UNIT 1

INTRODUCTION PROJECT AND PROJECT ENVIRONMENT

PRESENTED BY AR. RUJUTA M. PATHAK

 UNIT 1: INTRODUCTION PROJECT AND PROJECT ENVIRONMENT

PROJECT:
The project is defined as a Temporary Endeavor undertaken to create a Unique Product, Service or Result. The temporary nature of projects indicates a
beginning and an end to the project work or a phase of the project work. Projects can stand alone or be part of a Program.

Project can be characterized by following attributes:

- Time: A project has a beginning and an End.
- Budget: A project has limited resources.
- Procedure: A project follows a planned, organized method to meet its objectives with specific goals of Quality and performance.
- Uniqueness: Every Project is Unique.

PROJECT MANAGEMENT:
Project Management. As name suggests, is simply management and control of construction activities within organization. They have to report to the
owner about each detail. It is a temporary organization that is needed to produce a Unique and predefined outcome or result at a Pre-specified tiem
using predetermined resources.

CONSTRUCTION MANAGEMENT:
Construction management, as name suggests, is simple management and control of construction activities within organization. They have to report to
project manager about each detail.

DIFFERENCE BETWEEN PROJECT MANAGEMENT & CONSTRUCTION MANAGEMENT:

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PROJECT ENVIRONMENT:
A Project Environment is all the Internal & External Forces that exert on your Project Management.
These are things from inside and outside the project that can impact your:
- Schedule
- Budget
- Team Morale & much more.

Internal Environmental Factors:

Internal Environmental Factors are events that occur within an organization. The Internal Environment in which a project is developed consists of the
factors that are internal to the organization, but outside the project itself.
- Process Assets: May include tools, methodologies, approaches, templates and frameworks.
- Governance Documentation: May include Policies and Processes.
- Data Assets: May include Databases, Document libraries, metrics, data and artifacts of previous projects (the documentation a company produces
that defines and supports a project's process).
- Knowledge Assets: May include Tacit knowledge (the knowledge that we possess that is garnered from personal experience and context) among
Project Team Members and subject Matter experts.
- Security & Safety: May include Procedures and Practices for Facility Access, data Protection, Level of Confidentiality and Proprietary secrets.
- Organizational Culture, structure and governance: may include vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and
authority relationships, organizational style, ethics & code of conduct.
- Geographic Distribution of Facilities & resources: May include work locations & virtual Project Teams.
- Infrastructure: may include existing facilities, equipment, organizational telecommunication channels, information technology hardware, availability
and capacity.
- Information Technology Software: May include scheduling software, configuration management systems, web interfaces to online automated
systems, collaboration tools and work authorization systems.
- Resource Availability: May include contracting and purchasing constraints, approved providers and subcontractors, collaboration agreements.
Availability related to both people and materials includes contracting and purchasing constraints, approved providers and subcontractors, and time
lines.
- Employee Capability: May include general and specialized expertise, skills, competencies, techniques and knowledge.
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External Environmental Factors:
External Environmental Factors are events that take place outside of the organization and are harder to predict and control. Factors external to the
organization can enhance, constrain, or have a neutral influence on Project outcomes.
- Marketplace conditions: include competitors, market share, brand recognition & technology trends.
- Social & Cultural influences and issues: Include political climate, regional customs and traditions, public holidays and events, codes of conduct, ethics
and perceptions.
- Regulatory Environment: Include National and Regional Laws & Regulations related to security, data protection, business conduct, employment,
licensing & procurement.
- Commercial Database: Include standardized cost estimating data and industry risk study information.
- Academic Research: Include Industry studies, publication, environment, quality and workmanship.
- Financial Considerations: Include currency exchange rates, Interest rates, inflation, taxes and tariffs.
- Physical Environment: The physical Environment pertains to working conditions and weather.

TRADITIONAL PROJECT MANAGEMENT V/S MODERN PROJECT MANAGEMENT:

Project management is a system that organizations use to plan and dedicate resources to complete a specific task or project. Traditional Project
management & Modern Project management methods are 2 of the most common approaches to completing tasks & initiatives.

