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Concept of Project &

Project Management


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Under Guidance ofSubmitted by:

Dr.Alok Kumar Rai AshutoshMishra

Avinash TiwariAnand PrakashMBA

MarketingFMS-BHU

Index

Introduction

Characteristic features of Project

Project management and general

management: A comparison

Project Life Cycle

Phases of Project life cycle

Real Time Case

Conclusion


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References

Introduction

Trying to manage a project without project management is liketrying to play a football game without a game plan.- K .Tate

There is only one consistent feature of modern

business and that is change. Organisations are

constantly required to change what they do & how they

do it. The most successful organisations are those that

have become best at changing. World class

performance is seen to be possible through the

development of excellent management, one significant

part of which is the management of projects.


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No single industry or function has a

monopoly on project management expertise; an

average manager now spends upwards of 50% of their

time on projects or project-related issues. Their line

responsibilities (finance, marketing, design) involve

them in a variety of day-to-day activities plus long term

projects. The need for innovation, together with the

ability to establish and maintain high rates of change,

is now what is required from managers.

What is a Project?

A project in business and science is a collaborative

enterprise, frequently involving research or design, that

is carefully planned to achieve a particular aim.

A project is a unique endeavour to produce a set of

deliverables within clearly specified time, cost and

quality constraints.

-Jason

Westland, CEO MPMM


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A project can be defined

as a non repetitive activity.

Characteristic Features of

Project

Unique in

Nature

Beneficial

change

Element of

Risk

Limited

Resources

Approved

Budget

Defined

Timescale


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-Project Management Guidebook

A typology of projects:

Project Management vs. General

Management

Strategic

Systems

Operational

2-5 years.High degree of change to

customers.Highly complex.

1-2 years.Medium degree of

change to customers.Medium complex.

Up to 1 year.Low degree of change to

customers.Less complex.

Lines of authorityfuzzy.

Ever changing set

of tasks.

Responsibility for

cross functional

activities.

Only in project life

duration.

Main task is

resolution of

conflict.

Contains intrinsic

uncertainties.

Authority definedby management

structure.

Consistent set of

tasks.

Responsibility

limited to their

own functions.

Permanent work

scenario.

Main task is

optimization.

Limited set of

variables.


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Nobody knows how Honda is organized, except that it

uses lots of project teams and is quite flexible.

-Kenichi Ommae

Project management comprises:

A set of skills.

A suite of tools.

A series of processes.

Project Life Cycle


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The life cycle is the only thing that uniquelydistinguishes projects from non-projects.- Patel & Morris (The Role of the Project Life Cycle (Life Span) inProject Management :A literature review by R. Max Wideman)

The sequence of phases through which the

project will evolve is a project life cycle.

A project life cycle is basically defined by its phases,according to which a project swims through & finally

reaches to handover stage.


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Phases of Project Life Cycle

The phases are extremely useful in planning aproject since they provide a framework for budgeting,manpower and resource allocation, and for schedulingproject milestones and project reviews. The method ofdivision of a project into phases may differ somewhatfrom industry to industry, and from product to product.

There are mainly 4 phases:-

Project Initiation

Project Planning

Project Execution

Project Closure

Project Initiation:In this phase a business problem (or opportunity) isidentified and a business case which provides varioussolution options is defined. A feasibility study is thenconducted to investigate the likelihood of each solutionoption addressing the business problem and a finalrecommended solution is put forward. Once the

recommended solution is approved, a project isinitiated to deliver the approved solution.

Project Planning:

Plans are only good intentions unless they

immediately degenerate into hard work.

-Peter Drucker


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Once the scope of the project has been defined,theproject enters the detailed planning phase. Thisinvolves the creation of a:

Project Plan (outlining the activities, tasks,dependencies and timeframes) .

Resource Plan (listing the labour, equipment andmaterials required) .

Financial Plan (identifying the labour, equipmentand materials costs) .

Quality Plan (providing quality targets, assurance

and control measures) .

Risk Plan (highlighting potential risks and actionstaken to mitigate them) .

Acceptance Plan (listing the criteria to be met togain customer acceptance) .

Communications Plan (listing the information

needed to inform stakeholders) . Procurement Plan (identifying products to be

sourced from external suppliers).

Project Execution:This phase involves the execution of each activity andtask listed in the Project Plan. While the activities andtasks are being executed, a series of managementprocesses are undertaken to monitor and control thedeliverables being output by the project. This includesthe identification of changes, risks and issues, thereview of deliverable quality and the measurement ofeach deliverable being produced against theacceptance criteria. Once all of the deliverables havebeen produced and the customer has accepted thefinal solution, the project is ready for closure.


