Project management

SATYA KURMI PM Page 1
MODULE 1
Introduction,
Project management is the discipline of planning, organizing, motivating, and controlling
resources to achieve specific goals. Project management has been proven to be the most effective
method of delivering products within cost, schedule, and resource constraints. This intensive and
hands-on course gives you the skills to ensure your projects are completed on time and on budget
while giving the user the product they expect. You will gain a strong working knowledge of the
basics of project management and be able to immediately use that knowledge to effectively
manage work projects. At the end of the course you will be able to identify and manage the
product scope, build a work breakdown structure, create a project plan, create the project budget,
define and allocate resources, manage the project development, identify and manage risks, and
understand the project procurement process.
Definitions,
The application of knowledge, skills, tools and techniques to project activities to meet project
requirements Organizing and managing resources so the project is completed within defined
scope, quality, time and cost constraints.
The planning and organization of an organization's resources in order to move a specific task,
event or duty toward completion. Project management typically involves a one-time project
rather than an ongoing activity, and resources managed include both human and financial capital.
Classifications, Project Classification
All projects can be classified into a category based on the amount of internal work effort and
external costs. A small project would fall into Class 1 - Basic Project, while a large project
would fall into Class 2 - Major Project.
Why classify? “One size doesn’t fit all” when it comes to managing projects. The amount of
documentation and required project management activities must be scaled to the size of the
project.
How do we classify? Projects are classified based on work effort. Basic Project Requests are for
ITS services that require less that 4 weeks of effort or $25,000 to implement. Major Project
Requests are for ITS services that require more than 4 weeks of effort of cost more than $25,000
to implement.

Project Classification Matrix
Project Class Work Effort Budget (internal & external)
1 – Basic Project 0 – 80 hours
(< 4 weeks)
$0 - $25,000
2 – Major Project 81 + hours
(> 4 weeks)
$25,001 +
Project Risk,
The risks fall into categories. The major categories of risk are as follows:
Stakeholder Risk: Stakeholders are people who have any kind of vested interest in the
performance of the project. Common examples of stakeholders are as regulators, customers,
suppliers, managers, customers etc. Stakeholder risk arises from the fact that stakeholders may
not have the inclination or the capabilities required to execute the project.
Regulatory Risk: An organization faces several kinds of regulations. It faces rules from the
local and state government where they operate. It faces rules of the national government where it
operates. It also faces rules of international trade bodies. To add to all this there are internal
regulations which have been put into place for better internal governance and avoiding fraud.
The Six Sigma team has to ensure that the project does not adversely affect the compliance
towards these risks in any way whatsoever.
Technology Risk: Many times the solution proposed by the project requires implementation of a
new technology. However the organization may not be in a position to acquire these technologies
due to financial or operational constraints. This poses obvious risks to the project as it can
adversely affect the implementation of the proposed solution.
External Risk: The execution of a project requires help and support from several outside
vendors as well. The dependence on these vendors poses obvious risk to the execution of the
project. These vendors lie outside the direct control of any organization. The organization may
have very little ways to predict issues arising from external sources.
Execution Risk: The project also faces risk of not receiving continued support from the
organization. This is because the organization may discover better use of their resources in the
additional time. It is also likely that the project may be poorly scoped causing it to spill over
leading to wastage of resources prompting the management to abandon the project.

