Meaning:

PROJECT
“an individual or collaborative enterprise that is
carefully planned to achieve a particular aim”
Definition:
A project is defined as a “temporary endeavor with
a beginning and an end and it must be used to
create a unique product, service or result”. Further,
it is progressively elaborated. What this definition
of a project means is that projects are those
activities that cannot go on indefinitely and must
have a defined purpose.
 PROJECT CHARACTERISTICS
• A project is not normal day to day activity undertaken
by organization rather it is specific, non-routine
activity of varying time frame and impact viability of
the business in the long run. A typical project has
following characteristics:
• Timeline: A project has a definite timeline with
measurable starting and end point.
• Resources: A project has limited resource of capital
and manpower.
• Tools: Special type of tools and techniques are used
for project management (Gantt Charts, etc.)
• Team: Project management requires diverse team
stretching across departments and functions.
 PROJECT MANAGEMENT
• Project management is the practice of initiating,
planning, executing, controlling, and closing t
he work of a team to achieve specific goals
and meet specific success criteria at the
specified time. The primary challenge
of project management is to achieve all of
the project goals within the given constraints.
 Definitions
• Association for Project Management (UK’s largest professional body for
project managers), 2004: Projects are unique, transient endeavours
undertaken to achieve a desired outcome.
• Project Management Institute (world’s largest professional association),
2004: A project is a temporary endeavour undertaken to create a unique
product, service or result.
• British Standard 6079, 2000: A unique set of coordinated activities, with
definite starting and finishing points, undertaken by an individual or
organisation to meet specific performance objectives within defined
schedule, cost and performance parameters.
• PRINCE 2 2009 (Projects in Controlled Environments – UK government
standard for project management), A management environment that is
created for the purpose of delivering one or more business products
according to a specified business case. And: A temporary organisation that
is needed to produce a unique and predefined outcome or result at a given
time using predetermined resources.
• Project Management Association of Japan, 2005: A project refers to a value
creation undertaking based on a specific mission, which is completed in a
given or agreed timeframe and under constraints, including resources and
external circumstances.
 Importance of project Management
• 1. Strategic Alignment
• 2. Leadership
• 3. Clear Focus & Objectives
• 4. Realistic Project Planning
• 5. Quality Control
• 6. Risk Management
• 7. Orderly Process
• 8. Continuous Oversight
• 9. Subject Matter Expertise
• 10. Managing and Learning from Success and
Failure
 OBJECTIVES OF PROJECT
MANAGEMENT,
1. The successful development and implementation
of all project’s procedures.
2. Productive guidance, efficient communication
3. The achievement of the project’s main goal
within the given constraints.
4. Optimization of the allocated necessary inputs
5. Production of a complete project which follows
the client’s exclusive needs and objectives.
 Project Management Tools

• Organizing Workflow & Planning

• Communication
• Scheduling
• Time management
• Finance & Accounting
 PROJECT MANAGER DUTIES:
• Develop a project plan
• Manage deliverables according to the plan
• Recruit project staff
• Lead and manage the project team
• Determine the methodology used on the project
• Establish a project schedule and determine each
phase
• Assign tasks to project team members
• Provide regular updates to upper management
 Role and Responsibilities of Project
Manager
• Planning and Defining Scope
• Activity Planning and Sequencing
• Resource Planning
• Developing Schedules
• Time Estimating
• Cost Estimating
• Developing a Budget
• Documentation
• Creating Charts and Schedules
• Risk Analysis
• Managing Risks and Issues
• Monitoring and Reporting Progress
• Team Leadership
• Strategic Influencing
• Business Partnering
• Working with Vendors
• Scalability, Interoperability and Portability
Analysis
• Controlling Quality
• Benefits Realisation
 Determinants of Project Success

• Smart People
• Smart Planning
• Open Communication
• Careful Risk Management
• Strong Project Closure
Project Characterstics
 CLASSIFICATIONS
OF PROJECTS
• Every Project is different. Projects can be
classified on several different points. The
classification of projects in project
management varies according to a number of
different factors such as complexity, source of
capital, its content, those involved and its
purpose. Projects can be classified on the
following factors.
1.ACCORDING TO COMPLEXITY:
• Easy
• Complicated
• 2. ACCORDING TO SOURCE
OF CAPITAL:
• Public
• Private
• Mixed
3.ACCORDING TO PROJECT CONTENT:
• Construction
• IT
• Business
• Service or product production
4. ACCORDING TO THOSE
INVOLVED:
• Departmental
• Internal
• Matriarchal
• External
5. ACCORDING TO ITS OBJECTIVE:
• Production
• Social
6. EDUCATIONAL: ORIENTED AT THE
EDUCATION OF OTHERS.
• Community
• Research
SCOPE OF PROJECT
MANAGEMENT
 Top 10 Most Influential Projects in
India
1 Aadhaar
2 Delhi Metro
3 Operation Flood
4 Project Tiger
5 Aryabhata
6 Cochin International Airport
7 Chandrayaan-1
8 Indica
9 Kurnool Ultra Mega Solar Park
10 The Lotus Temple
2570 BC: The Great Pyramid of Giza Completed
The Pharaohs built the pyramids, and today, archaeologists still argue about how they achieved this
feat. Ancient records show there were managers for each of the four faces of the Great Pyramid,
responsible for overseeing their completion. We know there was some degree of planning, execution
and control involved in managing this project.

