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Project Management SUBMITTED BY : Prasad Sandaruwan Fernando (09/12/DIPM/116) SUBMITTED FOR : G.Sekar 3/13/2010
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Abstract
Project management is a process that uses to obtain target by group of people with constraints
like time budget, time and cost. Sometimes project management is conflated with program
management. However program is actually higher level construct where project isn’t.
Project Management is a practice which is used since early civilization. Till about 1900 civil
engineering projects were managed by the engineers them selves. But around 1950
organizations and companies started systematically started using project management
techniques and tools.
1950 is considered as the modern project management era. Project management became
organized as distinct principle rose from management discipline. In United States of America
projects were managed on ad hoc basis using mostly Gantt charts.
After 1950 as project scheduling models were being developed, technology for project cost
estimation, cost management, and engineering economics was evolving with pioneering work
by Hans Lang and others. As time evolves American Association of Cost Engineers (ACCE
International) the association of advancement of cost engineering was formed. ACCE continued
its work for a long time and in 2006 released the first integrated process for portfolio, program
and project management.
The International Project Management Association (IPMA) was found in Europe in 1967, as a
federation of several project management associations. IPMA maintains its federal structure
today and now its spread all around the world
In Sri Lanka almost all the companies use project management to manage their projects. And
because of the project management most of the projects were successful and requirements
were fulfilled successfully.
Key Words - Project management, Cost estimation, Time constraints, Project manager,
PRINCE2, Quality planning, Cost planning, Time planning.
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Acknowledgements
This project (Documentation) presents the maximum effort of me and I should thank and
express the gratitude among the following:
Lecturer : G. Sekar
IT Resource : Technical Staff
And special thanks should be given to
All My Friends and My Colleagues
AND
All the Staff Members of
London Business School
Thank You!
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List of Chapters
Chapter 01: Question 01 …………………………………………………………………………………………………06
Chapter 02: Question 02 …………………………………………………………………………………………………09
Chapter 03: Question 03 …………………………………………………………………………………………………12
Chapter 04: Question 04 …………………………………………………………………………………………………15
Chapter 05: Question 05 …………………………………………………………………………………………………19
Chapter 06: Question 06 …………………………………………………………………………………………………22
Chapter 07: Question 07 …………………………………………………………………………………………………24
Chapter 08: Question 08 …………………………………………………………………………………………………28
Chapter 09: Conclusion …………………………………………………………………………………………………33
Chapter 10: References …………………………………………………………………………………………………34
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Introduction
This documentation presents few questions and answers for those questions. These questions
are project management related problems and answers given here are in the aspect of project
management. And within the answers most of the project management techniques and project
management tools are discussed.
The main questions in the project as shown below;
What is a project?
Explain the differences between line management and Project Management in an
organization
What are the three phases of Project Management?
Explain the role of Project Manager in Project Management and his importance.
What are the stake holders in Project Management?
Explain their significance in Project Management
What is WBS?
What is PRINCE2 project? Explain with an Example.
Explain Time planning, Cost planning, Quality planning and it’s importance in project
management
Answers to above questions are given by researching more about the facts and by looking in to
the internet and also other available resources and no copy paste has been done and maximum
effort has been given in order to prevent plagiarism when using the ideas of others.
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Chapter 01: Question 01
This is the first question of the project and the question is as follows;
1.0 What is a Project?
1.1 Available definitions
There are lots of definitions given for the term project. But there is not rule for the definition of
the project. But there should be some specific words which are necessary in conclude when
defining the term “Project”.
In the book PMBOK (Project Management Body of Knowledge) the project is defined as follows;
“A project is a temporary endeavor undertaken to create a unique product, service or result.”
In the book “Project management” written by Harvey Mayor the definition for project is given
as follows;
“A non repetitive activity which is augmented by characteristics like goal oriented, has particular
set of constraints, and the output is measurable”
Each definition is correct give out the exact meaning of the word “Project” but in this
documentation a very detailed definition is presented and characteristics are explained well.
1.2 Project Definition
Project is a sequence of tasks planned from beginning to the end, bounded by time, resources
and required results, and has a defined outcome or “deliverables” which is constrained by a
deadline and a budget. And the budget causes the limitations like number of people working,
supplies and capital.
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1.3 Explanation
The above definition is most successful definition which can be given for the word “Project” and
now let us discuss about the definition in detail.
