MBA II SEMESTER

PM UNIT-5

Project Implementation and Review:

Im p le m en tin g a p ro je c t effe c tive ly in v o lve s s ev era l k e y s te p s , a n d rev iew in g its

p ro g res s a n d o u tc o m es is c ru c ia l fo r c o n tin u o u s im p ro ve m e n t. H e re ’ s a s tru c tu re d
a p p ro a c h :

Project Implementation

1 . Planning and Preparation:

o D e fin e c le a r o b je c tive s a n d s c o p e.
o A llo c a te re s o u rc e s (h u m a n , f in a n c ia l, tim e ).
o C re ate a d eta ile d p ro jec t p la n w ith tim elin es a n d m ile s to n e s .
2 . Execution:
o A s s ig n ta s k s a n d re s p o n s ib ilities .
o M o n ito r p ro g re s s a g a in s t th e p la n .
o A d d res s is s u es a n d ris k s p ro m p tly.
o M a in ta in c o m m u n ic a tio n a n d c o lla b o ra tio n a m o n g tea m m e m b ers .
3 . Quality Control:
o E n s u re d elive ra b les m e et q u a lity s ta n d a rd s .
o C o n d u c t tes tin g a n d va lid a tio n a s n ec es s a ry.
o Im p le m e n t fe ed b a c k lo o p s fo r im p ro v em en t.
4 . Documentation:
o K ee p rec o rd s o f d ec is io n s , c h a n g es , a n d o u tc o m es .
o D o c u m en t p ro c es s e s an d p ro c ed u re s f o r fu tu re ref eren c e.
o U p d a te d o c u m e n ta tio n a s th e p ro je c t p ro g re s s es .
5 . Stakeholder Management:
o E n g a g e s ta k e h o ld e rs reg u la rly.
o C o m m u n ic a te p ro g res s a n d a d d res s c o n c e rn s .
o O b ta in fe ed b a c k a n d in c o rp o ra te it in to th e p ro je c t.

Project Review

1 . Purpose of Review:
o E v a lu a te p ro je c t p e rf o rm a n c e a g a in s t o b jec tiv es .
o Id en tify s tren g th s , w e a k n es s e s , o p p o rtu n ities , a n d th rea ts (S W O T a n a lys is ) .
o A s s e s s a d h ere n c e to b u d g e t a n d s c h ed u le.
 2 . Conducting the Review:
o G a th er relev a n t d a ta a n d in fo rm a tio n.
o A n a lyz e q u a n tita tive m e tric s (e .g ., c o s t va ria n c e , s c h e d u le v a ria n c e ).
o S o lic it q u a lita tive fe ed b a c k f ro m s ta k eh o ld ers .
3 . Identifying Lessons Learned:
o D o c u m en t s u c c es s e s a n d are a s f o r im p ro v em en t.
o A n a lyz e ro o t c a u s e s o f a n y is s u e s en c o u n te red .
o C a p tu re b es t p ra c tic e s f o r f u tu re p ro jec ts .
4 . Reporting and Communication:
o P rep a re a c o m p reh e n s iv e rev iew re p o rt.
o P res e nt fin d in g s to s ta k eh o ld ers a n d p ro jec t tea m .
o D is c u s s rec o m m en d a tio n s fo r fu tu re p ro jec ts .
5 . Continuous Improvement:
o In c o rp o ra te les s o n s le a rne d in to o rg a n iz atio n a l p ro c es s e s .
o A d ju s t p ro je c t m a n a g em en t m e th o d o lo g ie s a s n e ed e d .
o F o s te r a c u ltu re o f lea rn in g a n d im p ro ve m e n t.

P ro je c t o rg a n iza tio n refe rs to h o w p ro jec t tea m s a re s tru c tu red a n d h o w re s p o n s ib ilitie s

a re a s s ig n ed w ith in a n o rg a niz a tio n to e xe c u te p ro jec ts e ffe c tiv ely. T h e re a re s e ve ra l
c o m m o n f o rm s o f p ro je c t o rg a n iza tio n , e a c h w ith its o w n a d v a n ta g es a n d s u ita b le
c o n tex ts :

