Beruflich Dokumente
Kultur Dokumente
KURSUS : BMFP/BMFU
KERTAS SOALAN INI TERDIRI DARIPADA LIMA BELAS (15) MUKA SURAT
SAHAJA (TERMASUK MUKA SURAT HADAPAN)
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BMFP 4542
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QUESTION 1
Discuss what are three (3) of main elements or criteria must be taken for consideration the
successful of the Project Management?
[9 Marks]
ANSWER:
• TIME
Projects are constrained by a specified time frame during which they must be completed. They are not
supposed to continue indefinitely. Thus the first constraint that governs project management involves the
basic requirement: the project should come in on or before its established schedule.
[3 Marks]
• COST
A Second key constraint for all projects is a limited budget. Projects must meet budgeted allowances in
order to use resources as efficiently as possible. Companies do not write blank checks and hope for the
best. Thus the second limit on a project raises the question: Was the project completed within budget
guidelines?
[3 Marks]
• PERFORMANCE
All projects are developed in order to adhere to some initially determined technical specifications. We know
before we begin what the project is supposed to do or how the final product is supposed to operate.
Measuring performance, then, means determining whether the finished product operates according to
specifications. The project’s clients naturally expect that the project being developed on their behalf will
work as expected. Applying this third criterion is often referred to as conducting a “quality” check.
[3 Marks]
QUESTION 2
Differentiate between traditional approaches and process-oriented business functions in project
management practices
[6 Marks]
ANSWER: Projects involve new process or product ideas, typically with one objective or a limited set of
objectives.
TRADITIONAL APPROACHES PROCESS ORIENTED
• They are one‐shot activities with a defined • Process‐oriented functions adhere more closely
beginning and end, to rigid organizational rules, channels of
• Employing a heterogeneous group of communication, and procedures.
organizational members as the project team. • The people within the functional departments
• They operate under circumstances of change and are homogenous, engaged in ongoing activities,
uncertainty, outside of normal organizational with well‐established systems and procedures.
channels, and are intended to upset the status quo • They represent bastions of established practice
and violate established practice, if need be in order designed to reinforce the organization’s status
to achieve project goals. quo.
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QUESTION 3
Discuss what are the approaches to estimate project times & costs and why accurate estimates
critical to effective project management?
[10 Marks]
ANSWER:
Top ‐Bottom Approaches Bottom‐Up Approaches
• At the strategic level, top‐down estimating • If the project is similar to past projects, the costs
methods are used to evaluate the project from past projects can be used as a starting
proposal. Sometimes much of the information point for the new project.
needed to derive accurate time and cost • Differences in the new project can be noted and
estimates is not available in the initial phase of past times and costs adjusted to reflect theses
the project. differences.
• This method simply uses the pooled experience • Differences from the appropriate standardized
of senior and/or middle managers to estimate project are noted (for times, costs, and
the total project duration and cost. This typically resources) and changes are made. This approach
involves a meeting where experts discuss, argue, enables the firm to develop a potential schedule,
and ultimately reach a decision as to their best estimate costs, and develop a budget in a very
guess estimate. short time span.
[5 Marks]
Using top‐down estimates is good for initial and strategic decision making or in situations where the costs
associated with developing better estimates have little benefit. However, in most cases the bottom‐up approach
to estimating is preferred and more reliable because it assesses each work package, rather than the whole
project, section, or deliverable of a project. Estimating time and costs for each work package facilities
development of the project schedule and a time‐phased budget, which are needed to control the project as it is
implemented. Inaccurate estimates lead to false expectations and consumer dissatisfaction. Accuracy is
improved with greater effort, but it is worth the time and cost. Using the estimating guidelines will help
eliminate many common mistakes made by those unacquainted with estimating times and costs for project
control. Establishing a time and cost estimating database fits well with the learning organization philosophy.
Development of such templates in a database can quickly reduce estimate errors.
[5 Marks]
QUESTION 4
Discuss what are four (4) key stages in project risk management and the approaches to risk
identification.
[10 Marks]
ANSWER:
There are four distinct phases of project risk management:
• Risk identification
Risk identification focuses on determining a realistic set of risk factors that a project faces.
• Analysis of probability and consequences
In analysis of probability and consequences, the project team prioritizes its responses to these various risk
factors by assessing the “impact factor” of each one. Impact factors are determined either in a qualitative
manner, using a matrix approach and consensus decision making, or in more quantitative ways, in which all
relevant probability and consequence parameters are laid out and used to asses overall project risk.
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• Risk mitigation strategies, and
The project team begins the process of developing risk mitigation strategies once a clear vision of risk factors is
determined.
• Control and documentation.
The clear step in the risk management process, control and documentation, is based on the knowledge that risk
management strategies are most effective when they have been codified and introduced as part of standard
operating procedures. The goals is to create systematic and repeatable strategies for project risk management.
