Internship Report 2015 (Summer Internship-2015 at ICCBS)

Summer Internship Training-2015, ICCBS, UoK
SUMMER INTERNSHIP TRAINING-2015
REPORT
ON
“PROJECT MANAGEMENT”
AT
INTERNATIONAL CENTER FOR CHEMICAL AND BIOLOGICAL
SCIENCES (ICCBS), UNIVERSITY OF KARACHI
SUBMITTED BY:
MUHAMMAD ASIF KHAN
MAS (Final after PGDPA)
DPA, KU.
muhammadasifkhan55@gmail.com
SUBMITTED TO:
MR. JAVED RIAZ (PROJECT DIRECTOR)
Project Office, PCMD
Of ICCBS
Muhammad Asif Khan (Internee Project Management)) 1

Preface
First of all I would like to thanks Almighty that who has given me the courage and ability to
complete this valuable summer internship training program-2015 at Project Office of the
International Center for Chemical and Biological Sciences (ICCBS) located at Dr. Panjwani’s
Center for Molecular Medicine and Drug Research (PCMD). Then I would like to thanks to
Madam Asmat Salim (Director PCMD) who has been given me the opportunity to attend this
internship training program and adhere myself with the working environment of the
organization. I am also very thankful to Mr. Javed Riaz (Project Director) upon his
continuance guidance throughout the internship training and provide me the opportunity to
learn and understand the Project related activities of the ICCBS. I am also very thankful to
the staff of the Project Office upon their cooperation during the internship training:
I hope and believe that this internship training will become mutually beneficial for ICCBS and
as well as for me. This will also become an exceptional part of my professional curriculum
and will work as a catalyst for my future career enhancement

Table of Contents
• Executive Summary 4
• A brief intro of ICCBS 5
• Purpose of Building PCMD 8
• An introduction to project management 9
• Project office at PCMD 20
• Tasks and Activities performed during internship 24
• Observations & Recommendations 25
• Glossary of Terms 34

Executive Summary
This report has been written for the partial fulfillment the requirement of Summer
Internship Training -2015 of International Center for Chemical and Biological Sciences
(ICCBS).
The preliminary part of the report provides the brief information regarding the International
Center for Chemical & Biological Sciences (ICCBS), its purpose to form and about the
institutions that are the part and partial of ICCBS, and specifically provide the information
about the Dr. Panjwani’s Center for Molecular Medicine and Drug Research (PMCD).
Later part of the report provides the information related to the Project Management and
describes the importance of the Project Management in an organization. It also describes
the methods and procedures which are helpful to carry out and complete the projects in a
quite diligent manner. Then it describes the information related to the Project office located
at PCMD and serving the ICCBS. This part consist the information related to the structure
and the task & duties performed by the Project Office.
The last part of the report consist on the tasks and duties performed during the internship
training program along with the observations related to the assigned work and suggestions
and recommendations to improve efficiency and effectiveness of the Project Office and as
well as to enhance overall efficiency of the ICCBS and its allied institutions.

A Brief introduction of the international Center For Chemical & Biological
Sciences (ICCBS)
Organization Profile:
International Center for Chemical and Biological Sciences at the University of Karachi
is regarded as one of the finest academic research establishments of Chemical and
Biological Sciences in the Developing World. ICCBS is the Centre for information relating to
various institutions, their research and academic programs, facilities, faculty, web based
emails and much more.
Scope:
• Provision of Scientific Research and Development of Training Programs in the fields
of Chemical, Biological and Biomedical Sciences.
• Providing Diagnostic, Analytical and Clinical Testing Facilities to Customers.
Creation For:
• Capacity (human resources and institutional infrastructure) at par to any top class
institution of the world with right blend of basic and applied sciences.
• A conducive environment which encourage scholarship, quality, and cross discipline
exchanges.
ICCBS Vision
We intend to be a preeminent academic research and teaching institutions, which is
recognized as a world leader in training of scholars and for research in frontier fields of
science and technology
ICCBS Mission
We are institutions of higher learning which impart highest quality research training to its
students in frontier fields of science and technology. We strive to contribute in the fulfilling
the need of quality manpower in science and technology and to produce world class
scholars, who achieve excellence in their fields and play their due role in national
development and serve the humanity at large
Aims & Objectives:
• A world class academic research institution, working in the frontier areas of science
and technology
• An institution with state-of-the-art research and development facilities
• An institution which prepare quality graduates with required competency,
motivation, and leadership skills
• An institution which create right synergy for focused interdisciplinary and goal-
oriented research
• An institution which engage in solving national problems with the application of
science and technology

• An institution which is capable of working on projects of global nature as an equal
partner
International Status:
• One of the best in the field of chemical sciences
• Designated as the:
a. World Health Organization Center for Pesticide Analysis for Eastern
Mediterranean Region.
b. COMSATS Center of Excellence.
c. COMSTECH Library Center.
d. Islamic Development Bank Prize for Best Science Institution in the Islamic
World.
e. TWAS Center of Excellence.
f. UNCSTD Center of Excellence.
g. Over 200 visiting scientists annually from different countries.
h. Only institution in the developing world in which advanced countries are
sending students for training- 20 German students annually, over 120
German students have already been trained.
i. Over 60 International Conferences, Symposia and workshops organized
including the 19th IUPAC Symposium (1994), and EURASIA Conference
(2002).
Executive Board of ICCBS:
The ICCBS is governed by the Executive Board of the ICCBS, it has the following
members:
• Dr. Muhammad Qaiser
Vice Chancellor of University of Karachi
• Prof. Dr. Atta-ur-Rehman
Patron in Chief, ICCBS, University of Karachi
• Prof. Dr. M. Iqbal Choudhary
Co-Director, PCMD / ICCBS, University Of Karachi
• Mr. Nazir Panjwani
Chairperson, Dr. Panjwani Memorial Trust, Karachi
• Mr. Aziz Latif Jamal
Chairman, Husein Ebrahim Jamal Foundation, Karachi
• Prof. Dr. Raheel Qamar
HEC Representative,
Dean of Research Innovation & Commercialization, COMSATS
Institute of Information & technology, Islamabad
• Prof. Dr. Khalil Ahmed Ibopoto
Chairman, Pakistan Science, University of Karachi, Karachi
• Prof. Dr. Syed Abid Azhar
Dean, Faculty of Science, University of Karachi
• Prof.M. Abbas Hussain
Dean, Faculty of Medicine, university of Karachi, Karachi

