Mayu Management of Projects

Task-01 1.
1 Important of the Project Management
A perfect project management will leads the project to a successful completion. A smart project management offers strong relationship between the client and the project manager. The same project management strategies that allowed you to successfully complete one project will serve you many times over. According to the competitive market situation the project should be pre-planned well, that is impossible without a ideal project management. Project management helps to reduce the cost misuse and errors of a project. Perhaps one of the greatest benefits of project management is that it allows for flexibility. Sure project management allows you to map out the strategy you want to take see your project completed. But the beauty of such organization is that if you discover a smarter direction to take, you can take it.
Principles of project management Planning Organizing Staffing Directing Monitoring Controlling Representing
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Management of Projects
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The planning The planning is about the managements process in the project. Mainly in the project they have plan the scope, cost, time. Time For analytical purposes, the time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a work breakdown structure or WBS. The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate. The tasks are also prioritized, dependencies between tasks are identified, and this information is documented in a project schedule. The dependencies between the tasks can affect the length of the overall project (dependency constrained), as can the availability of resources (resource constrained). Time is not considered a cost nor a resource since the project manager cannot control the rate at which it is expended. This makes it different from all other resources and cost categories. It should be remembered that no effort expended will have any higher quality than that of the effortexpenders. Scope Requirements specified to achieve the end result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa). Together, these three constraints have given rise to the phrase On Time, On Spec, On Budget. In this case, the term scope is substituted with specification.
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Cost Cost to develop a project depends on several variables including (chiefly): resource costs, labor rates, material rates, risk management (i.e. cost contingency), Earned value management, plant (buildings, machines, etc.), equipment, cost escalation, indirect costs, and profit. But beyond this basic accounting approach to fixed and variable costs, the economic cost that must be considered includes worker skill and productivity which is calculated by variation to project cost estimates. This is important when companies hire temporary or contract employees or outsource work. The organizing The organizing is identification of works going to be done for the project. Allocating the resources according to the identified works is the main part of organizing. Example: in the project if they need 2 computers more the organizer should arrange those. The Staffing Appointing an employee in a suitable position in order to the various abilities and talents of the employee is staffing. Example: appoint the staffs to do the works. The Directing Managing and giving the instructions to the staffs who have fixed to do the project is directing. Example: the project manager. The monitoring Checking the process of the project and oversees the staffs is monitoring. Example: supervisors.
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The Controlling Taking the actions and innovating is controlling. High authority management doing this process. Example: strategic managers. The representing The representing is related with marketing and working together with end users. Example: Sales representative.
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1.2 Explain the Project and success/failure
What is project? A project is a unique set of coordinate activities, with a definite starting and finishing point, undertaken by an individual or organization to meet specific objectives within define schedule, cost and performs parameters. Projects cut across organizational lines because they need the skills and talents from multiple professions and organizations. Project complexity often arises from the complexity of advance technology, which creates task interdependencies that may introduce new and unique problems.
Project success factors Project mission initial clarity of goals and general directions. Top management support willingness of top management to provide the necessary resources and authority for project success. Project schedule and plans a detailed specification of the individual action steps required for project implementation. Client consultation communication, consultation, and active listening to all impacted parties. Personal recruitment, selection and training of the necessary personal for the project. Client consultation communication, consultation, and active listening to all impacted parties. Technical task availability of the required technology and expertise to accomplish the specific technical action steps.
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Client acceptance the act of selling the final project to its ultimate intended users. Monitoring and feedback timely provision of comprehensive control information at each phase in the implementation process.
Communication the provision of an appropriate network and necessary data to all key factors in the project implementation.
Troubleshooting the ability to handle unexpected crises and deviation from the plan.
Additional factors: Characteristics of the project team leader competence of the project leader and the amount of authority available to perform his/her duties. Power and politics the degree of political activity within the organization and perception of the project as furthering the self- interests of an organizations member. Environmental events the likelihood of external organization factors impacting on the operations of the project team, either positively or negatively. Urgency the perception of the importance of the project or the need to implement the project as soon as possible.
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The following sections focus on these and other aspects of project participants roles in successful projects Top management top management commitment is essential to project success because it influences acceptance or resistance from others on the project allocating necessary resources, giving the project manager adequate authority and influence and backing the project manager in times of crisis. In successful project, the project manager is confident about top managements support and satisfied with the levels of responsibility and authority conferred to him. One top management shows commitment by appointment a project sponsor to agers, and top management to expedite responses to potential problems. She is involved from the early planning stages and ensures that company and project management values are incorporated into project plans.
Project manager - project manager of successful projects are committed to meeting time, cost, safety and quality goals. They are deeply involved in the project from beginning to end. They have sufficient authority to oversee development of plans and schedules, make additions or changes, and carry them out. The most excellent project mangers obtain extra complete by organism together well-organized and successful. They also construct energetic utilize of management by under your own steam approximately. They are easy to get to, wellknown, and on a friendly base with people in the project.
Project team in successful project, the project team is committed both to the goals of the project and to the project management process. The whole team is involve in estimating, setting schedules and budgets, helping solve problems, and making decisions a process that helps develop positive attitudes about the project, build commitment to project goals, and motivate the team. Commitment to project management is enhanced by a corporate culture that understands and supports project management. In successful project team is staffed with the necessary expertise and experience. The team has the requisite skills and knowledge, and is provided adequate resources and technology to perform its functions. In successful project, there is close team work, confidence, trust, and understanding of every ones roles. Team building is employed to define roles and delegate authority and responsibility. To foster good
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relations that carries through to the work place, team members and encouraged to mix socially.
Customer user In successful projects, there is no question about who the customer and end user are. The customer pays for the project, and the user is the ultimate recipient or operator of the end item. Sometimes they are the same, sometimes not. We refer to both as the client. The project team identifies these parties before the project beings and understands what they want. In successful projects, the client is strongly committed to project goals and is involved in the project management process. The customer has the authority and influence to share in making decisions, authorizing changes, and helping select subcontractors. Through client involvement in planning and design the project team can better determine what the client wants and can set specific goals and criteria. The customer user is involved in the implementation process and gives final approval for the installed end item. In successful projects, several factors related to project management functions and to elements of the system development process. These factors include project definition, planning, control and implementation.
Definition In successful project. There is complete clear definition of project scope, objectives and work to be done. Project responsibilities and requirements are clearly define and well understood by everyone involved. Clarity of definition produce common expectations among the participants. Although some flexibility in definition is described, goals and requirements need to be relatively stable. It is difficult to proceed when there is persistent change in goals, scope or requirements. Changes require adjustments to be made to plans and communicated to participants. In successful projects, goals and requirements are quantified wherever possible, but important qualitative aspects of project performance are also included.
Planning - In successful projects, plans are related to time, cost and performance goals. The plans include scope and work definition, schedules, networks, milestones, cost estimates, cash flow analyses, labor and equipment requirements and risk analysis. Plans ensure that the
hard things that people want to avoid thinking about get done first. In successful projects, the technology has been carefully considered and the problems anticipated and understood. Safety is also an issue, and plans include requirements and means for ensuring participations safety. Peoples behavior and attributes are important too. People are more likely to follow plans when they personally helped develop the schedule and plans. Good planning takes into consideration those who will be affected by the project and seeks their participation and approval. In successful projects, the plans provide detailed descriptions of the stages of the project, ways to measure performance, and arrangements for project control and trouble shooting.