An experienced six sigma team will usually give the risk assessment part to its most capable
member. The better prepared the risk assessment plans, the better chance the organization has of
successfully implementing that project.
Scope.
When it comes to project planning, defining the project scope is the most critical step. In case if
you start the project without knowing what you are supposed to be delivering at the end to the
client, and what the boundaries of the project, there is a little chance for you to success. In most
of the instances, you actually do not have any chance to success with this unorganized approach.
If you do not do a good job in project scope definition, project scope management during the
project execution is almost impossible. The main purpose of the scope definition is to clearly
describe the boundaries of your project. Clearly describing the boundaries is not enough when it
comes to project. You need to get the client's agreement as well.
Therefore, the defined scope of the project usually included into the contractual agreements
between the client and the services provider. SOW, or in other words, Statement of Work, is one
such document. In the project scope definition, the elements within the scope and out of the
scope are well defined in order to clearly understand what will be the area under the project
control. Therefore, you should identify more elements in detailed manner and divide them
among the scope and out of scope.
Scope Creep:
Scope creep is something common with every project. This refers to the incremental expansion
of the project scope. Most of the time, the client may come back to the service provider during
the project execution and add more requirements. Most of such requirements haven't been in the
initial requirements. As a result, change requests need to be raised in order to cover the
increasing costs of the services provider. Due to business cope creep, there can be technological
scope creep as well. The project team may require new technologies in order to address some of
the new requirements in the scope. In such instances, the services provider may want to work
with the client closely and make necessary logistic and financial arrangements.

MODULE 2
Management principles applied to project management,
Seven Key Principles of Project Management
 Business justification: every project should lead to a worthwhile return on investment.
In other words, we need to understand the benefits that a particular project will bring,
before committing ourselves to any significant expenditure. During the life cycle of a
project, however, circumstances can change quickly. If at any point it becomes clear that
a return on investment is no longer feasible, then the project should be scrapped and no
more money wasted.
 Defined roles and responsibilities: everybody working on the project needs to
understand the nature of their involvement: for what is each person responsible, and to
whom are they accountable? Without clear roles and responsibilities, nobody will know
precisely what he or she is supposed to be doing (and everybody will pass the buck at the
first sign of trouble). In such a chaotic environment, the progress of the project will be
seriously jeopardized.
 Manage by exception: project sponsors should avoid getting too bogged down in the
day-to-day running of projects and instead allow the project manager to concentrate on
this area. Micro-management by a sponsor is a hindrance, not a help. Project sponsors
should set clear boundaries for cost and time, with which the manager should work. If
he/she cannot provide the agreed deliverables within these constraints, concerns must be
escalated to the sponsor for a decision.
 Manage by stages: break the project up into smaller chunks, or stages. Each stage marks
a point at which the project sponsor will make key decisions. For example, is the project
still worthwhile? Are the risks still acceptable? Dividing a project into stages, and only
committing to one stage at a time, is a low risk approach that enables the sponsor to
manage by exception.
 Focus on products: it is vital that clients and customers think carefully about the
products, or deliverables, they require, before the project begins. The clearer they can be
about their requirements, the more realistic and achievable the plans that can be
produced. This makes managing the project much easier and less risky.
 Learn from experience: don't risk making the same mistakes on every project; consider
why certain aspects went well or badly, then incorporate the lessons learned into your
approach to your next project. Humans have an amazing capacity to learn, but when it
comes to repeating errors made during previous projects, we all too often fail to learn the
lessons.

 Tailor to suit the environment: whatever project management methodology or
framework you favors, it must be tailored to suit the needs of your project. Rather than
blindly following a methodology, the project manager must be able to adapt procedures
to meet the demands of the work in hand. How you plan on a two-week project is likely
to be very different from how you plan on a two-year project.s
Project management life cycles and uncertainty
The Project Life Cycle
Every programme, project has certain phases of development.
1. Conception phase
2. Definition phase
3. Planning & organizing phase
4. Operational phase
5. Checking and feedback phase
An Alternate Project Life Cycle
Uncertainty
Ability to predict outcome of parameters or foresee events that may impact the project
Uncertainties have a defined range of possible outcomes described by functions reflecting the
probability for each outcome. Uncertainty functions can describe discrete events or continuous
ranges of outcomes.

