Project development and

modern trends in
management perception
Projects are basically conceived as a one time
performance of a set of activities which result in their
completion
PROJECT DEVELOPMENT
PROCESS CYCLE
 OBTAINING THE SPECIFICATIONS: based on
the final document , the specifications of all
components of the project will be made
 Creating a work breakdown structure: once the
specifications are completely ready , the project
manager has the responsibility of showing the
work elements in a structure which show the
sequence in which they are to be performed
Preparing a comprehensive PERT
chart
 In PERT-Programming evaluation and review
technique-we take into consideration the fact
that the time allocated for all the activities might
not be determinable.
 So,we give three time estimates:
 Optimistic
 Most likely
 Pessimistic

Forming groups and teams
 IT
 RESEARCH AND DEVELOPMENT
 INNOVATIONS
FORMING A CORE GROUP
CONSISTING OF MEMBERS
CHOSEN FROM AS MANY
TEAMS
 AS POSSIBLE

 There will be sharing information about the
progress and see what activities can be hastened
or retarded, what facilities can be loaned, which
person from a team can help another team in
solving a problem.
 Fixing the responsibility areas
 Preparing budgets , supplier contracts
 Setting up communication channels , feed back
routes and monitoring mechanisms.
Modern trends in project
management perception
 Continuous business process improvement
 Force field analysis
 Information risk management
 CMM and ISO CERTIFICATION
Recent revolutions in project
management
 Information technology
 Automation of physical work
 Workplace flexibility
 Elimination of traditional jobs and work structures
Unit -7
organizational issues in project
management
 Organizational change:
 Evolutionary change-socio technical changes , total
quality management , TQM , flexible workers and
flexible work teams
 Revolutionary changes: re engineering ,e-
engineering , restructuring and innovation

Traits of a professional manager
 Leadership
 People relationship
 Integrity
 Quality
 Customer orientation
 Innovation and creativity
 Performance management
 Identification with the organization
 Empowering employees
 Coping with changes
Project and programme
management-P2M for enterprise
innovation

structure-8
 Guidelines for development of high technology:
 Identify the critical technologies and make a
deliberate choice for indigenous development
 Always aim in one step higher in performance
 Focus on multi-use technologies-multi user an
multi role systems

 Spot the competence of division and empower
them for technology development
 Ensure redundancy for critical systems and
technologies
 Focus efforts through programme/project/mission
oriented approach
 Build concurrency into every activity
 Build long term partnership with all the stake
holders
 Focus on problem forecasting and prevention
 Ensure continuous and integrated performance
measurement
 Technology substitution : substitution of
experimentation , substitution or enhancement
of hardware with software
Unit-9
New horizons in project management:


 Readiness to accept discontinuity and be flexible

 Solving problems by owning them and sharing
solutions
 Breaking the status quo mentality
 Stepping out of comfortable zone
 Human capital by -passing financial
 Transform work culture
 Meaningful encounters more important than years of
experience
 Seeking meaning out of change
 emotional intelligence
Project risk management-11
 In any project , it is difficult to assess the quantum
of risks involved . Therefore careful planning will
result in minimizing the risk in a project.

PROJECT RISKS
 Change in the scope of the project
 Changes in the work quantities
 Change in the resource requirements
 Estimation error or unexpected developments in a
project
MARKET RISKS
 Price change
 Changes in market regulations
 Economic changes
 Competition
 Competitors product changes
Industry risk
 Changes in scientific instrument used in business
activity
 Changes in companies policies because of change
in the industry
Social and political risk
 Changes in labor situation
 Labor laws
 Environment law,etc
Risk management process
 Identify risks
 Analyze the risk
 Plan to mitigate risks(prioritize)
 Review risks
 Control risk
Fundamentals of application
software-12
 Supply chain monitoring:
 1.Present standard processes to be adhered to
across the industry
 2.Offer a central location of all process and system
related information
 3.Allow flexible and quick adaptation in case of
process changes
 4.Present the standard processes in the intranet.
 5.availability of working location
Project management /Using
software
 Reviewing the baseline
 Tracking progress
 Balancing workloads
 Monitoring variances
 Creating reports
Support software-13
 The various support software that may be used for
managing projects are:
 ARROW-E Prints,digital thesis,journal articles
 FEDORA-support software to ARROW(Flexible and
Extensible Digital Object and Repository Architecture)
 VITAL-Re inforcement of above two (Validation of
Integrated Telecommunication Architectures for the Long
term)
 PILIN(persistent identifiers and linking infrastructure)
 MS EXCHANGE SERVER 2003-to consolidate more than
70 messaging sites worldwide into seven physical
locations
 MME(microsoft model enterprises)-maximizing the
number of management tasks performed centrally.

Project management plan and
global delivery model
 What is GDM?
 Global delivery model is adopted by an industry or
business such that it has a capability to plan design ,
deliver and serve to any customers or clients
worldwide with speed , accuracy , economy and
reliability
 Key features of GDM are:
 Standardization
 Modularization
 Minimum customization
 Maximum micro structuring
Special features of GDM
 Unimaginable speeds of response and introduction
 Common pool of microbial components
 Largely independent of skill sets required at
delivery stages
 Highly automated processes
 Quality assurance as a concurrent rather than a
control process
 Mapping of economic zones rather than geographic
zones