Control successful projects have a control and reporting system that provides for monitoring and feedback at all stages, and enables comparison of schedules, budgets and team performance with project goals. The control system uses checks and balances. It supplies information that is timely, meaningful, free of irrelevant details, yet covers everything. It enables ongoing assessment of the effectiveness of the project team, how well objectives are being met and the likelihood of success. In successful projects, the control system is proactive and forward looking. It allows time to anticipate problems, foresee and forestall them, and to react as problems arise. Schedule slippages and cost growth are taken as early warning indicators of problems. The project manager and project team in successful projects, minimal changes are allowed except when essential to safety, to facilitate the job, or to meet user needs. Most changes are made on paper, early in the job not later. Pressure is out on planners and designers to produce complete, finished designs before building or fabrication begins.
Implementation in successful projects, preparation for implementation is done in advance. It is addressed in the initial plan and throughout the project. There is a strong liaison between the projects team and the user about implementation details. Work is paced to minimize the downstream adverse impact on people. In successful projects, the originally authorized plan spells out how and when the project should be terminated. The project is not allowed to drift from earlier goals, exceed goals, or to do too much or go on for too long. In successful
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projects the team learns from its experience. When the work is finished the team assesses its experience, evaluates its performance, and applies the learnings to subsequent projects.
What is a Project failure? All failures are system failures in the sense that they are actually the output of a particular system. That is to say, there are features or defects in the system that produced or two criteria: 1. It does not satisfy the requirements of those involved with the system management, users or other affected parties. Project failure usually implies not meeting cost, schedule, performance, quality, safety or related objectives. 2. It produces results that are undesirable to those involved with it. A failed project does not meet user or developer expectations, or leaves them worse of f than before. The criteria of project failure can be viewed from the two perspectives illustrate: 1. When a fixed price project has a cost overrun, the developer must absorb the excess cost, suffering a loss or reduces profit. From the developers perspective, the project is a failure. 2. The project end item is not accepted or utilized even though it was delivered on schedule, under budget and according to specification. This is a project failure experienced by the user or other project recipients. The two kinds of failure can be mutually exclusive: while one of the parties experiences failure, the other experience success. For example, even though project cost overruns might drive a developer into bankruptcy, the user may derive considerable benefit from the end item, in contrast, the developer might earn handsome profits from the project, yet the user is disappointed with or never uses the end item.
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Project failure factors Inadequate project management approach the project does not have the right organization structure, project manager or team to fit the project. Example: The project organization structure, planning and controls are incongruent or incompatible with the project situation, the philosophy of the project manage, or corporate culture and objectives. A project team, project manager or project structure that was successful in the past is plugged into a new project without considering the unique requirements of the project or distinguishing characteristics of its environment. Unsupportive top management top management does not give the active and continued support necessary to achieve project goals. This is revealed in many ways. Example: Top management does not yield adequate responsibility or authority to the project manager or back the project managers decisions or actions. The company does not make policy and procedural changes needed to conduct effective project management. The wrong project manager the person in the role of project manager does not have the background, skills, experience or personality to lead and manage the project. Example: The project manager is unable to confront conflict. She does not ask tough, probing questions and cannot effectively argue for the best interests of the project. The project manager cannot make the adjustment from a traditional work environment to the change and uncertainly of projects. She/he lacks the ability to function effectively under short time frames and stressful situations.
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Ignoring the systemic nature of projects the project is not treated as a system. Elements and processes of the project are compartmentalized without regard to their interaction.
Example: Hardware, software, resource and facilities are viewed independently without regard to their relation to overall project objectives rather than one on project objectives. The evolutionary process of systems development is viewed piecewise, one step at a time, without regard to subsequent or previous stages. This is evident by poor planning for future stages and inadequate evaluation of past stages. Problems are passed from one phase to the next. Inappropriate or misuse of project management project management techniques are misunderstood or improperly employees. The problem lies with the project manager, the project team or the techniques themselves. Example: The project managers fail to distinguish no project techniques of planning, coordinating and control from those necessary for project activities. The project manager or his team do not understand the need for tools such as PERT, WBS performance analysis, conflict conformation and team building these techniques are used incorrectly or not at all. The project manager does not attend to the human/behavioral side of projects: he/she does not build a project team, help team members understand the project goal, nor inspire them to work together toward the goal. Inadequate communication in the project these are problems that stem from lack of information quality, accuracy or timeliness, poor data collection and documentation or inadequate distribution of information to those who need it.
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Example: Early in the project, information about objectives, responsibilities and acceptance criteria is not documented. No attempt is made to identify information and source that will be needed during the project. Parties that need to know are not identified or kept informed. The quality and quantity of information gradually lessens as the project progresses because there is not enough time. Communications are not documented so it is difficult to distinguish facts from assumptions. Failure to involve the user the user of customer does not participate in the planning/definition/design/implementation process and user needs are disregarded. This is one of the most frequently mentioned sources of project failure. Failure to involve the user early in the project results in lack of agreement about requirements, numerous change request later and conflict between the user and project team during implementation. Even when users do participate in defining requirements, without continued involvement they cannot visualize the appearance or functioning of the final end item and are dissatisfied when they see the result. Problems are aggravated and more difficult to solve when there are multiple users. Both the user and project management are to blame:
The user may feel awkward or uncomfortable and try to minimize his involvement. Some users resist participation, even when invited.
The behavior of the project team discourages user involvement. Members of the project team may behave arrogantly and make the user feel ignorant or inferior. Inadequate project planning analysis and planning of project details inadequate and sloppy reports and recommendations from previous projects are ignored. Instead of preparing in advance, management reacts to things as they occur. Although poor project planning by itself is a major reported source of project failure, also cited are tree particular features of planning definition, estimating and scheduling. Inadequate project definition vague, wrong, and misleading or absence of project definition is a frequently mentioned cause of failure. There is no formal definition of technical requirements, task or project scope. Definition problems result from:
Lack of, or a poorly prepared proposal, WBS, responsibility matrix or work role definitions. Bad estimating of team and resource estimates of resource requirements, activity durations and completion dates are unrealistic. Bad estimating occurs because: Standards or files of similar projects are not used to estimating how long the project should take. Estimates are made without regard to the experience of the workers. It is assumed that all personal are experts and that they will perform the work without a hitch. Incorrect scheduling and handling of resource scheduling and allocation of resources are incorrect assessments are not anticipated; resources skills and capabilities are unknown and resource for backup are unavailable. The problem begins during planning and continues throughout the project :
Resource requirements are not anticipated and scheduled, and resource issues are addressed only as they occur. There is no skills inventory showing who is available for the project. Numerous changes during the execution phase changes are made to the original requirements without corresponding changes to the schedule, budget or other elements of the plan. This oversight leads to inadequate project communication, poor project definition, lack of user involvement and sloppy project control. Inadequate control project management does not anticipate problems but reacts after they arise control is focused on daily issues without looking ahead to potential problem situations; management waits until near the completion date to see if the project is on time. Sources of control problems include: Definition of work tasks that are too large to be effectively controlled, work packages and work groups that are too large to be supervised, and milestones that are too far apart to permit stepwise monitoring of the percentage of project completed.
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1.3 Terms called Project Management System
Initiation this is the very first stage of a project. In this first segment, the opportunities will explained and the problems will examined to find out the solutions and confer with all involved parties about the project scope.
Planning This step is deciding that the suggested project is really benefited to the organization. If the project accepted according to its business benefits, project objectives, scope and project management methodologies. The project manager draws up the detail project schedule and budget.
Executing This is about arranging meeting of the projects stakeholder to find out the requirements and solutions. One of them is selected and designed before applying. Projects budget also managed in this stage.
Testing Testing is the process of executing the project. The project has to be check for correctness of using the resources and achieving the expected results of the project in a correct path.
Closing Closing is the segment which is helps to formally end-up the project. In this stage the projects tasks will turn in to a document and submit the deliverables to the customers.
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1.3.1 Project Management System Process

