NAME RUTVIK ASHOKKUMAR WADKAR

ROLL NUMBER 2314518864

SESSION FEBRUARY - MARCH 2024
PROGRAM MASTER OF BUSINESS ADMINISTRATION
(MBA)
SEMESTER II
COURSE CODE & NAME DMBA206 Project Management
 Assignment Set- 1

Q1. Explain the most common types of organisation structures.

A1. The most common types of organisation structures are:
 Line Structure
 Line and Staff Structure
 Functional Structure
 Project or Matrix Structure
These structures are also referred as the Organisational Chart. Each of these structures has
their own strengths and weaknesses. Below figure depicts the four types of organisational
structures.

Usually, the first two types of organisational structures are found in military form of
organisations and conventional business houses respectively, where joint family system of
business exists. They are inappropriate for the modern multinational organisations and also
do not fit in to the bill for any project environment. Thus the discussion will be confined to
the remaining two types of organisation structures in this section namely functional structures
and project/matrix structures.
1. Functional-type organisation
The functional type structure organises teams of employees based upon the specific jobs
within the organisation. The employees work in departments based on what they have to
do such as marketing department, purchasing department, maintenance department, HR
department and finance department.
Examples of functional-type organisation
 Car manufacturing companies
 Electronics manufacturing units
 Brick kilns
 Hospitals
 Hospitality units
2. Project-type organisation

In a project-type organisational structure, the employees work for different projects in

a team-like structure. Examples are construction companies, where different teams
work on different projects. Teams are put together for a project. Each project is
headed by a project leader. Each team will have employees to suit its demands and
complete the project successfully. Only employees with requisite specialised skills are
considered for project teams. These members of project team will join back their
parent company once the project gets finished.

Examples of project-type organisation

 Rapid transit projects
 Construction projects
 IT projects

3. Matrix-type organisation

Matrix-type organisation is the most common type of project organisation. It is the

combination of both the functional and project organisation structures. It provides
functional expertise of the functional structure and the project focus of the project
structure. The combination of both the structure contributes jointly to the success of
every project and ultimately, the company. Here, the functional managers provide the
resources needed and the project manager is responsible for the project results. In Matrix
structure, the organisation uses teams to execute various tasks. The teams are organised
depending on their expertise (for example, web designers) and the product they are
involved in(for example, project A).

Examples of matrix organisation

 Oil and gas companies providing oil, gas, chemicals, services, etc.
 Financial companies providing banking, insurance, etc.
 Technology solution companies
Q2. Elaborate on the Development of Project Network.
A2. Whether you’re a project manager or a project team member, you should familiarize
yourself with network diagrams — also known as the project schedule network diagram. A
project network diagram is an important tool because it helps teams visualize the activities
that need to be completed over the duration of a project. It also gives crucial context like task
duration, sequence, and dependency. The network diagram is basic to PERT and CPM. The
network diagram, also known as project graph, depicts the project activities and events and
their logical relationships.

Activities and events are used to construct network diagram An activity is a specific task, job,
or function to be carried out in a project. For example, 'prepare dinner' (see above Figure) is
an activity. An activity is symbolised by an arrow. The head of the arrow depicts the
completion of the activity and the tail of the arrow depicts its beginning. (There is no
significance of length and 'compass' direction of the arrow.) The event is a specific point in
time Representing the beginning or end of one or more activities. It stands for a milestone
and does not consume time or resources. It is essential to detail all the activities of the project
because activities are the basic building blocks of a network diagram. For this reason, it is
useful to break the project into some steps. The number of steps in a project depends upon its
magnitude and complexity. For industrial projects, usually, a two-step procedure is sufficient.
In the primary step, there is identification of major parts of the project and in the next step the
activities of each major part are defined. Activities must be so defined that they are distinct,
logically uniform tasks for which time and resource requirement can be estimated.

Illustration
A building project consists of the following activities:
A = Lay foundation
B = Erect framework
C= Install millwork
D = Install wiring
E = Install plumbing
F = Plaster walls
G = Install siding
H= Decorate the interior
I = Finish the exterior
The interrelationship among these activities is as follows:
A should precede B.
B should precede C, D, E, F, and G.
C, D, E, and F should precede H.
G should precede I

Given the above interrelationship the network diagram for the project is developed in several
steps using the forward method as shown in figure given above.

Q3. What is scheduling and its benefits?

