S ummer 2011, MB A -II S emester

M B 0049: P rojec t M a na g em ent A s s ig nm ent S et I Attempt each question. Each question carries 10 marks: N o te: E a c h ques tio n c a rries 10 M a rk s . A ns w er a ll the ques tions . Q 1. L is t a nd ex pla in the tra its if a profes s iona l m a na g er. T ra its o f the profes s io na l m a na g er: The following traits enable a manager to be effective in his functioning. Endowed with these it will be easy to be effective. The top management will look for these in a person who they want to employ for project management. L ea ders hip These managers lead by exhibiting the characteristics of leadership. They know what they should do, know why they are doing it, know how to do it and have the courage and will to do it.They have the power of taking along with them others. P eople R ela tions hips - Any leader without followers cannot be successful. They have excellent human relationship skills. The manager builds up his team based on the core values of sincerity, objectivity and dedication. He ensures that his subordinates get opportunities for growth based on performance. He makes them a part of the decision making process, thus ensuring cooperation and commitment during implementation. He delegates freely and supports them. I nteg rity Highest levels of trust, fairness and honesty are expected while dealing with people both within an outside the organisation. This includes the customers, shareholders, dealers, employees, the government and society at large. They ensure that functioning is clean. Their transactions will be transparent. Ethics is something they practice diligently. Q ua lity The quality philosophy should not cover only the product quality, but every process that has gone into making it. Economy of words when instructions are given, acknowledging compliance, arriving on time, remembering the promises and above all a keen eye for details and patience tomake others know what they want are components of quality C us to m er O rienta tio n It is now recognized that every organized two sets of customers. Internal customers are people in the organisation employees, directors, team members any person who needs your services, whose needs of demands you satisfy. External customers clients and all members of society we come in contact in connection with our business. They need our solutions for their problems. So, the managers thinking about any problem is what can I do for him and all actions will be in that direction. I nnova tion a nd c rea tivity - Professional managers think beyond the obvious. They exhibit a keenness to go behind a problem and attempt to find the root cause of the problem. They will draw from their experience from diverse fields, seek further information and consider all possible alternatives and come out with some new and unique solution. This happens when they have open minds. A saying goes the human mind is like a parachute, it is useful only when it is open. Such a work culture is very conducive for problem solving which is the aim of all creativity. Their persistence will reward them. Such actions observed by their team members enthuse them and a spirit of adventure will bring about better solutions faster.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

P erform a nc e M a na g em ent professional manager not only ensures that his The performance is at peak all times, but motivates his entire team to do it. This comes by appreciation and encouragement. If there any shortfalls he arranges for training them so that their performance improves. Thus the team members know that they are expected to perform, that they get help to do so and their effort is recognized. This is the simple path of performance management. The following seven step model will be useful: Objectives/Performance standards are set. These are communicated to the employees. Review/monitor the above. Check actual performance Vs. Standards set. Identify gaps. Jointly decide on corrective action, if needed. Reset objectives for next period O bjec tives /P erform a nc e s ta nda rds a re s et To mange any criterion, it is necessary to measure the factors that were responsible for what is. The quality of the input, their quantity and their intended usage. Then measures of the utilizationthe processes used, their suitability, and the difficulties faced in utilization and how they were resolved. Then the outcomes are they as they were expected. Performance closer or beyond expectation is the degree of quality. For every employee the level of achievement is set in terms of quantities and extent to which the performance approached the standard. This is the basis for evaluating performance. T hes e a re c om m unic a ted to the em ployees This procedure ensures that they know what is expected of them and help them to adjust their activities in such a way as to meet them. This enables them to seek help, consult their colleagues or bosses, learn so that they will meet the expectations. It is possible that some objectives cannot be met at all. The communication to his boss, may help in reallocating the job, so that there will be no hiccups at the end of the period R eview /m onitor the a bo ve Review helps in resetting the goals when they cannot be achieved for various reasons shortage of resources, time etc. By monitoring, the shortfalls can be made up with the allocation of extra resources, or even diverting the operation. C hec k a c tua l perfo rm a nc e V s . S ta nda rds s et This is the evaluation phase. Comparison on every detail is made. Differences are recorded. Particular areas are chosen for improvement. I dentify g a ps Gaps mean the shortfall in performance standards. The immediate supervisor is also involved. The extent to which they affect the functions of the job itself are identified

