PROJECT MANAGEMENT

(MBA666)
Raghu Nandan Sengupta
Industrial & Management Department
Indian Institute of Technology Kanpur

Project Management Dr. R. N. Sengupta, IME Dept., IIT 1

Kanpur, INDIA
 Few rules for the classes
Class/group assignments: 30%, Quizzes: 20%, Mid-
semester examination: 20%, Final Examination: 25%,
Attendance: 05%.
All quizzes, examination are closed notes/books.
In case a student is absent during any class/group
assignment, quiz , mid-semester, final examination then
it will be re-conducted as per PG norms.
No mobiles in class.
Be exactly on time or do not be in class.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 2

Kanpur, INDIA
 Syllabus of Project Management
Introduction to Project Management, Generation and Screening of
Project Ideas, Project Appraisal/Evaluation, Risk Management in
Project Management, AHP, DEA, Utility Analysis, Decision
Trees, Cost Benefit Analysis, Project Characteristics, Project Life
Cycle, Valuing Projects, Cash Flow Problems, Credit Risk in
Project Finance, GANTT charts, Precedence diagrams, PERT,
CPM, Resource levelling, Crashing of Jobs, GERT, AND
gateways, OR gateways, Q-GERT.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 3

Kanpur, INDIA
 References
1) Chandra, P., Projects, Tata McGraw-Hill Education, 2009, ISBN: 0070077932 | ISBN:
9780070077935
2) Gatti, S., (2008), Project Finance in Theory and Practice, Academic Press, ISBN: 978-0-12-373699-
4.
3) Levy, F. K. and Wiest, J. D., A Management Guide to PERT/CPM, Prentice Hall, 1969, ISBN-10:
0135485118 | ISBN-13: 9780135485118.
4) Lewis, R., Project Management, McGraw-Hill, 2006, ISBN 0-07-147160-X.
5) Moder, J. J. and Phillips, C. R., Project Management With CPM, PERT and Precedence
Diagramming, Van Nostrand Reinhold,1983, ISBN-10: 0442254156 | ISBN-13: 978-0442254155.
6) Morris, P. W. G., and Pinto, J. K., The Wiley Guide to Managing Projects, 2004, JohnWiley & Sons,
ISBN: 9780471233022.
7) Phillips, J., PMP Project Management Professional Study Guide, McGraw-Hill, 2003. ISBN 0-07-
223062-2.
8) Pritsker, A. A. B., Modeling and analysis using Q-GERT networks, John Wiley & Sons Inc, 1979,
ISBN: 0470266481 | ISBN: 9780470266489.
9) Project Management Institute, A Guide to the PMBOK, Project Management Institute, 2008, ISBN:
978-1-933890-51-7.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 4

Kanpur, INDIA
 Few points regarding the teaching
methodology for Project Management
Examples solved are marked with numbers, 1, 2, etc.
Apart from that other small problems are also given in the ppt
slides.
Assignment to be solved are marked with numbers, 1, 2, etc.
Reading has to be done as required from the reference list
given.
Cases/caselets will be given and have to be analyzed
accordingly.
Class timings are: (i) Tuesday: 1030-1200 hours (IST) in C2
and (ii) Thursday 1200-1330 hours (IST) in C2
Meeting the instructor can be scheduled as required
Project Management Dr. R. N. Sengupta, IME Dept., IIT 5
Kanpur, INDIA
 What are Projects
General Introduction: For most organizations and societies,
projects are the principal means for changing our world. Whether
we are talking about building the latest G4 network Smartphone,
designing a new composite material passenger aircraft, planning a
major fund-raising event, engineering and constructing an oil and
gas platform, or developing a high-speed rail network, the goal is
to create something of value to address a business opportunity or
prevent the loss of competitive advantage. Thus projects represent
human accomplishments; sometimes on a grand scale (the Hoover
Dam or Space Station Freedom) and sometimes through small,
incremental changes (the creation of new and improved
household products).

