Modern - Project - Management-T. Soota (New Age, 2005)

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PREFACE
Projects are more complex than they seem to appear because of recurring changes in resources,
objectives, requirements and technology, etc. Therefore project management is truly a science
to deal with systematic and cost effective presentation, execution, re-evaluation and reporting
of an important activity. The project managers are the unsung heroes who in most cases stand
outside the public eye but without whose talents and skills most neat ideas would never amount
to anything. They are responsible for giving shape to products, systems and things, which we
take for granted or marvel.
The rapid pace of change in technology has led to products or processes evolving at an
accelerated pace. This accelerated pace has a direct impact on the frequency and conduct of
projectswhether projects to develop products, systems and processes that compete in local,
domestic or international markets. The projects may be anything from developing of a software,
installation of an equipment, creation and developing new ways of meeting demand for energy,
recreation, housing, communications, transportation and food or to resolve problems of pollution
and disease.
This book attempts to explain the concepts of project management in a simple and effective
manner. The need for the book was felt to provide a comprehensive coverage of concepts of
projects and bridge the gap between the students and professionals. It gives a grasp over modern
trends and techniques of project management. This book is useful for those involved in
preparation and evaluation of feasibility study and those involved with selection, implementation
and evaluation of projects. The presented material contains complete syllabus of Project
Management subject to be taught at IIIrd year B Tech, Mechanical and Production Engineering
of UPTU Lucknow.
The chapters 1 and 2 are concerned with giving an overview of the characteristics and
concepts of project management. The next two chapters involve the project identification,
screening, selection and planning at a system level. Feasibility study forms an important part
of project selection and planning has been discussed in detail. Chapter 5 involves structuring
and controlling the most important resource of project, which is human resource. The role of
project manager in project direction, coordination and control is explained in the next chapter.
Network concepts are an integral part of project management to understand the entire project.
Various types of questions and case study has been incorporated to explain the practical aspects
and utility in solving complicated problems.
In addition to above, the application of total quality to project management has been
discussed. The relevance of inventory control, material requirement planning and supply chain
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iv Preface
management has been elaborated. With the growing application of computer-based techniques
and the use of Internet, e-commerce has opened new visas for exploration in web based project
management. A chapter based on the application of information technology in projects has
been introduced keeping in view the future of project management.
Constructive criticism and suggestions will be appreciated for enhancing the utility of the
book.
R.C. Mishra
Tarun Soota
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CONTENTS
Preface .......................................................................................................... (iii)
1. Project Management Overview ................................................................................1-16
1.1 Introduction ..................................................................................................... 1
1.2 Challenges in Project Management ................................................................ 2
1.3 Role of Liberalization and Globalization ......................................................... 4
1.4 Foreign Investment in Projects ...................................................................... 5
1.5 Project Imports and Import Substitution ....................................................... 6
1.6 Forms of International Business .................................................................... 7
1.7 Public Sector Projects ...................................................................................... 7
1.7.1 The Importance of 3Es ....................................................................... 8
1.7.2 Disadvantages of Public Corporations ................................................ 9
1.8 Project Management Vs Functional Management ...................................... 10
1.9 Types of Production Systems with Different Degrees of Flexibility ........... 13
1.10 Comparison of Project and Typical Business ............................................... 13
1.11 Zero Date of a Project .................................................................................... 13
1.12 Pre-project Activities ..................................................................................... 14
1.13 Project Activities ............................................................................................ 14
1.13.1 Advance Actions ................................................................................ 14
1.14 Performance Indicators ................................................................................. 15
2. Concepts of Project Management .......................................................................... 17-30
2.1 Project Characteristics .................................................................................. 17
2.2 Project Objectives and Functions ................................................................. 19
2.3 Project Classification ..................................................................................... 20
2.4 Project Life Cycle ........................................................................................... 21
2.4.1 Project Life Cycle Curve ................................................................... 22
2.4.2 Project Visibility ................................................................................ 25
2.4.3 Project Cycle for an Engineering Project ........................................ 25
2.5 Project Management Definition .................................................................... 26
2.6 Elements of Project Management ................................................................. 26
2.7 Techniques for Project Management ............................................................ 27
2.8 Roles and Attributes for Project Manager .................................................... 28
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3. Project Selection and Initiation ............................................................................. 31-60
3.1 Government Regulations ............................................................................... 31
3.2 Project Identification ..................................................................................... 32
3.2.1 Tapping of Project Ideas ................................................................... 32
3.2.2 Identify Potential Problems ............................................................. 32
3.3 Project Screening and Selection Criteria ..................................................... 33
3.3.1 Preliminary Screening ...................................................................... 33
3.3.2 Selection Criteria .............................................................................. 33
3.4 Investment Alternatives Evaluation ............................................................. 34
3.4.1 Payback Put off or Recoupment Period ........................................... 34
3.4.2 Net Present Value ............................................................................ 35
3.4.3 Average Rate of Return .................................................................... 35
3.4.4 Internal Rate of Return .................................................................... 35
3.4.5 Benefit to Outflow Ratio ................................................................... 36
3.4.6 Accounting Rate of Return ............................................................... 36
3.4.7 Dept Service Coverage Ratio ............................................................ 36
3.4.8 Social Profitability (SP) ..................................................................... 36
3.4.9 Break Even Analysis ......................................................................... 36
3.4.10 Profitability Index ............................................................................. 36
3.5 Establishing the Project Scope ...................................................................... 37
3.6 Project Feasibility Report ............................................................................. 39
3.6.1 Detailed Project Report (DPR) ......................................................... 40
3.7 Market and Demand Study ............................................................................ 40
3.8 Primary and Secondary Information ............................................................ 42
3.8.1 General Sources of Secondary Information ..................................... 42
3.8.2 Primary Information ......................................................................... 43
3.9 Social Cost Benefit Analysis (SCBA) ............................................................. 43
3.9.1 Approaches to SCBA ......................................................................... 44
3.10 Project Cost Estimates .................................................................................. 45
3.10.1 Accuracy of Costs with Types of Estimates ..................................... 46
3.10.2 Comparison of Cost Estimation and Costing (Cost Accounting) ..... 47
3.11 Cost-Benefit Analysis (CBA) .......................................................................... 48
3.11.1 CBA Might Include the Following .................................................... 48
3.11.2 Cost-Benefit Analysis Steps .............................................................. 49
3.12 Source of Finance .......................................................................................... 50
3.13 Financial Structure ........................................................................................ 51
3.14 Financial Institutions .................................................................................... 52
3.14.1 National Financial Institutions ........................................................ 52
3.14.2 Foreign Financial Institutions ......................................................... 53
3.15 Demand Forecasting ...................................................................................... 53
3.15.1 Time Series Projection Method ........................................................ 54
3.15.2 Casual Method ................................................................................... 54
3.15.3 Linear Trend Using Least Square Method ...................................... 54
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Contents vii
4. Project Planning: A System Approach ................................................................. 61-70

4.1 Project Planning ............................................................................................ 61
4.2 Concept of Systems ........................................................................................ 63
4.2.1 System Characteristics ..................................................................... 63
4.3 Types of Systems ........................................................................................... 64
4.4 Information Bound System ............................................................................ 64
4.5 Design of Systems .......................................................................................... 64
4.6 Project Management System ........................................................................ 65
4.7 Work Breakdown Structure (WBS) ............................................................... 67
4.7.1 Work Breakdown Structure Development ...................................... 67
4.7.2 Decompose WBS ............................................................................... 68
4.8 Organizational Breakdown Structure (OBS) ................................................ 68
4.9 Resource Planning ......................................................................................... 68
4.10 Schedule Development .................................................................................. 69
4.10.1 Schedule Inputs ................................................................................. 70
5. Organizing Human Resources ................................................................................ 71-84
5.1 Delegation ...................................................................................................... 71
5.1.1 What to Delegate? ............................................................................. 71
5.1.2 When to Delegate? ............................................................................ 71
5.1.3 How to Delegate? .............................................................................. 72
5.2 Documenting Project Authority .................................................................... 72
5.3 Motivation ...................................................................................................... 73
5.3.1 Moslows Hierarchy of Needs ........................................................... 73
5.3.2 ERG Theory ....................................................................................... 74
5.3.3 Theory X and Theory Y .................................................................... 74
5.4 Organization Structures ................................................................................ 74
5.4.1 Line and Staff Organization ............................................................. 75
5.4.2 Consultant as Project Manager ........................................................ 76
5.4.3 Project Management as Specialized Staff Function ........................ 76
5.4.4 Matrix Organization .......................................................................... 77
5.4.5 Task Force Organization .................................................................. 78
5.4.6 Totally Projectized Organization ...................................................... 78
5.5 Comparison of Functional, Matrix and Project Organization ..................... 79
5.6 Project Managers Duties: Multidisciplinary in Nature ............................... 81
5.7 Methods and Techniques for Developing Project Managers ........................ 83
6. Project Direction, Co-ordination and Control .................................................... 85-92
6.1 Work Schedule ............................................................................................... 85
6.2 Bar Chart ....................................................................................................... 85
6.3 Management Efforts Schedule ...................................................................... 86
6.3.1 Project Direction ............................................................................... 87
6.3.2 Project Co-ordination ........................................................................ 88
6.3.3 Project Control .................................................................................. 88
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6.4 Progress Measurement ................................................................................. 89
6.4.1 Project Expedition and Follow-up ..................................................... 90
6.5 Project Control through Line of Balance (LOB) ........................................... 90
6.6 Committed Activity Targets and Reserved Activity Targets
(CATS and RATS) ........................................................................................... 91
7. Contracts Management .......................................................................................... 93-105
7.1 Introduction ................................................................................................... 93
7.2 Contracts ........................................................................................................ 93
7.3 Tender ............................................................................................................ 95
7.3.1 Factors Effecting Tender .................................................................. 95
7.4 Tendering Procedure ..................................................................................... 95
7.4.1 Pre-qualification of Contractor ......................................................... 95
7.4.2 Preparation of Tender Documents ................................................... 96
7.4.3 Receipt and Evaluation of Tenders .................................................. 96
7.4.4 Selection of Contractor ..................................................................... 96
7.4.5 Sellers Frustrations ......................................................................... 98
7.5 Role of Responsibility, Reimbursement and Risk in Contracts ................... 98
7.5.1 Responsibility or Scope of Work ....................................................... 98
7.5.2 Reimbursement ................................................................................. 99
7.5.3 Risk .................................................................................................... 99
7.6 Types of Contracts ......................................................................................... 99
7.6.1 Turn-key Contract .......................................................................... 100
7.6.2 Piece-Work Contract ....................................................................... 100
7.6.3 Lump-sum Contract ........................................................................ 100
7.6.4 The Cost Plus Percentage Contract ............................................... 100
7.6.5 Labour Contract .............................................................................. 100
7.6.6 EPC (Engineering, Procurement and Construction) ..................... 100
7.7 Types of Reimbursements Vs Types of Contracts ...................................... 101
7.8 Sub-contract ................................................................................................. 101
7.9 Team Building .............................................................................................. 102
7.10 Earnest Money Deposit (EMD) .................................................................... 102
7.11 Retention ...................................................................................................... 102
7.12 Letter of Intent (LOI) .................................................................................. 103
7.13 Ensuring Better Contract Management ..................................................... 103
7.14 Boot Projects ................................................................................................ 103
7.14.1 The Major Components of BOOT Project Include ......................... 104
7.14.2 Projects Suitable for BOOT Contracts ........................................... 104
7.14.3 Advantages of BOOT Projects ........................................................ 104
8. Project Management Performance and Close Out ......................................... 106-117
8.1 Factors Influencing Project Success ........................................................... 106
8.2 Factors Responsible for Project Failure ..................................................... 106
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8.3 Performance Indicators ............................................................................... 107

8.3.1 Time Overrun ................................................................................. 107
8.3.2 Cost Overrun ................................................................................... 107
8.3.3 Project Sickness .............................................................................. 108
8.3.4 Productivity as Performance Indicator .......................................... 108
8.3.5 Value as Performance Indicator ..................................................... 108
8.4 Approaches to Performance Analysis .......................................................... 108
8.5 Performance Improvement ......................................................................... 110
8.5.1
Do It Yourself Trap ......................................................................... 110
8.5.2
The Turn-key Trap ......................................................................... 111
8.6 Project Close Out ......................................................................................... 114
8.6.1
Administrative Closure .................................................................. 114
8.6.2
Financial Closure ............................................................................ 115
8.6.3 Financial Audit ............................................................................... 116
8.6.4
Celebration of Success .................................................................... 116
9. Network Tecniques ................................................................................................... 118-164
9.1 Transition from Gantt Chart to Network Diagram ................................... 118
9.2 Problems with the Bar Charts .................................................................... 119
9.3 Scheduling .................................................................................................... 119
9.3.1 Advantages of Network Scheduling ............................................... 120
9.4 Network Based Scheduling Techniques ...................................................... 120
9.5 Steps in Using Network Techniques .......................................................... 121
9.6 Some of the Assumptions in PERT or CPM are Given Below ................... 121
9.6.1 Symbols Used in Network .............................................................. 121
9.7 Precedence Relationships ............................................................................ 123
9.8 Networking Conventions: AON and AOA ................................................... 123
9.9 Rules for Network Construction ................................................................. 124
9.10 Fulkerson Rules for Numbering Nodes ...................................................... 125
9.11 Statistical Method of Deriving: Single Time Estimate .............................. 125
9.12 Determination of Floats and Slack Times .................................................. 126
9.12.1 Total Float ....................................................................................... 126
9.12.2 Free Float ........................................................................................ 127
9.12.3 Independent Float ........................................................................... 127
9.12.4 Event Slacks .................................................................................... 128
9.12.5 Time Scale Rrepresentation of Floats and Slacks ......................... 128
9.13 Critical Path ................................................................................................. 129
9.13.1 Forward Pass (ES, EF) .................................................................... 129
9.13.2 Backward Pass (LF, LS) .................................................................. 129
9.14 Probability of Completion Time .................................................................. 130
9.15 Crashing of Network (Time Cost Relationship) ......................................... 143
9.16 CPM Updating a Project .............................................................................. 149
9.16.1 Data Required for Updating ........................................................... 150
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9.17 Resource Allocation ..................................................................................... 153
9.18 Resource Smoothing .................................................................................... 153
9.19 Illustrative Case Study ................................................................................ 156
10. Material Requirement Planning ...................................................................... 165-175
10.1 Drawbacks of Service Levels and Safety Stock Computations .................. 165
10.2 Type of Inventory ......................................................................................... 165
10.3 MRP Versus Order-point Systems .............................................................. 165
10.4 Aggregate Planning ..................................................................................... 166
10.5 Material Requirement Planning (MRP or MRPI) ....................................... 167
10.6 Capacity Requirement Planning (CRP) ....................................................... 168
10.7 Bill of Materials (BOM) ................................................................................ 169
10.8 Master Production Schedule (MPS) ............................................................ 169
10.9 Benefits of MRP ........................................................................................... 169
10.9.1 Limitations of MRP ......................................................................... 170
10.10 Closed Loop MRP ......................................................................................... 170
10.11 Manufacturing Resource Planning (MRP II) .............................................. 170
10.12 Comparison between MRP-I and MRP-II .................................................... 170
10.13 Enterprise Resource Planning .................................................................... 171
10.13.1 Evolution of ERP ............................................................................. 171
10.14 Supply Chain Management .......................................................................... 173
10.15 Business Process Re-engineering (BPR) ..................................................... 173
10.15.1 The 7 Rs of Re-engineering ........................................................... 173
10.15.2 Principles of Re-engineering ......................................................... 174
10.15.3 The Re-engineering Process ........................................................... 174
11. Internet and E-commerce .................................................................................. 176-188
11.1 History of Internet and WEB ...................................................................... 176
11.2 Internet ........................................................................................................ 176
11.3 Network of Networks .................................................................................. 177
11.4 Common Protocols Used in Internet .......................................................... 178
11.5 Common Use of Internet ............................................................................. 179
11.5.1 Electronic Mail ................................................................................ 179
11.5.2 Usenet ............................................................................................. 180
11.5.3 Telnet .............................................................................................. 180
11.5.4 IRC (Internet Really Chat) .............................................................. 180
11.5.5 File Transfer Protocol ..................................................................... 180
11.5.6 Archie .............................................................................................. 180
11.5.7 Gopher ............................................................................................. 180
11.5.8 Veronica ........................................................................................... 180
11.5.9 World Wide Web ............................................................................. 180
11.6 Internet Address .......................................................................................... 181
11.7 Intranet ........................................................................................................ 181
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11.8 Commercial Benefits of Internet ................................................................ 182

11.8.1 A Very Large Potential Customer Base ......................................... 182
11.8.2 Augmented Revenue Potential ....................................................... 182
11.8.3 Reduced Costs ................................................................................. 182
11.8.4 An Efficient and Swift Time to Market .......................................... 183
11.8.5 Improved Customer Relations ........................................................ 183
11.8.6 Faster Customer Response ............................................................. 183
11.8.7 Enriching Information and Compelling Shopping Experience ...... 183
11.8.8 Self-service ...................................................................................... 183
11.8.9 Advertising ...................................................................................... 183
11.9 Electronic Commerce (E-Commerce) .......................................................... 183
11.10 E-cash ........................................................................................................... 185
11.11 Electronic Data Interchange (EDI) .............................................................. 186
11.12 Information Technology Act ........................................................................ 187
12. Total Quality Management ................................................................................ 189-205
12.1 Introduction ................................................................................................. 189
12.2 What is Quality? .......................................................................................... 190
12.2.1 Definition ......................................................................................... 190
12.3 Characteristics of Quality ............................................................................ 190
12.4 Quality Attributes for Products and Services ............................................. 190
12.4.1 Five Major Quality Attributes for Services ................................... 191
12.5 Cost of Quality ............................................................................................. 191
12.6 Traditional View of Costs and Zero Defect Costs ....................................... 193
12.7 Evolution of Quality Management .............................................................. 193
12.8 TQM Definitions .......................................................................................... 195
12.9 TQM Triangle .............................................................................................. 195
12.9.1 Axiom 1: Commitment (To Never Ending Quality Improvement
and Innovation) ............................................................................... 196
12.9.2 Axioms 2: Scientific Knowledge ...................................................... 196
12.9.3 Axioms 3: Involvement ................................................................... 197
12.10 Major Consequences of Total Quality ......................................................... 197
12.11 Valuable Tools for Quality ........................................................................... 198
12.12 Taguchi Approach ........................................................................................ 199
12.13 Deming Approach ......................................................................................... 199
p12.13.1 Deming Cycle .................................................................................. 200
12.14 Quality Circles: Small Group Activities ...................................................... 200
12.14.1 What is Quality Circle ..................................................................... 201
12.15 Control Charts ............................................................................................. 201
12.16 ISO 9000 Certification: a Business Decision ............................................... 201
12.16.1 ISO 9000 Quality System ................................................................ 202
12.16.2 Quality System ................................................................................ 202
12.16.3 Advantages of ISO 9000 Certification ............................................. 203
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12.16.4 There are 3 Forms of Certification ................................................ 204
12.16.5 Eight Steps to ISO 9000 Certification ............................................ 205
13. Information Technology and Future of Project Management ................... 206-212
13.1 Role of Information at Various Stages of Project ....................................... 206
13.1.1 Information at Initiation Stage ...................................................... 206
13.1.2 Information at Planning Stage ....................................................... 207
13.1.3 Information at Execution Stage ..................................................... 208
13.1.4 Information at Control Stage ......................................................... 209
13.2 Computer Project Management System (CPMS) ....................................... 210
13.2.1 Microsoft Project 2000 .................................................................... 211
13.2.2 Project Scheduler ............................................................................ 211
13.2.3 Prism ............................................................................................... 211
13.2.4 Insta-plan ......................................................................................... 212
13.3 Future of Project Management ................................................................... 212
Appendix A: Financial Assistance Application Procedure ............................. 213216
Appendix B: Areas of the Standard Normal Distribution ............................... 217218
Appendix C: The Present Value of One Rupee ................................................... 219220
Bibliography ...................................................................................................................... 221
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1
PROJECT MANAGEMENT OVERVIEW
1.1 INTRODUCTION
Project management as a science seems to have evolved around second world war and got
much importance due to various nuclear aerospace and other defense programmes of USA in
1950s and 1960s. Project in simple terms is a collection of activities that are interrelated with
a specific overall purpose. It is an organized endeavour to accomplish a specified non-routine
and low volume task. Although projects are not repetitive they take significant amount of time
to complete and are large scale and complex enough to be recognized as separate undertaking.
Generally the amount of time that an individual or a work center is involved in a project is
greater than it is in a typical manufacturing or service assignment. An operating person may
work only with other operating people on a project that pertains to operations or the same
person may work with a team of people from various functions who are assigned to study and
solve a problem as to perform a task.
Developing and implementing a project requires several resources to be identified,
mobilized and applied effectively to work tasks throughout the project life. Five basic project
resource types can be readily identified Manpower - Machinery Materials MethodsInformation. Project management is concerned with dynamic commitment of above-mentioned
resources to ensure completion of the project.
Managing a project can be a complex and challenging assignment as all the aspects of the
projects may be unique in nature and pose new problems everyday. Since projects are one of
kind endeavour, there may be little in way of experience, normal working relationships, or
established procedure to guide participants.
A project manager may have to coordinate many diverse effects and activities to achieve
the project goals. Persons from various disciplines and various parts of the organization who
have never worked together may be assigned to the projects for various spans of time.
Subcontractors who are unfamiliar with the organization may be brought in to carry to out
major portions of the project. A project may involve thousands of interrelated activities performed
by persons employed by one of several subcontractors or by the sponsoring organization. It is
an instrument of change and therefore unique. Project managers are essentially concerned
with determining, procuring, allocating and utilizing the resources. They need awareness of
the latest technologies and managerial skills to anticipate and handle problems and take people
with them to the successful completion of the project.
Decision-making is essentially a part of project management. Today a project manager
finds a lot of project management tools such as Programme Evaluation and Review Technique
(PERT), Critical Path Method (CPM), Quantitative Analysis Method, Decision Support Systems
(DSS), Project quality control techniques, etc. These tools provide addition of information to
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2 Modern Project Management

the manager. However he uses his judgement to take decisions based on this information. The
use of computers in project management has dramatically increased the efficiency in the storage
and retrieval of information, besides providing for rapid and accurate processing of information.
This is why they are widely prevalent in the area of project management.
Some of the examples of Projects include :Introducing a new product, Producing a airplane,
missile or large machine, Maintenance, Repair and Overhauling of machine, Selecting a software
package, Developing a new office plan or layout, Implementing a new computer system,
Constructing a bridge, dam, highway, and building, Starting up a new manufacturing or service
facility, Relocating an office or factory, Instituting a reorganization.
Diverse areas using project management in recent years include Aerospace, Defense
Industries, Engineering and Construction, Manufacturing, Electrical generation and Distribution,
Process Plants, Crude Oil and Natural Gas Exploration, Development and Production,
Infrastructure for various levels of Government, Research and Development, Data/Information
Processing, Health Care and Biomedicine, Computer Hardware and Software, Educational
Institutions and Ad Hoc Management Undertaking.
1.2 CHALLENGES IN PROJECT MANAGEMENT

Projects are increasingly being used in the public as well as private sectors of the world economies
in the process of economic, social and national development to enable improved standard of
living (improved health, education and housing facilities). In todays global business environment
the only thing organizations can probably feel not changing is the rapid pace of change. Every
new opportunity brings a challenge that change is sure to surface. Manufacturing industries
are compelled to move away from relational setups to more responsive and dynamic ones.
Fresh competition is pushing frontiers of every business to achieve higher level of service
while evolving technology compresses product life cycles and demands that organizations adopt
new technology or risk losing market share.
Inevitably projects are important tools in providing facts and figures for national planning.
The nature and problems of implementation of large investment projects in sectors such as
industry, minerals, power, transport, construction and communication, differ from those of
development, village industries, social welfare, education, health, etc. In many of the developing
countries the projects are set up with the purpose of receiving technical assistance or finance
from foreign countries or international financial institutions (like World Bank, International
Monetary Fund or International Finance Corporation) or to handle major programmes like
industrial development, education reforms, etc. Hence the modalities of formulation and
implementation for programmes and projects are different.
In this ever-changing environment retaining competitive edge means being able to
anticipate and respond quickly to changing business conditions. This requires companies to be
lean and agile which has been made possible by organization changes, effective information
integration thorough concepts like ERP (Enterprise Resource Planning) and BPR (Business
Process Reengineering). Such an environment calls for value addition in manufacturing besides
finding out the best solution for product realization. New products have to be brought out in
shorter spans and at competitive prices to meet rapidly altering product demand. Ability to
bring product to market quickly is now enhanced through Concurrent or Simultaneous
engineering. The concept that design and manufacturing are separate activities has been busted.
At present designer needs a good understanding of the manufacturing procedures and
manufacturing engineers need a good knowledge of the design methodologies. In future
concurrent engineering concepts could be applied in wider areas covering marketing, service,
finance etc.
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Project Management Overview 3
There is a need to employ the latest manufacturing techniques of FMS (Flexible

Manufacturing Systems), CIM (Computer Integrated Engineering), CAD/CAM (Computer Aided
Design/Manufacturing), RPT (Rapid Prototyping) etc but blindly going for them may not help in
optimization process. Concepts like TQM (Total Quality Management), JIT (Just in Time),
Kanban, and Six Sigma have to be effectively applied. The ultimate winner will be the one who
knows the full potential of the manufacturing technologies well and use them with imagination
and farsightedness. With new materials, product ranges, miniaturization of product/parts and
higher levels of precision, technology will definitely have a greater say in manufacturing
profitability in coming years.
There is a need for solid information systems that support all aspects of business with
power and feasibility, system that keep the company adaptable in every aspect. ERP (Enterprise
Resource Planning) is information integration support system, which has evolved from MRP-I
(Material Requirement Planning) and MRP-II (Manufacturing Resource Planning). ERP caters
to diverse requirement of organizations and enables total supply chain integrations. SCM (Supply
Chain Management) is a concept-evolved from ERP, which integrates external suppliers and
buyers in process of optimization.
The ISO 9000 certification standards put forth by International Organization for
Standardization (ISO) now play a major role in setting quality standards for global manufacturers
and this have become symbol of quality and prestige. TQM advocates total quality commitment
to customer satisfaction through continuous improvements and innovation in all aspect of
business. If the companies and organizations fail to regard customer satisfaction in their products
and services as a matter of corporate policy, at a par with profit making and continued existence
they will put their profit and very existence at risk. The above newly acquired technologies
have unleashed market forces, which are customer centric and are now expecting more and
more out of these developments.
Many developments have appeared in industrial scene due to fast changing IT Sector.
Many dot-com companies have come into existence. The business paradigm is in the lane of a
major change. This is due to e-factors such as: e-business, e-education, e-learning, e-biz, ERP, ecom, e-payment, etc. The business through Internet will open-up newer definition and scope of
supply-chain that is now more attractive due to features that are web-enabled. The e-culture
incorporates the following
E-Factors
ERP
E-biz
E-learning
E-payment and e-banking
E-commerce
E-procurement
E-care (for customer, employee and business partner)
E-marketing (personalized, marketing for customer)

Automation and evolving technology have created need to address issues like time-based
competition, product development and customization, uncertainty in schedule and delivery,
integration issues (supply chain, value chain, ERP), lean production and JIT, FMS, cellular
manufacturing. It enables business (e-commerce), CRM (Customer Relationship Management)
in the web-enabled business. Customer centric operations have emerged as the need of the
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hour. Simplification of business processes is being resorted to by business everywhere and
companies are going for an integrated management of Supplier- Customer Value Chain (SCM).
As a consequence of the process of economic liberalization, geographical boundaries are
getting irrelevant in todays era of globalization. In such a situation the infrastructure bottlenecks
have become more pronounced and the support system are unable to cope with the rising
expectations of the business world.
With the rapid growth of Internet, people all over the world are getting connected. The
common use of Internet includes Electronic mail, Usenet, Telnet, IRC, FTP (File Transfer
Protocol), ARCHIE, GOPHER, VERONICA and www. The WWW (World Wide Web) is a vast
collection of online documents and information distributed over Internet. The Intranet is an
internal Internet of an organization, which is exclusive network of the organization using Internet.
Modern business world has commercially benefited by the use of information technology on the
Internet mainly by the use of E-commerce. E commerce is an extension of commerce on the
Internet. E commerce is primarily selling products and services online on the Internet. The
EDI technology is the inter-company computer-to-computer communication of the standard
business transaction in a standard format using the VANs (Value Added Networks). So with ecommerce geography loses its relevance, enabling companies to accept orders round the clock
without having huge workforce. Other business transactions could include making tender
documents available over the net, submitting tenders, placing orders by one business to its
vendors, follow-up, etc.
1.3 ROLE OF LIBERALIZATION AND GLOBALIZATION

Before jumping into the market for any project, it is necessary to discover whether government
policies exist relating to the particular area of business and if there are political concerns,
which should be taken into account. It has been effort of Government of India to attract foreign
investment to promote high priority industries and infrastructure projects by removing all
hassles in form of inefficient and sometimes still slow-moving bureaucracy.
After independence from Britain 57 years ago, India developed a highly protected, semisocialist economy (Industrial Resolution 1956), which created many restrictions on imports and
exports. The Monopolistic and Restrictive Trade practices Act 1969 (MRTP) and Foreign Exchange
Regulation Act 1976 (FERA) had ordered Indianization of foreign companies. The investment of
foreign companies was restricted to forty percent. Structural and bureaucratic impediments
were vigorously fostered, along with a distrust of foreign business.
The Industrial Policy Resolution 1990 and that of 1991 were prime documents of economic
liberalization. Bold steps were taken for globalization of Indian Industry through collaboration
of foreign companies. Multi-National Companies (MNCs) started coming to India and Indian
products got tremendous International market. The Foreign exchange reserves have increased
manifold, exports are getting higher and overall industrial growth has also increased. The
barriers on imports and exports have been removed in accordance with policies of WTO (World
Trade Organization established in 1955 at Geneva), which aims to reduce Trade barriers and
permit free flow of goods in the world market. While it is imperative on part of G.O.I. to
deregulate and decentralize, it is the duty of the states to see that cleared projects are
implemented expeditiously.
Even as today the climate in India has seen a sea change, smashing barriers and actively
seeking foreign investment, many companies still see it as a difficult market. India is rightly
quoted to be an incomparable country, which is both frustrating and challenging at the same
time. Foreign investors should be prepared to take India as it is with all of its difficulties,
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contradictions and challenges. The rapid economic growth of the last few years has put heavy
stress on Indias infrastructural facilities. The projections of further expansion in key areas
could snap the already strained lines of transportation unless massive programs of expansion
and modernization are put in place. Problems include power demand shortfall, port traffic
capacity mismatch, poor road conditions (only half of the countrys roads are surfaced), low
telephone penetration (1.4% of population). Although the Indian government is well aware of
the need for reform and is pushing ahead in this area, business still has to deal with this
situation
In the changed environment customers will have a free choice to select the product of
their liking, with Indian firms competing with foreign firms. The Indian firm needs the
technological dynamism to counter outdated products, inefficient technology and become
internationally competitive.
1.4 FOREIGN INVESTMENT IN PROJECTS

Despite political uncertainty, bureaucratic hassles, shortage of power and infrastructural
deficiencies, India presents a vast potential for overseas investment and is actively encouraging
the entrance of foreign players into the market. No companies, of any size, aspiring to be a
global player can, for long ignore this country, which is expected to become one of the top three
emerging economies. The top motivating factors for the entry of foreign investors into India
are market size and highly skilled manpower.
India is the fifth largest economy in the world and has the third largest GDP in the entire
continent of Asia. It is also the second largest among emerging nations. (These indicators are
based on purchasing power parity (PPP)) India is also one of the few markets in the world,
which offers high prospects for growth and earning potential in practically all areas of business.
With practically unlimited possibilities in India for overseas businesses, the worlds most populous
democracy has, until recently, failed to get the kind of enthusiastic attention generated by
other emerging economies such as China (Annual FDI of China Vs India is $50 Billion to $4
Billion for year 2000).
In order to break the vicious circle of poverty (low savings-low income-low investment)
and to put country on the path of development, foreign capital acts as catalyst. It is basically of
two types foreign direct investment (FDI) and portfolio investment. The share of FDI inflows in
total foreign investment rose sharply from about 56% in 2000-01 to almost 80% in 2002-03.
FDI (Foreign Direct Investment) flows are usually preferred over other forms of external
finance because they are non-debt creating, non-volatile and their returns depend on performance
of the projects financed by investors. FDI in India has constituted 1% of gross fixed capital
formation in 1993, which went up to 4% in1997. The tenth plan approach paper postulates a
GDP growth rate of 8% during 2002-7. Most of the manufacturing sector, mining sectors are on
100% automatic route, with foreign equity limits only in defense equipment (26%), oil marketing
(74%), government owned refinery (26%). While infrastructure services highways and roads,
ports, inland waterways, transport and urban infrastructure and courier services are 100%
automatic route, telecom (49%), airports (74%), civil aviation (40%), oil and natural gas pipeline
(51%) have limits on equity. As per CII (Confederation of Indian Industry) report Due to
bureaucratic delays there are low levels of realization of FDI vis--vis proposals cleared. It was
indeed only $15 billion, which could be materialized out of $40 billion total Foreign Direct
Investment (FDI) in India in the period 1991 to 1998 due to laxity both on part of Central
Government and State governments.
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Exchange control enables a country to control its foreign trade. All exporters are obliged
to sell foreign currency they obtain to authorized government banks (RBI), where it is resold to
importers, as state desires to import. The aim of exchange control is to keep exchange rates
stable. The rate of exchange may be either higher /lower than the equilibrium rate of free
market. In fact a country pegging the rate at a low level that is undervaluing its currency may
do so to stimulate its export rate. Policy of overvaluation is employed to bolster up confidence
in currency at home as to cheapen up imports during the time preparation of war.
During the fiscal year 2004, Indias foreign exchange reserves swelled to astonishing heights
(US$ 100 billion). Though welcome from the viewpoint of external security that it provides in
Indias external financial position, such large improvement in Indias external position is
unprecedented in Indias own history. The story is also refreshingly different when compared
with the current position of some of the other developing countries, barring some exceptions
like China. It has been the effort of Government to maintain a positive trend, by reflecting the
renewed stability of the rupee and relatively attractive valuations on Indian stock markets.
1.5 PROJECT IMPORTS AND IMPORT SUBSTITUTION

Most developing countries including India depend on imports to meet the project needs of
equipment and machinery. The government of India also was exacerbated by the steeply rising
international prices and had announced a series of rigid import control measures in view of
tight balance of payments .The foreign exchange crunch may also be attributed to appreciation
of foreign currencies, devaluation of India rupee, global inflation, increased Indian inflation,
high export outstanding etc. There is an increasing awareness for import substitution or
indigenization and for promoting self-reliance.
The following factors are relevant for the need of restricting imports and the difficulty in
restricting them are:
Depleting foreign exchange reserve and increasing trade gap
Higher cost of imports due to falling value of Indian rupee. The precious foreign
exchange is needed for more essential imports like crude oil, defense equipment etc.
Restricted shipping cargo capacity with long transportation time
Unfamiliar commodity specification and difficultly in meeting precise tolerance in
view of huge investment needed.
Non availability of research development etc at local industries making indigenization
a tough experiment
Some other factors are improper testing equipment and inspection facilities, low employee
morale due to poor wages, inability to meet warrantee commitments, delays in replacement of
rejected material etc.
Timely/Speculative buying and use of right currencies based on exchange information
provided by banking services will reduce import cost. Identifying need of foreign collaboration
by sourcing items in India, consulting foreign trade counsels in India and Indian consuls abroad,
visit to international trade fairs, participating in international professional organizations,
pursuing directories published by different countries, etc can serve a good way of identifying
international sources for projects. This can help to save precious foreign exchange on imports.
So judicious balance is to be sought which moderates foreign exchange outflow and gives
reasonable fillip development of indigenous technology.
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1.6 FORMS OF INTERNATIONAL BUSINESS

The concept of international business can be expressed with the help of following block diagram.
Exportation
Parent Country
Goods and Services
Host Country
Licensing Agreement
Parent Country
Primary Know-how
Host Country
Managerial Contact
Parent Country
Managerial and Technical

know-how
Host Country
sa
ial l
ter ne
Ma rson
w e
Ra P
Joint Ventures
Parent Country
nd
Host Country
Subsidiaries
Parent Country
Capital Know-how
Host Country
Fig. 1.1 Comparison of forms of international business
International business has gained prominence in recent years with growth of large
multinational corporations. The transactions include transfer of goods, services, technology,
managerial knowledge and capital to other countries. Multinational Corporations (MNCs) have
their headquarters in one country with their operations in many countries. The educational,
social-cultural/ethical, political-legal and economic environments have a particular impact on
international enterprises. The MNCs have developed different orientations for operating in
foreign countries ranging from ethnocentric (the foreign operation is based on the parent
companys views) to geocentric (the organization is viewed as an interdependent system
operating in many countries that is truly international).
1.7 PUBLIC SECTOR PROJECTS

As compared to the capitalistic economy, which is based on private enterprise, socialist economy
is founded by state ownership. India deliberately chose the planned path of mixed economy
precisely to achieve the rapid quantum jump in industrial growth.. Public sector organizations
formed with intention of accomplishing quick industrialization and raising the standard of
living of people through developing key and basic industries eg. Iron and steel, aircraft, defense,
fertilizers, etc. In our country the expansion of the pu blic sector was in accordance with
Industrial Policy Resolution 1948 and 1956 and as per the directives of our Five-Year Economic
Plans.
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Profits earned are used for general welfare of society.

Capital, raw material, fuel, power, transport are easily available to them.
1.7.2 Disadvantages of Public Corporations

Public sector projects are facing significant challenges to prove themselves upright by balancing
through economy, efficiency and effectiveness. A question is being raised whether Public sector
projects is an investment on White Elephants? They are suitable only for management of big
enterprises, which needs special legislation, and hence its function is elaborate and time
consuming. It is of rigid form and any change requires amendment. It has autonomy only on
papers. In reality the ministers, government officers and politicians interfere in the working of
such corporations. The very motive of removing monopoly is defeated as it creates monopoly in
absence of competitions and they have no incentive or need of adopting new technique for
improvement in working. They are marked by delay in decisions, wastage thus causing additional
burden to the people in the form of taxation. It can rarely achieve efficiency level of private
sector.
Some of the principal reasons for failure of major public works to finish on time and
within budget include: Underestimation, Technological advancement and uncertainty, Late
design changes, Correction of design errors, Increased safety requirements (Oil, nuclear plant;
environmental), Poor industrial relations, Adverse site conditions, Funding availability (World
Bank or ADB), Site acquisition, Quantity increase, Shortage of materials, Contractors financial
difficulties, Inappropriate contract strategy, Inflation and interest changes, Exchange rates,
Civil unrest/ political coups.
What is required is to run our industries and manage our economy more efficiently and
effectively rather mere labels like public sector or private enterprises. This requires the public
sector enterprises to be able to compete with the private sector on equal footing. Full
accountability needs to be enforced in the public sector. The controls, licenses, etc must be
removed to maximum extent to ensure removal of red-tapism. Incentives like tax- concessions,
subsidies, etc should be resorted to as far as possible instead of controls for starting new industries
in the backward regions. The table 1.1 shows the difference between the public and private
sectors respectively.
Table 1.1 Comparison of public and private sector projects
Feature
Public Sector Projects
Private Sector Projects
Focus
Social welfare and economic growth
Individual firm or industry growth and

profitability
Decisions
Decisions are taken at the policy level

with the mutual interaction and
consent of Planning commission and
Finance Ministry
Decisions are made at the board level

or management or consortium of
industries
Functions
Facilitative and allocative functions.

Distributive functions
Remove market imperfections
Accumulative of economic
power.
Market segmentation.
Exploit the situation of scarcity.
Contd...
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Governing
Philosophy
Trustee of public capital and

aims at providing minimum basic
amenities of public utility kind.
Increases national wealth and
supplies society.
Source of absorption of technology.
Common ownership of asset.
Employment security.
Growth of private capital.

Products and services are the
outputs of such projects to gain
profit.
Technology will match with the
competition and capacity of the
industry.
Insecurity in employment on such
projects
Performance
Measurement
Changes in national wealth and

contribution to GDP are the
yardsticks of performance of public
sector projects.
Secondary indicators of performance
are increase in employment
opportunities,
reduction
of
inconveniences in public life, internal
resource mobilization and increased
standard of living of the society.
Contribution towards the total
government revenue.
Excess of actual return on

investment over the estimated
ones.
Increased market share.
Invigorated investors interests
towards the future projects.
Increased goodwill and credibility
in the money market.
Mobilization of resources for
private expansion.
Minimum duty and tax- penalties.
Scope and Time

Span Involved
The perspective of public sector

project is macroscopic and launch
into complex nature of projects, which
consumes longer period for
execution.
Profit is not a criterion to break the
private monopoly.
The perspective is microscopic

which drives these projects
through short-term periods of
construction and results follow
accordingly.
Accountability
Since the government initiates these

projects by investing public revenue
towards a social cause, they are
totally accountable to the nation and
able to justify such huge expenditure.
These are undertaken by a private

entrepreneur with the help of few
stakeholders and therefore
answerable to investor and
promoters.
1.8 PROJECT MANAGEMENT VS. FUNCTIONAL MANAGEMENT

In general there exists relatively definable boundary between the project and functional manager.
According to Cleland and King this interface can be defined by following relationships:
Project manager
What is to be done?
When will the task be done?
How much money is available to do the task?
How well has the total project been done?
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Functional manager
Who will do the task?
Where will the task be done?
How will the task be done?
How well has the functional input been integrated into the project?
Project Management approach in preference to functional management can be better
appreciated if we consider the following factors:
All work has inter-dependence and inter-relationship with others.
As work in inter-relationships are liable to change with time a static plan may not
work instead it is required to adopt oneself to changed environment without losing
sight of goal.
Project Management requires grouping generalization and flexible approach as opposed
to specialization and division of work.
There is a need for trade-off accepting the lesser than the best for an overall benefit.
In functional specialization the totality of work is often lost sight of, as function at
specialization could mean. Someone only thinks, someone only talks and third person
does the real work with such an arrangement no single individual except the chief
executive can be held responsible for a work from A to Z. This necessarily creates
problems of communication, co-ordination, commitment and control.
Project Management approach is dedicating us to end objective and keeping the totality
in focus all the time. A work can be done better if it is taken up as a whole and
assigned to one responsibility center.
Project Management deals with new, uncertain and risky situations. One cannot be
expected to alternate ones management style to meet the requirements of such
diverse situations all in the same day. Functional management deals mostly with a
stable situation. The expertise needed for each is different
Company working in functional areas often engage themselves in project works. Some of
the advantages of Project Management to companies are Better Control , Better Customer
Relations, Shorter Product Development Time, Lower Program Costs, Improved Quality and
Reliability, Higher Profit Margins, Better Control over program security, Better Project Visibility
and Focus on Results, Improved Coordination among company divisions doing work on projects,
Higher Morale and Better Mission Orientation for employees working on project, Accelerated
Development of Managers due to breadth of project responsibilities
There may also be some disadvantages to functional companies that engage in Project
Management works like: More complex internal operations, Inconsistency in applications of
company policy, Lower utilization of personnel, Higher program costs, More difficult to manage,
Lower profit margins, Tendency for functional groups to neglect their jobs and let the project
organization do everything, Too much shifting of personnel from project to project, Duplication
of functional skills in project organization. The table 1.2 shows the comparison between project
and functional management.
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Table 1.2 Comparison of project management and functional management
Phenomenon
Project Management
Functional Management
Line and Staff

Organizational
dichotomy
Slag heap of the hierarchical

model continues, but line
functions are placed in a support
position. A web of authority and
responsibility relationships exists.
Line
functions
have
direct
responsibility accomplishing the
objectives; the line commands, are
staff advices.
Secular principle
Elements of the vertical chain exist,

but prime emphasis is placed on
horizontal and diagonal workflow.
Important business is conducted, as
the legitimacy of the task requires.
The chain of authority relationships

is from superior to subordinate
throughout the organization. Central,
crucial, and important business is
conducted up and down the chain
Superiorsubordinate
relationship
Peer- to-peer, manager-totechnical expert, associate-toassociate, etc., relationships are

used to conduct much of the salient
features.
This is the most important

relationship; if kept healthy, success
will follow. All-important business is
conducted through a pyramiding
structure
of
superiors
and
subordinates.
Organizational
objectives
Management of a project becomes

a joint venture of many relatively
independent organizations. Thus the
objective becomes multilateral.
Organizational objectives are sought

by the patent unit consisting of an
army of sub organizations working
within its environment. The objective
is unilateral.
Unity of .
direction
The project manager manages

across functional and Organization
lines to accomplish a common interorganizational objective.
The general manager acts as the

one head for a group of activity having
the same plan.
Parity of authority
and responsibility.
Considerable opportunity exists

for
the
project
managers
responsibility to exceed his authority.
Support people are often responsible
to other managers (functional) for pay,
performance reports, promotions, etc.
Consistent
with
functional
management; the integrity of the
superior-subordinate relationship is
maintained through functional
authority staff service.
Time duration.
The project and hence the

organization is final in duration.
Tends to perpetuate itself to provide

continuing facilitative.
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1.9 TYPES OF PRODUCTION SYSTEMS WITH DIFFERENT

DEGREES OF FLEXIBILITY
Mass
Production
System
Batch
Type
Job Shop
Type
Project
High Flexibility
Volume
Continuous
Flow
Type
Low Flexibility
The figure given below shows the different types of systems used in practice with their varying
degrees of flexibilities.
Variety
Figure 1.3 Types of production systems
Projects are highly specialized jobs with each project requiring different type of skills.
Lying at high-flexibility end of continuum is the low volume type of operation, often referred to
as project. Each project is unique and different from other project and marks the beginning of
a new chapter. Project can be said to a complex web of things, people and environment. The
business grows with time and indefinite life as long as the product is acceptable in the market.
1.10 COMPARISON OF PROJECT AND TYPICAL BUSINESS

Management of a project differs in several ways from management of a typical business. The
objective of a project team is to accomplish its assigned mission and disband. Few business
aims to perform just one job and then cease to exist. Since a project is intended to have a finite
life, employees are seldom hired with the intent of building a career with the project. Instead a
project team is pulled together on an ad-hoc basis from amongst persons who normally have
assignments in other parts of the organization. People may be assigned to work full time with
the project until its completion or they may work only part of their time such as 2 days a week
on the project and work rest of their time in their usual jobs or on other projects. A project may
involve a short-term task that lasts only a matter of days or it may run for years. After projects
completion the project team members are normally assigned back to their regular jobs, to
other jobs in the organization or to other projects.
1.11 ZERO DATE OF A PROJECT

The zero date of a project signals the effective start of the project. It is an important part of
project planning and establishment. The completion of projection will be counted from this
point of time. It is important to ensure that all activities that effect project performance like
arrangement of finance, infrastructure facilities, formation of new company, division, government
clearance etc. besides time, cost and technical parameters are fully dealt/designed/established/
started by this time.
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This is usually the last step in establishing project but saying, Well begun is half done is
nowhere more suited than in case of project.
1.12 PRE-PROJECT ACTIVITIES

