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DUBLIN INSTITUTE OF TECHNOLOGY

BOLTON STREET, DUBLIN 1
__________

BACHELOR OF ENGINEERING
IN MECHANICAL ENGINEERING
&
BACHELOR OF ENGINEERING
IN MANUFACTURING & DESIGN ENGINEERING
_________
THIRD YEAR: JANUARY 2012
SEMESTER 1
__________
PROFESSIONAL DEVELOPMENT
John Lawlor MSc
Robert Simpson MSc
David Kennedy PhD
Mark McGrath MEng, M.I.E.I.
Anne Marie McCarrick MSc
Arthur Henry
XXXX Jan 2012, XXXX p.m.

Answer 4 of the following 6 questions, at least 2 from Section A and at least 1 from Section B.
All questions carry equal marks.

Given: Normal Table

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Section A

Question 1
(a)

Managers and leaders are very different people. Discuss, making

reference to the readings and theory covered in class.

(18 Marks)

Compare and contrast the role of the Functional Manager with that of
the Project Manager.

(7 Marks)

(a)

Explain why there is a necessity for Corporate Governance in an

organisation, and outline the obligations of any company wishing to
list on the Irish Stock Exchange. What recent changes (if any) have
been made to Corporate Governance requirements in Ireland?

(15 Marks)

(b)

Outline the Project Managers responsibilities under the Project

Management Institutes (PMI) Code of Ethics.

(10 Marks)

(a)

Discuss the effects of the various organisational forms on

coordination and interaction, both within a team and between a team
and the rest of the organisation.

(8 Marks)

(b)

Describe, using examples, what is meant by Job Specialisation,

identifying its advantages and disadvantages. Outline two
alternatives to Job Specialisation, pointing out the advantages and
disadvantages of each.

(10 Marks)

(c )

Outline the factors that can contribute to resistance to change in an

organisation, and the steps a manager can take to overcome that
resistance. Use examples to illustrate your answer.

(7 Marks)

(b)

Question 2

Question 3

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Question 4
(a)

Explain what is meant by Earned Value and at what stage in the

project lifecycle might this tool be used.
Using table 4.1 below, calculate the cost variance (CV), schedule
variance (SV), Cost Performance Index (CPI) and schedule
performance index (SPI) for each week of this project. Plot the CPI
and the SPI on a Quad Plot IV diagram and comment on the progress
this project is making.
Table 4.1
Week BCWS ACWP BCWP CV
(PV)
(AC)
(EV)
1
1,500
1,600
1,400
2
4,000
5,000
4,500
3
8,000
7,000
7,500
4
14,000 16,000 17,000
5
23,000 25,000 24,000

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CPI

SV

(7 Marks)

SPI

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(b)

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A consultant engineer has undertaken a project for a client. The
project is to establish a maintenance helpdesk function in the clients
organisation. The tasks involved are outlined in table 4.2 below.
Using table 4.2, draw the network diagram and determine the
following:

(10 Marks)

i)Total project duration

ii) Critical path
Explain why it is important for the Project Manager to identify the
critical path.
Table 4.2
Time Estimate (weeks)
Activity/Task
Description
a
m
1 -> 2
Analyse
5
8
existing system
1 -> 3
Source
7
10
helpdesk
software
2 -> 3
Source
3
5
helpdesk
hardware
2 -> 4
Install software
1
3
3 -> 4
Install
4
6
hardware
3 -> 5
Train helpdesk
3
3
staff
4 -> 5
Test system
3
4
(c)

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b
17
13

5
8
3
5

If the consultant engineer completes the project in 28 weeks or less,

(8 marks)
she will qualify for a bonus of 5000. What is the probability that the
engineer will receive this bonus? (10 marks)

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Section B
Question 5
(a)

(b)

In the context of a manufacturing company, explain the concepts of (15 Marks)

product costs and period costs, including notes on cost recognition
and payment timing.
Discuss the following types of costs:

(10 Marks)

Direct
Indirect
Variable
Fixed
Mixed
Step

Question 6
Write notes on the following:

(15 Marks)

The profit and loss account, including an explanation of the

presentation of the costs of goods sold and work in progress.
The balance sheet, noting its salient features.

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(10 Marks)

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