Assignment -1

On

“Phases of Project”

Submitted To: Submitted By:

Prof. (Dr.) J P Saxena Pardeep Kapil (E38)

Amity Business School Ashish Singhal (G09)

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Learning Objective:

“To study different phases in completion of a project”

Introduction:

Project management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of specific project goals and objectives.  A project is a temporary endeavour, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet unique goals and objectives, usually to bring about beneficial change or added value. The primary challenge of project management is to achieve all of the project goals and objectives while honouring the preconceived project constraints.

Project Management TriangleLike any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost". These are also referred to as the "Project Management Triangle", where each side represents a constraint. One side of the triangle cannot be changed without affecting the others

The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result.

In a Project

With the increase in the scope of a project the time constraint as well as the budget constraint

increases

With the decrease in time constraint of a project cost increases whereas scope of the project

decreases.

With the decrease in budget for a project time to complete the project increases whereas the

scope of the project decreases

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Scope

Time

Budget

Quality

Challenge is to optimize the allocation and integration of inputs necessary to meet pre-defined

objectives.

There can be various approaches for completion of a project

The Traditional Approach

A traditional phased approach identifies a sequence of steps to be completed. In the "traditional

approach", we can distinguish 5 components of a project (4 stages plus control) in the development of

a project:

Project initiation stage;

Project planning or design stage;

Project execution or production stage;

Project monitoring and controlling systems;

Project completion

Critical Chain Project Management

Critical Chain Project Management (CCPM) is a method of planning and managing projects that puts

more emphasis on the resources (physical and human) needed in order to execute project tasks. It is an

application of the Theory of Constraints (TOC) to projects. The goal is to increase the rate of

throughput (or completion rates) of projects in an organization. Applying the first three of the five

focusing steps of TOC, the system constraint for all projects is identified as are the resources. To

exploit the constraint, tasks on the critical chain are given priority over all other activities. Finally,

projects are planned and managed to ensure that the resources are ready when the critical chain tasks

must start, subordinating all other resources to the critical chain.

Regardless of project type, the project plan should undergo Resource Levelling, and the longest

sequence of resource-constrained tasks should be identified as the critical chain. In multi-project

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environments, resource levelling should be performed across projects. However, it is often enough to

identify (or simply select) a single "drum" resource—a resource that acts as a constraint across

projects—and stagger projects based on the availability of that single resource.

Extreme Project Management

In critical studies of Project Management, it has been noted that several of these

fundamentally PERT-based models are not well suited for the multi-project company environment of

today. Most of them are aimed at very large-scale, one-time, non-routine projects, and nowadays all

kinds of management are expressed in terms of projects.

Using complex models for "projects" (or rather "tasks") spanning a few weeks has been proven to

cause unnecessary costs and low manoeuvrability in several cases. Instead, project management

experts try to identify different "lightweight" models, such as Agile Project Management methods

including Extreme Programming for software development and Scrum techniques.

The generalization of Extreme Programming to other kinds of projects is extreme project

management, which may be used in combination with the process modelling and management

principles of human interaction management.

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Event chain methodology

Event chain methodology is another method that complements critical path method and critical

chain project management methodologies.

Event chain methodology is an uncertainty modelling and schedule network analysis technique that is

focused on identifying and managing events and event chains that affect project schedules. Event

chain methodology helps to mitigate the negative impact of psychological heuristics and biases, as

well as to allow for easy modelling of uncertainties in the project schedules. Event chain methodology

is based on the following principles.

Probabilistic moment of risk: An activity (task) in most real life processes is not a continuous

uniform process. Tasks are affected by external events, which can occur at some point in the

middle of the task.

Event chains: Events can cause other events, which will create event chains. These event chains

can significantly affect the course of the project. Quantitative analysis is used to determine a

cumulative effect of these event chains on the project schedule.

Critical events or event chains: The single events or the event chains that have the most

potential to affect the projects are the “critical events” or “critical chains of events.” They can be

determined by the analysis.

Project tracking with events: Even if a project is partially completed and data about the project

duration, cost, and events occurred is available, it is still possible to refine information about

future potential events and helps to forecast future project performance.