Project Management Dr. R. N. Sengupta, IME Dept., IIT 6

Kanpur, INDIA
 Difference between Production
and Projects
In manufacturing theory distinction is made between engineering and
production
Engineering comprise both product and production engineering.
These two cycles are repeated for every new or updated product
specifications or production process specifications.
The production can be repeated continuously, in batches, or just once.
If production is continuous, it is referred to as a production line where
operations are continuously repeated.
If production is only one piece, it is referred to as one-of-a-kind
production. Thus this one-of-kind production is actually a project, where
the focus is on the unique product made only once in contrast to the
repetitive manufacturing making a large number of the same product.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 7

Kanpur, INDIA
 A typical Production Cycle

Project Management Dr. R. N. Sengupta, IME Dept., IIT 8

Kanpur, INDIA
Special characteristics of Projects
Projects operate outside the bounds of an organizations normal
processes and offer an exciting alternative to many of the
repetitive, on-going systems within a firm. Thus projects are
different from other forms of organizational processes.
All projects share the following characteristics:
They are complex and unique.
They have a clear goal or set of goals.
They are limited by budget, schedule, and resources.
They are customer focused.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 9

Kanpur, INDIA
 What is Project Management
the application of knowledge, skills,
tools, and techniques to project
activities to meet the project
requirements.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 10

Kanpur, INDIA
 What is Project Management
Several techniques apply to project planning activities
(e.g., scope management, risk management, work
breakdown structures, and cost estimation),
scheduling processes (network development,
precedence diagrams, Gantt and PERT charts), and
means for controlling projects (earned value
management).
Taken together, however, they represent a powerful
suite of tools and means for becoming successful at
managing projects.
Project Management Dr. R. N. Sengupta, IME Dept., IIT 11
Kanpur, INDIA
 Two schools of Project
Management
One school emphasizes methods and techniques
for planning and control. This can be referred to
as task perspective.
Other emphasizes organization and human
relationships. This can be referred to as
organizational perspective.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 12

Kanpur, INDIA
 Methods of Project Management
Scope Management
Risk Management
Work breakdown structure
Cost Estimation, RIO, EV, IRR, etc.
GANTT Chart, AHP, DEA, etc.
PERT (Program Evaluation and Review Technique) is based on networks with
stochastic activity durations
CPM (Critical Path Method) technique is concerned with determining the optimal
duration of a project where the duration of each single activity is known without
uncertainty
Generalized Evaluation Review Technique (GERT)
Queueing Generalized Evaluation Review Technique (Q-GERT)
Note: The main difference is that PERT uses stochastic estimates for activity
durations whilst the CPM considers activity duration as a deterministic value
Project Management Dr. R. N. Sengupta, IME Dept., IIT 13
Kanpur, INDIA
 Changing philosophy of Project
Management
Initial focus was on obtaining control through
more detailed planning and monitoring.
Present focus is on human relationship/cultural
issues involved in a project. Thus team building
and team composition has become important
factors for the success of the project execution.
Risk management is also considered a very
important aspect of focus to obtain success in the
completion of a project.
Project Management Dr. R. N. Sengupta, IME Dept., IIT 14
Kanpur, INDIA
 Brief history of Project
Management
Development of the network scheduling
techniques during the 1950s, and the
breakthrough came with the US Polaris project.
This is the so called PERT method
Independently the CPM technique was developed
in the US by E.L. DuPont de Nemours while
exploring potential applications for their newly
acquired Univac computers

Project Management Dr. R. N. Sengupta, IME Dept., IIT 15

Kanpur, INDIA
 Important for Project
Management
With respect to cost and schedule systems
criteria for performance measurement, it is
important to note two important principles
which are:
Breaking the project scope down to
manageable units of work (work breakdown).
Controlling progress using the earned value
concept

Project Management Dr. R. N. Sengupta, IME Dept., IIT 16

Kanpur, INDIA
 Important for Project
Management
Another important achievement for the project
management community was the development of the
PMIs A Guide to the Project Management Body of
Knowledge (PMBOK Guide) first published in 1987
and last revised in 2008 (PMI 2008).
It is an American National Standards Institute (ANSI)
<https://www.ansi.org/> standard and serves as the
major reference document for good practice in project
management throughout the world.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 17

