PROJECT

MANAGEMENT
5th Semester

By M. Neetha Reddy
WHAT IS A PROJECT

• Temporary endeavour to come out with a

PROJEC unique, desirable product, service, or result.

T • Widely used in Engineering, Construction,

Healthcare & Technology

Ex:
1. Develop a website to advertise a product
2. Launching a satellite.
3. Construction of roads and infrastructure etc
 PROJECT CHARACTERISTICS
 Definite objectives (Scope)

 Set of resources

 Specific time frame for completion (start & end date)

 Risk and uncertainty

 Feasibility study

RISK MITIGATION
 PROJECT VS. PROCESS
PROJECT PROCESS

 iPhone iOS updating

 Offering to sell an iPhone
 web series
 Producing a movie
 ICFAI as an institution
 Students in ICFAI
 WATERFALL PROJECT MANAGEMENT.

1. Steps are linear and progress flows in one

direction—like a waterfall.
2. A single missed deadline or scope change during
a waterfall project can cause outsized impacts on
subsequent releases.
AGILE PROJECT MANAGEMENT
1. Agile project management does not
follow a sequential stage-by-stage
approach.
2. Phases of the project are completed in
parallel to each other by various team
members.
3. This approach can find and rectify
errors without having to restart the
entire procedure. (IT Sector projects)
(hospital sector)
LEAN PROJECT MANAGEMENT
1. Lean is to maximize value while minimizing
waste.
2. This is about avoiding waste, both of time
and of resources.
3. The main idea is to create more value for
customers with fewer resources.
4. The only resources that will be used on the
project are those that directly contribute to
its successful completion. (Rocket launch)
unlike movie industry where it involves
extra costs Ex: corona face mask industry
 MANAGEMENT RESOURCES
4 M’s

 Effective planning and placement of things to bring out

desired results. A way to get things done

1. A place for everything and everything in its place.

2. Doing things and getting things done.

 Project management involves the planning, organizing and

deploying a company's resources to move a specific task,
event, or duty towards completion.

 Resources well managed is resources generated.

 Planning and deployment of resources

revolves around personnel, finances,
technology
STEPS OF PROJECT MANAGEMENT/LIFE
CYCLE OF PROJECT MANAGEMENT
 The initiation phase

 The planning phase

 The Execution phase

 The Monitoring & controlling

 The closure
PROJECT MANAGERS
PROJECT MANAGERS

plan and manage

understand and
develop and tailor expert deployment of
direct, manage and apply business case
maintain an agreed knowledge to meet physical and
motivate the project and risk
project plan and specific financial resources
team management
detailed stage plans circumstances to meet project
processes
milestones
PROJECT MANAGER VS LINE
MANAGER
 Line managers complete administrative tasks for the employees they direct, such as
performance reviews.
 project managers focus on administrative tasks related to specific projects, such as proposals
and cost estimates
 Project Manager manages the work taken up by a single project whereas the Line Manager
will be managing the work taken up by a line of projects.
 Line managers oversee entire departments, whereas project managers oversee individual
projects.
 Line managers may delegate tasks to team members in several departments, whereas project
managers delegate tasks to team members assigned to a specific project or in a single
department.
RESPONSIBILITY ASSIGNMENT MATRIX (RAM)
RACI CHART
WHAT IS PROJECT SCOPE
MANAGEMENT?
 Project scope management defines and outlines all work included within a project, such as
objectives, tasks, outputs, and deadlines.
 Project scope management identifies and documents all project objectives, goals, deliverables,
deadlines, and budgets during the planning process.
 If you are managing a project, keeping an eye on the expectations of stakeholders and clients
can be one of the most challenging tasks.
 Scope management is a necessity for long-term project management
PROJECT SCOPE
 Project scope management helps avoid a number of common problems such as:
• Being reminded that the actual result was less than anticipated
• Regularly changing requirements
• Change your direction of the project once you are about halfway.
• Re-examining the budget discussion
• Fail to meet the project deadlines
 STEPS INVOLVED IN PROJECT SCOPE
MANAGEMENT
 Five Process Groups in Project Scope Management:
• Collect Requirements.
• Define Scope.
• Create WBS.
• Verify Scope.
• Control Scope.
WHAT IS PROJECT COMMUNICATION
MANAGEMENT?
It identifies how important information will
be communicated to stakeholders
throughout the project.

