MODULE-I

CHAPTER-01
“PROJECT MANAGEMENT- AN OVERVIEW”
Meaning of Project
A project is a temporary endeavour designed to produce a unique product, service or result with a
defined beginning and end (usually time-constrained, and often constrained by funding or deliverable)
undertaken to meet unique goals and objectives, typically to bring about beneficial change or added
value. The temporary nature of projects stands in contrast with business as usual (or operations), which
are repetitive, permanent, or semi-permanent functional activities to produce products or services. In
practice, the management of these two systems is often quite different, and as such requires the
development of distinct technical skills and management strategies.
A project comprises a number of activities that must be completed in some specified order or sequence.
Project is a planned set of interrelated tasks that has to be executed over a fixed period, within a certain
cost and resources to achieve a particular aim.
A project is an undertaking with specific start and end parameters designed to produce a defined
outcome, such as a new computer system. A project is different from ongoing processes usually called
program, such as a governance program or an asset management program.
A project is a sequence of unique (not a routine operation), complex and connected activities having a
specific goal or purpose and that must be completed by a specific time frame, within budget, through
resource constraints and according to needed specification.
Features of Project
 Projects are temporary rather than permanent;
 It involves research and design;
 It requires planned to achieve a particular aim;
 Constituted by teams;
 Accomplish particular task under time and resource constraints.

Definition of Project Management

Project Management is a unique process, consisting of a set of coordinated and controlled activities
with a beginning and end date, undertaken to achieve an objective conforming to specific requirements
including constraints of time, cost and resources.
Project Management is the art of organizing, coordinating and controlling the various tasks and
resources in order to complete a project successfully.
Project Management is the discipline of initiating, planning, executing, controlling, and closing the
work of a team to achieve specific goals and meet specific success criteria. The primary challenge
of project management is to achieve all of the project goals within the given constraints.

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Project Management is the process of executing a project or a system which consists of many inter-
related and inter-connected tasks / activities / elements that must function as a whole in a systematic and
scientific manner. Ancient examples of Project Management: - The Taj Mahal, The Great Wall of China,
The Pyramids
The primary challenge of project management is to achieve all of the project goals within the given
constraints. The primary constraints are scope, time, quality and budget. The secondary and more
ambitious challenge is to optimize the allocation of necessary inputs and apply them to meet pre-
defined objectives.
Components of Project Management
 Finding out the reason why a project is important;
 Finding out the requirement of a project;
 Specify the quality of the deliverable;
 Resource and timescale estimation;
 Preparation of a business case - Investment, corporate agreement and funding;
 Implementation of management plan on to the project;
 Team building and motivation;
 Risk assessments and change in the project;
 Monitoring and closing the project.

Project Parameters / Dimensions

Project parameters are certain characteristics and features that can define a project or its aspects. It
includes-
 Project Scope- Project scope is the part of project planning that involves determining and
documenting a list of specific project goals, deliverables, features, functions, tasks, deadlines,
and ultimately costs. In other words, it is what needs to be achieved and the work that must be
done to deliver a project
 Project Time- It means duration of a project and life span of its result. Project time management
is the efficient use of time by means of good organization, efficient productivity, and proper
planning.
 Project Integration- It is a collection of processes required to ensure that the various elements
of the projects are properly coordinated. It involves making trade-offs among competing
objectives and alternatives to meet or exceed stakeholder needs and expectations.
 Project Quality- It means specifications on project efficiency, capabilities and effectiveness of
the project work. Traceability of requirements & review and audit are the two important keys to
take care of the quality of a project.
 Project Risk- Project risk is defined as uncertainty event or condition that, if it occurs, has a
positive or negative effect on a project’s objectives. A project risk can be internal to the business,
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 it can involve external events or it can stem from any other circumstances that can hamper
the project's overall success and result in loss or embarrassment to the firm undertaking it. Eg. –
Natural disasters, earth quake, land slide etc.
 Project Costs- Determination of money that a project will consume to be completed. It allows a
business to predict coming expenses in order to reduce the chances of it going over budget. A
business owner compares actual results to the budget expectations, and if actual costs are higher
than planned, management takes action.
“Every project can be exhaustively defined with a help of these six parameters and all of them can be
determined before the beginning of any project”.

Project Constraint / Project Triangle

It is a graphic aid where the three attributes show opposition. It is a model of the constraints of Project
Management. Project need to be performed and delivered under certain constraints. The three most
significant project constraints schedule, cost and scope are sometimes known as the triple constraint or
the project management triangle. A project's scope involves the specific goals, deliverables and tasks
that define the boundaries of the project.

