RIMS INTERNATIONAL SCHOOL OF BUSINESS AND TECHONOLOGY PROJECT MANAGEMENT PROJECT ON SCHOOL MAGAZINE

HIMANSHI GALA TEACHER INCHARGE: Mrs. PRIYA CHOWDHURY DATE OF SUBMISSION: 31/5/2011

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Unit Title: Project Management Student Name: HIMANSHI GALA Lecturer Name:

Unit Code: 14

Date Issued:

Assignment Brief

Student ID:

Date Received:

Internal Verifier Name

Rules and regulations:

Plagiarism is presenting somebody elses work as your own. It includes: copying information directly from the Web or books without referencing the material; submitting joint coursework as an individual effort; copying another students coursework; stealing coursework from another student and submitting it as your own work. Suspected plagiarism will be investigated and if found to have occurred will be dealt with according to the procedures set down by the College. Please see your student handbook for further details of what is / isnt plagiarism.

Coursework Regulations

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Submission of coursework must be undertaken according to the relevant procedure whether online or paper-based. Lecturers will give information as to which procedure must be followed, and details of submission procedures and penalty fees can be obtained from Academic Administration or the general student handbook. All coursework must be submitted to the Academic Admin Office and a receipt must be obtained. Under no circumstances can other College staff accept them. Please check the Academic Admin Office opening hours. Late coursework will be accepted by Academic Admin Office and marked according to the guidelines given in your Student Handbook for this year. If you need an extension (even for one day) for a valid reason, you must request one, using a coursework extension request form available from the Academic Admin Office. Do not ask the lecturers responsible for the course - they are not authorised to award an extension. The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick. General guidelines for submission of coursework: a) All work must be word-processed and must be of good standard. b) Document margins shall not be more than 2.5cm or less than 1.5cm c) Font size in the range of 11 to 14 points distributed to including headings and body text. Preferred typeface to be of a common standard such as Arial or Times New Roman for the main text. d) You are required to produce an academic report, answering the questions below with a word limit of 3000 words (+/- 10%)

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e) You are required to reference sources with Harvard Referencing Style format. f) All course work must be submitted online on 13.06.11, www.stponline.org.uk. g) The copy of the course work submitted may not be returned to you after marking and you are advised to have your personal copy for your reference. h) All work completed, including any software constructed may not be used for any purpose other than the purpose of intended study without prior written permission from St Patricks International College. Remember to keep your coursework receipt.

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Outcomes and assessment requirements

Outcomes Assessment requirements To achieve each outcome a learner must demonstrate the ability to:
1. Investigate Project Management Principles Describe the background and principles of project management Appraise the viability of projects and develop success/failure criteria. Understand the principles behind project management systems and procedures Identify the key elements involved in terminating projects and conducting postproject appraisals

2. Examine Project Organisation & People

Identify the most appropriate organisational structure, roles and responsibilities of participants within a project. Control and co-ordinate a project

Identify project leadership requirements and qualities

Plan and specify human resources and requirements for a project 3. Examine Project Processes & Procedures Prepare project plans and establish the project organisation Apply project scheduling, estimating and cost control techniques

Describe the methods used to measure project performance

Describe project change control procedures

Evaluate the completed project

*Please see the Assignment Evaluation Sheet for Merit and Distinction criteria

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Assignment Questions:

Q. Your college is planning to create a new student magazine. You have been assigned by the college committee as the project manager in charge of publishing this magazine for the year 2011. Based on the principles of project management answer the following:

Q1. Describe and justify the chosen project. Q2. What are the project objectives and set parameters (cost, time, quality, scope)? Q3. Discuss the stages of this project in detail. Q4. Draw up an appropriate organisation structure and draft a responsibility matrix for this project. Q5. What project leadership qualities should you possess to carry out this project? Q6. Draw a Work Breakdown Structure, Gantt Chart and a basic Network Diagram. Q7. What are the risk factors involved in your project and what measures are you going to take to manage this project? Q8. What are the post appraisal methods taken to terminate and evaluate the project?