MODULE 3
Strategic Planning –
Strategic planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy. In order to determine the direction of
the organization, it is necessary to understand its current position and the possible avenues
through which it can pursue a particular course of action. Generally, strategic planning deals with
at least one of three key questions:
"What do we do?"
"For whom do we do it?"
"How do we excel?"
Strategic Planning Scope,
A Leading Organisation
• Demonstrate leadership by influencing public policy, informing system architecture and
delivering high quality outcomes.
An Inclusive Organisation
• Embrace difference through inclusive and accessible services and employment options.
A Diversified Organisation
• Leverage existing capability and capacity to new markets.
A Growing Organisation
• Leverage existing capability and capacity to existing markets.
A Sustainable Organisation
• Achieve economic, environmental and social outcomes for now and the future.
Problem Statement of Strategic Planning
✴The problem statement provides the context for the research study and typically generates
QUESTIONS which the research hopes to answer (objective of the research)
✴In considering whether or not to move forward with a research project, you will generally spend
some time considering the problem.

✴In your research project, the statement of the problem is the ﬁrst part of the proposal to be read
[apart from the title and the abstract, if you decide to have one]. The problem statement should
"hook" the reader and establish a persuasive context for what follows.
Strategic Planning Goals, Objectives, :
Strategic business plan objectives provide the specific details about what a company's
expectations are for meeting their identified goals. While goals are broad, objectives must be
clear enough that, after the plan has been implemented; two independent observers can tell
whether or not the objective has been met.
Specific
Objectives must be specific. This means that they need to indicate exactly what the expectations
are. "Lose weight," is not a specific objective. "Lose 12 pounds" is. While goals provide a
general direction for an organization or planning group, "increase sales," or "beat the
competition," objectives provide a clearer picture of what success will ultimately look like.
Measurable
Measurable objectives provide the ability for planning teams, at the end of a planning cycle, to
look back and determine whether or not the objectives have been achieved. Simply having a
specific number as part of the objective does not ensure that it will be measurable For instance:
"Increase employee satisfaction by 10 percent" may appear to be measurable, but this statement
does not give an indication of what satisfaction is and there may be disagreement over what
satisfaction is or what success will look like. Instead, a measurable objective might point to
specific questions on an annual employee satisfaction survey that company leadership has chosen
to represent the level of overall employee satisfaction. The objective, therefore, might read:
"Increase scores on questions 1,7 and 10 of the annual employee survey by 10 percent as an
indication of increased satisfaction."
Actionable
The "A" in the SMART acronym may be referred to as both “achievable” and "actionable."
Since "achievable" is closely related to "realistic," actionable provides a slightly different
perspective. Actionable means that the objective must represent an outcome that the company or
planning group is able to take action to achieve. "Reduce economic impacts on sales," may not
be actionable because the company cannot impact economic impacts.
Realistic
Realistic objectives are those that the company or planning group has the ability to meet. While
it is okay for objectives to be challenging, they should reflect outcomes that are within the reach
of the organization, given its current or available resources in time, money and staff.

Time bound
Time bound objectives have a clear end date. "Lose 10 pounds," for instance, doesn't indicate
when those 10 pounds will be lost--it could be next month, next year or ten years from now. All
objectives should clearly indicate the timeframe that they encompass to provide a point at which
the planning group can determine whether or not the objective has been achieved.
Success Criteria of Strategic Planning
Ten key of success:-
1. A clear and comprehensive grasp of external opportunities and challenges.
2. A realistic and comprehensive assessment of the organization’s strengths and limitations
3. An inclusive approach
4. An empowered planning committee
5. Involvement of senior leadership
6. Sharing of responsibility by board and staff members
7. Learning from best practices
8. Clear priorities and an implementation plan
9. Patience
10. A commitment to change
Assumptions of Strategic Planning
1. Keep Your Head Out of the Sand
We call this flaw the “head-in-the- sand” problem: obliviousness to what one is actually
assuming. This is the most pernicious problem we see with assumptions and strategic plans. It is
the inability or unwillingness to actually state what you are assuming.
2. Stay above Hubris
Hubris is another common problem. Too many plans arrogantly assume away important barriers,
pitfalls, and problems.
The point of strategic assumptions is not to sweep away problems, but rather to articulate a likely
reality.