1. Agree precise specification (terms of reference) for the project 2. Plan the project Project timescales and costs The project team Project management tools (Brainstorming, Fishbone/Ishikawa Diagrams, Critical Path Analysis Flow Diagrams, Gantt Charts) Brainstorming Fishbone diagrams Project critical path analysis (flow diagram or chart) Project financial planning and reporting Project contingency planning 3. Communicate the project plan to your team 4. Agree and delegate project actions 5. Manage, motivate, inform, encourage, enable the project team 6. Check, measure, and review project performance; adjust project plans; inform project team and others 7. Complete project; review and report on project; give praise and thanks to the project team 8. Follow up - train, support, measure and report project results and benefits
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1.4 Key elements involved in terminating projects Terminating Project

Project termination is one of the most serious decisions a project management team and its control board have to take. It causes frustration for those stakeholders who sincerely believed - and in most cases still believe that the project could produce the results they expected or still expect. The project manager and his or her team members, very important stakeholders of the project as well, will feel that they personally failed. They also will be scared of negative consequences for their careers; their motivation and consequently, productivity will decrease significantly. In contrast to that, we are convinced that conscious project termination at the right time, based on clear and well communicated criteria, profoundly discussed with the whole project management team, and finally mutually decided, is one of the boldest actions the involved or affected members of an organization can take. A clearly communicated strategy of the organization A clearly communicated reason why and how the project supports that strategy, and under what conditions it does not Clearly set and communicated project success criteria (in terms of scope, schedule, and budget), if possible clearly set and communicated termination criteria High level management attention, even for smaller projects, and in times when everything seems to be on track Periodical review meetings with the control board Open discussions with the control board about problems and possible solutions or alternatives, including termination In case the project has to be terminated, clear commitment of control board and high level management towards the project management team in order to enable the team to follow the project closure procedures Upon successful termination, similar rewards and incentives for project manager and his or her team as with regular project closure
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Reasons for Project Termination Becomes Necessary

Technical reasons Requirements or specifications of the project result are not clear or unrealistic Requirements or specifications change fundamentally so that the underlying contract cannot be changed accordingly Lack of project planning, especially risk management The intended result or product of the project becomes obsolete, is not any longer needed Adequate human resources, tools, or material are not available The project cost increases profit becomes significantly lower than expected The parent organization does not longer exist The parent organization changes its strategy, and the project does not support the new strategy Force majeure (e.g. earthquake, flooding, etc.) Necessary conditions disappear Lack of management support Lack of customer support Whenever along the life cycle of a project it becomes clear that we have to terminate it, there will be achievements we need to document. The least achievement is new knowledge and experience about what does not work. We need to document this so that the organization does not run into a similar situation again. Therefore, we emphasize again that it is vital to run the regular project closure procedures for a project we have to terminate. As such, adequate project termination marks successful project management.
Type of project terminations

Project Extinction Project activity suddenly stops Either successfully completed or high expectation for failure Termination-By-Addition Becomes a new formal part of organization
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Termination-By-Integration becomes standard part of operating systems Termination-By-Starvation a project in name only
The Termination Process

Decision made by broad based committee of senior managers Termination process should be specified in project plan Termination manager
Projects Terminated or Funds Stopped

There are number of situation when a project may be terminated before the end date in the project proposal. Such situations include the following: Completion ahead of schedule: project goals have been met and the outputs and products have been handed over to users. Technical problems that prohibit progress on the core gold. Another research group publishes work in a core area of interest Failure to submit scheduled technical or financial reports Sometimes a project fails to progress as expects, for various reasons. Hover, in particular cases, termination really is the right recommendation. There could be several reasons for pulling the plug on the project. The project is building the wrong product or the product will be old fashioned The project is not delivering business value Natural disaster Parent company gone bankrupt
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1.5 Post Project appraisals

