nicmar assignment pgppm sode 21

8/15/2019 Nicmar Assignment Pgppm Sode 21

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ASSIGNMENT PGPM-21

By Abdul Hameed Bathusha K SReg No: 2150331503562173

NICMAR SCHOOL OF

DISTANCEEDUCATION (SODE),PUNE

Pro e!t "a#ageme#t Systems $ %e!h#&'ues



Assignment Topic

A New International cricket facility is to be constructed outside a mega city over a piece of land.

Facility to include:

1. Capacity of Spectators: !"!!!

#. day$Nig%t play facility

&. '( Camera platform in si) directions

*. Safety of players from spectators

+. ,avilion for (I,s to sit: &!! seat

-. ,arking ade/uate space for all above0

'ime available is 1- mont%s including monsoon. Cost of construction need to be recovered in + years.

Average cost of 'icket is 1!!$ . Appro)imate * matc%es per year. Submit t%e ,ro2ect 3eport:

1. Identification of ,ro2ect

#. Stages in development of ,ro2ect

&. 4ork break down structure to undertake t%e pro2ect

*. 5ilestone and C,5 c%art for corporate control

+. Cost of pro2ect.

PROJECT IDENTIFICATION

Feasibility Studies: For any pro2ect" Feasibility study is t%e most important and compulsory

action re/uired in terms of t%e pro2ect identification" as t%e name implies" a feasibility study is

used to determine t%e viability of an idea. '%e ob2ective of suc% a study is to ensure a pro2ect islegally and tec%nically feasible and economically 2ustifiable. It tells us w%et%er a pro2ect is

wort% t%e investment.



Feasibility studies are useful to businesses in many ways. Some of t%e reasons organi6ations

conduct feasibility studies are as follows:

• Not every pro2ect is doable.

• Not every pro2ect s%ould be taken up. '%is will engage ot%erwise useful resources and

block t%eir use on ot%er tasks.

•

Not every pro2ect makes effective use of t%e resources of an organi6ation.

!at is a Feasibility Study"

In simple terms" a feasibility study involves taking a 2udgment call on w%et%er a pro2ect is

doable. '%e two criteria to 2udge feasibility are cost re/uired and value to be delivered. A well

designed study s%ould offer a %istorical background of t%e business or pro2ect" a description of

t%e product or service" accounting statements" details of operations and management"

marketing researc% and policies" financial data" legal re/uirements and ta) obligations.

7enerally" suc% studies precede tec%nical development and pro2ect implementation.

Fi#e A$eas o% P$o&ect Feasibility:

Tec!nical Feasibility assessment is centred on t%e tec%nical resources available to t%e

organi6ation. It %elps organi6ations assess if t%e tec%nical resources meet capacity and w%et%er

t%e tec%nical team is capable of converting t%e ideas into working systems. 'ec%nical

feasibility also involves evaluation of t%e %ardware and t%e software re/uirements of t%e

proposed system.

Economic Feasibility %elps organi6ations assess t%e viability" cost" and benefits associated

wit% pro2ects before financial resources are allocated. It also serves as an independent pro2ect

assessment" and en%ances pro2ect credibility" as a result. It %elps decision makers determine t%e

positive economic benefits to t%e organi6ation t%at t%e proposed system will provide" and %elps

/uantify t%em. '%is assessment typically involves a cost$ benefits analysis of t%e pro2ect.

'egal Feasibility investigates if t%e proposed system conflicts wit% legal re/uirements like

data protection acts or social media laws.

Ope$ational Feasibility t%is involves undertaking a study to analyse and determine w%et%er

your business needs can be fulfilled by using t%e proposed solution. It also measures %ow well

t%e proposed system solves problems and takes advantage of t%e opportunities identified

during scope definition. 8perational feasibility studies also analyse %ow t%e pro2ect plan



satisfies t%e re/uirements identified in t%e re/uirements analysis p%ase of system development.

'o ensure success" desired operational outcomes must inform and guide design and

development. '%ese include suc% design dependent parameters suc% as reliability"

maintainability" supportability" usability" disposability" sustainability" affordability" and ot%ers.

Sc!eduling Feasibility is t%e most important for pro2ect success. A pro2ect will fail if not

completed on time. In sc%eduling feasibility" we estimate %ow muc% time t%e system will take

to complete" and wit% our tec%nical skills we need to estimate t%e period to complete t%e

pro2ect using various met%ods of estimation.

(ene%its o% Conducting a Feasibility Study

Conducting a feasibility study is always beneficial to t%e pro2ect as it gives you and ot%er

stake%olders a clear picture of your idea. 9elow are t%e key benefits of conducting a feasibility

study:

• 7ives pro2ect teams more focus and provides an alternative outline.

• Narrows t%e business alternatives.

• Identifies a valid reason to undertake t%e pro2ect.