*Please note: Q1, Q2 and Q3 should be submitted as a draft in Week 6 and Q4 to Q8 in Week 12 for feedback. These feedbacks will be kept for future reference. Please refer Page 3 of this sheet for outcomes and assessment requirements.

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TABLE OF CONTENT:

Executive Summary 1 Investigate Project Management Principles 1.1 What Is A Project 1.2 What Is Project Management 1.3 Describe And Justify The Chosen Project 1.4 What Are The Project Objectives 1.5 Project Parameters 1.6 The Basic 7 Principles Of Project Management 1.7 Appraise The Viability Of Projects And Develop Success/Failure Criteria 1.8 Identify The Elements Involved In Terminating The Project 2 Project Life Cycle 2.1 Initiation 2.2 Planning 2.3 Execution 2.4 Project Closure 2.5 Post Project Appraisal and Execution 3 People and the Project 3.1 Leadership 3.2 Leadership Qualities Possessed By Author 3.3 Motivating the Team Members Conclusion Reference Bibliography

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14 17 27 28 29

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Diagrams:
Fig 1.1 Overview Of Project Management Fig 1.2: Principles Of Project Management Fig 1.3: Phases In Project Management Fig 1.4: Key Elements Involved In Terminating The Project Fig 2.1: Project Life Cycle Fig 2.2:Steps In Initiation Phase Fig 2.3: Project Team For The Magazine Fig 2.4: Involvement In Planning Fig 2.5: Work Breakdown Structure Fig 2.6: Product Break Down Structure Fig 2.7: Cost Breakdown Structure Fig 2.8: Network Diagram Fig 2.9: Organisational Structure Fig 2.10 Risks Management Fig 2.11: Communication With Thee Stakeholders Fig 2.12: Communication Style Used Fig 2.13: Groundwork For Post-Project Appraisal Fig 3.1: Project Team Needs Fig 3.2: Leadership Style In Project Management Fig 3.3: Herzberg Theory Fig 3.4: Maslow Theory 10 11 11 13 14 15 16 17 18 19 20 22 23 25 27 28 29 30 30 31 32

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EXECUTIVE SUMMARY:
Project management is knowledge concerned with principles, techniques and tools used in planning, organizing, monitoring and review of projects. The report is based on making a magazine for the school. The vital objective of this project is to gain admission by 10-15% more by last year. The magazine is a marketing tool for the author for this project. The author has discussed about the principles of project management, success and failure criteria and the key elements terminating the projects. In the next stage the author has given a brief about the project parameter i.e. the scope, cost, quality and time. Further, the author has explained the stages in detail that is Initiation, Planning, Execution and Closure Phase. Feasibility study, Work breaks down structure, CPA, Gantt chart, Organizational structure, Responsibility matrix, Risk management, Communication Style, Leadership qualities has been developed by the author in this project. The author has learned to develop skills like planning, organizing time effectively and delegate team. The author has discussed post appraisal and evaluation of the project.

The author would like to acknowledge her teammates, teachers, principal, sponsor, students, parents and suppliers as this magazine wouldnt be possible to make and lead to success.

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1 Investigate Project Management Principles 1.1 What is a Project?

A project involves a single, definable purpose, end item or result, usually specified in terms of cost, schedule and performance requirements. (John .M. Nicholas; Project Management for Business and Technology; Second Edition; 2009; Pearson Education, Inc; Pearson Prentice Hall) Project: A project is a temporary endeavor undertaken to create a unique product, service, or result. A project is a one-time activity, which requires something different that was done previously. For example, the METRO built by Reliance Group. Reliance is Indias largest private sector enterprise It ranks among the top listed private companies and it is developing projects in all high growth areas in infrastructure i.e. Metro, Highways, Roads and Specialty Real Estate. Metro purpose is to reduce the rapidly growing city overcrowding problem. Its a one-time activity, as it will help the Mumbai population for a better transport.