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

J ointly dec ide on c orrec tive a c tion, if needed There is a possibility that the performance has exceeded the set standards. But if performance is not good the reasons and extent having been identified, the course of action for effecting corrections are decided. Giving extra responsibilities, training, relocation is considered. R es et objec tives for nex t period The targets are revised either upward or downward depending on the conclusion of the appraisal process. A sense of pride and belonging goes with the I dentific a tio n w ith the org a nis a tion ownership of the job, the project, team members and organisation. This is brought about by the culture and communication system in the organisation. Information sharing brings in trust and promotes belongingness. The tendency seen is that most managers strongly identify with their own departments, units or divisions and they lack a sense of organisation. In the light of increased competition and ever changing strategies to develop business orientation, which in effect means every manager should be aware of the companys plans, products and policies. An obvious corollary to this is that the organizations communication policy too should be conducive to such information sharing. Today, many organizations are using interventions such as team building, survey feedback, and other activities, to ensure that employees build up a strong sense of identity and pride in the organisation they work for. : The E m pow ering em ployees professional manager should possess the ability to empower his employees down the line. Many managers are not even ready to delegate their authority to subordinates and end up only delegating responsibility. Empowerment is the process by which employees are encouraged to take decisions pertaining to their area of work. Empowerment ensures execution of his duties. This leads employees developing a sense of pride in their jobs. But managers often hesitate to empower their subordinates as they feel insecure and show a sense of uncertainty. The professional manager practices empowerment and encourages employees to grow and develop in their positions. : It C o ping w ith c ha ng es is often said The only constant in this world is change. A professional manager has the ability and capacity to cope with change. He accepts the fact that change is inevitable and is ready to implement change at the workplace. To implement change successfully, it is essential that employees are involved in the implementation of change. Further the positive and negative consequences of change need to be discussed and understood before implementation. Thus a professional manager has the attitude to accept change as a way of life and takes it in his stride

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 2. D es c ribe in brief the va rio us a s pec ts of prog ra m m e m a na g em ent?

A s pec ts of prog ra m m e m a na g em ent

a) R is k M a na g em ent: 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) P ro c es s :Process governing the delivery of the project should be well defined. They should ensure that the quality and purposes are fully met. c) C ha ng e M a na g em ent: saw in earlier chapters that change is a part of any project We 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) P ers onnel M a na g em ent: 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) S upport S ervic esWe 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.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q .3 Compare the following: a. Traditional Vs. Projectised Organization b. Reengineering Vs. E-engineering a . T ra ditiona l V s . P rojec tis ed O rg a niza tion. These have the formal organisation structure, with departments, T ra ditio na l org a niza tio ns : functions, sections having an hierarchy of managers and their assistant. All of them function on a continuous basis catering to a series of requirements issued by the planning department. An assembly of various units of their production forms a products and a variety of such products make up the business of the company. No one particular member or a department or a team is responsible for the completion of any particular product. Their creativity and innovation is particular respect of jobs. Most of them do not get exposed to other areas of operations in the organisation. They will become specialists and be insular. These have teams comprising members who are responsible P ro jec tis ed o rg a niza tions : for completing one completely deliverable product. They will have all the resources required to do all jobs or operations to complete it. Most importantly, they have a time schedule within which all the elements of the projects have to be completed. It has been found that a sense of ownership of the project motivates them for being creative, cooperate among themselves to achieve high productivity. Traditional Organis ations They have the formal organisation structure, with departments, functions, sections having a hierarchy 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. An assembly of various units of their production forms a products and a variety of such products make up the business of the company. No particular member or a department or a team is responsible for the completion of any particular product. Their creativity and innovation is in particular respect of their jobs. Most of the members do not get exposed to other areas of operations in the organisation. They become specialists and insular. Projectised Organisations They have teams comprising members who are responsible for completing one entire deliverable product. The teams will have all the resources required to finish the jobs. They have a time schedule within which all the elements of the projects have to be completed. There is greater accountability among team members and everyone is responsible for the delivery. It is found that a sense of ownership of the project motivates team members to be creative, cooperative among them to achieve high productivity.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