Event chain visualization: Events and event chains can be visualized using event chain

diagrams on a Gantt chart.

PRINCE 2

PRINCE2 is a structured approach to project management, released in 1996 as a generic project

management method. It combined the original PROMPT methodology (which evolved into the

PRINCE methodology) with IBM's MITP (managing the implementation of the total project)

methodology. PRINCE2 provides a method for managing projects within a clearly defined

framework. PRINCE2 describes procedures to coordinate people and activities in a project, how to

design and supervise the project, and what to do if the project has to be adjusted if it does not develop

as planned.

In the method, each process is specified with its key inputs and outputs and with specific goals and

activities to be carried out. This allows for automatic control of any deviations from the plan. Divided

into manageable stages, the method enables an efficient control of resources. On the basis of close

monitoring, the project can be carried out in a controlled and organized way.

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PRINCE2 provides a common language for all participants in the project. The various management

roles and responsibilities involved in a project are fully described and are adaptable to suit the

complexity of the project and skills of the organization.

Process-based management

Also furthering the concept of project control is the incorporation of process-based management. This

area has been driven by the use of Maturity models such as the CMMI (Capability Maturity Model

Integration) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Estimation).

Agile Project Management approaches based on the principles of human interaction management are

founded on a process view of human collaboration. This contrasts sharply with the traditional

approach. In the agile software development or flexible product developmentapproach, the project is

seen as a series of relatively small tasks conceived and executed as the situation demands in an

adaptive manner, rather than as a completely pre-planned process

From the discussion above it is clear that Major phases of a project are:

Initiation

Planning or development

Production or execution

Monitoring and controlling

Closing

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Initiate

In this first project management phase, the preliminary work is done to clarify the problem or opportunity and how a solution would look. All interested parties (the project stakeholders) are consulted and the project scope – what is in and what is out – is clarified as well as initial costing and timelines.

I. State Problem/Opportunity.

II. Establish the project goal.

III. Define the project objectives.

IV. Identifying the success criteria.

V. List assumptions, risks, and obstacles.

Compiling all the steps mentioned above in plan Phase a Scoping Form is Prepared.

A sample for Project Scoping Form Can be given as below

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Initiate

Plan

Execute

Mo nitor ing &

C on tro ling

Closing

Plan

The key to a successful project is in the planning. Creating a project plan is the first thing you should do when undertaking any kind of project.

Often project planning is ignored in favour of getting on with the work. However, many people fail to realise the value of a project plan in saving time, money and many problems.

Here, more work is done to determine whether the proposed project will be of real benefit to the organization. If it is, the project is approved and more detailed planning starts. Business benefits, project objectives, requirements, governance, scope and project management methodology is agreed. The Project Manager draws up the detailed project schedule and task and budget allocations.

Step 1. Project Goals

A project is successful when the needs of the stakeholders have been met. A stakeholder

is anybody directly or indirectly impacted by the project.

As a first step it is important to identify the stakeholders in your project. It is not always

easy to identify the stakeholders of a project, particularly those impacted indirectly.

Examples of stakeholders are:

The project sponsor

The customer who receives the deliverables

The users of the project outputs

The project manager and project team

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Project Scoping Form

Project Name Project Manager Team Members

Problem / Opportunity (Why does this project?):

Project Goal:

Objectives (Specific, Measurable, Assignable), Duration? Cost?

Success Criteria (Outcomes):

Assumptions, Risks, Obstacles:

Once you understand who the stakeholders are, the next step is to establish their needs.

The best way to do this is by conducting stakeholder interviews. Take time during the

interviews to draw out the true needs that create real benefits. Often stakeholders will

talk about needs that aren't relevant and don't deliver benefits. These can be recorded

and set as a low priority.

The next step once you have conducted all the interviews and have a comprehensive list

of needs is to prioritise them. From the prioritised list create a set of goals that can be

easily measured. A technique for doing this is to review them against

the SMART principle. This way it will be easy to know when a goal has been achieved.

Once you have established a clear set of goals they should be recorded in the project

plan. It can be useful to also include the needs and expectations of your stakeholders.

This is the most difficult part of the planning process completed. It's time to move on and

look at the project deliverables.