1.3.1 Resources
In the definition it is stated that it is bounded by the resources. In this chapter we are going to
look at the fact “what are the resources?”
The resources in a project are given as follows;
Time
People
Money
Equipment
Facilities
Project contain limited number of resources and throughout the project each resource must be
used very carefully
1.3.2 Project Elements
Project elements are very important for a project to succeed and in the definition we have
stated the project elements. But if we look at the elements, we can observe the following
Well defined goal
Expectation of time commitment
Underlying cost to achieve
Described plan of achievements
Listing of goal’s major sub elements
Description of risks or unknown factors
Success measurement techniques
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1.3.3 Project phases
In a project there are many phases. And each project each phase is carried out sequentially.
And below are the main phases of a project.
Conceptualization/Initiation
Feasibility study
Preliminary planning
Detailed planning
Execution
Testing
Termination
But addition to the above project phases more project phases are added or removed according
to the methodologies that is being followed.
1.4 Summery
The question was what project management is, and in the above chapter detailed definition
and some key factors are presented for better explanation.
In the chapter 1.2 the definition of the project is given and it is not copied from anywhere but
it’s created for the documentation. In the chapter 1.3 it is defined and more factors and
explanations are given to add up to the definition. In chapter 1.3.1 resources are defined and in
chapters 1.3.2 and 1.3.3 project elements and phases are described.
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Chapter 02: Question 02
This is the second question of the project and the question is given as below;
2.0 Explain the differences between line management and project
management in an organization.
2.1 Project Management
Project management is a carefully planned and organized effort to accomplish a specific one
time objective, For example, a new software system for a company or construct a building for a
company. Project management includes a developing a project plan, which includes defining
project goals and objectives, identifying tasks and how the goals will be achieved, quantifying
the resources needed, and determining budgets and timelines for completion. It also includes
managing the implementation of the project plan along with operating regular ‘controls’ to
ensure that there is accurate and objective information on ‘performance’ relative to the plan,
and the mechanisms to implement recovery actions where necessary.
In project management tasks are done sequentially and it has a life cycle. In a life cycle each
task is done only once. If the task wanted to be performed again, another new life cycle has to
be performed.
2.2 Line Management
Line management is the work in business to administrate the enterprise activities that
contribute directly to the output of product or services, for example in a corporate hierarchy a
line manager will hold the authority over a vertical product line or chain of command. They are
charged with meeting corporate objectives in a specific functional area or line of business.
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Line management is the oldest and least complex management structure. Line management
structures are usually organized along functional lines, although they increasingly undertake a
variety of cross functional duties such as employee development or strategic development.
2.3 Project Management Vs Line Management
Project Management Line Management
Project Management has limited life time Line management is ongoing repetitive
process and with no concept of beginning or
ending.
Goes through life cycle of proposal, approval,
scheduling, implementation, completion
It is responsible for managing the status quo.
It operate within structure which exist only for
the life of the project
The authority is predefined by the
management structure of the company.
It is about innovation For example – “maintenance” , in the sense it
would be maintenance of functionality of
computer systems within the company
Project management involves very high risk
complex processes with new concepts and
technologies
Example – implementation of new computer
system in a company
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NOTE -
Usually project managers are also line managers, which means they are line managers of some
department in the company and also they manage projects which might involve other
department staff and resources for the duration of the project.
2.4 Summery
The question in this chapter was about the differences between project management and line
management
In the chapter 2.1 project management is described briefly. By that we can get a high level idea
about the subject project management
In the chapter 2.2 line management is described. A high level idea of the subject is presented in
this specific chapter.
In the chapter 2.3 line management and project management is compared and the differences
are stated very clearly.
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Chapter 03: Question 03
This is the third question of the project and the question is given below.
3.0 What are the three phases in project management?
3.1 Project Management Phases
There are many theories which have been used for better results in project management. In
those theories they have introduced different theories for maximum output from the project.
There are many stages in a project. Mainly there are initiation, analysis, proposal, justification,
agreement, start-up, execution, completion, handover, review, feedback. For better
understanding and to ease the project management all the stages mentioned above has
grouped in to 3 main phases.
3.2 Phases
Figure 1: Phases of Project Management
Do it
Develop it
Design it
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Above phases are the major phases in project management. And it cannot be stated that one
phase is more important than the other phase.
