1.

A RACI matrix is a document project management teams use to identify which individuals or groups are
responsible for a project’s successful completion, and level of influence each will have during the project.

Because successful project management depends on a team-wide understanding of roles and

responsibilities, using a RACI matrix to assign the positions sets the project up for success. In short, the
RACI matrix can be the project manager’s first project win or first project mistake.

However, it is highly advisable not to blow things up out of proportion and over-assign the number of
Responsibles in your responsibility assignment matrix.

Responsible: The people who are responsible are the stakeholders who do the work and complete the
objective. There can be a number of people jointly responsible throughout the project.

Accountable: That’s someone who ensures all the responsibilities are assigned properly, approves or
rejects work or decisions (basically, this person is a decision maker), and ensures that everything is
successfully and timely delivered. According to the RACI matrix, there should be only one A.

Consulted: This is the person the team consults about various topics and actions, an expert. This person,
or multiple persons, provides feedback and evaluates so tasks can be performed.

Informed: Someone who should be updated on progress once everything is done and dusted but isn’t
directly involved in the process. This person doesn’t contribute to making decisions or delivering tasks nor
is consulted on any matter.

RACI charts are an effective project planning tool that facilitates managing teams’ and stakeholders’
expectations. While they’re versatile and simple to use, they might not be the best fit for some projects.
Here are some of the best scenarios to use a RACI chart.

• When tasks require collaboration: There are projects that involve more cross-functional
teamwork than others. RACI charts are useful for project tasks that involve the input of multiple
parties.
• When there are lots of task dependencies: Knowing who’s responsible, accountable, consulted
and informed for a task is very useful when managing task dependencies.
• When projects require lots of decision-making: Some projects such as product development
projects involve constant customer feedback and decision-making when deciding what product
features to launch next. RACI charts are a great way to assign roles and responsibilities for both
team members and stakeholders so that the decision-making process is as smooth as possible
and only involves the right people.
• When starting projects: Defining roles and responsibilities is a need of any project team. Using a
RACI chart at the beginning, during your ideation and planning stages is always advisable.
• When onboarding new team members: RACI charts are simple to understand. Their simplicity
makes them a great new team member onboarding tool, as it allows new members to quickly
understand how they fit into the team with just one quick look.

In order to identify the activity list, and program management roles for designing and
constructing a Cricket Stadium and Amenities around it are as follows :

Step 1 of the process involves mapping out the project as a whole. For this, the project manager
is both accountable and responsible for the work at hand. To determine the scope and
 deliverables of the project, the project manager consults with the project’s executive sponsor
and with the business analyst about the process to be overhauled as part of the project. The
technical architect and the application developers are subsequently informed of the project plan.

In Step 2, the business analyst must then delve more deeply into the process to help map out
each facet of the business process to be overhauled. The business analyst is thus responsible for
the task, with the project executive being accountable for signing off on this work. To better
understand the technical underpinnings of the current process, the business analyst will consult
with the technical architect. The project manager and application developers will then be
informed of the conclusions derived from this portion of the project.

Here is an illustration of a simplified RACI model for this example project, taking these first two
steps into account:

Step Project Project Project Technical Application

Initiation Executive Manager Architect Developer
1 Task 1 C A/R I I
2 Task 2 A I C I
3 Task 3 A I C I
4 Task 4 C A R I

The subsequent third and fourth tasks involve shaping the new process, again with the business
analyst responsible for this work, and the other roles on the team following their same
responsibilities when the old process was being analyzed in Step 2. Step 4 sees the technical
architect taking over, devising a new architecture that will support the new process, signed off by
the executive sponsor, and held accountable by the project manager, who devised the scope and
deliverables in Step 1.

2. Construction of a stadium is a complex project that needs subdivision into different phases and tasks that
can easily be managed and monitored. Progressing from one job to another or from one stage to another
is only possible if the previous task is completed and the results accepted and approved by the key project
stakeholders. Based on project complexity, administrative and legal framework, and size, the project
could take shorter or longer timelines. Proper planning and analysis of related tasks or activities are
essential to make the project more effective and efficient and ensure the maximization of existing and
emerging opportunities. Project success majorly depends on financings, project management capabilities,
and a project. Several stakeholders are involved in the development of a project, such as a national
stadium. Therefore, it is paramount to engage consultants, experienced personnel, and specialists
because of the breadth of technical skills required and high complexity. This will ensure completion of the
project on time, within budget, and according to the set standards. The paper will analyze the different
project management factors applied in a stadium construction funded by the government. The figure
below summarizes key milestones, phases, timings, and key stakeholders and experts involved in the
development process.

