Production and Operation Management A project in business and science is typically defined as a collaborative enterprise, frequently involving research

or design that is carefully planned to achieve a particular aim. Projects can be further defined as temporary rather than permanent social systems that are constituted by teams within or across organizations to accomplish particular tasks under time constraints. A project is a temporary endeavor with a defined beginning and end usually timeconstrained and often constrained by funding or deliverables, undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual or operations, which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies. A project is a group of unique, inter-related activities that are planned and executed in a certain sequence to create a unique product or service, within a specific time frame, budget and the clients specifications. Project is a temporary activity with a starting date, specific goals and conditions, defined responsibilities, a budget, a planning, a fixed end date and multiple parties involved. The British standard defines a project as A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters. Project management is the discipline of planning, organizing, securing, and managing resources to achieve specific goals. Importance of project management can be summarized are as follows. i) It ensures excellent product quality Consumers generally look for low cost and high quality, while purchasing a product. Maintaining a high standard of excellence in developing quality products

earns the company goodwill amongst its customers. The project management plans the allocated budget, resources and testing methods that keep the pace of production high, both qualitatively and quantitatively. The project management team can also undertake six sigma training programs that enhance the quality of the products. ii) Adequate communication Improper communication among employees can lead to misunderstandings and negatively impact the performance of the firm. A project manager can be a bridge among the diversified branches of project undertaking. Stakeholders also form a part of the company. They prefer investing in those companies that deliver projects on time and keep them informed about updates and progress of the projects. If a client is satisfied with the performance of the firm, it is likely that it will return with much bigger projects, not to mention huge investments. A project leader can hold meetings on a daily, weekly or monthly basis and can make sure that everyone is aware about the project plan and his/her responsibilities, both as an individual and as a team. With the help of human resource management department, project managers can be more effective in communicating the expectations of the clients. iii) Reducing risks The probability of getting hit by an unwanted or unexpected event has increased manifold in today's competitive business environment. The project management team can identify the potential risks, take their time to rectify them and help the company save valuable resources. In case of worst crisis, the project management team can opt for change management method to attain the desired goals. Team work is a must, when it comes to visualizing the dangers ahead. Risk management principles can be applied by the project managers to eliminate risks to a larger extent. iv) Strategic objectives and goals Strategic goals are the blueprint of the task undertaken by a company. For instance, a software company aims to prepare software and related programming codes, whereas an infrastructure company has a target of constructing dams, bridges and

other construction works. A project management team helps the company in achieving the strategic goals, as it streamlines the task of a company in taking many important decisions. Strategic planning and strategic thinking are vital management tools for a project management team.

Once the task is allotted, the project team is responsible for the goal to be finished in the dedicated time. Innovation is an area in which the project team can invest more and come out with new ideas that can increase the sale and reputation of the firm. Human resource, financial planning, corporate social responsibility and physical resources are other facets of strategic goals. v) It ensures the effective project cost Achievement of a project within the sanctioned cost, within the target date of completion and also meeting the stated and implied needs of the client and stakeholders reiterates the significance of project management. vi) It helps to make a high tech organisation The project management gives rise to a need for a specialised form of organisation and managers skilled in the techniques of project planning, scheduling, financial management and controlling human problems arising in project work. This need is met by project management. Scope of Project Management The scope of the project determines the boundaries of the project. The scope specifies what features of the project product is included and what is not included. The main scopes of project management are given below: i) Product Scope which indicates the end result of the project. The product scope is what customers focus on and what they are imagining the firm to create. It describes the thing or service that will exist as a result of undertaking the project. ii) The Project Scope describes all the work to create the product scope. It includes all of the work, and only the required work, to complete the project deliverable.

Project Manager and the client prepare project scope and deliverables. He prepares a project overview statement based on the list of deliverables. iii) The Point of Sales will be sent to the firms top management for approval. iv) The Project Management prepares a project definition statement with his team members that can be used as a reference in executing the project. 1. Organizing the project work: Project management supports to the project manager for organizing the project work. The project manager organizes the resources like men, materials, machines, money and methods. 2. Allocation of resources: Project management ensures the proper allocation of resources to complete a project work. Resource allocation is used to assign the available resources in an economic way. It is part of resource management. In project management, resource allocation is the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. Resource allocation is a plan for using available resources, for example human resources, especially in the near term, to achieve goals for the future. It is the process of allocating resources among the various projects or business units. The plan has two parts: Firstly, there is the basic allocation decision and secondly there are contingency mechanisms. The basic allocation decision is the choice of which items to fund in the plan, and what level of funding it should receive, and which to leave unfunded: the resources are allocated to some items, not to others. 3. Work Plan: Project management helps to make the effective work plan for project activities. The work plan contains the information about the project objectives, human resources, resources allocation and implementation, project duration, technical support etc. There is a priority ranking of items excluded from the plan, showing which items to fund if more resources should become available; and there is a priority ranking of some items included in the plan, showing which items should be sacrificed if total funding must be reduced. 4. Assigning project tasks: Project management helps to assign the project task. Tasks usually focus on producing a deliverable: something tangible, like a drawing or a report; or giving a performance: attending a meeting or doing a presentation.

