UNIT-1

BASIC CONCEPT OF PROJECT

MANAGEMENT-PROJRCT LIFE CYCLE,
PROJECT INTERFACE, PROJECT
ORGANIZATION AND PROJECT
MONITORING AND CONTROLING
• A project is a series of tasks that need to be
completed in order to reach a specific
outcome.
• A project can also be defined as a set of inputs
and outputs required to achieve a particular
goal.
• Projects can range from simple to complex and
can be managed by one person or a hundred.
• Projects are often described and delegated by
a manager or executive.
 Project life cycle

• The Project life cycle refers to the four-step

process. This is the standard project life cycle
most people are familiar with.

• The Project Life Cycle provides a framework

for managing any type of project within an
organisation.
1. INITIAL STAGE :
In the initiation phase of the project, one identify the need, problem, or
opportunity and brainstorm ways that team can meet this need, solve this
problem, or seize this opportunity.
During this step, one figures out an objective for the project, determine
whether the project is feasible, and identify the major deliverables for the
project.

Steps for the project initiation phase may include the following:
•Identifying the primary problem of project
•Identifying scope
•Identifying deliverables - Defining the product or service to provide
2. PLANNING :

In this phase, break down the larger project into smaller tasks, build your
team, and prepare a schedule for the completion of assignments.

During this phase, organization create smaller goals within the larger project,
making sure each is achievable within the time frame. Smaller goals should
have a high potential for success.
•Creating a project plan
•Creating workflow documents or process maps
• Estimating budget and creating a financial plan
•Gathering resources 
•Anticipating risks and potential quality roadblocks
3. EXECUTION :

The execution phase turns the plan into action.

The project manager’s job in this phase of the project management life cycle is
to keep work on track, organize team members, manage timelines, and make
sure the work is done according to the original plan.
1. Creating tasks and organizing workflows
2. Briefing team members on tasks
3. Communicating with team members, clients, and upper management
4. Monitoring quality of work
5. Managing budget
4. CLOSURE :
In the closure phase, provide final deliverables, release project resources, and
determine the success of the project.

Just because the major project work is over, that doesn’t mean the project
manager’s job is done there are still important things to do, including evaluating
what did and did not work with the project.
1. Analyzing project performance
2. Analyzing team performance
3. Documenting project closure
4. conducting post-implementation reviews
5. Accounting for used and unused budget
 PROJECT INTERFACES
• Demarcation between two consecutive phases
• Transitional stage between two successive phases.
Important to understand and appreciate the nature
of activities undertaken during each phase and the
kinds of transitions that are involved when the
project is moving from one phase to another.
• For example, project first two phases consist of an
intellectual exercise where one is trying to design a
facility and tries to achieve perfection in that design.
The emphasis during the execution phase shifts from
planning to execution.
• Important to realize the fundamental
difference and freeze the design before
execution starts.
• Period of transition where both kinds of
activities might be oil hand and all the
managerial skills available to the Project
Manager must be put to work to manage the
interfaces.
• Managing these interfaces pose the greatest
challenge to any Project Manager.
 PROJECT ORGANISATION

• Organisation concerns the art of grouping various tasks

into manageable sections, departments, divisions,
business groups, etc.
• So that individual managers can be assigned
responsibilities for overseeing the functions of a group;
and the overall objective of the organization are smoothly
achieved.
• Objective of any organisation is to achieve a high degree
of co-ordination.
• Any project constitutes interactions of a large and diverse
set of agencies having a wide variety of skill, who
contribute their efforts towards the realisation of the
project.
• Organization is require for undertaking the
diversity and complexity of activities together
with its uniqueness and a time bound plan for
execution.
• A key to the success of a project lies in the
ability to achieve a very high degree of
integration of the efforts of different agencies
involved in a project.
• A properly designed project organization
chart is essential to project success.
• Project organisation is created when the
project is big in size and subject to high
standards of performance.
• A project organisation is solely responsive to
the planning, design, development,
production, evaluation, and support of a single
system or product.
 Project Monitoring and Control
• 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 identified in a timely manner and
corrective action can be taken, when necessary, to
control the execution of the project.”
• The project is being monitored and controlled by
implementing the appropriate level of oversight and
corrective action.
• The project is observed and measured regularly of
variances of cost, schedule and scope, and that risks
and issues are continually monitored and corrected as
needed.
• The main purpose of monitoring and controlling
activities is to be proactive in finding issues ahead of
time and taking corrective action. 
• Corrective action can require revisiting Planning
Process Group and updating the Project Management
Plan as needed with the ultimate goal of bringing the
project back in line with project objectives and
constraints and improving future execution to avoid
repeating the same issues.
 Monitoring and Control Processes

• Monitoring and Controlling Project Work

• Integrated Change Control
• Scope Verification
• Scope Control
• Schedule Control
• Cost Control
• Performing Quality Control
• Managing the Project Team
• Performance Reporting