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Q1. Describe the CPM model. Briefly explain
Ans. Network analysis technique used in complex project plans with a large number
of activities. CPM diagrams
(1) all activities,
(2) time required for their completion,
(3) and how each activity is related to the previous and next activity.
A sequence of activities is called a 'path,' and the longest-path in the diagram is the
critical path. It is 'critical' because all activities on it must be completed in the
designated time, otherwise the whole project will be delayed. Also called critical
path analysis or critical path methodology.
PERT/Cost Systems-The traditional cost variance analysis alone is insufficient for
evaluating performance; information also is needed on work progress. Earlyattempts to correct for this using PERT/CPM went to the opposite extreme by
ignoring costs and focusing entirely on work progress. If PERT/CPM users wanted to
integrate cost control with network planning methods they had to develop their own
system. In 1962 the U.S government developed a PERT-based system which
combined cost-accounting with scheduling, called PERT/Cost system. The system
became mandatory for all military and R&D contracts with the Department of
Defense and National Aeronautics and space administration. PERT/Cost was a major
improvement over traditional cost-accounting techniques because it blended cost
with work schedules
Steps to construct a PERT chart for a project-
1. Identify all tasks or project components. Have a brainstorming session to capture
all tasks needed to complete the project. Document the tasks on small note cards.
2. Identify the first task that must be completed. Keep the appropriate card at the
extreme left of the working surface.
3. Identify any other tasks that can be started simultaneously with the first task.
Line up these tasks either above or below the first task on the working surface.
4. Identify the next task that must be completed. Select a task that must wait until
one of the tasks identified in steps 2 and 3 is completed. Place the appropriate card
to the right of the card showing the preceding task.
5. Identify any other tasks that can be started simultaneously with the task
identified in step 4. Place these tasks either above or below the said task on the
working surface.
6. Continue this process until all component tasks are sequenced.
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Q2. Define risk management. What are the different types of risks that can affect a
project?
Ans. Risk management is all about the systematic process of identifying, analyzing,
prioritizing and responding to risk by applying risk management principles and
controlling the probability and/or impact of unfortunate events at the project level.It attempts to maximize the probability and consequences of positive events and to
minimize the probability and consequences of adverse events. The goal is to
prevent or reduce risk in a cost-effective manner without compromising quality or
harming the mission or timeline. The benefits of proper risk management in projects
are huge. Organizations can generate a lot of profit if they deal with uncertain
project events in a proactive manner. The result will be that they minimize the
impact of project threats and seize the opportunities that exists. Proper risk
management enables you to deliver the project on time, on budget and with the
quality results ones project sponsor/client demands. In addition to this, other
project team members can be also happy and motivated enough to perform better
and better. All this would essentially boil down to increase in the productivity of
team members and in the efficiency and effectiveness of the resources. A lack of
risk management is what leads to the high failure rates of projects.
a) Project Risks: This is the risk pertaining to pure project related parameters and
activities. They may arise from changes in the scope of the project, in the work
quantities, and in the resource requirements. Risk may also originate from
estimation error or unexpected developments in a project. project success depends
on three major parameters including Cost, Resources and Timelines.
b) Market Risk: This is the risk which is external to project but related to it. It is the
risk arising out of a change in any of the following market parameters pricechange, changes in market regulations, economic changes, competition, and
competitors product changes.
c) Industry Risk: This is an industry specific risk. It is the risk arising out of a
change in scientific instruments used in a business activity or changes in company
policies because of changes in the industry.
d) Social and Political Risk: These are the risks pertaining to society at large.
Although the probability is very low but it may have a big impact on the project.
These risks may arise out of changes in labour situation, labor laws, environmental
laws, and so on.
Q3 briefly discuss the steps to close the project?
Ans. Project closure is conclusion and finishing of a project, including settlement of all
disputable matters. As a rule, project closing includes the following group of steps: finishing
works on product creation; delivering project results to customer; breaking up project team;
analyzing project experience and documenting.
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Step 1. Finishing works on product creation- During project closure it is necessary to be
convinced that all works are accomplished. For this purpose the project management plans
measures of control aimed to carry out analysis of works, to compose a list of outstanding tasks,
to draw up detailed planning of their fulfillment and to organize daily operative meetings.