Evaluations of the effectiveness projects based on systematic data collection and assessment tested against measurable success criteria To Determine: Whether a project was implemented as designed Evaluate the degree of reaching objective Whether unpredicted effects need addressing To improve future designs Type of post project appraisal Audit Trial Punch list Project Closure Report
Audit Trial
The term audit trail is used in more than one application in the business world of today. Historically, an audit trail had to do with being able to provide a complete history of any given financial transaction. The idea was to be able to identify each step in the process from the initiation of the transaction all the way through to the completion of the transaction. Typically, this process took place by being able to produce paper documents that showed the progress of the transaction from start to finish. Today, an audit trail also has to do with tracing data in electronic form as well, with the transactions not necessarily limited to financial data. An audit trail of any type will include an attempt to establish a chronological list of steps that were necessary to begin the transaction as well as bring it to completion. Audit trails can be very simplistic or extremely complicated, depending on the number of steps involved with the transaction. For example, conducting an audit trail on an invoice issued by a vendor would be a relatively simple process. Beginning with the receipt of the invoice, the document is tracked through Accounts Payable, all the way through to the issuance of a check or electronic payment to settle the debt. At the
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same time, creating an audited trail to allow for the reconstruction of a manufacturing process may contain many more steps and become very difficult to follow. An auditor may choose to begin the process of creating an audit trail from either the beginning or the completion of the transaction under consideration. Often, beginning the audit process with the most recent completed phase and working backward is an efficient means of establishing the audit trail. However, when both the beginning point and the point of completion are well established, it is possible to approach the audit trail from both ends simultaneously, simply filling in the steps occurring between the start and finishing steps to the transaction. Using an audit trail can often be an effective tool in managing the financial and other resources of a business or organization. The process of identifying the audit trail may in fact help to identify steps within the process that were unnecessary and that can be eliminated in future transactions. Another important application of the audit trail is that the process can uncover attempts to manipulate the financial profile of the entity, perhaps in an attempt to cover up the fact that funds are missing or were misappropriated in some manner. Basically, the audit trail is a helpful device to ensure that transactions are conducted smoothly and honestly, with the least amount of necessary steps employed in the process. Punch list
A punch list is generally a list of tasks or "to-do" items. The phrase takes its name from the historical process of punching a hole in the margin of the document, next to one of the items on the list. This indicated that the work was completed for that particular construction task. Project Closer Report Closing a project is not as easy it seem. You need to 1st ensure that the project closer criteria have been fully satisfied and that there are no outstanding items remaining you then need to identify a release plan for the project deliverables, documentation, supplier contracts and resources. Finally, you will want to initiate a communication plan to inform all project stakeholders that the project has now been closed. Each of these activities and many more are described in this Project Closure Report
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Project appraisal Project appraisal is a generic term that refers to the process of assessing, in a structured way, the case for proceeding with a project or proposal. In short, project appraisal is the effort of calculating a project's viability. It often involves comparing various options, using economic appraisal or some other decision analysis technique.
Type of project appraisal

Economic and Financial appraisal The economic and financial appraisal of a project should not be confused simply with the application of a complex financial model and the calculation of discounted costs and values. Instead, it is an integrated process that informs decision-making and should, if applied correctly, properly support the business of government.
Economical appraisal
Evaluates from a local perspective taking a more detailed view of costs. Depreciation Sunk costs Redundancy Repayment of grants Transfer payments Financial transactions External funding A better view of affordability
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Task-02 2.1 Different Types of Organizational Structure

Organizations are set up in specific ways to accomplish different goals, and the structure of an organization can help or hinder its progress toward accomplishing these goals. Organizations large and small can achieve higher sales and other profit by properly matching their needs with the structure they use to operate. There are three main types of organizational structure: functional, divisional and matrix structure. Functional Structure Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization, for example, there may be a marketing department, a sales department and a production department. The functional structure works very well for small businesses in which each department can rely on the talent and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure is that the coordination and communication between departments can be restricted by the organizational boundaries of having the various departments working separately. Divisional Structure Divisional structure typically is used in larger companies that operate in a wide geographic area or that have separate smaller organizations within the umbrella group to cover different types of products or market areas. For example, the now-defunct Tecumseh Products Company was organized divisionally--with a small engine division, a compressor division, a parts division and divisions for each geographic area to handle specific needs. The benefit of this structure is that needs can be met more rapidly and more specifically; however, communication is inhibited because employees in different divisions are not working together. Divisional structure is costly because of its size and scope. Small businesses can use a divisional structure on a smaller scale, having different offices in different parts of the city, for example, or assigning different sales teams to handle different geographic areas.
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Matrix The third main type of organizational structure, called the matrix structure, is a hybrid of divisional and functional structure. Typically used in large multinational companies, the matrix structure allows for the benefits of functional and divisional structures to exist in one organization. This can create power struggles because most areas of the company will have a dual management--a functional manager and a product or divisional manager working at the same level and covering some of the same managerial territory.
2.1.1 The Need for Organizational Structures
Organizations need structuring so that lines of authority along with individual duties and responsibilities can be understood by every company member. There are, however, additional Ways that these structures optimize the operation. Some of the more important ones, as offered by OrgPlus, a consulting firm that deals with the complexities of organizational structuring and chart creation, include:
Turning groups of individuals into teams and getting everyone pointed in the same direction.
Helping to orient new employees to the company and supplying them with career and succession plans. Understanding the complex nature of the structures and helping to simplify relationships. Empowering people to understand the strategic vision of the company by defining dependencies and relationships.
Once the different company leadership, divisions, departments, and other components needed to efficiently run the organization have been identified, they must be laid out in chart form.
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2.1.2 Project Organizational structure

A Company car is updating its sales system rules and policies designed to provide a structure where various work roles and responsibilities are delegated, controlled and coordinated. Organizational structure also determines how information flows from level to level within the company. In a centralized structure, decisions flow from the top down. In a decentralized structure, the decisions are made at various different levels.
Project manager
Sales director
IT manager
Personal assistant
Senior sales manager
Analyst programmer
Employee
The responsibilities of the project board are to direct the project and make sure that everything is proceeding according to the plan. It is the project managers responsibilities to run the project on a day to day basis and ensure that the objectives and milestones are met on time and within budget. The project manager must consider scope, time and cost to make the project successful.
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2.2 Roles and Responsibilities of Project

Project Manager Role The person responsible for developing, in conjunction with the Project Sponsor (Company), a definition of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilizing resources in an efficient manner and maintaining a co-operative, motivated and successful team.
Responsibilities Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget. Liaison with, and updates progress to, project steering board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to ensure the project meets business needs. Definition and management of the User Acceptance Testing programmed. Identifying user training needs and devising and managing user training programmers.
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Top Management Top management commitment is essential to project success because it influences acceptance or resistance from others on the project allocating necessary resources, giving the project manager adequate authority and influence and backing the project manager in times of crisis. In successful project, the project manager is confident about top managements support and satisfied with the levels of responsibility and authority conferred to him. One top management shows commitment by appointment a project sponsor to agers, and top management to expedite responses to potential problems. She is involved from the early planning stages and ensures that company and project management values are incorporated into project plans.
IT manager
Role Management and support of the IT system environments Responsibilities Management and support of the various environments. Network operating systems management and support. Database management and support. Back-up and disaster recovery measures. Contributing to technical strategy, policy and procedure. Development and operation of technical testing programmers.
Production of technical documentation to agreed quality standards.
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Analyst Programmer
Role To work with the Project Manager on defining and executing development requirements. Responsibilities Working with the Project Manager on definition of development requirements and priorities. Data Migration. Interfaces with other systems. Reporting configuration and deployment. Set up and maintenance of security rights and access permissions. Contributing to technical strategy, policy and procedure. Development and operation of technical testing programmers. Production of technical documentation to agreed quality standards. Reporting on progress/issues to management and users.
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Senior Sales Manager
Role The person responsible for managing supplier-side input to the project.
Responsibilities Ensures that mandatory supplier requirements are met. Manages the production and approval of the supplier side of the budget. Makes effective use of supplier resources within the approved budget. Tracks performance of consultants and takes appropriate action. Proactively develops a collaborative relationship with the organization to Project Steering Board level. Ensures that there are clear communication paths within the project team and the organization and supplier. Acts as main point of contact between the supplier and the organization. Produces and monitors financial reports including entry and maintenance of all actual time and expense against the master plan. Day to day management of supplier staff assigned to the project. Quality Assures the work of supplier staff assigned to the project. Encourages the transfer of product knowledge and skills to the appropriate staff within the organization.
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Project Team Members

