ALLAMA IQBAL OPEN UNIVERSITY

Assignment No.1

PROJECT MANAMENT (5539)

Q. No. 1
A successful project manager should have special traits. Critically examine these
traits with reference to a construction project.

Ans:
A successful project manager should have following special traits.
1. Planning

• Become completely familiar with all contract documents

• Develop the basic plan for executing and controlling the project
• Direct the preparation of project procedures
• Direct the preparation of the project budget
• Direct the preparation of the project schedule
• Direct the preparation of basic project t design criteria and general specifications
• Direct the preparation of the plan for organizing executing and controlling field construction;
activities
• Review plans and procedures periodically and institute changes if necessary.

2. Organizing

• Develop organization chart for project

• Review project t position descriptions outlining duties responsibilities and restrictions for key
project supervisors
• Participate in the selection of key project supervisors
• Develop project manpower requirements
• Continually review project organization and recommend changes in organizational structure and
personnel if necessary

3. Directing

• Direct all work on the project that is required to meet contract obligations
• Develop and maintain a system for decision making within the project team whereby decisions
are made at the proper level.
• Promote the growth of key project supervisors
• Establish objectives for project manager performance goals for key project supervisors
• Foster and develop a s spirit of project team effort
• Assist in resolution of differences of problems between departments or groups on assigned
projects
• Develop clear written strategy guidelines for all major problems with clear definitions of
responsibilities and restraints.

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4. Controlling

• Monitor project activates for compliance with company purpose and philosophy and general
corporate policies
• Interpret communicate and require compliance with the contract the approved plan project
procedures and directives of the client
• Maintain personal control of adherence to contract warranty and guarantee provisions
• Closely monitor project activities of conformity to contract scope provisions. Establish
change notice procedure to evaluate and communicate scope changes.
• Maintain effective communications with the client and all groups performing project work.
•
Traits with reference to a construction project.

A more detailed job description of a construction project manager appears below:

Duties

1. Under minimum supervision establishes the priorities for and directs the efforts of personnel
involved or to be involved on project controlled tasks to provide required achievement of an
integrated approved set of technical manpower cost and schedule requirements.

2. Direct the development of initial and revised detailed task descriptions and forecasts of their
associated technical manpower, cost and schedule requirements for tasks assigned to the
divisions.
3. Direct the regular integration of initial and revised task forecasts into divisional technical
manpower cost and schedule reports and initiates the approval cycle for the reports.
4. Reviews conflicting inter and extra divisional task recommendations or actions that may occur
from initial task description and forecast development until final task completion and directing
for methods for their resolution.
5. Evaluates available and planed additions to division’s manpower resources needs are met by
the most economical mix of available qualified consultant and contractor personnel.
6. Evaluate divisional cost and schedule reports in light of new tasks and changes in existing tasks
and initiates to assure that increase or decrease in task.
7. Prioritizes dust and direct the efforts of division personnel resources allocations as necessary to
both assure the scheduled achievement of state and federal regulatory commitment and maintain
divisional adherence to integrated manpower cost and schedule reports.
8. Regularly reports the result of divisional manpower cost and schedule evaluating to higher
management
9. Recommends new or revised division strategies goals and objectives in light of anticipated
long-term manpower and budget needs.
10. Directly supervise project personal in the regular preparation and issue of individual task
descriptions and their associated forecasts integrated.
11. Establish organizational and personal qualification requirements of division performance on
tasks.
12. Establish the requirements for directs the development and approves control programs to
standardize methods used for controlling similar types of activities in the project and in the
other division departments.

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 13. Establish the requirement for directs the development of and approves administrative and
technical training programs for divisional personnel.
14. Approves recommendations for the placement of services or material purchase reorders by
division personnel and assure that the cost and schedule data.
15. Promotes harmonious relations among division organization involved with project tasks.
16. Exercise other r duties related to divisional project control as assigned by the project manager.

Qualifications

1. A Bachelor of Science degree in engineering or a business degree with minor in engineering or

science for an accredited four-year college of university.
2. For engineering gradate ten or more; years of engineering and construction experience
including a minimum of fie years of supervisory experience and tow years of management and
electric utility experience.
3. Working knowledge of state and federal regulations and requirements that apply to major
design and construction project such as fossil and nuclear power stations.
4. A Demonstrated of ability to develop high-level management control programs.
5. Experience related to computer processing of cost and schedule information.
6. Registered professional engineer and membership in appropriate manager and technical
societies is desirable.
7. At least four years of experience as a staff management member in an operating nuclear power
station in engineering support on or off site capacity.
8. Detailed knowledge of federal licensing requirement of nuclear power stations.
9. Reasonably effective public speaker.

