A

PROJECT

REPORT

ON

“Project Roles and Responsibilities”

SUBMITTED

To

CENTRE FOR ONLINE LEARNING

Dr. D. Y. PATIL VIDYAPEETH, PUNE

IN PARTIAL FULFILMENT OF DEGREE

OF

MASTER OF BUSINESS ADMISTRATION

BY

MR. SARVESH S H

PRN: 2205021917

BATCH

1
2022-2024

2
 Dr. D.Y. Patil Vidyapeeth’s
CENTRE FOR ONLINE LEARNING,

Sant Tukaram Nagar, Pune.

CERTIFICATE

This is to certify that Mr. Sarvesh S H

PRN – 2205021917

has completed his/her internship at.

His / Her project work was a part of the MBA (ONLINE LEARNING)

The project is on “Project Roles and Responsibilities” Which includes research as well

as industry practices. He/ She was very sincere and committed in all tasks.

Course Coordinator Director

-------------------------- ---------------------------------
(Prof. Ashwini Joshi) ( Prof Safia Farooqui )

Date -

3
 DECLARATION

This is to declare that I have carried out this project work myself in part fulfillment of the

M.B.A Program of Centre for Online Learning of Dr. D.Y. Patil Vidyapeeth’s, Pune –

411018

The work is original, has not been copied from anywhere else, and has not been

submitted to any other University / Institute for an award of any degree / diploma.

Date: - Signature: -

Place: Name: Mr. Sarvesh S H

4
 ACKNOWLEDGEMENT

I wish to express my sincere gratitude to Prof. Ashwini Joshi for providing me

an opportunity to do my project work in “Project Roles and Responsibilities”. I

also wish to express my gratitude to the officials and other staff members of “” who

rendered their help during the period of my project work.

I would also like to extend my gratitude to Prof Safia Farooqui the Director

of Dr. D. Y. Patil Vidyapeeth Center for Online Learning for providing me the

opportunity to embark on this project. My sincere thanks to mentor Akshada Thorat

for guiding all the time for project.

Finally, I would like to thank my parents and friends as well as CA. who helped

me a lot in finishing this project.

Mr. Sarvesh S H

Sign

5
 INDEX

Sr Topic Page No.

No
1 Executive Summary 6

2 Chapter 1: Introduction (Company Profile & 7

General Introduction of Topic)

& Objective, Scope and Purpose of Study

3 Chapter 2: Literature Review 34

4 Chapter 3: Research Methodology 49

6 Chapter 4: Data Analysis 53

7 Chapter 5:Suggestions 59

8 Chapter 6:Conclusion 62

9 Bibliography 63

9 References 64

10 Annexure (A to C) 68

11 A- Questionnaire 67

11 Scope for future study 69

12 Photography 70

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 EXECUTIVE SUMMARY

A project manager is the person who has the overall responsibility for the

successful initiation, planning, design, execution, monitoring, controlling and closure

of a project. Project manager is responsible to complete the project within time, cost

and quality towards making the project a success. Construction industry plays an

important role in the economy of the country. The industry, however, is beset with

many challenges, including delivering projects within cost, time and quality. Therefore,

project manager is a critical resource in the project to achieve its objectives. Sadly, the

role of the project manager is often overlooked. It is assumed that the leadership role of

the project manager is measured against time, cost, quality, and customer satisfaction.

The importance of this study is to find various roles that project managers ought to play

for improving project performance. Good project management practices and competent

project managers always deliver better result.

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 CHAPTER 1

INTRODUCTION

8
1.1 Introduction

A project manager has to be professional in project management. Project

managers can have the responsibility of the planning, execution and closing of a

project. Project managers are organized, passionate and goal oriented, and their

strategic roles drive the project to be succeeded. A project manager is the person

responsible for leading a project from its inception to execution. This includes

planning, execution and managing people, resources and scope of the project. Project

managers must have the discipline to create clear and attainable objectives and to see

them through to successful completion. The project manager has full responsibility and

authority to complete the assigned project. Project managers must have the ability to

influence other team members in a very personal way. According to Bresnen and

Marshall (2011), one of the ways of influencing other team members is presented in the

form of feedback provided to subordinates.

Teo and Loosemore (2011) identified four critical factors related to projects.

These include project management, project manager, organization, and the external

environment. Project management was related to size of projects, its life cycles,

competencies and skills of project members, support of top management,

organizational structure and political, economic, social, and technological issues. Sami

Consulting (2013) who identified project management as the most important critical

success factor in construction projects and considered project management to be

composed of strategy, people, process, schedules, resource and budget allocation and

management of risk, tools, standards, and procedures. Interest in project management is

growing significantly these days. It is important to take for upgrading and enhancing

the management capability is vital for growth and expansion in the construction

9
industry. The management is the ability of managers who are able to manage risks that

occur in the construction sector. Effective project management techniques are

important to ensure successful project performance. The project managers are

responsible for the overall success of delivering the project within the constraints of

cost, schedule, quality and meeting thProject is a term that is widely used in the

business world, such as power projects, software projects, railway projects, etc. An

organisa- tion may work on various projects at a given time. Performance stan- dards of

the organisation are measured on the basis whether the the projects have been executed

successfully on time or not. Therefore, projects are integral to the survival of an

organisation. Let’s under- stand what exactly the term project means.

A project is a set of pre-defined activities having a defined beginning and end,

which are undertaken to achieve a specific goal. Let’s un- derstand this better with an

example. Suppose a real estate company undertakes a new housing development

project. The project would involve several activities, such as creating a plan, preparing

land, and constructing buildings. It would have a definite beginning, which would

include planning for the land and designing the buildings, and a definite end, which

would be the completion of the project.

Different activities undertaken by an organisation, such as setting up plants,

launching products, and constructing buildings are examples of projects. Different

types of organisations undertake different types of projects. For example, construction

companies take up construc- tion projects, software companies take up software

development proj- ects, and consumer goods companies, such as HUL, take up product

development projects.

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 Unless an organisation has requisite knowledge of project manage- ment, it

cannot manage a project successfully. As a discipline, project management entails

various skills pertaining to budgeting, planning and resource managemente requisite

safety requirements. These skills are essential to ensure that a required end deliverable

is completed within the timeframe allocated for it. Let’s take an exam- ple to

understand this better. Suppose an organisation undertakes a road construction project.

Before starting the project, the organisa- tion needs to prepare a proper project plan. To

ensure that the proj- ect runs smoothly, the organisation also needs to set targets and

mile- stones, procure the resources, recruit the workforce, implement the plan, monitor

the project’s progress, and finally ensure its successful completion. Each of these

activities of the project involves a standard set of practices and procedures that make up

the discipline of project management.

This chapter deals with different aspects of project management in detail. It

begins by defining the term and then goes on to discuss the objectives and advantages

of project management. Apart from this, the chapter describes the project management

framework. Next, the chapter discusses the concept of Project Management Body of

Knowl- edge (PMBOK). Moreover, you learn about project integration man- agement

and various roles needed in a project which includes project manager and consultants

DEFINING PROJECT

A project is a pre-determined set of activities with a definite beginning and a

definite end. This means that it is a temporary undertaking the purpose of which is to

create a unique product, service, or result. Each project is unique because the product,

service, or result it hopes to produce is different from all other similar products or

services.

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 Each project also has a unique objective that it seeks to attain. It is very

important for the organisation to attain that objective. However, the budget to attain it

is limited. Examples of projects are the vari- ous activities that organisations undertake,

such as setting up plants, launching products, constructing buildings, putting a new

business process or procedure in place, etc.

