PROJECT MANAGEMENT (8516)

SEMESTER AUTUMN 2019

Name : Sania Saad
Roll Number : BU551482
Q1- Define nature and scope of project management. Discuss different successful projects
and their scopes ?

Project management is the practice of initiating, planning, executing, controlling, and closing
the work of a team to achieve specific goals and meet specific success criteria at the specified
time. The primary challenge of project management is to achieve all of the project goals within
the given constraints.

Nature and scope of project management

Project Management includes a set of core activities that help achieve the goals and objectives
of the project. It includes planning, organizing, and managing various project arenas through
which to achieve the necessary results. It examines aspects such as scope, time and budget that
restrict activities or set the limits within which to handle project management. The goal of
project management is to achieve all the goals and objectives of the engineering project, while
keeping in mind the limits within which these must be achieved. The limitations which must be
taken into account include scope, time and budget.

As part of its scope it covers the following arenas. They are initialization, planning and
development, execution of projects, project monitoring and finally the closing of projects. There
are many different approaches, including traditional approach, critical chain, extreme
methodology, and chain of events. The project manager must be able to communicate
requirements effectively, manage the decision-making process with respect to the scope and
objectives of the project, manage employee activities, negotiate with other team members,
build a good team and allocate resources according to needs.

It should make use of tools as part of the management process to help them coordinate
activities, monitor hours, establish a centralized place from where everything can be done and
communicate with partners. Getting project management mechanisms in place is essential to
keep the project on the right track. It is necessary to implement the correct level of control
because too much control can be really time consuming, while less control toll will make the
project go out of hand. The performance of a project is measured if the project has been
completed within the defined timeline and within the specified budget, and if it has met
customer requirements.
 Projects in Pakistan

 Kamyab Jawan: Youth Empowerment Program

Pakistan is amongst the world's youngest nations. According to the Pakistan National
Human Development Survey, 64 percent of the population is under 30 years of age and
around 29 percent are between 15 and 30 years of age. This' youth bulge' offers unique
opportunities for the social and economic upliftment of the country, whereby young
people's latent potential can be harnessed through openings for growth and personal
development. Unfortunately, Pakistan's lack of youth focused development has made
young people vulnerable to violence and conflict, a situation exacerbated by the
country's volatile security situation.
UNDP Pakistan has reacted to these developments by launching the Kamyab Jawan –
Youth Empowerment Program, a multi-stakeholder initiative aimed at creating an
atmosphere for young people in conflict-affected areas of Sindh, Khyber Pakhtunkhwa
and Baluchistan to emerge as agents of positive change and growth.
Through the implementation of the program, UNDP aims to work with the Government
of Pakistan as well as directly with excluded youth and other key stakeholders to ensure
there are equal opportunities for all youth to engage in the processes of social, political
and economic growth in Pakistan, so that all youth feel an active part of society with a
stage in their future.
 The Strategic Strengthening of Flood Warning and Management Capacity of Pakistan
Roughly 2 million homes were destroyed in 2010, and 20,000 lives lost as a result of
flooding caused by heavy monsoon rains. No system was set up to alert individuals of
the imminent flooding, and no recovery programs to assess the damage. The Strategic
Strengthening of Pakistan's Flood Warning and Management Capability program,
established by the United Nations Educational, Scientific and Cultural Organization,
began in 2011. Help amounting to $2.5 million was given to upgrade flood warning
systems, ass damage caused by flooding and update flood danger maps to assist with
recovery efforts and prevent future catastrophes.
 The Polio Eradication Project
Along with Afghanistan and Nigeria, Pakistan is one of the world's few polio-endemic
countries. The government announced the National Emergency Action Plan for Polio
Eradication, due to an increasing trend in polio cases in Pakistan. In endorse these
initiatives in conjunction with the Bill and Melinda Gates Foundation, the Polio
Eradication Project has provided $43 million for the procurement of polio vaccines and
the implementation of programs focused on lighting the polio-endemic.
 Ranolia Hydropower Project
Imported oil is the principal source of power for Pakistan. The high oil price is putting
the country under pressure and triggering power outages. The Ranolia Hydropower
Project was started in order to harness clean energy and create jobs. The Renewable
Energy Development Sector Investment Program, a $510 million program, is funding the
construction of a hydropower plant fueled by the Indus River, which will generate three
times the electrical capacity of Pakistan's current national demand.