208 BC: Construction of the Great Wall of China

Later still, Qin Shi Huang, the first emperor of a unified China under the Qin Dynasty (221BC-206BC),
built another wonder of the world. The emperor ordered millions of people to finish this project.
According to historical data, the labour force was organised into three groups: soldiers, ordinary
people and criminals.

1917: The Gantt chart Developed by Henry Gantt (1861-1919)

One of the forefathers of project management, Henry Gantt, is best-known for creating his self-
named scheduling diagram, the Gantt chart. It was a radical idea and an innovation of worldwide
importance in the 1920s. One of its first uses was on the Hoover Dam project started in 1931. Gantt
charts are still in use today and form an essential part of the project managers' toolkit.

1956: The American Association of Cost Engineers (now AACE International) Formed
Early practitioners of project management and the associated specialities of planning and
scheduling, cost estimating, cost and schedule control formed the AACE in 1956. It has remained the
leading professional society for cost estimators, cost engineers, schedulers, project managers and
project control specialists since. AACE continued its pioneering work in 2006, releasing the first
integrated process for portfolio, programme and project management with their Total Cost
Management Framework.

1957: The Critical Path Method (CPM) Invented by the Dupont Corporation
Developed by Dupont, CPM is a technique used to predict project duration by analysing which
sequence of activities has the least amount of scheduling flexibility. Dupont designed it to address
the complex process of shutting down chemical plants for maintenance, and then with the
maintenance completed, restarting them. The technique was so successful it saved the corporation
$1 million in the first year of its implementation.
1958: The Program Evaluation Review Technique (PERT) Invented for the
U.S. Navy's Polaris Project
During the Cold War, the United States Department of Defense's US Navy Special
Projects Office developed PERT as part of the Polaris mobile submarine-launched
ballistic missile project. PERT is a method for analysing the tasks involved in
completing a project, especially the time needed to complete each task and
identifying the minimum time required to complete the total project.
1962: United States Department of Defense Mandate the Work Breakdown
Structure (WBS) Approach
The United States Department of Defense (DOD) created the WBS concept as part
of the Polaris mobile submarine-launched ballistic missile project. After completing
the project, the DOD published the work breakdown structure it used and mandated
the following of this procedure in future projects of this scope and size. WBS is an
exhaustive, hierarchical tree structure of deliverables and tasks that need to be
performed to complete a project. Later adopted by the private sector, the WBS
remains one of the most common and valuable project management tools.
1965: The International Project Management Association (IPMA) Founded
IPMA was the world's first project management association, started in Vienna by a
group as a forum for project managers to network and share information.
Registered in Switzerland, the association is a federation of about 50 national and
internationally oriented project management associations. Its vision is to promote
project management and to lead the development of the profession. Since 1965,
IPMA has grown and spread worldwide, with over 120,000 members in 2012.
1969: Project Management Institute (PMI) Launched to Promote the Project Management
Profession
Five volunteers founded PMI as a non-profit professional organisation dedicated to advancing
project management practice, science, and profession. The Commonwealth of Pennsylvania
issued Articles of Incorporation for PMI in 1969, which signified its official start. PMI held its
first symposium in Atlanta, Georgia, attended by 83 people during that same year. Since then, the
PMI has become best known as the publisher of 'A Guide to the Project Management Body of
Knowledge (PMBOK)', considered essential tools in today's project management profession. The
PMI offers two levels of project management certification, Certified Associate in Project
Management (CAPM) and Project Management Professional (PMP)

1975: PROMPTII Method Created by Simpact Systems Limited

The development of PROMPTII was in response to an outcry that computer projects were
overrunning on time estimated for completion and original budgets as set out in feasibility
studies. It was not unusual to experience factors of double, treble or even ten times the original
estimates. PROMPTII was an attempt to set down guidelines for the stage flow of a computer
project. In 1979, the UK Government's Central Computing and Telecommunications Agency
(CCTA) adopted the method for all information systems projects.

