Project Management Unit 3

Unit 3 Project Planning

Structure:
3.1 Introduction
Objectives
3.2 Project Planning
3.3 Need of Project Planning
3.4 Project Life Cycle
Project origination
Project initiation
Project planning
Project execution and control
Project closeout
3.5 Roles, Responsibility and Team Work
3.6 Project Planning Process
3.7 Work Breakdown Structure (WBS)
3.8 Summary
3.9 Glossary
3.10 Terminal Questions
3.11 Answers
3.12 Case Study

3.1 Introduction
In the previous unit, we dealt with project identification, project initiation, pre-
feasibility study, feasibility studies, and project break-even point. In this unit,
we will deal with project planning; the need for project planning; the project
life cycle; the roles, responsibility, and team work; the project planning
process; and the work breakdown structure.
A project consists of a set of activities performed either sequentially by
adhering to planned objectives. Project objectives will be unique and non-
repetitive in nature. Thus, a project gets distinguished from routine and
continuous production processes by virtue of its characteristics of
uniqueness. In fact, organisations often pursue various ventures, having
programmes and projects as their sub-sets. Perhaps the success of any
project depends critically upon the effort, care and skill applied in its initial
planning. To make any project or assignment successful, time, cost and

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quality are the key parameters to concentrate. Once the project gets
completed in time under the budgeted costs, and delivers the expected
quality, it is said to be a successful project. Such focused and standard
projects will bring name and fame to the whole team of project management
and in turn helps organisation sustain, grow and compete in the dynamic
business environment. However, some projects involve both routine as well
as unique processes. In such cases, a mixture of functional management
and project management tools are applied to deal with such type projects. In
this regard a detailed analysis of both routine and non-routine activities is
performed to make operational plans more optimal and effective. Such
project plans have to be carefully designed by managers having experience
and knowledge of related project environment. Good planning with focus on
different project life-cycle stages makes the total project planning more
promising and prospective for the organisation. This unit deals with the
project planning and project life cycle stages.
Objectives:
After studying this unit, you should be able to:
 explain the meaning of project planning
 describe the project life cycle and its process flows
 identify the roles, responsibility, and team work
 describe the project planning process
 explain the work breakdown structure

3.2 Project Planning

Project planning is a discipline for stating how to complete a project within a
certain timeframe, usually with defined stages, and with designated
resources. This process helps draw a blue print for execution with little or no
modifications. Project plans do not allow much deviation and are strictly
guided by defined parameters viz., time scale, categorical budgets, and
output with quality standards. The following activities helps take care of the
total project planning episode:
 Set clearly focused and measurable objectives
 Identify the quality of deliverables
 Outline the schedules and work-break down structures
 Prepare sequential and alternate plans to substantiate uncertainty

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Project Planning is a significant facet of project management. PERT, CPM

and Gantt charts etc., tools are used in the planning and scheduling to
understand the interdependence of various activities.
It serves the planning process in many respects such as:
 provides a basis for organising the work and allocating responsibilities to
individuals
 helps the manager to forecast and plan for various activities, keeping in
view of the resource availability and time slots
 helps in communicating effectively to all those who are connected to the
project
 helps in monitoring and controlling the whole project activities carefully
without much deviations if any
A comprehensive project planning involves:
 Planning project scope
All activities of the project are defined clearly considering their time
durations and the expected resource consumption and exhibited through
a flow chart, with their early start and latest finish. Usually PERT (project
evaluation review technique) is used to perform this task.
 Planning Resources
Resources to meet the planned activities are needed such as manpower
– managers, supervisors and operators; and responsibility of carrying
out the assigned job must be reflected.
 Planning cost
All projects are basically capital projects, requiring huge money for
completion and earning no return till their successful completion and
operation of the same and keeping in view “the time value for money”,
all expenses must be well planned in a time-phased manner.
 Planning information system
Proper MIS is needed at all stages of the project. It is essential for an
effective communication, efficient use of resources, and keeping the
project well within control, from time as well as cost point of view.
This clearly shows that project planning can be regarded as a value-added
activity.