All the activities, which must be completed before zero date, not only define the scope of main
project activities but enable fixation of performance targets and hence zero date, include the
following:
Identification of product/project.
Obtaining the required clearance from competent authorities
Arrangement of raw materials, feed-stock etc
Arrangement of technology and related know-how
Finance arrangement
Identification of relevant markets
Determination of product/pattern and plant capacity.
Selection of process licenser
Site selection
Preliminary capital cost estimate
Investment decision
Technology package finalization
Overall implementation schedule
Letter of Intent (LOI) for project
Recruitment of key project personnel
Finalization of strategies vis--vis manpower, fabrication and construction, workload
forecast
Conducting contour survey and benchmarking
Conducting investigation of ground water
Development of overall project plan
Acquisition of site
1.13 PROJECT ACTIVITIES

Some of the fundamental activities that are undertaken while the project is executed can be
classified as ongoing project activities and advance activities. Project activities include
Procurement of equipment and material
Transportation of equipment and materials to site
Civil work for site development, building foundation etc.
Fabrication and errection of structures, equipment and materials
Pre-commissioning, commissioning and trial runs
Performance tests
1.13.1 Advance Actions

Project activities, which start before zero date, so that overall project completion time is not
effected. These activities start well in advance so as to pave the way for future project activities.
Some of activities which have large lead-time particularly infrastructure should start during
this period. Infrastructure facilities are those, which are essential to start and support
construction activities, eg.
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Fencing /Boundary wall

Approach road
Preliminary soil investigation
Power
Water
Railway siding
Arrangement for fax /telephone/internet (communication network)
Site office development
Cement godown
Transport system
Registration for tax and company judiciary
School building and guest house
Markets, hospitals and other facilities
Construction equipment
Drainage and sewage plan
Planning for housing, street park etc.
In critical cases temporary arrangement may be made to enable immediate start of work.
1.14 PERFORMANCE INDICATORS

Zero Date of a project may vary from project to project. In order to get project cleared from
approving authorities a schedule may be fixed up which may be far from realistic. The vendors
and contractors will only add to confusion by promising deliveries, which can make possible
any thing on paper. Besides a defective design and subsequent modification / change to suit
project requirements also increases time and cost. Anything done in a project, including time
overrun would be reflected in the cost.
Time and cost over-runs of projects are common in India, particularly the public sector.
Hence the project tends to become uneconomical and economic development is adversely effected.
One of the reasons is delay in decision-making. In public sector those who make
recommendations on extra costs or are dynamic decision makers avoid doing so for fear of
harassment and humiliation in form of dreading questions and enquiries against them. Also
responsible is the cumbersome procedures for the delay.
Financial constraints have caused overrun of certain projects. In general it is pragmatic
to start a project implementation only after receiving the required financial sanction with an
assured disbursement plan relating to master plan. A delay in budget sanction will cause further
delay and also cost over-run. An Annual Report of Ministry of Programmes Implementation for
a recent year provides some alarming information about 184 central projects monitored by the
Ministry of Programme Implementation.
119 Projects (about 65 per cent of total) have suffered time over-runs, which have
gone as high as about 200 per cent. The average delay in commissioning these projects
was about 3 years.
125 Projects (about 68 per cent of total) have suffered cost over-runs, which have
been as high as 75 percent.
Projects for which no time and cost over-runs have been indicated have mostly been
taken up recently and it is likely that many of them will suffer from time and cost
over-runs.
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To prevent these over-runs Adequate formulation, Second project organization, Proper
implementation planning, Advance action, Timely availability of funds, Judicious equipment
tendering and procurement, Better contract management, Effective monitoring. However
revision of time and cost targets should not be frowned upon since they cannot stay if the world
around their changes. Instead they should motivate people to move forward. The Ministry of
Project Implementation and COPU (Committee on Public Undertaking) have suggested some
measures to reduce cost and time overrun. The team must ensure that no member whether a
vendor, contractor, sub-contractor or a government department lags behind schedule because
this can adversely affect other connected activity. If it occurs there should be no disowning of
responsibility or pleading helplessness. The members who cannot cope with the rest should be
removed or pay the price for risk purchase or substitutes.
Diverse areas using Project Management in recent years include Aerospace, Defence
Industries, Engineering and Construction, Manufacturing, Electrical Generation and
Distribution, Process Plants, Crude Oil and Natural Gas Exploration, Development and
Production, Infrastructure for various levels of Government, Research and Development, Data/
Information Processing, Health Care and Biomedicine, Computer Hardware and Software,
Educational Institutions and Ad Hoc Management Undertaking.
QUESTIONS
1. Explain why project management is required.
2. Enlist the challenges in any industrial project.
3. Explain the role of liberalization and globalization in context of project management.
4. Discuss various types of international businesses.
5. Compare private and public sector projects.
6. Differentiate between project management and financial management.
7. Enlist the pre-project activities associated with project management.
8. Highlight the importance of performance indicators.
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2
CONCEPTS OF PROJECT MANAGEMENT
Project Definitions: Project can be defined in the following ways:
Project is an organizational unit dedicated to the allotment of a goal the
successful completion of a development product in time, within specified
budget, in conformance with the pre-determined performance specifications
It is a set of finite activities that are usually prepared only once and have
well designed objectives, using a combination of human and non-human
resources within limits of time
It consists of a series of non-routine, interrelated activities with a goal that
must be completed with a set amount of resources and within a set time
limit.
It is a proposal for investment to create and/or develop certain facilities in
order to increase the production of goods and/or services in a community
during a certain period of time. (UNIDO)
2.1 PROJECT CHARACTERISTICS

The following points are inherent features associated with any project:
1. It is customary to use terms such as cement projects, power projects, refinery projects
(not plant), and the term project is replaced by plant as soon as the plant is operational
or project is completed. All works that can be interrelated and are being performed
to serve a common purpose can be grouped together and termed a project, only if it is
a composite affair. The difference from a plant is that project as a whole has to be
completed in one shot, once and for all. So project has to achieve one mission, which
may not be a physical objective or an end result e.g. holding an election, conducting
a war, planning to prevent a riot.
2. Project is managed by a process of Planning-Organizing-Directing-Staffing-MonitoringControlling. Various starting points of project are called sources. A project can have
a number of sources but one end or sink.
3. Focus: Project has a fixed set of objectives/mission/goal. Project ceases to exist once
the mission is achieved
4. Lifespan: Each project is time bound through the schedules.
5. Unique: No two projects are alike in their execution even if the plans are duplicated
and therefore a single time activity.
6. Unity in Diversity: This is a global concept for any type of project since project is
considered to be a complex web of things, people and environment.
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7. Flexibility: Change and project are synonymous. Project is dynamic in nature and
therefore modifications/changes in original plans, programmes and budgets are a
normal feature.
8. Team Spirit: This involves coming together of different individuals from varied
disciplines to bestow their knowledge, experience and credence towards a total
performance.
9. Risk and Uncertainty: Every project has risk and uncertainty associated with it.
The degree of risk and uncertainty will depend on how a project has passed through
its various life-cycle phases. An ill-defined project will have extremely high degree of
risk and uncertainty. Risk and uncertainty are not only part and parcel of R & D
projects only; there simply cannot be a project without any risk and uncertainty in a
real life situation.
10. Statement of Work (SOW): Project planning deals with specified tasks, operations
or activities, which must be performed to achieve project goals. A project starts with
statement of work. It may be a written description of objectives (rules/regulations/
constraints/restriction) to be achieved with a brief statement of work to be done and
a proposed schedule specifying the start and completion dates of the project. It could
also contain certain performance measures in terms of budget, completion steps
(milestones) and written reports to be supplied during the project completion.
11. Implementation: Every project needs resources or inputs where given inputs are
to be converted to output through the process of implementation. The output in short
run leads to outcomes while in the long run should result in impact.
12. Task: It is further subdivision of a project. It is usually not longer than several
months in duration and is performed by one group or organization. Subtask may be
used if needed to further subdivide the project into more meaningful pieces.
13. Work Package: These are a group of activities combined to be assignable to a single
organization of unit. The package provides a description of what is to be done, when
it is to be started and completed, the budget, measures of performance and specific
events to be reached at points in time (milestones). Typical milestones may be
completion of design, production of a prototype, the completed testing of the prototype
and the approval of pilot run.
14. Subcontracting: It is subset of every project without which no project can be
completed unless it is proprietary firm or small in nature. The survival of a company
depends how wisely it selects its vendors and maintains good relations with them so
that project is commissioned without time overrun and cost overrun. If there are
several contractors their performance is rated according to quality, delivery, price
service, etc. The activities of subcontracting include sending enquiries to subcontractor
and placing order after negotiation with them on all relevant parameters. Adequate
follow-up of subcontract orders is made by stage wise inspection before dispatch of
finished machinery. The shop capacities are scrutinized adequately so that overloading
the vendors is avoided. Needless to emphasize that vendors facility for prompt delivery
of quality items are assessed by techno-economic surveys and plant visits. Industrial
directories, trade directories, suppliers catalogues, trade journals, newspaper
advertisements and industrial exhibitions serve as useful source for locating
subcontractors.
15. Project Life Cycle: Project life cycle commences when the idea chosen is found
technically feasible, economically viable, and politically suitable and investment
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Concepts of Project Management 19
proposal is approved. For a company executing projects either regularly or for the
first time, it would be necessary for the chief executive to issue what may be called a
project charter soon after project manager is appointed. The charter at its minimum
may define project scope, project goals, name of project manager, and his directing
authority. The project reviewing authority and request co-operation of all concerned
in the execution of the project. An elaborate effort in this direction may produce what
is known as project manual.
These major events in projects are grouped under various heads.
Conception / Identification: Acceptance of necessity, Identification of objectives,
Project formulation
Planning phase/Appraisal phase: Preparation of feasibility report, Appraisal of
feasibility report, Investment decision.
Execution phase of project: Issue of executive order, Implementation of project
Follow up phase/monitoring phase: Project monitoring (data collection information
gathering), Preparation of M.I.S. (Management Information system), Time
management (time control) of project, Cost management (cost control) of project
Feedback and analysis :Issue guidelines to future project, Project Clean up
16. Feasibility Study: Feasibility study of the project is the most exhaustive of all the
planning stage. The project is systematically examined in depth at this stage for
various aspects like technical, financial, economical, commercial, social, managerial
and organizational. The purpose of this study is to examine if the project objectives
are realistic, recommendation in preliminary study are technically sound; beneficial
from financial, economical, social point of view; feasibility from social, cultural,
ecological of view.
2.2 PROJECT OBJECTIVES AND FUNCTIONS

Project execution must be directed to achieve the project objectives. There are three primary
objectives of a project to be met, which include:
Performance: This is to satisfy the specified standards of performance/function,
reliability and safety
Containment of expenditure within budgets to ensure smooth running
Time Scale: Timely implementation of project to be proven at time of launch
The last two objectives are linked to the resources, which are limited. But this may
represent an over simplification of real intent of project objectives. A project may have many
objectives, which must be clear to both project manager and the owner. Prioritizing the objectives
is necessary for knowing the primary and secondary objectives.
Some of the typical objectives, not listed in any particular order, include:
Quality of product
Avoiding unproven equipment
Safety during construction
Designing for particular project life
Safety for maintenance
Minimizing start up time
Enhanced public image
Safety during operation
Fastest completion time

High level of automation
Lowest capital investment
Lowest operational costs
Reliability of information
Security of information
Use of local sub-contractors
Use of local suppliers
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Project Management Institute (PMI) identifies six basic functions that project management
must address. These are:
Manage the projects scope to define the goals and the work to be done, in sufficient
detail to facilitate understanding and correct performance by participants
Manage the human resources involved in a project effectively
Managing communications to see that appropriate parties are informed and have
sufficient information to keep the project coordinated
Manage time by planning and meeting schedules
Manage quality so that project results are satisfactory
Manage costs to see that project is performed at the minimum possible cost and
within the budget, if possible
2.3 PROJECT CLASSIFICATION

The project can be classified in various ways
Based on Scope and Significance
National
Development
International
*Location (Rural and Urban);

*Resources (Infrastructural, Production,
Service, Mobilization)
Maintenance
*Welfare (Microscopic and Macroscopic)
Foreign Investors (MNCs)
Joint Ventures
Based on Size and Scale

Large Scale, Medium Scale, Small Scale
Based on Ownership and Control
Public Sector, Private Sector, Joint Sector
Based on Degree of Change
Inventive, Discovery, Innovation, Adaptation
Based on Technology Involved
Conventional, Non-Conventional/Research and Development Projects/Developing
a new Technology, High Technology and Low Technology
Based on Speed
Normal, Crash, Disaster
Based on Beneficiary
Industrial, Ancillary, Consumers
Based on Purpose
New Projects, Mergers, Diversification, Modernization, Replacement/Renewal,
Upgradation, Maintenance, Balancing, Rehabilitation/Sick Unit Reorganization,
Construction Projects e.g. Construction of house, building, bridges, roads, tunnels,
etc., Management Projects, Manufacturing Projects
There are some projects which are difficult to classify into any category like conducting
national elections, performing marriage, overhauling a machine, maintenance of machine,
launching new weapon system, commissioning of a factory, conducting war, precursor planning
to prevent riots.
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2.4 PROJECT LIFE CYCLE

As defined by Cleland and King standard pattern of project life cycle passes through the
following phases Conception phase, Definition phase, Production, Observation, Divestment
and Post-Mortem. The phases one should follow one after another in sequence it really happens
it is possible to find succeeding phases overlap of all phases. This overlapping may in fact be
beneficial in compressing overall schedule.
The following figure is the original model of project life cycle, which is suitable for any
type of project.
Definition Proposal
Feasibility Studies
Planning Estimating
Experimenting
Products (Clear)
Concepts (Vague)
Market Needs
Design Development
Prototype Testing
Commissioning
Time (Years/ Months/ Days)
Fig.2.1 Model of project life cycle
The Table 2.1 below shows the phases, stages and objectives of various projects
Phase
Preparation or
Initiation
Stage
Objective
1.Identification of a project idea
Project and programme goals are

identified and analyzed
2. Preliminary selection.
Project objectives and preliminary

global schedule and cost estimates
determined
3. Feasibility studies.
Ideas for possible solutions developed

into alternative concepts; desirable
technical solutions identified and
classified.
4. Evaluation and decision making

(post-feasibility)
Feasibility of envisaged concepts and

relevant alternatives assessed,
evaluated and categorized.
Decision on adoption of the most
promising alternative solution; funding
provided.
Contd...
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Implementation or 5. Initial project planning, scheduling,
construction
designing and engineering
Operation
Source:
All detailed drawings, specification, bills

of materials, schedules, plans, cost
estimates and other relevant documents
checked and approved.
6. Contracting and Procurement
Appropriate manpower, machinery,

manufacturing and construction
facilities,
utilities,
materials
documentation and other relevant
infrastructure components mobilized
and available.
7. Facility construction and

pre-operations
Complete, tested, debugged and

accepted product, facility or system
(optimum performance, time and cost)
8. Operations (an interface purpose

and programmes continuity)
Product facility or system operational at

all times and at optimum cost.
United Nations Publication: The initiation and implementation of Industrial Projects in developing
countriesA System Approach
2.4.1 Project Life Cycle Curve

The curve below shows various phases in sequence and approximate effort involved in each
phase, though in real life the phases will overlap. It can be seen that effort build up in a project
is very slow but effort withdrawal is sharp. While this pattern is true for all projects, the
percent of effort in different phases will not be same for all the projects.
The parabolic life cycle curve here represents the cumulative growth at any time. The
parabolic pattern of growth, maturity and decay manifests itself in all phases of the project
life. The knowledge of characteristic life cycle curves enables a project manager to ascertain
the state of health of a particular project at any point of time. If actual progress in any of the
sub-phases falls short of the qualifying work for that sub-phase, then that sub-phase is sick
and requires treatment. Life cycle curve along with line of balance is very useful for management
of project.
By and large all project have to pass through five phases as shown in the figure. Ideally
these phases should follow one another in sequence but it rarely happens. It is possible to find
the succeeding phase overlap with preceding ones or complete overlap of all phases. This
overlapping may in fact be beneficial in compressing over all schedules.
Phases in Project Life Cycle

The five main phases are as follows:
1. Conception phase
2. Definition phase
3. Planning and organizing phase
4. Implementation phase
5. Project clean-up phase
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Market appraisal
Surveys, projection
Technical appraisal
Product mix (Optimum in nature), Capacity / Plant size for entire plant and
equipment, Process of manufacture, Engineering know-how and technical
collaboration
Financial appraisal
Reasonableness of estimate of capital cost, Reasonableness of estimate of working
results, Adequacy of rate of return (ROI: Return on Investment), Sources of
finance, appropriateness of financing pattern, Evaluation of financial viability
Economic appraisal
Economic rate of return, Effective rate or protection, Domestic resource cost,
SCBA (Social Cost Benefit Analysis), Risk/Sensitivity analysis
Managerial appraisal
Resourcefulness, Sound understanding of project, Implementation schedule:
Clears some ambiguities of risk involved in going ahead in clear terms which
helps in decision of accepting /dropping at this stage itself, Commitment
Environmental
Safeguard against damage, restoration measures
3. Planning and organizing phase

This phase effectively starts after definition but in actual practice it starts immediately
after conception. Generally organizations may not formally identify this phase because of overlap.
However this phase may be marked by preparation of Project Execution Plan. Following activities
are mainly involved:
Project infrastructure and enabling service.
System design and basic engineering package.
Organization and manpower.
Schedules and budget
Licensing and government clearance.
Finance.
Identification of Project Manager
Design basis, General Condition for Purchase and Contracts.
Work packaging.
Site preparation
4. Implementation phase
This phase is marked by execution of project along with its controlling and monitoring.
Major bulk of work (80-85%) of project is done in this phase only, so people want this phase to
start early and finish in earliest possible time. There as is greater need for co-ordination,
monitoring and control with application of all techniques of project management in this phase.
This phase itself being more or less the whole project, every attempt is made to fast track
i.e. overlap the varying sub phases such as engineering, procurement, construction and
commissioning to maximum extent (or) parallel running of phases. Fast tracking can be improved
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Proper formulation of project.

Plan for implementation of the project
o Hard plan for next stage
o Soft plan for future stages
Actual implementation of the project
Monitoring the implementation to see that the project has not deviated considerably
from the predefined targets, budgeted resources and time.
Feedback and revision of objectives.
Control action
o Record events
o Predict completion
o Report progress
o Rectification action for the deviations
Policy restrictions
Government regulation
Manage staff
o Select and train
o Lead and manage
Manage client relationship
o Plan client involvement
o Report progress
o Resolves problems
Evaluation either at the end of the project or few years after the completion of the
project to gain an insight as to what went right or wrong vis-a-vis predefined objectives
of the project and what lessons can be learned so as to transmit the same knowledge
to other similar or related projects to be executed is future
2.7 TECHNIQUES FOR PROJECT MANAGEMENT

Project Management is not only about Programme Evaluation and Review Techniques (PERT)
or Critical Path Method (CPM). The scientific tools and techniques support and aid in the
process of project management are not necessarily sufficient for its effective completion without
the inputs from the human side. The scientific techniques will only tell what is right and what
needs to be done, but it will require additional knowledge as to how it should be done and get it
done through people through practical experience and human wisdom.
It needs to be emphasized that though techniques may be sound technically, but they may
not deliver if manager is engaged in many tasks simultaneously. Throughout the life of project,
the project manger has to seek a compromise between conflicting goals of technical performance,
cost standard and time target. It is possible for manager to expedite actions if the priorities of
management are articulated clearly. The techniques used are listed below which will be discussed
at appropriate place.
1. Project Selection Technique

Cost benefit analysis
Risk and sensitivity analysis
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2. Project Execution Planning Techniques
Work breakdown structure (WBS)

Project execution plan (PEP)
Project responsibility matrix
Project management manual
3. Project Scheduling and Coordinating Techniques
Bar chart
Project life cycle
Line of balance (LOB)
Networking techniques (PERT/CPM)
4. Project Monitoring and Progressing Techniques

Progress measurement technique
Performance monitoring technique
Updating, reviewing and reporting technique
5. Project Cost and Productivity Control Techniques

Productivity budgeting technique
Value engineering
Cost calculation using WBS
6. Project Communications and Clean-up Techniques

Control room
Computerized information systems
When we talk of tools and techniques, it should be clear that, mastering them all does not
mean mastering project management. Besides attempts to combine different techniques have
not been fruitful because perfection in work and time control, cost control and time control
are not agreeable. It is therefore, no surprise that trade offs are must and most project managers
are content and obsessed with mere physical completion of project ignoring other areas of
performance like time, cost or productivity. It is difficult to believe the computer based project
management systems that promise to achieve everything, seeing the intricacies involved.
2.8 ROLES AND ATTRIBUTES FOR PROJECT MANAGER

The project managers job is important and challenging. The manager is responsible for getting
work performed but often has no direct, formal authority over most of the people who perform
the job. The project manager often relies on broader knowledge of the project and skills at
negotiation and persuasion to influence participants. A project manager may have the assistance
of a staff if the project is large. Therefore it is important that the project leaders have an
effective means of identifying and communicating the planned activities and the ways in which
they are interrelated
Considering the problems of project manager:
o Project is likely to change its shape and size with time. There is always scope for
change till project is finally completed.
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o Those required to work on project i.e. engineers, vendors, contractors, government

bodies etc are almost a stranger to project manager with whom he has neither worked
in past nor likely to work in future. They are independent bodies are not accountable
to the project manger nor bound by corporate discipline which enables managers in
all industrial organization to get things done.
The Basic Roles for a Project Manager Could be Broadly Grouped

Under Following Heads :
1. Projectising and problem solving. Projectising work as much as possible e.g. create a
number of projects such as daily, weekly, monthly, quarterly, biannually and annual
package activities of entire plant.
2. Defining and maintaining integrity of a project.
3. Development of Project Execution Plan. Organization for execution of the plan.
4. Setting of cost and time targets for each of the projects e.g. daily, weekly, monthly
activities, etc
5. Development of systems and procedures for accomplishment of project objectives and
targets.
6. Line up vendors and contractors for supply of materials and errection skills and
contract management.
7. Negotiation for commitments and Man-management.
8. Nonhuman resource management including fiscal matters.
9. Direction and co-ordination of project activities. Matrix and co-ordinate with other
departments for preparation of drawing, specification, procurement of materials,
providing skills including labour and supervision.
10. Monitor and control these projects using schedules, budgets and contracts.
11. Satisfaction of customer, government and the public.
12. Achievements of project objectives, cash surplus and higher productivity
Attributes of a Good Project Manager are as Listed Below :

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Planning and organizational skills

Conflict resolving capacity
Ambition for achievement
Personnel management skills
Communication skills
Change orientation
Ability to solve problems in their totality
High energy levels
Ability to take suggestions
Understanding the views of project team members and having a sympathetic attitude
towards them
Ability to develop alternative course of actions quickly
Knowledge of project management methods, tools and technology
Ability to make self evaluation
Effective time management
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15.
16.
17.
18.
19.
20.
21.
22.
Capacity to relate current events to the project

Ability to handle project management software tools and package
Flair for sense of humor
Solving issues/problems immediately without postponing them
Initiative and risk taking ability
Familiarity with the organization
Tolerance for difference of opinion, delay, ambiguity
Conflict resolving capacity
No individual in our society, howsoever gifted, can be completed by himself, so for our
survival, growth and prosperity we need to supplement each other. This holds goods for any
system and project management is possible only through systems approach. So if one accepts
with humility that role of project manager is that of system integrator, than it is possible to
supplement shortcoming of the project manager. It is the synergy that we need to bank upon
to achieve something and not the energy of a few supermen for completing the giant project or
completing the great task of elevating our standard of living through technoeconomic projects.
QUESTIONS
1. State the project characteristics related to project management.
2. Discuss project objectives and functions briefly.
3. How are the projects classified? Explain in brief.
4. What is the importance of project life cycle? Discuss.
5. Explain project elements used in practice.
6. Discuss the project management techniques.
7. Briefly write the role of a project manager.
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3
PROJECT SELECTION AND INITIATION
The key to success lies in getting into the right business at the right time. Identification of such
opportunities requires imagination, sensitivity to environmental changes and realistic
assessment of what the firm can do. The task is partly structured, partly unstructured, partly
dependent on convergent thinking, partly dependent on divergent thinking; partly requiring
objective analysis of quantifiable factors, partly requiring subjective evaluation of qualitative
factors, partly amenable to control and partly dependant on fortuitous circumstances. The
project takes shape to meet the customers needs for goods and services. The whole concept of
project can be to fit in the terms of finding a gap between customers needs for goods and
services and filling the gap. The objective is to identify the investment opportunities, which are
prima-fascie feasible, and promising, requiring merit examination and detailed appraisal. A
realistic appraisal of corporate strengths and weaknesses is essential for identifying investment
opportunities, which can be profitably exploited. The broad areas of corporate appraisal are
market and distribution, production and operations, research and development, corporate
resources and personnel, and finance and accounting. A promising investment idea enables a
firm/entrepreneur to exploit opportunities in the environment by drawing on its competitive
strengths. Besides the true new ideas, which are based on significant technological breakthrough,
most of the project ideas involve combining existing fields of technology or offering variants of
present product or service.
Before the project initiation there is a need to establish the project scope, time and cost
targets/performance. In this context project feasibility is a device to document the need for the
project and to record potential high-level solutions to solve the business problem at hand
3.1 GOVERNMENT REGULATIONS

In the developing nations like India, the government has to play a major role to ensure industrial
and overall development of the country. It needs to spell out the priorities for the economy and
lay the framework for development and resource allocation. Entrepreneurs are required to
locate the profitable project opportunities within the framework for development. e.g. export
promotion and import substitution may be a priority area. If the government announces its
policy of development of backwards areas, entrepreneurs may find it easier and advantageous
to set up their identified projects in such declared backwards areas in order to avail benefits
both financial as well as non-financial.
Just as the government encourages the growth of certain sectors of industries, the
government also de-motivates growth in certain sectors of industries which have already reached
a level of saturation, since further investment in such sectors will not be in the national interest.
Government may use the following instruments of control to effect the desired pattern of
resource allocation.
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Fiscal policy (to overcome recession and control inflation in economy)
Monetary policy (to stabilize the economy by changing the supply of money and rate
of interest)
Industrial licensing
Control over capital issues
Export promotion and import controls
Control over foreign exchange and foreign collaboration
Control over monopolies and restrictive trade practices
Control over pricing and distribution of commodities
3.2 PROJECT IDENTIFICATION

3.2.1 Tapping of Project Ideas
To tap creativity of people and harness their entrepreneurial urges a conducive climate has to
be fostered. It is conscious, deliberate and systematic effort by an organization to identify
opportunities that can be profitably exploited. One has to think in the lines of rearrangement,
modifications, reversal, magnification, reduction, substitution, adaptations and combinations.
The stimulation of the project ideas is possible by a continuous monitoring of the market to
find the unmet needs. By using the SWOT (Strengths, Weaknesses, Opportunities and Threats)
analysis, clear articulation of objectives, prioritization and channellizing the efforts in right
direction can be formulated.
Following points are useful for the stimulation of the project ideas
Analyze performance of existing industries.
Examine inputs and outputs of various industries (raw material, labour and other
resources).
Review imports and exports statistics
Study plan outlays and government guidelines
Data from various sources like financial institutions and development agencies
(primary and secondary information)
Study technological developments.
Draw clues from consumption abroad
Attend trade seminars (national and international)
Analyses financial, economic and social trends.
Identify unfulfilled psychological needs
Explore possibility of reviving sick units
3.2.2 Identify Potential Problems

Another way for generating ideas may be to identify potential problems. When problems are
anticipated early, they cease to be problems, as possibility of solving them exists. The following
categories can be considered when trying to identify potential problems on projects.
New technology: Unproven processes
Prototype equipment: Scaled up equipment with an area of risk demanding reliability
Site conditions: Unusual climates as well as challenges presented by outer space and
bottom of the oceans
Limited resources: Shortage of skilled technicians, limitation of space, restriction on
spending
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Project Selection and Initiation 33
Delays in obtaining permits

Process control systems: complications in design, procurement and installation
Difficult access: No conventional means of transport to site
Labour: areas with history of labor turmoil
Economic conditions: uncertain markets
Each project will have certain problems, which are obvious, and others, which may not be
so apparent or may be hidden. The selection of the right project for future investment is crucial
for long survival of the company as well as country. The selection of wrong project may precipitate
failure to execute in spite of support from good management.
3.3 PROJECT SCREENING AND SELECTION CRITERIA

3.3.1 Preliminary Screening
Not all project ideas need to be analyzed in detail at a point of time for a particular region or for
an organization. For instance in border areas of our country the priority is for security against
external aggression, development of economy is the second priority. Preliminary screening is
required to eliminate ideas which are not prima facie promising.
The following aspects are considered for screening:
Image with the promoter (compatibility, offer prospects)
Consistency with governmental priorities (national priorities, environmental effects,
foreign exchange requirements, licensing difficulty)
Availability of inputs (capital requirements, power supply, technical know-how, rawmaterials)
Adequacy of market (domestics market, market shares, exports, sales and distribution,
economical, social and demographic trends, patent protection)
Reasonableness of cost (material, labor/service, administrative, sales, distribution
and factory overheads)
Acceptability of risk (technological changes, competition from imports, vulnerability,
substitutes, government control over price and distribution)
3.3.2 Selection Criteria

The main factors to be considered for project selection are listed below:
Viability of project
ROI (Returns on Investments), maximization of returns.
Maintaining minimum market share, increase or consolidate the existing market
share.
Enabling the company or economy to enter new markets or areas of operation.
Maximum utilization of the workforce available.
Maximum or optimum utilization of technical resources (plant and machinery)
Help the company or economy to improve its position.
Risk and uncertainty are under the acceptable limits.
Scope of the operations of the project is within the capabilities of a company or country.
Some of the appraisal criteria to judge the worthwhileness of the project are given in the
table below. They can be divided into two broad areas i.e. discounting criteria and nondiscounting criteria. The key discounting criteria are net present value, internal rate of return,
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and the benefit cost ratio. The key non-discounting criteria are payback period and accounting
rate of return.
Table 3.1 Project appraisal criteria
Sl. no.
Criterion
Accept
Reject
Payback period (PBP)
PBP< Target Period
PBP<Target Period
Accounting Rate of Return (ARR)
ARR>Target Period
ARR<Target Period
Net Present Value (NPV)
NPV>0
NPV<0
Internal Rate of Return (IRR)
IRR>cost of capital
IRR<cost of capital
Benefit Cost Ratio (BCR)
BCR>1
BCR<1
3.4 INVESTMENT ALTERNATIVES EVALUATION

Following methods are used to evaluate alternatives:
3.4.1 Payback Put off or Recoupment Period

Pay back period is the time required to recover the original investment through income from
the project. Assuming that the annual income the project before depreciation but after taxes is
uniform,
Playback Period =
Investment Salvage
Operating advantage per year
C
R
Where P = Playback period in years
C = Original capital investment
R = Annual return expected
The cash flows taken for consideration are based on post tax interest exclusion principle.
When the cash flow varies then PBP is the time taken to recoup the investment. Initially a
target period for PBP is kept on the basis of coat of capital , initial investment, liquidity situation
and risk factor is fixed. If the PBP is lesser than the target period the project / investment is
accepted.
P=
Advantages
It is simple and popular technique. It gives very good importance to the consideration of
the risk element. It is an indicator of the liquidity aspects of the project. It is based on cash
flows. For projects financed with high borrowed money or for firms having problems of cash
where fund is of greatest concern, this method finds wide use. This method is used for projects
with risks and uncertainty. For projects where technological obsolescence is very less.
Disadvantages
It ignores true value of money. The method in no way indicates the profitability of
investment. It dose not consider the whole life of the project. It concentrates on the recovery of
initial investment. Payback period is no guarantee of the success of a project.
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e.g., project A, B, C data are given follows:

Table 3.2 Project details
Project cost
Operating life
150
150
150 lakhs
10
15
20 years
Annual income
First
First
First 15
Payback period
10
10
10
Project C is better because return is better.
3.4.2 Net Present Value

NPV of a project is equal to the sum of the present value of all associated cash flows.
n
Ct
I
NPV =
t
(
+
i)
1
t=0
Where Ct = cash flow occurring at the end of year t
n = number of years of project life
t = 0,1,2.n
(i) = cost of capital for the project = Interest
NPV > 0 Accept the project
I = Initial outlay
It considers the time value of money and also the project entire life of assessment. NPV
generally steadily decreases as the value of I increases. It is a simple and popular method
Where (1+ I) is known as discount factor. The cash flow when t = 0 is the initial capital investment.
This is as considered as outflow and is treated as negative cash flow. All incomes are positive
cash-flows and known as cash in flow. This method is more suitable for ranking projects. The
higher than NPV , better is the project.
3.4.3 Average Rate of Return

Average annual profit after taxes
Total outlay of the capital (investment)
It fails to take account of timing of cash flows and out flows. Time value of money is
ignored. ROT must be higher than bank borrowing rate. This method is better than pay back
period because it emphasizes profitability. It takes in account the whole project life. This method
is quite useful for projects with short operating life.
Average rate of return =
3.4.4 Internal Rate of Return

IRR is that value of discount rate I when NPV = 0. Initially a target rate for IRR on the basis of
the cost of capital, expected profit and risk premium is fixed. If the IRR > target rate project is
accepted. It considers the time value of money. It considers entire life of the project. It helps in
assessment of the risk of the project. Computation of IRR is tedious.
Terminal Value approach: TV of the reinvested inflows at the end of the project is computed.
TV is discounted to equivalent value.
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3.4.5 Benefit to Outflow Ratio

BOR = Benefit outflow ratio
BOR > 1, Accept the project
NPV
Initial cash flow
Net Benefit to outflow ratio
NBOR>0, Accept the project.
NBOR =
3.4.6 Accounting Rate of Return

Average annual profits after taxes
Average investment over the projet life
Initially a target rate for ARR on the basis of cost of capital, expected profit, the general
business environment and risk premium is fixed. If ARR is greater than target rate, project is
accepted. ARR is simple to use. It considers the entire life of project in its assessment. It does
not consider the time value of money.
ARR =
3.4.7 Dept Service Coverage Ratio

DSCR = profit after tax + Depreciation + Other non-cash charges + Interest / Interest + Annual
loan repayment amount
DSCR = 1.5 to 2 is desirable.
3.4.8 Social Profitability (SP)

The method described so far have examined the financial yield from the projects. While the
financial yield is importance for most industrial projects, there are other socio-economic
considerations such as foreign exchange savings, development of backward areas, defense
requirement, self reliance, etc. Which may carry more weightage with certain projects. These
considerations are labeled as social profitability analysis. Social profitability analysis is mostly
used for evaluating public sector projects where the principal objective may not be to maximize
financial yield from the capital investment. It may also be relevant for private projects since
the fund providing institutions would like to see that the national considerations are taken
care of in private investments proposals. A particular project may involve a certain amount of
foreign exchange for its construction as well as production. The net benefit through sale of
produce, which otherwise would have been imported, may far out weigh the total foreign exchange
consumed. Besides, implementation of the project may result in self-sufficiency in certain crucial
areas. These benefits may be more important to the society than mere financial returns.
3.4.9 Break Even Analysis

BEA can be used to select project. Break even time of a project by which the project becomes
economically viable. A project in which case BEP comes early is selected.
3.4.10 Profitability Index

PI =
Discounted cash inflows

Discounted cash outflows
3.5 ESTABLISHING THE PROJECT SCOPE

A good project can be said to have four critical elements, which are the right project, at right
time, at the right place, at the right price. Capital expenditure often involves substantial and
irreversible financial commitments hence the management has a prime responsibility to be
fully convinced about its feasibility. There are five phases in capital budgeting, which are planning,
analysis, selection, implementation and review. The feasibility study is concerned with first
three phases of capital budgeting viz planning, analysis and selection (evaluation).
Normally the project preparation consists of four stages as listed below:
Pre-feasibility study
Functional/support studies
Feasibility study
Detailed project analysis which leads to preparation of detailed project report
Pre-feasibility study
The chief objectives of a pre-feasibility study are to determine
Promising investment opportunities
Justification for a detailed feasibility study
Aspects critical to project necessitatin g in-depth investigation through functional/
support study such as laboratory trials, pilot plant tests, etc
The pre-feasibility study should examine:
Finding of each facet of project
Project background and history with respect to sponsors
Major determinants and indicators
Market potential and forecast, competitors and their market share
Materials cost and availability
Location and site
Investment requirements
Manpower requirements
It provides rough estimates of cost, means of finance, cost of production, sales revenue,
financial profitability, and social benefits. Based on pre-feasibility study it is determined if
further feasibility study is required.
Support studies (functional studies)

The contents of the support studies differ based on the type, scope and purpose of project
conceived. Support studies look at the specialized area of operations and are also labeled as
functional study. They support investment pre-requisites of pre-feasibility and feasibility study.
Support study are generally conducted in following areas:
Market size and plant capacity
Material input/ resource
Location and site study
Technology and rquipment study
Laboratory and pilot plant test
Feasibility study
After preliminary examination surveying project ideas are examined in more detail. Identifying
the investment opportunities can be an intricate exercise because of variety of constraints,

complexities, interlinkages, risks and uncertainties. Feasibility report is prepared during
definition phase of the project. The first step in feasibility study is generation of ideas, which in
turn depends on creativity, innovative nature or ingenuity. The project is systematically examined
in depth at this stage for various aspects like market, technical, financial, economical, commercial,
social, managerial, organizational and ecological analysis. Based on the feasibility report decision
is taken whether project should be taken up, postponed or abandoned.
Feasibility study gone wrong can become a continuous source of problem for project in the
form of delays in completion and cost over-runs. There may be problem in scale and
operating revenues, break-even volumes, profits before tax, availability of raw materials,
quality of manpower, technology transfer etc.
On basis of this feasibility report, the financial institutions consider the investment decision.
It is the first step to records project establishment, which involves:
1. Defining the technical configuration of the project.
2. Performance requirements for various technical system to be specified
3. Cost estimate for the project to be frozen.
4. Techno-commercial viability of project examined, apprised and approved.
5. Overall schedule for implementation drawn up.
6. Financial arrangement for implementation
7. Appointment of project manager for implementation
8. Pre-project activities to be completed and zero-date fixed.
The flow diagram given below gives systematic procedure to conduct the feasibility study.
Initial Screening
Is the Idea Prima Facie

Promising
NO
Terminate
Plan Feasibility Analysis
Conduct Market Analysis
Conduct Technical Analysis
Conduct Financial Analysis
Analysis
YES
Preliminary Work
Generation of Ideas
Evaluation
Conduct Economic and

Ecological Analysis
Is the Project Worthwhile?

YES
Prepare Funding Proposal
Fig. 3.1 Feasibility study
Terminate
All activities listed above before financial arrangement, come under the scope of feasibility
study. Project manger may be required to update and validate feasibility report and work as
per stipulation in report. Ideally nothing except project cost estimate (updated because of zero
date shift) must be altered in the report. But changes in report become essential if there is a
dramatic change in project environment.
The guidelines advocated by UNIDO to be kept in mind while conducting feasibility study
are:
Scope of the project
Verification of alternatives and assumptions
Procurement of the data for study
Proposed cost structure
Scheduling the operations
Arranging for local and foreign exchange
Inflation rate
Contingencies and inflation
Accuracies of cost estimates
Regulation and laws governing industry
The project team
Cost studies
Changes in foreign exchange rate
Expansion projects
Capacity (production)
Agencies involved in conducting such study
Capacity (production)
3.6 PROJECT FEASIBILITY REPORT

The feasibility study is conducted quite exhaustively by exploring many factors related to the
project. Which will usually culminate in a formal written report (Project feasibility report)?
The UNIDO has published the MANUAL FOR THE PREPARATION OF INDUSTRIAL
FESABILITY STUDIES to help the standardization of Industrial feasibility studies.
The framework provided has following major components:
Need of project (project background and history)
Executive summary
Major inputs of project (5Ms Men, Material, Money, Machines, Methods and Facilities,
Information)
Demand and market study
Demand projections, source of secondary and primary information, market
analysis, forecasting techniques, sales forecasting and marketing
Technical study
Product pattern, process selection, raw materials requirement and availability,
plant size and scale of operation, technical skills, operation study
Location study and man power (skilled/ unskilled) requirements
Financial study outlay and cost of project
Capital investment, source of finance, break-even point, cash flow for project

Economic study
Profitability, cash flow analysis, benefits and costs in shadow prices
Ecological study
Environmental damage, restoration measures to be taken
Cost benefit analysis
Commercial aspects taking larger interest of overall social growth (SCBA-Social
Cost Benefit Analysis), use of public sector and government role
Project implementation
3.6.1 Detailed Project Report (DPR)

Preparation of a DPR is the preliminary phase of a project life cycle. The contents of a feasibility
report are covered in a detailed, exhaustive manner. The contents of DPR cover:
Deviations from feasibility report
General details about the industrial concerns of promoters along with background
experience
Details of the proposed project
o Plant capacity
o Manufacturing process
o Technical know how
o Management team for project
o Details of land, building, plant and machinery
o Raw material requirements
o Infrastructure facilities like power, water, transport facilities.
o Effluents treatment arrangements
o Labour requirements
Project cost
Means of finance
Schedule for implementation
Profitability and cash flow estimates
Government approvals
The important parameters of project report are discussed as follows:
3.7 MARKET AND DEMAND STUDY

Market may be distinguished on the basis of:
Area covered (local, national, international)
Presence of competition (monopoly, duopoly, oligopoly, Pure competition)
Quantity involved (retail, wholesale)
Period of transaction (ready, future)
Demographic variable (age, sex, income, occupation, education, nationality, etc)
Markets consist of all potential customers who might be willing and able to engage in the
transaction for satisfying their need or want. A commodity or service has to be bought and sold
which is only possible if there are buyers and sellers who are willing to exchange.
The block diagram given below indicates the steps for market and demand analysis
Demand
forecasting
Collection of secondary
information
Situation analysis of
specification of objective
Characterization of
market
Conduct of market survey
Market
forecasting
Fig. 3.2 Market analysis
Market and demand study requires the information to be gathered from different sources
(primary and secondary) to know the effective demand in the past and present, breakdown of
demand, price, methods of distribution, sales promotion, consumers, supply, competition and
government policy. The objectives must be clearly established for market and demand study.
This may be possible if we consider the following aspects:
Potential and prospective buyers
Current and projected demand
Demand distribution with respect to sales and geography
Break-up of demand
Estimated price and warranty
Channels of distribution
Prospects for immediate sales
Raw material: It is required to establish the availability of raw material through companies
supplying or producing them to avoid unnecessary delay.
Technical study: The entire spectrum of products which include co-products and byproducts known as product pattern has to be determined using the available technology keeping
in mind scale of operation, resources and economy. Process selection is possible by evaluation
of various factors including size of investment, availability of know-how, raw material
requirements, type of process, utility required, indigenous and foreign components required,
disposal of by-products and effluents, etc.
Location study: Proper selection of site and its possession before zero date is necessary
to meet targets relating to time and cost. Normally the financial institutions before sanction of
loan inspect site through team of experts. Consideration for selection of project site may include
the following: cost of land, availability of land, labour factors, approach to site and market, raw
material, transportation, availability of power, incentives, drainage and effluent disposal. The
targets may be missed and even viability of project may be lost if plant site has to be relocated
at later date.
Manpower: Inspite of problem of large unemployment the industry is still on lookout for
skilled manpower. The companies resort to training and upgradation in absence of its skill sets
availability.
Power: Regular feature of irregular power supply will not only cause heavy losses but
may damage plant machinery and equipment. If uninterrupted power supply is not available
company may have to resort to standby generating systems.

Effluent disposal: There may be solid, liquid, gas or a combination of any of these type
of effluents. The problem with site selection deals with existence of sold and liquid effluents
with the limitation of dumping space. The effluents have to be discharged in a harmless manner
without polluting the environment else discharge may not be permitted.
3.8 PRIMARY AND SECONDARY INFORMATION

Both secondary and/or primary source of information can be used as aid for the objectives of
market study.
The primary information represents information that is collected for first time to
meet the specific purpose on hand.
The secondary information indicates what is known and provides ways to proceed
with primary information using further analysis. Secondary information is information
already available but in some other context. It provides base and starting point for
market and demand analysis.
3.8.1 General Sources of Secondary Information

The important sources are mentioned below:
Plan Documents: Issued by planning commission these documents provide wealth
of information on plan proposals, physical and financial targets, actual outlays,
accomplishments, etc.
Census of India: Publication of Govt of India provides information on population,
household size and composition.
Guidelines to Industry: This is an annual publication of ministry of Industrial
Development, Ministry of Industry relating to present capacity, imports and exports,
indigenous capability.
Economic Survey: Publication of the ministry of finance, it provides the data on
industrial production, prices, exports, agricultural production, national income etc.
National Sample Reports: By using national representative sample these reports
present information on economic and social aspect like pattern of consumption,
distribution of industries and characteristics of economically active population.
Annual Reports from Ministry of Commerce and Industry: Publication gives
detailed review of industries, also provides information about new items manufactured
and the list of protected industries.
Statistical Abstract of Indian Union: An annual publication of Central Statistical
Organization; it provides demographic information, estimates of national income,
agricultural and industrial statistics.
India Year Book: An annual publication of the Ministry of Information and
Broadcasting, it provides a wide range of information on economic and other aspects.
Statistical Year Book: Publication of United Nations provides world statistics
relating to various aspects like population, demography, gross domestic publication,
industrial production, international trade etc.
Import and Export and Statistics: An annual publication of the ministry of
commerce; it provides data on imports and exports for a very large number of items.
The Stock Exchange Directory: Published by the Bombay Stock Exchange provides
a picture of performance and financial statements for all listed companies.
Monthly Studies of Production of Industries: Publication of the Central Statistical

Organization (CSO) it provides data on production, number of units installed, capacity,
statewise break-up, etc for several selected industries.
Reserve Bank of India Bulletin: This provides information on production indices,
prices, balance of payment position, exchange rates etc.
While secondary information is available economically and readily, its reliability, accuracy
and relevance for purpose under consideration must be carefully examined. The factors to be
considered include objective, source of information, timing of collection and publication, target
population, choosing sample, editing, tabulation and analysis. Based on the information gathered
from secondary sources, and through the market survey, the market for the product /service
may be described in terms of effective demand, breakdown of demand, price, methods of
distribution, sales promotion, consumers, supply, competition and government policy.
3.8.2 Primary Information

Primary information provides first hand specific information regarding the project being studied
and appraised. It is required, as secondary information do not provide a comprehensive basis
for market and demand analysis. Primary problems exit for market researcher in India due to
heterogeneity of country, multiplicity of language and design of questionnaire. This information
can be collected by market survey.
The market survey may either be an
Census survey: (covering the entire population considered).
OR
Sample survey: (sample of population is contacted/observed and relevant information
gathered).
The market survey considers the factors like demand and rate of growth, segmentation of
market, choice of products, price and income elasticity of demand, characteristics of buyers,
motives for buying and fulfilling needs.
Sample survey involves following steps: defining the target population, selecting the sample
size, developing questionnaire, recruiting and training investigators, obtaining information
from sample of respondents (telephonically, mail, personal interview), scrutiny of the information,
analysis and interpretation. Mistakes in survey may relate to imprecise questions, failure to
understand questions, incorrect interpretation, deliberate distorted answers.
3.9 SOCIAL COST BENEFIT ANALYSIS (SCBA)

The main objective of an individual, a firm or a company in investing on a project is to earn the
maximum possible returns for an investment or commercial profitability of a project. There
are some projects, which may not be as attractive with respect to returns or profitability, but
still they are undertaken for social cause. Such public projects like road, railway, bridge,
transport, power project, irrigation projects etc have social implication but may not have
commercial benefit.
SCBA considers the total impact that a project will have on an economy also taking into
account the hidden factors. SCBA is a methodology for evaluating projects within the planning
framework from social point of view. In SCBA the focus is on social costs and benefits of a
project. These often tend to differ from the costs incurred in monetary terms and benefits
earned in monetary terms by the project.

