PROJECT MANAGEMENT SYSTEM

Introduction
Project management is concerned with the overall planning and co-ordination of a
project
from conception to completion aimed at meeting the stated requirements and ensuring
completion on time, within cost and to required quality standards.

Project management is normally reserved for focused, non-repetitive, time-limited

activities
with some degree of risk and that are beyond the usual scope of operational activities for
which the organization is responsible.

7.2 Steps in Project Management

The various steps in a project management are:

1. Project Definition and Scope

2. Technical Design
3. Financing
4. Contracting
5. Implementation
6. Performance Monitoring

7.2.1 Project Definition and Scope

What is a Project?

―A project is a one-shot, time-limited, goal-directed, major undertaking, requiring the

commitment of varied skills and resources‖.

A project is a temporary endeavor undertaken to create a unique product or service. A project

is temporary in that there is a defined start (the decision to proceed) and a defined end (the
achievement of the goals and objectives). Ongoing business or maintenance operations are
not projects. Energy conservation projects and process improvement efforts that result in
better business processes or more efficient operations can be defined as projects. Projects
usually include constraints and risks regarding cost, schedule or performance outcome.

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Four Basic Elements of Project Management

A successful Project Manager must simultaneously manage the four basic elements of a
project: resources, time, cost, and scope. Each element must be managed effectively. All
these elements are interrelated and must be managed together if the project, and the project
manager, is to be a success.

1.Managing Resources
A successful Project Manager must effectively manage the resources assigned to the project.
This includes the labor hours of the project team. It also includes managing labor subcontracts
and vendors. Managing the people resources means having the right people, with the right
skills and the proper tools, in the right quantity at the right time.

However, managing project resources frequently involves more than people management.
The project manager must also manage the equipment (cranes, trucks and other heavy
equipment) used for the project and the material (pipe, insulation, computers, manuals)
assigned to the project.

2.Managing Time and Schedule

Time management is a critical skill for any successful project manager. The most common
cause of bloated project budgets is lack of schedule management. Fortunately there is a lot of
software on the market today to help you manage your project schedule or timeline.

Any project can be broken down into a number of tasks that have to be performed. To prepare
the project schedule, the project manager has to figure out what the tasks are, how long they
will take, what resources they require, and in what order they should be done.

3.Managing Costs
Often a Project Manager is evaluated on his or her ability to complete a project within budget.
The costs include estimated cost, actual cost and variability. Contingency cost takes into
account influence of weather, suppliers and design allowances.

4.How the 80/20 Rule can help a project manager?

The 80/20 Rule means that in anything a few (20 percent) are vital and many (80 percent) are
trivial. Successful Project Managers know that 20 percent of the work (the first 10 percent and
the last 10 percent) consumes 80 percent of your time and resources.

Project Management Life Cycle

The process flow of Project management processes is shown in Figure 7.1. The various
elements of project management life cycle are
1) Need identification 3) Planning 5) Controlling
2) Initiation 4) Executing 6) Closing out
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a) Need Identification

The first step in the project development cycle is to identify components of the project.
Projects may be identified both internally and externally: Internal identification takes place
when the energy manager identifies a package of energy saving opportunities during the day-
to-day energy management activities, or from facility audits. External identification of energy
savings can occur through systematic energy audits undertaken by a reputable energy auditor
or energy service company.In screening projects, the following criteria should be used to rank-
order project opportunities.

Cost-effectiveness of energy savings of complete package of measures (Internal rate of

return, net present value, cash flow, average payback) Sustainability of the savings over the
life of the equipment. Ease of quantifying, monitoring, and verifying electricity and fuel savings.
Availability of technology, and ease of adaptability of the technology to Indian
conditions. Other environmental and social cost benefits (such as reduction in local pollutants,
b) Initiation
Initiating is the basic processes that should be performed to get the project started. This
starting point is critical because those who will deliver the project, those who will use the
project, and those who will have a stake in the project need to reach an agreement on its
initiation. Involving all stakeholders in the project phases generally improves the probability of
satisfying customer requirements by shared ownership of the project by the stakeholders. The
success of the project team depends upon starting with complete and accurate information,
management support, and the authorization necessary to manage the project.

c) Planning
The planning phase is considered the most important phase in project management. Project
planning defines project activities that will be performed; the products that will be produced,
and describes how these activities will be accomplished and managed. Project planning
defines each major task, estimates the time, resources and cost required, and provides a
framework for management review and control. Planning involves identifying and documenting
scope, tasks, schedules, cost, risk, quality, and staffing needs.

The result of the project planning, the project plan, will be an approved, comprehensive
document that allows a project team to begin and complete the work necessary to achieve the
project goals and objectives. The project plan will address how the project team will manage
the project elements. It will provide a high level of confidence in the organization‘s ability to
meet the scope, timing, cost, and quality requirements by addressing all aspects of the project.

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d) Executing
Once a project moves into the execution phase, the project team and all necessary resources
to carry out the project should be in place and ready to perform project activities. The project
plan is completed and base lined by this time as well. The project team and the project
manager‘s focus now shifts from planning the project efforts to participating, observing, and
analyzing the work being done.
The execution phase is when the work activities of the project plan are executed, resulting in
the completion of the project deliverables and achievement of the project objective(s). This
phase brings together all of the project management disciplines, resulting in a product or
service that will meet the project deliverable requirements and the customers need. During this
phase, elements completed in the planning phase are implemented, time is expended, and
money is spent. In short, it means coordinating and managing the project resources while
executing the project plan, performing the planned project activities, and ensuring they are
completed efficiently.

e) Controlling
Project Control function that involves comparing actual performance with planned performance
and taking corrective action to get the desired outcome when there are significant differences.
By monitoring and measuring progress regularly, identifying variances from plan, and taking
corrective action if required, project control ensures that project objectives are met.

f) Closing out
Project closeout is performed after all defined project objectives have been met and the
customer has formally accepted the project‘s deliverables and end product or, in some
instances, when a project has been cancelled or terminated early. Although, project closeout is
a routine process, it is an important one. By properly completing the project closeout,
organizations can benefit from lessons learned and information compiled. The project closeout
phase is comprised of contract closeout and administrative closure.

7.2.2 Technical Design

For a project to be taken up for investment, its proponent must present a sound technical
feasibility study that identifies the following components:
 The proposed new technologies, process modifications, equipment replacements and
other measures included in the project.
 Product/technology/material supply chain (e.g., locally available, imported, reliability of
supply)
 Commercial viability of the complete package of measures (internal rate of return, net
present value, cash flow, average payback).
 Any special technical complexities (installation, maintenance, repair), associated skills
required.