SMART Principle:

SpecificMeasurableAssignableRealisticTime-related

Step 2: Project Deliverables:

Using the goals you have defined in step 1, create a list of things the project needs to deliver in order to meet those goals. Specify when and how each item must be delivered.

Add the deliverables to the project plan with an estimated delivery date. More accurate delivery dates will be established during the scheduling phase, which is next.

Step 3: Project Schedule:

Create a list of tasks that need to be carried out for each deliverable identified in step 2. For each task identify the following:

The amount of effort (hours or days) required to complete the task

The resource who will carryout the task

Once you have established the amount of effort for each task, you can workout the effort required for each deliverable and an accurate delivery date. Update your deliverables section with the more accurate delivery dates.

At this point in the planning you could choose to use a software package such as Microsoft  to create your project schedule. Alternatively use one of the many free templates available. Input all of the deliverables, tasks, durations and the resources who will complete each task.

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A common problem discovered at this point is when a project has an imposed delivery deadline from the sponsor that is not realistic based on your estimates. If you discover that this is the case you must contact the sponsor immediately. The options you have in this situation are:

Renegotiate the deadline (project delay)

Employ additional resources (increased cost)

Reduce the scope of the project (less delivered)

Use the project schedule to justify pursuing one of these options.

There are two ways to develop a schedule. One is to begin at the end and work back until you arrive at the beginning. The second method is to start at the beginning and work toward the end. Usually, it is easiest to start at the beginning.

There is a basic rule of scheduling—to diagram what is logically possible, then deal with resource limitations.

Small example to show work scheduling:

For a yard project, if no one is helping me, then there really can be no parallel paths in getting the job done i.e. two tasks cannot take place at the same time. On the other hand, if I can enlist help from the family or neighbourhood youth, then parallel paths are possible. The rule I suggest is that you go ahead and schedule as if it were possible to get help. This is especially important to remember in a work setting, or you will never get a schedule put together. You will be worrying about who will be available to do the work and end up in analysis paralysis.

The next step is to figure out how long it will take to do the job. Time estimates for each task are made by using history—remembering how long each activity has taken in the past. Remember, though, that the estimate is valid only for the individual who is going to do the task. If an adult, who is eighteen, does the lawn mowing using a push mower, it will probably take less time than if a child, who is only twelve, tackles the job.

The first step is to create a work breakdown table. The table will show the name of each task (usually each task is also given a letter code), the duration of the task and what events must be completed before the task can begin. The list of preceding tasks is only those that immediately precede an individual task, not a list of all the tasks that occurred earlier. As an example for the lawn case a work breakdown table would appear as follows:

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Work Breakdown StructureA work breakdown structure is an extremely valuable and important project management tool. It sets the foundation for the rest of the project planning.

There are three reasons to use a WBS in any projects.

The first is that is helps more accurately and specifically define and organise the scope of the total project. The most common way this is done is by using a hierarchical tree structure. Each level of this structure breaks the project deliverables or objectives down to more specific and measurable chunks.

The second reason for using a WBS in your projects is to help with assigning responsibilities, resource allocation, monitoring the project, and controlling the project. The WBS makes the deliverables more precise and concrete so that the project team knows exactly what has to be accomplished within each deliverable. This also allows for better estimating of cost, risk, and time because you can work from the smaller tasks back up to the level of the entire project.

Finally, it allows you double check all the deliverables' specifics with the stakeholders and make sure there is nothing missing or overlapping.

A Work Breakdown Structure for Delhi Metro Station at Dwarka Sec 21 taken as case study is attached.

Step 4: Supporting Plans

This section deals with plans you should create as part of the planning process. These can be included directly in the plan.

Human Resource Plan:

Identify by name the individuals and organisations with a leading role in the project. For each describe their roles and responsibilities on the project.

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Next, describe the number and type of people needed to carryout the project. For each resource detail start dates, estimated duration and the method you will use for obtaining them.

Create a single sheet containing this information.

Communications Plan

Create a document showing who needs to be kept informed about the project and how they will receive the information. The most common mechanism is a weekly/monthly progress report, describing how the project is performing, milestones achieved and work planned for the next period.

