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UROOJ CHAUDHRY
My wording may be changed but all question written (from old papers) are same as are
in old papaers.
1. Tell 3 causes for following two effects (late finish and cost overrun) from old papers
2. We hear about projects getting late and cost overruns. What are causes behind it?
3. Project scope process management. From old papers
4. Phases of MCCS------from old papers
5. What is labor distribution? Responsibilities of proposal manager
6. For what type of projects, CPM and PERT is more suitable
7. Objectives of Master Production Schedule
8. You have to tell which technique is best to ensure quality in the project----from old paper
9. How you get the project back on track within same time and cost------from old papers
WAQAS AHMED
1. You are working as a PM on a new project of research and development and your organization
hired an assistant to assist you. He has to help you in scheduling. what will guide you for this
process?
2. Differentiate between business case and project charter?
3. You are working on a project and one of your vendor is not able to provide some equipment on
time and he can be late for 2 weeks. After checking some network diagram, you told him that he
can deliver this equipment in 2 weeks. what did you see in the network diagram for this grace
period?
4. What is project planning process, kindly elaborate all the stages in detail.
5. What is fixed price contract and what advantage can you get over competitors by using fixed
term contract.
6. What are the steps you can take to retain customers?
7. Do you agree with the phrase that " Leader is providing operational support but manager
is not"
8. What are the costs you should consider in budget planning?
9. What is difference between classic and modern quality definition?
Muhammad Ali
My today's paper of Project Management (MGMT727)
1. Explain 'Corporate Culture Approach' of project planning with its benefits.
2. Explain the Global pricing strategies.
3. Difference between Product scope and Project Scope.
4. Find the slack time, critical path and total project duration from given project network.
5. Objectives of procurement planning for the project.
6. Being a project manager, you have to compete in market with rival firm. To be competitive
and to win the market, which aspects of project should you focus the most? Discuss.
7. What do you understand by Prevention Cost of Quality? Explain few examples of Prevention
Cost Quality.
Humaira Shahzad
1.causes for following two effects cost overrun and schedule slips
2.make statement of work of given project.
Muhammad Asif
Project management final term
Q1. Improtance of work break down structure
q2. Prevention cost of quality
q3. Difference b/w product scope and project scope
q3. Cost estimation technique
q4. Characteristics of program planning and control.
q5. You are team of eight members and if 07 members are added more to the team how many
communication lines will be there.
Maham Khan
MGMT727 paper
1:Differentiate between business case and project charter?
2:What is project planning process, kindly elaborate all the stages in detail
3:Explain the Global pricing strategies
4:Is it easy to prepare WBS for educational project?
5:Channels of communication scenario based
6:Employees moral is down how to boost the employee morale. Give five
method
7:You have been assigned the task to improve quality in the context of Total
Quality. Which data and information would you need to fulfill the task?
8: Emphasize on one side leader grid on the other money will low the
productivity? Do you agree with statement or not
9: scenario based related to quality control
Idea solutions:
UROOJ CHAUDHRY
1: Tell 3 causes for following two effects (late finish and cost overrun) from old papers
Answer:
Effects: Late completion of activities
Causes:
Top management not recognizing this activity as a project
Too many projects going on at one time
Impossible schedule commitments
Poor control of design changes
Poor control of customer changes
No integrated planning and control
Unrealistic planning and scheduling
Poorly organized project office
Effects: Cost overruns
Causes:
Too many projects going on at one time
Company resources are overcommitted
2. We hear about projects getting late and cost overruns. What are causes behind it?
Effects: Late completion of activities
Causes:
Top management not recognizing this activity as a project
Too many projects going on at one time
Impossible schedule commitments
Poor control of design changes
Poor control of customer changes
No integrated planning and control
Unrealistic planning and scheduling
Poorly organized project office
Effects: Cost overruns
Causes:
5.
What is labor distribution? Responsibilities of proposal manager
Answer:
labor distribution
A labor cost distribution report is an accounting statement that details hours worked,
wages earned, and benefits accrued by a company's employees. Some labor cost
distribution reports also include information about what organizational funds were used
to pay for that labor. Organizations may add company-specific information to their
reports. For example, if a company set a goal to be under a certain labor cost, that goal
and whether or not it was met might appear on the report.
