B. Sc.

Agribusiness Management
Third Year, First Semester (3-I)
EC-3102: Project Management
Continuous Assessment - 2023:
▪ Propose an Agri-Business Project you are interested to
conduct.
▪ Write “A Term Paper” by explaining the following aspects
of your proposed project:
1. Project characteristics
2. Project Life Cycle Management
3. Key Knowledge Areas of Project Management
4. Project Management Methodologies
5. Project Manager
▪ Please submit your Term Paper before signing the
admission for the exam
2. Project Life Cycle
Management
2. Project Life Cycle Management
I. Introduction
II. Phases of Project Life Cycle
a. Initiation Phase
b. Definition Phase
c. Planning Phase
d. Scheduling Phase
e. Work Breakdown Structure (WBS)
f. Implementation Phase
g. Closing Phase
Project Life Cycle Management
Project Phases and Project Life Cycle
▪ A project life cycle is a collection of project phases
that defines:
▪ What work will be performed in each phase
▪ What deliverables will be produced and when
▪ Who is involved in each phase
▪ How management will control and approve work
produced in each phase
▪ A deliverable is a product or service produced or
provided as part of a project
▪ ”The life cycle is the only thing that uniquely
distinguishes projects from non-projects”
 Phases in Project Life Cycle

https://www.slideshare.net/perdogdu/1-ch1
Project Management Process

https://pmleadershipchamps.com/2013/07/13/project-
management-process-groups-processes-pmbok-5th-edition/
 Different Processes can occur any time during
A Project Phase

Level of
Process
Interaction

Start Project Cycle Phase End

https://www.edureka.co/blog/project-management-life-cycle/
Phases of Project Life Cycle
a. Project Initiation Phase
 Initiation of a project
1. Create an idea
2. Identify the project vision and objectives
3. Define the complete scope of the project
4. List all of the critical project deliverables
5. State the customers and project stakeholders
6. List the key roles and their responsibilities
7. Create an organizational structure for the project
8. Document the overall implementation plan
9. List any risks, issues and assumptions
10. Appoint the project team
11. Set up the project office
12. Perform a phase review
 Six Steps of Project Initiation

https://www.projectmanager.com/blog/project-initiation
 Project Charter
▪ The project charter typically documents:

▪ Reasons for the project

▪ Objectives and constraints of the project

▪ The main stakeholders

▪ Risks identified

▪ Benefits of the project

▪ General overview of the budget

13
▪ Initiation phase of the project is the most important
phase
▪ Success of the entire project depends on how clearly
and completely the Terms of References (TOR) are
established:
▪ Project Sponsor ▪ Resources
▪ Lines of ▪ Deliverables
Authority ▪ Phases & Time
▪ Participants Scales
▪ Objectives ▪ Strategy
▪ Constraints ▪ Risks
▪ Costs/Budget ▪ Roles &
Responsibilities
Project Management: Trends in Organizational Structure

Based on knowledge,
trust, credibility and a
focus on results, enabled
by interconnected
technology and people

https://www.projectmanagement.co
m/articles/391017/Future-Trends-
in-Organizational-Structure
15
b. Project Definition Phase
 Project Definition Phase
▪ Identify the Project Manager
▪ Develop the Project Charter:
▪ A document that states a project exists and
▪ Provides the project manager with written authority
to begin work
▪ Conduct a Feasibility Study
▪ Define Planning Phase
▪ Sign off on the Project Charter:
▪ The Project Charter is a living document that outlines
a process improvement project for both the team as
well as leadership.
 Stakeholder Identification

The Customer
▪ Uses the product or services
▪ May be internal or external
▪ Provides requirements
▪ May have multiple categories
Project Sponsor
▪ Also shares responsibility for project success
▪ Has authority to make decisions and may provide
funding
▪ Overcome political and organizational obstacles
Steering Committee
▪ Group of stakeholders who approve and agree on:
▪ Project scope
▪ Schedule
▪ Budgets
▪ Plans
▪ Changes
Working Committee
▪ Line managers who are responsible for delivering
business results
▪ Once the project is completed
Functional Managers
▪ May manage or supply people that work on the
team:
▪ Need to be communicated with
▪ Need their commitment to the project
 Business Case

