2. MODULE-2
BASICS OF PROJECT MANAGEMENT:
• Project Life Cycle,
• Types of projects,
• Phase of the project,
• Project management and its relevance,
• Stakeholders of a project, structure of project organization,
• Management levels,
• Failures and success of a project.
3. The 4 phases of the project management life cycle
• Initiation
• Planning
• Execution
• controlling or monitoring
• Closure
Project management life cycle overview
• The project management life cycle describes high-level processes for delivering a successful project.
• Undue use of money and resources can be prevented with effective project management, as more than
half of unsuccessful projects fail due to communication breakdown.
• In the phases of the project management life cycle, you come up with the idea for a project, define its
goals, plan for its execution, and guide it to completion
4. The five project management phases
To make a project easier to plan and control, its work can be grouped into phases, with each phase having similar tasks and
leading up to a major deliverable. The end of each phase is then marked by a project milestone.
The five major phases in a project life cycle correspond to the project management process groups in the PMBOK.
Stage 1: Initiation
This phase of project management marks the beginning of the project and is where the project charter is developed, and
stakeholders are identified.
Stage 2: Planning
This is where the project plan is developed. That means costs are estimated, resources are determined, and requirements
(scope and work breakdown structure) are defined. This is also where risk is identified and planned for, and where
communications are built.
Stage 3: Execution
This project phase is where the project is carried out, all while procuring resources and managing stakeholder expectations.
Stage 4: Controlling/Monitoring
This phase is often carried out simultaneously with execution because this is where quality, scope creep, and cost/time
allocations are monitored.
Stage 5: Closing
This stage of project management is where the project is finalized, the deliverable is given to the customer, stakeholders are
told of the completion of the project, and all resources are released back to their resource managers
5.
6.
7.
8. Feasibility study
Simply put, a feasibility study is an assessment of the
practicality of a proposed plan or method. Just as the
name implies, the study answers the question, “Is this
project feasible?”
• To determine this, start by answering the who, what,
when, when, and how of your project.
• Conduct an analysis to determine who needs to be
involved in the project, what needs to be done, when
it needs to be completed, and how everything will
come together to make the project successful.
• This process of evaluation is at the core of a feasibility
study, a common process to complete when results
are uncertain and stakes are high.
9. Here are seven steps to determine if your project is feasible:
1. Analyze the problem
First, conduct a preliminary analysis of project requirements to assess the practicality and viability of the proposed plan. Do
you have the technology and resources required to get the project off the ground? How will you measure and determine the
ROI of the project? Understanding your business goals and objectives before you start the project will help keep everyone
aligned and working toward the same goal.
2. Evaluate the budget
The quickest way to derail any new project or initiative is to misuse or waste budget. Especially when budgets are limited,
your stakeholders want to know whether the money you spend will make a difference to the bottom line. Determine how
much budget you have available for the project—and identify the projected revenue streams. How will this project result in a
monetary return on investment?
3. Do your research
Next, take a deeper look at the market. Is there a demand for your product or business plan? For smaller projects, what
roadblocks will you face along the way? What are your competitors doing? If your project goals are too narrow, or they don’t
align to larger business goals, it might be wise to reevaluate your approach.
4. Make a plan
Armed with your research, create an action plan to bring your project to life. What resources—people, processes, and tech—
will you need to complete the project? A work breakdown structure (WBS), which breaks down projects into smaller, more
manageable pieces that you can reasonably evaluate and assign to teams, can be used to build this plan.
10. 5. Make a balance sheet
Now that you have an actionable plan in hand, it’s time to reevaluate the finances of the project. To do this, bring in
financial data to prepare a project kickoff balance sheet. Are you still projecting the same revenue?
6. Check your data
It’s crunch time. Before you decide whether it makes sense to move forward with the project, take another look at all the
data at your fingertips. Objectively, how likely is it that this project will be successful?
7. Decide what’s next
With all of these evaluations in place, you’ll be able to confidently, objectively, and strategically determine whether the
project is feasible. If it’s not, you can build a more thoughtful, strategic plan to run through a feasibility study. If all signs
point to “yes,” it’s time to give your project the green light.