Time / Schedule Cost / Resources

Scope / Quality

1. Time / Schedule: - This refers to the actual time required to produce a deliverables. It is the part
of end result (scope) along with the amount of resources (cost) allocated to the project. The
schedule specifies the timeline according to which those components will be delivered, including
the final deadline for completion.
2. Cost: - This is the estimation of the amount of money that will be required to complete the
project. Cost encompasses – resources, labour rate for contractors, bill of material etc. All
aspects of a project that have a monetary component are part of the cost structure. Cost
(sometimes stated more broadly as resources) involves the financial limitation of resources input
to the project and also the overall limit for the total amount that can be spent.
3. Scope: - These are the functional elements that make-up the end deliverables or identify best
chance of success for the project.
Project constraints are also considered to be somewhat mutually exclusive. In the project management
triangle, it is assumed that making a change to one constraint will affect one or both of the others. For

example, increasing the scope of the project is likely to require more time and money. The primary

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challenge of project management is to achieve all of the project goals and objectives while honouring
the preconceived constraints. The primary constraints are scope, time, quality and budget. The
secondary and more ambitious challenge is to optimize the allocation of necessary inputs and integrate
them to meet pre-defined objectives.
Various Areas that can affect a Project
The technology used in the project;
The environment in which the project is executed;
Relationship between team members;
How well the project fits the culture of the enterprise?
 How great a change will result from the project?

Project Classification
Project managers have a lot to juggle, especially if they are working with multiple teams within a
company. Organization of projects helps keep employees on track, and as a resource manager,
dividing projects into different categories is an effective way to balance tasks. There are three
common types of projects such as -
1.Strategic / Business Projects: This type of project is focused on achieving objectives determined
during the business planning or strategic process. It includes anything that moves the business
strategy in a forward direction. A project is made up of a set of tasks that need to be completed
by a variety of people within the organization. For example - IT project may have as its objective
implementing a new general ledger system. Because it is intended to achieve a business
objective (the new general ledger system), it is a business project. Business Projects also
includes- establishing a location or a certain business process. Eg- TATA NANO Project (January
2010, Sanand).
2.Operational / Technical Projects: Projects which are initiated for business reasons other than
achieving a strategic objective. Well managed operational projects are essential to the success of
a company, especially a small business, because they establish competitive advantages and
capitalize on opportunities. These are most complex projects in any business environment and
close to IT processes. Eg- Extensible and structured Wiki software
3.Development Projects: - A project that sets up organisations, networks and tools that have an
impact in terms of synergy and development for the community, a sector, region, etc. A
developmental project can generate or drive other projects and gather actors from different
horizons to work towards a common objective. They are usually a big part of researching and
developing new aspects of the business. It involves- development of new product, trying to
migrate an existing product into new markets. Managing these projects involves a lot of foresight
and goal setting from the project management. Eg- National Highway Development Project
(1998 under the leadership of Atal Bihari Vajpayee).

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Project classification brings a unique focus in favour to provide rapid and worldwide growth to the
project. Project classification makes easy implementation of knowledge, strategies, tools-techniques and
skills to the project activities in order to meet the project requirements.

Student’s Assignment- Need for Project Management

CHAPTER-02
“DEFINING ROLE & RESPONSIBILITY OF PROJECT MANAGER”

What Makes a Good Project Manager?

Today, Project Management is the key to the success of projects that include diverse, multi-
disciplinary processes. The pressure for completion of complex task is focused on how effectively
the project manager carries out his job. The job of a project manager entails ensuring all of these
tasks are completed efficiently and on schedule, without compromising the quality of work required
by your organization.
The performance of the project manager required following Primary Management Skills: -

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 1. Leadership: Leadership is the current buzzword in the project management industry, and
with good reason: If project manager can lead, he can deliver the desired results. Project
managers are charged with the task of maintaining a high level of productivity in the
workplace, while ensuring that the projects are completed in a timely manner project
manager needs to have a propensity to lead.
2. Organization: This includes having the ability to arrange required resources, to do multitask
and do so in both low-stress and high-pressure environments. According to some industry
experts, the success and failure of any major project lies in the project manager's ability to
organize and multitask under pressure.
3. Communication: Transforming the ideas from one to another person in understandable
language. It’s essential that project managers can effectively convey vision, ideas, goals, and
issues. Clear and effective communication is paramount to achieving objectives within the
project management environment. Employees and colleagues work better when they have
clear expectations as to what is expected of them throughout every phase of the project.
The following Secondary Management Skills: -
1. Team Management: Besides leading a team from a strategic perspective, project managers
also need to manage from an operational point of view. An effective team manager excels at
administering and coordinating groups of individuals by promoting teamwork , delegating
tasks, resolving conflict, setting goals, and evaluating performance. Leadership is about
inspiring others to walk with you; team management makes sure your team has the right
shoes.
2. Negotiation: Negotiating the use of resources, budgets, schedules, scope creep, and a variety
of other compromises that are unavoidable. Knowing how to negotiate well so that all parties
are satisfied is a key skill for the successful project manager.
3. Risk Management: If project manager can predict upcoming hurdles / uncertainty and
create solutions to issues before they arise. Risk management increases the chances of
delivering projects successfully.
The project manager must have a combination of skills including an ability to ask penetrating questions,
detect unstated assumptions and resolve conflicts, as well as more general management skills.
Role & Responsibilities of the Project Manager
A project manager is professional in the field of project management. A project manager is the person
who has the overall responsibility for the successful initiation, planning, design, execution, monitoring,
controlling and closure of a project. A project manager is one who is responsible for making decisions
both large and small, in such a way that risk is controlled and uncertainty minimised. Every decision
taken by the project manager should be taken in such a way that it directly benefits the project.
The Role of the Project Manager encompasses many activities such as-

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 1. Coordinate among various functional areas (Defining, Planning, Sequencing the project): It
is an essential duty of a project manager. Determining what needs to be done, who is going to
do it, and when it needs to be done. Keep in mind that planning is an iterative process that takes
place throughout the life of the project. Some key planning duties include...
 Define and clarify project scope
 Develop the project plan
 Develop the project schedule
 Develop policies and procedures to support the achievement of the project objectives
2. Integrate the diverse processes (Create Charts & Schedules, Develop Budget,
Documentation): It refers to carrying out the project plan within the approved budget in order
to achieve the project objectives. It also refers to provide appropriate documentation to present
final reports.
3. Communicate tasks to the team (Team Leadership, Strategic Influence, Monitoring &
Reporting): It is his job to steer the team clear of bureaucracy and stimulate them to show their
full potential. A project manager needs to control and analyze both the team performance and
expenditures and take necessary corrective measures.
4. Associate with latest technology (Managing Risks and Issues, Business Partnering): It refers
to the meticulously identify and evaluate the potential risks.
5. Ensure optimal utilization of the resources (Controlling & Benefit Realization): Controlling
is all about keeping the project on track. Project control can be performed using a three-step
process - Measuring: Checking project progress toward meeting its objectives;
Evaluating: Determining the cause of deviations from the plan; Correcting: Taking corrective
actions to address deviations.
The Responsibilities of Project Manager Encompasses-
 Completion of specified project within allocated time, budget (cost) and resources;
 Integrate and coordinate the project team;
 Ensures the best possible output as per required deliverables;
 Integrate to the project at various levels;
 Manage human inter-relationship in the project organization;
 Maintain the balance between technical and managerial project functions;
 Cope-up with the risk associated with the project management;
 Adopting any delegation and use of project assurance roles within agreed reporting structures
 Liaison with programme management (if the project is part of a programme) and related projects
to ensure that work is neither overlooked nor duplicated
 Monitoring overall progress and use of resources, initiating corrective action where necessary
 Make survival to the organization under restraints.

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 CHAPTER-03
“PROJECT LIFE CYCLE”
&
“PHASES OF PROJECT MANAGEMENT”
Project Attributes are a collection of descriptive characteristics and parameters of some project to
define key information about the project and communicate it to stakeholders. They describe project
performance and activity status. Examples of project attributes are: goal, phase, duration, requirement,
risk, deliverable, scope, etc. They are used in planning, monitoring, measuring and controlling project
activities. Modern successful project, such as ‘Tata Nano Car Project’ have all been made possible by
the careful implementation of project management process. The various attributes of a project on the
lines of a famous ‘Tata Nano Car Project’ are as follows: -
1. Target: - A project work towards a specific goal. Cost and Time are important issues associated
with setting up of a project and achievement of targets. Objective – To establish an automobile
plant to manufacture small and economic car, targeting potential customers in Indian market.
2. Unique: - Unique attribute consider as a driving force behind the conception and completion of
a project. ‘Tata Nano Car Project was unique because of highly affordable price i.e. Rs 1 lack.