Project as a term can be defined in a number of ways. The Project Management

Institute (PMI) defines a project as A project is a tempo- rary endeavor undertaken to

create a unique product, service, or result. The temporary nature of projects indicates

that a project has a definite beginning and end. The end is reached when the project’s

objectives have been achieved or when the project is terminated because its objectives

will not or cannot be met, or when the need for the project no longer ex- ists. A project

may also be terminated if the client (customer, sponsor, or champion) wishes to

terminate the project.

A project is an activity that is non-routine and conducted by organ- isations and

individuals to achieve definite goals. For example, if an organisation wants to know

why its sales are falling, it may decide to do a survey and collect customer feedback.

This survey, which is a non-routine activity, is an example of a project. Such a project

has a specific goal, that is, to determine the reasons for the decline in sales.

Projects can be classified on the basis of various parameters. These parameters

may be size (small, medium, or large), level of complexity (easy, moderate, or

complex) location (national or international), na- ture (industrial or non-industrial), and

deliverables (cement projects, telecommunication projects, refinery projects, steel

projects and fer- tiliser projects).

12
 All projects consist of a number of activities. Let’s understand this with the

customer survey project mentioned earlier. The activities in this project may include

defining the sample group, determining the sample size, designing a questionnaire,

getting the questionnaire filled by the target customers, etc. These activities may be

divided fur- ther into a number of tasks. For example, the designing questionnaire

activity may involve tasks such researching on the suitability of var- ious types of

questionnaires, finalising the questions, inserting them in the Word processor, printing

the questionnaires, etc. Therefore, a project may involve numerous activities and tasks,

which need to be successfully executed to achieve the project’s objectives. However,

the number of activities and tasks involved in a project depends on the nature and the

scope of the project and will be discussed later in the chapter. A market survey project,

for example, would involve fewer activities than those in a new airport construction

project.

All projects have a unique goal and fulfil some specific objectives of an

organisation. For example, highway projects undertaken by con- struction organisations

are different in terms of scope, time involved, and resource requirement than product

development projects. How- ever, in spite of these differences, the general

characteristics of all projects remain the same. Figure 1.1 lists the common

characteristics of a project:

13
 The characteristics shown in Figure 1.1 can be briefly explained as follows:

 Specific purpose: Each project has certain specified goals that it has to

achieve. These goals differ from project to project. For ex- ample, a new terminus may

be built to accommodate more traffic in an airport. In this case, capacity expansion is

the main objective or purpose for constructing the new terminal. In the same way,

projects related to new product development or customer surveys are undertaken for

specific purposes, such as increasing sales or studying the tastes and preferences of

customers, etc.

 Uniqueness: Each project is unique in certain parameters such as scope,

objectives, technology used, budget, number of workers employed, etc. For example,

there are hundreds of road construc- tion projects undertaken by different construction

companies at any given time. However, all these projects will be unique in some

14
respects such as their location, nature of project, and the construc- tion company

undertaking the project, etc.

 Lifecycle: All projects follow a well-defined life cycle, which be- gins

with the generation of project ideas. In the next stage, the ideas are documented and a

project plan is developed. Next, the project plan is executed and the project’s progress

is monitored. Finally, the project is completed.

 Connected activities: A project consists of a number of activities, which

are required to be executed in a certain order or sequence. For example, you can build

the floor of the bridge only after thebeams supporting the floor are put in place. A

logical flow of activ- ities is at the heart of every project.

 Specified time: When an organisation undertakes any project, it must

ensure that the goals of the project are achieved within the allotted time. Failure to do

so may result in the organisation suf- fering a financial loss. For example, suppose an

organisation de- cides to launch a new product in the market and has fixed a certain

time period for it. However, due to some reason, it fails to launch the product during

that period. When the organisation does finally launch the product at a later stage, it

may discover that the prod- uct is no longer in demand as there are already several

other or- ganisations selling the same type of product with better features and at

competitive rates. As a result, the organisation will suffer financial loss. However, you

should note that the time required to create and launch a project depends on the type

and scope of the project.

 Interdependency: Generally, organisations undertake several projects

simultaneously. For example, construction companies such as DLF or GMR have

various national and international proj- ects running at the same time. In such a multi-

15
project environment, there is a degree of dependence among the different projects. For

example, allocating funds to one research and development proj- ect may lead to a

situation where they may not be enough funds for other research and development

projects in an organisation. Thus, interdependency is an important characteristic of a

project.

Types of projects

Different industries and businesses require taking up different proj- ects.

However, following are some of the most common types of projects:

 Construction or civil engineering projects: Such projects involve the

development of houses, buildings, trade towers, roads, sports clubs, housing

complexes, dams, Metro, etc.

 Demolition projects: Generally, demolition projects are a part of large

construction projects. For example, construction companies buy old or decaying

buildings at low prices, demolish the previous- ly built deteriorating constructs, remove

debris, clear the land and start-off with fresh construction, etc.

 Petrochemical projects: Such projects involve setting up of re- fineries

and petrochemical complexes for the production of var- ious petroleum products. For

example, Indian Oil is expected to commission a new polypropylene facility, at

Paradip, by the end of June 2018.

 Mining projects: These are projects that create facilities for explo- ration

and mining of minerals, metals or precious stones. Mineral or matter such as coal, gold,

silver etc. are unearthed from mines and processed into various forms. For example, in

November 2017, Industrial Development Corporation of Odisha Ltd. (IDCOL) and the

16
Indian Rare Earths Ltd. (IREL) entered into a `450 crore joint venture sand mining

project.

 Quarrying projects: Quarrying refers to an activity involving the

removal of rock, sand, gravel or other minerals from the ground, which are used to

produce construction materials or other useful items.

 Manufacturing projects: These projects involve the production of

products such as oil, toothbrush, tyres, packaged food, etc. or may involve the

production of equipment and/or machineries meant for other industries. For example,

the Karnataka government has approved Boeing India’s proposal to set up an avionics

manufac- turing unit at Aerospace Park in Bengaluru.

 Management projects: These projects are intangible in nature. It means

that no foreseeable construct such as building is devel- oped in it. Organisations that

require professional project manage- ment services for managing their small or

complex projects take up management projects. For example, organisations usually

need well-organised projects when they decide to relocate their offices, develop and

introduce new systems and policies, produce product feasibility reports, restructure

their organisation, etc.

 research projects: These projects are carried out to seek answers of

certain questions or invent certain principles. For example, a research project may be

started to find a medicine or procedure that would help in the treatment of an incurable

disease such as Leukaemia.

 reengineering projects: Reengineering refers to the redesigning or

changing one or more aspects of an organisation. For example, an organisation carries

17
out a reengineering project to replace its existing business processes with new ones

with an aim to improve production efficiency.

 Information Technology (IT) projects: These projects are carried out to

meet specific information technology goals of an organisa- tion. IT projects can be

tangible or intangible in nature. Some most common types of IT projects are software

development, hardware installation, network upgrade, cloud computing, virtualisation

rollouts, development of Artificial Intelligence (AI) systems (such as robots), business

analytics and data management projects, IT services implementation, etc. IT projects

can be implemented by an organisation in-house or by hiring specialised IT consultants.

While IT organisations can take care of their IT projects them- selves; non-IT

organisations usually outsource information tech- nology projects to specialised IT

organisations

1.3 Meaning of Project Management

The term project management consists of two terms, project and man- agement.

Project refers to a process that is temporary in nature and has certain start and end

times. Management, on the other hand, is the act of achieving predefined goals through

people and other resources. We can also define project management as the execution of

knowledge, competency, and equipment to fulfil the requirements of a project.

The success of a project, whether small or big, depends on how well it is

planned and executed. All projects have specific objectives that have to be fulfilled

within the given time frame. Project management helps not only in finishing the project

on time, but also in optimising the resource utilisation for an organisation.

