CLASS

CBSE-i X
UNIT-4

ICT

PROJECT
MANAGEMENT

Shiksha Kendra, 2, Community Centre, Preet Vihar, Delhi-110 092 India

 UNIT 4: BASICS OF PROJECT MANAGEMENT

Student's Manual

STUDY MATERIAL

I. MATRIX
CONTENTS
1. Definition, characteristic and identification of Project.
2. Life cycle of a project as a system and comparative study.
3. Understanding of project management and project planning.
4. Need of Project management and factors responsible for success of a project.
5. Case studies.

LEARNING OBJECTIVES
1. Explaining how projects help in efficient use of resources of an organization.
2 Identifying different activities involved in project management process.
3. Explanation how project planning provides means of communication.
4. Understanding all the facts and dimensions of Project Management.

II. SCOPE
The students must be aware of Project Management and its usage in todays
world. They should understand the importance of Project Management and the
factors responsible for its success. They should able to understand step by step
procedure for a management of a project with a higher end of success rate. They
should understand the various case studies and examples of a successful project
management especially in Information Technology field. Students should get a fair
 idea about the planning and organizing and managing of the task to achieve a
desired goal with maximum efficiency.

III. CONTENT
INTRODUCTION
Project Management helps coordinate the members and the resources available for
a project for achieving the organizational objective. Project Management includes
develop a project plan, which includes develop a project plan, which includes
defining project goals and objective, specifying tasks or how goals are to be
achieved and what resources are required. It also associated budgets and timeline
for the completion of a Project. A good project manager maximizes resources,
streamlines processes, controls costs and delivers results.

CONCEPT OF PROJECT
The word project is derived from a Latin word "projectum" which means to throw
searching forward.
According to Struckenbruck A Project is a one shot, time limited, goal oriented,
major undertaking, requiring the commitment of skills and resources.
According to Cleland and King, A project is a combination of human and non
human resources pulled together in a temporary organization to achieve a
specified purpose.
From the above definition, we can derive that project has a single set of objectives,
and when these objectives are achieved, the project is completed. Therefore a
project has a finite and well defined life span.
Unique process consisting of a set of coordinated and controlled activities with
start and finish dates, undertaken to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality and resources
A Project is a planned set of activities
A Project has a scope
A Project has time, cost, quality and resource constraints
TYPES OF A PROJECT
The different types of projects are as follows:
Construction Projects: This type of project is undertaken to construct
residential building, industrial buildings and highways. It requires human
effort and various mechanical components for the constructions. For example,
Projects undertaken to construct residential complex, customer call center and
shopping malls etc.
Research Projects: This type of project is undertaken to acquire knowledge
about a specific subject or an object. The acquired knowledge can be
presented in the form of models, patterns and patents. For example projects
undertaken to develop model of Indian economy.
Re-engineering Projects: This type of project is undertaken to review and
bring desired changes in an existing system or a process. For example , the re-
engineering projects undertaken to renumber U.K. telephone systems.
Procurement Projects: This type of project is undertaken to contractually
establish a business relationship with a selected suppliers for a defined
product or a service. For example projects undertaken for outsourcing a
complete business function such as IT.
Business Implementation Projects: this type of project is undertaken to
produce an operationally effective process. The value generated by the project
is embedded in the process. sFor example business implementation project
undertaken to install e-commerce.

Characteristics of a Project
Projects have a purpose: Projects have clearly-defined aims and set out to
produce clearly-defined results. Their purpose is to solve a "problem, and
this involves analyzing needs beforehand.
Projects are realistic: Their aims must be achievable, and this means taking
account both of requirements and of the financial and human resources
available.
Projects are limited in time and space:
They have a beginning and an end and are implemented in a specific place
and the context..
 Projects are complex: Projects call on various planning and implementation
skills and involve various partners and players.
Projects are collective: Projects are the product of collective endeavors. They
involve teamwork and various team members cater for the need of other.
Projects are unique: Projects origin is from new ideas. They provide a specific
response to a problem in a specific context.
Projects are an adventure: Every project is different and ground-breaking;
they always involve some uncertainty and risk.
Projects can be assessed: Projects are planned and broken down into
measurable aims, which must be open for further evaluation.
Projects are made up of stages: Projects have distinct identifiable stages at
every phase of execution, planning, testing.