1. Functional Organization

● Description: In a fu n c tio na l o rg an iz a tio n , em p lo ye es a re g ro u p ed b y s p e c ia lty,

s u c h a s m ark e tin g , en g in e erin g , o r fin a n c e . P ro jec t te am m em b e rs a re typ ic a lly
a s s ig n e d fro m th e s e fu n c tio n a l u n its to w o rk o n p ro je c ts te m p o ra rily.
● Advantages:
o S p e c ia lize d s k ills a n d k n o w led g e a re rea d ily a v a ila b le .
o C le a r c a re er p a th s a n d p ro fe s s io n a l d ev elo p m e n t w ith in fu n c tio n a l a rea s .
o E f fic ien t re s o u rc e u tiliza tio n s in c e res o u rc es a re s h a re d a c ro s s p ro je c ts .
● Challenges:
o La c k o f fo c u s o n th e p ro jec t’ s o b je c tive s d u e to lo ya lty to th e fu n c tio n a l
d e p a rtm e n t.
o P o ten tia l f o r c o n flic ts b e tw e en p ro jec t m a n a g e rs a n d fu n c tio n a l m a n a g ers
o v er res o u rc e a llo c a tio n .
o S lo w d e c is io n -m a k in g a n d c o m m u n ic a tio n d u e to m u ltip le re p o rtin g lin e s .

2. Matrix Organization
 ● Description: M a trix o rg a n iza tio n s c o m b in e fu n c tio n a l a nd p ro jec tize d s tru c tu re s .
E m p lo yee s h a v e d u a l rep o rtin g lin es – to b o th a fu n c tio n a l m a n a g er a n d a p ro je c t
m a n a g er. T h ere a re tw o m a in typ e s :
o Weak Matrix: F u n c tio n a l m a n a g e rs h a ve m o re a u th o rity a n d c o n tro l o v er
p ro jec ts .
o Strong Matrix: P ro je c t m a n a g ers ha v e m o re a u th o rity a n d c o n tro l o ve r
p ro jec ts .
● Advantages:
o E f fic ien t u s e o f res o u rc es a n d e xp ertis e fro m fu n c tio n a l d ep a rtm e n ts .
o Im p ro v ed c o m m u n ic a tio n a nd c o o rd in a tio n b etw ee n f u n c tio n a l u n its a n d
p ro jec ts .
o F lex ib ility to a d a p t re s o u rc es b a s e d o n p ro jec t n e ed s .
● Challenges:
o P o ten tia l f o r p o w e r s tru g g les b etw een p ro je c t m a n a g e rs a n d f u n c tio n a l
m a n a g ers .
o C o m p lex re p o rtin g re la tio n s h ip s c a n le a d to c o n fu s io n a n d c o n flic ts .
o P ro je c t p rio rities m a y c o n f lic t w ith fu n c tio n a l o b jec tiv es .

3. Projectized Organization

● Description: In a p ro jec tiz ed o rg a n iza tio n , p ro jec t te a m s o p era te in d ep en d en tly o f

fu n c tio n a l d e p a rtm e n ts . R es o u rc es a re a s s ig n ed fu ll-tim e to p ro jec ts a n d rep o rt
d irec tly to th e p ro jec t m a n a g e r.
● Advantages:
o D e d ic ate d fo c u s o n p ro jec t o b je c tive s a n d d ea d lin e s .
o R a p id d e c is io n -m a k in g a n d c o m m u n ic a tio n .
o P ro je c t m a n a g ers h av e fu ll a u th o rity o v er re s o u rc e s a n d p ro je c t o u tc o m e s .
● Challenges:
o D u p lic a tio n o f re s o u rc e s a n d lac k o f s h a rin g a c ro s s p ro jec ts .
o Lim ite d c a re er d ev elo p m en t a n d s k ill s p e c ia liz a tio n w ith in fu n c tio n al a rea s .
o H ig h er a d m in is tra tiv e c o s ts d u e to in d ep en d en t p ro je c t tea m s .

