INTRODUCTION

TO PROJECT
MANAGEMENT

(FOR PRIVATE CIRCULATION ONLY)

2023
PROGRAMME COORDINATOR
Prof. Vijay Masarkar

COURSE DESIGN AND REVIEW COMMITTEE

Mr. Ketan Gandhi Mr. V. K. Garg, PMP
Mr. Vivek Prakash, PMP, MCP Mr. Ramesh Pattnaik, PMP
Mr. Kalyanraman Narayanswamy, PMP Prof. Vijay Masarkar

COURSE WRITERS
Mr. Manoj Y. Parab, PMP Mr. Ramesh Pattnaik, PMP

EDITOR
Mr. Yogesh Bhosle

Published by Symbiosis Centre for Distance Learning (SCDL), Pune

July 2023

Copyright © 2022 Symbiosis Open Education Society

All rights reserved. No part of this book may be reproduced, transmitted or utilised in any form or by any
means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval
system without written permission from the publisher.

Acknowledgement
Every attempt has been made to trace the copyright holders of materials reproduced in this book. Should any
infringement have occurred, SCDL apologises for the same and will be pleased to make necessary corrections
in future editions of this book.
 PREFACE

We are glad to write this SLM on “Project Management” for the students of SCDL. With economic
growth and globalization, the businesses are expanding. This results in new projects as well as expansion
of projects being undertaken by the industry and infrastructure projects being implemented by the
Government. The growth in software industry requiring implementation of software projects and ever
used market research projects has resulted in increasing the demand for project managers. In fact,
project management is required in every facet of life; right from construction of house to completion
of education, at each step, we are required to do project management. If done in a systematic manner,
the probability of success of project improves and results can be better. To manage these projects, the

of construction, engineering, software industry as well as consultancy services.

Even in banks, project managers are required for project evaluations. It may be hard to imagine living
without the project management knowledge. We could not just think of isolating ourselves from the

way, this SLM covers the basic fundamentals of project management.

Each unit contains detailed presentation of concepts and generalisation. Each topic has been
supplemented with clear explanatory diagrams to give the students a clear understanding of the topic.
This book mentions the objective, the summary followed by key words and a list of questions for
self-assessment. It also includes Activity questions for self learning. Special stress has been laid on
the simplicity of language in all its explanation.
We sincerely hope that this SLM will be interesting and useful and will help students and readers
to learn this subject in a more meaningful and useful manner. We take this opportunity to sincerely

Finally, our heartfelt thanks to our parents for their valuable encouragement and inspiration. Last but

their entertainment and outings during the time the SLM was being written. Thanks to all those, who
directly or indirectly helped us in completing our work.

iii
 ABOUT THE AUTHORS

(ID) from IICA (India), Internal Auditor from Broad beach (UK), having Analytical thinking and
decision making ability in Digital Technology and Complex business environment. He is having

He worked for Service, IT, Marine, Shipping, Education &Training, Real estate, and NGOs having
expertise of Strategic Planning, Stakeholder Management, Management of Multiple & Complex

process, project/Operation Communication/ management.

Microsoft Project, Primavera P6, Since 2011. He has completed Coaching and Training for 150 plus

He has Undertaken projects in Software Designing, Process Mapping, Business process Reengineering,
Company SMS Preparation, Classroom Training on project management to Government Trainees,
Seminar Coaching to Pvt. Co. on Project Management.
His Software Expertise are project management & PMS like MS Project, Primavera P6, JIRA, Marine

IOD, IICA, NCQM, IME, PMI, PMIMC & MSAS.

positions as project director, Additional director, project Head, Technical manager, Regional Manager,

He worked for Service, IT, Marine, Shipping, Education &Training, Real estate, and NGOs having
expertise of Strategic Planning, Stakeholder Management, Management of Multiple & Complex

process, project/Operation Communication/ management.

Microsoft Project, Primavera P6, Since 2011. He has completed Coaching and Training for 150 plus

He has Undertaken projects in Software Designing, Process Mapping, Business process Reengineering,
Company SMS Preparation, Classroom Training on project management to Government Trainees,
Seminar Coaching to Pvt. Co. on Project Management.
His Software Expertise are project management & PMS like MS Project, Primavera P6, JIRA, Marine

IOD, IICA, NCQM, IME, PMI, PMIMC & MSAS.

iv
 CONTENTS
Unit No. TITLE Page No.
1 Project Management: Genesis, History & Evolution 1-26
1.1 Overview
1.2 Genesis and History
1.3 Types & Approach
1.4 Needs
1.5 Applications & Industry

Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
2 Project Phases and Organization 27-54
2.1 Overview
2.2 Initiation
2.3 Planning
2.4 Execution
2.5 Monitoring & Control
2.6 Closing
2.7 Organizational Theory
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
3 Understanding and Meeting Client Expectations 55-76
3.1 Clients Importance and Expectations
3.2 Client Meeting & Project Requirements
3.3 Client Approval on Project Requirements
3.4 Acceptable Delivarables
3.5 Clinent Satisfactions
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

v
 Unit No. TITLE Page No.
4 Project Planning 77-104
4.1 Start Milestone & Project Planning
4.2 Feasibility Study
4.3 Requirements Gathering
4.4 Preparation of Project Plan
4.5 Change Request & Client Approved Project Plan
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
5 Working with People on Projects 105-126
5.1 Human Resources Plan
5.2 Accquring Project Team
5.3 Developing Project Environments
5.4 Managing Project Team
5.5 Human Resources Motiventional Theroy
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
6 Networks for Project Management 127-146
6.1 Networking Concents
6.2 Introduction to pert Calculations
6.3 Development of Network Diagram
6.4 Introduction Critical Path Methods (CPM)
6.5 Advantages and Applications of CPM
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
7 Resource Levelling and Project Crashing 147-166
7.1 Project Schedule
7.2 Critial Path
7.3 Resource Assignments
7.4 Schedule Management Techniques
7.5 Resource Levelling
7.6 Project Crashing
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
vi
Unit No. TITLE Page No.
8 Project Implementation and Monitoring 167-190
8.1 Approved Project Documents
8.2 Project Executions
8.3 Project Monitoring
8.4 Project Updates & Monitoring Tools
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
9 Controlling Projects 191-216
9.1 Project Progress
9.2 Montioring Tools & Techniques

9.4 Change Request & CCB

9.5 Inspections & Audits
9.6 Acceptable Deliverables
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
10 Introduction to Projects Contracts Management 217-240
10.1 Procurement Management
10.2 Contract Management
10.3 Best Practices for Contract Renewal
10.4 Tool and Techniques for Procurement Management
10.5 Conduct Procurement
10.6 Administrate & Close Procurement
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

vii
 Unit No. TITLE Page No.
11 Focused Areas From PMBOK 6 & 7 241-274
11.1 Project Life Cylce - EEF & OPA
11.2 Project Scope Management
11.3 Project Schedule Management
11.4 Project Cost Management
11.5 Project Quality Management
11.6 Project Resource Management
11.7 Project Communication Management
11.8 Project Risk Management
11.9 Project Procurement Management
11.10 Project Stakeholder Management
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading
12 Introduction of Other Useful Frameworks 275-293
12.1 Agile Project Management
12.2 Scrum Proect Management
12.3 Kanban Framework
12.4 Lean Methodology
12.5 Critical Chain Project Management (CCPM)
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

viii
ix
x
Project Management: Genesis, History & Evolution
UNIT

1
Structure:

1.1 Overview
1.2 Genesis and History
1.3 Types & Approach
1.4 Needs
1.5 Applications & Industry

Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Project Management: Genesis, History & Evolution 1

 Objectives
After going through this unit, you will able to :
Understand basis of project management

Understand importance of wbs & activity

Know the genesis and history of project management
Understand types and project management approaches
Project management needs for industry
Applications of project management

Fig. 1: Overview of Project Management

1.1 OVERVIEW
Project Management is the process of leading the work of a team to
achieve all project goals within the given constraints. The primary constraints
are scope, time, and budget the secondary challenge is to optimize the allocation

2
 This information is usually described in project documentation, created
at the beginning of the development process. The objective of project
management is to produce a complete project which complies with the client’s
objectives.
In many cases, the objective of project management is also to shape or
reform the client’s brief to feasibly address the client’s objectives.
A project is a temporary and unique endeavour designed to produce a product,

The Project Management is Application of Skills, Knowledge and Tool

& Techniques on the Project activities to achieve optimum results. Or can say
produce acceptable deliverables which will satisfy client’s needs. Output of Project
objectives are very much in line with stakeholder’s satisfaction.
Client expectations encompass an emotional component that includes

Standard project Management always do advocacy for best practices to

be implemented across complete life cycle of project.
Project Management will give answers of many important questions
which are the core concern in project implementation.

How much is budget for the project

Are there enough resources on board project platform
What is Time lime for the given project

Many more questions are being addressed in Standard Project Management

practices.
The work breakdown structure provides a common framework for the
natural development of the overall planning and controlling of projects.
The work breakdown structure can be displayed in two forms, as a table
with subdivision of tasks or as an organizational chart whose lowest nodes are
referred to as “work packages”.
For example, a WBS is used when the project is scheduled, so that the use
of work packages can be recorded and tracked.

3
 Project planning (Project)
a. Create WBS
WBS
b. Estimate Activity Duration
c. Estimate Activity Budget
An activity is typically one stage of a project management plan. Each
activity consists of one or more actions that, upon completion, will lead to the

time period within which it must be completed.

activities required to bring that project to fruition. This generally involves

creating an activity list, which is exactly what it sounds like — a list of all the
actions required for the project.

Fig. 2: Project Wbs and Activities

Project Management basis: The ability to deliver projects on schedule,
on budget, and aligned with business goals is key to gaining an edge in today’s
highly competitive global business environment.
This is why it is important for the person in charge of the project to
have a comprehensive understanding of project management, from project
management basics to extensive experience.
Project managers have an incredibly complex assignment, one that blends
organizational skills, an analytical mind, and adept interpersonal abilities.
Every project must have the following components:
Goal: What are you trying to achieve?
Timeline: When are, you trying to achieve it by?
Budget: How much will it cost to achieve?

4
 Stakeholders: Who are the major players who have an interest in this project?
Project manager: Who is going to make sure everything that needs to be
completed gets completed?

Check your Progress 1

Fill in the blanks.

1. The ability to deliver projects ____________, and aligned with
business goals is key to gaining an edge in today’s highly competitive
global business environment.
2. A project is a temporary and ____________ designed to produce a

Activity 1

Understand Project Management Importance by assuming you routine

Work or Activity as Project. Understand Project Management Importance
by assuming you routine Work or Activity as Project.

1.2 GENESIS AND HISTORY

Meaning of Genesis is the origin or coming into being of something. It’s
began to start new development, its reason to start. In Project Management Genesis
words to be more clear about the major steps of the project genesis, the Genesis
projects is connected with many factors and steps which have to be achieved as:
Feasibility study completed and accepted from sponsors of the project
Available of the enough resources to fund the project

Project Charter is received from the concerned Managements

Complete project documents delivered to the Project Manager

Fig. 3: Project Management Genesis

5
 Till 19th century, all engineering projects were generally managed by
creative architects, engineers, and master builders themselves, In the 1950s,
organizations started to systematically apply project-management tools and
techniques to complex engineering projects.
While it all started with large projects such as the Great Pyramids of Giza,
the Great Wall of China, and the Transcontinental Railroad, we step into what
project management is today with Henry Gantt and the Gantt Chart in the 1910s.
It was and to many still is the quintessential tool of project management
that changed the way we perform and manage all of our tasks. After this, it
took almost another 50 years for Bernard Schriever to coin the term ‘Project
management’ in 1954, and from then on, we got moving.
While today most of us are familiar with the term ‘Project Management,’

brought a new need for organization and management.

One of the priorities of the Project Management Institute (PMI) during the

continues on whether project management is a profession with an enforceable

code of conduct and other traditional criteria for recognition as a profession.
However, PMI’s development of A Guide to the Project Management

about the question of its purpose. Intense discussions resulted in a compromise

and techniques to project activities to meet the project requirements.

Project management history.

Fig. 4: History of Project Management

The traditional Project Management
1957 marked the creation of the Critical Path Method (CPM) by a pair
of mathematicians James Kelley and Morgan Walker at DuPont Company.
They were looking to avoid the costs of plant shutdowns and restarts

stay on the schedule they managed to avoid 25 percent of the shutdowns.

6
 Following CPM in the 1958 Program Evaluation and Review Technique
(PERT)
Created primarily to simplify the planning and scheduling of large and

each task and the minimum time needed to complete the whole project.
1965 marked the founding of the International Project Management
Association (IPMA). It started as a way for Pierre Koch of France, Dick
Vullinghs from the Netherlands, and Roland Gutsch from Germany to

approach. And to this day IPMA is promoting competence throughout

society to enable a world in which all projects succeed.
1970 brought the Waterfall method by Winston W. Royce. Instead of
looking at the project as a whole, it was divided into stages that should

Table 1 List of Project Management Journey Since 1970

1970 Winston Royce creates the waterfall methods
1977 First project management software company emerge (Oracle)
1986 Scrum is named as project management style & the Six Sigma
methodology is created
1989 The UK government published project in controlled Environment
(PRINCE) method & the earned value management (EVM) rises
2001 Agile project Management manifesto is written
2008 Growth of SaaS based project Management tools
2010 Virtualized workspaces created with the help of the cloud
2019
methods and tools on the market
The history of engineering projects reveals that most projects have
strong similarities. They have requirements, designs, and constraints. They
depend on communication, decision making, and combinations of creative
and logical thought. Projects usually involve a schedule, a budget, and a
customer. Most importantly, the central task of projects is to combine the

people or customers.
Reliance Industries Limited is amongst the fortune 500 companies and
the largest business house in India. For two consecutive years, Reliance has
been amongst the top 25 fastest growing companies in the world. Some of the
projects by Reliance which show their project management abilities to the world

etc. The scale of the project has always been the focal point for the company.
It is always a prime consideration for all of their projects, but was never run
on a project management basis. Duplicity and a lack of systematic tracking
resulted in a lot of redundant applications and issues of quality. Project delays,

7
 More important to manage all projects in a systematic manner with real time
information on progress available at any given time. IT teams started with labour
intensive manual processes and Excel sheet based practices initially. However,

of projects and associated issues itself became an issue for the company.

an IT Project Management System (ITPMS). The need to develop an in-house

Check your Progress 2

Fill in the blanks.

1. Till 19th century, all engineering projects were generally managed by
____________ and ____________.
2. 1970 brought the ____________ by Winston W. Royce. Instead of
looking at the ____________ it was divided into stages that should be
completed one after another.

1.3 TYPES & APPROACH

characteristics: it is temporary and undertaken to create a product, service, or

result that is unique. Projects are undertaken by various organisations to better

of application including civil construction, engineering, and heavy defences

activity. Two forefathers of project management are Henry Gantt, called the
father of planning and control techniques, who is famous for his use of the
Gantt chart as a project management tool.
Project management methods can be applied to any project. It is often

sector. For example, the construction industry, which focuses on the delivery
of things like buildings, roads, and bridges, has developed its own specialized
form of project management that it refers to as construction project management

The information technology industry has also evolved to develop its

own form of project management that is referred to as IT project management
and which specializes in the delivery of technical assets and services that are
required to pass through various lifecycle phases such as planning, design,
development, testing, and deployment.