3. Really Question Your Assumptions
Although it helps to be a pragmatic optimist when writing strategic goals, we suggest you play
the pragmatic skeptic when writing assumptions.
The assumption-writer asks annoying questions such as, “Will the adversary truly respond the
way we think he will?” “Has this ever worked in the past?” “On what basis do we think funding
will continue to be available?” “How good are we, usually, at implementing big ideas?” “Why
do we think our competitors’ technology will not advance sufficiently for them to gain the
advantage?” “Do our constituents really want the same things they need?”
4. Think of Categories Before You Think of Assumptions
Before you and your team (and red team) brainstorm assumptions, you will find it immensely
helpful to first brainstorm categories of assumptions. Cognitive psychological research (and our
experience) indicates that people will generate about twice as many useful ideas if they have
categories in which to fit their ideas
5. Close the Assumption-Strategy Loop
In theory, you should start by generating a nice, clean set of assumptions before crafting strategic
goals. After all, good assumptions enable solid strategic goals. But the truth is, the whole process
is a messy, iterative loop that can start anywhere you like. Feel free to start with glorious
strategic goals, and then question the assumptions that supported those goals. Or, start with
assumptions and build strategic
6. Keep Your Plan Relevant
Good implementers continually ask, “How are we doing against our plan?” But great
implementers also ask, “Is our plan still relevant?” A powerful way to address relevance is with
your assumptions. If your assumptions have not held true, or have been incomplete, then it’s time
to re-tailor the plan. Even before your results tell you that your plan is off the mark, occasional
review of your assumptions serves as an early warning system before bad results start rolling in,
and informing you that something needs changing. Here are the kinds of questions to ask:
7. Make Them Crystal-Darn Clear
Of course, just knowing your assumptions will put you ahead of the pack, both as a planner and
as an implementer. But knowing exactly what you mean by each assumption will put you even
farther ahead. We’ve written elsewhere about the importance of clear and measurable strategic
goals. Well, the same goes for assumptions.

8. Connect Assumptions to Strategies
There is another requisite for the correction loop to work: the relationship of a strategic goal to
one or more assumptions should be absolutely explicit. Otherwise it’s too difficult to change
your strategy, even if you spot discrepancies as your assumptions unfold. Too often, there is no
clear relationship between the strategies in a strategic plan and the assumptions on which they
are based. The relationship between assumptions and strategies need not be only one assumption
to one strategy. Those relationships can also be many-to-one or one-to-many.
9. Make Contingency Plans
If assumptions are measurable, they serve as effective tripwires for contingency plans. For
example, your strategic plan might state, “If assumptions x, y, and z hold true, we’ll stick with
course A. But if any two of them prove incorrect, we’ll switch to course B.” In other words, you
don’t need to wait until an assumption is disproven to create a replacement strategy.
10. Hedge Your Bets
“Hedging” is one way to prepare for the eventuality of incorrect assumptions. A hedge is a
relatively small investment, up front, to mitigate the impact of incorrect assumptions. A hedge
might include the purchase of equipment that might never be needed (like a seat belt), training
you probably will never need (like CPR instruction), or the right to use or lease something that
might never be part of your future.
Strategic Planning Risks,
Strategic risks - are simply those that affect the strategic direction of the organization.
Common Strategic Risks
 External Risks
• Competition
• Market changes
 Human Resource Risks
• Knowledge
• Staffing
• Employee theft
 Financial Risks

• Cash flow
• Capital
• Price pressures
 Structural Resource Risks
• IT systems
• Proprietary information
• Regulatory actions
 Physical Resource Risks
• Disasters
• Bottlenecks
 Relationship Risks
• Reputation
• Supply chain.
Obstacles of Strategic Planning
Strategic planning is one area that businesses large and small should pursue to ensure that all
employees are involved, especially in activities designed to achieve the company’s mission,
vision, values and core strategies. Strategic planners face a number of challenges that they need
to be alert to and prepared to overcome.
Engagement
A key challenge that strategic planners face is engaging the right people in the planning process.
The words strategic planning; can strike fear in even the most experienced business person, but
small businesses are most at risk of avoiding this important task.
Consensus
Probably the most challenging aspect of strategic planning is people. Strategic planners face the
need to get a large number of people with different backgrounds, interests and perspectives to
agree on the direction the organization should take. Achieving consensus can be challenging, but
fortunately there are a number of business tools that can be used from simple brainstorming, to
mind mapping to nominal ranking.

