ASSIGNMENT 1

Project Management ES ZG523

Stebin.P.S
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 QUESTION 1 : Will construction of Stadium run as a program or a complex large project? Justify your answer. If it is
run as a program, divide it into projects and enumerate major projects and their types in program.

Construction of Stadium will run as a program. Program is a group of related projects managed in a coordinated
way to obtain incremental benefits and control not available from managing them as individual projects.
Program Management: The centralized and coordinated management of a program to achieve the program’s
strategic benefits and objectives

Major Projects and their types in program.

 Land acquisition: Simple or Routine Technical Environment but has Difficult Client Environment
 Main court for Boxing, Wrestling, Badminton, Table Tennis : Simple or Routine Technical Environment and
routine client environment.
 Swimming pool extension: Simple or Routine Technical Environment and routine client environment.

 Solar harvesting for electric power : Technically Challenging but Easy Client Environment
 Essential facilities – kitchen , locker rooms , amenities , canteen etc. - Simple or Routine Technical
Environment
 Information Technology Infrastructure including media communication facilities: Technically Challenging
Easy Client Environment.

 QUESTION 2 : What kind of project management structure would you recommend to use for this project? What
information would you like to have to make this recommendation on Project structure and why?

Pure Project Organization is recommended for this program management.

•In a Project Organization participants are grouped into projects, each of which has a problem to be solved within
time and budget. The project team will work only on the specified project and will be disintegrated when the project
is completed.

•Characteristics

–Teams are assembled for a project as it is created. Each project has a project leader.

–Leader has full responsibility over the project.

–The team leader is like an entrepreneur.

–Different participants are involved in the completion of project.

–Teams are disassembled when the project terminate.

–Project requiring major changes may have a small, self-sufficient and full-time team.

–Functional units are stable, provide support to project teams.

 QUESTION 3 : Draw a stakeholder map identifying the major groups of people that are likely to affect the success
of this project. Who do you think will be the least cooperative? Why? What are your recommendations to handle
least cooperative stakeholder.

Stakeholder mapping is the visual representation of a stakeholder analysis, organizing those people according to the
key criteria with which you will be managing them during the project. Some of those criteria may include interest,

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influence, financial stake, emotional stake, those on the periphery who are still important enough to keep in the
loop, etc. This can be done on a grid or in a spreadsheet.

Stakeholder map identifying the major groups of people

UP Government is expected to be least cooperating with the project. This is due to the fact that the project is for
GOI and UP CM is having some disputes with PM of India. Involving UP Government heads , Bureaucrat and
Politicians as stakeholders and making them feel important will be a better option to avoid the potential bottlenecks.

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 QUESTION 4. “People don’t plan to fail they just fail to plan”. Do you agree? Discuss this statement with respect to Project
planning. Enumerate major components of Project Management Plan for Civil Works of stadium.

The absence of proper planning can detrimentally affect timely meeting of the on-going project deliverables. To avoid such a
failure it is vital that a project manager ensure that the requirement planning activity is given due importance, so that everything
is under complete control.

So, how can a project manager ensure that a business analyst (BA) is given the power of execution to get the things delivered with
the required level of quality and within the defined time frames. Let's examine some of the key pointers essential to effective
business analysis planning.

The Planning Stage

The planning stage gives a high level understanding of the intended stadium project. It gives the project team a pulse of the
current systems and processes, while evaluating the existing deficiencies and identifying the key objectives that need to be
addressed in the proposed civil activity.

The planning stage also helps the stakeholders identify the risks that may be associated with the project. Identify the sub
contractors and machinery suppliers needed to be done in this stage. Over time, the business requirements keep growing in an
attempt to enhance the existing functionality. The objective of the planning stage is to make it absolutely clear - working in
partnership with the client and the subcontractors - what full range of functions and content will be addressed.

The Kick-off Meeting

The kick-off meeting is the opening play of the project. It is an ideal occasion for the project team and the client to introduce them
selves and set the project expectations and milestones. The meeting should identify the team roles across the entire spectrum of
project related activities, in order to ensure that these activities get completed smoothly.