The principal reasons for discrepancy are, which may arise during the analysis include
the following:
1. Market imperfections
2. Externalities
3. Taxes
4. Concern for saving
5. Concern for redistribution
6. Merit and demerit goods.
The main objectives of SCBA are as follows:
Contribution of the project to the GDP (gross domestic product) of the economy.
Contribution of the project to improve the benefits to the poorer section of the society
and to reduce regional imbalance in growth and development.
Contribution of the project in protecting/ improving the environment conditions.
Justification of the use of scare resources of the economy by the project.
3.9.1 Approaches to SCBA

The suitability of an approach to a project depends on factors such as present level of development
of the country, the extent and nature of future development that the country strives to achieve,
etc. The market price of both inputs and outputs of a project are to be corrected suitably if they
do not represent the real prices of inputs/outputs. Such corrected price of inputs/outputs is
known as shadow prices. The shadow prices take care of the distortions in the market price
by suitable adjustments in the market price.
There are two main approaches to social cost benefit analysis viz:
UNIDO Approach
LittleMirrless Approach
Both approach use shadow price and discounted cash flow technique and are based on the
principal of equity. UNIDO approach measures shadow prices in terms of domestic price while
L-M approach measures shadow price in terms of international price. UNIDO approach measure
costs and benefits in terms of consumption while the L-M approach measures cost and benefit
in terms of uncommitted social income.
Though UNIDO approach is more popular,but none of the approaches can be said to have
universal applications. Even modifications to the approaches may be sometimes necessary to
be in tune with ground realities. UNIDO published a manual in 1972 under the title Guidelines
for project evaluation but it brought another manual titled Guide to practical project appraisal
to simplify the costbenefit analysis of projects for practical application.
The UNIDO approach places emphasis on aggregate consumption, as it is one of the
important parameters for measurement of the standard of living of people. Consumption level
is measured by measuring consumer surplus and consumers willingness to pay as calculation
of aggregate consumption may be difficult for heterogeneous bundle of goods.
The UNIDO approach to social cost benefit analysis consists of following stages.
Arriving at the financial profitability of the project based on market prices.
Using shadow (economic/ efficiency) prices for the resources to arrive at the net
benefit of the project.
Adjustment of the net benefit for the project impact on saving and investment.
Adjustment of the net benefit for the projects impact on income distribution.
Adjustment for the impact of project on merit goods and demerit goods whose social
valves differ from their economic valves.
Every stage of the approach measures the desirability of the project from a different
angle. The financial analysis when done at market prices serves its purpose for private sector
projects. For the public sector project the objective is the maximization of social welfare. Even
for public sector projects financial appraisal is carried out on some lines as private sector, the
difference is that the result are adjusted to reflect the social welfare implications.
3.10 PROJECT COST ESTIMATES

Cost estimate of a project is made by morphological breakdown of the project, estimating each
component and then summing up the component estimates to arrive at over all cost estimate.
To be able to assess correctly the fund requirement and plan for the same, the first step would
be to identify what are the various capital, working and operating costs that are to be financed
for a project. Though the entire fund is not required on the Zero date yet suitable arrangements
have to be made in advance so that funds do not pose a constraint for meeting the project
targets once the project starts. Decisions will have to be taken about the financial structure of
the project identifying the portion of debt and equity of the total investment. Only then the
various financial institutions can be approached for funding. Projects are coded at work
breakdown level as shown to facilitate easy costing, handling of activities and grouping of costs.
Project
1010
1011
1020
1012
1021
1030
1022
1031
1032
Fig. 3.3 Work breakdown structure showing coding
Cost estimates for the project are used to assign fund requirement and ascertaining the
economic viability of the project. Inaccurate cost estimate will cause the fund plan to be either
underestimated or overestimated. Underestimated projects cause shortage of funds, which will
in turn lead to suspension of project or considerable delay. Delay in turn will further increase
the overall cost of project spending making it economically less viable or even sick. Overestimated
project may fail to receive approval green signal due to low profitability. It may also dampen
the prospects of other needy projects, which are unnecessarily deprived of funds. So the accurate
cost estimate not only gets the project cleared but also ensures its profitability.
The various costs involved in a project can be grouped under the following sub-heads.
Land and site development
Cost of land, conveyance, leasehold, leveling, development, approach roads
Building and civil works
Main factory/plant, administrative building, laboratory, auxiliary services, godowns, warehouses, severs, drainage

Plant and machinery
Cost of indigenous plants, imported machinery, cost of foundation/installation,
cost of stores
Technical know-how and consultancy fees
Consultancy fees, training expenses, etc.
Transport and erection charges
Preliminary and pre-operative expenses
Miscellaneous assets
Items not part of direct manufacturing like furniture, tools, vehicles, boilers,
transformers, firefighting equipment, etc.
Provision for contingencies
Unexpected rise in costs, taxes and excise duty, etc.
Margin money for working capital
Some portion of loan amount is blocked initially which is released at crises or at
project completion
For calculating the pre-investment costs, it is sought to relate the costs of studies to the
estimated number of man-months required. Cost per man-month are to be calculated in each
individual case in respect of core-salaries, traveling, dearness, mapping, writing, and printing
allowances and other office overheads. Investment costs of pre-investment studies are
approximately as follows: An opportunity study ranges from 1 to 0.2 percent of the total cost,
pre-feasibility study ranges from 1.5 to 0.25 percent, feasibility study ranges from 2 to 0.3
percent (depending on the size of the project)
3.10.1 Accuracy of Costs with Types of Estimates

1. Order of Magnitude Estimate:
Essentially there are five main types of estimates, which are as follows:
Investment per unit of output
Ip = (Ie / Ce). Cp
Where Ip = Investment required for proposed project
Ie = Investment made for existing project
Ce = Installed capacity for existing project
Cp = Installed capacity for proposed project
Turn over ratio and capital ratio
Turn over ratio is the ratio between annual sales and investment in rupee,
Capital ratio is the ratio between plant investment and annual sales
Ip = (Ie / Te). Tp
Where Ip = Investment required for proposed project
Ie = Investment made for existing project
Te = Turnover for existing project
Tp = Turnover for proposed project
Six tenth factors
Investment is assumyed to vary as a power of 0.6 of the ratio installed proposed
to that of existing project

Cost estimation tells whether it is profitable to start a project, thus aids managerial
decision. Costing tells the profitability of a product after its manufacture.
Cost estimation requires technical skills where as costing in the job of accounts.
3.11 COST-BENEFIT ANALYSIS (CBA)

CBA provides the information to make a sound and balanced business decision about the cost
and benefits, or value, of various economic choices (for an investment). It is a methodology for
management to use when decisions need to be made among competing alternatives. It enables
the agency to quantify the activities of the existing and alternative processes on monetary and
non-monetary basis. When the agency conducts a CBA, it is defining its objectives and alternatives
in terms of costs and benefits. It is also defining important assumptions, factors, and judgments
to build the cost and benefits used in comparing alternatives. The final product is a consistent
document that enables the agency to understand what things cost and what benefits are associated
with various alternatives.
It is important to identify and estimate costs and benefits using a common comprehensive
structure (WBS) so that alternatives can be consistently compared and reflect accurate results/
conclusions. Solid advance planning and definition are essential in completing a timely and
useful CBA in a exhaustive manner. Also many of activities will go through several iterations
as various aspects of project are better defined. It can also be used as the basis to justify
decisions, as a baseline to measure progress against stated goals, and as a guide to understanding
the impact of proposed changes.
The underlying foundation for analyzing the costs and benefits of proposed solutions includes
the following sequence:
1. Define the project, objectives, alternatives, assumptions, ground rules, and the
elements to be cost.
2. Research the cost elements, analyze them, collect the appropriate data, decide on an
estimating methodology, and then cost them all
3. Identify the principal functional and technical cost drivers and their sensitivity to
changes in assumptions
4. Analyze risk items and perform sensitivity analysis, including collecting total lifecycle
costs and benefits
5. Analyze the relative merit of alternatives
6. Present the results
Keep the approach flexible and tailorable so that the effort and results are consistent with
the size and complexity of the alternatives being evaluated, the lifecycle phase, and the level
and type of review being supported.
It is always helpful to know, in general, how the final product and its content should look.
This knowledge will help the agency organize work as it progresses. The amount of detail and
information included in a CBA depends on the size and complexity of the individual project. For
very small projects, a short white paper or a few slides will suffice to cover the relevant
information. Time and money spent on the analysis should be worth it. It should be a tool to
help organize information so that economical decisions can be made.
3.11.1 CBA Might Include the Following

Detailed cost estimates for individual alternatives, including the basis for estimating
each work breakdown structure element
A WBS outline and a dictionary that defines what is in each cost element
Detailed schedules that can later be used to manage the project
Specific references and guidance documents supporting the project
Data sources and references to support the estimating methodology
A glossary that defines abbreviations and terms used in the analysis
The document should accurately support agency recommendations irrespective of its
structure.
3.11.2 Cost-Benefit Analysis Steps

The general steps for performing a CBA are listed below. Using this approach as a framework
for developing a CBA will help the agency evaluate its status quo / alternative (as-is/to-be)
processes, define the objectives more thoroughly, and address the alternatives consistently.
Although the general outline should always be followed, the amount of detail used during each
step will vary depending on the size and complexity of the individual project.
1. Define the Project. This step is the most critical. It forms the foundation for the rest
of the effort. It includes identifying the problem to be solved, the objectives of the mission or
function, and the alternatives that will satisfy the customers needs while staying within
environmental factors such as assumptions and constraints. It also includes defining the work
breakdown structure deliverables to be costed and the assumptions and ground rules for the
status quo and alternatives models. The WBS becomes the outline for the rest of the work to be
done. The WBS will be updated on a regular basis as the analysis progresses.
2. Research the Cost Elements. This step includes researching the cost elements that
make up the WBS, collecting appropriate cost-driver data, analyzing and validating the data,
deciding on an estimating methodology, and then costing all the elements. The need is to
develop future profiles of the current system and the projected profiles of alternative proposed
systems.
The process of identifying, development, acquisition, operating costs and benefits is
necessary even if the formulas and cost elements are not well defined using techniques such as
parametric method, analogy method, bottoms-up engineering method, etc. The total cost of
product taking into account its size, complexity and extent of work covers all differentiating
costs for all elements used for research, design, develop, integrate, test, acquire, deploy, manage,
operate and dispose of modified process or systems.
Techniques for estimating costs include the following:
Parametric method: Collect all relevant historical data and derive cost estimating
relationships that relate costs as dependant variable to one or more independent
variables that reflects physical or performance characteristics of the system or process.
The statistics, assumptions along with the database are used as supporting data on
for each WBS elements cost estimate.
Analogy method: This method uses the comparisons with the completed projects or
catalog prices whose costs or benefits are known.
Bottoms-up engineering method: This involves decomposing the project into
discrete activities and elements such as labour material, etc and quantifying them
Actual cost method: This method uses experience from prototypes, engineering,
and testing to analyze cost and schedule variances and project completion estimates.
3. Identify Cost Drivers. Once the basic estimating is done, there is a need to identify
the principal functional, technical, and schedule cost drivers and their potential sensitivity to
changes in assumptions or project decisions in preparation for the next step.

4. Analyze Risk and Sensitivity. Once the costs are calculated for each lifecycle phase,
they are then aggregated to show total lifecycle costs and benefits. Based on this information,
the agency will identify the cost-risk items and perform sensitivity analysis to determine whether
changes might alter the original recommendations or simply assess what happens if some
sensitive cost element exceeds the current estimate. The sensitivity analysis tests the impact
of risk and uncertainty to determine which conditions might change the ranking of alternatives.
Some of the techniques of the analysis are:
Contingency analysis: This analysis identifies how the alternatives might be affected
by changing the criteria of evaluation or ground rules
Risk and uncertainty analysis: Both of these are statistical techniques. Risk
analysis is generally defined as the consequences of uncontrollable random events
from a known probability distribution. The uncertainty analysis referred to as unknown
unknowns has a unknown probability distribution.
Sensitivity analysis: This uses some of the same statistical techniques as risk and
uncertainty analysis to analyze how sensitive to change the ranking of alternatives
based on major cost drivers
Parametric analysis: This technique uses cost estimating results by using statistical
techniques like curve fitting techniques to develop relationships and validate them
5. Analyze Alternatives. Next, analyze the relative merit of alternatives against each
other, including their sensitivity to specified risks and potential changes. The results should
also compare net benefits over time, return on investment (ROI), and show the break-even
point for your investment.
Some common procedures involve:
Present Value (PV) analysis
Return on Investment
Break even analysis
6. Present the Results. The final step is to put together presentation materials to support
your analysis and recommendations. Depending on the size and complexity of the project, this
could be as simple as a white paper or briefing, or it could be more formalized.
3.12 SOURCE OF FINANCE

There are basically two sources available for financing the fund requirement of a project internal
sources and external source. The project is normally financed from external source unless it is
very small. Generally no project is offered 100% assistance even if the project is highly profitable
since the institutions expect a minimum stake for the promoter to ensure his involvement.
The capital cost of the project will require to be financed basically through equity/owner and
long-term debts. The break up (financial structure) between equity and long debts has to be
decided before approaching a financial institution. Generally for working capital, short-term
finance in the form of trade credit or loan from bank is preferred. For capital cost both
intermediate and long-term finance are used in form of term loans, hire purchase, lease, fixed
deposits, stocks (common and preferred) and debts.
To meet the cost of project the following means of finance are available.
Shares (Ordinary/preference).
Debenture
Bonds
Term loans.
Deferred credit.
Incentive sources.
Unsecured loans
Public deposits
Leasing and hire purchase finance
Shares: There are two types of shares viz. equity/ordinary shares and preference shares.
Equity shares represent contribution made by the owners of business the equity shareholders,
who enjoy the rewards and bear the risk of ownership. Equity shares being risk capital carries
no fixed rate of dividend. Preference shares represent the contributions made by preference
shareholders and the divided paid on it is generally fixed.
Debenture capital: Debentures are instruments for raising long-term debt capital.
Interest to debenture is a statuary obligation irrespective of the financial position. These are of
two broad types
Non-convertible debentures: These are straight debt instruments and typically carry a
fixed rate of interest with a maturity period of 5 to 9 years.
Convertible debenture as the name implies are debentures, which are convertible, wholly
or partially into equity shares at the option of its holders. The conversion period and price are
announced in advance.
Bonds: It is more or less similar to debenture. There is a tendency in India to use the
term bond for public debt securities deposits by the governments and public sector enterprises.
Terms loans: Long term loans (5 to 10 years) are provided by financial institutions and
commercial banks. Terms loans represent secured borrowing, which are very important source
(major source) for financing new project as well as expansion, modernizing and renovation
schemes of exiting firms. There are two broad types of term loans available in India, rupee
terms loans and foreign currency term loans. While the former are given for financing land,
building, civil works, indigenous plant and machinery and so on, the latter are provided for
meeting the foreign currency expenditures towards the import of equipment and technical
know how.
Deferred credit: The suppliers of plant and machinery may offer a deferred credit facility
after getting bank guarantee, under which payment for purchase of plant and machinery can
be made over a period of time.
Incentive source: The government and its agencies may provide financial support as
incentive to certain types of promoters or for setting up industrial units in certain location.
These incentives to certain areas may take the form of seed capital assistance (provided at a
nominal rate of interest to enable the promoter to meet his contribution to the project) or
capital subsidy (to attract industries to certain location) or tax deferment or exemption
(particularly form sales tax) for a certain period.
Unsecured loans: These are typically provided by the promoters to bridge the gap between
the promoters contribution (as required by the financial institutions) and the equity capital, the
promoters can subscribe to.
Public deposits: Represent unsecured borrowing from the public at large.
Leasing and hire purchase finance: Represent a form of borrowing different from
conventional term loans and debenture capital.
3.13 FINANCIAL STRUCTURE

It is the deciding of debt-equity ratio. A company with a high proportion of debt is said to be high
leveraged. The general debt-equity norm is of 1.5 to 2. For an entrepreneur debt capital is
cheaper compared to equity. This is because interest on debt is tax deductible, where as dividends

on-equity are paid out of net income after taxes. But debt capital has a disadvantage in form of
fixed liabilities, which can be prosecutable in legal court if not repaid in time.
This associated risk is absent in equity capital. But the risk is worth taking, since cost of
avoiding it is very high. If in order to avoid risk the company increases equity, the tax burden
will increase thereby reducing dividend, inducing stockholders to sell their shares. So balance
has to be struck between debt and equity. A highly leveraged (high debt) company can make
large profit when demand is pitched high, but at time of recession it will also incur high losses.
Financial institutions calculate the average debt service coverage ratio for the period, which
the term loan is repayable. Normally financial institutions regard a debt service coverage ratio
of 1.5 to 2 as satisfactory. If the ratio is less than 1.5 and the project is deemed otherwise
desirable, a term loan of a longer maturity may be provide. By the same token if this ratio is
significantly higher than 2, the maturity period of the loan may be shortened.
3.14 FINANCIAL INSTITUTIONS

There are several institutions functioning at national and state levels set up with the intension
of financing the projects besides promoting new projects. Most projects are primarily financed
through debts or term loans. There are several foreign financial institution which also provide
funds to finance in developing countries. The national and international financial institutions
are listed below:
3.14.1 National Financial Institutions

Industrial Development Bank of India (IDBI) This is the principal financial institution
of India. It coordinates the activities of other financial institution, supplements their resources
to plan and promote industries.
Industrial Finance Corporation of India (IFCI) It provides long-term loans under
various schemes to industrial schemes to concerns both in the public and the private sectors.
Industrial Credit and Investment Corporation of India (ICICI) This is financial
institution, which is mainly concerned with providing foreign currency loans to industrial concerns
in the private sector.
Industrial Reconstruction Corporation of India (IRCI) It mainly provides soft loans
for revival and revitalization of industrial units, which are closed down or are facing closure.
State Financial Corporations (SFC) These institutions provide loans to small and
medium industrial units within their respective states. They also grant loans in foreign exchange
for import of plant and machinery.
Export-Import Bank of India (Exim Bank) The Exim bank provides funds for promotion
of exports of engineering and capital goods and related services from India. It provides credit to
foreign companies and financial institution for import of Indian capital goods and services.
Unit Trust of India (UTI) This institution mobilizes the savings of the general public
and invests them in various industrial units.
Life Insurance Corporation (LIC) It has now acquired the status of a development
financial institution. It provides long-term finances to industrial units.
The State Industrial Development Corporation (SIDC) The functions of SIDCs are
Industrial promotion activities such as project identification, preparation of feasibility
reports, identifying entrepreneurs and assisting them in project implementation.
Setting-up of industrial projects as sole owners or in the joint sector.
Creation of infra-structural facilities.
Providing term loans.
Acting as agent of State/Central Government in respect of grant of subsidies SIDCs,

thus are different from financial institution in the sense that they provide not only
financial assistance but render all-round assistance in putting up an industrial unit.
3.14.2 Foreign Financial Institutions

1. World Bank: It is also the International Bank for Reconstruction and Development.
World Bank funds to the less developed member countries for building infrastructure.
Schools, irrigation dams, power plants, roads, water supply and sewerage, etc. are
the specific projects, which have been aided by the World Bank.
2. International Monetary Fund (IMF) This is a part of the United Nations. It
complements the World Banks efforts to promote economic growth.
3. International Finance Corporation (IFC) It is a subsidiary of the World Bank
and provides funds specifically for the private sector.
4. International Development Association (IDA) This is also a subsidiary of the
World Bank. It provides soft loans to under-developed countries.
5. United Nations Development Programme (UNDP) and United Nations
Industrial Development Organization (UNIDO) These two institutions of the
United Nations provide funds to industrial projects throughout the world.
6. Asian Development Bank (ADB) This is the development bank for the Asian
continent. This institution finances infrastructure projects and also new industrial
units
7. Non-Resident Indians (NRI) Non-residents of Indian nationality or origin as well
as overseas companies, partnership firms, trusts, societies and other corporate bodies
owned directly or indirectly to extent of at-least 60% can invest in Indian projects.
The Financial institution, have strict procedures relating to sanction of funds. Negotiation
for signing of loan agreement can only take place when the appraisal is affirmative. The main
thrust of their appraisal is on cost-estimates; profitability analysis through techno-commercial
aspects may also receive considerable attention.
3.15 DEMAND FORECASTING

Forecast is an inference of what is likely to happen in future. Types of forecasting include
technological forecast, economic forecast and demand forecast.
Method of Demand Forecasting

Subjective or Qualitative Approach:
Field Sales Force (Persons in direct contact with customer).
Jury of Executives (Group of mangers help in expediting forecast)
Users Expectations (Using questionnaires/ telephonic surveys).
Delphi Method (Opinion of group of experts with a mail survey).
Quantitative or Statistical Approach:
Casual or Explanatory (Consumption level method, chain level method, end
use method, econometric method, leading indicator method)
Time Series Projection:
Smoothing (Moving averages (simple and weighted), single exponential
smoothing, double exponential smoothing)
Decomposition (Additive, multiplicative)
Simple linear regression fits a line to a series of points between dependent and independent
variable
X on Y
Y on X
Y= a+b,X
X= a+b,Y
Fig. 3.5 Project variables.
Problem: The demand for a product varies with time as given in table below.
Calculate the demand for the product in 14th year.
Time (yrs) (T)
10
11
12
13
Demand (Y)
10
13
14
17
18
18
19
20
22
23
22
24
24
25
Solution
Table 3.3
T (Time)
Y (Demand)
T.Y
0
1
2
3
4
5
6
7
8
9
10
11
12
13
10
13
14
17
18
18
19
20
22
23
22
24
24
25
0
13
28
51
72
90
114
140
176
207
220
264
288
325
T = 91
= 269
T
n
91
= 6.5
14
T
n
269
= 19.21
14
.. =1198
T2
0
1
4
9
16
25
36
49
64
81
100
121
144
169
T2 =819
Project Y Estimates
Table 3.5 Cost estimates
Period (year)
Revenue (Rs. 000)
Operating cost (Rs. 000)
450
300
500
350
500
350
550
400
550
400
550
400
550
400
550
400
550
400
10
550
400
Project Z Estimates
Period (year)
Revenue (Rs. 000)
Operating cost (Rs. 000)
1000
700
1000
700
1000
700
1000
700
Which projects should the company accept? What drawback of this selection criterion are
highlighted by this problem?
Solution
The net revenue of the projects can be summarized as given below:
Net Revenue of Project

Year
X (Rs. Thousand)
Y (Rs. Thousand)
Z (Rs. Thousand)
250
150
300
200
150
300
150
150
300
100
150
100
150
50
150
50
150
150
150
10
150

Project X returns Rs. 4,50,000 in the first two years and Rs 6,00,000 in first three
years. Since the investment has been Rs. 5,00,000, this is paid back with in three
years. Thus, project X satisfies the companys criterion and is selected.
The payback period of Y is more than three years because in three years the net
revenue totals Rs. 4,50,000 falling short of initial investment thus this project is not
accepted.
Project Z is estimated to payback (the initial investment) within two years and is
therefore accepted.
Problem: The estimated cash flows for two projects A and B are as follows:
Table 3.8 Estimated cash flow
Year
Project A
Cost inflow
(Rs. Thousand)
Year
Cash outflow
(Rs. Thousand)
Project B
Cost inflow
(Rs.Thousand)
100 (investment)
90
50
80
50
70
50
60
55
Cash outflow
(Rs.Thousand)
120 (investment)
110
100
110
100
120
100
50
130
100
50
150
100
150
110
150
110
120
110
120
110
The organization appraising these projects uses a 90% rate of discount. What will be its
decision on this projects A and B, if the value criterion is used ? Funds are not a constraint.
Solution
Since funds are not a constraints, let us consider the project one by one.
Project A: first convert the estimated cash flows into net cash flows. Outflows: will be
given a ve sign and the inflows a +ve sign.
Table 3.9 Net cash flow
Year
Net cash flows (Rs.Thousand)
100
+40
+30
+20
+10
+5
Then convert all the net cash flows to the base year (0) the present factor (P V Fi, n) for
the various years corresponding to a discount rate of 9% are obtained.
Table 3.10 Present value
Year
Net cash flow
P V Fi, n
Present value of cash flow(col.2 x col.3)
(1)
(2)
(3)
(4)
100
1.0000
100
+40
0.9174
+36.696
+30
0.8417
+25.251
+20
0.7722
+15.444
+10
0.7084
+7.084
+5
0.6499
+3.250
Total, i.e. NPV = 12.275.

The net present value (NPV) of project A being ve , the project is being not accepted.
Project B: The net cash flow
Table 3.11 Net cash flow
Year
Net cash flows (Rs.Thousand)
120
+10
+10
+20
+30
+50
+40
+40
+10
+10
Convert all the net cash flow value of the base year zero (0). The present value factors (P
V Fi, n) for the various year are corresponding to the discount at the rate of 9%. Present rate
of net cash flow during a year n = net cash flow during the year n x PVFi,n where I = 9%. The
summation of the above value over the entire life of the project (including year zero) given the

net present value (NPV). The calculations are shown below:
Table 3.12 Present value
Year
(1)
Net cash flow

(2)
P V Fi, n
(3)
Present value of cash flow(col.2 x col.3)

(4)
0
1
120
1.0000
120.000
+10
0.9174
9.174
+10
0.8417
8.417
+20
0.7722
15.444
+30
0.7084
21.252
+50
0.6499
32.495
+40
0.5963
23.852
+40
0.5470
21.880
+10
0.5019
5.019
+10
0.4604
4.604
The NPV of project B being + ve, the project is accepted. Since NPV criterion, given due
consideration to the time value of money, it is a theoretically sound criterion under the given
assumption.
QUESTIONS
1. Explain the role of Government in project selection.
2. Highlight the importance of feasibility study in project management.
3. What are the steps required in project identification? Explain briefly.
4. Discuss the contents of detailed project report.
5. For project selection discuss the requirements of information.
6. What is the impact of social cost benefit analysis on project selection? Explain.
7. Name the financial institutions, which help the development of projects.
4
PROJECT PLANNING: A SYSTEMS APPROACH
4.1 PROJECT PLANNING
Planning is a primary function of management, which involves deciding in advance the future
course of action. The process of project planning is to define each major task, estimate the time
and resources required and provide a framework for management review and control. Planning
will involve identifying and documenting scope, tasks, schedule, risks, quality and staffing
needs. An adequate plan process and project plan will ensure that resources and team members
will be identified so that the project will be successful. During the planning process the sequence
and the logical inter-relationships between the various activities may be established. The process
of project planning involves the following steps:
1. Defining the objectives and goals of the project
2. Making forecasts for achieving the goals
3. Identifying the various course of actions through available alternatives and
assumptions.
4. Evaluating the resources available
5. Evaluating and selecting the available course of action for achieving the desired
objective under the resource constraints.
The basic tasks in planning process include the following:
Defining the technical approach used to solve the problem
Defining and sequencing the tasks to be performed and identifying all deliverables
associated with the project
Defining the dependency relationship between tasks
Estimating the resources required to perform each task
Scheduling of all tasks to be performed
Defining the budget for performing the tasks
Defining the functional area used to execute the project
Estimating each tasks duration
Identifying the known risks in executing the project
Defining the process used for ensuring quality
Defining the process used for specifying and controlling requirements

Project plan is a formal, approved document used to guide both project execution and
project control. The primary uses of the project plan are to document planning assumptions
and decisions; to facilitate communication among stakeholders, and to document approved
scope, cost, and schedule baselines. The project plan represents the basic tool for successfully
executing a project. It forms the basis for all management efforts associated with the project. It
is a record of plans that is expected to change over time. The project manager is responsible for
bringing out the project plan, which should be accurate and complete as far as possible without
being several volumes in length. It is a document that allows the project manager to manage
the details, and not be managed by the details.
The project plan should cover the following topics:
General Project Information: points of contact, phone numbers, etc.
Project Executive Summary: Business Need/Problem, Statement of work, Project
objectives and approach
Project Scope Statement: provides a documented description of the project as to its
output, approach, and content.
Critical Success Factors :objectives and commitments
Work Breakdown Structure: describes a deliverable-oriented grouping of project
elements, which organize and define the total scope of the project.
Organizational Breakdown Structure: provides an organization chart that defines the
communications channels, responsibilities, and the authority of each participating
person/unit.
Cost-Benefit Analysis: provides the project team with information to make a balanced
decision about the costs and benefits, or value, of various economic choices.
Resource Plan: describes the major resources needed to proceed with the execution
of the project.
Project Schedule: provides the project schedule using a Gantt chart. The schedule
must include milestones, task dependencies, task duration, work product delivery
dates, quality milestones, configuration management milestones, and action items.
Risk Plan: Provides a description of all risks identified for the project and a plan to
integrate risk management throughout the project.
Procurement Plan: Identifies those needs for the project, which can be met by
purchasing products or services from outside of the agency.
Quality Plan: Provides a Quality Plan that defines the person(s) responsible for project
quality assurance, procedures used and resources required to conduct quality
assurance.
Communications Plan: Defines the information needs of the project stakeholders and
the project team by documenting what, when, and how the information will be
distributed.
Configuration Management Plan: Provides the project team with a change management
methodology for identifying and controlling the functional and physical design
characteristics of a deliverable.
Project Budget Estimate: Describes cost and budget considerations including an
overview, additional resource requirements, and estimated cost at completion.
Project Planning: A Systems Approach 63

Table. 4.1 Planning phase deliverables
Project management planning

phase deliverables
System development life cycle

deliverables
Work Statement
Requirements Documents
Solutions Documents
Specifications Documents
Design Schedules
Detail Design Documents
Project Scope Statement

Critical Success Factors
Work Breakdown Structure
Cost-Benefit Analysis
Resource Plan
Project Schedule
Risk Plan
Procurement Plan
Quality Plan
Communications Plan
Configuration Management Plan
Project Budget Estimate
4.2 CONCEPT OF SYSTEMS

As has been mentioned a team should consistently relate, support and supplement each other
for the common cause. The system should be such as to force an individual to behave in
accordance with the requirements and norms of working. Normally it is the task of project
manager to identify, develop the system and work towards its smooth functioning. When there
are thousands of variables both human and non-human in a project, the only way to combat the
enormous uncertainties generated is to develop a sound system that would not only reduce
varieties but also largely regulate themselves, thus reducing manager task.
Purely physical systems exist such as man-man system, machine-machine system or manmachine systems. But what managers will be required to deal with most of time are combined
system of men, machine and paper work called business systems. Purchasing system involves
purchase officers, vendors, materials specifications, general purchase conditions and purchase
order.
Procedure is a planned sequence of operations for carrying out a recurring work involved
in a system uniformly and consistently. In a purchase system procedures need to be developed
for short-listing vendors, issuing enquiry to them, evaluation of offer and final placement of
order. However system and procedures are quite exhaustive and vary with perceptions of two
individuals. It is the lack of knowledge of systems and possession of comparatively more
knowledge of procedures that makes people in business more procedure oriented rather than
system oriented.
4.2.1 System Characteristics
It is a set of finite elements.

The elements are organized systematically
The elements are inter-related
System refers to a self-sufficient organic whole.
System has a behavior characteristic of its own. (Individual elements lose their identify
in pursuance of a common goal, striving for unity in diversity)
System has a hierarchy.
4.3 TYPES OF SYSTEMS

Systems designed by man are referred to as artificial systems as opposed to natural systems.
When a system controls its elements internally without requiring any external intervention, it
is self-regulating system. If a system requires continuous intervention to remain viable it is
controlled system. The other classification of system could be as follows:
Closed System: Systems that do not have any interaction with environment.
Open System: Constantly interacting with environment. It is very difficult for any project
to run smoothly is real life, since as per Murphy law if anything can go wrong it will.
4.4 INFORMATION BOUND SYSTEM

When interacting elements are locked in loop comprising feed-forward and feed back information
with the given suitable condition to induce self-control can make it like a natural system.
Generally information bound systems are considered in context of computers. Information is
fed as input, processed and then output is in form of useful information. The process of converting
inputs (like resources) to outputs (like services) through management can be shown by following
figure.
ENVIRONMENT
INPUTS
OUTPUTS
CONVERSION
ROLE OF PROJECT MANAGER

Development
Needs
Policy and
Project
Planning
FORMULATION
Resource
Mobilization
Project
Implementation
IMPLEMENTATION
Project
Services,
Products
and Results
Evaluation
Development
Impacts
EVALUATION
Fig. 4.1 The conversion model showing phases of proect management activity
4.5 DESIGN OF SYSTEMS

Before designing a system the following things must be kept in mind:
It should be as natural as possible
It should be information bound system
It should have a provision for external intervention
Design procedure for a system involves following activities:
Conceive total physical system and its natural modules
Connections between modules should be identified
Provision for using information for self-control and forced control of project.

1. Project planning and design system: the planning and design system is perhaps the
most important and on it depends the successful completion of a project. Planning is
seen as not producing results; it is concerned with laying down certain objectives,
goals and strategies. Better results can be achieved if the design of the project work
is systematized. For e.g. if the design of the project organization is structured on
functional lines, where participants are concerned only about their functions, frequent
outside intervention will be required for coordinating the various functional specialists
2. Project information system: In organizing the implementation of project work, the
information system must be good. However, one of the problems some organizations
have is that the data on project status is collected, fed into the computer, then
processed and distributed at such large time intervals as to make the information
useless in terms of control.
3. Project control system: Monitoring and control are the important subsets of the project
implementation process. The objective of monitoring is to see deviations from the
planned project performance. On the other hand, control is making decisions to redirect
project inputs, resources and schedules in order to ensure that anticipated deviations
do not materialize. The control system must use data 0n project status to determine
where project stand in respect to the plan and initiate corrective measures if there is
a significant deviation.
4. Project techniques and execution system: In order to ensure timely completion of a
project, project manager makes use of certain techniques and methodologies. These
may consist of certain technology such as, PERT and CPM scheduling and costing
designs. In addition to these techniques, the project execution plan includes constructing
plan, work packaging plan, procedure plan and human resource plan.
5. Project organization system: A systematic approach will enable the project manager
to reduce the risk, which is inherent in most projects. An organization often headed
by the project manager is set up for the purpose of securing coordinated efforts of all
participants. This organization must define the limits of authority, responsibility and
accountability of participants .If they have no authority, then they will feel no
responsibility for their actions and project manager may has to make all decisions.
6. Cultural system: This may be added here that project organization operates in a
given cultural environment. The culture of an organization is the totality of the
values, traditions, beliefs and behaviors of the participants of project organization.
Since change is resisted, it must be properly planned to avoid troubles.
7. Human system: Human resources system is perhaps the most important aspect of
project management. Project techniques and methodologies are of no use if personnel
lack adequate skills and motivation. A project manager needs very good interpersonal
skill. These include the ability to provide good leadership for project team; the ability
to deal with other constituents for needed resources; skill in motivating team
members; and good communication skills.
Thus, a project management system enables the objectives of a project to be clearly defined
and closely linked to the business objectives of an organization. It allows responsibilities for
different constituents of the project to be allocated and agreed. The design philosophy is to
create a set of interrelated element so that they can regulate and control themselves without
outside intervention. System contract can reduce co-ordination and intervention points. If instead
consultant does the design, owner does the procurement, various vendors supply the equipment
and contractors of different trades are engaged in civil, mechanical and electrical works then
controllability of system cannot be assured. Process systematization for better management
starts with development of Work Breakdown Structure (WBS).
4.7 WORK BREAKDOWN STRUCTURE (WBS)

This techniques as the name implies breaks down the work into components and at the same
time establishes the connections between components on the lines of family tree. This structure
enables integration of people, hardware and software into total project work system. It depicts
the hierarchy of systems breaking the overall system i.e. plant into individual systems and
subsystems at different levels. The Work Breakdown Structure (WBS) provides the capability
to break the scope into manageable activities, assign responsibility to deliver the project scope,
and establish methods to structure the project scope into a form that improves visibility for
management.
A WBS is a hierarchical representation of the products and services to be delivered on a
project. Elements of scope are decomposed to a level that provides a clear understanding of
what is to be delivered for purposes of planning, controlling, and managing project scope. It is
neither a schedule nor an organizational representation of the project; instead, it is a definition
of what is to be delivered. Once the scope is clearly understood, the project manager must
determine who will deliver it and how it will be delivered. This is the one of the planning tool
that must be used to ensure project success on any size project.
Project
Sub-project
Task
Sub-task
Work
Package
Task
Sub-task
Work
Package
Sub-project
Sub-task
Work
Package
Work
Package
Task
Sub-task
Sub-task
Work
Package
Task
Sub-task
Work
Package
Work
Package
Sub-task
Sub-task
Work
Package
Work
Package
Fig. 4.3 Work breakdown structure
4.7.1 Work Breakdown Structure Development

There are certain pieces of information needed to describe the WBS deliverable and then
document it in the required format:
W B S Element or Number. From the WBS the agency has built
W B S Task Name. From the WBS the agency has built (e.g. software).
Task Effort/Duration. From the WBS the agency has built (e.g. 55 hours of effort).
Resource Name. The individual who is responsible for the execution of this specific
task.
Element or Dictionary Description. The definition, in simple terms, of the element
and what it is intended to do for the project.
Cost. The total cost for the WBS element.
limited number of resources to perform tasks. A project managers primary role is to find a way
to successfully execute a project within these resource constraints. Resource planning is
comprised of establishing a team possessing the skills required to perform the work (labor
resources), as well as scheduling the tools, equipment, and processes (non-labor resources)
that enable the staff to complete the project.
1. Labor Resources Labor resources are also known as human resources. There are
several parts to planning for the labor resource needs of a project:
Determining the resource pool
Estimating the skill requirements
Determining the size of the project team
Resource profiles
Forming the team
Creating resource charts
2. Non-labor Assets These resources include capital, infrastructure, etc.
4.10 SCHEDULE DEVELOPMENT

The project activities are associated with time to create a project schedule. The project schedule
provides a graphical representation of predicted tasks, milestones, dependencies, resource
requirements, task duration, and deadlines. The projects master schedule interrelates all
tasks on a common time scale. The project schedule should be detailed enough to show each
work breakdown structure task to be performed, name of the person responsible for completing
the task, start and end date of each task, and expected duration of the task.
Like the development of each of the project plan components, developing a schedule is an
iterative process. Milestones may suggest additional tasks, tasks that may require additional
resources, and task completion may be measured by additional milestones. For large, complex
projects, detailed sub-schedules may be required to show an adequate level of detail for each
task. Once completed and approved by the projects key stakeholders, this schedule will be
used to manage the project and will be known as the Baseline Schedule. During the life of the
project, actual progress is frequently compared with the baseline schedule, which allows for
evaluation of execution activities. The accuracy of the planning process can also be assessed.
Basic efforts associated with developing a project schedule include the following:
Define the type of schedule
Define precise and measurable milestones
Estimate task durations
Define priorities
Determine task relationships
Identify lead/lag between related tasks
Define the critical path
Document assumptions
Identify risks
Review results
The type of schedule associated with a project relates to the complexity of the
implementation. For large, complex projects with a multitude of interrelated tasks, a Network
Logic Diagram (commonly referred to as a PERT chart Program Evaluation and Review
Technique) may be used.
4.10.1 Schedule Inputs

Inputs to schedule development include any aspect of the project that directly or indirectly
effect how the project will be delivered. The following table may be used to give the list of
inputs and how they are used to develop schedules.
Table 4.1 Inputs in the schedule development
Input
Comment
Scope
Each element of scope should have a defined schedule that depicts how it will be
delivered
Agency
Assigning of the responsibility after identification of agency to deliver or conduct

activity
Resources
The resources assigned to the agency will constrain schedules. The impact may
be through either the number/availability or skill level of the team.
Strategy
Strategy refers to the business process or lifecycle process chosen for the project.
Additionally, strategies will affect contracting or subcontracting, release strategies,
or any aspect of the project that requires optional approaches ; for example, make/
buy alternatives.
Assumptions
Assumptions form a premise for a chosen solution; they are important in that they
provide the rationale for a given solution. Assumptions should be reviewed
continually, as they may be risks to the project (one may assume that the product
will be available for test on a given date or that requirements will not change).
Constraints
Constraints are project attributes that restrict certain aspects of the project. Examples
are :
Time-frame limits; Funding limits; Resource limits; Technical limits
Historical data
Historical information should be consulted.
Risk
Risk areas should be reviewed carefully and schedules developed to a level of

detail that can provide control over them. Risk mitigation or contingency plans should
be defined within the schedules as appropriate.
Dependencies
Dependencies define relationships between agencies and tasks and provide a

logical sequencing of the schedule. Dependencies provide the basis to calculate
the schedule and attributes of Critical Path Method (CPM) analysis.
Change
All changes in scope, strategy, and work effort should be used to develop and
maintain schedules.
QUESTIONS
1.
2.
3.
4.
5.
6.
7.
What is planning? Explain briefly

What is the importance of system concepts in project planning?
Enlist the types of systems used in practice.
Discuss work breakdown structure and organization breakdown structure.
How important is resource planning for project management. Explain
Explain the importance of schedule development in project planning.
Discuss the various techniques used in project planning.
5
ORGANIZING HUMAN RESOURCES
Once the project proposal has been finalized and goals are set, the project manager has to act
to achieve these goals. Manager is expected to execute the project work, which is inter-disciplinary
in nature with the help of his subordinates. Both internal and external means can be exploited
for implementation. For the different category of works specialist have to be employed. Therefore
proper manpower restructuring is essential at this point. If the right person is not assigned to
the right work, it will suffer. While assigning the work individuals qualification and experience
must be examined critically. In the process certain portion of work contents can be delegated
for quick action.
5.1 DELEGATION
Before delegating the authority the manager must examine what to delegate, when to delegate
and how to delegate. Delegation is the entrusting of task to the subordinates. It becomes
essential, as the manager cannot be expected to be at more than one place and doing more than
one thing simultaneously. Project manager is expected to be delegating authority commensurate
with tasks assigned to him. Delegation may be individual or institutional.
5.1.1 What to Delegate?

Assignment of any task without authority is not delegation. Delegation occurs when authority
is passed to make commitments, use resource, issue instructions, demand adherence and take
necessary steps for performance of task. As far as possible delegation should be in writing, but
in case of institution delegation it should be in writing, appear formal and have legal overtones
also. Mere delegation cannot ensure results unless person considers it his moral obligation or
feels responsible. The responsibility may be expected to be passed on concurrently with delegation
but this may not happen necessarily.
Responsibility is an attitude of mind, which cannot be passed on in writing, It cannot be
delegated but only authority can be delegated. When authority is delegated the delegate remains
accountable to the delegatee about the use of authority. Moreover he assumes responsibility
to the extent of authority he receives.
5.1.2 When to Delegate?

Delegation whether institutional or individual enhances ones capability of doing things.
Delegation is required when:
One is overburdened
One does not have know-how
Job needs specialization
It can be done qualitatively, economically and on time

Work is not secret in nature
Work is routine
e.g. It may not be advisable to develop a full-fledged project engineering division if there
are no further projects or its main business is only operation of plant.
5.1.3 How to Delegate?

To give a complete picture and also establish a basis of accountability the entire thing is to be
put on record. Also it prevents overstepping the authority delegated either in anxiousness of
completing task faster or hunger for power. So written delegation also provides the power to
discipline delegate. Delegation may be followed by a process of negotiation/discussion in order
to make sure delegatee is not unwilling else delegation may remain only on paper.
The main problems associated with delegation are:
What tasks to retain and what to pass on and with what authority
Packaging the work without overlap or leaving anything
Delegate assuming the responsibility matching the authority delegated
Trustworthiness of delegatee
Control and intervention without unnecessary interference
To ensure continuous flow of communication which is accurate and prompt
To motivate delegatee to assume total responsibility and give best performance
commensurate with authority delegated.
5.2 DOCUMENTING PROJECT AUTHORITY

Project manager should have broad authority over all elements of the project. Although a
considerable amount of his authority depends on his personal abilities, his position will be
strengthened by the publication of document to establish his modus operandi and his legal
authority. As a minimum documentation like expressing in a policy manual, policy letters and
standard operating procedures should delineate his role with respect to:
1. The focal position in the project activities.
2. The need for a deliberate conflict between project manager and finance manager.
3. The need of his influence to cut across functional and organizational lines to achieve
unanimity of the project objectives.
4. Active participation in major management and technical decision to complete the
project.
5. Collaborating (personal office / functional supervisors) in staffing the project.
6. Control over the allocation and expenditure of funds and active participation in major
budgeting and scheduling deliberations.
7. Selection of subcontractors to support the project and negotiation of contracts.
8. Right in resolving conflicts which may endanger the project goals.
9. Having a voice in maintaining the integrity of the project team during the complete
life of the project.
10. Establishing project plans through the co-ordination
11. Providing an information system for the project with sufficient data for the control of
the project within permissible cost, schedule and technical parameters.
12. Providing leadership in the preparation of operational requirement, specifications,
justifications and the bid package.
Organizing Human Resources 73
13. Maintaining prime customer liaison and contact on project matters.

