This document provides an introduction to project management and organization. It defines a project as a temporary endeavor with a unique purpose, definite start and end, and requires various resources. Project management is applying skills and techniques to meet project requirements. The document outlines the project life cycle phases of conception, definition, production, operation, and divestment. It also discusses the importance of organization, principles like responsibility and authority, and types of project organization structures like line, functional, and line and staff. Management is defined as forecasting, planning, organizing, staffing, directing, coordinating, controlling, and decision making. Henri Fayol's 14 principles of management are also summarized.

1. Introduction to Management &Introduction to Management &
Project ManagementProject Management
By :
Prof . Pravin Minde
B.E. (Civil), M.E. (C & M)
LMISTE, LMIWWA, AMIE, MICE(I),

2. Content
Introduction to Project management & organization.
Importance, objectives & functions of management, Categories
of project, Project life cycle, importance of organization,
Principles of organization, Authority, Delegation of authority,
Types of Project Organization- Line, Functional, Line & Staff,
Matrix Structure, Project Structure
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3. Various Definitions of Management:
Donald J. Cough defines
"Management is the art and science of decision making and leadership.“
Henry Fayol defines
“ Management as to manage is to forecast and to plan,to organize,to
command,to co-ordinate and to control".
Peter F Drucker defines
"Management is a "multi-purpose organ that manages a business and
manages managers,and manages worker and work".

4. a) Introduction to Project
management & organization
Management
Art of getting work done through people with
satisfaction of employer, employees and public.
Management – Art as well as science
-Scientific basis – technique can be measured
-Art – getting work done from others.
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5. 5
Importance of Mgmt
No enterprise can survive without mgmt – huge money,
excellent m/c, expert manpower lead to confusion.
Guide and control activities
Coordinates different activities of departments
Provide new ideas and vision
Tackles business problems
Meet challenge of change
Provides stability to the enterprise
Helps personality dvpt.
.

6. Functions of Mgmt
1. Forecasting
2. Planning
3. Organising
4. Staffing
5. Directing – leadership, communication, motivation,
supervision
6. Coordinating
7. Controlling
8. Decision making
6
.

7. 7
1. Forecasting
 estimates future work – sales or production
 Relates to cost, finance, purchase, profit or loss
2. Planning
 Manager anticipates future and discovers alternatives
 Systematic way of making decisions
 Essential for utilizing available facilities
3. Organising
 Organising people, materials, jobs, time, etc
 Determining activities
.

8. 4. Staffing
Manager select, train, promote and retire their subordinates
Developing and placing of qualified people in jobs
5. Directing
Motivating, guiding and supervising subordinates
It involves
Leadership
Quality of behaviors of manager
Get max cooperation from subord and guide them
Communication
Process –ideas are transmitted
Verbal, written, orders, reports, instruction.

9. Ineffective communication – confusion, misunderstanding,
dissatisfaction or strike.
Motivation
Inspiring subord. – work effectively and efficiently
Supervision
Work is going as plan
Workers are doing as they directed
.

10. 6. Coordinating
Achieving harmony of individual effect towards the
accomplishment of company objectives
Making plan to coord. activities of subord.
7.Controlling
Measures current performance
Controlling set stds, measure job perf, take correct action.
8. Decision making
Selecting course of action for getting desired results.
.

11. HENRI
FAYOL’S
14 PrinciPles
of ManageMen
t

12. 1. DIVISION OF WORK:
Work should be divided among individuals and groups to
ensure that effort and attention are focused on special
portions of the task.
 Fayol presented work specialization as the best way to use
the human resources of the organization.

13. 2. AUTHORITY:
Authority was defined by Fayol as the right to give orders
and the power to exact obedience.
 Responsibility involves being accountable, and is therefore
naturally associated with authority.

14. 3. DISCIPLINE:
A successful organization requires the common effort of
workers.
Penalties should be applied judiciously to encourage this
common effort.

15. 4. UNITY OF COMMAND
Workers should receive orders from only one manager.
He should not receive instructions from more than one
person .

16. 5. UNITY OF DIRECTION:
The entire organization should be moving towards a
common objective in a common direction.
Without unity of direction, unity of action cannot be
achieved

17. 6. SUBORDINATION OF
INDIVIDUAL INTERESTS TO THE
GENERAL INTERESTS:
The interests of one person should not take priority over the
interests of the organization as a whole.

18. 7. REMUNERATION:
Remuneration to be paid to the workers should be fair,
reasonable, satisfactory & rewarding of the efforts. It should
accord satisfaction to both employer and the employees.

19. 8. CENTRALIZATION:
Centralization means concentration of authority at the top
level.
 In other words, centralization is a situation in which top
management retains most of the decision making authority.

20. 9. SCALAR CHAIN:
It is chain of superiors ranging from the ultimate authority to
the lowest.
Every orders, instructions etc. has to pass through Scalar
chain.

21. 10. ORDER:
For the sake of efficiency and coordination, all materials and
people related to a specific kind of work should be treated as
equally as possible.

22. 11. EQUITY:
All employees should be treated as equally as possible.

23. 12. STABILITY OF TENURE OF
PERSONNEL:
Retaining productive employees should always be a high
priority of management.
Recruitment and Selection Costs, as well as increased
product-reject rates are usually associated with hiring new
workers.

24. 13. INITIATIVE:
Initiative means eagerness to initiate actions without being
asked to do so.
Management should provide opportunity to its employees to
suggest ideas, experiences& new method of work.

25. 14. ESPIRIT DE CORPS:
It refers to team spirit i.e. harmony in the work groups and
mutual understanding among the members.
Management should encourage harmony and general good
feelings among employees.