8
 Biotechnology project management focuses on the intricacies of
biotechnology research and development. Localization project management
includes application of many standard project management practices to
translation works even though many consider this type of management to be a

Table 2 Types Project Management

Type Action Pattern Learning /Training Management
Approach
Simple and Project Manager Training Planning and
Complicated trace system controlling
repetitive Projects behaviour approaches
Simple and Experts trace system Simulation training Experts and Manual
Complicated Non- behaviour Approaches
repetitive Projects
Complex repetitive Understanding Pattern learning, Experts and
Project action modules & transfer of learning improvisation
containment approaches
Complex Unique Probing and sensing Abstract system Resilience
Project system behaviour learning approaches

There is public project management that covers all public works by the
government, which can be carried out by the government agencies or contracted

hard (physical) or soft (non-physical) type.

key stakeholders—those who have a share or interest in the organisation. An

organisation seeks to develop stable and predictable work processes and then
improve those work processes over time.
Common among all the project management types is that they focus on
three important goals: time, quality, and cost. Successful projects are completed
on schedule, within budget, and according to previously agreed quality standards
i.e. meeting the Iron Triangle or Triple Constraint in order for projects to be
considered a success or failure.
For each type of project management, project managers develop and

This allows project plans to become very thorough and highly repeatable, with

deliver project results.

There are a number of approaches to organizing and completing project
activities, including phased, lean, iterative, and incremental. There are also
several extensions to project planning, for example, based on outcomes
(product-based) or activities (process-based).
A 2017 study suggested that the success of any project depends on how

project, these are referred to as the four “P”.

9
 Aim & Expectations: What are the aims & expectations of the project.
Plan: The planning and forecasting activities.
Process: The overall approach to all activities and project governance.
People: Including dynamics of how they collaborate and communicate.
Power: Lines of authority, decision-makers, policies for implementation
and the like.
Traditional project management is an approach executed in a linear
sequence. The basic model includes initiation, planning, execution, monitoring,

the start of the project.

Traditional project management as ‘a set of techniques and tools that can
be applied to an activity that seeks an end product, outcomes or a service’.
Traditional project management is a project management approach that
will work for most domains and environments. This approach uses orthodox
tools and techniques for management and solving problems.
These tools and techniques have been proven for decades, so the outcome
of such tools and techniques can be accurately predicted.
Regardless of the methodology employed, careful consideration must be
given to the overall project objectives, timeline, and cost, as well as the roles
and responsibilities of all participants and stakeholders.

project outcomes in terms of requirements, but Meredith and Mantel also added
a fourth aspect of project management— the expectations of the client.

then maybe project management is the application of knowledge, skills,

management provides a good understanding of project management, but it does

not help us understand project success. For that, we must include the client.
Project management is emerging as a rapidly growing discipline in India.
It is appropriate at this stage of globalization of Indian economy to study the
current practices and the state of perceptual premises of project managers.

articulations and anticipations of a set of senior managers relating to multitude

of issues involved in holistically managing the project in its life cycle.
Through this exploratory study with various project leaders, a clear picture

changes in various industry sectors has emerged.

10
 This study portrays a knowledge base and may be helpful in improving

strategic value creation.

Waterfall project management methodology
The most common way to plan out a project is to sequence the tasks that

as the waterfall methodology the traditional method for managing projects and
the one that is simplest to understand.
Have to complete one task before the next one begins in a connected
sequence of items that add up to the overall deliverable. It’s an ideal method
for projects that result in physical objects (buildings, computers), and you can
easily replicate project plans for future use.
The power of this methodology is that every step is pre-planned and
laid out in the proper sequence. While this may be the simplest method to
implement initially, any changes in stakeholders’ needs or priorities will disrupt

Fig. 6: Traditional Project Management

Types of Other project management approaches and methodologies
Agile project management methodologies are growing in popularity,
thanks to a highly competitive business environment and increased innovation.

Scrum is the most popular Agile development framework because it is

relatively simple to implement. It also solves many problems that software
developers struggled with in the past, such as convoluted development cycles,

Kanban is another framework for implementing Agile based on a team’s

capacity. It originated in Toyota’s factories during the 1940s. The departments
used a visual system of cards (“Kanban”) to signal that their team was ready for
more raw materials and had more capacity to produce.
Lean is a methodology focused on streamlining and cutting out waste.

bottlenecks and delays. The goal is to do more with less — to deliver value to
the customer using less manpower, less money, and less time.

11
 Check your Progress 3

Fill in the blanks.

1. Traditional project management as ____________ that can be applied
to an activity that seeks an end product, outcomes or a service’.

create a work process breakdown to identify and ____________ .

1.4 NEEDS

community support, government, etc. Local factories, churches, and hospitals

are all organisations that provide some social or community need.
Factories create wealth and jobs, churches provide spiritual and common
social needs for communities, and government organisations provide regulations
and services that allow for an orderly society.

develops an operational approach for accomplishing the purpose of the

organisation over that time horizon. For example, a religious group might
begin construction of a cathedral that would take several lifetimes to complete,
government performance is reviewed at election time, and a publicly owned
company must justify its use of money each year in the annual report.
Through increased quality, reduced costs, and shorter delivery times.
Total quality management, lean manufacturing, and several other management
philosophies and methodologies have focused on providing the tools and

Historically, these methodologies focused on creating incremental and

continuous improvement in work processes. More recently, organisations are
increasingly focused on step changes that take advantage of new technologies

organisation.

a project to produce a new product, to introduce or revamp work processes

12
 Fig. 7: Needs of Project Management Professionals
A social organisation, such as a hospital, may build a new wing, introduce
a new service, or design new work processes to reduce costs. A government
organisation may introduce a new software program that handles public records

to reduce costs.

within the context of larger projects as the following example illustrates.

management, projects are handled best by people who are trained in project
management. This expertise can be obtained by hiring an outside consulting

entities contract with engineering and construction companies to design and

build their facilities, or hire software companies to develop a software solution.
The major work processes within these organisations are designed to
support the acquisition and execution of those projects. Similarly, there are

types of organisations to successfully manage projects in the house becomes a

competitive advantage for them in the marketplace.
Organisations designed to produce products or services also use projects.
Major activities outside the normal work of the organisation’s department or
functional units or major activities that cross functional boundaries become a
project.
As economic pressures increase the speed in which organisations must
change and adapt to new environmental conditions, leaders are increasingly
chartering projects to enable the organisation to adapt more quickly.
Manages Integration – Projects don’t happen in a vacuum. They need
to be integrated with business processes, systems and organizations. You can’t

13
 build a sales system that doesn’t integrate with your sales process and sales
organization. It wouldn’t add much value. Integration is often key to project

Controls cost
so on budget performance is essential. Using project management strategies
greatly reduces the risk of budget overruns.
Manages change – projects always happen in an environment in which
nothing is constant except change. Managing change is a complex and daunting
task. It is not optional. Project management manages change.
Managing quality – It’s the value of what you produce. Project

quality product or service and a happy client.

Retain and use knowledge – projects generate knowledge or at least

unmanaged knowledge tends to quickly fade. Project management ensures that

knowledge is captured and managed.
Learning from failure – projects do fail. When they do, it is important
to learn from the process. Project management ensures that lessons are learned
from project success and failure.
Apart from Risk management and ensuring control on regular parameters
like Environment Health & Safety, Quality, Schedule & Cost, Project
Management also helps in managing change in a project often caused due to the
dynamics of evolving needs of businesses and people.
It is quite important to know the impact of a change on a project before
agreeing to its inclusion, as often in past it has been seen to have huge impact
to a project outcome, when not controlled sometimes even leading to stalling of
projects midway.
One of the important deliverables of a project manager is to continuously
review the project status in the wake of such changes and to communicate and

volume in last few years in India, the work is still highly labour intensive with
low level of training to workers, poor labour welfare programs and facilities,
lack of proper environment health & safety regulations resulting in many
accidents and injuries to workers during development.
Project management on the other hand also helps in this case by bringing

adequate balance between men & machinery, proper induction and training of
workers and safe work practices through work method statements ensuring safe
working environment on projects.

14
 Check your Progress 4

Fill in the blanks.

1. Each organisation develops ____________ for accomplishing the
purpose of the organisation over that time horizon.
2. Projects don’t happen in a vacuum. They need to be ____________
and organizations.

1.5 APPLICATIONS & INDUSTRY

The application of a project management approach increases the likelihood
of success as organisations, charter a project to facilitate organisational change,
to increase the development and introduction of new products or support the
merger or divesture of organisational units.
have emerged within organisations
to facilitate the development of organisational knowledge, skills, and tools to
internally charter and manage projects.
Indian construction sector, awareness and use of project management is
fast increasing in private sector, but the public sector is still far from reaping

bureaucracy, delayed approvals, lack of emphasis on quality & safety, personal

interests, low transparency, and corruption.
This has been evident through regularly delayed projects sometimes with
big cost over runs, unsafe working conditions and poor quality management
across the country, undertaken by public sector companies.

infrastructure, requirements, implementation and scope of work.

The public sector still follows the conventional type of project
execution and a lot of the decisions and data required for sound project
management system never reach the management team on time due to
bureaucratic delays.

organization structure, slow decision making, poor stakeholder management

and hence the work atmosphere is not good. Negligence on all parts, including
cost & time factors, is so high that it makes practical application of project

In a rapidly developing country like India, with its massive population

and the ever-increasing need for Infrastructure to support the ambitious

to manage projects professionally through the science of Project management

which will surely help seal the outcome to success.

15
 Project Management can provide the much-wanted structure to the
construction sector and with the help of this structure, the industry should be
able to overcome the associated problems on scope, time, budget, stakeholders,
teams, communications, and risk and be better prepared for future challenges.
“India will require 70 lakh new project managers in next 10 years. India
will emerge as the fastest growing country in the world for project management-
oriented employment,” according to Project Management Institute’s (PMI)
report - Project Management Job Growth and Talent Gap 2017-2027.

Fig. 7: Demand Project Management Skills

The growth in project management oriented occupations will be on
account of expansion in key sectors like manufacturing and construction,

Each subcontractor or work unit becomes a project for that organisation.

work included all activities associated with reducing the use of fossil fuels and
reliance on imported energy.

a unique product or service, implementation of the energy policy would be a

project that consists of other projects, such as the development of the following:
Wind power
Solar power
Electricity transmission
Electricity storage
New nuclear reactor design and installation
Other renewable energy sources
Biofuels
Electric vehicles
Non-polluting use of coal and natural gas
Environmental protection
To accomplish these goals, the project requires the development of new
technologies, complex scheduling and cost control, coordination of a large
number of subcontractors, and skilful stakeholder management.

16
 Development of each of the major components became a project for the

and environmentally sound energy.

development of renewable energy sources would manage major projects.

Each project has to develop new technologies, manage a large number of
subcontractors, and manage the stakeholders.
Application of project Management profession key point for project
manager, who focus on the goals of the project. Project success is connected to
achieving the project goals within the project timeline.
Project managers apply project management tools and techniques to

and meet the milestones and end date of the project.

successfully execute projects. Because projects are temporary, they have a

and project closeout activities.

The processes for developing teams, organizing work, and establishing

project management team recognize that it is temporary.

Project managers create a team that is goal focused and energized
around the success of the project. Project team members know that the project

Project team members are often members of organisational teams that

that the success or failure of one of their other job responsibilities would.
Therefore, project managers create clear goals and clear expectations for
team members and tie project success to the overall success of the organisation.
Project managers are goal directed and milestone oriented.
While there are, many skills needed by a project manager that are the
same as an operations manager, because project managers generally operate
in an environment that is more time sensitive and goal driven, the successful
project manager requires additional knowledge, skills, and abilities.

based on some assumptions about projects.

These characteristics include the project environment, which is often a

made with little information.

17
 Fig. 8: Project Management Applications

Check your Progress 5

Fill in the blanks.

1. ____________ have emerged within organisations to facilitate
the development of organisational knowledge, skills, and tools to
internally charter and manage projects.
2. The growth in project management oriented occupations will be
on account of ____________ like manufacturing and construction,

insurance.

Activity 2

Prepare Documents on your understanding of Needs of Projects in Current

environments.

1.6 BENEFITS & IMPLEMENTATION

In organisations that make a large investment in the PMO, a large number
of a new product or process improvement projects are submitted, and the

that maximizes the use of organisational resources and provides the greatest
return to the organisation.

management approach of the parent organisation. On one end of the spectrum,

the PMO has complete responsibility for projects within an organisation from
the criteria and selection of appropriate projects to accountability for project
performance.
PMOs can provide various functions for an organisation. Some possible
functions include the following:
Project management: Some organisations maintain the project manager
within the PMO, assign project managers from other departments, procure
contract project managers, or practice a combination of all three.
18
 Centre-of-excellence:
project management policies and procedures, maintain a historical database,
maintain best practices, and provide training and specialised expertise when needed.
Portfolio management:
managers and monitors project performance. Portfolio management also includes
prioritizing projects on the basis of value to the organisation and maintains an
inventory of projects. Portfolio management balances the number and type of
projects to create the greatest return from the entire portfolio of projects.
Functional support:
expertise to support the project. Estimating, project scheduling, and project cost
analysis are examples of functional support.
enhances normal project

rather than products or outputs and then measuring the degree to which that is
happening to keep a project on track.
This can help to reduce the risk of a completed project being a failure by
delivering agreed upon requirements (outputs) i.e. project success but failing to

requirements of the project and their achievement monitored throughout the project.
In addition, BRM practices aim to ensure the strategic alignment between
project outcomes and business strategies.

called the strategic impact.

An example of delivering a project to requirements might be agreeing

system installation when compared without the system.

Whilst project management has been widely used in developed countries

since decades, it has been, over the past few years, gaining popularity in many
developing countries due to its inherent ability to lend a structure to complex
projects, by way of foreseeing risks and implementing mitigation all through
the project life cycle.
Project Management covers all aspects of a project through planning
& conceptualization to Development & close out, thereby giving systematic
controls to manage various risks enabling completion ‘safely’ within Timeline,
Budget & Quality requirements.

19
 Most projects big or small, have their own share of Risks which are

and mitigated by complete or partial reduction of their impact/occurrence,

transferring or sometimes even accepting them in a program.
Another challenge being faced by the industry is cost management which
is at the core of Project management. Cost is one of the key performance
indicators for projects and involved in controlling costs are processes cantered

so that the project can be completed within the approved budget.

Project Managers often spend a lot of time in benchmarking costs using data
from other similar projects executed in past as a backup to their estimates drawn
using rate analysis of items. This part of project management is also called quantity

In Indian construction sector, awareness and use of project management

is fast increasing in private sector, but the public sector is still far from reaping

bureaucracy, delayed approvals, lack of emphasis on quality & safety, personal

interests, low transparency, and corruption.
This has been evident through regularly delayed projects sometimes with
big cost over runs, unsafe working conditions and poor quality management
across the country, undertaken by public sector companies.

advantage. There are many tools and techniques available to manage schedules,
much of it connected to overall project planning and sequencing of activities.
Project Managers emphasize on resource based scheduling to enable
planning of realistic timelines to projects making it easier to also understand
the factors driving success of deadlines.
Project Implementation

Fig. 9: Project Implementation Plan

20
The components in an implementation plan include:

accomplished, who will be impacted, and how the plan will improve

Allocation of resources. Identifying the resources needed ensures adequate

Planning milestone. This area focuses on identifying the tasks,

dependencies, and outcomes required.
Designation of responsibilities. Assigning roles and tasks to team members.

quickly when issues arise at any phase.

Check your Progress 6

Fill in the blanks.

maintain a historical database, maintain best practices, and provide

training and specialised expertise when needed.
2. Another challenge being faced by the industry is ____________
which is at the core of Project management.