• n%ances t%e success rate by evaluating multiple parameters.

• Aids decision making on t%e pro2ect.

Apart from t%e approac%es to feasibility study listed above" some pro2ects also re/uire for ot%er

constraints to be analysed

• Internal ,ro2ect Constraints: 'ec%nical" 'ec%nology" 9udget" 3esource" etc.

• Internal Corporate Constraints: Financial" 5arketing" )port" etc.

• )ternal Constraints: ;ogistics" nvironment" ;aws and 3egulations" etc

P$o&ect De%inition: t%e ,ro2ect definition includes t%e most important scope < ob2ective of t%e

pro2ect" it also clears t%e misconceptions in t%e pro2ect directives" it focuses on t%e acceptance

criteria for t%e successful completion of t%e pro2ect.

P$o&ect Repo$t: t%e pro2ect report includes all details related to t%e pro2ect in terms of t%e

stake%olders and t%eir re/uirement" pro2ect progress" cost implications" any variations" scope



c%anges and 'ec%no = economic Feasibility report obtained from t%e above feasibility

evaluation etc.

PROJECT DE)E'OP*ENT PROCESS

P$o&ect *anagement O$gani+ation: '%e pro2ect management organi6ation is t%e finali6ation

of t%e responsible organi6ation to %andle t%e work of t%e pro2ect" w%o %as t%e necessary

e)perience and means to complete t%e pro2ect wit% respect to t%e re/uirement.

P$o&ect Planning , Cont$ol: '%e construction planning process is stimulated t%roug% a study

of pro2ect documents. '%ese documents include but are not limited to t%e available tec%nical

and commercial studies and investigations design and drawings" estimate of /uantities"

construction met%od statements" pro2ect planning data" contract documents" site conditions"

working regulations" market survey" local resources" pro2ect environment and t%e client>s

organi6ation. '%e planning process take in to t%e account t%e strengt% and weakness of t%e

organi6ation as well as t%e anticipated opportunities and risks.

i0 ,lanning is t%e creative and demanding mental activity of working out w%at %as to be done"

%ow " by w%en" by w%om and wit% w%at = ? doing t%e 2ob in t%e mind .> plans are not 2ust

pieces of paper . ,lans represent t%e result of careful t%oug%" compre%ensive discussions"

decisions and actions" and commitments made between people and contractual parties.

ii0 ,lanning tec%ni/ues form t%e planner>s toolbo). '%ey assist in t%e analysis of t%e plan"

organi6ing t%e information" and %ave a crucial effect on t%e way in w%ic% t%e plan is

communicated to ot%ers. In terms of activities" time /uantities" resources and per%aps costs and

values" now t%e point is %ow and by w%om t%is planning and planning tec%ni/ues use to

convert all t%ese t%eories of planning and planning tec%ni/ues in to a practical s%ape. ,lanners

cannot plan wit%out managers. It is t%e manager>s task to plan: t%at is to decide on strategiesand tactics" to break down t%e work to be done into tasks and sub tasks and to assign t%e

responsibility for completing t%ese tasks to individuals or organi6ation. So in s%ort" planners

and implementers s%ould go side by side for any pro2ect and act as a team.

PROJECT OR- (REA-DO N

o$. ($ea.do/n 'e#els: ,ro2ect work breakdown is t%e division of t%e pro2ect into t%e small

Identifiable activities or events wit% some milestones also. '%ese activities are also called aslevels" w%ic% can be classified very well. For instance t%e activities of t%e cricket stadium are:

P$e0Const$uction P!ase



Selection of t%e construction site

,reliminary design

Final design < preparation of working drawings

Selection of t%e supplier vendors < supply of e/uipment>s < materials

Const$uction P!ase

@emarcation of t%e field area.

Construction of foundation for t%e stands and ot%er sitting areas.

Construction of boundary walls.

Construction of steps wit% proper risers.

Construction of roof.

,rovisions of services application of wall" floor and ceiling finis%.

Completion of electrical and mec%anical works.

)ternal works: drainage etc.

,arking facility etc.

Structure for ;ig%ts.

3oad work.

Commissioning , 1anding O#e$2

'esting < Commissioning of t%e lectrical /uipment.

'esting < commissioning of t%e (AC system.

'esting < commissioning of t%e ot%er services suc% as Fire Fig%ting" security system"

fire detection system etc.

Final anding over of t%e facility to t%e client.

o$. ($ea.do/n *et!odology: '%e 4ork 9reakdown Structure met%od is a formal and

systematic way of decomposing t%e pro2ect effort t%at was developed originally in t%e early

1B-!s by t%e .S. @epartment of @efence. It %as since become accepted as an essential

practice for t%e management of large pro2ects and is a key re/uirement for compliance wit% t%e

Cost$Sc%edule ,erformance 5anagement Standard C$S,5S0

'%e 4ork 9reakdown Structure 49S0 met%od creates a multi level decomposition of t%e

pro2ect effort t%at is used for identifying and aut%ori6ing work" monitoring performance" and

reporting on all pro2ect activities.