[5 Marks]
There are four distinct types to identify project risk identification
• Brainstorming meeting
Brainstorming is a qualitative idea‐creation technique, not one focused on decision making. Bringing the
members of the project team, top management, and even clients together for a brainstorming meeting can
generate a good list of potential risk factors. In order to be effective, brainstorming meetings must be free of
judgments, criticism of others’ viewpoints, or pressure to conform
• Expert opinion
There are two alternative ways to use this technique in assessing project risks. The more quantifiable method,
commonly referred to as the Delphi approach, collects, and consolidates the judgments of isolated anonymous
respondents. For Delphi to be used effectively, some preliminary screening of potential contributors is usually
necessary. The collective ‘wisdom” of the set of experts is then used as he basis for decision making. The
simpler, more intuitive method for using expert judgments is based on the principle that ‘experience counts”.
You simply identify and consult people within the organization who have had similar experiences in running
projects in the past or who have been with the firm sufficiently long to have a clear grasp of the mechanics of
project risk analysis.
• Pat history
The problem with experience is that it is no guarantee of future events. The issues or conditions that contributed
to the project risk in the past decade, year, or even month may not be relevant to current market conditions or
the state of project work as it is now being conducted. Hence, history can be useful for identifying key project
risk factors provided all parties employ a reasonable degree of caution when evaluating current projects through
the portal of past events.
• Multiple (or team‐based) assessments.
Using single‐case sources to identify project risks is itself a risky proposition because of the potential bias in any
one person’s viewpoint. It also makes sense that no one individual, no matter to what degree he or she is
perceived to be an expert, can possibly discern all sources of threat and project risk. It may be clear that an
engineer is likely to be more attuned to technical risks, a cost accountant to budgetary risks, and so forth, but no
even the most seasoned manager with experience in many fields is all‐knowing. A team‐based approach to risk
factor identification encourages identification of a more comprehensive set of potential project risks.
[5 Marks]
QUESTION 5
Discuss what are the principles that typify the new project leadership and the traits linked to
effective project leadership
[5 Marks]
The principles of the new project management include:
• Understanding and practicing the power of appreciation regarding each member of project team.
• Continually reminding people of what is important through keeping focused on the “big picture”
• Generating and sustaining trust with each member of the project team, and
• Recognizing that the leader and the led are natural allies, not opponents.
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A number of leadership traits are strongly linked to effective project leadership, including:
• Credibility or honesty
• Problem‐solving abilities
• Tolerance of complexity and ambiguity
• Flexibility in managing subordinates
• Communication skills.
• Creativity
• Decision‐making abilities
• Experience
• The ability to work well through the project team, and
• Strong influence skills.
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QUESTION 6
The direct cost of labor for the project team using the following data (Table 1).
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QUESTION 7
Assume that your project activity have the following pessimistic, likely, and optimistic
estimates for how long activities are estimated to take (Table 2).
Duration Estimates
Activity Pessimistic Likely Optimistic Te (Beta)
A 7 5 2 ?
B 5 3 2 ?
C 14 8 6 ?
D 20 10 6 ?
E 8 3 3 ?
F 10 5 3 ?
G 12 6 4 ?
H 16 6 5 ?
Using the beta distribution, estimate the activity durations for each task.
[5 Marks]
ANSWER:
Table 2 : Project Activity
Duration Estimates
Activity Pessimistic (a) Likely (m) Optimistic (b) Te (Beta) = (a+4m+b)/6
A 7 5 2 4.8
B 5 3 2 3.2
C 14 8 6 8.7
D 20 10 6 11
E 8 3 3 3.8
F 10 5 3 5.5
G 12 6 4 6.7
H 16 6 5 7.5
[5 Marks]
QUESTION 8
Consider the following data of project activity, identifying each activity, its normal duration
and cost, and expedited durations and costs as shown in Table 3:
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Table 3: Project Cost
NORMAL CRASHED
Crashed
Activity Duration Cost Duration Cost
Cost/ Day
(in days) (in RM) (in days) (in RM)
A 7 5 2 4.8 ?
B 5 3 2 3.2 ?
C 14 8 6 8.7 ?
D 20 10 6 11 ?
E 8 3 3 3.8 ?
F 10 5 3 5.5 ?
[5 Marks]
b) Assuming they are all part of the critical path, which activities should be crashed first and
what the total of crashing cost?
[5 Marks]
ANSWER:
a)
Slope = (Crash Cost – Normal Cost) / (Normal Time – Crash Time)
Table 3: Project Cost
NORMAL CRASHED Crashing
Cost/ Day
Activity Duration Cost Duration Cost days
(in RM)
(in days) (in RM) (in days) (in RM)
A 7 5 2 4.8 ‐0.04 5
B 5 3 2 3.2 0.07 3
C 14 8 6 8.7 0.09 8
D 20 10 6 11.0 0.07 14
E 8 3 3 3.8 0.16 5
F 10 5 3 5.5 0.07 7
TOTAL 0.42 42
[5 Marks]
b) We would crash in order from the least expensive activity to the cost. In this case, the first choice for
crashing is activity A (‐0.04). The total time we can save in crashing all activities is 42 days at a total
additional cost of 0.42.