Summary
Project Management is the process of leading the work of a team to
achieve all project goals within the given constraints. The primary
constraints are scope, time, and budget the secondary challenge is to
optimize the allocation of necessary inputs and apply them to meet pre-

The work breakdown structure provides a common framework for the

natural development of the overall planning and controlling of projects
An activity is typically one stage of a project management plan. Each
activity consists of one or more actions that, upon completion, will lead
to the next project stage.
A project is a temporary and unique endeavour designed to produce a

change or added value.

1957 marked the creation of the Critical Path Method (CPM) by a pair of
mathematicians James Kelley and Morgan Walker at DuPont Company.

21
 1970 brought the Waterfall method by Winston W. Royce. Instead of
looking at the project as a whole, it was divided into stages that should

Agile project management methodologies are growing in popularity,

thanks to a highly competitive business environment and increased
innovation. In general, Agile methodologies prioritize shorter, iterative

Scrum is the most popular Agile development framework because it is

relatively simple to implement. It also solves many problems that software
developers struggled with in the past, such as convoluted development

Kanban is another framework for implementing Agile based on a

team’s capacity. It originated in Toyota’s factories during the 1940s. The
departments used a visual system of cards (“Kanban”) to signal that their
team was ready for more raw materials and had more capacity to produce.
Lean is a methodology focused on streamlining and cutting out waste.

eliminate bottlenecks and delays. The goal is to do more with less — to

deliver value to the customer using less manpower, less money, and less
time.
Historically, these methodologies focused on creating incremental and
continuous improvement in work processes. More recently, organisations
are increasingly focused on step changes that take advantage of new

Manages Integration – Projects don’t happen in a vacuum. They need

to be integrated with business processes, systems and organizations. You
can’t build a sales system that doesn’t integrate with your sales process and
sales organization. It wouldn’t add much value. Integration is often key to

Controls cost
on budget performance is essential. Using project management strategies
greatly reduces the risk of budget overruns.
Manages change – projects always happen in an environment in which
nothing is constant except change. Managing change is a complex and
daunting task. It is not optional. Project management manages change.
Managing quality–it is the value of what you produce. Project

high-quality product or service and a happy client.

Retain and use knowledge – projects generate knowledge or at least

Left unmanaged knowledge tends to quickly fade. Project management

ensures that knowledge is captured and managed.
22
 Learning from failure – projects do fail. When they do, it is important
to learn from the process. Project management ensures that lessons are
learned from project success and failure
In a rapidly developing country like India, with its massive population
and the ever-increasing need for Infrastructure to support the ambitious

made to manage projects professionally through the science of Project

management which will surely help seal the outcome to success.
PMOs can provide various functions for an organisation.
Project management: Some organisations maintain the project manager
within the PMO, assign project managers from other departments, procure
contract project managers, or practice a combination of all three.
Centre-of-excellence:
project management policies and procedures, maintain a historical database,
maintain best practices, and provide training and specialised expertise when
needed.
Portfolio management:
managers and monitors project performance. Portfolio management also
includes prioritizing projects on the basis of value to the organisation and
maintains an inventory of projects. Portfolio management balances the
number and type of projects to create the greatest return from the entire
portfolio of projects.
Functional support:
expertise to support the project. Estimating, project scheduling, and
project cost analysis are examples of functional support.
The components in an implementation plan include:

Allocation of resources.
Planning milestone.
Designation of responsibilities.

Keywords
Project management: The practice of planning, executing, and

Project management methodology: A framework of processes, tools,

and techniques that guides project managers in achieving project success.
Project management software: Technology that helps project managers
plan, organize, and track the progress of their projects.
Project lifecycle: The stages that a project goes through from initiation to
completion, including planning, executing, monitoring and controlling, and closing.

23
 Waterfall model: A traditional project management approach that
follows a linear sequence of phases, with each phase building upon
the previous one.
Agile methodology: A project management approach that emphasizes

Critical path method: A technique used in project management to

identify the sequence of activities that must be completed on time in order
to achieve project goals.
Project portfolio management: The process of selecting, prioritizing,
and managing a group of projects to achieve strategic business objectives.
Project management standards: Guidelines, frameworks, and best
practices that provide a common language and set of processes for project
managers to follow.
A credential that demonstrates a
project manager’s knowledge, skills, and expertise in project management,
typically earned through an exam or other assessment.

Self-Assessment Questions
1. Write Small paragraph in which you describe each area of project
management & its Applications

a Operation?
3. How you describe Project, WBS and Activity in Project Management
4. Describe history of Project Management in brief?

Answers to Check your Progress

Check your Progress 1
Fill in the blanks.
1. on schedule, on budget,
2. endevour

Check your Progress 2

Fill in the blanks.
1. creative architects, engineers,
master builders themselves
2. Waterfall method
project as a whole,

24
Check your Progress 3
Fill in the blanks.
1. ‘a set of techniques and tools that
2. streamlining and cutting out waste.
identify and eliminate bottlenecks and delays

Check your Progress 4

Fill in the blanks.
1. An operational approach
2. Integrated with business processes, systems

Check your Progress 5

Fill in the blanks.

2. expansion in key sectors

Check your Progress 6

Fill in the blanks.
1. project management policies and procedures,
2. cost management

Suggested Reading
1. Project Management Institute, Inc., A Guide to the Project Management
Body of Knowledge (PMBOK Guide), 4th Ed. (Newtown Square, PA:
Project Management Institute, Inc., 2008), 6.
2. Jack R. Meredith and Samuel J. Mantel, Jr., Project Management: A
Managerial Approach (Hoboken, Nj: Wiley, 2006), 8.
3. Russell W. Darnall, The World’s Greatest Project (Newtown Square, PA:
Project Management Institute, Inc., 1996), 48–54
4. An Introduction to the History of Project Management: from the Earliest
Time to ad 1900 by Y. C. Chiu, Netherlands, Eburon Academic Publishers.
5. Introduction to Project Management by Kathy Schwalbe, Thomson
Course Technology, 2006.
6. Project Management by K. Nagarajan, New Age International (P) Limited.
7. Project Management Absolute Beginner’s Guide (4th Edition)” by Greg
Horine
8. The Art of Project Management” by Scott Berkun.

25
26
Project Phases and Organization
UNIT

2
Structure:

2.1. Overview
2.2. Initiation
2.3. Planning
2.4. Execution
2.5. Monitoring & Control
2.6. Closing
2.7. Organizational Theory
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Project Phases and Organization 27

 Objectives
After going through this unit, you will able to:
Project management overview
Project initiation process group
Project planning process group
Project execution process group
Project monitoring and controlling process group
Project closing process group
Organizational theory

Fig. 1 : Traditional Project Management

2.1 OVERVIEW
Project management is often done in phases to improve control and quality.
This means a large project is broken down into more manageable stages, each

At the end of each phase, a review is typically conducted on the deliverable

and the performance of the project team.
This helps the team ascertain whether the project proceeds to the next
phase or undergoes revision. It also determines how to improve the performance
of all involved. Altogether, the phases of a project are known as the project life
cycle, and the industry-standard guide.
To make a project easier to plan and control, its work can be grouped
into phases, with each phase having similar tasks and leading up to a major
deliverable.
The end of each phase is then marked by a project milestone. The stages

28
Projects vs. Operations

accomplished (by producing deliverables) to the satisfaction of the stakeholders.

Sometimes projects end when it’s determined that the goals and objectives
cannot be accomplished or when the product, service, or result of the project is
no longer needed and the project is cancelled.
Projects exist to bring about a product, service, or result that didn’t exist
before. This might include tangible products, components of other products,
services such as consulting or project management, and business functions that
support the organization.
Projects might also produce a result or an outcome, such as a document

However, don’t be confused by the term unique.

For example, Ford Motor Company is in the business of designing and
assembling cars. Each model that Ford designs and produces can be considered

to people with various needs.

a hybrid. The initial design and marketing of these three models are unique
projects. However, the actual assembly of the cars is considered an operation—a
repetitive process that is followed for most makes and models.
Project Characteristics
Projects are unique.

date.
Projects are completed when the project goals are achieved or it’s
determined the
Project is no longer viable.
A successful project is one that meets the expectations of your
stakeholders.
Projects initiate change in the organization.
Projects bring about business value creation.
A phase represents a grouping of similar activities that has a very loosely

phase is essentially complete before the beginning of the next phase; however,
phases do not have clear-cut end dates and some activities in an early phase of
the project will continue into the later phases.
This is in contrast to project beginning and ending dates and milestone

will be met.

29
 Project life cycle in project management
The project life cycle refers to the various stages that a project goes
through from its inception to its completion. These stages typically include
initiation, planning, execution, monitoring and control, and closure. The project
life cycle provides a structured approach to managing projects and helps ensure
that projects are completed on time, within budget, and with the desired quality.
Initiation:

project’s goals, objectives, scope, and stakeholders. The feasibility of the project
is also assessed during this stage to determine if it is viable and worth pursuing.
Planning: In this stage, the project is thoroughly planned, including

the project.
A detailed project plan is developed, which includes a work breakdown
structure (WBS), a project schedule, a budget, and a risk management plan.
The project team is assembled, roles and responsibilities are assigned, and
communication channels are established.
Execution: Once the planning is complete, the project moves into the
execution stage. This is where the project plan is put into action, and the project
team starts working on the project tasks according to the schedule and budget.
The project manager monitors the progress of the project, manages risks,
and communicates with stakeholders. Regular progress reports are generated to
track the project’s status and ensure that it is on track.
Monitoring and Control: In this stage, the project progress is continuously
monitored and compared against the project plan to identify any deviations. If
there are any issues or risks that arise during the project, they are addressed and
mitigated. The project manager ensures that the project stays on track and takes
corrective action if necessary.
This stage involves ongoing monitoring, controlling, and reporting on the
project’s performance to ensure that it meets its objectives.
Closure: Once the project is completed, it moves into the closure stage.

deliverables have been met, and the project has achieved its goals and objectives.
A project closure report is generated, which documents the lessons learned, the
successes, and challenges faced during the project. The project is closed, and a
post-project evaluation is conducted to analyse the project’s performance and
identify areas for improvement in future projects.
It’s important to note that the length and complexity of each stage may
vary depending on the size, scope, and nature of the project.
The project life cycle provides a framework for managing projects

30
intended goals and objectives. It also helps in identifying and addressing issues
and risks that may arise during the project, and provides a structured approach
to project management.
Overall, understanding and following the project life cycle is critical for
successful project management. So, it’s important to plan, execute, monitor, and
close projects in a systematic manner to increase the chances of project success.
Each stage in the project life cycle requires careful planning, execution,
and monitoring to ensure that the project is completed successfully and meets
its intended goals and objectives.
The project life cycle serves as a guide for project managers and teams to

It provides a systematic approach to project management, from initiation

to closure, and helps in identifying and addressing issues and risks that may
arise during the project.
By following the project life cycle, project managers can increase the
chances of project success and deliver high-quality results.
Overall, understanding and applying the project life cycle is crucial for
successful project management. So, it’s important to plan, execute, monitor,
and close projects in a systematic manner to increase.

Fig. 2: Project Management Phases

Check your Progress 1

Fill in the blanks.

2. The project manager _____________, manages risks, and

communicates with stakeholders.

31
 Activity 1

Peoples which includes Feasibility Study & Major Deliverables.

2.2 INITIATION
This phase of project management marks the beginning of the project and

All the activities necessary to begin planning the project. The initiation
phase typically begins with the assignment of the project manager and ends

schedule and budget.

identifying the project team, developing the resources needed to develop the
project plan, and identifying and acquiring the project management infrastructure
(space, computers).

the project team will invest time and resources in developing a clearer scope
of work. On projects where the major project stakeholders are not aligned,
the project team will expend resources and time creating stakeholder
alignment.
Unlike project milestones, some activities associated with project
initiation may be delayed without delaying the end of the project. For example,
it is advantageous for the project to have the major project stakeholders

from stakeholders to invest the time and resources to engage in an alignment

process.
Sometimes, it is only after stakeholders begin observing progress on
a project that the project manager can facilitate the stakeholder alignment
processes.

it, and get it approved. During this time, the project manager may do any of the
following:
Perform a feasibility study
Create a project charter
Identify key stakeholders
Select project management tools
By the end of this phase, the project manager should have a high-level
understanding of the project’s purpose, goals, requirements, and risks.

32
Models that look at costs and revenues
Payback period

Internal rate of return (IRR)

Initiation Project Process Group

Process: Develop project Charter
Process: Identify Stakeholders
Develop Project Charter
Project Short Descriptions: (High Level Project Requirements)
Project Objectives:
that the project is undertaken to achieve)
Business case:
Project Scope: (High Level Scope of the project)
Milestone Schedule
Project Budget
High level Project Risks
Identify Stakeholders
Prepare List of known Stakeholder & Make Stakeholder Register

Fig. 3: Stakeholder Management

33
 Output of Initiation process will be approved project Management plan
for Entire Project.
High Level Requiremen
Stakeholder Register
High level Project Budget
Project Estimated Time line

Check your Progress 2

Fill in the blanks.

1. The initiation phase typically begins with the _____________
and ends when the _____________ to begin developing a detailed
schedule and budget.
2. The project manager should have a _____________ of the project’s
purpose, goals, requirements, and risks.

2.3 PLANNING
This is where the project plan is developed. That means costs are estimated,
resources are determined, and requirements (scope and work breakdown

where communications are built.

The planning phase, which PMI labels “organising and preparing,” includes
the development of more detailed schedules and a budget. The planning also

The emphasis of the planning phase is to develop an understanding of how the

project will be executed and a plan for acquiring the resources needed to execute it.
Although much of the planning activity takes place during the planning
phase, the project plan will continue to be adjusted to respond to new challenges
and opportunities. Planning activities occur during the entire life of the project.
The planning phase is critical to creating a project roadmap the entire
team can follow. This is where all of the details and goals are outlines in order
to meet the requirements laid out by the organization.
During this phase, project managers will typically:
Create a project plan
Develop a resource plan

Communicate roles and responsibilities to team members

Anticipate risks and create contingency plans

34
where the project manager outlines the project objectives to all stakeholders
involved. Before that meeting happens, it is crucial for the project manager to
do the following:
Establish goals and deliverables
Identify your team members and assign tasks
Develop a draft project plan

Identify and prepare for potential roadblocks

Establish logistics and schedules for team communication
Choose your preferred project management methodology
Ensure your team has access and knowledge of the relevant tools
Schedule the meeting & Set the agenda and prepare the slides
Planning Project Process Group Process:
Develop Project Management Plan
Prepare Scope Statement
Prepare Schedule Plan
Create Risk Register
Prepare Resources Management plan
Prepare Quality Matrix
Prepare Communication plan
Prepare Procurement Management plan
Prepare Detailed Budget
Output of planning process will be approved project Management Plan for
entire project.

Fig. 4: Subset plans of Project Management Plan

35
 Fig. 5: Example of PMIS

Check your Progress 3

Fill in the blanks.

1. The planning phase, which PMI labels _____________ includes the
development of more detailed schedules and a budget.
2. The planning phase is critical to creating a project roadmap the entire
team can follow. This is where all of _____________ laid out by the
organization.

2.4 EXECUTION
This project phase is where the project is carried out, all while procuring
resources and managing stakeholder expectations.
The execution phase, labelled by PMI as “carrying out the work,”
includes the major activities needed to accomplish the work of the project. On a
construction project, this would include the design and construction activities.
On an information technology (IT) project, this would include the
development of the software code. On a training project, this would include the
development and delivery of the training.
This stage is where the bulk of the project happens. Deliverables are built
to make sure the project is meeting requirements. This is where most of the
time, money, and people are pulled into the project.

like this:
Introductions: Who’s who?
Project background: Why are you doing this project? What are the goals?