'%e top level refers to t%e entire pro2ect. '%e ne)t two levels" sometimes referred to as t%e

Contract 4ork 9reakdown Structure C49S0" break t%e pro2ect into its ma2or elements

subpro2ects0 and deliverables. '%e full 4ork 9reakdown Structure" sometimes referred to ast%e @etailed 4ork 9reakdown Structure" decomposes eac% component of t%e pro2ect into



activities and tasks at t%e level at w%ic% t%e work will be managed internally wit%in t%e pro2ect

team.

Assessing Du$ation: t%e estimation of t%e duration re/uirement is wit% respect to t%e activity

level" w%ere t%e time taken to complete t%e activity is evaluated wit% respect to t%e resources

availability and deployment.

'%ere are various tec%ni/ues adopted in estimating duration" , 3' program evaluation and

review tec%ni/ue w%ere t%e duration is estimated wit% respect to t%e t%ree duration estimates of

optimistic duration" pessimistic duration < normal duration.

Anot%er way includes t%e estimation of duration wit% respect to t%e availability of t%e

resources and productivity.

'%e buffer time re/uired is also considered in eac% and every activity involved in t%e pro2ect.

Costing Acti#ity: '%e discussion above considered only t%e direct cost of activity or pro2ect0.

Actually activity pro2ect0 cost consists of direct and indirect costs. '%ese comprise of t%e

following componentsD

a0 @irect cost:

i0 Cost of material

ii0 4ages paid to labour

iii0 )penditure on tools and e/uipment used on t%e activity.

b0 Indirect cost:

i0 Supervision c%arges

ii0 Administrative c%arges

iii0 Interest in capital

iv0 3evenue due to early completion of work and loss due to delay.

Indirect costs is worked out per day of t%e pro2ect e)ecution or it is allocated on t%e basis of certain stages of work packages e.g. foundation" sill level" lintel level in t%e case of building or

foundations substructure super structure" approac%es etc.

Indirect cost increases as duration increase and direct cost goes on decreasing as duration

increases. Now in t%is case of cricket stadium given data"

i0 Capacity of spectators !"!!!ii0 Capacity of (.I., stands &!!

iii0 'ime available 1- mont%s including monsoons0



iv0 Cost of construction to be recovered in + year

v0 Average cost of ticket is 3s.1!!

vi0Appro)imate matc%es in a year is *

So" total cost of t%e pro2ect:

'otal earning of tickets for a single matc% if pack to full capacity E !"!!! 1!!

)cluding any ot%er earning received from sponsors or telecast rig%t0E !" !!"!!!$

'otal earning in a year %aving * matc%es per year

E !" !!" !!! * E&" #!" !!"!!!$

Now as given earlier t%at t%e cost of construction to be recovered in + years"

So" total cost of t%e stadium E&" #!" !!"!!! + E1-" !!" !!"!!!$

So" a total cost of construction of stadium is nearly 1-crores and total time taken to complete is

in 1- mont% duration.

CP*3NET OR- ANA'4SIS

C$itical Pat! *et!od: Net/o$. Elements

'%ere are two met%ods followed C,5 < , 3'



T!e F$ame/o$. %o$ PERT and CP*

ssentially" t%ere are si) steps w%ic% are common to bot% t%e tec%ni/ues. '%e procedure

is listed below:

• @efine t%e ,ro2ect and all of its significant activities or tasks. '%e ,ro2ectmade up of several tasks0 s%ould %ave only a single start activity and a

single finis% activity.

• @evelop t%e relations%ips among t%e activities. @ecide w%ic% activities must precede and w%ic% must follow ot%ers.

• @raw t%e GNetworkG connecting all t%e activities. ac% Activity s%ould %aveuni/ue event numbers. @ummy arrows are used w%ere re/uired to avoidgiving t%e same numbering to two activities.

• Assign time and$or cost estimates to eac% activity• Compute t%e longest time pat% t%roug% t%e network. '%is is called t%e

critical pat%.• se t%e Network to %elp plan" sc%edule" and monitor < control t%e pro2ect.

'%e Hey Concept used by C,5$, 3' is t%at a small set of activities" w%ic% make upt%e longest pat% t%roug% t%e activity network control t%e entire pro2ect. If t%ese

GcriticalG activities could be identified and assigned to responsible persons"

management resources could be optimally used by concentrating on t%e few activities

w%ic% determine t%e fate of t%e entire pro2ect.