1975: The Mythical Man-Month: Essays on Software Engineering by Fred Brooks

In his book on software engineering and project management, Fred Brooks's central theme is that
"Adding manpower to a late software project makes it later." This idea is called Brooks's law. The
extra human communications needed to add another member to a programming team is more
than anyone expects. It naturally depends on the experience and sophistication of the human
programmers involved and the quality of available documentation. Nevertheless, no matter how
much experience they have, the extra time discussing the assignment, commitments and technical
details and evaluating the results becomes exponential as more people get added. These
observations are from Brooks's experiences while managing the development of OS/360 at IBM.
1984: Theory of Constraints (TOC) Introduced by Dr Eliyahu M. Goldratt in his Novel "The Goal"
TOC is an overall management philosophy that is geared to help organisations continually achieve their goal. The
title comes from the view that any manageable system is limited in achieving more of its goal by a small number of
constraints, and there is always, at least, one constraint. The TOC process seeks to identify the constraint and
restructure the rest of the organisation by using Five Focusing Steps. The methods and algorithms from TOC went on
to form the basis of Critical Chain Project Management.
1986 Scrum Named as a Project Management Style
Scrum is an agile software development model based on multiple small teams working in an intensive and
interdependent manner. In their paper, 'The New New Product Development Game' (Harvard Business Review,
1986), Takeuchi and Nonaka named Scrum as a project management style. Later they elaborated on it in 'The
Knowledge Creating Company' (Oxford University Press, 1995). Although Scrum is intended to manage software
development projects, it can be used to run software maintenance teams or as a general project and programme
management approach.
1987: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Published by PMI
First published by the PMI as a white paper in 1987, the PMBOK Guide was an attempt to document and standardise
accepted project management information and practices. The first edition was published in 1996, followed by a
second in 2000 and a third in 2004. The guide is one of the essential tools in the project management profession
today and has become the global standard for the industry.
1989: Earned Value Management (EVM) Leadership Elevated to Undersecretary of Defense for Acquisition
The PMBOK Guide of 1987 outlines Earned Value Management (EVM) subsequently expanded on in later editions.
Although the earned value concept has been around on factory floors since the early 1900s, it only came to
prominence as a project management technique in the late 1980s early 1990s. In 1989, EVM leadership was elevated
to the Undersecretary of Defense for Acquisition, thus making EVM an essential part of programme management and
procurement. In 1991, Secretary of Defense Dick Cheney cancelled the Navy A-12 Avenger II Programme because of
performance problems detected by EVM.
1989: PRINCE Method Developed From PROMPTII
Published by the UK Government agency CCTA, PRojects IN Controlled Environments (PRINCE) became the UK
standard for all government information systems projects. A feature of the original method, not seen in other
methods, was the idea of 'assuring progress' from three separate but linked perspectives. However, the PRINCE
method developed a reputation for being too unwieldy, rigid, and applicable only to large projects, leading to a
revision in 1996.
1994: CHAOS Report First Published
The Standish Group collects information on project failures in the Information Technology (IT) industry, intending to make
the industry more successful, showing ways to improve its success rates and increase the value of IT investments. The
CHAOS report is its biennial publication about IT project failure.
1996: PRINCE2 Published by CCTA
OGC considered an upgrade to PRINCE in order, and the development was contracted out but assured by a virtual committee
spread among 150 European organisations. Initially developed for Information Systems and Information Technology projects
to reduce cost and time overruns, the second revision became more generic and applicable to any project type.
1997: Critical Chain Project Management (CCPM) Invented
Developed by Eliyahu M. Goldratt, Critical Chain Project Management is based on methods and algorithms drawn from his
Theory of Constraints (TOC) introduced in his 1984 novel titled, 'The Goal'. A Critical Chain project network will keep the
resources levelly loaded, but need them to be flexible in their start times and switch quickly between tasks and task chains to
keep the whole project on schedule.
1998: PMBOK Becomes a Standard
The American National Standards Institute (ANSI) recognised PMBOK as a standard in 1998, and later that year, the Institute
of Electrical and Electronics Engineers (IEEE).
2001: The Agile Manifesto Written
In February 2001, 17 software developers met at The Lodge, Snowbird, Utah resort to discuss lightweight software
development methods. They published the Manifesto for Agile Software Development to define the approach now known by
the same name. Some of the manifesto's authors formed the Agile Alliance, a nonprofit organisation promoting software
development according to the manifesto's twelve core principles.
2006: "Total Cost Management Framework" Release by AACE International
Total cost management is the name given by AACE International to a process for applying the skills and knowledge of cost
engineering. It is also the first integrated process or method of portfolio, programme and project management. AACE first
introduced the idea in the 1990s and published the whole process presentation in the 'Total Cost Management Framework'.
2008: 4th Edition of PMBOK Guide Released
