PPT content for PME for final year students

1. UNIT-3
Project Management

2. CONTENT
• Project management: meaning, scope &
importance, role of project manager;
• project life-cycle Project appraisal: Preparation
of a real time project feasibility report
containing Technical appraisal, Environmental
appraisal,
• Market appraisal (including market survey for
forecasting future demand and sales) and
Managerial appraisal.

3. Project
• A project is defined as a specific, finite set of activity that
produces an observable and measurable result under certain
preset requirements.
• A planned activity which is carried out to meet certain
objectives.
• A project is a temporary endeavor to create a unique product
or service
• Project is a great opportunity for organizations and individuals
to achieve their business and non-business objectives more
efficiently through implementing change.
• Projects help us make desired changes in an organized
manner and with reduced probability of failure.
• Projects differ from other types of work (e.g. process, task,
procedure).

4. Characteristics of a Project
• Planning is required.
• Predetermined time span.
• Non-routine tasks are involved.
• Work is carried out for someone other than
yourself.

5. Characteristics (cont.)
• Resources are constrained.
• Specific objectives / product should be the
outcome.
• It is large or complex.
• Several phases are involved.

6. Project identification
• Project identification is a process in the
initiating phase of project life cycle for
identifying a need, problem, or opportunity.
Once identified, a project is initially
documented objectively defining what was
identified.

8. Project Life Cycle
• A project is not a one shot activity. Even a shooting
star has a time and life span.
• Project lifecycle is spread over a period of time.
There is an unavoidable gestation period for the
complex of activities involved to attain the objectives
in view.
• This gestation period, however, varies from project
to project but it is possible to describe, in general
term, the time phasing of project planning activities
common to most projects.
• The principal stages in the life of a project are :

9. Project Life Cycle

10. Project scope
• Project scope can be defined as a part of project planning that
includes figuring out and documenting a detailed list of
deliverables or features that are to be involved in the
execution of the project.
• In other words, project scope is defining the goals of the
project and what needs to be done to achieve it.
• If you’ve ever worked on a project, there are good chances
that you’ve heard the term project scope quite a few times.
It’s probably the most decisive component of a successful
project management.

11. What is Project Scope?
• Scope refers to the detailed set of deliverables or features of a
project. These deliverables are derived from a project’s
requirements.
• PMBOKdefines Project Scope as the “The work that needs to
be accomplished to deliver a product, service, or result with
the specified features and functions.”
• Additionally, the scope of the project should have a tangible
objective for the organization that is undertaking the project.
This is integral for the scope of the project since it will play a
vital role in how project methodologies are applied to
complete it.

12. The project scope statement can include:
• Product scope
• Project scope
• List of deliverables
• Acceptance criteria
• Project exclusions
• Limitations
• Assumptions

13. Difference between Project and
Product scope
• Project scope refers to the work that must be done to deliver
a product (or service) successfully with the specified features
and functions. For example, if you’re supposed to develop a
software application, the project scope is the work that has to
be done to develop the software application with proper
functionalities.
• Product scope refers to the features and functions that are to
be included in a product. Simply put, it is what a customer
wants in a product or service. For example, if the product is a
smartphone, the product scope will be its screen size, battery
backup, memory, processor speed, etc.

14. Project Scope Management
• Project scope management refers to the set of processes
that ensure the scope of a project is accurately defined
and mapped. It must include all the essential project
information, not anything else in order to complete the
project on time.
• Project Scope Management refers to the set of processes
that ensure a project’s scope is accurately defined and
mapped.
• Scope Management techniques enable project managers
and supervisors to allocate the right amount of work
necessary to successfully complete a project—concerned
primarily with controlling what is and what is not part of
the project’s scope.

15. Project management
• Project management is the process of leading the
work of a team to achieve all project goals within
the given constraints.
• This information is usually described in project
documentation, created at the beginning of the
development process. The primary constraints
are scope, time, and budget.
• The secondary challenge is
to optimize the allocation of necessary inputs and
apply them to meet pre-defined objectives.

16. Objective of project management
• The objective of project management is to produce a
complete project which complies with the client's
objectives.
• In many cases the objective of project management is also
to shape or reform the client's brief to feasibly address the
client's objectives.
• Once the client's objectives are clearly established they
should influence all decisions made by other people
involved in the project – for example project managers,
designers, contractors and sub-contractors.
• Ill-defined or too tightly prescribed project management
objectives are detrimental to decision making.

