Prepared by Mihir Panchal Roll no.

48

Introduction
Project management is the discipline of planning,

organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It is often closely related to and sometimes conflated with program management.

 A project is a temporary endeavor, having a defined

beginning and end (usually constrained by date, but can be by funding or deliverables), undertaken to meet particular goals and objectives, usually to bring about beneficial change or added value.
The temporary nature of projects stands in contrast to

business as usual (or operations), which are repetitive, permanent or semi-permanent functional work to produce products or services.

 In practice, the management of these two systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management.
The primary challenge of project management is to

achieve all of the project goals and objectives while honouring the preconceived project constraints.

 Typical constraints are scope, time, and budget. The secondary and more ambitious challenge is to

optimize the allocation and integration of inputs necessary to meet pre-defined objectives.

Steps In Project Management

Grouping of work First, the total project is

determined which will be the total job package. As project completion warrants highly specialized tasks & sub-tasks, closely related task are lumped into closely knit tasks so that specialist will undertake the work. This helps in two ways: work will have professional touch and simultaneous working will proceed as per the schedule drawn so that the time is not wasted.

 Entrustment of job to a single head The entire

project work is in charge of a person none other than a project manager. He is the whole and sole having authorities and responsibilities and is accountable for his performance- over- under or normal. That is, it is he who manages the show as he thinks fit. That is, he plans, organises, directs, coordinates and controls the work which he gets through the efforts of others.

 Internal and external support services Project

management is not a joke. In performing his functions of management namely, planning, organising, directing, co-ordinating, motivating and controlling, he needs internal support and external support services. That is, he is enabled by the project organization through various departments or external agencies as suppliers, contractors and sub-contractors.

 Building up of commitment Since the project work is

to be completed well within the resource constraints, definite commitments are needed which can be achieved through negotiations, schedules, budgets and contracts. This needs good deal of give and take, coordination, communication and direction. It is so because, he is held responsible for his deeds and not his subordinates.

 Continuous monitoring Project manager and his

assistants are to see that each activity is going on as planned which is possible only when the planned activities are compared with actuals, deviations are determined, extent and nature of deviations are traced so that necessary corrective action can be taken, if needed. This needs a close-watch detailed monitoring and strict controls so that promise is converted into performance and everything goes well as per prior calculations. If situations change, both external and internal rescheduling is done and every attempt is made to achieve the goals without compromising in terms of cost, quality, quantity and time.

Creation of a project
To better utilize project management as an approach, there is need for creating a project. In systemsapproach, project is viewed as a conversion or transformation of some form of input into an output. The following figure shows the inputs are some form of want under a set of controls or constraints-those elements are generally from outside the outside project which either provide the basis for any assumptions or limit the project. The mechanisms are those resources that make the conversion process possible.

Project as conversion process

Inputs for project

For a project of even moderate intricacy , there will be some form of project brief a document which provides a statement of want or need that is to be transformed by the project. There will be both statement of original needs and those which emerge during the course of project due to the customers needs or perceptions that are changing an unequivocal statement from the customer. In actual practice, this is rarely the case and there will always be a degree of interpretation required from the customer.

Constraints
Financial The amount and timing of release of

capital to the project, and the revenue or other benefit it should generate. Legal This may not be overtly stated but there will be legal constraints say a building may not be constructed unless P.D.A.- Public development Authority approves the plan. Ethical Customers are increasingly worried about ethical behavior of companies. They expect that companies should go green and produce environmentally friendly products.

 Environment The deluge of environment legislation

that has been generated both in developed & developing countries has changed the role of environmental control from a subsidiary issue to one which is at fore-front of management thimking. Logical constraints The need for certain activities to have been completed well before the projects starts. Activation Actions to show when a project is to start. Time The biggest constraint for most of projects. Quality - The standards by which both the product and the process itself will be judged.

 Indirect Effects It is practically almost impossible for

any change to take place in isolation. There will be ripple effects that will need to be taken into account at the outset. The output of the project will be in the form of converted information say a set of specification for a new product a tangible product.

 Output It stands for satisfied need. The expression

satisfied need is very wide interpretation of the possible outputs of a project and includes say, a new bungalow from a construction project, processed information in the form of engineering drawings or a report and people with the necessary skills for a task because, the output of project involving special training. The output may be tangible or intangible.

Mechanisms:
The means of mechanisms by which the output is achieved are: People those involved both directly and indirectly in the project. Knowledge and expertise brought by the participants and outside recruited assistance say, consultants to the resources Tools and techniques The methods for organizing the potential work with available resources. Technology The available physical assets that will be performing part of all the conversion process

Daming Cycle-Project Management

Daming Cycle in framework

Activity Plan Phrase Project planning and analysis Key Issues Goal definition, planning, estimating, resource-analysis and justification Organization, Control, Leadership and Decision-making Assessment of results, feed-back of performance, change in thhe light of result -----------Fundamental Question How should a project be planned and the plans be evaluated How should the day-to-day running of a project be undertaken? How can the management process be continually improved? ----------------

Do

Project Execution

Check/Study

Project Review

Act

Continuous improvement activities

Thank you