It also determines who will be receiving the

communication.

How those people will receive it.

When they’ll receive it.

And how often they should expect to

receive that information.
 TYPES OF PROJECT COMMUNICATION

PM need to create status

It is always proactive
Communications can be Formal, informal Written and verbal
and thorough.
Effective manager spends reports, communications
90% of his time in management plan etc
communicating and about
50% of that time is spent
in communicating with
the project team.
STEPS TO PCM

Identify the key

stakeholders

Determine their
needs

Formulate the
communication
plan
SALIENCE MODEL IN PROJECT
COMMUNICATION
 Salience Model

1. Dormant
2. Discretionary
3. Dominant
4. Dangerous
5. Core/Definitive
6. Dependent
7. Demanding
NEED OF PROJECT COMMUNICATION PLAN
When formulating your project
communication plan, make sure it
includes:

The purpose or goals of the

communication plan

Information about stakeholders and their

roles

The types of information that need to be

shared with stakeholders

The methods used to communicate

The frequency that each stakeholder

would like to receive information
IMPORTANCE OF PROJECT
COMMUNICATION PLAN

Provides the
opportunity for
Increases stakeholders to Increases
Creates written Sets expectations
stakeholders’ give feedback, productivity
documentation of when
visibility into the which can help during meetings
that the team can stakeholders will
project and its the team detect or eliminates
reference receive updates
status issues early on them altogether
and reduce
wasted work
WHAT IS PROJECT COMMUNICATION
MANAGEMENT?

Project communication management is a collection of processes that help make sure the right messages are sent,
received, and understood by the right people.

There are three primary project communication management processes.

These are:

Plan communications management

Manage communications

Monitor communications
WHAT IS PROJECT COMMUNICATION
MANAGEMENT?

Setting up systems for collection, storage, analysis and retrieval of info

Collecting and distributing project info

Reporting performance in timely manner

The processes required to ensure timely and appropriate generation, collection,

dissemination, storage and ultimate disposition of project information.
WAYS OF COMMUNICATING
Active listening – checks with the
speaker
Effective listening- listen to words and
the meaning of words

Feedback-verbal, nonverbal cues

Non- verbal-body language

Para lingual- vocal but not verbal like

pitch volume
Both non verbal and para lingual
constitute 65% of the communication
Communication blockers- technical
disrupts,
Cultural blockers-hostility, language,
culture etc
METHODS OF COMMUNICATING

Informal written, EX; Formal written EX; Informal verbal EX; Formal verbal EX:
Email, memos- USED to Contracts, legal docs USED Meetings, discussions Presentations, lectures
convey info about the for critical and important USED for quick info USED for PR events, sales,
project areas like PMP dissemination company aanouncements
COMMINICATIONS MANAGEMENT :
MODELS
Communicati
on models are
framed
around three
aspects:

Receiver
Sender

Message
WHAT IS PROJECT COMMUNICATION
MANAGEMENT?

Steps
Plan
communications
management
(planning process
group)

Manage
communications
(executing process
group )

Control
communications
(Monitoring and
controlling group)
PLAN COMMUNICATIONS
MANAGEMENT

Communicati
on
Analysis of technology- Encoding-
Message Decoding-
communicatio verbal or sender
transmission- recipient
ns written, transforming
Tools and requirement- urgency,
Communicati
project data emails, converting Acknowledg Feedback or
techniques internal or availability of
on models-
into info minutes of the message into ment response
meeting info suitable
external suitable suitable for
for his needs
stakeholders technology, tansmission
project
duration
METHODS OF COMMUNICATION

Interactive
communication-
meetings or calls-
Push communication
most effective but
– reports, emails,
most time and effort
minutes
consumable, critical
communication to key
stakeholders

Pull communication-
making info available meetings
to stakeholders
MANAGE COMMUNICATIONS(EXECUTING
PROCESS GROUP)
Creating, collecting, storing, retrieving and
disposing Project info