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Self Assessment Questions

1. _______________ is a significant facet of project management.
2. All projects are basically ______________, requiring huge money for
completion and earning no return till their successful completion.

3.3 Need of Project Planning

The purpose of project planning is to identify various areas of the project
work and the influencing factors, and subsequently define the boundaries of
the project performance. In addition, scope of the project also needs to be
explicitly mentioned in the list project objectives. Further it serves as a guide
through its well defined directions to perform the project.
Planning is basic to all human activities and requires common sense. It is a
trap laid down to capture the future. It helps in bridging the gap between
where you are to where you want to be. In a way, the complexity of the
process aids in identifying the implication of such a plan and whether it
relates to immediate future or a long term perspective.
Planning thus involves:
 brainstorming on various possible alternative courses of action,
 choosing the most appropriate one (or ones)
 agreeing what you can expect to achieve
 calculating the human and material resources needed to reach your
objectives
 anticipating possible problems, and
 getting agreement among all concerned about clear targets and
timetables for the work in view.
Planning techniques can address many organisational problems and
opportunities, including institutional development of your organisation and
planning of disaster preparedness activities. Whether the priority is capacity
building, disaster preparedness, immediate emergency action, or new
initiatives such as advocacy for vulnerable groups, good planning can
increase your chance of success. It helps you to analyse and assess the
present needs and future challenges. It gives you the means to test out
various possibilities, think through the difficulties that might occur, and

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prepare to overcome them. Good plans always allow for flexibility to adapt to
the changing circumstances.
The planning and scoping should be such that the project manager can
assess every stage of the project and the quality of the deliverable of the
project at every stage. First, let us list the steps involved in project scoping.
These steps include:
 classifying the different parametric forces related to the project and its
stages,
 facilitating the team members to work on tools to keep track of the
stages and thereby proceed in the planned manner,
 eradicating the factors accountable for inducing the problems,
 examining the financial implications and cost factor at various stages of
the project,
 knowing and developing the various designs necessary at various
stages of the project,
 identifying the key areas to be included in the scope through various
meetings, discussion, and interviews with the clients,
 providing a base and track to enable alignment of project with the
organisation and its business objectives,
 finding out the dimensions applicable to the project and also the ones
not applicable to the project,
 listing out all the limits, boundary standards and constraints in the
project.

Self Assessment Questions

3. The purpose of project planning is to identify various areas of the
project work and the influencing factors, and subsequently define the
boundaries of the project performance. (True/False)
4. Good plans always do not allow for flexibility to adapt to changing
circumstances. (True/False)
5. The planning and scoping should be such that the project manager can
assess every stage of the project and the quality of the deliverable of
the project at every stage.(True/False)

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3.4 Project Life Cycle

The project life cycle (PLC) describes the start and the end of the project
and the various stages in it. It begins with concept of idea, incubation,
feasibility studies and further on towards initiation, planning, execution and
closeout. Irrespective of the type and complexity of project being
undertaken, its life cycle stages remain same only content and duration of
the stage being different. All projects would tend to progress through these
five project life cycle phases as indicated in the figure below:

Phase 1: Phase 2: Phase 3: Phase 4: Phase 5:

Project Project Project Project Execution Project
Origination Initiation Planning and Control Closeout

Fig. 3.1: Project Life Cycle

Source: Mishra Rajendra (2012), Project Management: Excel Books, New Delhi

Let us now discuss in detail the life cycle stages as depicted in the figure
above.

