Q.1 Comment on the following a. Importance of DMAIS in project management cycle b.

Knowledge areas of project management

Ans. Importance of DMAIS in project management cycle

The Project management Life Cycle the Project Life Cycle refers to a logical sequence of activities to accomplish the project II goals or objectives Irrespective of the complexities of the project, a lifecycle of a project consists of (a) Understanding the scope and objectives of the projects (b) Formulating and planning various activities. (c) Executing the project. (d) Monitoring the project and controlling the project resources. (e). Knowledge areas of project management Project Management Information System (PMIS) An information system is mainly aimed at providing the management at different levels within formation related to the system of the organization. It helps in maintaining discipline in the system. An information system dealing with project management tasks is the project management information system. It helps in decision making in arriving at optimum allocation of resources. The information system is based on a database of the organization. A project management information system also holds schedule, scope changes, risk assessment and actual results. The information is communicated to managers at different levels of the organization depending upon the need. Let us find how a project management information system is used by different stakeholders

The four major aspects of a PMIS are a. Providing information to the major stakeholders. b. Assisting the team members, stakeholders, managers with necessary information and summary of the information shared to the higher level managers.

c. Assisting the managers in doing what if analyses about project staffing, proposed staffing changes and total allocation of resources. d. Helping organizational learning by helping the members of the organization learn about project management. Usually, the team members, and not the systems administrators of the company, develop a goodPMIS. Organizations tend to allocate such responsibility by rotation among members with a well designed and structured data entry and analytical format.

Q.2 Write few words on: a. Project Characteristics b. WBS c. PMIS d. Project Management strategies-Internal & external
Ans. a) Project Characteristics Any project may be considered to have the following characteristics: a) Resource requirement: During the course of executing the project, it is seen that the resource requirement increases from start to an intermediate stage of the project. It further increases at rapid rate and becomes constant while the project is at its 80 to 95% progress stage. Thereafter the resources requirement decreases to zero bringing the project to a finish. Refer to the figure2.2 for a chart. b) Funds: The requirement of funds for the complete execution of the project also follows the same trend as that of the resources. Both the requirements are more or less proportional. Refer to the figure 2.2 for a chart. c) Probability of completion: The probability of completing the project can be estimated based upon the normal distribution curve. In the initial stage of the project the probability of completing the project is low though not zero. It gradually increases and as the project

approaches finish the probability of completing the project tends to become 100%. Refer to the figure 2.2 for a chart. d) Risk: The risks involved in the project affecting its completion time are high at the initial stages and low at the later stages of the project. Refer to the figure 2.2 for a chart. e) Design changes: The project during the course of its progress may be subjected to changes because of some external factors. The influence of such external factors on the project may result changes in the design of the project though not very often. It is observed that such changes, if any, are normally high during the initial stages of the project and decreases as the project approaches finish. b. WBS Work Breakdown Structure (WBS) The entire process of a project may be considered to be made up on number of sub process placed in different stage called the Work Breakdown Structure (WBS). c. PMIS Project Management Information System (PMIS) An information system is mainly aimed at providing the management at different levels with information related to the system of the organization. It helps in maintaining discipline in the system. An information system dealing with project management tasks is the project management information system. It helps in decision making in arriving at optimum allocation of resources. The information system is based on a database of the organization. A project management information system also holds schedule, scope changes, risk assessment and actual results. The information is communicated to managers at different levels of the organization depending upon the need. d. Project Management strategies-Internal & external Internal Project Management Strategies Projects fail for many internal reasons, some of them technical, some of them managerial. However, even the technical failures can often be traced back to a failure on the part of the projects Executive management to recognize and deal with these inherent managerial risks. External Project Management Strategies On some projects, events external to the project sometimes come as a surprise to the project manager and his team and are therefore seen as obstacles to progress. However, as noted

earlier, projects generally exist only because of that external environment and so it is essential for the project team to recognize that they must also be responsive to it.

Q.3 What are the various SCMo soft wares available in project management? Explain each in brief.
Ans. Supply Chain Monitoring (SCMo) The intent of this document is to define the structure of the Documentation System, its content, the method of content generation and to attain common documentation of all standard processes of ODETTE. The documentation is valid for the SCM group of ODETTE. The 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. There are various advantages of using such a documentation system. The various SCMo softwares available in project management a) Standard / Best Practices: Documentation system stores and presents standards and best processes to be adhered to across the industry. This also helps the organization to secure their correct applications.

b) Central Repository: It also offers a central location of all processes and system related information. This includes customizing documentation to working guidelines. c) Adaptation: Adaptation is another unique objective achieved through documentation system. They allow flexible and quick adaptation in case of process changes or enhancement and provide the updated information immediately. d) Reference:

It also provides easy and quick reference to the documents. They present the standard processes in the intranet, where users can look up the current processes whenever necessary. e) Availability: Process documentation system is available at every working location.

Q.4 List the various steps for Risk management. Also explain GDM and its key features Ans
Risk Management Plan Risk management is an important part of project management. Although often overlooked, it is important to identify as many risks to your project as possible and to be prepared if something bad happens. A project manager prepares a table of risk management plans to indicate the risk type, probability of each risk, impact of the risk on the project, risk exposure and a risk mitigation plan for each risk. Here are some examples of common project risks: Time and cost estimates too optimistic Customer review and feedback cycle too slow Unexpected budget cuts Unclear role and responsibilities Poor communication resulting in misunderstandings, quality problem and rework Lack of resources commitment Stakeholders input is not sought or their needs are not properly understood Stakeholders changing requirements after the project has started Stakeholders adding new requirements after the project have started GDM?

The Global Delivery Model (GDM) enables an industry or business to plan, design and deliver products and services to any customer worldwide with speed, accuracy, economy and reliability.GDM enables its customer to leverage varied locations across the globe that provides optimized value for every component of delivery. The key features of GDM are shown in figure. a. Standardization - It includes ingenious design and development of components and features which are like to be accepted by 90% of world Design focusing on highly standardized adopts plug-andsocket concepts with minimum adaptable joints or connections. b. Modularization GDM requires product or solution to be split up into smallest possible individual identifiable entities. These entities will have limited individual functioning capability but they can become powerful and robust in combination with other modules. c. Minimum Customization GDM mandates only minimum changes or modifications to suit individual customers. d. Maximum Micro Structuring GDM encourages splitting of the Product Modules further into much smaller entity identifiable more through characteristics rather than application features. These Microbial Entities are standardized even across Multiple Modules. Application of these Microbial Entities rest within multiple Projects or Products or even as add - ons to suit customer needs later

d. Maximum Micro Structuring GDM encourages splitting of the Product Modules further into much smaller entity identifiable more through characteristics rather than application features. These Microbial Entities are standardized even across Multiple Modules. Application of these Microbial Entities rest within multiple Projects or Products or even as add - ons to suit customer needs later.

Q.5 Answer the two parts:

a. Importance of data management in project management-Comment. b. What is the significance of reviewing ROI Ans.
Importance of data management in project management-Comment. Data management consists of conducting activities which facilitate acquiring data, processing it and Acquisition of data is the primary function. To be useful, data should have three important characteristics - timeliness, sufficiency and relevancy (as shown in figure). Management of acquisition lies in ensuring that these are satisfied before they are stored for processing and decisions taken on the analysis.

Aforesaid sources have uncertainty inherent in them. So updating data is a very important aspect of their management. Storing what is relevant in a form that is available to concerned persons is also important. When a project is underway dataflow from all members of the team will be flowing with the progress of activities. The data may be about some shortfalls for which the member is seeking instructions. A project manager will have to analyze them, discover further data from other sources and see how he can use them and take decisions. Many times he will have to inform and seek sanction from top management. The management will have to study the impact on the overall organizational goals and strategies and convey their decisions to the manager for implementation. For example, Bill of Materials Isa very important document in Project Management. It contains

details about all materials that go into the project at various stages and has to be continuously updated as all members of the project depend upon it for providing materials for their apportioned areas of execution. Since information i s shared by all members, there is an opportunity for utilizing some of them when others do not need them. To ascertain availability at some future point of time, information about orders placed, backlogs, lead times are important for all the members. A proper MIS will take care of all these aspects. ERP packages too help in integrating data from all sources and present them to individual members in the way they require. When all these are done efficiently the project will have no hold ups an assure success. b. What is the significance of reviewing ROI? ROI Return on Investment (ROI) is the calculated benefit that an organization is projected to receive in return for investing money, time and resources in a project. Within the context of the review process, the investment would be in an information system development or enhancement project.ROI information is used to assess the status of the business viability of the project at key checkpoints throughout the project's life-cycle. ROI may include the benefits associated with improved mission performance, reduced cost, increased quality, speed, or flexibility, and increased customer and employee satisfaction.ROI should reflect such risk factors as the project's technical complexity, the agencys management capacity, the likelihood of cost overruns, and the consequences of under or non -performance. Where appropriate, ROI should reflect actual returns observed through pilot projects and prototypes.ROI should be quantified in terms of money and should include a calculation of the break-even point (BEP), which is the time (point in time) when the investment begins to generate a positive return. ROI should be re-calculated at every major checkpoint of a project to see if the BEP is still on schedule, based on project spending and accomplishments to date. If the project is behind schedule or over budget, the BEP may move out in time; if the project is ahead of schedule or under budget the BEP may occur earlier. In either case, the information is important for decision-making based on the value of the investment throughout the project life -cycle. Any project that has developed a business case is expected to refresh the ROI at each key project decision point (that is, stage exit) or at least yearly

