria we could use to classify project: by total budget, project duration, risk business value, team
size, or some combination of them. For the purpose of matching project manager and team members with the type of
project team they are qualified to join, we will use a classification based on the technical and business environments
that characterize the project. Graphically displays the classification scheme.Given a project, the process summarized
in the complexity assessment matrix measures as many as 40characteristics to map the project into two dimensions:
business environment and technical environment. At least conceptually a typical project can then be plotted as a data
point on the complexity assessment matrix. The data point will fall into one of four regions on the matrix. Starting
from the simplest situation, Type IV projects have low business value and use well-established technology. In fact,
they are projects that may have repeated themselves several times and have become rather routine. Type II projects;
on the other hand, may be using new or complex technologies even though the business value may be low or
moderate. Type III projects are characterized by high business value even though they may have low or moderate
technical complexity. These projects are therefore distinguished from the other two by their high business context.
Type I projects bear all the characteristics of Type II and Type III projects. That is, they use complex technogies and
have high business value. They are the most demanding of the four types and are often mission-critical as well.

Advantages of network analysis:-network analysis is one of the tool which can be used in project management and
helpful in finding out different activities to be completed by an individual in an orderly manner. It Has some
Advantages like:-
1. It is helpful in translating even a complex projects into a set of simple and logical arranged activities through
network diagram.
2. It is also helpful in isolating all those activities which are contributory to the project completion.
3. It is a gain advantageous in taking follow up action and expediting the implication of project in accordance with
the objective.
4. Another important advantage of network analysis is through its different problems can be scanned and foreseen
before hand in the process of actual execution of the project.
What do you mean by aggregate planning? Why it is required.
Aggregate planning is the process of planning the quantity and timing of Operation Planning over the intermediate
time. In the intermediate range time the production planning is termed as aggregate planning. The aggregate
planning is made within the broad frame ware of the long range plan. Aggregate planning is an operational activity
which does an aggregate plan for the production process in advance of 2-18months to give an idea to management as
to what quantity of materials and other resources are to be procured and when, so that the total cost of operation of
the organization is kept to the minimum over the period.
Aggregate planning ,in many cases works on the bans for estimation of material required to continue production of a
manufacturing enterprise .If one consider the rationality of it or like to answer why it is required than he or she
console himself/herself by taking into account the following benefits of it.
1. To get an idea in advance about the quality of materials and other resources required to continue the operation.
2. To estimate about the quality of material required in advance.
3. To have an idea about the time schedule for providing materials and other resources at the appropriate time and
the sequence.
4. To help the management in cutting down the total cost of operation s by identifying the requirement of material
sources etc.
5. It is also required to finalize the number of human resources required to maintain and continue operations in the
given period of time in advance.
6. Aggregate planning is also necessary for taking decisions about the stock to be held by the firm for smooth
conducting production and operation of the firm.
Thus, aggregate planning is required to gain many benefits arise out of it and it is regarded as one of the
requirements planning.

Explain the tools used in project planning?

The four commonly used tools in project planning and project management, namely: Brainstorming, Fishbone
Diagrams, Critical Path Analysis Flow Diagrams, and Gantt Charts.
1. Brainstorming:-Brainstorming is usually the first crucial creative stage of the project management and project
planning process. See the brainstorming method in detail and explained separately, because it many other useful
applications outside of project management. Unlike most project management skills and methods, the first stages of
the brainstorming process is ideally a free-thinking and random technique. Consequently it can be overlooked or
under-utilized because it not a natural approach for many people whose mains strengths are in systems and
processes. Consequently this stage of the project planning process can benefit from being facilitated by a team
member able to manage such a session, specifically to help very organized people to think randomly and creatively.
2. Fishbone diagrams:- Fishbone diagrams are chiefly used in quality management fault-detection, and in business
process improvement, especially in manufacturing and production, but the model is also very useful in project
management planning and task management generally. Within project management fishbone diagrams are useful for
early planning, notably when gathering and organizing factors, for example during brainstorming. Fishbone
diagrams are very good for identifying hidden factors which can be significant in enabling larger activities,
resources areas, or parts of a process. Fishbone diagrams are not good for scheduling or showing interdependent
time-critical factors. Fishbone diagrams are also called 'cause and effect diagrams' and Ishikawa diagrams, after
Kaoru Ishikawa (1915-89), a Japanese professor specializing in industrial quality management and engineering who
devised the technique in the 1960s. Ishikawa's diagram became known as a fishbone diagram, obviously, because it
looks like a fishbone: A fishbone diagram has a central spine running left to right, around which is built a map of
factors which contribute to the final result (or problem).For each project the main categories of factors are identified
and shown as the main 'bones' leading to the spine.
3. project critical path analysis flow diagram :-'Critical Path Analysis' sounds very complicated, but it's a very
logical and effective method for planning and managing complex projects. A critical path analysis is normally
shown as a flow diagram, whose format is linear (organized in a line), and specifically a time-line.Critical Path
Analysis is also called Critical Path Method - it's the same thing - and the terms are commonly abbreviated, to CPA
and CPM. A commonly used tool within Critical Path Analysis is PERT (Program/Programme/Project Evaluation
and Review Technique) which is a specialized method for identifying related and interdependent activities and
events, especially where a big project may contain hundreds or thousands of connected elements.
4. Gantt charts:- Gantt Charts (commonly wrongly called gant charts) are extremely useful project management
tools. The Gantt Chart is named after US engineer and consultant Henry Gantt (1861-1919) who devised the
technique in the 1910s. Gantt charts are excellent models for scheduling and for budgeting, and for reporting and
presenting and communicating project plans and progress easily and quickly, but as a rule Gantt Charts are not as
good as a Critical Path Analysis Flow Diagram for identifying and showing interdependent factors, or for 'mapping'
a plan from and/or into all of its detailed causal or contributing elements.
What do you mean by service-oriented projects?
A service-oriented project management model adopts its philosophies from the professional
services arena. For example, traditional project management begins with a set of clear
requirements, at least in theory. Much like the professional services industry, SOPM begins
with a set of symptoms or ideas from which the project leadership can work with the client and other constituents to
derive requirements, which ultimately lead to design or service elements.
Suddenly, we begin to see project management more as a service to the client and their
Organization, much like a doctor first diagnosing and then prescribing treatment to a patient, with the assistance of
specialists as needed. This has major implications on the skills needed to manage and lead a project, just as it has
implications on the selection of the project team. As a result, subjects that was previously
only loosely (if at all) associated with project management, such as business acumen, talent
Management and innovation, come to the forefront. This also means that effective project management is no longer
just the role of the project manager.
How Does Resource Scheduling Tie to Project Priority?
Organizations often need to implement more than one project at a time with limited resources. Resource scheduling
allows managers to identify their resources to best apply them to areas where sufficient resources are not available
to complete multiple tasks at the same time.
*Starting Projects:-A project manager needs resources to start a project. When resources are limited, projects are
prioritized based on a set of criteria. The most important projects have the highest priority and start sooner than
projects with lower priority. Resource scheduling involves staggering start and finish dates to coincide with the
availability of resources.
*Project Risks:-Identifying and scheduling resources is integral to assessing a project's risks. Project activities are
identified and time lines for completion of these activities are estimated based on available resources. If other
projects are dependent on the same resources, these project activities need to be completed or disrupted before new
activities can begin. The risk associated with these delays is minimized when resources are scheduled to complete
higher priority project activities before starting other activities.
*Available Resources:-Scheduling highlights areas where resources are not available at the times needed for
completion of high priority projects. Organizations may start lower priority projects sooner if they can be completed
with available resources. Other projects that are higher priority may wait until resources, such as plant capacity or
skilled staff, are added.
Top 10 Qualities of a Project Manager
1. Inspires a Shared Vision:-An effective project leader is often described as having a vision of where to go and the
ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a
leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary
leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on
their own.
2. Good Communicator:-The ability to communicate with people at all levels is almost always named as the second
most important skill by project managers and team members. Project leadership calls for clear communication about
goals, responsibility, performance, expectations and feedback.
3. Integrity:-One of the most important things a project leader must remember is that his or her actions, and not
words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical
practices. Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding
those who exemplify these practices, are responsibilities of project leaders.
4. Enthusiasm:-Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders
with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an
invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us
200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this
commitment through optimism.