A3. Scheduling in project management is the listing of activities, deliverables, and milestones
within a project. A schedule usually includes a planned start and finish date, duration, and
resources assigned to each activity. Effective project scheduling is a critical component of
successful time management, especially for professional service businesses.
In this guide, we will explore the concept of scheduling in project management, its
importance, and how it is done. We will also look into the different scheduling techniques,
tools, and best practices that project managers can leverage to keep their projects on track and
deliver successful outcomes.
If you are looking for a tool that will allow you to have full control over the scheduling
processes for your projects, Wrike has the right solution for you. You can start today and
unlock the full power of project management.

Benefits of Scheduling
One biggest benefit of scheduling is predictability. A scheduling system makes everyone’s job
easier by adding predictability to the AIS environment. To your superiors, it provides a means
of holding down costs through better use of personnel and equipment. Other possible benefits
of scheduling areas are:
 Process change-over reduction
 Inventory reduction, levelling
 Reduced scheduling effort
 Increased production efficiency
 Labour load levelling
 Accurate delivery date quotes
 Real-time information
 Assists with tracking, reporting, and communicating progress
 Ensures everyone is on the same page with tasks, dependencies, and deadlines
 Highlights issues and concerns, such as a lack of resources
 Identifies task relationships
 Monitors progress and identify issues early
 Assignment Set- 2

Q4. Explain Project Management Information System (PMIS) in detail.

A4. Project Management Information System (PMIS) comprises tools and techniques
essential for project management to deliver crucial information. Project managers utilize
these tools to collect, integrate, and disseminate information through both electronic and
manual means, facilitating communication between upper and lower management.
Essentially, PMIS is a Management Information System (MIS) specifically designed for
project-related activities.
A PMIS includes people, equipment, and procedures aimed at collecting, processing, storing,
combining, and communicating necessary information to stakeholders, thereby supporting
project management functions. It plays a pivotal role in planning, executing, and closing
project management objectives.
Project managers use PMIS to establish budget frameworks, such as cost estimation during
the planning phase. Additionally, PMIS is employed to develop specific schedules and define
the scope baseline. During project execution, the project management team gathers
information into a centralized database to compare the baseline with the actual progress of
each activity. It assists in managing materials, collecting financial data, and maintaining
records for reporting purposes.
PMIS is instrumental in assessing whether project goals are met, ensuring that tasks are
completed effectively. Upon project closure, PMIS is used to generate a comprehensive final
report. Understanding the distinction between data and information is crucial to grasping the
PMIS concept fully.
Benefits of PMIS:
 Project Management Information System (PMIS) offers numerous benefits that
enhance project efficiency and success. Firstly, it facilitates effective planning by
providing tools for budget estimation, scheduling, and scope definition.
 During execution, PMIS enables real-time tracking and comparison of project
progress against baselines, helping identify deviations promptly.
 This system also streamlines communication among stakeholders, ensuring everyone
is informed and aligned. Additionally, PMIS improves resource management by
tracking materials and financial data accurately.
 It aids in maintaining comprehensive records for reporting purposes, making it easier
to generate detailed project reports and conduct performance assessments.
Ultimately, PMIS enhances decision-making by providing reliable data and insights, leading
to better project control and increased chances of achieving project objectives within time
and budget constraints.
Q5. Elaborate on Project manager’s responsibilities.
A5. The project manager is responsible for optimising the productivity of his team. In simple
terms, it is his/her responsibility to do everything possible to minimise the obstacles. The
project manager has to match and combine all activities required to attain project’s goals.
Specifically, the project form of organisation permits the manager to be reactive to:
 The client and the environment,
 Identification of problems at near the beginning stage and correct them,
 Taking well-timed decisions concerning to trade-offs among differing project goals,
and
 Guarantees that managers of separate tasks of the project do not optimize the
performance of their individual tasks at the expense of the total project.
Practical experiences of several organizations prove that project management helps them to
experience better control and better customer relations, and increase their project's return on
investment. A significant proportion of users also reported shorter development times, lower
costs, higher quality and reliability, and higher profit margins. Other reported benefits include
a sharper orientation toward results, better interdepartmental coordination, and higher worker
morale.
A project manager's responsibilities become particularly critical in advanced problems of
project management, where complexity and risk are heightened. Here are key responsibilities
in such scenarios:
1. Risk Management: Proactively identify, assess, and mitigate risks. This includes creating
risk management plans, conducting risk assessments, and implementing contingency plans to
address potential issues before they escalate.
2. Stakeholder Communication: Maintain clear and continuous communication with
stakeholders to manage expectations and ensure alignment. This involves regular updates,
transparent reporting, and soliciting feedback to address concerns promptly.
3. Resource Allocation: Optimize the use of resources, ensuring the right people, equipment,
and materials are available when needed. This requires advanced planning and coordination
to avoid bottlenecks and overutilization.
4. Problem-Solving: Develop and implement effective problem-solving strategies to address
unforeseen challenges. This includes facilitating brainstorming sessions, leveraging expertise
within the team, and making informed decisions under pressure.
5. Change Management: Effectively manage changes in project scope, schedule, and budget.
This involves evaluating change requests, assessing their impact, and communicating changes
to all stakeholders while ensuring minimal disruption.
6. Performance Monitoring: Continuously monitor project performance using KPIs and
metrics. Advanced problems often require sophisticated tracking tools and techniques to
ensure that the project stays on course.
7. Conflict Resolution: Address and resolve conflicts within the team or with external parties.
This requires strong interpersonal skills and the ability to mediate and negotiate solutions that
keep the project moving forward.
8. Quality Assurance: Ensure that project deliverables meet the required quality standards.
This involves rigorous testing, reviews, and audits to identify and rectify issues early.
9. Leadership and Motivation: Maintain team morale and motivation, especially during
challenging times. This includes providing support, recognizing achievements, and fostering
a collaborative environment.
In advanced project management scenarios, the project manager's ability to anticipate
problems, adapt to changing conditions, and lead the team with confidence and competence is
crucial for project success.

Q6. What are the steps for Closing the Project?

A6. To make sure that the project is completed and finished in a proper manner, a sequential
process should be followed. Therefore, the steps involved in the sequential process in the
project closure include the following steps:
 Finishing the remaining work
 Get client acceptance of the deliverables
 Contractual aspects and final accounting
 Update and archive all documents
 Conduct post-implementation audit of the project
 Prepare final project report
 Release all resources – materials, equipment, and people
 Organising closure meeting

1. Finishing the remaining work:

As the project nears completion, the project manager tends to relax and keeps out of
meeting, out of sight, and out of focus. The team members follow the lead and relax
as well. As a result, commitment to the project gets affected. Further, there is a
tendency for the members to do the work directly related to meet time and quality
standard, while leaving a number of small work outstanding. Below Figure depicts the
graph of commitment to project vs. action of project manager and team members
given by Philips.
 Besides, many issues crop up during the various stages of a project and some of them
remain unresolved. For proper closure of the project, such tasks and issues are to be
listed and a network may be drawn to complete them.

2. Get client acceptance of the deliverables

The first task of a project manager is to prepare a checklist of all activities which must
be completed before we seek acceptance of the deliverables.
A typical list may include the following:
 Unfinished non-critical work
 The project tasks based on the WBS
 The deliverables
 Quality standard attained
 Installation, testing, and validation of equipment/process
 Documentation manuals
 Operating procedures
 Training of users
 Compliance of provision of drawing and specification
 Outstanding issues to be resolved

3. Contractual aspects and final accounting

All contractual commitment to clients, vendors, and suppliers are settled. Also, the final
project accounting is carried out. The final accounting includes totalling the cost and
revenues, producing the final cost evaluations and reports, paying all accounts, and closing
the project’s book.
4. Update and archive all documents
Project documentation is essential for future reference, training, performance
evaluation, dispute resolution, and historical record-keeping. It includes originating
documents, planning schedules, performance reports, contracts, correspondence, cost
information, change control records, technical specifications, and procurement
 documents. Documentation can be stored in video, photographic, electronic, and
paper formats.

5. Conduct post-implementation audit of the project

Post implementation review may be carried in two stages –
Stage 1 - a lesson learnt review immediately after completion of the project
when project team has actual events of the project fresh in their minds and
Stage 2 - post-implementation review some months after project has been in
operation when the benefits can be more accurately assessed
Knutson suggests the following points while conducting a PIR:
 Establish clear and explicit ground rules about openness and communications.
For example, each person will speak for himself. Every one need not agree to
the other’s view, participants will listen to the others respectfully.
 Focus of the review is on what happened and not on perception.
 Concentrate on extracting lessons for future, rather than establishing blame for
what has happened in the past.

6. Prepare final project report

The final Project Report (PR) should be written by the project manager himself. The
PR should present project evolution, its success, its management, any outstanding and
team recommendation.
Based on these, the suggested contents of a final PR are given
below:
 Evolution of project
 Overall success of the project
 Closure statement
 Outstanding issues and deliverables
 Managing of projects
 Lessons learnt and recommendations
 Acknowledgement