Project management is defined in different ways by different sourc- es. The

Project Management Institute (PMI), for example, defines project management as the
18
application of knowledge, skills, tools, and techniques to project activities to meet the

project requirements. Project management is accomplished through the appropriate

application and integration of the 47 logically grouped project management processes,

which are categorized into five Process Groups namely initiating, plan- ning, executing,

monitoring and controlling, and closing.

According to ISO 10006, “Project management is a unique process con- sisting

of a set of coordinated and controlled activities with start and finish dates, undertaken

to achieve an objective conforming to specific requirements, including constraints of

time, cost, and resources.”

In most organisations, project management only deals with the im- plementation

of planned activities designed during the proposal of a project. However, many

management experts believe that project management is more than just executing the

project plan into action. Project management is a discipline that deals with various

theories and practices of managing projects. It is a functional discipline of management

that involves planning, organising, leading, controlling activities, and managing

resources so that the objectives of projects are attained using the required tools and

techniques. A project man- ager is a person responsible for proper utilisation of

resources and completion of project within the allotted time. A project manager is also

responsible for defining the goals and objectives of the project and checking the project

quality so that the desired standard of the project is obtained.

Project management provides a systematic and rational approach to mitigate the

risks associated with executing a project to ensure the proj- ect goals and objectives are

achieved through a phased development.

Objective of Project Management

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 Now that you understand the meaning of project management, it is important to

discuss the purpose of project management. Project Man- agement helps in planning,

co-ordinating and controlling the complex and diverse activities of various industrial

and commercial projects. A project is exposed to risks due to various factors such as

change in government policies, change in technology, shortage of funds, decline in the

demand for products and services, rise in price of inputs, and so on. Project

management enables an organisation to successfully deal with these risks. The purpose

of project management is to foresee or predict as many risks as possible and to plan,

organise and control ac- tivities so that the project is completed successfully. Figure 1.2

shows the objectives of project management:

These objectives help in:

 Ensuring timely completion of projects

 Meeting the project schedule

20
  Maintaining the quality of the deliverables

 Ensuring the completion of project in the given budget

 Ensuring customer satisfaction

Advantages of Project managements

Project management helps an organisation in effectively and efficient- ly

carrying out projects through use of tools such as project scheduling and budgeting.

According to Tom Peters, co-author of the book, In Search of Excellence, “The whole

discipline and art of project man- agement is going to be the essence of management

training, operational excellence, and value added.”

Project management has a number of advantages. Some of these are as follows:

 It aligns the project with the strategic goals of the organisation

 It reduces the project cost by effective planning and management of resources.

 It focuses on performance of the workforce by providing them training.

 It increases the project success ratio.

 It ensures that the pre-stated objectives are achieved.

 It improves the coordination among resources used in a project.

 It reduces risks associated with the project.

 It delivers predictable as well as desired results.

 It aligns expectations of stakeholders with project performances.

 It reduces the project cycle time.

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 One of the main advantages that project management offers is to add value to a

project. Let us understand how project management adds value to a project. An

organisation took up a contract for cleaning up a nuclear site. Initially, the organisation

was under pressure to execute the project with very limited capital and strict deadlines.

However, the organisation set an example by completing the project ahead of schedule

with less than the estimated cost by effectively implement- ing the project management

practices, such as reducing the project budget and focusing on the performance. This

was possible due to the project management initiative that reduced the cost of the

project and increased the efficiency by effectively managing the available money and

manpower

Project management framework

Having studied the knowledge areas of project management, you can now learn

about Project Management Framework (PMF). Put simply, PMF refers to a tool that

helps in planning a project and monitor- ing its progress. In other words, project

management framework is a statement that lays down all the required activities and

tasks to be undertaken in a project. In addition, the statement also mentions the timeline

for the completion of the tasks and the individuals responsi- ble for each activity. A

typical PMF consists of the following steps:

1. Identifying the key steps and project activities for the completion of the project

2. Estimating the required time for each task

3. Updating the document containing the project information and reports

4. Tracking progress of the activities against recorded timeline

The following are the main functions of PMF:

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 Supporting the development of the project plan

 Serving as a common reference framework for different individu- als involved

in the project, which in turn reduces miscommunica- tions

 Streamlining various tools and techniques used in the project to help in the

project management process

 Ensuring completion of the project in accordance with the set ob- jectives

Constraints refer to the limitation of resources. No project has access to

unlimited resources. An organisation allocates budget and resourc- es to a project. In

addition, the organisation also sets timeline for the completion of the project.

Therefore, a project needs to fulfil the set objectives within a given set or resources. In

addition, the deadline and the quality of deliverables are also required to be maintained.

There are three constraints of a project:

 Scope/Quality

 Resources/Budget

 Schedule/Time

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Let us discuss these constraints in detail:

 Scope/Quality: The scope or quality of a project is specifically set before

initiating any project. It includes the deliverables of the project and the specifications of

the deliverables. For example, the scope of a bridge construction project can be to

construct a bridge of certain length and breadth with a certain load bearing capaci- ty. A

project cannot compromise on the scope. Consider a mobile phone whose quality based

on its utility and longevity. While man- ufacturing it, the project members need to

focus on its long-term prospects so that the mobile phone does not become obsolete

soon after its launch in the market. Thus, scope or quality of a project acts as a

constraint in project management.

 resources/Budget: Resources are always in limited supply in a project. This is

because resources can be procured only by incur- ring costs and organisations allocate

fixed budget for the projects. Resources required in a project depend on the type of the

project. For example, a construction project would require bricks, stones, marbles,

cement, steel etc. On the other hand, a product devel- opment project may not require

24
any of these resources. However, all types of resources involve cost. Therefore,

resources are a con- straint for any project. Shortage of financial resources hinders a

project from its successful completion.

 Schedule/Time: It is the timeline for the completion of a project. Organisations

cannot continue a project for ever. Every project needs to be completed in a time bound

manner. For example, if you want to get a house built, you would give a timeline to the

contrac- tor to build the house. On the other hand, if the contractor fails to close the

project in time, it will impact both the cost and the scope. Therefore, schedule is a

constraint for any project

Project Life Cycle

A Project Life Cycle (PLC) is a staged process consisting of a fixed number of

stages that is followed by a project manager and his team in order to successfully

complete a project. Since every project is unique, the project management life cycle of

each project is also unique. How- ever, there are various types of PLC models that

define various stages and what is done in those stages. A PLC model depends on the

type of industry and the type of project. An organisation can adopt a partic- ular type of

PLC model after thoroughly assessing its needs. It is the duty of the project manager to

determine the PLC model best suited to its project’s needs. Even after adopting a PLC

model to be used for a project; the organisation needs to customise its PLC because a

stan- dard PLC cannot satisfy every project’s needs.

There are four basic types of PLC models that can be used to man- age different

projects. Each model has different project management style, techniques and practices.

They are shown in Figure 1.4:

25
 PLCs are of wide variety and range from predictive or plan-driven (linear)

approaches to adaptive or change-driven approaches. In the former category, product

and deliverables are clearly defined at the beginning of the project and all scope

changes are carefully imple- mented whereas in the latter category of PLC, deliverables

are devel- oped over multiple iterations. Let us now discuss these PLC Models.

 Linear: In linear models, the five process groups of project man- agement occur

in a linear fashion. It means that a project moves from one phase to another only if the

previous phase has been completed fully. There is no scope of backtracking and

making changes or conducting activities that were meant to be done in the previous

phase. This type of a PMLC model is change intoler- ant. In linear models, the scope

once frozen cannot be changed or modified.