5. Empathy:-What is the difference between empathy and sympathy? Although the words are similar, they are, in
fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her
own feelings as they are projected into the object and has little concern for the reality and validity of the object's
special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual,
entitled to his or her own feelings, ideas and emotional history.
6. Competence:- Leadership competence does not however necessarily refer to the project leader's technical
abilities in the core technology of the business. As project management continues to be recognised as a field in and
of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical
expertise, as in the past.
7. Ability to Delegate Tasks:-Trust is an essential element in the relationship of a project leader and his or her team.
You demonstrate your trust in others through your actions - how much you check and control their work, how much
you delegate and how much you allow people to participate.
8. Cool Under Pressure:-In a perfect world, projects would be delivered on time, under budget and with no major
problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a
hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it
interesting, they feel they can influence the outcome and they see it as an opportunity.
9. Team-Building Skills:-A team builder can best be defined as a strong person who provides the substance that
holds the team together in common purpose toward the right objective.
10. Problem Solving Skills-:- Although an effective leader is said to share problem-solving responsibilities with the
team, we expect our project leaders to have excellent problem-solving skills themselves.

Reducing the project Duration Increases the Risk of being late. Explain?
The need for reducing the project duration occurs for many reasons such as imposed duration dates, time-to-market
considerations, incentive contracts, key resource needs, high overhead costs, or simply unforeseen delays. These
situations are very common in practice and are known as cost-time trade-off decisions. This chapter presented a
logical, formal process for assessing the implications of situations that involve shortening the project duration.
Crashing the project duration increases the risk of being late. How far to reduce the project duration from the normal
time toward the optimum depends on the sensitivity of the project network. A sensitive network is one that has
several critical or near-critical paths. Great care should be taken when shortening sensitive networks to avoid
increasing project risks. Conversely, insensitive networks represent opportunities for potentially large project cost
savings by eliminating some overhead costs with little downside risk. Alternative strategies for reducing project time
were discussed within the context of whether or not the project is resource limited. Project acceleration typically
comes at a cost of either spending money for more resources or compromising the scope of the project. If the latter
is the case, then it is essential that all relevant stakeholders be consulted so that everyone accepts the changes that
have to be made. One other key point is the difference in implementing time-reducing activities in the midst of
project execution versus incorporating them into the project plan. You typically have far fewer options once the
project is underway than before it begins. This is especially true if you want to take advantage of the new scheduling
methodologies such as fast-tracking and critical-chain. Time spent up front considering alternatives and developing
contingency plans will lead to time savings in the end.
What are the elements of an effective project vision? Why are they important?
Communicate: Visionary ideas are not worth very much floating around in someone’s head. Their important
qualities must be communicated.
Strategic Sense: Given the objectives, constraints, resources and opportunities available in the project, the vision
has to make strategic sense. In other words, the vision has to be realistic. Is the project do-able with what we are
given?
Passion: The project manager has to believe in the vision – not just announce it. If he doesn’t, how can he expect his
team to do the same?
Inspiration: The vision must inspire all who work on it. It must not be viewed as tedious or dull. Project members
should feel a sense of purpose – a reason for coming in to work other than just to earn a living.
What are the unique challenges to managing a virtual project team?
Interpersonal communications is dependent upon verbal/audible and gesture cues. These give us insights as to an
individual’s true motives and intentions. As human beings, we use these cues to establish trust and confidence
amongst ourselves. Virtual communication curtails many of these qualities. This is especially true for e-mail -- all
we have is script, nothing else. Videoconferencing is a step in the right direction but it is not the same as face-to-face
conversations. As the text aptly points out, “You can’t have a drink over the Internet.” Certain concepts such as
Personal and Relational currencies are cannot feasibly be accomplished on the Internet. In other words, family
outings or a barbecue with fellow team members is nearly impossible with the current state of technology. Another
problem, in an activity such as a conference, is trying to get everyone to meet at once. With the varying time zones
in the US and around the world, trying to find a common time frame is difficult.
Some tips to enhance virtual performance:
Try to include face-to-face meetings if possible: Perhaps the initial meeting of the project team can be such an
event. This will establish social ties crucial to the team’s coherence.
Keep team members constantly updated on project progress: Perhaps a website devote to the project’s progress.
Keep team members from vanishing: Use Internet scheduling software to keep all in touch with each other.