STEPS IN THE IDENTIFICATION OF A PROJECT

Project identification is used to fulfil the requirements of the organization. It help
in discovering the needs of the user and converting them into a formal, planned,
resourced and funded project. The steps involved in project identification are as
follow:
1. Setting the objectives and goals of the project.
2. Recommending various methods to achieve the objectives of a project
3. Identifying the target groups who would benefit from the project
4. Setting the priority of the project in the context of urgency of the work.
5. Considering the adequacy of the Executing agency and the active
participation of the people involved in the project.
6. Estimating the approximate project cost based on the conceptual design and
suggesting the various cost and alternatives.

IMPORTANCE OF PROJECTS
The importance of various projects can be understood with the help of the
following points:
Planning and organizing the work: Project involves planning and organizing
the entire work. Planning refers to deciding in advance the equipments,
finances, raw materials and processes required for the completion of project.
 Effective use of resources: Project also result in efficient use of resources like
time, money, people, material, and energy. It is only possible if planning and
organizing of projects is done effectively.
Helps in assessing and minimizing risk: Project formulation involves
environment technical and financial appraisal. This helps to avoid various
risks such as shortage of finances, change in consumer preferences , etc.
Proper assignment of tasks: Project involves planning of work, which states
in advance the tasks necessary for completion of project. It also results in
proper and efficient execution of tasks.
Reduces chances of failure: Project also reduces chances of failure because
project manager helps to maintain mutual interaction among various
interacting parties.

PROJECT AS A SYSTEM
A project is a system of people equipment, material and facilities put together for a
specific objective. Many of the techniques and approaches of project management,
helps in developing the system approach of a project. the reasons for such
overlapping of project management and the systems technique are as follows:-
A project consists of sub- project and work packages, just as a system I a set of
sub-systems and elements.
The sub projects and work packages are inter linked in a manner similar to
the inter relation of sub systems and elements in a system.
Just as a system has its life cycle, so does a project.
Similar to system inputs, project resources also include human resources
,capital resources, materials facilities etc.

DIFFERENCE BETWEEN PROJECT AND A SYSTEM

Systems are for lifetime but need constant upgrading while projects are
temporary activities.
A system is a group of parts coordinated to achieve a set of goals. Project, in
contrast are time- bound, temporary, and unique activities undertaken in
uncertain environment. A project may include the work where a system either
of products, processes, hardware, software or services is needed to be created.
Therefore it can be said that a system is a part of a project but a project is not a
part of a system.
 LIFECYCLE OF A SYSTEM AND A PROJECT
An important aspects of the systems approach to management is the concept of
lifecycle. It is a basic pattern of change that occurs throughout the life of a
system. A system changes and fluctuates frequently. It follows a distinct pattern
that is repeated again and again. The natural lifecycle that occurs in all the living
organization consist of birth, life and death. Similarly systems, in general, and
projects in particular, have their own lifecycle.
All living organism go through the cycle of birth, growth, maturity, decline, and
death. Similarly, the lifespan of a system consists of the following phases:
Conception
Definition
Acquisition/Production
Operation
Divestment/Termination

PROJECT PLANNING

Project Planning
"Adequate planning leads to the correct completion of work"

Fig 1.1 Adequate Planning results success

"Inadequate planning leads to frustration towards the end of the project & poor
project performance"

Project Start Project End

Fig 1.2 Inadequate planning results frustation
WHAT IS PROJECT MANAGEMENT
Project: A group of milestones or phases, activities or tasks that support an effort to
accomplish something.
Management: It is the process of Planning, Organizing, Controlling and measuring

Fig 1.3 Team management of a Project

"The art of organising, leading, reporting and completing a project through people"
It is the art of directing and coordinating human and material resources throughout the
project, by using modern management techniques. The main purpose of project
management is to achieve predetermined objective of scope, cost, time, quality, and
participant satisfaction. Project management Knowledge and practices are best
described in terms of 5 activities, which are as follow
Initiating
Planning
Executing
Controlling
Closing

Fig 1.4 different phases of Project Management

There are several forms of management at all levels, each with its own characteristics.
Functional Management
This is the traditional style of management, in which each functional group such as
research, development, engineering, manufacturing, marketing, finance, personal, etc is
responsible for providing ongoing services for a project. This system is advantageous as
it reduces training and day to day supervision and creates competence through
experience and specialization. It represent economic gains in production of good and
processes.