1.2 What is Project Management?

Project Management is the planning, organizing, directing and controlling of company resources of relatively short-term objectives that has been established to complete specific goals and objectives. (Harold Kerzner; Project Management; 2nd Edition; 2004) Project management is the science (and art) of organizing the components of a project, whether the project is development of a new product, the launch of a new service, a marketing campaign, or a wedding. A project isn't something that's part of normal business operations. It's typically created once, it's temporary, and it's specific. As one expert notes, "It has a beginning and an end." A project consumes resources (whether people, cash, materials, or time), and it has funding limits. (Source: Article, What is Project Management, (Online) (Updated at 2011) Available at: http://www.mpug.com/pages/whatisprojectmanagement.aspx)

1.3 Describe and Justify The Chosen Project?

A school magazine represents school life. According to my principal A school without magazine is a man without his clothes. The purpose of making the magazine is to reflect what the school is all about. It reveals the literary, educational and sports activities, events, festivals and extra curricular activities that take place in the college. Its one- time activity as ever year the magazine is made once so it has to be different from the previous to attract the customers and it is a temporary endeavor as along with normal school activities, magazine making will be carried out. The author has been assigned as a project manager for publishing the magazine this year 2011. The author has discussed different elements, theories and planned activities for making the magazine.

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1.4 What Are The Project Objectives

Establishing clear goals is usually the primary objective when managing projects. The goals should always be defined SMART (specific, measurable, ambitious, realistic and time-bound) said by Peter Drucker in his 1954 book The Practice of Management. The objective for creating a new magazine: To achieve 10-15% more admission than last year. To improve attainment level of children (Soft skills and skill development) To show the insight and achievements of school. To make students and parents belief it is not only a school but also a fun based activity-learning school.

1.5 Project Parameters

Fig 1.1: Overview Of Project Management (Source: Harold Kerzner, Ph.D., Project Management; 2nd Edition; 2004; p.no 5) Fig 1.1 is a pictorial representation of project management. The objective of the above figure is to show that project management is designed to manage or control firm resources on a given activity, within time, within cost and within performance. However Time, Cost and Performance are the constraints on the project. The time taken for making the magazine is 1 and half month. The time taken to complete each phase is examined. Network Diagram calculates project management and critical path. The total cost of the magazine is Rs 1,31,717.The cost involved is the material costs, indirect costs and other expenses. The technology used for the magazine is for editing, formatting, designing the cover page and for the layout of the magazine.

Scope: Scope defines what is included and excluded in the project. The scope of
the magazine is small as its a short-term project. As its used as a marketing tool, talent level of children will be shown, content includes like business section, art section, science section and photographs and articles on different on events and days celebrated in school. Sponsor has been finalised for financing the project. From grade 5th till HND year students will be participating in the project along with all teachers and parents of the students. The project does not include revenue generation for project team. It will not be sold but distributed to students/ parents (prospective).

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1.6 The 7 Basic Principles Of Project Management:

4) Transparency about Project Status

1) Project Structure

2) Definition Phase

3) Clear Goals

5) Risk Recognition

6) Managing Project Disturbances

7) Responsibility of the Project Manager.

Fig 1.2: Principles Of Project Management (Source: Article; 7 Basic Principles Of Effective Management (Online) (Updated at 2011) Available at: http://www.haukeborow.org/2010/01/7-basic-principles-of-effective-projectmanagement/ (Accessed on 13th Feb 2011)) 1) Project Structure: Project Structure function is to define standards the team will use during the project. These include communication standards, documentation standards and change control procedure standards, which has been developed in detail in the second question. 2) Definition Phase: In project management there are 5 phases

Fig 1.3: 5 Phases in Project Management Source: Article: Initiation Stage in the Project (Online); (Updated at 2011) Available at: http://www.brighthub.com/office/project-management/articles/1672.aspx (Accessed on 13th Feb 2011)