17. Benefits of Project Management Approach
• Project management approach will help in handling complex,
costly and risky assignments by providing interdisciplinary
approach in handling the assignments. Example: R&D
organizations.
• Project management approaches help in handling
assignments in a specified time frame with definite start and
completion points .Example handling customer orders by
Industries involved in production of capital goods.
• Project management approaches provide task orientation to
personnel in an Organization in handling assignments.
Example: Organizations in IT sector handling software
development assignments for clients.

18. Project Management Life Cycle

19. 1.Initiation involves starting up the project, by
documenting a business case, feasibility study,
terms of reference, appointing the team and
setting up a Project Office.

20. 2. Planning involves setting out the roadmap for
the project by creating the following plans:
project plan, resource plan, financial plan,
quality plan, acceptance plan and
communications plan.

21. 3. Execution involves
building the deliverables
and controlling the project
delivery, scope, costs, quality,
risks and issues.

22. 4. Closure involves winding-down the project by
releasing staff, handing over deliverables to
the customer and completing a post
implementation review.

25. Deliverable
• A deliverable is a tangible or intangible good or service
produced as a result of a project that is intended to be
delivered to a customer (either internal or external). A
deliverable could be a report, a document, a software
product, a server upgrade or any other building block of an
overall project.
• A project deliverable is any output created as the result of
work done during a project. Defining, tracking, and managing
project deliverables is one of the most important
responsibilities of a project manager. In project management,
however, it means something more definite: a specific output
created as the result of work performed during the course of
a project.

26. TOOLS AND TECHNIQUES FOR PROJECT
MANAGEMENT
1. Project selection techniques
(a) Brain Storming
(b)Cost benefit analysis and
(c) Risk and sensitivity analysis
2. Project execution planning techniques
(a) Work breakdown structure (WBS)
(b) project execution plan (PEP)
(c) Project responsibility matrix and
(d) Project management manual

27. 3. Project scheduling and coordinating techniques
(a) Bar charts
(b) Life cycle curves
(c) Line of balance (LOB) and
(d) Networking techniques (PERT/CPM)
4. Project monitoring and progressing techniques
(a) Progress measurement technique (PROMPT)
(b) Performance monitoring technique (PERMIT) and
(c) Updating, reviewing and reporting technique (URT)

28. 5. Project cost and productivity control techniques
(a) Productivity budgeting techniques
(b) Value engineering (VE) and
(c) COST/WBS
• 6.Project communication and clean-up techniques
(a) Control room and
(b) Computerised information systems

29. Project Team
• The project team consists of people with assigned
roles and responsibilities for completing the project.
• Project team members have varied skill sets and they
may be assigned full or part-time.
• Team members may be on-site, or remote in which
case the project manager needs to know how to deal
with a virtual team.
• The team would have a mix of people so that all the
necessary skills, knowledge and understanding are
collectively within that team, subject to any further
specialized support that is needed.

31. Project Manager
• A good project manager delivers projects
within the deadline and budget set by the
clients, meeting or even exceeding the
expectations of the stakeholders.
• But what does it take to make a good project
manager great?
• Here are the top 10 qualities one must have to
become a successful project manager.

32. 1. Leadership
A great project manager will set the tone for the project and
provide a clear vision about its objectives for the team. A
sense of foresight helps as well: by anticipating potential
problems, you can have your team ready to solve them in the
blink of the eye. Enthusiasm and passion are crucial to ensure
that people follow you—nobody will do so if you’re sporting a
negative attitude.
2. Task delegation
Being a leader doesn’t mean that you need to think about every
tiny little detail of a project. Show your team members you
trust them and delegate tasks to them. Of course, you should
be able to judge your team members’ skills and assign the
tasks in accordance with their strengths.

33. 3. Communication
Good communication is not only about transmitting your vision
to your team, it’s also about maximising the efficiency of
meetings to make decisions and solve problems. People get
easily bored during long, unorganised gatherings. The same
goes for written communication: emails and reports are a
means of communication you use daily so you need to be able
to make most of them.
4. Empathy
As a team leader, you’ll need to be empathetic rather than
sympathetic. Sometimes the work of your team members
might be affected by the difficulties they experience in their
private lives. It’s important that your team stays focused on
the project and that each member remains productive even
when having personal troubles.

34. 5. Organisation
Good organisation is a key factor for creating a productive work
environment as well as solving problems under pressure.
Being well-organised helps to stay focused on the big picture
and to prioritise your own tasks and responsibilities.
6. Competence
Being on top of your projects entails a vast amount of industry
knowledge to be effective in what you do. Some knowledge
on the financial and legal side of your projects will not hurt
either. You need to be perceived as capable and competent by
your team. Mind you, it’s not about technical expertise: you’re
there to lead, which means encouraging, challenging and
inspiring the members of your team.

