This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
1. This document discusses project management and the project life cycle from Suan Dusit Rajabhat University.
2. It covers topics such as the definition of a project, project feasibility, project planning, and the systems development life cycle.
3. Contact information is provided for Mr. Warawut Khangkhan, who presented on project management and monitoring.
Entrepreneurship Development Programme (EDP)uma reur
EDP – Introduction to Entrepreneurship Development Programme
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Any of these can become the focus or starting point for initiating and implementing an EDP.
The document discusses project design and management concepts. It covers topics such as project definition, quality assurance, proposals, project start, and project implementation. Key aspects include developing initial project concepts, proposal development, assembling proposals, project initiation, planning, execution, monitoring and control, and closeout. Project roles and phases are also outlined.
The document discusses entrepreneurship and its role in economic development. It defines an entrepreneur as someone who perceives opportunities, organizes resources to exploit opportunities, and exploits them. Entrepreneurship spurs economic development by creating wealth through new products/services and dispersing economic activities. It also speeds up the use of resources and development of backward regions. When entrepreneurs innovate continuously, they foster new industries and economic growth. Harnessing entrepreneurial talent moves a society from traditional ways to modern industry.
3. construction planning. construction project managementKabilan Kabi
This document discusses project time management for construction projects. It covers defining and sequencing activities, estimating activity durations and resources, developing a schedule, and schedule control. Key aspects include identifying specific schedule activities and their dependencies; estimating time, resources, and durations for each activity; analyzing the activity sequences and constraints to create a project schedule; and controlling changes to the schedule. The goal is to ensure timely completion of the project through effective planning, scheduling, tracking, and control of the time management processes.
Control is one of the key functions of any management process. The uncontrolled or unexamined project is not worth much. However effective the project plan may be without regular reviews during the life of the project neither the project progress nor the reality of the plan can be assessed. An effective and efficient control system enables! the project manager to answer the question. "How are we doing on the project ?" at any stage of the project.
According to Henry Fayol "The control means seeing that everything occurs in conformity with established rules and expressed command."
The document discusses activities, projects, and bar charts for project scheduling. An activity has a defined start and end time and uses resources. A project is a set of activities with defined objectives, completion date, and budget. A bar chart is a common project scheduling tool that displays activities as horizontal bars placed sequentially according to duration and dependencies. It can identify critical paths where delays could impact the overall project schedule.
Entrepreneurial motivation transforms ordinary individuals into powerful businesspeople by helping them identify opportunities and maximize wealth. Both internal factors like optimism, positive attitude, and self-motivation, and external factors like influence from others, resource availability, and government policies can motivate entrepreneurship. Maslow's hierarchy of needs theory also showed that fulfilling higher-level needs can motivate creativity and goal achievement.
What is Manpower Planning Organizing Staffing Important objectives of staffin...SANJEEV Wazir
Manpower planning involves reviewing an organization's current and future human resource needs. It includes strategies to match the supply of employees with the demand for jobs. Organizing is using the management plan to coordinate physical, financial, and other resources to achieve goals. Staffing determines human resource requirements, recruits and selects employees, and ensures their training and development. The objectives of staffing include procuring the right employees, developing human resources, establishing personnel policies, and motivating higher performance. Motivation is an important part of staffing and includes incentive plans to encourage employee participation.
4 Project Management Challenges and SolutionsProjector PSA
Project managers are focused on delivering on time, on budget, at high quality. Here are four common project management challenges you might face during a professional services automation project and solutions to help overcome them.
View the full article at https://www.projectorpsa.com/blog/project-management-challenges.
Chapter 1 concept and nature of entrepreneurshipAlebachew Hailu
This document provides an overview of entrepreneurship including: the concept of entrepreneurship and importance of entrepreneurship; functions and characteristics of entrepreneurs; differences between entrepreneurs and managers; the entrepreneurial process involving identifying opportunities, developing a business plan, determining required resources, and managing the enterprise; and the ethics and social responsibility of entrepreneurship.