The primary thing about the any project is its necessity as well as its feasibility. Now the necessity of the
project like a cricket stadium is created by the people of the city as well as a mega city demands a cricket
stadium in its vicinity. The feasibility demands a deep thought like for a location of stadium i.e.

(a) Where can the plant be located?

(b) What is the present and future projected cost of resources?

(c) The sources for Financing of the project?

(d) Are there enough raw materials as well as skilled and productive labour available in the area or can be
created?

(e) Are there adequate electricity and communication facilities available?

(f) What political or institutional factors may cease or impede the development and operation of the
facility?

(g) What will be the sociological, economical and environmental impact of entire project on community,
like mushrooming of good hotels and restaurant in the vicinity of the stadium?

Project report is a basis for communicating what has been planned for the project. In this project I have
assumed the site in Punjab as there is no other such type of facility is available yet. Following are some
important points for the report :

• Feasibility of the project is to the calculations

• Internal money of the state would remain with in the limits.
• City itself is an attractive place.

Consistent patterns but in timing and degree of emphasis each project takes on its own a unique
character.

Conceptualization

Most projects start with a need to have a new facility long before designers start preparing designs and
drawings of the projects and certainly before field construction work can commence. Considerable
thought goes into broad scale planning. Elements of this phase include

(a) Conceptual analysis

(b) Technical and feasibility studies

(c) Environmental impact reports

Engineering and design

Architects and design engineers primarily handle these phases. Increasingly, however, the client operation
and utilization of Knowledge and field constructors’ experience are more strongly injected at this stage
through direct participation and stringent review procedures. There are two phase of engineering and
design:

(i) Preliminary engineering and design

(ii) Detailed engineering and design

(i) Preliminary engineering and design stages

(a) Architectural concepts, like form of the stadium, capacity of the stadium, functions fully filled state of
the all art facilities etc.

(b) Evaluation of alternatives in regard to the ecological process, size and capacity.

(c) Economic feasibility studies : For instance of a high – rise building, the owner specifies the area he
would like to utilize. So, Architect will make preliminary planning of floor of the building required, taking
into consideration all the prevailing laws of the area. He will also go through requirement of general
functional areas such as parking and service areas and also overall design approach. Similar is the case of
cricket stadium, here architect will make preliminary planning for general site lay – out , form of the
stadium keeping in mind the sitting facility , day- night facility with proper camera platform , proper
entrances and exits for the manual as well as vehicular traffic with adequate parking facilities etc.

Planning can be described as a process of thinking in advance. It is based on experience, sound judgment
and some quantitative techniques. It deals with the future and as such there are bound to be
uncertainties, which may cause deviations from the target proposed to be achieved. So, one should not
hope that everything will be fine, because plans and schedules do not work by themselves. It is rightly said
that we must plan the work first and then work the plan. So for working the plans and schedules effective
controlling is necessary. “Planning is looking forward while controlling is looking back.”

PROJECT WORK BREAKDOWN

Project work breakdown is the division of the project into the small Identifiable activities or events with
some milestones also. These activities are also called as levels, which can be classified very well. For
instance the activities of the cricket stadium are:

Pre Construction Phase

- Selection of land

- Preliminary design

- Final design & preparation of working drawings

- Selection of the vendors for the execution of the work & supply of equipments & materials

Construction Phase

- Demarcation of the field area.

- Construction of foundation for the stands and other sitting areas.

- Construction of boundary walls.

- Construction of steps with proper risers.

- Construction of roof.

- Provisions of services application of wall, floor and ceiling finish.

- Completion of electrical and mechanical works.

- External works: drainage etc.

- Parking facility etc.

- Structure for Lights.

- Road work.

Commissioning & Handing Over.

- Testing & Commissioning of the Electrical Equipments.

- Testing & Commissioning of the HVAC system.

- Testing & Commissioning of the other services such as Fire Fighting, security system, fire detection
system etc.

- Final Handing over of the facility to the client.