Inputs

Communications management plan

Work performance reports- reporting date, testing

results updated forecast

Enterprise environmental factors- org structure

culture, project mis, govt or industry
regulations and practices

Organizational process assets- templates for project

status reports
CONTROL COMMUNICATIONS(MONITORING
AND CONTROLLING)

Summary of current status Analysis of performance by

Status of unresolved risks Forecast for project
of project in scope, time, comparison with planned
and issues completion
cost and quality values
ETHICS IN PROJECT MANAGEMENT
 Ethics- Its not a concept it is more of a habit which in turn progresses into a character. It
should be a way of life
 Being, thinking, acting projecting and behaving in righteous way even when we know that no
one is watching you
THE PM CODE OF ETHICS
Acquire
sensitive
Admissi material
Ethical on of Slack off or work of
Issues and wrong in their other
Dilemmas doing. work. teams.

Favoritis Being Put the Hard

m asked blame to choices
between /forced to subordina regarding
subordina do a tes. contracts
tes. unethical between
act. parties.
THE PM CODE OF ETHICS

 Be responsible- take ownership of decisions including their consequences.

knowing and meeting all legal requirements, reporting unethical

or illegal conduct to appropriate management.
 Fulfilling commitments
 Fair and transparent in decisions -disclosing conflicts of interest to appropriate stakeholders
 Honest in communications and conduct.
 Trustworthy
 Make decisions that give you a clear conscience.
 You should be reliable, fair, honest and ethical.
FRAMEWORK FOR ETHICAL DECISION MAKING

Evaluate Make a
Recognize Reflect on
Get the facts alternate decision and
ethical issue outcome
options test it
ETHICS IN PROJECT MANAGEMENT
PROJCET MANAGEMENT IN INDIA
 As per the report, By 2027, employers will need nearly 88 million individuals in project
management-oriented roles.
 The Indian government is investing heavily in developing the infrastructure and regulatory
environment required to support project management.
 Finally, Indian companies are increasingly recognizing the value of project management and
are investing in the training and development of their employees. The country has all the
ingredients required to become a world-leading center for project
THE GROWTH OF PROJECT
MANAGEMENT
• Roles and responsibilities,
The growth of project • Organizational structures,
management can be related
• Delegation of authority and decision-making,
through
• Especially corporate profitability.

The survival of the firm may

very well rest upon how well
project management is
implemented, and how
quickly.
INTERNATIONAL PROJECT
MANAGEMENT-WORKING CHALLENGES
FOR THE COUNTRIES
Countries in the international projects can experience many differences while working together:
 Culture
 Time Zone
 Political stability and local laws strongly influence the implementation of projects
 Accounting Standard
 Language
 Local practice
 Processes
INTERNATIONAL PM
 Resources
 Holidays
 Attitude of federal and state bureaucracies , their approvals which can cause delay
 Govt support or interference
 While running an international project, a project manager cannot ignore these aspects of
differences for the working teams across the world.
 Manufacturing a new product in a computer chip creates toxic waste, how to deal with the
waste
 Pollution standards
MANAGING INTERNATIONAL PROJECTS
 Labour laws - in usage of indigenous workers
 Govt corruption
 Chances of political party change during the project
 Tax provisions change with change in parties
 Labour unions
 Contingency plans
 Coup d ‘etat- alteration of existing govt by small group
 Security – growth of Russian mafia has significantly reduced foreign firms from setting up a
business
INTERNATIONAL PM
 Increase of security results into increase of project and budget costs- moving personnel,
materials etc
 Counterterrorism exercise with law enforcement, fire, medical and emergency management
practices
 Terrorism negotiation policy
 Geography – construction in south east Asia need to accommodate monsoon season.
 Outdoor and indoor environments- rain fall, heat etc
 Info systems specialist reported that his performance on project in northern Sweden declined
due to sleep deprivation. 20 hours of daylight during summer
 Extreme whether conditions has worst effects on equipment
GEOGRAPHICAL CONDITIONS
 Before beginning a project in a foreign land PM should consider climate, seasons, altitude and
natural geographical obstacles