Execution
The greatest challenge for strategic planners in any environment is execution, actually putting the
plan in place. Too often so much effort and attention is focused on developing the plan that once
developed the planning team feels that their work is through. But it is at this point when that the
real work just begins. Actually achieving the goals, objectives, strategies and tactics in the plan is
the point of the entire process, as effective strategic planners know.
MODULE 4
Approval Process,
Approval process steps are:
 An idea is documented and submitted to Enterprise Project Management (EPM) office by
the idea champion. The idea champion provides a description of the idea as well as how the
idea would benefit.
 The Technology Expert Council (TEC) reviews the idea and determines the feasibility of
the idea from a functional and technical perspective. TEC assembles a virtual task force of
functional and technical stakeholders to formulate a project request, inclusive of approach,
proposed timeline, resources, and total cost of ownership information.
 TEC reviews the completed project request and provides information to the Strategic
Technology Investment Committee (STIC) on the project’s feasibility, fit within the
technology portfolio, and a recommendation on whether to pursue the project and in what
timeframe.
 STIC reviews the project request, information from the TEC, and determines the next steps
for the project request. STIC may determine that the project request needs to be approved at
theSenior Institute Leadership and Advisors level, given the investment or impact to strategy
and campus constituents. STIC may also ask for additional information before making a
decision.

Project Resource Requirements,
In project management terminology, resources are required to carry out the project tasks. They
can be people, equipment, facilities, funding, or anything else capable of definition (usually other
than labour) required for the completion of a project activity. The lack of a resource will
therefore be a constraint on the completion of the project activity. Resources may be storable or
non storable. Storable resources remain available unless depleted by usage, and may be
replenished by project tasks which produce them. Non-storable resources must be renewed for
each time period, even if not utilised in previous time periods.
Resource scheduling, availability and optimisation are considered key to successful project
management.
Allocation of limited resources is based on the priority given to each of the project activities.
Their priority is calculated using the Critical path method and heuristic analysis. For a case with
a constraint on the number of resources, the objective is to create the most efficient schedule
possible - minimizing project duration and maximizing the use of the resources available.

Project Implementation
Project implementation: Eight steps to success
 Preparethe infrastructure. Many solutions are implemented into a production environment
that is separate and distinct from where the solution was developed and tested. It is important
that the characteristics of the production environment be accounted for. This strategy includes a
review of hardware, software, communications, etc. In our example above, the potential desktop
capacity problem would have been revealed if we had done an evaluation of the production (or
real-world) environment. When you are ready for implementation, the production infrastructure
needs to be in place.
Coordinate with the organizations involved in implementation. This may be as simple as
communicating to your client community. However, few solutions today can be implemented
without involving a number of organizations. For IT solutions, there are usually one or more
operations and infrastructure groups that need to be communicated to ahead of time. Many of
these groups might actually have a role in getting the solution successfully deployed. Part of the
implementation work is to coordinate the work of any other groups that have a role to play. In
some cases, developers simply failed to plan ahead and make sure the infrastructure groups were
prepared to support the implementation. As a result, the infrastructure groups were forced to drop
everything to make the implementation a success.
 Implement training Many solutions require users to attend training or more informal
coaching sessions. This type of training could be completed in advance, but the further out the
training is held, the less information will be retained when implementation rolls around. Training
that takes place close to the time of implementation should be made part of the actual
implementation plan.
Install the production solution. This is the piece everyone remembers. Your solution needs
to be moved from development to test. If the solution is brand new, this might be finished in a
leisurely and thoughtful manner over a period of time. If this project involves a major change to
a current solution, you may have a lot less flexibility in terms of when the new solution moves to
production, since the solution might need to be brought down for a period of time. You have to
make sure all of your production components are implemented successfully, including new
hardware, databases, and program code.
Convert the data. Data conversion, changing data from one format to another, needs to take
place once the infrastructure and the solution are implemented.
Perform final verification in production. You should have prepared to test the production
solution to ensure everything is working as you expect. This may involve a combination of
development and client personnel. The first check is just to make sure everything is up and
appears okay. The second check is to actually push data around in the solution, to make sure that
the solution is operating as it should. Depending on the type of solution being implemented, this
verification step could be extensive.
Implement new processes and procedures. Many IT solutions require changes to be made to
business processes as well. These changes should be implemented at the same time that the
actual solution is deployed.
Monitor the solution. Usually the project team will spend some period of time monitoring the
implemented solution. If there are problems that come up immediately after implementation, the
project team should address and fix them.