b. R eeng ineering V s . E -eng ineering To reverse engineer a product is to examine it and probe it in order to reconstruct a plan from which it could be built, and the way it works. For instance if I took my clock apart, measured all the gears, and developed a plan for a clock, understanding how the gears meshed together, this would be reverse engineering. Reverse engineering is often used by companies to copy and understand parts of a competitors product, which is illegal, to find out how their own products work in the event that the original plans were lost, in order to effect repair or alter them. Reverse engineering products is illegal under the laws of many countries, however it does happen. There have been celebrated cases of reverse engineering in the third world. Re-engineering is the adjustment, alteration, or partial replacement of a product in order to change its function, adapting it to meet a new need. For instance welding a dozer blade into the frame of my ford fiesta car is an example of reengineering, in order to clear snow, or drive through my neighbors kitchen. Re-engineering is often used by companies to adapt generic products for a specific environment (e.g. add suspension for rally car, change shape of conveyor belt to fit a factory shape, alter frequencies of a radio transmitter to fit a new countries laws)

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 4. L is t out the m a c ro is s ues in projec t m a na g em ent a nd ex pla in ea c h. M a c ro is s ues projec t m a na g em ent in : In order to provide complete stability to E volving K ey S uc c es s Fa c tors (K S F) U pfront fulfillment of goals, one needs to constantly evaluate from time to time , the consideration of what will constitute the success of completing a project and assessing its success before completion. The KSF should be evolved based on a basic consensus document (BCD). KSF will also provide an input to effective exit strategy (EES). Exit here does not mean exit from the project but from any of the drilled down elemental activities which may prove to be hurdles rather than contributors. Broad level of KSF should be available at the conceptual stage and should be firmed up and detailed out during the planning stage. The easiest way would be for the team to evaluate each step for chances of success on a scale of ten. KSF should be available to the management duly approved by the project manager before execution and control stages. KSF rides above normal consideration of time and cost at the levels encompassing client expectation and management perception time and cost come into play as subservient to these major goals. E m po w erm entT itle (E T ): ET reflects the relative importance of members of the organization at three levels: Team members empowered to work within limits of their respective allocated responsibilities the major change from bureaucratic systems is an expectation from these members to innovate and contribute to time and cost. Group leaders are empowered additionally to act independently towards client expectation and are also vested with some limited financial powers. Managers are empowered further to act independently but to maintain a scientific balance among time, cost, expectation and perception, apart from being a virtual advisor to the top management. PDM P a rtnering D ec is ion M a k ing (P:D M ) is a substitute to monitoring and control. A senior with a better decision making process will work closely with the project managers as well as members to plan what best can be done to manage the future better from past experience. The key here is the active participation of members in the decision making process. The ownership is distributed among all irrespective of levels the term equally should be a\voided here since ownership is not quantifiable. The right feeling of ownership is important. This step is most difficult since junior members have to respond and resist to being pushed through sheer innovation and performance this is how future leaders would emerge. The PDM process is made scientific through: i. ii. iii. iv. Earned value management system (EVMS) Budgeted cost of work scheduled (BCWS) Budgeted cost of work performed (BCWP) Actual cost of work performed (ACWP)

No M a na g em ent B y E x c eptio n (M B E ):news is good news . If a member wants help he or she locates a source and proposed to the manager only if such help is not accessible for free. Similarly, a member should believe that a team leaders silence is a sign of approval and should not provoke comments through excessive seeking of opinions. In short leave people alone and let situation perform the demanding act. The bend limit of MBE can be evolved depending on the sensitivity of the nature and size of the project. MBE provides and facilitates better implementation of effectiveness of empowerment titles .MBE is more

