{"id":789,"date":"2014-12-29T14:19:04","date_gmt":"2014-12-29T14:19:04","guid":{"rendered":"http:\/\/projecthelpline.in:\/myblog\/?p=789"},"modified":"2021-11-18T07:33:09","modified_gmt":"2021-11-18T07:33:09","slug":"smu-mba-project-management-synopsis-guideline-free-sample-download-2","status":"publish","type":"post","link":"https:\/\/projecthelpline.in:\/myblog\/smu-mba-project-management-synopsis-guideline-free-sample-download-2\/","title":{"rendered":"SMU MBA PROJECT MANAGEMENT Project WITH GUIDELINE FREE SAMPLE DOWNLOAD"},"content":{"rendered":"\n\n\n
\n

A <\/strong><\/p>\n

SYNOPSIS ON<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

\u00a0PROJECT REPORT<\/strong><\/p>\n

\u00a0ON<\/strong><\/p>\n

\u201cANALYTICAL STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY<\/strong><\/p>\n

Submitted in partial fulfillment of the requirements for qualifying<\/p>\n

Master of Business Administration<\/p>\n

In<\/p>\n

SUBMITTED BY
\n<\/strong>NAME\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 :
\n<\/strong>ENROLLMENT NO: \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/strong><\/p>\n

SESSION<\/strong><\/p>\n

BONAFIDE CERTIFICATE<\/strong><\/p>\n

 <\/p>\n

This is to certify that the project titled \u201cANALYTICAL STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY\u201d<\/strong> is an original work of the Student and is being submitted in partial fulfillment for the award of the \u201cMASTER\u2019S DEGREE IN BUSINESS ADMINISTRATION\u201d <\/strong>of SIKKIM MANIPAL UNIVERSITY. <\/strong>\u00a0\u00a0This report has not been submitted earlier either to this University or to any other University\/Institution for the fulfillment of the requirement of a course of study.<\/p>\n

SIGNATURE OF SUPERVISOR \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 SIGNATURE OF STUDENT\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0<\/strong><\/p>\n

Place: \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New Delhi\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Place: New Delhi<\/p>\n

ACKNOWLEDGEMENT<\/p>\n

 <\/p>\n

I, With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide \u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026\u2026…\u00a0 <\/strong>It is because of his able and mature guidance and co-operation without which it would not have been possible for me to complete my project.<\/p>\n

 <\/p>\n

It is my pleasant duty to thank all the staff member of the computer center who never hesitated me from time during the project.<\/p>\n

 <\/p>\n

Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always, nothing in my life would be possible without God, Thank You!<\/p>\n

DECLARATION<\/strong><\/p>\n

I hereby declare that this project work titled \u201cANALYTICAL STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY\u201d<\/strong> is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date.<\/p>\n

 <\/p>\n

The empirical findings in this project are based on the data collected by myself while preparing this report.<\/p>\n

 <\/p>\n

This project is completed as a part of curriculum & all that information collected is correct to the best of my knowledge.<\/p>\n

TABLE OF CONTENTS<\/strong><\/p>\n

 <\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
CHAPTER<\/strong><\/td>\nCONTENTS<\/strong><\/td>\nPAGE NO<\/strong>\u00a0<\/strong><\/td>\n<\/tr>\n
<\/td>\nCertificate<\/td>\n2<\/td>\n<\/tr>\n
<\/td>\nAcknowledgement<\/span><\/td>\n3<\/td>\n<\/tr>\n
<\/td>\nDeclaration<\/td>\n4<\/td>\n<\/tr>\n
<\/td>\nTitle of\u00a0 the Project<\/td>\n6<\/td>\n<\/tr>\n
1.<\/td>\nIntroduction to the Study<\/td>\n7<\/td>\n<\/tr>\n
2<\/td>\nCompany \u00a0Introduction<\/td>\n32<\/td>\n<\/tr>\n
3.<\/td>\nReview of Literature<\/td>\n38<\/td>\n<\/tr>\n
4.<\/td>\nObjectives \u00a0and scope of the study<\/td>\n52<\/td>\n<\/tr>\n
5.<\/td>\nResearch Methodology<\/td>\n53<\/td>\n<\/tr>\n
6.<\/td>\nData Analysis & Interpretation<\/td>\n56<\/td>\n<\/tr>\n
7.<\/td>\nFindings<\/td>\n72<\/td>\n<\/tr>\n
8.<\/td>\nConclusions<\/td>\n74<\/td>\n<\/tr>\n
9.<\/td>\nLimitations of the study<\/td>\n76<\/td>\n<\/tr>\n
<\/td>\nAppendix-I\u00d8 References<\/td>\n77<\/td>\n<\/tr>\n
<\/td>\nAppendix-II\u00d8 Questionnaires<\/td>\n81<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

TITLE OF THE PROJECT<\/strong><\/p>\n

\u201cANALYTICALLY\u00a0STUDY OF ROLE OF PROJECT MANAGEMENT IN CONSTRUCTION INDUSTRY\u201d<\/strong><\/p>\n

CHAPTER \u2013 1<\/strong><\/p>\n

INTRODUCTION TO THE STUDY<\/strong><\/p>\n

 <\/p>\n

Construction Management is not a new idea.\u00a0 The function of the Construction Manager is to work on behalf of the owner to complete a project within the plans and specifications provided.\u00a0 In the last few years construction practices have changed dramatically.\u00a0 Technology, materials, government bureaucracy, financing, design, and engineering have all advanced.\u00a0 With the complexity of the construction process increasing, owners demand accountability and accurate guidance during the entire planning and construction process.<\/p>\n

 <\/p>\n

The management of construction projects requires knowledge of modern management as well as an understanding of the design and construction process. Construction projects have a specific set of objectives and constraints such as a required time frame for completion. While the relevant technology, institutional arrangements or processes will differ, the management of such projects has much in common with the management of similar types of projects in other specialty or technology domains such as aerospace, pharmaceutical and energy developments. Project management is the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction.<\/p>\n

 <\/p>\n

The construction industry has benefited from the adoption of many new management structures and techniques and the pace of change is quickening. The advantages of professional management at all stages of the procurement, construction and use of projects are being increasingly recognized both within the industry and by its clients. The Latham and Egan Reports and many new policies and initiatives have served to highlight these issues.<\/p>\n

 <\/p>\n

The importance of project management to construction derives from the nature of how the industry’s business activities are conducted. Its growing take up in other industries as a result of the productivity gains that can be associated with implementing this managerial technique cannot be overlooked. Developing the requisite competency to ensure efficient performance on the part of the managers who run projects is therefore essential to its success.<\/p>\n

 <\/p>\n

Project managers in construction are responsible for the overall success of delivering the owner’s physical development within the constraints of cost, schedule, quality and safety requirements. As such they play a crucial role not only in the operational activities of architectural and engineering construction companies but also the development of infrastructure in every country.<\/p>\n

PROJECT MANAGEMENT:<\/strong><\/p>\n

Project management<\/strong>\u00a0is the discipline of planning, organizing, securing, managing, leading, and controlling resources to achieve specific goals. A\u00a0project\u00a0is a temporary endeavor with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables),[1]<\/sup>\u00a0undertaken to meet unique goals and objectives,[2]<\/sup>\u00a0typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with\u00a0business as usual (or operations),[3]<\/sup>\u00a0which are repetitive, permanent, or semi-permanent functional activities to produce products or services. In practice, the management of these two systems is often quite different, and as such requires the development of distinct technical skills and management strategies.<\/p>\n

 <\/p>\n

Interest in project management is growing significantly and of late, the construction industry is evolving around project management training and education (1). The most common constraints in the construction industry within developing countries are the oversupply of unskilled labor and a restricted supply of management manpower. According to Abu Bakar (2) what is vital in management is the ability of managers who are able to manage risks that occur in the construction sector. It is important to take note that upgrading and enhancing the management capability is vital for growth and expansion in the construction industry. There are some companies that have built reputations for being able\u00a0to consistently manage projects effectively (3).Effective project management techniques are important to ensure successful project performance. A poor\u00a0strategy as well as incorrect budget or schedule forecasting can easily turn an expected profit into loss. This is especially true for the construction industry where projects have a relatively short life cycle and\u00a0the project activities are non-repetitive with rather complex interrelationships, so that there is little opportunity to improve on a wrongly chosen or adopted strategy. The appointment of the best project team will better ensure the success of the project, but the best project team must be led by a good leader, which is undoubtedly the project manager. Edum-Fotwe and McCaffer (4) affirmed that project managers in construction play a crucial role. This is as project managers are responsible for\u00a0the overall success of delivering the owner’s physical development within the constraints of cost, schedule, quality and meeting the\u00a0requisite safety requirements. The primary challenge of project management is to achieve all of the project goals[4]<\/sup>\u00a0and objectives while honoring the preconceived constraints.[5]<\/sup>\u00a0Typical constraints are\u00a0scope, time, and\u00a0budget.[1]<\/sup>\u00a0The secondary\u2014and more ambitious\u2014challenge is to\u00a0optimize\u00a0the allocation\u00a0of necessary inputs and integrate them to meet pre-defined objectives.<\/p>\n

HISTORY:<\/strong><\/p>\n

Until 1900 civil engineering projects were generally managed by creative architects, engineers, and\u00a0master builders\u00a0themselves, for example\u00a0Vitruvius\u00a0(first century BC),\u00a0Christopher Wren\u00a0(1632\u20131723),\u00a0Thomas Telford\u00a0(1757\u20131834) andIsambard Kingdom Brunel\u00a0(1806\u20131859).[6]<\/sup>\u00a0It was in the 1950s that organizations started to systematically apply project management tools and techniques to complex engineering projects.[7]<\/sup><\/p>\n

 <\/p>\n

Henry Gantt\u00a0(1861\u20131919), the father of planning and control techniques. As a discipline, project management developed from several fields of application including civil construction, engineering, and heavy\u00a0defense\u00a0activity.[8]<\/sup>\u00a0Two forefathers of project management are\u00a0Henry Gantt, called the father of planning and control techniques,[9]<\/sup>\u00a0who is famous for his use of the\u00a0Gantt chart\u00a0as a project management tool (alternatively\u00a0Harmonogram<\/em>\u00a0first proposed by\u00a0Karol Adamiecki[10]<\/sup>); and\u00a0Henri Fayol\u00a0for his creation of the five management functions that form the foundation of the body of knowledge associated with project and program management.[11]<\/sup>\u00a0Both Gantt and Fayol were students of\u00a0Frederick Winslow Taylor’s theories of\u00a0scientific management. His work is the forerunner to modern project management tools including\u00a0work breakdown structure\u00a0(WBS) and\u00a0resource allocation.<\/p>\n

 <\/p>\n

The 1950s marked the beginning of the modern project management era where core engineering fields come together to work as one. Project management became recognized as a distinct discipline arising from the management discipline with engineering model.[12]<\/sup>\u00a0In the United States, prior to the 1950s, projects were managed on an ad-hoc basis, using mostly\u00a0Gantt charts\u00a0and informal techniques and tools. At that time, two mathematical project-scheduling models were developed. The “Critical Path Method” (CPM) was developed as a joint venture between\u00a0DuPont Corporation\u00a0andRemington Rand Corporation\u00a0for managing plant maintenance projects. And the “Program Evaluation and Review Technique” or PERT, was developed by\u00a0Booz Allen Hamilton\u00a0as part of the\u00a0United States Navy’s (in conjunction with the\u00a0Lockheed Corporation)\u00a0Polaris missile\u00a0submarine program;[13]<\/sup>\u00a0These mathematical techniques quickly spread into many private enterprises.<\/p>\n

 <\/p>\n

PERT network chart\u00a0for a seven-month project with five milestones<\/p>\n

At the same time, as project-scheduling models were being developed, technology for project cost estimating, cost management, and engineering economics was evolving, with pioneering work by Hans Lang and others. In 1956, the American Association of Cost Engineers (now\u00a0AACE International; the Association for the Advancement of\u00a0Cost Engineering) was formed by early practitioners of project management and the associated specialties of planning and scheduling, cost estimating, and cost\/schedule control (project control). AACE continued its pioneering work and in 2006 released the first integrated process for portfolio, program and project management (Total Cost Management\u00a0Framework).<\/p>\n

 <\/p>\n

The\u00a0International Project Management Association\u00a0(IPMA) was founded in Europe in 1967,[14]<\/sup>\u00a0as a federation of several national project management associations. IPMA maintains its federal structure today and now includes member associations on every continent except Antarctica. IPMA offers a Four Level Certification program based on the IPMA Competence Baseline (ICB).[15]<\/sup>\u00a0The ICB covers technical, contextual, and behavioral competencies.<\/p>\n

 <\/p>\n

In 1969, the\u00a0Project Management Institute\u00a0(PMI) was formed in the USA.[16]<\/sup>\u00a0PMI publishes\u00a0A Guide to the Project Management Body of Knowledge<\/em>\u00a0(PMBOK Guide), which describes project management practices that are common to “most projects, most of the time.” PMI also offers multiple certifications<\/p>\n

APPROACHES:<\/strong><\/p>\n

There are a number of approaches to managing project activities including lean, iterative, incremental, and phased approaches.<\/p>\n

 <\/p>\n

Regardless of the methodology employed, careful consideration must be given to the overall project objectives, timeline, and cost, as well as the roles and responsibilities of all participants and\u00a0stakeholders.<\/p>\n

The traditional approach<\/h3>\n

 <\/p>\n

A traditional phased approach identifies a sequence of steps to be completed. In the “traditional approach”, five developmental components of a project can be distinguished (four stages plus control):<\/p>\n

 <\/p>\n

Typical development phases of an engineering project<\/p>\n

    \n
  1. initiation<\/li>\n
  2. planningand design<\/li>\n
  3. execution and construction<\/li>\n
  4. monitoring and controlling systems<\/li>\n
  5. completion<\/li>\n<\/ol>\n

     <\/p>\n

    Not all projects will have every stage, as projects can be terminated before they reach completion. Some projects do not follow a structured planning and\/or monitoring process. And some projects will go through steps 2, 3 and 4 multiple times.<\/p>\n

     <\/p>\n

    Many industries use variations of these project stages. For example, when working on a brick-and-mortar design and construction, projects will typically progress through stages like pre-planning, conceptual design, schematic design, design development, construction drawings (or contract documents), and construction administration. In\u00a0software development, this approach is often known as the\u00a0waterfall model,[17]<\/sup>\u00a0i.e., one series of tasks after another in linear sequence. In software development many organizations have adapted the\u00a0Rational Unified Process\u00a0(RUP) to fit this methodology, although RUP does not require or explicitly recommend this practice. Waterfall development works well for small, well defined projects, but often fails in larger projects of undefined and ambiguous nature. The\u00a0Cone of Uncertainty\u00a0explains some of this as the planning made on the initial phase of the project suffers from a high degree of uncertainty. This becomes especially true as software development is often the realization of a new or novel product. In projects where\u00a0requirements\u00a0have not been finalized and can change,\u00a0requirements management\u00a0is used to develop an accurate and complete definition of the behavior of software that can serve as the basis for software development.[18]<\/sup>\u00a0While the terms may differ from industry to industry, the actual stages typically follow common steps to\u00a0problem solving\u2014”defining the problem, weighing options, choosing a path, implementation and evaluation.”<\/p>\n

    \u00a0<\/strong><\/p>\n

    Effective project management<\/strong>\u00a0also guarantees efficient work by contractors for a task, matching the highest quality work to the best price. The responsibilities of project management are not limited to collecting bids from qualified individuals in order to complete the project, but also to determine if the company does in fact have the experience and knowledge to complete the work well. The project manager truly has to consider which company is best-suited for the task at hand.<\/p>\n

     <\/p>\n

    The Role\u00a0of the\u00a0Project\u00a0Manager:<\/strong><\/p>\n

     <\/p>\n

    As\u00a0aforementioned,\u00a0it\u00a0has\u00a0been\u00a0recognized\u00a0that\u00a0an\u00a0assignment\u00a0of\u00a0a\u00a0project\u00a0manager\u00a0is\u00a0very\u00a0crucial\u00a0toensure the success of any design or construction project. In most cases, a single project manager is accountable for the success of a project and is responsible for its planning, allocating, directing and controlling functions. Ideally, each project manager would be assigned one and only one project and each project manager would have ample opportunity to use his\u00a0skills to resolve all project issues. Gransberg (10) in his journal article highlighted the issue of roles and responsibilities of the project manager\u00a0as follows: Construction management is literally, \u201cwhere the rubber meets the road\u201d. All the planning, preparation, design and cost estimating is put to the test in this fast paced phase of the project\u2019s life cycle. This phase begins after the award\u00a0of the construction contract and continues through construction close out. Most researchers believe that the most important responsibilities of a project manager are project evaluation, setting up the team, setting up systems, planning, monitoring, control, negotiating contract conditions, training and communication. In their study, Turner and Muller (11) found that a project manager\u2019s success at managing his or her project is dependent on his or her competence, particularly the leadership style comprising emotional intelligence, management focus as wells intellectual capabilities.<\/p>\n

