mb0049 both sets answers completed

8/3/2019 Mb0049 Both Sets Answers Completed

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Sikkim Manipal University

Master of Business Administration-MBA

Semester II

MB0049 - Project Management - 4 Credits

(Book ID: B1138)

Assignment Set- 1 (60 Marks)

Learning Centre:IISFT Gandhidham

Learning Centre Code: 03249

Submitted by: Bharat .Ram. Nair

Roll. No: 521141452

Date:

Q.1 List and explain the traits if a professional manager.


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A.1 Traits of the professional managerThe following traits enable a manager to be effective in his functioning.Endowed with these it will be easy to be effective. The top managementwill look for these in a person who they want to employ for projectmanagement.

(a) Leadership These managers lead by exhibiting the characteristicsof leadership. They know what they should do, know why they are doingit, know how to do it and have the courage and will to do it. They have thepower of taking along with them others.

(b) People Relationships - Any leader without followers cannot besuccessful. They have excellent human relationship skills. The managerbuilds up his team based on the core values of sincerity, objectivity anddedication. He ensures that his subordinates get opportunities for growthbased on performance. He makes them a part of the decision makingprocess, thus ensuring cooperation and commitment duringimplementation. He delegates freely and supports them.

(c) Integrity Highest - levels of trust, fairness and honesty are expectedwhile dealing with people both within an outside the organization. Thisincludes the customers, shareholders, dealers, employees, thegovernment and society at large. They ensure that functioning is clean.Their transactions will be transparent. Ethics is something they practicediligently.

(d) Quality The quality philosophy should not cover only the productquality, but every process that has gone into making it. Economy of wordswhen instructions are given, acknowledging compliance, arriving on time,remembering the promises and above all a keen eye for details and

patience to make others know what they want are components of quality.

(e) Customer Orientation - It is now recognized that every organized twosets of customers. Internal customers are people in the organization employees, directors, team members any person who needs yourservices, whose needs of demands you satisfy. External customers clients and all members of society we come in contact in connection withour business. They need our solutions for their problems. So, themanagers thinking about any problem is what can I do for him and allactions will be in that direction.

(f) Innovation and creativity - Professional managers think beyond the

obvious. They exhibit a keenness to go behind a problem and attempt tofind the root cause of the problem. They will draw from their experiencefrom diverse fields, seek further information and consider all possiblealternatives and come out with some new and unique solution. Thishappens when they have open minds. A saying goes the human mind islike a parachute, it is useful only when it is open. Such a work culture isvery conducive for problem solving which is the aim of all creativity.Their persistence will reward them. Such actions observed by their team


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members enthuse them and a spirit of adventure will bring about bettersolutions faster.

(g) Performance Management - The professional manager not onlyensures that his performance is at peak all times, but motivates his entireteam to do it. This comes by appreciation and encouragement. If there

any shortfalls he arranges for training them so that their performanceimproves. Thus the team members know that they are expected toperform, that they get help to do so and their effort is recognized. This isthe simple path of performance management. The following seven stepmodel will be useful:1. Objectives/Performance standards are set.2. These are communicated to the employees.3. Review/monitor the above.4. Check actual performance Vs. Standards set.5. Identify gaps.6. Jointly decide on corrective action, if needed.7. Reset objectives for next period

1. Objectives/Performance Standards Are Set To mange any criterion,it is necessary to measure the factors that were responsible for what is.The quality of the input, their quantity and their intended usage. Thenmeasures of the utilization the processes used, their suitability, and thedifficulties faced in utilization and how they were resolved. Then theoutcomes are they as they were expected. Performance closer orbeyond expectation is the degree of quality. For every employee the levelof achievement is set in terms of quantities and extent to which theperformance approached the standard. This is the basis for evaluatingperformance.

2. These are communicated to the employees This procedure ensuresthat they know what is expected of them and help them to adjust theiractivities in such a way as to meet them. This enables them to seek help,consult their colleagues or bosses, learn so that they will meet theexpectations. It is possible that some objectives cannot be met at all. Thecommunication to his boss, may help in reallocating the job, so that therewill be no hiccups at the end of the period.

3. Review/monitor the above Review helps in resetting the goals whenthey cannot be achieved for various reasons shortage of resources,time etc. By monitoring, the shortfalls can be made up with the allocationof extra resources, or even diverting the operation.

4. Check actual performance Vs. Standards set This is the evaluationphase. Comparison on every detail is made. Differences are recorded.Particular areas are chosen for improvement.

5. Identify gaps Gaps mean the shortfall in performance standards. Theimmediate supervisor is also involved. The extent to which they affect thefunctions of the job itself are identified


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6. Jointly decide on corrective action, if needed There is a possibilitythat the performance has exceeded the set standards. But if performanceis not good the reasons and extent having been identified, the course ofaction for effecting corrections are decided. Giving extra responsibilities,training, relocation is considered.

7. Reset objectives for next period The targets are revised eitherupward or downward depending on the conclusion of the appraisalprocess.

(h) Identification with the organization - A sense of pride andbelonging goes with the ownership of the job, the project, teammembers and organization. This is brought about by the culture andcommunication system in the organization. Information sharing brings intrust and promotes belongingness. The tendency seen is that mostmanagers strongly identify with their own departments, units or divisionsand they lack a sense of organization.In the light of increased competition and ever changing strategies to

develop business orientation, which in effect means every managershould be aware of the companys plans, products and policies. Anobvious corollary to this is that the organizations communication policytoo should be conducive to such information sharing. Today, manyorganizations are using interventions such as team building, surveyfeedback, and other activities, to ensure that employees build up a strongsense of identity and pride in the organization they work for.

(i) Empowering employees - The professional manager should possessthe ability to empower his employees down the line. Many managers arenot even ready to delegate their authority to subordinates and end up onlydelegating responsibility. Empowerment is the process by which

employees are encouraged to take decisions pertaining to their area ofwork. Empowerment ensures execution of his duties. This leadsemployees developing a sense of pride in their jobs. But managers oftenhesitate to empower their subordinates as they feel insecure and show asense of uncertainty. The professional manager practices empowermentand encourages employees to grow and develop in their positions.

(j) Coping with changes - It is often said The only constant in this worldis change. A professional manager has the ability and capacity to copewith change. He accepts the fact that change is inevitable and is ready toimplement change at the workplace. To implement change successfully, itis essential that employees are involved in the implementation of change.

Further the positive and negative consequences of change need to bediscussed and understood before implementation.

Thus a professional manager has the attitude to accept change as a wayof life and takes it in his stride


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Q.2 Describe in brief the various aspects of programme management?A.2 Some of the considerations for effective programme management are

given below: Focusing on the various strategic initiatives taken up formultiple projects and the issues related to benefits and risks.

Bringing about the attention of management to a defined set of benefits,which are understood immediately, which are managed throughout theimplementation and at completion.

Helping top management to set priorities, choosing options and allocateresources Setting up mechanisms to measure and ensure that theprojects making contributions for realizing expected business benefits.

Leading the organization on the path of where it an where it wants tobe Ensuring that the effects of the programme driven changes arecoordinated, the transitions are successfully managed. The operationsare effective and efficient.

Process of P2M: The objectives sought to be achieved and the methodswhich are adopted and the activities that are going to be undertaken i.e.the process include the following steps:Preparing and maintaining a set of activities and the workflow that is to befollowed and identifying business areas responsible for different stages inthe above

1. Making sure that the priorities that the above generate are relevant andthe projects are run on the basis of their impact on the business as awhole

2. Structuring the programme so that the responsibilities and roles atboth programme and project level are acceptable to both the topmanagement and managers

3. Planning the various points of review between various phases of theprojects. The process has to incorporate all the important aspects whichare to be addressed during implementation and management of theprojects. It is important to identify all factors and incorporate resources men, materials, technology and time so that their provision can beplanned.

Managing the Programme

When we consider the portfolio of projects as a programme, the mainconsiderations will be on resources, risks associated with the programme,quality of the projects at every stage of the executions meeting therequirements of the client as per the contract and monitoring the changeprocesses that get enmeshed during implementation. The specificsconcerning the above are listed below:

i) Evaluating the risks associated with the programme the plannedchanges to the business operations


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ii) Ensuring that the processes to ensure quality are sufficient andpurposes are fully met

iii) Keeping track of the changes and developments external to the projectenvironment and studying their impact on the programme.

iv) Making sure that the personnel in business affected by the above areinformed and trained so that the projects are smoothly

v) Ensuring that the support services like human resources and IT areable to adopt to the changes that take place in the projects and businessoperations as a whole.


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Q.3 Compare the following:a. Traditional Vs. Projectised Organizationb. Reengineering Vs. E-engineeringA.3a. Traditional Vs. Projectised Organization: Projectised organizations are

not special or a separate species but those which tend to treat most of the

work they do as compartmentalized projects. The main concept that aproject has a team responsible for all activities. The time schedules arederived for a specific set of objectives. Each job gets fitted into a slot sothat resources required will be identifiable and therefore control becomeseasier. The purpose is to consider all the projects from the organizationsview point as a programme for implementation. No doubt, development oftechnology and its application for this purpose is essential. We will alsosee the various steps that are taken for development of technology. Wewill go through the process of making innovation asan enterprise wide effort so that benefits and experiences will take theorganisation further in the field of technology.

Projectised OrganizationsThis is one of the various models of organizations, which enterprisesadopt to run their businesses depending on the policies they follow, theopportunities they want to exploit and the constraints that the environmentforces on them. Most organizations follow some sort of projectisation oftheir activities be it manufacturing, development of a product, research,entering a market, acquiring of another company, training programmes,setting up a new plant etc. In some situations they find it advantageous totreat a set of activities requiring resources of different kinds for shortperiods to reach a particular stage. They call that a project. Projectisedoperations have in them some are all of the following objectives, so thatthis business model to be useful.

Accommodate discrete projects as a group in certain organizationalunits to facilitate monitoring and controlling performance levels atvarious stages.

Assign priority of divisional management efforts based on Paretos lawbacked by statistics or rules of thumb for prevention of problems orprofit growth on a group of projects in hand.

Facilitate project resource assignment and subsequent adjustmentespecially human and information resources among the variousprojects.

Enumerate, evaluate and implement various procedures ofstandardization in the form tables, charts, manuals, templates with

the abundance of data that get generated across projects. Analyses ofdata help in identifying opportunities of making changes in similarprojects.

The project management capability can be enhanced perhaps withthe help of the PMO, by setting objectives and measuring them withsuccess achieved. Each project can be measured for its maturitylevel. Enhancement of the levels of different projects does become amotivational factor for performance enhancement. A system of


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internal benchmarking gets initiated almost automatically resulting inhighly efficient organization as a whole.

The principles of Project Management can be extended to varioustraditional operational type units.

The main differences between the traditional and project approach are

mentioned below. Here, we would like to emphasize that no oneapproach can be considered the better for all businesses or at all timesfor the same business. However, many organizations have found theproject approach worth giving a try to improve productivity.

Traditional organizationsWe have the formal organization structure, with departments, functions,sections having an hierarchy of managers and their assistant. All of themfunction on a continuous basis catering to a series of requirements issuedby the planning department. An assembly of various units of theirproduction forms a products and a variety of such products make up thebusiness of the company. No one particular member or a department or a

team is responsible for the completion of any particular product. Theircreativity and innovation is particular respect of jobs.Most of them do not get exposed to other areas of operations in theorganization. They will become specialists and be insular.

Projectised organizations have teams comprising members who areresponsible for completing one completely deliverable product. They willhave all the resources required to do all jobs or operations to complete it.Most importantly, they have a time schedule within which all the elementsof the projects have to be completed. It has been found that a sense ofownership of the project motivates them for being creative, cooperateamong themselves to achieve high productivity.

b. Reengineering Vs. E-engineering:Reengineering - This is a process by which managers redesign a bundleof tasks into roles and functions so that organizational effectiveness isachieved. By doing so dramatic improvements in critical measures ofperformance like cost, quality and service are expected. There will be aradical rethink about the business processes adopted.A business process is any activity like inventory control, product design,order processing, delivery systems. No reference is taken to the existingprocess ignoring it, an entirely new process is adopted. The followingrules for reengineering are effectivei) Make changes with the outcome in mind not the tasks that result in

them.

ii) Make the users of the results of the process effect the change

iii) Let the people on the spot decide on the solution decentralize

E-Engineering The term E-Engineering refers to the attempts ofcompanies to make use of all kinds of information systems, to make theirfunctions efficient. New information systems are installed for conducting


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all business processes in the organization. The use of electroniccommunication within the organisation enables frequent interactionsbetween employees and results in better communication. Meetingsrequire their presence, but with teleconferencing a lot of time is saved.

Data have repositories which are accessible, transferable and updatable

instantly and used by all concerned. Cross functional workflows make iteasier to coordinate activities. The increase in efficiency makes theorganization to meet customers requirements faster.

All these result in widespread utilization of knowledge in the organization.It helps in creating and making available high quality of information. Theinformation system using intranet and internet solutions to carry on theirregular activities on line.


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Q.4 List out the macro issues in project management and explaineach.A.4 Macro issuesa) Evolving Key Success Factors (KSF) Upfront: In order to providecomplete stability to fulfillment of goals, one needs to constantly evaluatefrom time to time, the consideration of what will constitute the success of

completing a project and assessing its success before completion. TheKSF should be evolved based on a basic consensus document (BCD).KSF will also provide an input to effective exit strategy (EES). Exit heredoes not mean exit from the project but from any of the drilled downelemental activities which may prove to be hurdles rather thancontributors. Broad level of KSF should be available at the conceptualstage and should be firmed up and detailed out during the planning stage.The easiest way would be for the team to evaluate each step for chancesof success on a scale of ten. KSF should be available to the managementduly approved by the project manager before execution and controlstages. KSF rides above normal consideration of time and cost at thelevels encompassing client expectation and management perception

time and cost come into play as subservient to these major goals.

b) Empowerment Title (ET) ET reflects the relative importance ofmembers of the organization at three levels:i) Team members empowered to work within limits of their respectiveallocated responsibilities the major change from bureaucratic systems isan expectation from these members to innovate and contribute to timeand cost.

ii) Group leaders are empowered additionally to act independentlytowards client expectation and are also vested with some limited financialpowers.

iii) Managers are empowered further to act independently but to maintaina scientific balance among time, cost, expectation and perception, apartfrom being a virtual advisor to the top management.

c) Partnering Decision Making (PDM) PDM is a substitute to monitoringand control. A senior with a better decision making process will workclosely with the project managers as well as members to plan what bestcan be done to manage the future better from past experience.The key here is the active participation of members in the decisionmaking process. The ownership is distributed among all irrespective oflevels the term equally should be a\voided here since ownership is not

quantifiable. The right feeling of ownership is important.This step is most difficult since junior members have to respond andresist to being pushed through sheer innovation and performance this ishow future leaders would emerge. The PDM process is made scientificthrough:

i) Earned value management system (EVMS)

ii) Budgeted cost of work scheduled (BCWS)


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iii) Budgeted cost of work performed (BCWP)

iv) Actual cost of work performed (ACWP)

d) Management By Exception (MBE) No news is good news . If a

member wants help he or she locates a source and proposed to themanager only if such help is not accessible for free.Similarly, a member should believe that a team leaders silence is a signof approval and should not provoke comments through excessive seekingof opinions. In short leave people alone and let situation perform thedemanding act. The bend limit of MBE can be evolved depending on thesensitivity of the nature and size of the project. MBE provides andfacilitates better implementation of effectiveness of empowermenttitles .MBE is more important since organizations are moving toward multiskilled functioning even at junior most levels.


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Q.5 Describe the various steps in risk management listed below:a. Risk Identificationb. Risk Analysisc. Risk Management Planningd. Risk ReviewA.5 a. Risk Identification: To identify risks, we must first define risk.

Risks are potential problems, ones that are not guaranteed to occur.When people begin performing risk identification they often start by listingknown problems. Known problems are not risks. During risk identification,you might notice some known problems. If so, just move them to aproblem list and concentrate on future potential problems.

Risk identification can be done using a brainstorming session. Thebrainstorm typically takes 1530 minutes. Be sure to invite anyone whocan help you think of risks. Invite the project team, customer, people whohave been on similar projects, and experts in the subject area of theproject. Limit the group size to nine people. In the brainstorming session,people call out potential problems that they think could hurt the project.

New ideas are generated based on the items on the brainstorm list. Aproject manager can also use the process to refer to a database of riskobtained from past.

The information obtained from such databases can help the projectmanager to evaluate and assess the nature of the risk and its impact onthe project. Also to a great extent the judgment of the project managerbased upon his past experience comes very handy in dealing with risks.Another important method is to generate alternative solution ormethodology to deal with risk.

Generate solution by means of group review meetings or a brainstorm

session.During the brainstorm, consider the following items:Selection of weak areas in a project, such as unknown technology beingused or to be used. Things, that are critical or extremely important to theeffort, such as the timely delivery of a vendors database software,creation of translators, or a user interface that meets the customersneeds. Things that have caused problems in the past, such as loss of keystaff, missed deadlines, or Error prone software.

Example of risks are: We may not have the requirements right, Thetechnology is untested, Key people might leave, The server wontrestart in situation X, and People might resist the change. Any potential

problem, or critical project feature, is a good candidate for the risk list.Once you have created a list, work with the group to clarity each item.Duplicate items can be removed.

b. Risk Analysis: The first step in risk analysis is to make each risk itemmore specific. Risks such as, Lack of Management buyin, and peoplemight leave, are a little ambiguous. In these cases the group mightdecide to split the risk into smaller specific risks, such as, manager Jane


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decides that the project is not beneficial, Database expert might leave,and Webmaster might get pulled off the project.

The next step is to set priorities and determine where to focus riskmitigation efforts. Some of the identified risks are unlikely to occur, andothers might not be serious enough to worry about. During the analysis,

discuss with the team members, each risk item to understand howdevastating it would be if it did occur, and how likely it is to occur. Forexample, if you had a risk of a key person leaving, you might decide thatit would have a large impact on the project, but that it is not very likely.

In the process below, we have the group agree on how likely it thinkseach risk item is to occur, using a simple scale from 1 to 10 (where 1 isvery unlikely and 10 is very likely). The group then rates how serious theimpact would be if the risk did occur, using a simple scale from 1 to 10(where 1 is little impact and 10 is very large). To use this numberingscheme, first pick out the items that rate 1 and 10, respectively. Then ratethe other items relative to these boundaries. To determine the priority of

each risk item, calculate the product of the two values, likelihood andimpact. This priority scheme helps push the big risks to the top of the list,and the small risks to the bottom. It is a usual practice to analyze riskeither by sensitivity analysis or by probabilistic analysis.

In sensitivity analysis a study is done to analyze the changes in thevariable values because of a change in one or more of the decisioncriteria.

In the probability analysis, the frequency of a particular event occurring isdetermined, based on which it average weighted average value iscalculated. Each outcome of an event resulting in a risk situation in a risk

analysis process is expressed as a probability. Risk analysis can beperformed by calculating the expected value of each alternative andselecting the best alternative.

Ex : Now that the group has assigned a priority to each risk, it is ready toselect the items to mange. Some projects select a subset to take actionupon, while others choose to work on all of the items. To get started, youmight select the top 3 risks, or the top 20%, based on the prioritycalculation.

c. Risk Management Planning: There are two things one can do to

manage risk. The first is to take action to reduce (or partially reduce) thelikelihood of the risk occurring. For example, some project that work onprocess improvement make their deadlines earlier and increases theirefforts to minimize the likelihood of team members being pulled off theproject due to changing organizational priorities. In a software product, acritical feature might be developed first and tested early.Second, we can take action to reduce the impact if the risk does occur.Sometimes this is an action taken prior to the crisis, such as the creation


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of a simulator to use for testing if the hardware is late. At other times, it isa simple backup plan, such as running a night shift to share hardware.For the potential loss of a key person, for example, we might do twothings:Plan to reduce the impact by making sure other people become familiarwith that persons work, or reduce the likelihood of attrition by giving the

person a raise, or by providing daycare.

d. Risk Review: You want to review your risks periodically so you cancheck how well mitigation is progressing. You can also see if the riskpriorities need to change, or if new risks have been discovered, you mightdecide to rerun the complete risk process if significant changes haveoccurred on the project. Significant changes might include the addition ofnew features, the changing of the target platform, or a change in projectteam members. Many people incorporate risk review into other regularlyscheduled project reviews.


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Q.6 ABC Company implements got a very big project and theydecided to allot the same to a new project manager, who joined thecompany recently. In order to execute the project successfully, whatare the various phases in which the project lifecycle should bedivided.A.6 A new Project manager of ABC Company should divide the

project life cycle in following phases:a) Understanding the scope of the project,b) Objectives of the project,c) Formulation and planning various activities,d) Project execution ande) Project monitoring and control the project resources.

A project manager is a person who manages the project. The projectmanager is responsible to carry out all the tasks of a project.Responsibilities of the project manager

Budgeting and cost control

Scheduling tasks

Allocating resources

Tracking project expenditures

Ensuring technical quality

Manage relations with the customer and company

Life cycle of a project manager overlaps with the development life cycle inthe middle. A duty of a project manager starts before the developmentand continue after delivery of the product.The main knowledge areas and processes in project management andtheir relationships, along with the process groups and its connection isshown in the following figures.

Phases Of Project Management Life CycleThe various phases in project management life cycle are

Analysis and evaluation

Marketing

Design

Inspecting, testing and delivery

Post completion analysis


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Analysis and Evaluation PhaseIt starts with receiving a request to analyze the problem from thecustomer. The project manager conducts the analysis of the problem andsubmits a detailed report to the top management. The report shouldconsist of what the problem is, ways of solving the problem, the

objectives to be achieved, and the success rate of achieving the goal.The tasks of this phase are as follows:

Specification Requirements Analysis (SRA): It has to be conducted todetermine the essential requirements of a project for achieving the target.

Feasibility study: To analyze whether the project is technically, economicallyand practically feasible to be undertaken.

Tradeoff analysis: To understand and examine the various alternativeswhich could be considered

Estimation: To estimate the project cost, effort required for the project andfunctionality of various processes in the project

System design: choose a general design that can fulfill the requirements

Project evaluation: evaluate the project in terms of expected profit, cost andrisks involved

Marketing PhaseA project proposal is prepared by a group of people including the projectmanager.This proposal has to contain the strategies adopted to market

the product to the customers.Design Phaseo Inputs received

o Project feasibility study

o Preliminary project evaluation

o Project proposal

o Customer interviews

o Outputs produced

o System design specification

o Program Functional specification

o Program design specification

o

Project plan

Inspecting, Testing and Delivery Phaseo During this phase, the project team works under the guidance of the

project manager.o The project manager has to ensure that the team working under him,

implements the project designs accurately.o The project has to be tracked or monitored through its cost,

manpower and schedule.


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o Managing the customer

o Marketing the future work

o Perform quality control work

Post Completion Analysis Phaseo The staff performance has to be evaluated

o Document the lessons from the project

o Project feedback analysis

o Project execution report

o Analysis of the problems encountered during the project


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Sikkim Manipal University

Master of Business Administration-MBA

Semester II

MB0049 - Project Management - 4 Credits

(Book ID: B1138)

Assignment Set- 2 (60 Marks)

Learning Centre:IISFT Gandhidham

Learning Centre Code: 03249

Submitted by: Bharat .Ram. Nair

Roll. No: 521141452

Date:


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Q.1 Write a short note on the following:a. Work Breakdown Structureb. Estimation ApproachA.1 a. Work Breakdown Structure (WBS)

The entire process of a project may be considered to be made up on number ofsub process placed in different stage called the Work Breakdown Structure(WBS).

A typical example of a work breakdown structure of a recruitment process isindicated below:

This is the technique to analyze the content of work and cost by breaking it downinto its component parts.

Project key stages form the highest level of the WBS, which is then used to showthe details at the lower levels of the project.

Each key stage comprises many tasks identified at the start of planning and laterthis list will have to be validated.

WBS is produced by identifying the key elements, breaking each element down

into component parts and continuing to breakdown until manageable workpackages have been identified. These can then be allocated to the appropriateperson.

The WBS does not show dependencies other than a grouping under the keystages. It is not time based there is no timescale o the drawing.


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b. Estimation Approach: There are two types of estimation approaches:

a. Bottom up approachThe bottom up approach consists of the following

i. Project manager first divides the product under development into majormodules.ii. Each module is subdivided into smaller units.iii. Project manager defines a standard for manufacturing and self testing asIdentify modules in the system and classify them as simple, medium or complex.

o As much as possible, use either the provided standard definitions or

definitions from past projectso If a project specific baseline exists, get the average build effort for

simple/medium/complex (S/M/C) programs from the baseline.o If a project specific baseline does not exist, use project type,

technology, language and other attributes to look for similar projects inprocess database. Use data from these projects to define the buildeffort of S/M/C program.

o If no similar project exist in the process database and no project

specific baseline exist refine the estimates based on project specificfactors.

b. Top Down ApproachThe top down approach consists of the followingi. Get the estimate of the total size of the product in function points

ii. Using the productivity data from the project specific capability baseline fromthe general process capability baseline, or from similar projects, fix theproductivity level for the project.

iii. Obtain the overall effort estimate from the productivity and size estimates.Use effort distribution data from the process capability baselines or similarprojects to estimate the effort for the various phases. Refine the estimates takingproject specific factors into consideration.


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Q.2 List and define in Brief all the tools for Post Implementation ReviewA.2 After every stage of a project is implemented, it may so happen that therecould be a minor change or modification which has to be reviewed. A review may

by in the following form

a) Final product review The product obtained after every stage must meet therequirements of that stage. If it completely meets the stated objectives then focuson the issues of maintenance of the processes and product performance. If thefinal product does not completely meet the objectives then identify the variationsin the product and analyze the variation. Study the factors responsible for thechange and evaluate each one separately.

b) Outstanding project work review Many times it is found that there may besome item of the project which is still not in its stage finished form. It may beinsignificant as it may be a byproduct of that stage not required immediately for

the next stage. Then the items that are open should be resolved and necessarysteps be taken to close such open items..

c) Project Review - Every aspect of a project from start to end has to bereviewed. The objectives, performance criteria, financial criteria, resourceutilization, slips and gains of time, adherence to the project definition and planshave to be reviewed. All such review details and reports have to be welldocumented for future use.

d) Process review Every process is important in any project. One may reviewthe process to see if any changes can be made to improve its performance.

Tools for Post Implementation ReviewThere are various tools for post project implementation review that may beconsidered for improving and developing processes of the project. Reports areprepared on the same which becomes the basis for all future discussion. Someof the tools that may be considered for post implementation review are

a) Final product evaluation This may be done through regularly organizedmeetings and quality reviews.

b) Outstanding project work evaluation All outstanding works of a projectcan be reviewed to check its output quality, its performance compared to plannedand evaluate the same.

c) Project review - questionnaire may become important if the reviews are to bestructured and group discussion may be initiated depending upon the points tobe discussed.

d) Process evaluation evaluation of any process is one of the key issues ofproject


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Q.3 Define the Basic categories of performance management.

A.3 Performance Management The professional manager not only ensuresthat his performance is at peak all times, but motivates his entire team to do it.This comes by appreciation and encouragement. If there any shortfalls hearranges for training them so that their performance improves. Thus the teammembers know that they are expected to perform, that they get help to do so andtheir effort is recognized. This is the simple path of performance management.

The following seven step model will be useful:1. Objectives/Performance standards are set.2. These are communicated to the employees.3. Review/monitor the above.4. Check actual performance Vs. Standards set.

5. Identify gaps.6. Jointly decide on corrective action, if needed.7. Reset objectives for next period

1. Objectives/Performance Standards Are Set To mange any criterion, it isnecessary to measure the factors that were responsible for what is. The qualityof the input, their quantity and their intended usage. Then measures of theutilization the processes used, their suitability, and the difficulties faced inutilization and how they were resolved. Then the outcomes are they as theywere expected. Performance closer or beyond expectation is the degree ofquality. For every employee the level of achievement is set in terms of quantitiesand extent to which the performance approached the standard. This is the basis

for evaluating performance.

2. These are communicated to the employees This procedure ensures thatthey know what is expected of them and help them to adjust their activities insuch a way as to meet them. This enables them to seek help, consult theircolleagues or bosses, learn so that they will meet the expectations. It is possiblethat some objectives cannot be met at all. The communication to hisboss, mayhelp in reallocating the job, so that there will be no hiccups at the end of theperiod.

3. Review/monitor the above Review helps in resetting the goals when theycannot be achieved for various reasons shortage of resources, time etc. By

monitoring, the shortfalls can be made up with the allocation of extra resources,or even diverting the operation.

4. Check actual performance Vs. Standards set This is the evaluation phase.Comparison on every detail is made. Differences are recorded. Particular areasare chosen for improvement.


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5. Identify gaps Gaps mean the shortfall in performance standards. Theimmediate supervisor is also involved. The extent to which they affect thefunctions of the job itself are identified

6. Jointly decide on corrective action, if needed There is a possibility that theperformance has exceeded the set standards. But if performance is not good the

reasons and extent having been identified, the course of action for effectingcorrections are decided. Giving extra responsibilities, training, relocation isconsidered.

7. Reset objectives for next period The targets are revised either upward ordownward depending on the conclusion of the appraisal process.


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Q.4 Write a short note on the following:a. Professional Responsibility

b. Business Orientationc. Personnel Productivityd. Conflict Management,

A.4a. Professional Responsibility: With increasing competition organizationshave to finds new ways of customer retention and adopt innovative measures toimprove their customer base. However, one common requirement is productivityimprovement. Managerial and executive productivity are measures in relation tozero defects and overall Team Performance. The type of activities which can beperformed only by the executives and managers. Installing DevelopmentMethodologies and Quality Systems is the responsibility of managers. Anotherarea of Professional Responsibility for managers is Reduction in Process Cycle

Time. A few examples of high cycle time activities are:

i) Procurement time for outsourced Software and hardware. Time to identify therequirements, the details regarding them, verification and authorization inputsfrom our company the start of the activities by the vendors lack of follow up withthe vendors these should be avoided

ii) Overall processing time linked to sales commitment, financial cycles andProgress imbalances

iii) Order confirmation time loose ends not being connected and important notbeing considered at the early stages of process

There are many opportunities for laxness to enter. The common factors for allthese for these are absence of details, lack of awareness and absence ofchecks and balances. The Project Manager should set up systems will take ofthese. In addition to these a few more areas whereby managerial productivity aretaken into reckoning are :a) Creativityb) Lateral thinkingc) Quality Circlesd) New Product Introduction Lead timee) Managing Changef) Implementing TQMg) Empowerment of junior level executives.

You will notice that none of these factors are directly connected with theimplementation. But, when these are undertaken the effectiveness of everymember improves bringing about all round development.

b. Business Orientation: The Project Manager should understand the businessof the organization he works for. He should know the way things are looked at bythe top management and align his thoughts and conduct, so as not to be in


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confusion or conflict with them. He should have his senses tuned to graspbusiness opportunities that crop up during the implementation.

c. Personnel Productivity: Productivity at the junior level can be assumed andcontrolled only if all other supporting elements of business are well balanced.

Higher productivity cannot be expected if they are not motivated. Through

a) Sufficient content of development activities the work should be interesting andbring a sense of satisfaction and achievement

b) Favorable working conditions environmental conditions should make aman/woman feel comfortable to stay at the workplace

c) Planned activities clear line of authority and recognition of performance

d) Adequate availability of resources Otherwise frustration sets in andcommitment is lost

e) Properly planned system of quality control though Process Control If theprocess is not good, even the best efforts will not be enough to get tolerablequality and the person doing it is made responsible

f) Adequate maintenance support for Hardware and Software These ensure thatno work gets held up on this account efficiencies bring in productivity.As far as productivity as well as quality is concerned, especially, where projectsare concerned, it is good to follow Demings philosophy, which states createconditions for performance, do not use rhetoric, pay him well and give the prideof working.

Assessment of Personnel ProductivityUnlike productivity on shop floors, Personnel Productivity can be considered on acollective basis.

The following can be used as guide lines to make assessmentsa) Time for development of a new productb) Index of financial cyclesc) Time for finding and proving a solution to serious customer complaintsd) Time for development of a bigger market for an existing product.

It is better to avoid the following for assessment:

a) Individual achievements or failuresb) Individual outputsc) Reflection on Financial Healthd) Reflection on Inventory

It is better to remember always that the first person to know that something hasgone wrong is the person who caused. If left alone or hinted in privacy,contemplation and a desire to make amends is strong in every individual. It is notsuggested here that mistakes should be forgotten or excused. If tendency


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persists, then serious corrective action should be initiated at the earliest. Sometimes, training will help.

d. Conflict Management : It is possible to manage the conflicts in one of thefollowing ways

a) Avoid the issueb) Approach the problem in such a way as to obtain the solution quickly.c) Discuss and share the problemd) Any misunderstanding should be resolved by means of a discussion amongproject members.e) Work on a common solution technique that will lead to a win win situation.f) Emphasize on collaboration


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Q.5 Comment on the followinga. Importance of DMAIS in project management cycle

b. Knowledge areas of project managementA.5a. We can consider the five steps DMAIS as generic for any system of a

journey towards excellence. It is highly relevant in Project Management for thesimple reason that all the steps give out in detail the steps to be taken and thatthey will ensure readiness for the next. Verification of implementation is possiblewith checklists which can be prepared and used by employees at all levels. Theteam members can be given training to follow them. We will consider them oneby one.

1. Define This step requires that what is sought to be achieved is identified in allits detail.

The following are the inputs which will define what we are going to make:

a) Benchmark The standards achieved by the best in the industry. Our product isset to meet them.b) Customer Requirementc) Process Flow Map Activities that take place to result in the product at the endof them.d) Quality Function Deployment This tool compares the quality characteristics inour product with those in our competitors and their relative importance to thecustomer. To achieve them, we find the technical specifications we have toincorporate in our product.e) Project Management Plan this includes the materials, men, activities,

schedules, milestones etc.

2. Measure Measuring the outcomes of the activitiesa) Data collection Data about the work that is done and compare as to how itcorresponds with what is requiredb) Defect Metrics The deviations that are in the effective potion of the work whether they are acceptable or can they be rectified.c) Sampling If the volumes are high, select a few of them and inspect them tosee whether the entire batch is acceptable

3. Analyze Use the data on measures to perform analyses. Tools used can bea) Cause and Effect Diagrams also called Fishbone Diagrams

b) Failure Mode and Effect Analysis FMEAc) Root Cause Analysisd) Reliability Analysis

4. Improve Measures to remove the defects found earlier are implemented forimproving the processa) Design of Experiments The effect of changing values of parameters is done ina controlled way so that the effect of variations are experimentally determinedand results used for optimizing the process


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b) Robust Design To reduce the variations, the equipment design is maderobust.c) Tolerances the permitted deviations are made closer, so that the capabilityof process is increased

5. Standardize When improvements have become consistent, the methods

adopted are standardized.


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A.5b. Knowledge areas of project management:It comprises of various techniques needed to manage projects, the practical

methodologies adopted in formulating a project and managing the resourceswhich would affect the project completion. Relationship with other managementdisciplines is essential for a project to be successful. Supporting disciplinesincludes law, strategic planning, logistics, human resource management anddomain knowledge.The main knowledge areas and processes in project management and theirrelationships, along with the process groups and its connection is shown in thefollowing figures.


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Q.6 What are the various SCMo soft wares available in projectmanagement? Explain each in brief.A.6 The various SCMo soft wares available in project management are:ARIS Web PublisherThe task of the ARIS Web Publisher is to create HTMLpages of the models (Web

Publish) that can be released in the internet /intranet and displayed via theInternet Explorer.

How to navigate in the Web PublishThe following chapters give support for the navigation in the Web Publish in orderto look at the modeled processes.

Home pageThe Home Page is split into three sections:

o Below the header you can find a brown bar with a link to this

document. Below the bar you can find the Model selection and theModel list.

o IN either one, all models can be found but in a different structure.

o The models in the Model selection are structure in folders like in

Windows Explorer and the models in the Model list are grouped bytheir type and within a type are listed alphabetically.

Navigation in the Model selection:Folders can be opened by clicking on the +/ symbol. Models can be opened byclicking on the model name Navigation in the Model list. Models can be opened


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by clicking on the model name. The Web Publish allows the standard InternetExplorer functionalities, for e.g., the function key to get back to the previouspage.

Model PageOn the model page the Model graphic is displayed, Depending on the size of the

model, scroll bars may be found on the right hand side and bottom of the model.With these scroll bars you can scroll to the parts hidden in the current view of themodel. The graphic of the model can be enlarged or shrunk. To enlarge themodel graphic, click in the white background of the model graphic and press the= key. Clicking on an object in the model graphic you can open the object pagewith further information concerning that object. Clicking on the assignmentsymbol, the assigned model is opened.

Object PageOn the Object page you can find information on the following points:

Object attributes

ARIS offers a variety of different attribute fields. On this page only attribute fieldscontaining information are displayed. These are on one hand Standard attributesof the object such as name, last change an creator and on the other handattributes such as remark/example or description with detailed informationconcerning object, in particular functions.

Object relationshipsInformation concerning the edges between this particular object and the ones it islinked to.

Object occurrencesA list of the models / processes is considered. Find the occurrence of thisparticular object as part of the process. Object hierarchies, Master object,variants and Feedback are not relevant here.

Master Global Materials Management Operations GuidelinesObjectives of Document

o Produce a common Materials Planning and Logistics evaluation that

can be used by all business partners both internal and externalo Enable Materials Planning and Logistics continuous improvement

plans to be developed and prioritized, thus enabling time to be spent

on those activities that offer the greatest benefit.o Establish the components of Materials Planning and Logistics system

for suppliers of goods and services within the automotive industry*Drive continuous improvement within the organization*Improve delivery performance within the supply organization.

o Prepare basis for benchmarking activities and to identify Best

Practice Criteria of materials planning and logistics processes fordriving continuous improvement plans.


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Strategy and Improvement1. Vision and Strategya. The organization has a strategy that ensures the Materials Planning andLogistics vision is achievedb. Key performance Indicators (KPIs) shall cover objectives for all areas of the

Materials Planning and Logistics process.

2.Objectivesa. Objectives relative to the Materials Planning and Logistics function aredefined, communicated and understood within the organization.b. Key performance Indicators (KPIs) shall cover objectives for all areas of theMaterials Planning and Logistics process.

3.Measurement, Analysis and Action plansa. Objectives are measured, analyzed, and action plans created wherenecessaryb. Corrective and preventive actions, identified by KPI analysis, to improve

performance are documented.

4.Supply Chain Developmenta. Internal customer satisfaction objectives related to Materials Planning andLogistics are identified, measured and communicated within the organization.

Work Organization

o Organizational Processes Material

o Planning and Logistics processes are described starting fromcustomer interface, through internal production until supplier interface

o Organizational Procedures Organizational procedures exist for all

functions within Materials Planning and Logisticso Resource Planning

i ) Resource flexibility and availability are optimizedii) Contingency plans shall exist to avoid disruptions whensomething unexpected happens in the supply chainiii) A System exists for highlighting and communicating with bothcustomers and suppliers within the plant, any incident or deviationfrom the production plan.

o Work Environment and Human Resource

o Plans exist for the control and improvement of the work environment

o The roles and responsibilities within the Materials Planning and

Logistics function are clearly documented.o There is a process identifying current and required skills within the

organizationo A training and development program exists for each employee in the

Materials Planning and Logistics function


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o Actions are taken to improve employee motivation and empowerment

in the Materials Planning and Logistics function.

Capacity and Production Planning

1. Product Realization

a. The organizations Materials Planning and Logistics function shall formallyparticipate in, and sign off/on, the product Realization Process

2. Capacity Planninga. The organization shall perform a comparison of its resources against thecustomers long, medium and short term requirements. A process shall be inplace that ensures prompt communication to the customer of any risk that couldaffect their operations

3. Capacitya. The organizations capacity planning process has the flexibility to ensure thatthe Product Approval Process (PAP) requirements are available in a timely

manner to support customer changeover/ launches

4. Implementation1. The organization implements measures to minimize obsolescence of RawMaterial, WIP and Finished GoodsThere is a process to ensure the availability of service/spare parts

5. Production Planning.A process shall exist to plan production requirements and to maintain theparameters of the production planning systemThe production scheduling system supports lean manufacturing (e.g., pullsystems)

6. System Integrationa. The customer information shall be processed directly into the organizationsplanning and scheduling systemsb. The organization sets the timing of the Material Requirements PlanningSystem (MRP) process to coincide with the receipt of the expected customerrequirements

7 Customer InterfaceThe attributes of customer interfaced with the system are Communication1. The organization maintains a process to ensure a cooperative communication

based on actual and adequate information for both the parties.2. The organization shall receive requirements planning and shipping informationelectronically, when available from the customer3. The organization shall have a process to ensure that any potential problemsthat could impact the customer operation are communicated as soon as they areidentified.

Packaging and Labelling


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1. The organization shall have a procedure for packaging development,coordinated with the Product Approval Process2. The organization manages the container process to ensure that the availabilityof returnable/non returnable containers is adequate to support the material flowrequirements.

Shipping1. The organization controls its processes to assure that the physical shipmentscorrespond with the customer demand2. The organization shall have a process to ensure complete and accurate datacontent and timely transmission of all Advanced Shipping Notices (ASN)3. The organization inspects and calibrates all shipment quantity determinationequipment at planned intervals to an acceptable accuracy level, as defined bythe customer.

Transportation1. The organization shall assure the transport of finished goods satisfiedcustomer requirements (e.g., carrier, mode, special equipment, cost

responsibility)2. Optimization of transportation capacity should be considered during the supplychain design phase

Customer Satisfaction and Feedback1. The organization has a process to assess customer satisfaction whether or notthe customer provides feedback.

Production and Product Control

Material Identification1. There shall be a process/method in place to ensure that all parts are labeledaccurately and identified easily

Inventory process1. The organization has one integrated system encompassing both perpetualinventory and associated financial functions (e.g., one set of books)2. There are systems in place facilitate access to an management of all types ofinventory finished goods, Works in process(WIP), and raw material3. The organization has a process to optimize the material flow4. The organization has a process that ensures that all material records are

maintained and accurate and deviations investigated and corrected.

Inventory maintenance1. The organization has a process in place to coordinate phased out inventories(e.g., those affected by engineering changes and programs that are beingphased out) with both supplier and customer.2. The organization has a process to continuously evaluate and optimizeinventory buffers


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3. The organization shall have a process to identify and route defective/obsoletematerial in a timely manner. This process shall ensure that defective/obsoletematerial is segregated and disposed off properly (e.g., reworked or scrapped)

Engineering Change Control1. The organization shall manage engineering revision levels with documented

procedures for customer, supplier, and internal changes2. The organization manager the life cycle of tools to ensure customerrequirements at all stages of production.3. The organization shall use a process to obtain written customer authorizationfor deviation whenever the product or process is different from that currentlyapproved through Product Approval Process (PAP)

Traceability1. Where regulation and/or the customer require traceability, a system thatsupport lot and/or serial traceability shall be in place.

Supplier Interface

o Supplier Selection: Materials Planning and Logistics criteria is

considered when selecting suppliers or other business partner for newor existing products or services.

o Materials Planning and Logistics Agreement/Instruction :

Documented agreement/Instruction shall exist with suppliers and subcontractor/outside processors regarding Materials Planning andLogistics.

o Communication: A method of communication exists among

suppliers, subcontractors and logistic providers covering day to dayissues and emergency situations. Procedures for data exchange shallbe implemented with Suppliers and Logistics Providers.

o Packaging and Labelling: There is a documented procedure forpackaging development. Packaging management and control isorganized in an efficient way.

o Transportation: Procedures exist regarding management and cost

optimization of inbound transportation.o Material receipt: Sufficient capacity and appropriate equipment in the

material receiving function is ensured and optimized. A process existsto verify labeling and documentation against Materials Planning andLogistics requirements for procured parts.

o Supplier Assessment: Partners (suppliers, subcontractors and

logistics service providers) in the supply chain are assessed regularly

according to a defined procedure.

mb0049 both sets answers completed

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