 Incremental and iterative: In incremental and iterative models, the product

(project deliverable) is designed, implemented and tested in an incremental manner; it

means that certain functions or features are added each time. In one go, a basic product

is pre- pared and features or functions are added into it till the product satisfies all

customer needs. It is a combination of the waterfall model of software development and

prototyping. Iterative models are based on the concept of Agile Project Management. In

26
iterative models also, five process groups occur in a linear fashion but it does so in an

iterative manner. It means that once the project gets started, it undergoes all five stages

in sequence but after this has been done one time; the second iteration starts and the

five stages are repeated again. The anomalies of previous iterations are cor- rected in

the next iteration. In this manner, the project undergoes as much iteration as required to

complete the project in a desired manner.

 adaptive: Adaptive model is also an agile project management technique where

the project team has to develop a solution or product with the help of minimum

information and missing func- tional aspects. Adaptive, iterative and incremental

models are used extensively by software and IT companies. Complex and unique

projects can be handled well with the help of adaptive models. The adaptive model is

used in situations where there is a high level of uncertainty regarding project

deliverables.

 Extreme: Extreme model of project management is usually de- ployed for

projects where goals, solutions and the scope is not de fined at all or has been defined

vaguely. Such type of model is used in research and development projects that involve

a high degree of client involvement.

A PLC refers to the cyclic process consisting of a series of phases through

which a project passes from its initiation till its closure. These phases are generally

sequential with some overlaps. As mentioned previously, each project is unique and

requires a different PLC. The names and numbers of the phases required to complete a

project is determined by a management, control needs of organisation, organi- sations

involved and the nature of project. The phases may be decided on the basis of

27
functional or partial objectives, intermediate results (deliverables), milestones, scope of

work and financial availability.

A project usually has a scheduled initiation and final closure. There- fore, each

phase is also time-bound and has definite start and end times. Each project irrespective

of the industry, nature and the PLC model being used; have to undergo five phases

from initiation to its final closure. These stages are depicted in Figure 1.5:

In the project initiation phase, the business problem is identified and a business

case is prepared. Once the business case has been validat- ed and approved by project

owners, it can be taken up and initiated. This phase basically involves the feasibility

study of the project so as to decide whether a proposed project should be adopted or

dropped. There is always a possibility that a proposed project is initiated but is

dropped-off shortly after feasibility reports are found to be negative.

Now, when feasibility reports of the project are found to be positive and the

project is finally taken up; the project enters the planning phase. In this phase, the

project manager and his team needs to devel- op a detailed project plan. The project

plan details the list of activities that need to be done, their time schedules and resources

that are re- quired to complete those activities. Budgeting and scheduling of the project

are important tasks in this phase. A project plan is made up of various sub-plans such as

28
resource plan, financial planAfter setting out a plan as to what needs to be done, when,

by whom, with what resources, time and constraints; the project moves into the

execution phase. It is the execution phase where the things get done. It is the phase

where the deliverables are actually produced. This phase implements what was planned

in the planning phase. In the execution phase, the project team needs to carry out

activities as planned in the planning phase. The execution phase also entails

management of risk, quality, issues, changes, procurement, cost, etc.

All project execution activities are monitored and controlled on a con- tinuous

basis. The observations of the monitoring and control phase are fed into the planning

phase and necessary changes are made in execution phase activities. The execution

phase and its monitoring and control activities are carried out continuously till the

desired de- liverables are achieved. At this stage, the project enters the closure stage.

In the closure phase, close-out activities such as ensuring the comple- tion of all

the activities listed in the project plan are done. In addition, the project is reviewed after

completion and all important facts and learning from the project are documented

formally., quality plan, risk plan, acceptance plan and the communication plan.

In the preceding sections, you learnt about various PLC models and the generic

PLC model. It has already been mentioned that for each project, a unique PLC must be

designed. However, there are certain industry specific life cycle models that can be

applied to projects be- longing to certain industries. Such specific models are usually

devel- oped by keeping the generic PLC as base. Here, you will learn about four

industry specific PLC models as follows:

 Construction PLC: Construction projects such as construction of

residential settings, office complexes, metro rail terminals, reli- gious constructs, sports

29
complexes, etc. Construction projects are very labour intensive projects and require a

lot of planning. Con- struction project owners are responsible for acquiring resources

and making decisions. Various activities involved in a construction project include idea

generation, planning, designing, financing, in- stalling, engineering, etc. A construction

project’s team includes specialists from various fields such as architects, planners, engi-

neering, constructors, fabricators, etc. Various phases of a con- struction or civil

engineering project are:

 Idea generation, conceptualisation and feasibility studied

 Engineering design

 Construction

 Commissioning of the facility

 Utilisation and maintenance

 research & development PLC: R&D projects are carried out to bring

some innovation (generate new products), introduce im- provements in products and

processes, etc. In such projects, prod- uct requirements and the scope of project changes

pretty quickly. There are four basic phases in an R&D project as follows:

 Project concept: In this phase, project goals are defined at an abstract

level.

 Project planning: In this phase, project budget, schedule, re- sources,

deliverables, etc. are planned. The R&D project teams usually focus on creating

unrealistic plans as they lead to bet- ter results.

30
  Project implementation: In this phase, project activities ac- tually get

implemented. There are no strict deadlines because changes may arise and need to be

implemented in the project.

 Project completion: In this phase, project deliverables are evaluated to

determine whether these conform to project goals or not.

 IT PLC: Earlier, IT projects were considered complex and it took a great

deal of effort to bring them to success. However, IT proj- ects now focus on developing

software quickly and rapidly. Now, IT projects are executed using superior advanced

project manage- ment methodologies (agile methodologies) as against tradition- al

methods such as the waterfall model.

You have studied about the generic project life cycle model. Let us now study

the generic project life cycle model applicable for all the IT and software proj- ects.

The Software (or IT) Project Life Cycle is usually called Soft- ware Development Life

Cycle (SDLC). Various stages of SDLC are shown in Figure

1.6: Contracting and procurement

31
The SDLC starts with feasibility analysis and requirements gather- ing and analysis

phases in which the client and developers (project team) sit together and try to

understand the client requirements which need to be translated into the software

solution. Once the requirements have been defined properly, the software design is

prepared. Now, the project team starts developing or coding for the software. After the

coding activity is done, the software so prepared is tested using white box testing

followed by black box testing. White box testing is done for unit (module) testing and

in- tegration testing. Black box testing is done for functional testing (acceptance

testing). When the software has been tested, it is pro- vided to the client for use and

feedback. In case, any defects or bugs or missing functionalities are found by the client,

it is sent to the development team again that fixes all the errors. The fixed ver- sion is

sent to the client again. This process continues till the time the client is satisfied with its

functionality. The SDLC is a frame- work for software development and the various

phases shown in the figure are indicative. It is not necessary that all software projects

would undergo all these phases. At times, the phases can be combined or one phase can

be sub-divided into two or more phases. SDLC is a generic model for software project

development and management. There are two basic models based on SDLC which

include waterfall and agile. These models can be taken up as a base and customised to

each project’s specific needs. Let us now study these software models as follows:

 Waterfall model: It is a rigid type of software development model in which the

requirements are identified at the begin- ning and various phases of the SDLC occur in

a sequence. The output of one phase forms the input of next phase. In such a

framework, it is very difficult to implement the changes due to stringent deadlines. It is

quite impossible to bring to success a software project using waterfall model.

32
Therefore, in practice the requirements, design and coding activities usually start in

parallel to save cost and time. Figure 1.7 shows the waterfall model:

Objective of Project

• Understand the nature of the client as a non-profit entity in relation to decision

making, financial capability, high level of volunteers, lack of technical understanding

and limited knowledge of contractual issues.

• Understanding of the end user requirements (including club members,

community groups, other sport or recreational groups).

• Resolve any conflicts between users to achieve the optimum design and cost

outcomes.

2. Understanding of the project

• Understanding of scope.

• Understanding of Funding (including funding sources, conditions of funding,

constraints and limitations on availability).

• Understanding of time constraints (including sporting season, major events).

• Understanding of budget (including benchmark costs, market fluctuations,

locality issues).

