Project Management

Chapter-1(Introduction to Project Management)

Project

*** Project
A project is a set of some interrelated activities which is design to achieve specific objective
within a specific time frame, budget, and the client's specifications. Each project has starting
point and ending point with specific objective.

The PMI has defined a project as, "A temporary endeavor undertaken to create a unique
product or service."

The British Standard (BS6079) has defined a project as, "A unique set of coordinated
activities, with definite starting and finishing points, undertaken by an individual or
organization to meet specific objectives within defined schedule, cost, and performance
parameters."

*** Program, project, task and work package

Program:

A program is the combination of some projects to achieve a common goal.

Project:
A project is a subdivision of a program. Every project has a starting point and ending point
with specific objective.

Task:

Task is defined as a unit of work within a project.

Work Package:
Work package is a sub element of a task at the lowest level in the work breakdown structure,
used to assign costs and values
*** Characteristics of a project
The project approach is adopted when the existing systems in the organization are not ready
to handle the new task. Each project has specific characteristics. These are as follows:

1. Unique Activities: Each project is considered as unique. One project is different from
another project. Each project has a set of activities that are unique.

2. Attainment of a Specific Goal: Each project has a specific goal. Organizations take up
projects to attain a specific goal. The goal may differ from project to project.

3. Specified Time: Every project has specified start date and completion date. A project
manager has to implement the project within the specific time. A project comes to a
close when it delivers the final output as per the client's requirements.
4. Interrelated Activities: A Project consists of various interrelated activities. These
activities are considered interrelated as the output of one activity becomes the input for
another activity of the project. All interrelated activities are equally important for the
completion of the project.
5. Life cycle:
Each project has a life cycle. The project life cycle consists of four phases- Conception
and selection , Planning , Implementation and Termination.

6. Resources:
Projects have limited budgets both for personnel as well as other resources.

7. Conflict: Conflict is a common matter in a project that may arise from the conflict
between limited resources and unlimited requirements of the clients.

8. Teamwork: A project can be implemented only with the help of the teamwork of a
group of people.
9. Complexity:
A project is a complex set of activities. The following complex activities are relating
to a project:
i. Technology survey
ii. Choosing the appropriate technology
iii. Procuring the appropriate machinery and equipment
iv. Hiring the right kind of people
v. Arranging the financial resources
vi. Executing the project in time
*** Objectives of a project./ three primary goals of a project.

The scope , time and cost are considered as the direct objectives of a project.

1. The scope objectives:

Scope is defined as the outcome of a project. Scope objective includes the following:
i. Specification of product or service
ii. Determination of necessary function
iii. Determination of the client desire

A project manager has to perform project tasks within the scope of that project.

2. The time objectives:

Time refers to the actual time required to complete a project. Each project has
predetermined time schedule. Another objectives of project is to complete the project
within a specified time.

3. The cost objectives:

Cost is the estimated amount of money that will be required to complete the project.
All monetary component of a project are related to the overall cost structure. Another
objectives of a project is to complete the project by the predetermined cost.

*** ‘Triple constraints`

The term ‘Triple constraints’ includes Scope , Time and Cost.

1. Scope:
Scope is defined as the outcome of a project. Scope includes the following:
i. Specification of product or service
ii. Determination of necessary function

iii. Determination of the client desire

A project manager has to performed project tasks within the scope of that
project.
2. Time:
Time refers to the actual time required to complete a project. Each project has
predetermined time schedule. A project must be completed within a specified time.
 3. Cost :
Cost is the estimated amount of money that will be required to complete the project.
All monetary component of a project are related to the overall cost structure. A
project must be completed by the predetermined cost/budget.

*** The project life cycle

The Project Life Cycle refers to a series of activities which are necessary to fulfill project
goals or objectives. The project life cycle consists of four phases- Conception and selection ,
Planning , Implementation , Termination.