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  Preliminary designs, including schematics, for all major equipment needed, along with
design requirements, manufacturer‘s name and contact details, and capital cost
estimate.
 Organizational and management plan for implementation, including timetable, personnel
requirements, staff training, project engineering, and other logistical issues.

7.2.3 Financing

When considering a new project, it should be remembered that other departments in the
organization would be competing for capital for their projects. However, it is also important to
realize that energy efficiency is a major consideration in all types of projects, whether they are:
 Projects designed to improve energy efficiency
 Projects where energy efficiency is not the main objective, but still plays a vital role.

The funding for project is often outside the control of the project manager. However, it is
important that you understand the principles behind the provision of scarce funds.

Project funds can be obtained from either internal or external sources.

Internal sources include:
 Direct cash provision from company reserves
 From revenue budget (if payback is less than one year)
 New share capital

Funding can become an issue when energy efficiency projects have previously been given a
lower priority than other projects. It is worth remembering that while the prioritization of
projects may not be under our control, the quality of the project submission is.

External sources of funds include:

 Bank loans
 Leasing arrangement
 Payment by savings i.e. A deal arranged with equipment supplier
 Energy services contract
 Private finance initiative

The availability of external funds depends on the nature of your organization. The finance
charges on the money you borrow will have a bearing on the validity of your project.

Before applying for money, discuss all the options for funding the project with your finance
managers.

It is reiterated that energy savings often add substantially to the viability of other non-energy
projects.
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7.2.4 Contracting

Since a substantial portion of a project is typically executed through contracts, the proper
management of contracts is critical to the successful implementation of the project. In this
context, the following should be done.
 The competence and capability of all the contractors must be ensured. One weak link
can affect the timely performance of the contract.
 Proper discipline must be enforced among contractors and suppliers by insisting that
they should develop realistic and detailed resource and time plans that are matching
with the project plan.
 Penalties may be imposed for failure to meet contractual obligations. Likewise,
incentives may be offered for good performance.
 Help should be extended to contractors and suppliers when they have genuine
problems.
 Project authorities must retain independence to off-load contracts (partially or wholly)
to other parties where delays are anticipated.

If the project is to implemented by an outside contractor, several types of contract may be

used to undertake the installation and commissioning:
 Traditional Contract: All project specifications are provided to a contractor who
purchases and installs equipment at cost plus a mark-up or fixed price.
 Extended Technical Guarantee/Service: The contractor offers extended guarantees on
the performance of selected equipment and / or service/maintenance agreements.
 Extended Financing Terms: The contractor provides the option of an extended lease
or other financing vehicle in which the payment schedule can be based on the
expected savings.
 Guaranteed Saving Performance Contract: All or part of savings is guaranteed by
the contractor, and all or part of the costs of equipment and/or services is paid down
out of savings as they are achieved.
 Shared Savings Performance Contract: The contractor provides the financing and
is paid an agreed fraction of actual savings as they are achieved. This payment is used
to pay down the debt costs of equipment and/or services.

7.2.5 Implementation
The main problems faced by project manager during implementation are poor monitoring of
progress, not handling risks and poor cost management.

a) Poor monitoring of progress: Project managers some times tend to spend most of their
time in planning activity and surprisingly very less time in following up whether the
implementation is following the plan. A proactive report generated by project planner
software can really help the project manager to know whether the tasks are progressing as
per the plan.
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b) Not handling risks: Risks have an uncanny habit of appearing at the least expected time.
In spite of the best efforts of a project manager they are bound to happen. Risks need
immediate and focused attention. Delay in dealing with risks cause the problem to
aggravate and has negative consequences for the project.

c) Poor cost management: A project manager's success is measured by the amount of cost
optimization done for a project. Managers frequently do all the cost optimization during
the planning stages but fail to follow through during the rest of the stages of the project.
The cost graphs in the Project planner software can help a manager to get a update on
project cost overflow. The cost variance (The difference between approved cost and the
projected cost should be always in the minds of the project managers).

7.2.6 Performance Monitoring

Once the project is completed, performance review should be done periodically to compare
actual performance with projected performance. Feedback on project is useful in several
ways:
a) It helps us to know how realistic were the assumptions underlying the project
b) It provides a documented log of experience that is highly valuable in decision making in
future projects
c) It suggests corrective action to be taken in the light of actual performance
d) It helps in uncovering judgmental biases
e) It includes a desired caution among project sponsors.

Performance Indicators (PIs) are an effective way of communicating a project‘s benefits,

usually as part of a performance measuring and reporting process. Performance Indicators are
available for a wide range of industries and allow a measure of energy performance to be
assigned to a process against which others can be judged.

Depending on the nature of the project, savings are determined using engineering
calculations, or through metering and monitoring, utility meter billing analysis, or computer
simulations.

"The best preparation for tomorrow is to do today's work superbly well."

-Shreedhar

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 NETWORK MODEL

8.0 AIMS AND OBJECTIVES

In this lesson we are going to discuss the various Network Model Like Critical Path Method
and Project Evaluations Review Technique. The CPM in a diagrammatical technique
whereas PERT in a unique controlling device.

8.1 INTRODUCTION
Any project involves planning, scheduling and controlling a number of interrelated activities with use of
limited resources, namely, men, machines, materials, money and time. The projects may be extremely
large and complex such as construction of a power plant, a highway, a shopping complex, ships and
aircraft, introduction of new products and research and development projects. It is required that
managers must have a dynamic planning and scheduling system to produce the best possible results
and also to react immediately to the changing conditions and make necessary changes in the plan and
schedule. A convenient analytical and visual technique of PERT and CPM prove extremely valuable in
assisting the managers in managing the projects.

Both the techniques use similar terminology and have the same purpose. PERT stands Quantitative
Techniques
for Project Evaluation and Review Technique developed during 1950‘s. The technique for
Management was developed and used in conjunction with the planning and designing of the Polaris
missile project. CPM stands for Critical Path Method which was developed by DuPont Company and
applied first to the construction projects in the chemical industry. Though both PERT and CPM
techniques have similarity in terms of concepts, the basic difference is, PERT is used for analysis of
project scheduling problems. CPM has single time estimate and PERT has three time estimates for
activities and uses probability theory to find the chance of reaching the scheduled time.

Project management generally consists of three phases.