Project Management
Project management I concerned with achieving a specific goals in a given time and
resources available for that period. The project management requires attention to goal
oriented systems, environment, sub-systems and their relationship. This is what makes
project management a system approach to management.

NEED FOR PROJECT MANAGEMENT

Modern project management originated in the construction and aerospace industries in
the USA and even western countries. This was because the environment and activities
in those areas demanded flexible and imaginative forms of management. The growth of
has come about more through necessity than through desire. The major problems
identified by those managers who attempted the new system, revolve around conflicts
in authority and resources. The three major problems identified are as follows:
Project priorities and competition for talent would interrupt the stability of the
organization and interface with its long range interest by upsetting the normal
business of the functional organizations.
Long range planning would suffer as the company gets more involved in meeting
the schedule and fulfilling the requirement of the project.
Shifting people from project to project would disrupt the training of new
employees and specialist.

Some Questions to be asked for Project Management

In determining the need for project management, one should examine the project and
the organization carefully and ask the following questions:
1. Is the job very large?
2. Is the job very complex?
3. Is the job a true system in that it has many separate parts or sub system that must
be integrated to complete the operation?
4. Are strong budgetary and fiscal control required?
5. Are quick response to changing conditions necessary?
6. Does the job cross many disciplinary and organizational boundaries?
7. Is the organization committed to a firm completion date?
8. Are there major items to be procured from outside the company?
On the basis of answers of the above questions project management is considered.

CONDITIONS AND CRITERIA FOR USING PROJECT MANAGEMENT

From the discussion it can be concluded that project management can be applied to any
ad-hoc undertaking. This includes a broad range of activities, such as writing a research
paper or remodeling a house.
There are two conditions suggesting when project management should be used:-
The more unfamiliar or unique the undertaking, the greater is the need for project
management to ensure that nothing gets overlooked.
The most numerous and independent the activities in the undertaking, the greater
is the need for a project manager to ensure that everything is coordinated,
integrated and completed.

Cleland and King have suggested five general criteria to decide when to use the project
management techniques and the corresponding organizational structures. These criteria
are as follows:-
1. Effort
Magnitude of the effort should be more when job requires more resources in an
organization and for this purpose project management techniques can be
necessary for example micro level industries may also need formal project
management.

2. Coordinators
Even when a job lies primarily in one functional area, the task of coordinating its
work with other functional area is necessary for example the task of computer
installation in a company may seem to be sole concern of the Electronic Data
Processing (EDP) department.
3. Modifications
A project always require modifications from time to time .Minor changes in
products such as annual automobile design changes, can usually be accomplishes
without setting up a project team companies. Companies that operate in the
computers, communication, electronics are exposed to high innovations rapid
product change and shifting markets and consumer behavior.

4. Changing environment
Another aspect of the changing environment that is particularly relevant for Indian
economy is the government policy of liberalization and transition of free market.
The project manager links together and coordinates the efforts of divisions as well
as those of suppliers and customers.

5. Reputation
The reputation of the undertaking and what is at stake may determine the need for
project management. Unsuccessful project will result in either a loss of future
contracts, a damaged reputation, a loss of market share and organizational form.

TYPES OF PROJECT MANAGERS

Basically, project management has evolved in most organizations in one or more of four
Categories. Davis identified these four types and noted that organizations tend to
evolve from one type to next, as they become more sophisticated and their problems
become more complex. These four types of project managers are described below:

1. PROJECT EXPEDITORS
These are the individuals who speed up their work and achieve unity in the team
with the help of communication. They are project centers of communication to the
general manager. They are not really a manager, but serve as translator of technical
concepts into business.

2. PROJECT COORDINATORS
They act a staff leader and achieve unity of control over project activities. Typically
coordinators would have authority to control project matters and disbursement of
funds from the budget, but still have no actual line authority over workers.

3. MATRIX MANAGERS
They perform the full range of management functions. They achieve unity of
directions, by serving the same functions as the first two types of project managers
 but, additionally have the authority to plan, motivate, direct and control project
work.

4. PURE PROJECT MANAGERS

These people direct project organizations of people who report directly to them.
They achieve unity of command and are integrators rather than technical
specialist. In a large construction project for example, a pure project manager may
be hired by the developer and delegated the power to make a major decision.