 ECONOMIC FACTORS

GDP
Faltering economy may indicate fewer capital funding
Import quotas , tariffs, balance of payments, taxation, safety regulations, market size
Inflation
Bartering
MANAGING INTERNATIONAL PROJECTS

Cultural Honey moon- Irritability Gradual

Adpatation
shock excitement and hostility adjustment
CULTURE SHOCK

It is not a disease, it’s a natural response

It is a positive sign which indicates that professional is becoming involved in

new culture

Ex: Americans are appalled by the poverty in Africa

We are loud, but most other country nationals are otherwise

SELECTION AND TRAINING FOR
INTERNATIONAL PROJECTS
Religion

Business
Dress code
protocols

Education
Family life
systems

Eating
Holidays
patterns
SELECTION AND TRAINING FOR
INTERNATIONAL PROJECTS

Screening people The longer a person Levels of cultural

for foreign is expected to stay fluency, open
assignments in foreign land the minded ness.
more intensive the
training should be
NEED FOR RESOURCE ALLOCATION

To keep costs
down maximizes facilitates
productivity helps with
team morale client
satisfaction
by achieving successfully
the best delivering
outcome the project.
RESORCE ALLOCATION IN PM
Finding and assigning the right
resources to the right tasks at the
right time.

Skills

Capacity: the number of hours of

working capacity

Availability

Utilization: the number of

productive hours a resource can
be used
RESOURCE ALLOCATION

Resource loading/allocating

Amounts of specific resources assigned for use on specific project activities at specific times.
Allocating scarce resources among multiple projects s complicated

A calendar to indicate hours and days worked each week, any holidays on which the resource will not
be available and any other info affecting the availability of the resource.

Resource cost per unit of usage should be included on the calendar, plus any additional cost for
overtime usage.

Over scheduling a resource may cause serious problems for PM

RESOURCE ALLOCATION METHODS

Critical Path
Method

Resource Critical Chain

Smoothing Method

Resource
Levelling
CPM-CRITICAL PATH METHOD

Identify tasks that are necessary for project completion.

It is the longest sequence of activities that must be finished on time to complete the
entire project.

Any delays in critical tasks will delay the rest of the project.

CPM revolves around discovering the most important tasks in the project timeline,
identifying task dependencies, and calculating task durations.
WHAT IS RESOURCE LEVELLING?

In a more complex
organization,
resources could be
project start date and If a same person is allocated across
Resource leveling is
end date are adjusted needed in both the multiple, concurrent
a project
based on resource to activities , the construction projects
management
balance demand and activities should ne thus requiring the
technique
supply re-scheduled process of resource
leveling to be
performed at the firm
level.
RESOURCE SMOOTHING

resource smoothing—They change

the resource schedule and allocation
plan, or in extreme cases, bring in
more resources.
WHY USE THE CRITICAL PATH METHOD?

Helps avoid bottlenecks:

Plotting out project
Improves future planning: dependencies using a network
CPM can be used to diagram, will give a better idea
compare expectations with of which activities can and can’t
actual progress. run in parallel

Facilitates more effective

resource management: CPM
helps project managers prioritize
tasks, giving them a better idea
of how and where to deploy
resources.
CPM VS CCM
CPM CCM

CPPM looks at projects from the perspective of  Looks at a project from the
tasks.
 The CPM is the longest distance between a perspective of resources.
project’s start and its finish, including all tasks
associated with it.  It puts the emphasis on the
 CPPM describes the critical path of a project by end goal rather than each
estimating the time it takes for each task and the
slack time between one task and the next task. individual assignment and
 “the Critical Path Method is used to estimate the ensures that resources are
minimum project duration and determine the
amount of schedule flexibility on the logical
always available for each
network paths within the schedule model.” critical task.
HOW TO ALLOCATE RESOURCES TO A PROJECT

Determine the resource requirements of your project

Confirm the availability of resources
Make plans for the unexpected
Assess Your Current Resource Utilization & Resource Availability
Keep Track of Your Project Resources
Use Resource Allocation Reports
RESOURCE ALLOCATION CHART
CHART
PRACTICAL CASES TO DISCUSS

Orr land
acquisition

Arbitration case

Smart
supermarket AI
(Unique/
desirable)