Project Management

20CH408T
Dr. Shirsendu Mitra
Assistant Professor, Department of Chemical Engineering
School of Energy Technology

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 What I expect from the Class

1. Please do not seek for permission if you are entering the class within 5
minutes.
2. Please do ask if you are late more than 5 minutes.
3. I expect your attention while I teach you.
4. Do not hesitate to stop me if you need any clarification.
5. Nobody should comment based on caste, creed, colour, body type and similar
6. In case of any emergency, you may go out of class room without asking
7. Please seek permission if you want to go out for any issue other than
emergency
8. You can visit my office but please drop me an email prior to visit
9. Any suggestion for the betterment of class will be welcomed via email.

10. Only constructive criticism is welcomed.

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 Course Resources & Exam Questions
Course Resources

1. All the slides will be shared with you

2. Based on requirements indicative or thorough notes will be provided

3. Different case studies will be shared as notes or web links

4. All the assignments will be checked and after corrections those documents
Will also be considered course materials

What will be asked in exams

1. Definitions, meaning of terminologies

2. Theory, discussions

3. Elaboration of case studies

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 EVALUATION SCHEME
Assessment Marks Remarks
Tool
IA** 25
MID SEM 25
END SEM 50
Total 100

Components of Internal Assessment (IA)

Categories Weightage
Attendance 15%
Class Interactions 15%
Assignments 30%
Quizzes 40%

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 What would we study in Project Management?

1. Learning about project with technical details

2. To be aware of terminologies used in workspace

3. To learn about effective management skills

4. To listen some of the expert suggestions & opinions

5. To learn about effective presentation, ethics, integrity

6. To prepare ourselves for professional positions

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 What is a project?

A project is a set of tasks that must be completed within a defined timeline to accomplish a
specific set of goals. These tasks are completed by a group of people known as the project
team, which is led by a project manager, who oversees the planning, scheduling, tracking
and successful completion of projects.

Key points are

(i) Set of predefined tasks (to do list)

(ii) Predefined time bound

(iii) Group of people with a manager

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 What is project Management?

As the name suggests it is a structured and efficient manner of managing a project

Components of Project Management:

 Goals Project Management requires a team

 Scope
 Key achievements  Team Members
 Timeline  Managers
 Budget  Hierarchy
 Work breakdown structure  Administration
 Human resources plan  Regulations
 Communications
 Risk management
 Quality standards

Web link: https://www.indeed.com/career-advice/career-development/components-of-project-management

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Goals
When starting a project, you must identify your objectives. Determine what
specific results you hope to achieve by completing the project. Setting goals can
also help motivate and organize your project team. Depending on your needs,
these goals can cover various categories. You may have business goals that
support the overall organization, along with financial goals and performance
goals to ensure the project follows budget and quality guidelines.
An effective way to develop goals is to use the SMART method. You can use the
following steps to create SMART goals:

• Make them specific: Use clear and concise language to ensure team
members understand your expectations. They need to know what tasks to
complete or requirements to meet to achieve the goal.

• Make them measurable: You must have the ability to measure goals either
quantitatively or qualitatively. For example, when designing a product,
qualitative goals may represent specific features the product must include.
These measurements ensure that you know when the team achieves the goal.

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• Make them attainable: You need to ensure the goals are realistic for the
team to achieve within the project's budget, timeline and available resources.
If not, you may need to adjust the goal or adjust the project considerations
to make the goal achievable.

• Make them relevant: Your goals must align with the project and its overall
objectives. Set goals that add value to the project or gets the team closer to
completing it.

• Give them a timeline: The project has a timeline, so you need to set goals
for your team to meet within that timeframe. Deadlines can also help
motivate some team members and ensure their accountability when
completing tasks.

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 Scope
The scope defines the project results, including what the end product looks like or
how it performs. Creating the scope may require identifying other project
components, such as goals, quality standards, budgets and timelines.

For example, the project may aim to create a wellness app for internal employees.
In its scope, the project team may say that the app is downloadable on all
operating systems, requires a username and password, provides meditation
exercises and enables users to track their fitness goals. It defines the result that the
team wants to accomplish.

As a project manager, you also need to define the tasks, deliverables, deadlines
and resources required to achieve that result. This step helps you and your team
understand how much time you need to complete the project and any associated
costs. It also ensures everyone understands the expectations for what they need to
accomplish.