Responsibilities of proposal manager
Time may be extremely important, during proposal activities. There are many
situations in which a Request for Proposal (RFP) requires that all responders
submit their bids no later than a specific date, say within thirty days. Under a
proposal environment, the activities of the program office, as well as those of
the functional units, are under a schedule set forth by the proposal manager.
The proposal manager's schedule has very little, if any, flexibility and is
normally under tight time constraints so that the proposal may be typed,
edited, and published prior to the date of submittal. In this case, the Request
for Proposal (RFP) will indirectly define how much time the pricing units have
to identify and justify labor costs.
The primary responsibility of the proposal manager is to integrate
the proposal activities into the operational system so that the
proposal will be submitted to the requestor on time.
OR
Core
Responsibilities
of
proposal
manager.
Far more than the technical benefits, it was found that PERT/CPM provided a focus around which
managers could brain-storm and put their ideas together. It proved to be a great communication
medium by which thinkers and planners at one level could communicate their ideas, their doubts and
fears to another level. Most important, it became a useful tool for evaluating the performance of
individuals and teams.
I think this is good ans >>>>>
PERT uses three time estimates (optimistic, most likely, and pessimistic). From these estimates,
an expected time can be derived. CPM uses one time estimate that represents the normal time
(that is, better estimate accuracy with CPM). PERT is probabilistic in nature, based on a beta
distribution for each activity time and a normal distribution for expected time duration. This
allows us to calculate the "risk" in completing a project. CPM is based on a single time estimate
and is deterministic in nature. Both PERT and CPM permit the use of dummy activities in order
to develop the logic. PERT is used for Research and Development projects where the risks in
calculating time durations have a high variability. CPM is used for construction projects that are
resource dependent and based on accurate time estimates. PERT is used on those projects,
such as Research and Development, where percent complete is almost impossible to determine
except at completed milestones. CPM is used for those projects, such as construction, where
percent complete can be determined with reasonable accuracy and customer billing can be
accomplished based on percent complete 5. Major cost heads of budget 6. Differentiate in
Modern and classical approaches of quality
8. You have to tell which technique is best to ensure quality in the project----from old
paper.
you are quality consultant of building manufacture and how you make sure the quality and
which techniques you use.
Answer:
Inspection
Inspection involves reviewing the product to see if it meets the defined quality norms.
Conducting reviews is an example of inspection.
Statistical and mathematical techniques
Sampling tables
Process control charts
Additional quality assurance principles emerged, such as:
The cost of quality
Zero-defect programs
Reliability engineering
Total quality control
The quality control tools and techniques discussed are
Process control charts:
Cause and Effect Diagrams. Cause and Effect diagrams are also known as Ishikawa or Fishbone
diagrams. These diagrams are used to identify the root cause(s) of potential or existing problems
Control Charts. Control charts are used to illustrate the stability of a process. This quality
control tool gauges the behavior of a process over time. If, during the recorded time, process
shows unacceptable variance, the process is deemed unstable
Flow-Charting
Flow-charting requires you to follow the flow of a process to determine potential or existing
problems in the process. You can use this quality control tool to predict potential flaws in a
process.
Apart from being used as a quality control tool, these diagrams are also used in risk analysis.
Histogram. A histogram is a graphical representation of event frequencies. This quality control
chart is also known as a column graph.
Pareto Chart and Pareto Analysis. The Pareto Chart shows the Probability Density (depicted by
the blue line) and the Distribution Function (depicted by the red line). The probability density is
9. How you get the project back on track within same time and cost------from old
papers
Answer:
work overtime
reallocate resouces
double check all depencies
check time constrained activities
swap resources
crash the schedule
fast track it
prevent all scope change
improve processes
scale back the scope of work
WAQAS AHMED
1: You are working as a PM on a new project of research and development and your
organization hired an assistant to assist you. He has to help you in scheduling. What will
guide you for this process?
