The document discusses various aspects of planning and implementing projects, including: 1) Planning a project involves developing a project management plan, assessing feasibility, identifying and managing risks, creating an effective work schedule, and monitoring progress. 2) A project management plan outlines the scope, goals, budget, timeline and deliverables of a project. Conducting a feasibility study assesses the technical, economic, legal, operational and scheduling viability of a project. 3) Identifying and mitigating risks such as those involving technology, communication, scope, costs, operations, skills and more is important for project success. Monitoring a project tracks its progress against the initial plan.

1. Planning and Implementing
Project
Dr. Parmeshwar Biradar
MBA (Finance, HR, Operations Management), SET, PhD (
Commerce and Management)

2. 2
Planning and
Implementing Project
2.1 Planning a Project
2.2 Business Project Management Plan
2.3 Project Feasibility
2.4 Identifying and managing risk
2.5 Effective work schedule
2.6 Monitoring a Business Project
2.7 Managing Change
2.8 Addressing Problem

3. The planning

4. Planning

5. Planning

6. Planning : Bridges the gap from where we are to, where
we want to go

7. Planning
1.1.
A) Meaning:
In simple words, planning is deciding in advance what is to be done, when, where, how
and by whom it is to be done.
Planning bridges the gap from where we are to, where we want to go.
It includes the selection of objectives, policies, procedures and programs from among
alternatives.

8. Planning
1.1.
B) Definitions:
Following are the definitions of the planning given by various authors:
1) Alford and Betty:
"Planning is the thinking process, the organised foresight, the vision based on fact and
experience that is required for intelligent action.“
2) Theo Haimann:
"Planning is deciding in advance what is to be done.

9. Planning
1.1.
C) Characteristics / Nature / Features of Planning:
Planning is an
Intellectual
Process
Planning
Contributes to
the Objectives
Planning is a
Primary Function
of Management
It is a Continuous
Process
Pervasiveness of
Planning
Essentially a
Decision-making
Process
Integrated
Process
Selective Process Flexible
Formation of
Premises
Directed towards
Efficiency
Future Oriented Action Oriented
Inter-dependent
Process
Involves
Participation

10. Planning
1.1.
D) Objectives of Planning:

11. Planning
1.1.
E) Advantages of Planning:
Achievement of
Objectives
Elimination of
Uncertainty
Planning Promotes
Internal
Coordination
Optimum Utilisation
of Resources
Basis for Control
It Facilitates
Budgeting
Planning Ensures
Relatedness among
Decisions
Enables the
Identification of
Problems
Planning Reduces
Mistakes and
Oversights
Planning Helps
Company to Remain
More Competitive in
its Industry

12. Planning
1.1.
F) Limitations of Planning:

13. Planning
1.1.
G) Steps of Planning:
Providing Follow-up to the Proposed Course of Action
Timing and Sequence of Operation
Preparation of Derivative Plans
Evaluation of Alternatives and Selection of Courses of Action
Determination of Alternative Courses
Establishment of Planning Premises/ context
Determination of Objectives

14. Planning
1.1.
G) Steps of Planning:

15. Planning
1.1.
H) Methods of Planning:
Methods of Planning
Standing Plans
Objectives Policies Procedures Methods Rules
Single-use Plans
Budgets Programmes Strategies

16. Planning
1.1.
I) Essentials of Good Planning:
Objective
Clear,
Logical and
Simple
Controllable Flexible Stable
Complete
and
Integrated

17. Planning
1.1.
J) Obstacles in Planning:

18. Project Management Plan
• A project management plan is a formal
document that defines how a project is going to
be carried out.
• It outlines the
scope,
goals,
budget,
timeline,
deliverables of a project,
and it's essential for keeping a project on track.

19. Project Management plan

20. 5 Stages of of Project Management Plan

21. Project feasibility
• Project feasibility is the study of a project's
various elements to determine if it has the
potential for success.
• Before a project begins, a company can
evaluate the project's feasibility to identify
obstacles, form strategies to overcome them
and ultimately attract investors

22. Types of Feasibility Study
• Technical Feasibility. This assessment focuses
on the technical resources available to the
organization. ...
• Economic Feasibility. ...
• Legal Feasibility. ...
• Operational Feasibility. ...
• Scheduling Feasibility.

24. 1. Technical Feasibility
• This assessment focuses on the technical
resources available to the organization.
• It helps organizations determine whether the
technical resources meet capacity and whether
the technical team is capable of converting the
ideas into working systems.
• Technical feasibility also involves the evaluation
of the hardware, software, and other technical
requirements of the proposed system.

25. 2. Economic Feasibility
• This assessment typically involves a cost/
benefits analysis of the project, helping
organizations determine the viability, cost, and
benefits associated with a project before
financial resources are allocated.

26. 3. Legal Feasibility
• This assessment investigates whether any aspect of the
proposed project conflicts with legal requirements like
zoning laws, data protection acts or social media laws.
• Let’s say an organization wants to construct a new
office building in a specific location. A feasibility study
might reveal the organization’s ideal location isn’t
zoned for that type of business.
• That organization has just saved considerable time and
effort by learning that their project was not feasible
right from the beginning.

27. 4. Operational Feasibility
• This assessment involves undertaking a study
to analyse and determine whether—and how
well—the organization’s needs can be met by
completing the project.
• Operational feasibility studies also examine
how a project plan satisfies the requirements
identified in the requirements analysis phase
of system development.

28. 5. Scheduling Feasibility
• This assessment is the most important for
project success; after all, a project will fail if
not completed on time. In scheduling
feasibility, an organization estimates how
much time the project will take to complete.

29. Benefits of feasibility study
• The feasibility analysis helps identify any
constraints the proposed project may face,
including:
• Internal Project Constraints: Technical,
Technology, Budget, Resource, etc.
• Internal Corporate Constraints: Financial,
Marketing, Export, etc.
• External Constraints: Logistics, Environment,
Laws, and Regulations, etc.

30. Other benefits of conducting a feasibility study:
Improves project teams’ focus
Identifies new opportunities
Provides valuable information for a “go/no-go”
decision
Narrows the business alternatives
Identifies a valid reason to undertake the project
Enhances the success rate by evaluating multiple
parameters
Aids decision-making on the project
Identifies reasons not to proceed

31. Project Risk
• A project risk is an uncertain event that may
or may not occur during a project.
• Contrary to our everyday idea of what “risk”
means, a project risk could have either a
negative or a positive effect on progress
towards project objectives.

32. 1. Technology Risk
• The tech aspect of a project poses a critical threat
to data security, organization services,
compliance and information security.
• Risks associated with technology are more
challenging because implementing new IT
programs often requires fresh personnel training
and software acquisition.
• There are also other technological-related risks
like service outages that might lead to delays and
project failure.

33. 2. Communication risk
• Effective and timely communication is a
significant work ethic that you must strictly
observe when you are in charge of a project.

34. 3. Scope creep risk
• Uncontrolled and unauthorized change to the
initial intended project scope may lead to the
extra cost of additional features, products or
functions.
• Almost all projects face this risk, and
sometimes it poses an irreversible challenge
because some of the added functions are
significant to the project and desirable to the
project's success.

35. 4. Cost risk
• A shortage or mismanagement of project
funds resulting from an inflated budget or
other constraints is a threat to the project's
completion.
• When the project cost is higher than the
budgeted funds, the risk might shift to other
operations and workforce segments.
• The reduction of the funds may also
contribute to an occurrence of a scope risk.

36. 5. Operational risk
• A project may stall or terminate if there is a poor
implementation of critical operations and core
processes such as production or procurement.
• The risks could result in a direct or indirect loss owing
to inadequacy or failed qualitative, quantitative or
strategies.
• Depending on the project type, operational risks are:
a) IT system risk
b) Human and process direct implementation risk
c) Human and process indirect implementation risk
d) Financial capacity risk

37. 6.Health and safety risk
• Health and safety is a type of risk that can
compromise a company's compliance rules.
• An organization should have its health and safety
standards monitored and evaluated regularly to
identify potential risks that can lead the company
to losses or fines.
• The management is responsible for establishing
continuous health and safety risk monitoring in
the company premises and its products or
services.

38. 7. Skills resource risk
• Leveraging on internal staff is a potentially high-
project risk because sometimes the project
activities are staggered in different waves at
various locations, requiring in-house personnel
attendance.
• The overlap of the waves becomes a potential
distress source.
• Staff incompetence in various project divisions is
another risk that may contribute to the additional
cost of personnel retraining or transfers.

39. 8. Performance risk
• When a project is unlikely to achieve the
results as intended, there is a perceived
performance risk.
• The risk has an inherent impact on the overall
performance of the business.
• Such a problem may lead to the additional
need for financing, a likely penalty for non-
performance and it may also leverage the
competitors' performance.

40. 9. Market risk
• When a project fails to meet the stated results,
market risk is likely to occur.
• Competitors might take the advantage to cripple
the business and eliminate it from the market.
• Another market risk could occur in commodity
and foreign market trades, which might not
favour the project's initial estimates.
• Liquidity, credit and fluctuation of interest rates
also pose as a potential market distracter to the
project's product sales.

41. 10. External hazards risk
• A likely adverse event beyond the control of
the project management is a potential risk.
• Such risks manifest in various types and
forms, including terrorism, storms, floods,
vandalism, earthquakes and civil unrest.
• A project may stall or discontinue when such
events occur.

42. Project Schedule
• A project schedule is a timetable that shows
the start and end date of all project tasks,
how the tasks relate to each other and
usually which team members or other
resources are responsible for delivery. It is a
dynamic document that is created during
initial the planning stage

45. Types of project schedule
• Master project schedule: a summary level schedule
that highlights the key tasks and their estimated
duration. This is useful as a high-level overview
document for senior management or external
stakeholders who don’t need the detail.
• Milestone schedule: tracks major milestones but not
every task or deliverable. It’s great for reporting status
and helping teams see their progress at a glance.
• Detailed project schedule: this is a more operational
level schedule that tracks every project activity. It’s
designed for the project team and managers to keep
track of every element of the project.

46. The benefits of effective project scheduling
• Contributes heavily to project success
• Provides a clear roadmap to everyone at the
beginning of the project
• Manages stakeholder expectations
• Monitors and communicates project progress
• Ensures buy-in and accountability for tasks and
deadlines
• Lets the team know which tasks rely on others
• Reserves your resources for when you need them

47. Project scheduling tools and techniques
• Task list
• GANTT chart
• Work breakdown structure
• Schedule network analysis
• Critical path method
• PERT charts

54. Project Monitoring
• Project monitoring is the process of keeping a
close eye on the entire project management
life cycle and ensuring project activities are
on the right track.

56. Change Management
• Change management is a systematic approach
to dealing with the transition or
transformation of an organization's goals,
processes or technologies. The purpose of
change management is to implement
strategies for effecting change, controlling
change and helping people to adapt to
change.

57. 7 Rs of Change Management

58. 7 Rs of Change Management
1. Who raised the change?
2. What is the reason for the change?
3. What return is required from the change?
4. What are the risks involved in the change?
5. What resources are required to deliver the
change?
6. Who is responsible for the “build, test, and
implement” portion of the change?
7. What is the relationship between this change
and other changes?

59. Addressing a Problem