36
 Project scope: What kind of work is involved?
Project plan: What does the roadmap look like?
Roles: Who will be responsible for which elements of the project?
Communication: What kind of communication channels will be used?
What kind of meetings or status reports should your team expect?
Tools: Which tools will be used to complete the project, and how will
they be used?
Next steps: What are the immediate action items that need to be
completed?
Performance Domain (Executing)
Acquire and manage project resources by following the human resource
and procurement management plans in order to meet project requirements.
Manage task execution based on the project management plan by leading
and developing the project team in order to achieve project deliverables.
Implement the quality management plan using the appropriate tools and
techniques in order to ensure that work is performed in accordance with
required quality standards.
Implement approved changes and corrective actions by following the
change management plan in order to meet project requirements.
Implement approved actions by following the risk management plan
in order to minimize the impact of the risks and take advantage of
opportunities on the project.

order to keep stakeholders engaged and informed.

Maintain stakeholder relationships by following the stakeholder
management plan in order to receive continued support and manage
expectations.
Direct and Manage Project Work Inputs

Project management plan (any component)

Project documents (change log, lessons learned register, milestone list,
project communications, project schedule, requirements traceability
matrix, risk register, risk report)
Approved change requests
Enterprise environmental factors
Organizational process assets
The project management plan documents the collection of outputs of

executed, monitored, controlled, and closed.

37
 The project management plan documents the goals of the project and the
actual work you and the team will execute in order to meet those goals. Once
the project management plan is complete, you will know all of the work and
actions needed to meet the deliverables of the project and will have a plan for
executing those actions.
Most components of the project management come into play in this process.
The project documents listed as inputs to this process will assist in determining
when resources are needed, milestone due dates, what changes may impact the
work already completed or soon to be performed, and the project communications
Tools and Techniques of Direct and Manage Project Work
The tools and techniques of the Direct and Manage Project Work process
are expert judgment, project management information system, and meetings.
Experts should have experience or knowledge of cost and budget management,
procurement processes, regulations that impact your industry, and legal processes.
Project Management Information System
The project management information system (PMIS) is an automated
system used to document the project management plan and subsidiary plans, to
facilitate the feedback process, and to revise the documents. It incorporates the

to control changes to any of the plans.

PMIS as a tool and technique, as a tool to facilitate the automation,
collection, and distribution of data and to help monitor processes such as
scheduling, resource levelling, budgeting, and web interfaces.
Remember that in the Executing processes, actively using all of these
tools: for consulting and meeting with stakeholders, professionals, and others;
employing the project management methodology.
Planning processes; and using the project management information
system to update and track progress.
Outputs of Direct and Manage Project Work
The outputs of the Direct and Manage Project Work process are as follows:
Deliverables
Work performance data
Issue log
Change requests
Project management plan updates (any component)
Project documents updates (activity list, assumption log, lessons learned
register, requirements documentation, risk register, stakeholder register)
Organizational process assets updates
The most important outputs of this process are deliverables (meaning
actually accomplishing the activities leading to the completion of the product,

38
result, or service set out to produce), work performance data, issue log, and
change requests.

Check your Progress 4

Fill in the blanks.

1. The execution phase, labelled by PMI as _____________ includes
the major activities needed to accomplish the work of the project.
2. The tools and techniques of the Direct and Manage Project Work
process are _____________ .

2.5 MONITORING & CONTROL

This phase is often carried out simultaneously with execution because
this is where quality, scope creep, and cost/time allocations are monitored.
This phase happens in tandem with the execution phase. As the project
moves forward, the project manager must make sure all moving parts are
seamlessly headed in the right direction. If adjustments to the project plan need
to be made due to unforeseen circumstances or a change in direction, they may
happen here.
During the controlling and monitoring phase, project managers may have
to do any of the following:
Manage resources
Monitor project performance
Risk management
Perform status meetings and reports
Update project schedule
Modify project plans
At the end of this phase, all the agreed project deliverables should be
completed and accepted by the customer.
Performance Domain (Monitoring and Controlling)
Measure project performance using appropriate tools and techniques in
order to identify and quantify any variances and corrective actions.
Manage changes to the project by following the change management plan
in order to ensure that project goals remain aligned with business needs.
Verify that project deliverables conform to the quality standards established
in the quality management plan by using appropriate tools and techniques
to meet project requirements and business needs.

39
 Monitor and assess risk by determining whether exposure has changed

the impact of risks and opportunities to the project.

Review the issue log, update if necessary, and determine corrective
actions by using appropriate tools and techniques in order to minimize
the impact on the project.
Capture, analyse, and manage lessons learned using lessons learned
management techniques in order to enable continuous improvement.
Monitor procurement activities according to the procurement plan in
order to verify compliance with project objectives.

Fig. 6: Project Monitoring & Controlling

Check your Progress 5

Fill in the blanks.

1. Measure project performance using appropriate tools and techniques
in order to _____________ .
2. Monitor and assess risk by determining whether exposure has changed

manage the _____________.

3. Monitor procurement activities according to the _____________ in
order to verify compliance with project objectives.

2.6 CLOSING

is given to the customer, stakeholders are told of the completion of the project,
and all resources are released back to their resource managers.

40
 The closeout phase-or using PMI’s nomenclature, “closing of the project”-

The project client takes control of the product of the project, and the

The amount of resources and the skills needed to implement each phase

The closing phase is a critical step in the project management life cycle. It

up, and organization of materials.

Project managers can:
Take inventory of all deliverables
Tie up any loose ends

project’s day-to-day operations

Perform a post-mortem to discuss and document any learnings from the project
Organize all project documents in a centralized location
Communicate the success of the project to stakeholders and executives
Celebrate project completion and acknowledge team members
Now that you understand each stage in the project life cycle, choosing the
right project management tool for team is critical to project success.

to the features should consider when assessing a project management software.

Performance Domain (Closing)

Transfer the ownership of deliverables to the assigned stakeholder’s in

accordance with the project plan in order to facilitate project closure.

accepted practices and policies in order to communicate formal project

closure and ensure transfer of liability.

management plan in order to document and convey project performance

and assist in project evaluation.
Collate lessons learned that were documented throughout the project
and conduct a comprehensive project review in order to update the
organization’s knowledge base.
Archive project documents and materials using generally accepted
practices in order to comply with statutory requirements and for potential
use in future projects and audits.

41
 Obtain feedback from relevant stakeholders using appropriate tools and
techniques and based on the stakeholder management plan in order to
evaluate their satisfaction.

Check your Progress 6

Fill in the blanks.

1. The closeout phase-or using PMI’s nomenclature, _____________

wrap-up, and organization of materials.

2.7 ORGANIZATIONAL THEORY

There is no single organisational approach to projects. Each project is

the preferences of the project manager, the knowledge and skills of the team,

In developing the project organisational structure, the project manager

considers the span of control for each manager, the span of control represents
the number of people reporting to a manager.
For example, the project manager does not want all of the artists on a
project reporting to the art director and assigns lead artists to report to the art
director with groups of artists who work on particular aspects of the design
reporting to their group’s lead artists.
The art director can organise the art department reporting structure so that
the various lead artists would report to him or her. For example, the lead artists for
various aspects of an instructional design project would report to the art director.

42
 On a larger, more complex project, the art director may establish area
team leaders and have the art leads for each area report to an area art lead. If the

cities working on the project, then structuring the art function by area provides
better coordination and control.
Most projects have similar functions that are important to successfully
manage the project. Included among these are the following:
Sponsor
Project manager
Controls
Procurement
Technical management
Quality
Administration
On smaller projects, more than one function can be managed by one
person. On larger projects, large teams may be needed to accomplish the work
within the function.
Organizational Project Management
Organizational project management (OPM) ensures that projects,
programs, and portfolios are aligned and managed according to the organization’s
strategic business objectives.
It optimizes the organization’s capabilities by correlating projects,

goals.
The focus of OPM is to ensure that the organization performs the right
projects, that critical resources are available and assigned appropriately, and

organizational unit that oversees the management of projects and programs

throughout the organization.
The most common reason a company starts a project management

management methodologies and to manage resources assigned to the

projects in the PMO.
PMOs are often tasked with establishing an organizational project
management (OPM) framework. OPM helps ensure that projects, programs, and
portfolios are managed consistently and that they support the overall goals of the
organization. OPM is used in conjunction with other organizational practices,
such as human resources, technology, and culture, to improve performance and
maintain a competitive edge.
According to the PMBOK® Guide, the key purpose of a PMO is to provide
support for project managers. This may include the following types of support:

43
 Providing an established project management methodology, including
templates, forms, and standards
Mentoring, coaching, and training project managers
Facilitating communication within and across projects
Managing resources
Not all PMOs are the same. Some PMOs may have a great deal of authority
and control, whereas others may only serve a supporting role.
According to the PMBOK ® Guide , there are three types of PMOs:
supportive, controlling, and directive.
Functional Organizations
One common type of organization is the functional organization. Chances
are you have worked in this type of organization. This is probably the oldest
style of organization and is, therefore, known as the traditional approach to
organizing businesses.
Functional organizations are centred on specialties and grouped by
function, which is why they’re called functional organizations.
As an example, the organization might have a human resources department,

is specialized and requires people who have the skill sets and experience in these

Typical organizational chart for a functional organization.

Fig. 7: Functional Organization

personnel report to managers who report to vice presidents who report to the

44
CEO. In other words, each employee reports to only one manager; ultimately,
one person at the top is in charge.
Many companies today, as well as governmental agencies, are structured
in a hierarchical fashion. In organizations like this, be aware of the chain of
command.
Each department or group in a functional organization is managed
independently and has a limited span of control. Marketing doesn’t run the

Example, the marketing department is concerned with its own functions

and projects. If it were necessary for the marketing department to get input from

the chain of command.

needed information and then pass it back down to the project team.
Human Resources in a Functional Organization
Commonalities exist among the personnel assigned to the various
departments in a functional organization. In theory, people with similar skills
and experiences are easier to manage as a group. Instead of scattering them

together.
Work assignments are easily distributed to those who are best suited for
the task when everyone with the same skill works together.
Workers in functional organizations specialize in an area of expertise

their specialty.
People in a functional organization can see a clear upward career path.
An assistant budget analyst might be promoted to a budget analyst and then
eventually to a department manager over many budget analysts.
The Downside of Functional Organizations
Functional organizations have their disadvantages.
One of the greatest disadvantages for the project manager is that they
have little to no formal authority. This does not mean project managers in
functional organizations are doomed to failure. Many projects are undertaken
and successfully completed within this type of organization.

of the project manager are required to bring about a successful project under
this structure.
In a functional organization, the vice president or senior department
manager is usually the one responsible for projects. The title of project manager
denotes authority, and in a functional structure, that authority rests with the
Senior Management.

45
 Managing Projects in a Functional Organization
Projects are typically undertaken in a divided approach in a functional
organization.
For example, the marketing department will work on its portion of the

part, and so on.

The work the marketing department does is considered a marketing
project, whereas the work the manufacturing department does is considered a
manufacturing project.

to work together at the same time on various aspects of the project. Project team
members in this structure will more than likely remain loyal to their functional
managers.
The functional manager is responsible for their performance reviews, and
their career opportunities lie within the functional department—not within the
project team.
Exhibiting leadership skills by forming a common vision regarding the
project and the ability to motivate people to work toward that vision are great
skills to exercise in this situation.
It takes great skill and diplomatic abilities to keep projects on track and
functioning smoothly.
Project managers have little authority in functional organizations, but
with the right skills, they can successfully accomplish many projects.
Highlights the advantages and disadvantages of Functional organizations
Table 1 Advantage & Disadvantages of Functional Organization
Advantages Disadvantages
There is an enduring organizational structure Project managers have little to no formal
authority
Here is a clear career path with separation of
function
Multiple projects compete for limited Employees have one supervisor with a clear
resources and priority chain of command.
Project team members are loyal to the
functional manager.

Project-Oriented Organizations
Project-oriented organizations are nearly the opposite of functional
organizations. The focus of this type of organization is the project itself. The
idea behind a project-oriented organization is to develop loyalty to the project,
not to a functional manager.

46
 Fig. 8: Project Oriented Organization
Organizational resources are dedicated to projects and project work in
purely project oriented organizations.
Project managers almost always have ultimate authority over the project
in this structure and report directly to the CEO.
In a purely project-oriented organization, supporting functions such as
human resources and accounting might report directly to the project manager
as well. Project managers are responsible for making decisions regarding the
project and acquiring and assigning resources.
They have the authority to choose and assign resources from other areas
in the organization or to hire them from outside if needed.
For example, if there isn’t enough money in the budget to hire additional
resources, the project manager will have to come up with alternatives to solve
this problem.
This is known as a constraint. Project managers in all organizational
structures are limited by constraints such as scope, schedule, and cost (or
budget).

scope, schedule, and/or cost.

Teams are formed and often collocated, which means team members
physically work at the same location. Project team members report to the project
manager, not to a functional or departmental manager.
One obvious drawback to a project-oriented organization is that
project team members might find themselves out of work at the end of the
project.
An example of this might be a consultant who works on a project until
completion and then is put on the bench or let go at the end of the project.

47
 resource utilization.
If you have a situation where you need a highly specialized skill at certain
times throughout the project, the resource you’re using to perform this function
might be idle during other times in the project.
In summary, can identify project-oriented organizations in several ways:
Project managers have high to ultimate authority over the project.
The focus of the organization is the project.
The organization’s resources are focused on projects and project work.
Team members are collocated.
Loyalties are formed to the project, not to a functional manager.
Project teams are dissolved at the conclusion of the project.
Matrix Organizations

and take advantage of, the strengths and weaknesses of functional and project-
oriented organizations.
The idea at play here is that the best of both organizational structures can
be realized by combining them into one.

techniques are utilized while still maintaining a hierarchical structure in the

organization.
Employees in a matrix organization oftentimes report to one functional
manager and to at least one project manager. It’s possible that employees could
report to multiple project managers if they are working on multiple projects at
one time.
Functional managers pick up the administrative portion of the duties and
assign employees to projects. They also monitor the work of their employees on
the various projects.
Project managers are responsible for executing the project and giving out
work assignments based on project activities. Project managers and functional
managers share the responsibility of performance reviews for the employee.
Project Focus in a Matrix Organization
Matrix organizations allow project managers to focus on the project and
project work just as in a project-oriented organization.
The project team is free to focus on the project objectives with minimal
distractions from the functional department. Project managers should take
care when working up activity and project estimates for the project in a matrix
organization.
The estimates should be given to the functional managers for input before
publishing. The functional manager is the one in charge of assigning or freeing

48
up resources to work on projects. If the project manager is counting on a certain
employee to work on the project at a certain time, the project manager should
determine their availability up front with the functional manager.

employee they were counting on is not available when needed.

Balance of Power in a Matrix Organization
A lot of communication and negotiation takes place between the project
manager and the functional manager.
This calls for a balance of power between the two, or one will dominate
the other. In a strong matrix organization, the balance of power rests with the
project manager.
They have the ability to strong-arm the functional managers into giving
up their best resources for projects.
Sometimes, more resources than necessary are assembled for the project,
and then project managers negotiate these resources among themselves, cutting
out the functional manager altogether.

Fig. 9: Matrix Organization

Other Organizational Structures

proximity in this type of structure.

A virtual organizational structure is one where people are not physically
together at the same place but are connected via a corporate network or the
Internet or both. Hybrid structures, as you can imagine, take on aspects of two
or more structures.

49
 Check your Progress 7

Fill in the blanks.

1. One of the greatest disadvantages in functional organization for the
project manager is that _____________ .
2. Matrix organizations allow project managers to focus on
_____________ just as in a project-oriented organization.

