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Assignment - PM0011 - Project Planning and Scheduling - Set 1

Assignment - PM0011 - Project Planning and Scheduling - Set 1

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Sikkim Manipal University - MBA - PM0011 - Project Planning and SchedulingSemester: 3 - Assignment Set: 1Question 1: Explain in detail the project delay analysis methodology?Answer:Delay Analysis:
Delay analysis is a widely debated construction law subject due to the number of projects thatare not completed on time, the financial implications of late completion and the often quitedifferent conclusions that can result depending upon the method of analysis used. Delayanalysis is the technique used to identify causes of delay and the impact they have on theprogress and completion of a project. It is necessary in some form for claims for extensions of time and cost of prolongation. Without it a contractor will fail to demonstrate any entitlement.In practice, several iterations are required to ensure that the model represents what wouldhave happened but for the delays. This involves adjusting the level of detail, logic anddurations of activities. When undertaken properly, this method of analysis addresses thecomplex issues of concurrent delays, acceleration and re-sequencing of activities. It is oftenused by expert witnesses when giving opinions in arbitration or litigationDelay analysis is a forensic investigation into the events or issues that caused a project to runlate resulting in Schedule Variances. Delay analysts refer to `critical' and `non-critical' delays;the first are events causing delay to the project's completion date and the second type affectprogress on the project but do not directly impact the project completion date.During the past decade developments in computer technology and the availability of moreadvanced planning software packages changed the way in which delay claims and the results of a delay analysis are presented.
Delay analysis methodology:
There are two types. The first type of delay analysis methodology is prospective; whichdemonstrates the theoretical or likely impact of the consequences of delaying events ratherthan showing what in fact occurred. The basis of this methodology is to establish aprogramming model of the project, usually the contractor's as planned program, then impactthe model by the application of delaying events. This type of methodology is commonly used todemonstrate what extension of time a contractor is due, as a result of the application of employer responsible delaying events. This is said to be the contractor's entitlement.Entitlement in this context is derived from the results of a delay analysis and is not to beconfused with contractual entitlement. In summary the prospective type of methodology is atheoretical calculation of the likely delay a delaying event(s) would cause to project completion.In other words, it focuses firstly on the delaying event and then demonstrates the likely delayto progress and ultimately project completion that is likely to flow from the event.The second type of delay analysis methodology is retrospective. The retrospective analysis triesto show what actually occurred on a project; where the delays were; and what caused thedelay to project completion. The analysis shows how actual progress differed from what wasplanned. By focusing on how the works actually progressed, the analysis will show when workactivities were delayed, and from the results of the analysis, investigation of what caused theactual delays can be carried out. In summation, this type of methodology looks at what actuallyhappened, what activities were actually delayed and only thereafter what caused the delay.Both types of delay analysis methodology are to some degree subjective. The prospectiveanalysis relies heavily on a programming model of the project and the delay analyst's opinionon how the delay event was likely to influence the model. The retrospective analysis is less
Bhupinder Singh Reg. No. 521063004 Page 1 of 16
 
Sikkim Manipal University - MBA - PM0011 - Project Planning and SchedulingSemester: 3 - Assignment Set: 1
subjective as it relies on actual progress. However, interpretation of the results as to whatcaused delay is subjective. This is because the delay analyst will usually have to consider anumber of related issues as to what caused delay and apply his own experience and judgment.If there were a single method of analysis that yielded only one result from a given set of factsthen there would be little doubt as to the party responsible for the delay. Until such a methodis found, however, delay analysis will continue to be a subject of much debate.
Question 2: Describe all the project management knowledge areas.Answer:
The basic function of project management is to use skills and knowledge to manage and fullyutilize all the resources in a project. Peter Ducker has said “Plans are only good intentionsunless they immediately degenerate into hard work.” And to accomplish this tough task is thebiggest challenge faced in a project. To face the challenge well, it is necessary to make sureyou spend maximum time in planning.To make planning easier, PMI has subdivided project management into 42 processes. Andthese 42 processes have been bundled into 5 process groups. They are simultaneouslydistributed among 9 knowledge areas. These process groups/processes may overlap/repeatbased on the activities on the project.The 42 processes are also grouped into various knowledge areas. The nine knowledge areasare:
Project Integration Management:
 A subset of project management that includes the processes required to ensure that thevarious elements of the project are properly coordinated. It consists of: 
Project plan development—integrating and coordinating all project plans tocreate a consistent, coherent document.
Project plan execution—carrying out the project plan by performing the activitiesincluded therein.
Integrated change control—coordinating changes across the entire project.
 Project Scope Management:
 A subset of project management that includes the processes required to ensure that the projectincludes all the work required, and only the work required, to complete the project successfully.It consists of:
Initiation—authorizing the project or phase.
Scope planning—developing a written scope statement as the basis for futureproject decisions.
Scope definition—subdividing the major project deliverables into smaller, moremanageable components.
Scope verification—formalizing acceptance of the project scope.
Scope change control—controlling changes to project scope. 
Bhupinder Singh Reg. No. 521063004 Page 2 of 16
 
Sikkim Manipal University - MBA - PM0011 - Project Planning and SchedulingSemester: 3 - Assignment Set: 1Project Time Management:
 A subset of project management that includes the processes required to ensure timelycompletion of the project. It consists of:
Activity definition—identifying the specific activities that must be performed toproduce the various project deliverables.
Activity sequencing—identifying and documenting interactivity dependencies.
Activity duration estimating—estimating the number of work periods that will beneeded to complete individual activities.
Schedule development—analyzing activity sequences, activity durations, andresource requirements to create the project schedule.
Schedule control—controlling changes to the project schedule. 
Project Cost Management:
 A subset of project management that includes the processes required to ensure that the projectis completed within the approved budget. It consists of:
Resource planning—determining what resources (people, equipment, materials)and what quantities of each should be used to perform project activities.
Cost estimating—developing an approximation (estimate) of the costs of theresources needed to complete project activities.
Cost budgeting—allocating the overall cost estimate to individual work activities.
Cost control—controlling changes to the project budget.
 Project Quality Management:
 A subset of project management that includes the processes required to ensure that the projectwill satisfy the needs for which it was undertaken. It consists of:
Quality planning—identifying which quality standards are relevant to the projectand determining how to satisfy them.
Quality assurance—evaluating overall project performance on a regular basis toprovide confidence that the project will satisfy the relevant quality standards.
Quality control—monitoring specific project results to determine if they complywith relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. 
Project Human Resource Management:
 A subset of project management that includes the processes required to make the mosteffective use of the people involved with the project. It consists of:
Organizational planning—identifying, documenting, and assigning project roles,responsibilities, and reporting relationships.
Staff acquisition—getting the needed human resources assigned to and workingon the project.
Team development—developing individual and group skills to enhance projectperformance. 
Project Communications Management:
 
Bhupinder Singh Reg. No. 521063004 Page 3 of 16

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