mayu management of projects (1)

8/13/2019 Mayu Management of Projects (1)

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T.Mayuran RGE NO: DK50554 Management of Projects Page 1

Task-01

1.1 Important of the Project Management

A perfect project management will leads the project to a successful completion. A smart

project management offers strong relationship between the client and the project manager.

The same project management strategies that allowed you to successfully complete one

project will serve you many times over. According to the competitive market situation the

project should be pre-planned well, that is impossible without a ideal project management.

Project management helps to reduce the cost misuse and errors of a project.

Perhaps one of the greatest benefits of project management is that it allows for flexibility.

Sure project management allows you to map out the strategy you want to take see your

project completed. But the beauty of such organization is that if you discover a smarter

direction to take, you can take it.

Principles of project management

Planning Organizing Staffing Directing Monitoring Controlling Representing


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The planning

The planning is about the managements process in the project. Mainly in the project they

have plan the scope, cost, time.

Time

For analytical purposes, the time required to produce a deliverable is estimated using several

techniques. One method is to identify tasks needed to produce the deliverables documented in

a work breakdown structure or WBS. The work effort for each task is estimated and those

estimates are rolled up into the final deliverable estimate. The tasks are also prioritized,

dependencies between tasks are identified, and this information is documented in a project

schedule.

The dependencies between the tasks can affect the length of the overall project (dependency

constrained), as can the availability of resources (resource constrained). Time is not

considered a cost nor a resource since the project manager cannot control the rate at which it

is expended. This makes it different from all other resources and cost categories. It should be

remembered that no effort expended will have any higher quality than that of the effort-

expenders.

Scope

Requirements specified to achieve the end result. The overall definition of what the project is

supposed to accomplish, and a specific description of what the end result should be or

accomplish. A major component of scope is the quality of the final product. The amount of

time put into individual tasks determines the overall quality of the project. Some tasks may

require a given amount of time to complete adequately, but given more time could be

completed exceptionally. Over the course of a large project, quality can have a significant

impact on time and cost (or vice versa). Together, these three constraints have given rise to

the phrase On Time, On Spec, On Budget. In this case, the term scope is substituted with

specification.


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Cost

Cost to develop a project depends on several variables including (chiefly): resource costs,

labor rates, material rates, risk management (i.e. cost contingency), Earned value

management, plant (buildings, machines, etc.), equipment, cost escalation, indirect costs, and

profit. But beyond this basic accounting approach to fixed and variable costs, the economic

cost that must be considered includes worker skill and productivity which is calculated by

variation to project cost estimates. This is important when companies hire temporary or

contract employees or outsource work.

The organizing

The organizing is identification of works going to be done for the project. Allocating the

resources according to the identified works is the main part of organizing.

Example: in the project if they need 2 computers more the organizer should arrange those.

The Staffing

Appointing an employee in a suitable position in order to the various abilities and talents of

the employee is staffing.

Example: appoint the staffs to do the works.

The Directing

Managing and giving the instructions to the staffs who have fixed to do the project is

directing.

Example: the project manager.

The monitoring

Checking the process of the project and oversees the staffs is monitoring.

Example: supervisors.


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The Controlling

Taking the actions and innovating is controlling. High authority management doing this

process.

Example: strategic managers.

The representing

The representing is related with marketing and working together with end users.

Example: Sales representative.


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1.2Explain the Project and success/failure

What is project?

A project is a unique set of coordinate activities, with a definite starting and finishing point,

undertaken by an individual or organization to meet specific objectives within define

schedule, cost and performs parameters. Projects cut across organizational lines because they

need the skills and talents from multiple professions and organizations. Project complexity

often arises from the complexity of advance technology, which creates task interdependencies

that may introduce new and unique problems.

Project success factors

Project missioninitial clarity of goals and general directions.

Top management support willingness of top management to provide the necessaryresources and authority for project success.

Project schedule and plans a detailed specification of the individual action stepsrequired for project implementation.

Client consultation communication, consultation, and active listening to allimpacted parties.

Personal recruitment, selection and training of the necessary personal for the

project.

Client consultation communication, consultation, and active listening to allimpacted parties.

Technical task availability of the required technology and expertise to accomplishthe specific technical action steps.


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Client acceptancethe act of selling the final project to its ultimate intended users.

Monitoring and feedbacktimely provision of comprehensive control information ateach phase in the implementation process.

Communication the provision of an appropriate network and necessary data to allkey factors in the project implementation.

Troubleshootingthe ability to handle unexpected crises and deviation from the plan.

Additional factors:-

Characteristics of the project team leader competence of the project leader and theamount of authority available to perform his/her duties.

Power and politics the degree of political activity within the organization andperception of the project as furthering the self- interests of an organizations member.

Environmental events the likelihood of external organization factors impacting onthe operations of the project team, either positively or negatively.

Urgency the perception of the importance of the project or the need to implementthe project as soon as possible.


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The following sections focus on these and other aspects of project participants roles in

successful projects

Top managementtop management commitment is essential to project success because itinfluences acceptance or resistance from others on the project allocating necessary resources,

giving the project manager adequate authority and influence and backing the project manager

in times of crisis. In successful project, the project manager is confident about top

managements support and satisfied with the levels of responsibility and authority conferred to

him.

One top management shows commitment by appointment a project sponsor to agers, and top

management to expedite responses to potential problems. She is involved from the early

planning stages and ensures that company and project management values are incorporated

into project plans.

Project manager - project manager of successful projects are committed to meeting time,

cost, safety and quality goals. They are deeply involved in the project from beginning to end.

They have sufficient authority to oversee development of plans and schedules, make

additions or changes, and carry them out. The most excellent project mangers obtain extra

complete by organism together well-organized and successful. They also construct energetic

utilize of management by under your own steam approximately. They are easy to get to, well-

known, and on a friendly base with people in the project.

Project teamin successful project, the project team is committed both to the goals of theproject and to the project management process. The whole team is involve in estimating,

setting schedules and budgets, helping solve problems, and making decisions a process that

helps develop positive attitudes about the project, build commitment to project goals, and

motivate the team. Commitment to project management is enhanced by a corporate culture

that understands and supports project management. In successful project team is staffed with

the necessary expertise and experience. The team has the requisite skills and knowledge, and

is provided adequate resources and technology to perform its functions. In successful project,

there is close team work, confidence, trust, and understanding of every ones roles. Teambuilding is employed to define roles and delegate authority and responsibility. To foster good


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relations that carries through to the work place, team members and encouraged to mix

socially.

Customer userIn successful projects, there is no question about who the customer and end

user are. The customer pays for the project, and the user is the ultimate recipient or operator

of the end item. Sometimes they are the same, sometimes not. We refer to both as the client.