 Sindh Resilience Project

The Sindh Resilience Project is another of the development projects in Pakistan that
focused on disaster management. The main objectives of this project are to mainstream
disaster risk reduction in budgeting for development, to support the restoration and
improvement of high-risk sites and to build rainwater dams in drought regions. The
Pakistan Government has allocated $120 million for this project beginning in 2016.

Q2- Discuss conflicts in project environment and the role of project manager in
resolving the conflicts.
Conflicts in our lives happen daily. Some may range from a minor disagreement with
life-threatening elements between individuals or groups, to a major extreme situation.
Being a project manager or team leader in the project community these disputes are
extremely rife and important. This paper explores the causes of disagreements ranging
from team-building, cultural differences, project priorities and personal issues that
affect the group in achieving the project goals.
 Conflicts arisen from the Team environment
People conduct programs. And the team consists of people, or human resources. Many
projects use matrix structure for project execution. And because of this structure which
creates the reporting situation of multiple bosses, conflicts are automatically generated.
Moreover, project team members are drawn from a variety of backgrounds, and if in a
large project, they may not know each other well enough to be settled yet, but are
already struggling to meet the tight deadlines.
It will spell disaster if the project manager or team leader does not have a proper kick-
off meeting or gives the project team member’s ample time to know each other and
appreciate their responsibilities. To eliminate disagreements in this type of situation,
project managers or team leaders will continuously inspire and improve the project
team to direct them towards achieving the project's goals.
 Conflicts arisen from Cultural differences
With the advent of technology and communications, the world is slowly evolving into a
global village. And as such projects are executed across borders involving many nations
 and cultures. It is because of this that managing projects globally can pose many
challenges as well as excitement.
Anyone involved in any cross-cultural / country projects is advised to know some of the
important dos and don't even get into that country before they arrive. This is to avoid
any unwanted conflictions or embarrassments. Some of the crimes or problems we
make are due to our ignorance. Sometimes these cultural differences may seem slight
but can grow out of control if not properly managed. Always be diligent in finding out
what are the major cultural offenses that may impede the execution of tasks or effective
communication between various cultural groups. To foster closer ties and bonding, it is
always suggested to be a part of the group that we are involved in the project. Follow
the proverb, "When in Rome do as the Romans do." Always be adaptable and try to
learn some simple phrases in the local language, like' Good morning, thank you, etc. Or
if you're invited to their homes for a meal, if they're eating with their hands, being a part
of them, eating with your hands or using chopsticks, then consider using chopsticks to
demonstrate our friendliness and common bond. Being a project leader or project
manager will lead the team to do these simple things, and inevitably problems resulting
from cultural issues will be reduced!
 Conflicts arisen from Project priorities
Stakeholder Expectations
One of a project manager's main duties is being able to manage stakeholder
expectations. Stakeholders are identified as any individuals or groups or organizations
whose involvement in the project may be impacted positively or negatively as a result of
the project execution outcome. As we all know different stakeholders have different
expectations, and they are hard to be managed because they tend to wander from time
to time as a result of project execution.
Customer Satisfaction
The consumer always has good reason! We are often caught up in that dilemma as a
project manager. Is the customer always right, even if they're wrong? As a good project
manager, note that because of clients, our business still works. And even if the clients
drive us to the dead end, our professionalism and integrity should NOT betray us. In
other words, always say YES and take them to the BUT to merit reasonable conclusions
and rivalry. Our main goal is to achieve customer satisfaction although in essence this is
very subjective. Always be careful not to fall into ' GOLD PLATING ' pit under any
circumstances. It is to be called the win - win or winning approach to underline our
relationship and commitment.
Schedule and Resource competition
Very often the customer gives project an imposed dateline. Under such a situation the
project manager has no choice but to conclude the project with all possible limitations
 and pressure to fulfill the deadline for the project. Such a project generates the most
problems compared to a project in which the project team sets a reasonable completion
date based on the preparation efforts of the project team.
Things can go wrong if similar resources work on more than one project, which could
lead to resource competition and eventually erupt into serious conflicts.

In any event, a good project manager must be mindful of the three-pronged limitations of
project management. Continued project definition and refining. It is the constant
communication internally to the management / project team of the company, and externally to
the needs of the client, which can make or break a project in tense situations. So it is the
project manager who blends the art and science of project management that makes the
difference.