When team members know what assignments they need to complete or the
deliverables they must produce, it keeps them on task and focused. A clearly
defined scope helps you avoid conducting any tasks that do not contribute to the
overall project goals.
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Key achievements
As a project manager, you need to identify the major milestones or deliverables
that your project team will complete.

Milestones represent key achievements or goals to meet, while major deliverables

refer to the significant products the team creates. Typically, you will include
milestone deadlines in your timeline plan to help track project progress.

For example, your project's end goal may be to create a new learning platform for
employees. Your major deliverables may include a document detailing the
platform's finalized design requirements. Your milestones may include building
the platform, testing its user accessibility and launching it.

The project milestones and major deliverables differ from daily tasks. However,
you can break a deliverable into smaller deliverables and tasks using another
project management component—the work breakdown structure. The key
achievements and deliverables offer more high-level, common goals for the team
to work toward. As they hit significant milestones, team members feel
accomplished because they know that they are getting closer to the final goal.

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Timeline
Once the project team defines its scope and goals, it must determine a timeline
for completing the project. You may work with external stakeholders to help
create deadlines your project team needs to meet.

As a project manager, you also hold responsibility for tracking the team's
progress throughout the project to ensure it is on schedule. This component
works in combination with the key achievements or milestones you defined, as
those can serve as progress markers within the project timeline.

Along with the overall timeline, you also may need to schedule the completion of
individual tasks or smaller goals. You can use project management software or
create a spreadsheet that details the start and expected end dates for each task.

Defining timelines and schedules and sharing them with team members and
stakeholders helps ensure the completion of tasks. It also enables everyone to
monitor the project's progress and hold the appropriate individuals accountable
for their responsibilities.

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Budget
A budget demonstrates the amount of money allotted to the project.

As a project manager, you have the responsibility to allocate and track monetary
resources.

However, you may need to gain input from management or relevant

stakeholders. Monitor the project to ensure you follow the budget or make
adjustments to it as needed.

Budgets vary but may include how much it costs to complete specific tasks,
payments to vendors or employees or the costs of any materials used during the
project. This component may link to other project elements, such as scope,
timeline and the human resources plan.

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Work breakdown structure
A work breakdown structure (WBS) divides the project into smaller tasks.

These tasks support the completion of the project's defined milestones and
deliverables.

As a project manager, you assign the tasks to team members and can also set
the order in which they must be completed.

To track the work breakdown structure, you can create a chart or document
listing each task and the individuals assigned to perform them. This
component enables accountability on the team and helps the project stay on
schedule.

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Human resources plan
Project management uses human resources plans to define the project's staffing.
This plan outlines which employees will serve on a project team and the amount
of time they will commit to it. As a project manager, you help create this plan and
may need to speak to team members and their supervisors to determine their
availability. To create a human resources plan, you need to include the following
elements:

• Resource requirements: Define the roles you need to fill on the project team.
You also can describe the tasks project members will perform in these roles.

• Team acquisition: Define your plans for gathering team members throughout
the organization, along with their expected time commitments.

• Training: Describe any training or development activities that must occur to

ensure team members perform their tasks and responsibilities successfully.

• Management: Describe the actions you will take to assess team performance
and keep members motivated throughout the project. You can also include any
other management activities you must perform to ensure project success, such
as reassigning members to different roles.
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Communications
Effective communication is critical to tracking the progress and success of a
project.

As a project manager, you can create a plan that defines your communication
expectations within the team and with stakeholders.

You may give yourself the responsibility of communicating with stakeholders

regularly to provide project updates.

As part of your plan, you may assign specific communications tasks to team
members, such as creating progress reports. Having a communications plan helps
keep everyone informed and ensures understanding of the project.

Project communications cover various methods of communication, from in-

person to virtual to written. Your team will likely conduct daily communications
updating one another on project-related progress or concerns.

You also must communicate regularly with your team to hold them accountable
for their responsibilities and provide support as needed. The team also needs to
conduct more formal communications, such as reports or meetings, to relay this
information to stakeholders.
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Risk management
Not every project goes as planned, so you need to recognize the potential
challenges or risks you may face. As a project manager, you can create a risk
management plan or risk register to identify risks and determine strategies for
handling them. You can work with your team members, project sponsors and
stakeholders to develop the risk management plan.