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34. What is the Project?
A project is a temporary endeavor undertaken
to create a unique product or service
Projects can be large or small and take a short
or long time to complete
.

35. Project Attributes OR
CHARACTARISTICS
A project:
Has a unique purpose: every project should have a well
defined objective.
each project has a definite beginning and a definite end.
Requires resources, often from various areas
Should have a primary customer or sponsor
Involves uncertainty
.

36. What is Project Management?
Project management is “the application of
knowledge, skills, tools and techniques to project
activities to meet project requirements”
.

37. Categories of project
1. National
2. International
National project
 Non industrial
 Industrial – Non conventional R n D
High technology
Conventional technology
Low technology
.

38. High technology
Mega
Major
Medium
Mini
Major Project
Grass root, Expansion or modification
Expansion project
Normal, Crash or disaster
.

39. Project Life Cycle
A project life cycle is a collection of project phases that
defines:
What work will be performed in each phase
What deliverables will be produced and when
Who is involved in each phase
How management will control and approve work produced in each
phase
A deliverable is a product or service produced or provided
as part of a project
.

40. .

41. Phases of the Project Life Cycle as
PMOBOK
1. Conception/initiation
2. Definition/planning
3. Production/acquition
4. Operation
5. Divestment/termination
.

42. Five Phases of the Project Life Cycle
.

43. Conception
First phase includes
Determine existing needs
Establish system concepts
Chk technical feasibility
Examine alternatives
Definition – includes
Firm identification of human and non human res.
Pre of detailed plan
Deter of cost
.

44. Production
Testing and final standardization of effort so that
operation can begin
Operation
If project is marketable product then this phase
includes life cycle phase of market introduction,
growth, maturity and portion of deterioration.
Divestment
Includes the real location of resources.
.

45. Organization
Def
Organization is a group of person working together to
achieve a predefined goal.
Defining and delegating responsibility and authority
Establishing relationship
.

46. Importance of organization
A sound organisation
-Facilitates both mgmt and operation of the enterprise.
-Stimulates independent, creative thinking
-Permits optimum use of technical and human resources
-Leads to specialization
-Minimise corruption and inefficiencies
-Does not generate confusion
-Less wastage and expenditure.
.

47. Principles of organisation
1. Consideration of objectives
2. Relationship of basic components of the
organisation
3. Responsibility and authority
4. Span of control
5. Dividing and grouping work
6. Effective delegation
7. Communication
8. Line and staff relationship
9. Balance, stability and flexibility
.

48. 1. Consideration of objectives
Consider that objectives which increases productivity
and improve quality
2. Relationship of basic components of the
organisation
personnel
Objective determine type of work decides selection of
physical facilities
.

49. 3. Responsibility and authority
- Responsibility means accountability and
authority means right or power to act
- Must go together
- When a person is authorized then he is held
responsible for its performance.
4. Span of control
- No of subord. that reports to executive or no of
subord that an executive can supervise directly
- vary from 2 to 20.
.

50. 5. Dividing and grouping work
- Divisionalisation gives a greater sense of
responsibility to personnel
- Grouping is essential for specialization and
coordination
6. Effective delegation
- Passes down tasks to his subordinates
7. Communication
- Transmitting instructions and information's
within org. and to outside
- Free two way commu
.

51. 8. Line and staff relationship
All activities in two types
primary act or line function are directly contribute
to the objectives
Supporting act or staff function add to line
functions.
9. Balance, stability and flexibility
All units should be balanced
Stability refers capacity to withstand the losses
Flexibility specifies to adjust the work assignment
.

52. Authority
 Authority means right (to command) and power
to act
Empower superior to make a subordinate to do
the work
Right to make decisions, direct the work of others
and give orders
Rightful legal power
.

53. Delegation of authority
1. Entrustment of responsibility and authority to
another
2. Achieved through dividing his load and sharing
his responsibilities with others
3. Mans job grows beyond his personal capacity
.

54. Types of organisation
1. Line, military or scalar org
2. Functional org
3. Line and staff org
.

55. 1. Line, military or scalar organisation
WM
Suptd-1 Suptd-2
FM FM FM FM
W O R K E R S
- Authority flows directly from the work manager
(WM) to superintendent to foreman (FM) and them
to workers.
.

56. Advantages
Simple, easy to understand and flexible
Makes clear division of authority
Strong in discipline
Disadvantages
Neglects specialist
Overload few key executives
Small concern
.

57. 2. Functional organisation
Suptd
office shop
FM FM FM FM
W O R K E R S
F W Taylor suggested this org
Instead of one foreman, no of foremans are
located
Every FM has direct and equal authority over the
workers
.

58. Advantages
Since one foreman is responsible for one
function, he can perform his duties in a better
manner
Uses no of specialists
Reduces no of accidents, wastage
Quality of work improved
Disadvantages
Difficult to maintain discipline
Worker remain confused about authority
Difficult to fix up responsibility
Applications
Obsolete, in modified form can be used in
advanced concerns.

59. 3. Line and Staff organisation
Secretary BOD Legal advisor
Acct Off GM Sales manager
personal man purchase engg
design engg WM industrial engg
stores officer
suptd A suptd B
FM FM FM FM
W O R K E R S
BOD – Board of Directors GM – General Manager
WM – Works Manager Suptd – Superitendant
FM - Foreman
.

60. Line executives marked vertically and staff
executives are placed horizontally
For growing industry it is required
Advantages
Expert advice from specialist are available
Less wastage of material, man hours
Quality of product is improved
No confusion
Disadvantages
Product cost will increase
Frictions and jealousies developed
Applications
Used in medium and larger enterprises..

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