PROJECT MANAGEMENT

LECTURE NOTES

GROUP 2

UH20071- ANKIT SAHU

UH20074- ANUSHKA GUPTA
UH20098- PALAK BATRA
UH20101- RAHUL BHATT
UH20112- KAUSHIKI SHUKLA
UH20116- SOUMYA MOHANTY
UH20117- SUDHA SWAYAM PRAVA
 SESSION 14
PROJECT RISK PLANNING
Risk management is a branch of project management concerned with the management of
potential project hazards.
Risk management is the activity of detecting, analysing, and preventing or reducing risks to a
project that have the potential to affect the desired results in project management. It is
basically about taking a look at your project objectives and figuring out what the dangers are
to those objectives, and what you can do to address them right away,” says one expert.
To effectively manage risk, project managers must have a comprehensive knowledge of their
goals so that they can spot any potential roadblocks that may impede the team's ability to
deliver outcomes.
Any unforeseen occurrence that might have an impact on the people, procedures, technology,
or resources engaged in a project is referred to as a risk. Risks, unlike 'problems,' are
occurrences that may or may not occur, and you may not be able to predict when they will
occur. Project risk, as a result of this uncertainty, need planning in order to effectively
manage it.
Components
1. Risk event
The term "risk event" refers to a specific type of uncertainty that may be recognised,
analysed, and managed as part of the Project Risk Management process: A risk event is an
unforeseen occurrence or combination of circumstances that, if it occurs, will have an impact
on one or more project objectives.
Any unpredictable occurrence or circumstance that might have an impact on your project is
referred to be a risk. Not all dangers are bad. Some circumstances (such as finding a simpler
way to do a task) or occurrences (such as decreased pricing for specific goods) may be
beneficial to your project. When this occurs, we refer to it as an opportunity, but it is still
treated as a risk/ threats
2. Risk event probability
The likelihood of a risk event occurring is known as risk probability. The probability can be
stated both qualitatively and quantitatively. Term like common, probable, rare, and so on are
used when discussing probability in a qualitative way.
3. Risk event impact or consequences
This is a possible result of the situation. It is the influence on the Critical Success Factors that
emphasises the importance of risk management.
4. Risk Value
A risk value is a calculation that multiplies likelihood by effect to determine the cost of a risk.
A risk value is based on estimations that may or may not be correct in the future. As a result,
they are regarded as a prediction.Risk value should not be confused with value at risk, which
is a risk management metric for investors.
RISK PLANNING
1. Risk Identification
The process of identifying hazards that might hinder a programme, business, or investment
from reaching its goals is known as risk identification. It entails recording and disclosing the
problem. The process of identifying and recording the risks that may impact the project is
known as risk identification.
The ability to identify current risks and use the project team's knowledge and abilities to
predict risk occurrences is a major benefit of this approach.
Inputs-
 Plan for Risk Management and Project Management
 Timeline, Budget, and Communication
 SWOT
 Baseline in terms of quality and HR scope
 Estimates of activity resource and duration
 Stakeholder register
 Papers related to the project Procurement documents
 Enterprise environmental factors
 Organizational process assets
Tools-
 Documentation Reviews
 Information Gathering
 Techniques
 Checklist analysis
 Assumptions Analysis
 Diagramming Techniques
 SWOT Analysis Expert Judgment
2. Risk Analysis and prioritization
A Risk Analysis might reveal a number of hazards that appear to be of equal severity or
rating. When there are too many hazards concentrated at or around the same level, a strategy
for prioritising risk responses and allocating limited resources is required.
When it comes to risk prioritisation, you should prioritise high impact and high probable risks
first.
3. Risk resource planning
 RISK BREAKDOWN STRUCTURE
A risk breakdown structure, or RBS for short, is a hierarchical chart that breaks down project
hazards from higher-level categories to lower-level risk categories.
The risk breakdown structure, like the work breakdown structure (or WBS), provides a
framework for categorising and prioritising the risks involved with any particular project,
making it simpler for project managers to prepare for and minimise their effects.
The risk breakdown structure shown above, for example, divides project risks into four
categories: technical, external, organisational, and project management.
The project manager might then proceed to list more detailed subcategories.
 Requirements
 Technology
 References and complexity
 Process
 Analytical
From here, the project manager's RBS process would continue as the PM began to identify
the particular risks associated with each categorization.
A risk breakdown structure may assist PMs get a more organised picture of the risks
associated with a project, as well as better allocate resources and prepare for the positive and
negative consequences of identified risks.

Inputs Tools Output

Qualitative  Risk management plan  Risk probability &  Project
Risk Analysis  Risk register impact assessment document
 Scope baseline  Probability & (updates)
 Organizational process assets impact matrix
 Enterprise environmental  Risk data quality
factors assessment
 Risk categorization
 Risk urgency
assessment
 Expert Judgment
Quantitative  Risk management plan  Data gathering &  Project
Risk Analysis  Risk register representation document
 Scope baseline techniques (updates)
 Schedule management plan  Quantitative risk
 Cost management plan analysis
 Enterprise environmental & modeling
 Organizational process assets techniques

PROBABILITY IMPACT MATRIX

One of the tools and methodologies used in the PMI process to undertake qualitative risk
analysis is a probability and impact matrix. It is a part of the risk management strategy. The
matrix is a table that displays the likelihood of prospective hazards vs the severity of the
impact on the goals.
Important pointers to create probability impact matrix
 Make a decision on which data to use.
 Make a decision about the size of your matrix....
 Make a list of events that should be included in the risk matrix.
 Collect data on the impact and probability of something happening.
 Fill in the Impact and Probability Data fields.
 Determine the best method for categorising impact data.
 Decide on a method for categorising probability data.
 Draw the Probability-Impact Risk Matrix's Outlines
 Organize Events in the Appropriate Sectors
 Keep a record of your decisions.