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Project Closure:It involves releasing the final deliverables to thecustomer, handing over project documentation,terminating supplier contracts,releasing projectresources and communicating the closure of the projectto all stakeholders. The last remaining step is toundertake a Post Implementation Review toquantify the overall success of the project.


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Various Project Life Cycle examples are given below,

-Project management

-Project management


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Real Time Case

Bangalore Metro Rail Project

Summary of project:Bangalore Metro Rail Projectcomes under the legal body of Bangalore Mass Rapid

Transit Ltd (BMRTL).

Chairman: Anil Bajijal, Union Urban Development

Secretary

Managing Director: Mr. V. Madhu

Executive Director: Mr. M.S. Nagendra

(Administration), Mr. Y. Rajendra (Finance)

Board of Directors: 5 from Central Government, 5

from State Government.Participants: State and Central Governments.


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Project Initiation

The project was started in August 2005 and is stillgoing on, which will continue till December 2011 (forphase 1).

Project Planning

Routes:East-West (18.1 km) & North-South (14.9 km)CorridorsTotal length of project: 42.3kmsType: Elevated and UndergroundNumber of stations: 41Number Of Commuters Per Day: 820,000Proposed Fare: 1.33-1.66 times the bus fares. Annualescalation fares at 4%Cost/Km Underground: Rs 250 croreCost/Km Elevated: Rs 80 croreTotal cost: Rs 8100crore

Fund Formula:

State: Rs 2287 cr

Centre/Federal: Rs 1831 cr

Financial Institutions: Rs 3982 cr

Interest rate: Approx 8.75% for a 15 year term loan,

line of credit form insurance companies and provident

fund agencies comes for 25 years at 9% interest.

There are several plans in pipeline that will take effect

once this project is completed i;e

Tax For Private Vehicles


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The Metro Rail may substantially ease the traffic on

some roads. BMRTL has proposed a number of

measures, including imposing entry tax on private

vehicles and restricting of three-wheelers on certainroads.

Other items include,

Entry tax on private vehicles on certain roads

Parking fee substantially hiked on certain roads

No three-wheelers permitted on certain roads

City bus corridors shall not run paralleled to Metrocorridors

Intercity buses to terminate at city outskirts

Public parking will be provided at major Metro

stations

Feeder bus services will be provided at Metro

stations

Common ticketing will be introduced for Metro andfeeder buses


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Bangalore Metro


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Project Execution

Ground-level preparations for the ambitious metro rail

project in Bangalore are being made with the StateGovernment freezing development activity in 247

premises and buildings it had tentatively identified for

this purpose. The government has asked the Bangalore

City Corporation, BDA and other civic bodies to seek a

no-objection certificate (NoC) from the BMRTL before it

approves any construction activity.

Bangalore Metro will have a standard gauge and willtake cover under the 100-year old Mysore Tramways

Act, which will require some amendments by the state

government to suit the present day needs. With this,

BMRTL can avoid going to the railway ministry for all

sanctions.

Some of the space that has been claimed byBMRTL for the project are as follows:

1.4,126 sq mt of Central Bus Sand in Majestic.

2. On MG Road the project will use 14 sq mt of Nalli

Silks and 25 sq mt of Land Mark building.

3.210 sq mt of IOC petrol bunk near Trinity Circle.

4. Trinity Complex, Megdooth Motors, Police Quarterson Ulsoor Road.

5. Part of Govt Kannada Primary School at

Srirampuram, Govt Urdu School at Chickpet.

6. 74 sq mt of Bangalore Hospital on RV Road.

7.4,320 sq mt of Mysore Mills behind Maharaja Mills.

8. 119,000 sq mt of private industry land on Tumkur

Road.


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ConclusionPublic sector BEMLhas been mandated for the supply

of 150 metro coaches valued at Rs 1,672 crore with a

provision for supplying 63 more coaches. Supplies of

the first set will begin in October 2010.

The companies involved in handling various tasks of

the project are:-

Hyderabad-based Navayuga Engineering Ltd.

Nagarjuna Construction Company Ltd.

Afcons Infrastructure, Gammon India, Simplex

Infrastructures and Soma Enterprise.

Punj Lloyd Ltd.

The second phase of the project might begin in 2012.

References:Project Management Institute, USA via internet.

Practical tools, techniques & MS project scheduling --

Dick Billows

Best project management practices -- Dick Billows

The AMA handbook of Project Management.


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Project Management Harvey Maylor

www.bing.com

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