1. Traditional Project Management:

As per PMBOK, Project Management is defined as a set of techniques and tools that can be applied to an activity that seeks an end product, outcomes or
service.
It can also be defined as: Traditional Project Management is an approach executed in a linear sequence. The basic model includes
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It is essential to define the scope and project requirements at the start of the project.
Frequently referred to as the “Waterfall” method, the Traditional Project Management style requires:
- Linear Sequencing of Tasks: One task to be completed before the next one can begin.
- Proper Initial Planning: Plans are constructed prior to the start of the project date &
- End Goal of each phase mapped: The sequential phases are mapped out early to provide clarity on the work that needs to be completed to reach the
end goal.
It still used by many businesses today and works well for projects with a fixed budget or deadline.

The Beginnings of Traditional Project Management:

Although Project Management was first introduces as a discipline during the 1950s, it has been around for thousands of years and has been used in
creating some of the biggest projects, from the Great Pyramids to the Transcontinental Railroad.
Business leaders realized that they needed a system that will help them manage large-scale projects. They needed a well-structured methodology that
would help them bridge the gaps and ensure a consistent work pattern.
As a result, traditional project management was developed. Its ultimate goal was to make sure all the tasks are carried out in a predetermined orderly
sequence.

Benefits of Traditional Project Management:

1. Clear expectations and hence no surprises: Traditional PM features a planning phase that makes estimating costs, schedule and needed resources
easier. Clear expectations ensure the entire project team works the timeline and expected outcome.
2. Set expectations internally and externally: A lot of time is spent putting together a detailed project timeline for the client to review. A major benefit
is that the client knows early on what to expect and can plan accordingly. There is also very little involvement needed from then after this initial
phase, and they have ample time to gather the assets you need for a particular phase. Internally, team members can plan their time better- which
comes in handy when working on multiple projects at once.
3. Clear responsibilities: Each individual has a role in a successful project. The Project manager should avoid overlap and duplication to ensure the
efficient team work & the team knows what is expected of them.
4. Documentation and smooth knowledge transfer: Every step, starting with planning, requires clear documentation which can serve as guidebook for
everyone involved.
5. Accountability: The project manager should make sure everyone is reaching their milestones and completing their project on time.
6. Control: Each phase has very specific requirements before moving to the next phase. This ensures no deviation from the original plan.
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Laying the Foundation for Modern Project Management:
Traditional PM approach works for most of the domains expect may be for new software product development. In some kind of projects such as new
software application or even a futuristic new product development, it may be difficult to define all the requirements upfront. Requirements are finalized
in a continuous basis keeping the market needs in mind and the project planning is also done in an adaptive manner. In such cases, The Traditional PM
cannot be applied. Such projects require a more flexible and adaptive project management such as Agile Method & Scrum Method (Modern PM
Methods) of development.

Understanding Modern Project Management:

- Automation: Modern PM uses automated tools to help plan, execute and organize work.
- Need: More professional service businesses are taking on short-term or even one-time projects, so businesses are looking for alternative to the
traditional PM method. This is where the Modern PM Method flourishes-in a fast-paced environment that can handle mid-project changes swiftly
and efficiently and more than one project at a time.
- Advantage: Modern PM is well-understood discipline that can produce predictable, repeatable results.
- Methods: The methodologies of modern PM ae highly analytical, usually requiring automated tools to support them on large projects.
- Better understanding of interdependencies & reworking: Modern PM encompasses many different skills such as understanding the
interdependencies among people, technologies, budgets and expectations; planning the project to maximize productivity, motivating others to
execute the plan, analyzing the actual results; and reworking and tuning the plan to deal with the realities of what really happens as the project is
executed.

Advantages of Modern over Traditional Project Management:

1. Adjust as you go on: Instead of having all of your tasks fully outlined at the start of each project, use smart technology to create a more flexible
method that allows you to start a project without having a complete idea of the End Result. This way, you can easily make adjustments to your project as
the vision or needs of a client change (without having to go back to the start every time).
2. Juggle More Projects at one Time: In addition to your Human Team Members now you have an entire Automation Tool working on your behalf and
informing you of the coming pit falls. So you can handle more Projects at one time.
3. Minimize Risk and Human Error: You have a Smart Platform at your Disposal to predict Budget Changes or Cumulative Errors so that you avoid Clients
anger over Schedule Over Run and or Running Over Budgets. The Right Smart Platform or Software will also automatically
- Save Client Data
- Calculate Billable Hours and Budgets
- Update Timelines
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so that manual busywork is taken off your plate at the end of a time period when you're exhausted, short on time, and more likely to make mistakes. The
Beauty of smart automation is that you have more time to work when you no longer need to add manual data like Time Sheets and Changes.
4. Be More Flexible with your Time: In the Traditional Method you have a finite number of hours which cannot be sacrificed when a new High Priority
Project suddenly creeps in or when you have to juggle our time due to personal reasons. If you're working with Smart Automated Software that logs time
and tracks utilization, this won't be an issue. Why? Because you'll be able to see (in real-time) who is available on your team to take on more work and
reassign tasks to them. Or better vet, work remotely on your projects with a true cloud-based platform that lets you share files with your team and
communicate with your clients from one interactive dashboard and integrated system - so that you never have to extend a deadline just because you can't
make it into the office.

