iE : Project Execution 2 and Administration After reading this chapter you will know m To know the basic requirements of systematic project execution a To Analyse the nature and significance of different functions of project administration a To identify the suitable organisational structure for effective project execution | | | Project execution is the process by which goals and promises of a project or programmes are carried out, following milestone completion. Once a project has been established and the goals are set, the project manager has to act to achieve these goals. Due to multi-disciplinary character for a project the manager has to look around for help and get the things down through others. This help can be expected from internal and external. Concept to completion of a project need the co-ordination and concerted efforts by various professionals, for hassle — free execution. 2.1 Essentials of Project Administration A Project Scope wage Project ‘Adminstration ‘a Source: Google images For a company executing projects either regularly or for the first time it would be necessary for the chief executive to issue what may be called project charter. It must define the project scope, theProject Execution and Administration v project goals, name and authority delegated project manager, project reviewing authority and request co-operation of all concerned in the execution of the project. An elaborate effort in this direction may produce what is known as a project manual. To demonstrate the project manager’s authority in a simplest and quickest way it is essential to develop a proper organisation chart. There are two system for the management of pi sject and they are: (a) Project work system (b) Project control system Project work system can be designed by developing and preparing the following tools Work break down structure Project Execution Plan (PEP) —_Project Procedure Manual Project planning and execution activities are different from the conventional manufacturing activities. Hence, project management requires specialised project teams. Further, the organisation structures of the conventional system are to be slightly amended to suite the project organisations. This chapter discusses the aspects of project team organisation structure for project management and project management office execution and administering the project in totality. 2.2 Project Team Source: Projectsmart.com A project team plays the vital role of designing and implementing a project or programme. A project team consists of a specific group of individuals. The following are different types of a project team. + Initial project team 4 Designated project leader/manager ‘Core project team/project steering committee Full project team18 Project Management Project advisors + Project stakeholders + Process facilitators The initial project team consists of specific people who initially conceive the idea of starting a project. The members of this team may or may not be part of the core project team, Though the team members are responsible for the planning and execution of the project, one of the team members will be designated as the project leader/manager. ‘The project leader/manager will be responsible for coordinating the activities amongst the team members, managing the relations with key stakeholders and the process of going through the project cycle. The core project team is a small group of people, typically 3 to 8 people who are ultimately responsible for designing and managing a project. This team alternatively called as project steering committee which consists of sponsor, client leader, expert/specialist and internal auditor. It will be chaired by the sponsor. The full project team is a bigger team when compared to the core project team. This team consists of complete group of people involved in designing, implementing, monitoring and learning from a project. This team includes managers, stakeholders, researchers and other key implementers of the project. This team members should be such that the overall skill set is wider. Project advisors are the people who are not in the project team, but finally to whom the team members can depend for honest feedback and counseling and who can anchor the cause of the project. Project stakeholders are the individuals, groups or institutions who have a vested interest in the natural resources of the project area/or who potentially will be affected by the project activities and have something to gain or lose if the conditions of the project change or do not change. He is like an elite agriculturalist who look for bountiful harvest. It is not mandatory that all the stakeholders should be a part of the project team. The key stakeholders will find a place in the project team. A process facilitator is a person who can help the project team through the planning process. A process facilitator is part of the initial and/or the core team. The process facilitator understands the key elements of the process and has good facilitation skills. ‘The advantage of effective team are listed below ® Clear objective of the project from the initiation to completion. Good decision-making process, which speed up the activities. Clear roles, responsibilities and leadership, without overlapping, ensure smooth progress. Leadership roles are shared by team head. ‘Trust, co-operation, support and constructive conflict or feedback is essential. Individual and mutual accountability for performance results, is the high light of the projects success ee oe The pitfalls of ineffective team are as follows. Falling performance levels with ambiguous instruction. * Low level of motivation or lack of it, Poor communication from the project manager. * Poor or slow decision-making by the team head. Confusion about responsibilities and vague. Role and territory conflicts results in controversy amongst the team.Project Execution and Administration 19 Hence, proper care is to be taken while forming a team. In this direction, the appointment of team leader should be done after an in-depth analysis. While selecting project team members, the following items may be kept in mind. Knowledge of biodiversity and threat to biodiversity ® Knowledge of political, social and economic context * Knowledge/experience of stakeholders and theit concerns + SkilVexperience in developing strategies + Experience in implementing strategies + Experience in communications and fund raising + Experience in budgeting and risk assessment + Should understand the psychology of the team + Should not be short tempered. 2.3 Project Design Project design is the first stage in the execution of the project. Project design in concerned with developing project scheduling techniques and also drawing the schedule for implementation of the project. This is more or less a time frame for each phase in the project development. It includes major items of project implementation such as finding of location, construction of buildings, procuring plant and machinery and finally execution the production programme. This felicitates in setting milestone completion. Project design along with network analysis helps to develop work plan of the project and present it in the form of diagrams representing duration of time for each work and adjustment of the time schedule framed with reference to the problems that usually arise in the project execution. Project design is useful to the entrepreneurs in the following ways: 1. It gives a comprehensive idea about the entire project — described in every phase along with the time schedule within which it has to be completed. It is a diagrammatic representation of the work plan designed to execute the project, after adjusting the usual delays that may arise in the implementation of the project. 3. The various constituent activities of the project are narrated in sequence to highlight the various phases of the project. 4, It enables to identify the know how of events which must take place for the successful completion of the project. 5. Ithelps entrepreneurs in coordinating project activities. 6. It serves as an effective tool of planning and implementation of a project. 7. Ithelps managers to plan the project economically. With the advent of the computer and large-scale introduction of computer based planning and control in Indian projects, network analysis can considerably enhance managerial effectiveness in the context of any time bound action programmes. Petty defaults have caused big diseconomics in the public sector enterprises in this country. Computer-based network analysis can handle these problems economically and efficiently. The binding condition is, however, that management is serious in20 Project Management effecting economies in different areas of activities; and activities and events ate closely watched for initiating corrective action in proper time. Periodical review meet and assessment of the progress paves way for corrective action. The main task of a project manager is to design systems and manage through them. A business system refers to the total picture of men, machine, materials, money, methods and paperwork involved in the implementation of any phase of a project. System has a planned sequence of operations for carrying out a recurring work involved in a system with firmly and consistently which is called a procedure. The first step in system design for project management is to conceive the total physical system and its natural modules. In the next step, the connection between these modules have to be identified. Finally, a control system using information as the media has to be developed for self control as well as forced control of the total project. Project management system is mainly constituted by project work system and project control system. Ifthe project is organised on the lines of process units or technological systems, coordination will be extremely simplified and cooperation would be almost assured. Therefore, better results can be obtained if the design of work is systematised. The process of systematisation starts with the development of a work breakdown structure. 2.4 Work Breakdown Structure (WBS) Work breakdown structure, WBS in short, is a technique which breaks down a work into its components and at the same time establishes.the connections between the components on the lines of ¢ family tree. ‘The work breakdown structure represents a systematic and logical breakdown of the project into its component parts, It is constructed by dividing the project into its major parts, with each of these being further divided into sub-parts. This is continued till a breakdown is done in terms of manageable units of work for which responsibility can be defined. Thus the work breakdown structure helps in: Effective planning by dividing the work into manageable elements which can be planned, budgeted, and controlled 4 Assignment of responsibility for work elements to project personnel and outside agencies. Development of control and information system: Work Breakdown Structure and Project Organisation ‘The project organisation represents formally how the project personnel and outside agencies are going to work. The work breakdown structure defines what work is to be done in a detailed manner. To assign responsibility for the tasks to be done, the work breakdown structure has to be integrated with the project organisation structure. Work can also be broken down using a function-oriented approach. This is normally the approach used by contractors for distributing work in-house which is normally organised on functional lines. Here again, the breakdown upto a certain level is natural, thereafter it assumes a certain pattern of grouping which can change with the designer of the WBS.Project Execution and Administration a4 Work breakdown through the hardware approach is, therefore, the only natural and permanent way of breaking work. Added to this, using a rational codification number it is possible to establish the linkage of the hardware element with software and agencies. Performance target, schedule, budget and accountability can similarly be fixed for any hardware clement. Thus, hardware-oriented work breakdown structure provides the basic framework for project work system design 2.5 Project Execution Plan (PEP) Project execution plan (PEP) refers to that exercise of matchi software with the executing agencies so that a viable work system eme Ws the project hardware and Project execution plan, in fact, includes four sub-plans. These are: Contracting Plan Work packaging Plan Organisation Plan 1. Contracting Plan Work packaging Plan Organization Plan 4, Systems and Procedure Plan Project execution is a strategic plan.— it does.not deal. with the operational details of buil project. The operational details are covered in.a network plan which is developed later after tt execution plan is approved by the owner’s plan for the project execution and, therefore, it mu the basis for development for all operational plans including network plans. 2.6 Contracting Plan This is the first step in the preparation of a project execution plan, Owners invariably agencies with whom they can share responsibilities. In the interest of developing: self-regulating systems it would be necessary to contract out those areas where the owner’s company does not have inherent competence. Which type of contract to choose, which type of reimbursement to make, what conditions of contracts to stipulate, and what payment terms to offer, are all issues that must be examined during this phase of the project. Contract planning would involve of a number of alternatives since there are so many possible arrangements in terms of sharing of responsibilities, types of reimbursements and general conditions of contract. Apart from this, special conditions to contract will be prepared. 2.7 Work Packing Plan Work packing plan will be next important step in the preparation of the project execution plan. A work package in a project is the smallest division of work where it still retains the characteristics of a project. Thus when a project is progressively divided into systems and the systems into subsystems, a stage is ultimately reached where further division into components will spell out its multi-disciplinary22 Project Management character — the work at that stage can be considered to be a work package. Work package planning refers to the identification of these packages, grouping them or keeping them as they are, in order to form viable contracts. Work packaging enables better organisation and management of projects. A work package ot several work packages may be assigned to one individual who could serve as a mini project manager. This enables projectisation of the entire project execution effort which, in turn, ensures the closest possible adherence to time, cost and technical performance targets. Work packaging can also ensure that all agencies in a project think and channelise their effort in one direction, i.e. towards the completion of the packages only in verified manner. Thus, design engineers, procurement engineers and construction engineers will then give priority to their work in relation to a work package and not according to functional convenience. Fulfillment of the requirements of a work package will alone be considered an achievement and not mere volume of work completed. This will lead to a well-coordinated completion of the project. ‘Thus, the contracting plan and work packaging plan together produce a list of contracts with the scope of work defined in terms of self-contained work packages. 2.8 Organisation Plan Having decided the number of contracts and their scope, the owner is now in a position to set his own house in order. The owner can deliberate on the form of organisation to be adopted so that the interest of the project is best served. Several standard organisational arrangements are possible, ranging from pure functional organisation to pure projectised organisation and an owner has to choose his own arrangements depending on the project size, location, complexity, work packages, type and number of contracts. It should be however, noted, that an organization can become more self-regulating if it is on taskforce or projectised. The participants in such cases fully identify themselves with the project objectives and would regulate their behavior on their own, as the situation may demand. 2.9 Systems and Procedure Plan The last section of the project execution plan deals with systems and procedure. A heavy emphasis has to be placed on routine systems and procedure so that no intervention is required in the day-to-day operation of a system. There are at least eight routine sub-systems of project management for which appropriate procedures can be conceived right at the start of the project implementation, ‘These sub-systems are: + Contract management + Configuration management Time management Cost management Fund management + Materials management «+ Communication managementProject Execution and Administration 2) While the routine systems and procedure for each company will be different, in most of the cases the difference may not be very significant, It is quite possible to examine the systems and procedure of one project and adapt it after making minor modifications. 2.10 Project Procedure Manual A project procedure manual is to be prepared in such a way that the interacting agencies are able to see their roles and mutual relationships in pursuance of the common goal. Preparation of a project procedure manual should start with cach project management sub system. A system de-composition has to be carried out on each sub-system to identify the need for procedure write-ups. While carrying out decomposition the question to be asked is what the system must achieve and what contributes to the effective functioning of each of the elements. By asking this question at successive levels it is possible to develop a complete picture about the system. The procedure to be developed for making the system self-regulative would not, however, come out automatically from this analysis. The decision has to be empirical, and in some cases intuitive. 2.11 Project Diary In order to ensure effectiveness, project manager or executive have to maintain a record date wise the point discussed and, decision taken which are required to be followed for implementation. This is what is known as project diary. A narrative record of discussion. A project manager would be holding a number of meetings in say ~ some with vendors, some with contractors. Some with his own staff and others may be with various outsiders. Many decisions are taken in these meetings and many commitments are made. Also, a lot of brain-work is done during these meetings. Information derived on these occasions, decisions arrived have to be properly recorded in the project diary. This will go on record to enable their communication and implementation, Information noted in the diary help to justify the decisions at later date. This record may also be used to defend against non-admissible claims and litigations. This diary helps to prepare a follow-up register also. The follow-up register will contain all pending work with dates committed against each. Maintaining diary helps the person to get relief from the burden of carrying everything in their head. It could boost up one’s memory thereby helps to avoid the problems of unattended work due to lack of memory. Hence, all project executives have been urged to maintain project diaries, for efficient management of project. 2.12 Project Execution System Once these systems and procedures have been developed for the project, it is the duty of the project administrator to enable for smooth take off. It requires proper project execution system which should be more concerned about external intervention for survival than on its internal self regulating capacity.24 Project Management ‘The external intervention will be of the following forms: Project direction Project co-ordination eee Project communication & Project organisation + Project control These terms are often constructed as actions for getting results. Too often the terms are used interchangeably to mention management. Therefore, for the successful execution and administration of project requires direction, organisation, co-ordination, communication and control all at the same time but in varying proportion. We shall discuss the nature of significance of project direction, communication, co-ordination in this lesson 2.13 Project Direction Project direction refers to the use of authority to channelise the activities of the project on desired lines. During the initiation of start-up period of the project this direction shall be provided by the project manager. But once the project enters the production period direction will be exercised by other members of the project organisation as per the project design. Project Initiation/Start-up The need for project direction as mentioned before, is maximum at the time of start-up of implementation. The project manager during this period needs to provide directions relating to: 1. Scope of work 2. Specifications of results of completed work 3. Basis of work 4. Division of work — imported Vs. indigenous, departmental Vs. contract ete. 5. Schedule of work 6. Budget of work 7. Systems and procedure for work 8. Co-ordination of work 9. Authority and accountability for work 10. Control of work The success of a project is heavily dependent on team work. All the items from 1 to 10 are completed with the involvement of project participants or else the directives will appear authoritarian, and will unnecessarily invite opposition. If the directions can be formulated through a participative approach, the some can be issued formally in the name of a project manual with instructions for strict adherence to the same. .Project Execution and Administration 25 2.14 Communication in a Project For a successful directions a two-way communications systems is essential. For that matter, the entire process of direction, co-ordination and control in a project revolves around communication. It is often concluded that projects are run by communications. In fact, according to Peter. F. Drucker, 63% of management problems are caused in whole or in part by faulty management communications. Communications has two dimensions physical and mental, passing a memo, drawing, data, instruction, information, etc. are the physical aspects of communication; understanding the same in the light of role expectation, empathy, preconceived notions, language barriers, listening skills etc., are the mental aspects of communication. While physical aspects of communications can be easily achieved, the mental aspects often present barriers to communication Perfect communication requires a conscious and determined effort. Effective communication in a project would require a communication oriented action plan. The actions that may be taken in this regard are as below: 1. Organisation of work, people and work place with communication orientation Selection and installation of appropriate communication devices Project review and co-ordination meetings at predetermined frequency Predetermined document distribution matrix Establishing healthy attitude towards communication by appropriate directions Installing structured reporting systems . Implementing routine communications systems and procedures Establishing a control room. ear aveayy Hence, in any action plan, organisation of work and people is a basic project management requirement. It is suggested that this must receive a communication orientation. 2.15 Project Co-ordination Co-ordination can be defined as the effort to bring parts into super relation for harmonious functioning. A well co-ordinated project is as pleasing as a piece of music. Co-ordination in a project gains its importance because of the need for simultaneous working of number of activities. Therefore, one cannot proceed simply, with the execution of a project without proper co-ordination. Project Co-ordination Procedure Co-ordination basically addresses itself to two aspects of work — physical aspect would refer to what is to be done, how much is to be done and who will do it; the timing aspect would refer to when these will be done. A schedule document which deals with all these aspects of work should be prepared to enable proper co-ordination. . The word breakdown structures’ provide the basic frame work for both physical and time co- ordination preparation of work breakdown structure, structuring the organisation, establishing a26 Project Management project procedure manual, housing people under one roof wherever possible — sets the stage for effective physical co-ordination. Similarly development of project schedules co-ordinated with breakdown structure and organisation chart sets the stage for the timely co-ordination. Once the stage is so set, the day to day co-ordination in a project is ensured through (a) squad check (b) co-ordination meeting and (©) communication the messages in mobile phone even when in executing project site office. ‘A project is a group effort and in a group there will always be differences of opinion. But coordination is not merely smoothing out differences; it is re integration of the parts into a whole facing into account the subdivided functions and their interests. 2.16 Pre-requisites for Successful Project Implementation Time and cost over-runs of projects are very common in India, particularly in the public sector. Due to such time and cost over-runs, projects tend to become uneconomical, resources are not available to support other projects, and economic development is adversely affected. To minimise time and cost over-runs and thereby improve the prospects of successful completion of projects. A lot of things can be done to achieve this goal, the more important ones, appear to be as follows: Adequate formulation 4 Sound project organisation Proper implementation planning * Advance action Timely availability of funds 4 _Judicious equipment tendering and procurement « Better contract management Effective monitoring Adequate Formulation Often project formulation is deficient because of one or more of the following shortcomings. Superficial field investigation Cursory assessment of input requirements Slipshod methods used for estimating costs and benefits Omission of the project linkages Flawed judgements because of lack of experience and expertise ‘Undue hurry to get started Deliberate over-estimation of benefits and under-estimation of costs Care must be taken to avoid the above deficiencies so that the appraisal and formulation of the project is thorough, adequate and meaningful. eo ee eeeProject Execution and Administration ar Sound Project Organisation A sound organisation for implementing the project is critica! to its success. The characteristics of such an organisation are: + Itis led by a competent leader who is accountable for the project performance ‘The authority of the project leader and his team is commensurate with their responsibility Adequate attention is paid to the human side of the project 4 Systems and methods are clearly defined 4 Rewards and penalties to individuals are related to performance. Proper Implementation Planning Once the investment decision is taken — and often even while the formulation and appraisal are being done — it is necessary to do detailed implementation planning before commencing the actual implementation. Such planning should inter alia, seek to: Develop a comprehensive time plan for vatious activities like land acquisition, tender evaluation, recruitment of personnel, construction of buildings, erection of plant, arrangement for utilities, trial production run, etc. Estimate meticulously the resource requirements (manpower, materials, money, methods etc.) for each period to realise the time plan. 4 Define properly the inter-linkages between various activities of the project. Specify cost standards. Advance Action When the project appears prima facie to be viable and desirable, advance action on the following activities may be initiated: (i) acquisition of land, (ii) securing essential clearances, (iii) indentifying technical collaborators/consultants, (iv) arranging for infrastructure facilities, (v) preliminary design and engineering and (vi) calling of tenders. Timely Availability of Funds Once a project is approved, adequate funds must be made available to meet its requirements as per the plan of implementation ~ it would be highly desirable if funds are provided even before the final approval to initiate advance action. Piecemeal, ad-hoc and niggardly allocation, with undue rigidities, can impair the maneuverability of the project team. It is a common observation that firms which have a comfortable liquidity position are, in general, able to implement projects expeditiously and economically. Such firms can initiate advance actions vigorously, negotiate with suppliers and contractors, aggressively, organise input supplies quickly, take advantages of opportunities to effect economics, support suppliers in resolving completion of projects, and sustain the morale of project- related personnel at a high level. Judicious Equipment Tendering and Procurement To minimise time over-runs, it may appear that a tumkey contract has obvious advantages. Since these contracts are likely to be bagged by foreign suppliers, when global tenders are floated, a very important questions arises. How much should we rely on foreign suppliers and how much should we28 Project Management depend on indigenous suppliers? Over - dependence on foreign suppliers, even though seemingly advantageous from the point view of time and cost, may mean considerable outflow of foreign exchange and inadequate incentive for the development of its indigenous technology and capability. Over- reliance on indigenous suppliers may mean delays and higher uncertainty about the technical performance of the project. A judicious balance must be sought which moderates the outflow of foreign exchange and provides reasonable fillip to the development of indigenous technology. Some of the foreign suppliers insists that, a minimum period of 5 to 6 years spares to be procured from them and then only switch over to indigenous supply. Better Contract Management Since a substantial portion of a project is typically executed through contracts, the proper management of contracts should be done: The competence and capability of all the contractors must be ensured — one weak link can jeopardise the timely performance of the contract. Proper discipline must be inculcated among contractors and suppliers by insisting that they should develop realistic and detailed resource and time plans which are congruent with the project plan. + Penalties — which may be graduated — must be imposed for failure to meet contractual obligations. Likewise, incentives may be offered for good performance. Help should be extended to contractors and suppliers when they have genuine problems — they should be regarded as partners in a common pursuit. + Project authorities must retain latitude to off-load contracts (partially or wholly ) to other parties well in time where delays are anticipated. Effective Monitoring In order to keep a tab on the progress of the project, a system of monitoring must be established. This helps in: “Anticipating deviations from the implementation plan Analysing emerging problems and resolving it at the earliest Taking corrective actionProject Execution and Administration 2 ‘Subdividing deliverables and project work into smaller, more manageable components Create WBS WBS - Chart Format WBS - Outline Format 4 Process Improve cont Project 41 Process Improvement Project 4.1 Phase 1: Research 1.1.4 Slate of the Art Document 1.4.2 Current State Document 1.2 Phase 2: Implementation 1.2.4 Charter 1.2.2 Process Documentation Source: www -project-management-skills.com/work-breakdown-structure.html In developing a system of monitoring, the following points must be borne in mind: * ° ° WBS It should focus sharply on the critical aspects of project implementation It must lay more emphasis on physical milestone and not on financial targets, It must be kept relatively simple. If made over-complicated, it may lead to redundant paper work and diversion of resources. Even worse, monitoring may be viewed as an end in itself rather than as a means to implement the project successfully. Work Breakdown Structure (WBS) WBS Dictionary Scope Baseline Work Breakdown Structure WBS Dictionary + Detailed of the components contained in WBS, Work pages and control accounts. Scope Baseline * Includes approved project scope statement, WBS and WBS Dictionary Work Breakdown Structure (WBS) * eee eee Useful as a team development tool Helps in documentation and detailed planning Useful for estimation of time and cost (resources) Each item in the WBS is assigned a unique identifier called code of accounts Items at the lowest level are called work packages Planning packages are located between work packages and control accounts It is not time basedProject Management 30 4 Work that is not part of WBS is outside the scope of the project ‘+ It forms the scope Baseline ; Rule of thumb 8 (heuristic) 80 hours (implies that in general, effort estimation for work packages to be approximately between 8 and 80 hours) Helps to provide better communication between project team and stakeholders and clarifies responsibilities & Cannot define Risks + Cannot build the project work. Requirements Traceability Matrix + Project Management Plan + Requirements Documentation + Validate Deliverables + Inspection Verify Scope Process formalising acceptance of the completed project deliverables | Accepted deliverables When the team completes the project scope and associated deliverables, these deliverables are verified against Scope Statement by the Stakeholders, by: Ensuring that each completed deliverable is satisfactory Ensuring that the team has completed all the deliverables for that phase If the project is closed, terminated, suspended early, the Scope Verification process should establish and document the /evel and extent of completion. Quality control is generally performed before scope verification, but there two processes can be performed in parallel Verify Scope vs. Quality Control + Verify Scope: (Completeness) Concemed with acceptance of work results Quality Control: Concemed with correctness (meeting quality) of work results Following is a Closing Procedure sequence that every PM should follow irrespective of project cancelled or terminated or closed early or completed successfully Perform Quality Control (Correctness) Scope verification (Completeness) Close Procurements Lessons Learned Closed Phase/Project Project Management Plan Requirements Traceability Matrix + oe eeeProject Execution and Administration ul Work Performance Information Variance Analysis Control Scope Monitors status of the project and product scope and manages changes to the scope baseline. Work performance Measurements Change Requests + Project Management Plan and Project Document Updates Monitoring & Controlling Process Group Perform Integrated Change Control + Control Scope Control Schedule Control Costs + Perform Quality Control + Monitor and Control Risks Administer Procurements Work Authorisation System (WAS) A formal procedure for sanctioning project work to ensure that work is done at the tight time and in the right order. % Scope Baseline * Enterprise environmental Factors Organisational Process Assets Decomposition Rolling Wave Planning Expert Judgment be ee Define Activities 's the process to identify, clarify, and define key schedule activities that need to be performed to Produce deliverables * Activity List + Activity Attributes32 Project Management Project Scope Statement * Activity List & Activity Attributes 4 Schedule Network Templates PDM Procedure Diagram method 4 Dependency determination & Leads & Lags Sequence Activities Arrange activities in a logical order based on their dependencies Project schedule Network diagram Schedule Network Templates: Include entire project or portion of project called sub network or fragment network Precedence Diagramming Method (PDM) Also called Activity on Node (AON) ‘Includes all 4 relationships (FS, FF, SS, SF) Renn Dependency hice! Dependency Different Estimating Techniques Expert Judgment © SMEs (Subject Matter Experts — Industry Knowledge) Delphi Technique © SMEs (Subject Matter Experts — Industry Knowledge) but they would like to be anonymous Analogous Estimating (Top Down) © Using actual duration of previous, -similar activity as the basis for estimating the duration of a future activity © Itis less expensive and less accurate Botlom-up Estimating © Used when the project work is well defined © Conducted by the Project TeamProject Execution and Administration 8 © Uses WBS and Activity list © It is expensive but more accurate Parametric Estimating + Using a mathematical model as a basis to estimate, + Three-Point Estimate (Program Evaluation and Review Technique — PERT) / Weighted average estimation Average based on the activity duration estimations of Optimistic (to) - Best case scenario Pessimistic (tp) - Worst case scenario Most Likely (ta) - Normal case scenario + Activity List & Attributes * Resource Calenders + Bottom-up Estimating Estimate Activity Resources Estimate how much/many and type of resources (people, material, equipment or suppliers) needed to complete the work * Resource Breakdown Structure (WBS) + Activity Resource Requirements Resource Calendars — Information on which resources are available during planned activity period. Resource Breakdown Structure It is a hierarchical structure of the identified resources by resource category and resource type. | People Equipment Material Engineers Computers Electrical Desktops Cement Mechanical Laptops Sand Architectural IT specialists Machinery Programmers Drilling Database Specialists Compressors Composite Organisation It is a combination of functional Organisation, Matrix organisation and Projectised Organisation.34 Project Management Example: Functional Organisation may create a special project team to handle a critical project. For this project the PM will have absolute power just like projectised Organisation and the team members for this project could be from different departments (matrix). But the PM will report to the Functional Manager. Project Manager — Interpersonal Skills Leadership Team Building (Stages of team building) Conflict Management + Communication Motivation Influencing 4 Decision Making + Negotiations + Political and Cultural Awareness Collaboration is not an interpersonal skill Standard vs. Regulation “A Basis for comparison; a reference A requirement authorised point against which other things can by the state, federal, or local be evaluated” — it sets the measure administrative agency for all subsequent work Standards often begin as guidelines that describe a preferred approach and later, with widespread use and adoption, they become generally accepted as regulations Keywords Used: Project administration, WBS, project execution plan, Procedure manual, Project, direction, Communication, Implementation Self Assessment Questions Explain the significance of Project design. What is work breakdown structure? Explain its importance. Explain the factors influencing the factory design and layout. What do you mean by project execution plan? Explain its uses. Explain the importance of project procedure manual. What is project diary? Why it is essential? Describe the prerequisites for successfil project implementation. What are the essentials of project administration system and explain its significance. Describe the determinants of effective Project management. yen ayayne rrr