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Feasibility study: To analyze whether the project is technically, economically and practically feasible
to be undertaken.
Trade off analysis: To understand and examine the various alte rnatives, which could be considered.
Estimation: To estimate the project cost, effort requires for the project and functionality of various
processes in the project.
System design: Choose a general design that can fulfill the requirements.
Project evolution: Evaluate the project in terms of expected profit, cost and risks involved marketing
phase.
A project proposal is prepared by a group of people including the project manager. This proposal
has to contain the strategies adopted to market the product t o the customers.
Design phase: This phase involves the study of inputs and outputs of the various project stages.
Execution phase: In this phase the project manager and the teams members work on the project
objectives as per the plan. At every stage duri ng the execution reports are prepared.
Control – Inspecting, Testing and Delivery phase during this phase. The project team works under the
guidance of the project manager. The project manager has to ensure that the team working under
his, implements the project designs accurately, the project manager has to ensure ways of
managing the customer, perform quality control work.
Closure and post completion analysis phase upon satisfactory completion and delivery of the
intended product or service the staff pe rformance has to be evaluated. Document the lessons from
the project. Prepare the reports on project feedback analysis followed by the project execution
report.
The preparation stage involves the preparation and approval of project outline, project plan and
project budget.
The next stage involves selecting and briefing the project team about the proposals followed by
discussions on the roles and responsibility of the project member and the organization.
Project Organisation:
A project organisation consists of five process groups namely Initiation, Planning, Execution, Control
and Close. Each process groups requires a set of skills and activities as shown in table
Project Structure
Project structure consists of development plan, proje ct tracking and oversight. Figure shows the
development plan of a typical software project
It is crucial to identify those business areas that are within the scope or directly interface with the
scope boundary. These areas are l isted in the “Business area” column of the project assignment
worksheet. The key personnel for each area should be identified and subsequently listed in the
“Person” column of the project assignment worksheet.
A senior management team will be accountable for the project. They identify project sponsor, client
representative and technical representative. A project management team consists of the following
roles:
· Stage managers who will plan and manage the project on a day -to-day basis for this stage
· Project coordinators such as client coordinator and technical coordinator who will clearly define
this coordination, control activities and identify the suitable personnel to carry them out.
Key stakeholders
It is important to identify management level personnel who are critical to the success of the project.
The responsibilities of the key stakeholders must be documented.
Stage teams
For each stage of project management life cycle, appropriate personnel should be identified. Aft er
allocation of staff to the stage, the team structure is defined and team leaders appointed. It is
important to document the time commitment and responsibilities to be performed by the team
members
Key resources
Individuals assigned to a key resource r ole may work towards gathering “Business key resources” and
“Technical key resources”. They are project coordinators and team invitees.
The entire process of a project may be considered to be made up on number of sub proce ss
placed in different stage called the Work Breakdown Structure (WBS).
The analysis charts can be used to monitor, control, track and execute a project. Typical PERT/ CPM
exercise of a project is worked out at the end of this sub unit - 9.2. The various steps involved in
monitoring and controlling a project from start to end a re as follows-
1. Preliminary work- the team members understand the project plans, project stage schedule,
progress controls, tracking the duels. Summary of the members has to understand the tolerances in
any change and maintain a change control log. The y must realize the need and importance of
quality for which they have to follow strictly quality agendas. They must understand the stage status
reposes, stage and reports, stage end approval reports.
2. Project progress- The members must keep a track of t he project progress and communication the
same to other related members of the project. They must monitor and control project progress,
through the use of regular check points, quality charts. Statistical tables, control the quality factors
which are likely to deviate from expected values as any deviation may result in change to the stage
she duel
3. Stage control- The manager must establish a project check paint cycle. For this suitable stage
version control procedure may be followed.
4. Resources- Plan the resources required for various stage of the project. Brief both the project team
and the key resources about the objectives of every stage, planned activities, products,
organization. Metrics and project controls.
5. Quality control- This is very important in any project: Quality control is possible if the project
member’s follow-schedule quality review, Agenda for quality review, conduct quality review and
follow up.
Progress control assesses - monitor performance, update schedule, update casts, Re -plan stage
schedule, conduct team status review etc.
Along with we create status report, create flash reports, project status reports etc.
7. Approvals - lastly, project sage reviews and the decision s taken and actions planned need to be
approved by the top management. The goals of such review are to improve quality by finding
defects and to improve productivity by finding defects in a cost -effective manner. The group review
progress includes several stage like planning, preparation and overview, a group review meeting
and rework recommendation and follow -up.