Establish a code to avoid delays: All team members should agree on what/when/how info will be shared and when
they will respond to it.
Establish clear norms and protocols for conflicts: Due to the absence of body language, project manager’s need to
be extra careful in determining the opinions/views expressed in e-mail communications. This may require going
over a message several times or asking the sender to clarify his/her meaning.
What can a project manager do to avoid some of the pitfalls of a highly cohesive project team?
Awareness of the particular varieties of pitfalls is the fist step in avoiding, eliminating or reducing the effects of
these issues. One manner of reducing the effects of a pitfall such as groupthink is for the project manager to initiate
connections to the “outside world.” The outside world is how some project members often think of the parent
organization (of which they are a part). Connections to the parent org occur naturally in matrix project teams;
however, dedicated project teams are isolated. This can be done by getting team members involved in meetings and
conferences of the parent organization. Another approach is for the project manager to bring in external specialists. I
think getting team members re-involved in the parent org is important towards the end of the project. This can ease
their transition to the “hum-drum” of their functional duties.
What is the difference between functional and dysfunctional conflict on a project?
Functional: Conflict is essential to a project as it encourages debate and problem solving discussions. Sometimes,
the absence of conflict can cause problems. That is, project members may feel pressured by time, self-doubt, or a
dedication to keep the team harmonious. Hence, they may hold back their opinions/objections. The lack of opinions
can hurt the team effort, as not enough alternatives to solving problems are available. Project manager’s must
encourage “healthy dissent” so that the team can solve problems and become innovative. A way project manager’s
can initiate healthy dissent is to assign a team member to play devil’s advocate. It is important that the project
manager protects the opinions of ALL members even those with very different views.

Dysfunctional: While functional conflict helps the team achieve its goals, dysfunctional conflict can do the exact
opposite. Sometimes, conflicts arise between two team members, or between the team and one or two members, that
is difficult to resolve. This type of conflict can be characterized by irrational, personality disputes or when the
failure to dispute a conflict results in the delay of important project tasks. There is often no easy solution for
dysfunctional disputes. Some options the project manager has are:
Mediate the Conflict: Negotiate a resolution to the problem by listing alternatives.
Arbitrate the Conflict: A solution is imposed after hearing each party out. The goal is to have the project win, not a
particular party.
Control the Conflict: Reduce the tension by diverting attention away from the conflict issue – such as interjecting
humor. Or by calling a “time out”; perhaps, the conflict can be solved the following day.
Accept it: Just accept the conflict as a part of life and live with it (the level of acceptance will have to depend upon
the how distracting the conflict is)
Eliminate the conflict: The project manager can remove the members(s) involved in the conflict from the team.
Temporarily or permanently (if the reasons are sufficient). This should be the LAST option.
Who is a facilitator?
A facilitator is someone who helps a group of people understand their common objectives and assists them to plan to
achieve them without taking a particular position in the discussion. Some facilitator tools will try to assist the group
in achieving a consensus on any disagreements that preexist or emerge in the meeting so that it has a strong basis for
future action. The role has been likened to that of a midwife who assists in the process of birth but is not the
producer of the end result. According to Bens "One who contributes structure and process to interactions so groups
are able to function effectively and make high-quality decisions. A helper and enabler whose goal is to support
others as they achieve exceptional performance".
What is Principled Negotiation?
Principled negotiation is a concept that is based on the book Getting to Yes by Roger Fisher and Bill Ury. This
approach to negotiation focuses on the interests of the parties and emphasizes conflict management and conflict
resolution. Because the goal of principled negotiation is to find a mutually shared outcome, it is sometimes referred
to as “win-win”. This represents a very different approach from the stereotypical view of a tough negotiation where
one party will inevitably lose, while the other wins. (A win-win negotiation is one where the agreement cannot be
improved by further discussions. There is no value left on the table and all creative options have been thoroughly
explored.).
Describe the top-down budgeting process?
Top-down budgeting is an overall budgeting process that is based on, instead of building a budget from the bottom
up, an overall estimate that is made of the higher level tasks. Then those estimates of higher-level tasks are used to
set limits on the costs of lower-level tasks. Money funnels down from higher level tasks down to the lower level
tasks until all tasks that are necessary for a project are given funding. The budgeting process begins with overall
project managers. The estimate for a project or for a larger budget depends upon the experience and the judgment of
the manager or the managers who are in charge of coming up with an overall budget.