3.3 Elaboration
Now let us look at the meaning of each phase in project management
Design it - First the initiation of the project has been done in this phase, then critical analysis is
done to find out if the project will survive if it starts to execute. Prototypes and models have
been implemented for the approval of the final project and work is prioritized according to the
importance.
Do it - The project implementation is started with the use of the prototypes and models which
are created in above phase.
Develop it - prototypes are used and solid system is implemented step by step in this phase.
The improvements have been done and back check is done. If the project is about something
like software maintenance is done for period of time (Warranty period).
3.4 Task Distribution
Phase Task
1 Design it Conceptualization, Analysis, Proposal, Justification, Agreement
2 Do it Start up, Execution, Completion, Handover
3 Develop it Review, Feedback
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3.5 Issues Analysis
Phase Key issues Fundamental questions
1 Design it Organizational strategy, traditions,
key features, goal classification,
planning, modeling/prototyping,
justification
What is to be done? , how it is done?
, why it is to be done? , Who will be
involved? , When can it start and
finish?
2 Do it Organization, control, problem
solving, decision making,
leadership
How should the project be managed
in each day?
3 Develop it Process evaluation, evaluate the
outcomes, future developments and
changes.
How can the management process be
improved?
3.6 Summery
In this chapter the question was “what are the phases of project management?”
In the chapter 3.1 very brief description is given about the project management phases and
why the phases have divided.
In the chapter 3.2 main 3 phases of project management is shown in a figure for better
understanding
In the chapter 3.3 a brief description is given about the main phases of project management
In the chapter 3.4, all the tasks in a project are distributed among the main phases.
In the chapter 3.5, all the issues in project management is discussed and divided among the
three phases in project management.
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Chapter 04: Question 04
This is the fourth question of the project and the question is given below.
4.0 Explain the role of project manager in project management and his
importance.
4.1 Project Manager
In a project/ in a process of project management the most important role is project manager.
Project manager should have many special qualities in order to make the project successful. In
this chapter we are discussing the project manager’s role, importance and qualities in detail.
4.2 Role of Project Manager
Project manager involve in many tasks in a project. Among those tasks the below are the main
tasks.
Integration Management - This is developing and managing the direction of the project
Scope Management - this includes planning, defining, and managing the scope of the
project.
Time and Cost Management - This covers developing a schedule, allocating resources
and managing funds for the project.
Quality Management - This involves taking care of the quality of the process in
question such that it meets or even exceeds various quality parameters set earlier.
Human Resource Management - A manager needs to take care of his team encourage
and motivate them and make sure team moves in right direction.
Communication Management - The manager needs to prepare communication plan
and make sure that there is a healthy communication, both horizontally and vertically.
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Risk Management - Various risks involved in a project should be identified and a
mitigation and contingency plan needs to be developed to ensure that the project is not
derailed at any point.
Procurement Management - Various materials needed during the project need to be
procured and managed with the vendors and suppliers for successful completion of the
project.
And the project manager has set of needs which need to be fulfilled. These needs make the
project successful and also this causes the satisfaction of the project team
Task Needs + Team Needs + Individual Needs
4.2.1 Task Needs
Attaining team objectives
Planning work
Allocating resources
Defining tasks
Assigning responsibility
Controlling and monitoring quality
Scrutinizing process
Checking performance
4.2.2 Team Needs
Appointing secondary leaders
Building and upholding team spirit
Setting standards and maintaining regulation
Training the team
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Setting up systems to facilitate communication with the team
Developing work method to craft team function cohesiveness
4.2.3 Individual Needs
Developing the individual
Balancing team needs and task needs
Balancing team needs and individual needs
Performance appreciation and rewards
Helping the other team members’ personal problems
4.3 importance of A Project Manager
A project manager is usually responsible for the success or the failure of the project. They first
need to define the project and build the project plan. If the scope of the project not very clear,
or the project is executing poorly the manager is held accountable. However, this does not
mean that the manager does all the work by himself. There is an entire team under the project
manager, which help to achieve all the objectives of the project. However if something goes
wrong, the project manager is ultimately accountable.
Apart from this depending on the size and the complexity of the project, they may need to take
on multiple roles. The project manager may need to assist with gathering business
requirements or may prepare project documentation. They may work fulltime on large projects
or may work part time on various projects of smaller nature or may alternatively handle various
projects as well as handle other responsibilities like business analysis and business
development.
