After reading this chapter you will know

To know the basic requirements of systematic project

execution
To Analyse the nature and significance of different
functions of project administration

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
seg 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

Scanned with CamScanner

project Execution and Administration

Source: Google
For
the chief

17

project goats, name and authority delesžated project manager, project authoritv and request co-operation
of all concerned in the execution of the project. An elaborate effort in this direction mav produce SS hat is
knosul as a project manual.

To demonstrate the project manasžer's authoritv in a simplest and quickest wav it is essential to
develop a proper organisation chart.
'Jhcre arc two system for the manatžement of project and they are:
Project work system
(b) Project control s»tem
Project work system can be designed by developing and preparing the following tools

Work break structure Project Execution Plan (PEP) Project Procedure iManual
Project planning and execution actixities are different from the conventional manufacturing activities.
I lence, project manattement requires specialised project teams. Further, the or2anisation structures of the
conventional system are to be slightlv amended to suite the project orzanisatiŒ1s. This chapter discusses
the aspects of project team organisation structure for project management and project management office
execution and administering the project in totalitx

2.2 Project Team

Scanned with CamScanner

 Project
18

Source: Projectsmart.com
A project team plays the vital role of designing and implementing a project or prograrrune. A
Project team consists of a specific group of individuals. The following are different of a project
team.
Initial project team
Designated project leader/manager
Core project team/project steering committee
Full project team

+ 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
members are responsible for the planning and execution of the project, one of the team members be
designated as the project leader/manager. The project leader/manager will be responsible fot
coordinating the activities amongst the team members, managing the relations with key 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 lea&t
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 ofpeople
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
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
Scanned with CamScanner
project Execution and Administration
institutions who have a vested interest in the natural resources of the project area/or who potentially
will be affected by the project 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 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
success
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.

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 their concerns
Skill/experience 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.

Scanned with CamScanner

 Project
20
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
iterrs 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 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.
2. It is a diagammatic 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. It helps entrepreneurs in coordinating project activities.
6. It serves as an effective tool of planning and implementation of a project.
7. It helps 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
Managemerq

effecting economies in dit)èrent Ots netivities; and activities nnd events are closely watched tot
initiating corrective netion in proper time, Periodical review meet and assessment of' the progress
paves way Cor corrective netion,

'Ille maill task oti project manager is to design systems and manage through them. A business
system retèt•s to the totill picture Ots men, machine. materials, money, methods and paperwork
involved in the implementntion ot' any phase oti project. System has a planned sequence of
OPerations for carrying out recurring work involved in system with firmly and consistently which
is called

Scanned with CamScanner

project Execution and Administration
The first step in system design tòr 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, control system using intòrmation 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.
the 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 ol' work is systematised. The process of systematisation starts with the
development of a work breakdown structure.

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
ofa 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
+ 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 lin$• 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.
work through the hardware approach is, thcrelòrc, the only of breaking work. Added to this, using a
rational codification number it is l)055iblc to linkaze of the hardware element with software and agencies.
Pcrlòrmance target, schedulc. budget accountability can similarly be fixed for any hardware clement,
breakdown structure provides the basic framework fòr project work system Thus,
(lcsiltn.hardwnrc•oricntcd work

Scanned with CamScanner

 Project
22
2.5 Project Execution Plan (PEP)
project execution plan (PEP) refers to that exercise 018 matching the projcct hardware titt(l software with
the executing agencies so that a viable work system emerges,
Project execution plan, in fact, includes four sub-plans. These arc:

l. Contracting Plan
2. Work packaging Plan
3. Organization Plan
4. Systems and Procedure Plan
Project execution is a strategic plan — it does not deal with the operational details of' building a
project. The operational details are covered in a network plan which is developed later afìcr the project
execution plan is approved by the owner's plan for the project execution and, theretöre, it must form 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 need some
agencies with whom they can share responsibilities. In the interest of' developing selt:regulating systems it
would be necessary to contract out those areas where the owner's company docs 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 otlèr, 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.

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

Managemht

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

Scanned with CamScanner

project Execution and Administration
Work packaging enables better organisation and management of projects. A work package several
work packages may be assigled 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, 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 h eav
in the
emphasis has to be placed on routine systems and procedure so that no intervention is required
day-to-day operation of a system. There are at least eight routine sub-systems of project
management for v,hich 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
4 Materials management
Communication management
23

Scanned with CamScanner

 Project
24
While the routine systems and procedure for cach 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 each 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 proper project execution system which should be more
concerned about external intervention for survival than on its internal self regulating capacity.

Scanned with CamScanner

 Project
Managemq
24

The external intervention '+t'ill be ofthe following forms:

• Project direction
Project co-ordination
+ Project communication
+ Project organisation
+ Project control
These terms are often constructed as actions for getting results. Too often the terms are
interchangeably to mention management. Therefore, for the successful execution and c? project
requires direction, organisation, co-ordination, communication and control all at the same but in
varying proportion. We shall discuss the nature of significance of project directiq 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
project manager. But once the project enters the production period direction will be exercised by
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 ci implementation.
The project manager during this period needs to provide directions relating to:

l . Scope of work
2. Specifications of results of completed work
3. Basis of work
4. Division of work — imported Vs. indigenous, departmental Vs. contract etc.
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

Scanned with CamScanner

 The success of a project is heavily dependent on team work. All the items from I to 10
completed with the involvement of project participants or else the directives will appear authoritanaß and
will unnecessarily invite opposition. If the directions can be formulated through a participaót approach, the
some can be issued formally in the name of a project manual with instructions for srid
to the same.

adherence

For a successful directions a two-way communications systems is csscntial, For that matter, the
entire process of direction, co-ordination and control in a project revolves around communication. It is
often concluded that projects arc run by communications. In Fact, according to Pcter, 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:
l. Organisation of work, people and work place with communication orientation
2. Selection and installation of appropriate communication devices
3. Project review and co-ordination meetings at predetermined frequency
4. Predetermined document distribution matrix
5. Establishing healthy attitude towards communication by appropriate directions.
6. Installing structured reporting systems
7, Implementing routine communications systems and procedures
8. Establishing a control room,
Hence, in any action plan, organisation of work and people is a basic project management
r
equirement. It is suggested that this must receive a communication orientation.

2.15 Project Co-ordination

fUnc
Co-ordination can be defined as the effort to bring parts into super relation for harmonious tioning.
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.

Scanned with CamScanner

project Execution and Administration
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

Of

Scanned with CamScanner

project procedure manual, housing people under onc roof wherever possible sets the Stage effective
physical co-ordination.
Similarly development of project schedules co-ordinatcd with breakdown SttUcttltC 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
(c) communication the messages in mobile phone even when in executing project site
A project is a group effort and in a group there will always be differences Ot s opinion,
coordination is not merely smoothing out differences; it is re integration ot- 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 things
can be done to achieve this goal, the more important ones, appear to be as follows:
Adequate formulation
Sound project organisation
Proper implementation planning
Advance action
Timely availability of funds
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 project is
thorough, adequate and meaningful.

Scanned with CamScanner

 project Execution and Administration

Sound Project Organisation

A sound organisation for implementing the project is critical to its success, 'J he cJjurnc1erit,ljcti fit
such an organisation are:

It is led by a competent leader who is accountable for the project performance

The authority of the project leader and his team is commensurate will)

Adequate attention is paid to the human side of the project

Systems and methods are clearly defined
Rewards and penalties to individuals are related to performance,

Proper Implementation Planning

Once the investment decision is taken being done — it is necessary to do detailed
implementation planning belòre commencjj)l! the implementation. Such planning should inter
alia, seek to:
Develop a comprehensive time plan for various activities like land acquisition, lender
evaluation, recruitment of personnel, construction of buildings, erection
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.
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 Il)llowing
activities may be initiated: (i) acquisition of land, (ii) securing essential clearances, (iii) indcntijÿing
technical collaborators/consultants, (iv) arranging for infrastructure facilities, (v) preliminary
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 per
the plan of implementation — it would be highly desirable il fillids are provided even
before the final approval to initiate advance action. Piecemeal, ad-hoc and niggardly
allocation, willi undue rigidities, can impair the maneuverability of the project team,
It is a common observation that jirmti which have a comfortable liquidity position are,

Scanned with CamScanner

 in general, able to implement projects suppliersexpeditiously and eCOnomically. Such firms can initiate
advance actions vigorously, negotiate with aggressively, organise input supplies quickly, take
advantages of opportunities to eC0nomics, support suppliers in resolving completion of projects, and
sustain the morale project. related personnel at a high level.

JUdicious Equipment Tendering and Procurement

To minimise time over-runs, it may appear that a turnkey contract has obvious advantages. Since
these Contracts are likely to be bagged by foreign suppliers, when global tenders are gloated, n very
1mPonant questions arises. How much should we rely on foreign suppliers and how muell we

28 Project Managornent

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
Scanned with CamScanner
 Execution and Administration
pr*ct

Creato WBS subdÑiding deliverables and

project work into smaller, morg managgab19 cornpon9rrt9

WBS - Chart Format

WBS - Outline Format
1 Procosg Imprmrngnt
1.1 Phase 1: Research
1/1.1 State of the Art t.)czurnent
1.1.2 Current Stato t)øurnorjt
1.2 Phase 2:
Implementation
12.1 Charter
1.22 Process Documentation

Source: vovw.project-management-skills.com/work-breakdown-structure.html
In developing a system of monitoring, the following points must be borne in mind: 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 vicwcd as an end in itself rather than
as a means to implement the project successfully.

Work Breakdov,n Structure (WBS)

WBS Dictionary
Scope Baseline

WBS
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)

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

Scanned with CamScanner

 Project
Items at the lowest level are called work packages
Planning packages are located between work packages and control accounts It is not

time based

Managemerd

Work frat is part of NVBS is outside the scope of the project

It the scope Baseline
Rule ot- S (heuristic) SO hours (implies that in general, effort estimation for peckàšes to
be appraximately between S and 80 hours)

Helps to better communication betwez-l project team and stakeholders and

resç•nsü'ilities define Risks the project work.

Requirements Traceability Matrix

• Project Mana£yement Plan
Requiretnents Documentation
Vxli&te Deliverables

Verify Scope
Process acceptance cf the completed project deliverables

Accepted deliverables the team completes the project scope and associated
deliverables, these deliverables are verified against Scope Statement by the Stakeholders, by:
Ensu-inzth2t each completed deliverable is satisfactory
+ Ensurinz 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 level and ex-tent ofcompletion.
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) Concerned with acceptance of wodK results
+ Quality Control: Concerned 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
<other stuff to close>

Scanned with CamScanner

 Execution and Administration
Lessons Learned
Closed PhasejProject
Project Management Plan
Traceabffitv
project

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 ManagementPlan and Project Document

Work Authorisation System (WAS)

A formal procedure for sanctioning project work to ensure that work is done at the right time in
the right order.
Scope Baseline
Enterprise environmental Factors
Organisational Process Assets
Decomposition

Scanned with CamScanner

 Project

Project scheduleNetwork diagam

Rolling Wave Planning Expert
Judgment

Activity List
Activity Attributes
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)

Different Estimating Techniques + Expert Judgment o SMEs

(Subject Matter Experts — Industry Knowledge)
Delphi Technique o SMEs (Subject Matter Experts — Industry Knowledge) but they
would like to be anonymous
+ Analogous Estimating (Top Down)

Scanned with CamScanner

 Execution and Administration
Using actual duration of previous, similar activity as the basis for
estimating the duration of a future activity
It is less expensive and less accurate
Bottom-up Estimating
Used when the project work is well defined e Conducted by the
Project Team
project

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 — average estimation
PERT) / Weighted
Average based on the activity duration estimations of
Optimistic (to) - Best case scenario
Pessimistic (tp) - Worst case scenario
Most Likely (tm) - Normal case
scenario
Activity List & Attributes
Resource Calenders
Bottom-up Estimating

Estimate Activity Resources

Estimate how much/rnany and type of resources (people, material, equipment or suppliers) needed to
complete the work

Resource Breakdown Structure (WBS)

Activity Resource Requircmcnts
Resource Calendars — Information on which resources are available during planned activity ÎÉriod.

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
Scanned with CamScanner
Composite Organisation
 Project

It is a combination of functional Organisaticn, Matrix organisation and Organisation.

Management

may special project team to handle a critical

project power just like projectised Organisation
and the team
'til fewnt depaflments (matrix). But the PM will report
to the

SIAllls

building)

with widespread

Keywords Used: Project administration, WBS, project execution plan, Procedure manual,
Project, direction, Communication, Implementation

Belf Aggeggmcnt gucgtiong

Scanned with CamScanner
 Execution and Administration
the hignilicgtnce of Project design.
2, Whitt breakdown titructure? Explain its importance.
3, the influencing the factory design and layout,

'l Whitt (to you mean by project execution plan? Explain its uses.
5, Explain the impottnnce of project procedure
manual. 6, Whitt project diary/ Why it iti essential'?
the prerequisites for successful project implementation.
What lire the essential}' of project administration system and explain its
significanee• J )escribe determinants of effective Project management.

Scanned with CamScanner