Answer:
Guidelines for Preparation of Schedules:
Regardless of the projected use or complexity, certain guidelines should be followed in the
preparation of schedules. These are as follows:
1. Firstly, all major events and dates must be clearly identified. If the customer supplies a
statement of work, those dates shown on the accompanying schedules must be included.
If for any reason the customer's milestone dates cannot be met, the customer should be
notified immediately.
3. You are working on a project and one of your vendor is not able to provide some
equipment on time and he can be late for 2 weeks. After checking some network diagram,
you told him that he can deliver this equipment in 2 weeks. what did you see in the network
diagram for this grace period?
Answer:
Guidelines for Preparation of Schedules:
Regardless of the projected use or complexity, certain guidelines should be followed in the
preparation of schedules. These are as follows:
1. Firstly, all major events and dates must be clearly identified. If the customer supplies a
statement of work, those dates shown on the accompanying schedules must be included.
If for any reason the customer's milestone dates cannot be met, the customer should be
notified immediately.
2. The exact sequence of work should be defined through a network in which
interrelationships between events can be identified.
3. Schedules should be directly relatable to the Work Breakdown Structure (WBS). If the
Work Breakdown Structure (WBS) is developed according to a specific sequence of
work, then it becomes an easy task to identify work sequences in schedules using the
same numbering system as in the Work Breakdown Structure (WBS). The minimum
requirement should be to show where and when all tasks start and finish.
All schedules must identify the time constraints and, if possible, should identify those resources
required for each event
4. What is project planning process; kindly elaborate all the stages in detail.
Answer:
5. What is fixed price contract and what advantage can you get over competitors by using
fixed
term
contract.
Answer:
7.Do you agree with the phrase that " Leader is providing operational support but
manager is not"
Answer:
The difference between managers and leaders, he wrote, lies in the conceptions they hold, deep
in their psyches, of chaos and order. Managers embrace process, seek stability and control, and
instinctively try to resolve problems quicklysometimes before they fully understand a
problems significance. Leaders, in contrast, tolerate chaos and lack of structure and are willing
to delay closure in order to understand the issues more fully. In this way, Zaleznik argued,
business leaders have much more in common with artists, scientists, and other creative thinkers
than they do with managers. Organizations need both managers and leaders to succeed, but
developing both requires a reduced focus on logic and strategic exercises in favor of an
environment where creativity and imagination are permitted to flourish.
8.What are the costs you should consider in budget planning?
Answer: Not sure about this ans. Correct me if im wrong.
Once your business is operational, it's essential to plan and tightly manage its financial
performance. Creating a budgeting process is the most effective way to keep your business - and
its finances - on track.
This guide outlines the advantages of business planning and budgeting and explains how to go
about it. It suggests action points to help you manage your business' financial position more
effectively and ensure your plans are practical.
Modern concept
Some minor defects and deviations are The goal is to have defects-free products
acceptable.
Low
quality is
and services.
due
to
poor
people.
Low
quality is
due
management. Sincere
to
poor
evaluation
labor
and
quality
means
higher
unit,
checking
the
products.
Buy only from the cheapest suppliers. Buy from quality and reliable suppliers.
Compete suppliers to lower your overall Even if you split your profit with such a
costs.
continuous
surplus
stocks
sharply
Effects: Two functional departments performing the same activities on one project
Causes:
No functional input into the planning phase
Poor understanding of the project managers job
3) Global pricing
Answer:
OR
With examples
Type 1 and Type 2 Acquisitions: There are different types of pricing strategies for different
situations especially when you are going into foreign projects. When a company wants to
win/get a project in a highly competitive international environment, two types of situations may
occur.
First, the project or program is unique and there is no or less potential for further growth in that
market. Getting project in this situation is termed as Type I Acquisition and will have a unique
pricing strategy. For example, the project of rehabilitating the earthquake affected area.
Type II Acquisition is a situation of getting a project in a market where there is much potential
for further projects. For example, project of installing electric-supply infrastructure in a city.
There is a potential of having such projects for other cities of that country.