THE VARIOUS FORMS OF PROJECT MANAGEMENT

The major forms of project management are discussed

BASIC PROJECT MANAGEMENT

The project manager is given formal authority to plan, direct, organize and control the
project from the beginning to the end. the basic form of project management may be
implemented in two possible modes- pure project and matrix. In the former mode, a
complete self contained organization is created containing all necessary functions.

The basic application of the project management have largely been in the construction
and hi-tech industries, there are several soft technology also where this form of
management can be used advantageously. Some of these may include the following
Government funded projects in the health education and welfare.
Media planning and mass advertisement campaign
Application of science and technology to rural areas.

PROGRAMME MANAGEMENT
In simple terms, a programme may be thought of as a project that extends over a longer
time horizons compared to the shorter time scale of a project. Another useful distinction
is that a project is oriented towards producing and delivering a product or a service,
after which the project is formally over. A programme on the other hand, typically
involves the operation and maintenance of the system developed and delivered by the
project.

NEW VENTURE MANAGEMENT

We have outlined the changing management as the criterion to evaluate the need for
project management. The deregulation and liberalization of the economy present
tremendous opportunities for new venture to capitalise on the free market benefits.
Once the new venture is defined, the team may go on to design and develop the
product and then finally determine the means for producing, marketing and
distributing it.

PRODUCT MANAGEMENT
Similar in concept to new venture management but more applicable to an ongoing
producing activity, is product management. A single person is given the authority to
oversee all aspects of a products manufacture. The advantage of this approach is that
there is a dedicated product manager for every product made by the company, who can
manage conflicts and resolve problems that could otherwise degrade manufacturing
capability, disrupt distribution or decrease the sale potential of the Product.

Ad Hoc COMMITTEES AND TASK FORCES

To a layman these Terms have an unpleasant connotation, due to their association with
government and public administration. Both the leader and the members of inter
department are selected by the functional managers. Many organizations have utilized
the inter personel departments committee and the task force approach for the assignment.

FACTORS RESPONSIBLE FOR A SUCCESS OF A PROJECT

Many types of documents, templates, tools, and strategies are required for managing a
project. Here are the key factors responsible for a successful project management.

1. SOLID CONTRACT WITH SOFTWARE PROVIDER

Get it in writing! If a contract is already completed and these items have not been
included, you should work with your vendor to reach agreement on these terms.
The components that you will want to have well defined are:
1. A payment schedule,
2. Outline system performance criteria,
3. Penalties related to performance issues and delivery delays,
4. Documentation requirements,
5. Training, which is provided,

2. INVOLVEMENT BY KEY STAFF AND RESOURCES

The organizational structure of those involved in the project is a significant
indication of the success of a project and is one of the first things you want to have
in place to start the project.
 Make sure to have a:
Project Sponsor: This is person should be a senior manager head. They will be the
source who authorizes the project, ultimately owns the project, and sources the
funding for the project.
Leadership Committee: This leadership committee is responsible for following the
status of the project, representing the project to their peers and senior
management, and assuring all of the appropriate parties are involved.
Project Team: These are the folks that are performing the work for the project.
You may have several teams, or workgroups, with different focuses.
Project Manager: The Project Manager is responsible for overseeing that the work
is getting completed as expected on schedule. They manage any deviation from the
scope or schedule to get the project back on track

3. PLAN HOW THE PROJECT WILL BE MANAGED

1. Create and share a Project Management Plan that will document how the
project will be managed
2. Document how changes will be handled, especially those that impact the
scope, dates, budget, or resources.
3. Document how issues will be managed and escalated.
4. State how the schedule will be managed.
5. Include all methods of communications that will be used for the project.

4. DEFINE AND AGREE UPON THE PROJECT SCOPE

1. Write a project Scope, state what is and what is not included in the project.
2. Document deliverables and assumptions.
3. Refer to any requirements that were gathered. If no requirements were
gathered, meet with stakeholder across the board to determine their
requirements so that expectations can be documented and agreed upon.
4. All project team members should understand the scope.

5. DEVELOPMENT AND MANAGEMENT OF A SCHEDULE

1. A Schedule is the central tool to managing a projects activities and keeping
on track.
 2. Develop a schedule that documents the tasks that need to be done to
complete all of the deliverables outlined in the scope.
3. Be sure to include dependencies, but not the work associated with those
dependencies, on items that are outside the scope of the project.