This experience and this judgment of the top managers who are in charge of coming up with the overall estimate is
key to the success and the accuracy of the particular budget. The manager or managers has to remember to keep in
mind high cost tasks that are minor but are still expensive, any time delays that might happen with the project,
problems with procuring supplies, and any other difficulties that might happen with the project. If the overall project
manager can't come up with an accurate budget, then lower-level managers and employees will find themselves
scrambling for money so that they can accomplish their tasks with not enough money. These types of problems can
lead to the downfall of the project, based on a lack of funding and lower morale and resentment among employees.
Generally speaking, top-down budgeting is seen to be a good way to approach budgeting. Many companies use
top-down budgeting because it is well designed and suited to traditional organizations that are structured along a
hierarchy. When top-down budgeting is done correctly and accurately, then it has a very high level of overall
accuracy. Also, because all aspects of the budget are included in the initial budget estimate, then there is a high level
of stability in terms of the amount of money that is given to each of the different tasks for a particular budget.
Six Sigma Project Selection.
Steps Involved In Six Sigma Project Selection
The steps that need to be taken in selecting a project for Six Sigma vary as per your line of business and the scale of
the operation. However, the whole scope of Six Sigma hinges on two key focal points, namely, 'total customer
satisfaction' and 'increased return on investment.' The steps may be formulated, keeping this in view.
1. Put The Customer First: Customer satisfaction being the first focal point, know the critical points to assure quality
to drive the project (VOC). Each individual customer has a different point of view about quality and the summation
of them can be the first point. Make use of the Pareto Chart for prioritizing the issues.
2. Projects Must Be In Line With Your Business: List the top three roadblocks faced by all the functional heads in
your organization. Ensure that the roadblocks are directly concerned with the business. This exercise prioritizes the
elimination of such obstacles by everyone.
3. A Good Project Must Be Manageable: A good, realistic project can be actually completed within a reasonable
time, say, 6 months. Prolonged projects risk loss of interest and start building frustrations within the team and all the
way around. The team also runs the risk of disintegrating.
4. Every Result Must Be Measurable And Tangible: Any project which can't be measured before and after its
completion has no value. Improvement in the bottom line, maximization of customer satisfaction or reduced burden
on employees will all be measurable and so will keep the team motivated throughout.
5. Defining The Desired Outcome: This starts by defining the defects first. This also helps keep checks on the project
in terms of process capability. This is one way of making the project measurable by progress.

What are the major tasks of a project management office?

The main tasks of the Project Management Office are as follows:-
1. Project Planning:-Project Planning may be undertaken by another entity – senior leadership or Sales – but we
fully believe that the PMO and the assigned PM should be an integral part of this process. Sadly, that is not always
the case. Project Planning involves the estimation of the size of the project and the timeframe and resources it will
demand. The outcome of the Project Planning activities are usually a price to the customer and a project that is ready
to be kicked off.
2. Project Scheduling:-The act of Project Scheduling – or creating a detailed project timeline – may actually
initially take place during the sales process as a way to show the customer that the organization understands the
undertaking and has the resources and the timeframe to perform the work. This is another reason why PM
involvement in the sales process is critical. In simple terms, Project Scheduling is the act of breaking the project
down into detailed tasks, mapping them out with a project scheduling tool such as ProjectOffice.net or MS Project
and setting milestones and performance indicators.
3. Risk Analysis:-Risk Analysis should be performed by the PM team – lead by the Project Manager – and
preferably with solid input, if not outright involvement from, the customer side project team. Risk Analysis is the act
of identify potential project risks based on known and anticipated factors, weighing their probabilities, identifying
possible risk mitigation actions, and putting them into some device or spreadsheet for on-going tracking purposes.
4. Project Tracking:-Project Tracking becomes the sole responsibility of the Project Manager. This involves on-
going weekly status reporting, leadership of weekly status meetings, monitoring and revising the detailed project
schedule/plan, monitoring the team’s execution against it, and all the necessary communication that makes those
tasks possible. The output of employees can be managed much easier through performance reviews, which can also
open better communication with managers. Project tracking can be made much easier by using workforce
management software, which can record how much time is being spent on each separate task.