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

important since organizations are moving toward multi skilled functioning even at junior most levels.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q .5 D es c ribe the va rious s teps in ris k m a na g em ent lis ted below : a. Risk Identification b. Risk Analysis c. Risk Management Planning d. Risk Review

a . R is k I dentific a tion Risk assessment and identification: The assessment and identification focuses on numerating possible risks to the project. Methods that can aid risk identification include checklists of possible risks, surveys, meetings and brainstorming and reviews of plans, process and work products. The project manager can also use the process database to get information about risks and risk management on similar projects. b. R is k A na lys is The first step in risk analysis is to make each risk item more specific. Risks such as, Lack of Management buy in, and people might leave, are a little ambiguous. In these cases the group might decide to split the risk into smaller specific risks, such as, manager Jane decides that the project is not beneficial, Database expert might leave, and Webmaster might get pulled off the project. The next step is to set priorities and determine where to focus risk mitigation efforts. Some of the identified risks are unlikely to occur, and others might not be serious enough to worry about. During the analysis, discuss with the team members, each risk item to understand how devastating it would be if it did occur, and how likely it is to occur. For example, if you had a risk of a key person leaving, you might decide that it would have a large impact on the project, but that it is not very likely. In the process below, we have the group agree on how likely it thinks each risk item is to occur, using a simple scale from 1 to 10 (where 1 is very unlikely and 10 is very likely). The group then rates how serious the impact would be if the risk did occur, using a simple scale from 1 to 10 (where 1is little impact and 10 is very large). To use this numbering scheme, first pick out the items that rate 1 and 10, respectively. Then rate the other items relative to these boundaries. To determine the priority of each risk item, calculate the product of the two values, likelihood and impact. This priority scheme helps push the big risks to the top of the list, and the small risks to the bottom. It is a usual practice to analyze risk either by sensitivity analysis or by probabilistic analysis. In sensitivity analysis a study is done to analyse the changes in the variable values because of a change in one or more of the decision criteria. In the probability analysis, the frequency of a particular event occurring is determined, based on which it average weighted average value is calculated. Each outcome of an event resulting in a risk situation in a risk analysis process is expressed as a probability. Risk analysis can be performed by calculating the expected value of each alternative and selecting the best alternative. Ex: Now that the group has assigned a priority to each risk, it is ready to select the items to mange. Some projects select a subset to take action upon, while others choose to work on all of Project the items. To get started, you might select the top 3 risks, or the top 20%, based on the priority calculation.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

c . R is k M a na g em ent P la nning A Risk Management Plan is a document prepared by a project manager to foresee risks, to estimate the effectiveness, and to create response plans to mitigate them. It also consists of the risk assessment matrix. A risk is defined as "an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives."[1] Risk is inherent with any project, and project managers should assess risks continually and develop plans to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critically, risk management plans include a risk strategy. Broadly, there are four potential strategies, with numerous variations. Projects may choose to: Accept risk; simply take the chance that the negative impact will be incurred Avoid risk; changing plans in order to prevent the problem from arising Mitigate risk; lessening its impact through intermediate steps Transfer risk; outsource risk to a capable third party that can manage the outcome d. R is k R eview Risk review is a step in a risk management procedure. Risk assessment is the determination of quantitative or qualitative value of risk related to a concrete situation and a recognized threat (also called hazard). Quantitative risk assessment requires calculations of two components of risk: R, the magnitude of the potential loss L, and the probability p, that the loss will occur. Methods may differ whether it is about general financial decisions or environmental or public health risk assessment. Risk assessment consists in an objective evaluation of risk in which assumptions and uncertainties are clearly considered and presented. Part of the difficulty of risk management is that measurement of both of the quantities in which risk assessment is concerned - potential loss and probability of occurrence - can be very difficult to measure. The chance of error in the measurement of these two concepts is large. A risk with a large potential loss and a low probability of occurring is often treated differently from one with a low potential loss and a high likelihood of occurring. In theory, both are of nearly equal priority in dealing with first, but in practice it can be very difficult to manage when faced with the scarcity of resources, especially time, in which to conduct the risk management process.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 6. A B C C om pa ny im plem ents a very big pro jec t a nd they dec ided to a llo t the s a m e to a new pro jec t m a na g er, w ho joined the c om pa ny rec ently. I n order to ex ec ute the pro jec t s uc c es s fully, w ha t a re the va rious pha s es in w hic h the pro jec t lifec yc le s hould be divided. In order to execute the project successfully, project lifecycle should be divided into the following phases. The Project Life Cycle refers to a logical sequence of activities to accomplish the projects goals or objectives. Regardless of scope or complexity, any project goes through a series of stages during its life. There is first an Initiation or Birth phase, in which the outputs and critical success factors are defined, followed by a Planning phase, characterized by breaking down the project into smaller parts/tasks, an Execution phase, in which the project plan is executed, and lastly a Closure or Exit phase, that marks the completion of the project. Project activities must be grouped into phases because by doing so, the project manager and the core team can efficiently plan and organize resources for each activity, and also objectively measure achievement of goals and justify their decisions to move ahead, correct, or terminate. It is of great importance to organize project phases into industry-specific project cycles. Why? Not only because each industry sector involves specific requirements, tasks, and procedures when it comes to projects, but also because different industry sectors have different needs for life cycle management methodology. And paying close attention to such details is the difference between doing things well and excelling as project managers. Diverse project management tools and methodologies prevail in the different project cycle phases. Lets take a closer look at whats important in each one of these stages: 1) I nitia tion In this first stage, the scope of the project is defined along with the approach to be taken to deliver the desired outputs. The project manager is appointed and in turn, he selects the team members based on their skills and experience. The most common tools or methodologies used in the initiation stage are Project Charter, Business Plan, Project Framework (or Overview), Business Case Justification, and Milestones Reviews. 2) P la nning The second phase should include a detailed identification and assignment of each task until the end of the project. It should also include a risk analysis and a definition of a criteria for the successful completion of each deliverable. The governance process is defined, stake holders identified and reporting frequency and channels agreed. The most common tools or methodologies used in the planning stage are Business Plan and Milestones Reviews. 3) E x ec ution a nd c ontrolling The most important issue in this phase is to ensure project activities are properly executed and controlled. During the execution phase, the planned solution is implemented to solve the problem specified in the project's requirements. In product and system development, a