• Dr. Majid Mumtaz
Representative of Syndicate, university of Karachi
Department of Chemistry, University Of Karachi
• Prof. Dr. G.A. Miana
Rector, Riphah International University, Islamabad
• Prof. Dr. Anwar Ali Siddiqui
Associate Dean, Research and Graduate Studies,
The Agha Khan University, Karachi
• Mr. Kausar Abdullah Malik
Forman Christian College, Lahore
• Prof. De. Moazzam Ali Khan
Registrar, University of Karachi
The Ognaogram of ICCBS And its allied Institutions:
• HEJRIC Hussein Ebrahim Jamal Research Institute of Chemistry
o TWC Third World Center Laboratory Complex
o LEJNSC Latif Ebrahim Jamal National Science
Information Center
o IAC / BTP Industrial Analytical Center / Biotechnology Park
o ILTP/IRC Industrial Linkages-Technology Parks and
Technology Incubators Research Center
• PCMD Dr. Panjwani Center for Molecular Medicine and Drug Research
o Genome Center Jamil-ur-Rahman Center for Genome Research
o CBSBR Center for Bioequivalence Studies and Bioassay
Research
o Diagnostic Center Diagnostic and Clinical Research Facility
o IRCTRD International Research Center for Tropical and Regional
Diseases

o ARF Animal Research Facility
ISO Certification and Standards:
The ICCBS and It’s Allied institution’s are ISO certified and following quality management
standards are being implemented in the premises of ICCBS:
 ISO 9000 CERTIFICATION
 ISO 9001-2008 CERTIFICATION
Above written ISO standards are being strictly implemented and followed in the
premises of ICCBS. Different internal audits are being taken by the internally assigned
auditors to check the maintenance of these standards, that are the departments and man
power following the standards or not. It helps to make better the internal system and to
fulfill the requirements of quality international standards.
The Panjwani’s Center for Molecular Medicine and Drug
Research (PCMD)
PCMD is an integral part of the International Center for Chemical and Biological
Sciences (ICCBS), University of Karachi. The project was established in 2002 through a
generous donation from Ms. Nadira Panjwani, in memory of her beloved father Dr.
Mohammad Hussain Panjwani. The building was completed in early 2004 to initiate
graduate training and research in the fields of molecular genetics and cell biology relevant
to the study of human diseases and their possible treatment. The research in these fields
has a direct impact on the understanding of molecular mechanism of biological processes,
thus advancing the knowledge in the disease development, progression and possibly curse.
The Center has a competent faculty with clinical expertise in the respective fields
thus capable of translating basic scientific discoveries into new therapies and diagnostic
tests. This has been made possible by the state –of-the-art facilities the Center provides. It
has close collaboration with its sister concern, the HEJ Research institute of Chemistry and
biochemistry. The natural bioactive compounds isolated in the laboratories if his institute
serves to support the drug related research at the PCMD.
Mission:
The mission of the Center is to foster excellence and achieve international
recognition in the targeted areas of research and student training, which are relevant to
national needs.
Strategy:
To accomplish this mission, the PCMD has devised following strategy:
• Enhancing the quality of an access to scientific training of graduate students in the
field of molecular medicine and rational drug designing.

• Focusing on the development of new and effective techniques for diagnosis and
treatment of prevalent diseases.
• Providing forum for exchange for information between academic discipline and
raising general awareness about the diseases their prevention and cure.
Facilities at PCMD:
The building of the PCMD comprises on following:
• General Practical Laboratory
• Cell Culture Facility
• Molecular Bank and Bioassay Facility
• Bio-Bank
• Patch Clamp Setup
• Diagnostic Laboratory and Clinical Research Facility
• The Library
Other Centers Working Under PCMD:
Following are the institutions which have been working under PCMD:
• The Center for Bioequivalence Studies and Bioassay Research (CBSBR)
• Jamil-ur –Rehman Center for Genomics Research
• Animal Research Facility (AFR)
An Introduction to Project Management
Managing Complex Tasks and People:
Project management is the process of organizing the way that changes
are implemented efficiently within an organization.
Many businesses achieve their goals by completing projects that contribute to their
objectives. Often, projects have a finite length, involve a number of activities and people,
and have deadlines and fixed budgets. Project managers plan and monitor these, and take
corrective action when appropriate.
The Benefits of Developing Project Management Skills:
No matter what your role, you may have to manage, or play an active role in, a
project at some point during your career. It takes a great deal of skill to do this well, but the
time you invest in building good project management skills can pay off enormously.
You contribute to meeting an organization's objectives by completing projects on time and
on budget. This can produce real business results and enhance your reputation. And, when
you know how to organize, schedule and delegate tasks, you can also reduce stress for
yourself and your team members.
Project Management Approaches:
Once you are familiar with the many tools that can help you manage your projects
more efficiently, you may want to learn more about the main project management
methodologies.
One is PMBOK, which stands for Project Management Body of Knowledge:

This approach centers on common project management skills, such as budgeting and
managing inputs and outputs, and it's commonly used in the U.S.
PRINCE stands for Projects IN Controlled Environments:
This accredited approach is widely used in the U.K. and other English-speaking
countries. You use it to, among other things, clarify people's roles, keep lines of
communication open, manage project risk, and establish base costs.
Agile Project Management is another popular approach.:
This often works well for projects in complex, fast-moving environments, because it
allows you and your team to respond flexibly to changing needs and requirements.
We explore key tools from these frameworks and others with the resources below.
Project management, tools, process, plans and project planning tips:
Here are rules, processes and tools for project planning and project management.
Large or complex projects in big organizations often require some sort of executive
'sponsorship' or leadership. This is commonly termed 'project sponsorship'. While project
management skills are obviously important for project managers, interestingly the methods
and tools that project managers’ use can be helpful for everyone.
A 'task' does not necessarily have to be called a 'project' in order for project
management methods to be very useful in its planning and implementation. Even the
smallest task can benefit from the use of a well-chosen project management technique or
tool, especially in the planning stage.
Any task that requires some preparation to achieve a successful outcome will
probably be done better by using a few project management methods somewhere in the
process. Project management methods can help in the planning and managing of all sorts of
tasks, especially complex activities.
Project management is chiefly associated with planning and managing change in an
organization, but a project can also be something unrelated to business - even a domestic
situation, such as moving house, or planning a wedding.
Project management methods and tools can therefore be useful far more widely than
people assume.
Project management techniques and project planning tools are useful for any tasks
in which different outcomes are possible - where risks of problems and failures exist - and so
require planning and assessing options, and organizing activities and resources to deliver a
successful result.
Projects can be various shapes and sizes, from the small and straightforward to
extremely large and highly complex. In an organization and businesses, project management
is concerned with anything, particularly introducing or changing things, in any area or
function:
• People, staffing and management
• Products and services
• Materials, manufacturing and production
• IT and communication
• Plant, vehicles, equipment
• Storage, distribution, logistics
• Building and premises

• Finance, administration, acquisition and divestment
• Purchasing
• Sales, selling, marketing
• Human resources development and training
• Customer service and relations
• Quality, health and safety
• Legal and professional
• Technical, scientific, research and development
• New business development
• Anything else which needs planning and managing within organizations
Successful project management for projects large or small tends to follow the
process outlined below. The same principles used selectively and appropriately also apply to
smaller tasks. Project management techniques are not just for project mangers- they are
available for anyone to use.
Project Management Process:
1. Agree precise specification for the project-‘Term Reference’
2. Plan the Project-time, team, activities, resources, financials-using suitable project
management tools.
3. Communicate the project plan to your project team-and any other interested people
and groups.
4. Agree and delegate project actions.
5. Manage and motivate-inform, encourage, enable the project team.
6. Check, measure, monitor, review project progress- adjust project plans, and inform
the project team and others.
7. Complete project-review and report on project performance; give praise and thanks
to the project team.
8. Project follow –up-train, support, measure and report results and benefits.
1-Agree Precise Specification (Terms of Reference) For the Project:
Often called the project ‘terms of reference’, the project specification should be an
accurate description of what the project aims to achieve, and the criteria and flexibilities
involved, its parameters, scope, range, outputs, sources, participants, budgets and
timescales 9beware-seenotebelow about planning timescales).
Typically and prior to the project’s formal establishment the project ‘terms of
reference’ are produced or at least drafted at a fundamental level by a ‘project sponsor’, or
‘executive in charge’ (of the project). Often such an initial top-level general project
description (a ‘business case’ basically) is required for the project to be justified, approved,
and funded at a corporate level, prior to the commencement of detailed project planning.
The project manager, typically appointed by the ‘project sponsor’ or the ’executive in
charge’, may be involved to varying degree in the drafting of the initial corporate project
description or business case.
The largest projects can require several weeks to produce and agree projects terms
of reference. Most normal business projects however require a few days thinking and
consulting to produce a suitable projects specification. Establishment and agreeing a project
specification is an important process even if your task is simple one.
A template for a Project Specification:

1- Describe purpose, aims and deliverables.
2- State parameters (timescales, budgets, range, scope, territory, authority).
3- State people involved and the way the team will work (frequently of meetings,
decision making process).
4- Establish ‘break-points’ at which to review and check progress, and how progress
and results will be measured.
Separately the acronym BOSCARDET provides a useful example structure for Terms of
Reference headings/sections:
B Background
O Objective
S Scope
C Constraints
A Assumptions
R Reporting
D Dependencies
E Estimates
T Time Scales
This structure contains no specific heading for costs/budgets-these considerations
can be included within ‘Constraints” or ‘Estimates”.
Since projects (and other activities requiring Terms of Reference) vary considerably there is
no standard universal structure for a Terms of Reference document. The responsibility lies
with the project manager or leader to ensure all relevant and necessary issues are included,
and this local interpretation tends to imply TOR headings and documents structure.
Brainstorming can be a helpful process by which all relevant Terms of Reference criteria can
be identified and structured.
Organizations may have standard TOR structures, such as the BOSCARDET example,
which it is sensible to use where applicable, mindful of risks of omission or over-
complication that can arise when following standard practice.
2- Plan The Project:
Plan the various stages and activities of the project. Where possible (and certainly
where necessary) involve your team in the planning. A useful tip is to work backwards from
the end aim, identifying all the things that need to be put in place and done. In reverse
order. Additionally, from the bare beginnings of the project, use brainstorming (noting ideas
and points at random –typically with a project team), to help gather points and issues and to
explore innovations and ideas. Fishbone diagrams are also useful for brainstorming and
identifying casual factors which might otherwise be forgotten. For complex projects, or
when you lack experience of the issue, involve others in the brainstorming of the issues;
involve others in the brainstorming process. Thereafter it’s question of putting the issue in
the right order, and establishing relationships and links between each issue. Complex
projects will have a number of activities running in parallel. Some parts of the project will
need other parts of the project to be completed before they can begin or progress. Such
‘interdependent’ parts of a project need particularly careful consideration and planning.
Some projects will require a feasibility stage before the completion of a detailed plan. Gantt
Charts and Critical Path Analysis Flow Diagrams are two commonly used tools for the
detailed project management planning, enabling scheduling costing and budgeting and
other financials, and project management and reporting.

a) Project Timescales and Costs:
Most projects come in late-that’s just the way it is-so don’t plan a timescale that is
overambitious. Ideally plan for some slippage. If you have been given an fixed deadline, plan
to meet it earlier, and work back from that earlier date. Build some slippage or leeway into
each phase of the project. Err on the side of caution where you can. Projects which slip back
and are delivered late, or which run over budget or fail to meet other financial requirements
often cause significant problems. Many planners are put under pressure to deliver projects
sooner and more cost-effectively than is realistic. Ambition and aiming high are good
attitudes, but planning without proper prudence and responsibility is draft. Investors and
executives tend rarely to question an over-ambitious plan, but they will quickly make very
ruthless decisions when any overly ambitious plan, but they will quickly make very ruthless
decisions when any overly ambitious project starts to fall. Exercising a little realism at the
outset of a project regarding financials and timescales can save an enormous amount of
trouble later.
b) The Project Team:
Another important part of the planning stage is picking your team. Take great care,
especially if you have team-members imposed on you by the projects brief. Selecting and
gaining commitment from the best team members-whether directly employed, freelance
,contractors, suppliers, consultants or other partners- is crucial to the quality of the project,
and the ease with which you are able to manage it. Generally try to establish your team as
soon as possible even during the terms of reference stage is possible. Identifying or
appointing one or two people even during the terms of reference stage is possible
sometimes. Appointing the team early maximizes their ownership an buy-into the project,
and maximizes what they can contribute. But be very wary of appointing people before you
are sure how good they are and no until they have committed themselves to the project
upon terms that are clearly understood and acceptable. Don’t imagine that teams need to
be full of paid and official project team members. Some of the most valuable team members
are informal advisors, mentors, helpers, who want nothing other than to be involved and a
few words of thanks. Project management on a tight budget can be lonely business-get
some help from good people you can trust, whatever the budget.
To plan and manage large complex projects with various parallel and dependent
activities you will need to put together a ‘Critical Path Analysis’ and s Spread Sheet on MS
Excel or equivalent Critical Path Analysis will show you the order in which tasks must be
performed and the relative importance of tasks. Some tasks can appear small and
insignificant when they might actually be hugely influential in enabling much bigger
activities to proceed or give best results. A Gantt chart is useful way of showing blocks of
activities over time and at a given cost and for managing the project and its costs along the
way.
Various projects management software is available, much of which is useful, but
before trying it you should understand and concentrate on developing the pure project
management skills, which are described in this process. The best software in the world will
not help you if you can’t do the basic things.
C) Project Management Tools:

Following are examples and explanation of four commonly used tools in project
planning and project management, namely:
• Brainstorming
• Fishbone Diagrams
• Critical Path Analysis Flow Diagrams, and
• Gantt Charts.
The tools here each have their strengths and particular purposes, summarized as a
basic guide in the matrix below.
Matrix key:
B = Brainstorming
F = Fishbone/Ishikawa Diagrams
C = Critical Path Analysis Flow Diagrams
G = Gantt Charts
*** - main tool
** - optional/secondary tool
* - sometimes useful
B F C G
Project brainstorming and initial concepts, ideas, structures, aims, etc *** **
Gathering and identifying all elements, especially causal and hidden
factors
* *** **
Scheduling and timescales ** ***
Identifying and sequencing parallel and interdependent activities and
stages
* *** *
Financials - costings, budgets, revenues, profits, variances, etc * * ** ***
Monitoring, forecasting, reporting * ** ***
Troubleshooting, problem identification, diagnosis and solutions ** *** ** *
'Snapshot' or 'map' overview - non-sequential, non-scheduled ** ***
Format for communications, presentations, updates, progress reports,
etc
* * ***
i) Brainstorming:
Brainstorming is usually the first crucial creative stage of the project management
and project planning process. See the brainstorming method in detail and explained
separately, because it many other useful applications outside of project management.
Unlike most project management skills and methods, the first stage of the brainstorming
process is ideally a free-thinking and random technique. Consequently it can be over looked
or under-utilized because it not a natural approach for many people whose mains strength
are in systems and processes. Consequently this stage of the project planning process can
benefit from being facilitated by a team member able to manage such a session, specifically
to help very organized people to think randomly and creatively.
ii) Fishbone Diagram:

Fishbone diagram are chiefly used in quality management fault-detection, and
business process improvement, especially in manufacturing and production, but the model
is also very useful in project management planning and task management generally.
Within project management fishbone diagrams are useful early planning, notably when
gathering and organizing factors, for example during brainstorming. Fishbone diagram are
very good for identifying hidden factors which can be significant in enabling larger activities,
resources areas, or parts a process.
Fishbone diagrams are not good for scheduling or showing interdepartmental time-
critical factors. These are also called ‘cause and effect diagrams’ and Ishikawa diagrams,
after Karou Ishikawa (1915-89), a Japanese professor specializing in industrial quality
management and engineering who devised the technique in the 1960s.Ishikawa’s diagram
became known as a fishbone diagram, obviously, because it looks like a fishbone.
A fishbone diagram has a central spine running left to right, around which is built a map of
factors which contribute to the final result (or problem). For each project the main
categories of factors are identified and shown as the main ‘bones’ leading to the spine. Into
each category can draw ‘primary’ elements or factors (shown as P in the diagram), and into
these can be extended to third or fourth level factors if necessary.
The diagram above is a very simple one. Typically fishbone diagrams have six or
more main bones feeding into the spine. Other main category factors can include
Environment. Management, System, Training, Legal, etc.
The categorized used in fishbone diagram should be whatever makes sense for the
project. Various standard category sets exist for different industrial applications, however it
is important that you chosen structure is right for your own situation, rather than taking a
standard set of category headings and hoping that it fits.
At a simple level the fishbone diagram is a very defective planning model and tool-especially
for ‘mapping’ an entire operation. Where a fishbone diagram is used for project planning of
course the ‘Effect’ is shown as an aim or outcome or result, not a problem.
The “Problem” terms is used in fault diagnosis and in quality management problem –
solving. Some fishbone diagrams can become very complex indeed, which common in
specialized quality management areas, especially where systems are computerized. This

model and the critical path analysis diagram are similar to the even more complex diagram s
used on business process modeling within areas of business planning and business process
improvement.
iii) Project Critical Path Analysis (Flow diagram or Chart):
‘Critical Path Analysis” sounds very complicated, but it’s a very logical and effective
method for planning and managing complex projects. A critical path analysis is normally
shown as a flow diagram, whose format is linear (organized in a line), and specifically a time-
line. Critical path analysis is also called Critical Path Method –it’s the same thing-and the
terms are commonly abbreviated, to CPA and CPM.
A commonly used tool within Critical Path Analysis is PERT
(Program/Programme/Project Evaluation and Review Technique) which is a specialized
method for identifying related and interdependent activities and events, especially where a
big project may contain hundreds or thousands of connected elements. PERT is not normally
relevant in simple projects, but any project of considerable elements. PERT is not normally
relevant in simple projects, but any project of considerable size and complexity, particularly
relevant when timings and interdependency issues are crucial, can benefited from the
detailed analysis enabled by PERT methods. PERT analysis commonly feeds into Critical Path
Analysis and to other broader project management systems, such as those mentioned here.
Critical Path Analysis flow diagrams are very good for showing interdependent factors
whose timings overlap or coincide. They also enable a plan to be scheduled according to a
timescale. Critical Path Analysis flow diagrams also costing and budgeting, although not
quite as easily as Gantt Charts (below), and they also help planners to identify causal
elements, although not quite so easily as fishbone diagrams (below).
Project critical path analysis flow diagram example:
iv) Gantt Charts:

Gantt Charts (commonly wrongly called Gantt charts) are extremely useful project
management tools. The Gantt chart is named after US engineer and consultant Henry Gantt
(1861-1919) who devised the technique in the 1910s.
Gantt charts are excellent models for scheduling and for budgeting, and for reporting and
presenting and communicating project plans and progress easily and quickly, but as a rule
Gantt Charts are not as good as a Critical Path Analysis Flow Diagram for identifying and
showing interdependent factors, of for ‘mapping’ a plan from and/or into all of its detailed
causal or contributing elements.
Gantt chart Example:
Project Financial Planning and Reporting
For projects involving more than petty cash you’ll probably need a spreadsheet to
plan and report planned and actual expenditure. Use Ms excel or similar. Financial
accounting for small projects involving more than petty cash you’ll probably need a
spreadsheet to plan and report planned and actual expenditure. Use Ms Excel or similar.
Financial accounting for small projects can sometimes be managed using the projects Gantt
Charts. Large projects are likely to require some sort of require dedicated accounting system
although conceivably Gantt Charts and financial management accounts can easily be a
administered within a spreadsheet system given sufficient expertise if you don’t know how
to put together a basic financial plan get some help from someone who does and make sure
you bring a good friendly plan get some help from someone who does and make sure you
bring a good friendly, flexible financial person into your team it’s a key function of project
management and if you can’t manage the financial process yourself you need to be able to
rely completely on whoever does for you. The spreadsheet must enable you to plan
administer and report the detailed finances of your project. Create a cost line for main
expenditure activity and break this down into individual elements. Create a cost system for
allocating incoming invoices of the correct activities (your bought ledger people won’t know
unless you tell them and showing when the costs hit the project account. Establish clear

payment terms with all suppliers and stick to them. Projects develop problems when team
members get dissatisfied rest assured non or late payment is a primary cause of
dissatisfaction Remember to set some budget aside for contingencies you will almost
certainly need it.
Project Contingency Planning:
Planning for and anticipating the unforeseen or the possibility that things may or
may not as expected is called ‘contingency planning’. Contingency planning is vital in any
task when results and outcomes cannot be absolutely guaranteed. Often a contingency
budget needs to be planned as there are usually costs associated. Contingency planning is
about preparing fall back actions and making sure that leeway for time activity and resource
exists to rectify or replace first choice plans. A simple contingency plan for the fried
breakfast would be to plan for the possibility of breaking the yolk of an egg in which case
spare resource (eggs) should be budgeted for and available if needed. Another might be to
prepare some hash browns and mushrooms in the event that any of the diners are
vegetarian it may be difficult to anticipate precisely what contingency to plan for in complex
long term projects, in which case simply a contingency budget is provided to be allocated
later when and if required.
3-Communicate the project plan to your team:
This serves two purposes it informs people what’s happening and it obtains essential
support, agreement and commitment. If your project is complex and involves a team then
you should involves the team in the planning f=process to maximize buy in ownership and
thereby accountability. Your project will also benefit from input and consultation from
relevant people at an early stage. Also consider how best to communicate the aims and
approach of your project to others in your organization and wider network.
Your project ‘team’ can extend more widely than you might first imagine. Consider all the
possible ‘stakeholders’ those who have an interest in your project and the areas it touches a
needs to attract support for tolerance. Involvement and communication are vital for
cooperation and support. Falling to communication to people (who might have no great
input, but whose cooperation is crucial is a common reason for arousing suspicious and
objections defensiveness or resistance.
4-Agree and delegate project actions:
Your plan will have identified those responsible for each activity. Activity need to be
very clearly described including all relevant parameters timescales costs and deliverable Use
the SMART described including all relevant parameters timescales, costs and deliverables.
Use the SMART acronym to help you delegate tasks proper. Using proper delegation
methods is vital for successful project management involving teams. When delegated tasks
fail this is typically because they have not been explained clearly agreed with the other
person or supported and checked while in progress. So publish the full plan to al in the term
tasks In light of team members’ forward –planning capabilities. Long term complex projects
need to be planned in more detail and great care must be taken in delegating and
supporting them. Only delegates tasks which pass the SMART test. Other useful materials
are to help understand team delegation is the Tannebaum and Schmidt. Continuum and
Tuck man’s group forming /performing model. The Johari Window model is also an excellent

review framework for quickly checking or reminding about mutual awareness amongst
team members in large complex projects, where there is often a risk of project
fragmentation and people ‘doing their own thing’ in blissful isolation which seriously
undermines even the best planned projects.
5-Manage, Motivate, Inform, Encourage, and Enable the Project Team:
Manage the team and activities in meetings, communicating supporting and helping
with decisions (but not making them for people who can make them for themselves) Praise
loudly, blame softly (a wonderful maxim attributes to Catherine the Great). One of the big
challenges for a project manager is deciding how much freedom to give for each delegated
activity. Tight parameters and lots of checking are necessary for inexperienced,
entrepreneurial and creative people. They need a wider brief more freedom and less
checking. Manage these people by the results they get not how they get them Look out for
differences in personality and working styles in your team. Misunderstanding personality
styles can get in the way of team cooperation. Your role here is to enable and translate.
Face to face meetings when you can bring team members together are generally the best
way to avoid issues and relationships becoming personalized and emotional. Communicate
progress and success regularly to everyone personalized and emotional. Communicate
progress and success regularly to everyone .Give the people in your team the plaudits
particularly when someone high up express satisfaction never, never accept plaudits
yourself. Conversely you must take the blame for anything that goes wrong never
‘dump’(your problems or stresses) on anyone in your team. As project manager any
problem is always ultimately down to you anyway. Use empathy and conflict handling
techniques and look out for signs of stress and manage it accordingly. A happy positive team
with a basic plan will perform a miserable team with a brilliant plan every time.
6-Check, Measure and Review Project Performance, adjust Project Plans, Inform-Project
team and others:
Check the progress of activities against plan. Review performance regularly and at
the stipulated review pints and confirm the validity and relevance of the reminder of the
plan. Adjust the plan if necessary in light of performance, changing circumstances and new
information, nut remain in track and within the original terms of reference. Be sure to use
transparent, pre-agreed measurements when judging performance. (Which shows how
essential it is to have these measures in place and clearly agreed before the task
begins).Identity agrees and delegate new actions as appropriate. Inform team members and
those in authority about developments, clearly concisely and in writing. Plan team review
meetings. Stick to the monitoring systems you established. People the apparent situations
to get at the real the real facts and figures. Analyze causes and learn from mistakes. Identify
reliable advisors and in the team and use the. Keep talking to people and make yourself
available to all.
7-Complete Project, Reviewed and Report on Project give Praise and hanks to the Project
Team:
At the end of your successful project hold a review the team. Ensure you understand
what happened and why happened why. Reflect any failures and mistakes, positively,
objectively and without report and make observations and recommendations about follow
up issues and priorities there will be plenty.

Where a project sponsor is involved it is reasonable for this to be responsible for top level
reporting /review and where applicable recognizing and rewarding the successful project
manager and team too.
8-Follow up train Support, Measure and Report Project Results and Benefits:
Traditionally this stage would be considered part of the project completion but
increasingly an-emphasized additional stage of project follow up is a appropriate. This
particularly so in very political environment and/or where projects benefits have relatively
low visibility and meaning to stakeholders (staff, customers, investors, etc.) especially if the
project also has very high costs as ICT projects tend to do.
ICT (information and communications and technology) projects often are like this low
visibility of benefits but very high costs and also very stress and risk levels too. Project
management almost always involves changes management too within which it’s very
important to consider the effects of the project on people who have to adapt to the change.
There is often a training or education need. There will almost certainly be an explanation
need in which for example methods like team briefing have proved very useful.
Whatever when you are focused on project manages it is easy to forget or ignore
that many people are affected in some way by the results of the project .Change is difficult
even when it is good and for right reasons. Remembering this during and the end of your
project will help you achieve a project that is well received as well as successful purely in
project management terms. And again see the relevance and typical responsibilities of
project sponsorship within the overall successful conception management and delivery of a
project.
Someone once said “Don’t you love it when a plan comes together?
It’s true:
As project manager to be at the end of a project and to report that the project plan
has been fully met on time and on budget is a significant achievement whatever the project
size and complexity. The mix of skills required are such that good project manager can
manage anything.
No matter what your role, it's likely that you will have to manage, or play an active
role in, a project at some point during your career. When you know how to juggle multiple
tasks, people, deadlines, and responsibilities, you will strengthen your reputation and
improve your promotion prospects.
Take time to learn about the various project management frameworks to run a
successful project from start to finish. Discover how to schedule people and tasks more
effectively, and build support for your ideas so that you get the backing and funding you
need to get started. Last, familiarize yourself with change management strategies, so that
you can encourage others to overcome their reluctance to change.
Project Office at PCMD
Project office at PCMD is responsible to initiate and successful completion of all the
projects related to the International Center for Chemical and Biological Sciences (ICCBS).
Project office is responsible to manage all the projects in effective and efficient manner. The
ognaogram of the Project Office at PCMD consists on following:

Ognaogram:
Objectives of the Project office:
The main objectives of the Project office are as under:
• Project office at PCMD is responsible to prepare new plans related to the ICCBS and
its allied institutions and submit the project proposal of the same to the Higher
Commission (HEC) for further processing through planning commission of Pakistan.
It will be done through by getting inputs from different elite faculty members of the
ICCBS, the Project Office will prepare the initial draft of PC-I, as per prescribed
Project
Director
Director
ICCBS
Assistant Project
Manger
Project
Office Assistant
Project
Admin Assistant
Project
Accountant

procedure defined by the of the Higher Education Commission(HEC). The same will
be submitted to HEC with the approval of the Board of Director of the ICCBS.
• Another objective of the Project Office is to arrange local and foreign trainings in
ICCBS with the collaboration of the local and as well as foreign donor agencies
It will be done through by submitting proposal to the donor agencies. After having
the approval of the same Project Office will commence its working regarding the
selection of suitable candidates
• Project Office is also responsible to submit the PC-IV (Project Completing Report)
related to each and every project initiate and complete by the ICCBS.
Activities Related to the Projects:
Generally project office involved in many activities related to the projects. The key
activities perform by the project office are:
• Implementation of Project procedures and process
• Maintenance of Project Accounts
• Managing Tenders
• Manage Administrative Work
Implementation of Project procedures and Process:
The project procedures are consists on following:
• Preparation of PC-I:
The PC-1 proposals of every project will be submitted as per prescribed format
defined by the HEC:
1. Name of Project
2. Location
3. Authorities responsible for
a. Sponsoring Agency
b. Execution Agency
c. Operation and maintenance
d. Concerned Federal Ministry
4. Preparation of PC-I as following
a. Execution of Project after approval of the project from HEC commission.
b. After the 1st
Grant for the project the cash plan and work plan for whole
financial year with activity charts made.
c. Reporting /Utilization Reports. Monthly and Quarterly reports send to higher
education commission of Pakistan. Physical achievements and quarterly targets
checked and verified on monthly and quarterly basis by PSDP and HEC. After the
execution of t he projects in the required / given period civil work and procurement
of items, is completely done then the final report submitted to the HEC / PSDP in the
term of PC-IV.
5. : Submission of PC-IV
6. Plan Provision
7. Project objectives and its relationship with Sect-oral objectives
8. Description, justification and technical parameters,
9. Capital cost estimates

10. Annual operating and supply analysis
11. Demand and supply analysis
12. Financial Plan and mode of financing
13. Project benefits and analysis
a. Financial
b. Social benefits with indicators
c. Employment generation (direct and indirect)
14. Implementation schedule
15. Management Structure and Manpower requirements including specialized skill
during execution and operational phases.
16. Additional Projects / decisions required to maximize socioeconomic benefits from
the proposed, and
17. Certified that the project proposal has been prepared on the basis of instructions
provided by the Planning Commission for the preparation of PC-I for Social Sector
project.
The amendments can be made in the defined time line and as well as the defined
budget of the projects according to the existing working situation.
• Maintenance of Project Accounts:
The activities related to the maintenance of projects accounts and related records
are as given below:
1. Preparation of financial statements including :
a. Cash Books
b. Ledger
c. Accounts Vouchers
d. Purchase Orders
e. Cash Plans
f. Budgets
g. Bank Reconciliation
h. Monthly Expense Report
i. Audit Procedure
2. Progress and Budgets Report: for Planning Commission and HEC
a. Monthly
b. Quarterly
c. Yearly
3. Preparation of salaries for the employees of related Projects
• Managing Tender:
For tenders following procedure are carried:
1. Preparation of List (required)
2. Evaluation process with respect of specification and justification with end user.
3. Preparation of Tender Document for Suppliers
4. Formulation of Ad for Tender in at least two newspapers.
5. Opening Tender
6. Receiving Bids
7. Making Comparative Statement
8. Constitution of Technical Committee for review

9. Technical Report / Comments from Technical Committee
10. Approval of Tender committee
11. Issue if Purchase order
12. Finalizing of Purchase Order
• Manage Administrative Work:
The administrative tasks performed by the project office are as under:
1. Hiring of Personnel
2. Other Work
a. To organize and manage events of ICCBS Like:
i. Conferences
ii. Seminars
iii. Workshops, etc.
3. Taking care of Related documents
a. Appointment letter / office Order
b. Purchase Order
c. Requisition Book
d. Minutes of Meetings
e. Related Notices of Admin.
f. Records of Conferences and Workshop
g. Annual Training Plan (Not implemented yet)
h. Master List of items
i. Tender Documents
j. Tender Files
k. Ledger
l. Vouchers
m. PC-I
n. Financial Reports
o. Personal files of employees
p. Other related documents / formats when required
Other Departments performing under the Project Office at PCMD:
The project office at PCMD is also performing the tasks that do not directly related to
the Project Management or the project related activities. The following offices are also
performing under the umbrella of Project office:
• Marketing Unit of ICCBS
• QMS Department
Tasks, Duties & Responsibilities Performed during the Summer Internship-
2015 at Project Office PCMD
During my stay at Project office during the summer internship program -2015, the
following tasks duties and responsibilities has been performed which directly or indirectly
assigned by the internship supervisor:

S.
No.
Tasks &
Duties
Total Duration of
completion
1) Studied, reviewed and analyzed the ongoing projects of the
ICCBS namely “Industrial Linkages-Technology Park and
Technology Incubator Center”, a project of HEJ research
Institute of chemistry.
5 Days
2) Reviewed and studied the last project successfully completed by
the Project Office at PCMD, namely “Development of the
infrastructure of the Latif Ebrahim Jamal (LEJ) National Science
Information Center”.
3 Day
3) Personally visited the “Industrial Linkages-Technology Park and
Technology Incubator Center” to physically monitor the work
progress at project.
1 Days
4) Verified the voucher entries in the Legers related to the project
namely “Development of the infrastructure of the Latif Ebrahim
Jamal (LEJ) National Science Information Center”.
12 Days
5) Briefly understand the procurement procedures defined by the
Government including the issuance of the tender and evaluation
of the bids.
3 Days
6) Physically verified the maintenance of records in the Project
Office as per defined procedure of the ISO-standards for the
traceability of records.
6 Days
7) Conducted Bank Reconciliation of the of the Projects accounts
maintained by the project office for different projects.
12 Days
Observations & Recommendations
The PC-I of every project is the bible for every project and all the work and activities
performed according to it so to avoid the duplication of efforts, the project office must
consider the following points while preparing the PC-I document:
1. It has been observed that the most of the projects are not completed within the
defined timeline given in the PC-I and delayed due to the late reception of grants
from the HEC after the approvals. So to cope up with this situation and to avoid
extension of the completion of the period of the projects, the grace period of delays
in the past projects must be calculated and included in the new projects total
estimated duration of completion.
2. During the checking and verification of the ledger it has been observed that the
ledger has been maintained on the basis of estimated cost as per PC-I and has been
shown as opening balance. This practice is not according to the international
accounting standards, so the ledger should be maintained on actual transactions and

the total balance of the heads must be used for the comparison with the estimated
cost.
3. During the review of the records, it has been observed that most of the time the
received grants related to a specific work will remain unutilized throughout the fiscal
period due to length of work or any other reason. It must not be remain utilized and
must be utilized effectively for the work that funds are in process or not approved in
the same fiscal period, but the work has been due in the same fiscal period .This
efficient use of fund will lead to the completion of project on time.
4. It has been observed that the PC-I is unable to provide true picture of the project
which has been initiated for the dual purposes like social benefits and for socio
economic benefits (revenue generation). So to analyze the real outcome of that
benefits a break even analysis must be prepared by the project office and make sure
that the project must achieve its economic purpose or its revenue will be in surplus.
Other Suggestions which can improve the effectiveness of Project Office:
To enhance the efficiency and credibility of the Project Office following steps must
be taken by the management of the ICCBS:
• The QMS and the Marketing units must be segregated from the Project Office.
• The Project Office will not involved in to the other administrative activities.
The above actions will increase the efficiency of the project office and will lead to the
strategic approach. There is no need to hire a separate Project Director or the staff for each
and every project initiated by the ICCBS. It will be the responsibility of the Project Office to
start the project and accomplish it and handed over it to the relevant authority to run it
effectively.
• Use of Project Management Software:
It has been suggested that to enhance the efficiency of the Project office it is
necessary to acquire a Project Management Software to manage the project related records
and information and synchronize the project related activities. It will help them to keep
track of planned activities and keep abreast the relevant authorities automatically. It will
minimize the project related paper work.
The characteristics & features of the good project software can be categorized as under:
1. Financial Management:
Financial Management encompasses all the tools that the project management
software provides to help project managers keep track of their finances. This includes
revenue and expense tracking, as well as the ability to keep track of estimated and actual
cost of a project task. This category will likely be extremely important, particularly for larger
organizations, when choosing project management software.
a. Budgeting: You can set a project budget and measure an outcome against that
budget.
b. Estimated and Actual Cost: It can estimate the cost of a work item or resource and
then input the actual cost.
c. Expense Tracking: It can track expenses for a project or work item.

d. Financial Indicators: You can view the financial health of a project in terms of
budget.
e. Fixed Price Rates: It can set a fixed price rate on a work item, such as task, to
indicate the price if fixed cost items on a project.
f. Job Role Rates: It can set a rate for specific job roles to automatically calculate cost.
g. Revenue Tracking: It can track revenue for specific project and work.
2. Project Management:
Project Management is the category of features related specifically to managing
projects. In one way or another every features in project management software is somehow
indirectly related to project management. However, these are the features that directly
impact the category. Some project management software allows project managers to create
a hierarchy, including sub-projects, for breaking large projects into more manageable
chunks. The best project management software will allow users to create templates, which
can save a significant amount of setup when beginning a new project. These features are
undoubtedly valuable, but many companies score well in this area, so the category is not
quite important.
a. Calendar: A calendar is available to help you many important dates and
events.
b. Critical Path: The software calculated the earliest and; latest path to the end
of project.
c. Cross Project Decencies: You can set dependencies that spam across multiple
projects.
d. Issue Management: You can track issues submit bugs and view fixes in real
time.
e. Milestones: You can analyze, prioritize, and manage a list of projects in order
to achieve specific business objectives.
f. Project Hierarchy: You can organize a project be creating multiple levels of
sub-projects for better organization.
g. Project Templates: It an crate a template from a current project for future
use.
h. Project Timeline Roadmap: It can view the high level plan of a project,
including key milestones, in chronological order.
3. Reporting:
Reporting is everything to do with running reports related to the work being done in
project management software. There are a variety of different approaches to reporting that
are used. The bottom line of different things –some may use the reports for tracking
expenses and others may use them for looking at the time allocated for certain tasks. The
more options project management software offers the better. Reporting is what allows high
level individuals to see what they need to see. In many cases, reports drive the process of
managing projects. However reports may not be as necessary in cases where simple project
management software would be used.
a) Budget Reports: it can create reports to view budgets on different elements
of projects.
b) Client Reports: It can create reports exclusively for clients (For example for
HEC)

c) Custom Reports: It can generate customized reports based on the data
within your projects.
d) Email Reports: After running a report, it can email the results.
e) Executive Reports: It can create reports exclusively for executives.
f) Expenses Reports: It can create reports to view expenses.
g) Report Exporting: It can report / download reports into various file formats.
h) Resource Reports: it can create reports to view current resources and
resource allocation.
i) Tasks Reports: It can create and customize reports around tasks.
j) Time Reports: It can create reports to show the time allocated and /or spent
on certain tasks or projects.
k) User Reports: it can create and view profile on each user within your
projects.
4. Resource Management:
Resource management details all the tools the software provides to help project
managers keep tracks of resource allocation and permissions. Mangers can assign job roles
to all of their team members and dictate what they are allowed to access and what they are
not Resource load charts and calendar views are very helpful for determining who is
available and whether resources are being over or underused. This category is more
important to those interested in comprehensive project management software because
most of the simple products don’t offer extensive resource management.
a) Custom Work Calendars: it can customize the workdays and work hours for each
resource.
b) Events / Holidays: It can adjust the resource calendar to account for company
time off for special events or holidays.
c) Project Roles: It can assign a user or resource a specific predefined role for
different projects.
d) Resource Calendar Views: It can view your resource allocation on a calendar to
get an overview of resource usage.
e) Resource expectations: It can adjust the resource calendar to account for a
resource or team member’s time calendar to account for a resource team
member’s time off.
f) Resource Load Charts: It can get a real time view the workload and availability of
each resource.
g) Role Permissions: It can assign specific permissions to each predefined role that
you create.
h) User Groups: It can manage different users by adding them to specific groups.
i) User Level permissions: : It can set access and permissions on specific areas of
organization’s portfolios or projects based on user levels.
j) User Permissions: The administrator can determine the level of user access
within the project management software.
5. Task Management:
Task management is made up of every feature that enables a project manager to
create and manage tasks or action items. Project management software that offers task
dependencies subtasks and recurring tasks is going to score well in this category. It also

helps to be able to import tasks via Excel or CSV and assign multiple users to the same tasks.
For most, Task management is the cornerstone of project management. Just about
everything revolves around a group of tasks. Because of this, it is extremely important to
look closing at this category when selecting a project management solution.
a) Comment on Task: It can customize the fields related to a tasks, like the status,
to fit within your workflow.
b) Dependencies: It can dependencies (finish to start, finish to finish start to start,
start to finish) to indicate that a task relies on the status of a separate tasks to be
performed.
c) Important Tasks: It can import tasks in bulk to avoid manually creating individual
tasks.
d) Multi User Assigning: It can assign multiple users to one task.
e) Recurring Tasks: It can set a task to repeat at as specific time or date, if it occurs
on a regular basis.
f) Sub-Tasks / Hierarchy: it can create sub-tasks and a tasks hierarchy to manage
the smaller tasks that make up a larger tasks.
g) Task Duration: It can receive notifications about the status and progress of task.
h) Task Notifications: It can receive notifications about the status and progress of a
task.
i) Task Templates: It can save time by creating templates for common tasks for
later use.
j) Tasks Work Hours: It can set the amount of hours it will take to complete a task.
6. Email Integration:
Email integration is the ability to use the project management software with email.
This includes the options to receive automated progress reports and respond to comments
or discussions through email, without having to long into the system. Some project
management software even allows users to create tasks or add progress updates from their
email. For many, email is a way of life. Most are comfortable with email, and have grown
accustomed to it. For that reason alone, Email integration has the potential to reason alone.
Email integration has the potential to be a make-or-break category of features.
a) Automated Reporting: it can choose to receive automated email reports to track
the progress of projects.
b) Comments and Discussions: Comments and discussions can integrate with email,
either by default or as directed.
c) Create Tasks: It can create new tasks from your email.
d) Provide Progress Updates: A resource can provide progress updates on tasks
through email.
e) Receive Progress Updates: It can receive progress updates from resources via
email.
7. Scheduling:
Scheduling covers all of the features that allow project managers to schedule out
tasks, timelines and road maps. This includes the ability to set deadlines and view project
timelines in a Gantt Charts. For comprehensively Project Management scheduling is one of
the most important categories of all. Without these features, it’s very difficult to forecast,
estimate, and mange the time of resources (employees). The purpose of using simple

project management software on the other hand, is often to cut the headache of scheduling
and granular timelines, making these features less important for that type of project
management software.
a) Dead Lines: It can set deadlines on overall projects, sub- projects and tasks.
b) Gantt Charts: The software offers a Gantt charts to illustrate start and finish
sates as well as the summary elements of projects.
c) Virtual Assigning: It can assign a task to a temporary resource as a
placeholders to help determine resource needs for upcoming tasks.
8. Support:
Support covers all of the features the company offers to help interact with the user.
Having the ability to use live chat or speak to someone in the ability to use live chat or speak
to someone in person when there is a problem with the software is very important.
Additionally, companies that have a presence on social media will generally respond to
inquiries on those channels as well. The top project management software will have most or
all forms of support and be open to communication with their customers.
a) Email / Ticket: The software company has an email or ticket system dedicated to
support.
b) Live Chat: It can contact the software company for support through live chat.
c) Phone: It can contact the software company by phone to get support.
d) Social Media: It can contact the software company with question through social
media websites.
9. Team Collaboration:
Team Collaboration measures the features that allow a team to work together on
line within the project management software. Many products allow team members to stay
up to date through an activity stream displaying the recent activity on projects and tasks.
Others offer designated discussion sections, wikis, and shareable notes to facilitate group
communication and collaboration virtually, making strong collaboration tools like these a
necessity for any great project management software.
a) Activity Stream: The software has a stream of recent activities usually located in
the dashboard.
b) Discussions: It can collaborate with other team members using a designated
discussions area.
c) Notifications: Notifications for important updates are automatically sent to
resources, like being assigned a new task or removed from a task.
d) Private Messages: It can sent private messages to other users through the
software.
e) Sharable Notes: Team Members can create and share notes within a project.
f) White Boards / Wikis: It can create a document within the software used for
brainstorming and collaborating in real time.
10. Customization:
Customizations allow someone to control the look and feel of work areas within the
project Management software. For some, this is trivial for others, this makes a big
difference. This could mean anything from being able to upload a custom logo all the way to
completely customizing the structure and foundation of the dashboard or workspace. At the

end of the day, however, this is probably not something that will make or break a decision
to use project management software.
a) Additional Languages: The software is available in other languages besides English.
b) Custom Branding: It can customize the look and feel by changing colors and / or
adding a company logo.
c) Customizable Dashboard: it can customize the display and layout of your dashboard.
d) Customize Workspace: It can customize the display and layout of your work areas.
11. File Management:
File management hits on all of the features related to managing files and documents
within the project software. File management can easily be handled with a third-party
document management solution like Drop box or Google Drive. For many though, the ability
to manage file directly within the project management software they are using is important.
Oftentimes, there is a central file storage system within the software for this purpose. Team
members can then attach files to tasks or comment directly on the files themselves, so that
everything is conveniently located in one place. Sharing files is something that most groups
do n a daily basis, so it is important not to underestimate this category when choosing
project management software.
a) Attach Files of Tasks: It can attach files directly to a task.
b) File Comments: It can comment directly on an uploaded file.
c) File Organization: it can organize files within a central file strong location.
d) Multi File Upload: It can upload multiple files to the software at the same time.
e) Storage Space: it receives storage space as part of your package.
f) Third Party File Storage: it can store files by integrating with a third partly
application.
g) Version Control: multiple users may edit files simultaneously, with each version
being tracked and saved.
12. Integration:
Integration features help maximize a project management software’s functions.
Other tools or products, such as Microsoft Project, may integrate into a project
management software at a more customize able level. A basic level of integration is
importing and exporting data, while a more advanced, yet important feature for many
would allow the project manager to integrate into just about any tool out there. But
although these tools are undoubtedly useful, they shouldn’t be critical factors when
selecting project management software.
a) Application Programming Interface: The software has an application programming
interface.
b) Backups: It can back up all of the stored data.
c) Export CSV / Excel: It can export CSV and MS Excel files.
d) Import CSV / Excel: It can import CSV and MS Excel files.
e) MS Project: It can import and / or export files by integrating with MS Project.
13. Learning Materials:
It covers every feature that helps someone learn how to use project management
software.

a) Help Articles: A set of detailed articles is available to help the user to learn and
understand the software.
b) User Guide: A user guide is available to help you learn and understand the software.
c) Video Tutorial: Video tutorial are available to help you learn and understand the
software.
d) Webinars: Webinars are available to help u=you learn and understand the software.
14. Mobile:
Mobile is straightforward category that digs into how well a project management
software works for mobile devices. Project management software that has an Android App,
iPhone App, iPad App and also has a mobile website version would score high in the Mobile
Category.
a) Android App: It can download a native Android Application of the application
software.
b) iPad App: It can download a native iPad application of the software.
c) iPhone App: It can download a native iPhone application of the software.
d) Mobile Website: It can access a dedicated mobile version of the website on your
Smartphone.
15. Third-Party Integration:
Third party integrations cover features that enable the user to integrate the project
management software with third party services. We focus more on commonly used tools
that would go hand-in hand with working on projects, such as Google Apps, Sales force, and
some of the popular documents management products. Third party Integration may be
important for some, but as a whole, this category is less important because the integration
that matters is very different from person to person.
a) Box: The software can integrate with Box.
b) Drop box: The software can integrate with Drop Box.
c) Google Apps: The Software can integrate with Google Apps.
d) iCal: The software can integrate with MS Office.
e) MS Office: The software can integrate with MS office.
f) MS Outlook: The software can integrate with MS outlook.
16. Time Management:
Time management features allows a manger to tasks and projects. Some of the
features offered by most Project Management softwares in terms of time management
would be the ability to log time spent on a track, and a built-in time clock for more accurate
time tracking. Project Management software that really exceeds in this area will also allow
mangers to approve tracked time submitted by resources. For basic, simple management
software, time management may not be critical. For comprehensive project management
software however time management would be very important.
a) Time Approvals: A manger can approve tracked time submitted by a resource.
b) Time Clock: It can start and stop a built-in clock to accurately track your time on a
task.
c) Time Tracking: Users are able to track and log time as a given task.
Other Suggestions to improve Organizational efficiency:

With a view to the business objectives of the International Center for chemical And
Biological Center (ICCBS) the following steps must be taken by the top management in order
to achieve its corporate goals and through this they can achieve their financial autonomy
and can raise funds for their future projects:
• Development of Centralized Marketing Department:
A comprehensive and well equipped Marketing Department must be established and
all marketing activities related to the corporate objectives of all the allied institutions of the
ICCBS must be carried out by them. They will make sure that the organization’s social and
socio-economic objectives will be achieved through aligning all the resources in the right
direction.
The Financial targets must be set for all the strategic units of the organization and
they will be responsible to support them for the accomplishment of their financial goals.
They will also be responsible to create value to their customers through identify their needs
and satisfy them accordingly.
• Centralized Human Resource Department:
For the attainment of organizations’ goals the Human Resource Department
(Previously called the Personnel Department) plays pivotal role. Now a day’s human
resource of any organization has been consider the key resource for an organization’s
growth. So in a view to that this resource must be utilized in an effective and efficient
manner to achieve maximum output for the organization a centralized Human Resource
Department must be established by the ICCBS, and they will be responsible to carry out
following activities for all the allied institutions of the ICCBS:
• Human Resource Planning:
The HR Department will be responsible to carry manpower planning in order to
identify the needs of the human resource in the organization.
• Recruitment and Selection:
They must make sure the right person will be higher for the right job.
• Managing Compensation & Benefits:
Manage the employee’s compensation and benefits. Specially the performance base
compensation scheme for the employees to increase their output.
• Managing Performance Appraisals:
They will be responsible to develop and manage performance appraisal system in
the organization.
• Training & Development:
They will be responsible to manage employee training and development programs
through identification of the areas in which these are required.
Glossary of Terms:

HEJRIC : Hussein Ebrahim Jamal Research Institute of Chemistry
TWC: Third World Center Laboratory Complex
LEJNSC: Latif Ebrahim Jamal National Science Information Center
IAC: Industrial Analytical Center
BTP Biotechnology Park
ILTP Industrial Linkages-Technology Parks and Technology
IRC Incubators Research Center
PCMD Dr. Panjwani’s Center for Molecular Medicine and Drug Research
Genome Center Jamil-ur-Rahman Center for Genome Research /
CBSBR Center for Bioequivalence Studies and Bioassay Research
Diagnostic Center Diagnostic and Clinical Research Facility
IRCTRD International Research Center for Tropical and Regional Diseases
ARF Animal Research Facility
HEC Higher Education Commission
PMBOK Project Management Body of Knowledge
PRINCE Projects in Controlled Environment

Internship Report 2015 (Summer Internship-2015 at ICCBS)

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