4. Composite or Hybrid Organization

● Description: H yb rid s tru c tu re s c o m b in e elem en ts o f fu n c tio n a l, m a trix , a n d

p ro jec tiz ed o rg a n iza tio n s ta ilo re d to th e o rg a n iza tio n ’ s n ee d s . T h e y a re d es ig n e d
to m ax im iz e s tre n g th s a nd m itig a te w ea k n es s e s o f o th e r s tru c tu re s .
● Advantages:
o F lex ib ility to a d a p t to d iffe re n t p ro je c t typ es a n d o rg a niz a tio n a l n ee d s .
 o O p tim a l res o u rc e u tiliz a tio n b a s ed o n p ro je c t p rio rities .
o A llo w s fo r s p e c ia liza tio n w h ile m a in ta in ing p ro jec t fo c u s .
● Challenges:
o C o m p lex g o v ern a n c e a nd d e c is io n -m a k in g p ro c es s e s .
o P o ten tia l f o r c o n fu s io n in ro les a n d res p o n s ib ilities .
o R e q u ires c le a r c o m m u n ic a tio n a n d m a n a g e m e n t o f e xp ec tatio n s .

P ro je c t p la n n ing a n d p ro jec t c o n tro l a re tw o c ritic a l a s p e c ts o f p ro je c t m a n a g e m en t th a t

en s u re p ro je c ts a re e xe c u te d eff ec tive ly a n d a c h iev e th eir o b je c tive s w ith in d efin e d
c o n s tra in ts . H e re’ s a d eta iled lo o k a t e a c h :

Project Planning

P ro je c t p la n n ing in v o lv es th e s ys te m a tic p ro c e s s o f d e fin in g th e s c o p e, o b jec tive s , ta s k s ,

res o u rc es , a n d tim e lin e fo r a p ro je c t. It la ys th e fo u n d a tio n fo r p ro je c t ex ec u tio n b y
p ro vid in g a ro a d m a p th a t g u id es th e p ro jec t tea m fro m s ta rt to fin is h . K ey c o m p o n e n ts o f
p ro jec t p la n n in g in c lu d e:

1 . Scope Definition:
o C le a rly d e fin e the p ro jec t’ s o b je c tive s , d e liv era b les , a n d b o u n d a rie s .
o Id en tify s ta k e h o ld e rs a n d u n d ers ta n d th e ir req uirem e nts a n d e xp e c ta tio n s .
2 . Work Breakdown Structure (WBS):
o D e c o m p o s e th e p ro je c t s c o p e in to m a n a g ea b le ta s k s a n d s u b -tas k s .
o E s ta b lis h d e p e n d en c ies b e tw e en ta s k s a n d d ef in e th e ir s eq u en c in g .
3 . Schedule Development:
o C re ate a p ro jec t s c h ed u le o u tlin in g th e s ta rt a n d en d d a tes o f ta s k s a n d
m ile s to n es .
o A llo c a te re s o u rc e s a n d es tim a te ta s k d u ra tio ns b a s ed o n h is to ric a l d a ta o r
ex p e rt ju d g m en t.
4 . Resource Planning:
o Id en tify an d a llo c a te n ec es s a ry re s o u rc e s (h u m a n , f in a n c ia l, e q u ip m en t) fo r
ea c h ta s k .
o E n s u re res o u rc es a re a v a ila b le a s n e ed ed th ro u g h o u t th e p ro jec t lifec yc le .
5 . Risk Management:
o Id en tify p o te n tia l ris k s a n d d e ve lo p s tra te g ies to m itig a te th em .
o P la n fo r c o n tin g e n c ies to a d d re s s u n fo res e en ev en ts th at m a y im p a c t
p ro jec t o u tc o m es .
6 . Quality Planning:
 o D e fin e q u a lity s ta n d a rd s a n d e s ta b lis h p ro c e s s es to en s u re d elive ra b le s
m ee t req u ire m e n ts .
o P la n fo r q u a lity a s s u ra n c e a c tivities to m o n ito r a n d v erify p ro je c t
p e rfo rm an c e.
7 . Communication Plan:
o D e fin e c o m m u n ic a tio n c h a n n e ls , fre q u e n c y, a n d s ta k e ho ld e rs in vo lv ed in
p ro jec t u p d a tes .
o E s ta b lis h p ro to c o ls fo r rep o rtin g p ro g res s , is s u e s , a n d d e c is io n s .