Summary
Project Phases: Project phases are a series of steps or stages that a project
goes through from initiation to closure. Here are the typical project phases:
Initiation Phase: This phase involves identifying the project goals,
stakeholders, and determining whether the project is feasible.
Planning Phase:
creating a detailed project plan, and identifying the resources required to
execute the project.
Execution Phase: This phase involves carrying out the project plan,
monitoring progress, and making adjustments as necessary.
Monitoring and Controlling Phase: This phase involves tracking
the project progress, measuring performance, and making changes as
necessary.
Closure Phase: This phase involves completing the project, delivering

Organization Structures: An organization structure is the framework

within which an organization arranges its lines of authority,
communications, and allocates resources to achieve its objectives. Here
are the typical organization structures:
Functional Organization: This structure groups employees based on

Matrix Organization: This structure combines functional and project-

based approaches, with employees working on projects while still
reporting to functional managers.
Projectized Organization: This structure is entirely project-based, with
employees working on projects and reporting to project managers.
Network Organization: This structure is a decentralized structure
that relies on relationships and partnerships with other organizations to
achieve its objectives.
Hybrid Organization: This structure combines elements of two or more

of the organization.
50
 Keywords
Project Management: The practice of planning, executing, and

Project Initiation:

project is assessed.
Project Planning: The phase where the project team develops a roadmap

a schedule, allocating resources, and identifying risks and constraints.

Project Execution: The phase where the project plan is put into action,
and tasks are completed according to the schedule and resource allocation
plan.
Project Monitoring and Control: The phase where the project team

corrective action to keep the project on track.

Project Closure:

the project.
Organizational Structure: The way an organization is arranged to carry
out its activities, including how tasks are divided, how departments are

Organizational Culture: The shared values, beliefs, and attitudes that

shape the behaviour of individuals within an organization.
Stakeholders: Individuals or groups who have an interest or concern in
a project or organization, including customers, employees, shareholders,
suppliers, and the community.
Change Management: The process of managing the changes that
occur within an organization, including assessing the impact of change,
communicating change to stakeholders, and implementing and monitoring
change.

Self-Assessment Questions
1. What is the main goal of the Execution phase of a project?
2. What is the purpose of the Monitoring and Controlling phase of a project?

4. What is the primary disadvantage of a Network Organization structure?

5. What is the key advantage of a Hybrid Organization structure?

51
 Answers to Check your Progress
Check your Progress 1
Fill in the blanks.

2. monitors the progress

Check your Progress 2

Fill in the blanks.
1. with the assignment of the project manager

2. high-level understanding

Check your Progress 3

Fill in the blanks.
1. “organising and preparing,”
2. the details and goals are outlines in order to meet the requirements

Check your Progress 4

Fill in the blanks.
1. “carrying out the work,”
2. expert judgment,

Check your Progress 5

Fill in the blanks.
1. identify and quantify any variances and corrective actions

and opportunities to the project

3. procurement plan
Check your Progress 6
Fill in the blanks.
1. “closing of the project”

Check your Progress 7

Fill in the blanks.
1. they have little to no formal authority
2. the project and project work

52
 Suggested Reading
1. Project Management Institute, Inc., A Guide to the Project Management
Body of Knowledge (PMBOK Guide), 4th Ed. (Newtown Square, PA:
Project Management Institute, Inc., 2008), 6.
2. Jack R. Meredith and Samuel J. Mantel, Jr., Project Management: A
Managerial Approach (Hoboken, Nj: Wiley, 2006), 8.
3. Russell W. Darnall, The World’s Greatest Project (Newtown Square, PA:
Project Management Institute, Inc., 1996), 48–54
4. An Introduction to the History of Project Management: from the Earliest
Time to ad 1900 by Y. C. Chiu, Netherlands, Eburon Academic Publishers.
5. Introduction To Project Management by Kathy Schwalbe, Thomson
Course Technology, 2006.
6. Project Management by K. Nagarajan, New Age International (P) Limited.
7. Project Management Absolute Beginner’s Guide (4th Edition)” by Greg
Horine
8. The Art of Project Management” by Scott Berkun.

53
54
Understanding and Meeting Client Expectations
UNIT

3
Structure:

3.1 Clients Importance and Expectations

3.2 Client Meeting & Project Requirements
3.3 Client Approval on Project Requirements
3.4 Acceptable Delivarables
3.5 Clinent Satisfactions
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Understanding and Meeting Client Expectations 55

 Objectives
After going through this unit, you will be able to:
Clients importance and expectations
Clients meetings & project requirements
Clients approvals on project requirements
Acceptable deliverables
Clients satisfaction

3.1 CLIENTS IMPORTANCE AND EXPECTATIONS

Project management is about managing work processes and leading
people. The technical skills of a project manager – the ability to organize
the project and develop a scope, budget, and schedule – are critical to

However, the project will not be a success if the important stakeholders

are unhappy with the results.

project.
The ability of a project manager to understand the expectations of the
various stakeholders and motivate them to contribute to project success is a
major aspect of the project manager’s leadership role.
In this unit, we will explore the concepts and skills needed by the project
manager to understand and meet the expectations of one of the most important
stakeholders-the client-and the various means and methods for motivating the
client to contribute to project success.

The client is an important project component and in most cases, the

most important essential described actions for the project manager focused on

and it also includes understanding and meeting the expectations of the client.
Depending on the complexity level of the project, the plan to meet the
client’s expectations can range from having a general discussion with the project
leadership team to developing a formal plan that is tracked during the life of the
project.

56
Educate the Client from the Beginning
Often the client does not have project management experience and,
therefore, does not understand project phases and the requirements of the

A less-experienced client may become frustrated at the changes in the

example, during the early phases, project leadership is encouraging creative

approaches to accomplishing the project goals.

project leadership focuses on accomplishing the project goals.

The types of meetings, the agenda of the meetings, and the general
project atmosphere change as the project move from the planning phase to the
production mode of the execution phase of the project.
During the last phases of a project, project team members are often tired and
beginning to anticipate the transition that will take place at the end of the project.
The motivational approach that worked during the early phases of the

explaining what to expect and planning with the client a process to minimize
the impact of these changes, the project manager prepares the client for these
events and reduces the frustration.
Customer expectations
Generally, customer expectations are a set of ideas about a product,
service or a brand that a customer holds in their mind.
For example, customers that buy an Apple iPhone over another phone
brand have a set of expectations about that product. For example, they expect to
see that the Apple phone has a sliding lock function, a ‘slate-style’ that has few
to no physical buttons, with ‘Face ID’ facial recognition as standard.

with the customer service and with their purchase. They’ll also have expectations
that aren’t so easy to see. Can deliver against these tangible and intangible
expectations.
Customers’ expectations are dynamic to business
Knowing your customer’s expectations is important to all businesses -
whether you’re a small business or a large enterprise organization.

into improving their customer experience compared with the previous year.
One survey found 65% of SMB respondents said that customer-centric
agility has increased in importance as a result of COVID-19.
Customer expectations matter, because - if you can meet them - customers
are likely to spend 140% more after a positive experience. To do well now and

57
 in the future, companies need to close the gap between customer expectations,
and the actual customer experience.
Customer expectations have been changing over time for a number of
reasons
The power of the consumer is greater
With more competitors in each industry, the emphasis for companies
must be on how to keep your customers happy - because there are plenty of
alternatives out there.
Because of this increased power of the consumer and an expanding
market, it’s reported that 48% of consumers expect specialized treatment for
being a good customer, according to research by Accenture.

Fig. 1: Clients Buying Roles

Check your Progress 1

Fill in the blanks.

1. The ability of a project manager to understand ________________ to
contribute to project success is a major aspect of the project manager’s
leadership role.
2. The client is an important project component and in most cases, the
most important essential described actions for the project manager
focused ________________ .

3.2 CLIENT MEETING & PROJECT REQUIREMENTS

project. The ability of the project manager to understand the expectations of the
various stakeholders and motivate them to contribute to the project success is a
major aspect of the project manager’s leadership role.
Include the Client on Selected Project Teams
The client translates the needs of the organization through chartering the

58
 The client also has a supervision role. This supervision is often
accomplished through regular project reviews and reports from the project
team. Depending on the complexity level of the project, the reviews can vary

On less complex projects, the review might be conducted in a one-hour

meeting with a one-page summary document serving as the project progress
report.
On more complex projects, a full-day meeting might be necessary for
the project progress to be fully understood, and the project report may be one
hundred pages or more.

Fig. 2: Requirement Gathering

In addition to providing a formal overview of the project, most clients
would like to actively participate in the success of the project.
This is a delicate balance. The participation of the client can have an

The advantage of including the client in project activities is to gain the

client’s personal investment in the project plan, to create a better understanding
for the client of the problems the project encounters during the life of the project,
and to gain the insights and contributions of the client in problem solving.
Involving the client in teams where the client’s special knowledge can
add value to the team discussions and activities contributes both to the success
of the team and the satisfaction of the client.
During the development of a chemical-plant employee training in
Tennessee, the project team struggled with a very tight project schedule.

59
 A team was established to explore ways to reduce the approval process
for the drawings of the instructional design.
It was taking two weeks for the design review, and even though this was
within the normal time frame for design reviews, the project management team
believed there were opportunities to reduce this time and shorten the length of
the project.
The client’s engineering manager participated in the brainstorming
sessions that explored ways to reduce the design review time. Several good
ideas were developed and put into place.
The client’s engineering manager took these ideas back to the client’s
team and instituted many of the same ideas. There were two positive results:
(1) A shortened schedule that saved two weeks by the end of the design,
(2) A client that was emotionally engaged in the positive outcomes and
contributed to the project success.
Requirement Gathering or commonly known as the Discovery Phase is
basically a process in which we understand and identify a business’s project

Although the discovery phase is an essential phase in any critical project

Some of the project managers/consultants might argue that if a client’s

full phase of requirements gathering is simply not needed. One can actually not
stress enough on the importance of discovery phase.
If the requirement gathering is not done properly, it can result into project
deliverables not meeting the business requirements which in turn would result
in waste of time and money.
This phase is critical as the information gathered will be utilized as a base

The SRS will include a vision or mission statement of the client company

So basically, requirements gathering phase enables both the parties

to minimize risks and balance the task management within the required
timeframe.
A process of discovery phase must always include key executives and
stakeholders.
Techniques for Requirements Gathering
An ideal business analyst must follow some techniques for the requirements

requirement gathering. In this method, the business analyst talks to the user and

60
clients who are unable to give out detailed information as they are not aware of
the system development and related functionalities.
It is the responsibility of the business analyst to extract relevant information
from them which can be achieved by interview.

the goal of the survey and thereafter draft the questionnaire.

Once your questions list is ready, it should be delivered to the user as well
as the stakeholder for answers. A responsible business analyst would study the
answers and then document them.

SMEs or subject matter experts are the responsible people to conduct

issues.
They are further responsible for requirement prioritization post they
collect all the requirements which are related to the software.

This method follows a prototyping method, under which all the

stakeholders like developers, end users, SMEs, business analysts and software
engineers come together and attend workshops for working on a system in
greater detail.
These stakeholders attend the workshops till the time the desired goal is
accomplished.

Under the observation method, the responsible person observes the team
in working environment and gets ideas about the software and subsequently
document the observation.
Observation can be invisible, the person simply observes the working
and does not interact or makes himself visible, and hence, the concerned person
observes and asks relevant questions.

In this method, the business analyst bases his/her requirement gathering

process by interacting with the representative of the client and users.
The representative here has a broad idea pertaining to the needs of the
users and clients. Under focus group, the idea is to collect information from
representatives to understand the software idea clearly.

related to application development are determined and their interaction with

other software components is measured.

61
 This is a technique of building a model of software which helps in
uncovering and capturing software requirements from client. The output can be
broad mock-ups or sketch formats of software.

Use case diagram is a technique that shows how people interact with
software. It shows what a system does.

Requirements analysis can also be done from change suggestions and

user issues. A direct method to look for requirements is to see the suggestions

Some organizations have forms to report and record system problems;

one can look through such a report and sort the problems into some key areas
that are troubling the client.
There are a few factors that need to be considered:
Availability and location of the stakeholders
Client and development team’s knowledge on the problem
Client and development team’s knowledge of the development
process and methods to resolve the same.

Check your Progress 2

Fill in the blanks.

1. The client translates the needs of the organization through chartering
the project and ________________ to the project manager and the
project team.

________________.
3. Under focus group, the idea is to collect information from
________________ .

Activity 2

Prepare Process Flow Diagram base on Client requirements gathering and

list down Major Deliverables to be completed as project plan.

3.3 CLIENT APPROVAL ON PROJECT REQUIREMENTS

Two of the sources of dissatisfaction in personal and business interactions
are unmet expectations and a misunderstanding or ignorance of the values held

62
client due to a clash of values or a failure to meet expectations.
Clarify Expectations
Client expectations are expressed in chartering documents such as the
scope of work, the project purpose statement, and the list of project deliverables.

Project approval requirements (What constitutes project success, who

Project manager, responsibility, and authority level. Name and authority of the
sponsor or another person (s) authorizing the project charter.
Project plan Approval documents
(for Reference purpose may change as per requirements exists
Project Title:
Author:
Version No.:

Date:
Purpose of project
This should be a brief but precise paragraph or two which states exactly what
the project is meant to do and why.
Project Outline

detailed operations but with an indication of how it is all going to happen

and over what timescale. Some projects (depending on size) will include the
resourcing (people and things) here too.
Project outcomes/key deliverables
This section should identify the product(s) or outcome(s) of the successful
project. In other words, “what does success look like”. Outcomes could be a
report or a set of online materials or new procedures, new operations etc.
Business Case

project. It aims to relate the impact of the project to the cost of doing the project
work and the risks involved, with mitigation as appropriate.
Smaller projects probably aren’t worth spending too much time on
detailed planning of a business case as it is important to just get on and do the
work.
However, if this isn’t done like this, then the case must be made somewhere
else in some form.

63
 Stakeholders
Everyone who has a vested interest in the project activities/outcomes.
Objectives
What are the broad project activities and what they aim to achieve?

The cost of project activities at whatever level is most appropriate, set out

distinct from normal duties.

Risks
Risks of failing to meet objectives and deadlines and the overall risk
of not successfully concluding the project. Preferably with actions that
would mitigate these.
Resource Assessment
A formal term for saying “who is going to do what and how long is that
going to take of their time?”. Also, what else is needed to do the work
(like things such as space, travel or equipment).
Proposed budget (if appropriate)
If it is relevant to your project you need to separate this out into costs for

a set budget like this.

People
Who does what and for how long
Other resources (consumables, travel etc.)
Is needed for which activity?
Timeline with Milestones
This is when you combine the “who does what” with the “when”.
Gantt charts can be prepared using project management tools.
Everything into your plan – “slack” needs to be built into your plan to
allow for things changing.
Gantt charts for most small projects (ie unlike the Forum building
programme) are great planning tools giving you a good idea of order of
tasks and rough timescale.
Gantt Charts are simply a timeline, at the best scale for your project (ie
weeks, months), and a list of activities (usually called tasks in this context)

is a dependency and is represented by joining the end of one thing to the

start of another.

64
 The completion of the most essential tasks are your milestones. How the
milestones are linked together (ie what they are dependent on) is your
Critical Path.

that impact on your milestones is a Critical Path Analysis.

Communications and Evaluation Plan
All projects should state how their results will be communicated to
relevant others (stakeholders, senior managers etc.).
Likewise, all projects should be evaluated to identify the good, the bad

next time etc.

The point being that success of the project is not just about meeting your
target dates and correcting problems.

Check your Progress 3

1. Project approval requirements Assigned ________________ .

2. ________________ A formal term for saying “who is going to do
what and how long is that going to take of their time?”.

3.4 ACCEPTABLE DELIVARABLES

Accepted deliverables” is an output of “Validate Scope” process under
M&C process group. Accepted deliverables are products or services that meets
Deliverables

Developing a mutual understanding of the personal and organizational

This becomes more important on a large, complex project where the

likelihood of a diverse project team is high, and the team may have to deal with

appreciation for the value of this diversity for project team members can prevent

During the life of the project, the project manager will often have the
opportunity to take advantage of the client, either because a clause in the
contract is not written accurately or because the project manager has access to
more detailed information.

to the project team. The project team analyses the new information to access the
potential impact on the project cost and schedule.

65
 A skilled project manager can demonstrate a negative impact and increase

client wants to be treated fairly.

Fairness is characterized by impartiality and honesty that is free from
self-interest, prejudice, or favouritism.
If the client interprets the change order as fair, then the project manager

If the client believes the behaviour of the project manager is unfair, then

Acceptance Criteria
Acceptance criteria include the process and criteria that will be used to

the project are acceptable and satisfactory.

stakeholder.
Acceptance criteria might include any number of elements, such as quality

This component should also describe the process stakeholders will use to
indicate their acceptance of the deliverables.
Project Deliverables

items that must be produced or performed to consider the project or project

phase completed.

deliverables might include widgets with a 3-inch diameter that will in turn be

However, if the deliverable was not documented or not communicated to the

manager or vendor responsible for manufacturing the widgets, there could be a
disaster waiting to happen.
If they deliver 2-inch widgets instead of the required 3-inch version, it

This could be a career-limiting move for the project manager because it’s
the project manager’s responsibility to document deliverables and monitor the
progress of those deliverables throughout the project.
Most projects have multiple deliverables. As in this example, if you are
assembling a new product with many parts, each of the parts might be considered
independent deliverables.

66
or a service that’s performed.
The product or service must be produced or performed in order to consider
the project complete. The deliverables might also include supplementary
outcomes, such as documentation or project management reports.
The bottom line is this: No matter how well you apply your project skills,
if the wrong deliverables are produced or the project is managed to the wrong
objectives, you will have an unsuccessful project on your hands.
Control Quality and Validate Scope work together to measure, inspect,
and accept the project deliverables.
Validating and accepting the work of the project shouldn’t be a
mindboggling task at this point if you’ve been following the project management
processes all along. For example, should monitor and inspect deliverables as
they’re completed.
Control Scope is absolutely essential for all projects.
Time and again changes to scope end up pitting stakeholders against the

place and because neither party clearly understood what was being requested.

Fig. 3: Acceptable Deliverables

or by so drastically modifying the original objective of the project that it no

longer resembles what it set out to accomplish.

Check your Progress 4

1. ________________ is an output of “Validate Scope” process under

M&C process group.
2. Deliverables are measurable outcomes, ________________ that must
be produced or performed to consider the project or project phase
completed.

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 3.5 CLINENT SATISFACTIONS
Projects always experience unexpected problems that produce stress.
Dealing with problems with competence is vital to maintaining a good
relationship with clients.
Establish Standards and Procedures for Decisions
There are competing interests on projects, and the larger and more
complex the project, the greater the number of issues and concerns that need to
be addressed.
Competing Interests
When project manager being asked for detailed questions and requested
performance data, the project manager patted said, “Don’t worry, I’ve got
everything under control.” Here is little worried because some of the key project

Project management is about managing work processes and leading

people. The technical skills of a project manager—the ability to organize the
project and develop a scope, budget, and schedule—are critical to executing a

However, the project will not be a success if the important stakeholders

are unhappy with the results.
Managing Expectations

were expended on reconciling billing issues.

This client has an expectation in the next project that project accounting

Another client had been constantly surprised by changes and unplanned

events happening on the project.
This client wanted to participate early in the discussion of problems

minimizing the negative impact on project performance.

Understanding and capturing these expectations in a written document is

Often it is the next question that enables a project manager to discover the
less obvious expectations.
The next question is the one the project manager asks after the initial
response to inquiries about expectations. In our example, the client may express
that he or she wants project billings to be accurate and timely.
This is an easily understandable expectation, but when the project manager
asked the next question— “Can you tell me more about what you mean?”—
the client revealed the problems on her previous project, and the project team
developed a better understanding of the client’s concern.

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 The project team developed measures for tracking project billings that
measured both timeliness and accuracy. This process enabled the project team
to understand the client’s concern, develop work processes that demonstrated
a response, and provide data to the client on the timeliness and the accuracy of
the billing processes.
For the client that expected to hear about problems early and participate
in the problem-solving discussions, the project team shared the project action
item register and highlighted issues the team felt may be important to the client.
The project manager also discussed potential concerns with the client

After the project team captures the client expectations, the team then
develops a method for tracking performance against expectations. In our

and tracked the team performance. The project team developed a

The project is in the Monitoring and Controlling process group, and the
project manager keeps reporting that everything is okay and on schedule.

We explore the concepts and skills needed by the project manager

to understand and meet the expectations of the one of the most important
stakeholders—the client—and the various means and methods for motivating
the client to contribute to project success.

69
 project completion date or an increase in the project costs, typically involve the
client.

alternatives.
Others prefer to be involved in discussions to better understand the barriers,
developing alternative solutions and making decisions in a team environment.
Understanding the client’s decision-making preference and developing
procedures and processes that support that preference is important in meeting
client expectations.
Develop processes and methods that encourage both the client and team
members to identify issues and concerns early and develop processes for dealing

On projects with a low complexity level, the project manager and team
leaders can make decisions informally, with short meetings or phone calls.

decisions. Even though the decision-making process may be simpler on less

complex projects,
It is still important to understand the client’s expectation for inclusion in the
decision-making process and recording decisions and changes in project plans.

meetings, responsibility matrices, and other tools foster the decision making on
a timely basis.
For project teams operating in diverse locations, Internet-based tools for

ability to deal with issues and concerns as they arise.

Let’s say the delivery of some equipment is delayed a week, causing

far more problems than expected.

If the project manager knows the problems, the project has a plan for
recovering, the team developed a solution and will be back on track soon,
should the project manager inform the client? The answer seems like an easy
yes, yet many project managers often believe there is no reason to bother the
client with a problem they have under control.
Then suppose a second delay occurs on the equipment delivery or the

Now the problems have elevated to the point the client needs to be
informed. The greater the distance between the time of the event and the time the
client knows about the events, the greater the client’s frustration and mistrust.

70
 Including the client in the processes for handling project issues or

that problems will be addressed successfully.

Including the client early in the process for dealing with problems enables the

clear communication
Example of a Volunteer Training Program
A museum planned to use volunteers as gallery interpreters to facilitate
a more engaging guest experience. The museum hired instructional designers
to manage a project to plan, develop, and implement training for prospective
volunteers.

hours. Throughout the project, it became clear to the project manager that the
complexity of the learning objectives required more than four hours of training.

Client satisfaction is often tied to expectations about project performance.

Identifying and managing those expectations is a primary responsibility of

Check your Progress 5

1. Project management is about managing work processes and leading

people. The technical skills of a project manager ________________.
2. ___________________________ expectations in a written document

Summary
How to manage client expectations

It is crucial for everyone involved in the project to be on the same page.

need to realize their pain points and needs.

produce good results. When you know their requirements, then you will

gaps and satisfy them.

Plan thoroughly
After you know your client’s needs, plan thoroughly and set realistic milestones
It is crucial for

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 Without any roadmap about what to do and where to start, you won’t progress.
And in the end, it will be impossible to manage the Client expectation.
Build trust and connections early
For any business, clients and customers are their biggest assets. It is
impossible to expect success without them. So, it is essential to build trust
and connections to manage their expectations.

So, communicating regularly and educating clients about your process,

this will help you manage their web design expectations better.
The advantage of building trust and connection with clients will let you
know what they are thinking, what their expectations are, and how they
approach things. This will help you know what is best for them and
manage their expectations.
Document everything
To manage client expectations, you always need detailed information

resources, etc.
Documentation makes sure that everything is under control and going

not missed. It starts from requirements gatherings to the end of the

development process.
So, when you meet your clients and get their needs, always document
them because it ensures that every expectation is met afterward.
Address the issues and limits
It is always crucial to address the issues and limits when gathering
requirements and before and during the design process to avoid confusion
later. Otherwise, it will hinder the development process and complicate
your relationships with the clients.
Keep communication open

communication channels. You can use Slack, Zoom, Skype, anything that

Moreover, be sure to reply to the client’s messages, emails, and calls as

soon as possible. Don’t make them wait for hours and hours.
Be transparent
The client will always have tons of questions before and during the
design process. It can be regarding the progress, changes, etc. And
it is your responsibility to be transparent and give clear and honest
answers.

72
 Once their queries are responded to successfully, the trust they have in
increases.
Explain the current trends and changes and give them the best suggestions.
Make them understand why it is essential for them.
Keep reporting
The clients always want to know what is going on with their designs. Will
it be delivered on time? What is the status of the project? Such questions
remain on their mind constantly.
So, it is crucial to keep the clients up-to-date. You need to document
everything and keep reporting to them. Even if there is no documentation,
communicate with them through Slack or Zoom, or any channel.
Moreover, need to show that can complete the design on time.
It keeps the momentum going and builds trust with the clients. They will
understand that they have picked the right company to work with.
Deliver more
It is always important to know what can do and what can’t. Know
strengths and weaknesses, then set deadlines and expectations with the
clients. Otherwise, if fail to keep words, then the clients won’t be happy.
So, it is okay to under-promise and deliver more.
There is nothing more important than meeting the client’s expectations on
time. Either you can pitch your designs daily or weekly or communicate,
make sure that keep reporting to them and delivering quality work on
time.
In Conclusion
In a business, nothing is more important than building trust with the
clients. The closer you are to the clients, the more you will be successful. For
this, you need to know their expectations and manage them properly and build

Understanding and meeting client expectations is a critical aspect of

project management. It involves working closely with clients to identify their
needs, goals, and requirements, and then developing a plan to meet those
expectations. Here are some key points to consider when working to understand
and meet client expectations:
Communication is key: It is essential to establish clear and open
communication channels with clients to understand their expectations fully.

requirements, and get the client’s agreement on the project scope, timeline, and budget.
Keep clients informed: Keep clients informed throughout the project,
providing regular updates on progress, risks, and issues.
Be proactive: Be proactive in addressing issues and concerns before they
become problems.

73
 scope or requirements.
Manage expectations: Be realistic about what is achievable within the
project’s constraints and manage expectations accordingly.
Deliver high-quality work: Deliver high-quality work that meets or
exceeds the client’s expectations.
Overall, understanding and meeting client expectations requires strong
communication, attention to detail, and a commitment to delivering high-
quality work that meets the client’s needs and goals.

Keywords
Client Expectations: The perceived or stated requirements, needs,
and wants of a client regarding a product or service that they are
seeking from a company.
Client Communication: The exchange of information between a
company and its clients, including requests, feedback, and updates on
projects or services.
Needs Assessment: A process of identifying and evaluating the client’s
requirements, including their business objectives, goals, and challenges.
Service Level Agreement (SLA): A contractual agreement between a

will deliver and the performance standards that the client can expect.
Scope of Work:
agreed upon between a client and a company for a particular project.
Customer Relationship Management (CRM): A strategy and technology
used to manage interactions with clients, including customer data, sales,
and service.
Quality Assurance: The process of ensuring that a product or service
meets or exceeds the client’s expectations, including testing, inspection,
and documentation.
Feedback Loop: A continuous process of gathering, evaluating, and
responding to client feedback to improve the quality of products or services.

Self-Assessment Questions
1. How can you keep clients informed throughout the project?
2. Why is it important to be proactive in addressing issues and concerns?
3. What is the best way to manage changes to the project scope or
requirements?
4. How can you ensure that you deliver high-quality work that meets client
expectations?

74
5. Why is it important to maintain a positive working relationship with
clients?

Answers to Check your Progress

Check your Progress 1
Fill in the blanks.
1. expectations of the various stakeholders and motivate them

Check your Progress 2

Fill in the blanks.

2. requirement gathering
3. representatives to understand the software idea clearly

Check your Progress 3

Fill in the blanks.
1. Project manager, responsibility, and authority level
2. Resource Assessment

Check your Progress 4

Fill in the blanks.
1. “Accepted deliverables”

Check your Progress 5

Fill in the blanks.
1. The ability to organize the project and develop a scope, budget, and
Schedule.
2. Understanding and capturing these

75
 Suggested Reading
1. Project Management Institute, Inc., A Guide to the Project Management
Body of Knowledge (Pmbok Guide), 4th Ed. (Newtown Square, PA:
Project Management Institute, Inc., 2008), 6.
2. Jack R. Meredith and Samuel J. Mantel, Jr., Project Management: A
Managerial Approach (Hoboken, Nj: Wiley, 2006), 8.
3. Russell W. Darnall, The World’s Greatest Project (Newtown Square, PA:
Project Management Institute, Inc., 1996), 48–54
4. An Introduction To The History of Project Management: from the Earliest
Time to ad 1900 by Y. C. Chiu, Netherlands, Eburon Academic Publishers.
5. Introduction To Project Management by Kathy Schwalbe, Thomson
Course Technology, 2006.
6. Project Management by K. Nagarajan, New Age International (P) Limited.
7. Project Management Absolute Beginner’s Guide (4th Edition)” by Greg
Horine
8. The Art of Project Management” by Scott Berkun

76
Project Planning
UNIT

4
Structure:

4.1. Start Milestone & Project Planning

4.2. Feasibility Study
4.3. Requirements Gathering
4.4. Preparation of Project Plan
4.5. Change Request & Client Approved Project Plan
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Project Planning 77
 Objectives
After going through this unit, you will be able to:
Importance of project planning in project environments
Understand importance of feasibility study
Process of requirement gathering
Preparation of project plan & other subsidiary documents
Change request & client approved project plan

Fig. 1: Project Planning

4.1 START MILESTONE & PROJECT PLANNING

Project planning is a discipline addressing how to complete a project in a

One view of project planning divides the activity into these steps: setting
measurable objectives. identifying deliverables. scheduling.

you are ready to enter the second phase in the project management life cycle:
the detailed project planning phase.
Project planning is at the heart of the project life cycle, and tells everyone
involved where you’re going and how you’re going to get there.
The planning phase is when the project plans are documented, the

78
created. It involves creating a set of plans to help guide your team through the
implementation and closure phases of the project.
The plans created during this phase will help you manage time, cost,

and external suppliers to ensure that you deliver the project on time, within
budget, and within schedule.
The project planning phase is often the most challenging phase for a project

equipment needed to complete your project.

You may also need to plan your communications and procurement
activities, as well as contract any third-party suppliers.
The purpose of the project planning phase is to:
Establish business requirements
Establish cost, schedule, list of deliverables, and delivery dates, resources plans
Obtain management approval and proceed to the next phase
The basic processes of project planning are:
Scope planning – specifying the in-scope requirements for the project to
facilitate creating the work breakdown structure
Preparation of the work breakdown structure – spelling out the breakdown
of the project into tasks and sub-tasks
Project schedule development – listing the entire schedule of the activities
and detailing their sequence of implementation
Resource planning – indicating who will do what work, at which time,
and if any special skills are needed to accomplish the project tasks
Budget planning – specifying the budgeted cost to be incurred at the
completion of the project
Procurement planning – focusing on vendors outside your company and
subcontracting
Risk management – planning for possible risks and considering optional
contingency plans and mitigation strategies
Quality planning – assessing quality criteria to be used for the project
Communication planning – designing the communication strategy with
all project stakeholders

necessary to complete a project successfully. The purpose of project planning

is to ensure that a project is completed on time, within budget, and meets the
desired quality standards.
Establishing goals and objectives:
the goals and objectives of a project, including the deliverables that will be
produced.

79
 Identifying constraints: Project planning helps to identify the constraints
that may impact the project, including time, budget, and resources.
Developing a timeline: Project planning helps to establish a timeline for
the project, including the start and end dates for each phase of the project.
Allocating resources: Project planning helps to allocate resources to the
project, including personnel, materials, and equipment.
Identifying risks: Project planning helps to identify potential risks to the
project and develop strategies for mitigating those risks.
Communicating with stakeholders: Project planning helps to
communicate the project’s objectives, timeline, and resource requirements to
stakeholders, including clients, team members, and project sponsors.
Overall, project planning provides a roadmap for the successful completion
of a project, ensuring that everyone involved in the project is on the same page
and working towards the same goals.
Process Name Project Management Knowledge area
Develop Project Management Plan Project Integration
Project Scope
Collect Requirements Project Scope
Create WBS Project Scope
Project Schedule
Sequence Activities Project Schedule
Estimate Activity Resources Project Schedule
Estimate Activity Duration Project Schedule
Develop Schedule Project Schedule
Estimate Costs Project Cost
Determine Budget Project Cost
Plan Stakeholder Engagement Project Stakeholder
Plan Communication Project Communication
Plan Risk Management Project Risk
Identify Risk Project Risk
Perform Qualitative Risk Analysis Project Risk
Perform Quantitative Risk Analysis Project Risk
Plan Risk Response Project Risk
Plan Procurement Management Project Procurement
Plan Resource Management Project Resource
Plan Quality Management Project Quality

during the initiation phase. It includes planning the steps necessary to meet

required to com¬plete the project.

80
 Now that these objectives have been recognized, they must be clearly
articulated, detailing an in-depth scrutiny of each recognized objective. With
such scrutiny, our understanding of the objective may change. Often the very
act of trying to describe something precisely gives us a better understanding of
what we are looking at.
This articulation serves as the basis for the development of requirements.
What this means is that after an objective has been clearly articulated, we can
describe it in concrete (measurable) terms and identify what we have to do
to achieve it. Obviously, if we do a poor job of articulating the objective, our
requirements will be misdirected and the resulting project will not represent the
true need.
Users will often begin describing their objectives in qualitative language.

to those qualitative terms.

In the case of project objectives, these elements are used as measurements to

determine project satisfaction and successful completion. Subjective evaluations
are replaced by actual numeric attributes.
Project management is a collection of processes that includes initiating
a new project, planning, putting the project management plan into action, and
measuring progress and performance.
It involves identifying the project requirements, establishing project
objectives, balancing constraints, and taking the needs and expectations of the
key stakeholders into consideration.
Planning is one of the most important functions perform during the
course of a project. It sets the standard for the remainder of the project’s life
and is used to track future project performance. Before we begin the Planning
process,

Check your Progress 1

Fill in the blanks.

1. Project planning is a discipline addressing how to _____________

gathered during __________________.

3. Project management is a collection of processes that includes initiating
a new project, planning, putting the project management plan into
action, and __________________ .

81
 Activity 1

Prepare Project Plan for Construction project with Estimated Duration of

12 Months and Estimated budget of 10 CR.

4.2 FEASIBILITY STUDY

A feasibility study is a detailed analysis that considers all of the critical
aspects of a proposed project in order to determine the likelihood of it succeeding
A feasibility study is an assessment of the practicality of a project or system.
A feasibility study aims to objectively and rationally uncover the strengths
and weaknesses of an existing business or proposed venture, opportunities
and threats present in the natural environment, the resources required to carry
through, and ultimately the prospects for success. In its simplest terms, the two
criteria to judge feasibility are cost required and value to be attained.

Fig. 3: Feasibility Study

A well-designed feasibility study should provide a historical background
of the business or project, a description of the product or service, accounting
statements, details of the operations and management, marketing research and

Generally, feasibility studies lead technical development and project

implementation.
A feasibility study evaluates the project’s potential for success; therefore,
perceived objectivity is an important factor in the credibility of the study for

82
potential investors and lending institutions It must therefore be conducted with
an objective, unbiased approach to provide information upon which decisions
can be based.
A project feasibility study is a comprehensive report that examines in detail

four Ps, its risks and POVs, and its constraints (calendar, costs, and norms of
quality).
The goal is to determine whether the project should go ahead, be

parametric frame; the frame of dominant and contingency strategies.

Operational feasibility is the measure of how well a proposed system

requirements analysis phase of system development

The operational feasibility assessment focuses on the degree to which the

and objectives with regard to development schedule, delivery date, corporate

culture and existing business processes.
To ensure success, desired operational outcomes must be imparted during
design and development. These include such design-dependent parameters as
reliability, maintainability, supportability, usability, predictability, disposability,

These parameters are required to be considered at the early stages of

design if desired operational behaviours are to be realised. A system design and
development requires appropriate and timely application of engineering and

technical and operating characteristics are engineered into the design. Therefore,
operational feasibility is a critical aspect of systems engineering that needs to
be an integral part of the early design phases
A company may conduct a feasibility study when it’s considering
launching a new business, adding a new product line, or acquiring a rival.
A feasibility study assesses the potential for success of the proposed plan

It’s a good idea to have a contingency plan on hand in case the original
project is found to be infeasible.
Understanding a Feasibility Study
A feasibility study is an assessment of the practicality of a proposed plan
or project.

83
 A feasibility study analyses the viability of a project to determine whether
the project or venture is likely to succeed.
The study is also designed to identify potential issues and problems that
could arise while pursuing the project.

managers discern the pros and cons of undertaking a project before investing a

Feasibility studies can also provide a company’s management team with crucial
information that could prevent them from entering into a risky business venture.
Such studies help companies determine how they will grow. They will
know more about how they will operate, what the potential obstacles are, who
the competition is, and what the market is.
Feasibility studies also help convince investors and bankers that investing
in a particular project or business is a wise choice.
How to Conduct a Feasibility Study
The exact format of a feasibility study will depend on the type of
organization that requires it. However, the same factors will be involved even if
their weighting varies.
Preliminary Analysis
Although each project can have unique goals and needs, there are some best
practices for conducting any feasibility study:
Conduct a preliminary analysis, which involves getting feedback about
the new concept from the appropriate stakeholders.
Analyses and ask questions about the data obtained in the early phase of
the study to make sure that it’s solid.
Conduct a market survey or market research to identify the market demand
and opportunity for pursuing the project or business.
Write an organizational, operational, or business plan, including
identifying the amount of labour needed, at what cost, and for how long
Prepare a projected income statement, which includes revenue, operating

Identify obstacles and any potential vulnerabilities, as well as how to deal

with them.
Make an initial “go” or “no-go” decision about moving ahead with the plan.
Once the initial due diligence has been completed, the real work begins.
Components that are typically found in a feasibility study include the following:
Executive summary: Formulate a narrative describing details of the
project, product, service, plan, or business.

84
 Technological considerations: Ask what will it take. Do you have it? If
not, can you get it? What will it cost?
Existing marketplace: Examine the local and broader markets for the
product, service, plan, or business.
Marketing strategy: Describe it in detail.
What are the human capital needs for this project?
Draw up an organizational chart.
Schedule and timeline:
project’s completion date.

Findings and recommendations: Break down into subsets of technology,

Check your Progress 2

Fill in the blanks.

project managers discern __________________ before investing a

2. A feasibility study assesses the potential for success of the proposed

4.3 REQUIREMENTS GATHERING

Requirements gathering is the process of identifying your project’s exact

phase, but you’ll continue to manage your project requirements throughout the
project timeline.
Requirements gathering is the process of determining what your projects
need to achieve and what needs to be created to make that happen.
Data Gathering
Data gathering techniques include brainstorming, focus groups, and
interviews. Brainstorming is used with groups of people to gather information,
whether pertinent to the topic or not, in a short amount of time.
Focus groups are sessions conducted with stakeholders to help identify
success criteria, risks, and other information. Interviews are typically one-
on-one and used to gather information regarding project requirements, the

identifying constraints.
The techniques associated with this process include questionnaires and
surveys, and brainstorming.

85
 Both of these techniques can be used to help identify stakeholders and
their needs on the project. Brainstorming can involve the usual process of
getting folks in a room and having them name things (or stakeholders in this
case) that come to mind while a facilitator jots down all the ideas.
It may also involve brain writing, a type of brainstorming, where
participants are given the question or brainstorming topic ahead of time so they
have time to think about their answers.
After a period of time, you hold the meeting and host the brainstorming
session. A brain writing meeting can be face-to-face, or you could use technology
such as a video- or web-conferencing tool to hold the meeting.
Probably familiar with the fact that everybody has their own common
project assumptions about what a project should include. Through requirements
gathering, you collect insights from a project’s stakeholders to get an adequate
understanding on how a project should work — before you start the work.
Project requirements are generally split into two categories:
Business requirements: What the project should do. You’ll also hear
these referred to as “functional requirements.”
Technical requirements:
requirements. You’ll also hear these referred to as “non-functional
requirements.”
Let’s add some clarity with a work-related example. Imagine your team
is responsible for building a new job application portal for your company.

stakeholders — the leadership team, the human resources team, etc. — to

understand everything your application portal should include:
Business requirement: Candidates can apply for positions directly
through the portal.
Technical requirement:
immediately after an application has been received.

surpasses them.
Why are requirements gathering important?
Requirement gathering and analysis might sound like an unnecessary
formality, especially when you and your team are eager to sink your teeth into
the project.
However, getting a handle on a project’s requirements is a crucial step
for several reasons. Here’s what can happen when you don’t take the time to
understand them.
Requirement Gathering or commonly known as the Discovery Phase is
basically a process in which we understand and identify a business’s project

86
 Although the discovery phase is an essential phase in any critical project

Some of the project managers/consultants might argue that if a client’s

full phase of requirements gathering is simply not needed. One can actually not
stress enough on the importance of discovery phase.
If the requirement gathering is not done properly, it can result into project
deliverables not meeting the business requirements which in turn would result
in waste of time and money.
This phase is critical as the information gathered will be utilized as a base

The SRS will include a vision or mission statement of the client company

So basically, requirements gathering phase enables both the parties to

minimize risks and balance the task management within the required timeframe.
A process of discovery phase must always include key executives and
stakeholders.
Techniques for Requirements Gathering
An ideal business analyst must follow some techniques for the

below. (Details we Discussed in Unit 3 Section 3.2 Client Meeting and

Project Requirements)

requirement gathering. In this method, the business analyst talks to the user and
clients who are unable to give out detailed information.

the goal of the survey and thereafter draft the questionnaire.

SMEs or subject matter experts are the responsible people to conduct

issues.
Joint Application Method
Observation
Focus Group
Interface Analysis
Prototyping
Use case diagram

87
 Reduce Risk in Requirements Gathering

management. It can be a matter of success or failure for projects if the requirement

Web projects have a baseline that is continuously evolving throughout the

The project manager needs to duly assess and understand the novelty
value of the requirement gathering process of individual project.
Requirement risks are one of the most insidious risks that threaten IT

Having unclear requirements, lack of client involvement in the

requirement gathering process or faulty requirements; all these become the
major perpetrators in the projects which are likely to go awry.
Overcoming Challenges in Requirements Gathering
Soliciting and collecting business requirements is a critical step for any
kind of project. Creating complete set of requirements at a preliminary stage can
facilitates in better planning, precise cost estimates, shorter delivery timeline,

Eliminating the gap between business and technical requirements is the

responsibility of business analysts as they need to understand the business needs in
the full context and align the same with the business objectives while communicating
the same to the development team as well as other company stakeholders.
For the said purpose, they need to ensure that the requirements are written
in a form that is easily understandable by both the groups.

views of the stakeholders in order to concur on what needs to be accomplished.

several kinds of pitfalls. Herein we shall discuss about the various challenges
that can grip the requirements gathering process and discuss the potential
approaches to deal with them.

Stakeholders and usually clients have a clear idea about the problems they
are facing or exploring a particular opportunity; however, more often than not
they are pretty clueless about exactly what they are looking to achieve.
In order to address this concern, it is advisable to break the project into
small bits and start from the section where the client has most clarity.
There are collaborative modelling tools which allow the clients to have
a high-level vision of the end result which makes getting feedback early in the
process simple enough.
It is also advisable to ask questions from the client and identify current
business practices and identify the pain points which can be improvised.

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testable so as to have a solid foundation against which the results can be later
measured.
Clients Change their Minds Often

over the course of the project, changes are bound to happen.

The best approach to tackle it is to become adaptable and accept the
changes.
Although, it is important that the changes are prioritized and estimated

Lack of or Over Communication by Clients

Active communication and participation by clients and stakeholders
is critical to the success of the requirement gathering process. Getting the
stakeholders to provide honest and open inputs requires establishing a rapport
of trust.
It is important to listen, learn and speak the client’s language for their
project and the same implies that you are interested as well as have understood
the client’s business challenges and are here to focus on resolving the issues.
Clients get Finicky over certain Techniques/Solutions
Clients often get too stuck up on a particular technology or software
which happens when they have limited knowledge in certain technical areas or
when a particular technology has worked wonders for them in the past.
The best thing to do here is to try and divert the client’s attention towards
the main focal point i.e. how the problem will be resolved and ask them whether

Requirements gathering process needs to have a tough approach which

includes asking open ended questions for the stakeholders to answer.
All stakeholders involved must articulate their ideas and perspectives in
a timely manner. Rushing through process may lead to proposed terms that
are considered out of scope, or promoting individual agendas rather than the
organization’s vision.
A desirable thing to do is to have several interactive sessions with the client
that has enough scope in between to digest the inputs collected, ensuring that the
requirements gathering process gets on the right track delivering the right results.
Based on the brainstorming sessions, the business analyst will then analyse

This document would include basic objectives, functional as well as data

description, system architecture, ACD (architecture context diagram), systems

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 requirements and some suggested additional revenue streams and also the basic
USP (unique selling point)
The SRS will include some further details as follows:
Project Overview
Objectives & Constraints
Functional and data Description
System architecture
Architecture context diagram (ACD)
System module narrative
Resource requirements
Team members by skill type
Systems requirements
Estimates will further include the following:
Development timeline based on above
Costs associated with each element above
Hosting Requirements, Cost Estimation, TimeLine
In the industry having multiple companies for the top slot, there are a few
best practices in the requirements gathering phase that must be followed for
most desirable results.
Requirements Gathering Best Practices
The primary important step in requirement gathering phase is identifying

from this solution?

Accurate and detailed description of the project. The solution that has
been planned should be adequately described at a high level along with the
business requirements that it is centred on.
It is imperative to address all the needs of stakeholders as well as users.
This is a relevant part of requirements analysis and an important step which
we should follow methodically before we freeze the requirements. This step
helps in the deployment phase as well since the user gets adaptable to the new
process/application.

captured in detail. This will be helpful in clarifying any doubts.

The application should have its planned features captured in grave detail.
The functional, as well as non-functional requirements should also be
captured in much detail further including details on the project’s execution
strategy.

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 To be successful in requirements gathering or discovery phase, it is vital
that the business analyst draws out a plan which is helpful for capturing the
basic requirements of the client. When this plan is carefully researched,
and drafted, there is little room for rework which further helps in saving
time.
It is also necessary that all the stakeholders give their view with regard
to the software being developed and kept in loop of the progress being
made.
Working as per the requirement gathering process ensures that the quality
of the end product is superlative and makes it simpler at all stages of the
SDLC.
This phase gives a solid foundation to the rest of the processes and
steps for design and development and hence ensures that the problem
is resolved.
The stronger the foundation and clearer the understanding for the project,
smoother will be the course of things when development begins and we
move onto the support and testing phases of the project.

however, better the understanding, more solid the end product would turn
out to be.
This document is your trigger point for designing, documenting and
developing and will be of immense help in all aspects of the project some
time or the other.

