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Concept of Project &
Project Management
Under Guidance ofSubmitted by:
Dr.Alok Kumar Rai AshutoshMishra
Avinash TiwariAnand PrakashMBA
Marketing
FMS-BHU
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Index
Introduction
Characteristic features of Project
Project management and general
management: A comparison
Project Life Cycle
Phases of Project life cycle
Real Time Case
Conclusion
References
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Introduction
Trying to manage a project without project management is liketrying to play a football game without a game plan.- K .Tate
There is only one consistent feature of modernbusiness and that is change. Organisations are
constantly required to change what they do & how they
do it. The most successful organisations are those that
have become best at changing. World class
performance is seen to be possible through the
development of excellent management, one significant
part of which is the management of projects.
No single industry or function has a
monopoly on project management expertise; an
average manager now spends upwards of 50% of their
time on projects or project-related issues. Their line
responsibilities (finance, marketing, design) involve
them in a variety of day-to-day activities plus long term
projects. The need for innovation, together with the
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Characteristic Features of
Project
-Project Management Guidebook
A typology of projects:
Unique in Nature
Beneficial changeElement of RiskLimited Resources
Approved BudgetDefined Timescale
StrategicStrategic
SystemsSystems
2-5 years.High degree of change to customers.
Highly complex.
2-5 years.High degree of change to customers.
Highly complex.
1-2 years.Medium degree of change to customers.
Medium complex.
1-2 years.Medium degree of change to customers.
Medium complex.
Up to 1 year.Low degree of change to customers.
Up to 1 year.Low degree of change to customers.
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Project Management vs. General
Management
Nobody knows how Honda is organized, except that it
uses lots of project teams and is quite flexible.
perat onaperat ona
es of authority fuzzy.
r changing set of tasks.
ponsibility for cross functional activities.
y in project life duration.
n task is resolution of conflict.
tains intrinsic uncertainties.
Authority defined by management struct
Consistent set of tasks.
Responsibility limited to their own functio
Permanent work scenario.
Main task is optimization.
Limited set of variables.
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-Kenichi Ommae
Project management comprises:
A set of skills. A suite of tools.
A series of processes.
Project Life Cycle
The life cycle is the only thing that uniquelydistinguishes projects from non-projects.- Patel & Morris (The Role of the Project Life Cycle (Life Span) inProject Management :A literature review by R. Max Wideman)
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The sequence of phases through which the
project will evolve is a project life cycle.
A project life cycle is basically defined by its phases,according to which a project swims through & finally
reaches to handover stage.
Phases of Project Life Cycle
The phases are extremely useful in planning aproject since they provide a framework for budgeting,manpower and resource allocation, and for schedulingproject milestones and project reviews. The method ofdivision of a project into phases may differ somewhatfrom industry to industry, and from product to product.
There are mainly 4 phases:-
Project Initiation Project Planning Project Execution Project Closure
Project Initiation:In this phase a business problem (or opportunity) isidentified and a business case which provides various
solution options is defined. A feasibility study is thenconducted to investigate the likelihood of each solution
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option addressing the business problem and a finalrecommended solution is put forward. Once therecommended solution is approved, a project isinitiated to deliver the approved solution.
Project Planning:
Plans are only good intentions unless they
immediately degenerate into hard work.
-Peter Drucker
Once the scope of the project has been defined,the
project enters the detailed planning phase. Thisinvolves the creation of a:
Project Plan (outlining the activities, tasks,dependencies and timeframes) .
Resource Plan (listing the labour, equipment andmaterials required) .
Financial Plan (identifying the labour, equipmentand materials costs) .
Quality Plan (providing quality targets, assuranceand control measures) .
Risk Plan (highlighting potential risks and actionstaken to mitigate them) .
Acceptance Plan (listing the criteria to be met togain customer acceptance) .
Communications Plan (listing the informationneeded to inform stakeholders) .
Procurement Plan (identifying products to besourced from external suppliers).
Project Execution:This phase involves the execution of each activity andtask listed in the Project Plan. While the activities andtasks are being executed, a series of managementprocesses are undertaken to monitor and control the
deliverables being output by the project. This includes
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the identification of changes, risks and issues, thereview of deliverable quality and the measurement ofeach deliverable being produced against theacceptance criteria. Once all of the deliverables havebeen produced and the customer has accepted thefinal solution, the project is ready for closure.
Project Closure:It involves releasing the final deliverables to thecustomer, handing over project documentation,terminating supplier contracts,releasing projectresources and communicating the closure of the projectto all stakeholders. The last remaining step is toundertake a Post Implementation Review toquantify the overall success of the project.