4) Quality control and quantity assurance
Answer:
The terms quality assurance and quality control are often used interchangeably to refer to ways of ensuring the
quality of a service or product. The terms, however, have different meanings.
Assurance: The act of giving confidence, the state of being certain or the act of making certain.
Quality Assurance: The planned and systematic activities implemented in a quality system so that quality
requirements for a product or service will be fulfilled.
Control: An evaluation to indicate needed corrective responses; the act of guiding a process in which
variability is attributable to a constant system of chance causes.
Quality Control: The observation techniques and activities used to fulfill requirements for quality.
Or
Quality Assurance versus Quality Control comparison chart
Quality Assurance
Quality Control
How Establish
a
good
quality
management system and the
assessment
of
its
adequacy.
Periodic conformance audits of the
operations of the system.
Validation/Software Testing is an
example of QC
When
statistical
tools
&
techniques are applied to finished
products (process outputs), they
are called as Statistical Quality
Control (SQC) & comes under
QC.
Quality Assurance
Quality Control
QC is a corrective tool
QC is product oriented
requirements of the customer. The project manager must work with his team to determine
which processes they will use to ensure that all stakeholders have confidence that the quality
activities will be properly performed. All relevant legal and regulatory requirements must
also be met.
A good quality assurance system will:
Identify objectives and standards.
Be multifunctional and prevention oriented.
Plan for collection and use of data in a cycle of continuous improvement.
Plan for the establishment and maintenance of performance measures.
Include quality audits.
Question
You are the manager of R & D project. A member of your team has been assigned to develop
WBS of a project but he does not know how to develop a good WBS for such projects. Suggest
him with some guidelines.
Answer
Guidelines for WBS by Contractor:
To explain this, we take the example of a contractor who is required to develop a Work
Breakdown
Structure (WBS). He must consider certain guidelines. A partial list is as follows:
Complexity and technical requirements of the program (i.e., the statement of work)
Program cost
Time span of the program
Contractor's resource requirements
Contractor's and customer's internal structure for management control and reporting
Number of subcontracts
6) Emphases on one side leader grid on the other money will low the productivity? Do you
agree with statement or not?
Answer:
7) You are working as a PM on a new project of research and development and your
organization hired an assistant to assist you. He has to help you in scheduling. what will
guide you for this process
Answer:
Answer:
Or
Here are five simple but important steps that will help get your schedule correct:
Start with the WBS - First things first. Start with decomposing your scope into a
work
break
break down structure. While there are multiple rules around this, the general thumb
rule
is
break
down your scope to work packages where each package can contain around 5-10
individual
tasks. Again this is a just a rule of thumb, the level of the WBS would largely depend
on
your
individual program or project. The idea here is to be able to tie back the individuals
tasks
that
will make up your schedule to the capabilities listed in the project scope.
Hint - Do not over do this to a level where you end up adding more complexity and
management
overhead.
Get your estimates on track - The next logical step is to estimate the individual
tasks
that
make up your work packages. How many resources you will need and how much
time
it
will
take take for these resources to get the task completed. Avoid doing any fast
tracking
or
crashing at this stage. This is based on the assumption that you will be doing a
bottom
up
estimation, that is starting from the individual tasks and rolling up at the workpackage
level.
Hint - Make sure your estimation process & model is communicated and transparent
to
the
project
stakeholders.
Analyze your dependencies - Most certainly your individual task will not be
executed
in
silos.
They will have dependencies. These dependencies and constraints can be in
different
forms.
Example a task may have a dependency on a particular task getting started or
completed
as
well as there may be tasks that are constrained to start or end on a particular date.
Hint - Don't attempt to do this alone, get your SMEs involved in this exercise.
Calculate your critical path - Once your have your tasks, estimates and the
dependencies
in
place. You are now ready to to get the critical path. You either do this manually or
through
an
EPM software that you are using. It does not really matter. It is also likely that you
may
end
up
with more than one critical path. You will need to pay attention to all the critical
paths
identified.
It is also important to note that during the course of the project your critical path
might
change
so your schedule is more of a living document and not static.