Overhead tasks, like management and support tasks, that don't directly produce deliverables, are not included in the task list and are assigned in other meetings. 5. Directing activities: Directing is the important function of project management. Project management supports to the manager in all the ways to complete a project work. The directing activities help to continue the work properly and on time. The various project management knowledge areas are as follows: 1. Project Integration Management: Project Integration Management describes the processes required to ensure that the various elements of the project are properly coordinated. It consists of project plan development, project plan execution, and integrated change control. 2. Project Scope Management: Project Scope Management describes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control. 3. Project Time Management: Project Time Management describes the processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control. 4. Project Cost Management: Project Cost Management describes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control. 5. Project Quality Management: Project Quality Management describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control. 6. Project Human Resource Management: Project Human Resource Management describes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development. 7. Project Communications Management: Project Communications Management describes the processes required to ensure timely and appropriate generation,

collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure. 8. Project Risk Management: Project Risk Management describes the processes concerned with identifying, analyzing, and responding to project risk. It consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control. 9. Project Procurement Management: Project Procurement Management describes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closeout. Objectives of Project Management i) To coordinate the various interrelated processes of the project. ii) To ensure project includes all the work required, and only the work required, completing the project successfully. iii) To ensure that the project is completed on time and within budget. iv) To promote effective communication between the projects team members and key stakeholders. v) To ensure that project risks are identified, analyzed, and responded. vi) To ensures that the project will satisfy the needs for which it was undertaken. vii) To ensures the most effective use of the people involved with the project. 1. Technical Dimension: The Technical dimension covers the more 'hands-on' role of the Project Manager. The Project Manager must be able to, and be prepared to get their sleeves rolled up and get stuck into technical issues at a detailed level. Generally, this is more so during the earlier project definition stages of the project life cycle. The project Team is usually at its leanest, and all members have to get involved in progressing the detail of technical issues, or the project will stall. "The Devil is in the Detail" most have heard that expression and it's 100% true when it comes to projects. Take your eye off an understanding of the detail at your peril.

That is to say the project manager absolutely does not need to know how to do everyone's tasks within the project, but needs to appreciate all the processes being carried out and be able to confidently challenge others at a level of informed understanding. The Technical aspects of the project management role would include those activities needed to develop and complete the project definition, and then to implement the project in accordance with its implementation plan, controlling the project assuring the required quality of delivery. Being a team sport, the project management role is not necessarily the same thing as the Project Manager's role. For the Project Manager, depending on the size of the project, the role could include managing a team of project managers to deliver these technical aspects, or more commonly, initially carrying out a significant portion of the technical project management aspects.

2. Transactional Dimension: The Transaction Dimension refers to the traditional project management activities associated with managing the project's work flows and performance. Such activities would initially include establishing the project baseline metrics and parameters required to control the project during the implementation stage. During the project implementation stage Transactional activities would include all those project management control and reporting activities carried out regularly, needed to demonstrate control of the project. Here the Project Manager is performing foremost as a 'Manager'. 3. Transformational Dimension: The Transformation Dimension refers to activities associated with leadership. Here the Project Manager is acting as the Project Leader. Softer people, relationship and communication skills need to be put to work, seeking to get the best performance from the Project Team. This is where we believe Project Managers should be at their most effective. The project is delivered by the Team, and therefore regular ongoing Team maintenance, development and motivation are essential activities if the project is to be successful. This is where the best Project Managers spend the majority of their time; they realize that the performance return from their effort invested in the Team and individuals vastly increases the chances of success.

Different stages of project management The process of directing and controlling a project from start to finish may be further divided into 5 basic stages: 1. Project conception and initiation An idea for a project will be carefully examined to determine whether or not it benefits the organization. During this stage, a decision making team will identify if the project can realistically be completed. 2. Project definition and planning A project plan, project charter and/or project scope may be put in writing, outlining the work to be performed. During this stage, a team should prioritize the project, calculate a budget and schedule, and determine what resources are needed. 3. Project launch or execution Resources' tasks are distributed and teams are informed of responsibilities. This is a good time to bring up important project related information. 4. Project performance and control Project managers will compare project status and progress to the actual plan, as resources perform the scheduled work. During this stage, project managers may need to adjust schedules or do what is necessary to keep the project on track. 5. Project close After project tasks are completed and the client has approved the outcome, an evaluation is necessary to highlight project success and/or learn from project history. Projects and project management processes vary from industry to industry; however, these are more traditional elements of a project. The overarching goal is typically to offer a product, change a process or to solve a problem in order to benefit the organization. Barriers to Project Management Many things can go wrong in project management. These things are often called barriers. Here are some possible barriers:

1. Poor communication 2. Disagreement 3. Misunderstandings 4. Bad weather 5. Union strikes 6. Personality conflicts 7. Poor management; and 8. Poorly defined goals and objectives. Who is a project manager? A project manager is the person responsible for accomplishing the stated project objectives. A project manager is a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, which are cost, time, and quality. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized. Project Manager is a professional in the field of project management. Project managers can have the responsibility of the planning, execution, and closing of any project, typically relating to construction industry, architecture, computer networking, telecommunications or software development. Functions of project manager The important functions of project manager are given below: Managing and leading the project team. Recruiting project staff and consultants.

 Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level.

Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget.

Liaison with, and updates progress to, project steering board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to ensure the project meets business needs. Definition and management of the User Acceptance Testing programme.

Identifying user training needs and devising and managing user training programme. Project managers functional areas 1. Project management: Project Management is quite often the province and responsibility of an individual project manager. This individual seldom participates directly in the activities that produce the end result, but rather strives to maintain

the progress and mutual interaction and tasks of various parties in such a way that reduces the risk of overall failure, maximizes benefits, and restricts costs. 2. Products and services: Any type of product or services like pharmaceuticals, building construction, vehicles, electronics, computer software, financial services, etc. may have its implementation overseen by a project manager and its operations by a product manager. 3. Project tools: The tools, knowledge and techniques for managing projects are often unique to Project Management. For example: work breakdown structures, critical path analysis and earned value management. Understanding and applying the tools and techniques which are generally recognized as good practices are not sufficient alone for effective project management. Effective project management requires that the project manager understands and uses the knowledge and skills from at least four areas of expertise. Examples are PMBOK, Application Area Knowledge: standards and regulations set forth by ISO for project management, General Management Skills and Project Environment Management.