6. MANAGEMENT OF AN ISSUES LIST

1. Having one central repository to log issues is invaluable.
2. "High" priority should be reserved for those issues that, if not resolved, could
impact the stability of the application, the integrity of the data, or completion
dates of critical tasks and events.
3. Track issues actively (daily or weekly). Include new ones as soon as they
arise. Log updates to each issue as they become known.
4. Document issues even if they are likely to be easily solved. Those tend to be
the ones that get away and should not be ignored.

7. SOLID TESTING
1. Testing is critical to understand how the application will work in the installed
environment, if it performs according to expectations, and to identify any
problems with the software or processes so they are addressed prior to live
processing.
2. Document what type of testing must be done (i.e., database conversion, data
flows, user front end, business flow). Include who will be involved in testing
and how it will be performed.
3. Write Test Scripts that detail all scenarios that could occur. Business end users
should be involved in this as they are most likely to understand all aspects of
their business.
4. Test items that are standard operations as well as those items that occur
infrequently.

8. TRAINING PROGRAM
1. Proper training is essential to assure that end users are prepared to use the
application.
2. Identify all users early on in the project; this will help to confirm all possible
scenarios are covered and all users are part of the project communication.
 3. Training will be optimized, and sessions better received, if individuals who
will have similar use of the application are trained together.

9. PREPARATION FOR LIVE EVENT

1. A review of all deliverables and tasks should occur weeks before the system
is ready for production use.
2. Anyone involved in the project should verify that all tasks are completed, or
will be completed as scheduled, for the live event.

10. COMMUNICATION
Communication is one of the key items recognized as leading to a successful
project. It should also be noted that in projects experiencing problems,
communication is often reported as lacking. Here, are tips to improve this valuable
activity.
1. Keep committees and teams informed
2. Team meetings should occur weekly or as needed. Even a short conference
call meeting can be effective to get everyone together.
3. Monthly or weekly Status Reports should be completed and shared with all
involved individuals.
4. Users should be informed of the progress of the project as it evolves.
5. Remember that communication is vital to the success of a project. It allows for
establishing expectations and keeping everyone informed.

It is not necessary every time there would be a success of project management.

Many times due to various reasons the project gets struck in between. The various
reasons for failure/ struck of the project management are as follows:
1. Delays in meeting project dates,
2. Disagreements on what the project is expected to deliver,
3. Difficulty solving issues,
4. Confusion on direction, work requirements, and status of the project,
5. Lack of buy-in from team members and the end users,
6. Additional stress and demands on the time of team members and end users,
particularly near the end of the project,
Case study
Reclassification Project
Reclassifying the main book collection (approx. 53,000 items) of a departmental library
in an old university to the Library of Congress Classification scheme (LCC).
Simultaneously weeding out un-used stock.

Background / context of the project (Stage 1)

The library conducted a survey of its primary users (staff and students of the
Department of Education) at the end of the last two academic years, and the results
have shown that many users found the existing book layout difficult to use. The current
classification is an outdated and now rather idiosyncratic version of Dewey. This means
that the classification of each new book is potentially subjective, and has to be carried
out by a senior member of staff who knows the collection well.

The current scheme also results in a very large number of books with the same shelf
mark. Users have to browse through all of these to find the title they need. The current
Dewey classification is then sub-divided by a letter, on the spine of the book, taken
either from the main authors surname or from the title of the book, if it is edited. This
creates confusion among users, especially as the letter is not included in the shelf mark
on the library catalogue.
The library collection has also run out of space, and includes a large amount of material
that has not been used for many years. The project aims to weed out material that has
not been borrowed for 5 years: either to the library stacks, if it is unique within the
Oxford library service, or to be sold, if another copy is held in the Bodleian Library.
In turn the book stack is being weeded, applying the same criteria.

Project definition and goal (Stage 2)

The goal of the project is to create an up to date collection, with growth space for new
material, arranged by Library of Congress (LCC) an easy to use, internationally
recognised classification sequence.

Benefits of the Project

This aims to make the collection easier to browse, as books should be grouped in a more
systematic fashion. It also aims to make individual items easier to search for, as the
classification will end in a 3-letter code, taken either from the authors name or the title,
included in the shelf mark, thus limiting the number of titles that can have the same
shelf location.
The majority of the Universitys libraries have already reclassified to LCC, or are in the
process of doing so. By bringing the Education Library into line with the rest of the
University, it should help our many users who use more than one library, as well as
making life easier for those who were already used to LCC at a previous institution.
Finally, it should also mean that the classification of most new material can be done by
library assistants as part of the general book processing stage, as class marks can
generally be found in the MARC records of the Library of Congress online catalogue.
This will reduce subjectivity and make the workflow much more efficient.