This document discusses the process of generating and screening project ideas. It begins by outlining how to stimulate idea flow, such as through SWOT analysis and fostering a conducive climate. It then describes how to monitor the economic, governmental, technological, socio-demographic, competition, and supplier environments. Steps for appraising a company's marketing, production, R&D, resources, and finances are provided. The document also discusses screening ideas based on compatibility, consistency, inputs, market, costs, and risks. Qualities of successful entrepreneurs like well-defined goals and the right strategy and execution are highlighted.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
This document discusses types of construction projects and project management in the context of construction. It outlines four main types of construction projects: residential, institutional/commercial, specialized industrial, and infrastructure/heavy construction. It then provides details on the construction project life cycle and key aspects of project management for construction, including work breakdown structures, Gantt charts, and the role of the project manager.
The document outlines the key functions of an entrepreneur which include taking personal initiative to act on opportunities, being persuasive to customers and other stakeholders, identifying business opportunities, conducting feasibility studies through research, planning business strategies, bearing risks, and making important decisions for the business. An entrepreneur is also described as someone who establishes new products/services and responds to and exploits changes as opportunities.
This document introduces concepts related to project management. It defines a project as a temporary endeavor with a defined beginning and end, undertaken to produce a unique product or service. Project management is described as the process of planning, organizing, motivating, and controlling resources to achieve specific goals within constraints of time, budget and scope. The main concepts are that a project must be completed on time and within budget, and meet performance requirements. Reasons for the importance of project management include global competition, increased knowledge, corporate downsizing, and greater customer focus. Characteristics of a project include established objectives, defined lifespan, involvement of multiple teams, and unique time/cost/quality requirements.
Project managers can use several cost control techniques to ensure projects are completed within budget. These include planning the initial project budget, tracking costs against the budget on a periodic basis, managing time effectively to avoid cost overruns, controlling any changes to the project scope, and using earned value accounting to identify the value of work completed. By implementing these techniques, companies can reduce financial risks and fully realize the anticipated benefits of completed projects.
This document discusses project management roles and scope management. It begins by outlining the roles and responsibilities of a project manager, including scope planning, definition, verification and control. It then discusses the need for construction project management due to potential conflicts between objectives and constraints. The key functions of project management for construction are specified, including directing resources to achieve objectives, specifying plans, efficient resource use, implementation, and conflict resolution. Principles of project management are also outlined, such as having a clear project structure and goals. The document concludes by discussing verification and control project management stages.
This document provides information on projects and project management. It defines a project as a temporary endeavor undertaken to create a unique product or service. It discusses key project management concepts like the project life cycle, which includes phases like initiation, planning, execution, monitoring and control, and closure. It also describes important project management tools like the project charter, work breakdown structure, schedule and budget that help define the scope, time, and costs of a project.
The document discusses project scope management. It defines scope management as defining and managing what is included and excluded from a project. Scope management involves planning, controlling, and closing processes. Planning involves determining project goals, tasks, deadlines and budgets. Controlling involves documenting and approving/disapproving changes. Closing examines completed deliverables against the original plan. Effective scope management provides clarity on project requirements, tasks, timelines and costs.
The document discusses key aspects of project management including:
- Defining a project and its attributes such as having a unique purpose, being temporary, requiring resources, and involving uncertainty.
- Explaining the triple constraints of project management as scope, time, and cost goals and how project managers must balance these competing constraints.
- Describing the project management framework which includes stakeholders, knowledge areas like scope, time and cost management, and tools such as Gantt charts that assist project teams.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
Introduction to international project managementprakashnachnani
This document provides an introduction to international project management. It defines what constitutes a project and lists key characteristics such as being temporary, having unique deliverables, and allowing for progressive elaboration. Projects are also purposeful, logical, structured, involve conflict and risk, and have limited resources. Typical project phases include initiation, definition, feasibility study, execution, and conclusion. Key project management activities involve planning, scheduling, and controlling. Common problems include poor planning, lack of leadership, unclear requirements, and missed deadlines. Project types can be manufacturing, construction, management, or research oriented.
Projects are temporary endeavors undertaken to create unique products, services or results. They differ from operations which sustain ongoing business work. Projects have defined beginnings and ends. The document discusses key attributes of projects including their objectives, resources, constraints of scope, time and cost, management approaches, and factors determining their success. Effective project managers balance competing demands to deliver projects on schedule and budget.
The document provides an introduction to project management. It defines a project as a temporary work effort with a defined start and finish undertaken to create a unique product, service or result. Key characteristics of projects include being unique, having a definite start and end, and utilizing skills from multiple professions. The three main constraints of a project are time, cost, and performance quality. The document also discusses the project life cycle, which typically includes phases for concept, design, execution, and commissioning. It notes that project management involves applying knowledge and techniques to meet requirements within the constraints.