Q No. 2
Why time management, communication and motivation are given more importance
in the project management environment in contrast to traditional management
environment. Describe your answer with reference to the practical project
management situation.

Ans:
Time management

Managing projects within time cost and performance is easier said than done. The project
management environment is extremely turbulent and is composed of numerous meeting report writing
conflict resolutions. Continuous planning and replanting, communications with the customer and crisis
management. Ideally the effective project manager is a manager not a does. But in the real world
project managers often find themselves compromising their time between managing and doing mainly
because of the uncertain nature of the project.

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Time management communication

The project managers were asked how they prefer to communicate on the project and
were asked to select from these forms of communication.

Written formal
Written informal
Oral formal
Oral informal

Several respondents felt that they could not answer the question without specifying whether
the communications were with superiors most people seemed to prefer oral communications especially
informal ones.

As part of the survey, the project managers were asked how much time they spend each
week trying to resolve conflicts. The results are shown in it was a anticipated that the project managers
in project driven organizations would spend more time resolving conflicts than those in non project
driven organizations. The results of the survey however are not conclusive enough to support this
hypothesis.

Project management environment

There are numerous time robbers in the project management environment.

These include:
• Incomplete work
• A job poorly done that must be done over
• Poor communications channels
• Uncontrolled telephone calls
• Casual visitors
• Waiting for people
• Poor retrieval systems
• Day to day administration
• Lack of sufficient clerical support
• Late appointments
• Impromptu tasks
• Union grievances
• Too many levels of review
• Too many people in a small area
• Office casual conversations
• Misplace information
• Spring mail
• Record keeping
• Shifting priorities
• Indecision or delaying decision
• Procrastination
• Setting up appointments
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 • Too many meetings
• Monitoring delegated work
• Unnecessary crisis intervention
• Over committed outside activities
• Executive meddling
• Budget adherence requirements
• Vague goals and objectives
• Lack of a job description
• Too many people involved in minor decision making
• Lack of technical knowledge
• Disorganization

Traditional management environment

The traditional management structure has survived for more that is two centuries.
However recent business development such as the rapid of change in technology and position in the
marketplace. As well as increased stockholder demands. Have created strains on existing organizational
forms. Fifty years ago companies could survive with only one or perhaps two product lines. The
classical management organization as shown.

However with the passing of time companies found that survival depended on multiple
product lines and vigorous integration of technology into the existing organization. As organizations
grew matured manager found that company activities were not being integrated effectively and that
new conflicts were arising the well-established formal and informal channels. Managers began
searching for more innovative organizational forms that would alleviate the integration and conflict
problem.

Practical project management situation.

In March April 1981 a survey was conducted of more than project managers in twenty
four different industries to identify problems that exists in trying to obtain effective project time
management. Fifteen areas were investigated.

• Employee background
• Energy cycle per day
• Over time
• Productivity
• Meetings
• Time robbers
• Priorities
• Communication
• Planning
• Community service
• Delegation

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Energy cycle per day

The exact amount of energy that an employee possesses is usually function of such variables
of fatigue efficiency of work concentration amount of work listlessness eagerness and alertness.
Because of the difficulty in measuring these parameters ten project managers were asked simply to rate
their energy level per hours most respondents identified a remarry and a secondary peak.

Energy cycle per week

Most employees do not perform at the same energy level each day of the week. In order
to verify this respondents were asked again to rate their energy on a scale for each day of the week. The
result is most respondents felt that their peak performance days were Wednesday and Thursday.
Construction and oil industries had the highest overall energy level per week.

Daily weekly workschedule

The majority of the people surveyed began work between and finished between and.
several government employees operated on a flexed time schedule. The meant that their energy cycle
per day had to be adjusted to a common starting time.

Overtime

Project driven organizations tend to require a great deal of overtime due to

underemployment rather Tran to have to terminate people because over employment.

• Ninety percent of the government project manager worked an average of four eight hours of e
overtime per week.
• Almost a necessity of the construction workers claimed that overtime was a necessity hours per
week.

Productivity

The following such items were identified by project managers

• Lack of information in a ready format

• Phone calls
• Day to day administration
• Late appointment

Meetings

Meetings become a way of life in project management and project engineering

unfortunately. Meting scan become unproductive and total waste of time especially if the project
managers.
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 • Spends too much time on trivial items
• Holds too many team meetings
• Holds too few team meetings
• Neglects inviting personnel with decision making authority

Time robbers

The project managers were queried as to which of these time robbers commonly occur on
their project and how much time is usually spent per week on each time robber. Most of the industries
appear to have two or three predominant time robbers except for the construction project managers.

