PAN African e-Network Project

MFC
Project planning : Appraisal and Control
Semester - 3
Session - 1

Dr Loveleen

Module 1
Module I: Planning of Projects
Introduction to Capital and Infrastructure
Projects, Overview and Resource Allocation
Framework,
Generation and Screening of Project Ideas,
Project Identification.

Planning of Projects
Project management is a professional
discipline combining systems, techniques
and people to achieve a business objective
within defined parameters of time, budget
and quality.
An important aspect of project management is
the building and maintaining of effective
relationships with all those involved in the project
through a participative and open communication
process.

Origin
Project management first became popular in the early
1960s, driven by businesses which realized that there
were benefits to be gained from organizing work into
separate, definable units and from co-coordinating
different kinds of skills across departments and
professions.
One of the first major uses of project management was
to handle the US space programmed, and
governments, military organizations, and the
corporate world have all since adopted the discipline.

Operations and Project

The characteristics of operations and projects are:
Both are performed by people.
Both have constrained by limited resources.
Both need to be planned, executed, and controlled.

Projects are often implemented as a means of achieving

an organizations strategic plan.
Operations and projects differ primarily in that as
operations are ongoing and repetitive while projects are
temporary and unique.

 Projects are undertaken at all levels of the organization.

They may involve a single person or many thousands. Their
duration ranges from a few weeks to more than five years.
Projects may involve a single unit of one organization or
may cross organizational boundaries, as in joint ventures
and partnering.
Projects are critical to the realization of the performing
organizations business strategy because projects are a
means by which strategy is implemented.

 A project may be anything like:

Developing a new product or service
Effecting a change in structure, staffing, or style of an
organization
Designing a new transportation vehicle
Developing or acquiring a new or modified information system
Constructing a building or facility
Building a water system for a community in a developing
country
Running a campaign for political office
Implementing a new business procedure or process

A project is synthesizing predetermined amounts of the

resources of an organization in designing and executing its
strategies that will assist the organization in designing and
executing strategies.
A commercial project involves the following key
considerations:
(i). What is the cost of monetary project?
(ii). What is the time required?
(iii). What are the capabilities that it provides to the
organization?
(iv). Whether it will fit into the strategies of the organization?

Temporary Project

Temporary means that every project has a definite beginning and a

definite end. The end is reached when the projects objectives have been
achieved, or when it becomes clear that the project objectives will not or
cannot be met, or the need for the project no longer exists and the project is
terminated.
A project is considered to be a temporary process because once the end
goal is achieved, the project is complete. For this reason, the end point of a
project needs to be defined at the very beginning of the project to ensure
successful completion.

 The reason why some projects never end

is because no one ever defined what
constitutes completion of a project.
The basic questions for defining success
criteria are:
Why are we doing this project?
What do we hope to change?
How will we measure success?

Criteria for project success are quantifiable and measurable, and

are expressed in terms of business value.

Well-Defined Goals - Projects require well-defined goals to

determine project completion.
Without well-defined goals and objectives, a project lacks purpose.
Project Constraints - All projects have constraints and these need
to be defined from the onset. Projects have resource limits in terms
of people, money, time, and equipment. While these may be
adjusted, they are considered fixed resources by the project
manager. These constraints form the basis for planning the project.

 A project is a unique set of coordinated activities, with

definite starting and finishing points, under taken by an
individual or organization to meet specific objectives
within the defined schedule, cost and performance
parameters.
Examples of some projects:
1. Construction of a Dam for better irrigation facilities
2. Construction of National Highway
3. Conducting Afro-Asian Games

Nature and Distinctive

Characteristics of Projects
Nature:
1. Projects differ from stereotyped business activities and
they are unique.
2. Each project is different in itself.
3. Projects are not homogeneous however similar they may
be.
4. Two projects cannot be compared.
5. To perform unique tasks, organizations adopt project
approach.

Characteristics of Successful Projects

1. Clear objectives - The most successful projects clearly define objectives from the outset.
2. A good project plan - A carefully thought-out plan serves two purposes.
First, it allows everyone involved to understand and perform their part in the project.
It shows who is responsible for what and estimates how much money, people, equipment and
time will be required to complete the project.
Second, it serves as a monitoring tool, allowing you to take early action if things go
wrong.
3. Communication, communication, communication - Project is a collaborative effort
between all of the individuals and organizations involved. They need to work together to
maintain effective and continual communication between the parties.
4. A controlled scope - Numerous issues will come up throughout the project, and not all of
them will contribute to the overall objectives. It is important to stay focused on the priorities,
with little wasted time or attention.
5. Stakeholder support - Projects typically involve several stakeholders, who invest time and
resources in the project. It is important to maintain stakeholder support throughout the project,
so the project team can meet its objectives.