Planning: Planning involves setting the objectives of the project. Identifying various activities to be
performed and determining the requirement of resources such as men, materials, machines, etc. The
cost and time for all the activities are estimated, and a network diagram is developed showing
sequential interrelationships (predecessor and successor) between various activities during the planning
stage.

Scheduling: Based on the time estimates, the start and finish times for each activity are
worked out by applying forward and backward pass techniques, critical path is identified, along
with the slack and float for the non-critical paths.

Controlling: Controlling refers to analyzing and evaluating the actual progress against the
plan. Reallocation of resources, crashing and review of projects with periodical reports are
carried out.

PHASES OF PROJECT NETWORK

 ‘Planning  Resource Allocation
 Analyzing and Scheduling  Controlling

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Planning
 Defining the objectives
 Developing WBS
 Determining the Quantity of individual work elements

Analysis and Scheduling

 Determining the precedence relationship
 Determining the extend of inter dependency
 Scheduling the flow path of activities

Resource Allocation
 Identifying the types of resources
 Quantity of resources
 Duration of Activity

Controlling
 Evaluating Progress
 Degree of fulfillment of the objectives
 Analyzing the status of the project
 Remedial measures/re-plan

8.2 PERT/CPM NETWORK COMPONENTS

PERT / CPM networks contain two major components

i. Activities, and
ii. Events
Activity : An activity represents an action and consumption of resources (time, money,
energy) required to
complete a portion of
a project. Activity is
represented by an
arrow,
(Figure 8.1).

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 8.3 ERRORS TO BE AVOIDED IN CONSTRUCTING A
NETWORK
a. Two activities starting from a tail event must not have a same end event. To ensure
this, it is absolutely necessary to introduce a dummy activity, as shown in
.

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 8.4 RULES IN CONSTRUCTING A NETWORK
1. No single activity can be represented more than once in a network. The length of
an arrow has no significance.
2. The event numbered 1 is the start event and an event with highest number is the
end event. Before an activity can be undertaken, all activities preceding it must be
completed. That is, the activities must follow a logical sequence (or – inter-
relationship) between activities.
3. In assigning numbers to events, there should not be any duplication of event numbers
in a network.
4. Dummy activities must be used only if it is necessary to reduce the complexity of
a network.
5. A network should have only one start event and one end event. 244

Some conventions of network diagram are shown in Figure 8.10 (a), (b), (c), (d) below:
Network Model

8.5 PROCEDURE FOR NUMBERING THE EVENTS USING FULKERSON'S RULE

Step1 : Number the start or initial event as 1.

Step2 : From event 1, strike off all outgoing activities. This would have made one or
more events as initial events (event which do not have incoming activities).
Number that event as 2.
Step3 : Repeat step 2 for event 2, event 3 and till the end event. The end event must
have the highest number.

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 Example 1: Draw a network for a house construction project. The sequence of activities
with their predecessors are given in Table 8.1, below.

Solution:
Figure 8.11: Network diagram representing house construction project.
The network diagram in Figure 8.11 shows the procedure relationship between the
activities. Activity A (preparation of house plan), has a start event 1 as well as an ending
event 2. Activity B (Construction of house) begins at event 2 and ends at event 3. The
activity B cannot start until activity A has been completed. Activities C and D cannot
begin until activity B has been completed, but they can be performed simultaneously.
Similarly, activities E and F can start only after completion of activities C and D
respectively. Both activities E and F finish at the end of event 6.

Example 2: Consider the project given in Table 8.2 and construct a network diagram.

Solution: The activities C and D have a common predecessor A. The network

representation shown in Figure 8.12 (a), (b) violates the rule that no two activities can
begin and end at the same events. It appears as if activity B is a predecessor of activity
C, which is not the case. To construct the network in a logical order, it is necessary to

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 introduce a dummy activity as shown in Figure 8.12.

Example 3: Construct a network for a project whose activities and their predecessor
relationship are given in Table 8.3.
Table 8.3: Activity Sequence for a Project

8.6 CRITICAL PATH ANALYSIS

The critical path for any network is the longest path through the entire network. Since all activities must
be completed to complete the entire project, the length of the critical path is also the shortest time
allowable for completion of the project. Thus if the project is to be completed in that shortest time, all
activities on the critical path must be started as soon as possible. These activities are called critical
activities . If the project has to be
completed ahead of the schedule, then the time required for at least one of the critical activity must be
reduced. Further, any delay in completing the critical activities will increase the project duration.
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The activity, which does not lie on the critical path, is called non-critical activity. These non-critical
activities may have some slack time. The slack is the amount of time by which the start of an activity
may be delayed without affecting the overall completion time of the project. But a critical activity has no
slack. To reduce the overall project time, it would require more resources (at extra cost) to reduce the
time taken by the critical activities to complete.

Scheduling of Activities: Earliest Time and Latest Time

Before the critical path in a network is determined, it is necessary to find the earliest and
latest time of each event to know the earliest expected time (T ) at which the activities
E originating from the event can be started and to know the latest allowable
time (T ) at
L which activities terminating at the event can be completed.
Forward Pass Computations (to calculate Earliest, Time T )
E
Procedure
Step 1 : Begin from the start event and move towards the end event.
Step 2 : Put T = 0 for the start event.E
Step 3: Go to the next event (i.e node 2) if there is an incoming activity for event 2,
add calculate T of previous event (i.e event 1) and activity time.
Step 4 : Repeat the same procedure from step 3 till the end event. 248

Backward Pass Computations (to calculate Latest Time T )

L
Procedure
Step 1 : Begin from end event and move towards the start event. Assume that the
direction of arrows is reversed.
Step 2 : Latest Time T for the last event is the earliest time. T of the last event.
L E
Step 3 : Go to the next event, if there is an incoming activity, subtract the value of TL
of previous event from the activity duration time. The arrived value is TL for
that event. If there are more than one incoming activities, take the minimum
TE value.

Step 4 : Repeat the same procedure from step 2 till the start event.

8.7 DETERMINATION OF FLOAT AND SLACK TIMES

As discussed earlier, the non – critical activities have some slack or float. The float of an
activity is the amount of time available by which it is possible to delay its completion time
without extending the overall project completion time.

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Example 5: The following Table 8.7 gives the activities in construction project and time
Duration

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 8.9 PROJECT EVALUATION REVIEW
TECHNIQUE, PERT

In the critical path method, the time estimates

are assumed to be known with certainty. In
certain projects like research and
development, new product introductions, it is
difficult to estimate the time of various
activities. Hence PERT is used in such
projects with a probabilistic method using
three time estimates for an activity, rather than
a single estimate,

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 Example 8: An R & D project has a list of tasks to be performed whose time estimates
are given in the Table 8.11, as follows.
Time expected for each activity is calculated using the formula (5):

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8.11 COST ANALYSIS

The two important components of any activity are the cost and time. Cost is directly
proportional to time and vice versa. For example, in constructing a shopping complex,
the expected time of completion can be calculated using be time estimates of various
activities. But if the construction has to the finished earlier, it requires additional cost to
Network Model complete the project. We need to arrive at a time / cost trade-off between total cost of
project and total time required to complete it.
Normal time : Normal time is the time required to complete the activity at normal conditions and
cost.
Crash time : Crash time is the shortest possible activity time; crashing more than the normal time
will increase the direct cost.
Cost Slope
Cost slope is the increase in cost per unit of time saved by crashing. A linear cost curve
is shown in Figure 8.27.

Example 8: An activity takes 4 days to complete at a normal cost of Rs. 500.00. If it is

possible to complete the activity in 2 days with an additional cost of Rs. 700.00, what is
the incremental cost of the activity?
Solution:

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 Project Crashing
Procedure for crashing

Example 9: The following Table 8.13 gives the activities of a construction project and
other data.

If the indirect cost is Rs. 20 per day, crash the activities to find the minimum duration of
the project and the project cost associated.
Solution: From the data provided in the table, draw the network diagram (Figure 8.28)
and find the critical path.

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 From the diagram, we observe that the critical path is 1-2-5 with project duration of
14 days
The cost slope for all activities and their rank is calculated as shown in Table 8.14

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 8.14 KEYWORDS

Critical path : Is a network and a continuous chain of activities that connect the initial event to the
terminal event.
Activity : An activity represents an action and consumption of sources.
PERT : Project Evaluation Review Technique — is a unique a important controlling device.
The PERT take into consideration the three types of time optimistic time, pessimistic time and likely
time.
CPM : Critical Plan Method is a diagrammatical technique for planning and scheduling of
projects.
Float : Is used in the context of network analysis. Float may be +ive or –ive.
Arrow : Direction shows the general progression in time.
Slack : Normally associated with events. It indicates the amount of latitude.
Network : Is a series of related activities which result in once produces (or services). It is a
pictorial presentation of the various events and activities covering a project.
Event : An event represent the start or completion of activity.

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Earned value Management

Earned Value concept

Why Use Earned Value?
Have you ever asked yourself any of these questions? My actual costs are less than my budget.Is my
project doing well,or is it behind schedule? My project‘s actual costs are now higher than budgeted,and
the project is only halfway complete. What‘s it likely to cost at completion? My project manager or
engineer keeps telling me not to worry about the cost overruns.

The rest of the work will cost less than budgeted.Is this probable? Do I have the necessary staff for this
new contract? Will labour rate and currency exchange rate fluctuations affect my project‘s costs? How
will funding cuts affect my cash flow? Is price or usage causing my cost variance?

TEN Benefits of EMVS

It is a single management control system that provides reliable data.
It integrates work, schedule,and cost into a work breakdown structure.
The associated database of completed projects is useful for comparative analysis.
The cumulative cost performance index (CPI) provides an early warning signal.
The schedule performance index provides an early warning signal.
The CPI is a predictor of the final cost of the project.
EVMS uses an index-based method to forecast the final cost of the project.
The ―to-complete‖ performance index allows evaluation of the forecasted final cost.
The periodic (e.g.weekly or monthly) CPI is a benchmark.
The ―management by exception‖ principle can reduce information overload.

 Activity: Effort that occurs over a time period and generally consumes resources.Another term
for Activity is Task.
 Actual Cost:A cost sustained in fact,on the basis of costs incurred,as distinguished from
forecasted or estimated costs.
 Actual Cost of Work Performed (ACWP): The sum of the costs actually incurred in
accomplishing the work performed.
 Baseline:The original plan for a project, work package, or an activity plus or minus any
approved changes against which progress on the project is measured.
 Budget:A time-phased plan of operations for a given period.
 Budget at Complete (BAC):The estimated total cost of the project when it is complete.

 Budgeted Cost of Work Performed (BCWP): The sum of the budgets for completed work
and the completed portions of open work.It is ameasure used in cost control that allows you to
quantify the overall progress of theprogramme in monetary terms.BCWP is calculated by
multiplying the physical percentcomplete by the planned cost.Another term for BCWP is Earned
Value.
 Budgeted Cost of Work Scheduled (BCWS):The sum of the budgets for all planned work
scheduled to be accomplished within a given timeperiod.
 Cost Overrun: The amount by which a contractor exceeds or expects to exceed the estimated
costs and/orthe final limitations (the ceiling) of a contract.

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  Cost Performance Index (CPI):The cost efficiency factor representing the relationship between
the actual costs expended andthe value of the physical work performed. The CPI is calculated
as BCWP/ACWP.
 Cost Variance (CV):The numerical difference between the earned value (BCWP) and the
actual cost (ACWP).The CV is calculated as BCWP - ACWP.

 Direct Costs: Those costs (labour,material,and other direct costs) that can be consistently
related to work performed on a particular project. Direct costs are best contrasted with indirect
costs that cannot be identified to a specific project.
 Earned Value (EV):The sum of the budgets for completed work and the completed portions of
open work.It is a measure used in cost control that allows you to quantify the overall progress of
the programme in monetary terms.EV is calculated by multiplying the physical percent complete
by the planned cost.
 Earned Value Management System (EVMS):The EVMS guidelines incorporate best business
practices for programme management systems that have proven to provide strong benefits for
programme or enterprise planning and control. The processes include integration of programme
scope, schedule and cost objectives, establishment of a baseline plan for accomplishment of
programme objectives, and use of earned value techniques for performance measurement
during the execution of a programme.
 Estimate at Complete (EAC):A value expressed in either dollars and/or hours to represent the
projected final costs of workwhen completed.EAC is calculated by adding the actual cost of work
performed to theestimate to complete.The EAC is calculated as ETC + ACWP.

 Estimate to Complete (ETC):The value expressed in either dollars or hours, developed to

represent the cost of the workrequired to complete a task.ETC is calculated by subtracting the
budgeted cost of workperformed from the budget at complete.
The ETC is calculated as BAC - BCWP.

 Full Time Equivalents (FTE) :Also known as equivalent staffing units,FTEs are typically
expressed as persons per month.