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Various Project Life Cycle examples are given below,
-Project management
-Project management
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Real Time Case
Bangalore Metro Rail Project
Summary of project:Bangalore Metro Rail Projectcomes under the legal body of Bangalore Mass Rapid
Transit Ltd (BMRTL).
Chairman: Anil Bajijal, Union Urban DevelopmentSecretary
Managing Director: Mr. V. Madhu
Executive Director: Mr. M.S. Nagendra
(Administration), Mr. Y. Rajendra (Finance)
Board of Directors: 5 from Central Government, 5
from State Government.
Participants: State and Central Governments.
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Project Initiation
The project was started in August 2005 and is stillgoing on, which will continue till December 2011 (forphase 1).
Project Planning
Routes:East-West (18.1 km) & North-South (14.9 km)CorridorsTotal length of project: 42.3kmsType: Elevated and UndergroundNumber of stations: 41Number Of Commuters Per Day: 820,000Proposed Fare: 1.33-1.66 times the bus fares. Annualescalation fares at 4%
Cost/Km Underground: Rs 250 croreCost/Km Elevated: Rs 80 crore
Total cost: Rs 8100crore
Fund Formula:
State: Rs 2287 cr
Centre/Federal: Rs 1831 cr
Financial Institutions: Rs 3982 cr
Interest rate: Approx 8.75% for a 15 year term loan,line of credit form insurance companies and provident
fund agencies comes for 25 years at 9% interest.
There are several plans in pipeline that will take effect
once this project is completed i;e
Tax For Private Vehicles
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The Metro Rail may substantially ease the traffic on
some roads. BMRTL has proposed a number of
measures, including imposing entry tax on privatevehicles and restricting of three-wheelers on certain
roads.
Other items include,
Entry tax on private vehicles on certain roads
Parking fee substantially hiked on certain roads
No three-wheelers permitted on certain roads City bus corridors shall not run paralleled to Metro
corridors
Intercity buses to terminate at city outskirts
Public parking will be provided at major Metro
stations
Feeder bus services will be provided at Metro
stations Common ticketing will be introduced for Metro and
feeder buses
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Project Execution
Ground-level preparations for the ambitious metro rail
project in Bangalore are being made
with the State Government freezing
development activity in 247 premises and buildings it
had tentatively identified for this purpose. The
government has asked the Bangalore CityCorporation, BDA and other civic bodies to seek a no-
objection certificate (NoC) from the BMRTL before it
approves any construction activity.
Bangalore Metro will have a standard gauge and will
take cover under the 100-year old Mysore Tramways
Act, which will require some amendments by the state
government to suit the present day needs. With this,BMRTL can avoid going to the railway ministry for all
sanctions.
Some of the space that has been claimed by
BMRTL for the project are as follows:
1. 4,126 sq mt of Central Bus Sand in Majestic.
2. On MG Road the project will use 14 sq mt
of Nalli Silks and 25 sq mt of Land Mark building.
3. 210 sq mt of IOC petrol bunk near Trinity Circle.
4. Trinity Complex, Megdooth Motors, Police Quarters
on Ulsoor Road.
Bangalore Metro
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5. Part of Govt Kannada Primary School at
Srirampuram, Govt Urdu School at Chickpet.
6. 74 sq mt of Bangalore Hospital on RV
Road.
7. 4,320 sq mt of Mysore Mills behind Maharaja Mills.
8. 119,000 sq mt of private industry land on Tumkur
Road.
Comparative analysis of Metro rail project with
Monorail,
Monorail is very expensive and the return on
investment [ROI] is very low. Mono Rail system costs Rs
120 crore per km, against Metro Rails Rs 75 crore per
km. Metro Rail had a capacity to carry 45,000-50,000
passengers per hour, while Mono Rail can carry only10,000-12,000 passengers per hour.
Project Closure
Phase 1 is expected to go live by December 2011.-www.bmrc.co.in
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Conclusion
Public sector BEMLhas been mandated for the supply
of 150 metro coaches valued at Rs 1,672 crore with a
provision for supplying 63 more coaches. Supplies of
the first set will begin in October 2010.
The companies involved in handling various tasks of
the project are:-
Hyderabad-based Navayuga Engineering Ltd.
Nagarjuna Construction Company Ltd.
Afcons Infrastructure, Gammon India, Simplex
Infrastructures and Soma Enterprise.
Punj Lloyd Ltd.
The second phase of the project might begin in 2012.
References:
Project Management Institute, USA via internet.
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Practical tools, techniques & MS project scheduling --
Dick Billows
Best project management practices -- Dick Billows
The AMA handbook of Project Management.
Project Management Harvey Maylor
www.bing.com