SBM-NMIMS: COURSE TEACHING PLAN

Assurance of Learning AOL Specific

Course
Code
Course Project Management
Title
Course Prof Pradeep Pai, Dr. Rose Antony
Instructor/s
Credit 3.0
Value
Programme FTMBA, Trim V
&
Trimester
Pre- Decision Modeling & analysis, Operations Management & Statistical Analysis
requisite
CLOs – (in bracket state the PLOs to map)

CLO 1) To adopt best practices in project management and in decision making related
to projects. (PL 01b)

CLO 2) Equip Students with theoretical and practical knowledge of project network
Learning planning. (PL 03a)
Objectives
CLO 3) Develop Analytical & Reasoning Skills in assessing the project progress and
to monitor the project delivery targets. (PLO2b)

CLO 4) Analyze financial and commercial aspects involved in developing of

detailed project report (DPR) and in tracking compliance. (PLO4d)

1) The students are expected to apply the project management concepts learned in
efficient project evaluation and monitoring.
2) Ability to apply appropriate techniques to analyze project management decisions.
E.g. when to apply crashing v/s when to apply parallel processing to reduce project
Learning duration.
Outcomes 3) Monitor project status for time, cost and resource deliverables before completion of
(Must be the project.
connected 4) Develop a process view of any analytical situation and come up with practical
to Learning alternatives and costs solutions.
Objectives) 5) Develop a solution to the Earned Value Analysis case problem and interpret the
limitations of the Earned Value Analysis tool for Project Monitoring and Control.
6) Understand base difference between software project development and engineering
project development.
7) Application of MS Projects in project planning and identifying constraints.
Project Management is an integral part of managerial decision making with decision
making having similar requirements as projects. All one off tasks and events adopt
the same decision making criteria as projects. Project Management therefore assumes
Course
much importance in successful management of business. One-off projects like sig
Description
sigma initiatives, or new software program development, or installation of a SAP
system are one time and can be handled effectively with skills acquired by learning
Project Management. Monitoring and control are the key features for success in
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 project deliverables and the Earned Value Analysis is a simple but effective tool for
managers.

Specific 3 AOL CLO CLO CLO CLO

assessment Credit Instruments 1 2 3 4
methods (*)
Embedded
Quiz 1 - Crashing 10 Question  (10)
Quiz 2 –
Resources Embedded
Scheduling 15 Question  (15)
Case Problem &
Sensitivity
Analysis – Earned
Value Analysis 15 Rubric  (15)
Group
Assignment – MS
Projects / Project
Evaluation Finance
Pattern requirements 20 Rubric  (10)  (5)  (5)
Embedded
End Term Exam 40 Question  (20)  (20)
Total 100 20 35 20 25

*AOL Assessment Instruments:

 Embedded Questions: Quiz, Class Test, Midterm Examination, Final

Examination

 Rubrics: Case & Article Discussion, Individual Assignment

Group Projects & Viva’s, Case Problem analysis, Oral and written
communication presentations, Role Play,
Group Presentation, Group Project etc.

Topics / Sub -topics

Chapter detail Details of pedagogy
Sessions Learning Outcome if / Article Reference / adopted for class
Case Studies engagement - Class
provided session wise Exercises etc.
Modern Project Read Project Management Leading Questions and Class 
Management (PM) by Gray and Larson 6e, Discussion: 
2006 Chapter 1, pp. 6 ~
Project life cycle  What a Project Is Not?
10
stages
 Program versus Project
1
Drivers of PM HBS article:  Identify the different stages
What Successful Project of project life cycle.
Project Classification Managers Do  Understand the importance
– NTCP framework of projects in implementing
organization strategy.