When identifying risk, you have two elements to consider: the probability of them
happening and the impact they could have on your project. You use these factors
to prioritize risks and develop strategies.

Typically, you would focus on the risks that have a higher probability of happening.
Next, outline the steps your team will take to prevent them in your risk
management plan. For example, you may determine the risk of not completing a
task by its deadline. To lessen that risk, team members may agree to provide daily
updates on their task progress.
You also must identify action steps the team must take after a risk occurs. For
example, you may create contingency plans in case the client changes their project
expectations or if you run out of funds.

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Quality standards

You also need to set quality standards for your end deliverable and the project
itself. As a project manager, you can collaborate with relevant stakeholders or
clients to determine the quality standards your team must meet.

For example, if your team is building an app for the company, you may set
quality standards related to its visual appearance, performance and user
accessibility. Quality standards ensure that your team understands the work
expectations and creates results that satisfy stakeholders' needs.

As a project manager, you also need to determine the team's strategies for
meeting quality standards and how to measure the quality of their work. You
also can decide what types of processes the team must use to complete specific
tasks to ensure their quality. For example, the team may need to make multiple
presentations throughout a project. You can provide a template they all must use
to ensure the deliverables' quality and consistency.

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Why is project management important?

Some of the benefits of effective project management are:

• It allows for a detailed analysis of business operational efficiency.
• It helps employees to complete projects on time and within budget.
• It makes it easy to solve project issues right away.
• It ensures the efficient use of labor, funds and other resources.
• It enables team members, managers and stakeholders to collaborate
effectively.
• It involves the identification and mitigation of potential risks.

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What does a project manager do?

Some of a project manager's main responsibilities are:

• Building a realistic plan that involves all aspects of the project's execution
• Assembling a team of professionals who are specialized in performing various
actions that are crucial for the project
• Assigning specific tasks to the staff, providing clear instructions for how to
perform these tasks and setting deadlines for each activity
• Managing task completion and resolving any issues that may arise along the way
• Complying with budgets, allocating resources and reporting budgetary needs to
company executives
• Making sure that realistic deadlines are set for every phase of the project and the
project in its entirety
• Maintaining effective communication with the project's clients and other
stakeholders
• Documenting every part of the project process, including key performance
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 What are project management tools?

The tools that project managers use greatly depend on the nature and scope of
the project. Here are some common tools you could use:
• Collaboration tools such as email and project management software enable
those involved in the project to receive and assign tasks, review comments,
organize schedules and approve future actions.
• Planning and scheduling tools help the project manager delegate work and
keep track of all outstanding tasks and deadlines.
• Evaluation tools track the productivity and performance of everyone involved
and compare activities to the required standards.
• Documentation storage tools ensure easy access to all files related to the
project.

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What are the challenges of project management?

While the specific challenges that every project faces are generally related to
its particularities, certain common constraints apply to most projects. The
three main challenges of every project are:
• Cost: Managers keep the project within the allocated budget.
• Time: Teams complete projects before a deadline.
• Scope: The project has certain features and functions, in accordance with
the stakeholders' initial wishes.

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What are the primary project management
methods?
One of the most popular project management methods is the waterfall
method.

In this system, team members plan and implement a project in a highly

structured manner, following a defined sequence of events.

Each phase starts only after the team has completed the previous phase.

In contrast, the agile method is a cyclic, non-linear methodology.

In this system, team members divide projects into smaller cycles or sprints.

This approach is inherently iterative and responsive, as employees improve

processes and integrate client feedback continuously.

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waterfall method

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agile method

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What are project management areas?
Effective project management typically involves mastering these 10 knowledge
areas:
• Integration management: This is the practice of assembling the different
tasks and processes involved in completing a project to produce a coherent
outcome.
• Scope management: Scope management refers to clearly defining the
project's scope and making sure everyone involved is fully aware of it and what
they can do to fulfill it.
• Time management: The project manager keeps everyone aware of small and
major deadlines. They also resolve issues quickly to adhere to the timeline.
• Cost management: Project managers seek to allocate resources effectively.
They also evaluate expenses and find ways to reduce costs.
• Quality management: Quality management refers to meeting the
stakeholders' quality expectations while keeping the project within the agreed
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• Human resource management: Most projects involve teams of people.
Human resources professionals are responsible for supporting the well-being
of these employees.
• Communications management: Leaders are in charge of updating the
project's stakeholders on developments before and during the project's
execution.
• Risk management: Project teams identify and mitigate risks to ensure
project success.
• Procurement management: If the project involves hiring external
contractors or vendors, leaders coordinate these support staff members with
the rest of the team.
• Stakeholder management: Project managers identify and manage everyone
with a stake in the project.