MODULE 5
Project Monitoring, Evaluation, Control
What do we mean by project monitoring?
It means to keep a careful check of project activities over a period of time.
Why should we monitor a project?
Surely if everyone is doing their best, things will go well?
To work to its full potential, any kind of project needs to set out proposals and objectives. Then a
monitoring system should be worked out to keep a check on all the various activities, including
finances. This will help project staff to know how things are going, as well as giving early
warning of possible problems and difficulties.
How can a project be monitored?
1. Keep it simple
Remember… monitoring is meant to be a help to good project management and not a
burden.
2. Objectives
Work out clearly at the beginning the objectives of the project, including a budget of the
likely cost (expenditure).
3. Plan the activities
- what needs to be done
- when it should be done
- who will be involved in doing it
- what resources are needed to do it
- how long it will take to do
- how much it will cost.
4. Monitoring
Work out the most appropriate way of monitoring the work - again, keep it simple:
- meetings
- diaries
- reports on progress
- accounts, reports on finances.
Monitoring methods
Reports
These do not have to be very long. Their purpose needs to be clear - to report on activities
and achievements. Above is an example of the records kept by ASHA in India. They give a
clear and helpful record of exactly what has been achieved. They are short and to the point.
This kind of report will help them in future planning and would clearly inform the
Government or a donor agency of what has taken place.
The ideal report - like this one below written by ASHA in India - is short and to the point.
Diaries
A helpful way of recording information would be to use one side of a note book for

example, for daily or weekly plans. Write on the other side what actually happened.
Keeping a work diary like this will help you also to evaluate your own work. What are you
doing that is most helpful and brings effective results? Take time to ask people in the
community about how they feel.
Finances
Donor agencies often transfer funds in quarterly or half yearly payments which may not fit
in with the planned project expenses. Planning of expenditure may need to take this into
account. Careful budgeting and planning will be of great help in this.
Meetings
Confidence and trust are vital. There is a possibility that monitoring may be seen as a way
of checking up on people. It must be a joint effort that everyone is involved with in some
way or another.
Use the Information!
For monitoring to be a useful tool, the information that is collected must be used effectively in all
sorts of ways:
Improve the timing of planned activities.
Adjust budgets.
Improve future planning and decision making.
Indicate where future work is necessary.
Inform other agencies of activities, to encourage cooperation and publicity.
Inform funding agencies of progress and future plans.
Project Networking Techniques- PERT & CPM.
 Network analysis is the general name given to certain specific techniques which can be
used for the planning, management and control of projects.
 Use of nodes and arrows
Arrows An arrow leads from tail to head directionally
Indicate ACTIVITY, a time consuming effort that is required to perform a part of
the work.
Nodes  A node is represented by a circle
Indicate EVENT, a point in time where one or more activities start and/or finish.
 Activity
o A task or a certain amount of work required in the project
o Requires time to complete

o Represented by an arrow
 Dummy Activity
o Indicates only precedence relationships
o Does not require any time of effort
 Event
o Signals the beginning or ending of an activity
o Designates a point in time
o Represented by a circle (node)
 Network
o Shows the sequential relationships among activities using nodes and
arrows
 Activity-on-node (AON)
nodes represent activities, and arrows show precedence relationships
 Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time