Hint - Often there may be tasks outside your critical path that will influence your
project
outcome.
Communicate - Now that you have done all the good work and have the project
schedule
in place, publish it. Your project stakeholders including your team need to be aware
of
the
project schedule. The schedule would help little just sitting out there on your hard
drive.
again
a reminder that your schedule is a live document and gets revisited during the
course
of
your
execution for instance every time you do risk assessment or change management
Hint - Include a link to your schedule in your project status communications.
So thats it, you now have a schedule baseline against which you can monitor and
control
your
project.
Muhammad Ali
My today's paper of Project Management (MGMT727)
4. Find the slack time, critical path and total project duration from given project network.
Solution:
6. Being a project manager, you have to compete in market with rival firm. To be
competitive and to win the market, which aspects of project should you focus the most?
Discuss.
Solution:
One of the critical factors that can affect quality is market expectations. The variables that affect
market expectations include:
Salability: the balance between quality and cost
Produce ability: the ability to produce the product with available technology and workers, and
at an acceptable cost
Social acceptability: the degree of conflict between the product or process and the values of
society (i.e., safety, environment)
Operability: the degree to which a product can be operated safely
Availability: the probability that the product, when used under given conditions, will perform
satisfactorily when called upon
Reliability: the probability of the product performing without failure under given conditions
and for a set period of time
Maintainability: the ability of the product to be retained in or restored to a performance level
when prescribed maintenance is performed
Humaira Shahzad
1.causes for following two effects cost overrun and schedule slips make statement of work
of given project.
Solution:
We read in the newspaper about cost overruns and schedule slips on a wide variety of large-scale
development projects. Several issues within the control of the buyer, seller, or major stakeholders
can lead to cost growth and schedule slippage on development projects. These causes include,
but are not limited to:
Starting a project with a budget and/or schedule that is inadequate for the desired level of
performance or scope (e.g., integration complexity).
Having an overall development process (or key parts of that process) that favors performance
(or scope) over cost and schedule.
Establishing a design that is near the feasible limit of achievable performance or integration
complexity at a given point in time.
Making major project design decisions before the relationships between cost, performance,
schedule, and risk are understood.
techniques that can be used in the day-to-day management and control of projects and programs.
The planning and control system must, therefore, provide information that:
Gives a picture of true work progress
Will relate cost and schedule performance
Identifies potential problems with respect to their sources.
Provides information to project managers with a practical level of summarization
Demonstrates that the milestones are valid, timely, and auditable
The planning and control system, in addition to being a tool by which objectives can be defined
that is hierarchy of objectives and organization accountability, exists as a tool to develop
planning, measure progress, and control change. As a tool for planning, the system must be able
to:
Plan and schedule work
Identify those indicators that will be used for measurement
Establish direct labor budgets
Establish overhead budgets
Identify management reserve
5.The starting date of a 3 months long project was delayed by 1 week due to lack of
adequate funding. How can this project be completed by the due date? Explain it in detail.
Solution:
The answer is to fast-track the project. Fast-tracking a project means that activities that
are normally done in series are done in parallel. An example of this is when construction
begins before detail design is completed. Now the question arises as to how would this
help. Fast-tracking a job can accelerate the schedule but requires that additional risks be
taken. If the risks materialize, then either the end date will slip or expensive rework will
be needed. Almost all project driven companies fast track projects. The danger, however,
is when fast-tracking becomes a way of life on all projects.
Work breakdown of structure of road construction project quality is required for
housing scheme which technique you would use?
6.
Solution:
The Road manufacturing requires many tasks which can be done by following WBS:
Project Costing
i.
iii.
v.
Overhead
Equipment
Capital Cost escalation
Project Development
Proposal
ii.
Development overhead
iv.
Development Risk
Operation and Maintenance (O & M)
i.
iii.
v.
i.
iii.
v.
Operations
Transfer
O & M Risk
ii.
iv.
vi.
ii.
iv.