Project Parameters:
The parameters that influence a project which is generally complex in nature
are:Scope (Covers all activities, financial/human resources, end-products, target
outcomes, customers, outputs, work, etc.)
Quality (Requires satisfying product and process quality. Tools and
techniques of quality management to be used ISO standards SQC, JIT, TQM,
etc.)
Time (Time is inversely proportional to cost. If time decreases, cost increases.
Time is managed by activity scheduling).
Cost (Cost is associated with all the activities in both planning and
implementation process).
Resources (People, fiancs, physical resources, and information required to
perform project activities).

 A project is a part of program, which can be put into the

business as quickly as possible. It is a Group of Projects
managed in a co-coordinated way to obtain benefits not
available from managing them individually.
All projects do not involve the same level of managerial skills,
costs, technology, or complexity.
The projects can be grouped by taking the degree of
uncertainty and system complexity or scope.
Degree of uncertainty ranges from low to high. It is
subdivided as Low-tech, medium-tech, hightech, and supertech.
Assembly projects have low complexity whereas Array
projects have high complexity.

Project Management
Project management is the application of
knowledge, skills, tools, and techniques to
project
activities
to
meet
project
requirements.
Project management is accomplished
through the use of the processes such as:
initiating, planning, executing, controlling,
and closing.

 The project team manages the work of the

projects, and the work typically involves:
Competing demands for: scope, time, cost,
risk, and quality.
Stakeholders with differing needs and
expectations.
Identified requirements.

Need of Project Management

The decision on whether or not to set-up a separate project
management division finally is subjective, that decision
depends on many factors as1. Interdependencies among departments
2. Resource sharing
3. Importance of project
4. Project size
5. Uniqueness of project
6. Market volatility
7. Organization reputation

 Interdependencies among departments

Interdependence
among
various
departments
of
organization is one of the major factors that dominate
decision. If the task to be completed requires that many
functionality separated activities have to be put at one
place and if the activities depend on one another, i.e.
have to be carried out in a sequence, project
management techniques are definitely required.

Resource Sharing
Project management is required when the services of specialized
professionals, which may be in scarcity in the organization and also
expensive are required for the project. Project management techniques help
in keeping the resources fully employed, thus reducing both direct and
indirect costs, while ensuring the delivery of the needed services.

Importance of project
Set up of separate project management department depends on the
importance of project to the organization. A project should be viewed upon
as something that contributes to the ability of the organization in succeeding
in its future as well. It should be considered as an opportunity to achieve a
target that is yet another step towards its goals achieving its mission.

 Project size
Project size is a relative factor but it can be said that
when an organization requires substantiallymore
resources than it normally uses, project management
can be gainfully used.
Uniqueness of project
Lack of familiarity or precedent to follow usually creates
insecurity and disagreement, particularly among those at
the middle and lower levels of management.

 Market Volatility

With increasing competition in market nature of the market changes

continuously. Technological changes are taking place rapidly and
values and behavior of consumers are virtually in a state of flux.
Organization reputation
If failure in completing the project on time is likely to damage the
reputation of organization substantially, a project management
should be seriously considered. An organizations financial position
may be seriously damaged if penalties entail failure to deliver on
time.

Implementing a new computerized baking system

PM Includes:
1. Developing a Project Plan (Project Goals, How they will be accomplished)
2. Specifying how goals will be accomplished
3. Specifying what resources are needed
4. Relating budgets & time for completion
PM disciplines are:
1. Finance [Financial Statements, Cost of the Project, etc.]
2. Personnel [Selecting Skilled Personnel, Project Manager, Project Team, etc.]
3. Purchases & Logistics
4. R& D [New Product Development & Quality Assurance]
5. Marketing [Marketing Project Idea to Sponsors]
6. Operations [Managing Activities/Operations]

Relationship between Project & Line Management

Success of a project depends upon good relationship
between project manager and various functional managers
(line staff).
Project Manager should exercise judicious control over
resources (money, manpower, machinery, facilities,
materials, technology & information) allocated to project by
various functional departments.