CPM calculation
• Path
– A connected sequence of activities leading from the starting event to the ending
event
• Critical Path
– The longest path (time); determines the project duration
• Critical Activities
– All of the activities that make up the critical path
Pert
• PERT is based on the assumption that an activity’s duration follows a probability
distribution instead of being a single value
• Three time estimates are required to compute the parameters of an activity’s duration
distribution:
– pessimistic time (tp ) - the time the activity would take if things did not go well
– most likely time (tm ) - the consensus best estimate of the activity’s duration
– optimistic time (to ) - the time the activity would take if things did go well
PERT Example

MODULE 6
Project MIS,
A PMIS is defined as the documents (containers of information) and producers for document
preparation, maintenance, preservation and utilization that are used for creating planning and
executing projects.
A PMIS is used for collecting data from across various functions analyzing and presenting those
data in form suitable for all the parties involved in a project.
Project Review,
Project Reviews are useful from many perspectives. The real benefit from Project Reviews is the
opportunity to step back and tack a deeper look into the system. During the throes of delivery

when a problem is observed, the inclination is to fix things quickly without a thorough
examination of what is really happening. We call this the ready, fire, aim approach. Sometimes
this works. We get lucky; smart team members use their insight to aim the arrow correctly.
Project Reviews that follow this process allow us to take a deeper look and examine the
underlying values, practices, and assumptions that got us in trouble in the first place. We can
then precisely craft an appropriate solution and monitor the solution carefully.
Project Team Management,
A project team is a team whose members usually belong to different groups, functions and are
assigned to activities for the same project. A team can be divided into sub-teams according to
need. Usually project teams are only used for a defined period of time. They are disbanded after
the project is deemed complete. Due to the nature of the specific formation and disbandment,
project teams are usually in organizations.
A team is defined as “an interdependent collection of individuals who work together towards a
common goal and who share responsibility for specific outcomes of their organizations”.[1] An
additional requirement to the original definition is that “the team is identified as such by those
within and outside of the team”.[2] As project teams work on specific projects, the first
requirement is usually met. In the early stages of a project, the project team may not be
recognized as a team, leading to some confusion within the organization. The central
characteristic of project teams in modern organizations is the autonomy and flexibility availed in
the process or method undertaken to meet their goals.
Recruitment,
The success of any intergovernmental information systems project generally depends on three
factors working together: technology, management, and policy. If any of these areas are ignored
in staffing a project team, the project is likely to have either short or long term problems or both.
Without individuals capable of handling project management functions (timelines, work plans,
budgets, recruiting) you run the risk of poor coordination, and wasted time and effort. If a project
lacks adequately skilled technology personnel, it is likely that deadlines will be missed and
applications may fail or contain crucial flaws that render the system inferior to the old way of
doing business. Teams that do not include well-informed program and policy staff, especially
those engaged in direct service functions, are likely to miss the boat on substantive service goals.
Moreover, the project team needs both state and local membership and the roles assigned to each
person should take advantage of that individual’s organizational location and professional
background and skills. A survey we conducted as part of our study showed clearly that all
participants had greater confidence in success when local officials played active roles as lead or
co-designers. Local officials have the experience to understand the daily operational needs of any
new project. They understand the street-level realities. As such, the early, active, and ongoing
involvement of local government partners adds considerable value and ensures more complete