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What are the stages of project
management?
Most projects have five distinct phases:
1.Initiation: Team members outline the main elements of a project, including
goals, scope, limitations, stakeholders, and risks.
2.Planning: A manager defines every step in a project from beginning to end.
3.Execution: Managers and team members progress through a project,
completing tasks and working toward objectives.
4.Monitoring: Project leaders track metrics to ensure success and
resolve any issues that arise.
5.Completion: Project teams finalize deliverables and review the results of the
project.

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 Project Life Cycles
• Conceptualization refers to the development of the initial goal and technical specifications for a
project. The scope of the work is determined, necessary resources (people, money, physical plant)
identified, and important organizational contributors or stakeholders signed on.
• Planning is the stage in which all detailed specifications, schematics, schedules, and other plans are
developed. The individual pieces of the project, often called work packages, are broken down,
individual assignments made, and the process for completion clearly delineated. For example, in
planning our approach to complete the term paper we determine all the necessary steps (research,
drafts, editing, etc.) in the process
• During execution, the actual “work” of the project is performed, the system developed, or the product
created and fabricated. It is during the execution phase that the bulk of project team labor is
performed. As Figure 1.4 shows, project costs (in man hours) ramp up rapidly during this stag
• Termination occurs when the completed project is transferred to the customer, its resources
reassigned, and the project formally closed out. As specific subactivities are completed, the project
shrinks in scope and costs decline rapidly

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Level of Activity vs Delivery Curve

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 Characteristics Evolved During Project Life Cycle
Client interest: The level of enthusiasm or concern expressed by the project’s intended customer.
Clients can be either internal or external to the organization.
• Project stake: The amount of corporate investment in the project. The longer the life of the project, the
greater the investment.
• Resources: The commitment of financial, human, and technical resources over the life of the project.
• Creativity: The degree of innovation required by the project, especially during certain development
phases.
• Uncertainty: The degree of risk associated with the project.
Riskiness here reflects the number of unknowns, including technical challenges that the project is likely to
face. Uncertainty is highest at the beginning because many challenges have yet to be identified, let alone
addressed

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General Management & Project Management

1. General Management :
General Management, as name suggests, is simply managing, coordinating and controlling
operations, usage of available resources, and time to achieve specified goal or objectives of
organization.

2. Project Management :
Project Management, as name suggests, is simple planning, organizing, controlling, and
monitoring all procedures, project, resources, to achieve objectives or goals of organization
and as well as fulfilling requirements of clients.

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 Difference between General Management & Project Management
General Management Project Management
It mainly focuses on management of project and related
It mainly focuses on management of general activities.
tasks.
General manager should have various skills such as Project manager should have various skills such as
Strategy and development, capable of managing conflicts, Leadership, risk management, communication skills,
team-building skills, etc. technical skills, problem-solving skills, etc.
Its main aim is to manage all resources of company and Its main aim is to complete project with fulfilling
oversee daily operations. requirements of clients or customers on specified time.
It is a continuous process. It is a temporary process.
Project manager not only work within organizational
General manager only work within organizational
premises, but they also can work outside organizational
premises.
premises.
General manager have to oversee operations or functions When project gets closed once it achieve required goals
daily and manage them through resources, tools, etc. or objectives, then project manager role is completed and
There role is never ending. ended.
Project manager does not have any authority over their
General manager have unlimited authority over their staff.
staff.
General management requires general manager having Project management requires project manager having
skills of general management to lead various projects. skills of solving, improving, correcting problems.
Main focus of general manager is on capability of team Main focus of project manager is on requirements of
members working within organization. project.

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Project Portfolio Management? (PPM)

Project portfolio management (PPM) is the analysis and optimization of the costs, resources,
technologies and processes for all the projects and programs within a portfolio. Project
portfolio management is typically carried out by portfolio managers or a project management
office (PMO).

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Project Portfolio Management vs Project Management
In the hierarchy of business management, project portfolio management is the link between
project management, which we will define briefly below, and enterprise management, which
deals with the overriding vision, mission and strategic planning of the organization.

To understand where project portfolio management and project management differ, we must first
define each and explore the areas where they diverge.

Project management is, quite simply, the management of a project. A project is a temporary
endeavor that results in a product or service. It has a beginning and an end. Project goals are
defined, and tasks are broken down into a schedule. Cost and budgets are set; resources are
assigned, and stakeholders are reported to.

Project portfolio management, on the other hand, is a higher-level approach that prioritizes and
analyzes the potential value of many projects and programs in a portfolio to manage them
simultaneously and optimize resource management. The goal of the portfolio management
process is to manage and leverage the life cycle of investments, initiatives, programs, projects
and outcomes to best reach the overall goals and objectives of an organization. Therefore,
project management is a subset of project portfolio management. It leads to the ultimate
objective, which is meeting the strategic goals of the organization.

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The Project Portfolio Management Process
There are five basic project portfolio management steps:

1. Define Business Objectives

Before you start thinking about portfolio management, you’ll need to understand your
organization’s business objectives and strategic goals. The idea is that your project portfolio
aligns with the strategic planning of your organization, so you’ll need to check if its financial
objectives and customer value are good enough for your organization.
As a project portfolio manager you’ll need to reach an agreement about the strategic goals of the
project portfolio with stakeholders, and then proceed to establish valuation criteria for
project selection.

2. Collect Project Ideas for Your Portfolio

Once you’ve defined your portfolio’s strategic goals it’s time to start building it. To do so, you’ll
need to start collecting projects. Those could be in-progress projects or project ideas that are
similar enough to be managed simultaneously. Gather project management data and prepare the
valuation criteria to choose the best.

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The Project Portfolio Management Process
3. Select the Best Projects for Your Portfolio
To determine which are your best projects for your portfolio, you’ll need to do a cost
benefit analysis and use your valuation criteria. This valuation criteria will measure the
amount of value that each project brings into the portfolio.
There are a variety of aspects that can go into the project selection scoring criteria, such
as the payback period, net present value, or risk level.

4. Validate Project Portfolio Feasibility

Now that you’ve chosen the projects that are the best fit for your portfolio, it’s time to do a
feasibility study that takes into account all the financial risks, capacity planning and resource
management constraints.

5. Execute and Manage your Project Portfolio

Now you’ll need to coordinate the execution of the projects and programs in your portfolio
simultaneously by working with project and program managers.

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5 Project Management Processes for PPM
Project portfolio management requires a balance of resources, time, skills, budgets, risk
mitigation and running the projects in the portfolio frugally and expediently without sacrificing
quality. Managers do this through the use of five key project management processes.

1. Change Management: Identifying and prioritizing change requests. These can be feature
requests, business strategy, regulatory requirements, etc., based on business strategy, capacity
planning, demand, financial and operational constraints.

2. Risk Management: Identifying risks in projects that make up the portfolio, and developing a
risk management plan to mitigate uncertainty within the project portfolio.

3. Financial Management: Managing financial resources related to the projects in the portfolio
and demonstrating financial results of the portfolio in relation to the organization’s business
goals and strategic objectives.

4. Pipeline Management: Ensuring project proposals are in the pipeline and using valuation
criteria to determine if they’re worth executing.

5. Resource Management: Efficiently and effectively using an organization’s limited resources,

from materials and equipment to people and financial resources.
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 Benefits of project portfolio management

By leveraging the benefits of project portfolio management, companies can plan out all the
pieces of their project to get the best results. The main advantages of project portfolio
management are:
Provides alignment between company objectives and projects
A PMI survey found that a lack of clearly defined goals is the first reason for project failure.
Project portfolio management promotes transparent and open discussions amongst the team
with a company-first attitude.

Takes the personal bias out of project planning

With PPM, there are no “pet projects.” Subjectivity in project planning is eliminated as PPM
focuses on prioritizing projects based on their inherent risk, business goals, resource, and
skill availability. Multiple qualitative and quantitative techniques such as ranking models and
scoring methods are used to make project decisions.