Construction
Engineering
Capital Cost Risk
&
Financing
Development
Maintenance
O
&
Design
escalation
escalation
in the cost estimation. Estimates of capital investment and of recurring and nonrecurring costs
should also be contained in the cost estimate document. Sensitivity analysis can be carried out on
the estimated cost values to see how sensitive the project plan is to the estimated cost values.
9,estimation activity duration of a project if the critical path is A-B-D-F duration is64 day
compute probability of completion of project in 60 days with PERT technique table of z.
sorry table was given I was not able to copy that table but there is optimistic most likely
and pessimistic values was given.
Solution:
Muhammad Asif
Project management final term
Q1. Importance of work break down structure
Solution:
The WBS makes the deliverables more precise and concrete so that the project team knows exactly what
has to be accomplished within each deliverable. This also allows for better estimating of cost, risk, and
time because you can work from the smaller tasks back up to the level of the entire project.
A work breakdown structure lets project managers plan their work more efficiently. A project is
characterized by time-limited activities and is assigned fixed time frames and costs. When it is finished, a
project must fulfill the stakeholder needs it was designed to address. The project management has to plan
for the schedule, the fixed costs and the functional completeness of the project and assign
responsibilities. The WBS helps make this planning consistent and provides for effective project
execution.
Tasks
The main purpose of a WBS is to reduce complicated activities to a collection of tasks.. Tasks
must be measurable and independent, with clearly defined limits
Costs
Because the WBS tasks are measurable, the project management can assign specific costs
to each task. The WBS lets project managers distribute the project budget into defined
packages linked to the tasks and check to make sure that the task costs in total don't
exceed the total project cost.
Schedule
The WBS is important for tracking progress in the project schedule. the project management
can determine how advanced the project is by checking which of the tasks are finished.
Scope.
The WBS helps define scope by listing individual tasks that make up the project. The project
team completes all the listed tasks but no additional work.
Function
The tasks of the WBS each implement a part of the overall function. A task is only complete
when it fulfills its partial function. When all tasks are finished, all the partial functions add up
to a fully functional project.
Responsibility
An important part of project management is to assign responsibility for the work. With a
WBS, the project management assigns responsibility for each of the tasks. The task manager
is responsible for completing the full scope of the project on time, within the budget and
with all of its planned functionality intact.
Q2. What do you understand by Prevention Cost of Quality? Explain few examples of
Prevention Cost Quality.
Prevention costs are the up-front costs oriented toward the satisfaction of customer's
requirements with the first and all succeeding units of product produced without defects.
Included in this are typically such costs as design review, training, quality planning, surveys
of vendors, suppliers, and subcontractors, process studies, and related preventive activities.
q3. Difference b/w product scope and project scope
Solution:
Product Scope:
This includes work to deliver a projects product/service with specific features and functions.
The result can be a single product or you can have several components. The features, functions,
and characteristics to be included in a product are measured against set product requirements and
are managed throughout the lifecycle.
Project Scope:
Project scope refers to the work that must be done in order to deliver a product, service, result
with specified features and functions. Project scope has a start and end date, possesses unique
characteristics or attributes, and produces specific results during the lifecycle.
q3. One project was given, cost estimation techniques was required?
Solution:
Cost Estimate:
This involves estimating project cost to an acceptable level of accuracy. Levels of around -5% to
+15% are common at this level of a project plan. Both the initial and operating costs are included
in the cost estimation. Estimates of capital investment and of recurring and nonrecurring costs
should also be contained in the cost estimate document. Sensitivity analysis can be carried out on
the estimated cost values to see how sensitive the project plan is to the estimated cost values.
Planning identifies the action that would lead to desired goals quickly & economically.
d. It provides sense of direction to various activities. E.g. Maruti Udhyog is trying to capture
once again Indian Car Market by launching diesel models.
A manager can prepare sound plans only if he has sound judgement, foresight and
imagination.
d. A manager is surrounded by no. of alternatives. He has to pick the best depending upon
requirements & resources of the enterprises.
All the functions of management are performed within the framework of plans laid out.
Planning never comes into end till the enterprise exists issues, problems may keep
cropping up and they have to be tackled by planning effectively.
c.