success. It is also important to establish at the outset any limitations, such as travel time and
costs, on local agency ability to participate
Organization,
Organization is a systematic arrangement of people to accomplish some specific purpose. Every
organization is composed of three elements i.e. people, goals and system. Each organization has
a distinct purpose. This purpose is expressed as goals generally. Each organization is composed
of people. Every organization has a systematic structure that defines the limit of each member.
Some members are managers and some are operatives.
A project organization chart is a simple graphical illustration of who’s involved in the project
and where they fit in the overall organizational, or project, plan. First you d include yourself, the
project manager, with the project team linked in beneath. You report to the project board, which
is led by the project sponsor. Depending on the specifics of your project, you will likely then
group the remaining stakeholders into their respective areas (for instance, end users and IT staff).
These groups are shown on either side of the project team, since they will be giving input as the
project progresses.
Project Contracts,
In the world of business, contracts are used for establishing business deals and partnerships. The
parties involved in the business engagement decide the type of the contract.
Usually the type of the contract used for the business engagement varies depending on the type
of the work and the nature of the industry.
The contract is simply an elaborated agreement between two or more parties. One or more
parties may provide products or services in return to something provided by other parties (client).
The contract type is the key relationship between the parties engaged in the business and the
contract type determines the project risk.
Principles,
The Five Principles of Successful Project Management
1. “The Initiating Process Group consists of those processes performed to define a
new project or a phase of an existing project by obtaining authorization to start the
project or phase.” – A Guide to the Project Management Body of Knowledge
2. “The Planning Process Group consists of those processes required to establish the
scope of the project, refine the objectives and define the course of action required
to attain the objectives that the project was undertaken to achieve.”

3. “The Executing Process Group consists of those processes performed to complete
the work defined in the project management plan to satisfy the project
specifications.”
4. “The Monitoring and Controlling Process Group. Those processes required to
track, review and regulate the progress and performance of the project; identify
any areas in which changes to the plan are required; and initiate the corresponding
changes.”
5. “The Closing Process Group consists of those processes performed to finalize all
activities across all the Process Groups to formally close the project or phase.”
Practical Aspects,
Legal Aspects,
Many legal aspects have to be considered in projects; aspects that can be clustered concerning
the main stakeholders in projects:
 Project team members often are employees working in contracts shaped by their company
or public organization on one side and by the conditions of labour law on the other side.
Furthermore external consultants often work in a project hired on a service contract and
of course also under the conditions of labour law.
 Suppliers submit products and services based upon contracts.
 Projects lead to results that are sold somehow to those who ordered these results - the
buyer. There are many options what finally will be sold, outputs of a project, joint
venture results, etc. Often many legal aspects have to be considered.
Insurance.
Insurance Operations, Insurance Technology and Project Management go hand-in-hand. The
Project Manager manages the implementation and deployment of an industry based software
solution, make decisions that will affect deployments, and manage the client relationship. The
Project Manager must have the ability to develop and monitor project schedules and timelines to
identify and meet critical milestones, experience managing multiple projects with competing
priorities, the ability to understand technical subjects and emerging trends with relevance to the
Insurance or Reinsurance marketplace. A Successful Insurance Project Manager must possess all
3 capabilities i.e. Business, Operational and Technical.
MODULE 7
Project Termination –

 Termination rarely has much impact on technical success or failure . . .
 But a huge impact on other areas
 Residual attitudes toward the project (client, senior management, and project
team)
 Success of subsequent projects
 So it makes sense to plan and execute termination with care
Most Common Reasons Projects Terminate
1. Low probability of technical/commercial success
2. Low profitability/ROI/market potential
3. Damaging cost growth
4. Change in competitive factors/market needs
5. Un resolvable technical problems
6. Higher priority of competing projects
7. Schedule delays
Strategies,
Strategy is a high level plan to achieve one or more goals under conditions of uncertainty.
1. A method or plan chosen to bring about a desired future, such as achievement of a goal or
solution to a problem.
2. The art and science of planning and marshalling resources for their most efficient and effective
use. The term is derived from the Greek word for generalship or leading an army. See also
tactics.
procedures.
 Purpose
 Scope
 Definitions
 Actions

 Project Initiating
 Project Planning
 Project Executing
 Project Controlling and Monitoring
 Project Closing
 Project Review
 Responsibilities
 Policy Base
 Associated Documents
 Record Keeping
 Implementation
MODULE 8
Project Inventory Management-
Use of PERT & CPM techniques,
• Useful at many stages of project management
• Mathematically simple
• Give critical path and slack time
• Provide project documentation
• Useful in monitoring costs

Project management

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