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 Introduction to the Read Project Management Lectures and Interaction:
Project Management by Pradeep Pai, Pearson
concepts & linkage in 1e, Chapter 2, pp 31 ~ 55 1. Role of FLOAT in project
the entire scheme of planning and efficient use of
2 things. Activity on Read Project Management FLOAT.
Arrow (AOA) Network by Gray and Larson 6e,
diagrams, Float analysis, 2006 Chapter 6, pp. 287~ 2. Limitations of the widely
including independent 294 used AOA method of
float. analysis

Activity on Node (AON) Read Project Management Lectures and Interaction

diagrams, advantages by Pradeep Pai, Pearson
over the AOA method. 1e, Chapter 2, pp 117 ~ 1. Advantages of AON
Limitations of AON & 132 network and usefulness in
software applications. parallel processing of
activities.
3
2. Reasons for Free Float
becoming negative in
parallel processing

3. Situations where Total

Float can be negative.

Activity on Node (AON) Read Project Management Lectures and Interaction:

diagrams for parallel – The Managerial Process,
processing problems, Clifford F Gray, Eric W 1. AON working for
and analysis of the Larson, Gautam Desai, 6th deterministic projects.
4 various floats under Edition, Chapter 6, page 2. Limitations of AON.
parallel processing. 302 ~ 305
Examples of negative 3. Backward pass in parallel
Free Float due to parallel processing, reversing the
processing. units.

Case Study – Shoreline / Case Problem – Lectures and Interaction:

Greendale Stadium Case Greendale Stadium case 1. Will the May 20 deadline
will be provided be achieved?

Read Project Management 2. After the critical path is

5
by Gray and Larson 6e, identified, what changes
Chapter 6, 2006, pp. need to be done to achieve
341~343 the above target? This will
create interest in concept of
crashing.
Program Evaluation & Read Project Management Lectures and Interaction
Review techniques by Pradeep Pai, Pearson
6 (PERT) and applications 1e, Chapter 2, pp 56 ~ 69 1. Understand why crashing
in projects with is not feasible in
uncertainties. Priority probabilistic projects.

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 criteria for PERT 2. The role & effects of σ in
projects. probabilistic projects.

PERT – TaCo Iron & Read Project Management Lectures and Interaction;
Steel Company Case. by Pradeep Pai, Pearson
1e, Chapter 2, pp 69, 1. PERT problem with 2
7 critical paths and issues
Example 2.14
when more than one critical
path exists.

Introduction to Crashing Read Project Management Lectures and Interaction:

Analysis for both linear by Pradeep Pai, Pearson
and non-linear crashing 1e, Chapter 2, pp 72 ~ 117 1. Crashing only for
applications. Deterministic Projects.
8
2. Crashing for reduced
duration v/s crashing for
reduced cost.

Case Study in Crashing Read Project Management Lectures and Interaction:

– ABC company by Pradeep Pai, Pearson
contract for extruding 1e, Chapter 2, pp 112, 1. Multiple Crashing v/s
9 press single crashing.
Example 2.21
2. When to stop the process
of crashing?

Using data of a live Case – International Lectures and Interaction:

problem for effective Capital Inc., Book case,
10 1. To determine best time
business decision. Case would be provided.
International Capital Inc cost project decision.

Gantt Chart & Read Project Management Lectures and Interaction:

applications of the Gantt by Pradeep Pai, Pearson
11 Chart 1e, Chapter 3, pp 143 ~ 1. Usefulness of Gantt Chart
after 110 years.
147.
2. Gantt chart for resources
smoothening or scheduling?
Resources Smoothening Read Project Management Lectures and Interaction:
/ Levelling by Pradeep Pai, Pearson
1e, Chapter 3, pp 147 ~ 1. Difference of Levelling /
Minimizing the use of 162. Smoothening objectives
resources and working from scheduling objectives.
out the optimal plans Case problem 12 :
12 with least resources National Oceanic 2. Basic framework that
without project delay. Research Institute (pp. drives the optimization
462) model.

3. Extensive use of Gantt

Chart and graphical
approach.