The top level may be more concerned about planning the organization as a whole
whereas the middle level may be more specific in departmental plans and the lower level
plans implementation of the same.
A plan is worthless or useless if it does not value the cost incurred on it.
9. Planning is Flexible.
a. Planning is done for the future.
b. Since future is unpredictable, planning must provide enough room to cope with the
changes in customers demand, competition, govt. policies etc.
c.
Under changed circumstances, the original plan of action must be revised and updated to
male it more practical.
Control
q5. You are team of eight members and if 07 members are added more to the team how
many communication lines will be there.
Solution:
q6. Difficulties in defining Project objectives.
Solution:
1.
Undefined Goals When goals are not clearly identified, the whole project and team
can suffer. When upper management cannot agree to or support undefined goals, the project in
question typically has little chance of succeeding. The project manager must ask the right
questions to establish and communicate clear goals from the outset.
2.
Scope Changes Also known as scope creep, this occurs when project management
allows the project's scope to extend beyond its original objectives. Clients and supervisors may
ask for changes to a project, and it takes a strong project manager to evaluate each request and
decide how and if to implement it, while communicating the effects on budget and deadlines to
all stakeholders.
3. Inadequate Skills for the Project A project sometimes requires skills that the project's
contributors do not possess. Project management training can help a project leader
determine the needed competencies, assess the available workers and recommend
training, outsourcing or hiring additional staff.
4. Lack of Accountability A project manager's leadership qualities can shine when each
member of the team takes responsibility for his or her role in achieving project success.
Conversely, a lack of accountability can bring a project to a complete halt. Fingerpointing and avoiding blame are unproductive, but all-too-common features of flawed
project management. Learning to direct teams toward a common goal is an important
aspect of project management training.
5. Improper Risk Management Learning to deal with and plan for risk is another
important piece of project management training. Risk tolerance is typically a desirable
project manager trait because projects rarely go exactly to plan. Gathering input,
developing trust and knowing which parts of a project are most likely to veer off course
are aspects of the project manager's job.
6. Ambiguous Contingency Plans It's important for project managers to know what
direction to take in pre-defined "what-if" scenarios. If contingencies are not identified, the
entire project can become mired in an unexpected set of problems. Asking others to
identify potential problem areas can lead to a smoothe and successful project.
7. Poor Communication Project managers provide direction at every step of the project,
so each team leader knows what's expected. Effective communication to everyone
involved in the project is crucial to its successful completion.
1. Project management training includes an emphasis on written and oral
communication skills
2. Proper communication can help increase morale by establishing clear
expectations
3. Good project managers keep communication and feedback flowing between
upper management and team leaders
8. mpossible Deadlines A successful project manager knows that repeatedly asking a
team for the impossible can quickly result in declining morale and productivity. The odds
of successfully completing a project under unreasonable deadlines are generally not
feasible expectations.
q7 Limitation of PERT.
Solution:
q8 & Q9 yad nhi a raha................
Maham Khan
MGMT727 paper
1:
Solution:
A business case is usually prepared before project approval. If you are a contractor, your
proposal would be similar a business case.
A project charter providing the project manager with formal authorization to proceed with the
project is issued to a team by the project sponsor before the project starts.
Project scope document defines the project scope. It should be attached to the business case and
to the project charter. The project scope will be refined as you proceed through the project.
2:What is project planning process, kindly elaborate all the stages in detail
Solution:
In simple terms, planning is determining what needs to be done, by whom, and by when; in
order to fulfill one's assigned responsibility. There are nine major components of the planning
phase:
Objective: A goal, target, or quota to be achieved by a certain time
Program: The strategy to be followed and major actions to be taken in order to achieve or
exceed objectives
Schedule: A plan showing when individual or group activities or accomplishments will be
started and/or completed
Budget: Planned expenditures required to achieve or exceed objectives
Forecast: A projection of what will happen by a certain time
Organization: Design of the number and kinds of positions, along with corresponding
duties and responsibilities, required to achieve or exceed objectives
Policy: A general guide for decision making and individual actions
Procedure: A detailed method for carrying out a policy
Standard: A level of individual or group performance defined as adequate or acceptable
First, the new business opportunity may be a one-of-a-kind program with little or no follow-on
potential; a situation classified as type I acquisition.