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

design resulting in a specific set of product requirements is created. This convergence is measured by prototypes, testing, and reviews. As the execution phase progresses, groups across the organization become more deeply involved in planning for the final testing, production, and support. The most common tools or methodologies used in the execution phase are an update of Risk Analysis and Score Cards, in addition to Business Plan and Milestones Reviews. 4) C los ure In this last stage, the project manager must ensure that the project is brought to its proper completion. The closure phase is characterized by a written formal project review report containing the following components: a formal acceptance of the final product by the client, Weighted Critical Measurements (matching the initial requirements specified by the client with the final delivered product), rewarding the team, a list of lessons learned, releasing project resources, and a formal project closure notification to higher management. No special tool or methodology is needed during the closure phase.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

M B 0049: P rojec t M a na g em ent A s s ig nm ent S et I I Note: Each question carries 10 Marks. Answer all the questions. Q 1. W rite a s hort note on the follow ing : a. Work Breakdown Structure b. Estimation Approach a . W ork B rea k dow n S truc ture (W B S ) A work breakdown structure (WBS) in project management and systems engineering, is a tool used to define and group a project's discrete work elements in a way that helps organize and define the total work scope of the project.. A work breakdown structure element may be a product, data, a service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control. Additionally the WBS is a dynamic tool and can be revised and updated as needed by the project manager. The Work Breakdown Structure is a tree structure, which shows a subdivision of effort required to achieve an objective; for example aprogram, project, and contract. In a project or contract, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective. The Work Breakdown Structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established. A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into their successively higher level parent tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated. [3] This technique (sometimes called a System Breakdown Structure ) is used to define and organize the total scope of a project. The WBS is organised around the primary products of the project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A welldesigned WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents. b. E s tim a tio n A pproa c h Estimation Approaches: There are two types of estimation approaches:

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

B o ttom up a pproa c h The bottom up approach consists of the following Project manager first divides the product under development into major modules Each module is subdivided into smaller units Project manager defines a standard for manufacturing and self-testing as o o o o Identify modules in the system and classify them as simple, medium or complex. As much as possible, use either the provided standard definitions or definitions from past projects If a project specific baseline exists, get the average build effort for simple/medium/complex (S/M/C) programs from the baseline. If a project specific baseline does not exist, use project type, technology, language and other attributes to look for similar projects in process database. Use data from these projects to define the build effort of S/M/C program. If no similar project exist in the process database and no project specific baseline exist refine the estimates based on project specific factors.