 Level of Effort (LOE):Work that does not result in a final product (e.g.liaison,co-
ordination,follow-up,or other support activities) and which cannot be effectively associated with a
definable end product process result.Level of effort is measured only in terms of resources
actually consumed withina given time period.

 Organizational Breakdown Structure (OBS):A functionally oriented structure indicating

organisational relationships and used as the framework for the assignment of work
responsibilities. The organisational structure is progressively detailed downward to the lowest
levels of management.

 Original Budget:The initial budget established at or near the time a contract was signed or a
project authorized, based on the negotiated contract cost or management‘s authorization.
 Performance Measurement Baseline (PMB):The time-phased budget plan against which
project performance is measured.It is formed bythe budgets assigned to scheduled cost
accounts and the applicable indirect budgets.For future effort,not planned to the cost account
level,the PMB also includes budgets assigned to higher-level CWBS elements. The PMB does
not include any management or contingency reserves, which are isolated above the PMB.

 Performance Measurement Techniques (PMT):Performance measurement techniques

(PMTs) are the methods used to estimate earned value. Different methods are appropriate to
different work packages,either due to the nature of the work or to the planned duration of the

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 work package .Another term for Performance Measurement Techniques is Earned Value
Methods.

 Programme Manager: An individual who has been assigned responsibility for accomplishing a
specific unit of work. The project manager is typically responsible for the planning,
implementing, controlling, and reporting of status on a project.

 Schedule Performance Index (SPI):The planned schedule efficiency factor representing the
relationship between the value of the initial planned schedule and the value of the physical work
performed, in other words earned value.The SPI is calculated as BCWP/BCWS.

 Schedule Variance (SV):An indicator of how much a programme is ahead or behind schedule.
The SV is calculated as BCWP - BCWS.

 To Complete Performance Index (TCPI):The projected performance which must be

achieved on all remaining work in order to meet some financial goal set by management.
 Variance at Complete (VAC):The algebraic difference between Budget at Complete and
Estimate at Complete.

 What-if Analysis:The process of evaluating alternative strategies.

 Work Breakdown Structure (WBS):The WBS is a product-oriented breakdown structure of

hardware,software,services,and programme-unique tasks that organizes and defines the
product to be produced, as well as identifying the scope of work to be accomplished to achieve
the specified product.A WBS element may be an identifiable product, a set of data, or a service.

Schedule Variance

BCWS : of the work I scheduled to have done,how much did I budget for it to cost?

BCWP : of the work I actually performed, how much did I budget for it to cost?

BCWP : of the work I actually performed,how much did I budget for it to cost?

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ACWP: of the work I actually performed,how much did it actually cost?

FIVE BASIC PERFORMANCE DATA

QUESTIONS & ANSWERS

Performance Measurement
Technique

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Precedence Network analysis
Precedence diagrams have a number of advantages over arrow diagrams in that

1) No dummies are necessary;

2) They may be easier to understand by people familiar with flow sheets;
3) Activities are identified by one number instead of two so that a new activity can be inserted between
two existing activities without changing the identifying node numbers of the existing activities;
4) Overlapping activities can be shown very easily without the need for the extra dummies.

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Line of Balance
Line of Balance is a method of showing the repetitive work that may exist in a project programme as a single
line on a graph rather than a series of individual activities on a bar chart. A Line of Balance Chart can be used for
any project where there are a number of separate but common activities to undertake or an activity with a long
duration. They are not well suited to individual activities that have a short duration that are undertaken in
isolation to similar activities in a project. .

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Project Management Tools –
Bar Charts/ Gantt Charts GERT -Graphical Evaluation & Review
PERT - Programme Evaluation & Review Techniques
Techniques LCES -Least Cost Estimating & Scheduling
CPA -Critical Path Analysis PEP -Programme Evaluation Procedure
CPP&S -Critical Path Planning & scheduling PNA -Precedence Network Analysis
DCPM -Decision Critical Path Method LPC - Linear Programme Chart
GRASP -General Resource Allocation & Scheduling LOB -Line of Balance Techniques
Programming

PLAN DEVELOPMENT PROCESS

a) TIME PLANNING PROCESS B)RESOURCE PLANNING PROCESSFORECASTING
1. PRE PLAN STUDIES. INPUT AND OUTPUTS.
2. PROJECT WORK BREAKDOWN.
a)
PLANNING CONSTRUCTION MANPOWER.
3. MODELLING AND ANALYSING NETWORKS.
b)
PLANNING CONSTRUCTION MATERIALS
4. ANALYSE PROJECT DURATION AND
c)
PLANNING CONSTRUCTION EQUIPMENT.
ACTIVITIES.
d)
PLANNING CONSTRUCTION STANDARD
5. SCHEDULING.
COSTS.
e) PLANNING CONSTRUCTION BUDGET.
c)PROJECT CONTROL PROCESSPROJECT CONTROL METHODOLOGY.

1. RESOURCES PRODUCTIVITY CONTROL.

2. PROJECT COST CONTROL.
3. PROJECT TIME CONTROL.
a) Updating Time Progress.
b) Reviewing Time Progress.
c) Time Crashing Methodology.
d) What – If- Analysis.

PMIS STRUCTURE ( PROJECT MNGT INFORMATION SYSTEM)

THE FOLLOWING SUB-SYSTEMS INTERACT WITH EACH OTHER THROUGH INFORMATION CHANNELS.
a) WORK TIME PROGRESS CONTROL.
b) RESOURCES PRODUCTIVITY CONTROL.
c) MOBILISATION OR LOGISTIC CONTROL
d) DIRECT COST CONTROL.
e) INDIRECT COST CONTROL.
f) EARNED VALUE CONTROL
g) FINANCIAL CONTROL.

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IMPORTANCE OF PLANNING
1) project plan clearly defines project scope of work
2) It breaks down project objectives into clear ,identifiable,quantifible,attainable,and verifiable goals
which are assigned to individual &responsibility centers for accomplishment
3) Project plan aids the management in performing its functions effectively & efficiently.
4) Project plan forms the basis of project operations &directions &shows how the project is to be run.
5) Project plan identifies critical activities, thus enabling the managing of project by exceptions.
6) Project plan provides the basis for coordinating the efforts of
clients,consultants,architects,designers, specialists,suppliers,contractors and the quantity
surveyors &project staff.
7) Project plan provides the yard stick for measuring progress and evaluating resources performance.

Planning includes

1.Time planning
2.Resource planning
3.Planning control system
1.Time planning
 1.Project work breakdown
 2.Drwing project networks
 3.Project work sheduling
2.Resource planning
 1.Planning construction manpower
 2.Plannnijng construction materials
 3.Selecting construction equipment
 4.Planning construction costs
 5.Planning construction budgets
3.Planning control system
 1.Resource productivity control
 2.Project cost control
 3.Project time control

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Conclusions:-

 Proper planning can optimize productivity with the resource available

 Project can be completed with in time

 Costs can be controlled within the planned, by proper monitoring accordingly to the planned.

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PROJECT WORK SHCEDULING
Object of Scheduling
 To know precisely the start and finish dates wrt. Base time
 To know them on the calendar dates for proper appreciation
 To see the availability of floats for resource leveling
 To know the effect of delays on other activities and give a clear picture.
 To forecast resources
 To fore cast man power
 To fore cast budget
 To compare progress
 To monitor the project
 Progress
 Cost
 To mark Mile stones
 To update progress
 To generate reports
 To control the physical working at site
‘Scheduling helps in
 Resource fore casting
 Man power planning
 Material planning
 Material procurement schedule
 Planning and selection of equipment
 Line and balance schedule
 Cost control, working out cost, cost progress, cost monitoring, budget forecasting, cost
scheduling
 Recording progress
 Monitoring ,reports generation.

Monitoring and Control of projects

Monitoring involves
 Watching the progress
 Comparing it with the planned progress
 Identifying the delayed activities , analyzing their effect on other activities and the project
 Taking suitable remedial actions and applying corrections
 Apprising all concerned of the position

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Project Breakdown Structures

Product Breakdown Structure ( PBS )

Cascade of deliverables in which overall objective of the project is broken into subprojects,
components. It is the project‘s bill of material.
Organization Breakdown Structure ( OBS )
Cascade of resource type, skill types or activities. At high levels, similar to project phases :
design, development, procurement, production, assembly, testing. At lower levels, specific
resource types : mechanical engineers, programmers, etc.
Work breakdown structure ( WBS )
At any level of breakdown, the 2- dimensional matrix of products / projects and activities
required to deliver each product / project. The cascade of task matrices is the WBS of a
project.

Work Breakdown Structure

 Subdivide the total effort into discrete and logical sub elements
 Check proposed WBS and planned efforts for completeness, compatibility and
continuity.
 Determine that WBS which satisfies both functional and project requirements.
 Check if WBS provides for local sub division of all project work.
 Establish assignment of responsibilities for all identified effort to specific organizations
and organizational elements.
 Check proposed WBS against the reporting requirements of the organization involved.
 Limit WBS development to subdivision of work to the work package level.

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  No effort should be made to extend the WBS to the same number of levels for all project
tasks.
 While too many work packages are undesirable, the project mgt. should not be
constrained from subdividing work in areas that are complex, high risk, or otherwise
critical to project success.
 A work package is assigned to a single individual or contractor. The period of work is
usually short - 3 months or less.

Sample :
The process of project control described earlier requires the establishment of a firm base line defined
in terms of scope, quality, time and cost on a compatible basis, and in units that can be more readily
handled. One of the more important and powerful techniques for managing a large complex project,
therefore, is the Work Breakdown Structure (WBS), which greatly facilitates control.

WBS can be based on any criteria as under

• Responsibility
• Design teams
• Type of work
• Phases
• Engineering departments
• Contract packages and so on

To be effective a WBS must:

 Establish an information structure for describing the project's scope in entirety
 Serve as an effective means of communication to integrate the objectives and activities of all the
internal and external organizations involved in the project
 Represent the planning of the project, step by step
 Separate sequential and parallel activities assigned to different groups who will schedule,

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 ENTERPRISE PROJECT MANAGEMENT METHODOLOGIES
Enterprise project management methodologies can enhance the project planning process as well as
providing some degree of standardization and consistency. Companies have come to the realization
that enterprise project management methodologies work best if the methodology is based upon
templates rather than rigid policies and procedures. The International Institute for Learning has
created a Unified Project Management Methodology with templates categorized according to the
PMBOK Guide Areas of Knowledge :

Communication

 Project Charter
 Project Procedures Document
 Project Change Requests Log
 Project Status Report
 PM Quality Assurance Report
 Procurement Management Summary
Integration
 Project Issues Log
 Project Management Plan  Project Procedures Overview
 Project Performance Report  Project Proposal
Cost  Communications Management Plan
 Procurement Plan
 Project Schedule
 Project Budget
 Risk Response Plan and Register
 Project Procedures Document
 Work Breakdown Structure (WBS)
 Project Schedule
 Work Package
 Responsibility Assignment Matrix (RAM)
 Cost Estimates Document
 Risk Response Plan and Register
 Project Budget
 Scope Statement
 Project Budget Checklist
 Work Breakdown Structure (WBS)
 Project Management Plan
 Project Change Requests Log
 Project Issues Log
Human Resources  Project Management Plan Changes Log
 Project Performance Report
 Project Charter  Lessons Learned Document
 Work Breakdown Structure (WBS)  Project Performance Feedback
 Communications Management Plan  Product Acceptance Document
 Project Organization Chart  Project Charter
 Project Team Directory  Closing Process Assessment Checklist
 Responsibility Assignment Matrix (RAM)  Project Archives Report
 Project Management Plan
 Project Procedures Document
 Kickoff Meeting Checklist
 Project Team Performance Assessment
 Project Manager Performance Assessment

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Procurement  Project Team Performance Assessment
 PM Process Improvement Document
 Project Charter Risk
 Scope Statement
 Work Breakdown Structure (WBS)  Procurement Plan
 Procurement Plan  Project Charter
 Procurement Planning Checklist  Project Procedures Document
 Procurement Statement of Work (SOW)  Work Breakdown Structure (WBS)
 Request for Proposal Document Outline  Risk Response Plan and Register
 Project Change Requests Log Scope
 Contract Formation Checklist
 Procurement Management Summary  Project Scope Statement
 Work Breakdown Structure (WBS)
 Work Package
Quality  Project Charter
Time
 Project Charter
 Project Procedures Overview  Activity Duration Estimating Worksheet
 Work Quality Plan  Cost Estimates Document
 Project Management Plan  Risk Response Plan and Register Medium
 Work Breakdown Structure (WBS)  Work Breakdown Structure (WBS)
 PM Quality Assurance Report  Work Package
 Lessons Learned Document  Project Schedule
 Project Performance Feedback  Project Schedule Review Checklist.