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The first phase of project management is the Initiation phase. It is the initial time that the project goal is established. The second phase is Planning where the project manager creates a specific list of things that needs to happen in order to achieve the goals. The third phase is execution phase where the plan is put into work form. The fourth phase is Monitoring and Controlling where the project manager makes sure that the work is going according to the project plan. Lastly the fifth phase is closing where the project manager has to provide detailed summary reports of everything and the amount of money spent during the project and how the information matches with the original project plan. This all has been discussed in detailed 4) Transparency on project status enables the project manager to have a clear sight on the progress. 5) Risk Recognition: Each project has lot of risks. A project manager should identify those risks and evaluate them regularly. 6) Managing Project Disturbances: It is difficult to identify each single risk that may occur in project management. It is sufficient to identify the big risks and develop specific strategies to avoid them. 7) Responsibility Of the Project Manager means assigning the full responsibility for the success of a project. It motivates as it represents a trust a management has into project manager.

1.7 Appraise the viability of projects and develop success/failure criteria.

Karl Popper says that knowledges advances not through success, but through failure Project Appraisal is the discipline of calculating the viability of the project. A factor, which provides the baseline for project appraisals throughout the life of the project, is the investment appraisal. Project viability is usually defined in largely economic or financial terms. (Source: Article; Project Appraisal (Online); Available at: http://www.trainersdirect.com/resources/articles/ProjectManagement/The40KeyCom petencies.htm (Accessed at 15th Feb 2011) Critical Success Factor is the factor or an activity required for ensuring the success for your business whereas failure results, where the project is not up to ones expectations. The success criteria for the magazine will be the principal approving with the idea. The sponsor ready to give funds for the magazine. Collection of articles and enthusiasm of students while making the magazine with completion of deadlines met and the teammates delegating and doing the tasks well, completing at the appropriate time. However the failure of the magazine will be students and parents dont know any interest while making the magazine. Delay of activities could be another failure factor. Ideas not approved by the principal and no sponsor is ready to give funds. These are some success and failure criteria for the magazine.

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1.8 Identify the key elements involved in terminating projects

Terminating a project is no less important than any other project activities. The process of terminating a project is so critical that it can determine whether, ultimately, the project is deemed a success or failure.

Finance not obtainable from the sponsor or school. Students and parents do not write articles. If principal doesnt approve with any ideas. Printers are worn Suppliers are not available to for printing, and papers.

Fig 1.4: Key elements involved in terminating the project for the Magazine (Fieldwork)

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2 Project Life Cycle:

Patel and Morris have stated, "The life cycle is the only thing that uniquely distinguishes projects from non-projects". According to these authors they have defined project life cycle as "The sequence of phases through which the project will evolve. It is absolutely fundamental to the management of projects. There are 4 stages where a project goes through:

Figure2.1: The four phase of the project life cycle. Adapted from J. Westland, The Project Management Lifecycle, Kogan Page Limited (2006); Available at: http://cnx.org/content/m31913/latest/ (Accessed at 25th April 2011)

2.1 Initiation Initiation is the first phase where project objective is identified. It involves starting up the project, documenting a business case, feasibility study, terms of reference, appointing the team and setting up a project office.

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Fig 2.2: Steps In Initiation Phase (Fieldwork)

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Fig 2.3: Project Team For the Magazine (Fieldwork)

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2.2 Planning
At this stage the project manager gets introduced into project management. In this stage, the initial idea is given a specific shape by describing the project with some details. The team identifies all of the work to be done. In planning the project manager determines what you must do to get to achieve your objectives. It involves: Having a clear, agreed definition of the goal Determining what tasks need to be done to get there Establishing where these resources will come to perform these tasks Deciding who will do which tasks Producing a workable schedule for the performance of the tasks Deciding how the risks will be managed Gaining acceptance of the plan from the sponsor and stakeholders.