Role The staff who actively work on the project, at some stage, during the lifetime of the project. Some may have a specific role for example, the Team might include a Project Administrator (see below). Responsibilities Team member roles will vary depending on the type of project. Typically they might be to: Provide functional expertise in an administrative process Work with users to ensure the project meets business needs Documentation and analysis of current and future processes/systems Identification and mapping of information needs Defining requirements for reporting and interfacing User training
Project Group/Board
Role This group, normally containing management grade personnel, is responsible for overseeing the progress of the project and reacting to any strategic problems. The group is optional, as the sales director-Manager relationship may be seen as the best means of control, but is usually required in large projects which cross functional boundaries. Responsibilities Championing the project and raising awareness at senior level. Approving strategies, implementation plan, project scope and milestones. Resolving strategic and policy issues. Driving and managing change through the organization. Prioritizing project goals with other ongoing projects. Communicating with other key organizational representatives.
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2.3 Project leadership styles

Introduction
Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach Leadership strategies define every leader's personal leadership style May adopt some of these in achieving the organization's goals and objectives
Basic leadership styles are
Authoritative Style This style is used when the project manager shares their vision with the team, but allows them to use their various talents to come up with a collaborative solution. By valuing each team member's contribution, the leader is motivating the team. It is important that the leader is respected for his/her knowledge so that others feel honored to be part of the effort. A real life example of this would be Steve Jobs. Apple Computers hires very talented people who are eager to make his vision come to life. One would assume that they take a great sense of pride in their innovations.
Democratic Style The democratic style is employed when everyone has a say. While this style may cause the planning and execution stages to be time consuming, morale is usually high. Also, if there is no true hierarchy, there can be constant disagreement where there is no true resolution in sight. An example of this would be a committee without a Chair.
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The democratic leader
Develops plans to help staff evaluate their own performance Allows staff to establish goals Encourages staff to grow on the job and be promoted Recognizes and encourages achievement
Not always appropriate
Most successful when used with highly skilled or experienced staff or when implementing operational changes or resolving individual or group problems
Laissez-Faire Leadership Style

Also known as the hands-off style. The manager provides little or no direction and gives staff as much freedom as possible. All authority or power given to the staff and they determine goals, make decisions, and resolve problems on their own.
An effective style to use Staff highly skilled, experienced, and educated Staff has pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants used Staff trustworthy and experienced
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Conclusion
Varying Leadership Style Three factors that influence which leadership style to use. 1. The managers personal background: What personality, knowledge, values, ethics, and experiences does the manager have? What does he or she think will work? 2. Staff being supervised: Staff individuals with different personalities and backgrounds; the leadership style used will vary depending upon the individual staff and what he or she will respond best to 3. The organization: The traditions, values, philosophy, and concerns of the organization influence how a manager acts
Determining the Best
Leadership Style Should leaders be more task or relationship (Customer) oriented Leaders have a dominant style, one they use in a wide variety of situations No one best style - leaders must adjust their leadership style to the situation as well as to the people being led Many different aspects to being a great leader - a role requiring one to play many different leadership styles to be successful
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Project Control and Coordination

Control a Project Having a project management plan will not always ensure having effective project control. Without a control process the project manager will often resort to an improper use of institutional authority to embarrass, or intimidate a project member whose performance is unsatisfactory. As a result the project member will learn to prevent disclosure of any problems. This then creates another problem in that the project manager is not being made fully aware of deviations from the project plan.
Figure: 1.1 Project Coordination Project coordination generally refers to planning and managing multiple tasks simultaneously. Coordination is essential for a business that deals with two or more related projects. Projects vary based on business objectives but may include launching a new product or expanding services into new areas. A project coordinator often holds different roles and responsibilities, depending on the industry, business size, and project goal. For example, corporations might designate separate project coordinators to handle domestic and international affairs; whereas, small businesses might weave basic project coordination duties into a management role. Project coordinators can serve as decision makers or assistants to lead managers.
2.4 The Project Team Roles

