Answer 1

Analysis and Evaluation Phase

It starts with receiving a request to analyze the problem from the customer. The project manager
conducts the analysis of the problem and submits a detailed report to the top management. The
report should consist of what the problem is, ways of solving the problem, the objectives to
be achieved, and the success rate of achieving the goal.
Marketing Phase
A project proposal is prepared by a group of people including the project manager. This proposal
has to contain the strategies adopted to market the product to the customers."
Design Phase
Based on the inputs received in the form of project feasibility study, preliminary project
evaluation, project proposal and customer interviews, following outputs are produced:

System design specification

Program functional specification
Program design specification
Project plan

Inspecting, Testing and Delivery Phase

During this phase, the project team works under the guidance of the project manager. The project
manager has to ensure that the team working under him implements the project
designs accurately. The project has to be tracked or monitored through its cost, manpower and
schedule. The tasks involved in these phases are

Managing the customer

Marketing the future work
Performing quality control work

Post completion Analysis Phase

After delivery or completion of the project, the staff performance has to be evaluated. The tasks
involved in this phase are

Documenting the lessons learnt from the project

Analyzing project feedback
Preparing project execution report
Analyzing the problems encountered during the project

Answer 2
Economic Feasibility of a project
A feasibility study may also include an economic analysis of the project. The purpose of
economic analysis is to determine whether there is an economic case for the investment decision.
This assessment goes beyond the items typically included in a financial analysis.
Need for project planning
A project plan is a crucial element of project management, as it defines the projects main
objectives regarding collaboration, time constraints and finances. The plan is subject to change
during the course of the project, and a clearly detailed plan should be implemented and updated
regularly. Disregarding the planning stage will ultimately conclude with a failed project.
Accountability: A project plan allows those of authority to delegate tasks and assign roles and
responsibilities related to the projects goals. A clearly defined plan eliminates the dilemma of
task duplication.
Diversity Management
Diversity management is the strategy of using best practices with proven results to find and
create a diverse and inclusive workplace. Diversity management is the recognition and
valorization of individual differences. The concept of diversity encompasses acceptance and
respect. It means understanding that each individual is unique, and recognizing our individual
differences. These can be along the dimensions of race, ethnicity, gender, sexual orientation,
socio economic status, age, physical abilities, religious beliefs.
Rules for network construction
As an experimental system, seed germination is well suited to assess coproduction for network
construction. The decision to complete germination is a binary and irreversible developmental
phase transition. The annotation of transcriptomic samples based on this developmental fate is
therefore reduced to a simple binary classification. The generation of a network! demonstrating
developmentally regulated domains of genes and associations between the genes in Arabidopsis
seeds reflects the accurate reconstruction of functional.

Answer 3
A common definition of risk is an uncertain event that if it occurs, can have a positive or
negative effect on a projects goals. The potential for a risk! to have a positive or negative effect
is an important concept because it is natural to fall into the trap of thinking that risks
have inherently negative effects. If you are also open to those risks that create positive
opportunities, you can make your project smarter, streamlined and more profitable. Think of the
adage Accept the inevitable and turn it to your advantage. That is what you do when you mine
project risks to create opportunities.

Risk Identification
a. Risk Analysis
b. Risk Management Planning
c. Risk Review
Risk identification
Risk identification occurs at each stage of the project life cycle. To identify risks, we must fi rest
define risk. As defined earlier, risks are potential problems, ones that are not guaranteed to occur.
when people begin performing risk identification they often start by listing known problems.
3nown problems are not risks. During risk! identification, you might notice some known
problems. If so, just move them to a problem list and concentrate on future potential problems.
5 Risk Identification Technique
Information Gathering technique
1 Brainstorming
2 Delphi Technique: here a facilitator distributes a questionnaire to experts, responses are
summarized (anonymously) fi re-circulated among the experts for comments. This
technique is used to achieve a consensus of experts and helps to receive unbiased data,
ensuring that no one person will have undue influence on the outcome.
3 Interviewing
4 Root Cause analysis: for identifying a problem, discovering the causes that led to it
and developing preventive action
5 Check list analysis
6 Assumption analysis: this technique may reveal an inconsistency of assumptions, or
uncover problematic assumptions.
7 Cause and effect diagrams
8 System or process flow charts: Influence diagrams 4 graphical representation of
situations, showing the casual influences or relationships among variables and outcomes
9 SWOT analysis

Answer 4
1 Parametric estimating tool of cost estimating
This technique also uses historical information to calculate the cost estimates. 8owever, there is
a difference between this technique and the analogous estimation technique. Parametric
Estimation technique uses historical information along with statistical data. It takes variables
from the similar project and applies them to the current project. 9or example, in the previous
project, you will see that what the cost of concreting per cubic meter was. Then you will
calculate the concrete requirement for your project and multiply it with the cost obtained from
the previous project to get the total cost of concreting for your current project. In the same way

you can calculate the cost of other parameters (men, materials, and equipment) as well. The
accuracy of this process is better than the analogous estimation.
2 Procurement Process
There are multiple factors which go into a procurement process. Activities like identification of
the requirements, their details, verification and authorization, inputs from the company, the start
of the activities by the vendors are all parts of this process. "Due to extreme dependencies on
various parties, procurement cycle has a high turnaround time.
3 Project teams responsibility in project execution
The Project Team is the group responsible for planning and executing the project. It consists of a
Project manager and a variable number of Project Team members, who are brought in to deliver
their tasks according to the project schedule. The Project Team members are responsible for
executing tasks and producing deliverables as outlined in the Project Plan and directed by the
Project manager, at whatever level of effort or participation has been defined for them. On larger
projects, some Project Team members may serve as Team leads, providing task and technical
leadership, and sometimes maintaining a portion of the project plan.
4 Project Termination
Project termination is one of the most serious decisions a project management team and its
control board have to take. It causes frustration for those stakeholders who sincerely believed 4
and in most cases still believe 4 that the project could produce the results they expected, or still
expect. The project manager and his or her team.

Answer 5
Definition of Quality Planning
Quality planning is the process of identif ying the quality standards that
a r e related to the project and determining how to these standards can be achieved. It is one of
the significant processes of project planning and should be performed on a continuous basis and
in parallel with the other project planning processes. A good quality planning process starts with
a clear definition of the goals of the project. What is the product or deliverable likely to achieve?
What does the product look like? What functions will it perform? How do you evaluate customer
satisfaction? What determines the success of a project0Answering these questions will help
you in identifying and defining quality goals. It will also allow you to discuss the approach and
plans required to accomplish those goals.
Description of the inputs to quality planning

Quality policy: Quality policy refers to the overall intentions and direction of an
organisation pertaining to quality, as formally expressed by top management.

Scope statement: The scope statement comprises the key objectives of the project that are
needed by different stakeholders.
Product description: It includes the details of technical issues and other concerns which
may influence quality planning.
Standards and regulations: The project management team must acknowledge all the
relevant standards or regulations that may influence the project.

Description of the tools and techniques to quality planning

Benefit/cost analysis: The quality planning process should acknowledge benefit/cost

trade-offs. The benefits should cover higher productivity, lower cost and high customer
satisfaction.
Benchmarking: In this, we compare actual or planned project practices to practices of
other projects to produce ideas for improvement and to find a suitable standard to
measure performance.
Flowcharting: It is a diagram that depicts how different elements of a system relate to
each other.
Design of experiments: It is an analytical technique that helps identifying which variables
affect the overall income the most.

Description of the outputs from quality planning

Quality management plans: It provides input to the overall project plan and must deal
with quality control, quality assurance, and quality improvement for the project.
Operational definitions: It particularly explains what something is, and how it is
measured by the quality control process.
Checklists: It is a structured tool that helps in verifying if a set of required steps has been
performed.
Inputs to other processes: The quality planning process may discover a need for further
activity in some other area.

Answer 6
Performance evaluation is the process by which information from the monitoring program is
used to evaluate the status of the mitigation wetland in relation to the performance standards. In
large measure, the performance standards will dictate the type of monitoring data needed and the
analyses necessary to determine the mitigation wetlands level of performance.
The following are the types of project performance evaluation techniques:

Process (or implementation) evaluation:

It is also called formative evaluations which are designed to improve the implementation
of a program, policy or strategy as it unfolds. In this type of evaluation, we measure the
level to which a program is effective as it was planned. It usually considers the program
activities conformance to statutory and regulatory requirements, program design, and
professional standards or customer expectations.
Outcome evaluation:
It is also called summative evaluations which are designed to judge a program, policy or
strategys relevance, success and/or cost-effectiveness which includes its relative
contribution to the intended outcomes. This type of evaluation measures the level to
which a program attains its outcome-oriented objectives. It mainly focuses on outputs and
outcomes including unintended effects to evaluate program effectiveness but may also
consider program process to understand how outcomes are produced.
Impact evaluation:
This is a type of outcome evaluation that measures the net effect of a program by
evaluating program outcomes with an estimate of what would have happened in the
absence of the program. This type of evaluation is used when external factors are known
to influence the programs outcomes, in order to isolate the programs contribution to
achievement of its objectives.
Cost-benefit and cost-effectiveness analyses:
Cost-benefit and cost effectiveness analyses compare a programs outputs or outcomes
with the costs (resources expended) in order to produce them. When applied to existing
programs, they are also regarded as a variety of program evaluation. It measures the cost
of meeting a single goal or objective, and can be used to identify the least cost alternative
to meet that goal. This analysis aims to recognize all relevant costs and benefits,
generally expressed in dollar terms

Benefits of Performance Measurement and Evaluation:

It is tools to develop management and improve decision making at all levels. Participatory
approaches, on the other hand, can assist to build capacity for ongoing improvement at local
levels. The following chart shows some of the key benefits of performance measurement and
evaluation and how they can be used:
Benefits of Performance

Measurement and Evaluation

Policy and programme planning and

development

Results may confirm policy and programme

direction or identify gaps that need to be
addressed.
Finding out what works well/not so well can
be used to guide future funding
decisions/priorities.
At the outset, developing a road map
clarifies goals, explains the big picture and

Decision making about funding

Clarifying goals

Tracking progress
Reporting results

ensures that everyone shares a common

focus.
Enables monitoring and if required, permits
adjustments to be made along the way.
Promotes accountability and communicates
what works well to facilitate improvement
and ongoing development.