14. Promoting technological and managerial improvements throughout the life of the
project.
15. Establishing a project organization (a matrix organization) for the duration of the
project. The publication of suitable policy media describing his modus operandi and
his legal authority will do much to strengthen his position in the total project
environment.
Project managers failure to establish authority relationships can result in:
Poor communication channels
Misleading information
Antagonism, especially from informal organization
Poor working relationship with superiors, subordinates, peers and associates
The specific limits to authority are listed below:
Subordinates competency (Capacity, skills, education, etc.)
Constraint of companys policy particularly private sector
Social constraints
Legal limits (Government legislations, Company Act, etc.)
The
common sources of power and authority troubles include:

Poorly documented or no formal authority
Power and authority perceived incorrectly
Dual accountability of personnel
Two bosses (who often disagree)
The project organization encouraging individualism
Subordinate relations stronger than peer or superior relations
Shifting of personnel loyalties from vertical to horizontal lines
Group decision making based upon the strongest group
Ability to influence or administer awards and punishment
Sharing recourses among several projects
5.3 MOTIVATION
Project manager must be aware of the needs of the project personnel and should try to fulfill
them. Project managers must motivate by providing a feeling of pride or satisfaction, security
of opportunity, security of approval, security of advancement, security of promotion, security of
recognition, means of doing better job, not a means of keeping a job. The main theories for
motivation are Moslows theory, ERG theory, Theory X and Theory Y, etc which have been
explained below.
5.3.1 Moslows Hierarchy of Needs

According to Moslow the basic human needs identified in ascending order of importance can be
classified broadly into five groups. Moslows hierarchy of needs can be depicted in the form of
pyramid as shown below:
Level I: Physiological needs (Food, Water, Shelter, Warmth)
Level II: Security or safety needs
Level III: Affiliation or acceptance or social needs (accepted by others and society)

Level IV: Esteem needs (power, prestige, status, and self confidence)
Level V: Need for self-actualization
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Fig. 5.1 Moslow hierarchy
5.3.2 ERG Theory

Unlike Moslows hierarchy, the ERG theory allows for different levels of needs to be
pursued simultaneously.
The ERG theory allows the order of needs be different for different people.
The ERG theory acknowledges that if a higher level needs remains unfulfilled, the
person may regress to lower level needs that appear easier to satisfy. This is known
as frustration-regression principle.
5.3.3 Theory X and Theory Y

Douglas McGregor defined assumptions that reveal the practices of managers in relation to
employees. According to him What managers said or exhibited in their behavior revealed
their theories-in-use. Their predisposition led managers to pursue particular kinds of policies
and relationships with employees.
A manager holding theory X assumption would believe that:
People inherently dislike work
People must be coerced or controlled to do work to achieve objectives.
People prefer to be directed.
Motivation occurs only at the physiological and safety levels.
A manager holding theory Y assumption would believe that:
People view work as being as natural as play and rest.
People will exercise self-direction and control towards achieving objectives they are
committed to.
People learn to accept and seek responsibility.
5.4 ORGANIZATION STRUCTURES

For efficient and effective working of any project, it is essential that organizational structure
must be set up. Organizational structures demonstrate the project managers authority. By
virtue of this structure the delegation of powers, responsibility and accountability is automatically
established. The working personnel know clearly to whom to report and therefore bypassing of
authority is eliminated. The general flow of authority can be explained with the help of pyramid
and the block diagram shown below:
PRESIDENT
VICE PRESIDENT
TOP MANAGEMENT
General Manager
DIRECTOR
Departmental
Heads
MIDDLE
MANAGEMENT
DIVISION
Superintendents
LOWER
MANAGEMENT
PROJECT
DRIVEN
Foreman
DEPARTMENT
First Line
Supervisor
SECTION
Workers
NON- PROJECT
DRIVEN
LABORER
Fig. 5.2 Organization structures
The flow of authority in an organization structure is in downward direction while flow of

responsibility is in upward direction. Traditional form of organization is not suitable for project
work since there is no means of integrating different departments levels below the top
management. It does not facilitate effective communication, co-ordination and control. When
several functional departments with different professional backgrounds and orientation are
involved in project work under time and cost pressures, it may call for overlap of development,
design procurement, construction and commissioning work.
The project managers in different organizations may function differently because of range
of possibility for authority sharing. There is a need for entrusting an individual or group with
the responsibility for integrating the activities and functions of various departments and external
organizations involved in project work. Such an individual may be either project manager or
project co-ordinator. Depending upon the authority given to person responsible for project
following structures are possible.
5.4.1 Line and Staff Organization

The simplest form of organization is a line organization, which is preferred for a small setup.
DIVISIONAL
MANAGER
PROJECT
MANAGER
LEGEND
FORMAL AUTHORITY
FORMAL Or INFORMAL
AUTHORITY Or
INFORMATION FLOW
Departmental
Manager
Departmental
Manager
Fig. 5.3 Line and staff organization

This overcomes the drawbacks of a pure line organization (which centralizes all work) and
functional organization (diffuses work responsibility too much). Staff is a group of people with
expert knowledge who are expected to provide advice and service at the time of attainment of
objectives to line members. Project co-ordinator acts in a staff position to facilitate the coordination of the management in functional departments. He does not have authority and
direct control, but he serves as focal point for receiving project related information and seeks
to promote the cause of project by rendering advice, sharing information and providing assistance.
He may gently coax line executives to strive for fulfillment of project goals.
This is a weak form of organization, because co-ordinator is unable to exert pressure, may
feel unsure of his role and this form may be employed mostly for small projects. He acts as a
link to Chief Executive who might be willing to control project directly but cannot devote much
time to keep track of details. The advantages of line and staff organization include its usefulness
for medium and large corporations and availability of experts. The disadvantages of line and
staff organization are: organization structure is complex, co-ordination in different levels may
be poor, cost of operation is high and more conflicts possible at different levels.
5.4.2 Consultant as Project Manager

Chief executive may appoint a consultant who may be an outsider to advise in project
implementation. He will not have any authority but will collect information, analyzes it and
communicates it to the chief executive. The advantage is a source of authentic, reliable and
impartial information. The disadvantage of delegation may be outcome of both the above
structures as there is no project manager in either arrangement.
5.4.3 Project Management as Specialized Staff Function

Chief Executive
Project Management Division
Engineering Division
Civil
Mechanical
Commercial Division
Electrical
Project Manager X-project

Project Manager Y-project
Fig. 5.4 Staff functions
Most companies tend to use this arrangement when project management is used for first
time in the company, as this does not require much change in the working of the organization.
A specialist in project management can be hired under this system who is well versed with the
tools and techniques of project management. His task will be to advise on various functions
like schedules, budgets, and techniques but the final decision will rest with functional groups.
The specialist may act as single focal point regarding communication between various functions
and company. He may carry out services like collection and transmission of data, maintain
records, measure progress, analyze and prepare progress reports.
The limitation in this arrangement is that the project manager is not entitled to direct or
issue instruction to workforce and he is expected to take the responsibility without any authority.
The direct communication with the workforce should be encouraged to take advantage of this
arrangement.
5.4.4 Matrix Organization

The pure matrix organization evolves from above setup when arrangement of sharing authority
between project manager and functional manager is formalized. In this structure different
projects (rows of matrix) borrow resources from functional areas (columns).
Senior management decides whether the project manager has little, equal or more
authority than functional managers with whom they negotiate for resources. The personnel
working on project have a responsibility to their functional superior as well as project manager,
which means that the authority is shared between project manager and functional manager.
The project manager integrates the contribution of personnel in various functional departments
towards realization of project objectives. The matrix form of organization is incongruent with
the traditional organization theory since there is dual sub-ordination, responsibility and authority
are not commensurate, and the hierarchical principal is ignored. The matrix form of organization
involves greater organizational complexity and creates inherently conflictive situation. Yet it
is effective for simultaneous pursuit of twin objectives: efficient utilization of resources and
effective attainment of project objectives.
President
V.P. President
V.P. Engineering
V.P. Marketing
V.P. Administration
F
PM
Project Manager
Manager
Senior Manager
Engineer
Functional Manager
A1
B1
C1
A2
B2
C2
A3
B3
C3
Fig. 5.5 Matrix organization
Some of the advantages of a pure matrix organization are as follows. It enables project
control over all resources, including cost and personal. Policies can be set up independently
provided that they do not contradict company policies. Authority to commit company resources
by scheduling rests with the project manager. Rapid responses are possible to changes, conflicts
and needs. Each person can be shown a career path even at the end of project. Key people can
be shared thereby minimizing the costs. Strong technical base can be developed with knowledge
being available for all projects on an equal footing. Better balance is possible between time,
cost, and performance. Rapid development of specialists and generalists occurs. Authority and
responsibility are shared.
Some of the disadvantages of a pure matrix organization are as follows. It enables
multidimensional informational flow and work flow. Reporting to multiple managers with
continuously changing priorities. Management goals may differ from project goals. Functional

managers may be biased according to their own set of priorities. Potential for continuous
conflict due to ambiguous roles requiring full time attention. Difficulty in monitoring and control.
Each project organization operates independently so duplication of efforts possible. Balance of
time, cost, and performance must be monitored.
In addition to above-mentioned disadvantages, Davis and Lawrence have identified nine
matrix pathologies which include power struggles, anarchy, groupitis, collapse during economic
crunch, excessive overload, decision strangulation, sinking, layering, navel gazing.
5.4.5 Task Force Organization

This structure avoids confusion, mal-operation of matrix between project manager and functional
manager by clearly giving authority to project manager. The project manager is delegated full
authority to make decisions for the project but within the functional organization policies and
procedures.
Personnel from functional organization are assigned to the task force, on either a full
time or priority basis and may function under different roles. In all cases they continue to
receive administrative support from their home organization. In some activities task force
personnel are in effect on loan to the project manager. They operate completely under his
direction and management and are not required to operate according to their functional
organization policies.
Chief Executive
Project
Task Force
Engineering
Engineering
Procurement
Construction
Task Force
Construction
Central
Procurement
Central
Construction
Task Force Procurement
Central Engineering
Fig. 5.6 Task force organization
In another mode, while under obligation to the project manage for all project direction,
they are constrained to follow home organizations policies and procedures. If project manager
directions are asking violation of functional policies, the task force notifies both functional
head and project manager. The dotted lines in figure indicate relationship between functional
staff and functional manager, while other lines show project manager authority. Large and
complex project involvement of multiple specialists from same discipline, while in small projects
one specialist may cater for multiply disciplines.
5.4.6 Totally Projectized Organization

This structure evolves from task force, when project is long and complex. In such situation
task force communication from parent functional organization is completely cut off. Such
arrangement is desirable when project is either large and complex or graphically so located
that there is no way of managing it without granting autonomy to team handling project. So it
is like a mini-company in which project manager is chief executive and different senior functional
specialists who are capable to function independently without any support. The project manager
should be a very senior person to justify delegation of so much authority by the company.
Besides it may help to project manager to spend more time on administrative work besides
main core activities. Therefore either total projectization or task force arrangement appear to
be best arrangement for executing most projects, as project objectives get primary attention
and project manager is delegated authority commensurate with the responsibility he has to
undertake.
Chief Executive
X Y Z Project
Engineering
Finance and
Accounts
Engineering
Commercial
Finance and
Accounts
Personal and
Administration
Commercial
Personnel and
Adminstration
Fig. 5.7 Totally projectised organization
Advantages of project organization form:

It provides complete line authority over the project through a single project authority.
Direct involvement of personnel helps to identify unprofitable project lines, develop
strong communication channels and rapid reaction time.
Expertise on a given project without sharing of key project personnel.
Loyalty to the project with better morale due to identification.
Flexibility in determining time, cost, and performance trade-offs.
Interface management becomes easier as unit size is decreased allowing more for
time for decision-making.
Disadvantages of project organization form:
It is a costly preposition for a multi-product company due to duplication of effort,
facilities and personnel
Tendency to retain personnel on a project long after they are needed.
Without strong functional groups technology suffers because policy of improvements
for new programmes does not exists
Control of functional specialists requires top-level co-ordination.
Lack of opportunities for technical interchange between projects.
Lack of career opportunities for project personnel.
5.5 COMPARISON OF FUNCTIONAL, MATRIX AND PROJECT ORGANIZATION

The traditional form of organization is based on the promise that there is a continuous flow of
homogeneous output. The structure that best suited to manage continuous and routine operation
is the functional organization. But functional organization often cannot accomplish unusually
complex or markedly different projects because of the following inherent limitations. Functional
executives are more concerned with their specialized framework rather than towards a unified
project objective. The perspective of a project as whole is lost.
Functional Organization
Matrix Organization
Relative
Influence
Dual Influence
Project Organization
Project Influence in
decision-making
Weak
matrix
Strong
matrix
No Coordinator
Full Time Coordinator
Separate Teams
Fig. 5.8 A Comparison of organization structure
Confining to only specific fragments of the work by functional people may lead to a grave
impact on the project as well as the organization. The decision making process is slowed down
by practice of passing the buck and waiting for replies, which may jeopardize the whole project.
The linking effect in functional structures often delays the important project decisions from
being made or prevents such crucial decision to arrive at that ultimately hampers the total
project. The lack flexibility and responsiveness that is mandatory in a dynamic project
environment often leads to sluggish performance of tasks.
Authority, Responsibility and Accountability for Project Manager

Depending on the type of the organization the authority and accountability of the project manager
varies. The table below shows the relationship between authority and accountability.
Table 5.1 Relationshiop between authority and accountability
Sl.No.
Type of Organization
Authority
Accountability
1.
Project manager as staff
No decisions; only collates

and communicates
No accountability
2.
Consultant as project
manager
No decisions; makes
recommendations
No accountability
3.
Project management as
staff function
Decides overall schedules

but does not direct staff
No accountability
4.
Matrix organization
Decides on what is to be
done at what cost
Can be held accountable

for time and cost not for
technical aspects
5.
Task force
Decides on what, when

and how is to be done and
at what cost
Can be held account for

time, cost and for
technical aspects
6.
Totally projectized organization
Decides everything like

chief executive of the
company
Is accountable for all

aspects

stated that a special breed of manager is required who have more than just a basic degree in
engineering or management. The project manager first projects at the zero date what has to
come in his way till completion, continuously updates the network to project the current scenario,
reviews the current scenario, takes corrective actions and then again makes fresh projections.
There could be several project managers in a project and their responsibility may very.
But then each of them is only discharging certain limited role and responsibility, which have
been delegated to them; they are not discharging the total function of project management.
The figure shown below shows the duties of project manager.
Planning: It is a critical stage for any project and it includes more than just planning and
establishment of the authority relationships that must exist for the project duration. It requires
anticipation of anything unforeseen and planning ahead because project environment is an
ever-changing one. During planning phase project team develops a responsibility matrix, often
referred as LRC-Linear Responsibility Chart. Not proper handling may reflect poorly on the
project manger even if it not the mangers fault. Responsibility matrix contains element such
as:
General Management Responsibility
Operation Management Responsibility
Specialized Responsibility
The following activities may be tested in responsibility matrix:
Raw Material Procurement
Prepare Bill of Materials
Contact Vendors
Visit Vendors
Prepare Purchase Orders
Authorize Expenditures
Place Purchase Orders
Inspect Raw Materials
Quality Control Testing
Update Inventory File
Prepare Inventory Report
Withdraw Materials
Organizing and Administering: The project manager often has to perform many
administrative tasks with little support from real administrators (line managers).
Directing and Controlling: Project manager is required to direct the project resources
and monitor resource allocation. Directing is the implementing and carrying out (through
others) of those approved plans that are necessary to achieve or exceed objectives. Controlling
is a three-step process of measuring progress towards an objective, evaluating what remains to
be done and taking necessary corrective action.
Controlling involves steps of measuring, evaluating, correcting
Directing involves steps like:
Staffing: To see that a qualified person is selected for each position.
Delegating: To delegate and then supervise work on the project. Delegating is
assigning some work/responsibility/authority so that others can make maximum
utilization of their abilities and then supervise work on project.
Motivating: To encourage the project team in presence of normal pressures of work
as well as political realities. Project manager is required to motivate the project
team in the presence of normal pressures of work as well as political realities and
pressures.
Supervising: To supervise the work on project site and on going work continuously.
Interfacing and Co-ordination: Project manager is required to mange the

relationship within and outside the organization through paper interfacing and
co-ordination amongst team numbers. To see that the activities are carried out in
relation to their importance and with minimum of conflict.
Performing: Project manager is required to execute direct tasks, which are within
the capacity and competence of a manger with little help of subordinates.
Training: Project manager is required to train members of the project team in
applying project management method and tools in which they are involved.
Counseling: Project manager is required to act as a counselor to the management
on specific technical or business issues as well as to the staff on project and even
individual issues.
Mediating: Project manager is required to remove conflicts over resources and
schedules.
Expediting: Project manager is required to oversee and mange the total project
development and implementation.
5.7 METHODS AND TECHNIQUES FOR DEVELOPING PROJECT MANAGERS

The complicated task of managing a project requires training of the various skills and techniques
of project management. The short term training programmes are good to impart skills in
preparation of network, development on performance budget, design of systems, performance
measurement, project reviews, etc but they would not prepare a man to accept uncertainties
without a grudge. To continuously project things he should be required to manage and above
all manage a project through installation of self-controlling system.
Experiential Training/on the Job
Working with the experienced professional leader
Working with project team member
Assigning a variety of project management responsibilities, consequently
Job rotation
Formal on the job training
Supporting multifunctional activities
Customer liaison activities
Conceptional Training/ Schooling
Courses / seminars / workshops
Simulation /games / cases
Group exercises
Hands on exercises in using project management techniques
Professional meetings
Conventions, symposium
Readings, books, trade journals, professional magazines
Organizational Development
Formally established, and project management functions
Proper project organization

Proper support systems
Project charter
Project management directives, policies and procedures
QUESTIONS
1. What is delegation? What, when and how to delegate? Explain.
2. How important is documenting project authority? Explain.
3. When motivation helps in project management? Explain.
4. Discuss the types of organization structures used in practice.
5. Explain the relationship between authority, responsibility and accountability.
6. Explain the duties of a project manager.
7. What are the techniques used for training project manager.
6
PROJECT DIRECTION, CO-ORDINATION AND
CONTROL
6.1 WORK SCHEDULE
To ensure proper and smooth working of a project it should be scheduled. The work schedule
should cover initial operation as well as installation period. To avoid losses arising from idle
capacity and deterioration of stocks of material, schedule should be drawn up with care and
realism so that the commissioning of plant is reasonably synchronized with the availability of
the basic input. The purpose of work schedule is to:
Anticipate problems likely to arise during installation phase and suggest possible
means for coping with them.
To establish the phasing of investments taking into account the availability of finances.
To develop a plan of operations covering the initial period (running in period)
Any discrepancy in schedule may result in lack of input like raw material and power in
adequate quality when plant is ready for commissioning or plant is not ready when the raw
material arrives. Preparing a schedule requires consideration of following: type of schedule,
identification of measurable milestones, estimation of task durations, defining priorities,
determining task relationships, identification of lag between related tasks, define of the critical
path, documenting of the assumptions, identification of the risks and review of the results.
Since it is the responsibility of project authorities to ensure implementation they may assume
schedule to suit themselves. But since the project authorities stake in any industrial unit may
be only 10% of the investment, it is the financial institutions that will need to be convinced
about the reasonableness of the estimate. Past experience may not help in changed environment,
so schedule has to be modified to reflect the strategy for indigenization and Indian industrial
conditions including productivity.
Milestones pertaining to a point in time and should be used as management checkpoints
to measure accomplishment of the schedule. The number of tasks and milestones are to be
identified to relate to what is known about the product, the level of risk, and the level of detail
required of management. The result is a listing of tasks and milestones required to deliver the
product. The completion of key actions is denoted by milestones, which are unique to each
project. A completion has no duration,. for example, deliverables often are represented as
milestones, while the effort to produce the deliverable is referred to as a task.
6.2 BAR CHART

The schedule is likely to be in form of barchart because the details included are so few and so
broad-based that developments of network would not add to any accuracy. Besides this form of

presentation suits financial planning and economic evaluation. Contingency provision may not
be included to keep schedule tight. Overall Schedule tries to adhere to the overall project
completion target set by feasibility schedule. Also since this schedule service as mother
document for subsequent detailed schedule utmost attention is given to make target realizable
by incorporating time allowance at key milestones. Generally inbuilt allowance of 20% in time
schedule is used, as in case of cost estimate for proper correspondence between them.
6.3 MANAGEMENT EFFORTS SCHEDULE

Usually project faces much of its problems at the start and takes it time to stabilize. Therefore
till the project acquires its stability, external intervention is required for its survival. The
managements external intervention in usually in three forms
1. Direction
2. Co-ordination
3. Control
All these activities usually force a result rather than depending on self-regulating
mechanism.
Type/Level of Effort
Corntrol
Coordination
Direction
Initiation/Start up Period
Production Period
Closing Period
Project Implementation Phase
Fig. 6.1 Management efforts schedule
The project can be divided into three periods according to the management efforts schedule
which are listed below:
1. Initiation/Start-up period: requires lot of direction and co-ordination with little or no
control.
2. Production period: once the project stabilizes the need of direction reduces, with
co-ordination and control gaining predominance over direction.
3. Closing period: In this period the need for control reduces, with virtually no direction.
Co-ordination plays a lead role for achieving results.
So for ensuring smooth progress of project and its successful implementation project
direction, co-ordination and control are all required at some time but in right proportions and
at right time, which has to be decided by the project manager.
Project Direction, Co-ordination and Control 87
6.3.1 Project Direction

It is the use of authority along the proper channels; ensuring that plans or schedules are
enforced. When the schedules are authorized they can become working documents even work
order. If the authorization is not there the plan, schedule may not go into work and scheduling
system may change into mere paper work. So it follows that mere development of plans, systems
and procedures would not produce better results unless authorized for proper implementation.
This authority is enjoyed by project manager who delegates it to other members.
Project Initiation or Start-up

This provides start soon after issue of project charter and maximum direction is required
at this stage. The project charter merely defines the broad scope of work and overall time and
cost target but may not go into details. The charter authorizes project manager to spell out the
details and issue directives for realization. At start up everything is vague, no one knows
exactly what to do. The project manager during this period directs for:
Scope of work
Specification of results for completed work
Division of workImported Vs. Indigenous, etc.
Schedule and budget of work
Systems and procedure for work.
Authority and accountability for work.
Co-ordination and control of work.
The success of project depends heavily on teamwork so directions can be formulated in
form of project manual thorough involvement of project participants with instruction for strict
adherence.
Project Workshop or Kick Off Meeting

The finalization of the scope of work, budgets, schedules and various other item listed
earlier is normally initiated with project kick up meeting. The project manager in this meeting
may make presentation regarding the scope of project, performance objectives, budget etc and
provide clarification that any participant may seek for understanding the project and the extent
of his involvement. The participants are then asked to draw up detailed work list with information
or resource inputs and efforts required. The kick off meeting can be followed by a workshop
where the overall project schedule, project execution plan and systems and procedures may be
finalized after a through examination of various pros and cons. The kick off meeting and start
up workshop may achieve the following results: coordination of project requirement and that
of participating agencies, establishment of direction and controls, team building and
communications.
Project Direction During Production Stage

During the production stage directions may refer to approvals of work schedules detailed
budgets, specification, purchase order, work orders, construction drawings, miscellaneous
expenses, change in baseline etc. Directions, which do not effect baseline or project goals are
lower level directions. It is to be provided at appropriate levels down the hierarchy on day-today basis.
Purchase Order and Work Orders

Direction to internal departments in organization can be passed through project charters,
project manuals, circulars, inter-office memoranda, group meeting and personal meeting, which
may not be on record. But direction to vendors and contractors must be on record along with
the commitments and agreed corrective actions. The record of proceedings in form of minute of
meeting (MOM) must be drawn and signed by all attended parties. The main directions to
contractors are passed in documents form containing:
Technical direction (specification, drawing)
Commercial direction (delivery schedule, sequence, insurance, method of invoicing)
Managerial direction (schedules, reports, meeting)
Administrative direction (inspection notice, correspondence)
Communication
It is said that for every bit of action there must be a communication and for every bit of
communication there must be feedback communication. According to peter Ducker 60 percent
of management problems are caused in whole or in part by faulty management communication.
A two-way communication is not merely passing a message either top-down or bottom-up but it
includes understanding of the message by the recipient. If the message does not get understood
it cannot be effective communication. The receiver similarly has a responsibility for clarification
and confirmation of his understanding. Communication becomes faster and effective with the
use of latest technology. Communication devices are available to the user to bridge the gap like
telex, telephone, hotlines, courier, Internet, etc.
6.3.2 Project Co-ordination

Co-ordination in a project is important because of need for simultaneous working, fast tracking
or harmonious functioning. There are various activities, which can be started at the same time
to save time in project completion. If a vendor is able to dispatch equipment earlier then the
stipulated date, it will not do any good if work cannot be expedited. If all equipments are
delivered, any work for erection left need for co-ordination will be much less. But if delivery
and erection proceed simultaneously, it would serve no purpose to send equipment first and
core equipment later. The coordination of all such activities is essential for its success to avoid
either crowding of men or machine or shortage of items at critical time. Hence one cannot
proceed in the execution of project without proper co-ordination.
The physical co-ordination includes the following:
Squad check
Co-ordination meeting
Communication
Timing matching is again important for effective working of different groups working in a
project.
6.3.3 Project Control

The control and controlling in the on going process which enables the project to flow on a predetermined course. Take the example of motorcar to understand the terms control and
controlling. The car has an accelerator steering, gear changer, brake, rear view mirror etc.
that act as controls for the driver.

Now computing progress at B using level III figures
Progress of Agency
WD D + W P P + WC C
= B%
WD + W P + WC
Similarly taking progress of other agency as A%, B%, C% for A, B, C respectively

Total Project Progress
W A A + W B B + WC C
= P%
W D + W P + WC
6.4.1 Project Expedition and Follow-up

Expediting is a project management function and is required is all phases of project and for all
aspects of work. Expediting engineer may be assigned the task of engaging vendors for timely
manufacture and supply of equipment. This may be justified since industrial construction projects,
equipment and material constitute nearly 70 percent of total project cost and invariably project
are delayed due to late delivery of equipment or materials.
The objective of expediting is to ensure that equipment of right quality is delivered at the
site, in right sequence and on right time to meet requirements of project. As per Murphy law if
any thing can go wrong it will so it is necessary to follow up all commitments on a day-to-day
basis till project is completed.
6.5 PROJECT CONTROL THROUGH LINE OF BALANCE (LOB)

For performance measurement in any phase the requirements of subsequent phases must be
known so that the progress achieved in preceding phases can support the progress required in
the successive phase. It is a matter of concern if actual progress in any phase of project falls
short of the minimum requirement to support the feasible progress of downstream phases and
project as a whole. In that case latest permissible situation is the bottom line, not the
commitments with the help of LOB (line of balance) as shown below.
Project Phase 10
20 30
40 50
60 70 80
90 100
Basic Engineering
Engg for
Procurement
Line of Balance
Engg for
Construction
Delivery at Sight
Actual Progress
Committed Schedule
Progress
Construction
Fig.6.3 Project control
Project Direction, Co-ordination and Control 91
Life cycle curves can be fitted into any project duration to reflect requirement of project
and are drawn on percent progress vs. percent duration axis. As seen in the figure of LOB all
areas except basic engineering are behind the schedule, but the area, which requires expediting,
is engineering for procurement. This requires immediate steps to prevent delay, in form of
release of requisition quickly.
6.6 COMMITTED ACTIVITY TARGETS AND RESERVED ACTIVITY

TARGETS (CATS AND RATS)
CAT and RAT refer to Committed and Reserved Activity Targets respectively are control tools
in the hands of project manager. The CAT would always try to swallow RAT as in the real
world. Project management should try to maintain distance between the committed and reserved
targets till the end. These schedules can be exhibited graphically in S-curve form as shown.
The CAT schedule will be detailed and developed in squared network form where as RAT will
be maintained in case from only. This will avoid any possible confusion and also of compliancy
that may develop in the mind of execution agencies if the RAT schedule were made public. The
RAT schedule were the key milestones where as CAT schedule will have all important activities
and all milestones however the key milestones will be specially highlighted in the CAT schedule
and these will be the targets which the project consultants would consider and make every
effort to achieve.
RAT Schedule
Mile-stones
Progress Rate (%)
CAT Schedule
Time
Fig. 6.4 CATVsRAT
If the achievement of key milestones is delayed beyond the RAT schedule then only
slippage will be accepted for reporting to financial institution and general public. The CAT and
RAT schedule should be revised every time the cost estimates are revised so that a
correspondence between cost and time schedule is maintained. With each revision the gap
between the CAT and RAT will get progressively reduced. The CAT schedule at each revision
will be based on actual commitments and information as available upto that stage the RAT
schedule will add some allowance to the extent of inaccuracy anticipated at that stage.
QUESTIONS
1. Discuss work schedule in context of project management.
2. Enlist the importance of Bar chart in project management.
3. Write the steps required for project direction.
4. How project control is exercised in project management?
5. How lone of balance helps in project management? Discuss briefly.
6. Explain the significance of Committed Activity Targets (CATS) and Reserved Activity Targets
(RATS).
7. Explain the significance of work breakdown structure for project measurement.
7
CONTRACTS MANAGEMENT
7.1 INTRODUCTION
Contract is an arrangement for acquiring authority over the external organizations for
participation in the execution of the project. There is a trend in project management to buy
from outside in case of excess work, need for specification, know-how or if it is possible to make
it better qualitatively and economically. Since an external party is not bound by the in-house
organizational discipline, a business contract is required for an assured behavior from the
members of external organization. It may be required in an environment where authority
relationships and responsibility delineations are unclear or inexistent. The survival of a company
depends how wisely it selects its vendors and maintains good relations with them so that
project is commissioned without time overrun and cost overrun.
Contracting is based on the principle that throughout the world, large and small industries
are essentially interdependent, as it is not economically viable for any large unit to produce its
entire requirement. Hence there is a need to subcontract or buy from outside source; particularly
subassemblies and machinery. It is generally a subset of every project without which no project
can be completed unless it is proprietary firm or small in nature.
The following techniques are generally used for making purchases. Spot purchases are
resorted to in case of extreme urgency. The tender may be invited from one reliable supplier
when purchasing monopolistic items, when the quality is of extreme importance or for purchasing
C class items (e.g. clips, pins, pencils, etc.) required urgently. This is known as a single tender.
Tender may be published in newspapers, trade journals, magazines etc., for procuring materials
of desired specifications. This system gets wide publicity, as it is open to every body. The
vendor has to deposit an earnest money with the tender information. It is also called as open or
press tender. Representatives of various sales organizations often approach various organizations
to register themselves as vendors. In this system few reliable or registered vendors are written
letters to send the price and other details for a particular commodity. After receiving tenders
from vendors they are opened on due date and comparative statement is prepared. It is also
called as closed or limited tender:
7.2 CONTRACTS
All projects cannot be executed with in-house resources and project manager has to requisition
extraorganizational resources for project execution. Such an agreement can be termed as
contract and authority so acquired is contractual authority. If this authority is acquired in
house, through contract then it is internal contracting. All other contracts for the acquisition
of authority can be termed as business contracts. Business contract is an agreement between
two or more parties in writing, to do or not to do certain things. It is enforceable by law and
legal consideration for payment in form of money.

The following elements have been recognized essential for a contract as per Indian contract
Act 1872 and 1940. Mutual assent of offer and acceptance. Consideration to be made in return
of specific promise contained in the offer of promiser. Competence of parties to be ensured.
Under the law any person who has attained majority or is of sound mind or not debarred by law
to which he is a subject may enter into contract. Hence it follows that minors and persons of
unsound mind cannot enter into contract nor can any insolvent person do so. The anus of
proving a party incompetent falls upon the person alleging it, as otherwise competency is
presumed. Lawfulness of the object should be ensured. It should not be injurious to public
interest or contrary to general social welfare.
The sequence of events resulting in business contract is as follows:
Table 7.1 Contract sequence
Enquiry
Issue of NIT (Notice Inviting Tender) to selected parties or to the notice

papers by the project authority and sale of tender document.
Offer
Submission of tender document by the bidder.
Acceptance
Communication from the recipient of the offer to the bidder indicating

intent to enter into an agreement and acceptance of same by bidder.
Agreement
Offer and consideration as accepted given a legal form and content

duly signed by competent authorities of both parties.
Contract
It consists of an agreement on stamped paper, a details letter of

intent with agreed variations and the original tender document.
Simple Notice Inviting Tender (NIT) must be issued to select parties who are in similar
business of contracting, or notice may be published in newspaper offering the opportunity to
serve the project under defined conditions and rules. The NIT (notice inviting tenders) will act
as an offer to public who may be interested in rendering the requisite service under preset
conditions. The procedure of NIT as shown above, is generally followed in any contract before
reaching the pre-qualification stage.
The format for Notice Inviting Tender (NIT) is given below:
Table 7.2 NIT
XYZ PORT TRUST
MARINE DEPARTMENTXYZ-100001
Rs. 1500/- in
person.
Rs. 1700/- by
post. Spare
copy
Rs. 500/-
Sale period
Date of
receipt
Date of
opening
30-01-03
15.30Hrs.
2.5% of rate
quoted
subject to the
maximum of
Rs. 1.00 Lacs
Cost of tender
document
30-01-03
15.30Hrs.
E.M.D
0301-03
T0
23-01-03
Contract
period
Providing
pilotage
operations for
vessels calling
at XYZ Port on
contract basis
2 Years
Tender
No
Name of the
work
M
100/8/2002/Tech
Sealed tenders are invited in two cover bids from qualified and experienced firms for
carrying out pilotage perations for vessels calling at XYZ Port on contract for a period of two years.
The tender document can be had from the office of the Deputy conservator, XYZ Port Trust, Administrative Building
XYZ 100001 with a request in writing on payment of Rs. 1500/-(Separe Copy Rs. 500/-)either by cash or demand draft
in favour of Financial Adviser & Chief Accounts Officer, XYZ Port Trust, XYZ 100001. For further details, visit the
port website www.xyzport.com before applying for tender document
Deputy Conservator.
Contracts Management 95
7.3 TENDER
It is an offer to carry out the service with details description of terms and condition. A tender or
quotation is in the form of a written letter or a published document (in news paper). The aim is
to find price for procuring certain materials or to get a particular work done within the desired
period and under specified conditions.
7.3.1 Factors Effecting Tender
What are the pre and post qualification for being eligible to bid?
What are the terms of the notice calling for tenders?
Is it a single tender, a limited tender or global tender.
Is it a sealed or open tender?
What is the validity of the offer?
Is there a repeat option?
Is it a rate-contract tender?
Or is the bid - a one time bid
Are there pre-award meeting.
Deviation permissible under the bid.
Is there bid guarantee.
Does the tenderer lease with the authorities concerned or is it the purview of project
authority.
Who is going to handle the matters of octroi entry tax, custom, demurrages and
transit loss?
7.4 TENDERING PROCEDURE

The risks associated with the projects can become manifold if contractor selected for specific
work is not competent technically, financially or managerially. So ensuring qualification of
contractor is must.
Tendering procedure involves following:
Pre-qualification of contractors
Preparation of tender documents
Mode of floatation of enquiry
Receipt of tender
Guidelines for evaluation of tenders
Selection of contractor
7.4.1 Pre-qualification of Contractor

Notifications are issued in press, at embassies etc with details of purchaser, project, tender
submission date and instruction for applying for pre-qualification and its submission date. The
pre-qualification document seeks information about financial statement, experience in specific
work, and availability of resources like labour, plant, and technical aspects.
The data supplied by contractor is evaluated for short listing based on:
Previous experience and contracts
Past turnover and fund availability
Necessary infrastructure, technical manpower and equipment
Credibility and job performance
7.4.2 Preparation of Tender Documents

The purchaser prepares tender document in a detailed and clean manner as far as possible to
define technical aspects and purchaser or contractors share of responsibility. Tender document
should include
1. Letter of invitation to tender
2. Instruction to tenderer
3. General Conditions of Contract (GCC)
4. Technical specification
5. Special conditions of contract
6. Scope drawing
7. Bill of quantities
8. General information about site
9. Form of tender
General Conditions of Contract (GCC): There are standard contract documents to ensure
that parties entering into contract are appropriately protected against risks. It is advisable for
parties entering into contract to take one of these documents rather than making on their
own. This is because it is more likely to be more neutral without any inclination. Inclination is
possible towards the party which frames and drafts contract. Some of the clauses include the
following things: definition of terms, contractor to inform himself fully, security for due
performance, Mistakes in information, patents rights, liability for accidents and damage,
limitation on contractors liability, variation in scope, delivery, manner of execution, etc
7.4.3 Receipt and Evaluation of Tenders

There may be a pre-bid conference to clarify various issues to the tenderers. Queries can be
clarified through correspondence till due date for bidding. On due date bids may be opened in
front of tenderers present. The late submitters are disqualified. The tenders are evaluated
from technical, commercial, contractual and managerial angles. Clarifications may be sought
from contractor. Normally the lowest bidder who is also technically and managerially acceptable
is awarded the contract. Agreement is signed on stamped paper. The contractor, for an insurance
against uncertainties in dealing, may require form of guarantee.
7.4.4 Selection of Contractor

It should be noted that price should not be the only criteria for selection of contract/bid. A
contract presumes that parties entering into a contact are competent and normal. The general
condition for contracts (GCC) also lists provisions to protect against uncertainties arising during
a normal course of work. The contactor selected for a specific work should be competent
technically, financially or managerially else the risks may multiply manifold. Therefore a well
laid out procedure must be adopted for pre-qualification of contactor. Certain factors such as
financial capacity, technical infrastructure available and past experience have to be kept in
mind before selection of the contractor.
Objectives for Rating the Supplier

The essence of purchasing is the rational selection of the supplier. Besides identifying
potential and reliable vendors, maintaining updated records on their performance is vital for
purchasing operations. The consequences of choosing the wrong type of suppliers are serious
both financially and operationally. A suppliers default may sometimes be more serious than a
buyers mistakes. It is necessary to educate the supplier with a view to improve his performance.
It is desirable to compare one vendors performance with other to improve the overall reliability.
Just as buyer tries to rate the supplier, seller also rates the buyer with regard to his authority,
technical knowledge, professionalism, and commitment to promise. Purchase department has
a sole responsibility for the choice of supplier and placing the order. Hence it is necessary to
access the vendors performance on an objective basis, based on price, delivery, quality and
service aspects, in order to fulfill the objective of getting a quality product at minimum costs.
Unless the vendor sends material of proper quality, all the previous efforts and time spent by
the buyer become useless and delays while the replacement and settlement causes loss. The
technical, managerial, financial, personnel, and service aspects are must for making vendors
rating.
The following things should be kept in mind for vendor rating:
Vendors reputation as a reliable and financial strong company.
Suppliers proven integrity by past performance.
Suppliers commitment for warranty, guarantee and quality.
Suppliers cost reduction programmes by using scientific method.
Labour management relationship in the sellers plant.
Adequate design and development wing for technological challenges.
Suppliers capability for analytical engineering, installation and commission
engineering.
Capacity to train buyers engineer.
Ability to meet challenging and new task by technical leadership.
Research efforts leading to general advances.
Quality to the after- sales- service and spare parts availability.
Dependability and reasonable price to other sales-service.
Ability to provide maintenance contract needs of the buyer.
Assurance and conformance of minimum delivery time schedules.
Reserve production facilities for emergency requirements.
Supplier diverting to other customer in terms intended for one.
Vendor not becoming insolvent after taking money.
Selling a range of full time of related items.
Credit availability and financial arrangement of seller.
Local contracts and their technical competence to help.
Suppliers reputation enhancing product sales of buying firm.
Vendors capacity to provide selling aids, drawings etc.
Managerial effectiveness of suppliers organization ownership pattern, and
professionalisation of personnel.
Status and operational reliability of sellers plants.
Financial status of supplier, certified by bankers.
Record of labour disputes at sellers plant and their impact on buyers requirement.
Vendor Difficulties
The large range, variety, sizes and number due to technological upgradation, forces the
vendors to be highly selective in stocking the spares leading to customer dissatisfaction.

Communication and transportation bottleneck with customers located in far-flung areas is a
major issue. Officers often blame the suppliers for all troubles without following the maintenance
schedule of equipment and operating them according to service manuals.
7.4.5 Sellers Frustrations

The buyer does not have sufficient authority to exercise sound judgment in taking decision
creating embarrassing situations. The delay in account settlement is one of the major deterrent
for a seller. Unwarranted and wavering policies are sometimes adopted by the buyer in rejecting
goods, when not needed. Inordinate delays in buying decisions with continuous change in delivery
orders leading to even abrupt cancellation of order without notice. The buyer does not adhere
to recommended operating and maintenance manuals and communication on problems observed
not reported immediately.
Vender Rating Index (VRI)

VRI given below can help in selecting of contractors. If there are several contractors their
performance is rated according to:
Quality
Delivery
Price
Service
VRI = VRI (Quality) * A + VRI (Delivery) * B + VRI (Price) * C
Where A, B, C are the weights given to 3 venders rating index based on quality, delivery
and price by material manager.
VRI (Quality) = Number Rejected/Number Received
VRI (Delivery) = Number delivered on schedule/Number of delivery
VRI (Price)
= Lowest price bid/Price bid by vender
7.5 ROLE OF RESPONSIBILITY, REIMBURSEMENT AND RISK IN

CONTRACTS
7.5.1 Responsibility or Scope of Work
Most of the problems in contracting arise because of improper definition of scope or assigning
of responsibilities. The parties involved may have different understanding regarding scope of
work and responsibility giving rise to utter confusion. This may even lead to charges of evasion
of responsibility, extra claims, ill feeling, strained relationships and above all delay and additional
cost in completion of the project. There are reasons for allowing ambiguities in contract, which
are both technical and political. The owner may not like to define everything clearly and
technically in order to keep some flexibility to play with scope of work. The contractor may not
like clear definition since he may not be able to make extra claims and earn disproportionately
high reimbursement for any additional work. But it is in interest of both parties to the keep
ambiguities to the minimum.
Responsibility involves following major issues:
What to parcel out to contractor and what to retain
How to define work parcels so that contractors know their scope precisely and there
is no overlapping, undefined unallocated or ambiguous work areas
Deciding the relevant performance parameters for fulfillment of which contractors
must assume responsibility.
7.5.2 Reimbursement
This is more important for contractor than the owner. The type of reimbursement can be
mainly lump-sum or cost plus. Generally the owner prefers lump-sum contract since he can
know at very early stage his project liability and also if he is going to be within approved budget
or not. His anxieties will be less. The owners impression that lump-sum contract is more
economical than cost plus may not prove right, since while building detail he has to take
contingencies.
7.5.3 Risk
It is very difficult to forecast the outcome of project in separate parts. The significance of risk
can be understood from the fact that maximum content on contract deals with it. The contract
itself is considered an instrument for transfer of risk from owner to the contractor, which the
contractor resists. But while contractor risks only his fee, owner runs the risk of not having
any plant at all. Only small risks can be covered by insurance, which is not a financial policy.
However most of the risks are usually covered when contracts are awarded through a proven
contracting process.
Owners risk is due to the following factors:
Will the contractor be able to carry out work as per specification
Can the work be completed within quoted cost and time
Will the plant perform at the required level
Will contractor stay on job till its completion
Will contractor co-operate with owner and rectify defects later
Will relationship click
Does he understand his intent fully
Contractors risk is due to the following factors:
Termination of work before its completion
Prompt payments and making of projects
Reimbursement for extra claims honoured
Penalization for failures beyond his control
Interruptions in progress and change of scope
Compensation for pure escalation
7.6 TYPES OF CONTRACTS

Selection of the type of contract for the project requires proper judgment. So decision is made
after considering total project environment, availability of contractors, criticality involved,
ongoing economic activity and workload of contractor.
Broadly the business contracts can be divided into two groups. These are:
1. Turn-key contracts
2. Non turn-key contracts
Piece work contract
Lump-sum contract
Cost plus contract
Labour contract
EPC contract
7.6.1 Turn-key Contract

There is a general observation that by reducing the number of contractor better project can be
ensured. In a turn-key project a single contractor has complete responsibility to supply the
owner a plant which is complete and ready for the owner to operate by simply turning the key.
Turn-key is not necessarily a fixed price-lump-sum contract but it is quite possible to enter into
a turnkey reimbursement contract. This allows consultancy organization to undertake projects
without capability of supply and finance.
Since the contractor of a turnkey project is expected to do everything right from scratch,
the scope of contract covers all areas of the project, viz., design, engineering, construction,
structural work, supply and erection of plant and machinery, supply of spares, testing and
commissioning. Since a single contractor does the entire work, turnkey contract agreements
invariably have a clause on performance guarantee.
7.6.2 Piece-work Contract

In this method of contract, the contractor agrees to execute a specific work for a specified rate
with out reference to the quantity/magnitude of the work involved, or the time taken for
completing the specified work.
7.6.3 Lump-sum Contract

In this system, the contractor agrees to execute the work completely in all respects, within the
stipulated time, in accordance with the drawings, designs and detailed specifications and for an
agreed sum. Payment of the agreed sum to the contractor is made on the strength of a workcompletion certificate issued by the engineering-charge. Since this type of contract is used for
major project, time of completion of work is a crucial factor. The time limit with in which in the
work is to be completed is given in the contract and penalty for slow progress is also included as
one of the conditions of the contract.
7.6.4 The Cost Plus Percentage Contract

The cost plus percentage is pre-determined and provided in the contract. It is meant to take
care of overhead charges and also to provide the contractor with some profit margin. In this
method the contractor uses his own materials, labour and executes the work according to the
drawing and specification. The contractor keeps proper accounts of the material and labour
charges. The owner keeps close control during execution to ensure the quality of material and
specification. After completion of work the contractor is paid some percentage above the actual
cost of execution.
7.6.5 Labour Contract

Thus, the contract is entered into only for the labour portion of the project. This type of contract
is chosen when the project promoters do not want to compromise on the quality of material to
be used.
7.6.6 EPC (Engineering, Procurement and Construction)

This method of contracting is a step behind the turnkey approach where the contractor is
responsible for complete engineering, procurement and construction of entire project complex.
The contractor is also responsible for process design and basic engineering of open art process
units although process design and basic engineering of licensed units is obtained from process
licensers through the EPC contractor or directly by the owner. EPC represents traditional
approach where MSC (multi-split contracts) require project implementation (execution) to be
performed in different phases by different contractors. The turn-key project management may
be said to be its breed.
7.7 TYPES OF REIMBURSEMENTS VS TYPES OF CONTRACTS

The table given below summarizes the various types of contracts and reimbursements used in
practice:
Table 7.3 Reimbursement of contracts
S No. Type of Reimbursement
Type of Contracts
1.
Lump-sum contract
Lump-sum
Negotiated lump-sum
System contract, Know-how contractor,

Turkey contract, Management contract,
Detailed engineering contract
2.
Cost plus contract

Cost plus percent fee (Installed plant cost
+ percentage fee turn key contract)
Cost plus fixed fee
Cost plus with guaranteed maximum
Cost plus incentive and guaranteed
maximum (target cost contract)
Fixed rate contract (Agreed rates per man
hour/ per man day)
Prime contract
3.
Item rate contract (Contractor offers a unit

rate against each item, either approximate
quantity introduced or not mentioned)
Supply contract
4.
Convertible contract
5.
Hybrid Contracts
Lump-sum + Item rate
Lump-sum + Cost plus
Lump-sum + Fixed rate
7.8 SUB-CONTRACT
The main contractor can entrust some of the work to the sub-contractor when a major work is
undertaken. In that case there can be separate contract between the main contractor and his
sub-contractors. The project promoters are not liable to make any payment to the sub-contractor,
which is the liability of the main contractor. In some sensitive works, if it is felt that subcontract shall not be permitted, suitable clauses to this effect should be incorporated in the
main contract.
7.9 TEAM BUILDING

Any amount of contractual clauses cannot make a team; instead working in teams prevents
need for contract. It has to be emphasized that contract or no contract the success of a project
will depend on whether the people who have been brought into its fold will willingly co-operate
with each other or not. The people participating in a project must work as a team and project
manager could use the 7Cs model for building up the team. They are
Conceiving,
Concurring,
Committing,
Communicating,
Co-ordinating,
Counseling
Controlling.
They should consistently relate, support and supplement each other for the common
cause.
7.10 EARNEST MONEY DEPOSIT (EMD)

Before entering into a contract a contractor has to bid for it. While bidding in his specialized
area a nominal amount of money is to be deposited along with necessary tender documents.
This ensures his active participation in competing with other similar contractors and acts as a
guarantee for his commitment towards the offer he has made to the project authorities. This
nominal amount deposited while bidding, labeled as earnest money deposit. It is associated with
all the major and minor works these days. Essentially this clause is included to safeguard the
interests of genuine contractors and prevent frisky contractors from spoiling the competitive
terrain. The money generally varies between 2.5% to 3.5% of the value of tender. In many of
contracts the amount so deposited is refundable if the bidder fails to strikes the contract. But in
some cases the authorities may forfeit the amount. In all probability the earnest money acts as
a protective agent indicating seriousness of the party in bidding.
7.11 RETENTION
Retention money is generally considered as contractual safeguard and not as a cheap form of
finance. This is the amount of money due to a contractor for executing the contract during the
project implementation. In general the money due to a contractor is not released in lump-sum,
instead is remitted in different installments. Usually the payments are made as follows
10 per cent of the contract amount with the order
80 per cent of the contract amount or work completed, on delivery
5 per cent of the remaining amount on take over
5 per cent, i.e. balance on final acceptance
While fixing the level of retention money one should consider that no higher amount is
retained than what is reasonably necessary. Where the works are completed and taken over in
sections, the retention money should be released on a sectional basis. Therefore it is some
percentage of the bill value, which is retained by the project authorities at the time of making
payments. In general, retention money may be paid after completion of the project or after the
maintenance period. Percentage deduction towards retention varies from bill to bill and ranges
from 5% to 10% of the bill amount.
7.12 LETTER OF INTENT (LOI)