The fourth edition of the guide continues the PMI tradition of excellence in project management with an easier-to-understand
and implement the standard with improved consistency and greater clarification. The updated version has two new processes,
not in the previous versions.
2009: Major PRINCE2 Revision by Office of Government Commerce (OGC)
A significant revision has made the method more straightforward and easily customisable, a frequent request from users. The
updated version has seven basic principles (not in the previous version) that contribute to project success. Overall, the
updated method aims to give project managers better tools to deliver projects on time, within budget, and with the right
quality.
2012: ISO 21500:2012 Standard for Project Management Released
In September 2012, the International Organisation for Standardisation published "ISO 21500:2012, Guidance
on Project Management". The standard is designed for any organisation. It is the result of five year's work by
experts from more than 50 countries. These include public, private or community groups and any project,
regardless of complexity, size and duration.
2012: 5th Edition of PMBOK Guide Released
The fifth edition of the guide, published in December 2012, provides guidelines, rules and characteristics for
project management recognised as good practice in the profession. The updated version introduces a 10th
knowledge area called 'Project Stakeholder Management' and includes four new planning processes.
2017: PRINCE2 Second Major Revision by AXELOS
PRINCE2's ownership changed to AXELOS in 2013, which published the methods next major update in 2017.
The new guidance focuses on scalability and flexibility. The 2017 update clarifies the bare minimum for a
project to qualify as PRINCE2. It then shows examples, hints and tips about how to adjust these core principles
to your project.
2017: 6th Edition of PMBOK Guide Released
This update reflects good practices in project management. New to the sixth edition, each knowledge area
contains a section entitled Approaches for Agile, Iterative and Adaptive Environments, describing how these
practices integrate into project settings. It also emphasises strategic and business knowledge, including
discussion of project management business documents, information on the PMI Talent Triangle and the
essential skills for success today.
2018: PRINCE2 Agile
PRINCE2 Agile is a tailored form of PRINCE2, suitable for Agile projects that use Kanban, Scrum or a similar
Agile system in their delivery layer. It adds a management and governance layer to the relatively simple Agile
methods focused on the delivery layer.
2021: 7th Edition of PMBOK Guide Released
This latest edition addresses project practitioners' current and future needs and helps them be more proactive,
innovative and agile in enabling desired project outcomes. The critical change in this edition reflects the full
range of development approaches, providing an entire section devoted to tailoring the development approach
and processes
With globalisation come ever more significant challenges and the need for increased
speed-to-market with products and services. Projects become larger, more complex and
increasingly challenging to manage. Teams are more diverse and spread across the
world. Cost pressures push work offshore to low-cost countries, which itself presents
several issues. The world is changing, and project management will need to change
with it.
Undoubtedly, new techniques and better practices will arise as we push the boundaries
of what is possible and new challenges face us. Human need drives us forward to a
better future, and with it will come improvements in the way we manage projects.
When and where these developments will happen is uncertain, but they will happen.
 Categories of Project
• In project management, there are many categories that
need to plan as well while planning the project. You will
see each category in detail that how we can define the
categories of the project. You will see categories like scope
and significance, type of the project, level of technology,
size, and scale of operations, ownership, and control,
implementations, and purpose of the project are generally
used categories.
• If you’re planning a project and want to implement then
you can consider these categories. Projects are often
categorized on the basis of their scope, size, speed of
implementation, location, type, and technology. The
project can be classified on the grounds of the following.
Scope and Significance :
The projects are generally classified on the basis of coverage and magnitude of their operations.
So on the basis of scope projects can be National or International.
1.National Projects –

2.International Projects –
Type
According to the type, projects can be industrial and non-industrial.
1.Industrial

2.Non-Industrial

Level of Technology :
Technology plays a significant role in managing projects. Projects can be sub-divided into four
categories on the basis of technology. These are as follows.
• Conventional Technology Projects
• Non-Conventional Technology
• High-Tech Project
• Low Investment Projects
Size and Scale of Operations :
On the basis of size and scale of operations, projects can be large scale, medium scale, and small
scale.
•Small Scale Projects
•Medium Scale Projects
•Large Scale Projects

Ownership and Control :

Projects can be divided into 3 categories according to their governance.
•Public Sector Projects
•Private Sector Projects
•Joint Sector Projects –
Speed of Implementation :
According to the speed of implementation, projects can be normal, crash, and disaster projects.
•Normal Projects
•Crash Projects
•Disaster Projects

•Purpose :
There is always a purpose for everything. So, the projects are classified according to purpose as
follows.
•Rehabilitation Projects
•Balancing Projects
•Maintenance Projects
•Modernization Projects –
Others :
Some other types of projects are as follows.
1.Capacity Expansion Projects
2.Employees Welfare Project