Sometimes project managers create separate expert group, which primary goal is to reveal
remained works and complete these works. Upon finishing the project it is necessary to beconvinced that: All contracts, certificates are signed, executed and closed, accounts are
made, All works under the project quality are finished, checked and accepted; Every member of
project team is formally free from performance of the assigned responsibilities .
Step 2. Delivering project results to customer- The process of delivering a product to the
customer includes not only actual and documentary transferring of project result to the customer
but also training of users of the given product. At this step the rights to the created product and
full responsibility (except for cases of guarantee certificates) are delivered to the customer.
Besides, documentation needed for further operation of the created product (executive
drawings, other engineering specifications) is transferred to the customer.
Step 3. Breaking up project team- Any project is limited in time, therefore sooner or later the
manager will have to break up the project team. The team disbandment can be made as
gradually by processing separate stages as simultaneously upon termination of the project as a
whole. In this context we can speak about not only the project life cycle but also the team life
cycle. Each stage of the team life cycle is characterized by certain signs peculiar to any project
team. One of key problems the project management confronts with is maintenance of high
overall performance of the project team.
Step 4. Analyzing project experience and documenting- Despite a project succeeding or failure,
it allows the project team to receive unique experience. Therefore the analysis of achievements
and errors, revealing of new administrative methods become important problems of the finalstep of project life cycle. The choice of a method for carrying out the analysis depends on
project size. Usually for small projects it is enough to organize final accounting meeting on
which the post-project estimation is given. Another successful method of analysis lies in
conducting interviews with representatives of the customer.
Q4. Discuss the various steps of PMIS planning.
Ans. The success of a PMIS depends on its effective planning. The PMIS is used for many
purposes by a project manager like budget estimation of costs, creating a schedule, define the
scope, etc. Hence, these should be considered while planning for PMIS. The planning of PMIS
includes the following steps:
1. Identify the information needed
2. Capture data
3. Process data into information and store it
4. Communicate information to stakeholders.
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Identify the information needed- Identification of the information that is needed is necessary for
improving the decision making and the structure of the PMIS. information requirements of
project stakeholders include the recipients of information, the type of information that is needed,
which includes format, contents, and level of details, the time the information is required and
how (by what media) will it be communicated to them.
Capture data Term Capture data" is used to state a process of preparing and collecting data
i.e.,as element of a process improvement or similar project. The function of data collection is to
attain information to maintain record, to make decisions for vital issues, and to pass information
on to others. Data can come from actual observation or from records. Data collected from
records is known as secondary data. Data collected from direct observation is known as primary
data. It should been sured that all relevant groups are represented in the data. A formal data
collection process is essential as it makes certain that the gathered data are both defined and
precise and that subsequent decisions based on opinion embodied in the findings are valid.
Data possibly be arranged in tabular form, data array or frequency distribution.
Process data into information An organisation, to achieve its aims, needs to process the datacollected into meaningful information. it should be presented in its most useful formats. Data
must be processed in a context to give it meaning. Data is transformed into information using
mathematical, statistical, or other tools including computer software. Information can be stored
in electronic form or hard copies represented in the most useful form.
Communicate information to stakeholders Communication is the process by which information is
exchanged between individuals through a common system of symbols, signs, or behavior.
Q5. What are the important approaches to project control?
Ans. Any project aimed at delivering a product or a service has to go through phases in a
planned manner in order to meet the requirements. It is very important to measure the
performance of the current status of the project at any time against its planned version. This
helps to tackle any unexpected deviation in time, efforts and cost. The project manager and the
team members should be fully aware of the techniques and methods to rectify the factors
influencing delay of the project and its product. It is important for all stakeholders to know the
impact of the changes in any parameters to the overall project. The various steps involved in
monitoring and controlling a project are-
Preliminary work- The team members understand the project plans, project stage schedule,
progress controls, tracking schedules, summary of the stage cost and related worksheets. All
the members have to understand the tolerances in any change and maintain a change control
log. They must realize the need and importance of quality for which they have to strictly follow a
quality review schedule and frequently discuss the quality agendas. They must understand the
stage status reports, stage end reports, stage end approval reports.
Project Progress- The members must keep a track of the project progress and communicate
the same to other related members of the project. They must monitor and control project
progress, through the use of regular check points, quality charts, and statistical tables; control
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the quality factors which are likely to deviate from expected values as any deviation may result
in changes to the stage schedule. The project manager ensures that these changes are made
smoothly and organizes review meeting with the project management group. Thus all the
members are aware about the progress of the project at all times. This helps them to plan well
in advance for any exigency arising due to deviation from planned schedule.
Stage Control- The manager must establish a project check point cycle. For this, a suitable
stage version control procedures may be followed. The details are to be documented stage
wise. Project files have to be timely updated with appropriate version control number and
revision status should be maintained for each change. Team members are identified who will
exercise controls at various points of the project.
Resources- Plan the resources required for various stage of the project well in advance.
Communication is the key. Brief both the project team and the key resources about the
objectives of every stage, planned activities, products, organisation, metrics and the project
controls. This increases the visibility into the project performance and hence a quality control
can be achieved. Allocating a right resource at the right place and the right time will significantlyenhance the efficiency and effectiveness of the resource.
Quality Control- This is very important in any project. It is a tool which helps in tracking the
progress of various parameters at any stage of the project. A project manager may use a
standard quality control or customize according to the requirements. Quality control is possible if
the project members follow the quality charts and norms very strictly. It is also important for all
the project team members to know the importance of such quality checks and should have a
good visibility into project performance.
Schedule Quality Review- Conduct quality reviews at regular intervals. It is recommended that
quality review be scheduled at the beginning of the stage and also at the ending of every stage.
This helps the project manager and team members to plan well in advance for any unforeseen
deviation.
Agenda for Quality Review- Create and distribute a quality review agenda specifying the
objective, products, logistics, roles, responsibilities and time frame. This increases the
effectiveness of the review and also reduces the time gap.
Conduct Quality Review-Conduct the quality review in a structured and formal manner. Quality
review should focus on product development and its quality factors. Focus on whether it meets
the prescribed quality standard.
Follow Up-Revise the complete quality review product status from In-progress to QRComplete. Follow up the actions planned in strict manner which ensures conformity to the
standards.
Review Quality Control Procedure- Verify that the quality objectives for each product are
appropriate and that all participants are satisfied both with the process and its outcome. This is
to ensure that all the stakeholders of the project are in conformity of control procedures.
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Q6. Describe the project planning process and explain it in detail.
Ans. Project planning is the heart of the project life cycle, and tells everyone involved where
youre going and how youre going to get there. The planning phase is where the project plans
are documented, the project deliverables and requirements defined, and the project schedule
created. The project planning phase is often the most challenging phase for a project manager,
as you need to make an educated guess of the staff, resources and equipment needed to
complete your project. It involves creating a set of plans to help guide your team through the
execution and closure phases of the project. The plans created during this phase will help you
to manage time, cost, quality, change, risk and related issues. It will also help you manage staff
and external suppliers, to ensure that you deliver the project on time and within schedule. The
planning phase refines the projects objectives gathered during the initiation phase and plans
the steps necessary to meet those objectives by further identifying the specific activities and
resources required to complete the project. The process of planning includes the determination
of objectives and outlining the future actions that are needed to achieve these objectives.
Various steps that are followed in the process of planning are:
(i) Identifying the problem: It involves the identification of the aim for the fulfillment of which the
plan is being formulated. If a new plan is require or the modification of an existing plan could
help in achieving these aims.
(ii) Gathering information about the activities involve: An effective plan needs complete
knowledge of the activities involved and their effect on other external and internal activities.
(iii) Analysis of information: This information is then analysed minutely and the information
related with similar subjects is classified so that similar type of data can be kept together.
(iv) Determining alternate plans: There are alternate plans available for the achievement of the
objectives and ingenuity and creativeness are required as some plans are also developed at
this stage.
(v) Selecting the plan: At this stage the plan which is acceptable to the operating personnel is
proposed. The adaptability and the cost of the plan are also taken into consideration.
(vi) Detailed sequence and timing: Detailed like who will perform which activity under the plan
and the time within which the plan should be carried out is determining in this step.
(vii) Progress check of the plan: The provisions are made for the follow up of the plan as the
success of any plan can be measured by the results only.