This is letter issued to the successful tender intimating about his/her offer being accepted. LOI
is issued before signing of the contract by the two parties. The successful tenderer is required
to intimate any condition with in the stipulated time. Issue of LOI by the project promoters and
acceptance of the same by the successful tenderer does not obviate the need for signing a
contract. Since LOI is not a legal document, the two parties have to necessarily execute the
contract by signing the contract agreement.
7.13 ENSURING BETTER CONTRACT MANAGEMENT

Since a substantial portion of project is typically executed through contracts, proper management
of contracts is critical to the successful implementation of project. Following points are to be
kept in mind for ensuring better contracts management:
The competence and capability of all the contractors must be ensured -one weak link
can jeopardize the timely performance of the contract.
Proper discipline must be inculcated among the contractors and suppliers by insisting
that they should develop realistic and detailed resource and time plan, which are
congruent with the project plan.
Penalties, which may be guaranteed, must be imposed for failure to meet contractual
obligations like wise incentives may be offered for good performance.
Help should be extended to contractors and suppliers when they have genuine problemthey should be regarded as partners in a common pursuit.
Project authorities must retain latitude to off load contract (partially or wholly) to
other parties well in time where delays are anticipated).
Number of contract packages should be kept to minimum to ensure effective coordination.
If global tenders are floated for a turnkey project it is likely to be bagged by foreign
suppliers. Though the dependence of foreign suppliers seems to be advantageous from point of
view of time and cost but it would also mean out flow of foreign exchange and not encouraging
indigenous technology. While over reliance on indigenous supplier may mean delays and technical
performance uncertainties. So judicious balance is to be sought which moderates foreign
exchange outflow and given reasonable fillip to development of indigenous technology.
7.14 BOOT PROJECTS

BOOT stands for Build-Own-Operate-Transfer is a latest outgrowth of hue and cry over boosting
private sector involvement in development of major projects. This term was introduced by
Turkish Prime Minister and is becoming trend in developing countries for encouraging private
investment by offering several concessions. Using BOOT government involves private sector
for a infrastructure or transportation project (Normally public sector project) building initial
operation and after a limited period (say a 25 year concession) transfer back to government.
BOOT can be defined as A project based on granting of concession by the principal,
usually a government to a promoter sometimes known as concessionaire who is responsible for
constructing, financing, operating and maintaining the facility over the period of concession
before transferring the facility at no cost to the principal as fully operational facility. During
concession period the promoter owns and operates the facility and tries to recover the costs of
investment, maintenance while operating the facility to result in a margin of project.
7.14.1 The Major Components of BOOT Project Include

Build design: procure, manage, construct and finance the project implementation.
Own: Own the asset during concession period and the license for the equipment
used.
Operate: manage and operate plant, carry out maintenance, deliver product/ service
and receive off take payment
Transfer: Hand over the plant in operating condition at the end of the concession
period.
7.14.2 Projects Suitable for BOOT Contracts

Country highways, bridges and tunnels, water, gas or oil pipelines and hydroelectric facilities
are considered suitable projects as a private economic equilibrium is obtainable. However the
subsidies are often necessary for high-speed train network and light rail trains as prices paid by
user are often low and government generally prefer to control prices. The characteristics of
BOOT projects are particularly appropriate for infrastructure development projects such as
highways roads, mass transit railway and power generation and as such they have a political
dimension of public welfare that is not the feature of other privately finance projects.
7.14.3 Advantages of BOOT Projects
Promoting private investment

Completing projects on time without cost overcomes
Good management and efficient operation
Transfer of new and advanced technology
Utilizing foreign companies resource
Injecting new foreign capital into the economy
Providing additional financial source for priority sector project
Allowing no inroads on public dept
Releasing the burden on public budget for infrastructure development
Creating positive effect on the credibility of the host country.
The other variations of the BOOT structure are

DBFO (design-build-finance-operate)
DCMF (design-constructed-managed-finance)
BOO (build-own-operate)
BOLT (build-operate-lease-transfer)
RLT (rehabilitate-lease-transfer), etc. schemes.
Example: ABC supplier has made 17 deliveries on time out of 20 orders placed on them
has given an average of 5% rejects and delivered items at the performance index of Rs. 110/when the average price performance index is Rs. 100/- weightage, for delivery 40, quality 30,
price 30. What is rating?
Solution
Delivery Index= (No of lots delivered on schedule/ Total no of lots delivered) 100
D = (17/20) 100
D = 85
Quality index = ( No. of lots accepted/total no. of lots) 100

Q = ((100-5)/100) 100
Q = 95
Price index = (Lowest acceptable price index/price bid by the vendor) 100
P = (100/110) 100
P = 90.90
Overall vendor efficiency index = (0.40 D) + (0.30 Q) + (0.30 P)
= 89.77
Table 7.4 Vendor ratings
Factor
Weightage
Performance
Evaluation
Delivery
Quality
Price
40
30
30
17/20
(100 5)/100
100/100
40 17/20 = 34
30 95/100 = 285
30 100/110 =898
QUESTIONS
1. Explain what is contracts management.
2. Discuss the procedure for awarding contracts.
3. Discuss the tendering procedure in brief.
4. On what basis the selection of vender is made. Explain briefly.
5. Explain the role of responsibility, reimbursement and risk in contracts management.
6. Discuss the types of contracts used in practice.
7. How does sub-contacting help in project management? Briefly explain.
8. Enlist the advantages of BOOT projects.
8
PROJECT MANAGEMENT PERFORMANCE
AND CLOSE OUT
Ideally a project will be considered totally successful if it gets completed on time, within budget
and performs exactly to the designers specifications. But this is a tall order and many projects
would not meet these requirements. Tradeoffs have to be accepted between various performance
parameters for effective management of a project.
Project may be considered a total failure in following cases:
Abandoned half way or kept in abeyance or completed with a changed concept
Does not produce as specified in terms of quality of produce
Becomes sick soon after going into commercial production
So in real life a project cannot be considered either a total success or a total failure-it
would fit somewhere in between. The investor, project manager and also the public who are
watching the project are all very keen to know how the project is being managed, while in
progress.
8.1 FACTORS INFLUENCING PROJECT SUCCESS

The following factors have an influence over the direction of project success:
Clearly defined goals
Support of top management
Competent project manager
Competant team members
Sufficient project resources
Client involvement in defining needs and requirement
Adequate communication channels
Involvement of all parties in project review and corrections
Consulting with users and keeping them informed
Technology being implemented has been reviewed and critiqued and works well
Clients understand the usefulness of the project
Control measures to keep project on track
Daily trouble shooting and resolution of problems
8.2 FACTORS RESPONSIBLE FOR PROJECT FAILURE

The following factors have an influence over the direction of project failure:
Inadequate skills reflected in approach
Unsupportive top management
Project Management Performance and Close Out 107
Project manager unable to cope up with the demands of project

Ignoring the systematic nature of projects with hardware, software, and other
resources handled precisely in an independant manner
Inadequte communication in the project
Failure to involve the user
Inadequte project planning
Insufficient project definition
Improper estimation of time and resources
Incorrect scheduling and handling of resources
Enormous changes during the last implementation phase
Inadequate control
Project termination poorly planned
8.3 PERFORMANCE INDICATORS

The following performance indicaters will give a clear idea about the program
of the project.
Time Overrun
Cost Overrun
Project Sickness
Productivity
Value Analysis
8.3.1 Time Overrun

The zero dates are not same and the meaning of completion may also differ from project to
project. But many people would not be interested in the technicalities of a schedule. In order to
get a project cleared through the approving authorities a schedule may be fixed up which can
be far from realitic. The vendors and contractors would only add to the confusion by promising
deliveries, which can make anything possible on paper. Besides a defective design and subsequent
modification/change to suit the projects requirements also increases time and cost. How much
time a project eventually takes and who contributed to overrunsthese are questions that no
one can answer without doing some research. In such circumstances for most projects, time
overruns cannot be used as true indicators for project management performace.
8.3.2 Cost Overrun

The situation, however, is not so vague regarding cost. While time can be misquoted, cost
cannot. Anything done to a project, including time overrun would be reflected in the cost. If a
project is not managed well, its cost will go up; conversely, if a project is managed well, its cost
should come down. Therefore, cost can be used as an indicator for project management
performance. But cost estimates in a project, as we have discussed before, are to be revised at
various stages to improve their accuracy, and they invariably increase after every revision.
Cost overrun, the expression, which is used to represent the variance between the original
sanctioned cost and the final cost incurred, would then provide no indication of managerial
performance.
8.3.3 Project Sickness

Whatever a project manager does with respect to the resources will be reflected in the cost.
The project manager also provides resons to justify the cost of plant which, to be called successful,
must produce a saleable output. The ratio of this output to the cost incurred for putting up the
plant could be an indicator for project management performance also indicating the state of
health of the plant.
Considering cement plant example, a project will be considered to be healthy when the
plant produces cement conforming to ISI specification at a saleable cost. The performance of a
particular cement project will be considered better than another only if the cost per tonne of
cement produced by it is lower than the other, possible only by use of better technology. The
performance of the plant is also dependent on quality of project management. The quality of
the plant and equipment selected will decide the cost of utilities, repairs and maintenance.
Depreciation, which makes a contibution of almost 33% to the production cost, is due to installed
cost for which management alone is responsible.
If a project is implemented at a lower installed cost, the plant performance will be so
much better; if not, the plant faces the risk of falling sick. The plant performance can not be
measured till the project goes into commercial production, but the project manager is fully
responsible for both installed cost per tonne and production cost per tonne else a project may
fall sick. The project may also fall sick later due to mismanagemet of its operations, but the
project manager cannot be held resposible if the installed cost per tonne was at par with the
industry average and perfomace parameters were achieved exactly as per specification.
8.3.4 Productivity as Performance Indicator

Installed cost per tonne reflects the productivity of project execution just as operating cost per
tonne reflects the productivity of an operating plant. A productivity indicator reflects how
resources have been utilized either for production of goods and services or for creation of
facilities for the same. Therefore, productivity must be measured not merely for evaluating the
performance of project management but mainly to ensure profitability of plant and ward off
sickness.
8.3.5 Value as Performance Indicator

Value engineering effort should be aimed at controlling the scope and specifications, since
scope for cost control is maximum during design end engineering phases. Value engineering
encourages increase in quality if it can be attained at no extra cost. Value can be expressed as
performance, improves only when performancr is achieved at no extra cost or when cost can be
reduced for desired level of performance.
8.4 APPROACHES TO PERFORMANCE ANALYSIS

Many good projects as well as project management structures have failed because the inability
of the system to evaluate its performance. Performance of system as well as personnel is to be
measured at regular intervals. This involves considering of factor such as techinal judgement,
work planning, communication, co-operation, initiative, quality, work hebits, profit contribution,
notivation level, etc.
Mordern method of performance analysis (also called Earned Value Analysis) provides an
analytical framework forproject control by estimating factors like cost variance, time variance,
schedule variance, cost performance index, schedule performance index, estimated cost
performance index etc.
Budgeted Cost for Work Scheduled (BCWS)

It is the value of the work that should have been completed at the scheduled date as
planned. It includes budgets for all work packages, in process work and overheads.
Budget Cost for Work Performed (BCWP)

It is the budegeted cost for completed work. This is computed by taking the sum of the
budgeted costs of all work packages actually completed, in process work, overheads in addition
to the subjective estimates of the work packages yet to be completed.
Actual Cost for Work Performed (ACWP)

It is the cost actually incurred in completing the wok accomplished with in a particular
time period.
Budget Cost for Total Work (BCTW)

It is sum total of the budgeted cost for the entire project work.
Additional Cost for Completion (ACC)

It is the estimated additional cost required for completing the project.
Cost Variance (CV)

It is the difference between the actual expenditure made in the project till the date of
review and value of work accomplished for the expences incurred
CV = ACWP - BCWP
Cost Performance Index

CP Index = BCWP/ACWP
Schedule Variance (SV)

It is the difference between the value of work that has actually been completed and value
of work schedule to have been completed.
Schedule Variance = Budget cost of work performed Budget cost for work schedule
SV = BCWP-BCWS
Schedule Performance Index

Schedule performance Index = Budeget cost for work performed/Budeget cost for work
schedule
SP Index = BCWP/BCWS
Time Variance (TV)

It gives the time difference equivalent of the value of work to stay on schedule.
Estimated Cost Performance Index

ECP Index = Budget cost for total work/Actual cost for work
performed+Additional cost for completion.
ECP Index = BCTW/(ACWP + ACC)

Question: A company has bagged a fixed cost contract for the supply, installation, testing
and commisioning of 100 computers of same specification at a cost of 300 Lakhs. The company
had estimated that it couled supply install and commission 10 computers per day so that the
entire work couled be comleted in 10 days time. The project status was reviewied often the
completion of 8 days. It was noted that at the time of rivew only 60 computers have been
installed and the cost incurred was Rs 190 Lakhs. It was estimated at the time of review that a
sum of 130 Lakhs wouled be required for comleting the pending work viz. installation of
remanning 40 computers. Make performance analysis by arriving at the various connected
parameters.
Solution
Work scheduled per day 10 computers install a time work scheduled for 8 days 10 = 80
Budget cost of one installation 300/100 = 3 Lakhs
Budeget cost for work scheduled (BCWS) = 80 3 = 240 Lakhs
After 8 days only 60 computers have been installed
Budget cost for work performed (BCWP) = 60 3 = 180 Lakhs
Cost Variance (CV) = BCWP ACWP = 180-190 = (-) 10 Lakhs
Cost Perfornance Index (CP Index) = BCWP/ACWP = 180/190 = 0.947
Scheduled variance in cost terms (SV) = BCWS BCWP = 240 180 = 60 Lakhs
Scheduled performance Index (SP Index) = BCWP/ BCWS =180/240 = 0.75
No. of installing required to be completed after 8 days = 8 10 = 80
No. of actual installing complete = 60
Short fall = 80 60 = 20
Time variance is the time equivalent of work, which has to be completed to stay in schedule
i.e. the number of days required to make good the shortfall of 20.
Time Variance (TV) = Short fall/ Rate of installation per day = 20/10 = 2 days
Estimated cost performance index
ECP Index = BCTW / (ACWP+ACC) = 300/(190+130) = 0.9375
8.5 PERFORMANCE IMPROVEMENT

A comparison of Do it yourself and Turnkey approach to contract
8.5.1 Do It Yourself Trap

Project management perfomance is ultimately gauged by the cost therefore people would are
tempted to exploit every means to reduce cost. It is a normal belief that doing everything
ourselves is the cheapest way to do it. Thinking along this line of action the owner may try get
all work done inhouse In such case he engages a team, which will fabricate as much as possible
at his shop, order only those items which are mostly proprietary in nature, engage labour
contractors for construction and supervise the design, look after procurement and construction
work. Unfortunately these may be the project, which have maximum time and cost overrun
defeating the very objective of their setup. They are also the ones where quality is ignored. The
main drawback with this thought is that it imposes a tremendous load of coordination on a
working group, which has no experience nor is equipped with the tools and techniques of
project coordination. The persons working with a production background do not have the
experience of working in an uncertain and dynamic work environment, which is characteristic
of a project. Therefore in most cases they are not able to project or foresee what may happen
and take necessary actions leading to excesses in schedules and budgets.
To avoid any possible difficulty during operation, the operating people may expand the
scope of the project for the sake of unlimited flexibilities, increasing the cost of the project.
Further, the scope never gets frozen fast, as there is no hurry to package it out to any one at
minimum cost. The operating personel have higher priorities for modifications, which would
ensure better operation of the plant rather than completing the project on time bound schedule.
Further the project team with a production background invariably turns out incomplete
purchase specifications and commercial conditions, which are sometimes, exploited by vendors
and contractors to the extent that the extras tend to surpass original price. The owner may find
himself tied to a contract with many of these unscruplous types who are only intersted in
picking up payments without any business ethics. A project in such a case faces acute problem
and does not get completed easily.
Almost similar situation exists at the construction site with the contractors. Since
competitive bidding does not leave much margin to the contractors, they continuously look for
extras to improve their margin. If the owners supervision is not experienced, the contractor
may do certain things, which may not be in the interest of the project. The contractor may
build defensive records with legal overtones, which not only increase the cost burden for the
owner, but also land him in the court. Thus do it yourself concept may become a trap for some
because cost of not having enough experience outweights any apparent advantage in ones handling
the project all on ones own.
8.5.2 The Turn-key Trap

The lack of expertise may induce the owner to go for a turnkey approach for efficient execution
of a project. The owner in this arrangemnt expects the turnkey contractor to take care of all
troubles of project execution and hand over the key to the owner when the plant is ready for
operation. Some believe this to be the surest way to complete the project not only in the
shortest possible time but also at least cost.
But things may not work in the desired way. Since a turnkey contractor has to earn a
profit from his supplies therefore he will go for the tightest possible design and compromise the
quality of work as long as it does not affect his grarantees. If there is a heavy penalty for
schedule overrun he may engage a team of advocates to build up defensive records and bail him
out. Instead of paying penaltly a turnkey contractor may earn more by delaying a project, as
the owner wil be too willing to accept substandard things and pay additional prices for items for
the sake of schedule.
A Case Study: A Turnkey Approach*

XYZ Company Ltd wanted to deversify into a new product line. Since they did not have the
necessary know-how, and also wanted to put the product in the market at the earliest they
decided to go for a turnkey contract. They were aware that going turn-key may cost them
more; but they were hopeful that the revenue from early production would outweigh the
additional cost. Since the XYZ Company did not have the know-how they appointed a technical
consultant to prepare the bid package, evaluate the bids and make recommendation. Though
* Source : S Choudhary, Project Management (Tata McGraw Hili, 1988)

the company was keen to float the enquiry immediately, it could not be done as the consultant
took several months to prepare the bid package. The company was not prepared for this and
wanted to make up the delay by setting a still tighter completion target for the turnkey
contractors.
The bidders did not agree to submit their bids by the due date and the date had to be
extended. When the bids were finally received the owner was disappointed to find that no one
had agreed to deliver the plant by the target set by him. Also, the prices quoted by the bidders
were much higher than his estimate. The owner had to engage himself in prolonged discussions
for reduction of price and improvement in schedule. Since all the bidders were manufacturers
of the main plant equipment they were not keen to take up civil and electrical work. The owner
agreed to take out this part of the work from the bidders scope as it was explained to him that
this would bring down the cost of the project. The bidders also suggested that the owner should
procure the proprietary items on which they are adding their mark ups. But the owner did not
agree as it would dilute the turnkey responsibility and also increases coordination and hence
disturb the project schedule. As there was recession in industry, the bidders were keen to win
the contract and, therefore, accepted the owners stipulation that for the items not manufactured
by them they should work as the owners agents and receive a fee for their services. The owner
would reimburse the successful bidder for the cost of these items.
The owner did not stop at this stage. He started negotiation simultaniously with all the
bidders in order get a heavy discount on the price of the main plant and machinery and also a
crash schedule. Finally, he could make one bidder agree to his crash schedule but on condition
that there would be no delay in the release of payments. The bidder also insisted on a 25%
advance along with the letter of intent (LOI) and an unconditional letter of credit (L/C) for the
entire contract amount after six months of issue of the LOI. The owner agreed to pay the
advance in a phased manner. It was agreed that release of advances would be linked to a
programme of supply of load data and general arrangement drawings by the vendor. This, the
owner thought, would ensure him to make the civil work ready in time for erection of the plant
and machinery. The owner also made the contractor agree to a penalty/bonus clause in order
to ensure that the contractor makes all out efforts to complete the project on a crash schedule
and meets guaranteed performance.
The project started slipping almost from the first day. Expect for the first lot of load data
and drawings, the contractor could not stick to his drawing release schedule as he was not able
to place orders for bought outs as per plan. He could not even start manufacture of main plant
and machinery in his shop immediately due to delay in supply of manufacturing drawings, nonavailability of materials and existing shop-load. It soon became clear that the rate of progress
demanded by the contract was not achieveable. The contractor, however, attributed the delay
to uncertainty perecieved at his end about the project due to the owners not finalising the
agreement. The signing of the agreement was delayed from the owners end by almost three
months but the contractor assured that the owner would make up the delay in the subsequent
months.
The following months brought tremendous pressure on the contractor for the supply of
load data and general arrangement (GA) drawings. The owner had already lined up a civil
contractor and was unable to feed the civil contractor the structural drawings according to the
agreed time schedule. However, submission of load data and GA drawings to the owner was
getting more and more delayed. It was observed that the contractor did not pass on any advance
to his sub-vendors in a like manner as was done by the owner. Accordingly, sub-vendor data
were getting delayed. However, at owners insistence, a team was sent to the various sunvendors offices and the team collected considerable amount of data across the table. It soon
became clear that the first shipment of equipment from the contractors own shop is not likely
to take place as scheduled unless vigorously expedited by the owner. Regular review meetings
were held with the contractors shop personnel and while manufacturing progress improved, it
became clear that the slippage, which had already occurred, could not be recovered. After
several months had passed, the owner decided to take up the matter with the contractors top
management so that the contract received out-of-order priority.
Interestingly the contractors top management started defending the slippage on the grounds
of delayed signing of contract and non-opening of letter of credit. The owner explained that the
financial institutions would not permit him to lock-up his money by opening a letter of credit
since no material was ready for despatch. The contractor, however, was insistent that the
letter of credit must be opened immediately as per the contract to enable him to step up
progress. He also made a claim that substantial plant and machinery was ready but could not
be despatched due to lack of a letter of credit. The turnkey contractor meanwhile lined up a
new group of professionals as their erection sub-contractor with the idea that a new group
would be cooperative and put in their best effort. This was, however, not acceptable to owner.
Since considerable slippage had already taken place, it was considered essential to have a
contractor with an excellent track record so that a part of the slippage could be recovered
during erection. The erection contract was, therefore, terminatied and a new contractor approved
by the owner was engaged.
The owner opened a letter of credit for the despatch of items declared ready by the turnkey
contractor. Considerable time was spent in settling the terms. Soon the owner discovered that
what the contractor claimed as ready and despatched were not erectable. The contractor
despatched whatever was ready, whereas the owner insisted that the turnkey contractor must
send items in erectable sequence. The contractor, however, maintained that this was not possible
but promised to ensure erectable deliveries as far as practicable. Since material were not
arriving at site as planned the erection contractor did not mobilise as promised. Materials,
which had reached the site, lay idle either because they were not erectable or errection labour
was not available. The situation was intolerable as far as the owner was concerned but he was
not in position either to rectify the situation or cancel the contract.
The turnkey contractor, on the other hand, suggested that the owner should directly take
charge of erection as the situation at the site was a creation of the erection contractor who had
been appoined on the owners recommendation. The turnkey contractor also expressed his
inability to despatch equipment in an erectable sequence, as he was unable to pick-up all the
ready materials from the various sub-vendors with the limited funds that the owner had allowed
him. He threatened that unless a letter of credit for the entire balance amount was opened
immediately he would stop all despatches. But the owner was not convinced that he should
open the balance letter of credit when all the items were not ready for despatch. He felt that if
the letter of credit was opened for the entire balance amount the contractor would take it easy
and his project would get further delalyed. He was convinced that he had not so far received a
fair deal from the contractor and, therefore, there was no reason for him to oblige the contractor.
The contractor, on the other hand, concluded that the owner was short of fund and, therefore,
there was no point in expediting the project.

Therefore a lesson that can be learned from above is that the turnkey contract may lead
the owner to a state of helplessness putting all his plans hayway. Having put all the eggs in one
basket the owner is left with no opportunity to remedy things at a later date. Improper slection
of the contractor may lead him to a path of endless troubles. For the selection of a turnkey
contractor the schedule or cost quoted is of secondary importance. Instead turnkey contractor
must have an excellent track record in management of projects and integrity, which is above
reproach.
8.6 PROJECT CLOSE OUT

The last major phase of a projects life cycle is project close out. It is done once for all when all
defined projects objectives are met and the user has accepted the project. Project close out
includes the following activities, particularly for a very large project.
Redistributing resources, staff facilities, equipment and other related systems including
building if any.
Closing out financial issues regarding labour disputes etc.
Completing, collecting and recording of projects records.
Documenting the success of the project.
Conducting a lessons learned session.
Celebrating project success.
The close out phase of a project can be divided in the following categories:
8.6.1 Administrative Closure

This involves preparation of closure documents of the project being handed over to the customer
as well as other administrative actions to ensure that the project and its assets are redistributed.
Delivering closure documentation does not simply mean getting an approval or acceptance
from the customer but evolves series of steps to ensure that product meets the expected
specifications listed in the design document. The document produced is called the Post
Implementation Evaluation Report (PIER). The other areas included in administrative closure
are, archiving, facilities, and personnel reassignment.
(i) Post Implementation Evaluation Report (PIER): It records the successes and failure of
the project with historical record of the planned and actual budget schedule. Other selected
metrics on the project can also be collected, based on documented procedures. The report also
contains recommendations for future projects of similar size and scope. The PIER should normally
contain the information about, project sign off, staffing and skills, project organizational structure,
schedule cost, risk quality configuration, customer expectation management and lesson learned.
(ii) Preparation of report: It is the responsibility of the project manager to prepare the
report with imput from the entire team, customers and the major stakeholders. If all the
project members cannot be consulted a few must be taken in to confidence before preparation
of the report.
(iii) Other important administrative documents: There are some other documents associated
with the closure of the project and include customer project sign off and project documentation.
(iv) Collection of project archive data: Historic project data is an important source of
information to help improve future projects. The following project data is required.
Project notebook
Project plan
Correspondence
Meeting notes
Status report
Contract file
Technical documents
Files, program, notes etc.
The hard copy of the records should be stored. The other administrative closure process is
the reassignment and reallocation of agency personnel and equipment that have been used
during the project.
8.6.2 Financial Closure

Financial closure is the process of completing all financial and budgetary aspects of the project
being completed. It is of two types
External financial closure
Internal financial closure.
(i) Project account closure

It is an internal process that formalizes the termination of a project for the staff with in
the agency. The dates set during planning stage must be met, otherwise the project may run
for indefinite period of time allowing personnel to apply resources and labour against it. Project
by definition have limited budgeted life spans, so it is necessary to terminate them at some
point.
The project completion date for a project is the date that all project related activities
needed to produce a product should be completed. Any further work done on the product beyond
this date should be considered on operations and maintenance cost.
Most project have account numbers associated with them that allow the financial
departments to track labour hours and resource procurement. These numbers should be decoded
in a formal manner to avoid their abuse.
The staff members must be informed well in time about the closure of the project for the
following reasons:
The staff employed will know in advance beyond which they can not change their
time and resources.
Management will be able to plan their resources and to use them in a new venture.
Setting a date provides a sense of responsibility and urgency to resolve issues and
complete the job in time.
(ii) Processes of contract closure

It is the process of terminating contract that outside organizations or business have with
the agency as pert of the being performed. These contracts may be in the form of vehicle,
technical support, or any other services. This can be discontinued for various reasons, including
contract completion early termination or failure to perform. It is a simple process, but due care
should be exercised to elevate legal complicacies.
In order to close a contract it is important to collect all the pertinent documentation for
review, which will include all original contract and supporting documents such as schedules
contract changes and performance reports. These should be reviewed thoroughly to ensure
that there are no unrealized contract issues that could open up legal liability.

In order to close a contract formally, a written document must be provided stating
completion of the contract and reason for termination. It is desirable to keep a complete set of
contractual records for the project in a safe and accessible place in case they need to be referenced
at any point of time in future.
8.6.3 Financial Audit

It is through examination of a project by an evaluation team and includes detailed overview of
the projects financial procedures, budgets, records etc. Audit can be done department wise or
budget as a whole depending upon the size of the project . This can be done any time throughout
the project period.
The basic aim of the financial audit is to determine where, in measurable terms, the
actual costs on the project may have overrun or underrun and determine the cause of the
variation. It also investigates into the ethical and financial responsibility of the staff involved in
the project. This also aims at to provide an opportunity for the project managers and agencies
to learn where they can improve financially on the implementation of similar project in future.
Audit Information Requirements

To make accurate audit following information is necessary for assessment:
Budget plans (staff and resources base line)
Staff time sheets
Contracts with external organizations
Procurement guidelines
Purchase orders
Budget status reports
Change control results
Teams either internal or external to the state agency depending upon the size expertise
and experience may perform the financial audit. The audit team should be allowed to have full
accessibility to the project record and project staff to make well-informed and unbiased assessment
of the financial health of the project, care must be taken to avoid misunderstanding, and auditors
must avoid comments that may be construed as critical.
8.6.4 Celebration of Success

One step of the closeout phase is the customers acceptance of the system. This is a critical and
important step, as the customer decides when the project is completed. Success is defined at
the early stages of planning the project i.e. initiation phase and is not tied to only budget and
schedule. A project may be considered as most successful even though the cost schedule may
exceed the time limits.
The questions that can determine success include:
Were the success objectives achieved?
Do the stakeholder and customers view in a positive manner?
Was the project well managed?
Did the team worked together and knew wrong and right?
The success of the project can be celebrated in the form of a formal party, and appreciating
the efforts of the team members through gifts and certificates.
QUESTIONS
1. Discuss the importance of performance measurements used in project management.
2. Enlist the performance indicators used in project management.
3. Explain the approaches used for performance analysis.
4. How can the performance can be improved in project management?
5. Compare the do it yourself and turnkey approach.
6. Discuss the various factors involved in project close-out.
7. Enlist the factors which influence the project success and failure.
9
NETWORK TECHNIQUES
The use of network techniques is very common for any project. It helps in calculating the
project time and can be useful to optimise the overall completion time using the concept of
crashing of activities. The discription presented here will help the readers to control and expedite
the project with optimal cost.
9.1 TRANSITION FROM GANTT CHART TO NETWORK DIAGRAM

Gantt progress chart is a bar chart that gives a comparative picture between actual performance
and planned performance i.e. how the planned performance is keeping pace with the fixed
targets. Due to the shortcoming or inadequacies of the bar chart in meeting the requirements
of the modern day management, efforts were made to modify it by adding new elements. One
important modification that forms a link in the evolution of the Gantt chart into PERT/CPM
Network is called Milestone system.
A
B
C
D
E
Fig. 9.1 Gantt chart
Milestones are key points or events in time, which can be identified when completed as
the project progresses. They act as reference points for the management. In a Gantt chart, a
bar which represents a long-term job is broken down into several pieces, each of which represents
a identifiable major event. While the milestone was definitely an improvement on the bar
chart, it still had one great deficiency i.e. it did not clearly show the interdependencies between
events. In a milestone chart, the events are in chronological order, but not in a logical sequence.
A natural extension of the milestone chart was network, where arrows connect events in a
logical sequence. This led to the evolution of network techniques.
Network Techniques 119
Feb
11
Apr
Jun
Aug
12
13
Oct
Gantt Chart with Milestones
Dec
Feb
11
Apr
Jun
12
Aug
Oct
13
Dec
Gantt Chart with Milestones and Network of Milestones
Fig. 9.2 Gantt chart and milestones
9.2 PROBLEMS WITH THE BAR CHARTS

The need of network technique was felt because the conventional bar chart had their limitations
as listed below:
Bar chart becomes too cumbersome while dealing with big and complex projects
when considered in detail and efforts were to find out interaction/interdependence.
Bar chart does not indicate which tasks should be given priorities as regards the
resources (i.e. men, money, materials, machinery, etc)
The changes in schedule cannot be evaluated.
It does not tell tolerance in activity times.
It does not show continuing interrelationships of activities.
So from Gantt or Bar chart it is not clear that which are the activities dependant on each
other and which are dependant.
9.3 SCHEDULING
The network is a graphical representation of the interrelationships among all activities in the
project. Developing the network forces detailed planning of the project and provides a valuable
communication tool. After the activities have been identified and the network has been drawn
the next step is to assign expected time duration to the activities. The expected duration depends
on the planned crew size work method equipment and working hours. A particular level of
resource must be assumed to be available when the work is to be performed. The following
conditions may exist when the estimates are made:
The person who is in charge of an activity or activities assumes that some customary
and reasonable level of resource will be used and specify an expected duration for the
activity. Some completion data is determined. This approach is in keeping with the
theory of Critical Path Method (CPM).
In some actual application a completion time or milestone data is specified and the
estimated amount of resources is adjusted so that the duration will be less than equal
to the desired amount of time. This approach is in keeping with the theory Programme
Evaluation and Review Technique (PERT).
9.3.1 Advantages of Network Scheduling

Network based scheduling techniques can be beneficial in many ways if they are properly used.
Like all other scheduling techniques, however, they are not panaceas or substitutes for good
management judgment. Since scheduling is an attempt to plan future work, the required work
times are estimated. No technique will make poor estimates any better. Scheduling can help
plan work, but the accuracy of plans and schedules depends on the accuracy of the time estimates
used in their development. Knowledgeable people and/or reliable techniques should be used to
provide the time estimates.
Assuming that the estimates for a network scheduling method are as good as those for
other scheduling methods, the network techniques may offer some advantages:
1. They lead to planning a project to the selected level of details so that all parts of the
project and their intended order of accomplishment are known.
2. They provide a fairly accurate estimate of the length of time it will take to complete
the project and the activities that must be kept on time to meet the schedule.
3. They provide a graphical picture and standardized vocabulary to aid in understanding
work assignments and communicating among people involved in the project.
4. They provide a means to track progress on a project (that is, show where work is with
respect to the plan).
5. They identify and focus attention on potentially troublesome activities to facilitate
management by exception.
6. They provide a means of estimating the time and cost impact of changes in the project
plan at any stage.
9.4 NETWORK BASED SCHEDULING TECHNIQUES

The biggest advance in project scheduling since the development of the Gantt Chart in 1917
was made between 1956 and 1958. During this period, two new scheduling techniques were
developed that have much in common, although they were developed independently. These
techniques are the Program Evaluation and Review Technique (PERT) and the Critical Path
Method (CPM). Both are based on the use of a network or graphical model to depict the work
tasks being scheduled. Both were designed to schedule long-duration projects that were to be
performed only once or in low volume. Computer programs are available for both PERT and
CPM, which are helpful in developing timely information about large projects, particularly
those that are to be updated and revised several times before completion. Following techniques
can be used to solve a problem through a network:
PERT:
Programme Evaluation and Review Technique
CPM:
Critical Path Method
RAMS:
Resource Allocation and Multi-project Scheduling
GERT:
Graphical Evaluation and Review Technique
MOSS:
Multi Operation Scheduling System
COPAC: Critical Operating Production Allocation Control
LCS:
Least Cost Scheduling
MAP:
Man Power Allocation Procedure
RPSM:
Resource Planning and Scheduling Method
However PERT and CPM are most commonly used techniques. CPM was developed by
E.I. Du Pont de Nemours and Company in conjunction with the Remington Rand Corporation.
Du Pont described a technique to improve the scheduling of construction and extensive

maintenance shutdowns of its production facilities. Most activities to be scheduled with this
technique were similar to previously performed construction and maintenance, so the length
of time the tasks were expected to require was treated as though it were a deterministic
(known) number.
PERT was developed under the auspices of the U.S. Navys special projects Office working
with representatives of Lockheed and Booz, Allen and Hamilton. The technique was developed
to assist in managing the development of the Polaris missile-submarine system. This project
required the coordination of more than 250 prime contractors and over 9000 subcontractors
including suppliers and other agencies: an immense management and scheduling challenge.
Since many of the activities involved in this project had never been performed before, the time
that they might require was uncertain and consequently was treated as probabilistic variable.
Finally the cost of applying critical path methods to a project is sometimes used as a basis
for criticism. However the cost of applying PERT/CPM rarely exceeds 2% of the total project
cost. When used with added features of work breakdown structure and various reports, it is
more expensive but rarely exceeds 5 % of the total project costs. Thus added cost is generally
outweighed by the savings from improved scheduling and reduced project cost.
9.5 STEPS IN USING NETWORK TECHNIQUES

Three major steps are involved in the use of network scheduling:
Planning the project.
Analyze the project by determining all the individual activities
Show the planned sequence of these activities on a network
Scheduling the project.
Estimate how long it will take to perform each activity
Perform computations to locate the critical path. This information will also provide
information for scheduling
Use this information to develop a more economical and efficient schedule
Monitoring the project.
Use the plan and schedule to control and monitor progress
Revise and update the schedule throughout execution of the project so that the
schedule represents the current plans and current status of progress.
9.6 SOME OF THE ASSUMPTIONS IN PERT OR CPM ARE GIVEN BELOW

Project activities can be identified as entities (there is a clear beginning and ending
point for each activity).
Project activity sequence relationships can be specified and networked.
Project control should focus on critical path
The activity times in PERT follow the Beta Distribution with the variance of the
project assumed to equal the sum of the variances along the critical path.
9.6.1 Symbols Used in Network

1. Activity by
(arrow)
Arrow can have any size or slope. It starts from tail and ends at the head of arrow e.g.,
assembly of parts, mixing of concrete, preparing budget etc.
2. Dummy Activity
(broken arrow)
These activities consume no time. This is introduced to prevent dangling. This happens
when an activity ends with out being joined to end event, so breaking continuity.
3. Event O (circle or node)

Event is represented by node. Event takes no time but it connects two or more activities.
Events may be classified into three categories merge event, burst event, merge and burst event
e.g. design completed, pipe line laid, started issue, tested.
Merge event
Burst event
Merge and Burst event
Fig. 9.3 Events directions
TERMINOLOGIES USED IN NETWORKS INCLUDE THE FOLLOWING
Network
It is the graphic representations of projects operations composed of activities and events
to achieve objective of project showing planning sequence.
Event (node)
It is a recognizable as particular instant of time and does not consume time or source.
Generally represented on network by circle, rectangle or hexagon.
Activity
It is a task or item that consumes time, money, effort etc. It lies between preceding and
succeeding events.
Float or Slack
The term slack time refers to an event-controlled network and float time refers to the
activity network. But generally float and slack are used inter changeably. Float or Slack is
defined, as amount of time an activity can be delayed without effecting the duration of project.
On a critical path, the float is zero. So float gives an indication criticalness of an activity. An
activity with little float, stands a good chance of delaying project and should be carefully
monitored.
ES (a)
EF (a)
LS (a)
LF (a)
t
TF
FF
IF
=
=
=
=
=
=
=
=
Early start time of activity a

Early finish time of activity a
Late start time of activity a
Late finish time of activity a
duration of the activity considered
total float
Free float
Independent float
Total Duration
Total duration of time available for any job is the difference between its earliest start time and
latest finish time. If activity 1-2 is considered then.
Maximum Time Available = LF (1-2) ES (1-2)
Earliest Start Time (ES)

This is the earliest occurrence time for the event from which the activity arrow originates.
Earliest Finish Time (EF)

This is the earliest occurrence time for the event from which activity arrow originates plus
duration for the activity
EF (a) = ES (a) + t
Latest Start Time (LS)

This is the latest occurrence time for the node at which activity arrow terminates minus the
duration for the activity
LS = LF t
Latest Finish Time (LF)

This is the latest occurrence time for the node at which activity arrow terminates.
9.7 PRECEDENCE RELATIONSHIPS

Some activities cannot be performed until other activities have been completed. This type of
requirement establishes a technical precedence relationship. There may sometimes be options
as to the way activities may be performed, but managements prerogatives or differences in
costs lead to a particular planned sequence of activities. Other activities may be performed
independently. Task independence and precedence relationships should be incorporated into
the job plan and indicated on the project network.
9.8 NETWORKING CONVENTIONS: AON AND AOA

A network is a graph using circles and arrows to represent the planned relationships among
the activities required to complete a project. Either of two conventions can be used to develop
a network. One uses circles to represent the project activities, with arrows linking them together
to show the sequence in which they are to be performed. This is called the activity-on-node
(AON) convention, or Precedence notation. An alternative is to show the activities as arrows
and use circles to connect predecessor and successor activities. This method is called the activityon-arrow (AOA) convention. With this convention, the circles or nodes represent events, which
are points in time at which activities begin or end. An event consumes no resources, whereas
an activity consumes time and other resources.
A network is drawn after all activities and their relationships have been defined. There
is no proven best approach to the identification of activities. Some people start with what they
believe to be logically the first activity and proceed in what they believe to be chronological
order; others may start with the last activity and work backward; still others list activities in
random sequence. After the activities are identified, one may ask:
1. Which activity must immediately precede this one?

2. Which activity must immediately follow this one?
3. Can this activity be accomplished without dependence on some other activity?
The activity that must be performed just before a particular activity is its predecessor
activity; the one that follows is its successor activity. Activities, which can be accomplished
concurrently, are known as concurrent activities.
An activity in the AOA convention is often identified by numbers indicating the starting
and ending events. This identification system is called i-j notation (i represents the number of
the starting event, and j represents the number of the ending event). This notation makes it
necessary for every activity to have a unique i-j pair. A dummy activity (indicated by dashed
arrow) consumes no time or other resources but is used merely to indicate a precedence
relationship. A dummy activity may be used to keep two activities from having the same starting
and ending nodes. With the activity-on-arrow convention, dummy activities also may be needed
in other instances to indicate precedence relationships. A single number or letter can identify
activities in the AON convention, and there is no need for dummy activities when this convention
is used. Generally the AON convention is easier to learn because it consistently uses arrows
only to indicate precedence. In contrast, some arrows (solid) are activities, and other arrows
(dashed) indicate precedence requirements when the AOA convention is used. Two errors in
network diagrams common to both AON and AOA method are dangling and looping which are
outlined under the rules for network construction.
4
B
D
3
Activity on Node (AON)
Activity on Arrow (AOA)
Fig. 9.4 Comparison of AON and AOA
9.9 RULES FOR NETWORK CONSTRUCTION

1. There should not be duplication of activities i.e. no redundancy. Each activity is
represented by one and only one arrow in the network.
2. Draw arrows in straight lines, avoid curved lines and crossing of activities.
3. Avoid looping in that, draw arrows from left to right and not in between right to left
resulting in looping.
4. No hard and fast rule in numbering events. As far as possible number them in
ascending order from left to right. For rigorous numbering follow Fulkerson rule(given
below).
5. The length of arrow need not be scaled or proportioned to duration. This rule is
necessary to avoid looping and back tracking.
6. An event cannot occur until all activities leading to it are completed and no activity
can begin until its immediate preceding event has occurred.
7. Each activity must have a tail and head event. No two or more activities must have
the same head and tail events.
Frequency
a (Optimistic)
te
m (Most Likely Time)
b (Pessimistic)
Fig. 9.5 Normal distribution
If each of the activities of a network have their own b (Beta distribution) with means m1
2...n and standard deviations 12 ...n respectively. Then according to Central Limit Theorem
distribution of time for the completion of the project as a whole will approximately be a normal
distribution curve with mean and variance as given as follows:
Mean = 1 + 2 +...+n .
Variance = (12 + 22 +...+n2).
9.12 DETERMINATION OF FLOATS AND SLACK TIMES

Float allows some flexibility in scheduling activities. An activity can be intentionally delayed if
the delay will result in a more uniform workload or provides some other advantage. Some
amount of float should be retained if possible because float is like insurance. The float is
useful under the following conditions: uncertain material deliveries, possible strikes, delayed
drawing approvals and so on, it is wise to have a time cushion if it can be afforded.
More than one activity may require the same resources and may be planned to occur at
the same time. Networking and scheduling data provided by the scheduling method will reveal
such conflicts so that readjustments can be planned to determine the times at which various
activities can occur. It is necessary to calculate the earliest date at which each activity can be
performed and how much each activity can be delayed without interfering with projects scheduled
completion. ES and EF of the activities are calculated in the forward direction of project. LS
and LF of the activities are calculated in the backward direction from the end of the project after
equating the EF of the entire project and LF of the entire project.
Total Float Value

Negative
Resources not adequate
Zero
Resources just sufficient
Positive
Resources are extra so flexibility exists for contingency delays
There are mainly three kinds of Floats:
9.12.1 Total Float

Amount of time by which the completion of an activity could be delayed beyond the earliest
completion time without effecting the overall project duration time. It is measured by the
maximum time of the difference between maximum time available to perform activity and
activity duration time or the difference between latest start time and earliest start time.
TS (a) = LS (a) ES (a)
TS (a) = LF (a) (ES (a) + t)
TS (a) = LF (a) EF (a)
{If ES (a) + t = EF (a)}
ES = 9
LS = 14
ES = 20
LS = 24
t = 10
1
For Activity 1-2,

ES = 9
and
Then Total Float for (1-2)
= 14 9 = 5
LS = 14
9.12.2 Free Float

Time by which the completion of an event can be delayed beyond the earliest finish time
without affecting the earliest start of a subsequent (succeeding) activity. It is based on the
possibility that all events occur at their earliest times i.e. all activities start as early as possible.
Free float for an activity is the difference between its earliest finish time and the earliest
start time for its successor activity. It is that portion of the total float within which an activity
can be manipulated without affecting the floats of subsequent activity. So for all activities, the
free float can take the values from Total Float to Zero but cannot exceed Total float. Free
float is useful for rescheduling the activities with minimum disruption of earlier plans.
FF (I-J)
= (Earliest time for event J-Earliest time for event I) Activity time for (I-J)
FS (a)
FF
= ES (Succeeding)
FF
= Total Float
Minimum of ES times of all immediate successors of activity a EF (a)

EF (Activity)
Slack at Head Event

ES = 20
LS = 24
ES = 9
LS = 14
t = 10
1
Tail
2
Head
Free Float (FF) = (EF ES) t

= (20 9) 10 = 1
9.12.3 Independent Float

The amount of time by which the start of an activity can be delayed without effecting the
earliest start time of any immediately following activities, assuming that the proceeding activity
has finished at its latest finish time.
It is the portion of the total float, which an activity may be delayed for start without
effecting floats of proceeding activities.
9.13 CRITICAL PATH

A critical path is a chain of sequential activities beginning at the project start and ending its
completion. Several or many path may exist through the network. Work may proceed on many
independent path concurrently, but of course work may proceed on an activity only after all the
necessary predecessor activities in its path have been completed. All the activities, hence all
the paths, must be completed before the project is finished.
The path through the network that has the longest expected completion time and is expected
to determine the completion date of the project is called the critical path.
Often activities that are not on the critical path can be delayed without causing a delay in
the completion of the project. On the other hand activities on the critical path if delayed cause
a delay in the entire project. In other words there is no float along the critical path
9.13.1 Forward Pass (ES, EF)

The early start and early finish for each activity are found by calculation performed in sequence
from left to right in the network. This series of calculations is called for forward pass. First we
assign a project day usually 0, to the start of the first activity, to represent the ES for that
activity. Then we obtain the ES and EF for each activity by making forward pass through the
network, from left to right. The duration of an activity is added to its ES to obtain the EF. The
ES of an activity is set equal to the EF of its predecessor if there is only one. If an activity has
more than one predecessor, its ES is equal to the latest EF of its predecessors. For example, if
the early start for activity M in figure is day 10, its early finish is day 15. If the early start for
activity R is day 12, its early finish day 18. Even though one of its predecessors (activity M) is
completed on day 15 activity P cannot begin until day 18 when the latest of all its predecessors
is finished. The forward pass is continued until we reach the right hand side of the network. At
this point we have the EF of the final activity, which is the earliest the project can be completed
(if the activities take the time that was estimated).
ES = 10
EF = 15
M, 6
P, 6
ES = 18
R, 6
ES = 12
EF = 18
Fig. 9.6 Relationship
9.13.2 Backward Pass (LF, LS)

The LF and LS dates are calculated by means of a backward pass from right to left though the
network. The LF of the last activity is usually set equal to the EF of the project. Starting with
the last activity subtract the activity duration form LF to obtain LS. The LF for an activity is
set equal to the LS for its successors if there is only one. It is set equal to the earliest or
smallest LS of all successors if there is more than one successor.
9.14 PROBABILITY OF COMPLETION TIME

We assume a normal distribution table (see Appendix) for calculating probability. For this
distribution Z value tables are available. In a normal distribution curve the chances of the
project being completed within the mean time is 50%. This is obtained by dividing the area to
the left of mean by total areas.
If
TE =mean time = 41.7 days
and
TS =Actual or Desired Time = 45 days
s =1.2 days
Z =
Deviation
Standard Deviation
(45 41.7)
1.2
= 2.75
Standard Deviation = 1.2

This expresses area under
[X mean + 2.75.s (Standard Deviation)]
From Z value table in Appendix we get

0.497 x 2 = 0.994
Or Area = 99.4
So the probability of competing project in desired time is 99.4%.
Example1: Draw the network diagram for the activities of a maintenance job of a part of
refinery
Table 9.1 Refinery date
Activity
Description of Activity
Predecessor Activity
Dismantle the pipe line
None
Disassemble other fittings
Remove valves and check them
Clean the valves and check them
C, E
Clean the pipe lines and others
Replace the defective items
C, E
Layout the assembly lines
Assemble the valves
Do the final connections
H, D
Test the fittings
Solution
7
D
B
A
1
C
3
4
F
E
5
Fig. 9.7 Network
9
H
10
I
11
J

Activity
A
B
C
D
E
F
Predecessor
A
B
A, B
E
Duration (days)
2
4
1
2
3
2
Cost (Rs Day)

50
50
40
100
100
60
1. What is minimum duration of project

2. Draw a Gantt chart for early start schedule
3. Determine peak requirement money and day on which it occurs above schedule
Solution
4
EF
LF
4
3
A
0
2
F
5
1
4
D
2
2
4
Fig. 9.10 Network
Critical Pat
Minimum time
1-2-3-4-5
= 9 days
Table 9.2 Activity relationship
Activity
ES
(EF t)
EF
LS
LF
(LF t)
Event Slack
(LS ES)
(LF EF)
On Critical
path
No
Yes
No
No
Yes
Yes
A
D
B
C
Requirement of Money
Day 1
Activity
A+B = 50*2
Day 2
Activity
A+B = 50*2
Day 3
Activity
B+C = 50+40
Day 4
Activity
B = 50
Day 5
Activity
D+E = 200
Day 6
Activity
D+E = 200
Day 7
Activity
E = 100
Day 8
Activity
F = 60
Day 9
Activity
F = 60
Therefore the peak requirement is Rs.200 on day 5 and 6.