At times they may have accountability but not authority. For example, he or she may be using
certain resources but might not have direct control over those resources, at such times, the
manager might find certain limitation over task execution, which might not take place as they
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might have liked. Not having direct control over the state of finances and finance allocation
might cause ambiguity.
In order to be successful, the project manager must be given support and authority by senior
management.
4.4 Summery
The question in this section was about the importance of a project manager in project
management and his/her role in the project
In the chapter 4.1 a very brief description is given about the project manager
In the chapter 4.2 role of a project manager is discussed in this chapter the main responsibilities
of the project manager is discussed.
In the chapter 4.3 the importance of the project manager is discussed. And in here the role of
the project manager is explained. And the authority of the project manager is explained.
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Chapter 05: Question 05
This is the fifth question of the project and the question is as follows
5.0 What are the stakeholders in project management? Explain their
significance in project management.
5.1 Stakeholder
If we consider the original meaning of the term stakeholder, this would infer a person or group
of people having a stake or share in something, predominantly, in the past, a financial stake or
share. Modern use of this term, particularly in the field of project management, extends
beyond purely financial stakes and considers a wider remit of individuals and/or organizations
having an interest in the success of the project.
Stakeholders are affected either directly or indirectly by the activities or achievements of the
project and can be both internal (manager, employee, share holder) and external (government,
community, investor, general public).
5.2 Usual Project Stakeholders
These are the usual project stake holders in common
Project sponsors
Steering committee members
Business unit and line managers
Project team members
End users of products or services resulting from project
Contractors
Consultants supplying services to the project
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Material and product suppliers
Departments supplying resources
Infrastructure and expertise (e.g. IT and HR)
5.3 Stakeholder Identification & Analysis
In project management stakeholder analysis is very important task. By the analysis the project
manager can identify what stake holders are the most essential and what stake holders effect
the project most.
The below steps are the major tasks which use for stakeholder analysis
Identifying stakeholders – those are the people who are affected by the project, who
have influence or power over it or have an interest in its successful unsuccessful
conclusion.
Prioritize stakeholders – by prioritizing the stake holders, the project manager can get
to know who the most important stake holders are. There are mainly 4 types of
stakeholders.
o High power, high interested people
o High power, less interested people
o Low power, high interested people
o Low power, low interested people
Understanding key stake holders – project manager need to know more about the key
stakeholders. He/she needs to know how they are likely to feel or react to the project,
also how they need to be engaged in the project and how to communicate with them.
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5.4 Significance
As mentioned above stakeholders play one of the most important parts in a project. If the main
stakeholders are not satisfied the project may lead to a failure. E.g.: if a road development
project is executing, people who live in those areas are affected the most. If the people protest
against the development procedure, the project is not successful.
Therefore in managing a project very important place should be given for stakeholder analysis
and stakeholder management.
5.5 Summery
This chapter consisted of mainly two questions. They were what is a stakeholder and their
significance in project management.
In the chapter 5.1 a brief description is given about the stakeholder and the importance of the
stakeholder to the project
In the chapter 5.2 usual stakeholders in a company is described and listed
In the chapter 5.4 stake holder analysis is done and brief description is given about how the
stakeholder is identified and prioritized.
In the chapter 5.5 significance of a stakeholder is described.
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Chapter 06: Question 06
This is the sixth question of the project and the question is given below.
6.0 What is WBS?
6.1 Work Breakdown Structure
WBS is a short term for Work Breakdown Structure. It is a tool used to define and group a
project’s discreet work elements in a way that helps organize and define the total work of the
project. And it is mainly used in project management and systems engineering.
A work breakdown structure element may be a product, data, a service, or any combination. A
WBS also provides the necessary framework for detailed cost estimating and control along with
providing guidance for schedule development and control. Additionally the WBS is a dynamic
tool and can be revised and updated as needed by the project manager.
6.2 Overview
The Work Breakdown Structure is a tree structure, which shows a subdivision of effort required
to achieve an objective; for example a program, project, and contact. In a project or contract,
the WBS is developed by starting with;
the end objective and
successively subdividing it into manageable components
in terms of size, duration, and responsibility (e.g., systems, subsystems, components,
tasks, subtasks, and work packages)
Which include all steps necessary to achieve the objective.
