FORM 2
THE PATENTS ACT, 1970 (39 of 1970) &
THE PATENTS RULES, 2003
COMPLETE SPECIFICATION
(See section 10, rule 13)
/. Title of the invention: PROJECT MANAGEMENT SYSTEM
2. Applicant(s)
NAME I NATIONALITY I ADDRESS
TATA CONSULTANCY Indian Nirmal Building, 9th Floor, Nariman Point,
SERVICES LIMITED | | Mumbai, Maharashtra 400021, India
3. Preamble to the description
COMPLETE SPECIFICATION
The following specification particularly describes the invention and the manner in which it
I is to be performed.

TECHNICAL FIELD
The present subject matter, in general, relates to project management, and in particular, to a system and method of project management in an organization.
BACKGROUND
Organizations usually classify their business related activities into various projects. A project may be defined as a collection of activities and tasks designed to achieve a specific goal of an organization, with pre-defined performance or quality requirements, while meeting time and cost constraints.
Every project has a requirement of human resource, which varies according to the nature and complexity of the project. In order to successfully complete a project within the allocated time period and budget while meeting pre-defined quality requirements, a number of employees having varied skill sets, experience, proficiency levels, etc., may be required. Apart from this, there may be other factors also, which may affect the end result of the project, for example, educational qualifications of the employees involved in the project, their past roles, proficiency levels, and the types of projects they have worked upon.
Generally, multiple projects run simultaneously in an organization. The multiple projects may be at varied stages of completion at a particular time and may have varied priority levels and requirements. In such cases, a new project may not always be allocated the human resource according to the desired requirements. For example, there may be an unavailability of employees with the required skill set, experience, proficiency level, etc., as those employees might be engaged in some other ongoing project. This may become a major hindrance in the completion of the new project within the stipulated time period.
Projects missing deadlines may very well overshoot the budget and incur losses for the organization. This will also leave the clients dissatisfied and mar the reputation of the organization.

SUMMARY
This summary is provided to introducf concepts related to project management in an organization and the concepts are further described below in the detailed description. This summary is neither intended to identify essential features of the claimed subject matter nor is it intended for use in determining or limiting the scope of the claimed subject matter.
In one embodiment, the method for project management in an organization comprises computing an evaluated team staffing index for a project on completion of a phase of the project based on performance measurement parameters, wherein the performance measurement parameters are indicative of the performance of at least one employee involved in the phase of the project. The method further includes determining a deviation index indicative of the difference between an allocated team staffing index and the evaluated team staffing index of the project and generating a revised team staffing index for a subsequent phase of the project based in part on the deviation index and the evaluated team staffing index.
BRIEF DESCRIPTION OF DRAWINGS
The detailed description is described with reference to the accompanying figures. In the figures, the left-most digit(s) of a reference number identifies the figure in which the reference number first appears. The same numbers are used throughout the drawings to reference like features and components.
Fig. 1 illustrates an exemplary network environment implementing a project management system, according to an embodiment of the present subject matter.
Fig. 2 illustrates the exemplary components of the project management system, according to an embodiment of the present subject matter.
Fig. 3 illustrates an exemplary method of project management, according to an embodiment of the present subject niat?i

DETAILED DESCRIPTION
Systems and methods for project management in an organization are described herein. The systems and methods can be implemented in a variety of computing systems or devices. The computing systems or devices that can implement the described method(s) include, but are not limited to. desktop computer;, hand-held devices, laptops or other portable computers, mobile phones, landline phones, and the like.
Generally, in an organization, a project is allocated to a project manager. Based on the project manager's understanding of the specification and requirements of the project, the project manager usually sends a request to the human resource division or the resource management division for allocation of human resource so as to form a project team. In such a conventional approach there is a human perception factor involved in understanding the specifications and requirements of a project, i.e. different project managers may request different human resource requirement for the same project. Thus, the success of the project is dependent on the skills of the project manager, i.e. an individual. Further, such an approach lacks transparency as the management of the organization has limited details or criteria to evaluate the project manager's decisions. For the successful completion of the project it is important to optimize the resource allocation as over allocation of resources may cause losses due to higher expenses incurred, whereas under allocation may result in failure of the project.
Additionally the requirements and the various parameters like human resource associated with the project may change dynamically. Hence, a lot of man hours is lost in monitoring and analyzing the changes, planning remedial action(s) for the same, coordinating and communicating with various departments like human resource department, accounts department, etc., for implementing the remedial action(s), etc. In absence of a system to assist the project manager, the aforementioned issues may result in increased costs and may cause the project to miss deadlines.
To understand the conventional approach of project management, the instance of a software project in an information technology industry may be considered. A project may be divided into one or more phases, where every phase targets to complete a part of the project. Depending on the complexity wd nature of work involved in these phases, each