Fig 2.4: Involvement in Planning (Mike Field & Laurie Keller; Project Management; 2007; p163) Work Break Down Structure (WBS), Responsibility Matrix, Gantt chart, Risk Management, Network Diagram, and Organisational Structure has been developed to recognize and focus on the activities, which is relevant for the magazine. WBS is a structure where the total work is broken into groups and is further subdivided into elements. Gantt Chart is a chart in where horizontal lines show the actual and projected amounts of time involved in completing a particular task or reaching specific levels of production. (Early 20th century. After the U.S engineer H. L. Gantt (1861-1919)). It shows the lists of activities, the duration of activity, schedule dates and progress to date. The big advantage of Gantt chart is that it gives a clear graphic model of the project and is simple to make and understand. Network diagram describes a project in terms of sequence of activities and events. Responsibility Matrix shows who is responsible for the activities. Responsibility Matrix and Gantt chart has been attached as an appendix.

In page 18 the author has prepared WBS for the magazine, which shows what are elements and steps for creating the magazine.

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Product Breakdown Structure:

Fig 2.6: Product Breakdown (Fieldwork) Product breakdown provides a way of establishing the components. The above figure shows what components are required for making the magazine and during the project.

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Cost Breakdown Structure:

Fig 2.7: Cost Break Down Structure (Fieldwork)

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Rook (1991) defines WBS as a product oriented task hierarchy of all the work to be performed to accomplish the projects objectives. WBS is the first major step in planning stage. WBS for the magazine enables the author to know what elements are required which can we see in the fig 2.5. PBS is a tool to identify the components required for the magazine. Fig 2.6 shows what are the components for the magazine, as without the elements the magazine cannot be made. CBS shows the detail of the cost for the magazine. It is only done after the WBS and PBS is completed. The cost for the magazine is Rs 1,31,717. Network Diagram:

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Network Diagram

Fig 2.8: CPA for the Magazine (Fieldwork) The critical paths are ABIKM. The time taken is 39 days to complete the magazine. In page 21 the activity list is shown, which helped the author to make the network diagram.

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Organizational Structure:

Fig 2.9: Organisational Structure For the Magazine (Fieldwork)

The author has implemented matrix and functional structure for the magazine, which shows the different departments and who is responsible for the project.

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CPA is a tool to determine how much time is required for the project. Seen in fig 2.8 the magazine takes 39 days for completion and shows us the critical paths and helps us to identify the important activity. It enables the author to optimize competence by allotting the resources suitably and enables to calculate the float of each activity however it needs clear and reliable information. Functional and Matrix structure, the author has applied for the magazine. Seen in fig 2.9 one can view the different departments who are responsible for the magazine which has 9 departments who will be working towards the project where as on the left hand side, one can view responsibility of the functional staff. The 2.9 figure shows a well-defined communication channel and authority bond. It also helps in improving productivity, better flexibility and lead to a better performance. However decision and communication will take slow as authority will be centralised. Gantt chart provides a graphical picture of a schedule that helps to plan, coordinate and track specific tasks on a project. Gantt chart is important; it shows the entire life cycle of the project right from planning to closure and important milestones of every phase. One can start on preparing a Gantt chart with listing down important details of the project and categorizing them into phases. For the magazine, it takes 45 days for the completion. The author has also set milestones that can be identified as important tasks for the magazine. In responsibility matrix, the author followed by team members and teachers are responsible for most of the tasks. We can also see how the author has delegated tasks to all the members. The roles and responsibility were distributed clearly however some teams did not manage to complete their tasks on time and it was helped by the other members of the group to overcome the problem.

The above table shows the responsible of project manager, sponsor and team members. The responsibility matrix has been attached as an appendix.

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Risk Management:
According to Field and Keller (1998) risk can be defined as the chances of adverse consequences of loss occurring in a project.

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Fig 2.10: Risks Management (Fieldwork) The author was able to identify the risks, however the author identified more of low and medium risks.