     <\/p>\n

    Essential skills\u00a0of\u00a0a\u00a0Project Manager:<\/strong><\/p>\n

    \u00a0<\/strong><\/p>\n

    In order to meet the objectives of modern projects, which are increasingly complex in nature, it is essential for project managers to be able to use a variety of managerial skills (12). To conclude as to what are the most important knowledge and skills that\u00a0a project manager should have the following will be discussed. Management knowledge and skills: finance and accounting; sales and marketing; research and development; manufacturing and distributions; strategic planning; tactical planning; operational planning; organization structures; organizational behavior; personnel administration; managing work relationships (13).b.\u00a0Technical knowledge and skills: defined as an understanding of and proficiency in, a specific kind of\u00a0activity, particularly one involving methods, processes, procedures, or techniques (14).c.\u00a0Business knowledge and skill: on small projects, this can be a tough challenge because project managers are also managing the project control function (15).d.\u00a0Human knowledge\u00a0and kills: the ability\u00a0to work with and\u00a0through other people<\/p>\n

     <\/p>\n

     <\/p>\n

     <\/p>\n

    A\u00a0project manager<\/strong>\u00a0must make sure that the project is meeting deadlines and keeping goals in sight. Effective project management will utilize software and other technology available to keep the project on target and meet scheduled goals. A company can lose a lot of money very quickly when one or more of its projects get off schedule.<\/p>\n

     <\/p>\n

    Effective project managers<\/strong>\u00a0ensure that all projects will be completed on time, within budget and with quality. They are responsible to control every aspect of the project, and regularly reporting its status back to company officials. An effective project management professional or firm can bring any project under control, no matter how unfocused or inefficient it was to begin with; their services can end up saving corporations millions in better-managed time and resources. It is commonplace now for companies to outsource their project management to consulting professionals or firms that will maximize efficiency and bring projects to completion within or even under budgets and deadlines, thus saving company resources.<\/p>\n

     <\/p>\n

    However, contemporary approaches to project management scheduling [7] are based on the detailed work scope definitions assuming that a resource pool is given and\/or defined by a manager and is capable of performing any project task. Scheduling mechanisms are based on resource reallocation and adding extra resources for any type of project tasks: resource-driven, fixed-duration tasks or cognitively driven tasks.2 Existing resource scheduling methods, both heuristic and optimization, address the issues of resource availability and utilization, and are not concerned with the capability and compatibility of project resources. Furthermore, in traditional scheduling approaches, the objectives for the allocation of limited resources are to determine the allocation of resources that maximizes total benefits subject to the limited resource availability [7]. Contemporary approaches to resource allocation are founded on the assumption that different jobs require equal capability resources, and only one skill is involved. Hence, they cannot be successfully used for software projects, where different software tasks require different sets of multiple knowledge\/skill capabilities for a task performance. In the mathematical theory of scheduling [3] resource-based problems are isolated from scheduling process and, hence, resource capability factors are not considered as the factors that influence the schedule. In practice, the most effective and efficient manner of resource application in software projects is founded on heuristic approaches – heuristic analogical reasoning. This kind of approaches are highly dependent on a manager\u2019s intuition, which is, in turn, based on his\/her experience with not only project management area in general, but also with people who oversee a project. There is an increased usage of skill-related information in practice. Nevertheless, organizations still do not have formal methods\/techniques for processing this information. Thus, objectives, methods, and mechanisms provided by contemporary project management scheduling approaches cannot be sufficiently used in software practice.<\/p>\n

     <\/p>\n

    \u00a0<\/span><\/strong><\/p>\n

    As we know that people are an important part of a project\u2019s success. The projects are resource constrained. The management of the human resources on a project has a major impact on the project\u2019s success or failure. Of course, this article has taken a general view, human resource processes are strongly influenced by the human resource policies and procedures of the delivery organization. Much has been written about dealing with people in the operations of an ongoing enterprise; leading, communicating, delegating, motivating, team building, recruiting, appraising, etc. Much of that knowledge is directly applicable to leading and managing people in a project environment and the project manager should be familiar with it. However, the project manager must also be sensitive to the unique needs of the project environment and as to how this general knowledge is applied in a different way than in the operational environment of the ongoing enterprise.<\/p>\n

    The temporary nature of projects means that personal and organizational relationships generally will also be temporary and, quite often, new. Staff-related project management processes must address these transient relationships.<\/p>\n

     <\/p>\n

    Both the nature and number of people involved in a project change as the project moves through its life cycle. For example initially there will be limited number of staff in the project and as we move along we induct more staff into the project. Staff management processes must recognize and address these changing needs management activities are often split between project management and other managers within the performing organization. The scope of responsibility of the project manager may lie somewhere between, an extended responsibility, including the selection of sourcing organizations, obtaining staff and performance assessment.<\/p>\n

     <\/p>\n

    A limited responsibility focused on coordination with the permanent roles outside the project such as the functional manager, the resource deployment manager and\/or the people development manager .All the parties must understand and carefully adhere to the division of responsibilities that is in force. All the processes here must be carefully interpreted based on the actual distribution of responsibilities between the project manager and the other roles. In some companies there may be a two managers for a team member \u2013 one the project manager who takes care of the day-to-day work of the team member and provides feedback to others, second a people manager who takes care of the people development aspects of the team member like promotion, salary hike, career needs\/interest. Ideally to my view a team member should have only one Manager who should take care of everything (Project management and people management) and should have no more than 14 people directly reporting to him. Again it depends on many factors \u2013 company policies, location, style of functioning and project needs.<\/p>\n

    \u00a0<\/strong><\/p>\n

    Define Project team structure<\/strong><\/p>\n

    \u00a0<\/strong><\/p>\n

    The purpose of this process is to define an effective team structure for a project organizational unit. The team structure defines the roles, responsibilities and relationships of the people managing and working within a project organizational unit. An appropriate team structure will help to optimize the efforts of the team and the success of the project. An inappropriate one can undercut the efforts of a hard working group of people and impede their success. This process is performed during Plan phase. Often, it is carried out by the functional managers\/Senior management responsible for the people who will staff the project. The project manager should influence the functional managers to ensure that the team structure meets the requirements of the project.<\/p>\n

     <\/p>\n

    The first consideration in organizing a team is the objective of the team. Has the team been asked to explore possibilities and alternatives? Is the team charged with solving a complex, poorly defined problem? This is often the case with study projects or when implementing a new technology.<\/p>\n

     <\/p>\n

    Broadly, there are two different organizational approaches: In the normal approach, each team is responsible for a specific set of activities and the work products move between the teams according to a predefined work flow. The team members all have similar skills. In the multidisciplinary approach; each team is responsible for completing some of the work products. The team members have different skills and, possibly, are multi-skilled.<\/p>\n

     <\/p>\n

     <\/p>\n

    Certain project approaches favor certain team structures. For example, rapid application development (RAD) works best with multidisciplinary teams. It is necessary to have a team structure so that all the members of the project understand their roles and their working and reporting relationships. However, all team structures introduce some measure of inflexibility. It is important to understand that there is no \u201cright\u201d team structure for a project and that usually it depends on the organizational requirements and needs of the project.<\/p>\n

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    Review the Project definition to understand the overall project objectives and context. Review the Organizational breakdown structure (OBS) and the Work breakdown structure (WBS) to understand what the project organizational unit that is being structured must accomplish. Determine the appropriate team model for the unit by considering the broad objective(s) of the unit and, if applicable, the work patterns that have been selected. Note that several models may apply if the project organizational unit has several objectives. Plan the number of team(s) within the project organizational unit and how the responsibilities of the organizational unit will be split between the teams. Consider how the teams will be managed within the organizational unit. Estimate the size of each team and determine the skills that each team will require. The \u201cright\u201d number of people in a team depends on factors such as the nature of the work. Consider carefully how skills that are known to be expensive and\/or in short supply should best be deployed. Document the roles and responsibilities of each of the teams within the project organizational unit in the OBS.<\/p>\n

    \u00a0<\/strong><\/p>\n

    Acquiring staff<\/strong><\/p>\n

    This function includes processes to:<\/p>\n