CONCLUSION OF TRADITIONAL PROJECT MANAGEMENT VERSUS MODERN PROJECT MANAGEMENT

Traditional Project Management is a project management approach that will work for Most Domains and Environments specially in a Construction Project.
This approach uses Orthodox Tools and Techniques for management and solving problems. These tools and techniques have been proven for
decades, so the outcome of such tools and techniques can be accurately predicted When it comes to Special Environments and Conditions, one should
move away from traditional project management approach and should look into Modern Methods that have been specifically developed for such
environments and conditions.

IMPORTANCE OF PROJECT MANAGER

Role of the Project Manager is Project Management which is all about: 1. Balancing the Timeframe, Budget and Overall Scope of a Project as the
team works to achieve its objectives. 2. Supervising every task that takes a project towards completion. So, its ultimate success or failure is dependent on
the Competency of the Project Manager.

A Project Manager Creates a Focus Stays Aligned: Projects last long. (A R.C.C in-situ Building will take minimum 9 months to complete even the smallest
one). Project Manager defines the Scope and Ensures that all working on the Project Stay Aligned and that the Project fits in with his Clients Expectations.
The Project is Aligned and Re-Aligned in its entire course.
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A Project Manager Provides Leadership: Absence of a Project Manager is a Project like a Ship without a Captain I.e. Directionless S/he provides
Leadership, Motivation, Direction, and Inspiration to the entire team to do their best work. With leadership also comes accountability and responsibility. A
Project Manager binds the Team and ensures each Team Member works towards achieving a common Organizational Goal.

A Project Manager Provides the Clear Focus: Project Managers make the projects under them Time-Bound and make the Functioning Feasible by Breaking
the project into Smaller Chunks where every team member is given each chunk.

A Project Manager Negotiates for Time Bound Achievable Objectives: Clients are non-technical persons and may have Unrealistic expectations about
Cost, Quality and Time. A Good Project Manager Will Explain, Cajole and Negotiate with the Client and set Achievable Goals w.r.t. Cost, Quality and Time.
Most of the tasks take longer than anticipated. A good Project Manager is able to Analyze and balance the required timeline with all the available resources
and come up with a Realistic Time Schedule.

A Project Manager Optimizes Project Cost: In the planning phase, a Project Manager creates and defines a budget for the project. By creating realistic and
accurate budgets, these professionals help in reducing the overall project cost. This is because Project Managers know when and how to spend on each
resource to ensure it does not overshoot the budget.

A Project Manager Minimizes Risks: A Project Manager helps to avoid risk against various hassles that come in the wav of project completion. S/he takes
all the possible project risks head on and does not avoid them. The Client, Stakeholders, and Management are also informed about the risk and crisis
involved. An efficient and pro-active Project Manager analyses the project well and notes down all the anticipated risks and issues beforehand. This allows
time to resolve them before they become hindrances in the wav of successful project completion.

A Project Manager Provides Continuous Supervision: A Project Manager Continuously Tracks a project (on a daily basis) and Oversees that Schedules are
maintained and also keeps the Client informed.

A Project Manager Encourages Team Work: A Project Manager encourages Team Members to work together. Using his Leadership and Communication
Skills. S/he ensures increased Collaboration among the team members. They encourage every team member to Share Ideas and Knowledge related to
the project. S/he ensures no Team Member is walking the Lone Path to Glory at the cost of the Project.
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A Project Manager Brings in Expertise: Many a Times the Management get New Personnel who are Experts in the New Project and bring Learning,
Experience and more importantly Expertise.

A Project Manager Gets Documented the Lessons: Successful Projects provide Future Paths and Unsuccessful Projects Lessons for the Next Projects.
Both Need to be documented. A Project Manager ensures this. A Project Manager has to Negotiate and Resolve Conflict within the project team and
between the project team and other stakeholders.

CONSTRUCTION PROJECT MANAGER COMPETENCY SKILLS

Construction Projects are unique and no two Projects are alike. There is no unique solution to what knowledge areas are necessary to manage a
Construction Project. Knowledge needed varies from Project to Project. Knowledge needed in some Projects is Unique or nearly unique. PM based in
U.S.A. and APM provides courses. For Certifying and Accrediting Project Managers but this does not meet the Competency requirements of a
Construction Project Manager. There is still felt lacunae to manage a given Construction Project. Skills required are

Project Management Knowledge Competency: Integration, Scope, Time, Resources, Cost Quality, Contract, Risk, Procurement and Human Resources
Management
Technology and Resources Management Skills: Knowledge of Construction Design Practices, Construction Standards and Supporting Disciplines, Legal
Implications and Inventory Management.
General Management Knowledge and Strategic Skills: Forecasting, Planning, Organizing, Staffing, Directing and Controlling are the seven knowledge
areas of General Management.
Environment Management Proficiency: Knowledge of Managing the External Environment (Political, Legal, Natural, Economic, Ecological and Health)
and Internal Environment (Plan Deviations, Resource Supply Breakdown and Communication Failure)
Leadership and Interpersonal Skills: Already talked about

In addition, a Construction Project Manager has to have the following Desirable Attributes
Positive Attitude: To have a "Can do" and "Can Try Attitude"
Common Sense: To pick Sensible Effective Straight Forward Solutions
Open Mindedness: To New Ideas, Practices and Methods
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Adaptability: To Anticipate and Adapt to Changes
Inventiveness: To Discover Innovative Strategies and Solutions
Prudent Risk Taker: To be Willing to Identify, Understand and Manage Risks
Fairness: To be Willing to respect all Human Values
Commitment: To be wanting End User Satisfaction and Projects Success through Team Working

ROLE OF AN ARCHITECT AS A PROJECT MANAGER WHO INTEGRATES EVERYONE:

Here I am going to slightly deviate and first talk about Construction Management.

History of Construction Management: In the pre-modern times, almost up to the early 18th Century, building design and construction was planned and
executed by 'master-builders' or 'master-masons' who individually, and often single-handedly, performed the duties of the Architect, the Engineer, and the
Builder. In all ancient civilizations - Greek, Roman, Egyptian and Indian - the contribution of such master- builders like Phidias in Greece, Vitruvius in Rome,
Imhotep in Egypt, and Ustad Ahmed Lahauri and Mir Abdul Karim (builders of the la Mahal) resulted in everlasting monuments.
Architecture of the early period. worldwide, was attributed to such master-builders who planned the projects, designed the structure and details, chose
the building materials and supervised and monitored the craftsmen of the construction. All final decisions in respect of the proiect were taken ov these
Masters. Even Sir Edwin Lutyens, in the last century, is renowned as the master-builder of New Delhi - the Capital of India, and Le. Corbusier as the creator
of Chandigarh.
20th Century Demands: In the 20th Century. however. Construction Technology rapid lv evolved with the use Or sophisticated machinery and tools, the
pace of introduction of new construction materials also increased and consequent, building construction projects became more and more large in scale
and volume, and complex in design and detail. It was no longer possible for any individual Architect, Designer or Planner to 'manage' such large and
complex projects in their own personal capacity. As a result, 'Professional Management' soon emerged as a field or specialization in all activities. Qualified
experts' trained in supervision, monitoring and control of Cost, Quality and Time began to enter the field of Architecture and the engineering and
Construction.

Need for Construction Management:

Large building construction projects with huge capital investments, a high level of technical complexity, and a rigid time-frame for completion and
commissioning, requires meticulous planning and co-ordination. In addition efficient Finance Management, corresponding Technical, Legal, Sales and
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Purchase, Human Resource and Time Management became vital in the execution of such construction projects. Every major building construction project
today is strictly lime bound to deliver the expected return on the investment, and legally bound to deliver superior construction quality and safety. Even
large Housing projects today have to be registered under the Real Estate Regulatory Act of 2016 which legally requires the developer to abide by strict
time schedules. Efficient Construction management, therefore, has become vitally important.

Understanding Construction Management:

Construction Management is the process of Planning Co-ordinating and Providing Monitoring and Controlling of a Construction Project. The stages are
Design Pre-Construction, Procurement, Build, and Owner Occupancy.

Construction Management (CM) is a professional service that uses specialized, Project Management techniques to oversee the planning, design, and
construction of a project, from its beginning to its end.
Construction Management is both an art and a science, and is something that is usually quite hard to do. It is hard because one has to look at a broad
range of variables, and try and guess what effect each variable will have on a construction project. For example, a construction manager in the middle of
a project will have to take into account the following.

- the weather
- the availability of construction workers who may be sick or may not feel like showing up for work
- the fact that some materials are out of stock just when the are needed
- the availability or non-availability or key equipment like cranes.
- changes made to the existing design by architects and clients the previous evening
- juggling the work of 20 or more different trades at the same time
- surprise discoveries of electrical cables below the ground that no-one knew about,
- Inspections and permitting delays by government authorities
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Construction Management can be performed by different agencies in a project. It can be done by the contractors working on the project, by the owners
or the project, constants nor owners. by the designers of the project. or by the investors in a project. It is important to note that each agency may have
differing aims and motivations in a project. For example, a contractor may want to increase the costs of the building, and an owner may want to
decrease it. Independent consultants may wish to delay the project. as they are paid a monthly fee to monitor it.

THE ARCHITECT AS A PROJECT MANAGER WHO INTEGRATES EVERYONE:

Before we begin we must clarify that in our Role as Architect who is paid a certain fee, we have a limited role to play as Project Managers which is a Role
played by a person or Firm for which separate fees are paid. The Project Manager may be a Salaried person employed by a Project Management
Consultancy firm or by the Client. It could be an Individual who dedicates himself to one Project at a time anyways the point I am trying to make is that
as Designated or Appointed Architects our role is Limited but a Responsible one.

Need for Professionals from Different Disciplines:

A land development/building project and the built facility during its service life comprises the following major stages
- Location/siting,
- Conceptualization and planning
- Designing and detailing,
- Construction/execution,
- Operation and maintenance, and
- Decommissioning and deconstruction

Each stage necessarily requires professionals of many disciplines who should work together as a well- coordinated team to achieve the desired product
delivery with quality and safety and other objectives in an effective manner
Appropriate multi-disciplinary teams need to be constituted to successfully meet the requirements Or different stages. Each team may comprise need
based professionals out of the following depending upon the nature magnitude and complexity or the project.
1. Architect;
2. Civil engineer;
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3. Structural engineer;
4. Geotechnical engineer;
5 .Electrical engineer;
6. Plumbing engineer;
7. Fire protection engineer,
8. Heating, ventilation and air conditioning engineer;
9. Lift, escalator and moving walk specialist:
10. Acoustics specialist:
11. Information/communication technology engineer,
12. Health, safety and environment specialist:
13. Environment/sustainability specialist:
14. Town planner;
15. Urban designer:
16. Landscape architect:
17. Security system specialist;
18. Interior designer;
19. Quantity surveyor;
20. Project/construction manager
21. Accessibility and universal design specialist;
22. Asset/facility manager; and
23. Other subject specialists.
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ROLE OF AN ARCHITECT IN THE 5 MS OF CONSTRUCTION MANAGEMENT:

To understand Construction Management. It is essential to understand the basic fundamental elements of building construction: THE "FIVE Ms" (The 5-M
Theory) Ever Construction Project requires efficient administration or the FIVt"M’s-
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Money Management:
The Architects role in the Money Management of any project begins with the basic Design of the project and Specification of the Materials and Finishes
to suit the Owner/Client's budget. Achieving Economy in Construction without Compromising in the Function, form or Quality is the real challenge
before all Architects. Thereafter, when the construction commences on the project site, the Architect Is responsible for and Controlling the Project Cost
by Curbing Material Wastage, Optimizing Time Schedules, Avoiding Changes, Eliminating Extra Items and preventing Resultant cost overruns.

Manpower Management:
The Architects Role in Manpower Management on construction project sites involves Monitoring Attendance and Adherence to the Safety Standards
stipulated and specified in the Construction Contract between the owner and Contractor.

Materials Management:
The Architects Role in Materials Management primarily begins with specification of the Type, Brand and quality of ever material to be used in the
construction. Decisions in respect of the choice and specification of building materials can seriously affect the COST, QUALITY and the TIME required for
construction. Hence this is one of the most important and challenging tasks for an Architect.
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Machinery Management:
Architects Role in Machinery Management: Accepting and adopting the technologically developed machinery for construction remains the decision of the
Architect as per his Role and Responsibility as the controller and monitor of the construction project.

General Management of Overall Construction:

Architects Role in Overall CONSTRUCTION: Since all three objectives are part of the primary Role and Responsibility of the Architect, it is very important
that every Architect acquaint himself / herself of the means and methods of achieving these end objectives. Construction Management is also vital for
translating the Architects Design into a built reality on the construction site.

COLLABORATIVE PROJECT ENVIRONMENT WITH MULTIPLE STAKEHOLDERS AND NEED TO MANAGE:

Collaborative Project Environment:

An Environment that Facilitates and Incorporates or Agreed upon Participation by Multiple Individuals to complete a task.

How to create a Collaborative Project Environment in a Team:

- Identify Individual Strength
- Set objectives & goals which can be realized
- Use software to collaborate better and encourage communication
- Encourage open mindedness & reward innovation
- Celebrate team success publicly

STAKEHOLDERS:
Individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project
execution or successful project completion " Stakeholders can be individuals, groups. or organizations that may affect. be affected by or perceive
themselves to be affected by a decision. activity or outcome or a portfolio, Program, or Project. Stakeholders also directly or Indirectly influence a
project, its performance, or outcome in either a positive or negative way.
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Multiple Stakeholders:
A Project can have Countless Stakeholders with wildly different goals and needs. Stakeholders may come and go throughout the life cycle of the project.
Additionally, the degree to which thy get involved varies.

Managing Multiple Stakeholders:

- Identify and Classify your Stakeholders
- Classify their Interests
- Engage stakeholders proactively
- Manage Conflict of Interest
- Prioritize the Interests
- Plan a Communication Channel
- Don’t be too rigid with their interests
- Let the Project manager deal with the stake holders on a one to one basis sometimes.

CONCEPT OF PROJECT- PROGRAM-PORTFOLIO TO MANAGE

A Project is a Temporary Endeavour undertaken by a company or organization.

A Program is a group of projects that are similar or related to one another and which are often managed and coordinated as a group instead of
Independently like individual projects.

A Portfolio is a group of different programs or projects within the same organization which may be related or unrelated to one another.

PROJECT-PROGRAM-PORTFOLIO

A Project Manager works to deliver a project efficiently and reliably. They are responsible for the day-to-day management that brings a project to fruition.
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Program Managers are more concerned with Strategic Alignment: Understanding what individual project managers are doing and enabling effective
communication between them in order to understand where projects are and in order to provide support where necessary.

Portfolio Managers, meanwhile, coordinate between various programs to order to ensure that things stay on track and that the organization is meeting its
overarching strategies strategic initiatives.

CONCEPT OF POLICIES-PROCESSES-PROCEDURES

Policy: The overall guidelines

Process: The Flow of Activities
Procedures: The detailed instructions of steps

Policies don’t just communicate ideas to help the company succeed, but also insure the company against problems by identifying risk and demonstrating
an attempt to tackle it. 6 Key policies to be introduced in any business are as follows but they are just a beginning.
1. Workplace Safety Policies: Having Workplace safety policies in place provides protection for both company and employees. These policies provides
guidance to employees which act as preventive measures, stopping incidents occurring in the first place.
2. Disciplinary Policies: Terminating employees of construction contract or of a petty contractor is not easy nor fun. Firstly, protection for the company
against an unfair dismissal suit and setting an example to others that policies are adhered to. This helps you keep hold of your staff and not let a
culture of poor behavior set in.
3. Device use Policies: Given the open nature of the internet, there are lot of risks we often fail to consider in regards to employee actions w.r.t. torrent
downloads, illegal web usage, etc. Device use policies will discourage employees from these activities while also legally demonstrating you took
reasonable action to prevent these abuses.
4. Work Hours and Turnaround time: A strong work hours policy helps define availability making it clearer for your client and letting your employees
know when they are obligated to deal with a client and when they aren’t. This kind of policy helps foster a better company culture as well as better
client relations.
5. Late payment Policies: Clients don’t always pay on time. This can cause cash flow problems for your business. A simple late payment policy can
incentivize clients to play promptly.
6. Return Fund Policies: This Policy depends on a large number of factors including how strict or lax you are going to about same, also requires to return
department in place.
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A Process is a set of interrelated actions & activities performed to create a pre-specified product, service or result.
Processes describe patterns of work and tend to detail the necessary steps to complete the task, sometimes big, sometimes small. Putting effective
processes in place in your business allows for work to be mapped out, followed and optimized.
1. Initiating
2. Planning
3. Executing
4. Monitoring & Control
5. Closing

Procedures specify tasks and define actions. Procedures are not really any different from detailed processes in some senses. They tend to go through step
by step what is required to complete a task.