The project life cycle is shown in the following figure:

Figure :Project Life Cycle

1. Conception and selection phase:

The main tasks in the conception phase are:
i. Identification of project objective
ii. Conduction of survey for gathering the project idea

The main tasks in the selection phase are:

i.Conduction of feasibility study or appraisal

ii.Considering the implementation ability of the project.
 2. Planning:
The main tasks in the planning phase are:
i. Planning relating to setting up of project organization
ii. Identification of all the work to be done
iii. Determination of resources requirement
iv. Preparation of tender document.

3. Implementation
During the implementation phase, the project plan is put into motion and the work of
the project is performed. It is important to maintain control and communication during
implementation. In this stage progress is continuously monitored and appropriate
adjustments are made. In any project, a project manager spends most of the time in
this step. During this stage progress information is being reported through regular
team meetings. Throughout this step, project sponsors and other key stakeholder
should be kept informed of the project’s status.

4. Termination:
The main tasks in the termination phase are:
i. Handing over the project output to the authority
ii. Handing over the project documentation to the authority
iii. Terminating supplier contracts
iv. Releasing project resources
v. Informing the closure of the project to all stakeholders.

*** Classification of project.

1. Quantifiable and non-quantifiable projects:

Quantifiable projects are those in which probable quantitative assessment of benefit

can be made. Projects concerned with industrial development, power generation,
mineral development fall in this category.
Non-quantifiable projects are those in which probable quantitative assessment of
benefit cannot be made. Projects involving health, education and defense are the
example of non-quantifiable project.
2. Sector based projects:

i. Agriculture and allied project.

ii. Education project

iii. Power project

iv. Industry and mining project

v. Transport and communication project

vi. Social welfare project

vii. Miscellaneous project.

3. Factor intensity oriented classification:

Based on factor intensity project can be classified as i) Capital intensive project
ii) Labor intensive project.

i) Capital intensive project :

If large investment is made on plant and machinery , the project will be termed as
capital intensive project.

ii) Labor intensive project:

Project involving large number of human resources is termed as labor intensive
project.

4. Causation oriented classification:

Based on causation, project can be classified as i) Demand based project ii) Raw
material based project.

i) Demand based project:

Demand based project is prepared to meet the demand of certain goods or

services.

ii) Raw material based project:

Raw material based project is prepared to collect raw materials from various
sources.
 5. Magnitude oriented classification:

Based on magnitude, project can be classified as i)Large scale project ii)

Small scale project.

i) Large scale project:

Large scale project is a project that requires large investment,
large plant, machinery and large number of human resources .

ii) Small scale project:

Small scale project is a project that requires small amount of capital and
small number of human resources.

6. Duration oriented classification :

i.Short -term project::
Short -term projects have a life cycle of 1 year or less than 1 year.

ii.Mid-term project:

Mid-term projects have a life cycle of more than 1year to 5 years.

iii.Long-term project:
Long-term projects have a life cycle of more than 5 years.
7. Classification based on sponsors:
i) Public project
ii) Private project
iii) Public –private partnership project

*** Non project

All the routine tasks that are performed again and again are called non-project .
This is not a true project. Each project is an one time event. But the non-project is
performed again and again.
***Quasi Project
In quasi project scope may not be understood, the deadline may be unknown or
the budget may be undetermined. Such projects are extremely difficult to manage.

Project Management
*** Project Management
Project management is a method by which a project is planned, executed and
controlled to achieve specific objective.

According to PMI, "Project Management is the application of knowledge, skills, tools,

and techniques to project activities in order to meet or exceed stakeholder needs and
expectations."

Project management is an organized effort to accomplish the project activities.

Project management includes developing a project plan that includes defining
project goals, specifying how the goals will be accomplished, what resources are
needed, and relating budgets and time for completion. It also includes implementing
the project plan, along with careful controls to ensure that the project is being
managed according to the plan.