Kanpur, INDIA
 Important for Project
Management
As you remember we had mentioned that now a days
organization focus is the main thrust area of Project
Management study.
Hence today it is equally important to address how you
can motivate project personnel to collaborate and to
develop ownership for the different objectives of the
project.
Hence team building and team composition has become
important factors for the success of the project
execution.
Project Management Dr. R. N. Sengupta, IME Dept., IIT 18
Kanpur, INDIA
 Important for Project
Management
Risk management is today also considered
important to obtain successful project results.
Risk assessment has to be done and contingencies
have to be allocated.
It is important to forecast as accurately as possible
all potential deviations in the project and to
provide adequate contingencies against it.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 19

Kanpur, INDIA
 Important for Project
Management
In spite of efforts from our side, cost and schedule overruns still
occur.
Thus rather than forecast, contingency planning is more important.
Reason being risks and variations are normal and cannot be fully
avoided, thus it is important that we develop project management
competence to manage the risk and variations as they occur.
Hence many organizations have realized that too tight control
prevents creativity and that less focus on detailed plans can
encourage creativity and lead to better and more effective project
execution.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 20

Kanpur, INDIA
 What is new in Project
Management
Considering all these, researchers have
focused on one new approach which
has found wide application for
development of information systems is
agile project management.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 21

Kanpur, INDIA
 Agile Project Management
Agile project management is a method of project management applying a
team approach.
The scope of the project is allowed to change rapidly and frequently, and
this is obtained by strong focus on stakeholder involvement and
communications.
In the agile environment, projects are the business, while in the traditional
environment, the triple constraint of scope, resources and schedule, is the
main focus.
In an agile strategy, the project manager takes an outward-facing
perspective to facilitate the integration of the project and the business.
Focus is on delivering business results rather than staying within preset
boundaries, as the original project boundaries will quickly diverge from
the business reality in an uncertain environment.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 22

Kanpur, INDIA
 Good example for Agile Project
Management
In the software industry, agile project
management is used applying a method called
Scrum.
In Scrum the basic development unit is a
sprint.
Each sprint is preceded by a planning meeting,
where the tasks for the sprint are identified.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 23

Kanpur, INDIA
 Good example for Agile Project
Management
During a sprint the project team will create parts of
the finished product. Scrum teams consist of three
core roles:
Product owner representing the voice of the
customer
Development team responsible for delivering
finished parts of the final product
Scrum master facilitating the process and
enforcing the Scrum rules.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 24

Kanpur, INDIA
 Success of Project Management
Project success must be defined in terms of the elements that
characterize the very nature of the project: for example, time
(adherence to schedule), cost (adherence to budget),
quality/functionality, and customer satisfaction. Project
success follows a quadruple constraint, consisting of:
Time
Cost
Quality and Functionality
Client Satisfaction

Project Management Dr. R. N. Sengupta, IME Dept., IIT 25

Kanpur, INDIA
 Success of Project Management
One should note that a distinction has to be made between:
Key performance indicators: Key performance indicators
are parameters, indicators or values that can be measured to
evaluate whether a project is successful or not. As a
consequence of this, key performance indicators can only be
measured after a project has been completed.
Success factors: Success factors are conditions or factors
that must be present for a project to be successful. Such
factors may be observed and influenced during project
execution.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 26

Kanpur, INDIA
 Success of Project Management
Project success must be related to objectives or
goals.
An interesting question is, however, whether there
is any difference between project success and
project management success.
Hence the question is, can an unsuccessful project
be successfully managed? Vice versa, could
unsuccessful project management lead to a
successful project?
Project Management Dr. R. N. Sengupta, IME Dept., IIT 27
Kanpur, INDIA
 Success of Project Management
A perfect project management organization is no
guaranty for a successful project. Opposite,
unsuccessful project management may complete a
project successfully.
An example of the latter is the oil platform Statfjord A
in the North Sea. When it was towed to field, it was
over two years late and at the end the final cost was
almost three times of the first estimated cost.
Still this platform has performed well, produced oil and
generated revenue far beyond what was expected.
Project Management Dr. R. N. Sengupta, IME Dept., IIT 28
Kanpur, INDIA
 Project Organizational Maturity
As the project work model is being deployed in
industry, it becomes increasingly important to
understand how well an organization is able to
handle projects or how mature the organization is
with respect to project management.
This is referred to as project management
maturity (PMM) or organizational project
management maturity.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 29