Finance available
This project began in Easter 2007, with no extra funding provided. Two volunteers
helped with the project during the summer vacation of 2007, and made excellent
progress, but it was proving difficult to sustain momentum on the project with the
librarys core staffing.
In January 2008, extra funding was applied for and acquired approximately 2,800 for
7.5 staff hours per week until 31 December 2008. The librarian placed a bid for the
money, and then split the hours between two existing part-time staff, one of whom had
been a volunteer during the summer.

Staffing
All of the Education Library staff are involved in the project, and contribute when they
can. The staff working evenings and weekends, when the library is often quieter, work
on the weeding and reclassification, while staffing the issue desk.
However, from January 2008, there are two designated people working on the project,
away from the desk, for a total of 7.5 hours per week. The project management role,
although fairly informal, has been taken by the librarian.

Time scales
The date for completion of the project was initially negotiable, although the funding
expires in December 2008. The final stage of the project involves editing catalogue
records, and shifting stock. This needs to take place during the summer months,
preferably July and August. The library is quietest at this time of year and users will
suffer the least disruption.
The total time from idea to delivery is likely to be approximately 18 months. However,
this is only phase 1 of the project, as the oversize collection will also need to be heavily
weeded and then reclassified. Phase 2 of the project will also involve reclassifying the
separate teaching resources collection to Dewey. Currently this is classified using a
home grown scheme but Dewey is more suitable for resources taken out to schools
that generally use the Dewey Classification Scheme.

Communication
The original idea was discussed at library staff meetings, and in consultation with the
Head of Social Science Libraries. The idea was raised at the Committee for Library
Provision in Education, where it was discussed with staff and student representatives
from the Department. Details of the purpose and time scale of the project were sent to
all academic staff in the department by e-mails and comments were invited.
The Education Librarian also communicated the plans regarding the project, and
continues to provide regular progress updates, at all major Departmental committee
meetings, including the Academic Staff meeting, the Committee for Graduate Studies,
and the Research committee.
The team working on the project are using regular staff meetings and the library
mailing list to communicate on progress and any issues encountered. The librarian also
meets regularly and informally with the team members individually, to discuss
progress and deal with any problems arising.
The weeding of stock in particular has needed to be carefully communicated to
academic staff. Books marked for weeding have been given a colored dot and replaced
on the shelves, so that academics can check to make sure that they approve of the
material being withdrawn in their subject area.
The physical reallocations during the summer will be communicated via LCD screens,
signs, notices and emails, plus within the committees.

Key tasks (Stages 3 and 4)

The table below lists the main tasks

What? Who? How Notes

long?

Weeding from stack to create Issue desk staff

space (one person from 400s,
another from 100s)

Checking and deleting stack Cindy/Sue/

records Eric/Kate

Weeding from open shelf to Beth/Anne

stack / for withdrawal (marking
with yellow/green dots)

Reclassifying remaining open Beth/Anne

shelf material (writing the new
classification inside the book)

Removing dotted books from Issue desk staff Check with

open shelf to stack or cupboard academics first
for sale (change on OLIS, then before moving
stamp/sticker) (Kate)
 Moving books to new locations Everyone

Resources room reclassifying Cindy/Eric/ Phase 2

of Teaching Resources Sue/Kate
Collection to Dewey

Moving to new locations Everyone Phase 2

Evaluation (Stage 5)
Although we have not yet completed the project, to be able to fully reflect on it, we have
been evaluating its success informally, on an ongoing basis. We also had a more
thorough evaluation after the pilot stage of 300 books was complete. This raised issues,
such as policies for multiple copies/reference copies/items in a series, which we then
incorporated into our criteria for weeding.