phase may have different human resource requirement. For example, to develop a web application, experienced database administrators, senior system administrators, etc., may be deployed for planning and implementing, the framework, making the blueprint of various modules, designing an optimal database structure, etc., whereas in the intermediate stage like in developing user interface, Hyper Text Markup Language (HTML) programmers, multimedia programmers, etc., may be deputed, and towards the completion, validation and quality testers may be deployed to test the developed web application and to diagnose bugs, if any.
Based on these details. the project manager prepares a projected set of requirements for each of the phases of the project and sends a request for allocation of the same. The projected set of requirements is usually the distribution of employees having varied skill set, proficiency level, experience, etc.
The projected set of requirements is usually sent to the human resource department of the organization for allocation of a project team for the project. The human resource department typically maintains record of skill set of all the employees in the organization as well as the details regarding the current engagement of the employees. The human resource department tries to allocate resources by matching the skill of the employees and the skills mentioned in the projected set of requirements specified by the project manager. However, the projected set of requirements may not be allocated to the project manager, due to prior engagement of employees, involvement in simultaneous projects of the organization, cost constraints etc. Hence, the allocation may be done by the human resource department, in one example based on the availability of the resources and there might be a difference in the requested and the allocated human resource.
Usually each of the allocated employees has an expected performance level based on his skill set, proficiency level, experience, past projects, certifications, educational qualifications, etc., identified in the records maintained by the human resource department. However, while actually deputed on a project an employee may perform above or below his expected performance level, thus changing the planned path of the completion of the project.

In the absence of proper project management tool, the project usually deviates from its planned path leading to missing of deadlines, overshooting the allocated budget, inferior work quality, etc., which in turn may result in dissatisfaction of the client and the organization may incur losses. Also, it is difficult to monitor and keep track of the changing parameters, such as employee's performance level, availability of required employees to be deputed on the project, which affect the progress of the project. Further, during the implementation of the project, various inter departmental communication and coordination may be required, which are usually time consuming, thus resulting in increased delays and costs. This may make monitoring of a project a difficult and complicated task.
To this end, methods and systems of project management are described herein. In one embodiment, the project management system optimizes resource allocation for each phase of a project based on the changing dynamics like performance level of employees, etc. Further, the project management system integrates the functionalities of multiple departments of an organization in a single system, thus reducing time spent on inter departmental communication and coordination. Hence, the project management system helps to complete a project within the constraints of time and resources resulting in increased profits, client satisfaction, employee satisfaction, etc.
In one implementation, to initiate a new project, the project management system may be provided with details like start and end date, allocated budget, domain, technical specifications and other logistics agreed upon between organization and the client. Based on the submitted details, the project management system queries a project repository associated with the project management .system and generates a projected team staffing index required to be allocated so as to successfully complete the project in time and within the allocated budget. A team staffing index refers to a distribution of employees based on their skill set, domain expertise, proficiency level, etc. required for the project.
For example, if an organization categorizes web application developers in categories of beginner, intermediate, and expert, then one example of a team staffing index may be five beginners, three intermediates, and two experts taking proficiency in web application as a skill set/parameter. The project management system also facilitates the project

