Project Management

Syllabus as Per Tribhuwan University

Syllabus as Per Tribhuwan University
Syllabus as Per Tribhuwan University
Syllabus as Per Tribhuwan University
Syllabus as Per Tribhuwan University
Chapter 1: Introduction
Project:
A project starts from scratch with a definite mission,
generates activities involving a variety of human and
non-human resources .
All project activities are directed towards fulfilment of
the mission and stop once the mission is fulfilled.
Chapter 1: Introduction
Project is Temporary:
This means that projects are not a permanent feature. 
It doesn’t matter how long the project is, it 
has some starting date and some ending date. 
It is important to mention here that its finish must be 
specified; otherwise it’s not a project
Project is Unique
Every project is unique. 
No matter how similar a project is, still it is unique as there must be some 
difference
E.g. two similar towers (in shape) are to be constructed adjacent to each other
.
Although it looks similar but still the area of construction is 
different,planned  inhabitants of the  building are different and so  on. 
Chapter 1: Introduction
Project must have a Deliverable :
All the projects must have a deliverable, means that it
must have a target, objective that has to be achieved.
The deliverable can be a specified product (this can be a
part of a bigger project), a service or a result.
The project is declared closed once the objectives of the
project have been accomplished or it is felt that the
deliverables of the project are no more needed.
Chapter 1: Introduction
Formally,

A project is a: Group of unique, inter-related activities that are planned and executed
in a certain sequence to create a unique product or service, within a specific time
frame, budget and the clients
specifications.

According to Project Management Institute’s a Project is defined as:

“A temporary endeavor undertaken to create a unique product
or service”

The British standard defines a project as

“ A unique set of coordinated activities, with definite starting and finishing points,
undertaken by an individual or organization to meet specific objectives within defined
schedule, cost and performance parameters”.
Some Project Initiatives
Redesigning or relocating a production facility (Manufacturing Project)
Implementing a management information system (MIS Project)
Developing a new alloy required for a space vehicle. (Spacecraft Project)
Constructing national highways (Infrastructure Project)
Organizing the Olympics (Sports project)
Constructing a dam for better irrigation facilities. (Infrastructure
Project)
Launching of new product (Advertising and Marketing Project)
Implementing a new computer system (IT project or upgrade)
Designing and Implementing a new organizational structure (HR
Project)
Designing and Constructing a house or colony (Construction Project)
Project Parameters
Some common constraints that influence a project are:
Scope
 Quality
Cost
Time
Resources
Project Parameters
The scope and the quality of the project is influenced
by variety of constraints like:
Time
Cost and
Availability of resources
Project Parameters
Scope Triangle
Project Portfolio
Project portfolio is a term that refers to an
organization's group of projects and the process in
which they are selected and managed.
The project portfolio is strategically selected to
advance the corporation's organizational goals.
Project Portfolio management enables enterprise wide
planning and resource allocation.
Project Manager
A project manager is the person responsible for
leading a project from its inception to execution.
This includes planning, execution and managing the
people, resources and scope of the project.
The project manager has full responsibility and
authority to complete the assigned project.
Skills of Project Manager
Leadership
Negotiation
Scheduling
Cost Control
Risk Management
Critical Thinking
Communication
Task management
Quality Management
Sense of Humor
Roles & Responsibilities
Activity & Resource Planning
Organizing & Motivating the Project team
Controlling Time Management
Cost Estimation & Developing the budget
Ensuring the Customer satisfaction
Analyzing and Managing Project Risk
Managing reports & necessary Documentation
Project Management
Managing a project is called Project Management.
According to PMI
“Project Management is the application of knowledge,
skills, tools and techniques to project activities in order
to meet or exceed stakeholder needs and expectations”.
Project Management includes:
defining project goals,
specifying how the goals will be accomplished,
what resources are needed, and relating budgets and
time for completion.
Project Management Objectives
Coordinate the various interrelated processes of the project.
Ensure project includes all the work required, and only the work
required, to complete the project successfully.
Ensure that the project is completed on time and within budget.
Ensure that the project will satisfy the needs for which it was
undertaken.
Ensure the most effective use of the people involved with the
project.
Promote effective communication between the projects team
members and key stakeholders.
Ensure that project risks are identified, analyzed, and
responded.
Why Project Management
The decision on whether or not to set up a separate
project management division is subjective as it depends
upon various factors some of them are:
 Interactions or interdependencies between various
departments.
 Sharing of common resources