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The Work Breakdown Structure provides a common framework for the natural development of
the overall planning and control of a contract and is the basis for dividing work into definable
increments from which the statement of work can be developed and technical, schedule, cost,
and labor hour reporting can be established.
The WBS is organized around the primary products of the project (or planned outcomes)
instead of the work needed to produce the products (planned actions). Since the planned
outcomes are the desired ends of the project, they form a relatively stable set of categories in
which the costs of the planned actions needed to achieve them can be collected. A well-
designed WBS makes it easy to assign each project activity to one and only one terminal
element of the WBS. In addition to its function in cost accounting, the WBS also helps map
requirements from one level of system specification to another, for example a requirements
cross reference matrix mapping functional requirements to high level or low level design
documents.
6.3 Summery
The question in this chapter was what work breakdown structure is.
In the chapter 6.1 a brief description is given about the work breakdown structure. And by this
a rough idea of the WBS is expressed.
In the chapter 6.3 more information is given about the Work breakdown structure and the
content of the WBS is described.
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Chapter 07: Question 07
This is the seventh question of the project and the question is given below
7.0 What is PRINCE 2 project? Explain this with an example.
PRINCE 2 is a project management methodology in a world class standard for managing
projects to a successful conclusion
7.1 Introduction
PRINCE 2 is the UK de-facto standard for project management developed by the government
and used in both public and private sectors. The acronym stands for Project in Controlled
Environments – the “2” refers to its re-launch in 1996.
Projects in Controlled Environments or PRINCE2 for short have become one of the most popular
and widely used project management methodologies around. Used by both the public and
private sectors, it has become the de-facto standard for project management in the UK.
7.2 PRINCE 2 Project Management Explained
PRINCE2 project management methodology is a process-driven project management method,
which contrasts with reactive/adaptive methods, developed by Office of Government
Commerce (OGC). PRINCE2 defines 45 separate sub-processes and organizes these into eight
processes.
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7.3 PRINCE 2 Layout
Directing the Project – directing the project is carried out by the senior management of
the project. They allocate resources and get ready for the project start
Planning the Project – in here a model of activities is provided and also sequence
duration.
Starting Up a Project – when the project received approval all the resources are
organized. This starts with the appointment of the management and assigning their
individual objectives.
Initiating a Project – this part of the process results in the overall strategy and set the
criteria against which it will eventually be judged.
Controlling a Stage – once the project activities start, this activity includes aspect of
controlling the project and ensures that the project meets the original objectives.
Managing Product Delivery – in here there are multiple teams working on different
aspects of the project, this process is crucial to ensure that each knows their
responsibilities and their interfaces with the other parts of the project, and their
activities are not omitted because they were not properly allocated.
Managing the Stage Boundaries - The Controlling a Stage process dictates what should
be done within a stage, Managing Stage Boundaries (SB) dictates what should be done
towards the end of a stage. Most obviously, the next stage should be planned and the
overall project plan, risk log and business case amended as necessary. The process also
covers what should be done for a stage that has gone outside its tolerance levels.
Finally, the process dictates how the end of the stage should be reported.
Closing a Project - This covers the things that should be done at the end of a project.
The project should be formally de-commissioned (and resources freed up for allocation
to other activities), follow on actions should be identified and the project itself be
formally evaluated.
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7.4 Example
PRINCE 2 can be used in implementation of various types of projects. Since this methodology
specially concentrates on controlled environment, mainly it is used for very complex projects.
Satellite investigation projects, nuclear experiment projects, satellite implementation projects
and other very complex projects use PRINCE 2. Sometimes software development projects use
PRINCE2.
For example – a software implementation for the navigation of a rocket/ satellite is a very good
place to use PRINCE 2 methodology.
Why?
Software development for a satellite navigation or rocket launch is a very complex process. In
here the developers and engineers have to consider the rocket’s weight, distance to travel,
time, gravitational force and many more external facts as well as internal facts like performance
of the software, response time, etc.
Therefore for the implementation of this kind of software need a controlled environment as
well as very complex procedure. Engineer, project manager and every other crew member of
the implementation should know everything about external and internal factors.
Therefore for this kind of project need very high accuracy and very good project management
methodology. And PRINCE 2 makes a perfect methodology for this kind of project.
PRINCE 2 make the control of the project easy for the project manager with the layout of the
PRINCE2 it is fairly easy for the project manager to keep in touch with the project and to know
what is happening in the project and get updated.