***Difference between General management and Project management

General management Project management

1. General management is an ongoing 1. Project management is a temporary

process. process.
General management has wider 2. Project management has lower scope
scope of responsibility than the of responsibility than the general
project management. management.
General management works in the 3. Project management works in the
permanent organizational structure. temporary organizational structure.
4. The task of general management is 4. The task of project management is
repetitive. non-repetitive
5. The process of team building in 5. The process of team building in
general management is very project management is very complex.
simple.

The role of a general manager is 6. The role of a project manager is

permanent. short term oriented.

*** Significance of project management/ Importance of project

management
Project management is important for several reasons:

1. Achievement of objective:
Project management is a method by which a project is planned, executed and
controlled to achieve specific objective. Project management helps to
achieve the objective of the project.

2. Managing chaos:
Projects are naturally chaotic. The project management plays an important role to
handle this chaos.

3. Managing communication: The project manager has to establish a system by

which the information flows smoothly among all the members of the project.
It focuses on communication planning, information management and
progress reporting follow up.

4. Managing risk:
Any good project has plenty of risk. Risk is a fundamental part of any project.
However, risk needs to be managed. Project management identifies, manages and
controls the risk.

5. Managing quality:
Quality is the value of the output of a project. Project management identifies,
manages and controls quality.
6. Managing project Integration:
The project manager has to ensure integration among the various activities of a
project. Project integration is very important to achieve the goals and objectives.
Special managerial and project management skills are required to integrate the
several functions of the project.
7. Managing Contract and Procurement:

It includes selecting, negotiating and awarding orders and administrating

procurement of material & equipment.

8. Managing change
Projects always happen in an environment in which nothing is constant. Managing
change is a complex task. Project management manages the change.

9. Clearing issues
Business initiatives typically encounter by the regular issues that must be managed
to achieve the objectives.
Project management plays a critical role in identifying and clearing the various
issues.

10. Retaining and using knowledge

Various types of knowledge are required to handle the project successfully. The
project manager has to gain various knowledge which is used to manage the
project.

*** Forces that fostering project management.

There are some forces which influence the project management. These are as
follows:

1. The expansion of knowledge allows an increasing number of academic

disciplines to be used in solving problems relating to the development, production,
and distribution of goods and services.

2. The growing demand for a broad range of complex and customized goods and
services.
 3. The evolution of worldwide competitive markets for the production and
consumption of goods and services

4. Intense competition among the institution.

5. Rapid growth of technology and communication

*** TRENDS IN PROJECT MANAGEMENT

1. Achieving Strategic goals:

Now a day's project management is used to achieve the strategic goal of the
organization.

2. Achieving routine goals

Project management is also used to achieve the routine goal by accomplishing the
routine task.

3. Improving project effectiveness

Project management is also used to improve the project effectiveness through
proper utilization of resources.

4. Virtual project
With the rapid increase in globalization, many projects now involve with global
team. When the team members of a project operates their activities in different
countries and different time zones then it is called virtual project. The number of
virtual project is increasing day by day.

5. Quasi project
In quasi project scope may not be understood, the deadline may be unknown or the
budget may be undetermined. Such projects are extremely difficult to manage.
*** THE PROJECT MODEL
A project model is a clear and visual description of how a project should be
carried out.

1. Inputs: Input is considered as the original needs and requirements of a

project. The original needs and requirements of a project are identified by
the project manager.

2. Constraints: The project manager has to set out the constraints. The main
constraints are time, cost and scope. In addition to these three constraints,
the following constraints have also impact on the project :

Legal, ethical, environmental, logic, activation, indirect effects etc.

The primary challenge of project management is to achieve all of the project goals

within the given constraints.

3. Mechanisms: The output of the project is achieved by the mechanism.

The main elements of the mechanism are as follows:

People, specialist, financial resources, tools and techniques, technology

4. Output: The output is a satisfied need. The output may be tangible or

intangible. The output may be in the form of:

New product, New building, changed people (Training project).