Work Breakdown Methodology : This project can be broken down into activities as Civil work, Electrical
work, Plumbing work etc., further the Civil work can be further broken down into Foundation work,
Superstructure work, Road work etc., similarly the foundation work can be broken down into layout,
excavation, PCC, RCC etc & further these works can be fragmented as RCC work will involve the following
activities

- Preparation of form work.

- Cutting , bending , laying& binding of steel.

- Pouring of concrete.

- Curing.

- Removing of shuttering.

Costing activity

The discussion above considered only the direct cost of activity (or project ). Actually activity ( project )
cost consists of direct and indirect costs. These comprise of the following components;

(a) Direct cost:

(i) Cost of material

(ii) Wages paid to labor

(iii) Expenditure on tools and equipment used on the activity.

(b) Indirect cost:

(i) Supervision charges

(ii) Administrative charges

(iii) Interest n capital

(iv) Revenue due to early completion of work and loss due to delay.

Indirect costs is worked out per day of the project execution or it is allocated on the basis of certain stages
of work packages e.g. foundation, sill level, lintel level in the case of building or foundations substructure
super structure, approaches etc.

CONCLUSIONS & RECOMMENDATIONS

For various projects, irrespective of their magnitudes, network techniques are very useful aids for project
planning and controlling. Some of the features and characteristics make them powerful and flexible tools
of decision making. They are useful at various stages of project management from early planning stages,
when various alternative programs of procedures are being considered to the scheduling phase, when
time and resources schedule are laid out and finally in the operational phase, when used as a control
device to measure actual versus planned progress. They also make it possible to evaluate the requirement
of the resources such as Man, Money and Material at the various stages of the Project. They are straight
forward in concept and easily explainable to the layman. Data calculations, although tedious for large
projects, are not difficult. Computer programs are readily available for large projects like a cricket stadium
as in the case. It is very useful tool in the hands of the construction managers because it is very well suited
for taking care of the peculiar relationship within the construction projects.

Below are the top 5 project management tools for project teams :
 Gantt Charts

Communication
WBS
Plan 5 Main
management
Tools

Team Building
Activities Project Baseline

• Gantt Charts : Gantt chart is one of the top project management tools. A Gantt chart is a
visualization of your project timeline and the dependencies between your various work
items.Gantt charts are helpful in keeping track of the project schedule, checking for any
deviations from the project plan and identifying delays.
• Work Breakdown Structure : The Work Breakdown Structure is the first and most important tool
in project planning. It's a hierarchical breakdown of your project goal into actionable work items.
WBS follows a hierarchy where your end goal is split into stages that can be further divided into
tasks or sub-tasks.
• Project Baseline : A project baseline is a graphical way of representing your project values by
comparing the baseline which is the standard you set for your project against your actual
performance.
• Team Building Activities : Team building activities are a way to improve morale and boost the
productivity of your teams by conducting activities or healthy competitions. From group surfing
lessons to team pot luck, there's a wide range of fun activities you can use as part of corporate
team building.
• Communications management plan : A project communication plan is a tool that ensures there's
a regular, relevant flow of information between the project members, clients, and other
stakeholders.

3.

(A)

An initial outlay refers to the initial investments needed in order to begin a given project. For
instance, launching the new project consist of designing and constructing a Cricket Stadium and
Amenities around it, in order to get the project going.
Usually, a company’s management will base their decision to pursue certain projects based on
profitability metrics or strategic value. Nonetheless, they should also take into account the initial
outlay of capital required to pursue the selected project, as well as which sources of capital they
intend to draw upon. The initial outlay is used in the calculation of NPV.

Cash flow is the movement of money in and out of a company. Cash received signifies inflows,
and cash spent signifies outflows. The cash flow statement is a financial statement that reports
on a company's sources and usage of cash over some time. Businesses take in money from sales
as revenues and spend money on expenses. They may also receive income from interest,
investments, royalties, and licensing agreements and sell products on credit, expecting to
actually receive the cash owed at a late date.