Second, the new business opportunity may be an entry point to a larger follow-on or repeat
business, or may represent a planned penetration into a new market. This acquisition is classified
as type II.
Clearly, in each case, we have specific but different business objectives. The objective for type I
acquisition is to win the program and execute it profitably and satisfactorily according to
contractual agreements. The type II objective is often to win the program and perform well,
thereby gaining a foothold in a new market segment or a new customer community in place of
making a profit.
4:Is it easy to prepare WBS for educational project?
Solution:
6: Employees moral is down how to boost the employee morale. Give five method
Solution:
Sheboygan, Wis., are asked each year to recognize their own work by providing
a list of significant accomplishments of their team. The lists are reviewed by
Acuity officers, who select the 100 most outstanding achievements for inclusion
in a "Top 100 Accomplishments" list. The latest list was designed as a book,
Acuity World Records, with the help of Guinness World Records, and given to all
831 employees.
3. Grant time off to employees to pursue projects they are passionate
about.
Personal projects can provide an energizing break from regular responsibilities
and can serve as a source of innovation for a company. Atlassian, a developer of
collaboration software based in Sydney, encourages creativity during its "FedEx
Day." During this event, all 62 employees can work on anything that excites them
-- as long as it is somewhat related to Atlassian products or processes, can be
completed in the allotted time, and is fun. Employees have from 2 p.m. on a
Thursday until 4 p.m. Friday, giving them roughly 24 hours to deliver a project
(thus the name, FedEx Day). Then at a presentation, participants show off the
results of their projects. From these ideas, Atlassian has adopted more than a
dozen projects, ranging from product upgrades to process improvements.
4. Mix up the company's usual way of doing things.
Departing from the customary routine of meetings and cubicle life can go a long
way toward building morale. The accounting firm Ehrhardt Keefe Steiner &
Hottman, based in Denver, uses the concept of neighborhoods to shake things
up. All 387 employees are organized into neighborhoods, based on the floors or
sections of floors in each office. These groups have regular get-togethers and
shape the contours of meetings. For example, during an all-employee meeting
day, as the firm staged a neighborhood basketball tournament, each group came
up with team names, homemade jerseys, mascots, and cheerleaders.
5. Don't forget to have fun.
For the online discounter FatWallet, based in Rockton, Ill., fun is a regular part of
the schedule. Its 55 employees are invited to play in a monthly Game Day, an inhouse competition with activities ranging from Trivial Pursuit to Wii bowling
matches. The company also offers quarterly "fun" rewards when staffers achieve
certain goals, such as hockey games, casino nights, or playdays at at
amusement parks. Team-building events have included a city scavenger hunt in
Chicago and a rooftop Cubs game.
6. Train employees to develop positive attitudes.
During the height of the recession in 2009, employee morale became a big issue
for 4Imprint, a maker of customized promotional products, based in Oshkosh,
Wis. The company's training team decided to try to boost morale by setting up
classes for the 419 employees to watch and discuss videos with inspiring themes
like Lance Armstrong's comeback from cancer and the friendly culture at
Southwest Airlines.
7. Offer time away from the office to do some good.
Another way to build employee morale and camaraderie is through community
service. Studer Group, a Gulf Breeze, Fla.-based management consulting firm,
gives its 114 employees four paid hours a month to volunteer for a charitable
initiative or organization of their choice. Departments also take on volunteer
projects as a group.
Or:
7: You have been assigned the task to improve quality in the context of Total Quality.
Which data and information would you need to fulfill the task?
Solution:
For this, we first explain what total quality is. Total Quality means:
Quality of work
Quality of Service
Quality of information
Quality Process
Quality of Organization
Quality of People
Quality of Company
Quality of Objectives
8: Emphasize on one side leader grid on the other money will low the productivity? Do you
agree with statement or not
Solution: