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Project management

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The document discusses project management and the project life cycle. It defines a project and project management, outlining the key processes involved - initiating, planning, executing, monitoring and controlling, and closing. It then describes each phase of the project life cycle in detail - initiation, planning, execution, and closure. For each phase, it provides examples of common project management steps and activities. Finally, it discusses factors that can impact the project environment such as political, economic, social, technological, legal and environmental considerations.

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By: Er. Bhushan J. Sarise INTRODUCTION OF PROJECT MANAGEMENT Project: an individual or collaborative enterprise that is carefully planned to achieve a particular aim. A collection of linked activities, carried out in an organised manner,with a clearly defined START POINT and END POINT to achieve some specific results desired to satisfy the needs of the organisation at the current time "a research project" Project Management : Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need.
By: Er. Bhushan J. Sarise Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century. PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) identifies its recurring elements: Project management processes fall into five groups: 1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing Project management knowledge draws on ten areas: 1. Integration 2. Scope 3. Time 4. Cost 5. Quality 6. Procurement 7. Human resources 8. Communications 9. Risk management 10. Stakeholder management All management is concerned with these, of course. But project management brings a unique focus shaped by the goals, resources and schedule of each project. The value of that focus is proved by the rapid, worldwide growth of project management:
By: Er. Bhushan J. Sarise  as a recognized and strategic organizational competence  as a subject for training and education Project Life Cycle: According to the Project Management Institute, the project life cycle is critical for any managers hoping to deliver projects to clients successfully. Let’s take a look at the steps involved. The project management life cycle is usually broken down into four phases: initiation, planning, execution, and closure. Fig.(a) Project Life Cycle The 4 Phases of the Project Management Life Cycle 1. Initiation 2. Planning 3. Execution 4. Closure
By: Er. Bhushan J. Sarise 1.Initiation In the initiation phase of the project, you 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 Steps for the project initiation phase may include the following:  Undertaking a feasibility study – Identifying the primary problem your project will solve and whether your project will deliver a solution to that problem  Identifying scope – Defining the depth and breadth of the project  Identifying deliverables – Defining the product or service to provide  Identifying project stakeholders – Figuring out whom the project affects and what their needs may be  Developing a business case – Using the above criteria to compare the potential costs and benefits for the project to determine if it moves forward You’ll also develop a statement of work or project initiation document, which may include basic project life cycle flowcharts. 2. Planning Once the project is approved to move forward based on your business case, statement of work, or project initiation document, you move into the planning phase. In this phase, you break down the larger project into smaller tasks, build your team, and prepare a schedule for the
By: Er. Bhushan J. Sarise completion of assignments. During this phase, you create smaller goals within the larger project, making sure each is achievable within the time frame. Smaller goals should have a high potential for success. Project management steps for the planning phase Steps for the project planning phase may include the following:  Creating a project plan – Identifying the project timeline, including the phases of the project, the tasks to be performed, and possible constraints  Creating workflow documents or process maps – Visualizing the project timeline by diagramming key milestones  Estimating budget and creating a financial plan – Using cost estimates to determine how much to spend on the project to get the maximum return on investment  Gathering resources – Building your functional team from internal and external talent pools while making sure everyone has the necessary tools (software, hardware, etc.) to complete their tasks  Anticipating risks and potential quality roadblocks – Identifying issues that may cause your project to stall while planning to mitigate those risks and maintain the project’s quality and timeline The planning phase is also where you bring your team on board, usually with a project kickoff meeting. It is important to have everything outlined and explained so that team members can quickly get to work in the next phase. 3. Execution You’ve received business approval, developed a plan, and built your team. Now it’s time to get to work. The execution phase turns your
By: Er. Bhushan J. Sarise plan into action. The project manager’s job in this phase of the project management life cycle is to keep work on track, organize team members, manage timelines, and make sure the work is done according to the original plan. Project management steps for the execution phase Steps for the project execution phase may include the following:  Creating tasks and organizing workflows – Assigning granular aspects of the projects to the appropriate team members, making sure team members are not overworked  Briefing team members on tasks – Explaining tasks to team members, providing necessary guidance on how they should be completed, and organizing process-related training if necessary  Communicating with team members, clients, and upper management – Providing updates to project stakeholders at all levels  Monitoring quality of work – Ensuring that team members are meeting their time and quality goals for tasks  Managing budget – Monitoring spending and keeping the project on track in terms of assets and resources 4. Closure Once your team has completed work on a project, you enter the closure phase. In the closure phase, you provide final deliverables, release project resources, and determine the success of the project. Just because the major project work is over, that doesn’t mean the project manager’s job is done—there are still important things to do, including evaluating what did and did not work with the project. Project management steps for the closure phase Steps for the project closure phase may include the following:
By: Er. Bhushan J. Sarise  Analyzing project performance – Determining whether the project's goals were met (tasks completed, on time and on budget) and the initial problem solved using a prepared checklist [link to checklist template]  Analyzing team performance – Evaluating how team members performed, including whether they met their goals along with timeliness and quality of work  Documenting project closure – Making sure that all aspects of the project are completed with no loose ends remaining and providing reports to key stakeholders  Conducting post-implementation reviews – Conducting a final analysis of the project, taking into account lessons learned for similar projects in the future Project environment Project environment represents a connection, where the project is processed. It impacts the project and is, therefore, conditioned. Such an interaction is provided by numerous factors as operational, physical, ecological, social, cultural, economic, psychological, financial, organizational etc. The environment not only formulates the project but also estimates it.
By: Er. Bhushan J. Sarise The elements of PESTLE Political factors you have to consider:  Tax policies and other government policies  Elections  Trade reforms  Etc. Example: If you’re working on an international project which spans across several countries, you will have to keep in mind that different countries have different rules and regulations. Some countries have stricter regulations than others, especially when it comes to health and safety issues. Economical factors you have to consider:  Budget availability  Import and export taxes  Interest rates  Economic growth or recession  Inflation rate  Exchange rate  Minimum wage Example: If your supplier is located in another country and the exchange rate between the two countries changes, it means that your costs might increase. If the exchange rate is in your favor, you could save money on supplies. Social factors you have to consider:  Cultural norms and expectations  Population demographics (age, gender, mobility etc.)  Population’s general attitude towards certain issues (health, environment, etc.) Example: If you are planning on building an additional landing strip for an airport, you have to take the local population, who will be
By: Er. Bhushan J. Sarise affected by the construction, into account. Because in order to build it, the people living there will have to relocate and people living close to the airfield will have to expect increased noise from the arriving and departing airplanes. You have to devise a strategy to address these concerns. Technological factors you have to consider:  New technologies that replace older technologies  Technical constraints  Automation  Research and development Example: A new technology or a technological shift could speed up your project’s progress, which also means that you could decrease your project costs. Legal factors you have to consider:  Employment law  Health and safety laws  Regulatory frameworks Example: Before you can start a construction project, you will have to get a building permit and have to make sure that the construction plan is in accordance to regulations. Environmental factors you have to consider:  Climate and weather conditions  Geographical location  Natural disasters Project Selection Project Selection is a process to assess each project idea and select the project with the highest priority. Projects are still just suggestions at this stage, so the selection is often made based on only brief descriptions of the project.
By: Er. Bhushan J. Sarise 1: Benefit Measurement Methods The Benefit Measurement Methods are likely going to be the only methods you’ll be using directly as a project manager. While less complex than the Constrained Optimization Methods, they often don’t require an advanced degree in finance to be able to understand them. They’re great for smaller projects that aren’t especially complicated. Benefit Measurement Methods, as the name suggests, rate potential projects according to a specific model and compare those results between the project candidates. Below are the most common Benefit Measurement Methods you’ll be using as a PM. 1. Cost Benefit Ratio 2. Economic Model 3. Payback Period 4. Discounted Cash Flow (DCF) 5. Net Present Value (NPV) 6. Scoring Models 7. Internal Rate of Return (IRR) 8. Opportunity Cost
By: Er. Bhushan J. Sarise 2: Constrained Optimization Methods While the Benefit Measurement Methods are generally the most widely used Project Selection methods for project managers, Constrained Optimization Methods may also come into play. These methods are great for larger, more complex projects where a number of intricate mathematical calculations will need to be performed. In fact, the Constrained Optimization Methods are also known as the Mathematical Model of Project Selection. Given their complexity though, many project managers will likely choose the Benefit Measurement methods to meet their Project Selection needs. What’s more, the Constrained Optimization Methods are not covered in-depth in the PMP certification exam but are provided here for supplementary purposes only. 1. Linear Programming This programming method involves bringing down the cost of the project through reduction of the time required to complete it. 2. Nonlinear Programming Nonlinear Programming aims at solving optimization problems within projects wherein some of the constraints or functions are nonlinear. 3. Integer Programming This method focuses on integer values rather than fractional ones. Some products, like tables for example, can never be fractional. 4. Dynamic Programming This method involves simplifying a complex problem by separating it into a number of simpler problems. 5. Multiple Objective Programming The Multiple Objective Programming approach focuses on making a decision for a number of problems using mathematical optimization.
By: Er. Bhushan J. Sarise Project Proposal A project proposal is a core document that helps you sell a potential project to sponsors and stakeholders. A project proposal is unique to each project, of course, but the format is basically the same, if you follow a basic outline. There are six types of proposal:  Formally solicited  Informally solicited  Unsolicited  Continuation  Renewal  Supplemental 1.Formally solicited A formally solicited project proposal is made in response to an official request for a proposal. In a way, this is the easiest way to create a proposal for a new project, since the Request For Proposal (RFP) document will usually tell you exactly what the customer or audience wants and sometimes even directions for preparing the proposal. RFP forms aren’t to be confused with project request forms though – the former is a way to directly react to specific needs and desires, whereas the latter is a way for higher management to request a project of their teams.
By: Er. Bhushan J. Sarise 2.Informally solicited Informally solicited project proposals are the same as formally solicited ones, except the information they are based on isn’t set out in a specific document. This makes them a little harder to deal with (more research is involved in analyzing them) but you at least have a rough starting point. It’s pretty much just a lack of detail that separates formal from informal – formal proposal requests have set details, goals, deliverables, and potentially even methods, while informal ones could be based on a conversation. If you’ve been asked for a proposal but haven’t been given any specifics, it’s an informally solicited one. 3.Unsolicited Unsolicited project proposals are the project equivalent of cold calls – nobody asked to receive one, but (if you’ve done your homework) it can still provide a ton of value. These are proposals which are thought of by the person submitting them and can be inspired by anything, from a eureka moment in the employee’s daily work to a casual conversation with a customer.Arguably these are the hardest proposals to write, as you’ll have to be extra persuasive (nobody asked for the proposal so they’ll need extra nudging). This means gathering more evidence than usual to prove the proposal’s worth and taking extra care when writing to make sure that it’s convincing.
By: Er. Bhushan J. Sarise 4.Continuation Continuation project proposals are by far and away the easiest to write, since these are essentially reminders/updates for ongoing (and already approved) projects. These are almost not even proposals, in the sense that you’re not asking for anything new or pitching your case. Instead, all you have to do is remind the audience of the project they previously approved, report on its progress, account for any changes and ask for permission to continue. 5. Renewal Once an ongoing project has finished or outlived its usefulness (and support for it is going to be terminated), a renewal project proposal can be written to make the case for its continued support. Much like continuation proposals, these are less about convincing the audience of the project’s worth by itself and more about showing why it’s valuable to continue doing it. This usually means weighing up the return benefits with the resources it takes to upkeep the practice. 6.Supplemental A supplemental project proposal is required when you need to ask for extra resources for a project (beyond those originally proposed). The main aim when writing these proposals is to be able to justify the extra resources and produce updated estimates of what the project will now take to complete. If the project’s scope is being increased to have a further reach then this will read as an extension of the original document with a focus on explaining the benefits of expanding the scope.
By: Er. Bhushan J. Sarise

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Project management

  • 1. By: Er. Bhushan J. Sarise INTRODUCTION OF PROJECT MANAGEMENT Project: an individual or collaborative enterprise that is carefully planned to achieve a particular aim. A collection of linked activities, carried out in an organised manner,with a clearly defined START POINT and END POINT to achieve some specific results desired to satisfy the needs of the organisation at the current time "a research project" Project Management : Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources. And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies. The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects. And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need.
  • 2. By: Er. Bhushan J. Sarise Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. It has always been practiced informally, but began to emerge as a distinct profession in the mid-20th century. PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) identifies its recurring elements: Project management processes fall into five groups: 1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing Project management knowledge draws on ten areas: 1. Integration 2. Scope 3. Time 4. Cost 5. Quality 6. Procurement 7. Human resources 8. Communications 9. Risk management 10. Stakeholder management All management is concerned with these, of course. But project management brings a unique focus shaped by the goals, resources and schedule of each project. The value of that focus is proved by the rapid, worldwide growth of project management:
  • 3. By: Er. Bhushan J. Sarise  as a recognized and strategic organizational competence  as a subject for training and education Project Life Cycle: According to the Project Management Institute, the project life cycle is critical for any managers hoping to deliver projects to clients successfully. Let’s take a look at the steps involved. The project management life cycle is usually broken down into four phases: initiation, planning, execution, and closure. Fig.(a) Project Life Cycle The 4 Phases of the Project Management Life Cycle 1. Initiation 2. Planning 3. Execution 4. Closure
  • 4. By: Er. Bhushan J. Sarise 1.Initiation In the initiation phase of the project, you 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 Steps for the project initiation phase may include the following:  Undertaking a feasibility study – Identifying the primary problem your project will solve and whether your project will deliver a solution to that problem  Identifying scope – Defining the depth and breadth of the project  Identifying deliverables – Defining the product or service to provide  Identifying project stakeholders – Figuring out whom the project affects and what their needs may be  Developing a business case – Using the above criteria to compare the potential costs and benefits for the project to determine if it moves forward You’ll also develop a statement of work or project initiation document, which may include basic project life cycle flowcharts. 2. Planning Once the project is approved to move forward based on your business case, statement of work, or project initiation document, you move into the planning phase. In this phase, you break down the larger project into smaller tasks, build your team, and prepare a schedule for the
  • 5. By: Er. Bhushan J. Sarise completion of assignments. During this phase, you create smaller goals within the larger project, making sure each is achievable within the time frame. Smaller goals should have a high potential for success. Project management steps for the planning phase Steps for the project planning phase may include the following:  Creating a project plan – Identifying the project timeline, including the phases of the project, the tasks to be performed, and possible constraints  Creating workflow documents or process maps – Visualizing the project timeline by diagramming key milestones  Estimating budget and creating a financial plan – Using cost estimates to determine how much to spend on the project to get the maximum return on investment  Gathering resources – Building your functional team from internal and external talent pools while making sure everyone has the necessary tools (software, hardware, etc.) to complete their tasks  Anticipating risks and potential quality roadblocks – Identifying issues that may cause your project to stall while planning to mitigate those risks and maintain the project’s quality and timeline The planning phase is also where you bring your team on board, usually with a project kickoff meeting. It is important to have everything outlined and explained so that team members can quickly get to work in the next phase. 3. Execution You’ve received business approval, developed a plan, and built your team. Now it’s time to get to work. The execution phase turns your
  • 6. By: Er. Bhushan J. Sarise plan into action. The project manager’s job in this phase of the project management life cycle is to keep work on track, organize team members, manage timelines, and make sure the work is done according to the original plan. Project management steps for the execution phase Steps for the project execution phase may include the following:  Creating tasks and organizing workflows – Assigning granular aspects of the projects to the appropriate team members, making sure team members are not overworked  Briefing team members on tasks – Explaining tasks to team members, providing necessary guidance on how they should be completed, and organizing process-related training if necessary  Communicating with team members, clients, and upper management – Providing updates to project stakeholders at all levels  Monitoring quality of work – Ensuring that team members are meeting their time and quality goals for tasks  Managing budget – Monitoring spending and keeping the project on track in terms of assets and resources 4. Closure Once your team has completed work on a project, you enter the closure phase. In the closure phase, you provide final deliverables, release project resources, and determine the success of the project. Just because the major project work is over, that doesn’t mean the project manager’s job is done—there are still important things to do, including evaluating what did and did not work with the project. Project management steps for the closure phase Steps for the project closure phase may include the following:
  • 7. By: Er. Bhushan J. Sarise  Analyzing project performance – Determining whether the project's goals were met (tasks completed, on time and on budget) and the initial problem solved using a prepared checklist [link to checklist template]  Analyzing team performance – Evaluating how team members performed, including whether they met their goals along with timeliness and quality of work  Documenting project closure – Making sure that all aspects of the project are completed with no loose ends remaining and providing reports to key stakeholders  Conducting post-implementation reviews – Conducting a final analysis of the project, taking into account lessons learned for similar projects in the future Project environment Project environment represents a connection, where the project is processed. It impacts the project and is, therefore, conditioned. Such an interaction is provided by numerous factors as operational, physical, ecological, social, cultural, economic, psychological, financial, organizational etc. The environment not only formulates the project but also estimates it.
  • 8. By: Er. Bhushan J. Sarise The elements of PESTLE Political factors you have to consider:  Tax policies and other government policies  Elections  Trade reforms  Etc. Example: If you’re working on an international project which spans across several countries, you will have to keep in mind that different countries have different rules and regulations. Some countries have stricter regulations than others, especially when it comes to health and safety issues. Economical factors you have to consider:  Budget availability  Import and export taxes  Interest rates  Economic growth or recession  Inflation rate  Exchange rate  Minimum wage Example: If your supplier is located in another country and the exchange rate between the two countries changes, it means that your costs might increase. If the exchange rate is in your favor, you could save money on supplies. Social factors you have to consider:  Cultural norms and expectations  Population demographics (age, gender, mobility etc.)  Population’s general attitude towards certain issues (health, environment, etc.) Example: If you are planning on building an additional landing strip for an airport, you have to take the local population, who will be
  • 9. By: Er. Bhushan J. Sarise affected by the construction, into account. Because in order to build it, the people living there will have to relocate and people living close to the airfield will have to expect increased noise from the arriving and departing airplanes. You have to devise a strategy to address these concerns. Technological factors you have to consider:  New technologies that replace older technologies  Technical constraints  Automation  Research and development Example: A new technology or a technological shift could speed up your project’s progress, which also means that you could decrease your project costs. Legal factors you have to consider:  Employment law  Health and safety laws  Regulatory frameworks Example: Before you can start a construction project, you will have to get a building permit and have to make sure that the construction plan is in accordance to regulations. Environmental factors you have to consider:  Climate and weather conditions  Geographical location  Natural disasters Project Selection Project Selection is a process to assess each project idea and select the project with the highest priority. Projects are still just suggestions at this stage, so the selection is often made based on only brief descriptions of the project.
  • 10. By: Er. Bhushan J. Sarise 1: Benefit Measurement Methods The Benefit Measurement Methods are likely going to be the only methods you’ll be using directly as a project manager. While less complex than the Constrained Optimization Methods, they often don’t require an advanced degree in finance to be able to understand them. They’re great for smaller projects that aren’t especially complicated. Benefit Measurement Methods, as the name suggests, rate potential projects according to a specific model and compare those results between the project candidates. Below are the most common Benefit Measurement Methods you’ll be using as a PM. 1. Cost Benefit Ratio 2. Economic Model 3. Payback Period 4. Discounted Cash Flow (DCF) 5. Net Present Value (NPV) 6. Scoring Models 7. Internal Rate of Return (IRR) 8. Opportunity Cost
  • 11. By: Er. Bhushan J. Sarise 2: Constrained Optimization Methods While the Benefit Measurement Methods are generally the most widely used Project Selection methods for project managers, Constrained Optimization Methods may also come into play. These methods are great for larger, more complex projects where a number of intricate mathematical calculations will need to be performed. In fact, the Constrained Optimization Methods are also known as the Mathematical Model of Project Selection. Given their complexity though, many project managers will likely choose the Benefit Measurement methods to meet their Project Selection needs. What’s more, the Constrained Optimization Methods are not covered in-depth in the PMP certification exam but are provided here for supplementary purposes only. 1. Linear Programming This programming method involves bringing down the cost of the project through reduction of the time required to complete it. 2. Nonlinear Programming Nonlinear Programming aims at solving optimization problems within projects wherein some of the constraints or functions are nonlinear. 3. Integer Programming This method focuses on integer values rather than fractional ones. Some products, like tables for example, can never be fractional. 4. Dynamic Programming This method involves simplifying a complex problem by separating it into a number of simpler problems. 5. Multiple Objective Programming The Multiple Objective Programming approach focuses on making a decision for a number of problems using mathematical optimization.
  • 12. By: Er. Bhushan J. Sarise Project Proposal A project proposal is a core document that helps you sell a potential project to sponsors and stakeholders. A project proposal is unique to each project, of course, but the format is basically the same, if you follow a basic outline. There are six types of proposal:  Formally solicited  Informally solicited  Unsolicited  Continuation  Renewal  Supplemental 1.Formally solicited A formally solicited project proposal is made in response to an official request for a proposal. In a way, this is the easiest way to create a proposal for a new project, since the Request For Proposal (RFP) document will usually tell you exactly what the customer or audience wants and sometimes even directions for preparing the proposal. RFP forms aren’t to be confused with project request forms though – the former is a way to directly react to specific needs and desires, whereas the latter is a way for higher management to request a project of their teams.
  • 13. By: Er. Bhushan J. Sarise 2.Informally solicited Informally solicited project proposals are the same as formally solicited ones, except the information they are based on isn’t set out in a specific document. This makes them a little harder to deal with (more research is involved in analyzing them) but you at least have a rough starting point. It’s pretty much just a lack of detail that separates formal from informal – formal proposal requests have set details, goals, deliverables, and potentially even methods, while informal ones could be based on a conversation. If you’ve been asked for a proposal but haven’t been given any specifics, it’s an informally solicited one. 3.Unsolicited Unsolicited project proposals are the project equivalent of cold calls – nobody asked to receive one, but (if you’ve done your homework) it can still provide a ton of value. These are proposals which are thought of by the person submitting them and can be inspired by anything, from a eureka moment in the employee’s daily work to a casual conversation with a customer.Arguably these are the hardest proposals to write, as you’ll have to be extra persuasive (nobody asked for the proposal so they’ll need extra nudging). This means gathering more evidence than usual to prove the proposal’s worth and taking extra care when writing to make sure that it’s convincing.
  • 14. By: Er. Bhushan J. Sarise 4.Continuation Continuation project proposals are by far and away the easiest to write, since these are essentially reminders/updates for ongoing (and already approved) projects. These are almost not even proposals, in the sense that you’re not asking for anything new or pitching your case. Instead, all you have to do is remind the audience of the project they previously approved, report on its progress, account for any changes and ask for permission to continue. 5. Renewal Once an ongoing project has finished or outlived its usefulness (and support for it is going to be terminated), a renewal project proposal can be written to make the case for its continued support. Much like continuation proposals, these are less about convincing the audience of the project’s worth by itself and more about showing why it’s valuable to continue doing it. This usually means weighing up the return benefits with the resources it takes to upkeep the practice. 6.Supplemental A supplemental project proposal is required when you need to ask for extra resources for a project (beyond those originally proposed). The main aim when writing these proposals is to be able to justify the extra resources and produce updated estimates of what the project will now take to complete. If the project’s scope is being increased to have a further reach then this will read as an extension of the original document with a focus on explaining the benefits of expanding the scope.
  • 15. By: Er. Bhushan J. Sarise