manager to modify the projected team staffing index. Herein the project manager may use a projected team staffing index as determined by him based on his understanding of the project or he may modify the projected team staffing index generated by the system for various reasons such as requests from clients, etc.
Additionally, the project management system may also generate a timeline for the project. In one example, the project management system divides the project into one or more phases and assigns a targeted complete date, i.e. deadline, for each of the phases. The project management system also provides the option of modifying the generated timeline of the project. Based on the timeline, at the end of each phase, the project manager may provide details like specifications, etc., of the next phase of the project. The projected team staffing index for the next phase of the project may be generated or revised based on pre-defined parameters like progress of the project, expenses incurred till the completion of current phase, performance of the currently allocated employees, etc.
In one implementation, the project management system includes a resource management module configured to receive the projected team staffing index required to start the project. In one implementation the resource management module is handled by the human resource division or the resource management division of an organization. The resource management module is interfaced with employee engagement data and employee proficiency data. The employee engagement data includes details regarding an employee like currently allocated projects, current location and allocation details like current role, responsibilities, billing rate, etc. The employee proficiency data includes details like educational qualification, specialization, skill set, experience, past projects, domain expertise, proficiency level, past performance, billing rate, etc. For example, the employee proficiency data may state that employee X has proficiency level 1 in JAVA, proficiency level 3 in PERL, proficiency level 3 in C++, etc. The employee proficiency data may be populated taking into account various factors such as assessment in previous projects, feedback from previous supervisors, certifications, experience, trainings attended, etc. Additionally the project management system may also store personal details, identification number, personal preferences, etc. of the employee in an employee details database.

Based on the projected team index, the resource management module allocates a team to a project after matching the skill' set, proficiency level, experience, etc. from the employee proficiency data, and checking the availability of the employees from the employee engagement data. The project management system generates an allocated team staffing index of the allocated employees. The allocated employees usually are of different domains, skill set, experience, proficiency levels, etc.
In one example, the allocation rules may be based on a variety of parameters like educational qualification, specialization, skill set. experience, proficiency level, past performance, past projects, currently allocated projects, current location and allocation details, personal preferences, etc. Additionally, each of the parameters may be given different weightage as per organizational rules and regulations. For example, an organization may give equal weightage to all the parameters, whereas another organization can give 40% weightage to proficiency level and divide the retraining 60 % among the other parameters equally. However, it might not always be possible to allocate a team having team staffing index as per the projected team staffing index due to a variety of reasons, like unavailability of employees or engagement of employees in another project, location and cost constraints, etc. Hence, there may be a difference between the projected team staffing index and the allocated team staffing index. In one embodiment, the resource management module also determines a deviation index indicative of the deviation of the allocated team staffing index from projected team staffing index requirement based on various parameters like average experience, average skill set, average proficiency level, etc.
On completion of a phase of the project, an employee evaluation module analyzes and assesses the performance of the employees deputed on the project based on various pre-defined performance measurement factors like number of meetings attended, lines of quality code written, feedback from project manager and/or supervisors, etc. Upon assessing the performance of the allocated employees, the employee evaluation module generates an employee performance report. The employee performance report generated by the employee evaluation module is usually in form of a rating on a pre-defined scale and is used to determine the evaluated team staffing index. However, in other examples, the employee performance report generated may be in other forms such as a performance graph,

tabular form, etc., as per organizational needs. The employee performance report indicates the actual performance of the employees with respect to the expected performance of the employee. Thus, there may be cases wfie.'e certain employees may have performed at a level exceeding their expected performance level whereas certain employees may have performed below their expected level of performance.
For example, say an employee may be assessed based on their proficiency level on a scale of 10 as PI, P2, and so on till P10. An employee X, is deputed on a project with a rating of P5 and another employee Y is deputed on the project with a rating P9. On completion of the first phase of the project, the employee performance report reveals that the employee X has performed as expected from an employee with proficiency levei as P7, whereas the performance of employee Y is as expected from an employee with proficiency level as P8. Thus, it is seen that the evaluated team staffing index differs in composition from the allocated team staffing index. Based on the evaluated team staffing index, the project management system revises the projected team staffing index for the subsequent phase of the project. Moreover, the evaluated team spiffing index may also be used to update the employee proficiency data.
The above steps of generation of projected team staffing index, allocated team staffing index, evaluated team staffing index may be repeated till the completion of the project. In one embodiment, on the completion of the project, the project auditing module evaluates and analyses the project. Further, the project audit module may perform additional functions like billing the project to the client, calculating revenue generated by taking into account the billing rate of the allocated employees, generating audit report(s) of the project, etc.
Thus, the project management system optimizes resource allocation to a project based on the changing dynamics so as to complete the project within the constraints of time and budget resulting in increased profits, client satisfaction, employee satisfaction, etc. The project management system may be implemented in a single computing system including all the modules and data or may be accesable over a network with requisite data and modules distributed over multiple computing systems.