Project Manager Responsibilities

 Project plan implementation
 Achievement of objectives
 Project integration
 Communications
 Stakeholder relations
 Change management system
 Priority establishment and maintenance
 Staff acquisition, retention, and motivation
 Selection and use of PM tools and techniques
 Compliance with regulations, state and federal laws, and organization policies and procedures
 Resolving team conflicts
 Negotiating win/win solutions
 Deliver the project on time and within budget

"You're either in or you're out. There's no such thing as life in-between."

- Pat Riley

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The main roles are Project manager :
1. Figure head role( legal N social head) : The project manager, is the legal and social head
of the project, is the single focal point of making decisions, ceremonial functions and
symbolic duties.
2. Leader ship role (Performance motivator N experienced person): As a leader, the project
manager directs the inter functional efforts through a complex web of relationships created
in the project organization by building a performance-motivated organization a team of
skilled and experienced people who collectively face the challenges posed by the people.
3. Liaisoning role (Dealing with the out side agencies): The project manager maintains
contacts outside the organization, deals with those activities which may involve
correspondence and contact with the concerned government officials contract vendors
professionals, and top persons of the construction industry.
4. Monitoring role (Monitoring the relevant information coming form out side agencies): The
project manager focuses a planned approach for performing tasks, land implements of
time, cost and quality planning and monitoring system for the project that highlights the
commitment of the project team to provide assured results.
5. Disseminators role (Transfer information to higher N lower ends): The project manager
transmits the relevant information received from external sources and internal systems to
the concerned people in the work place. This information may be written or verbal, formal
or informal.
6. Spokesmen's role: The project manager acts as the sole representative through whom all
communications with the client or other external parties are conducted outside the project
site.
7. Entrepreneur's role (Identifies opportunities to promote to improvements): The project
manager seeks and identifies opportunities to promote improvements and needed
changes.

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8. Disturbance handling role( The PM resolves conflicts ): The project manager maintains
organizational harmony by resolving conflicts and diagnosing organizational behaviour an
time. He applies corrective action when the organization faces important unexpected
disturbances.
9. Resource allocator role : The project manager takes responsibility for allocating/ altering
the project resources and .makes any changes which are necessary to ensure the
availability of adequate resources on time. This role also calls for developing and
monitoring budgets and predicting future resource needs.

10. Negotiator’s role.: The project manager negotiates important conflicting issues and
business related matters, both inside and outside of the project environment. He represents
the organization on major negotiations.

Why Projects Fail?

 Failure to align project with organizational objectives
 Poor scope
 Unrealistic expectations
 Lack of executive sponsorship
 Lack of project management
 Inability to move beyond individual and personality conflicts
 Politics.
Project Success Factors
 Project Mission: Initial clarity of goals and general direction.
 Top Mgt Support: Willingness to provide necessary resources and authority / power for
project success.
 Project Schedule/Plans: Detailed specification of steps for project implementation.
 Client consultation: Communication and consultation with and active listening to all
affected parties.
 Human resources: Recruitment, selection and training of necessary personnel for the
project team.
 Technical tasks: Ability of required technology and expertise to accomplish specific
technical action steps.
 Client acceptance: The act of ‗selling‘ the final project to the intended users.
 Monitoring and feedback: Timely provision of comprehensive control information at
each stage of implementation process.
 Communication: Provision of an appropriate network and necessary data to all key
actors in the project implementation.
 Trouble shooting: Ability to handle crisis and deviations from the plan.

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Core Project Management Tools
 Project Charter  Project Schedule
 Work Breakdown Structure (WBS)  Project Budget
Project Charter
 What must be done?
 What are the required resources?
 What are the constraints?
 What are the short and long term implications?
 Why do it?
 When must it be done?
 Where must it be done?
 Who does what?
 Who is behind the project?
 Who is funding the project?
 Who is performing the work of the project?
Managing the Project
 Triple Constraint
 Five Stages
 Project Manager Role
 Decision Making Structure
 Communication Plan
 Meeting Management
 Team Development
 Navigating Organizational Politics

THE PROJECT CHARTER

The original concept behind the project charter was to document the project managerís authority and
responsibility, especially for projects implemented away from the home office. Today, the project
charter is more of an internal legal document identifying to the line managers and their personnel the
project manager ís authority and responsibility and the management- and/or customer-approved
scope of the project.

Theoretically, the sponsor prepares the charter and affixes his/her signature, but in reality, the project
manager may prepare it for the sponsor ís signature. At a minimum, the charter should include:

 Identification of the project manager and his/her authority to apply resources to the project

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  The business purpose that the project was undertaken to address, including all assumptions and
constraints
 Summary of the conditions defining the project
 Description of the project
 Objectives and constraints on the project
 Project scope (inclusions and exclusions)
 Key stakeholders and their roles
 Decision making
 Assumptions
 Risks
 Business process changes
 Project manager
 Project team
 Budget

Construction Participants
The agencies supporting the construction industry include but are not limited to the following:
Construction business promoters like government bodies, public and private enterprises for real estate
and industrial development, and other similar agencies.
1. Construction management consultant firms.
2. Architect-engineering associates.
3. Construction manpower recruitment and training agencies.
4. Construction materials developing, manufacturing, stocking, transportation and trading firms.
5. Construction plant and machinery manufacturing, distributing, and repair and maintenance
organizations.
6. Banking and finance institutions.
7. Risk insurance and legal services companies.
8. Construction quality assurance, and research and development establishment.
9. Contractors and contracting firms.

Project Mission
The project manager aims to achieve its mission by:
Managing • Organizing resources
• Time & progress • Directing resources
• Cost & cash flow • Monitoring resources
• Quality & performance • Controlling resources
• Organization behavior Within
With  Organization resources • Quality constraints
By • Time constraints
• Planning resources • Cost constraints
• Scheduling resources • Environment constraints

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Project Environment
Most construction projects have one or more of the following characteristics associated with them:
 Details of work are not precisely defined.
 Scope of work gets modified during execution.
 Nature of work varies from job to job.
 Site of works are located in remote areas.
 Places of works are spread out.
 Resource requirements and organization of works differ with each task.
 Investments involved are large and the decisions entail risks.
 Performance is sensitive to the unexplored site geology, uncertain weather and unforeseen
natural calamities. Engineering failures such as ill-defined scope of work, inadequate field
investigations, faulty designs, absence of quality consciousness and lack of construction
experience can delay completion and increase costs.
 Rapidly changing technology, fast moving economic conditions and susceptible environments
and new dimensions to the complex nature of construction projects.

