PROJECT
MANAGEMENT
RAVI KUMAR
FPG/08-10/137
.2009
IBA, GN PROJECT .2009
MANAGEMENT
ACKNOWLEDGEMENT
It has been a true joy working on the topic. I would like to thank all
to whom I owe my gratitude for their support.
Especially my friends and colleagues at my college deserve special
thanks for their valuable time and support.
I would like to thank my theme paper guide Prof. Saurabh Raj for
his tremendous support and enthusiasm. Thanks Mr. Saurabh Raj, our
dear faculty member, for his valuable inputs at the starting of my
research. Last but not the least; I would like to thank Sachin and Rohit,
who helped me with various thoughts during my theme paper
RAVI KUMAR
FPG0810/137
EXECUTIVE SUMMARY
For any firm its very much essential to implement the different stages of
“PROJECT MANAGEMENT” for successfully completing the projects.
This report mainly throws light on the different stages of Project
Management. This report also tells what are the necessary activities that
should be carried at the different stages of Project management for its
successful completion. The later part of the project deals with the
“PROJECT MANAGEMENT IN FILM INDUSTRY”.
Table of Contents
TABLE OF CONTENTS.........................................................................................................4
PROJECT PLANNING ACTIVITIES.....................................................................13
PROJECT MANAGING CRITICAL SUCCESS FACTORS............................................22
PROJECT MANAGING ACTIVITIES...................................................................22
Manage Risk........................................................................................................22
Communicate Information...................................................................................22
Manage Schedule.................................................................................................23
Document the Work Results................................................................................24
Manage Organizational Change...........................................................................24
Manage Scope......................................................................................................24
Manage Quality....................................................................................................25
Manage Costs.......................................................................................................26
Manage Issues......................................................................................................26
Conduct Status Review Meetings........................................................................27
Review Project Life Cycle Phases Checkpoints..................................................27
Execute the Procurement Plan.............................................................................27
Administer Contract/Vendor................................................................................28
PROJECT CLOSEOUT ..................................................................................30
Conduct Final Acceptance Meeting.....................................................................30
Conduct Project Closeout Meeting......................................................................30
Conduct Knowledge Transfer..............................................................................31
PROJECT MANAGEMENT IN BOLLYWOOD……………………………………30-47
Stage 1: Development of the Film……………………………………………….30-
38
Stage 2: Preproduction of the film……………………………………………... 39-
40
Stage 3: Production of the film………………………………………………....41-42
Stage 4 :- Post-production of the film…………………………………………..43-46
Stage 5 :- Distribution of the film…………………………………………….....47
CONCLUSION………………………………………………………….....48
BIBLIOGRAPHY…………………………………………………………..49
Every project starts with an idea. That idea may be the result of a unique
thought or design, it may respond to a regulatory mandate, it may answer
a call for operational maintenance, or it may be as simple as providing
scheduled updates. In essence, projects are generated for many different
reasons; however, projects warrant special consideration for uniqueness,
importance, cost, priority, and duration of effort. Accordingly, potential
projects, so as not to underestimate their value-add and timing, need to be
subjected to an assessment process that will allow the sponsor,
stakeholders, project team, and other interested parties to validate the
potential project benefits and timing. This assessment of potential
projects occurs during the Initiation Stage. During this stage, a potential
project is conceptualized, justified, authorized, and funded by the
appropriate governing bodies.
Be realistically achievable.
Agency Architecture
State mandates
Identify the high-level tasks for the project. For example, tasks could
include the typical steps of any project life cycle, and the following:
procurement, conversion, training for end users, training for technical
staff, post-implementation support, etc
Establish more precise cost and schedule of the project (including a list of
deliverables and delivery dates)
Produce a schedule
Negotiate commitments
Providing teams with advice and input on tasks throughout the project,
including documentation, creation of plans, schedules, and reports.
Content of the Project: What is and is not included in the work to be done
What to procure
How does this product serve the needs of the project and the
agency as a whole?
When to procure
How to procure
The optimal size of the project team is driven by three principal factors;
the total number of tasks to be performed, the effort needed to perform
the tasks, and time frame for the project’s completion.
difficult task for one person to develop the entire plan. During this
project stage, details of the plan are determined and an approach is
defined. The full Project Plan is then developed.
Project Managing (Execution and Controlling)
Stage
Stakeholder communication
Manage Risk
Communicate Information
Manage Schedule
Collecting and validating schedule status; for example, data that reflects
start, finish and estimates to complete work
Validating work effort to ensure that the schedules accurately depict the
way work is being accomplished and reported.
All agencies that develop and execute projects have formal and informal
policies that may affect Project Plan execution. Project execution may
also lead to the realization of the need for new polices or alteration of
existing policies. Any consideration for new agency policies and
procedures should be documented during the Managing Stage and
reviewed for implementation.
Manage Scope
Influencing the factors that create scope changes to ensure that the
changes are beneficial
Manage Quality
Manage Costs
Projects may fail to control costs, or go over budget, for many reasons.
Often it is not a single problem but a series of small problems that,
combined, permit cost control to be sacrificed and prevent the project
from being completed successfully. Cost control contains the following
attributes:
Influencing the factors that create changes to the Project Budget Estimate
to ensure that the changes are beneficial
Manage Issues
action. State agencies will have a defined set of guidelines and policies
that provide the infrastructure for project purchasing that should be
integrated within the Procurement Plan. These guidelines will outline the
policy for solicitation, source selection and contract administration.
Although the solicitation and contracting responsibilities may not always
be managed by the project manager, it is still important that the project
Administer Contract/Vendor
The project manager will be responsible for ensuring that the vendors,
once contracted to do the work, meet the contractual agreements
specified within their contracts. Project managers will also be responsible
for tracking, reviewing and analyzing the performance of contractors on a
project. This performance reporting will be the basis for any contractual
changes that need to be made during the life of the contract. Finally,
project managers will play an important role in oversight and review of
any contract changes that will affect the project.
The last major stage of a project’s life cycle is project closeout. Project
closeout is completed once all defined project tasks and milestones have
been completed and the customer has accepted the project’s deliverables.
This stage also consists of the planning for the initial outcomes
assessment and the associated report. Outcomes assessments focus on the
level of achievement of the business objectives derived from the project.
Closing out any financial issues such as labor charge codes and contract
closure
Project Closeout
The following is a list of key activities required prior to project closeout:
To what extent did the delivered product meet the specified requirements
of the project?
Project team
Executive management
Financial Records
Correspondence
Meeting notes
Contract file
Technical documents
Films are produced by recording actual people and objects with cameras,
or by creating them using animation techniques and/or special effects.
They comprise a series of individual frames, but when these images are
shown rapidly in succession, the illusion of motion is given to the viewer.
Flickering between frames is not seen due to an effect known as
persistence of vision - whereby the eye retains a visual image for a
fraction of a second after the source has been removed.
Any film can become a worldwide attraction, especially with the addition
of dubbing or subtitles that translate the dialogue. Films are also artifacts
created by specific cultures, which reflect those cultures, and, in turn,
affect them. Hence, the filmmaking production cycle consists of five
main stages:
1. Development
2. Preproduction
3. Production
4. Post-production
5. Distribution
An entire production cycle typically has three parts. The first part
consists of development. The second part comprises preproduction and
production. The third part consists of post-production and
distribution.
same day. This is a main benefit of shooting scripts: they allow the
best possible utilization of all available resources.
The director, who is primarily responsible for the acting in the movie and
managing the creative elements.
The assistant director manages the shooting schedule and logistics of the
production among other tasks.
The casting director finds actors for the parts in the script. This normally
requires an audition by the actor. Lead actors are carefully chosen and are
often based on the actor`s reputation or "star power."
The location manager finds and manages the film locations. Most
pictures are shot in the predictable environment of a studio sound stage
but occasionally outdoor sequences will call for filming on location.
The art director manages the art department, which makes production
sets, costumes and provides makeup & hair styling services.
The production designer creates the look and feel of the production sets,
costumes, make up and hairstyles, working with the art director to create
these elements.
The storyboard artist creates visual images to help the director and
production designer communicate their ideas to the production team.
The sound designer creates new sounds with the help of foley artists.
Here the movie is actually created and shot. More crew will be recruited
at this production stage such as the property master, script supervisor,
assistant directors, production sound mixer, stills photographer, picture
editor, and sound editor. These are just the most common roles in
filmmaking and the production office will be free to create any unique
blend of roles to suit a particular film.
The director will then check to see if the shot was good or not. The script
supervisor, sound and camera teams mark every take as either good (G)
or not good (NG) on their respective report sheets. Every report sheet
43 | P a g e RAVI KUMAR (FPG/08-10/137)
IBA, GN PROJECT .2009
MANAGEMENT
records special facts about each take. When shooting is finished for the
scene, the director declares a "wrap." The crew will "strike," or
dismantle, the set for that scene. The director approves the next day`s
shooting schedule and a daily progress report is sent to the production
office. This includes the report sheets from continuity, sound and camera
teams. Call sheets are distributed to the cast and crew to tell them when
and where to turn up the next shooting day.
For productions using traditional film, the day`s takes, known as rushes,
(film negative) are sent to the laboratory for processing overnight. Once
processed, they return from the laboratory as dailies (film positive) and
are viewed in the evening by the director, cast and crew. For productions
using digital technologies, shots are downloaded and organized on a
computer for display as dailies. When the entire film is in the can the
Production Office normally arranges a wrap party to thank all the cast
and crew for their efforts.
Here the film is assembled by the Film Editor. The modern use of video
in the film-making process has resulted in two workflow variants: one
using entirely film, the other using a mixture of film and video:
Next, the editor creates a negative cut list (using Edge Code) or an edit
decision list (using Time code) either manually or automatically. These
edit lists identify the source and the picture frame of each shot in the fine
cut. Once the picture is locked, the film passes out of the hands of the
editor to the sound department to build-up the sound track. The voice
recordings are synchronized and the final sound mix is created. The
sound mix combines sound effects, background sounds, foleys, ADR,
dialogue, and music. The sound track and picture are combined together,
resulting in a low quality Answer Print (positive) of the movie. There
are now two possible workflows to create the high quality Release
Print (positive) depending on the recording medium:
Film Workflow: The cut list that describes the film-based Answer
Print is used to cut the Original Color Negative (OCN) and create a color
master copy. The next step is to create a one-light copy called the Color
Duplicate Negative (negative) or Inter-negative (negative) print. It is
from this that many copies of the final theatrical Release Print (positive)
are made. Copying from the Inter-negative is much simpler than copying
from the Inter-positive directly because it is a one-light process; it also
reduces wear-and-tear on the Inter-positive print.
Video Workflow: The edit decision list that describes the video-
based Answer Print is used to edit the Original Color Tape (OCT) and
create a high quality Color Master Tape. For all subsequent steps this
effectively becomes the master copy. The next step uses a Film Recorder
to read the Color Master Tape and copy each video frame directly to film
to create the final theatrical Release Print (positive). Finally the film is
previewed, normally by the target audience, and any feedback may result
in further shooting or edits to the film.
This is the final stage, where the movie is released to theaters or,
occasionally, to DVD or VHS. The movie is duplicated as required for
theatrical distribution. Press kits, posters, and other advertising materials
are published and the movie is advertised. The movie will usually be
launched with a launch party, press releases, and interviews with the
press, showings of the film at a press preview, and film festivals. It is also
common to create a Web site to accompany the movie. The movie will
play at selected theaters and the DVD is typically released a few months
later. The distribution rights for the movie and DVD are also usually sold
for worldwide distribution. Any profits are divided between the
distributor and the production company.
Conclusion
To conclude I would like to say that project management requires greater
amount of skill and acuuracy, efficiency from the very first stage itself.
Even if one stage is wrongly done or accessed it will impact the whole
project. Each and every stage is very much crucialfor any project to be
undertaken
Also , I think the following diagram is enough to give over all overview
of project management in the film making.
Bibliography
1. www.exforsys.com
2. www.indiaonestep.com
3. www.management-hub.com
4. www.cdu.edu.au
5. www.taskmanagement.com
6. www.4pm.com
7. www.screenindia.com
8. www.supnik.com
York: Oxford
University Press.
10. The Indian Entertainment Industry - Strategy & Vision,
FICCI, March 2008
11. Bollywood Cinema: A Critical Genealogy, Vijay Mishra
Asian Studies Institute Victoria University of Wellington
12. HB Review, an article on Hollywood Vs Bollywood by Ashni
Parekh