SESSION 15
Risk Response planning
The risk response planning involves determining ways to reduce or eliminate any threats to
the project, and also the opportunities to increase their impact. Project managers should work
to eliminate the threats before they occur. For the threats that cannot be mitigated, the project
manager needs to have a robust contingency plan and also a response plan if contingencies do
not work. It is not required to eliminate all the risks of the project due to resource and time
constraints. A project manager should review risk throughout the project.

Risk Response Strategies

Different response strategies for THREATS include:
 AVOID: Focus on eliminating the cause and thus, eliminating the threat.
 MITIGATE: There are certain risks that cannot be eliminated. However, their impact
can be reduced. This is termed as mitigation of risks.
 TRANSFER: Transfer the risk to some other party. Insurance purchases, warranties,
guarantees, etc. are examples of risk transfers

Different response strategies for OPPORTUNITIES include:

 EXPLOIT: Add work or change the project to make sure the opportunity occurs
 ENHANCE: Increase the probability and positive impact of risk events
 SHARE: Allocate ownership of opportunity to a third-party

A response strategy for BOTH threats and opportunities:

 ACCEPT: Passive acceptance leaves action to be determined as needed, in case of a

risk event. Active acceptance may involve contingency plans to be implemented if risk
occurs and allocation of time and cost reserves to the project. A decision to accept risk
must be communicated to stakeholders.
 ESCALATE: Risks which cannot be monitored and handled by the project are escalated
to the upper level, for example to program management.

Whenever the project manager is responding to threats or opportunities:

 Execution of strategies must be time-bound
 Effort selected must be appropriate to the severity of the risk
 A single response can be an act of multiple risk events
 A strategy can be selected not only by the project manager but also by the team, the
stakeholders and experts
Risk Register Updates
 Residual Risks: There are risks that remain after completion of risk response
planning. Residual risks are those risks that are accepted and contingency plans are
developed.
 Contingency plans: They describe the specific actions that can be taken if the specific
opportunity or threats occur.
 Risk response owners: Risks can be assigned to individuals who can develop risk
responses and also who will implement risk responses if those opportunities or threats
occur.
 Secondary Risks: These are those risks which may be created due to the
implementation of current risk responses
 Risk triggers: The events that trigger the contingency response are risk triggers
 Contracts: The contracts issued to deal with risks should be noted in the risk register.
 Fall back plans: Specific actions that are taken if contingency plans (or risk response
plans) are not effective

Monitoring And Controlling Risks

 The list of actions involved in monitoring and controlling risks are:
 Determine the occurrences of risk triggers
 Identify and monitor residual risks
 Keep risk identification, analysis and monitoring an iterative process in the project
 Evaluate the effectiveness of risk response plan
 Risk status should be collected and communicated
 Monitor the rigor of risk management procedures
 Identify if additional risk responses need to be determined
 Recommend corrective actions
 Look for unexpected effects or consequences
 Update risk management and risk response plans
 Perform variance and trend analysis
 Use contingency reserves and adjust for approved changes

Other Methods are as follows-

 WORKAROUNDS: These are unplanned responses developed to deal with the

occurrence of unanticipated events or problems on a project.
 RISK REASSESSMENTS: The process of periodically reviewing the risk
management plan and risk register and adjust the documentation as required is termed
as risk reassessment.
 RISK AUDITS: Risk audits helps the project manager prove that all the risks are
identified, a plan of mitigation for each major risk is available and risk response
owners are prepared to take action.
  RESERVE ANALYSIS: While the work is being done, reserve analysis is simply
checking to see how much reserve remains and how much might be needed.
 STATUS MEETINGS: Risks should be a major point of discussion in all team
(project status) meetings

Project Procurement planning

Procurement is when you need to purchase, rent or contract with some external resource to
meet your project goal. Procurement management is a way to more efficiently and
productively handle the process of sourcing, requisitioning, ordering, expediting, inspecting
and reconciliating of procurement.

Procurement documents
The statement of work (SOW) is a legally binding document that captures and defines all
the aspects of the execution of a project scope of work. It’s an extremely detailed work
contract that defines the terms and conditions agreed upon between parties and lays the
groundwork for the project plan. It’s also helpful to project managers, as it provides a
structure on which the project plan can be built on. The statement of work will also help to
avoid conflicts in the project. With detail and clarity, the SOW helps keep everyone that’s
involved in the project on the same page and works to leave confusion to a minimum.
A request for proposal (RFP) is used to seek out vendors and contractors that can supply a
company’s project with necessary products and services that fall outside of what the
soliciting organization can provide internally. The RFP provides an overview of the project in
order to give the bidding companies a clear description of what is needed and how they can
help accomplish those goals. It will explain the process and contract terms to guide bidders.
RFI (Request for Information)- This is where the buyer seeks to understand the capabilities
of the seller.
RFQ (Request for Quote)- This is where the buyer seeks the price quote per item, hour,
meter or another unit. Quotes should ideally focus only on the price.

