2. Program: BBA(H)
Course Title: PROEJCT MANAGEMENT
Course Code: B20BH5030
Course Type: HC
Course Presenter: PROF. MANIKRISHNA
Semester & Section: V-B
Academic Year: 2022-23
Course Pre-requisites: -
L T P:   
Pedagogy: ICT & E-CONTENT
3. Course Objectives:
After the completion of the course, students will be able to:
1.To equip them with the knowledge and skills required to be successful in applying Project Management.
2.To make them understand techniques for Project planning, scheduling and Execution Control
3.To make them understand the concepts of Project Management for planning to execution of projects and to make
them understand the feasibility analysis in Project Management and network analysis tools for cost and time
4. To enable them to comprehend the fundamentals of Contract Administration, Costing and Budgeting,
Methodologies in Indian context.
1. To equip them with the knowledge and skills required to be successful in applying Project Management.
2.To make them understand techniques for Project planning, scheduling and Execution Control
3.To make them understand the concepts of Project Management for planning to execution of projects and to make them
understand the feasibility analysis in Project Management and network analysis tools for cost and time estimation.
4. Analyse the environmental issues which have an impact on the execution of Project Management.
Introduction to Applied Project Management: Project Definition, Project Feasibility
Analysis, Developing a Project Execution Plan, Setting up a Project Organization ,Project
Identification, Project Formulation, Project Selection, Project Planning, Project Appraisal,
Project Implementation and Integrated Project Management
Resource Scheduling, and Cost Estimating: Controlling Project Execution, Project
Control, Project Planning and Scheduling Module ,Project Cost Engineering and Detailed
Engineering, Project Success and Failure, Project Auditing and Project Termination, E-
Project Procurement and Construction Management: Construction, Progress,
Productivity and Supervision, Subcontract Administration and Control ,Human aspects of
project management –Project Monitoring and Control, Project Evaluation, Prerequisites
for successful project implementation
Project Leadership, Audit and Closure Project Leadership: Managing vs leading a
project, Managing project stake holders, Qualities of an effective project manager,
Managing project teams, Issues arising out of globalization, Communication, Conflict
management. Project Audit and Closure: Audit process, project closure, project
documentation, evaluation of project manager, team and members.
5. Reference Books:
1. Vasant Desai, Project Management, Himalaya Publishing House, 2011.
2. Prasanna Chandra, Project, Planning and Analysis, Financing, Implementation, TMH, New Delhi 7/e, 2009.
3. Narendra Singh, “Project Management and Control”, Himalaya Publishing House, 2009.
4. SitangshuKhatua, “Project Management and Appraisal” Oxford Higher education, 2012.
5. Kerzner H.; Project Management, II Edition, CBS Publishers
6. Meredith Jack R., Mantel Samuel J.; Project Management, IV Edition, John Wiley & Sons
7. Gopalakrishnan P., Ramamoorthy V.E; Textbook of Project Management, MacMillan Publishers
7. “Plans are only good intentions unless they
immediately degenerate into hard work.” –
8. What is Project?
A Temporary endeavour undertaken to create a unique product,
Service or result. The temporary nature of projects indicate a
definite beginning and end.
9. What is Project?
A project can create:
• A product that can be either a component of another item or an end item in itself,
• A capability to perform a service (e.g., a business function that supports production or distribution),
• A result such as an outcome or document (e.g., a research project that develops knowledge that
can be used to determine whether a trend is present or a new process will benefit society).
10. What is Project?
Examples of projects include, but are not limited to:
• Developing a new product or service,
• Effecting a change in the structure, staffing, or style of an organization,
• Developing or acquiring a new or modified information system,
• Constructing a building or infrastructure, or
• Implementing a new business process or procedure.
11. What is project management?
• Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements. Project management is accomplished through the
appropriate application and integration of the 42 logically grouped project management processes
comprising the 5 Process Groups. These 5 Process Groups are:
• Monitoring and Controlling, and
12. Managing a project typically includes:
• Identifying requirements,
• Addressing the various needs, concerns, and expectations of the stakeholders as the project is
planned and carried out,
• Balancing the competing project constraints including, but not limited to:
13. A Project occurs when you have a goal and a plan to achieve that
Project management is the application of processes, methods,
skills, knowledge and experience to achieve specific
project objectives according to the project acceptance criteria within
agreed parameters. Project management has final
deliverables that are constrained to a finite timescale and budget.
14. PROJECT FEASIBILITY ANALYSIS
A Project feasibility study is defined as an evaluation or analysis of
the potential impact of a proposed project or program. The
purpose of a Feasibility Study is to identify the likelihood of one or
more solutions meeting the stated business requirements.
15. Economic Feasibility
• This assessment typically involves a cost/ benefits analysis of
the project, helping organizations determine the viability, cost,
and benefits associated with a project before financial
resources are allocated. It also serves as an independent
project assessment and enhances project credibility—helping
decision-makers determine the positive economic benefits to
the organization that the proposed project will provide.
16. Technical feasibility
• This assessment focuses on the technical resources available
to the organization. It helps organizations determine whether
the technical resources meet capacity and whether the
technical team is capable of converting the ideas into working
systems. Technical feasibility also involves the evaluation of the
hardware, software, and other technical requirements of the
proposed system. As an exaggerated example, an organization
wouldn’t want to try to put Star Trek’s transporters in their
building—currently, this project is not technically feasible.
17. Commercial feasibility
• Commercial feasibility is an element of the study focused on
the probability of commercial success. It's mainly focused on
studying the new business or a new product or service and
whether your organisation can create enough profit with it.
18. Financial feasibility
• Financial feasibility describes whether or not your project is
fiscally viable. A financial feasibility report includes a
cost/benefit analysis of the project. It also forecasts an expected
return on investment (ROI), as well as outlines any financial
risks. The goal at the end of the financial feasibility study is to
understand the economic benefits the project will drive.
19. Environment feasibility
• An Environmental Feasibility Study assesses the viability of a
proposed development from an environmental and social
perspective, identifying potential issues and threats to the
successful completion of the proposed development.
Solutions and mitigative measures are investigated.
20. Steps involved in Feasibility Study
1. Project Description – Identify the project name and purpose. Include details including
stakeholders, and end result expected.
2. Goals – List long and short-term goals and what processes will be needed to achieve those
3. Timeline – What will be the estimated time until project completion?
4. Costs and Budgeting – Include all costs incurred for the project including the cost of the feasibility
5. Market Analysis – If applicable, will the market or market environment benefit from the project. If
so, list out.
6. Resources – Identify all the resources both IT, technical, inventory, and human that will be
needed to complete the project.
7. Project Process – How will the project flow? Include flow charts showing project stages.
8. Management and Teams – Who will manage and who will work on scheduled tasks? Will project
management outsourcing be needed?
9. Observations– Statements that do or don’t support the project should be included
21. Project identification
• Project identification: A search for promising project ideas could contribute towards achieving specified
development objectives. Project identification should be an integral part of the Macro-planning exercise of the
state with sectored information and strategies as the main source of the ideas.
• Good project ideas are the key to success. Therefore a wide variety of sources should be tapped to analyze
them. To have a wide range of options, the sources of project ideas can be categorized into two they are:
A. Micro level sources
B. Macro level sources
22. Project identification
A] Micro level
• 1. Analysis of the performance of existing industries
• 2. Examination of the input-outputs of various industries
• 3. Review of imports and exports
• 4. Investigation of local materials and resources
• 5. Analysis of economic and social changes
• 6. Study of new technological developments
• 7. Exploring the possibility of reviving sick units
• 8. Identification of unfulfilled psychological needs
• 9. Attending trade fairs
• 10. Stimulating creativity for generation’s new product lines
23. Project identification
B. At Macro level
• 1. Project ideas from government policies and plan
• 2. Project ideas from technical specifications
• 3. Project ideas from local leaders
• 4. Project ideas from Entrepreneurs