Q6. XYZ Company implements CMMI level-03. To make further changes it decides on starting a new division in the organization. It decides to advance the existing

project management. What are the steps to be followed by the organization to drive project management to a new horizon?
Answer: The following nine steps are suggestive measures to provide new dimensions to the management of projects. Step 1: Believing in discontinuity and not continuity with incremental improvements Continuity or the status quo is a function of quantum of changes. Incremental improvements are valid only whether rate of change is not excessive. Both the continuity and incremental improvements are linked with the rate of change and quantum. Beyond a threshold of rate of change, one cannot go with the continuity and incremental improvements. The projective day Internet and technological based world has witnessed the unprecedented rate of change and explosion in the quantum of changes. It is this process which has resulted in making continuity theory as baseless. Continuity in principle is to preserve the past where as discontinuity breaks the linkage with the past to the extent it can have fewer constraints to move into the future. There is no choice except to believe in discontinuity as only then mind and body is prepared to accept the unknowns and be ready to face it and control thereafter. Step 2: Owning the problems and sharing the solutions. More one owns problem, more he becomes experienced. It is not the number of years of service one has performed for a company but how much number of problems was faced and owned is now becoming the benchmark to define inexperienced person from inexperienced. The true spirit of entrepreneurial outlook is to own the problems and solve the same and in this process make Money. The fixed mould mentality is to empower the problems to be faced outside than oneself and get the credit for solutions. Step 3 Breaking the status quo mentality No change means perpetuation of the Present into the Future. This is in contradiction to the nature as Future is not the extension of Present. Breaking the statuesque mentality implies in taming the future as it is the future which becomes Present at some point of time. Focusing into Future and affecting the Present is antiestablishment and require concerted efforts to move out from the comfortable zones. Project managers can hardly afford to have status quo mentality as day in and

day out they are involved in acting in present to affect Future. At times, when we do not get away from the status quo mentality, contradictions fall apart every wherein the project between the two types of group- the champions of future and those who believe in extending Present. Step 4:Stepping out of comfortable zones a part of the step 3 and in a way extension of it, the comfortable zone is to dear to break and cross. Fear of uncertainties makes the comfortable zone more comfortable than if the fear did not exist. The project managers of tomorrow are those who have so called comfortable zone carve out from that area which conventionally is uncomfortable and that is the zone of uncertainties. If we seek comforts in conquering the uncertainties with planning and indomitable spirit of winning, then we are able to provide project leadership and inspire the team members to plunge into risk taking. Step 5 Human Capital by passing Financial Capital While the agriculture society witnessed the Nature as the foremost; the 20th century saw theme-machine interaction as the key factor for the capital formation. 21st century in this Internet age is beginning to see the human capital surpassing the financial capital. Venture capitalists were all over the place to fund any idea, which they thought would create a brave new world. Its consequent failure in the last couple of years could not be attributed to the over faith in Human capital but absence of effective filtering mechanism from good to bad idea. While Return Noninvestment (ROI) could be seen as financial driven phenomena, Return On Time Invested(ROTI) is basically based human efforts and its deployment. ROTI will be more meaningful toROI in the context of new processes on their way to unfold in the beginning of 21st century. Step 6:Transform work culture from 5 to 7 dimensions Conventionally we all live in the conventional 5 dimensions of space i.e. X, Y and Z, Time and Mind. We need to supplement on these 5 dimensions the additional 2 dimensions of Passion and Joy If we do what we want do then the gap between Wish and Reality is so little that one is imposition to provide its very best. It is his/her added 2 dimensions, which make the total difference. The new miracles in project management will take place when we bring the work of joy like in the art domain of music and paintings in our project work. 10 Step 7 Real number of encounters replacing number of years of experience. The experience profile should be redefined by the number of encounters and problems faced instead of number of years. The wisdom evolved based on encounters is far richer than accumulated simply by repeating the same encounters n number of times in ones employee ship. The secret is to increase the encounters meaningful to ones own dream or passion profile. Step 8

Seeking meaning out of change Change is first degree. It is a must. Change can be threat or an opportunity. It depends how one looks at it. If change is resisted, it becomes all the more difficult to see the real outcome of the change as it is partly distorted. Project implies change and that too a temporary one. It inessential to make people to have a real communication about the change. One of the major strategies to bring about a change is to communicate, communicate and communicate. Step 9 Detachment from the fruits of the results To act is within ones control. To get the reward as a reaction to the action is not within ones Purview. Too much emphasis on that part, which is not within our control, is a wasteful exercise Instead concentrates on actions to the best of ones ability. The results so arrived at must be analyzed from the cause and effect relationship and constant learning must be made out of all such actions or group of actions. Attachment wit h the results of the actions often dilute ones own energy and may shift ones focus from the main road to its detour. Detachment from the results does not imply one should not demand or expect materialistic benefits, no, it only means that in case you do not get what you deserve, leave it and move forward rather than brooding over that part which is not within ones control. The journey comes to a standstill if we get attached to the surroundings and to the results of the present beyond a small time frame. Project managers and team members are never stationary. They must move on. In summary, the new discovery or dimensions in project management heavily depends on the human factor of breaking ceilings, getting motivated all the time, working with passion, detachment with the results rather than with the actions, human capital surpassing that of financial capital, breaking the status quo mentality, owning the problems and solutions and creating discontinuity. The journey has just begun and it must continue as in the human race, there is no finishing line