11. Types of feasibility
• 1. Economic feasibility 2. Technical feasibility 3. Operational feasibility 4. Schedule feasibility 5. Legal feasibility
1. Economic feasibility
• When budgets are at play, it’s important to determine whether the investment will be worth it. Simply put, will your
project be profitable? With an economic feasibility study, you run a cost-benefit analysis to determine how much value
the project will bring to the business.
2. Technical feasibility
This broad concept can be applied to many types of projects, from software development to construction. Validate the
technical resources and capabilities needed to convert the ideas into a working project or system.
3. Operational feasibility
Even the most strategic, well-intentioned projects can go astray if they’re too difficult to bring together, or don’t directly
address or solve the problem at hand. An operational analysis helps you understand how well the proposed project will
address the problem.
4. Schedule feasibility
Also referred to as time visibility, this type of feasibility study can help you determine how reasonable the project’s timeline
is when measured against existing projects and available resources. Proper evaluation at this step can also help you avoid
unpredictable or extra costs.
5. Legal feasibility
Legal feasibility analysis helps you understand if your proposed plan conforms to legal and ethical requirements. These
requirements may include zoning laws, data protection acts, or privacy laws.
12. 1. Initiation
First, you need to identify a business need, problem, or opportunity and brainstorm ways that your team can meet this need,
solve this problem, or seize this opportunity. During this step, you figure out an objective for your project, determine whether
the project is feasible, and identify the major deliverables for the project.
Project management steps for the initiation phase
• Undertaking a feasibility study: Identify the primary problem your project will solve and whether your project will deliver a
solution to that problem
• Identifying scope: Define the depth and breadth of the project
• Identifying deliverables: Define the product or service to provide
• Identifying project stakeholders: Figure out whom the project affects and what their needs may be
• Developing a business case: Use the above criteria to compare the potential costs and benefits for the project to determine
if it moves forward
• Developing a statement of work: Document the project’s objectives, scope, and deliverables that you have identified
previously as a working agreement between the project owner and those working on the project
Tools and documents used in the initiation phase can include:
•Project proposal: The project proposal defines a project and outlines key dates, requirements, and goals.
•Project charter: This is a definitive document that describes the project and main details necessary to reach its goals. This can
include potential risks, benefits, constraints, and key stakeholders.
•RACI chart: A RACI chart plots the roles and responsibilities of members on a project team.
13. 2. PLANNING PHASE
There are several methods of setting up the project’s goals but S.M.A.R.T. and C.L.E.A.R. are the most popular.
• During the planning stage, the scope of the project is defined. There is a possibility of changing the scope of the project
demands it but the project manager must approve the change. Project managers also develop a work breakdown structure
(WBS), which clearly visualizes the entire project in different sections for the team management.
• A detailed project timeline with each deliverable is another important element of the planning stage. Using that timeline,
project managers can develop a project communication plan and a schedule of communication with the relevant
stakeholders.
• Risk mitigation is another important aspect of project management that is a part of the planning stage. The project manager
is responsible for extrapolating past data to identify potential project management risks and develop a strategy to minimize
them.
• An important element that professionals often overlook is an effective change management plan. As a project manager, you
must be ready to incorporate a few changes in the project to avoid bottlenecks and project delays.
In the absence of a working change management plan, scope creep happens and causes huge problems for the project team in
the later stages of the project. So, it’s best to reduce the possibility of unforeseen changes as much as possible
14. Phase 3: Project execution
The project execution stage is where your team does the actual work. As a project manager, your job is to establish efficient
workflows and carefully monitor the progress of your team.
Another responsibility of the project manager during this phase is to consistently maintain effective collaboration
between project stakeholders. This ensures that everyone stays on the same page and the project runs smoothly without any
issues. You can take help from the best project collaboration tools that are available in the market. They’ll not only make your
life easier but also improve efficiency and increase the productivity of your team.