▪ Reasons why the project is undertaken

▪ Options that were considered

▪ Benefits that are hoped to be realized

▪ High-level risks

▪ High-level costs & schedule

▪ Cost/benefit analysis
Define Concept
▪ Describe the problem, challenge, or issue
▪ Gather customer expectations for the project
▪ Define the scope
▪ Define desired outcomes
▪ Define project parameters (features)
▪ Define resource requirements
▪ Select initial project members
▪ Key Output for Approval: Project Charter
Describe the Problem
▪ Takes the original project “proposal” and defines it
more precisely:
▪ What is the problem the project is trying to
solve?
▪ What does the business unit project sponsor
envision (mental Picture) as a desired outcome?
▪ Who are the key stakeholders who are driving
this project?
▪ How will the customer/end user benefit from this
project?
Gathering Customer Expectations
▪ Functions – what the final project deliverable
should be able to do
▪ Features – a physical characteristic of the final
deliverable

Prioritize Functions/Features
▪ Sort your “Functions and Features” into three
groupings:
▪ Must have
▪ Highly desirable
▪ Nice to have
c. Project Planning Phase
Planning phase: Defining how to do what needs
to be done
▪ Most critical of the phases of project management
▪ If get it wrong, fail delivering project on time and budget
▪ Planning define all the work to be done and
▪ Create roadmap remainder to get there
Questions to understand before creating project plan:
1.Why? The project’s strategic goals
2.What? The activities (or process), outputs, and
deliverables
3.When? The deadlines and dependencies
4.How? The process or methodology
5.Who? The client and their team of stakeholders
26
 Mechanism of Planning
▪ Define project objective
▪ Define work breakdown structure (WBS):
▪ Identify tasks and subtasks -- deliverables
▪ Lowest element – stand alone work package
▪ Identify tasks relationship
▪ Identify possible risks
▪ Estimate work packages (people, time, etc.)
▪ Create initial schedule
▪ Iterate (repeated) plan
▪ Document
▪ The old saying “Plan the work, Work the plan”
9 steps on how to create a project plan

https://kissflow.com/project/steps-to-create-successful-project-plan/ 28
 Identifying Potential Risks

https://www.wallstreetmojo.com/risk-categories/
d. Scheduling Phase
 Scheduling
▪ Scheduling Phase is the process of:
▪ Formalizing the planned activities
▪ Assigning the durations, resources and
▪ Sequence of occurrence
▪ In consultation with the team members
▪ Planning and Scheduling phases are under
taken before the actual project starts
Five simple but important steps :
1. Start with the work break structure (WBS)
▪ Break down your scope to work packages
▪ Each package can contain around 5-10 individual
activities
2. Get your estimates on track
▪ How many resources you will need and how much time
it will take to get the task completed
▪ Estimation process transparent to the project
stakeholders
3. Analyze your dependencies
▪ Predecessors and Successors in different forms
▪ Don't attempt to do this alone, get your SMEs
(subject-matter expert) involved in this exercise
4. Calculate your critical path
▪ Do this manually or through software
▪ During the course of the project critical path might
change
▪ Schedule is more of a living document and not static
5. Communicate
▪ Publish project schedule
▪ Stakeholders including your team need to be aware
of the project schedule
▪ Schedule is a live document and gets revisited during
the course of your execution
e. Work Breakdown Structure (WBS)
 Work Breakdown Structure (WBS)
▪ A visual, hierarchical and deliverable-oriented
deconstruction of a project
▪ Effective in project planning, execution, controlling,
monitoring, and reporting
▪ All the work contained within WBS is to be identified,
estimated, scheduled, and budgeted
Levels of a WBS
▪ The Top Level: Project title or final deliverable
▪ Controls Account: Main project phases and deliverables
▪ Work Packages: Group of tasks that lead to the
controls account level
▪ Activities: Tasks needed to complete the work package
35
https://project-management.info/create-schedule-baseline/
36
▪ Work Breakdown Structure (WBS) is the foundation
for defining the project’s work:
▪ As it relates to the objectives and
▪ Structure for managing work to its completion
▪ WBS defines:
▪ Project’s work in terms of activities that create
deliverables
▪ WBS Hierarchy of tasks required to complete project
▪ Each task is broken into smaller tasks that can be
managed and estimated
▪ Final WBS plan is called Baseline WBS
https://maxwellsci.com/print/rjaset/v4-241-244.pdf 38
 Work Packages
▪ Work packages are the smallest unit of work that a project can be
broken down into when creating Work Breakdown Structure (WBS)
https://www.workbreakdownstructure.com/ 39
 WBS Design Principles
▪ The 100% Rule