[5 Marks]
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QUESTION 8
Assume the data and information as in Table 4. The indirect costs for each project duration are
$90 (15 time units), $70 (14), $50 (13), $40 (12), and $30 (11).
ANSWER:
a) What is the total direct cost for each project duration.
730
b) What is the optimum cost time for each project duration. (70)
[5 Marks]
PROJECT 31 30 29 28 27 26 25 24 23 22 21 20 19 18 17 16 15 14 13 12 11
DURATION
TOTAL 730 710 650 590 580 520 460 400 300 270 70
DIRECT
COST
TOTAL 90 70 50 40 30
INDIRECT
COST
TOTAL 730 710 650 590 580 520 460 400 300 270 70
COSTS
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QUESTION 9
You are one of three carpenters assigned to complete a short construction project. The project
information as shown in Table 5. Right before the start of the project, one of your fellow
carpenters was hospitalized and will not be available to work on the project. Activities A, B, C,
D, E, G, and H require 2 carpenters to complete. Activity F requires only 1 carpenter. No
splitting of activities is possible.
a.) Construct your project network and identify what is their critical path.
[5 Marks]
b.) Develop a resource-constrained schedule in the loading chart to see how long the project
will take with only 2 carpenters. Be sure to record the order in which you schedule the
activities using the scheduling heuristics.
[5 Marks]
c.) You will receive a bonus if the project is completed within 15 days. Should you start
planning how you will spend your bonus?
[5 Marks]
ANSWER:
a)
2 B 3 6 E 8 8 G 10
2 2 2 0 2 0 0 2 0
0 A 2 4 1 5 5 D 6 6 2 8 8 2 10
0 2 0 0 2 0
0 2 2 2 C 5 5 1 6 6 F 9 10 H 12
0 2 0 1 1 1 0 2 0
2 3 5 7 3 10 10 2 12
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The critical Path is A,C,D,E,G,H [5 Marks]
b) What is the total direct cost for each project duration.
ID RES DURATION ES LF SL 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
A 2 2 0 2 0 2 2
B 2 1 5 6 0 2
C 2 3 2 5 0 2 2 2
D 2 1 6 7 0 2
E 2 2 7 9 0 2 2
F 1 3 9 12 0 1 1 1
G 2 2 12 14 0 2 2
H 2 2 14 16 0 2 2
RESOURCES SCHEDULED 2 2 2 2 2 2 2 2 2 1 1 1 2 2 2 2
RESOURCES AVAILABLE 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
The order activities scheduled: A,C,B,D,E,F,G,H
Note: Activity F needs to be scheduled ahead of G because the delay in its start has caused its slack to be
negative.
[5 Marks]
c) You should not spend time planning how you are going to spend your bonus. The schedule will take 16 days.
[5 Marks]
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QUESTION 10
Top management told Naoto-Bego that the new building is to be opened as soon as possible.
Based on the data collected as shown in table below, he has to present this information include
all the calculation needed.
a) Calculate the EF, LF, and Slack times for each activity and create the network diagram
to identify what the immediate predecessor of network diagram?
.
[5 MARKS]
b) Determine the total completion time and the critical path for the project
[5 MARKS]
ANSWER:
a.
Activity Slack Earliest Latest Immediate Expected Time Variance
Finish Finish Predecessor
C 0 15 15 E 11.00 0.44
G 0 50 50 F,C 35.00 2.78
J 0 65 65 G,I 13.33 1.00
K 0 75 75 H,L,J 11.00 1.00
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D 20 5 25 ‐ 5.50 1.36
H 20 45 65 D,E 41.00 2.78
E 0 5 5 ‐ 6.33 0.44
I 15 30 45 C 17.00 0.44
F 5 10 15 ‐ 10.17 0.25
L 15 50 65 E,I 21.33 1.00
b. Critical Path is : E –C –G – J – K = 5 + 10 + 35 + 15 + 10 = 75 days.
Because the Total Variance is 0.44 + 2.78+ 1 + 1 + 0.44 = 5.67
QUESTION 11
The activity times and variances are give in Table 7. The project network is presented in Figure
1. This figure shows the project network as AOA. The AOA network is presented as a
reminder that PERT can use AON network as well.
Table 7: Project Activities
Activity a m b
1-2 17 29 47
2-3 6 12 24
2-4 16 19 28
3-5 13 16 19
4-5 2 5 14
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5-6 2 5 8
3
13 16
30 59 5
1 2 5 6
20 56
30
4
Figure 1: Project Network
a) Calculate the weighted average activity time and create the project network in AON.
[5 MARKS]
b) Calculate the probability if the activity operation become 67 days and draw it in distribution
normal graph?
[5 MARKS]
ANSWER:
a)
Activity a m b Te 2
[(b‐a]/6]
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b)
67 ‐ 64 3
Z = --------------- = ------------ = + 0.50 P = 0.69
√ 25+9+1+1 √ 36
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