3. Understanding of design

• Understand all legislative requirements

• Develop functional brief

33
• Prepare design brief

• Align scope and budget

• Manage sketch design and developed design process

• Manage development of contract documentation

• Manage the planning process and facilitate gaining all relevant approvals.

4. Understanding of tender process

• Understand requirements of State Purchasing Policy

• Evaluation of value for money

• Ability to revise scope to meet tender price

• Understand equity and probity issues as applied to the use of public funds

5. Understanding of the construction process and technical requirements of a

building project.

• Understanding of the relevant building disciplines

• Understanding of relevant building contracts

• Understanding of contract administration and roles and

responsibilities of Superintendent

• Management of time, cost and quality of overall project

• Undertake regular reviews of cost and program

6. Development of Risk Management strategies

34
• Review, manage and mitigate risks around technical, financial, environmental

and political issues.

• Develop proactive risk management strategies.

7. Communication

• Provide regular reports to the client that is relevant and meaningful.

• Include the client in the decision making process.

• Provide the client with the tools to make sound decisions.

35
 CHAPTER 2

LITERATURE REVIEW

LITERATURE REVIEW

2.1 INTRODUCTION

36
 Project Management Body of Knowledge or PMBOK sets standards for the

successful completion of projects across various industries. PMBOK defines the

process of managing an entire project, and the tools and techniques used to reach

towards a successful outcome of a project. PMBOK compiles knowledge, practices and

processes, which are generally accepted to be the best in the discipline of project man-

agement. It is an internationally recognised standard (IEEE std. 1490- 2003) that

provides fundamental concepts of project management regardless of the type of the

project, be it a construction project, a soft- ware development project, engineering

projector automotive project.

PMBOK was first published by the Project Management Institute (PMI) in

1983. PMBOK identifies 47 processes that are categorised under five basic processes

and ten knowledge areas. Figure 1.9 shows the steps involved in the process of a

project:

These steps are also referred to as stages of project life cycle. Let us discuss

these steps in detail.

37
 1. Initiation: It is the first stage of the project where, the concept and

objectives of the project are identified. At this stage, the organisation identifies the

requirement of a particular project and its nature. Completion of this stage leads a

project manager to step towards the following stages.

2. Planning: It is the second stage of a project where the project manager

designs the project schedule and the required resources to accomplish the objectives of

the project. Planning involves preparing budget, identifying, procuring and managing

the required resources, etc.

3. Execution: It is the third stage, where the project manager starts

performing according to the plan laid down in the previous stage. Execution involves

putting all the efforts into action to close the project within the given time. The success

or failure of a project depends on how well it is executed. For proper execution of a

project, you will require proficient workforce, quality materials, financial support, and

effective team.

4. Monitoring and Controlling: It is the fourth stage where the project

manager gauges the progress or drawbacks of a project. In case of any deviation or

loopholes, the corrective measures are requiredto be taken by the project manager.

Progress, on the other hand, encourages a project manager to go for continual

improvement in the project for providing better output to customers/clients.

5. Closing: It is the fifth and final stage involved in a project life cycle.

When the set goals of a project are achieved within the given time, the project is said to

be closed. On completion of a project, the project manager and other resources are

released for the next project.

Figure 1.10 depicts the ten knowledge areas that are recognised by PMBOK:
38
 Each knowledge area includes some or all the processes of project management.

The project integration management helps you to de- velop and execute a project plan.

Project time management allows you to estimate the project scheduling and close the

project in time. Anoth- er important knowledge area of project management is cost

manage- ment that guides you to close the project within the approved budget. A

project is said be successful when it fulfils the quality expectations of

customers/clients. Therefore, quality management is considered as a key knowledge

area of project management. Project human re- source management is also an important

knowledge area that helps in managing the right human resources at right time, at right

place.

39
 Project communication management tells you how to communicate the project

information with stakeholders and team members. In ad- dition, communication

management also communicates the informa- tion of project performances among

various departments. The eighth knowledge area of project management helps you to

monitor the risks and take corrective measures to minimise the risk. Procurement man-

agement is another important knowledge area that ensures procure- ment of products

and services to complete the project.

In addition to the aforesaid nine knowledge areas of project manage- ment,

PMBOK has recognised project stakeholders management as tenth knowledge area of

project management. Project stakeholders may be the project sponsor, functional

management or any other indi- vidual who is actively associated with a project. Project

stakeholders can guide a project manager by providing result oriented suggestions

regarding decision, budgeting, resource utilisation, time management etc. One of the

key elements of project stakeholder management is to ensure that the organisation is

getting support from the people in terms of positive responds and feedback.

Project integration management is needed to coordinate various pro-

cesses/activities and manage the interdependencies. Project Integra-tion Management

can be defined as the process needed to identify, define, combine, unify, and coordinate

activities within the project management process. It involves unifying, consolidating,

articulating, and integrating the actions critical to project completion. For exam- ple,

managing stakeholder expectations, and meeting requirements are part of the project

integration management. It involves making trade-offs between project objectives and

managing interdependen- cies between knowledge areas. The main activities of project

integra- tion management are shown in Figure 1.11:

40
 Let us discuss each of these activities in detail.

 Develop Project Charter: A project charter states the motivation behind

the project and explains the reasons for selecting the proj- ect. It consists of a document

including high level information re- lated to a project such as the background, goals,

project authority, project manager, budget, risks, stakeholders, deliverables, approv- al

criteria, etc.

 Develop Project Management Plan: A project management plan is a

formally documented paper with details on how the project is executed, controlled and

closed. It includes all secondary manage- ment plans related to the project such as

project scope, budgetary and human resource, requirements, possible changes, team

con- figuration, project schedule, quality, process improvement, com- munication,

potential risks, procurement, etc. After a project man- agement plan is validated by key

stakeholders, it could be used as a basis for comparing and controlling the project.

41
  Direct and Manage Project Work: This step involves the creation of

project deliverables, acquiring and training staff, managing ven- dors, collecting data

and for reporting the project status, approv- ing process improvement plans, etc. In case

there are deviations from the approved plan, corrective actions need to be taken. For

example, if the project manager discovers a defect, he/she would instruct the

team to restore the process. However, minor necessary changes can be requested and

approved by the project manager.

 Monitor and Control Project Work: According to the Project

Management Body of Knowledge (PMBOK), “the Monitoring and Control Process

Group consists of those processes performed to observe project execution so that

potential problems can be iden- tified in a timely manner and corrective action can be

taken, when necessary, to control the execution of the project.” The project

performance is measured regularly against the project plan for ensuring that the project

is within acceptable standards of cost, schedule and scope. Project risks and issues are

also constantly monitored and corrected as required.

 Perform Integrated Change Control: The integrated change con- trol

process guarantees that changes resulting from the corrective actions and other

controlling factors are managed across the project knowledge areas. Integrated change

control takes place all through the project, right from project initiation until project

closure.

 Close Project: The closure of a project is followed by a Post Imple-

mentation Review. Such a review helps in determining whether the project delivered

the estimated benefits and customer require- ments and was limited to its scope and

budget. A project can prove both successful and unsuccessful. It is important to

42
perform staff evaluations, document key learning, and ensuring that the deliv- erables

are included in business operations. Even when a project ends unsuccessfully, the

problems and solutions need to discussed and documented for future references

To ensure the success of a project, various people are involved and they play

different types of roles. A project usually requires services of different people/teams

such as Executive sponsor, project sponsor, people manager, project managers, delivery

manager, process consultant, client/customer, steering team/committee, vendors,

project man- agement office (PMO), team lead, project coordinator/project facilita-

tors, etc.

Let us now study these roles as follows:

 Executive sponsor: An executive sponsor is the person that has the

highest level of interest in a project and its outcomes. The proj- ect’s budget, schedules

and spending all depend upon the exec- utive sponsor. All critical decisions related to

the project, its re- sources and deliverables are taken by the executive sponsor. The

executive sponsor is responsible for aligning the project with the organisational

strategy.

 Project sponsor: In complex and large projects, the executive sponsor

may delegate some of his responsibilities to a project sponsor who reports to him/her.

The project sponsor helps the project manager in providing information and preparing

the proj- ect charter. At times, the project sponsor is a part of the steering committee.

The role of project sponsor may or may not exist. A project sponsor is usually a senior

member of the management. They usually have interest in the project. Project sponsor

is one who loses or gains the most as a result of failure or success of the project. The

43
responsibility of the project sponsor is to give a direc- tion to the project and let the

project manager manage the project.

 Project manager: A project manager plays the most important role in the

completion of a project. It is the responsibility of the project manager to carefully steer

through the project to its suc- cessful end. He is responsible for people management,

status re- porting, stakeholder management, risk management, etc. He/she serves as a

link between the client and the project team.

 People manager: In large and complex projects, the project man- ager

may not be able to handle the responsibilities of people man- agement. For this

purpose, a new designation called People Man- ager may be created. A people manager

has the responsibility of ensuring that resources required by project team members to

car- ry out their work smoothly are provided to them. However, ensur- ing the delivery

of required results do not fall into the domain of a people manager’s duty.

 Delivery manager: The project team or the delivery team is man- aged

by a delivery manager. This role decides delivery schedules and the priority of various

activities in a project. He/she has to en- sure that the project outputs are delivered

within the time sched- ule and are of required quality.

 Process consultant: These are the people who have expert knowl- edge

about the internal processes being followed in a project. They are the ones who educate

the project delivery team about the cor- rect way to do the things and the processes and

the statutory com- pliances that need to be followed. They are also responsible

forproviding their feedback and suggestions regarding how the busi- ness processes can

be changed in order to increase the productiv- ity and business value.

44
  Client/customer: The customer or the client is the one for whom the

project delivery team is making the required product(s). The client may be an

individual or an organisation. The final approval and acceptance of the product comes

from the client. The product is approved after the client and his employees actually test

and use the product.

 Steering Committee: The representatives of the management of the

organisation that has undertaken the project along with repre- sentatives of all the

stakeholders constitute the steering commit- tee. The steering committee serves as the

point of contact for the management and project managers to contact each other. They

are responsible for providing leadership support and guidance and making policy based

decisions.

 Vendors: These are organisations that serve as the suppliers of goods

and services required by the project team to successfully complete the project.

 Project Management Office (PMO): The internal project man- agement

processes, standards, procedures and policies for a proj- ect are created by the PMO

which is a group or department in the organisation that has taken up the project. The

PMO provides project management support to the project manager and his/her team.

The PMO creates standard templates that are to be used by the project team. In

addition, the PMO also collects, preserves (documents) and analyses the project related

data for future use. Analysis of data is done so that learning and experience of project

teams can be documented and used in future projects. This pro- cess helps in decreasing

the chances of any mistakes in the future.

 Team lead: To complete a project may require formation of various sub-

teams under the project team. Each such team is responsible for one or more areas. For

45
example, a film making project involves various individuals and teams such as the team

of executive pro- ducer(s) and producer(s); team of directors; screenwriters; actors; line

producer(s); associate producer(s); production manager; as- sistant director(s); director

of photography; camera operators and assistants; gaffers; grips; electricians and

lighting team; digital in- termediate technicians; art directors; boom operators;

production sound mixers; etc. The team lead has the responsibility of coach- ing,

coordination, problem solving, information sharing, status re- porting, and liaison to

higher management or administration, etc.

 Project coordinator / Project facilitator: These are the individu- als or

team who are responsible for the smooth flow of information between the teams and

individuals in an organisation. It is an im- portant role, especially for those projects that

require presence of the project teams at different geographical locations.

Role of Project Manager

The project manager is the anchor of a project. He or she needs to take result-oriented

decisions while ensuring proper utilisation of re- sources for the fulfilment of project

objectives. Figure 1.12 shows the responsibilities of a project manager:

46
Let us discuss the responsibilities of a project manager in detail, as follows:

 acquiring resources: As a project manager you are responsible for acquiring the

required resources to carry out the project. For example, if you are involved into any

car manufacturing project, you would be responsible for acquiring resources like

engines, seats, plastics, glasses, rubbers, copper, etc. However, your respon- sibilities

do not stop here; you are also responsible for acquiring quality resources to deliver a

quality output in the end.

 Dealing with obstacles: Irrespective of the size or scale of a proj- ect, as a

project manager you should be capable and ready to face challenges of any kind. The

project may need your assistance at any stage. It is your responsibility as a project

manager to deal with var- ious obstacles such as sudden changes in project plan,

technical is- sues, mishaps at project location, increase in project cost, etc.

 Taking project decisions: A project manager is required to make decisions

regarding selection of the project, manpower, machine, raw materials, etc. Before

taking any decision, the project manag- er should consider various factors, such as cost

and budget of the organisation. A single wrong decision may ramp down the entire

project of any organisation. This makes decision making a critical responsibility of a

project manager.

 Motivating team members: Tight schedule and deadline-based work always

keep the workers under pressure. This may result in higher level of stress and

dissatisfaction among the workers. Therefore, it is the responsibility of a project

manager to keep boosting the morale of the team members working on the project. The

project manager should motivate his or her team members by acknowledging their

47
performance, rewarding the best perform- ers and listening to their personal and

professional concerns. This helps team members to perform efficiently.

 Negotiating with clients: The project manager is responsible for dealing with

various stakeholders, such as clients, suppliers and financers. Apart from this, the

project manager should also inter- act with customers to identify their needs, tastes and

preferences and fulfill them.

 resolving conflicts: The project manager is responsible for man- aging and

controlling the workforce associated with a project. As you know, a project team is

comprises various individuals with various personalities, traits, attitudes. Therefore, the

possibility of conflict among them is higher. To guard against such conflicting

environment, a project manager should come forward to pre-empt and resolve conflicts

and develop a better understanding among team members. In addition, the project

manager should encour- age the team members to focus on project goals rather than

indi- vidual interests.

Project organisation structure

In this type of project organisation structure, grouping of individuals is done on

the basis of their functional roles. Here, individuals with similar functional areas or

skills are grouped in separate units, which are directly controlled and coordinated by

the top management of the organisation. Thus, the functional organisation structure is

suitable for organisations that handle a single project. This structure works well in a

steady environment where there are lesser changes in busi- ness strategies. However,

the functional organisation structure is also suitable for large-scale organisations having

a limited number of products.

48
 Usually, the specialised units in a functional organisation structure directly

report to the top management, as sharing of a superior’s ex- pertise with subordinates

maximises the level of performance. Each aspect of a project is handled by a separate

functional unit, which, inturn, is coordinated by the top management. Figure 2.1 shows

an ex- ample of a functional organisation structure:

The functional organisation structure offers greater operational effi- ciencies for

employees as it is formed on the basis of various func- tional areas like IT, finance, and

marketing. Employees having simi- lar roles form departmental units and the projects

are accomplished inside these units. The efficiency of employees tends to increase with

the shared skills and knowledge. For example, accounting, marketing, finance, and

human resources departments are brought together to perform a certain task based on

the functions they perform. Suzlon, which is one of the world’s leading wind turbine

suppliers, is an exam- ple of an organisation having a functional structure.

There are certain limitations found in the functional organisation structure. As

the functional units report directly to the top manage- ment, it sometimes leads to

49
complicated communication and decision- making processes. Consequently, the project

completion process be- comes more bureaucratic and takes longer to accomplish.

