Project Implementation

1. Project Management
and
Execution Techniques
Presented By-
HARSHIT VERMA - AEE (E)
ARJUN S KUMAR - AEE (M)
ASISH JOHN - F&AO
BIKASHITA SHYAM- AEE (P)
ADITYA SINGH PALIWAL - GEOPHY. (W)
SHIVANGI BHARADWAJ – GEOPHY. (W)
BHANU SHARMA –HR EXECUTIVE
DATE:
14.12.2022

2. • What is a Project ? And Project vs
Operations
• Project Life cycle
• Project Management Process
• Project knowledge Areas
• Role of Project Manager and Team Building
• Methods of selecting Projects
TABLE OF CONTENTS

3. WHAT IS A PROJECT ?
• A Project is a temporary (Definite beginning and end
point) endeavour undertaken to create a unique product
or service.
• Aim of a project is to attain the objective and close the
project.

4. PROJECTS VERSUS
OPERATIONS
 Organizations perform work either by
Operations, or
Projects
 Shared characteristics of projects and operations
 Performed by people
 Constrained by limited resources
 Planned, executed and controlled
 Operations and projects differ in below ways –
 Projects are temporary and unique
 Operations are ongoing and repetitive

5. 5%
20%
60%
15%
Concept
Planning Execution/Control
Closing
Percentages and graph refer to the amount of Resources
PROJECT LIFE CYCLE
Project Life Cycle – Collection of various phases that are performed in
completing a project.
Project life cycle involves:
- What technical work should be done in each phase
- Who should be involved in each phase

6. Overlap of Process Groups within a Project Ph
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PROJECT LIFE CYCLE

7. PROJECT MANAGEMENT
PROCESSES

8. Initiating Process
• Authorizing the project
• Project initiation is the process wherein a suggestion or
idea is transformed into an actual project.

9. Planning
Planning consists of those processes performed to
establish the total scope of effort and develop the course of
action required to attain project objectives.
The planning processes develop the Project Management
Plan and the project documents that will be used to carry
out the project

10. Executing Process
• Project Plan Execution – Carrying out the plan by
performing the activities included therein.
• Team Development – developing individual and group
skills/competencies to enhance project performance.
• Information Distribution – making needed information
available to project stakeholders in timely manner.
• Solicitation- obtaining quotations, bids, offers or
proposals as appropriate.
• Source Selection – choosing from potential sellers
• Contract Administration – managing the relationship with
the seller.

11. Monitor and Control Project
 Comparing actual project performance against the project
management plan
 Assessing performance to determine whether any
corrective or preventive actions are indicated, and then
recommending those actions
 Analyzing, tracking, and monitoring project risks
 Monitoring implementation of approved changes when
and as they occur.

12. Close Project
The Close Project process involves performing the project
closure portion of the project management plan.
Administrative closure procedure: This procedure details all
the activities, interactions, and related roles and responsibilities of
the project team members and other stakeholders.
Contract closure procedure: Includes all activities and
interactions needed to settle and close any contract agreement
established for the project

13. PROJECT KNOWLEDGE AREAS
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Communications Management
7. Project Human Resource Management
8. Project Risk Management
9. Project Procurement Management
10.Project Stakeholders Management

14. PROJECT KNOWLEDGE AREAS
• Project Integration Management :Effective integration of the
processes required to accomplish project objectives
• Project Scope Management :Defines and controls what is and is
not included in the project
• Project Time Management :Includes processes required for the
timely completion of a project
• Project Cost Management:Planning, estimating, budgeting and
controlling costs to ensure the project can be completed within the
approved budget

15. • Project Quality Management:All activities that determine quality policies,
objectives and responsibilities for the project to satisfy the needs for which
it was undertaken
• Project Communications Management:Processes that organize and
manage the project team
• Project Human Resource Management: Activities to ensure project
information is timely and appropriately generated, collected, distributed,
stored, retrieved and disposed.
• Project Risk Management:“… the processes concerned with identifying,
analyzing, and responding to project risk. 15

16. • Project Procurement Management:Processes to purchase/acquire the
products, services or results needed to perform the project work
• Project Stakeholders Management: Activities to identify stakeholders
for analyzing their expectations & impact on the project and developing
appropriate strategies to effectively engage stakeholders in project
decision and execution
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17. ROLE OF PROJECT MANAGER
Process
Responsibilities
People
Responsibilities
• Project issues
• Disseminating project
information
• Mitigating project risk
• Quality
• Managing scope
• Managing the overall work
plan
• Implementing standard
processes
• Establishing leadership
skills
• Setting expectations
• Team building
• Communicator skills

18. ROLES OF PM
Manager
 oversees and manages the work and the employees
Facilitator
 ensures that all resources and work are available when needed
and that any problems are resolved
Communicator
 must effectively communicate with senior management, client,
project team, and other participants (vendors, dept. managers,
etc.) as needed (which is frequently)
Negotiator
 negotiate with senior mgmt. for more resources
 negotiate with functional manager to get a particular project team
member or to use a functional resource
 negotiate with vendor for shorter lead time and negotiate with
client about project goal changes

19. STAGES IN TEAM BUILDING
Forming
Storming
Norming
Performing

20. METHODS FOR SELECTING
PROJECTS
Methods for selecting projects include:
 Using a weighted scoring model with focus on broad
organizational needs.
 Performing financial analysis.

21. 21
Weighted Scoring Model
A weighted scoring model is a tool that provides a
systematic process for selecting projects based on many
criteria.
Steps in identifying a weighted scoring model:
1. Identify criteria and assign weights (percentages) to
each criterion important to the project selection
process.
2. Assign scores to each criterion for each project.
3. Multiply the scores by the weights to get the total
weighted scores.
The higher the weighted score, the better.

22. Financial Analysis of Projects
Methods for determining the projected
financial value of projects:
 Payback Analysis
 Return on Investment (ROI)
 Net Present Value (NPV) Analysis
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23. Payback Analysis
The payback period is the amount of time it will
take to recoup, in the form of net cash inflows,
the total money invested in a project.
Payback occurs when the cumulative
discounted benefits equals costs.
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24. 24
Payback Analysis Example
Excel file

25. Return on Investment
Return on investment (ROI) is calculated by
subtracting the project costs from the benefits
and then dividing by the costs.
ROI = (Total Discounted Benefits - Total
Discounted Costs) / Discounted Costs
Higher the ROI, the better.
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26. Net Present Value Analysis
Net present value (NPV) analysis is a method of
calculating the expected net monetary gain or loss
from a project by discounting all expected future
cash inflows and outflows to the present point in
time.
Projects with a positive NPV should be considered
if financial value is a key criterion.
Higher the NPV, the better.
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27. 27
NPV Formula
Positive NPV: the project meets the
minimum desired rate of return and is
eligible for further consideration.
Negative NPV: project is rejected.

28. Thank You
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