 Conflicts arisen from individual personalities

Project team dynamics can be a driving factor for deciding whether or not the project
will succeed. Different personalities can cause different expectations from the other
party that can lead to discord and conflict. Sometimes each individual has certain strong
personalities and can lead to clashes and team morale if not properly managed. And as
the saying goes ‘’ AS FAR AS THE EAST IS FROM THE WEST SO IS EACH PERSON
DIFFERENT FROM EACH OTHER.
In the beginning of the project, a project manager must exercise his or her authority
over the immediate team members in order to develop a coercive team to effectively
execute the project's deliverables.
And if such personality issues aren't dealt with at the beginning of the project, when we
move into the execution phase, there will be so much to do that the morale of the team
will tend to diminish due to unproductive performance due to personality issues. And
always remember that a project's success depends a great deal on the people's behavior
in your project team.
While coping with personality issues, a project manager has to be tactful, a wrong move
or action could cause off into emotionally charged disagreements leading to possible
team break-ups.

Conclusion
Needless to say, there are disputes everywhere, although we might not be able to
prevent them from occurring, we can definitely monitor them and mitigate them. One
of the main forms of conflict resolution is careful project preparation. Once the project
plan, contributed by major key stakeholders, is established, it's only the implementation
that a project manager will carry out based on the project plan so that every team
member will commit themselves according to the plan, in this way, minimum deviations
can be avoided and less firefighting is involved.
By position nature the project manager has authority that can bring together the
conflicting parties to resolve the conflicts. And sometimes, by making decisions
personally there and then, some cases can be solved. The project manager can
therefore use the experience and the managerial skills to affect certain conflict
situations. Such unpleasant circumstances can only turn around by understanding the
causes of conflict and using the available power to deal with it.

Q3- Differentiate between the responsibilities of project manager , line manager and
senior management.

PROJECT MANAGER LINE MANAGER SENIOR MANAGEMENT

Activity and resource
planning
Organizing and motivating a
project team
Controlling time
management
Cost estimating and
developing the budget
Recruiting and hiring talent
to fill team positions
Providing training and
support to new hires
Identifying the need for
corrective actions
Ensuring quality standards
for all processes
Providing guidance to direct
reports, typically comprising
first-line managers and
supervisors
Managing overall financial
budgeting for her function
Approving requests for
investment to a certain level
of authority
Approving hiring and firing
requests within her group

Ensuring customer Engaging and coordinating Interacting with senior

satisfaction
Analyzing and managing
project risk
Monitoring progress
8. Managing reports and
necessary documentation
with other line managers
across the organization
Providing reports on
productivity and other
performance indicators to
management
Providing coaching and
performance feedback to all
team members
Employee Health and Safety
management for reporting
Communicating financial
and goal results and key
performance indicators to
direct reports
Facilitating goal-level
creation for the broader
function and working with
managers to ensure the
goals cascade to all workers
Working with senior
management and other
peers for strategy
 development and execution
planning

Q4- What are fundamentals of project graphics? Also discuss about Bar Chart and other
conventional presentation techniques.

Graphic design plays a critical role in building brands and, at the same time, in exhibiting your
skill set. While branding and design are an inseparable experience, before embarking on any
new assignment, it is important to understand the fundamentals of graphic design. If you deal
with clients, you only get one chance to make a good first impression, so why not infuse their
experience with your awareness and implementation of design elements into a range of
projects— social media graphics, site and device Interface, videos, banners, advertising, etc. As
a designer, of course, do not worry about drawing outside the lines and having fun while you
are doing it! In reality, to pull away from a mediocre or repetitive design structure, you often
have to paint outside the lines, but the beginners must first know what those specified lines
are. So, let's understand the ten basic principles of design which will help you create beautiful
graphics.

 Balance
Needless to say, as a designer, do not worry about drawing outside the lines and having
fun while doing it! To practice you often have to paint outside the lines to pull away
from a mediocre or repetitive design framework, but the beginners must first know
what those lines are. So let's get to understand the ten basic design concepts that will
help you create beautiful graphics.
 Proximity
Proximity helps create a relationship between elements identical or connected to each
other. These components need not be grouped but should be linked visually by font,
color, scale, etc.
 Alignment
Alignment plays a pivotal role in creating a seamless visual link with the elements of
design. It gives the images, forms, and blocks of texts an ordered appearance by
eliminating elements placed in a disheveled way.
 Visual Hierarchy
In simple words, when the most important element or message in your design is given
extra visual weight a hierarchy is created. It can be accomplished in different ways— by
 using larger or bolder fonts to emphasize the title; by putting the key message higher
than the other design elements; or by adding emphasis to bigger, more informative and
more vibrant graphics than those images that are less important or smaller.
 Repetition
Repetition is an essential element in design, particularly when it comes to branding. It
creates a rhythm and strengthens the overall design by binding consistent elements like
logo and color palette together, making the brand or design instantly recognizable to
viewers.
 Contrast
Contrast occurs when the two contrasting design elements differ. The most popular
contrast styles are dark versus light, contemporary versus old-fashioned, big versus
small etc. Contrast directs the attention of an audience towards the key elements,
making sure that each side is legible.
 Color
Color is an important basic design and it dictates a design's overall mood. The colors you
choose represent your brand and its tonality, so be careful with your choice of palette.
For a graphic designer, having a simple understanding of color theory is also helpful, for
instance, gold & neutral shades elicit an overall feeling of sophistication, bright colors
signify happiness, and blue produces a sense of calm. Color palettes may be used as a
contrast, or even as an addition to the elements.
 Negative Space
We talked about the importance of colors, images and shapes but what about the space
left blank? It is called the' negative space,' meaning the area between or around the
elements in simple words. When creatively used, negative space will help to create a
form and show the key components of your design.
 Typography
“Words have meaning, type has spirit,” — Paula Scher.
Typography is one of the main elements of design, and when done stylistically or even
personalized it speaks volumes about a brand or an artwork. Often, ' form ' is everything
you need to highlight your definition of design.
 Rules
Once you are a skilled graphic designer who understands the design foundations, then
it's time to break some of those rules. And, by that I don't mean using pixelated images
or an illegible type of font. Remember, whatever you choose to communicate, shouldn't
be compromised.
 BAR CHART
A bar graph or bar graph is a diagram or graph
displaying categorical data with rectangular bars
with heights or lengths equal to the values they
represent. The bars may be horizontally or
vertically plot table. Sometimes, a vertical bar
chart is called a column chart.
A bar diagram shows comparisons between
discrete categories. One axis of the chart shows
the comparison of the specific categories, and
the other axis represent
measured value. Some bar graphs present bars
clustered in groups of more than one, indicating the values of more than one variable
measured.
 Usage
Bar charts have a discrete category domain, and are usually scaled to fit all of the data
on the chart. When the categories being compared are not naturally ordered, bars on
the chart may be arranged in any order. Bar charts ordered from highest incidence to
lowest are called Pareto charts.
Bar graphs / charts provide an overview of the categorical results. Categorical data is a
classification of data into distinct categories, such as year-months, age groups, shoe
sizes and animals. Usually those categories are qualitative. The categories appear in a
column bar chart along the horizontal axis; the bar height corresponds to the value of
each category.

PRESENTATION TECHNIQUES
 Focus on your audience
Each presentation you'll make should be tailored to your audience, keeping them
informed and engaged.
 Keep your presentation slides simple
So be as clear and concise as you can. If you have lots of text on slides, the viewers
won't be able to concentrate on what you are doing. Consider using imagery to
complement what you say, rather than text.
 Be passionate and emotive
Humans are more concerned when it comes to feeling. Talk about how you can make a
personal and relatable presentation.
 Practice, practice, practice
 The saying is true, practice makes everything perfect and there's nothing worse than
forgetting what you'd say in your presentation. Practice aloud to yourself first, then
practice before your friends, family or colleagues. Then ask them again for feedback,
improvements and practice.
 Have an open and inviting body language
Having an open body language shows that you are comfortable and believe in what you
say. Good presenters often demonstrate towards the audience with their hands open
and palms facing. Do this yourself; it will help the viewer connect better with you.

 Smile and make eye contact

This shows how friendly you are and builds relationship with the audience. It also helps
to keep you calm and focused, as you'll feel like you're talking to people, rather than a
room full of people.
 Dress for the occasion
Check what the dress code is; if in doubt we'd always advise you to dress smartly as it
looks a lot better than underdressing.
 Prevent getting sweat marks
Nothing could be more humiliating than having sweat marks when talking. Use a
discreet patch underarm that removes both sweat and odor.
 Don’t rush, keep your speech at a slow and steady pace
This is a common mistake with presenters, especially when people are nervous. Try to
be mindful of the pace at which you talk and speak quicker than you think you need;
trust us that this will be the right speed.

Q5- Discuss in detail about project risks . Also discuss the strategies to overcome these
risks along with practical examples.

Each project, simple or complex, has a certain amount of risks in it. To be effective in
managing projects, you need to know what those risks are and be able to handle them
efficiently. So there are some of the most common project management risks that can
arise during project execution ;
Common types of project management risks
 Estimating time and risks
One of the key things about executing a project is to measure it accurately. But as every
website and mobile app is somewhat special, it isn't always possible to get accurate
estimates right off the bat.
 Change of requirements.
The market nowadays is as dynamic as ever. Because of this, clients may sometimes
adjust their vision of how they should look like their product or certain features in it.
Even though it's difficult to prepare for changes in requirements, this is one of the things
you need to consider.
 Unforeseen circumstances.
Project managers and developers are humans just like any other person. Of instance, if
some of them get ill, the project can be postponed for an indefinite period of time, or
even derailed.

 Unclear specifications.
Due to incorrect initiation of a project, specifications may not always be simple or
complete enough to allow developers to start their part of the work.
 Neglecting design
Most developers also tend to neglect design processes in trying to save time. The
decision also throws them a wobbly though, as architecture plays one of the most
critical developmental aspects.
 Technical risks
Budget cuts are among the most daunting challenges, because they push you into a
position where you need to meet customer requirements while being resource-low.
 Unavoidable risks.
These are threats that can't be controlled or estimated: from discontinuing technology
to even changes in government policy.

The Four Risk Management Strategies

 Avoidance and Exploitation
If you want to fully remove the possibility of a threat to a project, follow this approach.
This absolute strategy for reaction to risk removes the uncertainty (probability)
associated with the negative event. When following this approach, you guarantee the
hazard incident will not arise as you take steps to reduce the possibility of the negative
risk event as low as possible.
 Extending the timeline of the project to ensure timely completion
 the scope of the project to isolate the threat
 ending the project as an extreme case
Exploitation is the coin's side of chance. You are also ensured a successful risk
occurrence by completely making sure the project potential is recognized by increasing
all uncertainty.
 This is the approach you take when purchasing an off - the-shelf product, rather than
designing it or using a new technology to reduce development costs.
 Mitigation and Enhancement
This technique is implemented, as the word suggests, when you want to reduce the
likelihood (or uncertainty) or effect, or both associated with a negative risk event. One
of three things could happen if we employ this strategy:
 The likelihood of negative risk event will decline
 the effect of negative risk event will decline
 Or both will decline.
You can do this by:
 Effective production of prototypes to reduce rework
 transfer of work to more skilled people to reduce duration
 and regular customer reviews to reduce rejection chances
Using this strategy may result in one of the following three things:
 The probability of a positive risk event increases
 the effect of the positive risk event increases
 or both will occur
 Transference and Sharing
This technique is typically implemented when the project team lacks the capacity or
ability to deal with a challenge to a project. Part or all of the influence in this approach is
transferred to an outside organization. Response duties and control are passed to the
outside organization. It is important to note that the external agency only takes
responsibility for the threat from the management; it does not eliminate the threat
itself. In this technique, if the danger is suspected, the project team can pay a premium
to the outside organization.
The effect of the negative risk event is shifted as a consequence of this technique,
however the likelihood may not change. Another example of this is the procurement of
insurance and the transfer of cost benefit to the insurance company. Another example
would be to employ a subcontractor.
Sharing is the opportunity strategy which goes hand in hand with transfer. Full or part of
project control in this approach is shared with an external agency that has similar goals.
To achieve the opportunity, the project team and the outside agency can share costs,
resources, and expertise. If the approach works, then the advantages are shared as well.
Usually, the forms it takes are:
 technology partnership;
 joint venture; or
 jointly launched product
 Acceptance and Acceptance
This approach is followed if the project manager does not consciously want to deal with
a threat to a project. This is actually a technique of "doing nothing." The effect of the
negative risk event is acknowledged and will be discussed where and when it comes.
The project plan is left unchanged by using this approach, which ensures there is no
improvement in the probability or effect of the negative risk event.
The other side of the "do nothing" strategy is embracing the rewards benefits when and
when they arrive. By using this approach, the project schedule does not change and the
probability or effect of the positive risk event does not change.
My advice is to embrace the idea of designing risk plans for programs, and then explore
what benefits they also include. You can find that the chances make the risks much
more palatable.