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 Resources Optimization Read Project Management Lectures and Interaction:
and Resources by Pradeep Pai, Pearson
scheduling problems. To 1e, Chapter 3, pp 147 ~ 1. Heavily constrained
cover resources levelling resources result in delayed
179.
and resources smoothing projects. How to minimize
13 solutions. Use of Floats these delays or optimize the
to balance out high &
delay?
low resources
requirement periods. 2. MS Projects and resources
scheduling in MS Projects

Earned Value Analysis Read Project Management Lectures and Interaction:

(EVA). A powerful by Pradeep Pai, Pearson
concept to track the 1e, Chapter 13, pp 491 ~ 1. Benefits of performing
513. project variance analysis
progress of the projects
& estimate the cost & before completion of the
Read Project Management project.
schedule overrun. by Gray and Larson 6e,
2006, Chapter 13, pp.
2. Limitations of the EVA
670~679
method.
14
Case questions:
Moha Case Study, 2011
1. What can be the reasons
– Common, Solved by
for wrong conclusions of
faculty and class.
Ashish Dhingra, CEO of
Case would be provided large EPC company?

2. What is the actual

progress of the project?

Case Discussion on 1) Clothes R US – Group Case Study solution &

Earned Value Analysis - A, 2006 discussion. The implication
of assumptions in the
15 2) Ariba MedX – Group analysis.
B, 2006
Case would be provided to 
students

Concepts in Network Read Project Management Lectures and Interaction:

Analysis like ‘S’ curve, by Pradeep Pai, Pearson
Work Breakdown 1e, Chapter 1, pp 3 ~ 11. 1. Essential features related
structure, Detailed to Project Management and
16 Project Report, EPC common jargons used.
organizations, Traits of a
Project Manager, 2. HR aspects of Project
Government of India’s Management for success in
role in promoting projects.
projects, etc.
Detailed Project Report Read Project Management Lectures and Interaction:
17 (DPR) & Capital by Pradeep Pai, Pearson
Budgeting in Projects
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 1e, Chapter 5, pp 235 ~ 1. Reporting of a project
267. proposal from the funding
house perspective

Cash Flow statement Read Project Management Lectures and Interaction:

generation in projects. by Pradeep Pai, Pearson
1e, Chapter 6, pp 269 ~ 1. Cash Flows for Projects,
18 Essential ratios like 317. based on predictions.
DSCR & Interest Cover
ratio for projects 2. Important ratios for
funding. project funding.

Case Study of Franklin Case Study will be Lectures and Interaction

Equipment Ltd., provided.
Canada. 1. How different
personalities affect the
19 project working.

2. Team dynamics and team

working related issues

Selected few DPR & MS The selected cases will be Lectures and Interaction:
Projects class informed before the class Discussion and question on,
presentation
1. Best DPR projects will be
discussed and debated.
20
2. Good examples of MS
Project working will be
shared

Reading Text Books:

List and
References 1) Pai, P. (2019). Project Management by Pearson. First Edition Pearson Education
India.
(along with
details of 2) Gray, C. F., Larson, E. W., & Desai, G. V. (2006). Project management:
year of The managerial process., 6th Edition, McGraw Hill.
Publication)
References;

1) Guide, A. (2001). Project management body of knowledge (pmbok® guide). In

Project Management Institute.
2) Verzuh, E., and American Psychological Association. (2021). A Guide to the
Project Management Body of Knowledge: PMBOK Guide.

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 3) Anderson, D. R., Sweeney, D. J., Williams, T. A., Camm, J. D., & Cochran, J. J.
(2018). An introduction to management science: quantitative approach. Cengage
learning.
4) Operations Research by Pradeep Pai – Oxford University Press, 1e, VIth reprint,
2012.

Instruction for Use of Intellectual Property of NMIMS SBM (By Order, NMIMS SBM) 
Course Outlines are strictly for private and restricted circulation among the concerned Faculty 
Members and the Students of this Programme. They are permitted to use the contents for study and 
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circulated in any manner, through any mode, for any purpose and under any circumstances 
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Disclaimer 
While care has been taken in compiling this Course outline, The School of Business Management of 
SVKM’s NMIMS University shall not be held liable in any manner to any person for any mistake and / or 
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