Kanpur, INDIA
 Project Organizational Maturity
The company can obtain an impression of how well it is
doing compared to best practice.
A best practice represents an industrially accepted best
way of achieving a given goal.
Benchmarking and best practice definitions within the
manufacturing industry have for a long time been regarded
as a good approach to enhance competitiveness.
Within project management, project management maturity
measurement is a tool to achieve continuous improvement
and organizational learning.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 30

Kanpur, INDIA
 Project Organizational Maturity
Measurement of project management maturity
will help a company to understand what processes
influence competitiveness and what processes
need further development and improvement.
Thus project management maturity measurement
becomes a strategic tool for developing project
management competence and building a project
culture characterized by excellence.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 31

Kanpur, INDIA
 Project Organizational Maturiy
For each capability there is a measurable result.
This measurement is the basis for the determination of
the project organization project management maturity.
For the measurement, key performance indicators
(KPIs) are used.
A KPI differs from a success criterion.
A success criterion is used to decide whether a goal is
met or not.
A KPI is used to indicate the performance of a process.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 32

Kanpur, INDIA
 Examples for Project
Organizational Maturity
Apples <https://www.apple.com/> and
<https://en.wikipedia.org/wiki/Apple_Inc.> creation of the new iPad and the
thousands of applications that can be used with either it or their best-selling iPod
products.
Bechtels <http://www.bechtel.com/> and <https://en.wikipedia.org/wiki/Bechtel>
construction of a large-scale chemical refining plant in South Africa.
The West Coast High-speed Route Modernization rail renovation project in the
UK, designed to update the most heavily traveled passenger and freight rail
network in Britain <https://en.wikipedia.org/wiki/High-
speed_rail_in_the_United_Kingdom>.
Chiles rescue operation to free 33 miners trapped a half mile below the surface
following the catastrophic collapse of a mine
<https://en.wikipedia.org/wiki/2010_Copiap%C3%B3_mining_accident>.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 33

Kanpur, INDIA
 Examples for Project
Organizational Maturity
The subsea installations for producing oil and gas at the Ormen Lange field in
Norway <https://en.wikipedia.org/wiki/Ormen_Lange_(gas_field)>.
A World Bank project to reclaim nearly 3 million acres of poor soil for farming in
the Uttar Pradesh state in India
<http://www.worldbank.org/en/news/feature/2006/10/18/india-in-uttar-pradesh-
farmers-green-their-barren-lands>.
Development of Chevrolets Volt electric car <http://www.chevrolet.com/> and
<https://en.wikipedia.org/wiki/Chevrolet_Volt>.
The Droid operating system for Smart phones
<https://en.wikipedia.org/wiki/Android_(operating_system)>.
The reconfiguration of Cummins diesel engine assembly line to streamline their
manufacturing processes <http://www.cummins.com/> and
<http://www.cumminseurope.com/cummins-darlington-plant-celebrates-50-years-
of-engine-production/>.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 34

Kanpur, INDIA
 Success of Project Management
Project success must always be measured against
goals or objectives.
However, there are normally several sets of
objectives.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 35

Kanpur, INDIA
 Project Mission and Objectives

Project Management Dr. R. N. Sengupta, IME Dept., IIT 36

Kanpur, INDIA
 Project Management Objectives
There are normally three sets of
objectives (project results) derived from
the mission for any project and they are:
Project objectives
Business objectives
Social objectives

Project Management Dr. R. N. Sengupta, IME Dept., IIT 37

Kanpur, INDIA
 Project Management Objectives
The objectives would normally include a precise definition
of the scope of work, the schedule and a budget.
Successfully completion of project: How successful is the
project with respect to the end user.
Successful use of project results: Whether the
results/experience obtained/gained can be emulated in future.
Successful influence of project on society: How beneficial
is the project for the society in the long run. Remember this
is different from successful completion and its positive effect
to the end user.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 38

Kanpur, INDIA
 Classification of Projects
Small, large and mega.
ICT, construction, research.
Engineering & construction, research &
development

Project Management Dr. R. N. Sengupta, IME Dept., IIT 39

Kanpur, INDIA
 Classification of Projects
Engineering & construction
No uncertainty as to whether the project objectives can
be technically met or not.
Uncertainty connected to resource consumption,
schedule, scope of work, etc.
Research & development
Can be broken down into product development,
systems development, organizational development, and
new knowledge development.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 40