▪ WBS defines 100% of the work of the project

▪ Anything that isn’t defined in the WBS is outside

the scope of the project

▪ Ends of WBS include activities needed to create

project deliverables

▪ Partition major project deliverables into smaller

components to improve the accuracy of cost estimates

▪ WBS must be consistent with the way the project will

be performed and controlled

▪ Must be easy to update

f. Implementation Phase
Implementation: Making a Project Happen
▪ “Planning Gets Turned Into Action”
▪ Bring your resources onboard, brief them, set the ground
rules, and introduce them to one another
▪ Everyone jumps in to perform work identified in plan
“Easy Peasy”
▪ Shift from talking and documentation to get green light
to proceed with project execution
▪ Leading the team and managing them toward delivery
▪ Spend time in briefings, meetings, and reviews to lead
team, and:
▪ Keep project on track as it moves through project
development lifecycle
42
▪ Project Implementation Phase
▪ Execute the Project Plan
▪ Manage the Project Plan
▪ Implement the project’s results
▪ Sign off on project’s completion
▪ Implementation Processes
▪ Measuring Progress
▪ Cost and schedule variance
▪ Earned Value Concept
▪ Communication
▪ Human Resources
▪ Risk Management
 Monitoring Project Activities

1. Scanning the environment

2. Managing changes
3. Tracking changes
4. Communicating with:
▪ Customer and
▪ Key stakeholders
▪ Receiving feedback
 Controlling

▪ Controlling phase is undertaken during the actual

project implementation
▪ Project controlling is a mechanism established:
▪ To determine deviations from the project base
schedule
▪ To re-plan & reschedule during implementation
▪ To compensate the deviations on the basis of
commissioning minima:
▪ Flow of resources like finance, manpower,
equipment & application techniques
 Taking Corrective Action

▪ What actions can a team take

if the project behind schedule?

▪ What actions can a team take

if the project over cost?
http://www.free-management-
ebooks.com/faqpm/processes-
05.htm

47
g. Closing Phase
 Closure: Ending a project
▪ Final phase of the project management life cycle
▪ Job as project manager comes to a close but project
not over yet
▪ Meeting post project review or post-mortem to discuss:
▪ Strengths and weaknesses of project and team
▪ What went wrong and what didn’t go so well
▪ How to improve in the future
▪ Great opportunity to recognize and acknowledge
valuable team members and
▪ Celebrate the successes
49
 Project Close-out Phase
▪ After-implementation review:
▪ Conduct a final project audit
▪ Obtain customer acceptance of deliverables
▪ Assess customer perceptions of the project
▪ Assess team member perceptions
▪ Complete administrative close-out
▪ Identify the “Lessons Learned”
▪ Key Output for Approval:
▪ Final Project Report
 Project Closeout Checklist

1. Scope fulfilled?
2. Completed on or ahead of schedule?
3. Completed at or below budget?
4. Sponsor supports final deliverable and project
closure?
5. Customer accepts final deliverable?
6. Customer has evaluated effectiveness of project?
7. Team members have evaluated effectiveness of
project?
8. Team has documented “lessons learned?”

9. Final one-on-one meeting conducted with customer?

10. All stakeholders notified of project completion and

results?

11. Project documents, files, and records have been

archived?

12. Close-out report has been distributed to

customer/all stakeholders?

13. Staff resources reassigned?

14. Celebration scheduled!

 Exploring Lessons Learned

▪ What worked with this project (and why)?

▪ What didn’t work (and why)?
▪ What will we do differently on the next
project?
▪ What will we keep doing on the next project?
▪ Note: Ensure that these “lessons learned” are
documented in the project’s final report
 The Project Final Report

▪ Key Results/Deliverables
▪ Project Costs
▪ Customer/Sponsor/Stakeholder
Perceptions
▪ Lessons Learned
▪ Areas for Improvement
 Program Information Report ( PIR )

http://www.free-management-ebooks.com/faqpm/processes-07.htm
55
Don’t Forget To Celebrate!