Makes decision-making easier

Stakeholders may struggle to manage disputes that can arise with different project teams
focusing on their priorities and vying for limited resources. By employing a standardized
approach to decision-making, PPM subjectively evaluates the demand from
competing project teams.

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 Benefits of project portfolio management
Helps prioritize projects
Good project portfolio managers focus their limited resources on their most valuable projects.
When customer requests, regulatory requirements, or strategy demands arise, teams use project
portfolio management to work on viable projects that help achieve organizational goals.

Focuses on the big picture

Sometimes project teams concentrate so much on execution that they miss the big picture.
While chasing trends, they fail to achieve strategic goals and overwork their teams. When
teams adopt project portfolio management, they prioritize and execute only value-delivering
projects.

Builds governance and oversight into project management

Project portfolio management builds a natural governance model for all the projects of an
organization. While project management looks at a single project, PPM provides a holistic
overview of all projects. Project managers can create a contingency plan, employ data-driven
techniques, and lead the company on the right path.

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Project Portfolio Management Software

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Power BI Software

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Determinants of Project Success
Time: Projects are constrained by a specified period of time during which they must be
completed. They are not supposed to continue indefinitely. Thus, the first constraint that
governs project management involves this basic requirement: The project should come
in on or before its established schedule

Budget: A second key constraint for all projects is a limited budget. Projects must
meet budgeted allowances in order to use resources as efficiently as possible.
Companies do not write blank checks and hope for the best. Thus, the second limit on
a project raises the question: was the project completed within budget guidelines?

Performance: All projects are developed in order to adhere to some initially

determined technical specifications. We know before we begin what the project is
supposed to do or how the final product is supposed to operate. Measuring
performance, then, means determining whether the finished product operates
according to specifications. The project’s clients naturally expect that the project being
developed on their behalf will work as expected. Applying this third criterion is often
referred to as conducting a quality check

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 Determinants of Project Success
Client acceptance: The principle of client acceptance argues that projects are
developed with customers or clients in mind, and their purpose is to satisfy customers’
needs. If client acceptance is a key variable, then we must also ask whether the
completed project is acceptable to the customer for whom it was intended. Companies
that strictly evaluate project success according to the original “triple constraint” may fail
to apply the most important test of all: the client’s satisfaction with the completed
project

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 Another Approach to Determine Project Success
• Project efficiency: Meeting budget and schedule expectations.
• Impact on customer: Meeting technical specifications, addressing customer needs,
and creating a project that satisfies the client’s needs.
• Business success: Determining whether the project achieved significant commercial
success.
• Preparing for the future: Determining whether the project opened new markets or
new product lines or helped to develop new technology.

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The Best Practices in Picking a Project Manager
Leadership
Project management is not about technical ability, but depth of management skills within the
project cycle. Every project manager needs skills such as planning, estimating, scheduling and
budgeting, but the central skill for effective project management is leadership, according to
author and certified Project Management Professional Larry Richman. The project manager
must lead all phases and team members by influencing others to help accomplish the job's
deliverables. When picking a project manager, there are several key leadership qualities to
consider. Is the individual respected by his fellow co-workers? Is he always there to help with
problems? Look for a leader who contributes to the team's motivation and removes obstacles to
its success.

Communications Skills
A project manager must excel in all forms of communication. Successful project managers
effectively communicate the project's objectives through face-to-face meetings, via phone or
text message, or by e-mail. A good project manager also knows exactly what she needs to
cover, through each communications method, according to management consultant Fumi
Kondo. Any communication that can be misdirected or even intercepted during the project
cycle can lead to the project's failure.

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Conflict Resolution and Problem-Solving Skills
1. Problem-solving goes hand-in-hand with project management. The leader must demonstrate
basic conflict management skills and have the ability to resolve issues that arise in the
project cycle, according to author and project management expert Harold Kerzner, Ph.D.
The project manager must also supply tools and techniques that enables his team to solve
problems. When assigning a manager to head a project, look for a creative thinker who can
solve problems when viable options have been created.

Organizational Skills
1. A project manager must stay on top of many details. Organizing begin with defining
resources, needs and supplies. This includes both human and nonhuman resources as
required to fulfill the project's objectives. Look for a project manager who can see the big
picture, as well as focusing on the smaller details.

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Spider Web Diagram with Embedded Organizational Evaluation

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