3.4.1 Project origination

In project origination, a project proposal is raised by a client (individual
investor, company, government or joint venture) to create a product or
develop a service that can solve a problem or satisfy an evolving need in the
market. The client then submits the proposal to get it investigated on its
viability, evaluation and selection. If the viability tests conducted reveal
positive results the proposal gets selected, and management or the client
fixes up the budget and time to execute the project. The team to manage
the project will then be appointed and given the responsibility to initiate and
implement the project. Based on the predetermined standards of
performance, the time frame and acceptable variances in proposed project
vis-à-vis initiation and implementation may also be decided. For this a
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proper ‘project origination team’ will be assigned the duty of conducting a

deep study and help the client to take a decision on its final approval. For
example, Atlantis Resource Corporation has been assigned the task of
assessing the viability of a large scale projects in the tidal resource rich
state of Gujarat in India. The Atlantis project origination team is working with
local and state government to assess the economic viability of 100+MW
tidal turbine farms in the Gulfs of Khambhat and Kutch.
3.4.2 Project initiation
Soon after receiving a positive report on the proposed project from the
project origination team, the client may then proceed to get it initiated. A
project manager is assigned to make this project executable. The project
manager will coordinate with the project sponsor to identify necessary
resources and induct appropriate team members to ensure project begins
on the tract within the key indicators – Cost, Scope, Schedule, and Quality
(CSSQ). The project team documents its charge in the form of a project
charter, which is based on the project proposal and business case. Approval
of the project charter by the project sponsor authorizes the designated team
to begin project planning.
3.4.3 Project planning
Project Planning is the third phase of project life cycle. Project planning
builds on the work done in project initiation, through the development of a
project plan. The project plan defines CSSQ, and includes plans to involve
and communicate with all the parties that are affected by the project, and
also attempts to identify risks and threats associated with project . As
projects leads to change both within and outside the organisation, managing
resistance to change through transitions need to be focused on while
drawing project plans. Project planning phase is completed by effectively
revising and re-evaluating all the essential elements of project based on the
documents furnished and a decision is made either to halt the project or to
commit the resources necessary for project execution and control.
3.4.4 Project execution and control
Project execution and control is where most of the resources are
applied/expended on the project. This phase consumes the maximum time
of the project life cycle and more than 80% of the resources get consumed
in the process. The project management team ensures that all the laid out

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plans, schedules, procedures, and models that were prepared and

estimated during prior work are adhered to. Unpredicted situations and
overhead costs will inevitably be taken care of by the project team to
minimise the impact on the project constraints. This phase comes to end as
soon as the final product or service is ready for delivery. All the documents
relating to all activities and their linkages, actual consumption of time and
resources need to be maintained consistently so as to enable the post
project audit to take up during the project close out.

Activity
Find out the project planning and performance evaluation techniques in
respect of any project of your choice.

3.4.5 Project closeout

This is the final phase of project life cycle, the project team assesses the
outcome of the project vis-à-vis performance of the project team and the
performing agency. This is accomplished primarily through soliciting and
evaluating feedback from customers, project team members, consumers
and other stakeholders. The primary purpose of this assessment is to
document best practices and lessons learned for use on future projects. Key
project metrics are also captured to enable the client organisation to
compare and evaluate performance measurements across projects.

Self Assessment Questions

6. The __________ then submits the proposal to get it investigated on its
viability, evaluation and selection
7. The project team documents its charge in the form of a __________,
which is based on the project proposal and business case.
8. _______________ builds on the work done in project initiation through
the development of a project plan.
9. _________________________ is where most of the resources are
applied/expended on the project.
10. The _______________ of project close out assessment is to document
the best practices and lessons learned for use on future projects.

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3.5 Roles, Responsibility and Team Work