These difficulties, uncertainties and risks pose never-ending questions concerning the resources like:
 at what scale are the resources required?
 where are they going to come from?
 when should they be inducted at site?
 where should they be housed?
 how to optimize their utilization? And
 when to demobilize them?

Start Up Techniques For Projects

Objectives of Project Start Up:
 To create a shared vision for project, by identifying the project‘s context, its purpose and
objectives.
 To focus the attention of the project team on project‘s purpose and the method of achieving.
 To gain acceptance of plans by defining the scope of work, the project organization, and the
constraint of quality, cost and time.
 To get the project team functioning, by agreeing to a mode of operation and the channels of
communication.
Construction Project Planner & their CompetenciesPart I:

Part I : Business Environment

 These are the competencies that a project manager needs to understand in order to operate in
the environment effectively. These competencies should be considered in tandem with the
management and technical competencies.
 Business Literacy —Ability to understand the line of business or company, to take the
business vision and translate it into the project vision.
 Corporate Procedures & Tools —Ability to understand established policies and procedures
and corporate tools; how to apply them to the project.

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  Institutional or Corporate Culture — Ability to recognize and understand the corporate culture
and its impact on the project.
 Organizational Structure — Ability to understand and work within the corporate organization
and team structure.

Part II: Management Competencies

 These are the "soft skills" or people-oriented competencies that would be required of any
manager, but are especially important for project managers dealing with a project team
(superiors, staff and consultants) and external stakeholders (clients, other third parties, media
outlets, regulators).

 Communications — Ability to produce clear status reports (clear writing and verbal skills),
communicate tactfully and candidly, simplify jargon, make clients aware of all issues, be an
excellent listener.

 External Issue Management — Ability to identify, analyze and prioritize issues external to the
project and develop mitigation plans.

 Financial Acumen — Ability to understand how decisions affect the bottom line knowledge
about general financial and accounting principles and practices that impact operations;
knowledge about the links between operations and the company‘s financial performance is
essential to create value for all stakeholders of the organization.

 Learning & Knowledge Management — Ability to keep abreast of technological change, to

learn from and reflect on the past, to ensure effective training & development of team members,
to find most expedient way to develop new skills and knowledge required to undertake new
projects.

 Negotiation — Ability to undertake continual adjustments with stakeholders in a persuasive

manner, to keep the project on course by use of positive win/win negotiations.

 Organization — Ability to find a place for everything so that needed tools, resources and data
are easily accessible, ability to create and maintain a clear team structure.

 Problem Solving and Decision Making — Ability to analyze and define a problem, evaluate
alternatives, find a solution, understand how and when to make a choice.

 Relationship Management — Ability to consult and provide advice; to facilitate discussion and
resolve conflict; to develop relationships with key project stakeholders; to recognize and deal
with other cultures; to establish trust, credibility and respect; and to be willing to give more than
to receive.

 Strategic Thinking — Ability to analyze the future impact of decisions by taking a big-picture
approach, to strategically position the project within the business to relate to short and long-term
objectives.

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  Team Building — Ability to assemble the team with the right mix of skills, then "create" the
team, understand and know how to share information, coach members, delegate responsibility,
promote support and interaction.

 Time Management — Ability to manage competing priorities effectively, to be resourceful and

to use time as resource to make up or extend.

Part III: Technical Competencies

These have been traditionally considered the main competencies required by the project the
results of which the project manager will be accountable. For every project, a project execution plan
is required, and the following competencies will be needed to bring the project to fruition.

 Budget Planning — Understand and know how to perform cost/benefit analyses; use sound
rationale; ensure that all factors are included; maintain focus on budget; consult with client and
mgmt if estimated final costs are close to or above budget.

 Client ( or Customer ) Focus — Understand who is the client and what are the client‘s needs;
ability to provide realistic expectations; to reach agreement with client from outset of project.

 Contract / Procurement Management — Understand and know how to use purchasing project
tools, how to create contracts with clear and agreed to terms and conditions, and how to
administer contracts.

 Environmental, Health & Safety Management — Understand and know how to comply with
all regulations; implement a positive attitude toward health and safety in design and execution of
the project; ensure safe deliverables.

 Hand-over Management — Understand and know how to coordinate, implement, test and
deliver a project in order to produce an effective working system (or a successful product).

 Information Management — Ability to manage project documentation (technical and

management) and data (or information) requirements.

 Issues /Change /Assumptions Management — Ability to control and implement a process of

change when needed; document and track issues; monitor assumptions and make decisions in
a timely manner; understand and use problem solving techniques.

 Risk Management —Understand how to assess, document and manage internal and external
project risks; develop contingencies and mitigation plans.

 Project Controls and Process Management — Understand and know how to use standard
project management tools & techniques to schedule, plan, track and correct project
performance; know how to make effective use of technical and management methodologies.

 Quality Management — Understand how to obtain and ensure quality results (or products) for
total client satisfaction, ability to take corrective actions and perform verification of project
standards, effectively.

 Resource Management — Ability to identify and make optimal use of resources.

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  Scheduling Management — Ability to organize the work in a logical way so that it is executed
effectively; manage the schedule.

 Scope Definition — Ability to establish a clear scope, define the extent of the project; what's in,
what's out, set up and understand approval procedures.

Behavioral Characteristics of Construction Planning Professionals &Attitude

– an open positive ―can do‖ attitude which encourages communication and motivation, and fosters
co-operation.

 Common sense – the ability to spot sensible, effective, straight forward, least risky, least
complex solutions i.e. ..% right on time is better than ...% far too late!

 Open mindedness – an approach where one is always open to new ideas, practices and
methods and in particular gives equal weight to the various disciplines involved on the project.

 Adaptability – a propensity to be flexible where necessary and avoid rigid patterns of thinking
or behaviour, to adapt to the requirements of the project, the needs of the sponsors, its
environment and people working on it – to ensure a successful outcome.

 Inventiveness – an ability to discover innovative strategies and solutions from within oneself or
by encouragement with other members of the project team, and to identify ways of working with
disparate resources to achieve project objectives.

 Prudent risk taker – a willingness and ability to identify and understand risks but not to take a
risky approach in an unwise or reckless fashion.

 Fairness – a fair and open attitude which respects all human values.

 Commitment – an over-riding commitment to the project‘s success, user satisfaction and team
working. A strong orientation towards goal achievement.

Success depends on your …

 Knowledge
 Behaviors
 Attitude
 Organizational environment
 Project environment
 Fit
 Self-knowledge and ability to adjust - shreedhar

"The trouble with most of us is that we would rather be ruined by praise than saved by criticism."
- Norman Vincent Peale

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