The project team identifies these parties before the project beings and understands what they

want. In successful projects, the client is strongly committed to project goals and is involved

in the project management process. The customer has the authority and influence to share in

making decisions, authorizing changes, and helping select subcontractors. Through client

involvement in planning and design the project team can better determine what the client

wants and can set specific goals and criteria. The customer user is involved in the

implementation process and gives final approval for the installed end item.

In successful projects, several factors related to project management functions and to

elements of the system development process. These factors include project definition,

planning, control and implementation.

Definition In successful project. There is complete clear definition of project scope,objectives and work to be done. Project responsibilities and requirements are clearly define

and well understood by everyone involved. Clarity of definition produce common

expectations among the participants. Although some flexibility in definition is described,

goals and requirements need to be relatively stable. It is difficult to proceed when there is

persistent change in goals, scope or requirements. Changes require adjustments to be made to

plans and communicated to participants. In successful projects, goals and requirements are

quantified wherever possible, but important qualitative aspects of project performance are

also included.

Planning- In successful projects, plans are related to time, cost and performance goals. Theplans include scope and work definition, schedules, networks, milestones, cost estimates,

cash flow analyses, labor and equipment requirements and risk analysis. Plans ensure that the


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hard things that people want to avoid thinking about get done first. In successful projects, the

technology has been carefully considered and the problems anticipated and understood.

Safety is also an issue, and plans include requirements and means for ensuring participations

safety. Peoples behavior and attributes are important too. People are more likely to follow

plans when they personally helped develop the schedule and plans. Good planning takes into

consideration those who will be affected by the project and seeks their participation and

approval. In successful projects, the plans provide detailed descriptions of the stages of the

project, ways to measure performance, and arrangements for project control and trouble

shooting.

Control successful projects have a control and reporting system that provides formonitoring and feedback at all stages, and enables comparison of schedules, budgets and

team performance with project goals. The control system uses checks and balances. It

supplies information that is timely, meaningful, free of irrelevant details, yet covers

everything. It enables ongoing assessment of the effectiveness of the project team, how well

objectives are being met and the likelihood of success.

In successful projects, the control system is proactive and forward looking. It allows time toanticipate problems, foresee and forestall them, and to react as problems arise. Schedule

slippages and cost growth are taken as early warning indicators of problems. The project

manager and project team in successful projects, minimal changes are allowed except when

essential to safety, to facilitate the job, or to meet user needs. Most changes are made on

paper, early in the job not later. Pressure is out on planners and designers to produce

complete, finished designs before building or fabrication begins.

Implementationin successful projects, preparation for implementation is done in advance.It is addressed in the initial plan and throughout the project. There is a strong liaison between

the projects team and the user about implementation details. Work is paced to minimize the

downstream adverse impact on people. In successful projects, the originally authorized plan

spells out how and when the project should be terminated. The project is not allowed to drift

from earlier goals, exceed goals, or to do too much or go on for too long. In successful


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projects the team learns from its experience. When the work is finished the team assesses its

experience, evaluates its performance, and applies the learnings to subsequent projects.

What is a Project failure?

All failures are system failures in the sense that they are actually the output of a particular

system. That is to say, there are features or defects in the system that produced or two

criteria:

1. It does not satisfy the requirements of those involved with the systemmanagement, users or other affected parties. Project failure usually implies not

meeting cost, schedule, performance, quality, safety or related objectives.

2. It produces results that are undesirable to those involved with it. A failed projectdoes not meet user or developer expectations, or leaves them worse of f than

before.

The criteria of project failure can be viewed from the two perspectives illustrate:

1. When a fixed price project has a cost overrun, the developer must absorb theexcess cost, suffering a loss or reduces profit. From the developers perspective,the project is a failure.

2. The project end item is not accepted or utilized even though it was delivered onschedule, under budget and according to specification. This is a project failure

experienced by the user or other project recipients.

The two kinds of failure can be mutually exclusive: while one of the parties experiences

failure, the other experience success. For example, even though project cost overruns might

drive a developer into bankruptcy, the user may derive considerable benefit from the end

item, in contrast, the developer might earn handsome profits from the project, yet the user is

disappointed with or never uses the end item.


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Project failure factors

Inadequate project management approach the project does not have the rightorganization structure, project manager or team to fit the project.

Example:

The project organization structure, planning and controls are incongruent or incompatible

with the project situation, the philosophy of the project manage, or corporate culture and

objectives.

A project team, project manager or project structure that was successful in the past is plugged

into a new project without considering the unique requirements of the project or

distinguishing characteristics of its environment.

Unsupportive top management top management does not give the active andcontinued support necessary to achieve project goals. This is revealed in many ways.

Example:

Top management does not yield adequate responsibility or authority to the project manager or

back the project managers decisions or actions.

The company does not make policy and procedural changes needed to conduct effective

project management.

The wrong project managerthe person in the role of project manager does not havethe background, skills, experience or personality to lead and manage the project.

Example:

The project manager is unable to confront conflict. She does not ask tough, probing questions

and cannot effectively argue for the best interests of the project.

The project manager cannot make the adjustment from a traditional work environment to the

change and uncertainly of projects. She/he lacks the ability to function effectively under short

time frames and stressful situations.


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Ignoring the systemic nature of projects the project is not treated as a system.Elements and processes of the project are compartmentalized without regard to their

interaction.Example:

Hardware, software, resource and facilities are viewed independently without regard to their

relation to overall project objectives rather than one on project objectives.

The evolutionary process of systems development is viewed piecewise, one step at a time,

without regard to subsequent or previous stages. This is evident by poor planning for future

stages and inadequate evaluation of past stages. Problems are passed from one phase to the

next.

Inappropriate or misuse of project managementproject management techniques aremisunderstood or improperly employees. The problem lies with the project manager,

the project team or the techniques themselves.Example:

The project managers fail to distinguish no project techniques of planning, coordinating and

control from those necessary for project activities. The project manager or his team do not

understand the need for tools such as PERT, WBS performance analysis, conflict

conformation and team building these techniques are used incorrectly or not at all.

The project manager does not attend to the human/behavioral side of projects: he/she does not

build a project team, help team members understand the project goal, nor inspire them to

work together toward the goal.

Inadequate communication in the projectthese are problems that stem from lack ofinformation quality, accuracy or timeliness, poor data collection and documentation or

inadequate distribution of information to those who need it.


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Example:

Early in the project, information about objectives, responsibilities and acceptance criteria is

not documented. No attempt is made to identify information and source that will be needed

during the project. Parties that need to know are not identified or kept informed.

The quality and quantity of information gradually lessens as the project progresses because

there is not enough time. Communications are not documented so it is difficult to distinguish

facts from assumptions.

Failure to involve the user the user of customer does not participate in theplanning/definition/design/implementation process and user needs are disregarded.