There are many groups of people involved in both the project and project management lifecycles. The Project Team is the group responsible for planning and executing the project. It consists of a Project Manager and a variable number of Project Team members, who are brought in to deliver their tasks according to the project schedule. The Organization The organization whose personnel are most directly involved in doing the work of the project. This organization usually provides sponsorship for the project.
Project Sponsor The Project Sponsor and/or Project Director is a manager with demonstrable interest in the outcome of the project who is responsible for securing spending authority and resources for the project. The Project Sponsor acts as a vocal and visible champion, legitimizes the projects goals and objectives, keeps abreast of major project activities, and is a decision maker for the project. The Project Sponsor will participate in and/or lead project initiation; the development of the Project Charter. He or she will participate in project planning (high level) and the development of the Project Initiation Plan. The Project Sponsor provides support for the Project Manager; assists with major issues, problems, and policy conflicts; removes obstacles; is active in planning the scope; approves scope changes; signs off on major deliverables; and signs off on approvals to proceed to each succeeding project phase. The Project Sponsor generally chairs the steering committee on large projects. The Project Sponsor may elect to delegate any of the above responsibilities to other personnel either on or outside the Project Team
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The project champion Quite often a project requires high-level sponsorship from either a vice president or even from the company president himself/herself. Unfortunately, senior ranks do not always have the time to carry out all the duties that being a project sponsor needs. Here, it is best if they delegate the role and name someone else the sponsor. Half-hearted sponsorship can be very de-motivating for the team and may even lead to the failure of the project. Alternatively, another manager may be assigned to act on their behalf. This person is often a project champion who is committed to the benefits as the sponsor himself. In all practical terms, the project champion acts on a day-to-day basis as the project sponsor, only referring decisions upwards as required.
The project board A project board usually required for projects that span a number of functional boundaries and/or where the benefits are directed to more than one market segment or function. If no project board is required, role can be undertaken by a program board or management team. A program board has accountability for a set of closely aligned projects. Unfortunately, bodies such as project boards are often ineffective, adding little value to the project. It is the project sponsors responsibility as chair of the group to keep group members focused on the key aspects of the project where their experience can be used to best effect. To monitor the project progress and ensure that the interests of you company are best served. To provide a forum for taking strategic, cross-functional decision. Removing obstacles, and for resolving issues. A project board is often called a steering group, or steering board.
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Project Manager The Project Manager is the person responsible for ensuring that the Project Team completes the project. The Project Manager develops the Project Plan with the team and manages the teams performance of project tasks. It is also the responsibility of the Project Manager to secure acceptance and approval of deliverables from the Project Sponsor and Stakeholders. The Project Manager is responsible for communication, including status reporting, risk management, escalation of issues that cannot be resolved in the team, and, in general, making sure the project is delivered in budget, on schedule, and within scope.
Project Team Members The Project Team Members are responsible for executing tasks and producing deliverables as outlined in the Project Plan and directed by the Project Manager, at whatever level of effort or participation has been defined for them. On larger projects, some Project Team members may serve as Team Leads, providing task and technical leadership, and sometimes maintaining a portion of the project plan. Project Terms often comprise Two Parts. The core team- those members who are full time on the project and report directly to the project managers. A core team size of six to ten people is about right. The Extended Team- those members who report to the core team and who may be part or full time Ti is essential that each members of staff working on you project has clearly defined. Role and reporting line to the project manager when working on the project. Scope of work and list of deliverables. Level of authority
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Project Coach The project coach or facilitator is accountable for supporting the project manager, project sponsor and project board. This may be by pure coaching or by giving advice, facilitation, and guidance on project management both approaches will help project terms, both experienced and inexperienced, to perform beyond their own expectation. It is a role which is found infrequently but one which can prove extremely effective. Remember, in many business-oriented projects, the participants are likely not to be fully trained and capable project managers. They may need to have someone who can give them the confidence to work in a way that may be alien to them. Stakeholders Stakeholders are all those groups, units, individuals, or organizations, internal or external to our organization, which are impacted by, or can impact, the outcomes of the project. This includes the Project Team, Sponsors, Steering Committee, Customers, and Customer coworkers who will be affected by the change in Customer work practices due to the new product or service; Customer managers affected by modified workflows or logistics; Customer correspondents affected by the quantity or quality of newly available information; and other similarly affected groups.
Communication plan Stakeholders Sales director Document name Monthly sales report Analysis Report System design Project progress report Monthly status report
Document format
Due Monthly Weekly Weekly Monthly Monthly
Hard copy Soft copy Soft copy Hard copy Hard copy
Analyst programmer
IT manager Project manager Personal assistant
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Plan and specify human recourses and requirements for the project
Project Human Resource Management includes the processes that organize and manage the project team. The project team is comprised of the people who have assigned roles and responsibilities for completing the project. While it is common to speak of roles and responsibilities being assigned, team members should be involved in much of the projects planning and decision-making. Early involvement of team members adds expertise during the planning process and strengthens commitment to the project. The type and number of project team members can often change as the project progresses. Project team members can be referred to as the projects staff. The project management team is a subset of the project team and is responsible for project management activities such as planning, controlling, and closing. This group can be called the core, executive, or leadership team. For smaller projects, the project management responsibilities can be shared by the entire team or administered solely by the project manager. The project sponsor works with the project management team, typically assisting with matters such as project funding, clarifying scope questions, and influencing others in order to benefit the project.
Inputs to resource planning The WBS identifies the project elements that will need resources. It is therefore the primary input to resource planning Historical information as to what types of resources were required for similar work on previous projects is valuable input. In many instances there are industry standards available that you can consult The scope statement contains the project justification and the project objectives which should be considered A resource pool description is another useful input. It constitutes knowledge of what resources (people, equipment and material) are potentially available
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Human resource planning We use a responsibility assignment matrix to allocate roles and responsibilities. The WBS is the primary document for doing this. List the project activities on the left-hand side of the matrix and role-players on top of the matrix. List a brief description of the work to be done in the matrix cells. After completion of the RAM you will know exactly who will do what on the project and what their respective roles are. If it is a large project you can then draw up an organization chart for the project
Project Human Resource Management Overview
Project Human Resource Management
Organizational Planning
1.Inputs Project interfaces Staffing Requirements Constraints 2. Tools and Techniques Templates Human resource practices Organizational Theory Stakeholder analysis 3. Outputs Role and Responsibility assignment Staffing management plan Organization chart Supporting detail
Staff Acquisition
1.Inputs Staffing management plan Staffing pool description Recruitment practices 2. Tools and Techniques Negotiations Pre-assignments Procurement 3. Outputs Project staff assigned Project team directory
Team Development
1. Inputs 1. Project staff 2. Project plan 3. Staffing management plan 4. Performance reports 5. External feedback 2. Tools and Techniques 1.Team-building activities 2. General management skills 3. Reward and recognition systems 4. Collocation 5.Training 3. Outputs 1. Performance improvements .2 Input to performance appraisals
Figure: 2.3.1
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Benefits of human resource planning
In preparing a human resource plan, management can coordinate and integrate all the organizations HRM activities, avoiding duplication of effort and eliminating unnecessary waste. Specific advantages to HRP include the following:
1. The organization will be ready to adapt future HRM activities to meet changing circumstances. 2. Careful consideration of likely future events might lead to the discovery of better means for managing human resources. Foreseeable pitfalls might be avoided. 3. Measures to influence future events can be initiated by the organization itself. 4. Decisions concerning future HRM activities can be taken in advance, unhurriedly, using all the data available options. This avoids decision making in crisis situations with management unable to study all relevant issues judiciously and at length. 5. Planning farceuse the organization to assess critically the feasibility of its HRM objectives. 6. Labor shortfalls and surpluses may be able to be avoided.
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Task-03 3.1 Project Plan