Phase 4: Project monitoring and controlling
In the project management process, the third and fourth phases are not sequential in nature. The project monitoring and
controlling phase run simultaneously with project execution, thereby ensuring that objectives and project deliverables are
met.
As a project manager, you can make sure that no one deviates from the original plan by establishing Critical Success Factors
(CSF) and Key Performance Indicators (KPI).
During the monitoring phase of project management, the manager is also responsible for quantitatively tracking the effort
and cost during the process. This tracking not only ensures that the project remains within the budget but also is important
for future projects.
Phase 5: Project closing
This is the final phase of the project management process. The project closure stage indicates the end of the project after the
final delivery. There are times when external talent is hired specifically for the project on contract. Terminating these
contracts and completing the necessary paperwork is also the responsibility of the project manager.
15. What are the project management basics?
• The ability to deliver projects on schedule, on budget, and aligned with business goals is key to gaining an edge in
today’s highly competitive global business environment.
• This is why it is important for the person in charge of the project to have a comprehensive understanding of project
management, from basic concepts to extensive experience.
• Project managers have an incredibly complex assignment, one that blends organizational skills, analytical minds, and
adept interpersonal abilities.
• Many PMs are assisted by project management software and tools that help projects throughout the project life cycle.
In this section, we’ll walk you through the basics of project management and what it means to be a project manager.
And, if you are looking for a solution to kick-start your project management journey, you can unlock a free trial with
16. What is a project
Before we get into the basics, we need to define what exactly a “project” is. Sure, you’ve probably been assigned countless
“projects” in college or on the job, but what is the actual definition?
The Project Management Institute (PMI) defines a “project” as “a temporary endeavor undertaken to create a unique
product, service or result.”
There are a few key things to notice in this definition:
• The word “temporary” means projects must have a defined beginning and end. This means every project must include a
timeline, scope, and resources. The fact that it is temporary with a beginning and an end also means that it is not part of
ongoing operations. This brings us to the second point.
• The purpose of a project must be “to create a unique product, service, or result.” This means a project will be started in
order to accomplish a specific goal that is typically outside the realm of the typical day-to-day business operation. This
means the project team might include people who don’t usually work together, and require resources that are typically
outside the scope of day-to-day operations.
• Every project must have the following components:
Goal: What are you trying to achieve?
Timeline: When are you trying to achieve it?
Budget: How much will it cost to achieve?
Stakeholders: Who are the major players who have an interest in this project?
Project manager: Who is going to make sure everything that needs to be completed gets completed?
A project is not something routine. Day-to-day operations and maintenance are not considered projects because they do not
have a definitive start and end
17. Major types of projects in construction
• The organized effort to create a building or structure is known as a construction project. Construction projects in civil
engineering and architecture refer to physically putting together infrastructure or a building.
• A construction project comprises several smaller projects as it is not a single activity. Human multitasking is required
for large-scale construction projects.
• A design engineer, a construction engineer, or a professional architect oversees these types of larger construction
projects. Effective planning is necessary for building projects to be completed cost-effectively
All construction projects require meticulous planning because of the job’s invariable environmental and financial impact.
As a result of these intrinsic characteristics, all construction projects require detailed planning centered on the following
elements:
•Budgeting,
•Logistics,
•Bidding,
•Building material availability,
•Construction site safety, and
•The discomfort the project will cause to the general public.
•Commercial Construction Projects, Residential Construction Projects, Infrastructure Construction Projects, Industrial
Construction Projects.
18. 1. Residential Building Project
Residential housing construction is the first type of construction, and it comprises building, maintaining, and modifying
structures for housing people, supplies, or equipment.
All housing types are included, including apartments, townhomes, condos, nursing homes, and dorms. Residential structures
include garages and outbuildings, such as utility sheds.
2. Commercial Project
Commercial projects include schools, sports arenas, commercial centers, hospitals, stadiums, retail outlets, and skyscrapers.
Institutional and commercial construction, like residential housing development, comprises the construction of new
structures and the repair and maintenance of existing ones. A company or a private owner usually commissions a project like
a retail store. Other infrastructure projects, like stadiums, schools, and medical facilities, are frequently funded and controlled
by local and national governments.
3. Industrial Project
The form of construction comprises constructing structures that require a high level of specialization and technical planning,
construction, and design skills. This form of construction is usually done by for-profit or industrial businesses. For example, a
chemical company can build oil refineries, whereas a power generation company can build hydroelectric power plants and
nuclear power plants, both are industrial structures.
4. State Construction Project
State-funded construction projects come in a range of shapes and sizes. It could be something as simple as constructing a
public school or a government building (like a courtroom). These projects can also be quite complex, such as building a
bridge, sewer line, motorways, etc.
19. 5. Infrastructure and Heavy Construction Project
These types of construction projects include constructing and updating railways, communications, roads, and railways to
the city’s environs and current building construction. This form of development is typically carried out in the public interest
by government institutions and significant commercial firms. Tunnels, bridges, highways, transport systems, drainage
systems, and pipelines are examples of other projects that fall under this category.
20. According to the Project Management Institute, project stakeholders are defined as: “Individuals and organizations who are
actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or
successful project completion.
Who are the stakeholders in a project?
“what are project stakeholders”, AND “who are the stakeholders in a project”.
• The project stakeholder is anyone with an interest or investment in your project. But when you actually start to map that
out, you might be surprised by how long the list can be. That’s because investment in your project can take a number of
different forms.
• It can be the company’s money, an executive’s sponsorship or a manager’s resources. It can also apply to the end user or
customer, as their needs are a critical consideration when it comes to steering your project
Types of stakeholders in project management --Internal and External.
• Internal stakeholders
These stakeholders are coming from within the house!!! Internal stakeholders are people or groups within the business, such
as team members, managers, executives, and so on.
• External stakeholders
External stakeholders are — as you can probably guess — people or groups outside the business. This includes customers,
users, suppliers, and investors.
As you can see, stakeholders don’t always work for the project manager. Needless to say, this can add an extra layer of
complexity, as you need to be able to communicate with people at all different levels of the business and with varying degrees
of engagement, influence, and interest
21. Examples of stakeholders in a project
The stakeholders in each particular project will vary depending on the type of project and industry, but here are a few
examples of the types of stakeholders in project management you might need to consider:
• Project manager, Team members, Managers, Resource managers, Executives, Senior management, Company owners
• Investors, Sponsors, Financiers (the people, not the cakes), Suppliers, Vendors, Consultants, Customers, End users
So how do you know which stakeholders you need to focus on for your particular project? For that, you need to do a
stakeholder analysis.
How to do a stakeholder analysis
As soon as your project charter is complete and the scope of your project is defined, you can use it to start mapping out
your stakeholders. Here’s how to get the ball rolling with a basic stakeholder analysis process.
1. Identify your stakeholders
First step, you need to identify who your stakeholders actually are. To do this, draw on your project charter and any other
project plans and documentation to compile a full list of your project stakeholders, both internal and external.
Bear in mind that some stakeholders won’t come into play until later in the project lifecycle — but if you can anticipate who
they’ll be in advance, you can start to get their buy-in, build the relationship from the outset, and help them to feel involved
from the beginning.
22. 2. Prioritize your stakeholders Once you’ve identified all of your stakeholders, you can start to prioritize them.
• Prioritizing your stakeholders is important because it helps you understand where to invest your resources. In other words,
it helps you — as the project manager — to identify who the key decision makers are at any given moment, so you can
ensure that you’re talking to the right people, at the right time.
• There are a few methods of doing this stakeholder prioritization, but one simple way is to plot them out using a
power/interest (or power/influence, or impact/influence) grid.
• The power/interest grid helps you to identify your key stakeholders by answering two key questions that help you to group
them into categories:
What level of power do they have?: 1. How important is it that they’re happy with the project’s progress and results? 2. How
integral are they to the project’s success? 3. How influential are they to the project, to other stakeholders, to the team, and so
on? (Remember: a stakeholder’s influence can be positive or negative!)
What level of interest do they have?: 1 Is this project super important to them, or are they only tangentially connected to it?
2. Is it something they’re directly accountable for? 3. Are they reliant on it for other work or results? 4. Are they opposed to
the project or concerned about it in some way?
23. 3. Understand your stakeholders
Now that you know who the key players are and which ones to prioritize, you need to get a full grasp of their expectations
for the project.
For key stakeholders, this might involve meeting up for a short face-to-face interview or conversation where you discuss
things like:
What their definition of project success looks like
Any concerns or reservations they have about the project or its outcomes
What their expectations for the project are
What impact a positive or negative project outcome would have on them
Whether there are any anticipated conflicts of interest with other stakeholders that you need to be aware of
Not only will these conversations help you to understand each stakeholder’s involvement in, and outlook on, the project,
but it also helps you to build a bigger picture of your stakeholder network and how each stakeholder interrelates.
24. And on a personal level, meeting with the key stakeholders at the beginning of the project helps you to feel out some basic
interpersonal preferences (like communication style), as well as start building your relationships with each stakeholder.
As you’re doing this, it’s also helpful to keep your eyes open for any political, cultural, or environmental cues, if you can.
Picking up on things like the political climate of the organization, how your key stakeholders interact with each other, and any
potential conflicts of interest can help to give you some essential context when it comes to running your project or pre-
empting certain decisions — and it’s a project manager superpower that you should start cultivating as soon as possible.
How to manage your project stakeholders
• Identifying your stakeholders and their needs is just one piece of the stakeholder management puzzle. But it doesn’t end
there. For a successful project, your key stakeholders’ requirements, project objectives, and happiness should be an
ongoing concern throughout your project.
• Now, that doesn’t mean that the stakeholder is always right — and your job as a project manager will sometimes involve
pushing back on your stakeholders and re-balancing their expectations with the project charter and project plan you all
agreed on at the start.
• The tricky part is in balancing everyone’s needs, requirements and objectives so you can keep your stakeholders happy —
while also delivering the project you set out to deliver.
Here are a few ways you can establish some best practices for stakeholder management and develop better stakeholder
relationships at every phase of your project.
25. structure of project organization
Figure 2-2: Illustrative Hierarchical Structure of Management Functions
26. • What is Project Management Structures, and Why is it Important?
The meaning of Project management is the process of planning, organizing, executing, and controlling a project.
There are many different types of project management structures that you can choose from depending on the
structure of the project you are running or the specific needs of your business.
1. Waterfall Modeling
The most common type of project organizational structure is called Waterfall Modeling or Waterfall Methodology (also
known as sequential or traditional methodology). The waterfall is a widely used project management structure that
organizes work into phases.
Each phase has its own set of tasks, which must be completed before moving on to the next step. Waterfall projects
typically have a long-term timeline, so they're good for large-scale initiatives that take time to complete.
2. Agile Modeling
Another popular model is called Agile Modeling or Agile Methodology (also known as "iterative" or "incremental"). The
agile method is based on smaller chunks of work completed in parallel rather than consecutively. This helps speed up
delivery time by breaking down large projects into smaller ones with smaller timelines.
This means that Agile projects have shorter timeframes and more frequent milestones along the way, and they can be
great for smaller projects or when there's limited time or funding available
27.
28. Features of Project Organization Structure
Many features make up a good project organization structure, but the four main features are-
1. Flat Management Structure
A flat management structure means everyone is responsible for their work and reports directly to the higher-ups. In some
cases, this can lead to accountability and transparency concerns. Therefore, we recommend creating a project
organization structure as part of your process.
When you have a flat management structure, it's vital that everyone understands what their role is within the company
and how they fit into the bigger picture. Having a clear idea of what each person needs to do will help them feel more
empowered and motivated about their work
2. Clear Communication Guidelines And Procedures
A project organization structure helps get clear communication guidelines and procedures because it is used to
communicate the roles and responsibilities of each team member. It also contains information about reporting
relationships, forms, templates, and checklists required for various processes.
3. Comprehensive Planning
A project organization structure is an integral part of comprehensive planning because it helps ensure everyone involved
in the project understands their role. It can be used to show how different departments or teams will work together on a
given project, and where each department or team falls in a hierarchy. This can help to ensure that everyone knows who
they should report to if they have any questions or concerns about their role
29. • Types of Project Management Structure -- functional, matrix, and projectized
1. Functional Organization Structure • Functional organization is a Project Management Structure that
focuses on specialization and departmentalization to achieve
efficiency and effectiveness.
• This structure is usually used in organizations with a flat hierarchy,
where the project team is formed of different units or departments.
• The benefit of this (PMO) project organizational structure is that it
allows more specialized employees to contribute to a project
without going through layers of management.
• The disadvantage is that it may be difficult for the project manager
to keep track of everything happening within the team since each
employee will have their responsibilities and deadlines
1. Functional Organizational Structure
It focuses on the specific functions that need to be
completed by each employee. For example, an employee
who works in accounting may have multiple tasks within
their job description, like processing payables and
receivables. Functional organizations are suitable for
companies with several employees who have similar roles
and responsibilities.
30. 2. Projectized Organization Structure
• Projectized organizations are those that have a structure that
is designed to create and deliver projects rather than
complete long-term goals. In this way, it is similar to an ad hoc
organization in that it is temporary and focused on a specific
task or set of functions.
• The advantage of a projectized organization is that it can be
very flexible in terms of how it organizes its resources, which
helps to ensure that the most appropriate people are assigned
to each task at hand.
• This can be especially beneficial when the scope of a project
changes significantly over time. However, it may not be able to
effectively manage large projects if there isn't enough time
spent planning ahead of time
2. Matrix Organizational Structure
A matrix organizational structure combines the best aspects of
both functional and project-oriented organizations into one
system. Employees often have multiple reporting relationships
depending on their role in the company and their level of
expertise in different domains. It helps them complete their work
more efficiently as a result of the top-down or. bottom-up
approach.
31. 3. Matrix Organization Structure
• Matrix organizations are one of the most flexible project
management structures available.
• It can be more responsive than other types of project management
structures because it allows teams to quickly shift their focus when
necessary. It is also less costly than other types of project
management structures.
• Besides, they allow for greater employee involvement in decision-
making processes, resulting in better-quality decisions and higher
employee satisfaction.
• However, Matrix organizations may be less efficient than other
structures because they require more communication between
teams and management. They may also be demanding for new
employees to understand
32.
33. • Even though there is no clear cut delineation
between different structures, but broadly
speaking organizational structures can be divided
into three types – Functional, Matrix and
Projectized.
• In these three, ultimately the PM authority,
resources, time and commitment become
stronger as you move from the functional style of
organization to the projectized structure.
35. Failures and success of a project
We should note that in this study, project failure is defined as follows:
1- Time and cost overrun such that the project losses economic justification,
or 2- The project is not completed.
From the factor analysis, the major critical factors of construction delay were identified as
(1) lack of commitment; (2) inefficient site management; (3) poor site coordination; (4) improper planning; (5) lack of
clarity in project scope; (6) lack of communication, and (7) substandard contracts.
The leading five categories led to the causes of delay: 1) Construction; 2) Managerial; 3) Political; 4) Financial, and 5)
Technical factors.
The factors of failure have been categorized in four groups: 1- Contractor related factors; 2- Client related factors; 3-
Consultant related factors, and 4- External facto
The failure can be reduced, if the following conditions are considered:
a) Carrying out precise preliminary studies of the project by consultants;
b) Allocation of adequate time for preliminary studies;
c) Clear and continuous discussion about the objectives of a project between the consultant and the client, and
d) Establishment of correct descriptions of client requirements by consultants.
36. Risks in construction projects may be classified in a number of ways.
One form of classification is as follows:
• Socioeconomic factors
Environmental protection
Public safety regulation
Economic instability
Exchange rate fluctuation
• Organizational relationships
Contractual relations
Attitudes of participants
Communication
• Technological problems
Design assumptions
Site conditions
Construction procedures
Construction occupational safet
