Project Preparation and Management

1. Dr. P. P. Patel
Director of Extension
Education,
Directorate of Extension
Education
University Bhavan,
Anand Agricultural University,
ANAND-388110
Prepared by:
Dr. Arpita Sharma
Assistant Professor,
Directorate of Extension
Education
University Bhavan,
Anand Agricultural University,
ANAND-388110

2. A project refers to a specific undertaking or venture
that is to be carried out within an identified time frame.
Is a temporary endeavor designed to produce a unique
Product
Service
Result with a defined beginning
End undertaken to meet unique goals and objectives.

3.  Are efforts to achieve objectives.
 Have a start, a middle and an end.
 Different from operational activities.
 Core skills involved in project management including
identifying and agreeing on project objectives, scheduling and
estimating.
 In addition other issues such as managing risk, communication
and dealing with other people are key areas of importance.

4. Objectives of any project should be:
 S – Specific
 M – Measurable
 A – Agreed upon
 R – Realistic
 T – Time related

5. Cost
Quality Time
Organisational politics
Personal
Objectives
Business
Pressures
External and stakeholder issues

6. Project management is the discipline:
 Projecting or planning,
 Organizing,
 Motivating and controlling resources
 To achieve specific goals and meet specific
success criteria.

7.  To explain the main tasks undertaken by project managers.
 To introduce software project management and to describe its
distinctive characteristics.
 To discuss project planning and the planning process.
 To show how graphical schedule representations are used by
project management.
 To discuss the notion of risks and the risk management
process.

8. 1. Initiate the project
2. Identify the Project Manager
3. Develop the Project Charter
4. Conduct a Feasibility Study
5. Define Planning Phase
6. Sign off on the Project Charter

10. 1. Organize and staff the project.
2. Develop a Project Plan.
3. Sign off on the Project Plan.

11.  Execute the Project Plan
 Manage the Project Plan
 Implement the project’s results
 Sign off on project’s completion

12.  Document the lessons learned during the project.
 After-implementation review.
 Provide performance feedback.
 Close-out contracts.
 Complete administrative close-out.
 Deliver project completion report.

13.  Proposal writing.
 Project planning and scheduling.
 Project costing.
 Project monitoring and reviews.
 Personnel selection and evaluation.
 Report writing and presentations.

15.  Probably the most time-consuming project
management activity.
 Continuous activity from initial concept through
to system delivery.
 Plans must be regularly revised as new information
becomes available.
 Various different types of plan may be developed to
support the main software project plan that is
concerned with schedule and budget.

16. Establish the project constraints.
Make initial assessments of the project parameters.
Define project milestones and deliverables.
While project has not been completed or cancelled loop
1. Draw up project schedule.
2. Initiate activities according to schedule.
3. Wait ( for a while )
4. Review project progress.
5. Revise estimates of project parameters.
6. Update the project schedule.
7. Re-negotiate project constraints.

17. The project plan sets out:
◦ The resources available to the project;
◦ The work breakdown;
◦ A schedule for the work.

18.  Introduction.
 Project organisation.
 Risk analysis.
 Hardware and software resource requirements.
 Work breakdown.
 Project schedule.
 Monitoring and reporting mechanisms.

19.  Split project into tasks and estimate time and resources
required to complete each task.
 Organize tasks concurrently to make optimal
use of workforce.
 Minimize task dependencies to avoid delays
caused by one task waiting for another to complete.
 Dependent on project managers intuition and
experience.

20. Estimate resources
for activities
Identify activity
dependencies
Identify
activities
Allocate people
to activities
Software
requirements
Activity charts
and bar char ts
Create project
char ts

21.  Graphical notations used to illustrate the project
schedule.
 Show project breakdown into tasks.
 Tasks should not be too small.
 They should take about a week or two.
 Activity charts show task dependencies and the the
critical path.
 Bar charts show schedule against calendar time.

22. 4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T1
T2
M1
T7
T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T11
M8
T12
Star t
Finish

23. PERT – Performance Evaluation and Review
Technique
[1] Better for software-oriented projects.
[2] Uses 3 time estimates to determine most probable.
CPM – Critical Path Method
[1] Better for construction type projects.
[2] One time estimate.

25. • The modern approach to project management may be
traced back to the middle of the 20th
Century when the US
Navy’s special Projects Office was formed in 1957 to
support the nuclear submarine project.
• The PERT method (program evaluation and review
technique) was established to analyse the tasks involved
in completing a complex project.
• Is the identification of the critical path, that minimum
amount of time that the project will consume given the
various activities involved and how they relate to each
other.

26. 1 2
3
4
5
3 months
1 month 3 months
2 months
4 months 3 months
A
B C
E
D F

27.  CPM was developed as a joint venture between DuPont
Corporation and Remington Rand Corporation for managing
plant maintenance projects.
 Critical Path: Sequence of tasks that forms the longest
duration of the project
 Float
◦ Amount of time that an activity may be delayed from its
earliest possible start date without delaying the project
finish date
◦ Latest possible finish date – earliest possible start – duration
= total float

28.  CPM
A
B
C
D
E
F
G
H
I
J
K
1
2
3
4
5
6
7
6
4
3
5
1
4
2
6
5
3
5
0
6
9
13
19
18
23
23
18
20
13
9
6
0
ES
LF
Forwar
d
Backward

29.  PERT stands Program Evaluation and Review Technique.
 CPM stands for Critical Path Method.
 Is used to plan the scheduling of individual activities that make up a
project.
 Can be used to determine the earliest/latest start and finish times for
each activity, the entire project completion time and the slack time
for each activity.
 Are similar in their basic approach, they do differ in the way activity
times are estimated.
 Three times (optimistic, pessimistic and most likely times) are
combined to determine the expected activity completion time and its
variance.
 Thus, PERT is a probabilistic technique: it allows us to find the
probability of the entire project being completed by any given date.
 CPM is called a deterministic approach.
 It uses two time estimate, the normal time and the crash time, for
each activity..

30. 3. Gantt Chart

31. 31

32.  Is a deliverable oriented grouping of the work involved in a
project that defines the total scope of the project.
 Is a foundation document that provides the basis for planning
and managing project schedules, costs, resources, and
changes.
 Decomposition is subdividing project deliverables into smaller
pieces.

33. Breaks large project into manageable units:
◦ Total project
◦ Subprojects
◦ Milestones
◦ Major activities
◦ Work packages
Helps to:
Identify all work needing to be done.
Logically organize work so that is can be scheduled.
Assign work to team members.
Identify resources needed.
Communicate what has to be done.
Organize work using milestones.

34.  Guidelines: Some organizations, such as the DOD, provide
guidelines for preparing WBSs.
 Analogy approach: Review WBSs of similar projects and
tailor to your project.
 Top-down approach: Start with the largest items of the
project and break them down.
 Bottom-up approach: Start with the specific tasks and roll
them up.
 Mind-mapping approach: Write tasks in a non-linear,
branching format and then create the WBS structure.

35.  The primary challenge of project management is to
achieve all of the project goals and objectives while
honoring the preconceived constraints.
 The primary constraints are scope, time, quality and
budget.
 The secondary and more ambitious challenge is to
optimize the allocation of necessary inputs and
integrate them to meet pre-defined objectives.

36. Thanks