project mgmt final

8/2/2019 Project Mgmt Final

1/43

Concepts OfProjectManagementPresented by:

Sabrina Noronha

Mayuresh PatilLarissa MendesSudeep TateMichelle RemediousNaomi Rodricks


2/43

OverviewConcepts of a project

Categories of a project

Project life cycle phases

Project management concepts

Tools & techniques for project management

The project manager

Basic educationRoles & responsibilities

As a profession

Summary


3/43

Understanding A ProjectA physical asset variability in plantsAn objective with the on-goings during a

project

Project arises in a business setting fororganizations to grow for the sake ofsurvival

Ideas which are feasible technically,

economically, politically & sociallyacceptableA project lives between 2 cut-off points &

the time span is called as Project LifeCycle


4/43

Project IsA combination of human and non-

human resources pooled together in atemporary organization to achieve aspecific purpose

- Project Management Institute, U.S.A.


5/43

Project CharacteristicsA project is characterized as one big work

comprising of many small contribution ofpeople as well as process

No 2 projects are identical even if their lifecycles & phases are identical

Existence of a missionary zeal, unknownforce pushing forward people towards the

completionFeel of importance & contribution to a big

cause


6/43

Characteristic FeaturesObjective

Life span

Single entity

Team work

Life cycle

Uniqueness


7/43

Characteristic FeaturesChange

Successive principle

Made to order

Unity in diversity

High level of subcontracting

Risk & uncertainty


8/43

Project Family TreePlan

National/ Corporate plan with targets for growth.

Programme

Health programme, educationalprogramme, Science & Technology

Project Power Plants, schools, hospitals, Housing

Work package Water/Power supply & distribution Package

Task

Award of water supply contract, construction offoundation

Activity

Excavation, laying of cable, preparation ofdrawings & specifications


9/43

Categories OF a ProjectProject

National

IndustrialNon

Industrial

International


10/43

Normal Projects:

Adequate Time is allotted for implementation ofproject, requiring minimum capital, and no

quality compromiseCrash projects:

Additional capital costs are incurred to gaintime, minimum compromise in terms of Quality

Disaster Projects:

Time is money so no additional costs incurringare too big, the project needs to be done even

at failure level Quality, work is done 24*7


11/43

mich


12/43

Project Life Cycle PhasesConception

phase

Definitionphase

Planning &Organizing

phase

Implementation phase

ProjectClean upphase


13/43

Definition PhaseCement Plant: Raw materials

Plant size / capacity

Location & site

Technology / process selection

Project layout

Plant & Machinery

Electrical & instrumentation works

Civil engineering works

Utilities fuel, power & water

Manpower & organizational pattern

Financial analysis

Implementation schedule


14/43


phase

Definitionphase


phase




15/43

Planning & Organizing Phase Project infrastructure & enabling services

System design & basic engineering package

Organization & manpower

Schedules & budgets

Licensing & governmental clearances

Finance

Systems & procedure

Identification of project manager

Design basis, general conditions for purchase & contracts

Site preparation & investigations

Construction resource & materials

Work packaging


16/43


phase

Definitionphase


phase




17/43

Implementation Phase


18/43


phase

Definitionphase


phase




19/43

nai


20/43

Project Management ConceptsThe project management approach the

success of a project means: It must get completed

It must be completed within budget It must get completed within allocated time

It must performto satisfaction

For a project to be successful, it mustmeet these demands

The success however, can be achievedonly through people


21/43

Steps In Project ManagementProject management approach consists

of the following 5 steps:

Grouping work in packages Entrusting the entire project to a single

responsibility centre project manager

Supporting & servicing the projectinternally & externally

Building up commitment

Ensuring adherence to goals


22/43

Project Management v/sFunctional ManagementThe project management approach is

preferred to the functional managementapproach

This can be better appreciated, if weconsider the following 2 aspects of projectwork:

All work has inter-dependence & inter-relationshipwith others

The work & the inter-relationship are liable tochange


23/43

Structuring of responsibilities based onspecialization would not meet the basicrequirements of a project

