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ASSIGNMENT
| DRIVE | WINTER 2013 |
| PROGRAM/SEMESTER | MBADS (SEM 3/SEM 5) MBAFLEX/ MBAN2 (SEM 3) PGDPMN (SEM 1) |
| SUBJECT CODE & NAME | PM0011 – Project Planning |
| BOOK ID | B1237 |
| CREDITS | 4 |
| MARKS | 60 |
Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.
1 Write short note on: Pure project management organization Bottom-up approach for estimating project planning Project delays Partnering
Answer:-Pure project management organization
A “pure project management organization” is a model of a business where project managers have total control over the project they oversee. Central control at the managerial level must be weak for this to occur. Put simply, a “pure project organization” might also be termed a “task force.” In the case of a “pure project,” the leader of this task force would have to be given total authority for a limited period to solve a particular problem. In
2 Explain the analysis and evaluation phase of the project management lifecycle.
Answer:- Project Evaluation Cycle
Evaluation should not be considered a stand-alone activity. It should rather be thought of as a set of linked tasks that are undertaken from the start to the end (and beyond) of a project. This is diagrammatically represented in the project
3 Write short notes on :
- Project Rating Index (PRI)
Answer : The PDRI for building projects, a weighted index based on industry “best practices,” allows its users to measure the level of scope definition and to compare scope definition to anticipated project success. This tool should help owners and contractors better achieve business, operational, and project objectives.
- Work Breakdown Structure (WBS)
Answer : A work breakdown structure (WBS) is a chart in which the critical work elements, called tasks, of a project are illustrated to portray their relationships to each other and to the project as a whole. The graphical nature of the WBS can help a project manager predict outcomes based on various scenarios, which can ensure that optimum decisions are made about whether or not to adopt suggested procedures or changes.
When creating a WBS, the project manager defines the key objectives first and then identifies the tasks required to reach those goals. A WBS takes the form of a tree diagram with the “trunk” at the top and the ”
- Crashing Environmental feasibility of a project
Answer :There are several factors to consider in crashing project, namely: number of activities that could be possible in real terms for the accelerated together, the shortened duration of activity capable of completing the project within the time specified, and the total cost kept to a minimum acceleration.
4 What is Goldratt’s CCPM? Explain the steps involved in Goldratt’s CCPM model.
Answer : Critical Chain Project Management (CCPM) is a methodology for planning, executing and managing projects in single and multi-project environments.
Critical Chain Project Management was developed by Dr Eli Goldrattand was first introduced to the market in his Theory of Constraints book “Critical Chain” in 1997. It was developed in response to many projects being dogged by poor performance manifested in longer than expected durations, frequently missed deadlines, increased
5 What is Quality management? explain the major processes of quality management.
Answer : A Quality Management Process is a set of procedures that are followed to ensure that the deliverables produced by a team are “fit for purpose”. The start of the Quality Management Process involves setting quality targets, which are agreed with the customer. A “Quality Assurance Process” and “Quality Control Process” are then undertaken, to measure and report the actual quality of deliverables. As part of the Quality Management Process, any quality issues are identified and resolved quickly.
6 What is the importance of human resource in a project? What are the challenges that a project manager may face while managing human resources?
Answer : Project work comes with a package of idiosyncrasies. No two projects are exactly alike. Project teams rarely rotate intact from one project to the next. Talent is added and subtracted as needed or as it is available. Similar needs are often met with dissimilar solutions. And projects tend to be “green field” activities, without benefit from previous “lessons learned.” Excelling at managing projects and people requires a broadly embedded understanding of how effective project work happens and of the new behaviors needed
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