Project Control

P ro je c t c o n tro l in vo lv es m o n ito rin g , m ea s u rin g , a n d reg u la tin g th e p ro g re s s a n d

p e rfo rm an c e o f a p ro je c t a g a in s t th e p la n n ed o b jec tiv es a n d p ara m eters . It en s u res th a t
d e via tio n s fro m th e p lan a re id e n tifie d ea rly a n d c o rrec tiv e a c tio n s a re ta k en p ro m p tly to
k ee p th e p ro jec t o n tra c k . K e y e lem en ts o f p ro jec t c o n tro l in c lu d e:

1 . Monitoring Progress:
o T ra c k th e a c tu a l p ro g res s o f ta s k s a n d m ile s to n es a g a in s t th e p ro je c t
s c h e d u le .
o C o m p a re p la n n ed ve rs u s a c tu a l p erfo rm a n c e to id en tify va ria n c es .
2 . Performance Measurement:
o M ea s u re k ey p erfo rm a n c e in d ic a to rs (K P Is ) s u c h a s c o s t p e rfo rm a n c e,
s c h e d u le p erfo rm a n c e , a n d q u a lity m etric s .
o U s e ea rn ed v a lu e m a n a g em en t (E V M ) te c h n iq u es to a s s es s p ro jec t
p e rfo rm an c e in te rm s o f c o s t a n d s c h e d u le.
3 . Change Management:
o E v a lu a te c h a n g e re q u e s ts a n d a s s e s s th eir im p ac t o n p ro je c t s c o p e ,
s c h e d u le , a n d re s o u rc e s .
o Im p le m e n t a p p ro v ed c h a n g e s w h ile m a n a g in g s c o p e c re ep a nd en s u ring
a lig n m en t w ith p ro je c t o b jec tiv es .
4 . Issue Management:
o Id en tify is s u e s a n d o b s ta c le s th a t m a y h in d e r p ro jec t p ro g res s .
o Im p le m e n t c o rre c tive ac tio n s a nd es c a la te is s u es a s n ec es s a ry to m in im iz e
th eir im p a c t.
5 . Quality Control:
o C o n d u c t in s p e c tio n s , rev iew s , a n d tes ts to v erify d e liv era b le s m e et q u a lity
s ta n d a rd s .
o A d d res s a n y d e via tio n s fro m q u a lity re q u irem en ts th ro u g h c o rrec tiv e
a c tio n s .
 6 . Communication and Reporting:
o R e g u la rly c o m m u n ic a te p ro je c t s ta tu s , p ro g res s , a n d is s u e s to s ta k eh o ld ers .
o P ro v id e a c c u rate a n d tim ely re p o rts th a t en a b le in f o rm e d d e c is io n -m a k in g .
7 . Risk Monitoring:
o C o n tin u o u s ly m o n ito r id en tifie d ris k s a n d a s s e s s th e ir lik e lih o o d an d im p a c t.
o Im p le m e n t ris k res p o n s e p la n s a n d up d a te ris k re g is te rs a s n e c e s s ary.

Integration of Planning and Control

E f fec tiv e p ro jec t m a n a g e m e n t in teg ra tes p la n n in g a n d c o n tro l s e a m le s s ly th ro u g h o u t th e

p ro jec t lifec yc le . C o n tin u o u s m o n ito rin g a n d a d ju s tm en t o f p la n s b a s e d o n rea l-tim e d a ta
a n d fe ed b a c k e n s u re th a t p ro jec ts rem a in res p o n s ive to c h a n g in g c o n d itio n s a n d
s ta k eh o ld er n ee d s . B y em p h a s izin g b o th th o ro u g h p la n n in g a n d rig o ro us c o n tro l, p ro jec t
m a n a g ers c a n in c rea s e th e lik elih o o d o f d elive rin g p ro je c ts s u c c es s fu lly w ith in s c o p e, o n
tim e , a n d w ith in b u d g et.

P ro je c t re vie w is a c ritic a l p ro c es s th a t o c c u rs a fter c o m p le tin g a p ro jec t o r a s ig n ific a n t

p h a s e o f a p ro jec t. Its p rim a ry p u rp o s e is to e va lu a te th e p ro jec t’ s p erfo rm a n c e, id en tify
les s o n s le a rn e d , a n d m a k e rec o m m en d a tio n s fo r fu tu re im p ro ve m e n ts . H e re ’ s a
s tru c tu re d a p p ro a c h to c o n d u c tin g a p ro jec t rev iew :