Time away from desk

The project managers were asked to identify how much time they spend away from their
desks. The majority of the respondents indicated that percent of the time is spend away from the desks
on such items as:

Priorities

• 100 percents of project managers felt that they establish their own priorities.
• Priorities are established by either the customer or house top-level management.

Delegation

We can now summarize the major time management problem for the project managers. These
include:
• Meetings
• Time robbers

Summary work plan

Day Points

Monday

Tuesday

Wednesday

Thursday

Friday

Total

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Q. No. 3
A system is a group of independent but interrelated elements comprising a unified
whole. Do you think that the project consists of sub systems? Elucidate in detail.

Ans:
System has been used rather loosely .the exact definition of a system deepens on the users
environment and ultimate goal. Modern business practitioners define a system as:

A group of elements either human or nonhuman that organized and arranged in such a way that the
elements can act as a whole toward achieving some common goal objective or end.

Systems are characterized by their boundaries or interface conditions. For example if the
business firm system were completely isolated from the environmental system then a closed system
would exist in which case management would have complete control over all system components. If
the business system does in fact east with the environment, then system is referred to as open. All
social systems for example are categorized, as open system open system must have permeable
boundaries.

If a system is significantly dependent another system of its survival then the system can be further
defined as an extended system. Not all open system is extended system. Extended system is ever
changing ones and can impose great hardships on individuals who desire to work in regimented
atmosphere.
Military and government organizations were the first to attempt to define clearly the boundaries
of system programs and project below are two such definitions for systems:

• A composite of equipment skills and techniques capable of performing and for supporting an
operational role. A complete system includes related facilities equipment material system. It can
be considered as a self-sufficient unit in its intended operational and or support environment.
• One of the principal functioning entities comprising the project hardware within a project or
program the meaning may vary to suit a particular project is the first major subdivision of
project work.
• System tends to imply an infinite lifetime. But with constant upgrading.

• Programs can be construed as the necessary first level elements of a system.

Ultimately all decisions and policies are made on the basis of judgments there is no other way
and there never will be in the end analysis is but an aid to the judgment and intuition of the decision
maker. These principles hold true for project management as well as for system management.
System approach definition should be considered. The system approach:
• Force review of the interrelationship of the various subsystem

• Systematically assembles and matches the parts of the system into a unified whole

• Seeks an optimal solution or strategy in solving a problem.

The systems approach to problem solving has phases of development similar to the life cycle
phases shown:

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 • Terminology problem objective and criteria and constraints are defined and accepted by all
participants

• All possible approaches to or alternatives to the solution of the problem are stated.

• The best solution in reaching the objectives of the system is the result of the combination of
analysis and trade off phases.
Other terms essential to the system approach are as follows:
• Objective The function of the sytem or the strategy that must be achieved.
• A partial need to satisfy the objective.
• One of the selected ways to implement and satisfy a requirement.

A common error by potential decision makers with authority to act who base they’re
thinking solely on subjective experience.
Judgment and intuition is that they fail to recognize the existence fo alternatives
Subjective thinking is inhibited or affected by personal bias resulting from condition within the brain
and sense organs.
The system analysis process a begins with system examination and comparison fo those
alternative action that are related to the accomplishment of the desired objective. The inputs from the
constraints and limitations identify the explicit consideration of the uncertainty variables. The loop is
then completed using feedback in order to determine how compatible. Each alternative is with the
objective of the organization.

The above analysis can be arranged in steps.

• Input data to mental process

• Predict outcomes
• Choose the best alternative
• Take action
The system approach to thinking is most effective if individuals can be trained to be ready
with alternative actions that directly in with the prediction of outcomes. This outcomes array can be
developed only if the decision maker thinks in terms of the wide scope of possible outcomes. Outcomes
description force the decision maker to sellout clearly just what he is trying to achieve.

System thinking is vital for the success of a project. Project management system urgently
needs new ways of strategically viewing. Questioning and analyze project the total project rather than
the individual parts is the first prerequisite for successful project management.

There are four categories of sub system project:

• Individual project. These are short duration project normally assigned to a single individual who
may be acting as both a project manager and a functional manager
• Staff project. These are that can be accomplished by one organizational unit say a department.
A staff or task force is developed from each section involved. This works best if only one
functional unit is the evolved.
• Special projects. Very often special projects occur that requires certain primary functions and or
authority to be assigned temporarily to other individuals or units. This works best for short
duration projects. Long term project can lead to severe conflicts under this arrangement.
• Matrix or aggregate projects: These require input from a large number of functional units and
usually control vast resources.

