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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
reportHard copy Monthly
Personal assistant Monthly status
reportHard copy Monthly
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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
2. Tools and Techniques
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
2. Tools and Techniques
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