This is one of the most frequently mentioned sources of project failure. Failure to

involve the user early in the project results in lack of agreement about requirements,

numerous change request later and conflict between the user and project team during

implementation. Even when users do participate in defining requirements, without

continued involvement they cannot visualize the appearance or functioning of the

final end item and are dissatisfied when they see the result. Problems are aggravated

and more difficult to solve when there are multiple users. Both the user and project

management are to blame:

The user may feel awkward or uncomfortable and try to minimize his involvement.

Some users resist participation, even when invited.

The behavior of the project team discourages user involvement. Members of the

project team may behave arrogantly and make the user feel ignorant or inferior.

Inadequate project planninganalysis and planning of project details inadequate andsloppy reports and recommendations from previous projects are ignored. Instead of

preparing in advance, management reacts to things as they occur. Although poor

project planning by itself is a major reported source of project failure, also cited are

tree particular features of planning definition, estimating and scheduling.

Inadequate project definitionvague, wrong, and misleading or absence of projectdefinition is a frequently mentioned cause of failure. There is no formal definition of

technical requirements, task or project scope. Definition problems result from:


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Lack of, or a poorly prepared proposal, WBS, responsibility matrix or work role

definitions.

Bad estimating of team and resource estimates of resource requirements, activitydurations and completion dates are unrealistic. Bad estimating occurs because:

Standards or files of similar projects are not used to estimating how long the project

should take.

Estimates are made without regard to the experience of the workers. It is assumed that

all personal are experts and that they will perform the work without a hitch.

Incorrect scheduling and handling of resource scheduling and allocation ofresources are incorrect assessments are not anticipated; resources skills and

capabilities are unknown and resource for backup are unavailable. The problem

begins during planning and continues throughout the project :

Resource requirements are not anticipated and scheduled, and resource issues are

addressed only as they occur. There is no skills inventory showing who is availablefor the project.

Numerous changes during the execution phase changes are made to the originalrequirements without corresponding changes to the schedule, budget or other

elements of the plan. This oversight leads to inadequate project communication, poor

project definition, lack of user involvement and sloppy project control.

Inadequate controlproject management does not anticipate problems but reacts afterthey arise control is focused on daily issues without looking ahead to potential

problem situations; management waits until near the completion date to see if the

project is on time. Sources of control problems include:

Definition of work tasks that are too large to be effectively controlled, work packages

and work groups that are too large to be supervised, and milestones that are too far

apart to permit stepwise monitoring of the percentage of project completed.


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1.3 Terms calledProject Management System

Initiationthis is the very first stage of a project. In this first segment, the opportunities will

explained and the problems will examined to find out the solutions and confer with all

involved parties about the project scope.

Planning This step is deciding that the suggested project is really benefited to the

organization. If the project accepted according to its business benefits, project objectives,

scope and project management methodologies. The project manager draws up the detail

project schedule and budget.

Executing This is about arranging meeting of the projects stakeholder to find out the

requirements and solutions. One of them is selected and designed before applying. Projects

budget also managed in this stage.

Testing Testing is the process of executing the project. The project has to be check for

correctness of using the resources and achieving the expected results of the project in a

correct path.

ClosingClosing is the segment which is helps to formally end-up the project. In this stage

the projects tasks will turn in to a document and submit the deliverables to the customers.


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1.3.1 Project Management System Process

1. Agree precise specification (terms of reference) for the project2. Plan the project

Project timescales and costs The project team Project management tools (Brainstorming, Fishbone/Ishikawa Diagrams,

Critical Path Analysis Flow Diagrams, Gantt Charts)

Brainstorming Fishbone diagrams

Project critical path analysis (flow diagram or chart) Project financial planning and reporting Project contingency planning

3. Communicate the project plan to your team4. Agree and delegate project actions5. Manage, motivate, inform, encourage, enable the project team6. Check, measure, and review project performance; adjust project plans; inform project

team and others

7. Complete project; review and report on project; give praise and thanks to the projectteam

8. Follow up - train, support, measure and report project results and benefits


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1.4 Key elements involved in terminating projects

Terminating Project

Project termination is one of the most serious decisions a project management team and its

control board have to take. It causes frustration for those stakeholders who sincerely believed

- and in most cases still believethat the project could produce the results they expected or

still expect. The project manager and his or her team members, very important stakeholders

of the project as well, will feel that they personally failed. They also will be scared of

negative consequences for their careers; their motivation and consequently, productivity will

decrease significantly.

In contrast to that, we are convinced that conscious project termination at the right time,

based on clear and well communicated criteria, profoundly discussed with the whole project

management team, and finally mutually decided, is one of the boldest actions the involved or

affected members of an organization can take.

A clearly communicated strategy of the organization A clearly communicated reason why and how the project supports that strategy, and

under what conditions it does not

Clearly set and communicated project success criteria (in terms of scope, schedule,and budget), if possible clearly set and communicated termination criteria

High level management attention, even for smaller projects, and in times wheneverything seems to be on track

Periodical review meetings with the control board Open discussions with the control board about problems and possible solutions or

alternatives, including termination

In case the project has to be terminated, clear commitment of control board and highlevel management towards the project management team in order to enable the team

to follow the project closure procedures

Upon successful termination, similar rewards and incentives for project manager andhis or her team as with regular project closure


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Reasons for Project Termination Becomes Necessary

Technical reasons Requirements or specifications of the project result are not clear or unrealistic Requirements or specifications change fundamentally so that the underlying contract

cannot be changed accordingly

Lack of project planning, especially risk management The intended result or product of the project becomes obsolete, is not any longer

needed

Adequate human resources, tools, or material are not available The project cost increases profit becomes significantly lower than expected The parent organization does not longer exist The parent organization changes its strategy, and the project does not support the new

strategy

Force majeure (e.g. earthquake, flooding, etc.) Necessary conditions disappear Lack of management support Lack of customer support

Whenever along the life cycle of a project it becomes clear that we have to terminate it, there

will be achievements we need to document. The least achievement is new knowledge and

experience about what does not work. We need to document this so that the organization does

not run into a similar situation again. Therefore, we emphasize again that it is vital to run the

regular project closure procedures for a project we have to terminate. As such, adequate

project termination marks successful project management.

Type of project terminations

Project Extinction Project activity suddenly stops Either successfully completed or high expectation for failure

Termination-By-Addition

Becomes a new formal part of organization


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Termination-By-Integration

becomes standard part of operating systemsTermination-By-Starvation

a project in name only

The Termination Process

Decision made by broad based committee of senior managers Termination process should be specified in project plan Termination manager

Projects Terminated or Funds Stopped

There are number of situation when a project may be terminated before the end date in the

project proposal. Such situations include the following:

Completion ahead of schedule: project goals have been met and the outputs andproducts have been handed over to users.

Technical problems that prohibit progress on the core gold. Another research group publishes work in a core area of interest Failure to submit scheduled technical or financial reports Sometimes a project fails to progress as expects, for various reasons. Hover, in

particular cases, termination really is the right recommendation. There could be

several reasons for pulling the plug on the project.