Requirements Tools and Templates

The business analyst analyses, documents, manages and presents the project requirements for review and approval to the client
in a comprehensible manner. As part of the planning process, and early in the project, the BA should communicate to the customer
the standard templates and requirement management tools they will adhere to, in order to document the requirements
specifications.

For projects large in size and complexity, it is important to make use of requirements management tools to manage plan change,
track requirement status, communicate with stakeholders and reuse the requirements wherever possible.

Define Points of Contact and Escalation Hierarchy

Should there be any queries or concerns regarding any aspect of the planned project activity, it is important to define a clear
process to identify the key points of contact in the project engagement with proper escalation mechanism.

The steering committee is responsible for advice on strategic direction, overseeing planning and implementation, resolving open
issues, achieving the project deliverables and milestones, and for preparing a weekly project status report giving updated and
accurate information as the project progresses.

The Requirements Sign-off: A Project Milestone

It is imperative that every project participant understand what the Requirements Sign-off means, and its associated impact on
the project. Clients should not dismiss sign-off as meaningless, but rather consider it as an important project milestone.

Requirements sign-off means a formal agreement with the project stakeholders, stating that the contents of the requirements
document, as drafted, are complete to the final projections and that there are no open issues left to be addressed. Obtaining a

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requirements sign-off is typically the final task within the framework of Requirements Communication, which is an expression of
the output of requirements gathering to all those concerned with the project.

Conclusion
A holistic approach is absolutely essential and indispensable for the success of the project. It takes effort to leverage and climb
the ladder of success. The journey is indeed rewarding and also a voyage of discovery.

 QUESTION 5. Create a high Level Work Break Done Structure for Civil Engineering Design approval project for
construction of stadium.
When a project plan consists of numerous activities, it is often advisable to organize the activities in some way to
allow communication of plan information to others and to maintain an understanding of the various aspects of the project. While
there are many ways that a plan can be organized, one common practice is the Work Breakdown Structure (WBS).
The WBS is a convenient method for decomposing the project complexity in a rational manner into work packages and elementary
activities. Some firms prefer to use a standard means of identifying work packages common to all similar projects. These work
packages are then coded so that both costs and the schedule can be controlled. A common numerical accounting system is then
applied to the activities, so that the coding indicates factors such as the type of material involved or the physical location within
the project.

WORK BREAKDOWN SCHEDULE

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 QUESTION 6. Assume that you have the following decision-making options: (1) Make the decision on your own
with available information, (2) Consult others before making a decision, and (3) Call a meeting and reach a
consensus, seeking to arrive at a final decision everyone can agree on. Omexe is unable to include conflicting
needs of boxing, Wrestling, Badminton, Table and Tennis sports bodies. Meeting each sports bodies
requirement will require additional land and budget. Omexe has asked you to confirm number of each sports
court/ requirements to be built in stadium. Which approach would you use to make decisions and why?

The approach that would use to make decisions Call a meeting and reach a consensus, seeking to arrive at a final decision
everyone can agree on.

Taking the necessary time to engage stakeholders in a meaningful way has the potential to drastically improve both our
grant making process and the effectiveness of our programs. This requires us to identify key stakeholders, their interests
and needs. We also need to decide on the most appropriate level of involvement of stakeholders, considering the goals and
tradeoffs. In order for this to be successful, communication with stakeholders must happen early and often to provide clarity
and ensure understanding and alignment.

Consensus — A consensus decision is one that each member of a group is willing to support and help implement. All key
stakeholders are given an opportunity to voice their opinion and to understand the implications of various options.
Why consensus is chosen?
 Educates the team through active participation.
 High level of support for decision.
 Quicker implementation because more people are already up and running on the issues at hand.
Keys to success
 Make sure participants to have the collaborative skills needed to reach consensus.
 Explain what consensus means and why it is the appropriate level of involvement.
 Clearly outline constraints, including time and finances.
 Identify a fallback level of involvement if consensus can’t be reached.

 QUESTION 7. Project Monitoring and Control requires the project manager to use information to steer the project through
rough waters. Why is project monitoring essential for the success of a project? List and discuss any 5 major factors that
affect the frequency of monitoring. What are your recommendation for Monitoring and Control technique you propose to
use to control execution of project so that you deliver it within cost and time while making reasonable profits for company?