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Each of these categories of projects can require different responsibilities job descriptions policies and
procedures.

Project management may now be defined as the process of achieving project objectives through the
traditional organizational structure and over the specialties of the individuals concerned. Project
management is applicable for any and hoc undertaking concerned with a specific end objective. In
order to complete a task a project manager must:
• Set objective
• Establish plans
• Organize resources
• Issue directives
• Issue directives
• Apply innovation for alternative actions
• Remain flexible

Q. No. 4
At what stage of project life cycle the project manager should be appointed. Should
the project manager be given training inside the organization and should he be
trained with respect to several project management functions or for specific
function. Explain with the help of example.

Ans:
Project life cycle
Every program project or product ahs certain phases of development .a clear
understanding of these phases permits managers and executives to better control to corporate resources
in the achievement of desired goals. The phases of development are known as life cycle phase. .
However the breakdown and terminology of these phases differ, depending on whether we are
discussing product or projects. During the past few years there has been at least partial agreement about
the life cycle phases of a product. They include:
• Research and development
• Market introduction
• Growth
• Maturity
• Death

The first phase the conceptual phases include the preliminary evaluation of an idea. Most
important in his phase is a; preliminary analysis of risk and the resulting impact on the time. The
conceptual phase also includes a first cut at the risibility of the effort.

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 The second phase is the planning phase. it is mainly a refinement of the elements
described under the conceptual phase. The planning phase requires a firm identification of the
resources to be required together with the establishment of realistic time cost. And performance
parameters. For a project based on competitive bidding. The conceptual phase would include the
decision of a whether to bid, and the planning phase would include the development of the total bid
package.

The most project or system costs can be broken down into operating and implementation
categories like purchasing computer hardware or detailed planning. Operating costs on the other hand,
include recurring expense such as manpower. The operating costs may be reduced as shown in
personnel perform at a higher position on the learning curve. The identification of a learning curve
position is vitally important during the planning phase when firm cost position must be established. Of
course is not always possible to know what individuals will be available or how soon they can perform
at a higher learning curve position.

The third phase testing is predominantly a testing and final standardization effort so that
operation effort so that operations can begin. Almost all documentation must be completed in this
phase.

The fourth phase is closure and includes the reallocations of resources. The question to
be answered is where should be resources be reassigned. Consider a company that sells products on the
open consumer market. The product begins with the deterioration and death phase of its life cycle. For
restoration of life cycle project must be established.

The following questions must be considered in multi project management.

• Are the project objectives the same?
• For the good of the project
• For the good of the company.
• Is there a distinction between large and small projects?
• How do we handle conflicting priorities?
• Critical versus no critical projects.
• No critical versus no critical projects.

This life cycle would probably be representative of a twelve-month activity. Most

executives prefer short data processing life cycles because computer technology changes at a very rapid
rate. An executive of a major utility commented that his company was having trouble determining how
to terminate a computer programming project to improve customer service because by the time a
package is ready for full implementation, the solution appears to lie in establishing short data
processing project life cycle phases perhaps through segmented implementation. In any case we can
conclude that:

There are several reasons for this trend.

• Clear delineation of the work to be accomplished in each phase may be possible.

• Pricing and estimating may be easier if well-structured work definitions exist.
• There exist key decisions points at the end of each life cycle phase so that incremental funding
is possible.

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 Training for Project manager

It is an established fact that project manager should be given training not only with in
the organization but also with respect to several projects. His training for specific purpose is must;
however training with respect to several project management functions is subject to his availability and
time sparing. Project manager training is most important in the following fields such as traditional
matrix and other matrix.
The organization must evaluate the following criteria before selecting a project manager.
1- Qualification.
2- Experience.
3- Project management functions’ know how.
4- Budget cost.
5- Management Information system.
6- Time management.