50
 CHAPTER 3

RESEARCH METHODOLOGY

51
4.1 Research Methodology

Research implies look for learning. It goes for finding reality. It is the scan for

information through goal and orderly strategy for discover answer for issues.

Consequently, explore is a procedure of efficient and inside and out examination or

pursuit of a specific point, subject or territory of examination supported by gathering,

calculation, introduction and translation of important information. An examination

finding may offer ascent to new issues which may require additionally look into. So an

exploration prompts another examination.

Objective of research

The fundamental target is to discover the viability of strategic administration

and furthermore to discover how the representatives do their function in Future supply

chain.

Research Methodology

Research technique is a strategy that can be utilized to take care of the

examination issue. It gives different advances that can be embraced by the specialist in

concentrate his examination issues. It incorporates the exploration as well as thinks

about the rationale behind those strategies. Research approach manages the destinations

of an examination think about, the technique for characterizing the exploration issue,

the sort of theory detailed, the kind of information gathered, strategies utilized for

gathering the and breaking down the information and so on. This sort of demand

incorporates a great deal of time, money and Energy. Remembering the ultimate

objective to find the reasonability of logistics organization in Future supply chain, we

need to take the data's just from the representatives of Logistics division.

So I think survey enquiry will be the most fitting technique for finding an

answer for my examination issue. In this way, I utilized evaluation request for the

52
investigation, as I am occupied with getting a reasonable technique to discover reality.

Logistics division in Future supply chain Comprises of 100 workers. So I took the

feelings of the considerable number of workers in this office with the assistance of a

poll. Along these lines I can unmistakably express that the adequacy of Logistics

administration in Future supply chain is astounding or not.

Questionnaire Technique

This is an imperative and extremely prominent technique for information

accumulation. This is embraced by people, associations and Government. In this

strategy a poll is arranged and sent to respondents. The poll when sent to the

respondents, a demand is made that the inquiries ought to be addressed and returned.

The achievement of this technique to a great extent relies upon the correct drafting of

inquiries. Drafting survey required a lot of aptitude and experience.

Development of Survey

Following advances are followed in building a poll.

1. Explaining the model and determining the factors to be estimated.

2. Framing of a survey

• Form of a survey

• Question grouping

• Question plan and wording

3. Pilot survey or Pre-testing

4. Strategies for managing questionnaire

Forms of Analysis

a) Descriptive Analysis

Descriptive or elucidating investigation is generally the research of distributions

of variables. The factors are related with the attributes of things under the study. In

53
such examination, there is the study of one variable, two factors or in excess of two

factors, yet to a great extent of one variable.

b) Inferential Investigation

The inferential investigation is about making inductions and determinations

from the discoveries of the study. It empowers us to settle on choices and reach

inferences from considers which could somehow or another be not plausible, in view of

extensive size of the universe or of high expenses of a registration review.

Statistical tools

1. Percentage Analysis

The motivation behind utilizing proportion or rate is to disentangle the issue of

examination. Rates lessen two appropriations to a typical base, in this way make

correlation straightforward.

2. Pie Diagrams

A pie table (or a circle diagram) is a round layout parceled into territories,

depicting degree. In a pie chart, the roundabout fragment length of each division (and

hence its point of convergence and district), is comparing to the sum it addresses. At

the point when edges are estimated with I turn as unit then various percent is related to

a similar number

54
 CHAPTER 5

DATA ANALYSIS

55
 DATA ANALYSIS & INTERPRETATION

Project Performance

It is the project management concept where project efforts must be aligned with

the strategic long term goals of the organization. Project should be completed in

accordance with specific objectives which involve the utilization of resources. The

project success is a complex and often misleading, which primarily depends on

effective project implementation. A successful project management implementation

leads to overall successful of project performance.

a. Planning

One of the key leadership skills that project managers need to develop is

planning and goal setting. Planning is the ability to set goals and then formulate action

steps to achieve that goal. Turner (2012) in fact considered planning to be the creating

expression of a leader. Project Managers needs to deeply understand what the project

requirements are and then accordingly plan, clearly define the project objectives,

reaches agreement with the customer and communicate this objective to the project. He

or she develops policies in-order to help the team understand clearly what is expected

from them and how it will be achieved. Planning is an essential duty of a project

manager to determine what needs to be done, who is going to do it, and when it needs

to be done. Some key planning duties include:

• Define and clarify project objectives.

• Develop the project plan.

• Develop the project schedule.

56
 b. Organizing

Organizing is about setting up the project team’s structure. In this stage, project

manager needs to plan the team structure based on organization resources available. It

covers all the personal resources required either as a full-time or part time. Some of the

key organizing duties include

• Determine the organizational structure of the project team.

• Identify roles and positions.

• Decide which tasks should be done in-house and which to be done by

subcontractors or consultants.

• Define team hierarchy and define roles precisely to each human

resources involved and delegate authority.

• Create an environment in which individuals

are highly motivated.

c. Leadership

A project manager is expected to be a good leader of a chosen group of people

working for a common objective. These people may belong to various functional

disciplines who are guided by the leader. Project manager’s success is at managing the

project that is dependent on project manager’s competence, particularly the leadership

comprising emotional intelligence, management focus as well as intellectual

capabilities. Drucker (2010) said that decision-making abilities, intelligence, and

communication skills are essential traits of any leader. Some of key leadership abilities

of project manager include:

57
 • Coordinate activities across different organizational function.

• Inspire the people assigned to the project.

• Establishes the parameters and guidelines for what needs to be done.

• Involves and empowers the project team.

• Keep team motivated by setting clear cut targets and transparency in the

system so that all of them are well informed and • Creates a supportive working

environment.

• Fosters motivation through recognition.

• Sets the tone of trust, high expectations,

and enjoyment.

• Has self-confidence and inspiresconfidence.

• Leads by making things happen.

• Conflict resolution as it happens in most of the project.

d. Controlling

Controlling is all about keeping the project on track. Any plan, encounters

various problems during implementation phase. Some key controlling functions

include:

• Defining project baselines.

• Measuring project progress.

• Track actual progress and compares it with planned.

• Takes immediate action if progress or costs change.

58
 • Project status reporting.

• Finding faults and take corrective measures to overcome loop holes

causing the project delay.

e. Management Knowledge and Skills

Managers consider some management skills as being more important than

others. These pertain to management of time, quality, contracts, inventory, and finance.

Some management skills include:

• Finance and accounting;

• Sales and marketing;

• Research and development;

• Manufacturing and distributions;

• Strategic planning;

• Tactical planning;

• Operational planning;

• Organization structures;

• Organizational behavior;

• Personnel administration;

• Managing work relationships.

f. Technical Knowledge and Skills

The project manager absolutely does not need to know how to do everyone’s

tasks within the project, but needs to appreciate all the processes being carried out and
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be able to confidently challenge others at a level of informed understanding. Technical

aspects of the project management role would include computer skills, project

management tools, technical tools, as well as knowledge of construction equipment.

g. Team Building

According to Kwakye (2012), project managers have to have the ability to build

team. Team building is essential to make everyone in the team understand why

decisions have been taken and communicate key expectations, foster learning, and

knowledge sharing. It is the ability to work with and through other people. The project

manager is a key ingredient in the success of a project with:

• Committed to the training and development of people.

• Uses the project to add value to each person’s experience base.

• Believes that all individuals are valuable to the organization.

• Stresses the value of self-improvement.

• Provides opportunities for learning and development by encouraging

individuals to assume the initiative, take risks, and make decisions.

• Provides assignments that require

individuals to extend their knowledge.

• Identifies situations in which less experienced people can learn from more

experienced people.

• Ability to develop people.

• Good interpersonal skills.

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h. Communication Skills

Communication refers to the ability of project managers to listen, understand, and

persuade others. Effective and frequent communication is crucial. Some

communication skills include:

• Communicate regularly with the project team, subcontractors, customer, and

own upper management.

• A high level of communication is especially important early in the

project.

• Good oral and written communication skills.

• Spend more time listening than talking.

• Establish ongoing communication with the customer.

• Communication should be timely and honest.

• Effective communication establishes credibility and builds trust.

• Provide timely feedback to the team and customer.

• Create an atmosphere that fosters timely and open communication.

i. Interpersonal Skills

• Good interpersonal skills are essential.

• Develop a relationship with each person on the project team.

• Try to learn about the personal interests of each individual without being

intrusive.

• Should use open-ended questions and do a lot of listening.

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• Empathize with individuals when special circumstances arise.

• Maintain relationships throughout the duration of the project.

• Use good interpersonal skills to try to influence the thinking and actions of

others.

• Use good interpersonal skills to deal with disagreement.

j. Ability to Handle Stress

• Cannot panic; remain unruffled.

• Able to cope with constantly changing conditions.

• Act as a buffer between the project team and the customer or upper

management.

• Have a good sense of humor.

k. Problem Solving Skills

According to Skoyles (2011), project managers who are also leaders must have the

ability to make informed judgments where they use data and experience to draw

conclusions and make decisions that lead to the solution of problems when they arise.

Early identification of a problem or potential problem is important. Encourage project

team members to identify problems early and solve them on their own.

l. Time Management Skills

• Have self-discipline.

• Be able to prioritize.

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 CHAPTER 6

SUGGESTIONS

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 SUGGESTIONS

According to Barnes (2011), empowering of project managers is critical for

them to assume leadership position, because they do not play the roles of implementers

or managers only, but also take decisions and delegate authority. They have an

enhanced role to play in the control and distribution of resources and give them more

freedom and flexibility of action. By empowering project managers, project standards

can be enforced, discipline maintained, and all aspects of the project appropriately

monitored. Gain experience work on as many projects as you can; each project presents

a learning opportunity.

• Seek out feedback from others.

• Conduct a self-evaluation and learn from your mistakes.

• Participate in training programs.

• Join organizations, such as the project management institute.

• Read and subscribe to journals.

• Volunteer and contribute to the community or a specific cause to develop

leadership skills.

• Keep in mind learning and developments are lifetime activities there’s no finish

line

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CHAPTER 6

CONCLUSION

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 CONCLUSION

In order to increase the project performance, which is increasingly complex in

nature, it is essential for project managers to be able to use a variety of managerial

skills. The most important knowledge and skills that a project manager should have are:

planning, organizing, monitoring, control, leadership, problem solving, communication,

developing people, time management, etc.

The role of the project manager in improving the projects performance and

techniques to the organization is to control all aspects of the project and to optimize the

use of resources to produce a well designed and soundly constructed facility which will

meet the client’s requirements of function, cost, time and future operation as well as

maintenance.

Overall, how the project will shape and reach its desired goal depends upon the

skill-set of project managers and the entire systems rely heavily on his human

management qualities. It is important for the project manager to be well experienced,

qualified, and technically competent. However, it is also equally important for the

project manager to possess good communication, influencing, team building, problem

solving, conflict resolution, planning and goal setting, visioning, and human skills. The

performance of a project is measured in terms of time, cost, quality, and customer

satisfaction. The projects handled by the project manager having these skills results in

better project performance.

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 BIBLIOGRAPHY

In this chapter the reference made from textbooks, journals, newspapers and

magazines are listed. The source of the internet and websites may also have mentioned

with correct address of the site.

Books Referred: Author Name

 Basic Guide to Exporting

 Breaking Into New Markets Emerging Lessons for Export Diversification

By Richard S. Newfarmer, William Shaw, Peter Walkenhorst · 2009

 Export Marketing By B. S. Rathor · 1988 “

Websites & Search Engines.

1. www.futuresupplychains.com

1. www.bollore-logistics.com

2. www.bollore-transport-logistics.com

3. www.logisticssupplychain.org

4. www.freepatentsonline.com

5. archive.org

6. logisticsmagazine.com.au

7. www.managementparadise.com

8. www.marketingteacher.com

9. www.researchgate.net

10. www.blackwellpublishing.com
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 11. www.emeraldinsight.com

12. www.scribd.com

References

 Barnes, M. (2011). Construction project management (Construction Project

Management, London, UK).

 Bresnen, M., & Marshall, N. (2010). Cultural change in construction:

Developing the project managers role to improve project performance.

Swindon: Innovative Manufacturing Research Center.

 D. D. Gransberg. Managing Project Construction; Roles and Responsibilities of

the PM. Cost Engineering . pp.11 (2002).

 Drucker, P. F. (2010). Concept of the corporation. Boston: Beacon Press.

 Jha, K. N. (2013). Factors for the success of a construction project: An

empirical study (Doctoral thesis, Indian Institute of Technology, Delhi, India).

 J. Thomas and T. Mengel. Preparing Project Managers to Deal With

Complexity- Advanced Project Management Education. International Journal of

Project Management . 26: 304-315 (2008).

 Kwakye, A. (2012). Fast track construction (CIOB occasional paper, Chartered

Institute of Building, Ascort, UK).

 Lewis R. Ireland (2006) Project Management. McGraw-Hill Professional, 2006.

ISBN 0-07-147160-X. p.110.

 Skoyles, E. R. (2011). Project management on site. London: Mitchell

Publications.

 Teo, M., & Loosemore, M. (2011). Project management in the construction

industry. Journal of Construction Management and Economics, 19, 741-751.

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  T. Rajani Dev(2013), International Journal of Engineering Research and

Development e-ISSN: 2278-067X, p-ISSN : 2278-800X,

www.ijerd.com ,Volume 5, Issue 8, PP. 27- 29.

A-Questionnaire

1. Developing a technology is an example of

(A) Process

(B) Project

(C) Scope

(D) All of the above

2. The project life cycle consists of

(A) Understanding the scope of the project

(B) Objectives of the project

(C) Formulation and planning various activities

(D) All of the above

3. Following is(are) the responsibility(ies) of the project manager.

(A) Budgeting and cost control

(B) Allocating resources

(C) Tracking project expenditure

(D) All of the above

4. Project performance consists of

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(A) Time

(B) Cost

(C) Quality

(D) All of the above

5. Five dimensions that must be managed on a project

(A) Constraint, Quality, Cost, Schedule, Staff

(B) Features, Quality, Cost, Schedule, Staff

(C) Features, priority, Cost, Schedule, Staff

(D) Features, Quality, Cost, Schedule, customer

6. Following is(are) the responsibility(ies) of the project manager.

(A) Budgeting and cost control

(B) Allocating resources

(C) Tracking project expenditure

(D) All of the above

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 .Scope for future study

A project manager is one, who looks into the application of knowledge, skills,

tools, and techniques to plan, organize, manage and control the various project

processes. A project manager is the person who has the overall responsibility for the

successful planning and execution of a project. In most cases, a single project manager

is accountable to the success of a project and is responsible for its planning, allocating,

directing and controlling project activities. The roles and responsibilities of a project

manager differ from company to company. Jha (2013) said that the main role of a

project manager lies in the preconstruction stage where planning is the key task. Here

the main role of the project manager is the preparation of schedule in accordance with

the target, project requirement, and allocation of resources, plan review, and goal

setting. It is important to understand the role of a project manager in a company or

organization. Some role and responsibilities of a project manager are:

• To make ensure that the customer is satisfied, the work is completed in a quality

manner within the budget and time.

• To run day to day business.

• To provide leadership in planning, organizing, and controlling the work effort.

• To coordinate the activities of various

team members.

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• To motivate the team.

• To plan, control and monitor the project effectively to meet objectives within

the constraint of resources.

Photography

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