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 3. Start & End Time: - Meeting the beginning and end deadlines adds to the reputation of the final
output. In the case of Tata Nano, impressive preparations and publicity were carried out even
before its manufacturing had begun. On the other hand, the car was ready for delivery on its pre-
announced time and ensured good market coverage.
4. Complicated: - A project involves coordination, integration and management of several
complex processes. These processes may have various technical, environmental, socio-economic
and political implications. The Tata Nano project had to be called off as a result of serious
political protests due to certain land acquisition issues.
5. Time, Cost & Resource Requirements: - Proper utilization of these three core factors
determines the value of the final product i.e. the success of the project.
6. Uncertainty & Risks: - A risk is any factor that may potentially interfere or negatively affect to
the successful completion of the project. Risk is an integral part of project management, hence
determining risk helps to proactively and reactively deal with risk in order to reducing threats
and adverse outcomes. In case of Tata Nano- It was assumed by potential customers that a small
and low cost car would compromise on quality and safety parameters. It posed a significant risk
to the value of the project.
Phases of Project Management

At the start of a project, the amount of planning and work required can seem overwhelming. There may
be dozens, or even hundreds of tasks that need to be completed at just the right time and in just the right
sequence. Every project has a life cycle; each phase of this cycle requires project management. These
phases are-
1. Concept Phase: - An idea for a project will be carefully examined to determine whether or not it
benefits the organization. During this phase, a decision making team will identify if the project
can realistically be completed. The point at which the organization is willing to provide funds. It
may be: -
 A new product or service;
 A move from one location to another;
 A new information system;
 An advertising campaign;
2. Definition Phase: - Resources' tasks are distributed and teams are informed of responsibilities.
This is a good time to bring up important project related information. It is necessary to be clear
about what is to be done to fulfil the need. It include 3 elements: -
 Objective,
 Scope;
 Strategy;
3. Planning Phase: - Once the project receives the green light, it needs a solid plan to guide the
team, as well as keep them on time and on budget. A well-written project plan gives guidance for
obtaining resources, acquiring financing and procuring required materials. The project plan gives

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 the team direction for producing quality outputs, handling risk, creating acceptance,
communicating benefits to stakeholders and managing suppliers. This process involves: -
 Identification of project objectives;
 Estimation of time and resources;
 Identification of relationship and dependencies;
 Identification of constraints;
4. Execution / Scheduling Phase: - This is the phase that is most commonly associated with
project management. Execution is all about building deliverables that satisfy the customer. Team
leaders make this happen by allocating resources and keeping team members focused on their
assigned tasks. It involves preparation of a project plan. “Project plan is a formal approved
document which is used to guide both project execution & project control.” The plan must
specify: -
 The sequence of activities;
 Feasible start and end dates;
 Amount of various resources required during each time period;
 Budget for every activity;
5. Control Phase: - Project managers will compare project status and progress to the actual plan,
as resources perform the scheduled work. During this phase, project managers may need to
adjust schedules or do what is necessary to keep the project on track. Once a base line plan is
established, it is required to be implemented. As the project starts the progress must be
monitored. It involves: -
 Measuring actual progress;
 Comparing it with planned progress;
6. Termination Phase: - This is the last stage of the project and it is as important as the initial
stage. After project tasks are completed and the client has approved the outcome, an evaluation
is necessary to highlight project success and/or learn from project history. The ultimate aim of
project management and project scheduling is to have a satisfied customer. Eg- Kolkata Metro
Rail Project
Project Life Cycle
“The PLC recognizes that project has limited life span and there are predictable changes in the level of
efforts and focus over the life of a project”. Although every project is unique in its own way, the
following stages are common: -
1. Defining Stage: - A project commence at this stage. The project related requirements determine
in this stage. Formation of different teams and the division of tasks and responsibilities is also
done at this stage.
2. Planning Stage: - All plans related to a project are conceived and developed at this stage.
Critical discussions are organized to find answers of 5Ws and 1H (What, Why, When, Where,
Whom & How) and its associated activities.

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 3. Executing Stage: - The actual job is executed here, within the framework of the plan. It includes
physical and conceptual activities. This level requires the close monitoring of the project.
Changes, wherever necessary are introduced and incorporated at this stage.
4. Delivering Stage: - This is the final stage of the project when the ready output is delivered to the
customers.
“Thus, PLC represents a temporary framework of the entire project; Success at any stage is determined
by well executed actions in the previous stage”.

Student’s Assignment- Ongoing Projects in India

CHAPTER 4
PROJECT MANAGEMENT- BASIC TERMINOLOGIES

1. PROBLEM STATEMENT

Problem statement is a concise description of the issues that need to be addressed by a problem solving
team and should be presented to them before they try to solve the problem. It is basically a statement
that illustrates a clear vision and the overall method that will be used to solve the problem at hand.
Usually used when a project is going on, a problem statement discusses any foreseeable tangible or
intangible problems that the Project manager may face throughout the course of the project.
Tips on writing a Problem Statement
Here are several key tips for writing a problem statement:
1. Write out vision-
In order to decide what must be done when solving the problem, it is important to understand the vision.
Be sure to include the benefit of solving the problem. Take the time to write your vision clearly and
concisely.
2. Write out issue statement-
Write an issue statement that describes the problem and why solving the problem is important. This two-
sentence statement simply describes the problems that you are encountering and specific issues related
to the problem.
3. Organize method-

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Writing out the method that you plan to use to solve the problem is a crucial part of writing out the
problem statement. It is through the method that you convey the steps that you will take in solving the
problem.
4. Use "Ws"
The five "Ws" – who, what, where, when, and why; these questions you need to answer when writing
problem statement. As you proceed to write your problem statement, you should incorporate the five
Ws, and answer them completely.

2. PROJECT GOALS & OBJECTIVES

The very first step in all projects: business, home, or education, is to define goals and objectives. This
step defines the projects outcome and the steps required to achieve that outcome. People, including
project managers, do not spend sufficient time on this step or complete it incorrectly thereby ensuring an
unsuccessful project completion. Poorly defined goals and objectives, or goals without objectives,
pushes a project into overruns, territory battles, personality clashes, missed milestones, and unhappy
clients. Goals and objectives must be clear statements of purpose. Each with its own purpose that drives
the end result of the project. Goals and objectives MUST be measurable.
Goals are the “what”
Goals are high-level statements that provide the overall context for what the project is trying to
accomplish. Goals are broad statements applied to a project. Goals are the "what" of the process. In
other words, "what" will the project accomplish? Projects may have more than one goal, but many
objectives per goal. Do not confuse goals with objectives.
Objectives are the “How”
Objectives are concrete statements describing what the project is trying to achieve. Objectives are
specific statements that support the goal. Every goal will have one or more objectives tied to it. In
essence, the objective is the "how" of the process.
Always start an objective with an action verb. This ensures that the objective is measurable and that the
projects end-result is addressed through the action of the objective. Each objective becomes a
measurable milestone as well.
Example: - Physicians office
Goal - Patients will not wait longer than 1 hour to see a physician.
Objective - Evaluate personnel requirements, Purchase new appointment scheduling software, Setup
appointment confirmation schedule.

3. PROJECT SUCCESS CRITERIA

As a project manager, the main objective of the project manager is to deliver the project within the time
stated and on budget defined. However, that's not all when it comes to project success criteria. In

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addition to above conditions, the project manager needs to work closely with the customer and should
ensure the project deliverables have met the customer expectations. There are many parameters in a
project success criterion.
Key Performance Indicators
Key Performance Indicators (KPI's) is a method used to measure the benefits gained from undertaking
the project. These provide an insight to the scope of the project. The performance indicators are:
 Proper and conducive project plan,
 Established by the clients at the start of the project and are listed on a priority basis,
 Aligned with the business objectives,
 Able to make critical decisions based on KPI's for the project,
 Prove to be a stance for products to be accepted by the clients,
 It's a quantitative method and it's measurable,
 Reviewing and doing a rework when needed,
 Managing process risk efficiently,
To create a project success, criteria based on KPI is not enough and targets need to be set. These set
targets need to be realistic and achievable at the end.
Success Factors
Success factors are contributions made by the management towards a successful project. These can be
classified broadly into five groups as follows:
 The project manager - The person needs to have an array of skills under his arm to use during the
project.
 Project team - The team needs to consist of variety of skills and experience. Collectively as a team,
success is easy to achieve with proper guidance.
 Project - The scope and timeline of the project is crucial.
 Organization - The organization needs to provide support to both the project manager and the project
team.
 External environment - External constraints should not affect the project. Back-up plans need to be
in place in case daily tasks cannot be carried by the team.
The project's quality should not be compromised under any circumstances as this will drive away
potential customers.

4. PROJECT IMPLEMENTATION
Often a smoothly run project gets a black eye because of problems during implementation. Those
problems often crop up because we don’t anticipate and plan for the complexity of deploying the
solution. Project implementation (or project execution) is the phase where visions and plans become

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reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying
for funds and finding the financial resources of a project.
Objectives of the Implementation Phase
The objectives of the implementation phase can be summarized as follow:
 Putting the action plan into operation,
 Achieving tangible change and improvements,
 Ensuring that new infrastructure, new institutions and new resources are sustainable in every
aspect,
 Ensuring that any unforeseen conflicts that might arise during this stage are resolved,
 Ensuring transparency with regard to finances,
 Ensuring that potential benefits are not captured by elites at the expenses of poorer social groups.

How to Get Started

“The basic requirement for starting the implementation process is to have the work plan ready and
understood by all the participants involved. Technical and non-technical requirements have to be clearly
defined and the financial, technical and institutional frameworks of the specific project have to be
prepared considering the local conditions. The working team should identify their strengths and
weaknesses (internal forces), opportunities and threats (external forces). The strengths and opportunities
are positive forces that should be exploited to efficiently implement a project. The weaknesses and
threats are hindrances that can hamper project implementation. The implementers should ensure that
they devise means of overcoming them. Another basic requirement is that the financial, material and
human resources are fully available for the implementation. Other actions need to be taken before work
can begin to implement the detailed action plan, including:
 Scheduling activities and identifying potential bottlenecks,
 Communicating with the members of the team and ensuring all the roles and responsibilities are
distributed and understood,
 Providing for project management tools to coordinate the process,
 Ensuring that the financial resources are available and distributed accordingly.

5. PROJECTS & STRATEGIC PLANNING

The projects and programs that businesses pursue often vary greatly from one company to another, even
among businesses that operate in the same industry. The projects businesses choose to pursue are
determined, in part, by strategic planning. Strategic planning describes a process where managers form
business objectives and create a strategy to achieve those objectives.

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Strategic Planning Basics -
Strategic planning is a fundamental part of business management because it guides the overall direction
of a company. During the strategic planning process, managers begin by creating a mission, which acts
as the underlying guiding purpose of the business and goals that fulfill the mission. Managers then study
the business environment that they face and create a business strategy that they believe will best allow
the company to fulfill its goals and its mission.
How Are Projects and Strategic Plans Related?
The projects and programs that a business pursues are the implementations of a strategic plan. In other
words, projects are the concrete actions that a business takes to execute its strategic plan. For example,
during strategic planning, managers might see a certain weakness in a competitor that they might be able
to exploit to gain more customers. As a result, the business might launch a new advertising campaign
pointing out the weakness. In this case, the advertising campaign is a project that is implemented as a
result of the strategic planning process.

6. RESOURCE REQUIREMENTS FOR A PROJECT

A resource is any physical or virtual entity of limited availability; a stock or supply of money, materials,
staff and other assets that can be drawn on by a person or organization in order to function effectively.
Resources are the means we use to achieve project objectives. The primary resource is obviously people
with applicable skills and competencies. The other main grouping of resources we need include capital,
facilities, equipment, material and information. There is usually a gap between the investment reach of a
project and the project demands. There are six broad types of resources:
 Financial: this includes money, shares and other assets,
 Physical: refers to tangible property such as equipment and office space,
 Human resources: includes the knowledge, training, experience, as well as the time of the business
owner and employees,
 Technological: are embodied in a process, system or physical transformation, eg. Unique software
products and tailored information system architecture,
 Reputation: encompasses the perceptions that people in the business' environment have of the
business,
 Organizational: include the business' structure, routines and systems

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Identifying all the resources needed to complete the project, eg: labour, equipment and materials. A
manager should also produce a schedule indicating when each resource will be used and note any
assumptions and constraints made during the resource planning process.
Class Test: Tentative Date 08th July 2017 (Saturday)
Total Marks 20
Q1. Define the term ‘Project’. Enumerate the key attributes of a project with suitable example.
Q2. Describe different phases of a ‘Project Life Cycle’ with a suitable example.
Q3. Enumerate different roles of a Project Manager in a specific project.
Q4. What can a firm do to augment the generation of project idea & creativity?
Q5. Write short note on: -
a) Project Classification;
b) Attributes of the project;

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