*** 7- S Framework of project management.

The 7-S framework provides a comprehensive set of issues that need to be

considered by the project manager.

1. Strategy:
Strategy is defined as the long term plan which is design by the top level
management of an organization. Strategy is an important element of the
project. The project manager has to apply various types of strategy.
2. Structure
An organizational structure is a system used to define hierarchy with in an
organization. Each project has separate organizational structure.
3. Systems
A system is a way of working or doing something which follows a fixed
plan or set of rules. The project manager has to perform his responsibilities
within a system.
4. Staff
Staff need to be selected, recruited, and then managed. The project manager
has to select the team member, recruited and then managed.
5. Skills:
Both the project manager and others employee must have skills to handle the
project properly.
 6. Style
Style refers to the way of interacting by the manager with the work
team or organization. Each project management has separate style to
direct the project team.
7. Stakeholders
Stakeholders are the individuals and groups who have an interest in the
project process or outcome.

*** Functions of project management

1. Managing project scope: Managing the project scope is an important function

of project management. Project scope means that the aims, goals, objectives
and donor of the project should be definite.

2. Managing project cost: The project manager has to manage the cost of the
project. It includes resource planning, cost estimation, cost budgeting, cash
flow planning and control.

3. Managing project time: Time and cost management are the two key critical
areas in project management, which can play as success factor in a project.
The project manager has to complete the task of the project within the
specific time period.

4. Managing human resource: It refers to the administration and management

of people working in a project. It includes human resource planning, staff
acquisition, team development and career planning.

5. Managing communication: It refers to the establishment of a system by which

the information flows smoothly among all the members of the project. It
focuses on communication planning, information management and progress
reporting follow up.

6. Managing the quality: It focuses on quality planning, quality assurance and

quality control. It is important to establish quality standards for the project.

7. Managing contract and procurement: It includes selecting, negotiating and

awarding orders and administrating procurement of material & equipment.
8. Managing risk: It is concerned with the risk identification and risk control

9. Managing project integration: It ensures that the various functions and

activities in a project should be integrated toward the same goals and
objectives. Project integration is very important to achieve the goals and
objectives. Special managerial and project management skills are required to
integrate the several functions of the project.
*** Process of project management
The process of project management is the set of some interrelated
activities that produces a specific result.
The process of project management can be divided into five phases :
1. Initiation
2. Planning
3. Implementation
4. Controlling
5. Closing process
Each phase involves a series of actions aimed at achieving a goal. The
success or failure of an activity in the series will affect other activities.
1. Initiation:
Initiation phase is the combination of conception and selection phase.
(a) Conception phase:
The main tasks in the conception phase are:

i. Identification of project objective

ii. Conduction of survey for gathering the project idea

(b) Selection phase:

In this stage a feasibility study or appraisal is conducted in
order to select a project from the project idea. Here the
implementation ability of the project is also considered.

2. Planning :
Planning is deciding in advance what will be done in the future.
The plan which is prepared for a project is called project plan.
Planning is the framework of a project. Effective project plan is
required to implement the project successfully.

The main tasks in the planning phase are:

i. Planning relating to setting up of project organization

ii. Identification of all the work to be done
iii. Determination of resources requirement
iv. Designing the information system
v. Preparation of tender document.

3. Implementation :
It is the phase of implementing the project plan. In any project, a project
manager spends most of the time in this step. A major portion of the
project budget is spent in this process. The successful implementation of
project depends on the cooperation among the project manager, the top
management and the project team.
The main tasks in the implementation phase are:

i. Setting up of project organization

ii. Collection of budgeted finance
iii. Procurement of material & equipment from the selected vendor
iv. Building a strong team
v. Distribution of authority and responsibility among the member of the team
vi. Leading the project team to implement the project.
vii. Maintaining communication with the member of the project team
viii. Ensuring integration among the various activities of the project
ix. Informing the stakeholder about the progress of the project.

