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Q. 1.
A successful project manager should have special traits. Critically examine
these traits with reference to a construction project.
(Answer)
1. Planning
2. Organizing
3. Directing
4. Controlling
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• Maintain personal control of adherence to contract warranty and
guarantee provisions
• Closely monitor project activities of conformity to contract scope
provisions. Establish change notice procedure to evaluate and
communicate scope changes.
• Interpret communicate and require compliance with the contract
the approved plan project procedures and directives of the client
•
Traits with reference to a Construction Project.
Duties
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9. Recommends new or revised division strategies goals and
objectives in light of anticipated long-term manpower and budget
needs.
10. Establish the requirements for directs the development and
approves control programs to standardize methods used for
controlling similar types of activities in the project and in the
other division departments.
11. Establish the requirement for directs the development of and
approves administrative and technical training programs for
divisional personnel.
Qualifications
Q. 2
Why time management, communication and motivation are given more
importance in the project management environment in contrast to
traditional management environment? Describe your answers with
reference to the practical project management situation.
(Answer)
Time management
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in the real world project managers often find themselves compromising their time
between managing and doing mainly because of the uncertain nature of the
project.
The project managers were asked how they prefer to communicate on the
project and were asked to select from these forms of communication.
Written formal
Written informal
Oral formal
Oral informal
As part of the survey, the project managers were asked how much time
they spend each week trying to resolve conflicts. The results are shown in it was
a anticipated that the project managers in project driven organizations would
spend more time resolving conflicts than those in non project driven
organizations. The results of the survey however are not conclusive enough to
support this hypothesis.
Project management environment
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• Misplace information
• Spring mail
• Record keeping
• Monitoring delegated work
• Unnecessary crisis intervention
• Over committed outside activities
• Executive meddling
• Budget adherence requirements
• Vague goals and objectives
• Poor communications channels
• Uncontrolled telephone calls
• Casual visitors
The traditional management structure has survived for more that is two
centuries. However recent business development such as the rapid of change in
technology and position in the marketplace. As well as increased stockholder
demands. Have created strains on existing organizational forms. Fifty years ago
companies could survive with only one or perhaps two product lines. The
classical management organization as shown.
However with the passing of time companies found that survival depended
on multiple product lines and vigorous integration of technology into the existing
organization. As organizations grew matured manager found that company
activities were not being integrated effectively and that new conflict were arising
the well-established formal and informal channels. Managers began searching
for more innovative organizational forms that would alleviate the integration and
conflict problem.
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• Employee background
• Energy cycle per day
• Over time
• Productivity
• Meetings
• Time robbers
• Priorities
• Communication
• Planning
• Community service
• Delegation
Most employees do not perform at the same energy level each day of the
week. In order to verify this respondents were asked again to rate their energy on
a scale for each day of the week. The result is most respondents felt that their
peak performance days were Wednesday and Thursday. Construction and oil
industries had the highest overall energy level per week.
The majority of the people surveyed began work between and finished
between and. several government employees operated on a flexed time
schedule. The meant that their energy cycle per day had to be adjusted to a
common starting time.
Overtime
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Project driven organizations tend to require a great deal of overtime due to
underemployment rather Tran to have to terminate people because over
employment.
Productivity
Meetings
Time robbers
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The project managers were asked to identify how much time they spend
away from their desks. The majority of the respondents indicated that percent of
the time is spending away from the desks on such items as:
Priorities
• 100 percents of project managers felt that they establish their own
priorities.
Delegation
We can now summarize the major time management problem for the
project managers. These include:
• Meetings
• Time robbers
Monday 2
Tuesday 3
Wednesday 5
Thursday 3
Friday 4
Total 20
Q. 3
A system is a group of independent but interrelated elements comprising a
unified whole. Do you think that the project consists of sub-systems?
Elucidate in detail.
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(Answer)
System has been used rather loosely .the exact definition of a system
deepens on the users environment and ultimate goal. Modern business
practitioners define a system as:
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• System tends to imply an infinite lifetime. But with constant upgrading.