Kanpur, INDIA
 Functions of Management
Planning

Control Organizational Organization

Goal

Leadership

Project Management Dr. R. N. Sengupta, IME Dept., IIT 41

Kanpur, INDIA
 Characteristics of Project
Management
A person heads the project and the cross
functional, goal oriented view point
embodies the characteristics of the project
The focal point of the project management
is the project manager
Due to its multi functional work the cross
functional areas reflect the work focus as
desired in the project
Project Management Dr. R. N. Sengupta, IME Dept., IIT 42
Kanpur, INDIA
 Characteristics of Project
Management
The project manager is responsible for
integrating the whole work
The project manager negotiates with the
functional managers
The project manager focuses on delivering
a particular product/service at a certain time

Project Management Dr. R. N. Sengupta, IME Dept., IIT 43

Kanpur, INDIA
 Characteristics of Project
Management
The project manager has two chain of command
Responsibility, awards, etc., are shared amongst
members of the project management team
Projects can originate at different places but the
goal is the same
Project management sets into motion different
other functions not directly related tp project
management

Project Management Dr. R. N. Sengupta, IME Dept., IIT 44

Kanpur, INDIA
When to use Project Management
Unfamiliarity
Magnitude of the effort
Changing environment
Interrelatedness
Reputation of the organization

Project Management Dr. R. N. Sengupta, IME Dept., IIT 45

Kanpur, INDIA
 Different forms of Project
Management
Basic Project Management
Program Management
New Venture Management
Product Management

Project Management Dr. R. N. Sengupta, IME Dept., IIT 46

Kanpur, INDIA
 Characteristics of Project
Management
Attributes
Environment and boundary
Objectives
Structure of the system
Inputs, Processes and Outputs
Constraints and conflicts

Project Management Dr. R. N. Sengupta, IME Dept., IIT 47

Kanpur, INDIA
 Stages of Project Management
Systems concept
System Definition and Preliminary design
Detailed design and development
System production and fabrication
Detailed design and development
System operation and support

Project Management Dr. R. N. Sengupta, IME Dept., IIT 48

Kanpur, INDIA
 Project Management
Development Cycle
Project life cycle
Managing the project life cycle
System Development Cycle
Conception phase
Definition phase
Execution phase
Operation Phase

Project Management Dr. R. N. Sengupta, IME Dept., IIT 49

Kanpur, INDIA
 Project Management
Development Cycle
Labour
Facilities
Time
Knowledge
Technology

Project Management Dr. R. N. Sengupta, IME Dept., IIT 50

Kanpur, INDIA
 Project Management
Development Cycle
Conception: Project Initiation
Project Feasibility
The use should state the needs very clearly
Ask a set of questions to the user to understand
his/her needs clearly
Conduct research to understand the need
Give the restated needs to user
Keep in mind needs do change
Project Management Dr. R. N. Sengupta, IME Dept., IIT 51
Kanpur, INDIA
 Project Management
Development Cycle
Feasibility
The use should state the needs very clearly
Ask a set of questions to the user to understand
his/her needs clearly
Conduct research to understand the need
Give the restated needs to user
Keep in mind needs do change

Project Management Dr. R. N. Sengupta, IME Dept., IIT 52

Kanpur, INDIA
 Project Life Cycles
A project life cycle represents the stages of a projects
development.
Life cycles are critical for managing projects because
they help us understand the logic behind its
development and make it easier to plan for resource
needs and schedule appropriate points to measure
project progress and assess its status.
It is also a way of reducing the complexity of the
project task and making the project better manageable.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 53

Kanpur, INDIA
 Project Stages
Starting the project
Organizing and preparing
Carrying out the project work
Closing the project