T op-D ow n A pproa c h The top down approach consists of the following Get the estimate of the total size of the product in function points Using the productivity data from the project specific capability baseline from the general process capability baseline, or from similar projects, fix the productivity level for the project Obtain the overall effort estimate from the productivity and size estimates. Use effort distribution data from the process capability baselines or similar projects to estimate the effort for the various phases. Refine the estimates taking project specific factors into consideration.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 2. L is t a nd define in B rief a ll the tools for P os t I m plem enta tion R eview T o ols fo r P os t I m plem enta tion R eview There are various tools for post project implementation review that may be considered for improving and developing processes of the project. Reports are prepared on the same which becomes the basis for all future discussion. Some of the tools that may be considered for post implementation review are shown in figure.

a) Fina l P roduc t E va lua tioThis may be done through regularly organised meetings and n: quality reviews. b) O uts ta nding P rojec t W o rk E va lua tion: outstanding works of a project can be All reviewed to check its output quality, its performance compared to planned and evaluate the same. c) P rojec t R eviewReview questionnaire may become important if the reviews are to be : structured and group discussion may be initiated depending upon the points to be discussed. d) P roc es s E va lua tion: Evaluation of any process is one of the key issues of the project

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 3. D efine the B a s ic c a teg ories of perfo rm a nc e m a na g em ent. Basic categories of performance measurements include measures of efforts, measures of accomplishments and measures that relate efforts to accomplishments (as depicted in the figure)

B a s ic c a teg o ries of perform a nc e m a na g em ent a) M ea s ures of efforts : Efforts are the amount of financial and non-financial resources (in terms of money, material) that are put into a program or process b) M ea s ures of a c c o m plis hm ents : Accomplishments measures report what was provided and achieved with the resources used. There are two types of measures of accomplishments outputs and outcomes. Outputs measure the quantity of services provided; outcomes measure the results of providing those outputs. c) M ea s ures tha t rela te effo rts to a c c om plis hm ents :are efficiency measures that These relate efforts to outputs of products or services. They also measure the resources used or cost (for example, in rupees, employee-hours, or equipment used) per unit of output. They provide information about the production of an output at a given level of resource used and demonstrate an entitys relative efficiency when compared with previous results, internally established goals and objectives

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 4. W rite a s hort note on the follow ing : a. Professional Responsibility b. Business Orientation c. Personnel Productivity d. Conflict Management, a . P rofes s iona l R es po ns ibility Professional responsibility is the area of legal practice that encompasses the duties of attorneys to act in a professional manner, obey the law, avoid conflicts of interest, and put the interests of clients ahead of their own interests. C o m m o n vio la tio ns inc lude: Conflicts of interest. This occurs where the same lawyer or firm is representing both sides in a lawsuit, or previously represented one side. In countries with the adversarial system of justice, a conflict of interest violates the right of each client to the undivided, zealous loyalty of his lawyer. Conflicts may also occur if the lawyer's ability to represent a client is materially limited by the lawyer's loyalty to another client, a personal relationship, or other reasons. Incompetent representation. Attorneys have a duty to provide competent representation, and the failure to observe deadlines or conduct thorough research is considered a breach of ethics. Mishandling of client money. Clients often advance money to lawyers for a variety of reasons. The money must be kept in special client trust accounts until it is actually earned by the lawyer or spent on court fees or other expenses. Fee-splitting arrangements. Attorneys may not split fees with non-attorneys, or with other attorneys who have not worked on the matter for which the client is represented. b. B us ines s O rienta tion Business Orientations is a term used by Jaroslav Tyc in his book "Business Orientations" published at www.LuLu.com. Business Orientation is the basic offer addressed by a business to its customers. The author affirms that there can only be four basic forms of such an offer: 1) The Expert (who provides individual solution for his clients) 2) The Product (product maker's invention sold on the general market) 3) The Self-Service (an access to the self-satisfaction of customer's needs) 4) The Commodity (the basic resources) The main point is that any "other" Business Orientation is just a mix of these 4 basic forms. Likewise all the mathematical calculations are based on only four basic mathematical operations. The author compares the 4 Business Orientations from many various standpoints and shows how the 4 Business Orientations are revealed in economic history, business competition, development of economy sectors and management decisions.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