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7.5 Summery
In this chapter the main question was what is PRINCE2 project and the explanation of it with an
example.
In the chapter 7.1 a very brief introduction is given to the PRINCE 2 project.
In the chapter 7.2 project management is explained by the PRINCE 2.
In the chapter 7.3 project layout is described and each work in each phase is briefly explained.
In the chapter 7.4 an example is taken and it is explained with PRINCE 2. “How does the PRINCE
2 make the work easy” is explained in this chapter using the same example.
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Chapter 08: Question 08
This is the eighth question of the project and the question is given below
8.0 Explain Time planning, Cost planning, Quality Planning and its importance
in project management.
8.1 Project Triangle
Like any human undertaking, projects need to be performed and delivered under certain
constraints. Traditionally, these constraints have been listed as "quality," "time," and "cost".
These are also referred to as the "Project Management Triangle" where each side represents a
constraint. One side of the triangle cannot be changed without affecting the others. A further
refinement of the constraints separates product "quality" or "performance" from scope, and
turns quality into a fourth constraint.
8.2 Time Planning
Accurate time estimation is a skill essential for good project management. It is important to get
time estimates right for two main reasons:
Time estimates drive the setting of deadlines for delivery and planning of projects, and hence
will impact on other people’s assessment of your reliability and competence as a project
manager.
Time estimates often determine the pricing of contracts and hence the profitability of the
contract/project in commercial terms.
Often people underestimate the amount of time needed to implement projects. This is true
particularly when the project manager is not familiar with the task to be carried out.
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Unexpected events or unscheduled high priority work may not be taken into account. Project
managers also often simply fail to allow for the full complexity or potential errors and stuff ups,
involved with a project.
Time estimates are important as inputs into other techniques used to organise and structure all
projects. Using good time estimation techniques may reduce large projects to a series of
smaller projects.
8.2.1 Time Estimation
After knowing all the tasks which are involved in the project the time estimation can be started.
The main usual tasks in project which need to consider in time estimation is stated below.
Other high urgency tasks to be carried out which will have priority over this one.
Accidents and emergencies
Internal/External meetings
Holidays and sickness in key/staff stakeholders
Contacts with other customers, suppliers, family, co- workers
Other priorities and schedules (local government planning process)
Quality control rejections
Unanticipated events
8.3 Cost Planning
Cost planning is very important in project management. If the cost planning is not done
properly it may lead to a project failure. Estimating is the process of forecasting a future result
in terms of cost, based upon information available at the time. Many techniques, books and
software packages exist to help with estimating project costs. A few basic rules will also help
ensure that an accurate and realistic estimate is produced.
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8.3.1 Risks Involved
There are risks when estimating the cost for the project. Since the cost estimation is done for
the future the dollar/pound value could change. If the estimation is not done properly the
following could happen.
Estimate too high
o Losing the bid (budget approval)
o Waste money
Estimate too low
o Could loose the money on hard dollar contract
o Risk of overrunning the budget
8.3.2 Basic Approaches
There are 2 main approaches for the preparation of costing information
Ground Up Costing – The estimates of each level of WBS are compiled and added
together by each level of supervision of project hierarchy.
Top Down Costing – You are allocated a certain amount of money to complete the
project activities and this has to be split between the sub projects. The allocation is
either based on senior management estimates or through the use of target costing.
8.3.3 Refining Cost Planning
By eliminating "black box" estimates and tying cost estimates to project schedules on a one to
one basis, organizations have the opportunity to truly refine their estimates over time by
analyzing field compliance with project schedules. Finally, estimators have a tool that shifts cost
estimating from an art to a science.
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8.4 Quality Planning
8.4.1 Quality
What is quality? There are numerous definitions of quality:
"Quality is fitness for use" - J.M. Juran
"[Quality is] meeting or exceeding customer expectations at a cost that represents a value to
them." - H. James Harrington
"Quality should be defined as surpassing customer needs and expectations throughout the life
of the product." - Howard Gitlow and Shelley Gitlow
A simple layman's definition is to make sure whatever is delivered is within the quality
expectations of the organization.
8.4.2 Quality Planning
Project quality plan can be defined as a set of activities planned at the beginning of the project
that helps achieve Quality in the Project being executed. The Purpose of the Project Quality
Plan is to define these activities / tasks that intends to deliver products while focusing on
achieving customer's quality expectations. These activities / tasks are defined on the basis of
the quality standards set by the organization delivering the product.
