ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0015 – QUANTITATIVE METHODS IN PROJECT
MANAGEMENT
BK ID B1344
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
Graphical Evaluation and Review Technique (GERT)
Cost control
A Graphical Evaluation and Review
Technique (GERT)
Cost control
10 ( 5 marks each) 10
2 Describe CPM technique of project planning.
A Explain what is the CPM
Steps in CPM planning
Benefits of CPM
Limitations of CPM
1
6
1.5
1.5
10
3 What do you understand by managing cash flow?
A
Description of Moving Averages and
Exponential Smoothing.
10 (5 marks each) 10
4 Describe how you can choose an appropriate forecasting model.
A Guidelines for Selecting a Model for the
Purpose of Forecasting
Performing a Residual Analysis
Measuring the Magnitude of the
Residual Error Through Squared or
Absolute Differences
Mean Absolute Deviation
Principle of Parsimony
2
2
2
2
2
10
5 Describe how you can display data using Gantt chart and Network Diagram Chart in MS
Project.
A Description of displaying data using Gantt chart
Description of displaying data using network
diagram chart
5
5
10
6 How to create a report on the project activities in the MS Project.
A Setting Up of Reports
Process of Creating or Editing Reports
Reports that can be printed
Check the Reports Available
Print a Report
Reports by Report Type
10( 2 marks each) 10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0016 –PROJECT RISK MANAGEMENT
BK ID B1345
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Mention the steps followed in the risk identification process.
A Explain the five steps followed in the risk
identification process
10(2 marks for each
step)
10
2 What are the strategies used in risk response planning process.
A
Explain the strategies for negative risks
Explain the strategies for positive risks
5
5
10
3 What are the steps to balance short term and long term plans? What are the risk
impacts? Give examples.
A Listing of the steps to balance short term and
long term plans
Examples of risk impact
5
5
10
4 Explain contract management? List the differences between a program and a project in
business.
A Explanation of contract management
including types of contracts
Listing the differences between a program
and a project in business
5
5
10
5
Pavan Misra is a project manager in Latitude Software Pvt Ltd Company. Pavan
attended the seminar conducted annually in HCF convention centre, Lucknow. One of
the managers portrayed the following situation at a company at which he had worked:
In any organisation the project managers were remunerated for rectifying the problems
in troubled projects. A manager who took a project that was not in good shape had
refurbished it to good shape and it was appreciated by the customers. He could foresee
a sizable bonus at his next performance review. The management analysed it to be a
proper way to encourage their employees to outstanding performance.
One project manager at this company analysed this incentive system and, as should
have been expected by upper management, employed it in his own best interest. He
would secretly allow his projects to worsen slowly until they were on the edge of
cancellation, then, with obvious, evident, heroic effort, would revive them. His actions –
of which he made certain that his managers were aware – earned him considerable
bonuses time and again. The higher management finally came to know that he was the
cause of the problems that his projects suffered, and he was immediately dismissed.
Pavan’s response to this presentation was twofold:
Good for the Manager
Top management at this company made it apparent to the project manager that it was
his interest to save a troubled project. If top management didn't analyse to provide him
with a troubled project, he had to provide it for himself. The manager showed
discernment and cleverness in supervising his projects in such a way that he could
concurrently attain the company's goal and his own (financial reward).
Shame on the Company
Top management at this company failed to guarantee that the project manager's best
interest overlapped with the company's best interest. If the company wanted to have
projects that were in good shape throughout their lifetimes, then their incentives to the
project managers should have been focused toward keeping projects healthy.
Managers whose projects never weakened should have received greater bonuses than
managers whose projects suffered and later recovered. Furthermore, they failed to
distinguish the apparent skill that this manager had; rather than firing this manager the
company should have changed its incentive system and let this manager grow in a
situation that would simultaneously benefit the company.
What could have the company done to avoid such situation? Do you think that Risk
mitigation is a useful approach for this company? Justify.
A evaluation of what the company could have
done(relate it to evidence from the case)
statement whether risk mitigation is useful
state the reasons for this stand
5
1
4
10
6 Explain the need for documentation?
A Why documentation is vital
Aspects of project to document
Benefits
1
7
2
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0017 –PROJECT QUALITY MANAGEMENT
BK ID B1346
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What is quality assurance? Explain the inputs , outputs and tools of quality assurance
process.
A Definition of quality assurance
Description of inputs to quality assurance
Description of tools and techniques used for
quality assurance
Description of outputs of quality assurance
1
3
3
3
10
2 Write short notes on
PDCA cycle
Quality audits
A PDCA cycle
Quality audits
5
5
10
3 Describe the Enterprise Project Management Model(EPM).
A Definition
Model which supports EPM
Implementation of EPM
Advantages of EPM
2
2
3
3
10
4 Explain the project management value initiative.
A General description of project management
value initiative
six steps in the project initiative program
4
6
10
5 Briefly explain the seven forces involved in the success of quality in project
management.
A Explanation of :
Placing the budgetary considerations
ahead of the quality
Placing schedule considerations ahead
of quality
Placing political considerations ahead
of quality
Being arrogant
Lack of fundamental knowledge,
research or education, the principles of
quality assurance
Pervasively believing in entitlement
Practicing autocratic behaviours,
resulting in “enrolment”
2
1
1
1
2
2
1
10
6
UK based Sonifex has been manufacturing equipments to broadcast audio for the
radio, TV, security and telecommunications for more than 40 years. A reputation for
building high quality, reliable professional audio products, 100% engineering and
manufactured in their UK factory and is being used in facilities all over the world has
been earned by Sonifex.
Sonifex is in private owned by its directors and headed by Marcus Brooke. Sonifex’s
finest known products comprises of the award winning Courier portable flash-card
recorder, which was chosen as the millennium product by the UK’s design council. The
Red Box range of audio interfaces, that are designed for systems integrators and the
lately introduced reference monitor range, a new series of rack -mount audio monitors
that utilise the latest DSP (digital signal Processing) technology is also one of Sonifex’s
product.
In the late 1990s, during the drift towards overseas manufacturing, the need to overhaul
its complete operation if it were to maintain its status as a leading UK manufacture and
to retain its expert manufacturing staff was recognised by Sonifex. Of late, the
company realised that a modification needed in the way the manufacturing process was
controlled so that stock control, invoicing and accounts can be incorporated. An Excel
system called EFACS, allowed to do a lot of what was needed in terms of stock control
and production planning. However, the system was very cumbersome and wasn’t really
suited to the needs of a smaller company where one person usually has more than one
task to be performed. Sonifex had its own in-house software expert that could perform a
thorough inspection and take a look at the system to see how on the improvements. A
new front end was created.
Sonifex was the first to invest in Dscope Series III audio analysers. In fact they were
involved in helping to incorporate beta testing in the unit. A prototype was seen at a
broadcast convention and the beta test was advised to perform as a must. The price
was a factor- it is incredibly competitive when compared to the test equipment offered
by other manufactures, but that wasn’t the only reason to be chosen. They were also
convinced by its incredible feature-set and by its user friendliness, but the main
deciding factor was that the system could be easily integrated into their test systems,
enabling them to develop their own user interface, integrating the scope seamlessly into
their own software system.
The company’s Dscope series III is an inclusive and powerful measurement system for
analog and digital audio generation and analysis, consisting of digital audio carrier
analysis, acoustic transducer testing and testing of sound devices. The net result of
Dscope III was very a rapid diagnosis and correction of any manufacturing faults, with
detailed test records being written directly into the test system, giving a complete
product that was ever built. This, in turn led to far more effective component batch
control of products on the manufacturing lines, and more efficient technical support of
products in the field. Each and every step of the phase of the Dscope III series had to
undergo a complete inspection, measurement of the devices and testing.
Sonifex thus has been able to standardise on the Dscope III series for both
development and testing purposes, allowing engineers to exchange results and test
procedures between departments. The Dscope III analysis was a important part of the
company’s performance criteria.
Sonifex’s followed automated testing process and is now an integral part of its fresh
software package, which was developed in-house. By doing the right inspection,
measurement and testing at the right time Sonifex has retained their manufacturing
operation in UK when many of the competitors had to move overseas. In spite of all this
Sonifex continued to develop quality design and manufacture the quality products in
such a way that customers come expecting them.
What were the challenges faced by Sonifex’s measurement system? Describe the
role of inspection, measurement and testing in building Sonifex.
A Listing of challenges
Description of the role of inspection,
measurement and testing
4
6
10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
*********** ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0018 –CONTRACTS MANAGEMENT IN PROJECTS
BK ID B1347
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What is procurement management? Explain the basic steps in procurement process.
A Definition of procurement management
Explain the six basic steps of procurement
process
2.5
7.5 (1.5 marks per
step)
10
2 Explain condition for adopting National Competitive Bidding and the requirements of
National Competitive Bidding.
A Explanation of
condition for adopting National
Competitive Bidding and
requirements of National Competitive
Bidding
4
6
10
3 List the features of Item Rate contracts and demonstrate how they are different from
Lump Sum contracts.
A Listing of features of Item Rate contracts
Differences
5
5
10
4
What is RFP? What are the types of consultancy contract?
A Definition of RFP, What it includes
Description of types of consultancy contracts,
where it is best suited
5
5
10
5
Briefly explain the areas of risk and causes of risk in contracts. Briefly describe five
conditions for termination of a contract.
A Explanation of various risks
Description of conditions for termination of
contract
5
5
10
6 What is outsourcing? What are its benefits and draw backs? Write short notes on
contract compliances
A Explanation of outsourcing, benefits and
drawbacks
Short notes on contract compliance
5
5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0015 – QUANTITATIVE METHODS IN PROJECT
MANAGEMENT
BK ID B1344
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Write short notes on:
Graphical Evaluation and Review Technique (GERT)
Cost control
A Graphical Evaluation and Review
Technique (GERT)
Cost control
10 ( 5 marks each) 10
2 Describe CPM technique of project planning.
A Explain what is the CPM
Steps in CPM planning
Benefits of CPM
Limitations of CPM
1
6
1.5
1.5
10
3 What do you understand by managing cash flow?
A
Description of Moving Averages and
Exponential Smoothing.
10 (5 marks each) 10
4 Describe how you can choose an appropriate forecasting model.
A Guidelines for Selecting a Model for the
Purpose of Forecasting
Performing a Residual Analysis
Measuring the Magnitude of the
Residual Error Through Squared or
Absolute Differences
Mean Absolute Deviation
Principle of Parsimony
2
2
2
2
2
10
5 Describe how you can display data using Gantt chart and Network Diagram Chart in MS
Project.
A Description of displaying data using Gantt chart
Description of displaying data using network
diagram chart
5
5
10
6 How to create a report on the project activities in the MS Project.
A Setting Up of Reports
Process of Creating or Editing Reports
Reports that can be printed
Check the Reports Available
Print a Report
Reports by Report Type
10( 2 marks each) 10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0016 –PROJECT RISK MANAGEMENT
BK ID B1345
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 Mention the steps followed in the risk identification process.
A Explain the five steps followed in the risk
identification process
10(2 marks for each
step)
10
2 What are the strategies used in risk response planning process.
A
Explain the strategies for negative risks
Explain the strategies for positive risks
5
5
10
3 What are the steps to balance short term and long term plans? What are the risk
impacts? Give examples.
A Listing of the steps to balance short term and
long term plans
Examples of risk impact
5
5
10
4 Explain contract management? List the differences between a program and a project in
business.
A Explanation of contract management
including types of contracts
Listing the differences between a program
and a project in business
5
5
10
5
Pavan Misra is a project manager in Latitude Software Pvt Ltd Company. Pavan
attended the seminar conducted annually in HCF convention centre, Lucknow. One of
the managers portrayed the following situation at a company at which he had worked:
In any organisation the project managers were remunerated for rectifying the problems
in troubled projects. A manager who took a project that was not in good shape had
refurbished it to good shape and it was appreciated by the customers. He could foresee
a sizable bonus at his next performance review. The management analysed it to be a
proper way to encourage their employees to outstanding performance.
One project manager at this company analysed this incentive system and, as should
have been expected by upper management, employed it in his own best interest. He
would secretly allow his projects to worsen slowly until they were on the edge of
cancellation, then, with obvious, evident, heroic effort, would revive them. His actions –
of which he made certain that his managers were aware – earned him considerable
bonuses time and again. The higher management finally came to know that he was the
cause of the problems that his projects suffered, and he was immediately dismissed.
Pavan’s response to this presentation was twofold:
Good for the Manager
Top management at this company made it apparent to the project manager that it was
his interest to save a troubled project. If top management didn't analyse to provide him
with a troubled project, he had to provide it for himself. The manager showed
discernment and cleverness in supervising his projects in such a way that he could
concurrently attain the company's goal and his own (financial reward).
Shame on the Company
Top management at this company failed to guarantee that the project manager's best
interest overlapped with the company's best interest. If the company wanted to have
projects that were in good shape throughout their lifetimes, then their incentives to the
project managers should have been focused toward keeping projects healthy.
Managers whose projects never weakened should have received greater bonuses than
managers whose projects suffered and later recovered. Furthermore, they failed to
distinguish the apparent skill that this manager had; rather than firing this manager the
company should have changed its incentive system and let this manager grow in a
situation that would simultaneously benefit the company.
What could have the company done to avoid such situation? Do you think that Risk
mitigation is a useful approach for this company? Justify.
A evaluation of what the company could have
done(relate it to evidence from the case)
statement whether risk mitigation is useful
state the reasons for this stand
5
1
4
10
6 Explain the need for documentation?
A Why documentation is vital
Aspects of project to document
Benefits
1
7
2
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0017 –PROJECT QUALITY MANAGEMENT
BK ID B1346
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What is quality assurance? Explain the inputs , outputs and tools of quality assurance
process.
A Definition of quality assurance
Description of inputs to quality assurance
Description of tools and techniques used for
quality assurance
Description of outputs of quality assurance
1
3
3
3
10
2 Write short notes on
PDCA cycle
Quality audits
A PDCA cycle
Quality audits
5
5
10
3 Describe the Enterprise Project Management Model(EPM).
A Definition
Model which supports EPM
Implementation of EPM
Advantages of EPM
2
2
3
3
10
4 Explain the project management value initiative.
A General description of project management
value initiative
six steps in the project initiative program
4
6
10
5 Briefly explain the seven forces involved in the success of quality in project
management.
A Explanation of :
Placing the budgetary considerations
ahead of the quality
Placing schedule considerations ahead
of quality
Placing political considerations ahead
of quality
Being arrogant
Lack of fundamental knowledge,
research or education, the principles of
quality assurance
Pervasively believing in entitlement
Practicing autocratic behaviours,
resulting in “enrolment”
2
1
1
1
2
2
1
10
6
UK based Sonifex has been manufacturing equipments to broadcast audio for the
radio, TV, security and telecommunications for more than 40 years. A reputation for
building high quality, reliable professional audio products, 100% engineering and
manufactured in their UK factory and is being used in facilities all over the world has
been earned by Sonifex.
Sonifex is in private owned by its directors and headed by Marcus Brooke. Sonifex’s
finest known products comprises of the award winning Courier portable flash-card
recorder, which was chosen as the millennium product by the UK’s design council. The
Red Box range of audio interfaces, that are designed for systems integrators and the
lately introduced reference monitor range, a new series of rack -mount audio monitors
that utilise the latest DSP (digital signal Processing) technology is also one of Sonifex’s
product.
In the late 1990s, during the drift towards overseas manufacturing, the need to overhaul
its complete operation if it were to maintain its status as a leading UK manufacture and
to retain its expert manufacturing staff was recognised by Sonifex. Of late, the
company realised that a modification needed in the way the manufacturing process was
controlled so that stock control, invoicing and accounts can be incorporated. An Excel
system called EFACS, allowed to do a lot of what was needed in terms of stock control
and production planning. However, the system was very cumbersome and wasn’t really
suited to the needs of a smaller company where one person usually has more than one
task to be performed. Sonifex had its own in-house software expert that could perform a
thorough inspection and take a look at the system to see how on the improvements. A
new front end was created.
Sonifex was the first to invest in Dscope Series III audio analysers. In fact they were
involved in helping to incorporate beta testing in the unit. A prototype was seen at a
broadcast convention and the beta test was advised to perform as a must. The price
was a factor- it is incredibly competitive when compared to the test equipment offered
by other manufactures, but that wasn’t the only reason to be chosen. They were also
convinced by its incredible feature-set and by its user friendliness, but the main
deciding factor was that the system could be easily integrated into their test systems,
enabling them to develop their own user interface, integrating the scope seamlessly into
their own software system.
The company’s Dscope series III is an inclusive and powerful measurement system for
analog and digital audio generation and analysis, consisting of digital audio carrier
analysis, acoustic transducer testing and testing of sound devices. The net result of
Dscope III was very a rapid diagnosis and correction of any manufacturing faults, with
detailed test records being written directly into the test system, giving a complete
product that was ever built. This, in turn led to far more effective component batch
control of products on the manufacturing lines, and more efficient technical support of
products in the field. Each and every step of the phase of the Dscope III series had to
undergo a complete inspection, measurement of the devices and testing.
Sonifex thus has been able to standardise on the Dscope III series for both
development and testing purposes, allowing engineers to exchange results and test
procedures between departments. The Dscope III analysis was a important part of the
company’s performance criteria.
Sonifex’s followed automated testing process and is now an integral part of its fresh
software package, which was developed in-house. By doing the right inspection,
measurement and testing at the right time Sonifex has retained their manufacturing
operation in UK when many of the competitors had to move overseas. In spite of all this
Sonifex continued to develop quality design and manufacture the quality products in
such a way that customers come expecting them.
What were the challenges faced by Sonifex’s measurement system? Describe the
role of inspection, measurement and testing in building Sonifex.
A Listing of challenges
Description of the role of inspection,
measurement and testing
4
6
10
*A-Answer
Note –Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
*********** ASSIGNMENT
DRIVE FALL 2014
PROGRAM MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME PM 0018 –CONTRACTS MANAGEMENT IN PROJECTS
BK ID B1347
CREDIT AND MARKS 4 CREDITS AND 60 MARKS
Q.No Criteria Marks Total Marks
1 What is procurement management? Explain the basic steps in procurement process.
A Definition of procurement management
Explain the six basic steps of procurement
process
2.5
7.5 (1.5 marks per
step)
10
2 Explain condition for adopting National Competitive Bidding and the requirements of
National Competitive Bidding.
A Explanation of
condition for adopting National
Competitive Bidding and
requirements of National Competitive
Bidding
4
6
10
3 List the features of Item Rate contracts and demonstrate how they are different from
Lump Sum contracts.
A Listing of features of Item Rate contracts
Differences
5
5
10
4
What is RFP? What are the types of consultancy contract?
A Definition of RFP, What it includes
Description of types of consultancy contracts,
where it is best suited
5
5
10
5
Briefly explain the areas of risk and causes of risk in contracts. Briefly describe five
conditions for termination of a contract.
A Explanation of various risks
Description of conditions for termination of
contract
5
5
10
6 What is outsourcing? What are its benefits and draw backs? Write short notes on
contract compliances
A Explanation of outsourcing, benefits and
drawbacks
Short notes on contract compliance
5
5
10
*A-Answer
Note –Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme.
***********
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