Example 5. Draw the network using AON system and find Critical Path for Computer
Design Project.
Activity
Designation
Immediate
Predecessors
Time in
Weeks
Design
21
Built proto type
Evaluate
Test prototype
Write equipment report
C, D
Write method report
C, D
Write final report
E, F

Solution
2
2
0
11
5
1
11
2
2
2
5
12
8
3
15
5
10
15
10
Fig. 9.11 Network
There are one two critical path throughout network. The first critical path includes activities
A - C - F - G and the second path includes A B D F G. Only activity E is not on critical path
because there is a slack of 3 on it. All other have zero slack.
Table. 9.4 Activity relationship
Activity
ES
EF
LS
LF
Slack
On Critical
Path
21
21
21
Yes
21
26
21
26
Yes
21
28
21
28
Yes
26
28
26
28
Yes
28
33
31
36
No
28
36
28
36
Yes
36
38
36
38
Yes
Example 6: A project has the following time schedule

Activity
1-2
1-3
1-4
2-5
3-6
3-7
4-6
5-8
6-9
7-8
8-9
Time
(months) 2
Construct a PERT network and compute

Critical path and its duration
Total float for each activity
Also find the minimum number of cranes the project must have for its activities 2-5, 3-7
and 8-9 without delaying the project. Then is there any change required in the PERT network.
Solution
Steps
1. Moving forward find EF times (choosing the Maximum at activity intersection)
2. Maximum EF = LF = Critical Path Time.
3. Return path find LF (Choosing the Minimum at activity intersection)
4. Note LF, EF from network (Except activity intersections)
28
28
36
F, 8
C, 7
21
36
38
21
38
A, 21
G, 2
B, 5
D, 2
26
26
28
E, 5
28
33
36
Fig. 9.12 Network
Activity
1 2
Duration
2
ES
0
EF
2
LS
5
LF
7
TF
5
1 3
14
25
11
36
10
10
37
46
10
58
11
12
69
10
15
10
15
7 8
11
12
89
11
14
12
15
Critical path is 1 3 6 9 with duration 15 Months

Minimum number of cranes
Finish 3 7 at 7 with one crane
Finish 2 5 at 7 + 4 =11 with same crane
Finish 5 8 at 11 + 1 =12 with same crane
Finish 8 9 at 12 +3 = 15 with same crane

Therefore one crane will be sufficient if start time of following activities are:
Activities
25 7
Activities
5 8 11
Activities
8 9 12
Example 7. Considering a small maintenance project as given below, plan it with the help
of CPM.
Activity
Duration
Predecessor
A
B
C
D
E
F
G
H
I
11
3
5
0
2
1
12
6
7
Nil
Nil
Nil
A
A
B
B
C, F
D, H
Compute the following for each job:

Early start time (ES), Late start time (LS), Early finish time (EF), Late finish time (LF),
Total Float (TF), Free float (FF), Minimum total duration of the project. If all the jobs have
been scheduled to start as early as possible and that the work has been in schedule up to the
end of week 5. There is strike on week 6 causing a delay of 1 week. Draw a CPM diagram for
the jobs remaining to be done when work resumes on week 7.
Solution
Network representing the given project:
11
13
11
E2
6
J
3
D0
A
EF
15
LF
0
11
5
C5
11
5
H6
11
7
17
18
F1
B3
G 12
3
Fig. 9.13 Network
18
The ES, EF, LS, LF, TS, FS have been computed as discuss earlier and entered in the
below.
Activity
Duration
ES
EF
LS
LF
TS
Slack
at Head
FS
A
B
C
11
3
5
0
0
0
11
3
5
0
1
0
11
4
5
0
1
0
0
1
0
D
E
F
G
H
I
0
2
1
12
6
7
11
11
3
3
5
11
11
13
4
15
11
18
11
13
4
6
5
11
11
15
5
18
11
18
0
2
1
3
0
0
0
2
0
0
0
0
1
3
-
13
16
15
18
FS for ending activities will be taken as 0 (Zero)

The minimum duration of the project is 18 weeks.
Figure shown is a squared CPM network, which depicts the jobs yet to be done on week 7.
12
Weak No
0
J
10
11
12
13
14
15
16
17
18
19
Example 8: For Network given find Total Float (TF), Free Float (FF) and Independent
Float (IF)
10
2
3
5
3
Fig.9.14 Network

Solution
8
18
8
10
8
1
0
EF
LF
18
4
5
10
10
15
Fig. 9.15 Network
Activity
12
13
24
25
34
ES
EF
(1+2)
LS
(5-1)
LF
TF Slack at
(4-2) head
(5-3) event
FF Slack at IF
(6-7)
tail
(8-9)
evet
10
8
4
2
10
5
0
0
8
8
4
8
4
10
18
9
0
6
13
8
10
8
10
15
18
15
0
6
5
0
6
0
6
5
0
5
0
0
0
0
1
0
0
0
0
6
0
0
0
0
-5 (taken
as 0)
45
10
13
15
18
Total float = 0 on the Critical Path, which is 1 2 5

Example 9: Draw PERT Network
Find expected time and variance for each activity
Probability of completing project in 32 days.
Total project duration
Table. 9.9 Activity relationship
Activity
12
13
24
34
45
25
3-5
Estimated Time
TO
TM
TP
6
5
4
4
4
4
2
9
8
7
7
10
7
5
18
17
22
16
22
10
8
Solution
Activity Direction (Expected Time)
ES
EF
LS
LF
Float
Variance
12
(6 + 4x9+18) / 6 = 10
10
10
((18 6)/ 6) 2 = 4
13
24
34
45
25
3-5
(5 + 8 x 4 + 17) / 6 = 9
(4 + 4 x 7 + 22) / 6 = 9
(4 + 4 x 7 +16) / 6 = 8
(4 + 4 x 10 + 22) / 6 =11
(4 + 4 x 7 + 10) / 6 = 7
(2 + 4 x 5 + 8) / 6 = 5
0
10
9
19
10
9
9
19
17
30
17
14
16
10
11
19
23
25
25
19
19
30
30
30
16
0
2
0
13
16
((17 5)/ 6) 2 = 4
((22 4)/ 6)2 = 9
((16 4)/ 6)2 = 4
((22- 4)/ 6) 2 = 9
((10 4)/ 6)2 = 1
((8 2)/ 6)2 = 1
Critical Path
=1245
Variance along critical path = 2 = 21-2+ 22-4+ 24-5
= = 221/2 = 4.69
Z = (TS TE)/ = 32 30)/4.69 = 0.42
From Normal Distribution Table: P = 65.54 %
Example 10: Using the three time estimates of the activities draw the AON network for
Computer Design Project and find probability of completing project in 35 weeks.
Solution
Activity
Design
Built Prototype
Evaluate equipment
Test prototype
Write equipment report
Write method report
Write final report
Designation
Immediate Predecessors
A
B
C
D
E
F
G
A
A
B
C, D
C, D
E, F
Time Estimates
a
10
4
4
1
1
7
2
b
22
4
6
2
5
8
2
c
28
10
14
3
9
9
2
Designation
Time Estimates
Expected Time (te)

(a+4m+b)/6
Activity Variances
(b-a) 2/ 6
A
B
C
D
E
F
a
10
4
4
1
1
7
b
22
4
6
2
5
8
c
28
10
14
3
9
9
21
5
7
2
5
8
9
1
2 7/9
1/9
1 7/9
1/9

28
28
36
C
21
ET = 8
2 = 1/9
21
ET = 7
2 = 27/9
A
ET = 21
2 = 9
F
38
38
ET = 7
2 = 1
ET = 5
2 = 17/9
ET = 2
2 = 1/9
21
36
28
26
ET = 2
2 = 0
28
33
36
Fig. 9.16 Network
Where
a = Optimistic Path
m = Most Likely Time
c = Pessimistic Time
te = Expected Time=(a + 4.m + b)/6
Variances= 2 = (b a)2 /6
The project network was created the same as done previously with the only difference
being that the activity times are weighted averages. We determine critical path as before
taking these values as if they were single numbers. The difference between single time estimate
and three time estimates (optimistic, most likely, pessimistic) is in computing probabilities for
completion.
There are two critical paths throughout network. The first critical path includes activities
A, C, F, G the second path includes A, B, D, F, G. Only activity E is not on critical path. Using
Conservative approach we choose largest total variance which needs maximum attention. So
variance associated with activities A, C, F, and G.
For Critical Path 2 = 9 + 2 7/9 + 1/9 + 0 =11.89
Probability of completing project in 35 Weeks.
Expected Completion Time (TE )= 38 Weeks
D = Actual Completion Time = 35 Weeks
2 = Variance =11.89
Z = (DTe)/ ( 2 Critical Path) = (35 38)/(11.89) = 0.87
P (D<35)
= P (Z < 0.87) = P (Z > 0.87) Since symmetric
= 0.5 P (0 < Z < 0.87)
= 0.5 0.31
= 0.19
From the Normal Distribution Tables we find that at value of Z = - 0.87 gives a probability
of 0.19. This means project Manager has only 19 Percent Probability of completing the critical
path ACEG. Since there is another critical path and other paths that might become critical, the
probability of completing the project in 35 Weeks is actually less than 0.19.
32% Area
19% Area
0.87
0.87
Fig.9.17 Normal distribution curve
Example 11: Consider a project for which the time estimates are given in the table below
construct the PERT network what in the critical path. Find the probability of completing the
project before 23 days.
Estimated Time (Days)
Activity
Most Optimistic T o
Most Likely Time Tm
Most Pessimistic T
1-2
1-3
2-3
2-4
2-6
12
3-4
10
3-5
4-5
10
4-6
5-6
Solution
First calculating the estimated average expected time and variance of each activity.
T = 20.83 Days
Probability (t< = 23)

Area = 0.8665
T = 23 Days
Z = 1.11
Z = 1.11
Fig. 9.19 Normal distribution
DIFFERENCE BETWEEN CPM AND PERT

CPM originated from construction project while PERT evolved from R & D projects. Both CPM
and PERT share same approach for constructing the project network and for determining the
critical path of the network.
There are some basic differences between PERT and CPM. PERT is associated with
uncertainty in the time estimates for activity while in CPM these estimates are treated as
fairly deterministic. CPM is also extended to cost-time trade-off decisions. As the project
completion time is squeezed the time for the lowest project cost is the optional decision for
project planning PERT is considered event oriented while CPM is mainly activity oriented.
Table 9.15
PERT
CPM
1.
Time estimate are probabilistic

with uncertainty in time duration.
Three time estimates
Time estimate are deterministic with

known time durations. Single time
estimate.
2.
Event oriented.
Activity oriented.
3.
Focused on time
Focused on time-cost trade off.
4.
More suitable for new projects.
More suited for repetitive projects.
5.
Most costly to maintain
Easy to maintain
6.
Suitable for complex projects

where uncertain timing like
research programmes
Suitable where problems of resource

allocation exist like construction projects
7.
Dummy activity required for

proper sequencing
Use of dummy activity not necessary
9.15 CRASHING OF NETWORK (TIME COST RELATIONSHIP)

Introduction: In CPM/PERT network techniques, time is related to cost and the object is to
develop an optimum time-cost relationship. The ultimate object of the network techniques is
not only to bring improvement in planning, scheduling and control of project but also to assess

possibility of arriving at a feasible and desirable time cost relationship. The policy of every
organization is to reduce the target time so that the time saved can be utilized for additional
production or otherwise. Furthermore, every organization wants to accomplish the desired
objective at minimum cost also. Sometimes it may be desirable to extend project duration if
there is considerable saving in costs. Thus timecost relationship is of great significance in
project management.
Having drawn the network identifying the critical path is the first step cost analysis.
Critical path represent the longest activity chain therefore any attempted either at reducing
the overall time of project or reducing cost of operation or both requires conditional in project
time is possible by allocating additional resource along critical path. For example if we are
prepared to employ a person on overtime work could be prepared and completed earlier but at
some additional cost. Similarly by increasing workforce we may again reduce the time of a
particular activity. By doing so, we have diverted manpower from some other activity, which in
turn might increase the activity time of later. In case it is possible that additional resources can
be diverted from non-critical path activities and consequently the increase in duration of such
activities and consequently the increase in duration of such activities is less than the slack,
such diversion will not increase the cost of the project otherwise it increases cost. So time
reduction is possible by following techniques:
Controlling activities along critical path.
Increase in resources like manpower. (Possible to shift from non-critical path activities.)
Overtime operation.
Subcontracting or external resources in form of men and material.
Combination of above.
Only reducing the duration of the critical activities in the project network can reduce the
overall project duration. To reduce the scheduled time, non-critical activities can be considered
as potential pools of resources for diverting to critical activities.
Crashing on non-critical path subject to the condition, the crashing is limited without
upsetting critical path. This cycle is again repeated by un-crashing and crashing till desired
result is obtained. For bigger projects, trial and error method is not feasible. Linear programming
and use of computers are found very popular and useful in such cases.
Total project costs: The total project cost is the sum of direct costs and indirect costs.
The direct cost represents the expenditure, which can be directly allocated to different activities
in a project, like labour, material etc. Indirect cost consists of overheads, depreciation, insurance,
supervisory cost etc. The longer the project takes to complete, the higher are the indirect
costs. Figure shows the indirect cost curve, direct cost curve and the corresponding total cost
curve.
From the total cost curve of figure it is clear that the minimum total cost is obtained at
some duration known as the optimum duration. The corresponding cost is known as minimum
cost. If the duration of the project is increased, total cost will increase, while if the project
duration is decreased to the crash value, project cost will be highest.
The duration of the project can be shortened by systematic analysis of critical path activities
crashing costs and corresponding costs effect of indirect costs. For this time costs relationship
should be critically examined fig shows a generalized curve between direct cost and project
duration (time).
Total Cost
COST
Direct Cost
Indirect Cost
Crash Time
Optimum Time
Normal Time
Fig. 9.20 Time-cost relationship
The project has the highest cost corresponding to the crash duration and has normal cost
corresponding to the normal duration. Thus we have two types of times defined below:
(i) Normal time. A normal time is the standard time associated, with normal resource of
the organization to perform the activity.
(ii) Crash time. Crash time is the minimum possible time in which an activity can be
completed by employing extra resources. Crash time is that time, beyond which the
activity cannot be shortened by any amount of increase in resources.
(iii) Normal costs: the expenditure incurred on normal resources for completing any activity
in normal time is known as normal costs.
(iv) Crash costs. The total expenditure incurred on normal and additional resource for
crashing the time is known as crashed costs.
The cost slope formula can be represented as:
The slope =
Crsshed cost Normal costs

Normal time Cash time
Cost slope represents the extra cost of shortening the duration of the activity by one time
unit. For reducing the activity duration the management may agree for extra expenditure but
to keep this expenditure minimum we must concentrate on those activities for which cost slope
is minimum.
It can be observed that shortening the project duration leads to increase in direct costs
but decrease in overhead (indirect) costs and the strategy will be justified only when it results
in net saving. The normal tendency of every manufacturer is to produce at minimum cost and
to have most efficient use of human resources. But in emergencies or sudden rush of orders if
production is to be increased by increasing rate of production then naturally additional
expenditure are to be introduced (e.g. working over time or in two shifts) which will result in
extra expenditure. Manufacturer will be tempted to crash the time only when the profit earned
from additional production is more than the extra expenditure on crashing.
Step in Time Cost Optimization

The times cost optimization is done in the following steps:
1. Establish: Direct cost time relationship for various activities of the project, by
analyzing past cost records.

2. Determine: Cost slopes for various activities and arrange them in ascending order
of cost slope.
3. Compute: Direct cost for the network with normal duration of activities.
4. Crash: The activities in the critical path as per ranking i.e. starting with the activity
having the lowest slope.
5. Continue: Crashing the critical activities in the ascending order of slope.
6. Crash: Parallel non critical activities which have become critical by the reduction of
critical path duration due crashing in step 4 and 5
7. Continue: Crashing process through step 4 to 6, till a stage is reached beyond which
no further crashing is possible.
8. Find: Total cost of project at every stage adding indirect cost the direct costs
determined above.
9. Plot: Total costs duration curve
10. Pick-up: The optimum duration corresponding to which least total project cost is
obtained.
Example 12. For a network shown in figure, normal time, crash time, AND normal costs
are given in the table. Contract the network by crashing it to optimum value and calculate the
optimum project cost. Indirect cost is given as Rs. 100 per day.
3
4(3)
6(4)
3(2)
1
7(5)
2
5(4)
4(6)
Fig. 9.21 Network
Normal
Activity
Crash
Time (days)
Cost (Rs.)
Time (days)
Cost (Rs.)
1-2
300
400
2-3
480
520
2-4
2100
2500
2-5
400
600
3-4
320
360
4-5
500
520
Solution
From the network diagram critical path is 1- 2- 3 4- 5 and the project duration is 18 days. To
contract the network in first stage we must identify those activities on critical path, which have
cost slopes less than the indirect cost. The slopes are calculated as under.
Normal
Crash
Crash Cost
Normal Cost
Normal Time
Crash Time
Activity
Cost Slope
Cc N c
N t Ct
Cc N c
N t Ct
100
100
520
40
20
2500
400
200
600
200
100
360
40
40
520
20
20
Time
Cost
Time
Cost
(days)
(Rs.)
(days)
(Rs.)
1-2
300
400
2-3
480
2-4
2100
2-5
400
3-4
320
4-5
500
Now for crashing we consider all possible paths in the network and the corresponding
durations in tabular from as under.
Path
Sequence
Target Time
Time Crashed at Various Stages

2-3
4-5
3-4
P1
1-2-3-4-5
18
16
15
14
P2
1-2-4-5
15
15
14
14
P3
1-2-5
11
11
11
11
Critical path activities 2-3 and 4-5 have least cost slopes.
Therefore, crashing the activities 2-3 and 4-5 by 2 days and 1 day respectively.
Project duration = 18 3 = 15 days.
Cost of project
= Normal cost + Extra crashing cost + Indirect cost
= (300 +480 +2100 +400 +320 +500)+ (2 20 + 1 20) + 15 100
= Rs 5600/In second stage crashing the least cost slope activity 3-4 on critical path by 1 day. Project
duration = 14 days.
Cost of project
= Normal cost + extra crashing cost + indirect cost
= 4100+ (20 2 + 1 20 + 1 40) + 14 100 = Rs 5600/The total project cost with normal activities (without crashing)
= Normal cost + Indirect cost for 18 days = 4100 + 1800 = Rs 5900/Therefore, the optimum cost of the project is Rs 5600/-.

Example 13: A Small marketing project consists of the jobs in the table given below. With
each job is listed, its normal time and a minimum or crash time (in days). The cost in (Rs per
Day) of crashing each job is also given.
Job (I-J)
Normal Duration
(in days)
Minimum (Crash)
Duration in Days
Cost of Crashing
(Rs per day)
1-2
20
1-3
25
1-4
15
10
20
2-4
10
3-4
10
15
4-5
40
What are the normal project length and the minimum project length?
Determine the minimum crashing costs schedules ranging from normal length down
to and including, the minimum length schedule i.e. if L is the length of normal
schedule, find the costs of schedule which are L, L-1, L-2 and so on, long days
Overhead Costs total Rs 60/day. What is the optimal length schedule duration of each
job for your solution
Solution
(a) Construct the network considering the normal duration of the project as given below.
E2 = 9,6
L2 = 13,8
53
96
21
1
4
85
E1 = 0
L1 = 0
106
E4 = 18,11
L4 = 18,11
5
E5 = 20,12
L5 = 20,12
E3 = 8,5
L3 = 8.5
Fig. 9.22 Network
The critical path is 1-3-4-5 with the normal duration 20 days and minimum project length
is 12 days.
(b) Since the present schedule consumes more time, the duration can be reduced by
crashing some of the activities. Also since the project duration is controlled by the
activities lying on the critical path, the duration of some of the activities lying on the
critical path can be reduced.
Step I: First, reduce the duration of that activity which involves the minimum cost. Since
the activity (3,4) involves minimum cost, the duration of this activity can be compressed from
10 days to 9 days resulting on total cost for 19 days schedule becomes equal to = Rs.15 +19*60
= Rs.1155.
Step II: Again since the critical path remains unchanged, the duration of activity (3,4) can
be reduced further from 9 days to 8 days resulting in an additional cost of Rs. 2*15 i.e. Rs.30. So
the total cost for 18 days schedule becomes = Rs. 30+18*60 = Rs.1110/-.
Step III: Continue this procedure till the total cost starts increasing. The calculations
may be compiled in the following table:
Table 9.19 Activity costs
Normal Project Length

(Days)
Crashing Cost (Days/Rs.)
Overhead @
Rs.60/Day
Total Cost
(Rs.)
20
19
1*15=15
20*60
19*60
1200
1155
18
17
16
15
2*15=30
3*15=45
3*15+1*40=85
4*15+1*40+1*30=130
18*60
17*60
16*60
15*60
1110
1065
1045
1030
14
4*15+1*40+2*30+1*25+1*10=195
14*60
1035
(c) Since the total cost starts Increasing for 14 days duration, the minimum total cost of
Rs. 1030/- occurs for 15 days duration. Hence the optimum length of the schedule is
15 days. Optimum duration of each job is as follows:
Job
Opt duration (Days)
(1,2) (1,3) (1,4)

9
14
(2,4)
(3,4)
(4,5)
9.16 CPM UPDATING A PROJECT

During the process of implementing the project plan according to the network, one of the
following possibilities may arise:
1. Some or all the activities are in progress as per the schedule.
2. Some or all the activities are ahead of schedule.
3. Some or all the activities are lying behind the schedule.
If all the activities are progressing as per the schedule there is no need for updating the
network. However, many times the network designed during planning may not adhere to the
schedule when put to work, because situation sometimes keeps on changing and during actual
execution they may differ than that actual assumed at the planning stage. Following are few
reasons for deviation between the schedule and actual progress during execution.
Errors made in estimating the expected time to complete the activity (under estimation
or over estimation).
Unforeseen circumstance, like delay in availability of resource as planned, equipment
/machinery breakdown etc.
Natural calamity.

It is therefore possible that inspite of best efforts, some activities may need more for
completion than originally planned or some new activities may also crop up. To ensure that the
schedule time is maintained it is necessary to review the progress of project and re draw the
network diagram according to latest requirement. During redrafting schedule dates are revised
but if it is not possible to delay the project, then activities on new critical path are accelerated
by allocating extra resources, in order to adhere to schedule dates.
The process of reviewing the progress of project execution is known updating. Updating
is also defined as the process of replanning and rescheduling based on the results, which serve
as guidance for decision by performing calculation made by taking into consideration the new
knowledge and latest information at an intermediate of the project thus modifying the original
network.
9.16.1 Data Required for Updating

The following information is necessary to update the plan at an intermediate stage of execution
of a project:
1. Original network;
2. Original network calculation chart;
3. Stage at which updating is being done i.e., a point in time of updating;
4. Execution position of the project at that stage and
5. New information and knowledge, which will affect the duration time of the activities
to be performed.
Step in the Updating Process

1. Describe: the point in time at which updating is to be done according to the original
plan.
2. Record: what has happened actually till the updating point.
3. Summarize: the information obtained in the tabular from as given below.
4. Place: the information contained in the updating table on to the original network.
This is done by
Assigning the time of update as the earliest occurrence time for the tail event of
the project.
Allowing zero time duration for all activities, which have been completed.
Entering the remaining estimated duration of those activities which are in
progress:
Entering the estimated duration based on new information of activities, which
are still to be started.
5. Perform: Calculation of EST and LFT and mark these on the network know as
update network.
Whether Completed or Not
If in Progress
Completion Required
Additional time
required for
For activities yet

to begin
completion
Activity
Yes / No
If yes, time taken

for completion

Table below gives details of execution of the activities at the end of 10 days.
Whether Completed
Activity
Additional time
Yes/No
If yes, time
taken (days)
3
Completion
required for
time required
activities in
for activities yet
progress (days) to begin (days)
1-2
No
1-3
Yes
1-4
Yes
2-7
3-4
Yes
4-5
No
5-6
No
5-7
No
5-8
No
6-8
No
7-8
No
The updated network can be drawn on the basis of data form the table. For those activities,
which have been already completed, completion time is taken to be zero, since they require
zero time after the 10th day. Also the earliest start time and latest finish time of each event is
calculated with reference to original starting date of the project. This can be achieved by taking
EST for event I as equal to 10 days.
20
21
27
7
29
7
5
8
12
12
21
21
25
4
34
25
4
4
3
3
18
6
18
29
Fig. 9.24 Network
29
34
The updated network is shown. The critical path remains unchanged (i.e., 1-3-4-5-6-8).
The project duration will be 34 days instead of 26 days originally scheduled.
On the day of updating the remaining duration of project = 34 12 = 22 days.
9.17 RESOURCE ALLOCATION

Every project consists of number of activities. There may be activities, which are to be performed
simultaneously and may require common resource. The requirements of resource to execute
these simultaneous activities may exceed the available resources. However, at some other
period of the execution of the same project, there may be very few activities, which may require
these resources. Hence the requirement of a particular type of resource may not be uniform
during the project duration (labour, capital, equipment).
Every management wants to allocate the limited resources equipments to various activities
in such a manner that there is best possible use of resources at disposal. PERT and CPM
techniques provide valuable guidelines for most systematic and economic allocation of resources.
The presence of slack or float for some of the activities enables the management to delay that
activity for some time and use these resource to some more urgent activities on critical path.
The resource allocation procedure consists of two main activities namely resource smoothing
and resource leveling.
There are many activities in a project requiring varying levels of resource. In the resource
leveling process, the activities are so re scheduled that the maximum of peak resource
requirement does not exceed the limit of available resource. The available resources should
however not be less than the maximum number of quantity required for any activity of the
project. In rescheduling the available floats are first used. If by doing so, the resources
requirement for these activities is decreased. Thus in the source leveling process, the project
duration, initially planned, might be increased.
9.18 RESOURCE SMOOTHING

The time scaled version of various activities and their resource requirement with corresponding
floats if any is used for resource smoothing. The periods of maximum demand for resource are
located and the activities according to their float values are shifted for balancing the resource
needs and availability. Thus intelligent utilization of floats can smoothen demand of resource
to a great extent.
Steps in Resource Allocation

(a) Resource requirements for each activity are listed for each item of resource i.e. men,
machine, material etc.
(b) The category wise availability of different resource both with respect to quantity and
time is also listed.
(c) The allocation resource to activities lying on the critical path is given top priority but
for non-critical activity some compromise can be made. When several jobs compete
for the same resource given preference to one with least slacks.

Example 15: Given the following information suggest some appropriate allocation schedule
for the following project consisting of 14 activities:
10
9
4
3
8
ES
14
10
10
10
12
LF
6
3
0
6
1
2
3
4
10
10
15
15
2
11
2
17
12
17
19
19
Fig. 9.25 Network
Activity
Duration
Men
Activity
Duration
Men
1-2
5-9
2-3
6-8
2-4
7-9
2-5
8-9
3-10
9-11
4-6
10-11
4-7
11-12
Solution
The first step is to determine critical path. The network in figure shows EST and LFT (after
commutation) for various activities. The critical path (marked by thick arrows) is 1-2-4-7-9-1112. with a project duration of 19 days. Now resource allocation can be made on the basis of their
availability and using the following criterion:
(i) Resource allocation based on EST
(ii) Resource allocation based on LST.
(iii) Resource allocation with limited availability of the resource.
The earliest start time of various activities is calculated then a time scaled network is
drawn by taking the critical activities on horizontal line and slack activities (having float) above
it as shown in figure:
10
2M
1M
8
1M
3M
1
1M
11
9
1
3M
1M
12
1M
5
1M
1
1
2
1
3
6
4
6
5M
5
6
6
5
7
6
9
6
1
5
11
2
12
1
13
6
14
6
15
6
1
1
17
1
18
1
19
1
14
12
10
6
11
12
13
14
15
17
18
Fig. 9.26 Network
From the network diagram, if we allocated the resource without considering the float
available for the non critical activities there is a peak requirement of men of 7th and 8th day (5
men for activity 5-9,3 for activity 4-7,3 for activity 4-6 and 2 for activity 3-10 (which is yet to
complete). Total requirement of men on 7th & 8th day will be 13; also the requirement of men
from 11th day will be very less. By inspection we fined that the activity 5-9 has float of 7days.
Hence the start of activity 5-9 can be shifted by 7 days, this will be given encouraging
result, as this activity requires 5 men. Thus activity 5-9 can stared after 11th day instead of
after 4th day. We find that the peak demand of men has been decreased from (13 for 7th and 8th
day) to 8.
Similarly we can shift activity 8-9 by its total float of 2 days thus following this procedure
it is always possible to smoothen the resource without affecting the project duration. Thus

allocation of men can be represented as:
Table 9.23 Activity times
Days Number
Men Busy
Days Number
Men Busy
0-2
9-10
2-4
10-11
4-6
11-12
6-8
12-15
8-9
15-19
9.19 ILLUSTRATIVE CASE STUDY

Streamline construction Associates (SCA) of Maharashtra did general construction work. In
June 1994, the company had three jobs and a four stores addition to a shopping center.
The owner of the shopping center, Mr. Chedda, desires to open a tyre sales service and
wheel alignment unit in his shopping center. On June 15, 1994 he decided to proceed at one to
arrange for the construction of a suitable place to house the tyre shop in one corner of the
shopping center parking lot. He then called Mr. Ahuja, the president of SCA, to arrange a
meeting to discuss the plans for building. During their meeting Mr. Chedda and Mr. Ahuja
agreed that a suitable building for the new tyre shop would be a single- story frame structure
somewhat similar in exterior design of a petrol- Diesel Lub-Oil Dispensing station that SCA
had under construction at that time.
Although the time was short, Mr. Chedda was anxious to have the tyre shop building
completed by the time the shop should be tied up with the opening of the four stores in the new
addition on the 15th of August 1994. The construction schedule demanded that the tyre shop be
completed in 55 days (working days) after 20th June 1994. In the initial analysis of the project
Mr. Kumble, SCAs planning expert, noted the following construction relationship is generally
observed for construction of this type:
(a) A preliminary set of specification would have to be completed before work could begin
on the set of blueprints and before the foundation excavation could begin. After the
excavation was completed the concrete could be poured, and allowed to set and cure.
(b) The preparation of bill of material (other than cement, sand and granite jelly which
were available from stock) would have to be deferred until the final set of blueprints
was prepared. When the bill of materials was completed it would be used to prepare
order for lumber and other items. Construction of the frame could not begin until the
lumber had arrived at the construction site and the foundation has to be set and
cured.
(c) After the frame was completed, electrical work, erection of lathe, plumbing, installation
of millwork and installation of siding could begin.
(d) Painting of the interior walls could not start until the electrical work, plastering of
the walls could not begin until the lathes were erected.
(e) The final interior decorating work would not begin until the interior walls were
painted and the trim is installed. Installation of trim could not begin until the mill
work was completely installed.
(f) Painting of the buildings exterior could not proceed until the windows and exterior
doors were installed. Installation of the windows and doors, in turn, could not start
until the siding was in place.
After studying a plans and construction schedule of the petrol station under construction.
Mr. Kumble developed an estimate of the time required to complete each step of the building of
the tyre shop. The estimate (Exhibit 1) were is most cases developed from the figure given to
Mr. Kumble by the foreman of the petrol station job. Mr. Kumble had found in the past that
figures of this type were usually quite accurate. One exception to this was the figures obtained
from the carpenter foreman, who was sometimes a little too pessimistic about his estimates.
As he studied the time estimates he had put together for the tyre shop job, Mr. Kumble
realized that some of the steps would to be rushed in order to complete the job in 55 days. To
provide more usable information on the effects of rushing some of the construction steps, Mr.
Kumble estimated the extra cost of reducing the normal time required for each step by one or
more days (Exhibit 1). The cost could increase the cost of tyre shop over what might be called
the cost under optimal conditions, (the cost incurred if each step could be performed at normal
pace without undue rushing, overtime, etc). Realizing that any extra costs should be kept at an
absolute minimum, Mr. Kumble tried to develop a construction schedule, which rushed only
those activities where the extra cost was not too high. After several hours of work Mr. Kumble
devised the following tentative construction plan:
Deciding that the plan needed further work. Mr. Kumble put all his notes on and tyre
shop into his brief-case to do further work at home that evening. He also put a booklet. The
management implication of PERT published by a management-consulting firm into his briefcase
Table 9.24 Activity times & costs
Step
A
Estimated Time
Reduction
to Execute Step (Days possible)
Preparation of preliminary specification
Cost in Rs.
(Additional)
200
10
2,400
Excavate foundation
4,000
Pore concrete
3,600
Electric work
4,000
Lathe work
400
Plumbing
1,600
Plaster walls
800
Pain interior walls
1,400
3,000
Mill work installation
10
4,000
7,000
1,800
Trim installation
2
3
3,000
Erect frame and roof
15
20,000
50,000
Contd...

Estimated Time
Reduction
to Execute Step (Days possible)
Step
Cost in Rs.
(Additional)
Final interior decoration
2,000
8,000
Installation of siding
2,000
12,000
2,000
Paint exterior
1
2
3,000
Blueprints finalized
1,400
2,400
Prepare bill of materials and order lumber
1,000
3,400
Time required to receive lumber after
2,000
order is sent
4
5,000
Window and exterior door installation
2,000
Concrete setting and curing
2,000
Draw a revised construction schedule that Mr. Kumble might have conceived to complete
the project in crash time of 55 days and find out the minimum crash cost, i.e., additional.
Hint
D
3
2
A
4
8
5
1
5
B
Q
5
6
C
4
S
10
5
6
7
15
5
8
11
15
16
17
G
7
J
12
Fig. 9.27 Network
(b) Critical Path A+B+C+S+K+I+J+L = 68 days
13
6
R
14

Table 9.25 Time and Cost relationship
Activity (Rs, in 000)
Normal Time
Crashed Time
Additional Costs
10
2,400
P
S
I
J
L
N
3
6
10
8
8
7
2
4
7
5
6
5
1,000
2,000
7,000
3,000
2,000
3,000
20,400
(c) Alternative paths (after crashing) as can be seen in the network.

1. ABCSKIJL
= 55 days
2. ABCSKMRN
= 55 days
3. AOPQKIJL
= 55 days
4. AOPQKMRN
= 55 days
Mr. Kumble might conceive a plan that has a little more chance of crashing at minimum
possible cost if required in future. Therefore, out of four alternative path he many select the
last path, i.e., AOPQKMRN as there is still a possibility of crashing Q and R activities at a
minimum increment of Rs. 7,000 cost to the present crash cost of Rs. 20,400.
QUESTIONS
1. What were the problems in bar charts that led to evolution of network?
2. What is the difference in network convention AON and AOA?
3. What is the need for statistical method of deriving single time estimate?
4. Explain the terms:
Float
Total Float
Free Float
Independent Float
Event Slacks.
5. How does network analysis help in large complex projects?

6. What purpose is served by including dummy activities in network diagram?
7. Explain CPM technique and its importance in network analysis.
8. Explain PERT and its importance in network analysis. What are the requirements for application
of PERT techniques?
9. Illustrate with examples the essential difference between PERT and CPM techniques. Under
what conditions would you use PERT instead of CPM in project management.

10. Draw the network for the following data given in the table and explain.
Activity
Duration (weeks)
Predecessors
A
B
C
D
E
F
2
2
7
12
10
3
None
None
A
A
B
D,E
C,F
11. Find the critical path and project duration for the following project network.
3
E(10)
B(5)
A(4)
C(6)
D(7)
F(9)
H(3)
G(8)
5
12. For processing a job at a data processing center, certain steps need to be taken. These jobs can
be described as follows:
Job
A
B
C
D
E
F
G
Description
Design flowchart and write Fortran statements
Punch control cards
Punch comment cards
Punch programme cards
Obtain brown folder
Put deck together
Submit deck
Immediate
Predecessors
-A
A
A
B, C, D
B, C, D
E, F
Time
(minutes)
180
30
20
60
10
20
10
Draw a critical-path arrow diagram and indicate the critical path. What is the minimum time
required for completion?
What is the free float of job C?
13. Draw the arrow diagram, identity the critical path and compute total and free floats for the
activities in the project of planning a rural piped-water supply.
Activity
Identification
Activity Description
Predecessor(s)
Immediate
Duration (week)
Expected
(week)
Excavation of well
--
Collection of 10% popular contribution
Completion of well
Detailed plans of supply system
15
Pump house contribution
c, d
Stand post contribution
Contribution of reservoir
Laying of pipelines
e, g
Roadside tabs
h, f
14. A project comprises eight independent activities. Draw the diagram for the project and identify
its critical path. What is the expected time to complete the project? Calculate the total and free
floats for non-critical activities. What is the probability of completing the project in 20 weeks or
less? Time estimates (in weeks) are as follows where a = most optimistic time, m = most likely
time, b = most pessimistic time.
Activity
Predecessor
10
B, D, E
13
15. A Market research company( QQ )has been commissioned by the food manufacturer ZZ to carry
out research market in a new product development product, prior to a test market launch. The
table below lists required activities and their durations, in weeks:
Activity
Immediate
Predecessor
Duration
(weeks)
Group discussions
Finish product development
Usage and attitude study
20
Blind testing (users)
12
Contd...

Immediate
Predecessor
Activity
E
F
G
H
I
J
K
L
M
N
O
Blind testing (non-users)

Pricing research
Data analysis
Development expert system
Positioning, imagery
Packaging tests
Promotion studies
Marketing mix assessment
Production set-ups
Home placements tests
Pre-test market analysis
Duration
(week)
B
C
C, D, E
E
G
G
F, I
H, J, K
H, J, K
L
M, N
11
5
4
30
8
10
7
6
4
10
3
(a)
Draw the new product development network. State and explain the critical path, and its
duration.
(b)
Interpret R and S on this diagram.
(c) Prepare a table of the earliest start and finish times, the latest start and finish times, and
the total and free float. Explain the importance of the float for management.
16. A project which is about to start comprises the activities listed in the table below:
Activity
Immediately Preceding Activities
Duration (weeks)
A
B
C
D
E
F
G
H
I
None
A
A
C
C
D, E
None
A, G
G
4
13
5
11
3
4
3
5
4
J
K
L
M
N
O
P
H
H
J, K
F, L
B, M
I, M
O
17
2
3
3
3
2
3
N, P
Ignoring holiday periods, the project must be completed by the end of week 38. If the project is
delayed beyond this date, it is estimated that it will cost the firm Rs. 30,000 a week.

(1) Draw a critical path network to represent the project and determine the critical path.
What is the earliest time at which the project can be completed and what penalty cost (if
any) will be incurred?
(2) Activity K is a two week course to train new salesman. The hotel which will be used for the
course has been booked for weeks 12 and 13. In the light of your analysis should this
booking be changed?
(3) If activities L and E can be done in parallel, some savings can be made as they use
common resources. What are the minimum saving that must be made to justify these
activities being done at the same time?
(4) Briefly outline how the critical path method can be adapted to deal with projects where
the activity duration involve uncertainty.
17. XYZ Ltd. Planning a project to introduce a new product, has listed the following necessary
activities:
Activity
Preceding Activity
Expected Time Weeks
A
B
C
D
E
F
G
H
A
A
A
C
D
B, D, E
6
3
5
4
3
3
5
5
I
J
H
I, G, F
2
3
Draw the critical path network for the project and determine the critical path
and its duration.
If the start of activity B is delayed by 3 weeks, activity E by 2 weeks and activities G by
2 weeks, how is the total time for the project affected?
Assume that time given in the above table are the expected times of the activities, the
durations of which are normally distributed with the following standard deviations:
Activity
Standard
Deviation
0.5
0.5
0.5
0.5
Ignoring the delays referred to in (ii) and the possible effect of uncertainty in non-critical activities,
determine a 95% confidence interval for the expected time on the critical path.
The cost of the project is estimated to be Rs. 10,00, 000. If it is completed within
24 weeks, the expected returns should be about Rs. 1,00,00,000 but if the deadline
of 24 weeks is not met, the product will fail to penetrate the market a net
revenue of only Rs. 2,00,00,000 is expected. Determine the expected profit on
this subject. For simplicity, you should ignore the delays referred to in (ii) and
the possible effect of uncertainty in non-critical activities.

18. The following is a table showing details of a project:
Task
Immediate
Predecessor
Normal
Time (weeks)
Cost
(Rs. 000)
Crash
Time (weeks)
Cost
(Rs. 000)
10
20
30
15
20
14
11
15
15
A, D, C
12
Indirect cost is Rs. 400 per day. Find the optimal duration and the associated minimum project
cost.
10
MATERIAL REQUIREMENT PLANNING
Material Requirement Planning (MRP) has evolved over time from payroll, inventory control
techniques. Assembly operations involving thousands of parts such as automobile manufacturer
led to large inventories. The need to bring down large inventory levels associated with these
inventories led to early MRP systems that planned order releases. It is different from techniques
like economic order quantities (EOQ) and safety stock calculations and deals with dependant
inventory items.
10.1 DRAWBACKS OF SERVICE LEVELS AND SAFETY STOCK

COMPUTATIONS
It is not uncommon for the practicing production managers to come across situation where out
of 10 raw materials needed at a point of time to run a particular product line, excepting for one
raw material, all the rest (nine) are available. And for want of one, the production of the
product-line cannot be undertaken. If there are 10 different materials each with 95% service
level for the stock, there is a feeling that stock-out will occur only 5% of item. But probability
for all ten material available simultaneously is = (0.95)10 = 0.6 So only 60% of time actual
availability is ensured.
10.2 TYPE OF INVENTORY

Independent demand inventory
Inventory consists of the finished products, service parts, and other item whose demand
arises more directly from the uncertain market environment. Thus distribution
inventories often have an independent and highly uncertain demand. Dependent
demands can often be calculated, whereas independent demands usually require some
kind of forecasting.
Dependent demand inventory

It consist of the raw materials, components and sub- assemblies that are used in the
production of parent or end items. e.g. The demand for computer keyboard depends
on the demand for the parent items computers. Manufacturing inventory is largely
dependent and predictable. This is where the role of material requirement planning
arises.
10.3 MRP VERSUS ORDERPOINT SYSTEMS

Prior to the advent of MRP, typical manufacturing companies managed all inventories with
order point systems as there was no other alternative. Some of the key distinctions between

MRP and orderpoint systems are summarized in the table below.
Comparison of MRP and Orderpoint systems:
Table 10.1 MRP and order-point
MRP
Order-point
Demand
Dependent
Independent
Order philosophy
Forecast
Control concept
Requirements
Based on master schedule
Control all times
Replacement
Based on past demand
ABC
Objectives
Lot sizing
Demand pattern
Type of inventory
Meet manufacturing needs

Discrete
Lumpy but predictable
Work-in-process and raw material
Meet customer needs

EOQ
Random
Finished goods and spare
parts
10.4 AGGREGATE PLANNING

It is planning the estimate of inventory in order to make sure, down the line of manufacturing
or assembly, does not stop abruptly for the want of a item. It is the capacity planning at the
macro-level. Given the sales forecast, factory capacity, aggregate inventory levels and size of
workforce, the manager must decide at what rate of production to operate a plant over an
Intermediate Planning Horizon. Demand forecast is useful for making an estimate of the
inventory items required in future.
Demand forecast is of three types:
Short range forecast.
Medium range forecast.
Long range forecast.
Aggregate planning is used for medium range forecast. Plans do not necessarily have to
be detailed as to provide specific instruction for daily or weekly operation such as loading,
sequencing, expediting and dispatching. It is thus a macro level exercise designated to plan by
converting resource requirements of several products into one common unit. Master
scheduling is the next level exercise following aggregate planning, which aims to find out
product wise planning over the intermediate planning horizon.
Aggregate planning is of generally of two types as follows:
Top Level Aggregate Planning
Rough Cut Capacity Planning (RCCP)
A ggregate planning aims to find the best combination of various available capacities to
match requirement at most economical cost. Either pure or mixed strategic may be employed.
The nature of decisions for different capacities may vary as follows.
The different capacities used to manufacture products are:
Regular Time Production Capacity.
Sub-contracting Capacity.
Overtime Capacity.
Hiring and Firing Capacity.
Material Requirement Planning 167
10.5 MATERIAL REQUIREMENT PLANNING (MRP OR MRPI)

Material Requirement Planning (MRP) works with the theme Getting the right material at
right place at right time. When we encounter products with sub-assemblies and components
namely dependant items, we need to do material requirement planning (MRP) to manufacture
the specified number of final products as per Master Production Schedule (MPS). It is a technique
for determining the quantity and timing for an acquisition of dependant items needed to satisfy
the master production schedule (MPS).
MRP has a logical approach to the problem of determining the number of parts,
components and materials needed to produce each end item. MRP also provides the time schedule
specifying when each of these materials, parts and components need to be ordered or produced.
MRP involves working backward, from schedule quantities and need dates for end items specified
in MPS to determine the requirement of components needed to meet MPS. So MRPI is a
requirement calculator.
So MRP is a simple system of calculating (arithmetically) the requirements of the input
materials at different points of time based on plan or schedule for production of finished products.
Usually MRP is a computer system and a part of inventory control tool. However it does not
include use of feedback for tracking the actual progress of orders or for readjustment of order
in response to actual requirement.
Planned Order Release: This is to ensure the proper time phasing and accurate planning
of sub-assembly items.
It determines:
What component needed
How many needed
When needed
When ordered
When completed/received
The basic inputs for MRP are:
Product structure or Bill of Materials (BOM)
Master Production Schedule for assembly.
Economic Order Quantity (EOQ)
Carrying cost and set-up cost details.
Beginning Inventory
Gross requirement, Scheduled receipts, On hand inventory, Net room, Planned
order release.
The outputs reports of MRP are:
Primary Reports
Planned order schedule to be released at future date.
Order release notices to execute planned order.
Changes in due dates of open orders due to rescheduling.
Cancellation or Suspensions of pen orders due to cancellation or suspension of
orders on MPS.
Inventory status data.
Secondary Reports
Performance control reports.