Monitoring your project progress involves keeping track of lots of ongoing activities. Most projects involve multiple team
members handling various aspects of the project at the same time. You have to monitor elements such as the budget, scope,
schedule, resources and tasks to be completed. Accurate and effective monitoring helps you stick to your timeline and
identify problems early in the process to ensure your project is a success
To effectively monitor progress, you need to know your goals. That all starts with a solid plan that defines the scope of the
project along with tasks needed to achieve the end result, and a timeline for everything. When breaking down the project,
you need to know the goals and deliverables for the project, as well as how to achieve those things. You'll need to know
how long each task should take and who will handle each part of the project, so you can make sure those things are getting
done. Communicating clear expectations throughout the project helps your team stay on track and makes monitoring easier.

Set Regular Monitoring Intervals

Finding a good balance between monitoring too much or too little is often a challenge, especially if you're new to project
management. If you're constantly checking in with your team or expecting them to report to you every day, it can feel like
you're micromanaging and you don't trust your team. If you go too long between check-ins, you may find out too late that
the project is behind schedule or hit a major snag.
To effectively monitor progress, you need to know your goals. That all starts with a solid plan that defines the scope of the
project along with tasks needed to achieve the end result, and a timeline for everything. You need to know the goals and
deliverables for the project, as well as how to achieve those things. You'll need to know how long each task should take and

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who will handle each part of the project, so you can make sure those things are getting done. Communicating clear
expectations throughout the project helps your team stay on track and makes monitoring easier.
Finding a good balance between monitoring too much or too little is often a challenge, especially if you're new to project
management. If you're constantly checking in with your team or expecting them to report to you every day, it can feel like
you're micromanaging and you don't trust your team. If you go too long between check-ins, you may find out too late that
the project is behind schedule or hit a major snag.
5 major factors that affect the frequency of monitoring and recommendation for Monitoring and Control
technique

 A. Level of Training

The technical capacity of the organization in conducting evaluations, the value and participation of its human resources in
the policymaking process, and their motivation to impact decisions, can be huge determinants of how the evaluation’s
lessons are produced, communicated and perceived.

Human resources on the project should be given clear job allocation and designation befitting their expertise, if they are
inadequate then training for the requisite skills should be arranged. In this stadium project, staff that are sent out in the
field to carry out project activities on their own. There is need for constant and intensive on site support to the outfield staff.

 B. Budgetary Allocation

The project budget should provide a clear and adequate provision for monitoring and evaluation activities. A monitoring and
evaluation budget can be clearly delineated within the overall project budget to give the monitoring and evaluation function
the due recognition it plays in project management.

It is important to note that only 2% -3% may be allocated for Monitoring and Evaluation of ongoing projects and capacity
building activities while 5% is kept aside as an emergency reserve to be made available for emergencies that may occur in
the Constituency.

 C. Stakeholder Participation
Engaging stakeholders in discussions about the what, how, and why, of program activities is often empowering for them and
additionally, promotes inclusions and facilities meaningful participation by diverse stakeholder groups.
Stakeholder participation means empowering development beneficiaries in terms of resources and needs identification,
planning on the use of resources and the actual implementation of development initiatives.
Best practice example demonstrates that a central factor facilitating update of evaluations is stakeholder involvement. This
involvement must be brought in at the early stages of the Evaluation process, include the support of high –profile champions
and attract political agents interested in learning or using instruments to demonstrates effectiveness.

 D. Political Influence
Choice regarding the purpose and scope of impact evaluations are political and has important implications for the selection
of appropriate methodologies, the kinds of knowledge and conclusions generated, and follow-up and use of these. It is
crucial therefore, that adequate time is factored in for the meaningful participation of all stakeholders in defining the
purpose and scope of impact evaluations

The Project site area is virtually under the control of politicians who not only propose the projects in their constituencies
but also present and vote for their estimates in Government bodies. It is odd and against the principle of separation of
powers for Members of Parliament to submit annual estimates to themselves for approval, take part in the actual spending
and then query the spending and then query the spending themselves through Public Accounts Committee or Public
Investments Committee.