Risk Management Plan

Risk management is an important part of project management. Although often overlooked, it is important to identify as many risks to your project as possible and be prepared if something bad happens.

Here are some examples of common project risks:

Time and cost estimates too optimistic

Customer review and feedback cycle too slow

Unexpected budget cuts

Unclear roles and responsibilities

Stakeholder input is not sought or their needs are not properly understood

Stakeholders changing requirements after the project has started

Stakeholders adding new requirements after the project has started

Poor communication resulting in misunderstandings, quality problems and rework

Lack of resource commitment

Risks can be tracked using a simple risk log. Add each risk you have identified to your risk log and write down what you will do in the event it occurs and what you will do to prevent it from occurring. Review your risk log on a regular basis adding new risks as they occur during the life of the project. Remember, when risks are ignored they don't go away.

Execute

This is where the nuts and bolts work actually gets done. Project stakeholders are interviewed to ascertain the detailed requirements, possible solutions are discussed and one decided upon. Next, the solution is designed, built and finally implemented. Project management activities in this phase also include managing the project budget and schedule, reporting project progress, communicating with stakeholders and responding to project risks, issues and proposed changes.

The Project Execution Phase is the third phase in the project life cycle. In this phase, we build the physical project deliverables and present them to our customer for signoff. The Project Execution Phase is usually the longest phase in the project life cycle and it typically consumes the most energy and the most resources.

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To enable you to monitor and control the project during this phase, you will need to implement a range of management processes. These processes help you to manage time, cost, quality, change, risks and issues.

Some of the processes involved in a project execution phase are following

1. Perform Time management

2. Perform Cost management

3. Perform Quality management

4. Perform change management

5. Perform Risk management

6. Perform Issue management

7. Perform Procurement management

8. Perform Acceptance management

9. Perform Communication management

10. Perform Phase Review.

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Monitoring and Controlling

Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan.

Monitoring and Controlling includes:

Measuring the ongoing project activities ('where we are');

Monitoring the project variables (cost, effort, scope, etc.) against the project management plan

and the project performance baseline (where we should be);

Identify corrective actions to address issues and risks properly (How can we get on track again);

Influencing the factors that could circumvent integrated change control so only approved changes

are implemented

In multi-phase projects, the monitoring and controlling process also provides feedback between

project phases, in order to implement corrective or preventive actions to bring the project into

compliance with the project management plan.

Project Maintenance is an ongoing process, and it includes:

Continuing support of end users

Correction of errors

Updates of the software over time

In this stage, auditors should pay attention to how effectively and quickly user problems are resolved.

Over the course of any construction project, the work scope may change. Change is a normal and

expected part of the construction process. Changes can be the result of necessary design

modifications, differing site conditions, material availability, contractor-requested changes, value

engineering and impacts from third parties, to name a few. Beyond executing the change in the field,

the change normally needs to be documented to show what was actually constructed. This is referred

to as Change Management. Hence, the owner usually requires a final record to show all changes or,

more specifically, any change that modifies the tangible portions of the finished work. The record is

made on the contract documents – usually, but not necessarily limited to, the design drawings. The

end product of this effort is what the industry terms as-built drawings, or more simply, “as built.” The

requirement for providing them is a norm in construction contracts.

When changes are introduced to the project, the viability of the project has to be re-assessed. It is

important not to lose sight of the initial goals and targets of the projects. When the changes

accumulate, the forecasted result may not justify the original proposed investment in the project.

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Closing

Closing includes the formal acceptance of the project and the ending thereof. Administrative activities

include the archiving of the files and documenting lessons learned.

This phase consists of:

Project close: Finalize all activities across all of the process groups to formally close the project

or a project phase.

Contract closure: Complete and settle each contract (including the resolution of any open items)

and close each contract applicable to the project or project phase.

Before the celebrations can begin, there are a few final details that need to be attended to so the

project can be officially closed. That's the whole purpose of the final phase of the phases of project

management - Closing.

During this phase, project managers often depend on their project   management   software  to provide

detailed summary reports of everything from missed timelines to the amount of  money spent during

the project and how that information matches up with the original project plan.