The first need for fast work is grouping &

generalization of work & not extremespecialization & too much division of work

Then follows, the need for trade off-acceptinglesser than the best, in one or more areas, foran overall benefit

In the name of functional specialization, thetotality of work is often lost sight of

A work is done better if it is taken up as awhole & assigned to one responsibility centre


24/43

Project management, like functionalmanagement, will require getting thingsdone through people but, with a little

difference In project management, the work gets

done mostly through lateral & diagonalcontacts

The hierarchical protocol is almost non-existentMany may also not like to projectize their

outlook. i.e. look all the time at the future


25/43

lasa


26/43

Techniques in Project Management Project selection technique

Cost benefit analysis

Risk and sensitivity analysis

Project execution planning techniqueWork breakdown structure (WBS)Project responsibility matrix

Project management manual

Project scheduling and coordinating techniquesBar charts

Life cycle curves

Line of Balance (LOB)

Networking techniques (PERT/CPM)


27/43

Techniques in Project Management Project monitoring and progressing techniquesProgress measurement technique (PROMPT)Performance monitoring technique (PERMIT)Updating, reviewing and reporting technique

(URT) Project cost and productivity control techniquesProductivity budgeting techniqueValue engineering (VE)

COST/WBS Project communication and clean-uptechniquesControl roomComputerized information systems


28/43

Project Management TaskPerformance

Productivity

Time

Cost

Start of work Completion of work

Externalinfluenceson work

Externalinfluenceson work


29/43

Importance of ComputerisedProject ManagementProjects include a high degree of

volume, variety and complexity of

informationInformation flow is the key to success

Computers help in simplifying data

without compromising on accuracy


30/43

Important Aspects ofProject ManagementAll work is interdependent and inter-

related, therefore everyone must workhand-in-hand towards a group goal

Must be team spirit, resources need to bediverted to whoever needs it most

Flexibility in relationship and adaptability

to change is essential for survival

Computers can provide aid but ultimatelythings will depend on human wisdom


31/43

sab


32/43

Management System LoopInformation Network

Reports

Reports

Directions

Directions

Computer


33/43

Myths or Facts?! ?Success or failure of a project depends

on the project manager

Project managers are a special breed ofmanagers

In a project everything is unknown anduncertain

Those who are successful have adegree in project management


34/43

Roles and Responsibilities of aProject ManagerDefining and maintaining the integrity of

a project

Development of project execution plan

Organization for execution of the plan

Setting targets and development ofsystems and procedures

Negotiation for commitments

Direction, co-ordination and control of

project activities


35/43

Roles and Responsibilities of aProject ManagerContract management

Non-human resource managementincluding fiscal matters

Projecting and problem solving

Man management

Satisfaction of customer, Govt. and thepublic

Achievement of project objectives, cash

surplus and higher productivity


36/43

Owner

PM

TurnkeyContractor-1

PM

TurnkeyContractor-2

PM

TurnkeyContractor-3

PM

WP Contract1

PM

WP Contract2

PM

WP Contract3

PM

Roles and Responsibilities of aProject Manager


37/43

mayu


38/43

Basic Education for ProjectManagerBasic degree in Engineering

But engineers usually do notconsider the cost & time factor

Hence a special educationrelated to project management


39/43

Owner

PM

TurnkyContractor

1

PM

TurnkyContractor

3

PM

TurnkyContractor

2

PM

W.P.Contract 3

PM

W.P.Contract 2

PM

W.P.Contract 1

PM

Responsibility of a Project Manager


40/43

Roles & Responsibilities of ProjectManagerDefining & maintaining theintegrity of the project

Developing of projectexecution plan

Organization for execution ofthe plan

Setting of targets


41/43

Roles & Responsibilities of ProjectManagerNegotiation for commitments

Direction, coordination & control ofproject activities

Contract management

Non-human resource managementincluding fiscal matters


42/43

Roles & Responsibilities of ProjectManagerProjectising & problem-solving

Man management

Satisfaction of customer,

Government and the public

Achievement of project objectives,cash surplus & higher productivity


43/43

Projects aresuccessful due to thesynergy of allinvolved, not becauseof the energy of aSuperman

project mgmt final

Documents