 E. Schedule and Performance to Business Case

The schedule evaluation is something you can do more formally at the end of the stage or phase, or as part of a monthly
report to your senior stakeholder group or Project Board.

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Look at your major milestones and check they still fall on the same dates as you originally agreed. Work out the slippage, if
any, and how much of an impact this will have on your overall project timescales.

Finally, you’ll want to go back to the business case and see what you originally agreed. How is your project shaping up?
Check that the benefits are still realistic and that the business problem this project was designed to solve does still exist. It
happens – project teams work on initiatives that sound great but by the time they are finished the business environment
has moved on and the project is redundant. No one bothered to check the business case during the project’s life cycle and
so no one realized that the work was no longer needed.

Don’t work on something that nobody wants! Check the business case regularly and evaluate it in light of the current
business objectives.

 QUESTION 8. Communication is the most important component within any project. The success of most projects depends
upon a set of crucial communication skills and techniques. Communication and human interaction make or break a project.
Design a Communication Plan for the program.

A communication plan is a detailed strategy that outlines an organization's target audiences and the messages they need to
receive to drive desired business outcomes.

Project communications are a two-way street. Much like project planning, expectations must be set and both the project
team and client stakeholders have to carry out their responsibilities in order for communication to go smoothly. While a
project wouldn’t start without a project plan in place, project communication plan is not as readily discussed—but it should
be.

A project management communication plan defines how critical information will be delivered throughout the project, by
who, and at what frequency. Throughout a project, communication about alignment on goals and milestones, and
subsequent re-alignment on these as projects change are crucial to stakeholder buy-in and transparency into a project’s
status throughout the entire project timeline. Communication is critical to keeping a good relationship with the client, and
a project communication plan can help you to plan upfront in keeping up that shared understanding of what’s happening
and what should be happening throughout your project.

Communication Goals
A communication plan that begins with the project communication goals can really help you understand how make decisions
on communication based on what you’re trying to achieve.
Stakeholder Information and Communication Preferences
In this next section, an informal table listing project stakeholders, their roles at their company, and frequency, format, and
channel of communication are all listed. On a more complex project you might wish to break the notes section down into
even more granular columns.
Types of Communication
This last section includes a listing of types of communication throughout the project, how that communication will be shared,
what will be included, and who that communication will be with from the stakeholder list. Depending on the size of your
team, you might also want to list who on your team is involved in communication of deliverables, leading strategic
discussions, or how you’ll handle technical conversations between your stakeholders and your team.

Stakeholder Frequency Format

GOI Weekly FAX and Email
Govt of UP Weekly FAX and Email
NOIDA Every two days FAX and Mail, Meetings
SAI Every two days FAX and Mail ,Meetings
IOC Major Milestones FAX and EMail

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Bodies of Boxing ,
wrestling , table tennis, Weekly FAX and Mail
badminton , swimming

OMEXE Weekly EMAIL

CEO Daily Mail and Phone, meetings
Marketing head Major Milestones Mail,Phone
Project team Daily Mail and Phone,Meetings

 QUESTION 9. Risk Management is an essential part of Project Management. Describe four major risks that can occur in
Project, and for each suggest two possible countermeasures or mitigations plans to handle risks with brief justification.

Project risk management is the process of identifying, analyzing and then responding to any risk that arises over the life
cycle of a project to help the project remain on track and meet its goal.