Different types of procurement contracts-

Fixed price contract- Fixed Price contracts are used when the scope of work is clearly
defined and the requirements are well understood. Once the scope is clearly defined, then it is
expected that the seller will come up with a fixed price quotation for the agreed scope of
work. The seller needs to understand the requirements and also all the associated risks which
may occur during the project work, while making a fixed prices quotation.
Time and Material Contract- Time and Material contracts are very popular contract type
which is used for regular purchases for standard items. Items may include augmenting
temporary manpower for the project with well-defined skills and expertise level. Item also
includes standard materials which may be needed for consumption in the project. In T&M
contracts, the organization will select some preferred suppliers of such manpower and
materials. The vendors will be selected based on their capabilities and experience.
Cost Reimbursable Contract- In cost reimbursable contract the buyer pays the actual cost
incurred by the seller and an additional fee or profit. There are 2 components paid separately
in this kind of contract. While actual cost is reimbursed as per actual, the fee amount is
somewhat decided upfront. This kind of contract is used when the requirements are not clear.
The team also does not much clarity about the details of how the product will be developed.
Hence in absence of clarity on all accounts, this becomes the best possible arrangement. Cost
reimbursable contracts are used for new research and development, proof of concept
developments which requires immense innovation without a guarantee of predicted outcome.

Project Baselines
A baseline in project management is a clearly defined starting point for your project plan. It is
a fixed reference point to measure and compare your project’s progress against. This allows
you to assess the performance of your project over time.
1) Identify Activities and Dependencies
2) Estimate Durations and Resource Needs
3) Create a Schedule Model
4) Seek Approval
5) Communicate the Schedule Baseline
6) Use and Maintain the Schedule Baseline

Plan Approval
Since the project management plan is a formal document that is used to manage the execution
of the project, it must receive formal approval. Who grants the approval for the project
management plan depends on the organizational structure and a number of other factors.
Usually, the customer or the senior management of an organization does not approve the
project management plan document. The customer signs the contract but often leaves the
internal workings of the organization delivering the project. Typically, the project plan is
approved by the project manager, project sponsor, or the functional managers who provide
the resources for the project.

SESSION 16
Project Implementation
In this session we learnt about how to implement a project. Implementation simply means
carrying out the activities described in your work plan. Project implementation (or project
execution) is the phase where visions and plans become reality. This is the logical conclusion,
after evaluating, deciding, visioning, planning, applying for funds and finding the financial
resources of a project.
Implementation Phase
• Execute – Develop the product or service
• Monitor – Assess, monitor, and report project performance – Develop, monitor, and
support the project team
• Control – Manage change – Manage risk – Manage stakeholder expectations

Project Execution Process

•Acquire project team- The process of acquiring project team is an activity that allows
selecting and approving human resource availability according to the list of required skills
and criteria for choosing human resource for the purpose of obtaining the team necessary to
accomplish project work.
•Select and get contractors on-board - It's important to have the contractor on board to
accomplish the project deliverables.
•Direct and Manage Project Execution- Integration of all execution work to accomplish the
project management plan and producing the deliverables are two critical activities of Direct
and Manage Project Execution.
Inputs:
1.project Management Plan- The main agenda of the Directing and Managing Execution
Process, as it contains all the subsidiary plans (scope baseline, cost baseline, schedule
baseline, scope management, etc.) The PMP mainly guides the Project Manager on how to
manage, execute, monitor, and control the project.
2.Approved Change requests- The Change Requests are the predictable and authorized
changes that concentrate on expanding or reducing the project scope.
3.Enterprise environmental factor- The infrastructure, culture and structure of an
organization, stakeholder risk tolerances etc,.
4.Organizational process assets- Standardized guidelines and work instructions,
Communication requirements, Issue and defect management procedures, Process
measurement database, Project files from previous projects, Issue and defect
management database etc,.
Tools that are used are Expert judgement and Project Management System.
•Quality Assurance- Quality Assurance (QA) focuses on the processes utilized in the project
efficiently to generate quality project deliverables.
Inputs:
1.Quality Management Plan: Describes the quality assurance approaches for the project.
2. Process Improvement Plan: Describes the continuous process improvement approaches for
the project.
3. Quality Metrics: Provides the attributes to be measured and the allowable variations.
4. Quality control measurements: The output of activities from Quality metrics for Quality
Control.
5. Project documents: Should be monitored in this process in the context of configuration
management (so all project team members work from the same version of the project
documents).
Tools: Quality management and control tools, Quality audits, Process Analysis
•Team Development: Here, we learnt how to form and develop project teams and what
tools are used. Stages of team formation are Forming, Storming, Norming, Performing,
Adjourning. We also learnt how to mange conflicts, sources of conflicts and how to solve
them in between the team.
Conflict Management- Conflict is inevitable consequences of Organizational interactions.
Conflict is best resolved by people involved in it and their immediate managers. Conflict can
be beneficial too!!
Traditional view – Conflicts are bad, created by people and to be avoided
Current view – Conflicts are good and need to be confronted in order to bring out real issues
and resolve them
Conflict can be avoided by:
Keeping team informed of the Exact Project status
Clearly assigning work with no overlapping responsibilities
Continuously motivating team about the work challenges
It is also necessary to conduct procurements and manage communication for effective project
implementation.
Conduct Procurements: Conduct procurement is involved in organizing and managing
activities such as bidder conferences, bid package issuance to potential sellers, evaluation of
potential sellers and eventually the selection of the sellers. The benefit of this process is that
it aligns the stakeholder expectation through established agreements.
During the process, the team gets bids from potential sellers and they will apply defined
criteria to choose which sellers are qualified to perform the work. Single or multiple sellers
may be chosen during the conduct procurement depending on the nature of the project.
Managing Communications: Communications must be more detailed to ensure that we
reach all the individuals with whom we must communicate to be successful. When we plan
our communications upfront, we enable for:
Improving the effectiveness of communications overall, including frequency and quality
Keeping individuals engaged in the initiative through open communications
Getting stakeholders involved in communications through enabling for more effective two-
way conversations
Project Execution Actions for Executing Project Plan
1.Implementing the project plan
2.Completing work packages (By team and contractors)
3.Achieving expected work result
4.Committing project resources as per the project plan
5.Implementing corrective and preventive action
6.Guiding, assisting, communicating, leading, negotiating
7.Holding team meeting
8.Identify changes to be handled in integrated change control
9.Implementing quality assurance procedure

Project Monitoring & Controlling

Project Monitoring & Controlling Is the process of tracking, reviewing, and finding project
progress by assessing the variances against the project plan and identifying integrated
corrective and preventive actions to keep the project on track. The right controls can play a
major part in completing projects on time. The data gathered also lets project managers make
informed decisions. They can take advantage of opportunities, make changes and avoid crisis
management issues.
Assessing Project Performance:
Monitoring
• Continuous, ongoing
• Used by project team to adjust the project
Evaluating
• Periodic
• Used by senior management and customers to adjust the project
• Through status reports
While monitoring and controlling we need to collect information about the project
performance. We need to provide forecasts for future work, Track and Analyse risks. We
need to communicate the status of the project.
We learnt what we control in a project using what tools and how to come up with the
expected deliverables.
•Scope: Ensuring right work is done and work getting completed. Control scope is the
process of monitoring the status of the project and product scope and managing changes to
the scope baseline.
• Schedule: Ensuring timely completion of project. Control Schedule is the process of
monitoring the status of project activities to update project progress and manage changes to
the schedule baseline to achieve the plan.
•Cost: Ensuring project completion within allocated budget. Cost control is the process of
measuring cost variances from the baseline and taking appropriate action, such as increasing
the budget allocated or reducing the scope of work, to correct that gap. Cost control is a
continuous process done throughout the project lifecycle.
•Functionality: Do the project deliverables have the expected capability.
•Quality: Do the deliverables perform as well as promised. Quality control consists of
inspection, measurement and testing to verify that the project outputs meet acceptance criteria
defined during quality planning.

.
 SESSION 17
Corrective Action and Preventive Action
Corrective Action:
 It occurs after a problem happens in a process
 It is a reactive activity, which happens after the damage has been done
 In includes assessment of root cause and a plan to prevent the recurrence
Preventive Action:
 It happens when a risk is identified, before a problem actually takes place(preventing
the problem to happen)
 It is a proactive activity, as action is taken when risk is identified
 Should be done in Project Monitoring and Controlling stage, to identify risks early on
and keep the project on track

Earned Value Management EVM

It is a project management technique for the objective measurement of project performance
and progress in an objective manner. It includes:
• Schedule and cost variances
• Assessing schedule, cost, and work status
• Single system to integrate multiple assessments into a
single reporting structure
Key EVM Technology:
 Planned Value (PV) : How much is the scheduled work worth
 Actual Cost(AC) : How much was paid for the work performed
 Earned Value(EV): How much is the work we have already performed worth
 Budget At Completion(BAC) What is the total planned budget for the project
EVM-Variances
 Cost Variance(CV): Have we spent what we expected to spend for the work we
performed
 Schedule Variance(SV); Have we accomplished as much as we planned to do
 Cost Performance Index(CPI): How cost efficient the project has been
 Schedule Performance Index(SPI): How good schedule performance has been
Relationship between these:
o CV= EV-AC
o SV= EV- PV
o BAC= Sum of all PVs
o CPI= EV/AC
o SPI= EV/PV
o EAC= BAC/CPI or BAC-EV
 Project Monitoring & Control
Monitor and Control Risk is the process of implementing risk response plans, tracking
identified risks, monitoring residual risks, identifying new risks and evaluating risk process
effectiveness throughout the project.

Control Procurements: Administer Procurements is the process of managing procurement

relationships, monitoring contract performance, and making changes and corrections as
needed. Payment terms should be defined within the contract and should link progress made
with compensation paid

Scope control
Monitoring the status of project and product scope and managing changes to the scope
baseline

Integrated change control

Reviewing all change requests, approving changes, and controlling changes to the
deliverables and organizational process assets.

Project Closure
It includes:
 Project Management Plan
 Deliverables
 Process Assets
 Expert Judgement
 Meetings
 Analytical Techniques
The closure outputs are
 Final Product
 Expected Result
 Process Assets Update
 Project Reports updated
 Project closure reports
 Closed contracts and Purchase orders
 Releasing of all resources and equipment
 SESSION 18
GROUP 1: IT PROJECT FAILURES

 IT projects have long been regarded as a difficult undertaking containing unique

characteristics that separate them from other engineering projects and raise the
likelihood of failure
 According to a 2003-Oxford University and Computer Weekly study, only 16% of the
IT projects reviewed were considered successful
 Issues relating to Human Capital in the areas of motivation, capability, failure to take
action, etc.
 Issues relating to use and misuse of technology to achieve the project objectives
 Issues relating to product size, characteristics, performance, robustness or reliability
 Issues relating to both technical and management processes pertinent to the IT project
management

NIKE
 In the early 1990s, Nike decided to incorporate an old version of the ERP system from
SAP.
 In 1998, Nike had 27 order management systems around the globe, all highly
customized and poorly linked to Beaverton, Oregon (Nike Headquarters). To gain
control over its manufacturing cycle
 In an attempt to upgrade its systems for the modern age, Nike began the Enterprise
Resource Planning (ERP) with a budget of $ 400M dollars.
 Due to result of the improper handling of its ERP implementation, Nike lost sales of $
100M dollars and saw an additional decrease of 20% of its share price.
 The company had to invest another 5 years and millions of dollars more to overcome
the problem and to get the software working properly.

Federal Aviation Administration

 AAS meant to completely overhaul nation's major air traffic control system which
included 173 terminal radar approach control centers (TRACONs) and 20 En Route
centers, plus 460 federally managed control towers.
 The FAA originally proposed AAS in 1982 as a project that would cost $2.5 billion
and be completed in 1996.
 The project began with a design competition between Hughes and IBM. The
competition involved numerous extensions and took four years to complete.
 FAA set unrealistic requirements like the system to have only 3 seconds of downtime
a year.
 Extraordinary number of requirement changes like for the Initial Sector Suite System
(ISSS), a key component of AAS, there were over 500 requirements changes in 1990
which led to rewriting of 150,000 lines of software code at a cost of $ 242 million.
  Due to improper cost estimation FAA ended up paying $700 to $900 per line for the
AAS software where the industry average was $ 500 per line.

Bank Of America
 MasterNet talks about IT project management
 It displays how Project Management should not be run
 It also attempts to highlight critical failures which need to be avoided
 It consists of a large trust accounting system, called TrustPlus, plus 8 smaller modules
that would enhance core processing system
 Each system was supposed to be integrated in order to provide the full complement of
the trust automation and would be accessible to remote clients on a real-time basis
 Bank of America started to develop the masternet trust accounting system
 Its initial budget was 420 million and the completion date was set at December 31,
1984
 Its development continued through 1985 and 1986, and 4 years after the start, the
system was a major failure
 Clients pulled their accounts from BoA and BOA suffered 78 million of losses

KMART
 Kmart earlier was the largest retailer known.
 Walmart was one of the major competitors of Kmart
 While Walmart was expanding rapidly using IT system to track its operations, Kmart
used traditional promotion-driven business model by appearing in the newspapers
 Because of this, Kmart continued to lose ground to its competitors since it gained the
image of being old-fashioned, outdated.
 Kmart did not use its capabilities efficiently. It rather depended more on
management’s judgements.
 Customers stopped showing up because they felt that the store had an inferior
selection of products
 Many of the shelves remained empty while prices also were too high.
 As a result of these facts, Kmart was on the verge of Bankruptcy.

London Stock Exchange

 In the 1980’s, the London Stock Exchange began working on a software project called
Taurus
 The project went underway with £500 million in resources: including a “powerful
team of experts” and “a series of knowledgeable and influential committees
supervising every aspect of the design and construction”
 After 5 years of development and the realization that changing the business processes
was a significant technical challenge as well, the design was dropped in 1989
  The Stock Exchange’s parts of the new design was to be implemented by modifying
an existing system purchased from the US
 Implementation dates slipped a number of times to accommodate changes and
increased testing activities
 After a number of such delays and external audits that suggested the underlying
design that had been adopted had become unworkable, the project was eventually
scrapped in 1993

McDonald’s
 This project aimed to create a real-time global network to link over thirty thousand
stores in 121 countries to headquarter by Intranet
 This information would enable headquarters’ store manager and executives to
effectively and consistently manage and operate their stores moment by moment
 Innovate project started in 1999 with a budget of $1 billion and a five-year plant. In
late 2002, McDonald's cancelled Innovate

Denver International Airport

 Faced with the need for greater airport capacity, the city of Denver elected to
construct a new state of the art airport that would cement Denver’s position as an air
transportation hub. Covering a land area of 140 Km2, the airport was to be the largest
in the United States and have the capacity to handle more than 50m passengers
annually
 By automating baggage handling, aircraft turnaround time was to be reduced to as
little as 30 minutes. Faster turnaround meant more efficient operations and was a
cornerstone of the airports competitive advantage.
 Thanks mainly to problems with the baggage system, the airport’s opening was
delayed by a full 16 months. Expenditure to maintain the empty airport and interest
charges on construction loans cost the city of Denver $1.1M per day throughout the
delay.
 All other baggage handling was performed using simple conveyor belts plus a manual
tug and trolley system that was hurriedly built when it became clear that the
automated system would never achieve its goals.
 Although the remnants of the system soldiered on for 10 years, the system never
worked well and in August 2005, United Airlines announced that they would abandon
the system completely.
 The $1 million per month maintenance costs exceeded the monthly cost of a manual
tug and trolley system.

AMR Corp.
 On the heels of its hugely successful Sabre airline reservation system, Fort Worth,
Texas-based AMR Corp., the parent company of American Airlines Inc., in the late
 1980s formed a joint venture with Marriott International Inc., Hilton Hotels Corp. and
Budget Rent A Car Corp. to build a similar system for the travel industry.
 But confirm, as the project was called, wasn't to be. In fact, the effort is viewed as one
of the worst IT failures ever for its mismanagement, questionable ethics and
unworkable software.
 Bethesda, Md.-based Marriott and Lisle, Ill.-based Budget started asking questions in
1990 but were assured that Confirm would work and that programmers would make
up time and meet the deadline.
 In April 1992, just three months before it was slated to go live, Confirm failed tests at
Los Angeles-based Hilton. AMR also told its partners in a letter that it needed another
15 to 18 months.
 After consuming almost four years and $125 million, Confirm was effectively dead.
 In September 1992, AMR sued Budget, Hilton and Marriott; Marriott then sued
AMR. The suits were settled out of court for undisclosed terms. Hopper recently
declined to discuss Confirm, citing the secret settlements.
Internal Revenue Services
 The US govt initiated TSM in 1986 to update the Tax Processing System, estimate
cost $8 to $10 Bn.
 The IRS aimed at modernizing its entire Business Systems as it remained unchanged
since 1960.
 Most of the Returns were still in the paper form and only part of the info as keyed into
computers.
 The Project intended
o to change this by creating a new tax processing system that virtually
eliminated the reliance on paper
o To make taxpayer information available to IRS employees wherever and
whenever it was needed.
 Specifically, the agency envisioned a paperless work environment in which tax
returns can be filed electronically and where information on paper returns and other
documents is quickly converted to electronic data.
 The initial data were encouraging, possibly 30 Mn taxpayers to choose paying
electronically.
 After 8 yrs. In 1995, the IRS has realized only marginal improvements in its
operations.
 In 1997, IRS officially announced, “that it had spent $4 billion developing modern
computer systems that do not work in the real world.”

FEDERAL BUREAU OF INVESTIGATION

 Between 2001 and 2005, the FBI’s Virtual Case File project failed.
 The Virtual Case File project was part of a larger initiative called Trilogy.
o Upgrading software and hardware for FBI agents
o Upgrading the FBI’s communications network
o Upgrading the FBI’s case management system
  Costs overran by 89% or just over $200M.
 A project that should have taken 3 years, failed after 4 years with requirements still
not met.

BEST PRACTICES

 Time-box development
 WBS to help size and scope of the project
 Retrospectives, Delphi technique, historical data analysis to make better estimates
 Maintain project repository data
 Create & Maintain Stakeholder Register, worksheet and Assessment graph
 Robust Communication Plan
 Project management office & Portfolio management
 Prioritized Risk Assessment table
 Conduct interim retrospectives
 Play Devil’s advocate to identify and document reasons for which a project might fail
 Comprehensive Project charter
 Clearly defined project governance
 Portfolio Management
 Agile Development
 Joint application Design session
 Automated Testing tools
 Daily build and smoke testing
 Co-location as a cure of multicultural team issues
 Proper Resource allocation strategy and resource engagement
 Continuous skill development
 Identifying right sponsor from the beginning
 Securing commitment within the project charter
 Managing relationship through communication plans, JAD session, well-timed
deliverables

GROUP 4:
Project Communication and Stakeholder Management
PROJECT 1: LNG
A proposal to establish the facilities for exporting natural gas to Pacific Rim markets was
contemplated by a private company. The facilities would include an 800 km pipeline, a plant
capable of producing 23,000 cubic meters of liquefied natural gas (LNG) per day, a marine
terminal and a fleet of ships to deliver the fuel to the company's customers
PROJECT 2: ALRT
The Provincial Government launched an ambitious project to design and build 22km of
advanced light, intermediate capacity, rapid transit system between two densely populated
areas from downtown to downtown over hilly terrain. To provide for grade separation, about
14 km of track is elevated, 2km is in tunnel, and the remainder is at grade on a dedicated
right-of-way. Innovative features include very light driverless cars, magnetic traction,
steerable wheels, and fiber optic-based communication and control systems
PROJECT 3: EXPO 86
The Provincial Government conceived the idea of a five-and-a-half-month-long
transportation exposition, to be held in 1986, to commemorate the 100th anniversary of the
founding of the city of Vancouver, British Columbia. Called Expo 86, its theme is World in
Motion, World in Touch - the movement of people, goods and ideas, over land, sea, and air or
by the flow of electrons. This theme will be developed through seminars, symposia and
special events dealing with specific aspects.
THE PUBLIC RELATIONS CONCEPT
The feedback of information to management is an important aspect of the management
process. It has the potential to be a vital and effective tool for increasing operational
motivation.
Improved productivity will follow if it is handled properly. In fact, traditional feedback is
reversed, and whether suitable information is delivered verbally, in writing, or graphically,
significant improvements in performance can be achieved.
THE PLAN

Good public relations begin with a strong brand identity, a well-thought-out strategy, and
specific objectives. As with any other project management activity, establishing a public
relations activity or programme begins with assigning someone to be in charge and
having them prepare an adequate plan. The PR programme leader must be enthusiastic
and upbeat while still being able and willing to follow through on a plan. He or she must
also be able to write and deliver well-crafted material and presentations.

The eight basic steps for building a public relations plan are as follows:

 Know the project organization and its objectives thoroughly

 Determine who the interested publics will be and the characteristics of each

 Establish the relative importance of each to the project, and in particular, identify the
"high risk" areas

 Assess the current reputation of the sponsoring organization as it is perceived by each

of the interested publics

 Determine appropriate action in each case.

 Develop strategy, resources, priorities and schedule.

  Implement the plan

 Continuously monitor the effectiveness of the program during its implementation and
adjust the plan for optimum results

PROGRAM EFFECTIVENESS
The PR programme must recognize, support, and aggressively promote the project's
objectives in order to be effective. Furthermore, the PR campaign must be visible at all levels
of the project organization, and it should strive to improve the project team's credibility and,
as a result, their capacity to perform. To summarize, the programme must be developed to
stress the project's positive effects in order to offset unfavorable attacks.
PROJECT PR PROGRAM PHILOSOPHY AND AUDIENCES

The philosophy behind a typical PR program for a public project should cover a number of
issues. For example:

 Conveying a good understanding of the project to the project team and workforce

 Providing presentation materials and handouts

 Keeping the public informed

 Being open with information and

 Promptly responding to misinformation

ISSUES AND CONCERNS

Preparing for some of the common difficulties and concerns that will certainly be expressed
by the various target groups is well worth the effort.
These will be determined by a number of elements, including some of the project's most
significant assumptions, real and imagined circumstances and trends, numerous public
indicators, prior similar project experience, and the most popular issues currently being
followed by the media at large.
Responses must be designed in accordance with the current climate.
COMMUNICATION PLAN OBJECTIVES

The program's implementation must be worked out in detail as soon as the programme
outline and budget have been formally accepted. The plan must begin with a thorough set of
objectives and supporting tasks, complete with target dates, required resources, cost estimate,
and method of performance measurement.

A typical set of objectives for a Communications Plan might therefore appear as follows:

 Establish and maintain a timely and accurate public information source

  Establish project procedures for the dissemination of consistent information

 Establish resources for the collection and collation of progress information as it

becomes available

 Correlate project progress milestones to PR program initiatives

 Develop local community information programs in response to local concerns

 Have available up-to-date information packages and presentations for local

community groups, including schools

 Emphasize the need for safety at all times

 Keep media contacts fully informed, especially those who appear to be sympathetic to
the project

 Develop a system of review and feedback to alert the project to any issues that might
become adverse

 Monitor and control the program to ensure optimum benefit from the effort

CONCLUSION

The overarching goal should be to provide the most conducive environment for the project's
successful implementation. The challenge is measuring the prospective outcomes from the
outset in order to justify the program's cost. A successful project is one that leaves those who
were directly involved with a sense of pride and happiness, and those who were only
indirectly involved with an atmosphere of pride and satisfaction.
 SESSION 19
Presentation - A Modern Project Manager
VASA- THE SINKING SHIP
Vasa was the world’s most high-tech warship when it set sail. Despite being one of the
Swedish navy’s biggest achievements and among “the most spectacular warships ever built,”
Vasa sank within twenty minutes of setting sail in 1628.
Reasons of Project Failure –
Initiation
 No clear structure of operations
 Failed to clearly define the scope of the project
 Division of responsibility was not clear

Planning
 Over-engineering and innovation
 Lack of scientific methods and reasoning
 Scaling up after the Keel had been laid
Execution
 Pressure from senior management
 Breakdown in communication
 Requirements changed in the middle of the project; changes in design contributed to
the stability issues

Monitoring
 No documentation of changes
 The project schedule and milestones slipped

Closing
 The shipwright’s death
 No way to calculate stability, stiffness, or sailing characteristics
 The failed prelaunch stability test

KONARK SUN TEMPLE

This temple is renowned for its architectural wonders and is one among the most significant
and splendid tourist attractions in Odisha.
Skills Demonstrated by the team –
Hard Skills
 Drafting the right design for temple architecture
 Specifying & listing the scope of work
 Determining the amount of time and resources, both material from right sources and
labour, required for each task
 Understanding the required skill sets and personnel for the project
  Right planning with respect to the transportation of goods and building a well sorted
plan for maintaining the quality

Soft Skills
 Great leadership and coordination
 Commendable team work and smooth communication
 Good decision making in terms of skillful labour and the right material
 Strong interpersonal skills
 String determination shown by the team

Hence from the 2 cases we learn for a project to be a success, the project manager
should have these 7 Skills –
1. Be Proactive and not reactive
2. Begin with the end in mind.
3. First things first: Prioritize things and follow a schedule
4. Think win-win
5. Seek first to understand then to be understood
6. Synergize
7. Sharpen the saw : Keep updating your skills

Presentation - Project Management Agile Methodology

Key Principles –
 Accommodate changing requirements throughout the development process
 Frequent delivery of working software
 Collaboration between stakeholders and developers throughout the project
 Support, trust, and motivate the people involved
 Communication is more successful when development teams are co-located
 Regular reflections on how to become more effective
 Self-organizing teams encourage great architectures, requirements, and designs
 Develop just enough to get the job done for right now
 Attention to technical detail and design enhances agility
 Agile processes to support a consistent development pace
 Working software is the primary measure of progress
 Customer satisfaction through early and continuous software delivery

Challenges in switching to Agile –

 Resistance to Change
 Lack of Management Support
 Lack of Team Ownership
 Inconsistent Processes Across Teams
 Poor Collaboration
 Fragmented Tooling and Measurement
How to Better Prepare Teams for Smooth Agile Adoption –
  Secure Management Commitment
 Understand the Collaborative Culture
 Develop a Roadmap and Initial Plans
 Acquire an Agile Coach and Train the Team
 Start Small and Gain Early Successes
Presentation - Project Management in Movies
Life Cycles of Movie Making
 Development -
It is the creation, writing, organizing and planning stage of a project. In development,
a preliminary budget is made, key cast are attached, key creatives are chosen, main
locations scouted and multiple script drafts may be written.

 Pre-Production -
It is where scripts are amended, budgets are adjusted, actors are cast, locations
scouted, the crew employed, shooting schedules amended, sets designed and built,
costumes made and fitted, and everything to do with the shoot is planned and tested.

 Production -
The production stage is where the rubber hits the road. The Writer, Director,
Producer, and countless other creative minds finally see their ideas captured on film,
one day at a time

 Post-Production -
It is where the footage is edited, the sound is mixed, visual effects are added, a
soundtrack is composed, titles are created, and the project is completed and prepared
for distribution

 Distribution -
It is the final stage in a project for producers looking to make a return-on-investment.
This can be from cinema distribution, selling to a TV network or streaming service, or
releasing direct to DVD.

Like any other Project, Project Management should also follow proper steps to end the
project as a success –

 Preparing Project Charter

 Assigning priorities on Stakeholder Register
 Designing a Work Breakdown Structure
 Preparing a Project Budget
 Assigning Roles & Responsibilities
 Analyzing Challenges and Solutions
 Designing and following a proper communication channel
 Analyzing a proper Change Management
Strengths & Challenges for Project Management in Movies
Strengths -
 With the support of project management strategies, complicated projects with
constraints can be completed without compromising film quality.
 Gives us a clear picture of objectives and limitations of the project.
 PM tools and techniques such as WBS, CPM, SWOT, scheduling and budgeting can
be used to finish the project on time mitigating all possible risks
 Project management techniques enable financially sound decisions and optimize
resource allocation.

Challenges –
 Long hours, budget pressure, intense time
 Safety of the cast and crew involved
 Level of coordination between all the departments is high
 Keeping a check on violation of intellectual property rights
 Very less time to build long lasting relationships

Key Benefits of Project Management in Film Making -

 Project Management provides us with a comprehensive picture of the project's goals,
objectives and constraints.
 A film production's organizational structure, methods, and efficiency in producing a
film project within a specified time and budget are all very similar to the project
management methodologies used in the IT sector.
 Project Management helps us by providing budgetary and timeline information for the
whole project, allowing us to keep track of the schedule.
 A film production's dynamic nature of resource use and requirements involves the use
of numerous project management approaches. Gantt charts and Work Breakdown
Structures are two project management tools that can be used to visualize a project and
help project managers operate a smooth production.
 With the help of Project Management techniques, complicated projects with constraints
can be accomplished without jeopardizing film quality.
 SESSION 20
Group 5: MEGA PROJECTS
A mega project is an extremely large-scale investment project. For example- Oil/gas, mining,
construction and infrastructure sectors also water and energy, IT, industrial processing,
science/space/defense & Government admin and intelligence, banking etc. Such projects are
often characterized by comparably high benefits and correspondingly high risk .They
typically take many years to develop and build and Involve multiple public and private
stakeholders and large labor forces Project management in mega projects must fit with those
characteristics to be successful.
 REASONS OF FAILURE OF MEGA PROJECTS
1. Project drivers (e.g. cost vs. schedule) are a key factor
2. With a ‘fast track’ schedule-driven project design, engineering and construction
phases at times overlap which may decrease productivity and increase the likelihood
of changes
3. Mega projects with aggressive schedules tended to perform worse than those with
realistic schedules
4. As the duration of the engineering construction overlap increases, delays and
inefficiencies in construction also increase

 LEADERSHIP AND MANAGEMENT ISSUES

1. Management disconnect
2. Decision-making accountability and Poor project management
3. Lack of robust risk-analysis and risk management tools that fail to keep up with the
demands of such large projects

 PROJECT MANAGEMENT IN MEGA PROJECTS

1. Like any major project, scope, procurement, planning, time, cost, quality, resources
and risk all need to be managed
2. Selection of the Project Management team is vital
3. Planning on the basis of a clear understanding of project objectives should be
undertaken

Group 7: APPLICATION OF PROJECT MANAGEMENT IN HRM FUNCTION

HR plays a vital part in project management. It's one of the PMBOK's ten major project
management process areas (Project Management Book of Knowledge). As a result, human
resource planning and project management are inextricably linked. Estimating, making
resource plans, and acquiring necessary project resources, as well as maintaining and
developing the project team, are all part of the Project Human Resource Management
process. The following are some of the outputs of this process:
1. A resource management plan
2. A resource breakdown structure (detailing who does what and to whom they report)
3. A staffing plan that includes a calendar or timetable for when employees are needed
 4. Surveys and ability tests are useful instruments for evaluating team effectiveness.
The following are some of the advantages of project management for HR:
a. Establishing productivity and performance measures for the team
b. Organizing, documenting, and keeping information on current and potential
hires
c. Tracking hiring costs against budgets and forecasts
d. Tying the costs of HR efforts

 Orientation
1. This assists the HR expert in training and assigning the appropriate responsibilities
based on the employee's position.
2. An effective orientation aids in directing the newly hired employee in the appropriate
path.
3. The associate staff can assist them in performing their duties and ensuring that they
are a good match 20 for this position and firm.

 Development and Training

1. ERP software assists you in determining the potential of your new hires.
2. You can prepare them for your internal and external programs by training them
appropriately.
3. The system also assesses your employees' pre- and post-work performance.
4. Their presence and participation in the project can aid in determining the efficacy of
your training sessions. HR ERP software automates the human resource department's
tedious and time-consuming data entry activities. Payroll management is now
computerized, eliminating the need for manual labor.
5. The software allows employees to simply update their academic, personal, and
professional information.
6. HR staff save time and effort by not having to manage and update this information,
allowing them to focus on other tasks such as training and development, manpower
planning, tracking career history, performance appraisal, and other HR activities

 Performance Appraisal
1. The software allows you to assess staff performance in a variety of ways.
2. Some of the ways include the check-list method, BARS method, critical incidents
method, forced-choice ratings, essay method, and scale rating method.
3. You have a variety of alternatives for evaluating and validating employee
performance, which allows you to make the best judgments possible during appraisals

Group 8: PROJECT MANAGEMENT IN EVENT MANAGEMENT

The use of project management approaches can have a significant impact on the success of an
event. Event planning will be more efficient and productive if processes are streamlined.
Because PM is not a one-size-fits-all solution, efforts must be adapted to the organization's
needs.
Statement of Work: Defining the scope ensures that everyone is on the same page. It also
explains the event's strategic goals and purpose(s) before preparation begins.
Feasibility Study: Determines whether the event will generate the anticipated return on
investment and potential. Its findings indicate which incidents should be avoided. It can also
be used to assess risks and weigh benefits and drawbacks, such as when deciding on event
topics, formats, timing, and location.
Work Breakdown Structure (WBS): This structure divides the work to be done into 20
manageable work packages, which are then broken down into activities. Activities can then
be allocated to a person, a timetable, and a budget for easier monitoring and control.
Gantt Chart and Critical Path: Assists scheduling and clearly displays dependencies. It
highlights the important path by pinpointing operations that must be done on time in order to
avoid the project's overall delay.
Risk Register: Keeps track of prospective dangers, their likelihoods, and their consequences.
The registry specifies risk owners as well as risk mitigation activities that should be
implemented if the risk materializes. Finally Planners need to incorporate project
management ideas into their everyday practices now more than ever. Higher efficiency, a
better return on investment, and on-time and on-budget implementation are all advantages of
doing so. The many benefits of incorporating project management approaches into event
planning are finally becoming apparent. Not just by the events industry, but also by
businesses