He also shows how the quartet of Business Orientations corresponds to other basic category quartets like 4 mathematical operations, 4 types of markets, 4 forms of business environment protection etc c . P ers o nnel P roduc tivity Personal productivity has a broader meaning than just time management. Time management is however an important component of personal productivity. The picture below shows the relation:

The main components of personal productivity, of which time management is an important one. Put simply personal productivity consists of all the virtues an effective employee has. These areas are: efficient learning, personal organization, time management, mental control, creativity, and decision making. d) C onflic t M a na g em ent Conflict management refers to the long-term management of intractable conflicts. It is the label for the variety of ways by which people handle grievancesstanding up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, lynching, terrorism, warfare, feuding, genocide, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by the social structureor social geometryof the case.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Conflict management is often considered to be distinct from conflict resolution. In order for actual conflict to occur, there should be an expression of exclusive patterns, and tell why the conflict was expressed the way it was. Conflict is not just about simple inaptness, but is often connected to a previous issue. The latter refers to resolving the dispute to the approval of one or both parties, whereas the former concerns an ongoing process that may never have a resolution. Neither is it considered the same as conflict transformation, which seeks to reframe the positions of the conflict parties.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 5. C o m m ent on the follo w ing a. Importance of DMAIS in project management cycle b. Knowledge areas of project management a . I m po rta nc e of D M A I S in projec t m a na g em ent c yc le The projectised mantras of production management can be broadly identified as - Define Measure, Analyze, Improve, Standardize (DMAIS). These projectised mantras help in identifying, evaluating, and selecting the right improvement solutions for managing a project. The mantras also help in identifying the critical issues thus assisting the organization to adapt to the changes introduced through the implementation of different solutions. The phases associated with each projectised mantra of production management are: 1. Define: benchmark, customer requirement, process flow map, quality function deployment, project management plan 2. Measure: data collection, defect metrics, sampling 3. Analysis: cause and effect, failure modes and effect analysis, decision and risk analysis,root cause analysis, reliability analysis 4. Improve: design of experiments, modeling, and robust design 5. Standardize: control charts, time series, procedural adherence, performance management, preventive activities displays the various phases of DMIAS. b. K now ledg e a rea s o f projec t m a na g em ent There are nine knowledge areas in Project Management: 1. Project Integration Management 2. Project Scope Management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communications Management 8. Project Risk Management 9. Project Procurement Management Each of the nine knowledge areas contains the processes that need to be accomplished within its discipline in order to achieve an effective project management program. Each of these processes also falls into one of the five basic process groups, creating a matrix structure such that every process can be related to one knowledge area and one process group.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

Q 6. W ha t a re the va rious S C M o s oftw a res a va ila ble in projec t m a na g em ent? E x pla in ea c h in brief. The process documentation system is intranet based to provide immediate access to current, up-to-date process documentation. The system allows users to navigate through graphical structures to relevant documentation and processes which were created with the ARIS-Toolset. The content of the process documentation system includes the area supply chain management from the Odette Supply Chain Management Group. The system includes graphical process documentation, in the form of process chains, as well as the entire range of documentation related to the processes. The Process Documentation System gives, according to its objectives, an overview and a detailed view of the relevant processes for SCMo. The entry point in the documentations system is the model Process Overview SCMo. This model is the starting point for the navigation to other models. The navigation between models is done via the assignment symbol. The assignment symbol of a function / process Interface indicates that there is a link to another model. The linked / assigned models can be opened by double-clicking on the assignment symbol. This can be classified into two different navigations as shown in figure

a) Vertical Navigation: The vertical navigation is the navigation on different levels. Starting on the work package level and going downwards into more detail, the first models of processes are found on the sub-process level. In the model Process Overview SCMo those processes are assigned to the functions on Level 2. In the models there can be assignments for some functions, e.g. for a Function Allocation Diagram or a sub-process that describes that function. These two examples are currently the models on the lowest level. b) Horizontal Navigation: The horizontal navigation is on the same level. Some processes have a link to other processes, which can be at the start or end or even in the process

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

itself, when another process is imbedded in the process. Those links are represented by Process Interfaces. Microsoft has a team project management solution that enables project managers and their teams to collaborate on projects. The Microsoft Project 2002 products in these solutions are: 1. Microsoft Project Standard 2002 2. Microsoft Project Server 2002 3. Microsoft Project Server Client Access License (CAL) 2002. Support Software Having learnt the basics of application software, you would have a fair idea of how and to what extent project management processes could be automated. However, the challenge of making things work remains unchanged. While software vendors are confident of making it work, two yawning gaps still remain: 1. Business processes which are not covered in such software 2. Integration of multi vendor supported software applications The enterprise is normally in a dilemma whether to look at the same vendors to support such customisation or not. This normally works out too expensive for their comfort or within their tight budgets. Several software vendors have seized the opportunity with offerings that substantially fill these gaps effectively at a fraction of the costs quoted by the major vendors. The other carrot which these vendors offer is a unilateral transfer of the facility to customise themselves which is seen as a huge advantage. The various support software that may be used for managing projects are: 1. ARROW 2. FEDORA 3. VITAL 4. PILIN 5. MS EXCHANGE SERVER 2003 T he A R R O W P rojec t It is a consortia of institutional repository solution, combining open source and proprietary Software .Arrow is preferred support software because it: Provides a platform for promoting research output in the ARROW context Safeguards digital information Gathers an institutions research output into one place Provides consistent ways of finding similar objects Allows information to be preserved over the long term Allows information from many repositories to be gathered and searched in one step Enables resources to be shared, while respecting access constraints Enables effective communication and collaboration between researchers

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

The vision of project ARROW: The ARROW project will identify and test software or solutions to support best practice institutional digital repositories comprising e-prints, digital theses and electronic publishing. ARROW project wanted to be a solution for storing any digital output. Their initial focus was on print equivalents such as thesis and journal articles among others. It provided solution that could offer on-going technical support and development past the end of the funding period of the project. Fedo ra ARROW wanted a robust, well architected underlying platform and a flexible objectoriented data model to be able to have persistent identifiers down to the level of individual data streams. It accommodates the content model to be able to be version independent. Since the beginning of the project ARROW has worked actively and closely with Fedora and the Fedora Community. The ARROW projects Technical Architect is a member of Fedora Advisory Board and sits on Fedora Development Group. This association is reinforced by VTLS Inc. VTLS President is a member of Fedora Advisory Board and VITAL Lead Developer sits on Fedora Development Group V ITA L VITAL refers to ARROW specified software created and fully supported by VTLS Inc. built on top of Fedora. It currently provides: 1. VITAL Manager 2. VITAL Portal 3. VITAL Access Portal 4. VALET Web Self-Submission Tool 5. Batch Loader Tool 6. Handles Server (CNRI) 7. Google Indexing and Exposure 8. SRU / SRW Support 9. VITAL architecture overview VITAL is part of creative development of ARROW institutional repositories. VITAL has the following features: 1. Inclusion of multimedia and creative works produced in Australian universities 2. Limited exposure nationally or internationally 3. Addition of annotation capability 4. Inclusion of datasets and other research output not easily provided in any other publishing channel 5. Being developed in conjunction with the DART (ARCHER) Project 6. Exploration of the research-teaching nexus tools that will allow value added services for repositories 7. Integration with or development of new tools that will allow value added services for repositories (for instance the creation of e-portfolios or CVs of research output of individual academics) P I L I N P ers is tent I dentifiers a nd L ink ing I nfra s truc ture There has been a growing realisation that sustainable identifier infrastructure is required to deal with the vast amount of digital assets being produced and stored within universities.

MB 0049: Project Management

Roll No. 571010088

S ummer 2011, MB A -II S emester

PILIN is a particular challenge for e-research communities where massive amounts of data are being generated without any means of managing this data over any length of time. The broad objectives are to: 1. Support adoption and use of persistent identifiers and shared persistent identifier management services by the project stakeholders 2. Plan for a sustainable, shared identifier management infrastructure that enables persistence of identifiers and associated services over archival lengths of time 3. Deploy a Worldwide Site Consolidation Solution for Exchange Server 2003 at Microsoft 4. Add Picture 5. Use Microsoft Exchange Server 2003 to consolidate more than 70 messaging sites worldwide into seven physical locations

MB 0049: Project Management

Roll No. 571010088