A Project Plan sets out the phases, activities and tasks needed to deliver a project. The timeframes required delivering the project, along with the resources and milestones are also shown in the Project Plan. Using this Project Plan Template, we can quickly and easily create a comprehensive Project Management Plan for your project, as it already lists the commonly used tasks needed to complete projects from start to finish. We use a Project Plan Template A Project Plan Template is filled in every time you wish to embark on a new project. A summarized Project Plan is usually created early in the life cycle, with a detailed Project Plan being created later the planning phase. The Project Plan is referred to constantly throughout the project. Every day, the Project Manager will review actual progress against that stated in the Project Plan, to ensure they are still on track. The Project Plan is therefore the most critical tool a Manager can have to successfully deliver projects.
Types of Plan
Exploratory Plans These often begin with a conversation and some, what ifs. A creative developer has an idea for a potentially useful software tool or an alternate approach to solving a vexing problem. What makes these thought exercises a project that requires planning is the need for resources. It is one thing to have an idea. However to try it out and test its utility, someone has to approve the objective and the allocation of hardware and human resources. Even exploratory projects need a statement of the problem, a sequence of steps, a schedule and a method to evaluate outcomes.
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Agile Development Plans We discussed Agile Development methodology in Project Management and the Agility Factor as a style of project development that focuses on short iterations of feature development. Kent McDonald, writing for Project Connections, suggests that a Project Plan for Agile Development would only cover a period of two to four weeks. During those iterations, all of the necessary work to take features from an idea to a working product is completed. Traditional Waterfall Plans When waterfall development method is used on a project, the project management plan covers the life cycle of the project in discrete steps beginning with requirements analysis followed by design, implementation, test and maintenance. Because plans developed for waterfall method projects may cover months or even years of activity, these plans are more likely to require re-planning driven by external events. Characteristics of a Good Project Management Plan Here are a few tips to help you make a better project plan: Clearly defines the scope of the project Show dependencies between tasks as part of risk management Comprehend resource loading and realistic levels of effort Reflect awareness of project risks and allow time to understand and mitigate them Accompany the plan with a communication plan that explains goals, tasks, schedule and performance information with key stakeholders Include qualitative measurement of deliverables tied to project requirements (Focused on outcomes and not just widgets) Help developers, team leaders and users understand the project and their role in its success Make sure the plan is sized appropriate to the scope and size of the project (Not too big, not too small but just right)
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Gantt chart
We cant stop the time but we can plan the time to do all activities in a project if one day missed in a project it will seriously damage the entire project. Time is very important to a project so entire project depends on the project planning process. Gantt chart helps to plan the time by providing a standard format for showing all the activities and the time that will take to complete a task. It also shows the starting and finishing dates of activities. This tool includes all the activities in the WBS. Software like Microsoft project will help to draw a grant chart easily.
Task Name
Duration
Start
10 Dec 12
30 Jan 30
S M T W T F S S M T W T F S
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Start Project Prepare Documentation Feasibility Study Identify Problem Understand and Analysis Problem Estimate Project Cost Propose Solution Task Scheduling Requirements Specification Prepare Use Case Diagram System Design Design New system Design Test Plan Coding & Testing Unit Testing System Testing Hardware & System Testing Acceptance Testing Prepare Documentation Deliverable to Project Manager
1 1 Week 1 Day 5 Days 3 Days 5 Days 3 Days 1 Day? 2 day? 6 Days 1 Day? 6 Days 14Hr 2 Week 2 week 1 Day? 2 Days 2 Days 5 Days
10/Dec/12
30/Jan/12
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Introduction to Project Cost Control

Almost all the projects needs to be guided right through out, in order to receive the required and expected output at the end of the project. It is the team that is responsible for the project and most importantly the project manager that need to be able to carry out effective controlling of the costs. There are however several techniques that can be used for this purpose. In addition to the project goals that the project manager has to oversee, the control of various costs is also a very important task for any project. Project management would not be effective at all if a project manger fails in this respect, as it would essentially determine whether or not your organization would make a profit or loss.
Cost Control Techniques

Following are some of the valuable and essential techniques used for efficient project cost control. Planning the Project Budget You would need to ideally make a budget at the beginning of the planning session with regard to the project at hand. It is this budget that you would have to help you for all payments that need to be made and costs that you will incur during the project life cycle. The making of this budget therefore entails a lot of research and critical thinking. Like any other budget, you would always have to leave room for adjustments as the costs may not remain the same right through the period of the project. Adhering to the project budget at all times is key to the profit from project. Keeping a Track of Costs Keeping track of all actual costs is also equally important as any other technique. Here, it is best to prepare a budget that is time-based. This will help you keep track of the budget of a project in each of its phases. The actual costs will have to be tracked against the periodic targets that have been set out in the budget. These targets could be on a monthly or weekly basis, or even yearly if the project will go on for long.
This is much easier to work with rather than having one complete budget for the entire period of the project. If any new work is required to be carried out, you would need to make estimations for this and see if it can be accommodated with the final amount in the budget. If not, you may have to work on necessary arrangements for 'Change Requests', where the client will pay for the new work or the changes.
Effective Time Management Another effective technique would be effective time management. Although this technique does apply to various management areas, it is very important with regard to project cost control. The reason for this is that the cost of your project could keep rising if you are unable to meet the project deadlines; the longer the project is dragged on for, the higher the costs incurred, which effectively means that the budget will be exceeded. The project manger would need to constantly remind his/her team of the important deadlines of the project in order to ensure that work is completed on time.
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3.2 Performance Measurement

PM Solutions has developed a framework for measuring the performance of various in the organizational practices to evaluate their effectiveness and demonstrate strategic business impact. Measurement provides you with the information necessary to make intelligent decisions about what you do. For example, you might want to understand the performance of your project management processes, your project office, your training initiatives, or even your overall strategies. PM Solutions will work with you to develop a measurement program customized for your organization to accurately demonstrate performance results to key stakeholders. Measurement Readiness Planning
PM Solutions begins by working with your measurement initiative team to clearly identify your objectives and goals. This includes a review of your organizational mission and strategies, organizational structure, key business processes, current measurement systems, data availability, and stakeholder values Measures and Scorecard Development
PM Solutions works with your team to prioritize and select the critical few measures based on agreed-upon criteria that will form the basis of your measurement scorecard. These measures flow from your organizational goals and objectives and are developed collaboratively with the measurement team and stakeholders. In creating your scorecard of vital measures, details such as the what, why, when, who, and how are also addressed. Once developed, the scorecard is reviewed, refined, and validated by the team in preparation for implementation. Program Implementation
Program implementation is an ongoing effort to execute the measurement program as documented in the implementation plan. This begins with the preparation for the initial collection-analysis-reporting cycle and continues through transition of ongoing program execution responsibilities.
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Cost Performance Analysis