4. Controlling:
Project control involves a regular comparison of
performance against the target. With the help of project
control the project manager can easily find out the deviation
and the causes of deviation. With the help of the project
control, the project manager can also take actions to remove
the deviation.
The main tasks in the controlling phase are:
i. Monitoring the performance of the project team
ii. Find out the deviation between the actual performance and the
desired performance
iii. Taking corrective action to remove the deviation
iv. Minimizing the cost overrun, time lapse and schedule lapse
v. Maintaining the overall quality of the project output
vi. Controlling the overall change

5. Closing:
Closing a project is also a major activity in the process of project
management. Every project has to come to an end after it has attained its
objectives. Closing has special significance in project management.
The main tasks in the termination phase are:
i. Handing over the project output to the authority
ii. Handing over the project documentation to the authority
iii. Terminating supplier contracts
iv. Releasing project resources
v. Informing the closure of the project to all stakeholders.

*** Project integration management

Project integration management is the process of ensuring coordination

among the functions at the various levels of the project. The main
purpose of the project integration management is to ensure coordination
among the various functions of the project. Effective integration
management is regarded as the success factor of the Project Manager.
*** Steps in project integration management

Project integration management involves:

1. Project Plan Development
2. Project Plan Execution
3. Overall Change Control

1. Project plan development

Project plan development involves examining all the processes of a
project and sequencing all the activities in a consistent and logical
manner to achieve the project objectives.
The steps involved in project plan development are:
a) Collection of data
b) Designing the Project Management Information System ( PMIS)
c) Preparing project management methodology.

a) Collection of Data :
In the process of project plan development, the project manager collects the
following data:

i) Outputs of other planning processes: The project manager considers the

outcomes of the planning processes of other areas such as scope planning,
activity definition, resource planning, cost estimation and schedule development.

ii) Historical information: Records and databases relating to past projects are used in
developing the project plan.
iii) Organizational policy: Every organization has a set of formal and informal
policies that influence the project plan development. While developing the plan,
the project manager has to consider the following policies:
policy of personnel administration, policy of financial control,
policy of hiring and firing, accounting codes, and standard
contract provisions.

iv) Stakeholder skills and knowledge: Project stakeholders contribute to the

development of the project plan. While developing the plan, the project manager
has to consider the skill and knowledge of the stakeholder.

v) Limitations: Limitations are factors that reduce the number of options the project
manager has in developing the project plan. While developing the plan, the
project manager has to consider the various limitations relating to the project.

vi) Assumptions: Assumptions are factors that the project manager considers while
preparing the project plan. The project plan is develop on the basis of some
assumptions.
 b) Designing the Project Management Information System ( PMIS):
The project manager uses the Project Management Information System
(PMIS) in order to collect, store and disseminate the information. By
supplying information the PMIS helps the project manager to develop
project plan

c) Preparing a project planning methodology :

The project planning methodology is a structured approach which is
used by the project manager to develop the project plan .The
structure can be a standard form or a pattern. Project planning
methodologies use project management software and other simple
tools.

Project plan
The project plan is a formal approved document which is used to manage
and control the execution of project. The project manager prepares the
project plan on the basis of the information obtained from the PMIS,
project planning methodology, and the stakeholders' skills and
knowledge.
The project manager distributes the project plan to all functional heads
and top management
2. Project plan execution
In the execution stage implementation activities included in the plan are
carried out. While executing the project plan, the project manager and
his team should understand the various technical and organizational
matters existing in the project and ensure that all of them are properly
coordinated. The process of project plan execution are described below:

a) Inputs for project plan execution: The organizational policies, corrective actions,
managerial skills, and product knowledge are some of the inputs that the project
manager requires to execute the project plan.
The project manager and his team must have leadership, communication,
motivation, delegation and negotiation skills to execute the project plan
successfully.

b) Work Authorization System:

This is a formal procedure that helps the project manager to assign the
project work to an individual or a group of individuals.

c) Status Review Meetings:

The entire project team meets periodically in order to review the project
status. The project manager and his team exchange information about the
execution of the project work in the status review meeting.

d) Outputs of Project Plan Execution:

Work results provide information about the output of the project. Work results
also show whether the output meet the specified quality standards and
how much costs incurred. The entire information about the execution of
the project is presented in the performance report.
3. Overall change control
Overall change control involves managing the factors that bring changes.
The project manager has to ensure that the changes are beneficial to the
project.
The success of the overall change control depends on its integrity.
The project manager studies the project plan, performance reports, and
change requests from project stakeholders before starting the overall
change control process.

Techniques in Overall Change Control

Overall change control uses several techniques like change control system,
configuration management, and performance measurement.

a) Change control system

The change control system is the system by which the project document may be
changed.

Big projects have independent boards called the change control

board(CCB) that approve or reject change requests. The powers and
responsibility of the board are well defined. If the project is very big and
complex, multiple CCBs are set up, with different responsibilities.
b) Configuration management
Configuration management is a system that is used to ensure that
description of the project product is accurate and complete.. This system
records the changes of any of the project items and confirms that the
changes are appropriate and reasonable.
c) Performance measurement
Performance measurement techniques like earned value method help the
project manager to assess whether the variances are within specified
limits or not. Earned value is a useful technique which assesses the
project performance by finding whether there is any change in scope,
cost and schedule of the project

*** Project environment

Project environment is the combination of some elements that have

impact on the activities of the project.

Project managers need to be aware about the project environment.

The project manager should identify the different aspect of the project
environment.
***Four Cs of project environment

The project environment can be explained by the four Cs. These are:

A. Complexity
B. Completeness
C. Competitiveness
D. Customer focus

A. Complexity:

Projects have become more complex for the following reasons:

1. The simplest ideas have been exploited first

2. Business is becoming more complex
3. Projects are moving toward the turnkey contracts.

B. Completeness:

The project manager has to complete the project in time. With the help
of the project team, the project manager tries to complete the project. In
order to complete the project, the project manager has to ensure
integration between or among the various activities of the project.

C. Competitiveness:

Development is an important element of a project. Modern age is the

age of competition. By using new technology and improving quality a
manager can easily increase the competitiveness of the project. At
present, time and quality are considered as the major resources of
competitiveness.

D. Customer focus:

The project management has become customer focused. The project

manager has to meet the customer expectations completely. The
project manager has to make adjustment with the changing need of
the customer.
 *** Project strategy

Strategy is a long term plan which is design by the top level management to achieve
the long term objective. Strategy is considered as the route that is design to reach
the goal.
It is a complete plan that enables firms to face the challenges of the market environment.

***Steps of project strategy process

Strategy formulation is considered as an organized process. It involves collection and conversion of

information. There are four steps involved in strategy process:
1. Organizational strategy
2. Aggregate project plan
3. Project strategy
4. Project activities

1. Organizational strategy: The top management of the firm prepares the overall organizational strategy. The
organizational strategy is prepared on the basis of the following information:
i. Organizational requirements
ii. Results of competitive analysis (strengths, weaknesses, opportunities, threats)
While preparing an organizational strategy the top management also has to consider the following
factors:
i. New entrants
ii. Changes in technology
iii. Currency fluctuation
iv. Legal changes
Organizational strategy should be prepared by considering of all the activities of the organization,
including the projects. The management should also ensure that all individuals in the organization
work towards the implementation of the organizational strategy.

2. Aggregate Project Plan: An aggregated project plan is a concise statement of all project activities.
The management has to consider the following aspects while designing the aggregate project plan:
i. Availability of manpower
ii. Level of competency of the firm
iii. Condition of technology
iv. Ability and mentality of the project team member.

The management uses the 'strategy map' as tool to choose a project that is in line with
organizational goals.
 3. Project Strategy:
After the aggregate project plan is finalized, the project manager proceeds to design a project
strategy. In designing the project strategy the project manager should consider the three key
elements: cost, quality and time. The project manager has to consider the performance and
conformance aspects of the three key elements.

When a project is completed according to the planned time, budgeted cost and budgeted quality
then it is called conformance.

When a project is completed by the shortest possible time, least cost and highest level of
quality then it is called performance.

A project strategy is considered as reliable only when the performance matches the conformance.

Performance and conformance of a project are measured in terms of cost, time and quality.

4. Project activities:
The activities of the project plays a vital role in execution of the project. Customers may demand for
a change in the output of the project while it is still in progress. This forces the project manager to
reanalyze each project activity. Therefore, firms have to maintain flexibility while designing some
key components.
Quality function deployment (QFD) is a useful tool that represents the customer requirements of a
project graphically. If the project is not as per customers' requirements, the purpose of strategy
formulation is completely lost.
. The project manager has to collect information to determine the customer attributes, project
requirements and allocation of resources.

*** Various strategy of project management

The following strategies can lead to a successful project:

1. Define goals early and keep them adaptable. ...

2. Understand the project scope. ...
3. Communicate with clients and team members. ...
4. Encourage teamwork
5. Set clear expectations
6. Manage project risks
7. Use a work breakdown structure
8. Document the process.
9. Allow for feedback
10. Celebrate milestones
11. Reinvest savings
12. Recruit better candidates
*** Role of strategy in project management.
1. Define Success:
Strategy helps to define the success of the project. There are 6 metrics by which project success is
measured: i. Scope ii. Schedule iii. Budget iv. Team satisfaction v. Customer satisfaction vi.
Quality

2. Understand the risks that could impact project’s success:

Strategy helps to understand the risks that could impact project’s success When the manager is
aware of the possible risks at the start, then the manager can manage them and prevent them from
happening.

3. Choose the right team:

Strategy helps to choose the right team of the project.

4. Finalize the project details before starting the project:

Strategy helps to finalize the project details before starting the project.

5. Set achievable milestones to track progress:

Without specific and measurable milestones, projects often run behind schedule. Strategy helps to
set achievable milestones to track progress.

6. Manage the project’s tasks in sprints:

Strategy helps to manage the project’s tasks in sprints.

7. Helps to establish clear communication system:

Efficient communication not only boosts productivity but also helps to prevent and resolve
problems. Strategy helps to establish clear communication system in the organization.

8. Maintain a culture of accountability:

Strategy helps project management to maintain a culture of accountability.

9. Avoid any kind of micromanagement:

Strategy helps project management to avoid any kind of micromanagement.

10. Stay flexible & adaptable:

Strategy helps project management to stay flexible & adaptable.

11. Evaluate the project after completion:

Strategy helps project management to evaluate the project after completion.
.
 Course Title: Project Management

1. Introduction to Project Management: An Overview of Project Management, Project

Management Environment, Strategy and Project Management, Project Management
Processes, Project Integration Management.

2. Project Initiation: Project Idea Generation and Screening, Market Analysis, Technical and
Environmental Analysis of Projects, Financial Analysis of Projects, Cost of Capital, Project
Appraisal Criteria, Risk Analysis in Capital Investment Decisions, Project Selection.

3. Project Planning: Management of Project Scope, Identifying Project Activities, Activities

- Sequencing, Estimating Duration, and Scheduling

4. Project Implementation and Control: Human Resource Management - Building Project

Team, Project Review, Project Control, Project Communication Management, Project Cost
Management, Project Risk Management, Project Quality Management, Project Procurement
Management

Recommended Books:

1. Maylor, Harvey (2010), Project Management, 4 th Edition, Pearson

2. Patel, Bhavesh (2016). Project Management, 2nd edition, S. Chand & Sons. India