Planning reports.
Exception reports.
10.6 CAPACITY REQUIREMENT PLANNING (CRP)

It is the next level exercise after material requirement planning. It is required to ensure the
proper synchronization between the plans and capacity available for the plans. It is a system for
determining if a planned production schedule can be accompanied with available capacity and if
not make adjustment if necessary.
BUSINESS PLAN
FORECAST
CURRENT
CONDITIONS
PRODUCTION PLAN
(AGGREGATE PLAN)
Rough Cut Capacity

Planning (RCCP)
Tentative Master Plan
Inventory
Transactions
(e.g. Receipt,
Withdrawal,
Quantity)
MASTER SCHEDULE
Inventory
Records and
Projected Status
Engineering Data
e.g. BOM, Routing
and Design Changes
Product Structure
File
M.R.P. Program
Make Or
Buy
Requirement
for Buy Items
Requirement for
Make Items
Purchase order
Capacity
Requirement
Planning (CRP)
Vender Feedback
Detailed
Production Plan
Production Activity
Control and
Current Status
Fig 10.1 Information flow for planning and control with project management
10.7 BILL OF MATERIALS (BOM)

It is a listing of all components (sub-assemblies and materials) that go into a assembled item. It
is also known as product structure. It frequently includes the part numbers and quantity required
per assembly. If a firm has planned to manufacture fire extinguishes whose product structure
is shown. It is known that a fire extinguishes has a cylinder, a value assembly and two handle
bars. The Bill of Material explosions have been shown in the following figure.
Fire Extinguisher
(Final Assembly)
Cylinder
Valve Assembly
Valve (1)
Handle Bars (2)
Valve Housing (1)
Fig 10.2 BOM explosion for a fire extinguisher
Each value assembly requires a value and a value housing. The order quantities, lead
times and stock at hand at the beginning of period, for the above components/assemblies are
shown. Lead-time is the time interval between placement of order and receipt of materials.
The Bill of Materials (BOM) for the fire extinguisher is shown below.
Table 10.2 Unit requirements and lead time
Part
No. of Units Requirement
Lead Time (Week)
Fire Extinguisher
Cylinder
Value Assemblies
Value
Value Housing
1
1
1
1
1
1
2
1
1
1
Handle Bars
10.8 MASTER PRODUCTION SCHEDULE (MPS)

It is the list of what end products are to be produced, how many of each product is to be
produced and when products are likely to be ready for shipment. Master Production Scheduling
is the operation of dis-aggregation of the overall plan into mare specific designations of specific
products to be made in specific time period. It is the capacity planning at micro level.
10.9 BENEFITS OF MRP

Reduction in work-in-process inventory
Priority benefits
Effective utilization of resources

Improved customer service
Reduction in lead time
Increased productivity
Quicker response to changes in demand
Reduction in finished goods inventory, raw materials, components and parts and
safety stocks
10.9.1 Limitations of MRP
Incorrect supplier lead time or manufacturing lead time causes incorrect calculations
Highly computational approach may cause any accuracy to aggravate to large extent
Product structure must be assembly oriented
Valid master production schedule must exist
10.10 CLOSED LOOP MRP

When MRP is extended to include feedback and control of vendor orders and production operations
it is closed loop MRP. This helps to update MRP and schedules can use this information:
To expedite orders to keep parts on schedule.
To de-expedite orders that will not be needed until later than originally expected.
10.11 MANUFACTURING RESOURCE PLANNING (MRP II)

The original resource planning covered only materials. However as computer grew and
applications expanded, so did the breadth of MRP. Soon it considered resources as well as
materials and was called MRP II (Manufacturing Resource Planning). The complete MRP program
included 20 or so modules controlling the entire system from order entry through scheduling,
inventory control, finance, accounting, accounts payable and so on. Today MRP impacts the
entire system and includes Just In Time (J.I.T), Kanban and Computer Integrated Manufacturing
(C.I.M). When the capabilities of closed loop MRP are extended to provide information financial
resources in manufacturing company systems, it is called as MRP II. So it combines closed loop
MRP with human and financial resources.
Information from closed loop MRP helps companies develop realistic plans and improve
their performance in achieving those plans. MRP II includes strategic financial planning as
well as production planning through the use of simulation capabilities to answer what-if
question. What-if capabilities are routinely used to evaluate alternate plans. MRP II is a
means of simulation on assumed plans on inventory investment levels, expansion needs,
workforce requirement useful in co-coordinating marketing, finance, engineering and
manufacturing efforts to achieve complete business plan.
10.12 COMPARISON BETWEEN MRP-I AND MRP-II

Material Requirement Planning (MRP-I )
Reduction in inventory
Improve customer service.
Quicker response to change in demand.
Greater productivity.

While MRP and MRP II systems were fairly successful due to the advantages of organized
databases, computational logic and processing power of computers, many organizations had to
develop an elasticity to survive a recession and also have capacity to exploit a boom due to
unprecedented global competition, customer focus and reduced product life cycles. This turbulence
in business environment is forcing organizations to adopt a strategic of focus and agility to
meet the market demands by adopting the best business practices in the industry at earliest
possible time. This requires corporate strategy to be integrated into computer information
system.
ERP systems address this need, embody the latest Client/Server and object orient
technology in relational database environment and seamlessly distribute information across
finance, sales, distribution, materials, and manufacturing disciplines at the same time offering
tight inter linkages. The latest ERP systems should be designed to support:
Multi currency needs.
Multi site platform (Unix, C)
Multilingual needs.
ERP systems are a set of integrated business software modules providing operational,
managerial and strategic information for improving productivity, quality and competitiveness
of business. Since ERP systems cover the entire organizational information need and not selected
islands of organizations there is a total transformation in the way of working, bringing a new
culture, structure and procedure to the organization. ERP systems also relieve the operational
managers of the routine decisions and fire fighting and provide them with time to concentrate
on long term planning and ability to monitor overall organizational progress.
ERP has found its natural position as a leading edge information methodology to cater to
diverse requirements of the organizations across manufacturing, finance and distribution logistics
functions within the organizations and enabling the total supply chain integration.
ERP may be said to be integration of all functions of Management:
Management Information Systems (MIS)
Decision Support Systems (DSS)
Electronic Date Processing (EDP)
Knowledge Based System (KBS)
Some of the leading ERP packages include:
S A P R/3 (Germany)
BAAN
People Soft
Oracle
J. D. Edwards
Some of the advantages associated with ERP:
Reduced lead-time enabling early launch of the product.
Reduced WIP, as much as 60 percent of work in process inventory can be reduced.
Improved performance and efficiency of system.
Improved quality of product.
Throughput is increased.
Cycle time of product is reduced.
10.14 SUPPLY CHAIN MANAGEMENT

The supply-chain as the name indicates is linking together of organizations. Purchasing
department may have a number of suppliers, which in turn may have its own set of suppliers.
The concept of Supply Chain Management (SCM) is to apply a systems approach to managing
the entire flow of information, materials and services from raw-materials suppliers through
factories and warehouses to the end customer.
So the three main entities involved are:
Manufacturer
Supplier
Customer
The focus is on system optimization by controlling cycle time, inventory levels processes.
The tools for supply chain management are
Forecasting
Aggregate planning
Inventory planning
Scheduling
Using a common database, we make decisions as action on one node effects all other
nodes. Outsourcing is a term used to describe when a firm purchases materials, assemblies
and other services that were initially done inside the company from sources outside the company.
Outsourcing allows a firm to focus on activities that represent its core competencies. This is
because of the realization that any organization cannot be superior to competition in all aspects
of manufacturing or services. Thus a make or buy decision is made which helps the firm to
concentrate on its main mission besides allowing its mare flexibility and leanness.
10.15 BUSINESS PROCESS RE-ENGINEERING (BPR)

Re-engineering is the fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in critical measures of performance such as cost, quality,
service and speed. Re-engineering takes a fresh look at what the organization is trying to do in
all its business progress and then eliminate non value-added steps and computerizing the
remaining ones to achieve the desired outcome.
It is the critical analysis and redesign of existing business process to achieve breakthrough
improvements in performance measures. It strives to streamline an operation and adopt it to
existing market realities.
10.15.1 The 7 Rs of Re-engineering

Re-engineering may look for radical changes through discontinuous thinking, process of
unlearning or breaking connections and routine framework. process selection saves rupees
while process optimization saves paise. This may be said to be the essence of Re-engineering.
Therefore, a new paradigm shift in approach to run the enterprise is needed which may be
brought through re-orchestrating of the enterprise.
Re-engineering is not downsizing or only automation. It involves redefining and rethinking
everything. To incorporate re-engineering, six peripheral and central Rs are needed.

These are:
Re-orchestrate as the central theme for all activities (management/leadership)
Realization, Requirement, Rethink, Redesign, Retool, and Reevaluate as peripheral
themes.
Rethink (Technology,
system, procedure)
Requirements
(Customers, suppliers,
products, services)
Redesign (Optimise,
process, system)
Re-orchestrate
(Leadership,
Values, Culture,
Celebration)
Realization (Strength,
weakness, threat,
opportunity)
Retool (Technology,
delivery, plan, control)
Re-evaluate (Performance,
results, goals
Fig. 10.4 Re-engineeing wheel
10.15.2 Principles of Re-engineering
Organize around outcomes, not tasks

Have those who use the output of the process, perform the process
Merge Information- Processing work into the real work that produces information
Treat geographically dispersed resources as though they were centralized
Link parallel activities instead of integrating their results
Put the decision point where work is performed and build control into the process
Capture information once- at the source
10.15.3 The Re-engineering Process

Process reengineering requires innovation. What is still essential is a disciplined approach to
the effort. There is a six-step plan for process re-engineering.
Step1: State a case for action
Step 2: Identify the process of re-engineering
Step 3: Evaluate enablers of re-engineering
Step 4: Understand the current process

Step 5: Create a new process design
Step 6: Implement the re-engineered process
QUESTIONS
1. What is the difference between MRP-I and MRP-II.
2. What are the inputs and outputs of MRP
3. Explain the following terms
Bill of Materials
Master Production Schedule
B.O.M Explosions
4. Explain what is capacity requirement planning

5. Discuss what is Enterprise Resource Planning
6. What is Business Process Re-engineering
11
INTERNET AND E-COMMERCE
11.1 HISTORY OF INTERNET AND WEB
The Internet has taken its place beside the telephone and television as an important part of
peoples lives. The evolution of Internet can be traced in the need to share information between
two or more computers located at distant places. The Internet was developed form a network of
four computers by US Department of Defense in 1969. This network was developed to experiment
with networks and share resources among DOD (Department of Defense) funded research
contractors. This network was named APRANET (Advance Research Projects Administration
Network.). Eventually APRANET evolved into formidable military and non-military computer
networks as thousands of smaller networks mainly from the universities and educational institute
joined thus increasing the data traffic tremendously. In mid 1980s a US organization called
NSF (National Science Foundation) assigned five supercomputers to manage the ever-increasing
data transmission load. In April 1995, T3 NSFNET backbone was replaced by NAPs (Network
accesses point). Incidentally, the WEB technology has revolutionized the date distribution
networks and boosted the popularity of the Internet to a very large extent. The WWW includes
most of the commercial, educational and networking sites, which are sources of information,
business development and e-commerce. Today more than 20 million computers are connected
to the Internet. The WWW (World Wide Web) has been immensely popular because of its
simple graphic nature and easy accessibility.
11.2 INTERNET
It is a global network of computer networks. It is a conglomeration of computer networks and
other connected machines all over the world. The machines and the computer networks are
interconnected therefore the intercommunication information accessibility and exchange is
possible. The computers may be connected through various media such as fiber optic cables;
telephone lines or by means of satellite. Though the Internet is a network of heterogeneous
mix of technologies and operating systems, the intercommunication is not a problem because
of TCP/IP (Transmission control protocol/ Internet protocol). This feature of the Internet has
made it the most cherished medium of communication worldwide in the modern age.
The Internet is a mesh of inter linked networks which include million of servers, housing
incalculable amounts of data. The machines and the computer networks are interconnected
therefore the intercommunication information accessibility and exchange is possible. The people
can use their stand-alone computers or their local area network workstations to send messages
or exchange files with the people using computers in another region be it in another company,
another state, another country anywhere provided all the machines involved in communication
are connected within the Internet. Internet offers a variety of services such as Electronic Mail,
Internet and E-commerce 177
Telnet, File Transfer etc. and with the help of software, it provides access to remote data
stored in other computers.
11.3 NETWORK OF NETWORKS

The Internet may be thought of as a huge network comprising of various small network, on
which a user can store information and share it. In an organization there may be several
departments such as accounts, personnel, marketing, sales, finance, purchase, manufacturing,
stores and warehousing, logistics, legal etc. Each department has its own LAN with the
information systems according to its functional requirement. Since the functions of the various
departments also require information from the other departments therefore it is needed to
interconnect these LANs to share information. Further, suppose that the organization has also
several offices in the different geographic locations. In this case, there exists a need to
interconnect these regional offices with one another and with the head office for the purpose of
communication in order to coordinate the business activities of the organization. These regional
networks are interconnections based on the geography as well as the management functions of
the organization. The regional network based on geography implies that the offices in a particular
region, be it city, state or group of states, may be grouped together and integrated with other
similar regional networks and the head office. The regional network based on the functions
implies that all the similar functional departments be interconnected in a group. For example,
the finance function such as accounts receivable may be grouped with accounts payable into a
financial accounting network. When these regional networks are connected together onto a
corporate network, the network so created is a typical example of network of networks. This
type of network of the networks is also referred to as a backbone.
Internets and Extranets

India
UK
Local
Canada
Bulletin Board
System BSS
US
Japan
The Internet
Workstation Running
TCP/IP
MAN/WAN
(Metropolitan Area Network/Wide
Area Network
Fig 11.1 Network of networks

There exists a need to interconnect various organizations with their backbones connected
to each other at physical network meeting points. These physical network-meeting points are
referred to as the gateways. If we generalize the above example to incorporate the global
society as a whole to be a part of a global communication network the model of Internet can be
extrapolated.
The network of computers installed within a room or building is called Local Area Network
(LAN). When the connectivity of the computers crosses the boundaries of a building and the
user gets access to the computers located in different areas of the city, the network is called
Metropolitan Area Network (MAN) and when it crosses the city/town then this type of
networking is called Wide Area Network (WAN). There are a few large networks owned by
some major companies like America On Line, CompuServe etc.
The Internet is thus a decentralized global network of millions of computers and computer
networks. These networks are used to communicate messages for information to each other
and they all follow a common set of protocols called TCP/IP. These protocols make the Internet
an effective and efficient tool for communications between different people and organizations.
Thus, this wonderful interoperability is because of the TCP/IP communication suite used by the
systems connected in the Internet. The people can use their computers connected to the gateway
(physical network-meeting points) via modem or the leased line to avail the services of and ISP
(Internet Service Provider) to send messages or exchange files with the people using their
computers in another region, in another country or anywhere which are similarly connected to
the gateway of the Internet in their part of region. e.g. Satyam, BSNL is an important ISP.
The ISPs provide registration service and assistance for the connected network under the
auspices of the organization known as IANA (Internet Assigned Numbers Authority).
The ISPs generally use a very high bandwidth communication lines such as T1 or T3
lines. A single T1 line is capable of handling 1.54 megabits of information per second which
approx. equal to 27 phone lines and T3 is capable of handling 45 megabits of information per
second. The existence of the Internet is attributed to a cooperative society of the users of the
internet. The domain of users of the Internet in popularly known as Cyberspace. The cyberspace
refers to the location of the user while traversing the virtual geography of the Internet. No
single entity owns the Internet. For example, each computer connected into the Internet is
owned by somebody or an enterprise. The telephone companies which provide the telephone
network infrastructure to carry the packets of information are also part of this cooperative
society.
11.4 COMMON PROTOCOLS USED IN INTERNET

To establish a link between two computers on the Internet, it is required to frame certain rules
and regulations so that the data communication between the computers may take place. A
protocol means a set of rules, which is accepted globally. To establish a link between two or
more computers, it is required to define the address of the computer. This address must be
unique. TCP/IP is divided into two set of protocols one is called TCP or Transmission Control
Protocol and other is called IP or Internet Protocol.
Transmission Control Protocol This deals with packets over networks. The packets
are small pieces of data meant for effective and safe communication over the network. These
packets have to follow a long path, traversing from one computer or node to another computer.
This process is called routing. The TCP also ensures the safe delivery at the destination and
the assembling of all the packets to get the complete lot of data at the destination computers.
Internet Protocol: This mainly deals with the address of computers. The Internet Protocol
decides the address of computer to be labeled on the packet. This allows various computers or
intermediate nodes to read the address of the destination computer and route the packet to the
destination node.
Simple Mail Transfer Protocol (SMTP): Used for delivery of E-mail. When an E-mail
is to be sent, then the Mail Transfer Program contacts the remote machine and forms a TCP
connection over which the mail is transferred. Once the connection is established, then Simple
Mail Transfer Protocol identifies the sender itself, specified the recipient of mail and then
transfers the E-mail message.
Point-to-Point Protocol (PPP): This is used when the Internet is accessed using a
telephone line. The PPP is the set of rules, which specify how the data will be communicated
over telephone line from your computer when the connection with your ISP has been established.
This protocol is used in connection with SLIP (Serial Line Internet Protocol). The protocol
allows the user to use GUI based web browsers like Netscape and MS Internet Explorer. Internet
Service providers use the PPP and SLIP account to enable users to view graphics on the
Internet. These accounts assign and IP address to your computer when a connection is
established.
11.5 COMMON USE OF INTERNET

1.
2.
3.
4.
5.
6.
7.
8.
9.
Electronic Mail
Usenet
Telnet
IRC (Internet Really Chat)
FTP (File Transfer Protocol)
Archie
Gopher
Veronica
World Wide Web
11.5.1 Electronic Mail

E-mail requires a communication network and no postal stamps or a paper envelop. Thus,
E-mail is a cost effective, reliable and efficient mode of communication in comparison to most
other means of communications such as faxing, courier or other postal services. Like fax, it is
an instantaneous document transmission service and is more reliable than the fax. The faxing
or the postal services are only more effective when the other person to whom the message is
being sent is not a part of the communication network to receive the E-mail. One of the salient
features of the E-mail technology is that a system can be built to send an automated response
back to the users who send message to a company. This allows the user to use his computer for
sending message to another computer without requiring the receiving person to be logged onto
the destination computer at the time of it being sent i.e. allows asynchronous communication.
A prompt acknowledgement of the E-mail satisfies the sender that his message has been received
and is in pipeline to be appropriately responded. (SMTP is used to transfer emails). Besides the
regular services provided by the ISPs some also facilitate free of cost E-mail services. E-mail on
internet may include more than just text using a system MIME (Multi purpose Internet Mail
Extension) which allows multimedia to be included in an E-mail.
11.5.2 Usenet
Usenet is an asynchronous, one to many communications, which consists of various newsgroups.
This implies that someone prepares the information and anyone who is interested can read it
whenever he feels like. The building block of USENET is the newsgroups.
11.5.3 Telnet
It is a service on the Internet, which allows the users to log on to a remote system, and used
various services available on that host. The user must have the necessary USER ID and the
Password for access to the remote system to use TELNET utility. The users can used this
utility to access huge databases, catalogues or libraries of various servers and used the
information for commercial or research purposes.
11.5.4 IRC (Internet Really Chat)

It is a service on the net that allows the users to communicate real time. It is one of the most
important utilities availed by the corporate sector or the users having common interest to
communicate online in a conference mode sparing the travel time. It is a synchronous
communication, which requires all the participants to log on to their terminals simultaneously
enabling many to many communications.
11.5.5 File Transfer Protocol

It is a utility to copy files from the remote hosts to the user host and vice-versa. The process of
file transfer from the remote host to the user machine is popularly known as downloading files.
11.5.6 Archie
It is a collection of servers. Each of these servers is a responsible for keeping track of file
locations in several different FTP sites. All of the ARCHIE servers communicate and pool their
information into a huge database, which is required to be updated periodically. The user can
search this database using the keyword.
11.5.7 Gopher
It is a menu driven system that enables the users to navigate within the Internet resources of
information. Gopher space refers to the group of large number of specialized libraries, which
are interconnected.
11.5.8 Veronica
(Very easy, rodent oriented, netwide index to the computer achieves): It is a search tool, which
enables to quick scan Gopher space for particular files.
11.5.9 World Wide Web

It is a vast collection of online documents and information distributed over the Internet. These
online documents are known was Web Pages. These web pages are stored on machines using
a multi-threading and multitasking operating system such as Unix or Windows NT. These
machines are particularly known as Servers. These pages are accessed by user of Internet
connected machine. This is the most popular system, which facilitates the convenient access to
the plethora of information available on the Internet. The WebPages are formatted in a language
called HTML. The WebPages can be viewed by using web browsers.
A Website is a set of WebPages containing pertinent information about a companys

business. Web browsers are programs, which are, used in viewing webpages. Most popular
web browsers are MS Explorer and Netscape Navigator. When you use the web browser for
netsurfing it acts as a client and connects you to the desired server after specifying the URL
address (Universal Resource Locator). The opening page of a Web site generally signifying the
top of site hierarchy and providing relevant links to other web pages in the web site is known
as Home Page. The users can access a web site of a particular company and retrieve the
relevant information about the companys profile, products and future plans. Through some of
the web sites the user may shop and conduct financial transactions online.
11.6 INTERNET ADDRESS

Domain Names
As many organizations, educational institutes, private and public units and commercial
firms develop and maintain their websites, it is necessary to categorize these websites. Domain
name identifies the general class in which particular websites are grouped. It also indicates the
address and type of server. There may be one or more dots in a particular domain name.
Domain name of an organization represents the type of organization or the country it belongs
to. Commonly used domain organizations are as follows:
Table 11.1 Domain organizations
Organizational
Geographic
.com
For commercial organizations (business)
.au
Australia
.edu
Educational organizations (schools, colleges,

universities)
.ca
Canada
gov
Government organizations
.uk
England
.mil
Military (army, navy, etc.)
.in
India
.net
Network service related
.fr
France
.org
Organization
.uk
U.K.
ac
Academic
IP Address The IP address is an actual address of a node or computer or server on the

Internet. This number is unique for each node. These addresses are of following type:
144.16.202.19 (IP address is divided into four blocks or numbers each separated by a dot)
Email address- Username@address of Server. type of sever and its location.
e.g. [email protected]
11.7 INTRANET
Intranet is an internal Internet of an organisation, which is an exclusive network of the
organization using Internet technology. An Intranet differs from a conventional LAN in two
ways. Firstly, unlike conventional LAN which may not necessarily be using Internet protocol
TCP/IP, Intranet links more than one kind of networking technology-using TCP/IP. Since,
conceptually, Intranet is an exclusive network of an organization and TCP/IP is an open protocol

for communication of the varied networking technologies, it uses a firewall to keep the larger
Internet out of the internal information resources of an organization.
A firewall is a computer or set of computers that use filtering and specialized routing
to prevent the people from using information resources of the organization who do not belong
to the organization. The people of the organization may or may not be able to use all the
resources of the larger Internet depending upon the design of the Internet. Take a case of a
computer network in an organization, which has various LAN components based Novell or
Banyan technology. If these varied components are able to communicate via a TCP/IP link
then such a network may be referred to as an intranet. A corporate intranet can provide a
host of services to a company. An intranet Web server is a handy and economical tool for
publishing write-once, read-many documents within an organization. In case, an organization
decides to grant server access to selected business partners and clients, it can create an
Extranet by letting those users connect to its intranet using a remote-access server or a
leased line with a router.
A combination of intranets and extranets enabled ABB to integrate over 60,000 users in
a worldwide corporate network, which is spanned in more than 80 countries. The extranets
of the ABB connect over 100 external companies, which are business partners, suppliers or
the clients of the company. These days, the most popular Intranet applications are ERP
(Enterprise Resource Planning) systems. Some of the prominent ERP systems available are
SAP R/3 from SAP AG (Germany), BAAN IV from Baan Co. (Netherlands), Peoplesoft
applications, Marshal from Ramco Systems, Oracle Applications, MFG/PRO from QAD Inc.
and J D Edwards ERP systems.
11.8 COMMERCIAL BENEFITS OF INTERNET

Modern business world is becoming increasingly keen to find ways to the users information
technology on the Internet to exploit the advantages of doing business electronically. Some of
these benefits are:
11.8.1 A Very Large Potential Customer Base

The sellers and buyers are not constrained by any time restrictions. They can transact business
at their convenience. The buyer can send order electronically to the seller via e-mail or an
order form in the Web Site of the seller. Geographic boundaries have become all redundant.
The operating hours for e-commerce are limited only by the software and hardware behind the
Web site.
11.8.2 Augmented Revenue Potential

The Web has opened up a huge new sales and distribution channel. Merchants can leverage the
tremendous geographical coverage and sheer volume of Web users to establish a global market
presence at an extremely low cost.
11.8.3 Reduced Costs

Electronic commerce has facilitated for merchants to drastically reduce the costs associated
with holding large physical inventories. Most businesses on the Internet today hold no inventory
and also offer a range of products from several manufacturers by having linked up their own
order-entry systems with the manufacturers systems for fulfillment of orders.
11.8.4 An Efficient and Swift Time to Market

Internet commerce enables business to bring products to market much faster than any other
traditional physical technique. Products, descriptions, and prices can be quickly added to a Web
server and immediately made available to the buying public.
11.8.5 Improved Customer Relations

Online commerce enables merchants to form interactive, personal relationships with customers
alerting them about products that suit their particular interests. This results in impetus
towards consistent new product development and research on the basis of the customers
feedback.
11.8.6 Faster Customer Response

Since the Internet provides 24-hour access, customers can go directly to the latest and centrally
maintained information sources. As a typical example, the financial institutions can offer fully
secure Internet banking services to allow customers to review their accounts, transfer funds
and schedule payments.
11.8.7 Enriching Information and Compelling Shopping Experience

The information on the Web, which is organized as hyper-linked text and therefore easily
navigable, can make the user tremendously brand aware and a savvy customer or an intelligent
marketer in a very less time. The shopping experience using the Internet by navigating through
various Web pages containing images, voice, video organized interesting multimedia
presentations and dynamically updated data can be a highly compelling, time saving and
intelligent.
11.8.8 Self-service
The Internet can save time and money and improve order accuracy by eliminating unnecessary
intermediaries in the business chain between buyer and seller. The efficiency in sales for the
seller and cost benefit to the buyer cultivates a close relationship between the two, which is
harbinger to the improved quality in the products and services.
11.8.9 Advertising
The business houses can put attractive click-able banners on popular web sites which once
clicked would take the web surfer to their Web sites and introduce them to their products and
services. This can boost the business potential of the business houses by increasing their sales
and improving upon their image in the corporate world.
11.9 ELECTRONIC COMMERCE (E-COMMERCE)

E-commerce has broken down the geographical barriers and brought together customers across
the globe. Although concept of E-Commerce started in 1995, is still in its infancy, it has already
made a huge impact on the traditional methods of doing business. Till the beginning of 2003
there were 60 lakhs of Internet connections and 16 millions of Internet users. E-Commerce
revenues in India rose dramatically over last three years. During 2003-4, ecommerce is expected
to generate 30 million dollars, with approximate user base of 1 million. In India major share of
ecommerce revenue is being generated from B2C market than from B2B. Traditionally,

commerce is a dynamic business process, which enables the interaction between a buyer and
seller for a business transaction. E-Commerce is an extension of the commerce on the Internet,
which involves selling products and services online on the Internet. Consumers use the Internet
to shop, bank and invest online. Most consumers use credit or debit cards to pay for online
purchases, but other payment methods, like e-wallets are becoming common. E-Commerce is
broadly defined as the method of buying and selling products and services electronically. It
involves buying products without ever going to a shop. It covers activities like in query about
product and its features, delivery of information about product and services and finally payments
through electronic medium. E-Commerce can be termed as a part of E business, which is a
broader concept encompassing a range of business activities.
The impact of e-commerce be can seen in almost all areas of business, whether it is
customer service, rapid product design, customized design of product, identifying the potential
customers and transmitting electronically relevant information to customers about new products.
The traditional business is based on the basic infrastructure support of transportation, electricity,
communication, etc. Similarly E-Commerce requires high-speed communication and exchange
of information through information superhighways, which is possible by proper bandwidth. It
requires a nested collection of high-speed date links designed according to long standing, well
designed rules and regulations. The information superhighways should have proper support
from telephone wires, wireless radio links, satellite, cable T.V. wire, etc.
There are three main parties involved in E-Commerce.
B: Business
C: Consumer
G: Government
This leads to five major models in E-Commerce deals:
B2B: Business to Business
B2C: Business to Consumer
C2C: Consumer to Consumer
B2G: Business to Government
C2G: Consumer to Government
The foundation for successful E-Commerce lies in an effective Internet public relations
strategy. E-commerce is extension of an online cash register. Before a business can expect to
engage in successful e-commerce, Internet public relations and marketing must play a crucial
role in laying the foundation for effective sales. In order to make a consumer willing to engage
in e-commerce with a business, the business must present an image of reliability, trustworthiness,
quality, professionalism and responsibility.
A customer oriented business transaction involves all the activities starting from
Search and identification of product
Price negotiation
Delivery time
Order
Processing of order by manufacturer
Delivery of product
Realization of payment through electronic currency. (Credit and debit cards)
E-commerce has a tremendous impact on the structure of business supply chains. The
companies worldwide are adopting the Web based network to integrate its suppliers for efficiency
in the commerce and major cost savings. These solutions have given rise to the virtual enterprises
in which the scope of their business is expanding at a brisk rate. An important example in this
context is a prominent automobile company Chrysler Corp. this company is linked with its
suppliers through a Web based network. An estimated annual savings as a result of this network
is to the tune of $2billion per annum. E-commerce based integration of supply chains has
retrograding impact on the intermediaries in the business because the manufacturers have
direct communication links with the suppliers and the buyers.
One of the international major E-commerce sites is the Cisco connection Web site. This
Web site is available in 14 international languages. Other example of a successful e-commerce
Web site is an online bookstore from a company called Amazon. The user may surf Amazon.com
to chose from the range of books priced at a lower rate than regular retail book store and make
an order online using his credit card facility.
Though the growth of the E-commerce has been phenomenal over the years, the major
surge in the popularity of E-commerce will depend upon the resolving of the security issues
involved in this type of trade. Over the years, many users have deterred shopping online
because of their concern about the vulnerability or risk involved in use of their credit cards
online. Major risks include frauds, thefts and viruses. However, this risk has now been reduced
considerably due to development of secure Internet protocols and payment systems. Major
technology in vogue and expected to be used in future also for the purpose of security is the
public key encryption. The popularity of this technology is owing to its lower costs. The feasibility
of e-commerce has increased owing to the widespread use of the Internet, the development of
the security standards and protocols and the additions of the electronic payment systems. Most
of these organizations generally offer real-time secure digital signature based authentication
services and act as an intermediary between the customer, the merchant and the credit card
clearing house.
11.10 E-CASH
Most online shoppers use credit or debit cards to pay for their online purchases. The debit card
may be an Automated Teller Machine (ATM) card that can be used for retail purchases. To
complete a debit card transaction a Personal Identification Number (PIN) may be required
along with some form of a signature or other identification, or a combination of these identifiers.
Some cards have both credit and debit features. The payment option can be selected at the
point-of-sale. Although a debit card may look like a credit card, the money for debit purchases
is transferred almost immediately from the bank account to the merchants account. In addition,
the liability limits for a lost or stolen debit card and its unauthorized use are different from the
liability if the credit card is lost, stolen or used without authorization.
New electronic payment systems also referred to as electronic money or e-money with
the goal of making purchase simpler. The stored-value cards allow transferring cash value
to a card. They are commonly used on public transportation, at colleges and universities and at
gas stations. Some stored-value cards work offline, say, to buy a candy bar at a vending machine;
others work online, for example, to buy an item from a website; some have both offline and
online features. Some cards can be reloaded with additional value, at a cash machine; other
cards are disposable. Some stored-value cards contain computer chips that make them Smart

cards: These cards can act like a credit card as well as a debit card, and also can contain stored
value.
Smart cards are similar to the credit and debit cards containing a microprocessor chip
with memory capable of holding more information than the traditional magnetic strip. The
chip can store significantly greeter amounts of date, estimated to be 80 times more than a
magnetic strip. This card contains a encrypted key that is compared to the secret key stored on
the customers computer. Whenever the customer pays for an item from his smart card the
value is deduction from the card. Some new Internet-based payment systems allow value to be
transmitted through computers, sometimes called E-wallets. E-wallets can be used to make
very small online or offline payments. E-wallets may work by using some form of stored value
or by automatically accessing an account youve set up through a computer system connected
to your credit or debit card account.
Major advantages of E-Commerce are:
Reduction in price of products due to open electronic market and reduced paper work.
Reduced time for delivery as order is processed instantaneously.
Improved relationship with the customer due to fast communication.
The need for retailers and wholesalers reduced due to on line processing enabling
reduction in price of product.
Broader network increasing the customer base as distant geographic boundaries can
avail the services.
Customer can give feedback and get instant information from companies.
Besides business to customer online transactions one of the most important implications
of the e-commerce has been EDI (Electronic Data Interchange) over the Internet to facilitate
an online business globally.
11.11 ELECTRONIC DATA INTERCHANGE (EDI)

The EDI technology connotes the intercompany computer-to-computer communication of the
standard business transaction in a standard format using the VANs (Value Added Network)
and the Internet. The medium of the Internet has several advantages over VAN systems in
conduction the EDI. Traditionally, VAN providers charge for EDI on per transaction basis
therefore the organizations tend to transmit transactions in a batch to their customers to save
on costs. Over the Internet the connection charges are fixed therefore the organizations prefer
to transmit transactions on requirement basis. Thus, the Internet not only speeds up the
transaction time and enables more efficient real-time commerce. EDI is the preferred mode of
business in the automobile, rail-road, chemical, grocery, pharmaceutical, paper products, metals,
oil and gas, ocean freight, office products and the warehousing industry. The major benefit of
using EDI is that the use of paperless transactions in globally understandable formats results
in cost savings as well s better efficiency.
EDI services are primarily integrated into industrial trade operations through the purchase
function. The corporate users especially with the overseas transactions cannot afford to ignore
EDI because most of the European trade organizations insist all its trading partners to switch
over to EDI in order to maintain the business. In India, the Government has initiated several
steps for a comprehensive and time bound implementation of EDI technology by all the
organizations involved in overseas trade. The most prominent organization that offers EDI
infrastructure in India is VSNL (Videsh Sanchar Nigam Ltd). Some of the important customers
of VSNL infrastructure for EDI facility. NIC (National Informatics Centre) also offers EDI
facilities through its VAN infrastructure. The important private company joint ventures offering
EDI facilities using their VANs are Global Telecom Services Ltd./General Electric Information
Systems, Satyam Infoway/Sterling US, Mahindra Network Services/Singapore Network Services
Pvt.Ltd. A Chennai based Indian company Satyam Infoway (P) Ltd is implementing a pilot
project for the Indian automobile industry represented by ACMA (Automotive Component
Manufacturers Association). This would speed up the transaction cycle of the industy. The
project covers 11 major companies like Bajaj Auto, Telco, Mahindra and Mahindra, Ashok
Leyland, Brakes India, Mico, Shriram Pistons, Sundaram Clayton, Sundaram Fasteners, Lucas
TVS and Remsons Industries. Though the benefits of EDI are perceptible, there are certain
legal issues, which need to be resolved to enhance its popularity in the business world. The
major legal issue is that Indian laws do not accept electronic data as the evidence of a business
transaction. However, this hurdle may not choke the development of the EDI because it has
got the global acceptance.
5 Merchant sends packets of
E-cash to his bank
1 Surf the Net
And find something to buy

The Internet
User (IU)
Commercial
Website of
Merchant
The
Merchant
Bank
2
Encrypted request
For payment to bank

3
(IU)
The
users
bank
Varification of E-cash
through the users key
Bank sends packet of E-cash
On verification of E-cards
Goods sent to the user
Fig 11.2 Illustration of E-commerce-E-cash system
11.12 INFORMATION TECHNOLOGY ACT

The Information Technology Act passed by the parliament of India in May 2000 is the second
cyber law in the whole of South Asia after Singapore. With this India has joined the select band
of nations in the world that have legislated cyber laws. The IT Act 2000 promotes legal
infrastructure in the cyber world.

The act makes e-mail as a valid and legal form of communication in India, which can be
duly produced and applied before law. Legal entities can use digital signatures having legal
validity to carry out their transactions online. With the growth of Internet worldwide, cyber
laws deals with numerous legal issues. This may vary from Domain names to Intellectual
Property rights to electronic commerce to encryption, electronic contracts, cyber crimes, to
online banking and so on.
QUESTIONS
1. Internet is a network of network. Explain the statement.
2. What is the need of protocols used in Internet. What are the commonly used protocols.
3. What are the common uses of internet.
4. What are the commercial applications of internet.
5. Explain the terms.
World Wide Web
Internet Address
Domain Names
6. What is the difference between Internet and Intranet.

7. Explain the significance of E-commerce.
8. Explain the terms.
E-cash
Smart card
9. What is a Electronic Data Interface (EDI).
12
TOTAL QUALITY MANAGEMENT
12.1 INTRODUCTION
Over the past two decades, engineering industries have witnessed an unprecedented emphasis
on quality in all aspects of the business including the product development It is currently the
yardstick for any one to enter into global markets. This has led to standardization of quality
system and the concept of Total Quality Management (TQM). Quality has undergone conceptual
change with process of evolution. Initially it was associated with inspection and later on covered
the areas of process control, quality assurance, total quality management and strategic quality
management.
In the first two phases (that is inspection and process control) the quality was mostly
confined to shop floor activities. The concept of quality assurance took care of design process. A
wider coverage involving people and the system brought out the Total Quality Management
concept. A further step based on the definition of quality as the fitness for the purpose as seen
by the customer brought out the concept of Strategic Quality Management (SQM) encompassing
the quality of the product throughout its life. Today the industries do not talk much on quality
but take actions to achieve it. They know that it is the most critical factor for their existence.
Quality and productivity are two measures of value ratio, quality describes a great deal
about the numerator of value ratio and productivity helps to describe denominator. The business
units of return of investment (ROI) and return on sales (ROS) also have a high positive corelation with relative quality. Improved quality is often advantageous even if it does not increase
the market share. There is evidence to suggest that customer prefers better quality products
though at a price which may be slightly higher. In addition to the above information there is
support in operation management literature that better quality and its control can actually
reduce costs. This fact may not be obvious. But in manufacturing much of the capacity, labour
and material can be wasted making items incorrectly (scrap) and then screening the bad items
from the good and reworking those, which are defective.
Hence it is less expensive to make things right first time than to make them over and do
it right on the final try. It is less costly to provide satisfactory service to a customer the first
time than to do it the second time after providing the service once and having to deal with
dissatisfied customers. Imagine the strategic advantage a company can achieve through quality.
The company may actually lower costs but it may be able to sell its products at higher price
than its competitor. Such a company can earn higher profits even in the face of serious price
competition. It might gain market share which often leads to economics of scale and higher
profit.
TQM is an active approach in encompassing company wide operating philosophy and system
for continuous improvement of quality. It demands co-operation from everyone in the company
from top management down to the workers. TQM owes its origin to two Americans

W.E. Deming and J.M. Juran who launched it first in Japan, which was on the process of
rebuilding its economy devastated by World War-II. The Japanese highest award for quality is
named after Deming, namely Deming prize. Various Techniques for TQM such as SQC, SPC,
Quality circles, QFD, and PDCA, all expect an acceptable reference with regard to productprocess quality that achieved leads to different higher reference.
12.2 WHAT IS QUALITY?

In olden days quality was considered synonymous with inspection. Quality means a predictable
degree of uniformity and dependability at low cost, suited to the market. The definition of
quality has seen a transformation with time which can be seen from definitions given below.
12.2.1 Definition
Quality is about doing thing right
First time and satisfying customers and minimizing costs, maximizing profits
The totality of features and characteristics of product, service and process, which
bears on its ability to satisfy a given need. (British Standard Definition)
The total composite product and service characteristics of marketing, engineering,
manufacturing and maintenance through which the product or service in use will
meet expectations of the customer. (Armand Feigenbaum)
doing thins right the first time.. every time.
W. Edwards Deming (1986)
fitness for use, as judged by the user.
Joseph M Juran (1989)
conformance to requirements.
Philip B. Crossby (1979)
12.3 CHARACTERISTICS OF QUALITY

1. Quality depends upon evaluation made by persons external to the company that
produces goods or services (Customer satisfaction).
2. Quality is a dynamic, moving target. Goods or services must be improved over time
as competitors improve. What was quality product yesterday may not be one tomorrow.
3. Quality requires composite of attributes to satisfy a range of expectations of numerous
customers or potential customers.
4. Quality often means different things to different people. Company or an Organization
may try to serve a variety of persons many of whom possibly expect a different set of
attributes or emphasize different attributes to different degrees. A company that
wants to provide quality to a particular market segment must learn what attributes
are important to that particular market.
12.4 QUALITY ATTRIBUTES FOR PRODUCTS AND SERVICES

According to Garvin there can be at least eight aspects of product or service to see that it
satisfies customer.
1. Performance: such as color and clarity of picture on a television.
2. Features: such as whether the TV has remote control.
3. Reliability: probability to run without repair.
4. Serviceability: how difficult and expensive it is to repair and how long it will take.
Good maintainability offsets reliability criteria.
5. Durability: how long it will last.
Total Quality Management 191
6. Conformance: It measures how well the product meets the specifications or target
set by its designer.
7. Aesthetic characteristics: how an item looks, feels, tastes or smells. These are more
subjective and sometimes more difficult to measure objectively.
8. Perceived quality: feeling of confidence in the level of quality that customers develop
on the basis of what they do see, their prior experiences and reputation of the company.
Service quality is often more difficult to describe in quantifiable measures that can be
used with in a company to see if work practices are consistent and correct.
12.4.1 Five Major Quality Attributes for Services

1.
2.
3.
4.
Reliability: ability to perform the promised service dependably and accurately.

Responsiveness: the willingness to help customers and provide prompt service.
Tangibles: physical facilities, equipment and the appearance of personnel.
Assurance: the knowledge and courtesy of employees & their ability to convey trust
and confidence.
5. Empathy: the caring, individual attention provided to customers.
Perception of service quality is affected not only by, what is provided but also by the way
the customer is treated when the service is provided. It might appear that quality is very
expensive to achieve with so many attributes of the product to consider and all parts of a
company involved in trying to satisfy many customers. Quality does cost-but the failure to
achieve quality may cost even more.
12.5 COST OF QUALITY

Cost of quality is a combination of following costs:
Costs to control quality (prevention and appraisal)
Costs of failure to control quality (internal and external failures)
Cost of quality becomes the cost to the company, of doing things wrong, of not conforming
to the specification. Quality costs can be divided into four major categories the first two include
the costs to try to control quality and the second two include the costs that result from failure
to control quality.
1. Prevention costs: The cost of preventing defective work is usually extended before the
product is made or service rendered. These costs include:
Design reviews and drawing checks
Quality orientation program, education and training
Process control
Process orientations
Suppliers evaluation and presentation
Workers training
2. Appraisal costs: The cost of appraisal is incurred for auditing service procedures to
make sure they conform to prescribed work practices. These include
Process capability measurement (e.g. control charts)
Tests, gauges and test equipment
Prototype inspection and tests
In process and final inspection and tests
Checking material furnished by suppliers
Work in process goods testing and inspections.