Cost performance analysis consists of techniques that can evaluate performance against budget, analyze trends and attempt a prediction of the total final project costs.
Milestone Analysis Milestone Analysis is one of the simpler methods which managers can use throughout the project life cycle to compare the actual costs and progress experienced with the cost and progress planned. The method is less effective and less detailed, but it has the merit of needing a relatively modest amount of management effort to set up and maintain. It also requires less sophisticated cost accounting than other methods, and can be used when project schedules are not particularly detailed.
Budgeted cost of work scheduled (BCWS) This is the budget or cost estimate for work scheduled to be complete at the measurement date. It corresponds with the time-scaled budget.
Budgeted Cost of work preformed (BCWP) This is the amount of the money or labor time that the amount of work actually performed at the measurement date should have cost to be in line with the budget or cost estimate. It is usually necessary to take into account work that is in progress in addition to tasks actually performed.
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Project Weekly Report Description Use this weekly status report template for a specific project or for managing a general task. You can add your previous week's accomplishments, your plans for next week, and issues you have to deal with.
Project Weekly Report
Project: Week Ending: Distribution
Sponsor Car company sales system Project Manager Program Analyst
Prepared by Milestones due in the last week Milestones due in the next week Description Interviews scheduled Description Workshop complete Phase Complete Nil Due Date Due Date % Complete 100 % Complete 0 0
Action Items Due or Overdue Action Items ready Next Week
Description
Responsible Action Date
Comments
A review of the report will be carried out by the QA department prior to the report being presented to the Sponsor Confirm to the Sponsor that all attendees are available Going to plan at present. We have prepared the questionnaire and commenced the interviews. All key stakeholders have confirmed they will be available. At this stage, the workshop is scheduled for Monday next week.
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3.3 Project Change Control

Project change control is yet another vital technique. Change control systems are essential to take into account any potential changes that could occur during the course of the project. This is due to the fact that each change to the scope of the project will have an impact on the deadlines of the deliverables, so the changes may increase project cost by increasing the effort needed for the project.
Use of Earned Value Similarly, in order to identify the value of the work that has been carried out thus far, it is very helpful to use the accounting technique commonly known as 'Earned Value'. This is particularly helpful for large projects, and will help you make any quick changes that are absolutely essential for the success of the project.
Steps for Project Cost Control It is advisable to constantly review the budget as well as the trends, and other financial information. Providing reports on project financials at regular intervals will also help keep track of the progress of the project. This will ensure that overspending does not take place, as you would not want to find out when it is too late. The earlier the problem is found, the more easily and quickly it could be remedied. All documents should also be provided at regular intervals to auditors, who would also be able to point out to you any potential cost risks.
Conclusion Simply coming up with a project budget is not adequate during your project planning sessions. You and your team would have to keep a watchful eye on whether the costs remain close to the figures in the initial budget.
3.4 Project outcome

Project Spaces funding is based on an outcomes approach. This means that we are interested in how your project will make a difference in your area and to the people who use it.
Outcome Important We will assess your application based around your outcomes. For your project to be. We will look at how your outcomes respond to an identified need, how likely it is that you will achieve them and how well they fit in with the outcomes of our funding.
Discuss outcomes
You will need to think carefully about your goals, aims, effects and reasons for the project. Think about what difference your project will make and who it will make a difference to. You also need to think about how you will demonstrate the changes your project will make. You may find it useful to answer the following questions when identifying your outcomes: Who will benefit from the project? How will the project benefit your target group? What is the change your project will make?
WHO? People who will benefit from your project For example: Young people Older people Children
HOW? This should relate to a change or a difference For example: Improve Increase Reduce Develop Sustain
WHAT? What it is that is changing
For example: Knowledge Relationships Skills Environment Fear of using the site Experiences Access
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Measure outcomes You will need to make sure you have plans in place to track and measure your outcomes. It will be useful to have some baseline information about your site and the local community you start your project. This will be your starting point and help you evidence the changes your project is making. We will ask you how your project is progressing and achieving your milestones through the life of the grant as part of our monitoring process.
Introduction recommendation When it comes to any type of project, recommendation collection plays a key role. Requirements collection not only important for the project, but it is also important for the project management function. For the project, understanding what the project will eventually deliver is critical for its success. Through requirements, the project management can determine the end deliveries of the project and how the end deliveries should address client's specific recommendation. Although requirements collection looks quite straightforward, surprisingly, this is one of the project phases where most of the projects start with the wrong foot. In general, majority of the failed projects have failed due to the wrong or insufficient recommendations gathering solutions. We will discuss on this in the following chart. Following is charting an illustration indicating where the recommendation collection comes in a project.
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Recommended solutions
Sources of Conflict
Conflict over project priorities
Definitions
Views of project participants differ over sequence of activities and tasks. Includes goals incompatibility and differences in long-term versus short-term perspectives.
Suggested Solutions
Develop a master plan compatible with long-term strategies.
Conflict over administration Procedures
Conflicts over managerial and administrative issues of how the project will be organized and Managed.
Clarify roles, responsibilities, and reporting relationships at the Beginning of the project. Use peer review and steering Committees to review specifications and design.
Conflict over technical opinions and performance trade-offs
Disagreements over technical issues, performance specifications, And technical trade-offs.
Conflict over human resources
Conflicts concerning staffing and allocation of project personnel and where to get them and how.
Develop a work breakdown structure and a corresponding Responsibility matrix.
Conflict over cost and budget
Conflict over cost estimates from support areas regarding work breakdown structures and Estimating techniques.
Develop overall budgets supported by detailed budget and cost estimates of subproject tasks and activities Develop an overall schedule that integrates schedules for subprojects with staffing and other life constraints.
Conflict over schedules
Disagreements about the timing, sequencing, and scheduling of project related tasks and Information system to prepare and monitor project schedules.
Personality conflict
Disagreements on interpersonal Issues.
Emphasize team building and create an environment that Emphasizes respect, diversity, and equality.
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Conclusion A recommendation is the most important step of a project. If the project team fails to capture all the necessary requirements for a solution, the project will be running with a risk. This may lead to many disputes and disagreements in the future and as a result, the business relationship can be severely damaged.
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Task-01 1.

1 Important of the Project Management

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1.2 Explain the Project and success/failure

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1.3 Terms called Project Management System

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1.3.1 Project Management System Process

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1.4 Key elements involved in terminating projects Terminating Project

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Reasons for Project Termination Becomes Necessary

Type of project terminations

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The Termination Process

Projects Terminated or Funds Stopped

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1.5 Post Project appraisals

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Type of project appraisal

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Task-02 2.1 Different Types of Organizational Structure

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2.1.1 The Need for Organizational Structures

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2.1.2 Project Organizational structure

Senior sales manager

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2.2 Roles and Responsibilities of Project

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Production of technical documentation to agreed quality standards.

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Senior Sales Manager

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Project Team Members

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2.3 Project leadership styles

Basic leadership styles are

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The democratic leader

Not always appropriate

Laissez-Faire Leadership Style

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Determining the Best

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Project Control and Coordination

2.4 The Project Team Roles

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Due Monthly Weekly Weekly Monthly Monthly