Benefits of Project Management

Major Benefits:
1. Provides techniques for trade-off between conflicting goals & enterprise priorities.
2. Better control of project.
3. Better co-ordination.
4. Reduces developmental time
5. Lowers cost
6. High order results.
Other Benefits:
1. Clear description of work.
2. Identification of responsibilities & assignments for specific tasks. & activities
3. Tracking of functional responsibilities.
5. Easy specification of time limits for task completion.
6. Problems are exposed in advance.
7. Improved skills for future planning.
8. Objectives which cannot be met or exceeded can be identified easily.
9. Measurement of accomplishment against plans is enabled.

PROJECT MANAGEMENT KNOWLEDGE AREAS, LIFE CYCLE, AND

RECURRING ACTIVITIES:

 Organizations performing projects will usually divide each project into several
project phases to improve management control and provide for links to the
ongoing operations of the performing organization. Collectively, the project
phases are known as the project life cycle.
Each project phase is marked by completion of one or more deliverables. A
deliverable is a tangible, verifiable work product such as a feasibility study, a
detail design, or a working prototype. The deliverables, and hence the phases,
are part of a generally sequential logic designed to ensure proper definition of
the product of the project.
The conclusion of a project phase is generally marked by a review of both key
deliverables and project performance to date, to a) determine if the project
should continue into its next phase and b) detect and correct errors cost
effectively. These phase-end reviews are often called phase exits, stage
gates, or kill points.

 Project life cycles generally define:

What technical work should be done in each phase
(e.g., is the work of the architect part of the definition
phase or part of the execution phase?).
Who should be involved in each phase (e.g.,
implementers who need to be involved with
requirements and design).
Project life-cycle descriptions may be very general or
very detailed. Highly detailed descriptions may have
numerous forms, charts, and checklists to provide
structure and consistency. Such detailed approaches
are often called project management methodologies.

Most project life-cycle descriptions share a number of common

characteristics:
Cost and staffing levels are low at the start, higher toward the
end, and drop rapidly as the project draws to a conclusion.
The probability of successfully completing the project is lowest,
and hence risk and uncertainty are highest, at the start of the
project. The probability of successful completion generally gets
progressively higher as the project continues.
The ability of the stakeholders to influence the final
characteristics of the projects product and the final cost of the
project is highest at the start and gets progressively lower as the
project continues. A major contributor to this phenomenon is that
the cost of changes and error correction generally increases as
the project continues.

Project life cycle can be divided into phases. These phases

correspond with changes in the level of activity or effort put into the
project and uncertainty regarding the final outcome of the project.

Phase I: Conception & Selection

Phase II: Planning & Scheduling
Phase III: Implementation, Monitoring & Control
Phase IV: Evaluation & Termination

 The level of activity, in any project, starts at a low level

and then rises slowly. In conception & selection phase,
before it is decided whether or not something is a
worthwhile idea or which of the several alternative ideas
should be proceeded with, the activity is naturally low
and is confined to conducting feasibility studies,
estimating revenues and costs, etc. In this phase amount
spent is also low, as the number of employees working
on it.

The functions to be performed by the project manager or

the team working on the project are:1. Identifying a need for a project
2. Establishing goals to be achieved by the project
3. Estimating the amount that the firm will have to commit
for the project.
4. Presenting the project idea or various alternative ideas to
the management and get their approval.

Project Initiation and Concept

Development

 Project Management is an Iterative Process The

arrows indicate that project management is an iterative
process. It is not a lock-step sequence of activities.
Project management requires general management
knowledge. The principles, practices, concepts,
techniques, tools, and skills of general management are
the foundation for project management. These skills
include the ability to work well with people, to take
responsibility, to lead a group, and to make decisions.

Risk in Projects

In project management terms, risk refers to an uncertain event or

condition that has a cause and, that if it occurs, has a positive or
negative effect on a projects objectives, and a consequence on
project cost, schedule or quality.

For example: the cause of a risk may be requiring a classroom with

networked computers for the learners in a skills development
project. The risk event is that Internet connection is delayed and the
classroom is not available for the anticipated start date.

A risk response plan can help the project. It identifies the risks that
might affect the project, determines their effect on the project and
includes agreed-upon responses for each risk.

The Risk Management Strategy

Identifying Risks:
The first step in creating a risk response plan is to identify risks which
might affect the project.
The project manager, key staff and project partners should
brainstorm referring to the project charter, calendar of activities
schedule and budget to identify potential risks. Those involved in the
project can often identify risks on the basis of experience.
Published information resources are also available that identify risks for
many application areas.
Common sources of risk in community learning initiatives include:
Technical risks such as unproven technology
Project management risks such as a poor allocation of time or resources
Organizational risks such as resource conflicts with other activities
External risks such as changing priorities in partner organizations

Developing Risk Response

Strategies:
Several risk response strategies are available:
Avoidance changing the project plan to eliminate the risk or protect the objectives from
its impact. An example of avoidance is using a familiar technology instead of an innovative
one.
Transference shifting the management and consequence of the risk to a third party.
Risk transfer almost always involves payment of a premium to the party taking on the risk.
An example of transference is using a fixed price contract for a consultants services.
Mitigation reducing the probability and/or consequences of an adverse risk event to an
acceptable threshold. Taking early action is more effective than trying to repair the
consequences after it has occurred. An example of mitigation is seeking additional project
partners to increase the financial resources of the project.
Acceptance deciding not to change the project plan to deal with a risk. Passive
acceptance requires no action. Active acceptance may include developing contingency
plans for action should the risk occur

Criteria for project success are quantifiable,

measurable, and expressed in terms of business
value metrics. They include:
Customer.
Project (containing a purpose or an objective).
Scope.
Deliverables.
Start and End Dates.
Sponsor.
Identified Resources.
Project Manager.

Components to Project Success

There are three main component questions that
need to be answered to ensure the success of
projects. They are:
1. Does the product/system meet the predefined business needs
and goals? This includes business objectives of cost reduction,
increased revenues, better customer service, improved productivity,
etc.
2. Does the completed project match the requirements document?
3. Was the project completed as defined by scope, on time, and on
budget?

Nine Knowledge Areas in

Project Phases
1. Integration Management - Includes the processes required to
ensure that various elements of the project are properly coordinated.
2. Scope Management - Includes the processes required to ensure
that the project includes all the work required, without additional and
unnecessary work, to complete the project successfully.
3. Time Management - Includes the processes required to ensure
timely completion of the project.
4. Cost Management - Includes the processes required to ensure that
the project is completed within the approved budget.
5. Quality Management - Includes the process required to ensure that
the project will satisfy the needs for which it was undertaken.

6. Human Resource Management - Includes the processes required to make

the most effective use of people involved in the project.
7. Communications Management - Includes the processes required to ensure
timely and appropriate generation, collection, dissemination, storage, and
ultimate disposition of project information.
8. Risk Management - Is the systematic process of identifying, analyzing, and
responding to the project task.
9. Procurement Management - Includes the processes required to acquire the
goods and services to attain project scope from outside the performing
organization.

The relationship between the five project management phases and

the nine knowledge areas are depicted in the Figure shown below:

Software Development Projects

Project Initiation, Resource Allocation,

Idea Generation and Creativity
Wise allocations of resources or wise capital expenditure
decisions are the stepping stones for any organizations
success.
A. Resource Allocation: Resource allocation is generally
done at two levels: One, at the organization or top level
and two, at the department level. At the top level, the
distribution of resources among various departments or
administrative units is considered. At the department level,
how the department or unit should utilize the resources
allocated to it is decided.

 (ii) Resource Allocation at the Department

Level: If resources are allocated to different
departments of an organization based on
formula, then the units have to think of the best
ways to deploy them. If allocation is based on
open competition or free bargaining, units will
have to be ready with their investment plans.

 Analysis of its strategic abilities itself may often

lead the unit to the identification of areas where
it can invest and where it should not. Identifying
investment alternatives can be described in two
steps: 1. Environment analysis
2. Strategic capabilities analysis

Environment Analysis:
Various techniques are used to analyze the various
components or factors in the environment.
Pest and Porters five forces model is the best to analyze
environment.
PEST Analysis:
Environment is divided into four components;
1. Political factors
2. Economic factor
3. Socio-cultural factor
4. Technological factor

Porters Model: The Porter's 5 Forces tool is a simple but powerful

tool for understanding where power lies in a business situation. This
is useful, because it helps you understand both the strength of your
current competitive position, and the strength of a position you're
looking to move into.
With a clear understanding of where power lies, you can take fair
advantage of a situation of strength, improve a situation of
weakness, and avoid taking wrong steps. This makes it an important
part of your planning toolkit.
Conventionally, the tool is used to identify whether new products,
services or businesses have the potential to be profitable. However
it can be very illuminating when used to understand the balance of
power in other situations too.

Strategic capabilities
analysis:
1. Resource Audit: The firm considers what all the resources available to it
are. Classifying wherever possible into those that are readily available and
those that can be obtained when required. Both quality and quantity being
consider.
2. Value Chain Analysis: The value chain is a systematic approach to
examining the development of competitive advantage. It was created by M.
E. Porter in his book, Competitive Advantage (1980). The chain consists of
a series of activities that create and build value. They culminate in the total
value delivered by an organization. The 'margin depicted in the diagram is
the same as added value. The organization is split into 'primary activities'
and 'support activities.'

Primary Activities
Inbound Logistics
Here goods are received from a company's suppliers. They are stored until they are needed on
the production/assembly line. Goods are moved around the organisation.
Operations
This is where goods are manufactured or assembled. Individual operations could include room
service in a hotel, packing of books/videos/games by an online retailer, or the final tune for a
new car's engine.
Outbound Logistics
The goods are now finished, and they need to be sent along the supply chain to wholesalers,
retailers or the final consumer.
Marketing and Sales
In true customer orientated fashion, at this stage the organisation prepares the offering to meet
the needs of targeted customers. This area focuses strongly upon marketing communications
and the promotions mix.
Service
This includes all areas of service such as installation, after-sales service, complaints handling,
training and so on.

Support Activities
Procurement
This function is responsible for all purchasing of goods, services and materials. The aim is to secure
the lowest possible price for purchases of the highest possible quality. They will be responsible for
outsourcing (components or operations that would normally be done in-house are done by other
organisations), and ePurchasing (using IT and web-based technologies to achieve procurement
aims).
Technology Development
Technology is an important source of competitive advantage. Companies need to innovate to reduce
costs and to protect and sustain competitive advantage. This could include production technology,
Internet marketing activities, lean manufacturing, Customer Relationship Management (CRM), and
many other technological developments.
Human Resource Management (HRM)
Employees are an expensive and vital resource. An organisation would manage recruitment and s
election, training and development, and rewards and remuneration. The mission and objectives of the
organisation would be driving force behind the HRM strategy.
Firm Infrastructure
This activity includes and is driven by corporate or strategic planning. It includes the Management
Information System (MIS), and other mechanisms for planning and control such as the accounting
department.

Portfolio Analysis

The BCG matrix (aka B.C.G. analysis, BCG-matrix, Boston Box, Boston
Matrix, Boston Consulting Group analysis) is a chart that had been created
by Bruce Henderson for the Boston Consulting Group in 1970 to help
corporations with analyzing their business units or product lines. This helps
the company allocate resources and is used as an analytical tool in brand
marketing, product management, strategic management, and portfolio
analysis.
Cash cows are units with high market share in a slow-growing industry.
These units typically generate cash in excess of the amount of cash needed
to maintain the business.
Dogs, or more charitably called pets, are units with low market share in a
mature, slow growing industry. These units typically "break even",
generating barely enough cash to maintain the business's market share.

 Question marks (also known as problem child) are

growing rapidly and thus consume large amounts of
cash, but because they have low market shares they do
not generate much cash.
Stars are units with a high market share in a fastgrowing industry. The hope is that stars become the next
cash cows

Generation of Project ideas

This is possible through creativity, which is
the ability to combine, or synthesize the
available information and experience to
generate new project ideas. The two types
of creativity are:
Individual Creativity and
Group Creativity.

Individual Creativity:
1. Attribute Listing (Listing of attributes attached to the final products and
designing the products based on these attributes).
2. Checklist (Checklist of questions to be prepared and trying to find solutions
to the same).
3. Black Box (Available and required inputs as well as desired outputs are listed
and an attempt is made to envision how the outputs are possible from the
inputs).
4. Directed Dreaming (The problem solver tries to go to sleep while thinking of
the problems, with the hope that the subconscious will through up a solution).

Group Creativity:
1. Brainstorming (A group sitting together and go on generating
solutions to the problems on hand, welcoming improvement of ideas and
synthesizing two or more ideas).
2. Delphi (Estimates are called from a panel of experts, who are not
allowed to meet and discuss or debate each others opinions. Individual
experts are asked to give their opinions independently. A panel of
coordinators reconciles after second round of opinions and consensus).
3. Nominal Group Technique (It is a structured technique administered
by a coordinator based on the 5 steps: Silent idea generation, Roundrobin presentation, Idea classification, Voting and ranking, and
Discussion of results. The ideas generated are ranked and the best is
chosen

 Project Screening: This is for prima facie turning down

those project ideas, which do not meet the basic criteria of
preliminary appraisals. The projects are identified, primarily,
on the basis of the knowledge of the surroundings and the
internal SWOT analysis. In other words,

selection and formulation of project ideas must be matched with

The promoters personality traits, resources, and returns
Prerogatives of a nation (socio-economic motifs)
Balancing the raw material crunch
Stances of the present and future market
Cost benefit analysis considering the economies of scale
Risk-return vetting

Project Identification
The key feature of this activity is recognizing that identifying candidate
projects is something that an organization should do on a regular basis,
not just once each year.
Process Description
Project Identification is a repeatable process for documenting,
validating, ranking and approving candidate projects within an
organization.
Process Purpose
Due to the changing financial conditions within the total organization, it
is necessary to establish a stable process for approving projects for
initiation.

Process Flow
CERTIFY BUSINESS CASE
1. Document Business Case Evaluate all Candidate Project Information that has
been provided by the requesting organization or that has been gathered by a
technical analyst. If additional information is needed, issue an Information
Request to the requester. Format this information into a Business Case. Assign the
Candidate Project a new Project Code.
2. Review Business Case The Business Case will be examined by a screening body
with the corporate authority to accept or reject a Candidate Project. When a
Business Case is accepted, the Candidate Project is captured in a repository for
ranking and selection. If additional information is required on a Business Case,
note it as pending and issue an Information Request to the requester. If a
Business Case is rejected, send the information to the requester with an
explanation for the rejection. Remain this information in a repository.
3. Update Business Case When additional information is received on a Candidate
Project, obtain the pending Business Case from the repository and revise the data.
This Business Case should now be reconsidered by process.

Rank Candidate Projects When requested, all Candidate Projects that

are in the repository should be objectively ranked in order of
significance. The ranking criteria should include
1. Target due dates
2. Impact on the total business
3. Impact on the technology architecture
4. Impact on other applications
5. Project size, cost and duration
6. Project risk

Evaluate Resources An updated Skills Inventory should be maintained for all

corporate (Business Unit and Information Technology Department) resources
that are available for project assignment.
Determine Resource Needs By evaluating the Skills Inventory and the
Candidate Project repository, this process will identify anticipated requirements
for quantities and capabilities of future resources. This information will
provide
1. The identification of critical training needs
2. A basis for employment opportunities
3. Criteria for contract personal
This process should be reviewed on a regular basis by Resource Managers
within the organization and can be used for staff career counseling.

Approve Project
1. Select Project Based on the information provided by the ranking process, the Core
Process Owners of the business will authorize a specific project for initiation. This project
should now be removed as a Candidate Project.
2. Assign Resources Even though a project has been selected, it does not become an
active project until resources are approved and deployed against it. It is critical to
remember that when resources are assigned from the Skills Inventory, this deployment
has a proportionate impact on the resources availability. The organization must be very
careful to not over-commit limited resources in an attempt to look more productive.

Questions
1. Which of the following statement is true?
a. A project is an ad hoc activity of the firm.
b. A project should be viewed as the main activity of the
firm.
c. A project should be viewed as something that contributes
to the ability of the organization
d. A project is a thing which contributes to the ability of the
project manager.
e. None of these

2. Which of the following is a correct sequence of life cycle

of a project?
a. Planning, Selection, Scheduling, Termination
b. Selection, Implementation, Scheduling, Monitoring,
Termination
c. Planning, Implementation, Control, Evaluation
d. Selection, Scheduling, Implementation, Evaluation,
Control
e. Planning, Implementation, Scheduling, Termination

3. Which of the following factors call for the

project management?
a. Interdependencies among the activities
undertaken by various departments.
b. Sharing of resources.
c. Size of task involved.
d. Both (a) and (b) above.
e. All of (a), (b) and (c) above

4. During which stage of the life cycle of a

project is the level of activity highest?
a. Conception and selection.
b. Planning and scheduling.
c. Implementation, monitoring and control.
d. Evaluation.
e. Termination.

5. Which of the following is not considered while

analyzing the business environment as per
PEST Model?
a. Foreign trade regulations
b. Disposable income levels
c. Levels of education
d. Human resource management of the firm
e. Rates of obsolescence.