Non critical activities can be replanned" resc%eduled and resources for t%em can be

reallocated fle)ibly" wit%out affecting t%e w%ole pro2ect. Some activities are seriallylinked. '%e second activity can begin only after t%e first activity is completed. In

certain cases" t%e activities are concurrent" because t%ey are independent of eac% ot%er

and can start simultaneously. '%is is especially t%e case in organisations w%ic% %ave

supervisory resources so t%at work can be delegated to various departments w%ic% will

be responsible for t%e activities and t%eir completion as planned. 4%en work is

delegated like t%is" t%e need for constant feedback and co ordination becomes an

important senior management pre occupation.D$a/ing t!e CP*3PERT Net/o$.

ac% activity or sub pro2ect0 in a , 3'$C,5 Network is represented by an arrow

symbol. ac% activity is preceded and succeeded by an event" represented as a circle

and numbered.



At vent &" we %ave to evaluate two predecessor activities = Activity 1 & and Activity

# &" bot% of w%ic% are predecessor activities. Activity 1 & gives us an arliest Start of

& weeks at vent &. owever" Activity # & also %as to be completed before vent & can

begin. Along t%is route" t%e arliest Start would be * !E*. '%e rule is to take t%e longer

bigger0 of t%e two arliest Starts. So t%e arliest Start at event & is *.

Similarly" at vent *" we find we %ave to evaluate two predecessor activities = Activity

# * and Activity & *. Along Activity # *" t%e arliest Start at vent * would be 1! wks"

but along Activity & *" t%e arliest Start at vent * would be 11 wks. Since 11 wks is

larger t%an 1! wks" we select it as t%e arliest Start at vent *.

4e %ave now found t%e longest pat% t%roug% t%e network. It will take 11 weeks along

activities 1 #" # & and & *. '%is is t%e Critical ,at%.

T!e (ac./a$d Pass 5 'atest Finis! Time Rule

'o make t%e 9ackward ,ass" we begin at t%e sink or t%e final event and work

backwards to t%e first event.



At vent & t%ere is only one activity" Activity & * in t%e backward pass" and we find

t%at t%e value is 11 J E * weeks. owever at vent # we %ave to evaluate # activities"

# & and # *. 4e find t%at t%e backward pass t%roug% # * gives us a value of 11 - E +

w%ile # & gives us * ! E *. 4e take t%e smalle$ #alue of * on t%e backward pass.

Tabulation , Analysis o% Acti#ities

4e are now ready to tabulate t%e various events and calculate t%e arliest and ;atest

Start and Finis% times. 4e are also now ready to compute t%e S;ACH or '8'A;

F;8A'" w%ic% is defined as t%e difference between t%e ;atest Start and arliest Start.

'%e

arliest

Start is

t%e

value

in t%e

rectangle near t%e tail of eac% activity'%e arliest Finis% is E arliest Start @uration

'%e ;atest Finis% is t%e value in t%e diamond at t%e %ead of eac% activity

Event Duration

(Weeks)Earliest

StartEarliestFinish

LatestStart

LatestFinish

TotalFloat

1-2 4 0 4 0 4 0

2-3 0 4 4 4 4 0

3-4 7 4 11 4 11 0

1-3 3 0 3 1 4 1

2-4 6 4 10 5 11 1



'%e ;atest Start is E ;atest Finis% = @uration

'%ere are two important types of Float or Slack. '%ese are 'otal Float and Free Float.

TOTA' F'OAT is t%e spare time available w%en all preceding activities occur at

t%eea$liest possible times and all succeeding activities occur at t%e latest possible

times.

'otal Float E ;atest Start = arliest Start

Activities wit% 6ero 'otal float are on t%e Critical ,at%

FREE F'OAT is t%e spare time available w%en all preceding activities occur at

t%eea$liest possible times and all succeeding activities occur at t%e ea$liest possible

times. 4%en an activity %as 6ero 'otal float" free float will also be 6ero.

'%ere are various ot%er types of float Independent" arly Free" arly Interfering" ;ate

Free" ;ate Interfering0" and float can also be negative. 4e s%all not go into t%ese

situations at present for t%e sake of simplicity and be concerned only wit% 'otal Float

for t%e time being.

'%e 9elow C,5 sc%edule is based on t%e scope of t%e work = Cricket stadium.

,repared in ,rimavera ,- 3 .#



Conclusion:

'%e ,ro2ect 5anagement tec%ni/ues and systems are applied in t%e real time pro2ect in t%e successful

e)ecution of various pro2ect wit%in t%e approved budget and time. And it is acceptable worldwide in

most comple) pro2ect.

Re%e$ence:

Nicma$ study *ate$ials

6ood sou$ces o% inte$net

't2 Col2 -2-2C!it.a$a 7P$o&ect *anagement8 Tata *c2 6$a/9 ;;<

nicmar assignment pgppm sode 21

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