35. 7. Integrity
This word essentially means loyalty and honesty. You should be
able to gain the trust of your team, at the same time setting
the ethical tone on the projects and showing that you yourself
follow the rules you set for others. Projects must be
profitable, sure, but that doesn’t mean you’ll need to bend
your morality to do so. If you’re project manager material,
you’ll be able to come up with various solutions that will serve
your ends.
8. Problem solving
• You are the leader of the team, but that doesn’t mean you’ll
solve all the problems yourself. Great project managers work
with a team of experts or consultants and use their expertise
to tackle problems in most efficient ways.

36. 9. Collaboration
This is crucial—every great project manager knows how
important their team is. A grasp of team dynamics is essential
if you want your team to work smoothly on your projects.
When developing your team, keep this in mind: conflicts and
disagreements are bound to happen; as a leader, you’ll need
to be able to mediate them and make sure all you team
members work toward the same goal.
10. Team development
Delivering projects within the time and budget limit can be quite
stressful; it’s your job not to crumble under the pressure and
make sure none of your team members do. Good leaders
know that problems make up the fabric of life and are to be
expected: they will treat problems as events that could
possibly influence the project in a new way by providing a
different perspective on its future.

37. Project appraisal
• The project appraisal is the process of critical
examination and analysis of the proposal in totality.
• The appraisal goes beyond the analysis presented in
the feasibility report.
• At this stage, if required compilation of additional
information and further analysis of project
dimensions are undertaken.
• At the end of the process an appraisal note is
prepared for facilitating decision on the project
implementation.

38. • Project appraisal enables to take a decision on
investment with long term effects.
• During the appraisal stage, measurement of
costs and benefits are difficult as these are
spread over a long term with high degree of
uncertainty

40. Technical Appraisal
• It determines whether the technical parameters are soundly
conceived, realistic and technically feasible.
• Technical feasibility analysis is the systematic gathering and analysis
of the data pertaining to the technical inputs required and
formation of conclusion there from.
• The availability of the raw materials, equipment, hard/software,
power, sanitary and sewerage services, transportation facility,
skilled man power, engineering facilities, maintenance, local people
etc., depending on the type of project are coming under technical
analysis.
• This feasibility analysis is very important since its significance lies in
planning the exercises, documentation process, risk minimization
process and to get approval.

41. • Checklist for Technical Appraisal
• Physical scale
• Technology used & Type of equipments & Suitability
conditions
• How realistic is the implementation schedule
• Labour intensive method or others
• Cost estimates of Engineering Data
• Escalation are taken care of or not
• Procurement arrangement
• Cost of operation & Maintenance
• Necessary raw material & Inputs
• Potential impact of project on human & physical Environment

42. • Financial Appraisal
• To determine whether the financial costs and returns are properly
estimated and whether the project is financially viable. Following
minimum details are determined in the financial appraisal;
1. Total Cost
2. O & M Expenditure
3. Opportunity costs
4. Other costs
5. Returns on Investment over project life
6. NPV
7. CBR
8. IRR

43. • Institutional Appraisal
• To determine whether the implementing agencies as
identified in the report are capable for effective
implementation, monitoring, and evaluation of the
scheme.
• Managerial competence, integrity, knowledge of the
project, the promoters should have the knowledge and
ability to plan, implement and operate the entire project
effectively.
• The past record of the promoters is to be appraised to
clarify their ability in handling the projects. Checklist

44. checklist for Institutional Appraisal
• Whether the entity is properly organised do
the job
• Strength to use capability and take initiatives
to reach the objectives
• Openness to new ideas and willingness to
adopt long term approach to extend over
several projects

45. • Commercial Appraisal
• The demand and scope of the project among the
beneficiaries, customer friendly process and preferences,
future demand of the supply, effectiveness of the selling
arrangement, latest information availability on all areas,
government control measures, etc.
• The appraisal involves the assessment of the current
demand/market scenario, which enables the project to get
adequate demand.
• Estimation, distribution and advertisement scenario also to be
here considered into.

46. • Environmental Appraisal
• To see any detrimental environmental impacts
and how to minimise the impacts.
• Environmental appraisal concerns with the
impact of environment on the project. The
factors include the water, air, land, sound,
geographical location etc.

47. • Economic Appraisal
• How far the project contributes to the development
of the sector, industrial development, social
development, maximizing the growth of
employment, etc. are kept in view while evaluating
the economic feasibility of the project.
• Legal Appraisal
• To determine whether the project satisfies the legal
issues related to land acquisition, title deed,
environmental clearance etc.