The basic purpose for initiating a project is to accomplish specific goals.
Such specified goals will be achieved only through clarity over roles and
responsibilities of all those individuals who are working as a ‘team’. Despite
clarity over respective roles, team members or even the project manager
may overlap certain functions with one or more lateral or parallel levelled
authority to coordinate and integrate various dispersed activities and reach
the project's goals as desired.
The roles played in a project environment include individuals, the
collaborating organisations and the financier whose stakes get affected
(positively or negatively) by the outcome (success or failure) of the project.
Invariably these role players labelled as ‘stakeholders’ in the project, exert
influence over the project and its results.
Some of the actively involved role players/stakeholders in a project are:
 Project manager
Project Manager refers to the individual assigned with additional and
specific responsibilities to manage a project and will lead his team of
experts
 Customer/ Beneficiary
Customer refers to the individual or organisation, which will use the
product or service and the ultimate beneficiary of the outcome.
 Performing organisation/client organisation
Performing organisation refers to the organisation whose employees get
involved in doing the project work.
Project team members accountable for his/her deliverables. Resources
are made available to team members to complete the project work.
 Sponsor:
Sponsor refers to the individual or a consortium that funds the project
may or may not have direct link with the performing organisation.
In particular, the project organisation structure enables the manager to
exhibit his responsibility towards:
 The client and the environment
 Identify and correct problems at early date

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 Make timely decisions about trade-off between two or more project goals
 Ensuring optimality while dealing with managers of the independent
activities in the project and discount cost overruns in the process.
Actual experience by way of project management specify that the majority of
organisation’s using it experience better control and better customer
relations, and possibly an increase in their project's return on investment. A
considerable amount of users also report shorter development times, lower
costs, higher quality and reliability, and higher profit margins. Other reported
advantages comprise of direction toward results, for better interdepartmental
coordination, and higher worker morale. Other reported advantages include
a sharper orientation toward results, better interdepartmental coordination,
and higher worker morale.
An organisation at a given time may be working on a number of projects. It
is impractical for one individual to manage all the projects. Hence, a team of
managers will manage the projects. Also there may be different teams
working on different projects. A knowledgeable project manager and his
team may manage several projects at a time. The project team is
accountable for ensuring that the project is profitable upon completion.
Self Assessment Questions
11. The players in a project management are the individuals and the
organisations. (True/False)
12. Other reported advantages include a sharper orientation toward results,
better interdepartmental coordination, and higher worker morale.
(True/False)

3.6 Project Planning Process

After completing the project scoping, you can start your project plan. Project
planning involves three processes. Figure 3.2 depicts the project planning
process.

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The The
identification review
process process
Project
Planning
Process

The
analysis
process

Fig. 3.2: Project Planning Process

Source: Mishra Rajendra (2012), Project Management: Excel Books, New Delhi

Let us now list the steps involved in each process of project planning. These
are:
The identification process
The main steps in the identification process of any project are:
 Identifying initial requirements. For example, when a company identifies
a need for a new or improved product due to R & D results or a
consumer survey, the management of that company will acknowledge
the necessity of improving the existing product in accordance with the
consumer’s demands.
 Validating them against the project objective.
 Identifying the criteria such as quality objectives and quantitative
requirements for assessing the success of both the final product and the
process used to create it.
 Identifying the framework of the solution.
 Preparing a template of the framework of solution to illustrate the project
feasibility.
 Preparing relevant charts to demonstrate the techniques of executing
the project and its different stages.
 Preparing a proper project schema of achieving the defined business
requirements for the project.
 Identifying training requirement.

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 Making a list of the training programme necessary for the personnel

working on the project.
 Identifying the training needs of the individuals working in various
functions responsible in the project.
 Preparing a training plan and a training calendar.
 Assessing the capabilities and skills of all those identified as part of the
project organisation.
The review process
The main steps in the review process of any project are:
 Instituting a training plan to explain the project team members with the
methodologies, technologies and business areas under study.
 Updating the project schedule to accommodate scheduled training
activities
 Identifying the needs for review and reviewing the project scope
 Re-evaluating a project with respect to its stages and progress by
organising a plan for the review, fixing an agenda to review the project
progress and maintaining the reports ready for discussion about stage
performance
 Reviewing the project scope, the objective statement, and the non-
conformances in the project stages and identifying the need to use the
project plan
 Preparing a proper project plan indicating all the requirements from start
to finish of the project and also at every stage of the project
 Preparing a checklist of items to be monitored and controlled during the
course of execution of the project
The analysis process
The main steps in the analysis process of any project are:
 Comparing the actual details with that in the plan with reference to
project stages
 Measuring various components of the project and its stages frequently
to control the project from deviating and also monitor the performance
 Deciding how the task, the effort, and the defects are to be tracked; what
tools to be used; and what reporting structure and frequency will be
followed at various stages