Option 1 –

NPV = F/[1+R]N

C1 = 5/[1+0.08]1 = 2.04

C2 = 5/[1+0.08]2 = 1.15

C3 = 5/[1+0.08]3 = 0.55

C4 = 5/[1+0.08]4 = 0.26

C5 = 5/[1+0.08]5 = 0.12

Total Present Value = 2.04+1.15+0.55+0.26+0.12=4.12

NPV = Total Present Value – Initial Investment

4.12-(-20) = 24.12

Option 2 –

NPV = F/[1+R]N

C1 = 10/[1+0.08]1 = 9.25

C2 = 5/[1+0.08]2 = 1.15

C3 = 5/[1+0.08]3 = 0.55

C4 = 5/[1+0.08]4 = 0.26

C5 = 5/[1+0.08]5 = 0.12

Total Present Value = 9.25+1.15+0.55+0.26+0.12=11.33

NPV = Total Present Value – Initial Investment

11.33-(-25) = 36.33

Option 3 –

NPV = F/[1+R]N

C1 = 10/[1+0.08]1 = 9.25

C2 = 10/[1+0.08]2 = 2.31
 C3 = 5/[1+0.08]3 = 0.55

C4 = 5/[1+0.08]4 = 0.26

C5 = 5/[1+0.08]5 = 0.12

Total Present Value = 9.25+1.15+0.55+0.26+0.12=12.49

NPV = Total Present Value – Initial Investment

12.49-(-30) = 42.49

(B) The Triple Constraints of Project Management serve as a model for constraints that come with project
management. These three constraints are:

Cost: The project budget, which serves as the financial constraint in a project

Scope: The activities necessary to achieve the project's goals

Time: The project's schedule based on which the project will be completed

According to the Triple Constraints of Project Management, the project's costs, time, and scope all impact its
success. A project manager can maintain control of the triple constraints by balancing these three constraints via
tradeoffs. While the Triple Constraints of Project Management is essential to any successful project, it does not
define its success. Projects comprise several components, far more than the three that comprise the Triple
Constraint. To better reflect the most crucial elements of a project, some project management experts have
included these additional limitations to the model:

Quality: Every project has quality criteria, regardless of whether the end delivery has a tangible or intangible
output. To control quality, project managers require a quality management plan.

Risk: Risk is an unavoidable part of any project. Project managers need to assess and come up with a risk
management plan that estimates and elaborates on how risks would be managed.

Benefit: Various types of benefits are profited out of projects. A project manager ensures that the best financial
benefits are available for project stakeholders.

Implementing the triple constraints of project management theory is not difficult. It all boils down to successfully
understanding how to handle the three constraints' tradeoffs.

The triangle serves as a visual reminder that actions made regarding limitations will affect others. Project
managers know that they will always need to manage each project's budget, schedule, and scope. However,
separately handling any of these is impossible since every decision made regarding one impacts the other.
Here are some steps that can help project managers successfully balance the triple constraints of project
management:

Step 1: Work With the Client –

To understand what the client expects from the project, start with determining whether they have a budget,
scope, and timeframe in mind.

If deciding on project guidelines seems unachievable, use the triple constraint to analyze choices and explore
potential tradeoffs. Even if you know that changes may be required along the way, starting with an achievable and
fair goal is critical.

Step 2: Communicate the Project Scope

To ensure the success of your project, everyone engaged must understand its scope, roles, and duties. In addition,
they must understand each component of the plan and the anticipated outcomes.

The scope helps everyone involved reach an agreement on what is being delivered. However, clients or teammates
must first understand how it will affect the triangle if they wish to make changes. Any modifications must also be
documented in the project's official documents to guarantee that everyone is up to date.

Step 3: Set Deadlines

It is crucial to keep the project's progress on schedule. Creating a timeline that is easily accessible and
understandable by teammates should be set up in a highly visible area for reference. For instance, several tools
feature a vast collection of templates that includes Gantt charts and calendars that can assist you in creating visual
timelines that can be viewed anytime-anywhere as a visual reference.

Step 4: Allocate Resources

Allocating people with the relevant skill set to the appropriate tasks is important for assigning resources efficiently.
In addition, making sure that the teams have the necessary equipment and funding will lead you to success.

Step 5: Monitor the Project and Make Tradeoffs and Adjustments as Needed

Well-defined plans are essential for the project's success. However, the strategy will be useless if you do not track
its progress. Monitoring allows you to make tiny adjustments while maintaining the balance of the three
constraints. The triple constraints theory allows you to adjust while keeping your goals reasonable and attainable.