1. Purpose and Objectives of the Review

● Evaluate Project Success: A s s es s w h eth er th e p ro je c t a c h iev ed its o b jec tiv es ,

d e liv ere d ex p e c ted o u tc o m e s , a n d m et s ta k e h o ld e r e xp ec ta tio n s .
● Identify Strengths and Weaknesses: D eterm in e w h a t w o rk ed w e ll a n d a rea s w h ere
th ere w ere c h a lle n g es o r s h o rtc o m in g s .
● Capture Lessons Learned: D o c u m en t in s ig h ts , b es t p ra c tic es , a n d
rec o m m e n d a tio n s fo r fu tu re p ro je c ts .
● Improve Project Processes: Id e n tify o p p o rtu n itie s to e n h a n c e p ro je c t
m a n a g em e n t p ra c tic e s , c o m m u n ic a tio n , a n d c o lla b o ra tio n .

2. Preparing for the Review

● Gather Project Documentation: C o lle c t re lev a n t d o c u m en ts s u c h a s th e p ro je c t

p la n , s c h ed u le , b u d g e t rep o rts , s ta tu s u p d a te s , a n d a n y is s u e o r ris k lo g s .
● Data Collection: C o m p ile q u a n tita tiv e d a ta s u c h a s p ro jec t tim elin es , b u d g et
v aria n c e s , a n d q u a lity m etric s . A ls o g a th e r q u a lita tiv e fe ed b a c k fro m tea m
m em b e rs , s ta k e h o ld e rs , a n d c lien ts .
3. Conducting the Review

● Review Meeting: S c h ed u le a re view m e etin g w ith k ey s ta k eh o ld ers , p ro jec t te a m

m em b e rs , a n d s u b je c t m a tter ex p erts .
● Presentation: P re s en t a n o ve rview o f th e p ro jec t’ s o b je c tive s , s c o p e ,
a c h ie ve m e n ts , a n d c h a llen g e s .
● Discussion Points:
o D is c u s s th e p ro je c t’ s a d h eren c e to s c h e d u le , b u d g et, a n d s c o p e.
o A n a lyz e p e rf o rm a n c e a g a in s t k ey p e rf o rm a n c e in d ic a to rs (K P Is ) a n d
s u c c es s c riteria .
o R e vie w a n y m ajo r is s u e s , ris k s e n c o u n te re d , a n d th eir re s o lu tio n s .
o S ee k fee d b a c k o n tea m d yn a m ic s , c o m m u n ic a tio n eff ec tiv en es s , an d
s ta k eh o ld er en g ag em e nt.

4. Analysis and Evaluation

● SWOT Analysis: C o n d u c t a S W O T a n a lys is (S tren g th s , W e a k n es s e s , O p p o rtu n ities ,

T h rea ts ) to a s s e s s th e p ro je c t c o m p re h en s iv ely.
● Root Cause Analysis: Id e n tify th e u n d e rlyin g rea s o n s fo r s u c c e s s es a n d fa ilu re s
en c o u n tere d d u rin g th e p ro jec t.
● Compare Actual vs. Planned: A n a lyz e d is c re p a n c ie s b etw ee n p la n n ed o u tc o m es
a n d a c tu a l re s u lts .

5. Lessons Learned and Recommendations

● Capture Insights: D o c u m e n t les s o n s le a rn e d , in c lu d in g w h a t w o rk e d w ell a n d

a rea s fo r im p ro ve m e n t.
● Recommendations: M a k e a c tio n a b le re c o m m en d a tio n s f o r e n h a n c in g p ro je c t
m a n a g em e n t p ro c es s e s , tea m p erfo rm a n c e , c o m m u n ic a tio n s tra teg ies , e tc .
● Best Practices: H ig h lig h t s u c c e s s fu l s tra te g ie s a n d p ra c tic es th a t s h o u ld b e
rep lic a te d

In p ro jec t e va lu a tio n , c o m m o n m eth o d s an d a n a lys e s in c lud e:

1 . Cost-Benefit Analysis (CBA): T his in vo lv es c o m p a rin g th e c o s ts o f a p ro jec t w ith

its e xp ec te d b e n efits to d ete rm in e if it's w o rth u n d e rta k in g .
2 . Return on Investment (ROI): C a lc u la tin g th e retu rn ( b en e fits ) g en e ra te d b y a
p ro jec t rela tive to its c o s ts .
3 . Risk Analysis: A s s es s in g p o ten tia l ris k s a s s o c ia ted w ith th e p ro je c t a n d
d e ve lo p in g s tra te g ie s to m itig a te th e m .
 4 . Impact Assessment: E va lu a tin g th e in ten d ed a n d u n in ten d ed e ffe c ts o f the p ro jec t
o n s ta k eh o ld ers a n d th e en v iro n m e n t.
5 . Feasibility Study: A s s e s s in g th e p ra c tic a lity a n d lik e lih o o d o f s u c c es s o f th e
p ro jec t b a s ed o n v a rio u s fa c to rs in c lu d in g tec h n ic a l, ec o n o m ic , a n d o rg a n iza tio n a l
fe a s ib ility.

A b a n d o n m e n t a n a lys is in v o lve s e va lu a tin g w h e th er to d is c o n tin u e o r a b a n d o n a p ro je c t

th a t is a lrea d y in p ro g res s o r p la n n ed . H ere a re s o m e k e y a s p ec ts a n d c o n s id era tio n s
in vo lv ed in a b an d o n m en t a n a lys is :

1 . Cost-Benefit Evaluation : S im ila r to in itia l p ro je c t ev a lu atio n , a b a n d o n m e n t a n a lys is

a s s es s e s th e c o s ts in c u rre d s o fa r a g a in s t th e e xp ec te d b e n ef its o f c o m p letin g th e
p ro jec t. T h is h elp s d eterm in e if c o n tin u in g th e p ro je c t is e c o no m ic a lly v ia b le.
2 . Risk Assessment: E v a lu ate th e ris k s a s s o c ia ted w ith c o n tin u in g th e p ro je c t ve rs u s
a b a n d o n in g it. Th is in c lu d e s c o n s id ering te c h n ic a l ris k s , m a rk et ris k s , fin a n c ia l
ris k s , an d a n y o th e r re le va n t fa c to rs .
3 . Opportunity Cost: C o n s id e r th e o p p o rtu n ity c o s t o f c o n tin u in g w ith th e c u rre nt
p ro jec t v ers u s a llo c a tin g re s o u rc e s (tim e, m o n e y, m a n p o w e r) to o th e r p o ten tia lly
m o re p ro fita b le o r s tra te g ic in itia tive s .
4 . Strategic Alignment: A s s es s w h eth er th e p ro je c t s till a lig n s w ith th e o rg a n iz a tio n 's
s tra teg ic o b je c tiv es a n d lo n g -term g o a ls . C h a n g es in m a rk et c o n d itio n s o r in tern a l
p rio ritie s m a y n ec es s ita te a b a n d o n in g a p ro je c t th a t n o lo n g e r fits s tra teg ic a lly.
5 . Stakeholder Analysis: A n a lyze th e im p a c t o n v a rio u s s ta k eh o ld e rs , in c lu d in g
em p lo yee s , in ve s to rs , c u s to m ers , a n d p a rtn ers , if th e p ro je c t is a b a n d o n e d o r
c o n tin u e d .
6 . Legal and Ethical Considerations: C o n s id er a n y le g a l o r eth ic a l im p lic a tio n s o f
a b a n d o n in g th e p ro jec t, s uc h a s c o n tra c tu a l o b lig a tio n s o r c o m m itm en ts m a d e to
s ta k eh o ld ers .
7 . Decision Making : U ltim a tely, a b a n d o n m e n t a n a lys is a im s to p ro vid e
d e c is io n -m a k e rs w ith a c o m p re h en s iv e ev a lua tio n o f th e c o s ts , ris k s , a n d b e ne fits
a s s o c ia te d w ith c o n tin u in g v ers u s a b a n d o n in g th e p ro je c t, en a b lin g th e m to m ak e
a n in f o rm e d d e c is io n .

A b a n d o n m e n t a n a lys is is c ru c ia l b e c a u s e it a llo w s o rg a n iz a tio n s to a v o id

w a s tin g res o u rc e s o n p ro je c ts th a t a re n o lo n g e r v ia b le o r a lig n ed w ith s tra te g ic
o b je c tive s , th e re b y red ire c tin g th o s e res o u rc es to m o re p ro m is in g o p p o rtu n itie s .
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