3. Internal failure cost: Internal failure cost is applicable when the product is in factory
and not been sold. These costs include.
Expenses for producing items that are scrapped.
Redesign.
Reworking and downtime.
Retesting defective items.
Lost value of items sold as seconds.
Cost of delays.
Administration time to review non
conforming materials for disposition
Scrap
4. External failure costs: These costs are applicable to goods when product has been
sold. These cost include.
Warranty cost.
Product liability (insurance and settlements)
Consumer affairs (dealing primarily with customer complaints about quality).
Field service (mostly repairs of what should have worked).
Product returns, recalls.
It is estimated that cost of correcting their own mistakes i.e. cost of failing to control
quality may be as high as 40 percent of sales for some companies and that the industry average
is about 25 percent. Companies may find that money spent on good program to control quality
is more than repaid by reductions in their cost of internal and external failure. It has been
found that cost of bad quality is in essence-infinite to a company that goes out of business
because its customers demand high quality and can obtain it elsewhere. The best way to keep
quality cost low is to make items correctly the first time and avoid the customer associated
with poor quality.
It is usual belief that quality problem starts on factory floor. In fact they are more likely
to start in place other than factory in product design, manufacturing, engineering, training,
purchasing, customer order processing or elsewhere. W. Edward Deming, one of the most
famous gurus of quality insists that management is responsible for 80 percent of the quality
problem in a factory and workers are responsible for only 20 percent . Some estimate that
product in design itself is responsible for 50 % or more of a product quality problems.
Typical breakup of Cost of Quality (COQ): A survey conducted concludes the typical
breakup costs of quality for a company as shown below:
In 1994
COQ = 17% of sales
Failure
50%
Appraisal
35%
Prevention
15%
In 2002
COQ 8.0% of sales
Appraisal
17%
Failure
40%
Prevention 43%
Fig 12.1 Breakup of cost of quality (COQ)
From above breakup it is found that after company redirected its corporate culture towards
improving quality then its cost of quality reduced from 17 per cent of sales to about 8 percent of
sales.
12.6 TRADITIONAL VIEW OF COSTS AND ZERO DEFECT COSTS
Cost of
detection
Cost of
detection
Cost of
detection
Cost of
detection
Cost of
detection
Traditional View
Rupee cost of company per defect
Rupee cost of company per defect
Quality is an operation improved only when every body involved, those who handle the product
and those who do not become aware that their tasks can effect and that they may need to
redirect their procedures and habits towards preventing mistakes. The goal is therefore to
have zero defects, or making the product perfect. But at what cost, this is the point of debate.
The workers and managers must analyze the mistake to determine why particular defects are
originated in to the product. Both must work in a cohesive manner to remove them. The
setting of zero defect standard and the importance of removing all causes of errors in the
process have been debated. As the number of defects change how do the total cost of quality
(sum of failure, detection and prevention) change. Figure below shows the two opposing views
on the issue.
Total cost of quality
Cost of
failure
Cost of
prevention
Cost of dtection
Cost of
detection
No. of defects
Zero defects
Fig 12.2 Comparison of cost
According to traditional view lowest cost is achieved at zero level of defects. This is because
returns are diminished as more and more errors are found / eliminated and fewer error persist.
The last errors are thought to be the toughest to find and correct. According to zero defect
view, the causes of defects in the product are so simple although numerous, that it may take no
more expenditure to remove the last cause error than to remove the first. It may take longer
time for last source of error but the steps to correct likely to be rather simple.
12.7 EVOLUTION OF QUALITY MANAGEMENT

Quality systems have been evolving rapidly in recent years. During the past 20 years simple
inspection activities have been supplemented by quality control. And quality assurances has
been developed and refined:
(iv) Total Quality Management: The fourth and highest level involves the application
of quality management principles to all aspects of the business. Quality management is defined
in ISO 8402 (1986) as that aspect of the overall management function that determines and
implements the quality policy and as such is the responsibility of top management. Individual
departmental system and requirements to meet this standard may not be higher than for a
quality assurance level of quality management but they will pervade the whole organization
including sales, finance, personnel and other functions. It would also expect the spread of total
quality management philosophy to extend beyond the organization itself to include partnership
with suppliers and customers. Total quality is quality in entirety taking care of all-important
aspects viz; cost, safety, prompt service, design, environment protection etc.
Total quality management uses a variety of method to involve, motivate and imbibe people
at all organization levels with the philosophy that improvement is a way of life. Key features of
the total quality management are employees involvement and development and a teamwork
approach in dealing with the important activities.
12.8 TQM DEFINITIONS

Total quality management in a culture/philosophy advocating total
commitment to customer satisfaction through continuous improvement and
innovation in all aspect of business.
Managing the entire organization so that it excels on all dimensions of
product and service that are important to the customer (conformance to
specification)
Enlightened approach to quality emphasizing building quality into the
product by studying and improving activities that effect quality from
marketingthroughdesigntomanufacturing.
TQM is an integrated organizational approach for delighting customers (both
internal and external)
by meeting their needs and expectations on a continuous basis through
everyone involved with the organization working on continuous
improvement in all products, services and processes along with proper
problem solving methodology.
It demands co-operation from every one in the company from top management down to
the worker. The philosophy of TQM extends beyond product quality & covers quality of life of
people. In fact the primary concern of TQ M is people, then comes the product. When speaking
of quality writes Masaki Imai, one tends to think in terms of product quality. Nothing could
be further from truth. In TQM the first and foremost concern is with the quality of people.
Instilling quality into people has always been fundamental to TQM. A company able to build
quality into its people is already half way to word producing quality product. According to
Kauro Ishikawa (CWQC) total quality is satisfying the external and internal customers
requirements.
12.9 TQM TRIANGLE

TQM triangle may be used as Joiner/Deming/Crosby triangle. An organized approach is required
for managing for total quality for effectiveness and competitiveness involving each and every
activity and person at all levels in the organization.

Axiom 1 :
Commitment
Axiom 2 :
Scientific knowledge
Axiom 3 :
Involvement
Fig 12.4 TQM triangle
Customer in T Q M culture is not intended to mean only final customer of product, but
each of individual or department, which is in process of chain to the external customer.
12.9.1 Axiom 1: Commitment to (never ending quality improvement and

innovation)
The management commitment to continually improving the quality of product and service
sounds an obvious necessity. Improvement in everything can assist and enhance innovation-an
absolute necessity in the competitive markets of today. Quality is a major determining factor
in the choice of consumer who is not prepared any more to accept the second best however
attractive the price.
Managing partnership and demonstration by example are the best ways convincing the
workforce that managers are serious about quality. Action is needed not just words and
declarations eg publication of signed quality policy quality. Slogans, posters, exhortations for
quality improvement do not achieve anything other than frustration, anxiety and isolation.
This is because majority of workforce is already committed, only right conditions and
environment are required. Continuous training is required i.e. willingness on the part of
management to invest in future development of workforce (regarding it as an asset not
commodity).
12.9.2 Axioms 2: Scientific Knowledge

There is no excuse any more for passing the responsibility for quality to others. Tools do exist,
like tools for manager, technicians etc. There is no excuse any more not to use them. It
provides a common language, which facilitate communication between different departments
and between individuals. This helps in providing exact boundaries to fairly separate everybodys
duty, where their duty ends and where those of management begins (no passing blames). All
employees can take responsibility of quality of their own tasks.
Avoiding major errors, cutting down firefighting and wastes. Prevention is better than
cure. Do it right first time. Prevention needs statistical tools for predictability. This is because
no amount of mass inspection can improve or compensate for bad quality. Role of TQM quality
department restricted to co-ordination, education and support of scientific tools throughout the
organization. Every individual can identify necessary tools to pinpoint & prevent major problem
rather than depending on quality department.
12.9.3 Axioms 3: Involvement

Total quality management is not about particular process or department or about responsibility
of a particular quality manager. It concerns everybody in company and it requires social attitude
and network of relationship. Management commitment without motivated workforce is not
useful. Scientific knowledge without involvement or adaptability of needs of people is a waste.
High salary and monetary awards can motivate for only short term taking pride in ones work,
being involved in the achievement of excellence are the real motivations for the long term.
The capacity for solving problems increases many times when there is common effort.
When problems are discussed in brainstorming session, they are more likely to be examined
critically and in detail. Achievement of a real team spirit pre-supposes absence of fear and
mistrust, absence of communication barriers, absence of secrecy and competitive feeling, absence
of individualism and isolation.
12.10 MAJOR CONSEQUENCES OF TOTAL QUALITY

Managers need to define objectives they wish to be met in short or long run. The primary
objectives are improvement and innovation. Generally the issues considered by the managers
are as follows:
Customer satisfaction
Meeting specification
Larger market share
Higher productivity
Zero defect
X % increase in sale
Y % decrease in cost
Removal of downtime, scrap and rework
Instead if total quality is taken to be objective all the above objectives will become mere
consequences. It is clear that investment in quality pays off as corporate success.
This success will be measured by:
Customer satisfaction
Profits and market share
Improved employees morale
Innovations (necessity for future survival)
Team work & effective communication
Respect for management as well as workforce
This will ensure a TQM environment, which will ensure:
Fewer complaints
Non
Static updating never immune to further development
Happier working environment
Improved industrial relations.
Employee fear is eliminated
Employee takes pride in their work
Employee feels respected and accepted
Employee feels part of team
Employee strives for not only own interest but for whole organization.
12.11 VALUABLE TOOLS FOR QUALITY

Tools for quality attainment can be broadly classified in the following two main categories.
Management tools for quality
Statistical tools for quality
Both types of tools are for any process and can be used by anybody from top managers to
the shop floor engineer. Both have common aim, attainment of quality. Although first category
will be most useful to the managers where as second to people concerned with technical side of
process. Most outstanding management tools are the principles advocated by Dr. Deming.
Techniques under the banner of Statistical process control (SPC) and methods advocated by
Dr. Taguchi. The Generic tools of TQM are those developed for statistical process control
(SPC) the tracking tool, which include pareto analysis, histogram, check sheet, cause and effect
diagram (fishbone diagram), scatter diagram, run charts, control-charts, etc.
SPC Tools Commonly Used for Problem Solving and Continuous Improvement
100
50%
Process Flow Chart
0%
A
Pareto Analysis
(Focuses on Important Errors)
Control Charts
Machine
Item
B
.
.
.
Scatter Diagram
Run Chart
Histogram
;
.
D
;
Man
F
.
Environment
Effect
.
Method
Checklist
Material
Cause and Effect Diagram
Fig 12.5 Statistical tools for quality
12.12 TAGUCHI APPROACH

The approach to quality promoted by Taguchi is based on cost associeted with poor quality and
its impact on corporate profitability also considering the losses to the society. He developed a
mathematical model in which loss is a quadratic function of deviation of quality from its target
value.
Loss
L(y)
L(y) = K (y m)2
where
y
m
L
K
= actual measurement
= target value
= Loss as a function of y
= Constant
Fig. 12.6 Taguchi loss functions
Taguchi states that it is necessary to be accurate, it be better to be Precise while being

accurate than to be Accurate but imprecise. Thus in taguchi philosophy definition of quality
changed from achieving conformance to specification to minimizing the variability while
achieving target. This concept can be explained with the help of figure shown below.
LESS ACCURATE BUT

LESS VARIABLE
MORE ACCURATE BUT

MORE VARIABLE
Fig. 12.7 Taguchi concept
12.13 DEMING APPROACH

According to Deming there are fourteen principles for making TQM successful which are stated
below.
Create constancy of purpose for continual improvement of product and service.
Adopt the new philosophy for economic stability.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price tag alone.
Improve constantly and forever the system of production and service.
Institute training on the job.
Adopt and institute modern methods of supervision and leadership.
Drive out fear to encourage two way communication.
Break down barriers between departments and individuals.

Eliminate the use of slogans, posters and exhortations.
Eliminate work standards (MBO) and numerical quotes.
Remove barriers that rob the hourly worker of right to pride in workmanship.
Institute a vigorous programme of education and retraining.
Define top managements permanent commitment to ever improving quality and
productivity.
12.13.1 Deming Cycle

Deming used a tool for problem solving and continuous improvement. This tool is called PDCA
(Plan-Do-Check-Act) cycle (also called Deming wheel).
PLAN
DEMING CYCLE
ACT
DO
CHECK
Fig. 12.8 Deming cycle
Plan: Establish the objectives and processes necessary to deliver results in accordance
with customer requirements and the organizations policies.
Do: Implement the process.
Check: Monitor and measure processes and product against polices, objectives and
requirement for the product and report the results.
Act: Take actions to continually improve process performance.
This methodology can be applied to all processes.
12.14 QUALITY CIRCLES: SMALL GROUP ACTIVITIES

The role played by quality circles in transforming the Japanese industry generally characterized
by low quality of product to one which excels in quality and low costs has made it very popular
in other countries too. The quality circle concept developed in Japan in 1960s. Much of the
development was due to early work of Quality Experts Juran (emphasis on good group process
in suggestions from employees) and Deming (emphasis on statistical quality control).
The Japanese call quality circles as Small Group Improvement Activities (SGIA). Over
the years there have been many types of group with names representing their objectives e.g.
Safety groups
Productivity committees
Zero defect movements
Quality control (QC) circles
Mini-think-tanks, etc.
The most widely used name is QC Circle pioneered in Japan in 1962 by Prof. Ishikava
(creator for Cause and Effect Diagram also). Initially as in the case for many other groups, QC
circle represented study groups typically consisting of six to ten people aiming towards educational
development of their members.
12.14.1 What is Quality Circle

It is a informal group of five to twelve employees from same work area whose members meet
occasionally on voluntary basis (say for 1 hour weekly) with the main intension of problem
solving under supervision of circle facilitator using scientific tools in systematic way. Comprising
these groups are people from management and workforce as well as from suppliers and subcontractors. These people work together on an equal basis for solving problems they themselves
selected.
Advantages of quality circles:
This strengthens team spirit.
Helps in setting and attaining reasonable targets.
Improves morale, greater sense of belongingness.
Improves communication in an organization.
Promotes cost reduction exercise.
Promotes personnel and leadership development.
Harmonize managers-workers relationship.
Promotes initiative and substantially develops the ability to solve problems.
The existence of QC circles was not restricted to manufacturing industry, thousands of
QC circles flourished in service sector, administration, sales and office work etc.
12.15 CONTROL CHARTS

Control Charts are used to separate out the assignable cause of quality variation. They are
used to distinguish between inherent random variability of a process and the variability
attributable to assignable causes. They accomplish this through an appropriate choice of control
limits calculated from the laws of probability. Random samples of work in process are taken
and inspected. Data collected are then presented graphically in chart form. The control limits
limits, which become a basis to judge variations in
are derived and are directly related to +/- 3
process.
If a machine be set to produce work to given dimension, then two changes in product
quality can occur
The mean size at which the machine is set may shift due to tool wear or setting may
have moved.
The process variability may charge. (Range may increase).
12.16 ISO 9000 CERTIFICATION: A BUSINESS DECISION

ISO is a word, derived from the Greek isos, meaning equal , which is the root of the prefix
iso- that occurs in a host of terms, such as isometric (of equal measure or dimensions) and
isonomy (equality of laws, or of people before the law). These standards were first published
in 1987. Each year since then has seen the addition of other standards, which better clarify the
system for users. In 1994, in recognition of its many improvements, a highly successful second
edition of ISO 9000 standards was published. Further changes introduced in 2000.
It is essential that ISO certification come as the result of a real desire to improve the
quality and competitiveness of a company. Too many companies undertake this venture simply

to obtain the certificate. This manner of viewing the certification process shows not only an
absence of vision and strategy within the company but a lack of commitment to respect customer
requirements and achieve quality and customer satisfaction. It is of prime importance that
upper management involves itself formally in the process, that employees be involved and
consulted, that precise objectives be set and that all steps be followed and respected. It is also
necessary that the standard be well understood and the registrar with whom one will be working
be carefully chosen as should the consultant who will assist in the realization of this fruitful
undertaking.
12.16.1 ISO 9000 Quality System

In simplest terms ISO 9000 directs you to document what you do and then do as you documented.
TQM requires and assumes that an effective quality assurance system exists and is followed.
ISO 9000 may be considered as a path towards TQM. It becomes a baseline from which to start
quality improvement activities. Using ISO 9000 standard for this assessment would provide an
excellent measurement criteria and a structural approach to periodic evaluation of the quality
system. It is designed to ensure adequacy of a given quality system and use audits to ensure its
adherence to it. If ISO 9000 standard is integrated into TQM from start it can become a longterm critical success factor.
ISO 9000 certification standards put forth by International Organization for
standardization (ISO in Geneva) now play a major role for setting quality standards for
global manufactures. It is recognized as a symbol of quality and prestige. To date 95 countries
have approved those standards for voluntary application in both manufacturing and service
sectors. ISO 9000 certification does not necessarily relate to the quality of a company product
or services but signifies that a company has fully documented its quality control procedures
what ever they are and is abiding by them.
There are five standards in ISO 9000 (1987) series from ISO 9000- to-ISO 9004
Guidelines for use:

ISO 9000 :
ISO 9004 :
Guidelines for selection and use of quality management and quality assurance
standards.
Guidelines for quality management and quality system elements.
12.16.2 Quality System

ISO 9001 :
ISO 9002 :
ISO 9003 :
Design
Development
Model for assurance of quality systems for design and development, production,
installation and servicing.
Model for the assurance of quality systems for production and installation.
Model for the assurance of the quality systems for inspection and test.
Procurement
Production
ISO 9003
ISO 9002
ISO 9001
Fig12.9 ISO model for certification
Installation
Servicing
While ISO 9000 and 9004 establish guidelines for operations. ISO 9001, 9002, and 9003 are
well-defined standards. There are 20 elements in ISO 9000 standards that relate to how the
system operates and how well it is performing. Each of these elements applies in varying
degree to three standards 9001, 9002, 9003 (ISO 9001 contains all of them). Highest level is
9001 with quite some work and expense. ISO 9000 is somewhat intentionally vague. ISO 9000
is valuable to the firms because it provides a framework so they can access themselves where
they are and where they would like to be. The ISO organization itself does not conduct quality
system verification, nor does it attribute ISO 9000 certificates. These responsibilities are left to
registrars.
ISO 9000 Clause (1994)
ISO 9001
ISO 9002
ISO 9003
Management Responsibility
Quality System
Contract Review
Design Control
Document and Data Control
Purchasing
Control of Customer
Supplied Product
Product Identification and
Traceability
Process Control
Inspection and Testing
Control of Inspection, Measuring and Test Equipment
Inspection and Test Status
Control of Nonconforming Product
Corrective and Preventive Action
Handling, Storage, Packaging,
Preservation and Delivery
Control of Quality Records
Internal Quality Audits
Training
Servicing
Statistical Techniques
12.16.3 Advantages of ISO 9000 Certification

Advantages for the certified company and its customers
Both production and service companies benefit from ISO 9000 certification.
ISO standards increase customer and supplier confidence by assuring the excellence
of the certified companys quality system.
This confidence brings a better perception of quality, which in turn brings less
apprehension and fewer external audits.

In addition, better communication with suppliers leads to improved provisioning
cycles and reduced stockpiling.
Obligatory procedure controls permit a rigorous review of processes while corrective
and preventive actions attack problems at their source.
In this way, process efficiency improves and rejections or errors are reduced, allowing
for increased capacity and production.
The downline effect of corrective and preventive actions contributes to increased
profits for certified companies.
The certification process requires companies to document all of their critical processes.
Consequently, they find themselves with better documentation of all their processes, particularly
those that have a direct impact on the management of their operations. Beyond this, the
standards yield positive changes within the company culture, as they focus attention on the
quality system, on customer satisfaction and on teamwork.
12.16.4 There are 3 Forms of Certification

First party: A firm audits itself against ISO 9000 standards.
Second party: A customers audits its supplies.
Third party: A qualified national or international.
Standards or certifying agency serves as auditor. The best certification of a firm is through
a third party. So ISO 9000 is all about confidence that the task will be done as promised. The 20
ISO 9000 elements are management responsibility, quality system, contract review, deigns
control, document control, purchasing, customers supplied material, product identification and
tractability, process control, inspection and testing, control of nonconforming product, corrective
action, handling, storage and delivering, quality records, internal quality audits, training, serving,
statistical techniques.
Revisions in standards: There has been certain revisions in ISO standards in 2000
from its earlier version of 1994. ISO 9001 2000 replaces ISO 9001 1994, ISO 9002 1994,and
ISO 9003 1994. Instead of 20 sections, the new standard now has 6 sections.
Scope normative references and definitions
Quality management system
Management responsibility
Resource management
Product realization
Measurement, analysis and improvement
The first element contains the definitions, scope and symbols for the guidelines. The old
ISO 9002 and ISO 9003 series of standards has been discontinued. So if a company is ISO 9002
or ISO 9003 certified, it has to have to become ISO 9001 2000 certified. The 1994 editions of
ISO 9001, ISO 9002 and ISO 9003 standards are consolidated into the single ISO 9001:2000
standard. Because of the generic nature of the standard, exclusions of some requirements are
allowed in clause. A guidance document on application is available on the ISO TC 176/SC2 web
site. All companies will now register to ISO 9001. You will identify and document requirements
that do not apply to your business. For example, if you do not perform design and development
functions, you will identify them as permissible exclusions in your quality manual.
12.16.5 Eight Steps to ISO 9000 Certification

1. Evaluation of existing quality procedures against the requirements of the appropriate
ISO standards
2. Identification of corrective action needed to conform with ISO 9000 series standards
3. Preparation of a quality assurance programme
4. Definition, documentation and implementation of new procedures
5. Preparation of a quality manual
6. Pre assessment meeting with registrar to analyze quality manual
7. Actual assessment visit
8. Certification
QUESTIONS
1. Explain what is quality. How is it different than total quality.
2. What are the quality attributes for products and services.
3. Discuss what is quality and its characteristics.
4. Explain what is meant by costs of quality.
5. Compare the traditional view of costs and zero defects costs.
6. Explain the levels of quality evolution.
7. What is Total Quality Management? Explain.
8. Explain the three TQM axioms along with the joiner triangle.
9. What are the major achievements of total quality.
10. What are the tools of quality
11. What are are control charts
12. Discuss the uses of ISO Certification
13
INFORMATION TECHNOLOGY AND FUTURE OF
PROJECT MANAGEMENT
Information is vital for the success of any organization and the same is also applicable to
project management. The need of information arises at every stage, starting from initiation,
planning, execution, control and upto close out of the project. Some common problems associated
with it are listed below:
1. The continuity among management efforts does not remain consistent because
someone in the organization needs to provide leadership and accountability for high
level planning.
2. It is a case, to find that technical experts have the fundamental project management
skills to carry out high level planning functions for any thing other than technical
requirements.
3. There is always lack of knowledge of fundamental project management practices.
4. Technical requirements may change on a daily basis and therefore information related
to it must be updated.
5. Impact of budget on the project is must be visualized and taken care off during project
management.
6. Information management is critical because any deviation from actual conditions
may change the fate of the project.
13.1 ROLE OF INFORMATION AT VARIOUS STAGES OF PROJECT

1.
2.
3.
4.
Initiation stage
Planning stage
Execution stage
Control stage
13.1.1 Information at Initiation Stage

The information regarding the following will be required at this stage.
Information About Product Description

The detailed information about the product will be required at this stage in the form of product
description statement with in the project concept document. The information required to create
a document such as feasibility study on system development life cycle (SDLC) may be used in
Information Technology and Future of Project Management 207
production description statement. But it is important to treat each effort as a separate entity
and creates them separately. It must be kept in mind that product description statement is
much less formal and detailed then the feasibility study.
Information About Feasibility Study

It is the management development tool that provides an indication how the proposed information
will be used to meet out the plans of the organization. Careful consideration should be given to
this effort, because it will provide an assertion of how the product might be received and used
by the customer, The information that is brought together here will be used to support the
project concept document from a business needs and strategy perspective.
Information About Concept Document

It is most important document created at project inception stage, which outlines the objectives,
goals, characteristics and other components of the project. The project concept document will
not hold all of the answers to all of the questions about the project being considered but it
should provide enough information, both technically and objectively, to make decision to issue
project charter.
Information About Project Charter

Most of the data contained within the project charter outlines the administrative role and
responsibilities that are a part of all projects. The person who manages the initiation phase of
a project may not be the same person who is assigned as the project manager during the
reminder of the project. Therefore his skill and responsibilities must be well defined in advance.
13.1.2 Information at Planning Stage

Project planning is the most important phase of any type of project. It is during this phase that
the document baseline and processes that will be used to guide all the work to be done in the
project will be created. Being able to manage communication, budgets, risk and the other
assorted project management competencies is of infinite importance because these processes
create the infrastructure that allows technical project staff to commit themselves to producing
quality documents and deliverables. The following information will be required as a part of
system development cycle.
Work statement
Requirements documents
Solution documents
Specification documents
Design schedules
Detail design documents
However, the information listed below will form the part of project planning document.
Project scope statement
Critical success factor
Work break down structure
Costbenefit analysis
Resource plan
Risk plan

Procurement plan
Quality plan
Communication plan
Configuration management plan
Project budget estimate
Project planning transition checklist.
The sum of the above all elements create the project plan from which the whole project
flows. None of these documents can be created in isolation and impact from technical staff will
be needed. The project manager is responsible for initiating, planning, execution, controlling
and closing, as opposed to being involved with the technical development of the product itself.
The valid information about above all will be required at appropriate time for successful
completion of any project. Project management is about planning. To quote Peter Drunker
Plan worthless but planning is invaluable.
13.1.3 Information at Execution Stage

The activities, which take place during execution phase, include, such as information distribution,
project administration, procurement, scope verification and other project management efforts.
Once a project moves into the execution phase, the project team and the necessary resources
to carry out the project should be in phase and ready to perform project activities.
The project plan execution process ensures that planned project activities are carried out
in an effective and efficient way while ensuring that measurements against project plans,
specifications and the original project feasibility concept continue to be collected, analyzed and
acted upon throughout project life cycle. Without a defined project execution process each
project team would execute project using its own best practices, experiences, methods, certain
control, tracking and corrective action activities would be missed.
The information about quality standards must be made available during this phase to
monitor the project performance. The stakeholders must be informed about the project status
will project execution is in progress. Joint project reviews are a good way to being visibility to
all areas of project. The provide an opportunity to discuss important issues and make management
decisions on the project with input from several sources. Joint project review can involve the
project manager, project team member, project stakeholders and agency management depending
upon the issues being discussed. The frequency and topics being covered at these meeting
should be outlined in the communications plan.
The procedures defining the process to update schedules to depict current work efforts
are key to ensuring that accurate schedule is maintained. Data collection and validation evolves
the following:
Collecting and validating schedule status, for example data that reflects start, finish
and estimate to complete work.
Validating data attributes and association and used to report schedule information.
Validation work efforts to ensure that the schedules accurately depict the way work
is being accomplished and reported.
Risk identification, monitoring and resolution are key tools for successfully completing a
project. Information about all above should be available to the project manager, which can be
obtained through risk identification meetings, execution review meeting and project status
meetings. Reports are the, one form of information update which should be submitted to both
executive management and project team. Although the frequency of the reports may sometime
vary, and should match with the meeting held. The status reports should include the following:
Current activity status
Significant accomplishment for the current period
Planned activities for the next period
Financial status
Technical status issues
Previous action plan
Last risk update status
The following may also be attached with the status report:
Updated Gantt charts
Recovery plans for activities not on schedulesdefined by project team as being late.
Correction action plans for expected problems
Resolution to arranged action items.
13.1.4 Information at Control Stage

In this section information needs for control phase are discussed. The project control is a
formal process in project management that involves comparing actual performance with planned
performance taking corrective action to yield desired outcome when significant differences
exists. Control is vital for keeping projects with in scope, cost, schedule and with in acceptable
quality because there are so many variables that may come into play.
The information required at this stage is related to the various phases of the project
control, which are discussed below:
(i) Scope Control: The efforts by the project team can give the customer some thing
other than, or in addition to, the original stated requirements. Doing any work that
is outside or the beyond the stated work, as called out in the original requirements,
is considered scope creep or expansion of scope which must have not been included
in the original budget. The changes, if approved, must be effectively and clearly
communicated to the team to prevent conflicting work.
(ii) Schedule control: It is one of the most difficult important activities with in project
control. The project schedule can be affected by any number of issues from resources
to funding. Vendors, weather, any thing in between. The ability of the project manager
to manage the schedule of a project and deliver it on time is a high visibility concern
for project success from a customer point of view.
Performance measurement is used by agencies when they adopt techniques such as
Earned Value Management (EVM) to help asses the magnitude of any variations that
do occur. An important part of schedule control is to decide if the schedule variation
requires corrective action. Performance measures provide some external rules to
assist management in making a decision on more than just a gut feeling about the
significance. For example, a minor delay on a non- critical activity may have little
effect on the overall project, while a much shorter delay on a near critical activity
may require immediate action. Therefore, the relationship of the project schedule to
capabilities of the system development life cycle needs to be understood well a head
of time to develop an adequate but flexible project schedule.

(iii) Cost Control: It is a process highly valued by project stakeholder as the cost of project
and their resources is changing at an alarming rate. A project manager must be able
to monitor the actual budgets of labour and resources against the baselines as laid
out in the project budget estimate.
Setting budget limits and monitoring variances on budgets must be done early and
often. Budget problems tend to compound themselves if left unattended. The
information as regards to cost control on the following factors will be essential or
desirable.
Influencing factors that create changes to the project Budget Estimate.
Managing the actual changes when and as they occur.
Monitoring cost performance to detect variances from the project plan.
Preventing incorrect, inappropriate, or unauthorized changes from being included
in the project budget estimate.
Informing appropriate stakeholder of authorized changes.
(iv) Quality Control: Instituting quality control with in a project is a very important
variable. Setting up quality audits and management processes that are carried out
continually during the development and testing phases of the system development
life cycle is absolutely critical for delivering acceptable project. Quality is a valuable
commodity and customers expectations for the availability and reliability of the system
are high, which can only be maintained through rigorous quality planning control.
The information related to all aspects must be available to the project manager for
effective implementation of quality control.
(v) Risk Control: All projects involve some degree of risk it is the use and expense of new
or unknown technologies that provide the greatest risk to the project manager. Dealing
with the issues through techniques such as risk avoidance or mitigation may even
compound itself in other areas, such as cost and schedule.
Creation and constant updating of risk worksheets and plans are the key to control the
risk throughout a project having a plans and procedures in place to control risk events when
they occur is crucial to being able to deliver projects on time and within scope. The project
manager must devote themselves to identifying planning for, and dealing with risk on a daily
basis. The tools and techniques for risk control include, workaround are unplanned response to
negative risk event. Here the sense of response was not defined in advanced of the risk event
occurring. Additional risk response development. If the risk event was anticipated or the effect
is greater than expected, the planned response may not be adequate, and it will be necessary to
repeat the response development process and perhaps the risk quantification process as well.
The future of project management will now rest on the use of computers to meet out the
changing needs of the customer.
13.2 COMPUTER PROJECT MANAGEMENT SYSTEM (CPMS)

When the size of the project increases it becomes difficult and at times even impossible to plan,
schedule, budget and control project activities through manual techniques. Here the need for
computer based project management arises, which has become popular in recent years because
of low cost PCs and high quality software available.
The increasing complexity in the projects with pressures of time and cost has led to the
introduction of CPMS. Most project management softwares offer such features as network
scheduling, resource management and to lesser extent cost control and performance analysis.
A sophisticated CPMS can assist in numerous planning and control tasks throughout the entire
project life cycle from conception to close out. Software that make use of Internet technology
further to expand upon these capabilities. Among commercial available CPMS there is
considerable verification in technical capabilities, flexibility, of use, interface and integration
capability. As a result their usefulness varies.
Most larger CPMS provide integrated planning, scheduling, costing, control and reporting
functions. These systems utilize practically all of the planning and control techniques. Project
managers have dozens of kind of project software packages to choose from software packages
vary greatly in capability and flexibility as in price. As choosing the right software were not
enough of a problem, the project manager must determine the right combination of computer
and peripheral devices processors, monitors, printers, plotters, modems and database and
web servers.
However the project management softwares should be as far as possible compatible with
the software currently being used in the organization. It should have the capacity to handle
multiple projects together involving a wide range of problems. It should be suitable supported
by graphs and reports in various formats. It should be easy to learn and implement. As far as
possible it should have the facility to operate on the existing network environment.
Some of the popular software packages are listed below:
Microsoft project
Harvard total project manager
Project schedule
Project planner
PRISM
INSTAPLAN
ACTION LIST
C COST
Artemis
Primavera
Trakker
Welcom
Though many software package are available today, which promise to do everything yet
only few are comprehensive in their coverage. Some of the popular software are:
13.2.1 Microsoft Project 2000

It supports functions like scheduling, budgeting, resource management, analysis, reporting
and communication. It also offers facility to manage multiple projects besides allowing for
shoring of resources between various projects. It is compatible with MS office applications. It
carries its own database and is compatible with SQL server or oracle databases.
13.2.2 Project Scheduler

This works with an SQL database and is MS office compatible. Information from multiple
projects or subprojects can be managed or revel company wide resources utilization.
13.2.3 Prism
It is the software package developed by Tata consultancy services. It determines the sequence
of activities and the duration with in which each activity must be completed in order to meet a

given project schedule. Given the budget, it can determine the minimum time within which
the project must be completed. Prism automatically schedules the activities based on the
resources requirement of each activity and referring to the resource pool for the availability of
resources. It provides many pre designed reports and a powerful graphics for the user for bar
charts, time-cost, trade-off curves, resources histograms, cash flow graphs, network diagrams
etc.
13.2.4 INSTA-PLAN
Insta-plan is a software package developed by WIPRO. It provides project-planning facilities
and also has presentation features. It is simple to use with its reports and presentation and is
gaining acceptance.
13.3 FUTURE OF PROJECT MANAGEMENT

A project manager can shape the destiny of a project and consequently the education, training
and development of a project manager becomes as important to all those concerned with the
successful implementation of the project. Yet it must be realized that project management is
not possible only by tools and techniques ignoring the element of human wisdom. It has to be
clear that if work is to be finished to near completion, a sacrifice in time and cost factors must
be made. Similarly if work is to be completed in time, one should not be rigid on costs and
specification. The growth of computer based project management system has made things
easier for the project manager.
Most of the project management software products include the capability to take advantage
of web-based technology. A project web-site and web based project software are extremely helpful
when team members are located at different sites. The project manager can communicate with
them send instructions, collect feedback and aggregate the provided information to create an
overview of the entire project. The major benefits of web based project management include
immediate availability of project information, efficiency and accessibility for communicating
with workers, easy of learning and usage, real time communication.
A project team meeting held between members who are geographically dispersed via
video-conferencing, voice mail, chatting is no longer a distant dream anymore. The information
conveyed over a network can be either a spreadsheet, word document, power point presentation,
charts, graphics, engineering design or video files. As long as team members have access to a
computer and a browser they can participate in a meeting and contribute with inputs.
QUESTIONS
1. What is the role of information technology in project management?
2. What is the role of information at various stages of project?
3. Explain the significance of computer based project management.
4. Project the future of project management in current scenario.
5. What are the softwares commonly used for computer project management systems.
APPENDIX A
FINANCIAL ASSISTANCE APPLICATION PROCEDURE
The central financial institutions have prescribed common application form, which seeks
information about the project along following lines. The information deals with:
General name, nature of industry, etc.
Promoters information with brief write up about past performance.
Particulars of industrial concern with audited balance sheet, profit and loss account
of last five years, etc.
Particulars of project. These include details about capacity, process, technical
arrangements, management, plant and machinery, land and building, labour, effluents,
etc.
Cost of profit under different heads like land, building, plant and machinery, etc.
Means of financing which include share capital (equity and preference) rupee loans,
debentures, etc.
Marketing and selling arrangements.
Profitability and cash flow: The estimates of cost of production and working results
for the first ten years of operation as per form XI and XII respectively.
Government consents.
Declaration.
LIST OF FORMS
The following is the list of forms to be submitted along with the application for financed assistance.
I Letter addressed to the bankers
II Existing long-term borrowing
III Existing short-term borrowing
IV Distribution of shareholding
V Particulars of building
VI Particulars of imported machinery
VII Particulars of indigenous machinery
VIII Raw material requirements
IX Estimates of the cost of project
IXA Calculation of contingency
IXB Calculation of margin money

X Means of financing
XA Proposal for raising share capital
XB Sources of expenditures incurred
XI Estimates of cost of production
XII Estimates of working results
XIIA Estimates of production and sales
XIIB Calculation of wages and salaries
XIII Unit cost of production
XIV Cash flow statement
XV Projected balance sheet
Some of the important forms have been included.
ESTIMATION OF WORKING RESULTS

The profitability projection is prepared after obtaining the estimates of sales revenue and cost
of production. The estimate of working result is a statement in the format of application form
XII used by all India institution. This statement should be perceived for ten years. Detailed
working shall be provided for ten years for the calculation of depreciation (straight-line and
income tax method), interest, taxation etc.
As per Statement in Form XII
1
A Cost of Production
B Total
C Total
D
Administrative Expenses
Administrative salaries
Remuneration to directors
Professional fees
Light/postage/telegrams
Telephones/office supplies
Insurance/stationery
Sales Expenses
Royalty and Know-how Payable.
E Total Cost of Production (A+B+C+D)

F Expected Sales (As per statement in Form XII-A)
G Gross Profit before Interest (F-E)
Financial Expenses
Interest on term loans
Interest on borrow for working capital
Guarantee commission
H Total Financial Expenses
I Depreciation
J
Operating Profit (G-H-I)
K Other Income, if any (Give Details)

L
Preliminary Expenses Written Off.
M Profit/Loss before Taxation (J+K-L)
....................
.............10 (Ten Years)
Appendix A 215
N
Provision for Taxation.
O Profit after Tax (M-N)

Less dividend on
Preference capital
Equity capital (with rate)
P Retained Profit
Add depreciation
Preliminary expenses (written off)
Q Net Cash Accrual (P+I+L)
CASH FLOW STATEMENT

FORM XIV
Sources of funds
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Share issue
Profit before taxation with interest added back
Depreciation provision for the year
Development rebate reserve
Increase in secured medium and long term borrowing for the project
Other medium and long-term loans
Increase in unsecured loans and deposits
Increase in bank borrowing for working capital
Increase in liabilities for defined payment (including interest) to machinery suppliers
Sale of fixed assets
Sale of investments
Other income (total details) total (A)
Disposition of funds
Capital expenditure for the project
Other normal capital expenditure
Increase in working capital (current assets other than cash current liabilities
other than bank borrowing)
Decrease in secured medium and long term borrowing
All India institute
SRCs
Banks
Decrease in unsecured loan and deposits
Decrease in bank borrowing for working capital
Decrease in liabilities for deferred payment (including interest) to machinery suppliers
Increase in investments in other companies
Interest on term loans
Interest bank borrowing for working capital
Taxation
Dividends-equity, preference
Other expenditure
Total (B)
Net surplus/deficit
(A B)
PROJECTED BALANCE SHEETS

FORM XV
Format of balance sheet prescribed by the companies act
Liabilities
Assets
Share capital
Reserve and surplus
Secured loans
Unsecured loans
Current liabilities and provisions
Fixed assets
Investments
Current assets, loans and advances
Miscellaneous expenditures and losses
APPENDIX B
AREAS OF THE STANDARD NORMAL DISTRIBUTION
An entry in the table is the proportion under the entire curve which is between z = 0 and
a positive value of z. Areas for negative values of z are obtained by symmetry.
z
.00
.01
.02
.03
.04
.05
.06
.07
.08
.09
0.0
0.1
0.2
0.3
0.4
.0000
.0398
.0793
.1179
.1554
.0040
.0438
.0832
.1217
.1591
.0080
.0478
.0871
.1255
.1628
.0120
.0517
.0910
.1293
.1664
.0160
.0557
.0948
.1331
.1700
.0199
.0596
.0987
.1368
.1736
.0239
.0636
.1026
.1406
.1772
.0279
.0675
.1064
.1443
.1808
.0319
.0714
.1103
.1480
.1844
.0359
.0753
.1141
.1517
.1879
0.5
0.6
0.7
0.8
0.9
.1915
.2257
.2580
.2881
.3159
.1950
.2291
.2611
.2910
.3186
.1985
.2324
.2642
.2939
.3212
.2019
.2357
.2673
.2967
.3238
.2054
.2389
.2703
.2995
.3264
.2088
.2422
.2734
.3023
.3289
.2123
.2454
.2764
.3051
.3315
.2157
.2486
.2794
.3078
.3340
.2190
.2517
.2823
.3106
.3365
.2224
.2549
.2852
.3133
.3389
1.0
1.1
1.2
1.3
1.4
.3413
.3643
.3849
.4032
.4192
.3438
.3665
.3869
.4049
.4207
.3461
.3686
.3888
.4066
.4222
.3485
.3708
.3907
.4082
.4236
.3508
.3729
.3925
.4099
.4251
.3531
.3749
.3944
.4115
.4265
.3554
.3770
.3962
.4131
.4279
.3577
.3790
.3980
.4147
.4292
.3599
.3810
.3997
.4162
.4306
.3621
.3830
.4015
.4177
.4319
1.5
1.6
1.7
1.8
1.9
.4332
.4452
.4554
.4641
.4713
.4345
.4463
.4564
.4649
.4719
.4357
.4474
.4573
.4656
.4726
.4370
.4484
.4582
.4664
.4732
.4382
.4495
.4591
.4671
.4738
.4394
.4505
.4599
.4678
.4744
.4406
.4515
.4608
.4686
.4750
.4418
.4525
.4616
.4693
.4756
.4429
.4535
.4625
.4699
.4761
.4441
.4545
.4633
.4706
.4767
Contd...
2.0
2.1
2.2
2.3
2.4
.4772
.4821
.4861
.4893
.4918
.4778
.4826
.4864
.4896
.4920
.4783
.4830
.4868
.4898
.4922
.4788
.4834
.4871
.4901
.4925
.4793
.4838
.4875
.4904
.4927
.4798
.4842
.4878
.4906
.4929
.4803
.4846
.4881
.4909
.4931
.4808
.4850
.4884
.4911
.4932
.4812
.4854
.4887
.4913
.4934
.4817
.4857
.4890
.4916
.4936
2.5
2.6
2.7
2.8
2.9
3.0
.4938
.4953
.4965
.4974
.4981
.4987
.4940
.4955
.4966
.4975
.4982
.4987
.4941
.4956
.4967
.4976
.4982
.4987
.4943
.4957
.4968
.4977
.4983
.4988
.4945
.4959
.4969
.4977
.4984
.4988
.4946
.4960
.4970
.4978
.4984
.4989
.4948
.4961
.4971
.4979
.4985
.4989
.4949
.4962
.4972
.4979
.4985
.4989
.4951
.4963
.4973
.4980
.4986
.4990
.4952
.4964
.4974
.4981
.4986
.4990
APPENDIX C
THE PRESENT VALUE OF ONE RUPEE
9%
10%
11%
12%
13%
14%
15%
16%
17%
18%
19%
20%
0.917
0.909
0.901
0.893
0.885
0.877
0.870
0.862
0.855
0.847
0.840
0.833
0.842
0.826
0.812
0.797
0.783
0.769
0.756
0.743
0.731
0.718
0.706
0.694
0.772
0.751
0.731
0.712
0.693
0.675
0.658
0.641
0.624
0.609
0.593
0.579
0.708
0.683
0.659
0.636
0.613
0.592
0.572
0.552
0.534
0.516
0.499
0.482
0.650
0.621
0.593
0.567
0.543
0.519
0.497
0.476
0.456
0.437
0.419
0.402
0.596
0.564
0.535
0.507
0.480
0.456
0.432
0.410
0.390
0.370
0.352
0.335
0.547
0.513
0.482
0.452
0.425
0.400
0.376
0.354
0.333
0.314
0.296
0.279
0.502
0.467
0.434
0.404
0.376
0.351
0.327
0.305
0.285
0.266
0.249
0.233
0.460
0.424
0.391
0.361
0.333
0.308
0.284
0.263
0.243
0.225
0.209
0.194
10
0.422
0.386
0.352
0.322
0.295
0.270
0.247
0.227
0.210
0.000
0.176
0.162
11
0.388
0.350
0.317
0.287
0.261
0.237
0.215
0.195
0.178
0.162
0.148
0.135
12
0.356
0.319
0.286
0.257
0.231
0.208
0.187
0.168
0.152
0.137
0.124
0.112
13
0.326
0.290
0.258
0.229
0.204
0.182
0.163
0.145
0.130
0.116
0.104
0.093
14
0.299
0.263
0.232
0.205
0.181
0.160
0.141
0.125
0.111
0.099
0.088
0.078
15
0.275
0.239
0.209
0.183
0.160
0.140
0.123
0.108
0.095
0.084
0.074
0.065
16
0.252
0.218
0.188
0.163
0.141
0.123
0.107
0.093
0.081
0.071
0.062
0.054
17
0.231
0.198
0.170
0.146
0.125
0.108
0.093
0.080
0.069
0.060
0.052
0.045
18
0.212
0.180
0.153
0.130
0.111
0.095
0.081
0.069
0.059
0.051
0.044
0.038
Contd...
Appendix A 219
Year
BIBLIOGRAPHY
1. Albert Lester, Project Planning and Control, Butter Worth and Co Ltd, 1982
2. Arnold M Ruskin and W Eugene Estes, What Every Engineer should Know About
Project Managemnt, Markel Dekker inc, New York, 1982.
3. Chaudhary, S, Project Management, Tata McGraw-Hill, New Delhi, 1988.
4. Cleland, David, I and William R King, System Analysis and Project Management, 2ed, Mc-Graw Hill Book Company, New York, 1975.
5. Dennis Lock, Project Management Handbook, Gower Technical Press Limited, Hants,
England, 1987
6. Gopalakrishna P and Rama Moorthy V E, Textbook of Project Management, Macmillan
India Limited, N Delhi, 1993.
7. Guidelines for Preparation of Feasibility Reports for Industrial Projects, Planning
Commission, Government of India, Kitab Mahal, N Delhi, 1975.
8. Ghatas, R G and Sandra L Mckec, Practical Project Management, Pearson Education
Asia.
9. Kimmons R L, Dekker, Project Management Basics.
10. Kerzner, Harold, Project Managemnt: A Systems Approach to Planning, Scheduling,
and Controlling, 2 Ed, CBS Publishers and Distributors, N Delhi, 1987.
11. Lewis, James P, Project Planning Scheduling and Control, NEO Publishing, N Delhi,
1993.
12. Nagarajan, K, Project Management, New Age International (P) Limited, Publishers,
N Delhi, 2001.
13. Nicholas, John M, Project Management for Business and Technology, Printice Hall of
India Private Limited, N Delhi, 2003.
14. Parameshwar P Iyer, Engineering Project Management, A H Wheeler and Co Ltd,
New Delhi, 1996.
15. Prasanna, Chandra, Projects Planning, Analysis, Selection, Financing, Implementation
and Review, Tata McGraw-Hill Publishing Company, New Delhi, 1988.
16. Project Management Journal, Project Management Institute, U S A, Aug, 1984.
17. Project Management Methodology, State of Michigan, Office of Project Management.
18. Proceeding of the International Symposium on Project Management, Project
Management Association, N Delhi, 1983.
19. Project Management Methodology, State of Michigan, Office of Project Management,
May 2001.
20. Rao, P C K, Project Management and Control, Sultan Chand and Sons, N Delhi, 1999
21. Srinath, L S, PERT and CPM Principles and Applications, Affiliated East West Press
Pvt limited, N Delhi, 1975.
22. Yadav, D S , Foundations of Information Technology, 2 ed, New Age International (P)
Limited, Publishers, N Delhi.

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SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

Copyright 2005, New Age International (P) Ltd., Publishers

ISBN (13) : 978-81-224-2550-5

PUBLISHING FOR ONE WORLD

NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

4. Project Planning: A System Approach ................................................................. 61-70

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SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

8.3 Performance Indicators ............................................................................... 107

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11.8 Commercial Benefits of Internet ................................................................ 182

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SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

SOFTbank E-Book Center Tehran, Phone: 66403879,66493070 For Educational Use.

2 Modern Project Management

1.2 CHALLENGES IN PROJECT MANAGEMENT

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Project Management Overview 3

There is a need to employ the latest manufacturing techniques of FMS (Flexible

E-payment and e-banking

E-care (for customer, employee and business partner)

E-marketing (personalized, marketing for customer)

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4 Modern Project Management

1.3 ROLE OF LIBERALIZATION AND GLOBALIZATION

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Project Management Overview 5

1.4 FOREIGN INVESTMENT IN PROJECTS

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6 Modern Project Management

1.5 PROJECT IMPORTS AND IMPORT SUBSTITUTION

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Project Management Overview 7

1.6 FORMS OF INTERNATIONAL BUSINESS

Goods and Services

Managerial and Technical

Fig. 1.1 Comparison of forms of international business

1.7 PUBLIC SECTOR PROJECTS

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Project Management Overview 9

Profits earned are used for general welfare of society.

1.7.2 Disadvantages of Public Corporations

Public Sector Projects

Private Sector Projects

Social welfare and economic growth

Individual firm or industry growth and

Decisions are taken at the policy level

Decisions are made at the board level

Facilitative and allocative functions.