1. Client Risks
Client risks are around cost time and quality. Risk management considerations for the client may include:
 Feasibility risk - the decision to go ahead backed up by a robust business case, considering options and presenting
the preferred solution.
 Design risk - deciding the level of control to keep over design and therefore the level of risk that remains with the
client in terms of design.
 Funding risk - ensuring funds are available to pay the contractor and avoiding the risk of contractor insolvency.
 Commercial risk - the impact on income and profits if the new asset (building) is not delivered to time, cost or
quality.
2. Contractor risk For contractors the biggest risk is around the tender stage when commitments are made to a
price and a timescale. Margins can be lost if the bill of quantities is not accurate. Subcontractors may not stand by their quotes
and work may be more expensive than estimated if the choice of construction method turns out not to be suitable. Proper
estimate of costs considering the possible inflation will avoid the contractor risk.
3. Health and Safety risks Statistics show that on average two people die every week on construction sites, but that
90% of these deaths could have been avoided . Health and safety risk is managed through legislation directly and indirectly
related to construction. A health and safety plan is required for all but the smallest of projects and it is an important means
of communication throughout the project. The Approved Code of Practice (HSE 2001) gives guidance concerning the contents
of the health and safety plan and explains the responsibilities of those who have duties under the regulations.
4. Fire risk in construction projects Fire risk is always present on construction sites and the Construction
Regulations require contractors to take measures to prevent risk of injury from fire, provide and maintain fire-fighting
equipment, and instruct people in the use of the equipment. Contracts provide for insurance of the works during construction
including fire. A Joint Code of Practice, Fire Prevention on Construction sites specifies that a site fire safety plan must be
developed by the principal contractor. Adherence to the code is a contract condition in some standard forms of contract used
in the construction industry.

 QUESTION 10.You have planned to outsource building of stadium IT infrastructure. What are the advantages of
outsourcing? What are the disadvantages? How will you select an outsourcing partner?

IT outsourcing advantages

Outsourcing IT infrastructure gives you access to a comprehensive set of the latest and best technologies and solutions at
practical costs. One of the major reasons to outsource IT infrastructure could include saving costs, but this is just a bonus
to many other benefits that outsourcing IT infrastructure offers.

 Expertise and Flexibility

A responsive IT infrastructure is essential to any business setup in order to gain and maintain a competitive edge. When
you outsource your IT infrastructure needs, outsourcing providers can give you flexible services that can adjust to the

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evolving industry environment as well as to technological developments. Outsourcing providers also have the pool of
experts to handle different aspects of your IT infrastructure needs.

 Managed Operations

Outsourcing your IT infrastructure will not only give you the service and manpower you need, but you will also get to have
the full package, including proactive monitoring and management, facilities management, and other support you may
need to keep your offshore team in check. IT infrastructure outsourcing providers manage the operations, but you still
retain full control without taking much of your time.

 Scalability

Unlike in-house IT infrastructure that has unscalable IT infrastructure usage, outsourcing providers give you the option to
increase or reduce your IT infrastructure usage without the hassle and with solutions and costs adjustable to your needs.
Increasing or reducing infrastructure capacity can be a headache especially terms of the technical aspects, and the
flexibility and scalability of outsourced services are an advantage over in-house IT infrastructure.

 Improved Focus and Efficiency

By outsourcing your IT infrastructure, you can have more time and money to spend on your core competencies to improve
overall efficiency and generate business value.

Disadvantages

 Loss of control

In order to deliver a consistently high quality service, IT outsourcers will insist on implementing some controls on your
systems. These controls depend on the outsourcing providers, but may involve commitment to a specific technology stack,
or the implementation of a proper change control mechanism to better manage new developments and deployments.

For the CTO used to doing what they want, when they want, these controls may feel restrictive – but most are designed
to ensure the highest quality service possible.

 Data security
Well designed security systems work by ensuring that access to your data is restricted to the smallest number of people
possible. Inviting a third party IT outsourced instantly increases that number – and the risk of information security
breaches. It is crucial that these risks are identified and mitigated from the outset, or the consequences could be
devastating.

 Response times

When managing IT issues internally, it is relatively easy to prioritize your response – and to track the progress of each.
Because your team is generally based on the same site as your end users, response times are generally quite short. More
than offering affordable and effective solutions, outsourcing IT infrastructure gives your business strategic and functional
benefits that match, and even exceed, the capabilities of in-house IT infrastructure.

How will you select an outsourcing partner?

 Know your clear, specific goals going in. Get clear idea why do you need to outsource.
 Choose an outsourcing partner that is well-established in stadium IT outsourcing projects.
 But stay away from the true giants in the field, because they will have less priority for this stadium project considering
their big clients. At the same time their cost will be high.
 Negotiate and carefully review the contract before signing, to avoid productivity-killing misunderstandings.

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