Project Quality Plan identifies which Quality Standards are relevant to the project and
determines how they can be satisfied. It includes the implementation of Quality Events (peer
reviews, checklist execution) by using various Quality Materials (templates, standards,
checklists) available within the organization. The holding of the Quality Event is termed as
Quality Control. As an output of the various activities, Quality Metrics or Measurements are
captured which assist in continuous improvement of Quality thus adding to the inventory of
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Lessons Learned. Quality Assurance deals in preparation of the Quality Plan and formation of
organization wide standards.
8.4.3 Inputs for Quality Planning
In development of quality planning process the inputs are as follows.
Enterprise Environmental Factors - Enterprise environmental factors are any or all
external environmental and internal organizational influences on a projects success.
Organizational Process Assets - Organizational process assets are any process-related
assets which can influence the projects outcome. Assets commonly include informal or
formal quality policies, guidelines, and procedures, as well as historical databases
related to quality.
Project Scope Statement - The Project Scope Statement describes the major
deliverables, acceptance criteria for the deliverables, objectives, assumptions,
constraints, and a statement of work for the project. The Project Scope Statement
provides a basis for making future project decisions.
Project Management Plan - The Project Management Plan defines how the project is
expected to behave through the executing, monitoring and controlling, and closing
process groups. In addition, it specifies that a quality plan and philosophy will be
adopted, and it refers to other quality procedures that may be relevant.
8.5 Summery
Question in this chapter was to explain time planning, cost planning and quality planning. In the
chapter 8.1 project triangle is described. In the chapter 8.2 time planning is described. In the
chapter 8.3 cost planning is described. In the chapter 8.4 cost planning is described.
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Chapter 09: Conclusion
This documentation contains answers to specific questions. And the questions are about
project management and the discussions about good qualities of project management and
about various techniques used for that.
After all the research the conclusion is project management is most essential when it comes to
projects. To make the project successful project management techniques has to be followed.
Without project management there is a huge risk of project failure in various aspects.
And without proper project management clients also face problems mainly because of the
quality expectation and requirement expectation.
Project management help not only to control the project triangle (time, cost, quality) but also it
helps to control the project team, who are involved in the development of the project.
There are various techniques invented to manage projects. PRINCE 2 is one of the most
successful methods to do very complex projects. Still there are various other ways of doing
projects which are not discussed in this documentation.
Still many experiments are conducting to find the best method for the project management and
many methods are introducing to the world of project management. Therefore we can expect
many new ways of conducting new projects in the near future.
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Chapter 10: References
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http://www.cs.odu.edu/~cs410/whatisaproject.htm
Project Management [online]. (2001) [Accessed 12 march 2010]. Available from:
<http://en.wikipedia.org/wiki/Project_management>.
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<http://www.12manage.com/methods_pmi_pmbok.html>.
Agile work [online]. (2004) [Accessed 12 march 2010]. Available from:
<http://www.agileadvice.com/archives/2005/11/agile_work_and_1.html>.
Project phases [online]. (2003) [Accessed 12 march 2010]. Available from:
<http://www.businessperform.com/project-management/project_phases.html>.
manager roles [online]. (2004) [Accessed 12 march 2010]. Available from:
<http://www.buzzle.com/articles/project-manager-roles-skills.html>
project manager role [online]. (2001) [Accessed 13 march 2010]. Available from:
<http://www.projectsmart.co.uk/role-of-project-managers.html>.
project manager role [online]. (2001) [Accessed 13 march 2010]. Available from:
<http://www.projectsmart.co.uk/role-of-the-project-manager.html>.
project management tools [online]. (2001) [Accessed 13 march 2010]. Available from:
<http://www.mindtools.com/pages/article/newPPM_07.htm>.
project stakeholders [online]. (1996) [Accessed 14 march 2010]. Available from:
<http://www.1000ventures.com/business_guide/crosscuttings/project_stakeholders.html>.
Time Estimations [online]. (2005) [Accessed 14 march 2010]. Available from:
<http://www.projectsmart.co.uk/project-management-time-estimates-and-planning.html>.
Cost Management [online]. (2005) [Accessed 14 march 2010]. Available from:
<http://www.projectsmart.co.uk/cost-management.html>.