• Programs can be construed as the necessary first level elements of a
system.
Ultimately all decisions and policies are made on the basis of judgments
there is no other way and there never will be in the end analysis is but an aid to
the judgment and intuition of the decision maker. These principles hold true for
project management as well as for system management.
System approach definition should be considered. The system
approach:
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Subjective thinking is inhibited or affected by personal bias resulting from
condition within the brain and sense organs.
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• Special projects. Very often special projects occur that requires
certain primary functions and or authority to be assigned temporarily
to other individuals or units. This works best for short duration
projects. Long term project can lead to severe conflicts under this
arrangement.
• Matrix or aggregate projects: These require input from a large number
of functional units and usually control vast resources.
Q. 4
At what stage of project life cycle the project manager should be
appointed? Should the project manager be given training inside or outside
the organization and should be trained with respect to several project
management functions or for specific function? Explain with the help of
example.
(Answer):
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product or projects. During the past few years there has been at least partial
agreement about the life cycle phases of a product. They include:
The first phase the conceptual phases include the preliminary evaluation
of an idea. Most important in his phase is a; preliminary analysis of risk and the
resulting impact on the time. The conceptual phase also includes a first cut at the
risibility of the effort.
The most project or system costs can be broken down into operating and
implementation categories like purchasing computer hardware or detailed
planning. Operating costs on the other hand, include recurring expense such as
manpower. The operating costs may be reduced as shown in personnel perform
at a higher position on the learning curve. The identification of a learning curve
position is vitally important during the planning phase when firm cost position
must be established. Of course is not always possible to know what individuals
will be available or how soon they can perform at a higher learning curve
position.
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The third phase testing is predominantly a testing and final standardization
effort so that operation effort so that operations can begin. Almost all
documentation must be completed in this phase.
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Training for Project manager
1. Qualification.
2. Experience.
3. Project management functions’ know how.
4. Budget cost.
5. Management Information system.
6. Time management.
Example
• Conceptual
• Planning
• Implementation
• Closure
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engineering
Main Production Definition and Major review
design
Termination Phase out Conversion Detail
engineering
Final Audit
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Q. 5
The role conflict, communication problem, lack of team definition,
members commitment and senior management support are the among the
key barriers that hinders the effective team building process. What
approaches can be helpful to cope with these barriers. Assume any
practical situation.
(Answer)
Conflict communication
• An exchange of information
• An act of instance of transmitting information
• A technique of expressing ideas effectively
• A process by which meanings are exchanged between individuals
through a common system of symbols.
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Proper communication is vital to the success of the project.
Communications is the process by which information is exchanged.
Communications can be:
• Written formal
• Written informal
• Oral informal
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• Evaluative tendency
• Preconceived ideas
• Frame of reference
• Needs
• Attitudes emotion and self interest
• Position and status
• Existing relationship with sender
• Lack of responsive feedback
• Selective listening
Communication problem
The project manager needed two computers and some man power to
complete his project within stipulated period. The line manager refused to provide
any man power due to his engagement in production. Similarly Finance manager
did not sanctioned amount for computers. Senior management did not force both
to help the project manager. This practical situation disheartens the project
manager. Such al barriers always come in the way of project manager.
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These barriers include:
The scalar chain of command can also become a barrier with regard to in
house communications. The project manager must have the authority to go the
general manager counterpart to communicate effectively. It is possible that filters
can develop such that the final message gets distorted.
• Do not assume that the message you sent will be received in the form
you sent it.
• The swiftest and most effective communication takes place among
people with common points of view. The manager who fosters good
relationship with his associates will have little difficulty in
communication with them.
• Communication must be established early in the project.
• Confect over project priorities
• Conflict administrative procedure
• Conflict over technical options and performance trade offs
• Conflict over manpower resources
• Conflict over cost
• Conflict over schedules
• Personality conflict
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