The project is building the wrong product or the product will be old fashioned The project is not delivering business value Natural disaster Parent company gone bankrupt


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1.5 Post Project appraisals

Evaluations of the effectiveness projects based on systematic data collection and assessment

tested against measurable success criteria

To Determine:

Whether a project was implemented as designed Evaluate the degree of reaching objective Whether unpredicted effects need addressing To improve future designs

Type of post project appraisal

Audit Trial Punch list Project Closure Report

Audit Trial

The term audit trail is used in more than one application in the business world of today.

Historically, an audit trail had to do with being able to provide a complete history of any

given financial transaction. The idea was to be able to identify each step in the process from

the initiation of the transaction all the way through to the completion of the transaction.

Typically, this process took place by being able to produce paper documents that showed the

progress of the transaction from start to finish. Today, an audit trail also has to do with

tracing data in electronic form as well, with the transactions not necessarily limited to

financial data.

An audit trail of any type will include an attempt to establish a chronological list of steps that

were necessary to begin the transaction as well as bring it to completion. Audit trails can be

very simplistic or extremely complicated, depending on the number of steps involved with

the transaction. For example, conducting an audit trail on an invoice issued by a vendor

would be a relatively simple process.

Beginning with the receipt of the invoice, the document is tracked through Accounts Payable,

all the way through to the issuance of a check or electronic payment to settle the debt. At the


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same time, creating an audited trail to allow for the reconstruction of a manufacturing process

may contain many more steps and become very difficult to follow.

An auditor may choose to begin the process of creating an audit trail from either the

beginning or the completion of the transaction under consideration. Often, beginning theaudit process with the most recent completed phase and working backward is an efficient

means of establishing the audit trail. However, when both the beginning point and the point

of completion are well established, it is possible to approach the audit trail from both ends

simultaneously, simply filling in the steps occurring between the start and finishing steps to

the transaction.

Using an audit trail can often be an effective tool in managing the financial and other

resources of a business or organization. The process of identifying the audit trail may in fact

help to identify steps within the process that were unnecessary and that can be eliminated in

future transactions. Another important application of the audit trail is that the process can

uncover attempts to manipulate the financial profile of the entity, perhaps in an attempt to

cover up the fact that funds are missing or were misappropriated in some manner. Basically,

the audit trail is a helpful device to ensure that transactions are conducted smoothly and

honestly, with the least amount of necessary steps employed in the process.

Punch list

A punch list is generally a list of tasks or "to-do" items. The phrase takes its name from the

historical process of punching a hole in the margin of the document, next to one of the items

on the list. This indicated that the work was completed for that particular construction task.

Project Closer Report

Closing a project is not as easy it seem. You need to 1stensure that the project closer criteria

have been fully satisfied and that there are no outstanding items remaining you then need to

identify a release plan for the project deliverables, documentation, supplier contracts and

resources. Finally, you will want to initiate a communication plan to inform all project

stakeholders that the project has now been closed. Each of these activities and many more are

described in this Project Closure Report


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Project appraisal

Project appraisal is a generic term that refers to the process of assessing, in a structured way,

the case for proceeding with a project or proposal. In short, project appraisal is the effort of

calculating a project's viability. It often involves comparing various options, using economic

appraisal or some other decision analysis technique.

Type of project appraisalEconomic and Financial appraisal

The economic and financial appraisal of a project should not be confused simply with the

application of a complex financial model and the calculation of discounted costs and values.Instead, it is an integrated process that informs decision-making and should, if applied

correctly, properly support the business of government.

Economical appraisal

Evaluates from a local perspective taking a more detailed view of costs. Depreciation Sunk costs Redundancy Repayment of grants Transfer payments Financial transactions External funding A better view of affordability


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Task-02

2.1 Different Types of Organizational Structure

Organizations are set up in specific ways to accomplish different goals, and the structure of

an organization can help or hinder its progress toward accomplishing these goals.

Organizations large and small can achieve higher sales and other profit by properly matching

their needs with the structure they use to operate. There are three main types of organizational

structure: functional, divisional and matrix structure.

Functional Structure

Functional structure is set up so that each portion of the organization is grouped according toits purpose. In this type of organization, for example, there may be a marketing department, a

sales department and a production department. The functional structure works very well for

small businesses in which each department can rely on the talent and knowledge of its

workers and support itself. However, one of the drawbacks to a functional structure is that the

coordination and communication between departments can be restricted by the organizational

boundaries of having the various departments working separately.

Divisional Structure

Divisional structure typically is used in larger companies that operate in a wide geographic

area or that have separate smaller organizations within the umbrella group to cover different

types of products or market areas. For example, the now-defunct Tecumseh Products

Company was organized divisionally--with a small engine division, a compressor division, a

parts division and divisions for each geographic area to handle specific needs. The benefit of

this structure is that needs can be met more rapidly and more specifically; however,communication is inhibited because employees in different divisions are not working

together. Divisional structure is costly because of its size and scope. Small businesses can use

a divisional structure on a smaller scale, having different offices in different parts of the city,

for example, or assigning different sales teams to handle different geographic areas.


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Matrix

The third main type of organizational structure, called the matrix structure, is a hybrid of

divisional and functional structure. Typically used in large multinational companies, the

matrix structure allows for the benefits of functional and divisional structures to exist in one

organization. This can create power struggles because most areas of the company will have a

dual management--a functional manager and a product or divisional manager working at the

same level and covering some of the same managerial territory.

2.1.1 The Need for Organizational Structures

Organizations need structuring so that lines of authority along with individual duties and

responsibilities can be understood by every company member. There are, however, additional

Ways that these structures optimize the operation. Some of the more important ones, as

offered by OrgPlus, a consulting firm that deals with the complexities of organizational

structuring and chart creation, include:

Turning groups of individuals into teams and getting everyone pointed in the same direction.

Helping to orient new employees to the company and supplying them with career andsuccession plans.

Understanding the complex nature of the structures and helping to simplifyrelationships.

Empowering people to understand the strategic vision of the company by definingdependencies and relationships.

Once the different company leadership, divisions, departments, and other components needed

to efficiently run the organization have been identified, they must be laid out in chart form.


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2.1.2 Project Organizational structure

A Company car is updating its sales system rules and policies designed to provide a structurewhere various work roles and responsibilities are delegated, controlled and coordinated.

Organizational structure also determines how information flows from level to level within the

company. In a centralized structure, decisions flow from the top down. In a decentralized

structure, the decisions are made at various different levels.

The responsibilities of the project board are to direct the project and make sure that

everything is proceeding according to the plan. It is the project managers responsibilities to

run the project on a day to day basis and ensure that the objectives and milestones are met on

time and within budget. The project manager must consider scope, time and cost to make the

project successful.