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 Identifying the preventive and corrective steps to be taken in case of any

variance
 Performing root cause analysis for all problems encountered
If all the above steps are performed successfully, scoping and planning
become effective and the ideal outcomes are achieved. The team must
strategise as to how they will work the project with the customer and how
they will achieve the end goals of the project successfully and to the
customer’s satisfaction. Then they must write a scope statement to define
the project boundaries. The scope, such as what will and will not be done on
the project, should be part of the project plan.
Developing a Work Breakdown Structure (WBS) is the next step in project
planning. This involves detailing all the tasks and sub-tasks that will go into
production of the final.
Subsequent to preparing WBS, the team plans the project schedule and
budget. This comprises of the tasks identified in the work breakdown
structure and allocating resources or at least resource positions, if the actual
resource names have not been identified yet. The step that follows is
deciding on the project organisation structure and documenting the
proposed project organisation structure as a part of the project planning
process. Now, the team must identify whether it will be a matrix or
hierarchical reporting structure. At last, the manager must put the formal
project plan through a formal review process by his project team, possibly
senior management if it’s a visible enough project, and definitely the
customer. Now, he must get a formal approval sign-off from the customer
and store the document with all other project materials.

Self Assessment Questions

13. Project planning involves three processes:___________ review, and
______________
14. Subsequent to preparing _____________, the team plans the project
schedule and budget.
15. If all the steps of project planning are performed successfully, _______
and planning become effective and the ideal outcomes are achieved.

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3.7 Work Breakdown Structure (WBS)

The entire project may be considered to be made up of a number of tasks
and sub-tasks placed in different stages called the Work Breakdown
Structure (WBS).
The format for WBS design is used differently by different organizatiions.
Mostly graphics is used to display the project components as a hierarchical
tree structure or diagram. Figure 3.3 depicts the WBS of project XYZ.

Fig. 3.3: General WBS of Project XYZ

Source: Mishra Rajendra (2012), Project Management: Excel Books, New Delhi

Here, the project is first broken down into blocks or groups or tasks and
these are placed at level 1. Each block of level 1 is then composed into sub-
blocks or sub-tasks and is placed at level 2. This process is continued up to
the level beyond which it cannot be sub-divided. The smallest block is often
termed as work-package or activity.

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Figure 3.4 depicts a typical example of a WBS of a recruitment process.

Fig. 3.4: Work Breakdown Structure (WBS)

Source: Mishra Rajendra (2012), Project Management: Excel Books, New Delhi

Activity
Develop WBS for the proposed 7 storey Mall at the outskirts of Pune.

Therefore we can say that, it is the method to examine the content of work
and cost by breaking it down into its component parts. Project key stages
form the highest level of the WBS, which is then used to demonstrate the
details at the lower levels of the project. Every key stage includes many
tasks identified at the start of planning and later this list will have to be
validated. WBS is formed by recognising the key elements, breaking every
element down into component parts and continuing to breakdown until
controllable work packages have been identified. These can then be
allocated to the appropriate person. The WBS does not show dependencies
other than a grouping under the key stages. It is not time based. There is no
timescale on the drawing.