Knowledge is the most powerful mover of the wheels of progress. K f actor is an index of the extent to
which one can manage today with yesterday’s knowledge content and also the extent to which
Q. No.5: What roles do cross functional teams play fo r project efficiency? Explain with examples.
Answer: It has been found to be useful to have CFTs – Cross Functional Teams for each project who
will be in charge of each project. The strategies to improve the performance can be split into
internal and external project management strategies. They are as below:
Projects fail for many internal reasons, some of them technical, some of them managerial. However,
even the technical failures can often be traced back to a fa ilure on the part of the project’s
executive management to recognise and deal with these inherent managerial risks. The project
manager has a vital role to play in achieving project success and should therefore insist on the
following:
· Executive Support : The executive must clearly demonstrate support for the project management
concept by active sponsorship and control.
· Project Team: The project manager should have a say in the assembly of his project team, which
will help him to obtain their personal commitment, support and required quality of service.
· Management Information Systems: Effective project management information and control systems
must be in place.
External Project Management Strategies
On some projects, events external to the project sometimes come as a surprise to the project
manager and his team and are therefore seen as obstacles to pro gress. However, as noted earlier,
projects generally exist only because of that external environment and so it is essential for the
project team to recognise that they must also be responsive to it.
Clearly, the environment will not be the same for every p roject. In fact, it is likely to be determined
principally by three considerations, namely:
· The product or service resulting from the project
· The technology and the manner of its application, and
· Its physical location
To identify potential difficulti es stemming from the project’s stakeholders, to assess their probability of
occurrence, and to try to head them off in advance, the project team must learn to interact
frequently with those individuals and institutions which constitute the most important e lements of the
project’s external environment. Together with the project’s sponsors, owners and users, these people
constitute the project’s direct and indirect stakeholders. Strategies for managing external
environment can be as below:
· Developing a Sound Stakeholder Environment
· Stakeholder Groupings
· Project Public Relations
Improvement of Performance
It is very easy for projects to go astray, because most of the activities are not repeated. Often 90% of
projects do not meet time/cost/quality targets. Only 9% of large, 16% of medium and 28% of small
company projects were completed on time, within budget and delivered measurable business and
stakeholder benefits. [Standish Group Chaos Report, 1995] There are many reasons for such failures.
As per a KPMG survey of 252 organisations, technology is not the most critical factor. Inadequate
project management implementation constitutes 32% of project failures, lack of communication
constitutes 20% and unfamiliarity with scope and complexity constitutes 17%. Accordingly 69% of
project failures are due to lack and/or improper implementation of project management
methodologies.
Learning will have to take place on the first place. This is where the competent Project Manager
becomes important. When recruiting and building an effective team, the manager m ust consider
not only the technical skills of each person, but also the critical roles and chemistry between workers.
Instructions have to be clear and the progress kept in constant purview with reference to the
milestones. A project manager is often a cli ent representative and has to determine and implement
the exact needs of the client, based on knowledge of the firm they are representing. The ability to
MBA Semester 2
MB0049 – Project Management
Assignment Set – 2
A project manager is often a client representative and has to determine and implement the exact
needs of the client, based on knowledge of the fi rm they are representing. The ability to adapt to
the various internal procedures of the contracting party, and to form close links with the nominated
representatives, is essential in ensuring that the key issues of cost, time, quality and above all, clien t
satisfaction, can be realised. As a governing committee, it has to make continuous reviews of
performance of the projects. The PMO must create and maintain the ability of the project manager
to remain focused on the client’s requirements and meet them. P MO must have the necessary tools
to that effect. Now let us look at the ways we can have significant improvement in the
performance.
Reviewing and monitoring the work at every stage of the project is very important. This helps i s
detecting early errors and helps in tackling any adversity well in advance. This also ensures that the
project is on track and lastly that same can be used for member recognition for good work. The
reviews are generally divided into four types, which are conducted at different stages of the project.
Types of reviews
A project review is a process where we capture information from the team experience and see the
variances and deviations from the plan. These reviews help in increasing productivity and imp roving
organisational success. They also help the project manager and team to plan for any uncertainty
well in advance. Each of these reviews is conducted after each important phase of a project
management life cycle. Initiation review is conducted after t he project initiation. Planning review is
conducted after planning phase. Project review is conducted after the project execution phase
and quality assurance review is conducted after the warranty phase of the project.
Depending on the manager’s ability, t he reviews can be made more meaningful. Performance
improvement starts with commitment to an agreed plan. The reviews are meant to keep the
activities according to the plan. The purpose of them can be stated as:
· Finding out the feasibility of the projec t and helping management team to take a decision based
on this initial review.
· Checking if all the necessary activities were done before presenting a customer the proposal or
solution.
· Finding out the deviation and allowing elbow room for changes in the action plan for
improvement.
Thus, you learned the importance of reviews in increasing the performa nce and improving the
productivity of the team members.
Projects fail for many internal reasons, some of them technical, some of them managerial. However,
even the technical failures can often be traced back to a fa ilure on the part of the project’s
executive management to recognise and deal with these inherent managerial risks. The project
manager has a vital role to play in achieving project success and should therefore insist on the
following:
On some projects, events external to the project sometimes come as a surprise to the project
manager and his team and are therefore seen as obstacles to progress. However, as noted earlier,
projects generally exist only because of that external environment and so it is essential for the
project team to recognise that they must also be responsive to it.
b) Substitution or enhancement of Hardware with Software: This concept has gained significant
attention and a lot of research in past decade. Complex software is programmed on hardware for
effective functionality.
For example, in the case of an Inertial Navigation System, th e Gyro Stabilised Platforms can be
replaced by the strap down systems using On -Board computer and software improving the
accuracy of navigation systems.
In the same way, a wide variety of subsystems for commercial and industrial uses have been
devised. It is well known that many of them find military applications and are made especially for
them. However, these are superior to those used for industrial purposes for obvious reasons. With
A project manager must be flexible enough to roll with the changes as the project progresses, and
not lose it when unpleasant surprises pop up as they always do during ERP implementations. They
must be able to work with nearly every individual in the organization, from the most technical IT
staffer or plant engineer, to the mailroom and building maintenance staff. Th ey must also possess the
ability to learn extremely fast, because they will need to understand business issues in areas of the
organization with which they are unfamiliar.
I would suggest that there are several points, which need to be considered.
The first of these is how committed to the process are you and your senior management team? If
there is not a clear and vocal commitment of support to the implementation it will fail. This
implementation will cause and necessitate significant change for your o rganization and the
management must be firm and resolute in ridding out the rough seas, which will come.
Second, do not just pick a package because it looks good, the literature says it is the best and the
sales people do an excellent job in their presen tation. Assemble a team of key users and key IT
personnel and investigate a broad range of alternatives. Demand references. Talk to customers. Use
contacts available from sources. Your objective is to find a set of packages that are best suited to
your primary business model i.e. manufacturing, finance, etc. Not all packages are created equal
and all have their strengths and weaknesses. Finally create a short list of perhaps three candidates
and do a more in -depth evaluation including a desktop pilot using your data, your business
practices and a broader set of your own personnel for the evaluation.
Once you have selected a package, reset and build a team of functional users and IT professionals.
It should be a team of individuals whom you can least afford to commit to the full -time
implementation effort, because they are the individuals who are best understand your business and
have the credibility with everyone. This team must be lead by a strong and confident functional user,
having a broad set of busine ss experiences and sufficient authority in the organization. This individual
should look to form his team around the several modules within the package. This team must
immerse themselves in learning the nuances of the software and they should form user gro ups within
their functon throughout the company to begin the process of mapping out the businesses
processes and practices and matching them to the software processes and practices. (And when
there is a difference, strongly consider adopting the process an d practices inherent in the software.
They are proven, it is very difficult to make changes in the software and if you are as systems poor as
you indicate your processes are likely in need of update.)
In the process, we make the group agree on how likely it thinks each risk item is to occur, using a
simple scale from 1 to 10 (where 1 is very unlikely and 10 is very likely). The group then rates how
serious the impact would be if the risk did occur, using a simple scale from 1 to 10 (where 1 is little
impact and 10 is very large). To use this numbering scheme, first pick out the item s that rate 1 and
10, respectively. Then rate the other items relative to these boundaries.
To determine the priority of each risk item, calculate the product of the two values, likelihood and
impact. This priority scheme helps push the big risks to the t op of the list, and the small risks to the
bottom. It is a usual practice to analyse risk either by sensitivity analysis or by probabilistic analysis.
· Sensitivity Analysis: In sensitivity analysis, a study is done to an alyse the changes in the variable
values because of a change in one or more of the decision criteria.
· Probabilistic Analysis: In the probability analysis, the frequency of a particular event occurring is
determined, based on which its average weighted av erage value is calculated. Each outcome of
an event resulting in a risk situation in a risk analysis process is expressed as a probability.
Risk analysis can be performed by calculating the expected value of each alternative and selecting
the best alternative. Now that the group has assigned a priority to each risk, it is ready to select the
items to manage. Some projects select a subset to take action upon, while others choose to work on
all of the items.
Q. No. 5. Why is support software required in p roject management process? Explain some of them.
Answer: Support software supports several business processes and improves automation and
employee level productivity. You would have a fair idea of how and to what extent project
management processes could be automated. However, the challenge of “making things work”
remains unchanged. While software vendors are confident of “making it work”, two yawning gaps
still remain:
1. ARROW
2. FEDORA
3. VITAL
4. PILIN
5. MS EXCHANGE SERVER 2003
ARROW Project
It is a consortium of institutional repository soluti on, combining open source and proprietary Software
Why Arrow?