 The importance of the project to the organization

 Size of the project

 Degree of unfamiliarity with the work involved and its

complexity
 Changes in the market and

 The reputation of the organization

Advantages of Project Management
A better efficiency in delivering services, which means
you are going to work smarter and not harder.
 Cost flexibility, you only pays the hours spent on
delivering services, less hours means lower cost.
 Objectivity, far from office politics, a project manager
can give an idea of what is better for the company.
 Once the project manager has in this hands the work,
you can focus on the searching of others providers
Project Objectives
Project objectives is defined as the general statement
of desired output or end result of the project.
The objectives of any project must be:
 Specific
 Measurable
 Achievable
 Relevant
 Time Bounded

These objective are aggregated as SMART

Project Objective
Specific:
 The word “specific” means to clearly defines the goals, in detail,
without leaving room for wrong interpretations.
 Consider the so-called Five W’s, where the five W stand for the
following questions: Who? What? When? Where? Why?
 Specific means, for instance, that you must be able to answer all
these five questions.
Measurable:
 The word “measurable” refers to the measures and specifications of
the performances that will determine if the goal has been achieved.
 Measurable goals answer questions like “How much?” or “How
many?”
Project Objective
Achievable:
The word “achievable” refers to the fact that the team
has a reasonable expectation of completion with success.
Every project manager should give achievable goals to
his collaborators.
If they work on extremely difficult jobs, their
productivity can be reduced and this could have a
negative effect on motivation.
The feeling of never being able to achieve the project
goal within the deadline can bring the project to failure.
Project Objective
Relevant:
 A goal is “relevant” when it is in line with group or business
goals.
 If the goal of the project has no relevance to the general vision,
it is practically useless and cannot be defined as a SMART goal.
Time Bounded:
 The last feature of a SMART goal is “having a deadline”.
 It is necessary to include a project deadline or the specific
period within which the goals has to be achieved.
 A deadline helps to create the needed urgency and helps to
responsible stakeholders to focuses on the commitments they
have made.
Classification of Projects
Every Project is different from one another & can be
classified based on several different points.
The classification of projects in project management
varies according to different factors such as complexity,
source of capital, its content and so on.
 Projects can be classified based on the following factors:
 According to Complexity.
 According to Source of Capital

 According to its Content.

 According to its Objectives.

 According to Involvement
According to Source of Capital
Project can be classified on the basis of Source of
Capital as:
Public:
 Financing comes from Governmental institutions.
Private:
 Financing comes from businesses or private incentives.
Mixed:
 Financing comes from a mixed source of both public and
private funding.
According to Project Content
Project can be classified on the basis of content as:
Construction:
 These are projects that have anything to do with the
construction of civil or architectural work.
 Furthermore, construction is an engineering project and the

process of planning its execution must be done to achieve the

desired outcome.
IT:
 Any project that has to do with software development, IT
system, etc. are IT projects.
 The types of project management information systems vary

across the board, but in today’s world are very common.

According to Project Content
Business:
 These projects are involved with the development of a
business idea, management of a work team, cost
management, etc., and they usually follow a commercial
strategy.
Service or Project Production:
 These are projects that involve the development of an
innovative product or service, design of a new product, etc.
They are often used in the R & D department.
According to its Involvement
Departmental:
 When a certain department or area of an organization is involved.
 Internal:
 When a whole company itself is involved in the project’s
development.
Matriarchal:
 When there is a combination of departments involved.
External:
 When a company outsources external project manager or teams to
execute the project.
 This is common in digital transformations, process improvements
and strategy changes, for example.
According to its Objectives
Production:
 Oriented at the production of a product or service taking into consideration
a certain determined objective to be met by an organization.
Social:
 Oriented at the improvement of the quality of life of people. This can be in
the form of rendering corporate social responsibility (CSR) to the people.
Educational:
 Oriented at the education of others. This is always done to make them better.
Community:
 Oriented at people too, however with their involvement.
Research:
 Oriented at innovation and the gaining of knowledge to enhance the
operational efficiency of an organization.
Project Life Cycle
The project management life cycle describes high-
level processes for delivering a successful project.
It is one of the critical processes of any project. This is
due to the fact that project lie cycle is the core process
that connects all other project activities and processes
together.
When it comes to the activities of project
management, there are many but basic activities done
during the project will be discussed here.
Project Life Cycle
The project management life cycle is usually broken
down into four phases:
 Initiation
Planning
Execution
Closure.
These phases make up the path that takes your project
from the beginning to the end.
Note: Some methodologies also include a fifth phase—controlling
or monitoring—but for our purposes, this phase is covered under
the execution and closure phases.
Initiation
Project initiation is the starting point of any project. In this process,
first, you need to identify a business need, problem, or opportunity
and all the activities related to winning a project takes place.
During this period, the service provider proves the eligibility and
ability of completing the project to the client and eventually wins the
business.
Secondly, brainstorm ways that your team can meet this need, solve
this problem Then, it is the detailed requirements gathering which
comes next.
During the requirements gathering activity, all the client
requirements are gathered and analysed for implementation.
 In this activity, negotiations may take place to change certain
requirements or remove certain requirements altogether.
Usually, project initiation process ends with requirements gathering.
Steps in Initiation Phase
The initiation phase may include the following steps:
 Undertaking a feasibility study: Identify the primary problem your
project will solve and whether your project will deliver a solution to
that problem.
 Identifying scope: Define the depth and breadth of the project
 Identifying deliverables: Define the product or service to provide
 Identifying project stakeholders: Figure out whom the project affects
and what their needs may be.
 Developing a business case: Use the above criteria to compare the
potential costs and benefits for the project to determine if it moves
forward.
 Developing a statement of work: Document the project’s objectives,
scope, and deliverables that you have identified previously as a working
agreement between the project owner and those working on the project
Planning
Project planning is one of the main project
management processes.
If the project management team gets this step wrong,
there could be heavy negative consequences during
the next phases of the project.
In this process, the project plan is derived in order to
address the project requirements such as,
requirements scope, budget and timelines. Once the
project plan is derived, then the project schedule is
developed.
Planning Contd……
Depending on the budget and the schedule, the
resources are then allocated to the project. This phase
is the most important phase when it comes to project
cost and effort.
Furthermore during this phase of the project
management life cycle, we break down the larger
project into smaller tasks, build our team, and prepare
a schedule for the completion of assignments.
Steps for the Planning Phase
Creating a project plan: Identify the project timeline, including the
phases of the project, the tasks to be performed, and possible
constraints
Creating workflow diagrams: Visualize your processes using swim lanes
to make sure team members clearly understand their role in a project
Estimating budget and creating a financial plan: Use cost estimates to
determine how much to spend on the project to get the maximum
return on investment
Gathering resources: Build your functional team from internal and
external talent pools while making sure everyone has the necessary
tools (software, hardware, etc.) to complete their tasks
Anticipating risks and potential quality roadblocks: Identify issues that
may cause your project to stall while planning to mitigate those risks
and maintain the project’s quality and timeline .
Execution
The execution phase turns your plan into action.
The project manager’s job in this phase of the project
management life cycle is to keep work on track,
organize team members, manage timelines, and make
sure the work is done according to the original plan.
During the project execution, there are many
reporting activities to be done.
The senior management of the company will require
daily or weekly status updates on the project progress.
Execution
Furthermore, the client may also want to track the
progress of the project.
During the project execution, it is a must to track the
effort and cost of the project in order to determine
whether the project is progressing in the right
direction or not.
Steps in Execution Phase
Creating tasks and organizing workflows: Assign granular aspects
of the projects to the appropriate team members, making sure
team members are not overworked
Briefing team members on tasks: Explain tasks to team members,
providing necessary guidance on how they should be completed,
and organizing process-related training if necessary
Communicating with team members, clients, and upper
management: Provide updates to project stakeholders at all levels.
Monitoring quality of work: Ensure that team members are
meeting their time and quality goals for tasks
Managing budget: Monitor spending and keeping the project on
track in terms of assets and resources
Closure Phase
Once your team has completed work on a project, we
enter the closure phase.
 In the closure phase, we provide final deliverables,
release project resources, and determine the success of
the project.
 Just because the major project work is over, that
doesn’t mean the project manager’s job is done, there
are still important things to do, including evaluating
what did and did not work with the project.
Steps in Closure Phase
Analyzing project performance: Determine whether the project's goals were
met (tasks completed, on time and on budget) and the initial problem
solved using a prepared checklist.
Analyzing team performance: Evaluate how team members performed,
including whether they met their goals along with timeliness and quality of
work .
Documenting project closure: Make sure that all aspects of the project are
completed with no loose ends remaining and providing reports to key
stakeholders .
Conducting post-implementation reviews: Conduct a final analysis of the
project, taking into account lessons learned for similar projects in the future
.
Accounting for used and unused budget: Allocate remaining resources for
future projects