Project Management Dr. R. N. Sengupta, IME Dept., IIT 54

Kanpur, INDIA
 Project Life Cyle

Project Management Dr. R. N. Sengupta, IME Dept., IIT 55

Kanpur, INDIA
 Project life cycle

Cumulative
Cost Concept Planning Execution Termination

Time

Project Management Dr. R. N. Sengupta, IME Dept., IIT 56

Kanpur, INDIA
 Project life cycle

Introduction Growth Maturity Stagnation Decline

Cost

Time

Project Management Dr. R. N. Sengupta, IME Dept., IIT 57

Kanpur, INDIA
 Project life cycle

Phases
1) Conceptualisation
2) Planning
3) Execution
4) Termination

Project Management Dr. R. N. Sengupta, IME Dept., IIT 58

Kanpur, INDIA
 Project life cycle
Stages under Conceptualisation
1) Concept
a) Trigger an event in the sense some one comes up with
an idea.
b) Capture the concept and try to visualize it.
c) Clarification of the concept in terms of the project
d) Elaboration of the concept
e) Evaluation of the concept

Project Management Dr. R. N. Sengupta, IME Dept., IIT 59

Kanpur, INDIA
 Project life cycle
Stages under Planning
1) Design
a) Make the basic design
b) Develop a performance criteria according to which the project is evaluated
c) Design and development of the concept for the project
d) Evaluate the design and get multiple feedbacks
2) Plan
a) Make a base plan on which to build up the project
b) Develop targets and milestone, i.e., when to finish a certain portion of the project or at which stage
of the project would one like to reach at a certain time
c) Plan the development of how one would proceed with the project
d) Concretize the evaluation criteria
3) Allocation
a) Develop a plan for allocation of resources both manpower, money, time etc.
b) Plan the allocation in detail
c) Concretize evaluation criteria for the allocation

Project Management Dr. R. N. Sengupta, IME Dept., IIT 60

Kanpur, INDIA
 Project life cycle
Stages under Execution
1) Control
a) Modification of targets and milestones
b) Allocation modification
c) Evaluation modification
d) Evaluation control

Project Management Dr. R. N. Sengupta, IME Dept., IIT 61

Kanpur, INDIA
 Project life cycle
Stages under Termination
1) Deliver
a) Basic deliverable condition
b) Deliverable modification if required and necessary
c) Modification of performance criteria
d) Deliver evaluation
e) Evaluation control
2) Review
a) Basic review
b) Review development
c) Review evaluation
3) Support
a) Basic maintenance and liability perception
b) Development of support criteria
c) Support evaluation

Project Management Dr. R. N. Sengupta, IME Dept., IIT 62

Kanpur, INDIA
 Stages of Project Life Cycle
Conceptualization
Planning
Execution
Termination

Project Management Dr. R. N. Sengupta, IME Dept., IIT 63

Kanpur, INDIA
 Project Execution Mode
Splitting the project into a number of
phases forms the basis for a project
execution model. Such a model will in
addition include:
Decision gates
Acceptance Gates

Project Management Dr. R. N. Sengupta, IME Dept., IIT 64

Kanpur, INDIA
 Project Phases and Decision
Gates

Project Management Dr. R. N. Sengupta, IME Dept., IIT 65

Kanpur, INDIA
 Project Life Cycle

Project Management Dr. R. N. Sengupta, IME Dept., IIT 66

Kanpur, INDIA
 Project Capital Value Process

Project Management Dr. R. N. Sengupta, IME Dept., IIT 67

Kanpur, INDIA
 Management of a Project
is a discipline which now transcends its earlier, more mechanistic
focus. It is now about defining and delivering successful projects to
clients--projects which give optimal value. It is developing fast,
evolving in a Total Quality, process improvement environment
towards new levels of performance which demand new work styles
and new attitudes. Technology, finance, environmental responsibility
and commercial astuteness figure prominently in this new era, as of
course does management itself. Project management professionalism-
-project managers acting professionally in their clients' best interests-
-is increasingly significant.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 68

Kanpur, INDIA
 Project Management Stake
Holders
A stakeholder is a person or an organization
actively involved in the project or having an
interest in or conflict of interest with the
project execution or the project end result.
There are three obvious stakeholders: the
project owner, the project organization and
the society.

Project Management Dr. R. N. Sengupta, IME Dept., IIT 69

Kanpur, INDIA
 Project Owner
The project owner can be split into
three stakeholders:
Sponsor
Owner
User

Project Management Dr. R. N. Sengupta, IME Dept., IIT 70

Kanpur, INDIA