These reports will be used for a number of purposes, including:

If you've done your legwork before and during the project and kept good records, the Closing phase

will probably be your shortest project phase. This assumes, of course, that you have obtained a

signature sign-off from the project stakeholders.

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The sign-off is probably the single most important closing document. Without a physical signature on

a document that clearly states the project has reached its completion date, your stakeholders are likely

to continue to keep your number on speed dial for a myriad of changes and "enhancements" you can't

even begin to predict. Getting sign-off on a formal closing document is a great way to put a stake in

the ground. This doesn't mean enhancements can't still be made, but if they didn't fall under the

original project scope, those enhancements are their own, unique project.

Summary

The various Phases of Project can be explained as under

First

Consider the phases of the project management process before you construct a plan. You'll know when it's time to move to the next phase when the parameters are clearly defined from the beginning. There are four main phases to any project that begin with the initiation phase, when you identify the problem or idea. Think about how the solution will work, what problems it will solve, how it will generate income or make the business run smoother. Consult with those managers and employees who will be affected by any changes the project may include. Get input from a wide range of sources as you narrow the mission of the project. Clarify some initial timelines and costs and create the project. 

Second

Plan the various steps that will be needed to reach the solution. Appoint a project manager at this point to provide input to the planning stage and write the project parameters. Write details of how the project will benefit the company and what the return on investment (ROI) will be for the business. Design the methodology that will be used to implement the plan, what resources will needed to complete the project and how it will ultimately benefit the company. Write a timeline and cost analysis that includes staff time, outsourcing requirements, equipment prices and any other budget necessities. Complete the schedule and identify the main players. 

Third

Design the solution and begin to execute the plan. Interview project participants and divide assignments among those who will assist in the project. Give them instructions and timelines as well as budget restraints. Set up reporting points and meet with the entire team to tweak assignments, check on progress and inform all the participants of the project's progression. Make changes as they are needed and keep the company leaders informed of the team's progress and the direction that the project has taken. Report any adjustments to company executives to make sure the plan is sticking within the parameters of the initial goals. 

Fourth

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Evaluate the final outcomes of each project participant and put together a final report. Determine the success of the project and how it achieved the goals of the company or where it fell short of desired outcomes. Analyze the process to find out what was learned during the project, which portions worked well and which plans should not be repeated. Check the final budget figures to see how close the initial projections were to the final tally. Find out if the project met the desired timelines and quality needs. Ask for reports from project participants to glean important feedback for future use. Write a closing report that shows how the project achieved the desired goals. 

Multiple Choice Questions on Phases of Project

Question 1 Work Breakdown Structure is a part of which phase of project?

Answer

1. Initiate

2. Plan

3. Execute

4. Closing

Question 2 Out of the following which is not a constraint for project

Answer

1. Time

2. Scope

3. Location

4. Budget

Question 3 With the decrease in Time constraint which of the following decreases?

Answer

1. Effort

2. Budget

3. Scope

4. Men power

Question 4. With the decrease in Budget which of the following increase?

Answer

1. Time

2. Scope

3. Safety

4. Monitoring & Control

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Question 5 which of the following project management approach is an application of Theory of

Constraints?

Answer

1. Critical Chain Project Management

2. Extreme Project Management

3. Event Chain Methodology

4. PRINCE 2

Question 6. Which of the following project management approach is well suited for Multi-Project

Company Environment?

Answer

1. Critical Chain Project Management

2. Extreme Project Management

3. Event Chain Methodology

4. PRINCE 2

Question 7 PRINCE 2 Approach of Project Management was released in

Answer

1. 1990

2. 1992

3. 1996

4. 1998

Question 8 Signature signoff is a part of which phase of project Management

Answer

1. Initiate

2. Plan

3. Execute

4. Closing

Question 9 which of the following Project Management approach combine PROMPT Methodology

and MITP Methodology?

Answer

1. Critical Chain Project Management

2. Extreme Project Management

3. Event Chain Methodology

4. PRINCE 2

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Question 10 Out of the following what is considered as the foundation for Planning?

Answer

1. WBS

2. CCPM

3. TOC

4. PRINCE

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