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2.3 Execution Phase:

Meredith and Mantel (1989,p.373) defines project monitoring as Collective, recording and reporting information concerning any aspects of project performance that the project manager and key stakeholders many wish to know. Controlling is the act of reducing the difference between plan and reality. (ibid; p.427) Project execution is the road map used by the project team to deliver the agreed project outputs. It outlines the responsibilities of the project team and key stakeholders.(http://www.slideshare.net/megatzainurulanuar/project-execution) (Accessed at 27th April) In this stage progress is continuously checked and is recorded. It is the longest phase in the project life cycle. It helps to manage the parameters of project, change, risks, issues, procurement, customer acceptance and communication. Monitoring Progress Report: It involves watching the progress of a project against the parameters (time, cost and performance) during the execution and identifying lagging areas entailing timely attention. To monitor the project, Gantt chart, network diagram, WBS, and risks management were there to look upon persistently to make sure that the project was on track. Milestones were set to ensure the project is on track. However certain risks occurred during the project for example collection of articles were not submitted by the students on time for which the author had to extend the submission by extra 5 days. Photographs were not edited well, the author had to choose 25 snaps out of 35. Milestones helped during the project to check the important stages were on the right path. Communication: A project manager should not only be a good communicator but should encourage good communications between the team members.

Fig 2.11: Communication With the Stakeholders During the Project (Fieldwork) The above diagram shows with whom the author communicates during the project.

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Fig 2.12: Communication Style Used By Author (Fieldwork)

2.4 Project Closure:

Project closure is the last phase in the project life cycle. The project closure report is documented and submitted to the principal for approval. The project manager is responsible for all the activities involved in the project closure report and the project is closed when all the activities have been completed. The author had a last meeting with the team members and discussed what were the problems and how was their experience throughout the project and where they had to improve. The author conducted a survey about the magazine from the students, teachers and parents and what was it they liked and disliked and the areas, which were required to improve. As the project completion is on 15th October 2011, completion and launch of magazine and distribution to all potential customers will be a success. After the closure, post appraisal was conducted.

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2.5 Post Project Appraisals and Evaluation:

Post project appraisal is an organized and complete review of the economic, environmental, financial, social and technical aspects of a project to determine if it will meet its objectives.

Before the evaluation process the author had set few preliminary work.

Notify the team a post project reveiw wll be held when the project ends.

Encourgae team members to keep records of problems, ideas and suggestions throughout the project

Maintaing own project log to keep records on the project.

Fig 2.13: Groundwork for Post-Project Evaluation (Fieldwork) In the evaluation process, the author had evaluated the planned project activities with the actual performance and detected some differences. For example collection of articles it was planned 17days, however it took 20 days to collect the articles from the students. Designing of the cover page was not attractive as a result the author had to hire another designer, which lead to an unexpected cost. The printing cost was however more than budgeted. However after all these risks, the project was handed over to Mrs Sheetal Mulatani, who is in charge of the admissions and is a consultant in our college.

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3 People and the project:

The authors Boddy and Buchanan (1992) see projects as a means of achieving change and note that change means that things will be unfamiliar, uncertain and ambiguous.

Fig 3.1: Project Team needs (Mike Field and Laurie Keller; Project Management; 2007; p.226)

3.1 Leadership
Leadership is the ability to get things done through others. Focusing the efforts of a group of people toward a common goal and enabling them to work as a team. (PMBOK) Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your leadership potential. (Warren Bennis)

Fig 3.2: Leadership Style In Project Lifecycle. (Source: Slideshow; Leadership Style In Project Management (Online) Available at: http://www.slideshare.net/guest484a666/leadership-in-project-management (Accessed at 1st April 2011)

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3.2 Leadership Qualities Possessed By the Author:

Vision: A project manager will have a vision of what he wants the project to be like, a vision of how to get things done and be able to communication this vision to his team members. According to Bennis "They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation." (Bennis, 1997) The authors vision towards magazine is to bring out the talent of the students and show the insight of school and to gain more admissions every year by 10-15% more. Communication Style: Without good communication the project manager cannot lead the project. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback. In fig 2.12 the author has

mentioned what communication style she uses with the stakeholders.