Project manager

IT managerSales director Personal assistant

Senior sales manager Analyst programmer

Employee


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2.2 Roles and Responsibilities of Project

Project Manager

Role

The person responsible for developing, in conjunction with the Project Sponsor (Company), a

definition of the project. The Project Manager then ensures that the project is delivered on

time, to budget and to the required quality standard (within agreed specifications). He/she

ensures the project is effectively resourced and manages relationships with a wide range of

groups (including all project contributors). The Project Manager is also responsible for

managing the work of consultants, allocating and utilizing resources in an efficient manner

and maintaining a co-operative, motivated and successful team.

Responsibilities

Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including:

Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget.

Liaison with, and updates progress to, project steering board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to ensure the project meets business needs. Definition and management of the User Acceptance Testing programmed. Identifying user training needs and devising and managing user training programmers.


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Top Management

Top management commitment is essential to project success because it influences acceptance

or resistance from others on the project allocating necessary resources, giving the project

manager adequate authority and influence and backing the project manager in times of crisis.

In successful project, the project manager is confident about top managements support and

satisfied with the levels of responsibility and authority conferred to him.One top management shows commitment by appointment a project sponsor to agers, and top

management to expedite responses to potential problems. She is involved from the early

planning stages and ensures that company and project management values are incorporated

into project plans.

IT manager

Role

Management and support of the IT system environments

Responsibilities

Management and support of the various environments. Network operating systems management and support. Database management and support. Back-up and disaster recovery measures. Contributing to technical strategy, policy and procedure. Development and operation of technical testing programmers.Production of technical documentation to agreed quality standards.


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Analyst Programmer

Role

To work with the Project Manager on defining and executing development requirements.

Responsibilities

Working with the Project Manager on definition of development requirements andpriorities.

Data Migration. Interfaces with other systems. Reporting configuration and deployment. Set up and maintenance of security rights and access permissions. Contributing to technical strategy, policy and procedure. Development and operation of technical testing programmers. Production of technical documentation to agreed quality standards. Reporting on progress/issues to management and users.


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Senior Sales Manager

Role

The person responsible for managing supplier-side input to the project.

Responsibilities

Ensures that mandatory supplier requirements are met. Manages the production and approval of the supplier side of the budget. Makes effective use of supplier resources within the approved budget. Tracks performance of consultants and takes appropriate action. Proactively develops a collaborative relationship with the organization to Project

Steering Board level.

Ensures that there are clear communication paths within the project team and theorganization and supplier.

Acts as main point of contact between the supplier and the organization. Produces and monitors financial reports including entry and maintenance of all actual

time and expense against the master plan.

Day to day management of supplier staff assigned to the project. Quality Assures the work of supplier staff assigned to the project. Encourages the transfer of product knowledge and skills to the appropriate staff

within the organization.


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Project Team Members

Role

The staff who actively work on the project, at some stage, during the lifetime of the project.

Some may have a specific role for example, the Team might include a Project

Administrator (see below).

Responsibilities

Team member roles will vary depending on the type of project. Typically they might be to:

Provide functional expertise in an administrative process Work with users to ensure the project meets business needs Documentation and analysis of current and future processes/systems Identification and mapping of information needs Defining requirements for reporting and interfacing User training

Project Group/Board

Role

This group, normally containing management grade personnel, is responsible for overseeing

the progress of the project and reacting to any strategic problems. The group is optional, as

the sales director-Manager relationship may be seen as the best means of control, but is

usually required in large projects which cross functional boundaries.

Responsibilities

Championing the project and raising awareness at senior level. Approving strategies, implementation plan, project scope and milestones. Resolving strategic and policy issues. Driving and managing change through the organization. Prioritizing project goals with other ongoing projects. Communicating with other key organizational representatives.


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2.3 Project leadership styles

Introduction

Different styles were needed for different situations and each leader needed to know when to

exhibit a particular approach

Leadership strategies define every leader's personal leadership style

May adopt some of these in achieving the organization's goals and objectives

Basic leadership styles are

Authoritative Style

This style is used when the project manager shares their vision with the team, but allows

them to use their various talents to come up with a collaborative solution. By valuing each

team member's contribution, the leader is motivating the team. It is important that the leader

is respected for his/her knowledge so that others feel honored to be part of the effort. A real

life example of this would be Steve Jobs. Apple Computers hires very talented people who

are eager to make his vision come to life. One would assume that they take a great sense of

pride in their innovations.

Democratic Style

The democratic style is employed when everyone has a say. While this style may cause the

planning and execution stages to be time consuming, morale is usually high. Also, if there is

no true hierarchy, there can be constant disagreement where there is no true resolution in

sight. An example of this would be a committee without a Chair.


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The democratic leader

Develops plans to help staff evaluate their own performance

Allows staff to establish goals

Encourages staff to grow on the job and be promoted

Recognizes and encourages achievement

Not always appropriate

Most successful when used with highly skilled or experienced staff or when implementing

operational changes or resolving individual or group problems

Laissez-Faire Leadership Style

Also known as the hands-off style. The manager provides little or no direction and gives

staff as much freedom as possible. All authority or power given to the staff and they

determine goals, make decisions, and resolve problems on their own.

An effective style to use

Staff highly skilled, experienced, and educated

Staff has pride in their work and the driveto do it successfully on their own

Outside experts, such as staff specialists orconsultants used

Staff trustworthy and experienced


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Conclusion

Varying Leadership Style

Three factors that influence which leadership style to use.

1. The managers personal background: What personality, knowledge, values, ethics,and experiences does the manager have? What does he or she think will work?

2. Staff being supervised: Staff individuals with different personalities and backgrounds;the leadership style used will vary depending upon the individual staff and what he or

she will respond best to

3. The organization: The traditions, values, philosophy, and concerns of the organizationinfluence how a manager acts

Determining the Best

Leadership Style

Should leaders be more task or relationship (Customer) oriented Leaders have a dominant style, one they use in a wide variety of situations No one best style - leaders must adjust their leadership style to the situation as well as

to the people being led

Many different aspects to being a great leader - a role requiring one to play manydifferent leadership styles to be successful


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Project Control and Coordination

Control a Project

Having a project management plan will not always ensure having effective project control.Without a control process the project manager will often resort to an improper use of

institutional authority to embarrass, or intimidate a project member whose performance is

unsatisfactory. As a result the project member will learn to prevent disclosure of any

problems. This then creates another problem in that the project manager is not being made

fully aware of deviations from the project plan.

Figure: 1.1

Project Coordination

Project coordination generally refers to planning and managing multiple tasks

simultaneously. Coordination is essential for a business that deals with two or more related

projects. Projects vary based on business objectives but may include launching a new product

or expanding services into new areas.

A project coordinator often holds different roles and responsibilities, depending on the

industry, business size, and project goal. For example, corporations might designate separate

project coordinators to handle domestic and international affairs; whereas, small businesses

might weave basic project coordination duties into a management role. Project coordinatorscan serve as decision makers or assistants to lead managers.


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2.4 The Project Team Roles

There are many groups of people involved in both the project and project management

lifecycles.

The Project Team is the group responsible for planning and executing the project. It consists

of a Project Manager and a variable number of Project Team members, who are brought in to

deliver their tasks according to the project schedule.

The Organization

The organization whose personnel are most directly involved in doing the work of the

project. This organization usually provides sponsorship for the project.

Project Sponsor

The Project Sponsor and/or Project Director is a manager with demonstrable interest in the

outcome of the project who is responsible for securing spending authority and resources for

the project. The Project Sponsor acts as a vocal and visible champion, legitimizes the

projects goals and objectives, keeps abreast of major project activities, and is a decision-

maker for the project. The Project Sponsor will participate in and/or lead project initiation;

the development of the Project Charter. He or she will participate in project planning (high

level) and the development of the Project Initiation Plan. The Project Sponsor provides

support for the Project Manager; assists with major issues, problems, and policy conflicts;

removes obstacles; is active in planning the scope; approves scope changes; signs off on

major deliverables; and signs off on approvals to proceed to each succeeding project phase.

The Project Sponsor generally chairs the steering committee on large projects. The Project

Sponsor may elect to delegate any of the above responsibilities to other personnel either on or

outside the Project Team


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The project champion

Quite often a project requires high-level sponsorship from either a vice president or even

from the company president himself/herself. Unfortunately, senior ranks do not always have

the time to carry out all the duties that being a project sponsor needs. Here, it is best if they

delegate the role and name someone else the sponsor. Half-hearted sponsorship can be very

de-motivating for the team and may even lead to the failure of the project. Alternatively,

another manager may be assigned to act on their behalf. This person is often a project

champion who is committed to the benefits as the sponsor himself. In all practical terms, the

project champion acts on a day-to-day basis as the project sponsor, only referring decisions

upwards as required.

The project board

A project board usually required for projects that span a number of functional boundaries

and/or where the benefits are directed to more than one market segment or function. If no

project board is required, role can be undertaken by a program board or management team. A

program board has accountability for a set of closely aligned projects. Unfortunately, bodies

such as project boards are often ineffective, adding little value to the project. It is the project

sponsors responsibility as chair of the group to keep group members focused on the key

aspects of the project where their experience can be used to best effect.

To monitor the project progress and ensure that the interests of you company are best served.

To provide a forum for taking strategic, cross-functional decision.

Removing obstacles, and for resolving issues.

A project board is often called a steering group, or steering board.


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Project Manager

The Project Manager is the person responsible for ensuring that the Project Team completes

the project. The Project Manager develops the Project Plan with the team and manages the

teams performance of project tasks. It is also the responsibility of the Project Manager to

secure acceptance and approval of deliverables from the Project Sponsor and Stakeholders.

The Project Manager is responsible for communication, including status reporting, risk

management, escalation of issues that cannot be resolved in the team, and, in general, making

sure the project is delivered in budget, on schedule, and within scope.

Project Team Members

The Project Team Members are responsible for executing tasks and producing deliverables as

outlined in the Project Plan and directed by the Project Manager, at whatever level of effort

or participation has been defined for them. On larger projects, some Project Team members

may serve as Team Leads, providing task and technical leadership, and sometimes

maintaining a portion of the project plan.

Project Terms often comprise Two Parts.

The core team- those members who are full time on the project and report directly to the

project managers. A core team size of six to ten people is about right.

The Extended Team- those members who report to the core team and who may be part or

full time

Ti is essential that each members of staff working on you project has clearly defined.

Role and reporting line to the project manager when working on the project. Scope of work and list of deliverables. Level of authority


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Project Coach

The project coach or facilitator is accountable for supporting the project manager, project

sponsor and project board. This may be by pure coaching or by giving advice, facilitation,

and guidance on project management both approaches will help project terms, both

experienced and inexperienced, to perform beyond their own expectation. It is a role which is

found infrequently but one which can prove extremely effective. Remember, in many

business-oriented projects, the participants are likely not to be fully trained and capable

project managers. They may need to have someone who can give them the confidence to

work in a way that may be alien to them.

Stakeholders

Stakeholders are all those groups, units, individuals, or organizations, internal or external to

our organization, which are impacted by, or can impact, the outcomes of the project. This

includes the Project Team, Sponsors, Steering Committee, Customers, and Customer co-

workers who will be affected by the change in Customer work practices due to the new

product or service; Customer managers affected by modified workflows or logistics;

Customer correspondents affected by the quantity or quality of newly available information;

and other similarly affected groups.

Communication plan

Stakeholders Document name Document format Due

Sales directorMonthly sales

reportHard copy Monthly

Analyst programmerAnalysis Report Soft copy Weekly

IT managerSystem design Soft copy Weekly

Project manager Project progress


Personal assistant Monthly status



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Plan and specify human recourses and requirements for the project

Project Human Resource Management includes the processes that organize and manage the

project team. The project team is comprised of the people who have assigned roles and

responsibilities for completing the project. While it is common to speak of roles and

responsibilities being assigned, team members should be involved in much of the projects

planning and decision-making. Early involvement of team members adds expertise during the

planning process and strengthens commitment to the project. The type and number of project

team members can often change as the project progresses. Project team members can be

referred to as the projects staff.

The project management team is a subset of the project team and is responsible for project

management activities such as planning, controlling, and closing. This group can be called

the core, executive, or leadership team. For smaller projects, the project management

responsibilities can be shared by the entire team or administered solely by the project

manager. The project sponsor works with the project management team, typically assisting

with matters such as project funding, clarifying scope questions, and influencing others in

order to benefit the project.

Inputs to resource planning

The WBS identifies the project elements that will need resources. It is therefore theprimary input to resource planning

Historical information as to what types of resources were required for similar work on

previous projects is valuable input. In many instances there are industry standards

available that you can consult

The scope statement contains the project justification and the project objectives whichshould be considered

A resource pool description is another useful input. It constitutes knowledge of whatresources (people, equipment and material) are potentially available


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Human resource planning

We use a responsibility assignment matrix to allocate roles and responsibilities. The WBS is

the primary document for doing this. List the project activities on the left-hand side of the

matrix and role-players on top of the matrix. List a brief description of the work to be done in

the matrix cells. After completion of the RAM you will know exactly who will do what on

the project and what their respective roles are. If it is a large project you can then draw up an

organization chart for the project

Project Human Resource Management Overview

Project Human

Resource Management

Organizational Planning

1.Inputs

Project interfaces

Staffing RequirementsConstraints

2. Tools and Techniques

Templates

Human resource practices

Organizational Theory

Stakeholder analysis

3. Outputs

Role and Responsibility

assignment

Staffing management plan

Organization chart

Supporting detail

Staff Acquisition

1.Inputs

Staffing management plan

Staffing pool descriptionRecruitment practices


NegotiationsPre-assignments

Procurement

3. Outputs

Project staff assignedProject team directory

Team Development

1. Inputs

1. Project staff

2. Project plan3. Staffing management plan4. Performance reports

5. External feedback


1.Team-building activities2. General management skills

3. Reward and recognition

systems

4. Collocation

5.Training

3. Outputs

1. Performance improvements.2 Input to performance

appraisals

Figure: 2.3.1


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Benefits of human resource planning

In preparing a human resource plan, management can coordinate and integrate all the

organizations HRM activities, avoiding duplication of effort and eliminating unnecessary

waste. Specific advantages to HRP include the following:

1. The organization will be ready to adapt future HRM activities to meet changingcircumstances.

2. Careful consideration of likely future events might lead to the discovery of bettermeans for managing human resources. Foreseeable pitfalls might be avoided.

3. Measures to influence future events can be initiated by the organization itself.4. Decisions concerning future HRM activities can be taken in advance, unhurriedly,

using all the data available options. This avoids decision making in crisis situations

with management unable to study all relevant issues judiciously and at length.

5. Planning farceuse the organization to assess critically the feasibility of its HRMobjectives.

6. Labor shortfalls and surpluses may be able to be avoided.


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Task-03

3.1 Project Plan

A Project Plan sets out the phases, activities and tasks needed to deliver a project. The

timeframes required delivering the project, along with the resources and milestones are also

shown in the Project Plan. Using this Project Plan Template, we can quickly and easily create

a comprehensive Project Management Plan for your project, as it already lists the commonly

used tasks needed to complete projects from start to finish.

We use a Project Plan Template

A Project Plan Template is filled in every time you wish to embark on a new project. A

summarized Project Plan is usually created early in the life cycle, with a detailed Project Plan

being created later the planning phase. The Project Plan is referred to constantly throughout

the project. Every day, the Project Manager will review actual progress against that stated in

the Project Plan, to ensure they are still on track. The Project Plan is therefore the most

critical tool a Manager can have to successfully deliver projects.

Types of Plan

Exploratory Plans

These often begin with a conversation and some, what ifs. A creative developer has an idea

for a potentially useful software tool or an alternate approach to solving a vexing problem.

What makes these thought exercises a project that requires planning is the need for resources.

It is one thing to have an idea. However to try it out and test its utility, someone has to

approve the objective and the allocation of hardware and human resources. Even exploratory

projects need a statement of the problem, a sequence of steps, a schedule and a method to

evaluate outcomes.


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Agile Development Plans

We discussed Agile Development methodology in Project Management and the

Agility Factor as a style of project development that focuses on short iterations of feature

development. Kent McDonald, writing for Project Connections, suggests that a Project Plan

for Agile Development would only cover a period of two to four weeks. During those

iterations, all of the necessary work to take features from an idea to a working product is

completed.

Traditional Waterfall Plans

When waterfall development method is used on a project, the project management plan

covers the life cycle of the project in discrete steps beginning with requirements analysis

followed by design, implementation, test and maintenance. Because plans developed for

waterfall method projects may cover months or even years of activity, these plans are more

likely to require re-planning driven by external events.

Characteristics of a Good Project Management Plan

Here are a few tips to help you make a better project plan:

Clearly defines the scope of the project Show dependencies between tasks as part of risk management Comprehend resource loading and realistic levels of effort Reflect awareness of project risks and allow time to understand and mitigate them Accompany the plan with a communication plan that explains goals, tasks, schedule

and performance information with key stakeholders

Include qualitative measurement of deliverables tied to project requirements (Focusedon outcomes and not just widgets)

Help developers, team leaders and users understand the project and their role in itssuccess

Make sure the plan is sized appropriate to the scope and size of the project (Not toobig, not too smallbut just right)


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Gantt chart

We cant stop the time but we can plan the time to do all activities in a project if one day

missed in a project it will seriously damage the entire project. Time is very important to a

project so entire project depends on the project planning process.

Gantt chart helps to plan the time by providing a standard format for showing all the activities

and the time that will take to complete a task.

It also shows the starting and finishing dates of activities. This tool includes all the activities

in the WBS. Software like Microsoft project will help to draw a grant chart easily.

Task Name uration Start 10 Dec 12 30 Jan 30

S M T W T F S S M T T F S

1 Start Project 1 10/Dec/12

2 Prepare Documentation 1 Week

3 Feasibility Study 1 Day

4 Identify Problem 5 Days5 Understand and Analysis Problem 3 Days

6 Estimate Project Cost 5 Days

7 Propose Solution 3 Days

8 Task Scheduling 1 Day?

9 Requirements Specification 2 day?

10 Prepare Use Case Diagram 6 Days

11 System Design 1 Day?

12 Design New system 6 Days

13 Design Test Plan 14Hr

14 Coding & Testing 2 Week

15 Unit Testing 2 week

16 System Testing 1 Day?

17 Hardware & System Testing 2 Days

18 Acceptance Testing 2 Days

19 Prepare Documentation 5 Days

20 Deliverable to Project Manager 30/Jan/12


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Introduction to Project Cost Control

Almost all the projects needs to be guided right through out, in order to receive the required

and expected output at the end of the project. It is the team that is responsible for the project

and most importantly the project manager that need to be able to carry out effective

controlling of the costs. There are however several techniques that can be used for this

purpose.

In addition to the project goals that the project manager has to oversee, the control of various

costs is also a very important task for any project. Project management would not be effective

at all if a project manger fails in this respect, as it would essentially determine whether or not

your organization would make a profit or loss.

Cost Control Techniques

Following are some of the valuable and essential techniques used for efficient project cost

control.

Planning the Project Budget

You would need to ideally make a budget at the beginning of the planning session with

regard to the project at hand. It is this budget that you would have to help you for all

payments that need to be made and costs that you will incur during the project life cycle. The

making of this budget therefore entails a lot of research and critical thinking.

Like any other budget, you would always have to leave room for adjustments as the costs

may not remain the same right through the period of the project. Adhering to the project

budget at all times is key to the profit from project.

Keeping a Track of Costs

Keeping track of all actual costs is also equally important as any other technique. Here, it is

best to prepare a budget that is time-based. This will help you keep track of the budget of a

project in each of its phases. The actual costs will have to be tracked against the periodic

targets that have been set out in the budget. These targets could be on a monthly or weekly

basis, or even yearly if the project will go on for long.


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This is much easier to work with rather than having one complete budget for the entire period

of the project. If any new work is required to be carried out, you would need to make

estimations for this and see if it can be accommodated with the final amount in the budget. If

not, you may have to work on necessary arrangements for 'Change Requests', where the client

will pay for the new work or the changes.

Effective Time Management

Another effective technique would be effective time management. Although this technique

does apply to various management areas, it is very important with regard to project cost

control.

The reason for this is that the cost of your project could keep rising if you are unable to meet

the project deadlines; the longer the project is dragged on for, the higher the costs incurred,

which effectively means that the budget will be exceeded.

The project manger would need to constantly remind his/her team of the important deadlines

of the project in order to ensure that work is completed on time.


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3.2 Performance Measurement

PM Solutions has developed a framework for measuring the performance of various in the

organizational practices to evaluate their effectiveness and demonstrate strategic business

impact. Measurement provides you with the information necessary to make intelligent

decisions about what you do. For example, you might want to understand the performance of

your project management processes, your project office, your training initiatives, or even

your overall strategies. PM Solutions will work with you to develop a measurement program

customized for your organization to accurately demonstrate performance results to key

stakeholders.

Measurement Readiness PlanningPM Solutions begins by working with your measurement initiative team to clearly identify

your objectives and goals. This includes a review of your organizational mission and

strategies, organizational structure, key business processes, current measurement systems,

data availability, and stakeholder values

Measures and Scorecard DevelopmentPM Solutions works with your team to prioritize and select the critical few measures basedon agreed-upon criteria that will form the basis of your measurement scorecard. These

measures flow from your organizational goals and objectives and are developed

collaboratively with the measurement team and stakeholders. In creating your scorecard of

vital measures, details such as the what, why, when, who, and how are also addressed. Once

developed, the scorecard is reviewed, refined, and validated by the team in preparation for

implementation.

Program ImplementationProgram implementation is an ongoing effort to execute the measurement program as

documented in the implementation plan. This begins with the preparation for the initial

collection-analysis-reporting cycle and continues through transition of ongoing program

execution responsibilities.


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Cost Performance Analysis

Cost performance analysis consists of techniques that can evaluate performance against

budget, analyze trends and attempt a prediction of the total final project costs.

Milestone Analysis

Milestone Analysis is one of the simpler methods which managers can use throughout the

project life cycle to compare the actual costs and progress experienced with the cost and

progress planned. The method is less effective and less detailed, but it has the merit of

needing a relatively modest amount of management effort to set up and maintain. It also

requires less sophisticated cost accounting than other methods, and can be used when project

schedules are not particularly detailed.

Budgeted cost of work scheduled (BCWS)

This is the budget or cost estimate for work scheduled to be complete at the measurement

date. It corresponds with the time-scaled budget.

Budgeted Cost of work preformed (BCWP)

This is the amount of the money or labor time that the amount of work actually performed at

the measurement date should have cost to be in line with the budget or cost estimate. It is

usually necessary to take into account work that is in progress in addition to tasks actually

performed.


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Project Weekly Report

Description

Use this weekly status report template for a specific project or for managing a general task.

You can add your previous week's accomplishments, your plans for next week, and issues

you have to deal with.

Project Weekly Report

Project:

Week Ending:

Distribution SponsorCar company sales system

Project Manager

Program Analyst

Prepared by

Milestones due

in the last week

Description Due Date % Complete

Interviews scheduled 100

Milestones due

in the next week

Description Due Date % Complete

Workshop complete

Phase Complete

0

0

Action Items

Due or Overdue

Nil

Action Items

ready Next

Week

Description Responsible Action Date

A review of the report will be

carried out by the QA department

prior to the report being presentedto the Sponsor

Confirm to the Sponsor that all

attendees are available

Comments Going to plan at present. We have prepared the questionnaire and

commenced the interviews. All key stakeholders have confirmed they will

be available. At this stage, the workshop is scheduled for Monday next

week.


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3.3 Project Change Control

Project change control is yet another vital technique. Change control systems are essential to

take into account any potential changes that could occur during the course of the project.

This is due to the fact that each change to the scope of the project will have an impact on the

deadlines of the deliverables, so the changes may increase project cost by increasing the

effort needed for the project.

Use of Earned Value

Similarly, in order to identify the value of the work that has been carried out thus far, it is

very helpful to use the accounting technique commonly known as 'Earned Value'.

This is particularly helpful for large projects, and will help you make any quick changes that

are absolutely essential for the success of the project.

Steps for Project Cost Control

It is advisable to constantly review the budget as well as the trends, and other financial

information. Providing reports on project financials at regular intervals will also help keep

track of the progress of the project.

This will ensure that overspending does not take place, as you would not want to find out

when it is too late. The earlier the problem is found, the more easily and quickly it could be

remedied.

All documents should also be provided at regular intervals to auditors, who would also be

able to point out to you any potential cost risks.

Conclusion

Simply coming up with a project budget is not adequate during your project planning

sessions. You and your team would have to keep a watchful eye on whether the costs remainclose to the figures in the initial budget.


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3.4 Project outcome

Project Spaces funding is based on an outcomes approach. This means that we are interested

in how your project will make a difference in your area and to the people who use it.

Outcome Important

We will assess your application based around your outcomes. For your project to be. We will

look at how your outcomes respond to an identified need, how likely it is that you will

achieve them and how well they fit in with the outcomes of our funding.

Discuss outcomes

You will need to think carefully about your goals, aims, effects and reasons for the project.

Think about what difference your project will make and who it will make a difference to.

You also need to think about how you will demonstrate the changes your project will make.

You may find it useful to answer the following questions when identifying your outcomes:

Who will benefit from the project?

How will the project benefit your target group?

What is the change your project will make?

WHO?

People who will benefit

from your project

HOW?

This should relate to a

change or a difference

WHAT?

What it is that is changing

For example:

Young people Older people Children

For example:

Improve Increase Reduce Develop Sustain

For example:

Knowledge Relationships Skills Environment Fear of using the site Experiences Access


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Measure outcomes

You will need to make sure you have plans in place to track and measure your outcomes. It

will be useful to have some baseline information about your site and the local community you

start your project. This will be your starting point and help you evidence the changes your

project is making. We will ask you how your project is progressing and achieving your

milestones through the life of the grant as part of our monitoring process.

Introduction recommendation

When it comes to any type of project, recommendation collection plays a key role.

Requirements collection not only important for the project, but it is also important for the

project management function.

For the project, understanding what the project will eventually deliver is critical for its

success. Through requirements, the project management can determine the end deliveries of

the project and how the end deliveries should address client's specific recommendation.

Although requirements collection looks quite straightforward, surprisingly, this is one of the

project phases where most of the projects start with the wrong foot. In general, majority of

the failed projects have failed due to the wrong or insufficient recommendations gathering

solutions. We will discuss on this in the following chart.

Following is charting an illustration indicating where the recommendation collection comes

in a project.


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Recommended solutions

Sources of Conflict Definitions Suggested Solutions

Conflict over project priorities Views of project participants

differ over sequence of

activities and tasks. Includes

goals incompatibility and

differences in long-term versus

short-term perspectives.

Develop a master plan

compatible with long-term

strategies.

Conflict over administration

Procedures

Conflicts over manag

mayu management of projects (1)

Documents