While aspects of the described systems and methods for project management can be implemented in any number of different computing systems, environments, and/or configurations, embodiments for the project management system are described in the context of the following exemplary system(s) and method(s).
Fig. 1 shows an exemplify network environment 100 implementing a project management system 102 to evaluate and manage projects in an organization, according to an embodiment of the present subject matter. The project management system 102 may be implemented in a variety of computing systems, such as a laptop computer, a desktop computer, a notebook, a workstation, a mainframe computer, a server, a network server and the like. In one implementation, the project management system 102 is configured to implement project management processes such as a project staffing process that may also involve other processes such as an employee performance evaluation process, a project auditing process, etc. The project management system 102 communicates, with a plurality of client devices 104-1, 104-2... 104-N, hereinafter collectively referred to as client devices 104, through a network 106. The client devices 104 may include, without limitation, desktop computers, hand-held devices, laptops or other portable computers, network computers, mobile phones, multi-media enabled phones or smart phones, and the like.
The network 106 may be ^ wireless aotwork, wired network or a combination thereof. The network 106 can be implemented as one of the different types of networks, such as intranet, local area network (LAN), wide area network (WAN), the internet,and such. The network 106 may either be a dedicated network or a shared network, which represents an association of the different types of networks that use a variety of protocols, for example. Hypertext Transfer Protocol (HTTP), Transmission Control Protocol/Internet Protocol (TCP/IP), Wireless Application Protocol (WAP), to communicate with each other. Further, the network 106 may include a variety of network devices, including routers, bridges, servers, computing devices, storage devices.
In one embodiment, the project management system 102, receives the specifications of one or more phase(s) of a new project from a user, for example be a project manager, and is configured to generate a projected team staffing index for each of the one or more phase(s) of the new project. In (/her embodiments, the phases of a project may be

defined by the project management system 102 based on various parameters such as complexity of project, volume of work, related technology, platform, etc. The project management system 102 also provides the user to modify the generated projected team staffing index as per as his understanding of the specifications of the project. In one implementation, the project management system 102 may include a component like a Graphical User Interface (GUI), to facilitate user interaction. User interaction may be facilitated through hardware elements, software tools or a combination of hardware and software.
The project management system 102 is further configured to allocate a team for the project, referred to as the allocated team staffing index based on at least one allocation rules, availability of employees, etc. Allocation of the team for the project is done, amongst other things, in accordance with the projected team staffing index. For example, a the project management system 102 may have an associated database or may be interfaced with an external database from which the project management system 102 may retrieve suitable employees based on various parameters such as proficiency level, experience, domain, skill set, previous projects, previous roles, availability of the employees, billing rates, etc. However, allocation of employees in accordance with the projected team staffing index may not always be feasible because of unavailability of employees, priority of other concurrent projects of the organization, etc. Thus. the allocated team staffing index may differ from the projected team staffing index. In one example, the project management system 102 determines a deviation index indicative of the extent of deviation of the allocated team staffing index from the projected team staffing index based on various pre-defined parameters such as average experience level, average proficiency level, etc.
In said implementation, at the completion of each phase of the project, the project management system 102 is configured to evaluate the performance of each of the employees of the team allocated for the project based on pre-defined performance measurement factors and generates an evaluated team staffing index. The evaluated team staffing index may vary from the allocated team staffing index as some of the employees may have performed above or below their expected performance level. It will be understood that, in case all the allocated employees perform as per their expected performance level, then the

evaluated tearn staffing index would be identical/same as that of the allocated team staffing index.
Based on evaluated team staffing index, the project management system 102 determines the projected team staffing index for the next phase of the project and the same steps of allocation and evaluation can be repeated till the completion of the project. However, it will be understood that projected, allocated, evaluated team staffing index may be determined after any predetermined number of phases or in a specific pattern or on demand. On completion of the project, the project management system 102 generates one or more audit report(s) which may be saved for future reference. Additionally the project management system 102 may also be configured to generate invoices for billing a client for the project based on the audit report(s).
Fig. 2 illustrates exemplary components of the project management system 102, according to an embodiment of the present subject matter. In the said embodiment, the project management system 102 includes one or more processor(s) 202, a memory 206 coupled to the one or more processor(s) 202, input output interfaces 204, henceforth referred to as I/O interfaces, to facilitate user interaction and communication with external network(s), peripheral(s), device(s), system(s), etc.
The processor 202 can be implemented as one or more microprocessors, microcomputers, microcontrollers, digital signal processors, central processing units, state machines, logic circuitries, or any devices that manipulate signals based on operational instructions. Among other capabilities, the processor 202 can be configured to fetch and execute computer-readable instructions and data stored in the memory 206.
The memory 206 car inc' ideany computer-readable medium known in the art including, for example, volatile memory (e.g., RAM) and/or non-volatile memory (e.g., flash, etc.). The memory 206 includes module(s) 208 and data 210. The module(s) 208 usually includes routines, programs, objects, components, data structure, etc., that perform particular task or implement particular abstract data types.
In one embodiment of the project management system 102, the module(s) 208 include a project staffing index module 214, a resource management module 216, an employee evaluation module 218, and a project auditing module 220. Further, the project

management system 102 may include other module(s) 212 to provide additional functionalities and utilities. The other module(s) 212 may include programs or coded instructions that supplement applications and functions of the project management system 102. The data 210 includes a project repository 222 and employee details data 223. In one implementation the employee details data 223 includes employee engagement data 224, and employee proficiency data 226. Further, the project management system 102 may have other data 228 for performing other functions, etc.
The project repository 222 stores the details of the projects previously completed by the various teams in the organization. The employee engagement data 224 includes details regarding an employee like current project allotted, current location, allocation details, etc. The employee proficiency data 226 includes details like skill set, educational qualification, specializauiv. domain expertise, proficiency level, past projects, past roles, past performance, pre-defined thing rate, etc. Additionally, the employee details data 223 also includes other information regarding the employees such as personal details, identification number, personal preferences, etc.
In one implementation, the project staffing index module 214 receives the specifications of a new project. The project staffing index module 214 fetches similar or related projects from the project repository 214, analyses the fetched result based on parameters like platform used, related technology, domain of the project, etc. and determines a projected team staffing index for the successful completion of the new project.
For example, consider an organization having a project, referred to as Project-A. to develop a Java application. For ease of explanation, consider that the project staffing index module 214 takes into account one proficiency level, i.e. coding capability in Java, and that the project is divided into two phases. However, it will be appreciated, that the project staffing index module 214 may cont/er multiple proficiency levels and a project may comprise multiple phases. Additionally the project management system 102 may also take into consideration various other settings like cost of the project, billing rate of employees of varied proficiency level, priority of the project, etc. It is considered that for the Project A, the project staffing index module 214 may determine the project team to be of twenty employees having team staffing index to be seven P2. six P4, four P6, two PS and one P10 employees on

the basis of details regarding similar projects previous competed in the organization. However, based on the specifications of' the first phase of the project, the project staffing index module determines the projected team staffing index for the first phase of the Project A to be four P2, three P4, two P6, two P8 and one P10 employees, with eight employees to be additionally deputed for the next phase. In other examples, the project manager may override or modify the projected team staffing index generated by the project staffing index module 214. In yet another implementation, the staffing index module 214 may be provided a user defined team staffing index based on the user's understanding and analysis of the new project.
Upon receiving the projected team staffing index, the resource management module 216 allocates a team in accordance with the projected team staffing index generated by the project staffing index module 214 by matching various parameters like domain, skill set, proficiency level, educational qualification, availability, etc. Alternatively the project staffing index module may give different weightage to each of the different parameters based on pre-configured rules.
For the purpose of allocation, the resource management module 216 may be configured to fetch data from the employee engagement data 224 and the employee proficiency data 226 and allocates a project team for the new project. The allocated team staffing index may not be same as the projected one but an optimized match. This is because resources may not be available for allocation due to involvement of employees in other concurrent projects or activities of the organization.
In one embodiment, the resource management module 216 may be operated in various modes like in an employee focus mode, a project focus mode, or a balanced mode. In the employee focus mode, employees' personal preferences are given prime importance and in the project focus mode the domain and skill set are given more importance, while in the balanced mode there is a trade-off between the employee focus mode and the project focus mode.
The allocation rules oe based on a variety of parameters like educational qualification, specialization, skill set, exprience, proficiency level, past performance, past and current project of the employee, current location and allocation details, personal preferences, etc of the employees. Additionally, each of the parameters may be given different

weightage as per organizational rules and regulations. The allocated team staffing index may differ from the projected team staffing index because of the reasons mentioned above.
Considering the example, regarding team allocation for the project A, the resource management module 216 may allocate, due to unavailability of employees of the required proficiency level a team having a first allocated team staffing index as six P2, three P4, one P6, one, P8 and one P10 employees against the projected team staffing index of four P2, three P4, two P6, two P8 and one P10 employees for the first phase of the project.
In one implementation, the resource management module 216 calculates the deviation index indicative of the deviation of the allocated team staffing index from the projected team staffing index based on various parameters like average experience level, average skill-set. average domain expertise, average proficiency level, etc. Subsequently, based on the allocated team staffing index, allocated team members are deployed on the project. On completion of a phase, for example, a first phase of the project, the employee evaluation module 218 evaluates the performance of each of the employees allocated to the project based on the pre-defined performance factors, such as, number of lines of quality code written, number of meetings attended,' number of quality norms adhered to, number of modules involved in, feedback provided by superiors, etc, and generates an employee performance report. The employee performance report may be represented as a numerical score, a grade, a graph, tabular data, etc. The employee evaluation module 218 also determines a deviation index indicative of the deviation of the performance of an employee from his expected performance level and generates the evaluated team staffing index. The expected performance level may be based on various factors like educational background, certifications, previous projects involved in, previous roles played, work-experience, domain expertise, skill-set, etc. However, an employee may perform above or below his expected performance level. As for example in the case of Project A, say, the evaluated team staffing index comes out to be seven P2, two P4, two P6, zero P8, and one P10 employees as one of the P4 employees did the work expected of a P2 employee and the P8 employee did the work expected of a P6 employee.
Based on the employee per rformance report, the project staffing index module 214 generates a second projected team staffing index of the employees to be deputed in next

phase of the project, for example, a second phase of the project. For example, in the case of Project A, the project staffing index module 214 generates the second projected team staffing index to be of zero P2, four P4, two P6, two P8 and zero P10 employees, which is obtained by deducting the evaluated team staffing index from the projected staff index. This differs from the initial projected team staffing index for the second phase of the Project A which was one P2, three P4, three P67 one P8 and zerc r']0 employees, obtained by deducting the allocated team staffing index from the projected team staffing index.
Thus, the employee evaluation module 218 takes into consideration the dynamically changing performance level of the employees deputed on a project and modifies the projected learn staffing index for the next phase of the project accordingly. Jn one implementation, upon competition of each phase of the project, the project auditing module 220 analyses the project and generates audit reports indicating various features, characteristics, challenges of the project, like expenditure incurred, technical problems solved, errors debugged, etc, till the completion of the current phase of the project, progress of the project, etc.
Usually, every project has an allocated budget based on complexity of the project, volume of work to be done, time schedule in which the project has to be completed, etc., and additionally every employee has a different billing rate based on various factors like skill-set, domain expertise, proficiency' level, educational background, experience level, etc. Therefore the audit reports may be indicative of the expenditure incurred in a particular phase of the project. In one implementation, project management system 102, the project staffing index module 214 and the resource management module 216 receive the audit report generated by the project auditing module 220 as parameter(s) while determining projected team staffing index and deputing employees for the project. The audit report(s) generated by the project auditing module 220 facilitates the project management system 102 in generating projected team staffing index and deputing employees in a manner so as to complete the project within the allocated budget.
Further, on completion of the project, the project auditing module 220 may generate reports and data which may be stored in the project repository 222 for future reference, for example, project staffing index module 214 may use it to generate projected

team staffing index of future projects of the organization Additionally the project auditing module 220 may also bill the client on completion of the project.
It will be appreciated that though the project management system 102 has been depicted as a single system, the different modules and data may be distributed over multiple computing systems located at the same place or at different geographical locations, and connected with each other through a network.
Fig. 3 illustrates an exemplary method 300 for managing a project in an organization, according to an embodiment of the present subject matter. The method 300 may be described in the general context of computer executable instructions. Generally, computer executable instructions can include routines, programs, objects, components, data structures, procedures, modules, functions, etc., that perform particular functions or implement particular abstract data types. The method 300 may also be practiced in a distributed computing environment where functions are performed by remote processing devices that are linked through a communications network. In a distributed computing environment, computer executable instructions may be located in both local and remote computer storage media, including memory storage devices.
The order in which the method 300 is described is not intended to be construed as a limitation, and any number of the described method blocks can be combined in any order to implement the method 300, or an alternative method. Additionally, individual blocks may be deleted from the method 300 without departing from the spirit and scope of the subject matter described herein. Furthermore. the method 300 can be implemented in any suitable hardware, software, firmware, or combination thereof. The method 300 is presently provided project management in an organization.
At block 302, specifications and requirements of a project are received. The specifications and the requirements may be provided by a user, such as a project manager. For example, the specifications and requirements are provided to a project staffing index module 214 of the project management system 102 using the client devices 104. Further, an interaction tool like GUI may be included with the project management system 102 so as to facilitate user interaction. In one implementation, the project staffing index module 214 fetches data of similar or related projects from the project repository 222.

At block 306, a projected team staffing index based on the specifications and the requirements of the project is generated for successful completion of the project within the constraints of time and resources. In one example, the projected staff index may be generated by the project staffing index module 214 based on the project requirements and specifications. In another example, a system generated staff index may be modified by the user to arrive at the projected staff index. In one more example, the projected staff index may be defined by the user who may determine the projected staff index according to his perception.
The resource management module 216 fetches data from the employee engagement data 224 and the employee proficiency data 226 and attempts to allocate the team for the project in accordance with the projected team staffing index. As illustrated at block 308, the allocation of employees, forrning the team for the project, is done by applying predefined allocation rules of the organization. Alternatively, a user such as resource management personnel of the organization may modify the allocation done by the resource management module 216 and form the team for the project according to his understanding. The team staffing index of the allocated employees is referred to as allocated team staffing index.
As mentioned before, the allocated team staffing index may vary from the projected team staffing index. At block 310, a deviation of the allocated team staffing index from the projected team staffing index is determined based on various parameters such as average experience, average proficiency level, etc.
In one implementation, at the end of each phase of the project the employee evaluation module 218 measures the performance of each of the employees deputed on the project based on pre-determined parameter*; to generate an employee performance report as illustrated at block 312.
The performance of an employee during the phase of the project may differ from his expected level of performance. The employee evaluation module 218 determines the evaluated team staffing index for the project as shown in block 314. The evaluated team staffing index may vary from the allocated team staffing index as employees may perform below or above their expected levels.

The project auditing module 220 evaluates the progress of the project 316. At block 318, it is determined whether the project is complete or not, for example, the project auditing module 220 determines that the project is complete.. If the project is not complete, the project staffing index module 214 generates a revised team staffing index requirement for a next phase of the project as shown at block 320. At block 322, organizational rules and policies are implemented to allocate a team for the next phase of the project. The steps described in block 312, 314, 316 are then repeated. However, if at block 318 it is determined that the project is complete, the project is audited as illustrated at block 324..
In one implementation, on completion of the project, the project auditing module 220 audits the project and generates report(s), which may be stored in the project repository 222 for future reference. Additionally the project auditing module 220 may bill the client for the project either on compi'.tion of one or more phases of the project or on completion of all the phases of the project.
Thus, the project management system 102 and a method implemented thereon optimizes resource allocation to each phase of a project based on the changing dynamics so as to complete the project within the constraints of time and budget resulting in increased profits, client satisfaction, employee satisfaction, etc

lAVe Claim:
1. A computer implemented method comprisin;
computing an evaluated team staffing index for a project on completion of a phase of the project based on performance measurement parameters, wherein the performance measurement parameters are indicative of the performance of at least one employee involved in the phase of the project;
determining a deviation index indicative of the difference between the evaluated team staffing index and an allocated team staffing index of the project; and
generating a revised team staffing index for a subsequent phase of the project based in part on the deviation index and the projected team staffing index.
2. The method as claimed in claim 1, wherein the method further comprises;
receiving at least one of requirements and specification of the project; and applying at least one allocation rule to determine a projected team staffing
index for the project based in on at least requirements and specification of the
project.
3. The method as claimed in claim 2, wherein the at least one allocation rule is based on at least one of educational qualification, specialization, skill set, experience, proficiency level, past performance, past and current project, current location, work allocation details and personal preferences pertaining to the at least one employee.
4. The method as claimed in claim 1, the method comprising:
auditing the project on completion of the project; and
updating at least one of a skill set, experience, proficiency level, past performance associated with the at least one employee based on the auditing.
5. The method as claimed in clap;. . wherein "i.e determination of the deviation index is
based on at least one of an average experience level, average skill-set, average domain
expertise, average proficiency level of the at least one employee.

6. The method as claimed in claim I, wherein the determination of the deviation index is computed based on the difference in performance of the at least one employee in the phase of the project and a past performance data associated with the at least one employee.
7. The method as claimed in claim 1, wherein the performance measurement parameters comprises at least one of a number of lines of quality code written, number of meetings attended, number of quality norms adhered to, number of modules involved in, feedback provided by a superior.
8. The method as claimed in claim 7, wherein an weightage parameter is assigned to at least one of the performance measurement parameters, wherein the weightage parameter is indicative of the importance of the at least one performance measurement parameter.
9. A system (102) comprising:
a processor (202); and
a memory (206) coupled to the processor (202), the memory (206) comprising:
an employee evaluation module (218) configured to compute an evaluated team staffing index for a project on completion of a phase of a project based on performance measurement parameters associated with at least one employee engaged in the project;
a resource management module (216) configured to determine a deviation index for the project, wherein the deviation index is indicative of the difference between an allocated team staffing index and the evaluated team staffing index; and
a project staffing index module (214) configured to generate a revised team staffing index for a subsequent phase of the project based in part on the deviation index and the evaluated team staffing index.

10. The system (102) as claimed in claim 9, wherein the project staffing index module (214) is further configured to generate a projected team staffing index based in part on requirements and specification of the project and at least one allocation rule.
11. The system (102) as claimed in claim 9, wherein the resource management module (216) is further configured to compute the allocated team staffing index of the project based in part on at least one of & focus mode, a project focus mode, and a balanced mode corresponding to the at least one employee.
12. The system (102) as claimed in claim 11 wherein the resource management module (216) is further configured to retrieve at least one of a skill set, educational qualification, specialization, domain expertise, proficiency level, past projects, past roles, past performance and pre-defined billing rate pertaining to the at least one employee from employee proficiency data 226.
13. The system (102) as claimed in claim 9, wherein the resource management module (216) is further configured to compute an expected performance level of the at least one employee based on at least one of an educational background, certifications, previous projects involved in. previous roles played, work-experience, domain expertise and skill-set associated with the employee.
14. The system (102) as claimed in claim 9, wherein the system (102) further comprises a project repository (222) storing the employee details associated with the at least one employee, wherein the employee details comprises one or more of a previously completed project of an organization, at least one of a platform relating to the previously completed project, technology and domain relating to the previously completed project.
15. A computer-readable medium having embodied thereon a computer program for executing a method comprising:

computing an evaluated team staffing index for a project on completion of a phase of the project based on performance measurement parameters, wherein the performance measurement parameters are indicative of the performance of at least one employee involved in the phase of the project;
determining a deviation index indicative of the difference between an allocated team staffing index and the evaluated team staffing index of the project; and
generating a revised team staffing index for a subsequent phase of the project based in part on the deviation index and the evaluated team staffing index.