Delegation: The project manager should be able to handle delegation with ease as trust is an essential element and the trust is demonstrated in others through actions Trust Inspires Confidence. The author has delegated work to his team members. Seen in Organisational Chart and Project Team (Fig2.9 and Fig 2.3 respectively) and Responsibility Matrix Chart. Team Building: A project manager should be strong person who can provide substance and can hold and pull the team together to work under different conditions. The author keeps once a week meeting to know where the project is and also applies democratic style of leadership so that everyone is committed and work together,

3.3 Motivating the Team Mates:

Kreitner et al, suggest that motivation is necessary contributor for job performance. Motivation is a combination level of skill along with ability. According to Mitchell, Motivation is defined as the degree to which an individual wants and chooses to engage in certain specified behaviours.

Motivators: Responsibility Recognition Challenging work

Hygiene: Work Conditions Status Relation With Others.

Fig 3.3: Motivation through Herzberg theory. (Laurie J. Mullins, Management and Organizational Behaviour; 8th Edition; 2007; p.no 258) The author has provided motivators and hygiene factors to the team as seen in fig 3.3. The advantages of Herzberg's theory is in recognizing that there are factors that will motivate and demotivate teammates, some of which are in the control of

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managers (like level of responsibility and working conditions) and some which are outside of their control (like personal life). The disadvantages are that Herzberg's model is more of a overview that may not be suitable to all teammates or individuals within a group. However, too much of a good thing can be bad: giving an employee responsibility they are not prepared for can be irresistible and de-motivated

Fig 3.4: Motivation through Maslow Theory (Laurie J. Mullins, Management and Organizational Behaviour; 8th Edition; 2007; p.no 262) Above 3.4 figure shows how the author has motivated its teammates by Maslow theory and provided organisational factors. The author tried to meet the individuals needs of the team. It is a frame to meet individuals needs and opportunity that people have, where they are in the hierarchy and different motivators they need at different level however individuals have different values at the same level and motivating factors and needs will be different.

However the project manager must ensure that: Team members must have clear objectives and clearly know what to do. The right tools, conditions and environment is available Members are well informed

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Conclusion:
A project is done for a purpose. The school magazine represents the school. The objectives of a project Is very important, as without objectives the project cannot take place. The project parameters were also set and also appraised the viability of the project in terms of success and failure. In project life cycle there are 4 stages. In the initiation phase the author had documented a business case to create an opportunity. The feasibility study was conducted and the author appointed nine project teams for the magazine. In the planning phase a work break down structure was formed to list down the things needed for the magazine. Responsibility matrix and Organisation structure was created to know who is responsible for the activity. Gantt chart and CPA were developed to have an idea as how many days would the project take to complete. As seen in CPA, 39 days it would take for the project completion. Risk factors were forecasted and actions were taken to overcome the problems. In the execution phase the author described different types of communication used with the stakeholders. In the last stage, a project report was built and documented and reported to the principal. A meeting was also held with the team members and discussed what were the problems and their experience throughout the project. A survey was conducted and opinions were asked to students, teachers and parents about the magazine. Leadership is an important factor in the project. It helps to delegate and motivate the teammates. Communication style, skills and knowledge, delegation, team building, problem solving are few leadership qualities a project manager must have. The author motivated the team members by Herzberg and Maslow theory. At the end of the project post appraisal, evaluation was held. The author reviewed the performance of the project and ensured to meet its objectives.

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References: Websites
Source: Article, What is Project Management, (Online) (Updated at 2011) Available at: http://www.mpug.com/pages/whatisprojectmanagement.aspx Source: Article; 7 Basic Principles Of Effective Management (Online) (Updated at 2011) Available at: http://www.haukeborow.org/2010/01/7-basic-principles-ofeffective-project-management/ (Accessed on 13th Feb 2011) Source: Article: Initiation Stage in the Project (Online); (Updated at 2011) Available at: http://www.brighthub.com/office/project-management/articles/1672.aspx (Accessed on 13th Feb 2011) Source: Article; Project Appraisal (Online); Available at: http://www.trainersdirect.com/resources/articles/ProjectManagement/The40KeyComp etencies.html (Accessed at 15th Feb 2011) Source: The four phase of the project life cycle. Adapted from J. Westland, The Project Management Lifecycle, Kogan Page Limited (2006). 25th April. Available at: http://cnx.org/content/m31913/latest/ Source: Article; Leadership qualities of a manager; (Online) (Updated at 2010) Available at: http://www.buzzle.com/articles/leadership-qualities-for-a-projectmanager.html (Accessed at 1st April 2011) Source: Slideshow; Leadership In Project Management; (Online) Available at: http://www.slideshare.net/guest484a666/leadership-in-project-management (Accessed at 1st April 2011) Source: Definition; Gantt Chart; (Online) (Updated at 2009) Available at: http://encarta.msn.com/encnet/features/dictionary/DictionaryResults.aspx?lextype=3 &search=gantt%20Chart (Accessed at 2nd May 2011) Source: Article; Importance Of A College magazine; (Online) (Updated at 2011) Available at: http://www.helium.com/items/946889-the-importance-of-a-collegemagazine (Accessed at: 22nd Aril 2011) Source: Article; Project Management Life Cycle; (Online) Available at: http://www.mpmm.com/project-management-methodology.php (Accessed at 25th April 2011) Source: Notes; Project Management Life Cycle; (Online) (Updated at 2009) Available at: http://cnx.org/content/m31913/latest/ (Accessed at 25th April 2011) Source: Motivation through Maslow Theory (Laurie J. Mullins, Management and Organizational Behaviour; 8th Edition; 2007; p.no 258 and 262, )

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Books:
Mike Field and Laurie Keller; 2007;Project Management; ; British Library Cataloguing-In-Publication; p. 94,163,226, 259, 260 and 263 Laurie J. Mullins; 2007;Management and Organisational Behavioral; Eight Edition; p. 250. Harold Kerzner, Ph.D.; 2004; Project Management; Second Edition; p. 4, 5, and 110

E-Books:
Jason Westland; 2007; The Project Management Life Cycle; p. 195 and 196 Available at: http://books.google.co.in/books?id=4ph42sGN9vwC&pg=PA197&dq=project+closure &hl=en&ei=vOq6TfkIsrirAfen_GFBg&sa=X&oi=book_result&ct=result&resnum=2&ved=0CDYQ6AEwAQ #v=onepage&q=project%20closure&f=false (Accessed at 4th May 2011) Stanley E.Portny; 2010; Project management for dummies; 3rd Edition; p. 235 Available at: http://books.google.co.in/books?id=Xcq55clpaUC&pg=PA235&dq=define+post+project+appraisal+in+project+management&hl= en&ei=qknGTeHPCYWyrAe2vLHQBA&sa=X&oi=book_result&ct=result&resnum=1& ved=0CGUQ6AEwAA#v=onepage&q&f=false (Accessed at: 4th May 2011)

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Bibliography
Websites: http://www.mpug.com/pages/whatisprojectmanagement.aspx http://www.haukeborow.org/2010/01/7-basic-principles-of-effective-projectmanagement/ http://www.trainersdirect.com/resources/articles/ProjectManagement/The40Ke yCompetencies.html http://cnx.org/content/m31913/latest/ http://www.buzzle.com/articles/leadership-qualities-for-a-project-manager.html http://www.slideshare.net/guest484a666/leadership-in-project-management http://encarta.msn.com/encnet/features/dictionary/DictionaryResults.aspx?lext ype=3&search=gantt%20Chart http://www.helium.com/items/946889-the-importance-of-a-college-magazine http://www.mpmm.com/project-management-methodology.php http://cnx.org/content/m31913/latest/

Books: Mike Field and Laurie Keller; 2007;Project Management; ; British Library Cataloguing-In-Publication Laurie J. Mullins; 2007; Management and Organisational Behavioral; Eight Edition; Prentice Hall. Mike Field and Laurie Keller; 2007;Project Management; ; British Library Cataloguing-In-Publication

E-Books: Jason Westland; 2007; The Project Management Life Cycle; Published in Great Britain; London Stanley E.Portny; 2010; Project management for dummies; 3rd Edition; Wiley Publishing Inc

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