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Project Management (Mouri)

project management

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Saiful Islam
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27 views

Project Management (Mouri)

project management

Uploaded by

Saiful Islam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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A project is usually a one- ime activity with a well- defined set of desired end results. "A project can be defined as a _non-epetitive activity."- Harvey Maylor “Project is a combination of human and non — human resources integrated together in a time bound temporary organization to achieve a specified objective.’ Martand T. Telsang Gray and Larson defines project as a complex, non- routine, one-time effort limited by time, budget, resources and performance _ specifications. designed to meet customer needs. —_—_— —— _— — Characteristics of Project 1. Project is one time activity which will never be repeated exactly the e manner. 2. A Project has a definite start and a definite finish. 3. A Project is comprised of a series of inter-related Jobs or activities. 4. A Project has definable goals or end results that can be defined in terms of cost, schedule and performance requirements . Characteristics of Project 5. Project demands the investment and the benefits are spread for number of future periods. 6. Project passes through several distinct activities which constitute a project life cycle. 1, Once the project goals are achieved, he project team will be either disbanded or another new project. \ Size of potential market instalation for output 3. Leaming eae a > Probable market share icparciing a= Se Eee 4. Effects on waste and rejects 5. Energy requirements > Impact on current peasy eel ohare De 7. Safty of process > Consumeracceptance 8. Other applications of technology Bim es oreutet 8. Ghangein costo produce unt Say 410. Change in raw material usage > Estimated ife of output 11. Availabilty of raw materials > Spinoff project 12, Required development ime and | pocsioiies 13. impact on current supplier 14, Change in quality output Ce Key Step in Market & Demand Analysis Their Inter-relationship Collection of cz Secondary Forecasting Information ==] Characeraation of analysis and Spectiations of Objectives ‘Market Panning 4 Collection of Secondary Information > General Sources of Secondary Information The important sources of secondary information useful for market and demand analysis in India are mentioned below: ® Census of EBER ® National Sample Survey Reports ® Plan Reports > Statistical Abstract © [BBB Year Book Conduct of Market Survey OThe market survey may be a census survey or a sample survey. Q Census survey are employed principally for intermediate goods & investment goods when such goods are used by a small number of firms. + Steps in a Sample Survey — Define the Target Population — Select the Sampling Scheme"and Sample — Develop the Questionnaire n the Field Investigators jon as Per the Questionnaire from the Sample of Respondents = Scnutinizes the Information Gathered — Analyze and interpret the Information . 1 Demand Forecasting General considerations: Factors involved in demand forecasting Purposes of forecasting Determinants of demand Length of forecasts Forecasting demand for new products Criteria ofa good forecasting method Presentation of a forecast to the management Role of macro-level forecasting in demand forecasts Recent trends in demand forecasting Control or management of demand Methods of demand forecasting Approach to forecasting Project Management Process + The project management process includes the following main elements: ‘+ estimate: = schedule/plan: = monitoring and control: = documentation. Estimation * Estimation: Estimation allows the project manager to plan for the resources required for Project execution through establishing the number and size of tasks that need to be completed in the project. Estimation * Work breakdown Structure (WBS): This is a breakdown of the project or a piece of work into its component parts (tasks). + Project constraints: Projects can be resource- constrained (limited by the type of people, monetary or time-constrained hardware resources available) or (limited by the deadline), Estimation Estimate effort time for average person to undertake task. Estimate different work rates and availability of staff. Allocate resources (staff) to task. Calculate elapsed time on the basis of the number of staff. availability and work rate. Schedule task in relation to other tasks, Scheduling + Scheduling: Scheduling involves determining when project activities should be executed. + The finished schedule is termed the project plan. + Resource allocation: This activity involves assigning a resource to cach task. Procure The Critical path Critical path: Activities on the critical path are critical activities. Any delay in these ies will cause a delay in the project completion time. Critical path method (CPM): Critical path diagrams show the relationship between activities in a project. Project evaluation and review technique (PERT) tygt ot p= et n'y 6 + PERT: PERT replaces the fixed activity duration used in the CPM method with a statistical distribution which uses optimistic. pessimistic and most likely duration estimates. + Where t(e) is the Expected time, t(o) is the Optimistic time. t(m) is the most probable activity time and t(p) is the Pessimistic time. 0 3030 457 52 Lo 32 32 62 62 17 69 691463 83:0 63 000 H = END START 4515 60 69.083 83083 ooo D 01515 153045 SAS. a> ¢ oo 15045 451055 551469, E > F 45055 55069 Figure Activity on node network diagram See ices “A set of objects together with relationships between the objets and between their attributes.” —__—_—_—_—Fagn ated cee ces bie teers eseB tel cor esl al Seem Seta lossain's screen Puma} Ee CU RSM eee eT Coa) Bel stb tL omzeCo om NETO Re mtn) Pere one R naam notte tae tg pale ep One onic mag ated ee Cue Na teen Toe omit) OS le eA Si cume ate Vree-toceme rcs telcaise mel Cm ocag POOR MUR NCR oem nme t elo cemaorag ena ee Q Systems require information in the form of Bee Coa CO UES eee mee eos SAO SM EAC ITE) Nm cl R CORES SECU Ci ROM em ne eo ele ce Mei aces te Tce Rete R et ere m ela USN eet RR reece een oC Ce coc ee ree ee SO Cun Crean Un Chaitin output rote ee ee tet eee ‘Some important definitions Activity or task or job An activity means the performance of a specific task of the project. On the network diagram, each activity is given separate identification number A. B, C ete. Event or Node Excavation Soling Event Event Event Excavation Soling 1= 5 days 1 4 days Dummy activity The dummy activity is a hypothetical activity shown in dotted line on the network diagram, indicating merely the dependence of one activity on another. Excavation —— Soling _ Brick work Suppl A of bricks = ll, Merge Event When two or more activities merge together to form an event, itis called a merge event. Burst Event If the occurrence of one event leads to simultaneous starting of two or more activities, then the event is called a burst event. Example A sample conveyor is to be installed at a tea garden involving the following acti 2. Supply and ereetion of the support framework. 4, Procurement and installation of conveyor belts. 6. Installation of electric appliances and supply of electricity: Develop a network for the project, subject to the constraints 1, Framework can be started only after completing the corresponding foundations, 2. Installation of motor, gear-box and belts can be done simultaneously at side. ‘Asa first step in developing the network. the activities are first listed in alphabetical order and their dependencies are noted in the table, following the constraints given emer e ucceeding r activity Foundation work Framing Motor/ Gear Box Belting Alignment Electricity ‘Trial run, BSS000- & p> i A1L9S4)- ANN > wis Description Succeeding activity QWs ao mQ 4 Project planning Recruit field staff List questionnaire Train of the field staff Print questionnaire Identify households Conduct survey Prepare report Bese D D, ELF IJ obs Dbunation o —* Donaki 13 a ® | 5 : poe g 5 z lo \ g . KB 5 s ° > A - 3 2 i \% Constnaints govercning tha debs aw > Follows :- A ond B ae Start Jobs 7 A contnls cid ard E B conlinls Fant Ou dopends @ H Defends ON D E and F Contne Le depends O% K m ts otro controlled bo + (gy and MOM dha lst obs. 1a ond M (arama 1 OSH OF O07 T/ mM) o] P| w] > s =x aa PPO SIL ORCL ce Pau cers oeee D 3, Mst.Tasmima Mahabub's screen’ < Achvity Frecedding, Suceedding A Nome Bap © 7 a a oo B A HT i € oA he * + d A ERG © ° E b L ; F D 3 ; fe : QD 3 H B 5 r 6 None J FiGuit Nowe kK E 3 cu E None. HR CUYAIA sucending Nore, EvyZen Loyt ob: cee arom Social Cost Benefit Analysis Social cost benefit analysis is an analysis for evaluating investment projects from the point of view of the society. This is used primarily for evaluating public investments. Towards the end of the sixties and in the early seventies two principal approaches for SCBA emerged: (a) UNIDO approach (b) Little-Mirrles approach. Both the approaches call for: 1. Calculating accounting (shadow) prices particularly for foreign exchange savings and unskilled labour. 2. Considering the factor of equity. 2 3. Use of DCF analysis. UNIDO L-M 1. The UNIDO approach measures costs and benefits in terms of domestic currency. 1. L-M approach measures costs and benefits in terms of international prices. 2. The UNIDO approach measures costs and benefits in terms of consumption. 2. L-M approach measures costs and benefits in terms of, uncommitted social income. 3. We need to follow the stage-by-stage analysis recommended by the UNIDO approach focuses on efficiency, savings and redistribution considerations in different stages, ° ° ° 3. The L-M approach tends to view these considerations together. UNIDO method of project appraisal involves five stages: 1. Calculation of the financial profitability of the project measured at market prices. 2. Obtaining the net benefit of the project measured in terms of economic prices. 3. Adjustment for the impact of the project on savings and investment. 4. Adjustment for the impact of the project on income distribution. 5. . Adjustment for the impact of the project on merit goods and demerit goods whose social values differ from their economic values. PT Boh 4 Project appraisal is the process of assessing and questioning proposals before resources are committed Itis a means by which partnerships can choose the best projects to help them achieve what they want for their community But appraisal has been a source of confusion and difficulty for projects in the past. What can a Project Appraisal deliver? e Be consistent and objective in choosing projects e Make sure their program benefits all sections of the community e Provide documentation to meet financial and audit requirements e Appraisal justifies spending money on a project. e Appraisal is an important decision making tool. e Appraisal lays the foundations for delivery. Good appraisal systems should ensure that: |e Project application, appraisal and approval functions are separate. e All the necessary information is gathered for appraisal. Race/tribal equality and other equality issues are > given proper consideration e Those involved in appraisal have appropriate technical expertise e There are realistic allowances for time involved. Moshartaf Hossains screen Good appraisal systems should ensure that: e Decisions are within a implementers’ powers. e There are appropriate arrangements for very small projects. e There are appropriate arrangements for dealing with novel, contentious or particularly risky projects. Key issues in appraising projects e Need, targeting and objectives Applicants should provide detailed description of project, identifying local needs/ objectives it aims to meet. e Context and connections Are there links between the project and other local programmes and projects. e Consultation Local consultation determines priorities and secure community consent and ownership. Key issues in appraising projects e Options This is concerned with establishing whether there are different ways of achieving objectives e Inputs Important to ensure all the necessary people and resources are in place to deliver project. e Value for money This is one of the key criteria against which projects are appraised . Key issues in appraising projects e Implementation Appraisal scrutinises the practical plans for implementation, asking whether staffing, timetable and implementers are okay. e Risk and uncertainty There should also be contingency plans in place to minimize the estimated risks. Key issues in appraising projects e Forward strategies Appraisal should also consider mainstream links and implications in case the project funds are over e Sustainability Appraisal should include an assessment of a project's environmental, social and economic impact, its positive and negative effects. Mosharraf Hossains)screen Feasibility Study e A feasibility study may be undertaken during appraisal to establish the technical, economic and financial viability, environmental compliance and social acceptability of a project. e Aim of a feasibility study: » Development objectives » Policy framework and detailed project objectives » Technical soundness of the project » Administrative feasibility of the project Meccne OSES) Practical e From the content just described about appraisal, appraise your identified projects in terms of the following: » Technical analysis » Economic Analysis » Financial Analysis » Environmental Analysis, and » Social Analysis Mosharraf Hossains;screen Checklist (cont.) «Is the approval stage clearly separate? «# Is theappraisal process well documented with key documents signed, ‘showing ownership and agreement, and allowing the appraisal docurrentaton toactas basis for faturemanagement monitoring and evaluation? © Does appraisal system comply with relevant goverment guidance? * Are ight people involved and, if necessary, how ean you widen involvement? Feasibility Study « A feasibility study may be undertaken during Unmute Start Video Geinteieeins Project Monitoring Project monitoring process ensures some positive action and see that there is no gap between the desired and actual achievements and targets. Steps in monitoring 1, Setting a monitoring environment: The role of a monitor is well defined, known and accepted by all the participating agencies whose activities are to be monitored. Project manager sets up an environment in which he exercises his authority and responsibilities. 2. Setting perlormance standards: The project monitor on behalf of the Mosharraf Hossain's screen 3. Measuring the progress of the project: The project monitor keeps a close watch on the progress of activities by the way of collecting information. Then the corrective actions can be devised based on feedback. 4, Reviewing: In case of non-permissible activities, he takes the corrective decision as to how these should be handled. 5. Reporting: The project monitor will report to project manager if it is not possible to take early action. PROJECT CONTROL SCOPE OF CONTROL ACTIVITIES, Scope/progress control: ‘The progress of the complete project is given Where PP.P,are the percentage progress made in design and engineering phase, procurement phase and construction phase respectively and W.W:Wyare the respective weightage for the stages of the project. Performance Control + Before exercising the performane i vis essential to identify performance parameters and ensure right specifications, right selection of source of suppliers/contractors etc. The plant design and specifications must be made in accordance with performance requirements. Performance analysis can be done by the cost and schedule analysis. Schedule Control Schedule control is exercised to ensure compliance with time schedule of the project. Schedules are prepared to provide a basis for direction, communication, co-ordination and progress control. To ensure the progress of the project of each agency’s work which helps to sick to the | project schedule. ens [2/6 eS Cola Cost Control

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