This document discusses scope and time management in project management. It defines scope management as the processes of defining and controlling what is included in a project. Time management involves activity definition, sequencing, estimating durations, developing schedules, and schedule control. The key tools discussed are the work breakdown structure (WBS), network diagrams, Gantt charts, and critical path analysis. Scope management aims to control scope creep through verification and change control processes.
Project Scope Management typically refers to the extensive collection of processes that ensure the exact description and visualization of the ample scope of a project. The strategies of project scope planning and scope management allow the project managers to assign the recommended amount of work needed to complete a project effectively. It is concerned with the determination of what is included in the project and what is altered
This document provides an overview of project management basics. It discusses why projects are popular, common project types, and main project phases. It also examines project definitions, characteristics, structures, roles and responsibilities. Additionally, it covers setting goals and objectives, developing a risk management plan, and common project risks including technical, contract, commercial, market, and distributional risks. The document provides examples of different project types like investment, organizational, social, and R&D/innovation projects to illustrate concepts. It emphasizes decomposing projects, setting measurable objectives, and developing strategies to identify, quantify, and respond to risks.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
This document provides an overview of project management concepts and methods. It discusses what a project is, the project management triangle of time, cost and scope, and project organization. Traditional management systems and their disadvantages are outlined. The life cycle of a construction project from pre-project to post-project phases is explained. Project programming methods like bar charts, network diagrams, milestone charts and work breakdown structures are described. The critical path method for determining the critical path is introduced.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This document provides an overview of the Projects and Operations Management course. The course code is 3.2 and is worth 4 credits. Module 1 covers the definition of a project, the five phases of project management including initiation, planning, execution, monitoring and controlling, and closing. It also discusses the differences between project management and operations management. Key aspects of project management are defined, such as the role of the project manager in recruiting a team, motivating them, controlling finances, responding to change, and communicating. The five phases of a project management lifecycle are described in detail.
A project is defined as a means of moving from a problem to a solution via a series of planned activities. It has a definite beginning and end and consists of multiple interconnected tasks. Successful project management requires thorough planning, control over resources and activities, and monitoring progress against the initial plan. It also depends on factors like clear goals, support from senior management, effective communication, and involvement of stakeholders. When projects go wrong, it is often due to poor planning, lack of control, unrealistic schedules or budgets, and failure to address risks.
Project Management and Control Techniquesssuser8e973a
This document provides an overview of key topics related to project management. It discusses the meaning and definitions of projects, including their objectives and characteristics. The different phases of the project life cycle are outlined, from concept stage through completion stage. Methods of project scheduling like PERT and CPM are mentioned. The importance of project identification, capital budgeting, generating project proposals, and project reports are covered. Factors in project analysis, evaluation and selection, financing, and implementation are also summarized.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
Dr. Nasir Mustafa CERTIFICATE OF APPRECIATION "NEUROANATOMY"Dr. Nasir Mustafa
CERTIFICATE OF APPRECIATION
"NEUROANATOMY"
DURING THE JOINT ONLINE LECTURE SERIES HELD BY
KUTAISI UNIVERSITY (GEORGIA) AND ISTANBUL GELISIM UNIVERSITY (TURKEY)
FROM JUNE 10TH TO JUNE 14TH, 2024
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Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...Alvaro Barbosa
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How to Manage Access Rights & User Types in Odoo 17Celine George
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Odoo 17 Events - Attendees List ScanningCeline George
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2. CONTENT
• Project management: meaning, scope &
importance, role of project manager;
• project life-cycle Project appraisal: Preparation
of a real time project feasibility report
containing Technical appraisal, Environmental
appraisal,
• Market appraisal (including market survey for
forecasting future demand and sales) and
Managerial appraisal.
3. Project
• A project is defined as a specific, finite set of activity that
produces an observable and measurable result under certain
preset requirements.
• A planned activity which is carried out to meet certain
objectives.
• A project is a temporary endeavor to create a unique product
or service
• Project is a great opportunity for organizations and individuals
to achieve their business and non-business objectives more
efficiently through implementing change.
• Projects help us make desired changes in an organized
manner and with reduced probability of failure.
• Projects differ from other types of work (e.g. process, task,
procedure).
4. Characteristics of a Project
• Planning is required.
• Predetermined time span.
• Non-routine tasks are involved.
• Work is carried out for someone other than
yourself.
5. Characteristics (cont.)
• Resources are constrained.
• Specific objectives / product should be the
outcome.
• It is large or complex.
• Several phases are involved.
6. Project identification
• Project identification is a process in the
initiating phase of project life cycle for
identifying a need, problem, or opportunity.
Once identified, a project is initially
documented objectively defining what was
identified.
8. Project Life Cycle
• A project is not a one shot activity. Even a shooting
star has a time and life span.
• Project lifecycle is spread over a period of time.
There is an unavoidable gestation period for the
complex of activities involved to attain the objectives
in view.
• This gestation period, however, varies from project
to project but it is possible to describe, in general
term, the time phasing of project planning activities
common to most projects.
• The principal stages in the life of a project are :
10. Project scope
• Project scope can be defined as a part of project planning that
includes figuring out and documenting a detailed list of
deliverables or features that are to be involved in the
execution of the project.
• In other words, project scope is defining the goals of the
project and what needs to be done to achieve it.
• If you’ve ever worked on a project, there are good chances
that you’ve heard the term project scope quite a few times.
It’s probably the most decisive component of a successful
project management.
11. What is Project Scope?
• Scope refers to the detailed set of deliverables or features of a
project. These deliverables are derived from a project’s
requirements.
• PMBOKdefines Project Scope as the “The work that needs to
be accomplished to deliver a product, service, or result with
the specified features and functions.”
• Additionally, the scope of the project should have a tangible
objective for the organization that is undertaking the project.
This is integral for the scope of the project since it will play a
vital role in how project methodologies are applied to
complete it.
12. The project scope statement can include:
• Product scope
• Project scope
• List of deliverables
• Acceptance criteria
• Project exclusions
• Limitations
• Assumptions
13. Difference between Project and
Product scope
• Project scope refers to the work that must be done to deliver
a product (or service) successfully with the specified features
and functions. For example, if you’re supposed to develop a
software application, the project scope is the work that has to
be done to develop the software application with proper
functionalities.
• Product scope refers to the features and functions that are to
be included in a product. Simply put, it is what a customer
wants in a product or service. For example, if the product is a
smartphone, the product scope will be its screen size, battery
backup, memory, processor speed, etc.
14. Project Scope Management
• Project scope management refers to the set of processes
that ensure the scope of a project is accurately defined
and mapped. It must include all the essential project
information, not anything else in order to complete the
project on time.
• Project Scope Management refers to the set of processes
that ensure a project’s scope is accurately defined and
mapped.
• Scope Management techniques enable project managers
and supervisors to allocate the right amount of work
necessary to successfully complete a project—concerned
primarily with controlling what is and what is not part of
the project’s scope.
15. Project management
• Project management is the process of leading the
work of a team to achieve all project goals within
the given constraints.
• This information is usually described in project
documentation, created at the beginning of the
development process. The primary constraints
are scope, time, and budget.
• The secondary challenge is
to optimize the allocation of necessary inputs and
apply them to meet pre-defined objectives.
16. Objective of project management
• The objective of project management is to produce a
complete project which complies with the client's
objectives.
• In many cases the objective of project management is also
to shape or reform the client's brief to feasibly address the
client's objectives.
• Once the client's objectives are clearly established they
should influence all decisions made by other people
involved in the project – for example project managers,
designers, contractors and sub-contractors.
• Ill-defined or too tightly prescribed project management
objectives are detrimental to decision making.
17. Benefits of Project Management Approach
• Project management approach will help in handling complex,
costly and risky assignments by providing interdisciplinary
approach in handling the assignments. Example: R&D
organizations.
• Project management approaches help in handling
assignments in a specified time frame with definite start and
completion points .Example handling customer orders by
Industries involved in production of capital goods.
• Project management approaches provide task orientation to
personnel in an Organization in handling assignments.
Example: Organizations in IT sector handling software
development assignments for clients.
19. 1.Initiation involves starting up the project, by
documenting a business case, feasibility study,
terms of reference, appointing the team and
setting up a Project Office.
20. 2. Planning involves setting out the roadmap for
the project by creating the following plans:
project plan, resource plan, financial plan,
quality plan, acceptance plan and
communications plan.
21. 3. Execution involves
building the deliverables
and controlling the project
delivery, scope, costs, quality,
risks and issues.
22. 4. Closure involves winding-down the project by
releasing staff, handing over deliverables to
the customer and completing a post
implementation review.
25. Deliverable
• A deliverable is a tangible or intangible good or service
produced as a result of a project that is intended to be
delivered to a customer (either internal or external). A
deliverable could be a report, a document, a software
product, a server upgrade or any other building block of an
overall project.
• A project deliverable is any output created as the result of
work done during a project. Defining, tracking, and managing
project deliverables is one of the most important
responsibilities of a project manager. In project management,
however, it means something more definite: a specific output
created as the result of work performed during the course of
a project.
26. TOOLS AND TECHNIQUES FOR PROJECT
MANAGEMENT
1. Project selection techniques
(a) Brain Storming
(b)Cost benefit analysis and
(c) Risk and sensitivity analysis
2. Project execution planning techniques
(a) Work breakdown structure (WBS)
(b) project execution plan (PEP)
(c) Project responsibility matrix and
(d) Project management manual
27. 3. Project scheduling and coordinating techniques
(a) Bar charts
(b) Life cycle curves
(c) Line of balance (LOB) and
(d) Networking techniques (PERT/CPM)
4. Project monitoring and progressing techniques
(a) Progress measurement technique (PROMPT)
(b) Performance monitoring technique (PERMIT) and
(c) Updating, reviewing and reporting technique (URT)
28. 5. Project cost and productivity control techniques
(a) Productivity budgeting techniques
(b) Value engineering (VE) and
(c) COST/WBS
• 6.Project communication and clean-up techniques
(a) Control room and
(b) Computerised information systems
29. Project Team
• The project team consists of people with assigned
roles and responsibilities for completing the project.
• Project team members have varied skill sets and they
may be assigned full or part-time.
• Team members may be on-site, or remote in which
case the project manager needs to know how to deal
with a virtual team.
• The team would have a mix of people so that all the
necessary skills, knowledge and understanding are
collectively within that team, subject to any further
specialized support that is needed.
31. Project Manager
• A good project manager delivers projects
within the deadline and budget set by the
clients, meeting or even exceeding the
expectations of the stakeholders.
• But what does it take to make a good project
manager great?
• Here are the top 10 qualities one must have to
become a successful project manager.
32. 1. Leadership
A great project manager will set the tone for the project and
provide a clear vision about its objectives for the team. A
sense of foresight helps as well: by anticipating potential
problems, you can have your team ready to solve them in the
blink of the eye. Enthusiasm and passion are crucial to ensure
that people follow you—nobody will do so if you’re sporting a
negative attitude.
2. Task delegation
Being a leader doesn’t mean that you need to think about every
tiny little detail of a project. Show your team members you
trust them and delegate tasks to them. Of course, you should
be able to judge your team members’ skills and assign the
tasks in accordance with their strengths.
33. 3. Communication
Good communication is not only about transmitting your vision
to your team, it’s also about maximising the efficiency of
meetings to make decisions and solve problems. People get
easily bored during long, unorganised gatherings. The same
goes for written communication: emails and reports are a
means of communication you use daily so you need to be able
to make most of them.
4. Empathy
As a team leader, you’ll need to be empathetic rather than
sympathetic. Sometimes the work of your team members
might be affected by the difficulties they experience in their
private lives. It’s important that your team stays focused on
the project and that each member remains productive even
when having personal troubles.
34. 5. Organisation
Good organisation is a key factor for creating a productive work
environment as well as solving problems under pressure.
Being well-organised helps to stay focused on the big picture
and to prioritise your own tasks and responsibilities.
6. Competence
Being on top of your projects entails a vast amount of industry
knowledge to be effective in what you do. Some knowledge
on the financial and legal side of your projects will not hurt
either. You need to be perceived as capable and competent by
your team. Mind you, it’s not about technical expertise: you’re
there to lead, which means encouraging, challenging and
inspiring the members of your team.
35. 7. Integrity
This word essentially means loyalty and honesty. You should be
able to gain the trust of your team, at the same time setting
the ethical tone on the projects and showing that you yourself
follow the rules you set for others. Projects must be
profitable, sure, but that doesn’t mean you’ll need to bend
your morality to do so. If you’re project manager material,
you’ll be able to come up with various solutions that will serve
your ends.
8. Problem solving
• You are the leader of the team, but that doesn’t mean you’ll
solve all the problems yourself. Great project managers work
with a team of experts or consultants and use their expertise
to tackle problems in most efficient ways.
36. 9. Collaboration
This is crucial—every great project manager knows how
important their team is. A grasp of team dynamics is essential
if you want your team to work smoothly on your projects.
When developing your team, keep this in mind: conflicts and
disagreements are bound to happen; as a leader, you’ll need
to be able to mediate them and make sure all you team
members work toward the same goal.
10. Team development
Delivering projects within the time and budget limit can be quite
stressful; it’s your job not to crumble under the pressure and
make sure none of your team members do. Good leaders
know that problems make up the fabric of life and are to be
expected: they will treat problems as events that could
possibly influence the project in a new way by providing a
different perspective on its future.
37. Project appraisal
• The project appraisal is the process of critical
examination and analysis of the proposal in totality.
• The appraisal goes beyond the analysis presented in
the feasibility report.
• At this stage, if required compilation of additional
information and further analysis of project
dimensions are undertaken.
• At the end of the process an appraisal note is
prepared for facilitating decision on the project
implementation.
38. • Project appraisal enables to take a decision on
investment with long term effects.
• During the appraisal stage, measurement of
costs and benefits are difficult as these are
spread over a long term with high degree of
uncertainty
40. Technical Appraisal
• It determines whether the technical parameters are soundly
conceived, realistic and technically feasible.
• Technical feasibility analysis is the systematic gathering and analysis
of the data pertaining to the technical inputs required and
formation of conclusion there from.
• The availability of the raw materials, equipment, hard/software,
power, sanitary and sewerage services, transportation facility,
skilled man power, engineering facilities, maintenance, local people
etc., depending on the type of project are coming under technical
analysis.
• This feasibility analysis is very important since its significance lies in
planning the exercises, documentation process, risk minimization
process and to get approval.
41. • Checklist for Technical Appraisal
• Physical scale
• Technology used & Type of equipments & Suitability
conditions
• How realistic is the implementation schedule
• Labour intensive method or others
• Cost estimates of Engineering Data
• Escalation are taken care of or not
• Procurement arrangement
• Cost of operation & Maintenance
• Necessary raw material & Inputs
• Potential impact of project on human & physical Environment
42. • Financial Appraisal
• To determine whether the financial costs and returns are properly
estimated and whether the project is financially viable. Following
minimum details are determined in the financial appraisal;
1. Total Cost
2. O & M Expenditure
3. Opportunity costs
4. Other costs
5. Returns on Investment over project life
6. NPV
7. CBR
8. IRR
43. • Institutional Appraisal
• To determine whether the implementing agencies as
identified in the report are capable for effective
implementation, monitoring, and evaluation of the
scheme.
• Managerial competence, integrity, knowledge of the
project, the promoters should have the knowledge and
ability to plan, implement and operate the entire project
effectively.
• The past record of the promoters is to be appraised to
clarify their ability in handling the projects. Checklist
44. checklist for Institutional Appraisal
• Whether the entity is properly organised do
the job
• Strength to use capability and take initiatives
to reach the objectives
• Openness to new ideas and willingness to
adopt long term approach to extend over
several projects
45. • Commercial Appraisal
• The demand and scope of the project among the
beneficiaries, customer friendly process and preferences,
future demand of the supply, effectiveness of the selling
arrangement, latest information availability on all areas,
government control measures, etc.
• The appraisal involves the assessment of the current
demand/market scenario, which enables the project to get
adequate demand.
• Estimation, distribution and advertisement scenario also to be
here considered into.
46. • Environmental Appraisal
• To see any detrimental environmental impacts
and how to minimise the impacts.
• Environmental appraisal concerns with the
impact of environment on the project. The
factors include the water, air, land, sound,
geographical location etc.
47. • Economic Appraisal
• How far the project contributes to the development
of the sector, industrial development, social
development, maximizing the growth of
employment, etc. are kept in view while evaluating
the economic feasibility of the project.
• Legal Appraisal
• To determine whether the project satisfies the legal
issues related to land acquisition, title deed,
environmental clearance etc.