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Master of Business Administration MBA Semester 1st Name Roll No. Subject Subject code: Study Center kvsude@gmail.com MB0049 set 1

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Master of Business Administration-MBA Semester 2 Project Management MB0049 - 4 Credits (Book ID: B1138) Assignment Set- 1 (60 Marks) Note: Each question carries 10 Marks. Answer all the questions.

Q.1 List and explain the traits if a professional manager.

Being a good manager is like putting a jigsaw puzzle together. The first time you try to fit the pieces together, it takes a while to get everything to fit smoothly. The second time you attempt to make the pieces fit, you are a little more familiar with the pattern. Each time after that, it becomes more and more natural to easily match everything together and have it all turn out right. The 1. 2. 3. 4. 5. motivating handling a holding person types who of is in productive an emotional they or dont financial relate personalities pieces of the puzzle a manager has to put together are:

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6. recruiting people that are happy on other jobs, but are ready for change. All of these techniques combined together make a great manager. In fact, great managers have ten characteristics, and if each of these ten characteristics is developed, you will become a great leader and a great manager. Lets start off with quality number one. The very first thing we find in a great manager is a total commitment to building a team that functions in unison to reach their goals. Great managers realize they are a team. Their team is made up of individuals that have different

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Q2 : Describe in brief the various aspects of programme management? Answer : When we consider the portfolio of projects as a programme, there are many aspects of the management that we need to consider closely. The main considerations will be on resources, risks, quality of the projects at every stage of the execution in terms of meeting the expectations of the client as per the contract and monitoring the change processes that get enmeshed during implementation. Let us look at each specific in detail a) Risk Management: Evaluating and mitigating the risks associated with the programme is very important. This may have impact on the planned changes to the business operations. b) Process: Process governing the delivery of the project should be well defined. They should ensure that the quality and purposes are fully met. c) Change Management: We saw in earlier chapters that change is a part of any project and hence a programme as well. This deals with keeping a track of the changes and developments external to the project environment and studying their impact on the programme. d) Personnel Management: Human resource is one of the most important resources in programme management. We need to ensure that people are adequately trained and placed at the right place. This is essential to ensure on schedule and smooth delivery of the projects. e) Support Services: We need to ensure that the support services like human resources and IT are able to adapt to the changes that take place in the projects as well as business operations as a whole.

Q3 : Compare the following: a. Traditional Vs. Projectised Organization b. Reengineering Vs. E-engineering Comparison between traditional and projectised organisation Traditional organizations Projectised organizations They have the formal organisation They have teams comprising members structure, with departments, who are responsible for completing one functions, sections having a hierarchy entire deliverable product. of managers and their assistants. All of the managers function on a continuous basis catering to a series of requirements issued by the planning department. The teams will have all the resources required to finish the jobs.

An assembly of various units of their They have a time schedule within which production forms a products and a all the elements of the projects have to variety of such products make up the be completed. business of the company. No particular member or a departmentThere is greater accountability among or a team is responsible for the team members and everyone is completion of any particular product. responsible for the delivery. Their creativity and innovation is in particular respect of their jobs. Most of the members do not get It is found that a sense of ownership of exposed to other areas of operations the project motivates team members to in the organisation. They become be creative, cooperative among them to

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specialists and insular. achieve high productivity.

Reengineering Vs. E-engineering Reengineering: This is a process by which managers redesign a bundle of tasks into roles and functions so that organisational effectiveness is achieved. By doing so dramatic improvements in critical measures of performance like cost, quality and service are expected. There will be a radical rethink about the business processes adopted. A business process may be of any activity like inventory control, product design, orders processing, and delivery systems. No reference is taken to the existing process and an entirely new process is adopted. The following rules for reengineering are effective: Make changes with the outcome in mind not the tasks that result in them. Make the users of the results of the process effect the change. Let the people on the spot decide on the solution decentralise. E-Engineering: The term E-Engineering refers to the attempts of companies to make use of all kinds of information systems, to make their functions efficient. New information systems are installed for conducting all business processes in the organisation. The use of electronic communication within the organisation enables frequent interactions between employees and results in better communication. Typically meetings require their presence, but with teleconferencing a lot of time and money is saved. Data have repositories which are accessible, transferable and updatable instantly and used by all concerned. Cross-functional workflows make it easier to coordinate activities. The increase in efficiency makes the organisation meet customers requirements faster. All these result in widespread utilisation of knowledge in the organisation. It helps in creating and making available high quality of information. The information system also comprises of intranet and internet solutions to carry on their regular activities online.

Q.4 List out the macro issues in project management and explain each.

Q.5 Describe the various steps in risk management listed below: a. Risk Identification b. Risk Analysis c. Risk Management Planning d. Risk Review Q.6 ABC Company implements got a very big project and they decided to allot the same to a new project manager, who joined the company recently. In order to execute the project successfully, what are the various phases in which the project lifecycle should be divided.

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Master of Business Administration-MBA Semester 2 Project Management MB0049 - 4 Credits

(Book ID: B1138) Assignment Set- 2 (60 Marks) Note: Each question carries 10 Marks. Answer all the questions. Q.1 Write a short note on the following: a. Work Breakdown Structure b. Estimation Approach Q.2 List and define in Brief all the tools for Post Implementation Review Q.3 Define the Basic categories of performance management. Q.4 Write a short note on the following: a. Professional Responsibility b. Business Orientation c. Personnel Productivity d. Conflict Management, Q.5 Comment on the following a. Importance of DMAIS in project management cycle b. Knowledge areas of project management Q.6 What are the various SCMo soft wares available in project management? Explain each in brief.