MB004 9 Master of Business Administration-MBA Semester 2 Project Management MB0049 - 4 Credits Assignment Set- 1 (60 Marks) Note: Each

h question carries 10 Marks. Answer all the questions. Q.1 List and explain the traits if a professional manager.

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Being a good manager is like putting a jigsaw puzzle together. The first time you try to fit the pieces together, it takes a while to get everything to fit smoothly. The second time you attempt to make the pieces fit, you are a little more familiar with the pattern. Each time after that, it becomes more and more natural to easily match everything together and have it all turn out right. The pieces of the puzzle a manager has to put together are: 1. 2. 3. 4. 5. 6. Advertising Recruiting Holding productive meetings Motivating a person who is in an emotional or financial slump Handling types of personalities they dont relate to Recruiting people that are happy on other jobs, but are ready for change.

All of these techniques combined together make a great manager. In fact, great managers have ten characteristics, and if each of these ten characteristics is developed, you will become a great leader and a great manager. Lets start off with quality number one. The very first thing we find in a great manager is a total commitment to building a team that functions in unison to reach their goals. Great managers realize they are a team. Their team is made up of individuals that have different beliefs, values, and ideals, but they all have to function in unison to reach the goals of the company. The second characteristic we find in a great manager is they live what they teach and they command respect by their example. You cant be one thing and say another because youll lose respect. Its not that important that your salespeople just like and admire you. It is important that they respect you first ?the other things will follow. Quality number three is very important. Great managers don't become buddies. They practice business detachment with subordinates off the job. Number four is also very important. Dont play favorites. What do I mean by this? Make a mental note of the words justice? and fairness.? These two words are critical in leadership?that you are totally just and totally fair through everything. Youre going to have to realize that if you play favorites in the office, the group will know it, and you will lose respect. Not only that, they start saying to themselves, The reason Im not doing good is not my skills, not my ability. Ive got a manger that gives the best business to other people. I cant make it.?And by the way, the person youre playing favorites with over the years can be the one that will cause you the biggest challenge

Naser Shoukat Firfire MB004 when you go through change in policy or leadership, or when you really 9 need something done. So remember, just be fair and dont play favorites! Number five is so critical. Great managers develop future vision. They see their

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company position, their market share, and their competitive edge in the future. But great managers also have to start seeing themselves in the future, the office in the future, the number of salespeople theyll have, and how they are going to delegate. How do you develop future vision? It comes back to having a plan and a goal. You must learn how to delegate authority and eventually replace yourself. What do you delegate? Anything you can train anyone else to do which keeps you from doing three things: recruiting, managing, and training. Number six. They attack pending problems and rapidly make tough decisions. Average managers dont make decisions. In fact, they make decisions so slowly, that eventually there is no need for a decision. What they had to decide upon has already taken place, so there is no need to do anything, you see? Now, as far as making decisions about managing your office, theres one thing I want to warn you about. Until you totally learn your skill of managing, rely on the people above you and run decisions past them. Rely on others for your knowledge and growth until; of course, you have all the answers. Dont forget number seven if you really want to build a great sales force: promote risktaking. You want to promote risk-taking with your salespeople. What do I mean by risktaking? Im talking about your salespeople going out a little bit on the edge as to the things they own, the things they buy, and the way they live. In essence, they must gradually up? their overhead as you teach them to up? their income. As a good manager, we help people increase their overhead with balance, so that as they grow income-wise, they also grow emotionally and enjoy their income. Promote risk-taking. Teach your salespeople they have to take a little risk in order to grow. And dont forget number eight. Great managers are specialized at recruiting, training, and retaining top people. That is a great managers main specialty. Becoming a great trainer or teacher is necessary, because if you can't duplicate yourself and the concepts you used as a super salesperson, you won't be able to complete the entire puzzle. Now number nine is interesting. Good managers look at change as healthy. Change excites an office. It keeps people on their toes. It motivates people to go far beyond what they normally would, and not only that, it keeps people out of a rut. Thats why great managers dont do the same thing every day. They dont come in at the same time every day. They dont eat lunch at the same time every day. They keep everyone on their toes. Ill tell you a basic truth about salespeople: if you have a set schedule, they will develop their schedule right around yours. The last characteristic great managers must learn is to help people change their self- images by using their individual needs to be comfortable. Salespeople lack confidence because they are afraid and don't know what is going to happen to them. A managers job is not only to instill confidence, but also to increase the way salespeople look at themselves. You see, self-image is a mirror reflection of who you think you are. It may not be who you are. Your goal is to develop your salespeople and to get them to grow far beyond their wildest dreams . It starts with how they see themselves Q.2 Describe in brief the various aspects of programme management? Project Management. Project Management can be defined as a planning, directing and controlling resources to meet the technical, cost, and time constraints of the project.

Naser Shoukat Firfire MB004 2 9 A project requires a different kind of managerial concept as compared to the conventional systems. This is due to the fact that in a project a team consisting of highly specialized individuals comes together for a short span of time to achieve some "Common Objective".

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"Common Objective" is the key phrase here, because individuals from diverse technical backgrounds come together and have to work as a team. An integration of this diverse intellectual pool along with a diverse technical skill requires special managerial skill. A few aspects of the managerial skills required for the purpose are listed below. Work Break Down Structure. The work required to obtain the objective is broken down and divided into tasks and subtasks. Various teams responsible for the completion of the project then perform these tasks. Organizational Structure. The management can choose one of three organizational structures to follow in their projects. These are the Pure, Functional and Matrix Structure. Pure Project: This structure is the self-contained autonomous unit, the strengths of which are speed and flexibility. Here the project manager enjoys full authority over the project and team members have to report to one boss only. One main disadvantage of this structure is that since the resources are not being shared across the organization there will be duplication of resources and wastage. The second type of structure is the Functional where one department services the needs of the entire organization. For instance the Research and Development department takes care of the R & D of the entire product range of the organization. This structure gives the members to work on many projects simultaneously and widens their horizon. However this creates the need of reporting to multiple bosses and thus creates problems for the members. Matrix structure is a mix between functional and pure projects. Here each project utilizes people from different functional areas. The project manager decides what task is to be done and at what time whereas the functional head determines the people who will work on the project. One main disadvantage here is that a person has two bosses and very often it creates a doubt in the mind of the person as to whose orders have to be followed. Scheduling. Once the tasks have been identified a schedule is formed regarding what activity is to bedone at what point of time. This can be done with the use of a technique known as the "Critical Path Method". CPM is a graphical technique which shows the use of resources, time at which these are being used and the cost involved. The benefit of using CPM is that the manager knows what are the various activities involved in the project and then he can plan accordingly. This is essential as without such planning starting the project becomes impossible. However there is a flip side to it. Generally projects are of complex nature and involve large degree of uncertainty. CPM is based on the principle that activities follow a flow. So break in one step ruins the entire path and then the entire activity has to be performed again. A relevant example can be seen in the current Telecom scenario in India. Cellular operators invested huge amount

Naser Shoukat Firfire MB004 of 9 money and paid entry fee to the government. This fee was included in the cost structure and pricing was done accordingly. With the entrance of the players with WLL, the plans of the cellular operator went awry. The WLL players did not have to pay any fee to the government and were able to provide the same services at a much lower price. Due to this a large market of the cellular operators was taken away from them and their plans went for a toss. CPM does not include provisions for any such contingency and this is a drawback of this method.

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Q.3 Compare the following: a. Traditional Vs. Projectised Organization When the execution of projects is a normal part of the organization's business, it is expected that the organization will establish, in parallel with the Operations function, a function to manage the projects. This would normally include a Central Project Office or Project Management Office (PMO), and specialized personnel to manage projects. The PMO, under a Chief Project Officer (or similar title) will develop standards and practices directed at the effective execution of projects and the attainment of schedule, cost, scope and quality objectives. In doing so, a project management planning and information system is put in place, and periodic measurements of project progress and performance are conducted. In the traditional organization, responsibility for determining and achieving the organization's goals are assigned to the Operations function. Senior managers, having titles such as COO, CTO, CIO, CFO, Strategic Planner, etc., establish objectives and goals, and develop strategies to achieve these. When there are projects associated with these goals, these senior managers are expected to select from a menu of proposed and pending projects. The objective is to create the mix of projects most likely to support the achievement of the organization's goals - within the preferred strategies - and within the organization's resource (people and funding) constraints. A problem, common to many organizations, is that there is no connection between the Operations and Projects functions, nor is there a structured, consistent, and meaningful flow of information between these two groups. The organization's objectives (enterprise- level goals) are hardly ever communicated to the Project Office, and the periodic measurements made by the projects group cannot be related to these objectives. Much of the project management literature is concerned with projects undertaken in matrix organizations. There is relatively little material on projectile organizations, particularly those providing project management services to external clients, and very little indeed on people management in such organizations. My forty years of practice in project management were primarily in projectile organizations, including over a quarter of a century with the leading Australian project management company of its time, Civil & Civic Pty Limited. Many people management practices in that organization were substantially different from conventional wisdoms of people management, but the company was universally recognized as the best employer in its business. This paper is an account of how several aspects of people management worked in that organisation. Some brief notes on projectised organisations are followed by discussions of people management in Civil & Civic, including implementing broader people-related initiatives

Naser Shoukat Firfire MB004 by 9 projects, rather than having people-related service departments to do this work. A section on people selection and development focuses on finding and building on individual strengths, followed by several aspects of people management on projects, including self-organisation, motivation, teamwork commitment and performance assessment.

MB004 9 b. Reengineering Vs. E-engineering

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E-Engineering is an answer for growing globalization of manufacturing, sourcing and engineering.In the world of ever increasing speed,competition, treats and opportunities, you need to conduct your business better, faster and more efficiently every day. This is exactly the main goal of our e-Engineering: to help you run your business according to the highest global standards and best practices, by providing you with up- to-date, leading-edge industrial Web applications, customized to your needs. Reverse engineering is the process of discovering the technological principles of a human made device, object or system through analysis of its structure, function and operation. It often involves taking something (e.g., a mechanical device , electronic component , or software program) apart and analyzing its workings in detail to be used in maintenance, or to try to make a new device or program that does the same thing without using or simply duplicating (without understanding) any part of the original. Reverse engineering has its origins in the analysis of hardware for commercial or military advantage. [1] The purpose is to deduce design decisions from end products with little or no additional knowledge about the procedures involved in the original production. The same techniques are subsequently being researched for application to legacy software systems, not for industrial or defence ends, but rather to replace incorrect, incomplete, or otherwise unavailable documentation Q.4 List out the macro issues in project management and explain each. Project design: macro level IFAD does not have extensive experience in intervening without partners at the macro level. Such interventions often require greater capacity and a longer-term commitment than IFAD can currently support. Similarly, they usually require the consistent presence of highly skilled TSPs. Macro-level interventions also typically require the support of an influential public or private advocate to spearhead the reform. Advocates could come from the ministry of finance, central bank, domestic microfinance network, or people in positions of power and visibility such as successful entrepreneurs or elected officials. Successful advocates fully understand what regulatory reform entails, its potential effects, and whether it meets the needs of the rural finance sector. Advocates also have sufficient political authority within the government and financial sector to be influential agents of change (USAID 2005b). The design team must determine whether an IFAD-supported intervention has the capacity to successfully address a project at the macro level. Issues to consider Coordination with other donors. The design team must determine

Naser Shoukat Firfire MB004 whether other stakeholders are likely to resolve macro issues. Because of 9 IFADs limited capacity and experience at the macro level, it is strongly recommended that any macro-level

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project be coordinated with other donors having strong experience and expertise at this level. Importance of macro-level challenges. Where macro-level intervention is critical to the expansion of rural financial services, IFAD may decide not to support a rural finance project until these critical issues are resolved. IFAD could also choose to support sector associations that work with regulators or policymakers. In more politically sensitive situations, IFAD could work through non-project, grant-based assistance. Whatever the case, such interventions would require at least medium term support, as most regulatory change takes from three to five years to achieve, or, in the case of policy change, from two to three years. Q.5 Describe the various steps in risk management listed below: a. Risk Identification Taking into account information gathered in risk assessment , an inventory of relevant risks to the gene bank operations should be made. The major risks to gene banks are germplasm mis-identification, unstable storage facilities and insufficient funding support. An extensive list of risks gathered in documents from five CGIAR Centers and gene bank of the Philippine Rice Research Institute, discussions with four USDA-ARS conservation and database management sites and information contained in various gene bank management literature has been compiled and is set out in Table 1. for seeds and Table 2. for clone materials. The generic risk assessment tool for seed crops and clone crops serves as the input forms for risks and other information required for a particular gene bank. For this step, the general area of gene bank operations and specific activity and the risk source/indicator should be identified. These can be selected from those listed in Table 1a and Table 2a , but need not be limited to these. Also, as part of the risk identification step, risk ownership should be identified. This means identifying the organizational unit or manager who is responsible for monitoring, analyzing, evaluating the risk and implementing the controls or contingency plans associated with the risk. Most of the risks identified will be managed by managers and staff within the gene bank or larger Genetic Resources Unit (or equivalent) in which the gene bank staff are organizationally located. Others will be managed in partnership with other units within the Centers. The suggested partner units are identified in Table 1b and Table 2b b. Risk Analysis Risk analysis covers both the potential impact (or consequence) of the identified risks, and their likelihood (probability). In the case of likelihood, an intrinsic likelihood was first considered, taking into account the nature of the risk and its probability in the absence of controls orother mitigations, and then adjusted formitigating controls that were confirmed as being in place. To develop a quantitative risk assessment, a point system for the scales or levels of the likelihood and impact of risks was devised in the

Naser Shoukat Firfire MB004 context of genebanking operations. The point system was simplified and, 9 consistent with the approach taken by many CGIAR Centers for their enterprise wide risk management frameworks; a 3-point scale was proposed: 1 point (Low), 2 points (Medium), and 3 points (High) for both likelihood and impact.

c. Risk Management Planning

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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. Risk Review The credit environment in the majority of the Groups core markets remained generally benign throughout 2007, notwithstanding the turbulent market conditions in some western markets in the second half of the year triggered by the sub-prime mortgage crisis in the United States. The Groups strategy to pursue growth in Asia, Africa and the Middle East has resulted in no direct exposure to US sub-prime mortgages and extremely limited indirect exposure. The Groups liquidity remains strong and is being used to strengthen relationships with key clients and to continue to support growth opportunities. Market risk is tightly controlled using Value at Risk (VaR) methodologies complemented by stress testing. VaR increased in 2007 as a consequence of increased volatility and growth in the financial markets business of the Wholesale Bank. The Wholesale Banking portfolio remains robust with new provisions continuing at a low level. The absolute level of recoveries in 2007 was lower than in recent years due to a lower stock of problem accounts after several years of benign credit conditions, and good progress in management of these accounts. Forward credit portfolio quality indicators remain stable. The Wholesale Banking asset backed securities portfolio includes mortgage backed securities and collateralised debt obligations. This portfolio, representing around two per cent of assets, has been affected by the market dislocation but has had limited impact on the Groups performance. The asset backed securities portfolio continues to be closely monitored and proactively managed.

Q.6 ABC Company implements got a very big project and they decided to

MB004 allot the same 9

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to a new project manager, who joined the company recently. In order to execute the project successfully, what are the various phases in which the project lifecycle should 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 projectsgoals or objectives. Regardless of scope or complexity, any project goes through a series ofstages 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 industryspecific 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) Initiation In this first stage, the scope of the project is defined along with the approach to be taken todeliver 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) Planning 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) Execution and controlling 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

Naser Shoukat Firfire MB004 the 9 problem specified in the project's requirements. In product and system development, a 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) Closure

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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.

MB004 9 Master of Business Administration-MBA Semester 2 Project Management MB0049 - 4 Credits Assignment Set- 2 (60 Marks)

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Q.1 Write a short note on the following: a. Work Breakdown Structure 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. [1] 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 effortrequired to achieve an objective; for example a program , project , and contract . [2] 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 naturaldevelopment 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 well-designed 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

MB004 high level or low level design documents. 9

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b. Estimation Approach

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Based on the survey data alone, the 2003 NAAL and 1992 NALS surveys were not designed to provide policymakers and educators with estimates of the percentages of adults at the lowest literacy level for all U.S. states and counties. To address the need for such estimates, a statistical model was developed to produce indirect (i.e. model dependent) county estimates of the percentages of adults lacking Basic Prose Literacy Skills (BPLS) based on the 2003 NAAL data. The same modeling approach was then applied to the 1992 NALS data. A Hierarchical Bayes model was adopted using a Markov Chain Monte Carlo (MCMC) method (Gelman et al. 2004) and implemented using the WinBUGS software ( Lunn et al. 2000 ). The key components of the modeling approach were to develop (1) A sampling model for the sampling variability present in the county level, direct survey estimates of the county percentages of adults lacking BPLS estimates (for counties with some respondents) and (2) A logic model (linear logistic regression model) to predict the survey estimates from a set of auxiliary variables that were available and measured consistently for all counties. From Direct county estimates to indirect county estimates A large pool of items was used in the literacy assessment to enable the surveys to cover a broad range of literacy tasks. However, to keep the testing time at a reasonable level, only a subset of the items in the item pool was administered to each participant. Since respondents took different sets of items that could be different in level of difficulty, it would be inappropriate to base the literacy estimates simply on the number of correct answers obtained. Instead, a marginal maximum likelihood method was applied using the AM to represent each individual's estimated proficiency as a probability distribution over all possible scores. The probability distributions for sampled individuals were then used in the estimation process to compute direct estimates of the percentage of adults lacking BPLS for individual counties included in the NAAL or NALS samples. Variance estimates were then produced for the direct county estimates using a Taylor series approximation that took account of the survey weights and the clustered sample design within counties (see, for example, Wolter 1985 ). Given the relatively small sample sizes in most counties, the direct estimates were generally imprecise. Since the variance estimates were also subject to considerable sampling variability, they were smoothed using a generalized variance function approach. The direct estimates and smoothed variance estimates for the sampled counties were then used in the subsequent logit model analysis to compute model-dependent, indirect estimates for all counties in the United States. Q.2 List and define in Brief all the tools for Post Implementation Review The post project review is the last critical step in the project life cycle, as it allows an independent party to validate the success of the project and give confidence to the stakeholders that it has met the objectives it set out to achieve. This template helps you perform a Post Implementation Review by: Measuring the benefits and objectives Deciding whether the project was within scope Assessing the final deliverables produced

MB004 9 Reviewing the project against schedule

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MB004 9 Comparing the expenditure against budget Stating the final outcome of the project The Post Implementation Review template also helps you to: Identify the key project achievements and milestones Document any lessons learned for future projects

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Communicate its success to stakeholdersThis Post Implementation Review template provides you with the steps needed to reviewa project and document its overall level of success. It includes all of the sections, tables and practical examples you need, to document a Post Implementation review today. A Post Implementation Review, or Post Project Review, is performed after a project is complete. The purpose of a Post Implementation Review is to determine whether the project was successful and identify any lessons learned. A Post Implementation Review also looks at whether the project produced the required deliverables within the agreed timeframe. The overall achievements are also documented in the Post Implementation Review report. The best time to conduct a Post Implementation Review is between 1 and 6 months after a project has completed. By then, the project deliverables will have been handed over to the customer and the benefits of the project will be clear. A Post Implementation Review is a critical part in the project life cycle, as it's during this review that the success of the project is measured. This template includes all of the content you need, to perform a Post Implementation Review today.

Q.3 Define the Basic categories of performance management. Business performance management is a set of management and analytic processes that enable the management of an organisation 's performance to achieve one or more pre-selectedgoals. Synonyms for "business performance management" include "corporate performance management" and "enterprise performance management". Business performance management is contained within approaches to business process managemen t. Business performance management has three main activities: 1. selection of goals, 2. consolidation of measurement information relevant to an organisations progress against these goals, and 3. interventions made by managers in light of this information with a view to improving future performance against these goals. Although presented here sequentially, typically all three activities will run concurrently, with interventions by managers affecting the choice of goals, the measurement information monitored, and the activities being undertaken by the organisation. Because business performance management activities in large organisations often involve the collation and reporting of large volumes of data, many software vendors,

Naser Shoukat Firfire MB004 particularly those offering business intelligence tools, market products intended to 9 assist in this process. As a result of this marketing effort, business performance management

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is often incorrectly understood as an activity that necessarily relies on software systems to work, and many definitions of business performance management explicitly suggest software as being a definitive component of the approach. [4] This interest in business performance management from the software community is sales-driven "The biggest growth area in operational BI analysis is in the area of business performance management." [5] Since 1992, business performance management has been strongly influenced by the rise of the balanced scorecard framework. It is common for managers to use the balanced scorecard framework to clarify the goals of an organisation, to identify how to track them, and to structure the mechanisms by which interventions will be triggered. These steps are the same as those that are found in BPM, and as a result balanced scorecard is often used as the basis for business performance management activity with organisations. In the past, owners have sought to drive strategy down and across their organizations, transform these strategies into actionable metrics and use analytics to expose the cause-and-effect relationships that, if understood, could give insight into decision- making. Q.4 Write a short note on the following: a. Professional Responsibility 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. Common violations include: 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-

Naser Shoukat Firfire MB004 attorneys, or with other attorneys who have not worked on the 9 matter for which the client is represented.

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Disclosure of confidential information. Lawyers are under a strict duty of confidentiality to keep information received in the course of their representations secret. Absent law to the contrary, lawyers may not reveal or use this information to the detriment of their clients. Communication with represented parties. An attorney may not communicate directly with a person who they know to be represented by counsel with respect to a matter for which the attorney is seeking to communicate. For example, in a civil suit, the plaintiff's attorney may not speak to the defendant directly if the attorney knows that the defendant is represented by counsel without their attorney's express consent. Improper solicitation and advertising. Attorneys generally may not solicit business by personally offering their services to potential clients who are not already close friends or family members. Advertising by attorneys is also strictly regulated, to prevent puffery and other misleading assertions regarding potential results. b. Business Orientation Business Orientations is a term used by Jaroslav Tyc in his book "Business Orientations" 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. 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. Personnel Productivity

Naser Shoukat Firfire MB004 Critical skills in leading and managing -- whether leading and managing 9 oneself, other individuals, groups or organizations -- are skills in decisionmaking and problem solving.

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It is conceivable for you to have more employees than the competition yet your company produces less and for you to have disgruntled, low-output employees even though you pay your employees more than the competition pays theirs. Productivity surveys and case studies indicate that increased worker motivation and satisfaction can increase worker output. Progressive, innovative managers now achieve productivity gains with human resource management techniques that go beyond pay incentives. This Guide discusses how to increase worker output by motivating with quality of work life concepts and by tailoring benefits to meet the needs of employees. Cost: enlightened human resource management probably costs no more than employee turnover (hiring and training new employees), unwarranted pay increases, and low productivity. Benefit: better productivity; loyal, efficient workers; higher quality work, and increased likelihood of staying in business. The essence of employee motivation and effectiveness is the manner in which they are managed. A direct relationship exists between effective management (i.e., providing a work environment that simultaneously achieves company goals and employees' goals) and modern human resource management. Your management success is judged by your skill and knowledge in recognizing and assessing issues that concern employees and by your ability to resolve these concerns with employee help and satisfaction. Read more: 6. Improving Employee Productivity Get more information on Entrepreneurship d. Conflict Management, 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. 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. When personal conflict leads to frustration and loss of efficiency , counseling may prove to be a helpful antidote. Although few organizations can afford the luxury of having professional counselors on the staff, given some training, managers may be able to perform this function. Nondirective counseling, or "listening with understanding", is little more than being a good listenersomething every manager should be. [1] Sometimes the simple process of being able to vent one's feelingsthat is, to express them to a concerned and understanding listener, is enough to

Naser Shoukat Firfire MB004 relieve frustration and make it possible for the frustrated individual to 9 advance to a problem-solving frame of mind, better able to cope with a personal difficulty that is affecting his work adversely. The nondirective approach is one effective way for managers to deal with frustrated subordinates and co-workers. [2] There are other more direct and more diagnostic ways that might be used in appropriate

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circumstances. The great strength of the nondirective approach (nondirective counseling is based on the client-centered therapy of Carl Rogers), however, lies in its simplicity, its effectiveness, and the fact that it deliberately avoids the manager-counselor's diagnosing and interpreting emotional problems, which would call for special psychological training. No one has ever been harmed by being listened to sympathetically and understandingly. On the contrary, this approach has helped many people to cope with problems that were interfering with their effectiveness on the job. Q.5 Comment on the following a. Importance of DMAIS in project management cycle 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. Knowledge areas of project management There are nine knowledge areas in Project Management: 1. 2. 3. 4. 5. 6. 7. 8. 9. Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management 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. b. Knowledge areas of project management The Project Management Body of Knowledge (PMBOK) is a collection of processes and knowledge areas generally accepted as best practice within

Naser Shoukat Firfire MB004 the 9 project management discipline.As an internationally recognised standard (IEEE Std 1490-2003) it provides the

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fundamentals of project management, irrespective of the type of project be it construction, software, engineering, automotive etc. PMBOK recognises 5 basic process groups and 9 knowledge areas typical of almost all projects. The basic concepts are applicable to projects, programs and operations. The five basic process groups are: 1. 2. 3. 4. 5. Initiating Planning Executing Monitoring and Controlling Closing

Processes overlap and interact throughout a project or phase. Processes are described in terms of: Inputs (documents, plans, designs, etc.) Tools and Techniques (mechanisms applied to inputs) Outputs (documents, products, etc.) The nine knowledge areas are: 1.Project 2.Project 3.Project 4.Project 5.Project 6.Project 7.Project 8.Project 9.Project Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

Each knowledge area contains some or all of the project management processes. For example, Project Procurement Management includes: 1. Procurement Planning 2. Solicitation Planning 3. Solicitation 4. Source Selection 5. Contract Administration 6. Contract Closeout Much of PMBOK is unique to p roject management e.g. critical path and work breakdown structure (WBS). Some areas overlap with other management disciplines. General management also includes planning, organising, staffing, executing and controlling the operations of an organisation. Financial forecasting, organisational behaviour and planning techniques are also similar. CAPM and PMP The Project Management Institute (PMI) is the publisher of PMBOK (now in its fourth edition) and offers two levels of certification: A Certified Associate in Project Management (CAPM) has demonstrated a common base of knowledge and terms in the field of project management. It requires either 1500

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hours of work on a project team or 23 contact hours of formal education in project management. A Project Management Professional (PMP) has met specific education and experience requirements, has agreed to adhere to a code of professional conduct and has passed an examination designed to objectively assess and measure project management knowledge. In addition, a PMP must satisfy continuing certification requirements or lose the certification. As of 2006, PMI reported over 220,000 members and over 50,000 Project Management Professionals (PMPs) in 175 countries. Over 44,000 PMP certifications expire annually; a PMP must document ongoing project management experience and education every three years to keep their certification current. Q.6 What are the various SCMo soft wares available in project management? Explain each in brief. 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 organisation to secure their correct applications. b) Central Repository: It also offers a central location of all processes and system related information. This includes customising 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.