Check your Progress 3

Fill in the blanks.

1. Based on the brainstorming sessions, the business analyst will
then analyse the requirements and draft an __________________
document.
2. The best approach to tackle it is to become __________________ .

4.4 PREPARATION OF PROJECT PLAN

Power.
The constraints are the standard constraints of calendar, costs and norms
of quality that can each be objectively determined and measured along the entire
project lifecycle.

feasibility study; smaller projects, for example, may not require an exhaustive
environmental assessment

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 o How do we write a project plan that aligns with company goals?
o What do stakeholders expect? What will be expected from them?
o How will you measure success?
o What are your resources?
o What assets or deliverables are expected out of this project?
According to executive leaders, a lack of clear goals accounts for 37% of

deadlines you set for your project work plan have nothing anchoring them.
Now that you have a list of key stakeholder needs and their buy-in, begin
to assign them to goals and OKRs. OKRs are a planning and goal-setting
technique made famous by Intel and Google. Your project should align with
your team and company’s OKRs.
Try writing down the project goals on a project plan board and connect
them to the stakeholder requirements they address. From there, build out the
structure, milestones, and tasks it takes to reach those goals.
For example, the project or product launch itself can be a big milestone,
so it’s important to know how you will go about it - perhaps you’ll use a product

in points throughout the project so that everyone is clear about what progress
looks like, what the expectations are, and when they’ll be measured.
Requirements Documentation
There are many reasons why it is a good practice, but at the very least,
it is the most important tool to ensure that you have accurately understood the
requirements of the project.
The customer must review what have understood, and what you think you
are being asked to build. It must be written in language that they can understand,
and in a structure, that makes sense. I will mention two methods:
1. Hierarchical - The classic format for a textual representation of requirements.
There is nothing wrong with this approach, if it is done properly.
2. Use Cases - Use Cases are borrowed from the world of Object Oriented
Analysis and Design. They are simply scenarios of functionality. Each
Use Case represents a kind of task that a user will perform with the system
being built.
I will not go into the details of Use Cases, but I want to point out that you
can use this powerful form of describing what a system will do without using
other aspects of the Object-Oriented approach.
You don’t need to use the modelling languages or tools that are typically
used by organizations that have adopted the Object-Oriented approach in order
to make full use of this technique for documenting requirements. I highly
recommend it.

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 Before actually handing the requirements documentation to the customer,

attributes that excellent requirements possess, including:

1. Concise, clear, non-ambiguous - As written, a requirement needs to be
understood in the same way by everyone involved in the project. This is
the time to control problem typical of organizations with silos. A term can

more than one name by one or more departments. I’ve never written a

and acronyms.
2. Discrete, atomic - Sometimes a requirement needs to be broken down
into sub requirements, in order to be accurately executed. Ask yourself,
“Can this requirement be broken down?” Break it down until it cannot be
broken down any further, just like an atom.
3. Scope - The question of scope should be asked in both directions: Is the
requirement within the scope of the project (a test for relevance)? Is the
project fully within the scope of the requirement (a test of importance)?
4. - In order to know if we have met the requirements at
the end of the project, we need to be able to test the results of the system,
and compare those results to what was requested. If the requirement was,
“The system shall complete one cycle in a reasonable amount of time,”
your success may depend on whether the project sponsor had a good
night’s sleep.
Quantifying requirements can sometimes be a painstaking process, but
persist, and be creative. A “user-friendly system” is one which 7 out of 10
new users rate it as “easy” or “very easy” after a one-day training class. If
the customer doesn’t want to test it, then perhaps it shouldn’t be included
as a requirement.
5. Traceable - Requirements Tracing is an important technique, since we can
use it to control scope creep. We should be able to trace each activity in the
project to a requirement. Every design decision should be answering a need
expressed in one or more requirements. Every module or program written
should justify its existence because it is needed to meet a requirement.
We also trace requirements “backward”: every requirement should be
traceable back to an objective in the project charter or initial project plan. If it
can’t, it is probably out of scope. An excellent technique for ensuring traceability
is a simple matrix, which can also be used to manage requirements throughout
the project.
Ensuring Quality Requirements
Having excellent requirements does not happen by accident. It is widely
accepted in the industry that requirements defects are the most common, and

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 requirements. Good Quality Control practices include testing requirements
thoroughly during the gathering and documentation process.
Table 1 Requirement Documentation

Requirements Management
Requirements Management is necessary partly because we may not do a
perfect job of ensuring that every requirement is of high quality.
However, even if we did a perfect job, the customer can announce midway
through the project that they have changed their mind (as often happens in real
life). That is when a Requirements Traceability Matrix can be indispensable. A
sample matrix is provided in Exhibit 1.
Create a project scope document
Now that you have the project outlined, your tasks aligned with goals, and
buy-in from the team, it’s time to create a project scope document detailing the
project elements you’ve listed in step two.

completed to accomplish each one. For each task, determine the amount
of time it’ll take, the resources necessary, and who will be responsible for
execution.
Finalize and record the project details so that everyone has a single source
of truth. Make the document easily shareable, like in your project management
tool, to reduce the chance of costly miscommunication.
While preparing project scope documentation and calculating earned
value should be standard practice,
Craft a detailed project schedule
With your goals, tasks, and milestones already outlined for you, it’s time
to start plugging your project into a schedule. A Gantt chart is a handy tool
that helps you visualize your project timeline easily. It’s an interactive timeline
that gives you a complete view of the project’s progress, work scope, and
dependencies.
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 Dependencies are tasks that need to be completed before other tasks can
begin. As you plot out tasks, use subtasks to help you break up larger ones into
smaller ones. This can make reporting (you can check out our guide on how to write

Tasks: The individual tasks that people need to carry out to achieve your goals
Subtasks: No longer than a few days each, these help you break a larger
task into the smaller steps
Milestones: Major phases or events in your project that help break up the
project and act as check-ins throughout the project life cycle

Resources are the people, equipment, or money needed to complete a project.

Once you’ve selected your tools and gotten a budget, don’t forget about your people.
Table 2 RACT Matrix

Even folks who already know how to write a project work plan and have
done so a hundred times can underestimate their labour needs.
A RACI chart helps you determine who will do what for your project. It’s a
matrix of all a project’s tasks, paired with who’s responsible (assigned to complete
the work), accountable (has yes/no/veto power), consulted (needs to approve or
contribute), and informed (needs to know about the action or decision).
As you begin to assign tasks, make sure you take bandwidth into
consideration. Clarify the responsibilities and expectations of each person.

impact the project’s timeline or budget. Knowing how to calculate earned value to
monitor the level of work completed on a project against the plan is imperative.
For project managers, tools for resource management can help you

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 According to research, employees spend nearly 20% of the workweek

collaboration are two of the top causes of stress in the workplace.

When stakeholders have to dig through pages of emails or constantly ask
for updates, they get frustrated, and their motivation dips. Mitigate frustration
by housing all project pieces — like assets, conversations, tasks, due dates,
updates, and reporting — in a single location, like a collaboration tool.
This makes it easy to manage clients, track progress, share updates, and

and keep it in one tool so everyone can access information.

Check your Progress 4

Fill in the blanks.

1. The constraint are the Standard constraints of calendar,
__________________ that can each be objectively determined and
measured along the entire project lifecycle.
2. __________________ chart helps you determine who will do what
for your project.

4.5. CHANGE REQUEST & CLIENT APPROVED PROJECT

PLAN
Even if you’re an expert and already know how to write a project plan, the
truth is that all projects have twists and turns — that’s what makes them fun.
You’ve given yourself some breathing room during the scheduling
process, ensured everyone knows their role, and set up communication.
Before you launch, sit down and identify potential issues like upcoming
vacations for team members, holidays, or external teams that might be involved.
Set up a clear chain of command and list key contacts within the project.
Communicate upfront about risks so the whole team can be prepared to tackle
them together.

stakeholders and have a clear agenda.

Your goal should be to get everyone on the same page with goals, roles,
processes, and timelines. Your agenda should include everything you’ve focused
on in the steps above:

List the assets the project is expected to deliver

Draw the connection between stakeholder requirements and the project tasks
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 Show the timeline of the project so everyone can see dependencies and
know the expected dates
Describe the roles and responsibilities of each stakeholder
Review how and where everyone will communicate throughout the
project, where they can go for information, and who to call for questions
Discuss risks and ensure the team is prepared

CHANGE REQUEST
A change request form is a form used to request, approve, and track
project-related changes. Stakeholders request changes for many reasons, including
the following: One of the items you need to complete the project goes out of stock.

Types of Change Requests include:

Corrective Actions.
Preventive Actions.
Defect Repairs.
What Is Change Control in Project Management?
Project management change control is the system a team uses to make
major changes to a previously approved project. This can include budget
additions and subtractions, deadlines or goalposts, and even new hiring as
project needs evolve over time.
Project change control ensures that all stakeholders have a say (or can at
least agree on a process for someone else to carry out) for how foundational
project elements can be revised when needed.
It saves time, streamlines communication, and leads to a repeatable

What is change control process in project management?

Change control process in project management helps intake, monitor, and

takes place over a predetermined amount of time (the faster the better as long
as accuracy is maintained) and sets up a step by step process for dealing with
major structural changes.
Overall, the project change control process makes sure that no matter what
happens, the project will continue to move forward without leaving anyone out
of the loop.
How to achieve integrated change control in project management
Create a change control system:
request. For example, adding an extra step to a project phase that won’t take

97
 submitted, approved, and updated.
Develop change control procedures: Designate a leader in this process to
communicate with stakeholders, oversee progress, and keep everyone informed.
They’ll also come up with predetermined responses to change requests
to help keep the process moving forward. Also, be sure to include an analysis

customers, and team members.

Write down the impact of possible changes: Use a chart to map out the
area the change request will impact. Include budget, schedule, resources, and

have about it.

After, calculate impact using KPIs that correspond to each area. For
example, if the budget is impacted, use dollars that would be lost or made if the
change is approved to determine the potential outcome.
List out all the tasks associated with the project: If you haven’t done
this already, now is the time. Review the change request against the task list and

eliminate some of your existing workload if the change goes through.

Draft templates: Templating your change process will save you time
communicating each new step. It will also help other team members follow a
consistent procedure if more than one person oversees the process. Create a
template for intake, processing, approval, and next steps.

project information and management strategy have been developed to a level

design solution in compliance with the project objectives and requirements.

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.
A project approval process is a standardized procedure during which
decision-makers ensure that projects, invoices, budgets, and other processes

strategy, and reputation are up to par with the quality standards and requirements
established by the organization.
The approval process is the last stage in project management and
consists of the following processes:

creative collaterals
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 Deliverables are either approved or reintroduced into the production
loop
You can think of the project approval process as hosting a dinner party.

unique tastes and preferences, so what impacts one person positively

might not even matter to another.
So, when it comes to bringing everyone together at the table to get

everyone.

Luckily, there’s an easy seven-step method you can follow to establish the
smoothest project approval process possible.

Fig. 4: Project Plan Approval Process

Check your Progress 5

Fill in the blanks.

1. A change request form is a form used to __________________
project-related changes.
2. The project change control process makes sure that no matter
what happens, the project will continue to move forward
__________________ .

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 Summary

and resources required to achieve project objectives.

It is a critical component of project management that involves identifying

estimating resources and budget, identifying risks, and establishing a plan

for project execution and control.

objectives, developing a project scope statement, creating a project schedule

and budget, identifying project risks and developing risk management
strategies, and establishing a project team and communication plan.

on time, within budget, and to the satisfaction of stakeholders.

It enables project managers to establish a roadmap for project execution,
establish clear expectations and roles for team members, and anticipate
and mitigate potential risks and challenges that may arise during project
implementation.

providing a framework for managing resources, timelines, budgets, and

stakeholder expectations throughout the project lifecycle.

100
Keywords
Project Scope:
deliverables, tasks, and responsibilities.
Work Breakdown Structure (WBS): A hierarchical decomposition
of the project into manageable, smaller tasks, making it easier to plan,
schedule, and execute the project.
Milestones:
to track progress and provide visibility to stakeholders.
Critical Path: The sequence of tasks that must be completed on time for
the project to be completed on scheduleResource Allocation: The process
of assigning and managing resources, including personnel, equipment,
and materials, to meet project requirements.
Risk Management: The process of identifying, assessing, and mitigating
risks that could impact the project’s success.
Project Schedule: A timeline that outlines the start and end dates of
project tasks, milestones, and deadlines.
Dependencies: The relationships between tasks, where the completion of
one task depends on the completion of another task.
Budgeting: The process of estimating and managing the costs associated
with the project, including labour, materials, and overhead expenses.
Project Management Software: Tools that facilitate project planning,
scheduling, tracking, and communication, including Gantt charts, project
dashboards, and collaboration platforms.

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 Self-Assessment Questions
1. What is project planning?
2. Why is project planning important?
3. What are the key elements of project planning?
4. What is a project scope statement?
5. How do you develop a project schedule and budget?

Answers to Check your Progress

Check your Progress 1
Fill in the blanks.
1. complete a project in a certain timeframe,
designated resources
2. the initiation phase
3. measuring progress and performance

Check your Progress 2

Fill in the blanks.
1. the pros and cons of undertaking a project

Check your Progress 3

Fill in the blanks.

2. adaptable and accept the changes

Check your Progress 4

Fill in the blanks.
1. costs and norms of quality
2. A RACI

Check your Progress 5

Fill in the blanks.
1. request, approve, and track
2. without leaving anyone out of the loop

102
 Suggested Reading
1. Project Management Institute, Inc., A Guide to the Project Management
Body of Knowledge (PMBOK Guide), 4th Ed. (Newtown Square, PA:
Project Management Institute, Inc., 2008), 6.
2. Jack R. Meredith and Samuel J. Mantel, Jr., Project Management:
A Managerial Approach (Hoboken, Nj: Wiley, 2006), 8.
3. Russell W. Darnall, The World’s Greatest Project (Newtown Square, PA:
Project Management Institute, Inc., 1996), 48–54
4. An Introduction to the History of Project Management: from the Earliest
time to Ad 1900 by Y. C. Chiu, Netherlands, Eburon Academic Publishers.
5. Introduction to Project Management by Kathy Schwalbe, Thomson
Course Technology, 2006.
6. Project Management by K. Nagarajan, New Age International (P) Limited.
7. Project Management Absolute Beginner’s Guide (4th Edition)” by Greg
Horine
8. The Art of Project Management” by Scott Berkun.

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104
Working with People on Projects
UNIT

5
Structure:

5.1 Human Resources Plan

5.2 Accquring Project Team
5.3 Developing Project Environments
5.4 Managing Project Team
5.5 Human Resources Motiventional Theroy
Summary
Keywords
Self-Assessment Questions
Answers to Check your Progress
Suggested Reading

Working with People on Projects 105

 Objectives
After going through this unit, you will able to:
Resource management plan
Acquire resources for project plan
Develop resources (project team)
Monitor and control project team
Human resource motivational theories

Fig. 1: Human Resource Management

5.1 HUMAN RESOURCES PLAN

Project management resources and training
The landscape of project management is constantly shifting, with new
technologies and methodologies emerging all the time, which can make it
confusing for newcomers.
Resource management plan

resources associated with a project. A resource management plan accounts for

all of the resources (humans, workspaces, tools, and equipment) you require
on a project and guides how they will be categorized, allocated, managed, and
released.
Resource management plans provide a framework to optimize your

reveal if you need more or less of a certain kind of resource, like specialized

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