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Self Assessment Questions

16. The entire process of a project may be considered to be made up on a
number of sub-processes placed in different stages called the Work
Breakdown Structure. (True/False)
17. WBS is produced by identifying the key elements, breaking each
element down into component parts and continuing to breakdown until
manageable work packages have been identified. (True/False)

3.8 Summary
Let us recapitulate the important concepts discussed in this unit:
 Project planning is a very vital aspect of project management. The
purpose of project planning and scoping is to first identify the areas of
the project work and the forces affecting the project and then to define
the boundaries of the project.
 The project management life cycle defines how to manage a project. It
includes processes such as origination, initiation, planning,
execution/control, and closeout. While no two projects are exactly alike,
the project management life cycle will always be the same, regardless of
the project type.
 The team must strategise as to how they will work the project with the
customer and how they will satisfy the end goals of the project
successfully and to the customer’s satisfaction.
 The entire process of a project may be considered to be made up on a
number of sub-processes placed in different stages called the Work
Breakdown Structure (WBS). WBS is the technique to analyse the
content of work and cost by breaking it down into its component parts.

3.9 Glossary
Project planning: States the sequence and schedule of tasks of the project
to be completed within a certain time with well assigned resources and cost
factors affecting the project and boundaries of the project.
Project manager: Refers to the individual responsible for managing the
project.

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Performing organisation: Refers to the enterprise whose employees are

directly involved in doing the work of the project.
Project management life cycle: The project management life cycle defines
how to manage a project. It includes origination, initiation, planning,
execution/control, and closeout processes.
Project origination: In project origination, an individual proposes a project
to create a product or develop a service that can solve a problem or address
a need in the performing organisation.
Project execution and control: Project execution and control is where
most of the resources are applied/expended on the project.
Work Breakdown Structure (WBS): Division of a project into sub-tasks
numbered to portray their relationship with the each other and the project as
a whole.

3.10 Terminal Questions

1. Define project planning. Describe it in detail.
2. Why is project planning important? Also discuss the need of project
planning.
3. Explain the life cycle of a project.
4. Describe the various stages of project life cycle.
5. Discuss the roles, responsibility, and team work.
6. Describe the project planning process and explain it in detail.
7. What do you mean by work break down structure? Discuss it briefly.

3.11 Answers

Self Assessment Questions

1. Project planning
2. Capital projects
3. True
4. False
5. True
6. Client

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7. Project charter
8. Project planning
9. Project execution and control
10. Primary purpose
11. True
12. True
13. Identification, analysis
14. Work Breakdown Structure
15. Scoping
16. True
17. True

Terminal Questions
1. Project planning is part of project management, which relates to the use
of schedules such as Gantt charts to plan and subsequently report
progress within the project environment. Refer to section 3.2.
2. The purpose of project planning and scoping is to first identify the areas
of the project work and the forces affecting the project and then, to
define the boundaries of the project. Refer to section 3.3.
3. The project management life cycle defines how to manage a project. It
includes processes such as origination, initiation, planning,
execution/control, and closeout. Refer to section 3.4.
4. All projects should progress through these same five project
management phases. Refer to section 3.4.
5. The reason for organising the task as a project is to focus the
responsibility and authority for the attainment of the goals on an
individual or small group. Refer to section 3.5.
6. After completing the project scoping, you can start your project plan.
Project planning involves three processes;, viz, the identification
process, the review process, and the analysis process. Refer to
section 3.6.
7. The entire process of a project may be considered to be made up on a
number of sub-processes placed in different stages called the Work
Breakdown Structure (WBS). Refer to section 3.7.
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3.12 Case Study

Saras
For more than a decade, K.Yegna Narayana, director of the Light Transport
Aircraft (LTA) project at the National Aerospace Laboratories (NAL) in
Bangalore had little else to do than thinking, talking about, and working on
his project. At NAL hangar near his office, the aircraft is getting finishing
touches. The 14-seater LTA, now named Saras looking impressively big
near the tiny two-seaters designed and made by NAL, is set to roll out on 4th
February. It will fly by the end of June. Saras is the first civilian aircraft to be
designed and manufactured completely in India. India is entering the civil
aircraft industry this year. India contributes 0.1% to the world aircraft
manufacturing market of $350 billion. Saras is the first serious attempt to
address this anomaly.
The project was conceived by Roddam Narsimha, who was the director of
NAL in the 80s and early 90s. Narsimha had decided that NAL needed to
design aircraft and not just do research. The first attempt was an assembly:
the experimental light canard aircraft. NAL then designed the two-seater
Hansa, the only all-composite two-seater in the world. Hansa got certified in
2000. Even while the Hansa work was in progress, NAL decided to make
Saras. The first feasibility study was done in 1989. Russia’s Myasischev
Design Bureau was a partner. But Saras got stuck due to lack of funding.
The Russians pulled out due to economic difficulties. By the end of 90s, it
seemed that Saras would never be developed. In 1999, the Department of
Science and Technology’s Technology Development Board (TDB) agreed to
help. TDB sanctioned a grant of Rs. 65 crore for the development of Saras.
The estimated development cost was Rs. 132 crore. The Council of
Scientific and Industrial Research, of which NAL is a part, put in Rs. 52
crore. Hindustan Aeronautics Limited (HAL) and the ministry of Civil Aviation
put in Rs. 9 crore and Rs. 5 crore respectively. The project got underway by
the end of 1999, 10 years after the feasibility study.
A number of companies worked on the project. HAL designed and
developed the landing gear, electrical systems, and few other parts. Taneja
Aerospace made most of the sheet metal parts. NAL did the design and
development, structural and qualification testing, and the project
management. The Central Mechanical Engineering and Research Institute,

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Durgapur, developed the throttle control box. About 20 firms in Bangalore

did the machine tooling. To reduce development costs, developers used off-
the-shelf components as much as possible. T.S. Prahlad, who was NAL’s
director till recently, says, “Saras is specially designed for Indian conditions.”
It can take off from short run ways, in hot conditions, and on high altitudes. It
can fly in any kind of weather. India’s feeder airline services are poorly
developed; even existing services, like Vayudoot, have stopped operations.
Other than poor management, two major problems have been the lack of
cheap Indian aircraft and poor economies of scale for maintenance. Saras
could solve both.
NAL now estimates an Indian market of 200 planes in the next 10 years.The
aircraft industry has a considerable influence on the economy of a country.
The economic impact of aviation on the world’s GDP is about 10%. After
Saras, the next civil aircraft project is the 100-seater from HAL. Can these
two projects kickstart an aircraft industry in the country?
1. Project ‘Saras’ got underway ten years after the feasibility study.
According to you what could have been the reasons of the delay in the
development of a prototype?
Hint: In a project which is highly R&D oriented and does not have
industry backing usually don’t find any takers and the progress is slow.
The main hindrance faced by such projects is their lack of funds.
Another reason is the lack of trust by Indian aviation sector on the local
manufacturers. The project ‘Saras’ also suffered from the problem of
coordination.
2: Project ‘Saras’ involved several organisations in the design and
development of the prototype. According to you what kind of
organisational structure will suit this kind of project? Discuss the
advantages.
Hint: The organisation should have a matrix structure. This provides the
advantage of both traditional and product organisation structure. In this
form, there are two lines of reporting one to the functional heads and
other to the project managers. The project manager is given the overall
responsibility for the implementation of the project.
(Source: http://www.scribd.com/doc/6929735/Project-Management0406)

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Project Management Unit 3

References:
 Clements/ Gido, Effective Project Management, Publication: Thomson.
 Gray, C. F. and Larson, E. W. Project Management, Publication: Tata
McGraw Hill.
 Lock, D. Project Management, Ninth Edition, Publication: Gower.
 Nagarajan, K. Project Management, Third Edition, Publication: New Age
International.
 Chandra, P. Projects-Planning, Selection, Financing, Implementation,
and Review, Sixth Edition, Publication: Tata McGraw Hill.
 Rao, P. C. K. Project Management and Control, Publication: Sultan
Chand & Sons.
 Desai, V. Project Management, Second Revised Edition, Publication:
Himalaya Publishing House.

E-References:
 www.projectsmart.co.uk. retrieved on 19/01/2012
 www.projectmanagement.com. retrieved on 20/01/2012
 www.pmearth.com. retrieved on 22/01/2012

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