The vision of project ARROW: “The ARROW project will identify and test software or solutions to
support best practice institutional digital repositorie s comprising e-prints, digital theses and electronic
publishing.”
What did the ARROW project set out to achieve? ARROW project wanted to be a solution for storing
any digital output. Their initial focus was on print equivalents such as thesis and journal articles
among others. It provided solution that could offer on -going technical support and development
past the end of the funding period of the project.
What is ARROW now? It’s in a development stage combining Open Source and proprietary software
such as Fedora, VITAL, Open Journal Services (OJS). It is not a centralised or hosting solution. Every
member has their own hardware and software.
Why Fedora?
ARROW wanted a robust, well architect underlying platform and a flexible object -oriented data
model to be able to have persistent identifiers down to the level of individual data streams. It
accommodates the content model to be able to be version independent.
Since the beginning of the project ARROW has worked actively and closely with Fedora and the
Fedora Community. The ARROW project’s Technical Architect is a member of Fedora Advisory Board
and sits on Fedora Development Group.
This association is reinforced by VTLS Inc. VTLS President is a member of Fedora Advisory Board and
VITAL Lead Developer sits on Fedora Development Group.
Why VITAL?
VITAL refers to ARROW specified software created and fully supported by VTLS Inc. built on top of
Fedora. It currently provides:
1. VITAL Manager
2. VITAL Portal
VITAL is part of creative development of ARROW institutional repositories. VITAL has the following
feature:
There has been a growing realisation that sustainable identifier infrastru cture is required to deal with
the vast amount of digital assets being produced and stored within universities.
PILIN is a particular challenge for e -research communities where massive amounts of data are being
generated without any means of managing this data over any length of time. The broad objectives
are to:
1. Support adoption and use of persistent identifiers and shared persistent identifier management
services by the project stakeholders
2. Plan for a sustainable, shared identifier management infr astructure that enables persistence of
identifiers and associated services over archival lengths of time
3. Deploy a Worldwide Site Consolidation Solution for Exchange Server 2003 at Microsoft
4. Add Picture
5. Use Microsoft Exchange Server 2003 to consol idate more than 70 messaging sites worldwide into
seven physical locations
Objectives
Business Benefits
IT Benefits
· Improved server utilisation
· Improved server management
· Strengthened security
· Increased reliability
The application is designed to assist project managers in developing plans, assi gning resources to
tasks, tracking progress, managing budgets and analysing workloads.
Microsoft Project creates critical path schedules, although critical chain third -party add-ons are
available from ProChain and Spherical Angle. Schedules can be resource levelled. The chain is
visualised in a Gantt chart.
In general, the PMO is the central organisation that is staffed with skilled delivery Project Managers
providing oversight and leadership services during the planning and execution of the projects within
an organisation. Whether all projects go through the PMO or just the most visible or the projects with
budgets higher than 'x' dollars, that's up to the individual organisation.
The main tasks of the PMO and the PM in preparation for and during an engagem ent are:
• Project Planning
• Project Scheduling
• Risk Analysis
• Project Tracking
Project Planning
• May be undertaken by another entity, senior leadership or Sales, but I fully believe that the
PMO and the assigned PM should be an integral part of this proce ss. Sadly, that is not always
the case. Project Planning involves the estimation of the size of the project and the
timeframe and resources it will demand. The outcome of the Project Planning activities are
usually a price to the customer and a project tha t is ready to be kicked off.
Project Scheduling
The act of project scheduling, or creating a detailed project timeline, may actually initially take
place during the sales process as a way to show the customer that the organisation understands the
undertaking and has the resources and the timeframe to perform the work. This is another reason
why PM involvement in the sales process is critical. In simple terms, Project Scheduling is the act of
breaking the project down into detailed tasks, mapping them out wi th a project -scheduling tool
such as ProjectOffice.net or MS Project and setting milestones and performance indicators.
Risk Analysis
Risk Analysis should be performed by the PM team, lead by the Project Manager, and preferably
with solid input, if not out right involvement from, the customer side project team. Risk Analysis is the
act of identify potential project risks based on known and anticipated factors, weighing their
probabilities, identifying possible risk mitigation actions, and putting them into s ome device or
spreadsheet for on -going tracking purposes.
Project Tracking
Project Tracking becomes the sole responsibility of the Project Manager. This involves on -going
weekly status reporting, leadership of weekly status meetings, monitoring and revisin g the detailed
project schedule/plan, monitoring the team's execution against it, and all the necessary
communication that makes those tasks possible.
All successful PMOs feature four basic components: