AN OVERVIEW OF PROJECT MANAGEMENTSANJEEB KAKATI

THIRD EYE INFOSYS(P) LTD.ABOVE KALPATARUPANBAZAR GUWAHATI 781 001CELL: 9435014576E-MAIL: skakati@sify.com

Improvements Boundless

PROJECT: A JOB THAT HAS A BEGINNING AND AN END [TIME], A SPECIFIED OUTCOME [SCOPE] AT A STATED LEVEL OF QUALITY [PERFORMANCE], AND A BUDGET [COST] PROJECT COST C=f(P,T,S)THE PROJECT PARAMETERS C,P,T,S ARE ALSO CALLED CONSTRAINTSAT ANY POINT OF TIME ONLY THREE OF THE FOUR PARAMETERS CAN BE CONTROLLED.

PROJECT MANAGEMENT:

EFFICIENTLY USING RESOURCES TO COMPLETE A PROJECT AS DESIGNED, ON TIME, AT THE DESIRED LEVEL OF PERFORMANCE, AND WITHIN BUDGET.But.

PROJECT IMPLEMENTATION STATUS REPORT OF CENTRAL SECTOR PROJECTS (Costing Rs.20 crore & above)

COST OF DELAYED PROJECTS (2004-05 TO 2009-10)Sector/ministryNo of projects Cost overrun (in Rs cr)Atomic energy41,254.00Civil aviation24-123.50Coal692,941.36Petroleum3919,159.10Power403,778.33Railways7023,295.40Road transport150142.60Shipping & ports23203.00Steel313,265.10Telecom3068.40Urban development13547.10Water resources1644.10Total49555,175.00

Reasons for time overrunLack of supporting infrastructure facilities,Delay in finalization of detailed engineering plans, release of drawings and delay in availability of fronts,Changes in scope/delay in finalization of the scope,Industrial relations and law & order problems,Delay and uncertainty in feedstock supply,Pre-commissioning teething troubles,Technology problems, andGeological surprises.

Reasons for cost overrunTime overruns,Changes in rates of foreign exchange and statutory duties,High cost of environmental safeguards and rehabilitation measures,Higher cost of land acquisition,Change in the scope of the project,Higher prices being quoted by the bidders in certain areas,Under-estimation of original cost, andGeneral price rise.

Many of the ills could be eliminated through effective project formulationFeasibility Analysis

Techno-Economic Analysis

Project Design and Network Analysis

Input Analysis

Financial Analysis

Social Cost-Benefit Analysis

Pre-Investment Analysis

PROJECT IDENTIFICATION: INPUT - TRANSFORM OUTCOME (ITO) MODELINPUTPROCESSOUTPUTUTILIZATIONOUTCOMEPLANNING & SCOPINGIMPLEMENTATIONRESOURCESCUSTOMERSOUTPUT: CONTROLLABLE BY PROJECT MANAGEROUTCOME: MAY NOT BE CONTROLLABLE

GOAL ORIENTED PROJECT PLANNING

PARTICIPATION ANALYSISGIVES AN OVERVIEW OF ALL PERSONS, GROUPS, ORGANISATIONS AND INSTITUTIONS CONNECTED WITH THE PROJECTINCLUDES INTERESTS & EXPECTATIONS OF PERSONS AND GROUPS AFFECTED BY THE PROJECT INTO THE PLANNING PROCESS

PARTICIPATION ANALYSIS: EXAMPLE: AN ENGINEERING SSI UNIT ESTABLISHMENTPROMOTERSCONSULTANTSSUPPLIERSCONSTRUCTION WORK PERSONSADVERSELYAFFECTEDREGULATORYAUTHORITYBENEFICIARIESSUPPORT AGENCIESPRESSURE GROUPSTHE ENTREPRENEURXYZ [PROJECT REPORT]ABC [ENGINEERING DRAWING]RAW MATERIALSEQUIPMENTUTILITIESCIVILELECTRICALCOMPETITOR UNITSAGENTS/ MIDDLE MENPCBDISTRICT AUTHORITYTAX AUTHORITYCUSTOMERSSKILLED/ UN-SKILLED PERSONNELSUPPLIERSINDUSTRIES DEPTT.BANK IIELOCAL POLITICIANPANCHAYATSOCIO-POLITICAL ORGANIZATIONS

PROBLEM ANALYSISA SET OF TECHNIQUE TOANALYSE THE EXISTING SITUATION SURROUNDING A GIVEN PROBLEM CONDITIONIDENTIFY MAJOR PROBLEM CONDITIONS IN THAT ENVIRONMENTVISUALIZE CAUSE-EFFECT RELATIONSHIP IN A PROBLEM TREE

ADVERSE FAMILY PRESSUREPROBLEM TREEWORK PROGRESS BEHIND SCHEDULETIME OVERRUNCOST OVERRUNDELAYED REPAYMENTSNON-SYNCHRONIZATION OF ACTIVITIESDELAYED AVAILABILITYHIGH REJECT/REWORKNON-COMMITTED ENTREPRENEURINTERRUPTIONLACK OF PROPER COMMUNICATIONINEFFECTIVE PLANNINGLONG DOCUMENT PROCESSING TIMELONG DELIVERY TIMEPOOR WORKMANSHIPINEFFICIENT WORKMENDEARTH LOCALLYOUTSIDERS NOT READY TO COMEULTERIOR MOTIVEDIFFERENT PRIORITYGENERAL STRIKELABOUR VACATIONSLENDERS LOSE CONFIDENCE

OBJECTIVE ANALYSISA SET OF TECHNIQUE TODESCRIBE THE FUTURE SITUATION THAT WILL BE ACHIEVED BY SOLVING THE PROBLEMIDENTIFY POTENTIAL OBJECTIVES OF THE PROJECT

OBTAIN FAMILY SUPPORTOBJECTIVE TREEPROJECT COMPLETION ON TIMETIMELY REPAYMENTSSYNCHRONIZED ACTIVITIESTIMELY AVAILABILITYHIGH QUALITY WORKCOMMITTED ENTREPRENEURNO INTERRUPTIONPROPER COMMUNICATIONEFFECTIVE PLANNINGQUICK DOCUMENT PROCESSING TIMESHORT DELIVERY TIMEGOOD WORKMANSHIPEFFICIENT WORKMENQUALIFY LOCALLYESTABLISH EXTERNAL TIE UPJUDGE MOTIVE AND PRIORITY AT SELECTIONGENERAL STRIKE: OBTAIN EXEMPTIONSPREVENT UNSCHEDULED LABOUR VACATIONSLENDERS CONFIDENCE HIGH

OBJECTIVE: ENSURE TIMELY AVAILABILITY OF MATERIALACTIVITIESIDENTIFY MATERIAL REQUIREMENTS AS PER ACTIVITY SCHEDULINGESTABLISH APPROVED SUPPLIER LISTSET TIME LIMITS FOR INTERNAL PROCESSING OF DOCUMENTSSELECT MOST RELIABLE TRANSPORTERSESTABLISH LIAISON AGENCY AT MAJOR SUPPLY POINTFOLLOW UP WITH VENDORS FOR TIMELY SUPPLYESTABLISH COOPERATION IN COMPETITION CLIMATEINTRODUCE INCENTIVE/PENALTY SYSTEM

ANALYSIS OF ALTERNATIVESA SET OF TECHNIQUE TOIDENTIFY ALTERNATIVE SOLUTIONS THE PROJECT MIGHT WISH TO ACHIEVESELECT ONE OR MORE POTENTIAL PROJECT STRATEGIESDECIDE UPON ONE STRATEGY TO BE ADOPTED

PROJECT PLANNING MATRIXPROJECT PLANNING MATRIX [PPM] PROVIDES SUMMARY:WHY A PROJECT IS CARRIED OUTWHAT THE PROJECT IS EXPECTED TO ACHIEVEHOW THE PROJECT IS GOING TO ACHIEVE THE RESULTSWHICH EXTERNAL FACTORS ARE CRUCIAL FOR THE SUCCESS OF THE PROJECTWHERE WE SHALL FIND THE DATA REQUIRED TO ASSESS THE SUCCESS OF THE PROJECT

PROJECT PLANNING MATRIX

DESCRIPTIVE SUMMARYINDICATORS & BENCHMARKSSOURCES OF VERIFICATIONASSUMPTIONSOVERALL GOAL OR WIDER OBJECTIVEPROJECT PURPOSE OR IMMEDIATE OBJECTIVEOUTPUTACTIVITIES

PROJECT: ACTIVITY SCHEDULING

TENNIS TOURNAMENT ACTIVITIES

ACTIVITYCODEDURATION [DAYS]NEGOTIATE FOR LOCATIONA2CONTACT SEEDED PLAYERSB8PLAN PROMOTIONC3APPOINT OFFICIALSD2SEND INVITATIONSE10SIGN PLAYER CONTRACTSF4PURCHASE BALLS & TROPHIESG4NEGOTIATE CATERINGH1PREPARE COURTI3ARRIVAL OF PLAYERSJ2

TENNIS TOURNAMENT ACTIVITIES

ACTIVITYCODEIMMEDIATE PREDECESSORDURATION [DAYS]NEGOTIATE FOR LOCATIONA-2CONTACT SEEDED PLAYERSB-8PLAN PROMOTIONCA3EVALUATE SUPPLIERSDC2SEND INVITATIONS & CONFIRM PARTICIPATIONEC10SIGN PLAYER CONTRACTSFB, C4PURCHASE BALLS, NETS, PRIZESGD4NEGOTIATE LODGING & CATERINGHE, F1PREPARE COURTIG3ARRIVAL OF PLAYERSJH, I2

PERT AND CPM..PERT: PROGRAMME EVALUATION AND REVIEW TECHNIQUE CPM: CRITICAL PATH METHOD

GENERIC STRUCTURE OF PROJECT REPORT

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..CONTEXT/BACKGROUNDBRIEF DESCRIPTION OF SECTOR/SUB-SECTORNATIONAL PRIORITYSTRATEGY & POLICY FRAMEWORKDESCRIPTION OF EXISTING SITUATIONPROBLEMS TO BE ADDRESSEDEVIDENCE REGARDING NATURE AND MAGNITUDE OF PROBLEMPROVIDE BASELINE DATA/SURVEY/REPORTSPROJECT OBJECTIVESDEVELOPMENT OBJECTIVES TO BE ACHIEVED RANKED IN ORDER OF IMPORTANCESPELL OUT OUTPUT FOR EACH DEVELOPMENT OBJECTIVEGENERAL DESCRIPTION OF PROJECT

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..TARGET BENEFICIARIESIDENTIFICATION OF BENEFICIARIESSTAKEHOLDER ANALYSISCONSULTATION WITH STAKEHOLDER AT THE TIME OF PROJECT FORMULATIONOPTION REGARDING COST SHARING, BENEFICIARY PARTICIPATIONIMPACT ON WEAKER SECTION REMEDIAL ACTION FOR NEGATIVE IMPACT

PROJECT STRATEGYALTERNATIVE STRATEGY ANALYSIS TO ACHIEVE OBJECTIVESREASON FOR SELECTING PROPOSED STRATEGYOPTION OF LEVERAGING GOVERNMENT FUNDS THROUGH PUBLIC PRIVATE PARTNERSHIP

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..LEGAL FRAMEWORKSTRENGTH & WEAKNESS OF LEGAL FRAMEWORK ENVIRONMENTAL IMPACT ASSESSMENTDO AS REQUIRED AND IDENTIFY SIGNIFICANT ASPECTSIDENTIFY MEASURES TO MITIGATE ADVERSE IMPACTSON-GOING INITIATIVESDESCRIBE OTHER ONGOING INITIATIVE TO AVOID DUPLICATION OF EFFORTSTRY TO CREATE SYNERGYTECHNOLOGY ISSUESTECHNOLOGY CHOICESEVALUATION OF OPTIONSBASIS OF CHOICE OF TECHNOLOGY

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..MANAGEMENT ARRANGEMENTSRESPONSIBILITIES OF DIFFERENT AGENCIES FOR PROJECT MANAGEMENTORGANIZATION STRUCTUREMEANS OF FINANCE AND PROJECT BUDGETMEANS OF FINANCEEVALUATION OF OPTIONSPROJECT BUDGETCOST ESTIMATESPHASING OF EXPENDITUREOPTION OF COST SHARING AND COST RECOVERYPRIVATE SECTOR PARTICIPATION

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..TIME FRAMEINDICATE ZERO DATE PROPOSEDPERT/CPM NETWORKRISK ANALYSISIDENTIFY AND ASSESS PROJECT RISKLEGAL, CONTRACTUAL ENVIRONMENTALREVENUE RISKSPROJECT MANAGEMENT RISKSPROPOSAL TO MITIGATE RISKSEVALUATIONFOCUS ON PAST EXPERIENCEPROJECT EVALUATION ARRANGEMENTCONCURRENT, MID-TERM, POST PROJECT

GENERIC STRUCTURE OF DETAILED PROJECT REPORT..SUCCESS CRITERIAASSESSMENT OF ACHIEVEMENT OF DEVELOPMENT OBJECTIVESPROVIDE BASE LINE DATA FOR ASSESSMENT

FINANCIAL AND ECONOMIC ANALYSISCONDUCT IF FINANCIAL RETURNS ARE QUANTIFIABLE

SUSTAINABILITYADDRESS ISSUES RELATED TO SUSTAINABILITYSTAKEHOLDER COMMITMENTS OPERATION AND MAINTENANCE OF ASSETS CREATED

Thank you!