Example

Today there is no agreement among industries, or even companies within the same
industry about the life cycle passes of a project. This is understood able because of the complex nature
and diversity of project.
The theoretical definitions of the life cycle phases of a system can be applied to a project. These phases
include:

• Conceptual
• Planning
• Implementation
• Closure

Engineering Manufacturing Computer Construction

programming
Start up Formation Conceptual Planning data
gathering and
procedures
Definition Buildup Planning Studies and basic
engineering
Main Production Definition and design Major review
Termination Phase out Conversion Detail engineering
Final audit

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Q. No. 5
The role conflict communication problem lack of team definition members
commitment and senior management support are among the key barriers that
hinders the effective team building process. What approaches can bee helpful to
cope with these barriers? Assume any practical situation.
Ans:
Conflict communication

Conflict is defined as the behavior of an individual a group or an organization, which

impedes or restricts another party from attaining its desired goals. Although conflict may impede the
attainment of one goal, the consequences army is beneficial if they produce new information which in
turn enhances the decision asking proves. By contrast conflict becomes dysfunctional if it results in
poor project decision-making. Lengthy delays over issues, which do not importantly affect the outcome
of the project or a disintegration of the team effort.

There are following conflict sources:

• Priorities
• Procedures
• Schedules
• Priorities
• Schedules
• Technical
• Schedules
• Personality and manpower

Role conflict communication problem

Effective project communications is needed to ensure that we get the right

information to the right person at the right time and in a cost effective manner. Typical literature
definitions of effective communications include:
• An exchange of information
• An act of instance of transmitting information
• A technique of expressing ideas effectively
• A process by which meanings are exchanged between individuals through a common system of
symbols.

Proper communication is vital to the success of the project. Communications is the process
by which information is exchanged. Communications can be:
• Written formal
• Written informal
• Oral informal

Oral communication comes with a high degree of flexibility. Oral communications use them medium
of personal contact group meeting, or the telephone written communications are precise. Electronic
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mail and the project management information system. Some people consider nonverbal
communications such as gestures and body language as an acceptable process.

Barriers

The screen or barriers are from one percept in personality attitudes emotions and prejudices.

• Perception barriers occur because individuals can view the same message in different ways.
Factors influencing perception include the individual level of education and region of
experience. Using words that have precise meaning can minimize perception problem.
• Personality and interests. Such as the likes and dislikes of individuals of fact communications.
People tend to listen carefully to topics of interest but turn a deaf ear to unfamiliar or boring
topics.
• Attitudes emotions and prejudices warp our sense of inter predations individuals who are fearful
or have strong love or hate emotions will end to protect themselves by distorting the
communication process. Strong emotions rob individuals of their ability to comprehend.

Building process barrier

Typical barriers that affect the encoding process include:

• Communication goals
• Communication skills
• Frame of reference
• Needs
• Interpersonal sensitivity
• Attitude
• Position and status
• Assumptions
• Existing relationships with receivers

Typical barriers that affect the decoding process include:

• Evaluative tendency
• Preconceived ideas
• Frame of reference
• Needs
• Attitudes emotion and self interest
• Position and status
• Existing relationship with sender
• Lack of responsive feedback
• Selective listening

In a project environment a project manager may very well spend percent or more of his
or her time communicating. Typical functional applications include:
• Providing project direction
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 • Decision making
• Authorizing work
• Negotiating
• Reporting
• Attending meetings
• Overall project management
• Marketing and selling
• Records management

Communication problem

The communication process is more than simply conveying a message it is also a

source for control. Communication must convey both information and motivation. The problem there is
how to communication below are six simple steps.

• Think through what you wish to accomplish

• Determine the way you will communicate
• Appeal to the interest of those affected
• Get playback on hat you communicate
• Test effectiveness through reliance on other to carry out your instructions.

Practical situation.

The project manager needed two computers and some man power to complete his project within
stipulated period. The line manager refused to provide any man power due to his engagement in
production. Similarly Finance manager did not sanctioned amount for computers. Senior
management did not force both to help the project manager. This practical situation dishearted the
project manager. Such al barriers always come in the way of project manager.

These barriers include:

• Receiver hearing what he wants to hear. This results from people doing the same job so long
that they no longer listen.
• Receiver evaluating the source before accepting the communication
• Receiver ignoring conflicting information and doing as the pleases
• Words meaning different things to different people
• Receiver being emotionally upset.

The scalar chain of command can also become a barrier with regard to in house
communications. The project manager must have the authority to go the general manager counterpart to
communicate effectively. It is possible that filters can develop such that the final message gets
distorted.

Three important conclusions can be drawn about communications and barriers.

• Do not assume that the message you sent will be received in the form you sent it.

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• The swiftest and most effective communication takes place among people with common points
of view. The manager who fosters good relationship with his associates will have little
difficulty in communication with them.
• Communication must be established early in the project.
• Confect over project priorities
• Conflict administrative procedure
• Conflict over technical options and performance trade offs
• Conflict over manpower resources
• Conflict over cost
• Conflict over schedules
• Personality conflict

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