Reflection
The project is still underway, although reflection is a continuous process. The librarian
had already worked on a similar reclassification project in another Oxford library, so
was aware of some of the potential pitfalls. For example, this helped to inform the
decision to mark all books with a new classification inside the cover, before then
changing them all on the catalogue, moving them together. This aims to reduce the
amount of time that two sequences will have to be maintained.
The training was all carried out in-house, by the librarian, although some more central
training by the Oxford University Library Services (OULS) in classification may have
been useful and eased the pressure on staff time.
One major lesson learned was that it was not possible to carry out the project effectively
with the existing staffing levels, as every member of staff has key background/technical
services tasks to carry out, even when they are not staffing the issue or enquiry desk.
One anticipated problem is that academics may find that books that had been grouped
together by course area may now be separated. The hope is that this will be outweighed
by the more consistent grouping of books by subject area, and mitigated by the fact that
it is not a huge library! Possible adjustments to the scheme may have to be made if this
does not seem to be the case, although an ongoing examination of the class marks that
are being assigned suggests that the majority of books are not being separated too
much. We would also hope to avoid any adjustments that turned our version of LCC
into another idiosyncratic, in-house scheme.
Conclusion and Analysis
This is an interesting project that needs to be managed and completed, parallel to
continuing to deliver the services provided by the library. This is fairly typical of many
library projects. Unlike retail and banking organizations, libraries can rarely close to
make improvements so there is a real challenge to manage projects with a minimum
disruption to regular services. Interestingly however, recent refurbishments at some
M&S and also Waitrose stores, continued while their premises were open to customers.
Sales figures were probably lower but customers were still buying throughout these
periods, no doubt in the conviction that the stores had what they needed and that the
changes would probably be for the better.

IV. STUDENTS WORKSHEETS

a) MCQ
1. Project Management is
a) It is defined as a collaborative enterprise,
b) It involves research and design
c) To achieve a particular aim
d) All of these

2. Which one of the following is an example of Project?

a) To launch a missile,
b) To set up a computer institute
c) Work hard for examination
d) All of these
 3. Which is the first phase of Project Management?
a) Closing
b) Executing.
c) Planning.
d) Initiating

4. Which of the following is not the characteristic of a Project

a) Realistic
b) Compact
c) Unique
d) Single level

5. Which area uses Project Management?

a) In offices
b) Household
c) In Schools
d) All of these

b) Fill in the Blanks

1. Project is a ______________ task designed to produce a product.
2. Management is the process of Planning, Organizing, Controlling and
___________________________

3. The various phases of Project Management are _________, ____________,

______________________, _____________ and ___________________

4. Closing s includes the final ______________________ acceptance of the

Project.
 c) Review Questions

1. What do you understand by the term Project? Write 2 examples of

Project
2. List and elaborate any 5 characteristics of Project
3. Explain Project Management with reference to Project
4. Why there is a requirement to use Project Management (Two Reasons)
5. Name and explain all the phases of Project Management with the help of
a suitable diagram.
6. Write 2 differences between Initiating and closing phases of Project
Management.
7. Which phase is time consuming in Project Management and Why?
8. Name any 3 factors responsible for the success of Project Management.
9. SOLID CONTRACT WITH SOFTWARE PROVIDER Elaborate?

d) Learning by observing
Observe any one activity of your house. Plan it as Project and find out the
efficiency in the work so obtained.

e) Learning by drawing
Let the students draw the layout of the above mentioned (house activity)
Project
f) Encourage class students for making a power point presentation on the topic
Project Management.

g) Encourage class students for making a power point presentation on the topic
Project Management.

h) Extempore on the importance of Project Management (need, requirement,

efficiency)

i) Divide the whole class into various groups and allow each group to find the
Project Management of a given case study
V. GLOSSARY
PROJECT
It is defined as a collaborative enterprise, involving research or design, that is
carefully planned to achieve a particular aim.

MANAGEMENT
It is the process of Planning, Organizing, Controlling and Measuring.

PROJECT AS A SYSTEM
A project is a system of people equipment, material and facilities put together for a
specific objective.

PROJECT MANAGEMENT
It is the art of directing and coordinating human and material resources
throughout the project, by using modern management techniques.

PROJECT SPONSOR
It is person should be a senior manager head. They will be the source who
authorizes the project, ultimately owns the project, and sources the funding for
the project.

PROJECT TEAM

These are the folks that are performing the work for the project. You may have
several teams, or workgroups, with different focuses.

VI. WEBSITES
en.wikipedia.org/wiki/Project
www.pmsolutions.com/case-studies/
CENTRAL BOARD OF SECONDARY EDUCATION
Shiksha Kendra, 2, Community Centre, Preet Vihar, Delhi-110 092 India