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1. Comment on the following:-

a. Importance of DMAIS in project management cycle

The various phases in project management life cycle are –

• Analysis and evaluation

• Marketing
• Design
• Inspecting, testing and delivery
• Post completion analysis

Phases of project management life cycle

1. Analysis and Evaluation Phase

It starts with receiving a request to analyze the problem from the customer. The project manager
conducts the analysis of the problem and submits a detailed report to the top management. The
report should consist of what the problem is, ways of solving the problem, the objectives to be
achieved, and the success rate of achieving the goal.

2. Marketing Phase
A project proposal is prepared by a group of people including the project manager. This proposal
has to contain the strategies adopted to market the product to the customers.

3. Design Phase
Based on the inputs received in the form of project feasibility study, preliminary project
evaluation, project proposal and customer interviews, following outputs are produced:
• System design specification
• Program functional specification
• Program design specification
• Project plan
 4. Inspecting, Testing and Delivery Phase
During this phase, the project team works under the guidance of the project manager. The project
manager has to ensure that the team working under him implements the project designs
accurately. The project has to be tracked or monitored through its cost, manpower and schedule.
The tasks involved in these phases are:
• Managing the customer
• Marketing the future work
• Performing quality control work

5. Post Completion Analysis Phase

After delivery or completion of the project, the staff performance has to be evaluated. The tasks
involved in this phase are:
• Documenting the lessons learnt from the project
• Analyzing project feedback
• Preparing project execution report
• Analyzing the problems encountered during the project

b. Knowledge areas of project management

There are nine knowledge areas consisting of integration, scope, time, cost, quality, risk, human
resources, communications, and procurement. These areas group 44 Project Management
Processes. All of the knowledge areas are interrelated and each should be taken care of during
project planning.
 1. Project Integration Management: Deals with processes that integrate different aspects of
project management.
2. Project Scope Management: Deals with processes that are responsible for controlling project
scope.
3. Project Time Management: Deals with processes concerning the time constraints of the project.
4. Project Cost Management: Deals with processes concerning the cost constrains of the project.
5. Project Quality Management: Deals with the processes that assure that the project meets its
quality obligations.
6. Project Human Resources Management: Deals with the processes related to obtaining and
managing the project team.
7. Project Communication Management: Deals with the processes concerning communication
mechanisms of a project.
8. Project Risk Management: Deals with the processes concerned with project risk management.
9. Project Procurement Management: Deals with processes related to obtaining products and
services needed to complete a project.

2. Write few words on:

a. Project Characteristics

Any project may be considered to have the following characteristics:

a) Resource requirement: During the course of executing the project, it is seen that
the resource requirement increases from start to an intermediate stage of the
project. It further increases at a rapid rate and becomes constant while the project
is at its 80 to 95% progress stage. Thereafter the resources requirement decreases
to zero bringing the project to a finish.
b) Funds: The requirement of funds for the complete execution of the project also
follows the same trend as that of the resources. Both the requirements are more
or less proportional.
c) Probability of completion: The probability of completing the project can be
estimated based upon the normal distribution curve. In the initial stage of the
project the probability of completing the project is low though not zero. It
gradually increases and as the project approaches finish the probability of
completing the project tends to become 100%.
d) Risk: The risks involved in the project affecting its completion time are high at
the initial stages and low at the later stages of the project.
e) Design changes: The project during the course of its progress may be subjected
to changes because of some external factors. The influence of such external
factors on the project may result in changes in the design of the project though
not very often. It is observed that such changes, if any, are normally high during
the initial stages of the project and decreases as the project approaches finish.
b. WBS

A complex project is made manageable by first breaking it down into individual components in a
hierarchical structure, known as the work breakdown structure, or the WBS. Such a structure
defines tasks that can be completed independently of other tasks, facilitating resource allocation,
assignment of responsibilities, and measurement and control of the project.

The work breakdown structure can be illustrated in a block diagram:

c. PMIS

Project Management Information System (PMIS) are system tools and techniques used in project
management to deliver information. Project managers use the techniques and tools to collect,
combine and distribute information through electronic and manual means. Project Management
Information System (PMIS) is used by upper and lower management to communicate with each
other. Project Management Information System (PMIS) help plan, execute and close project
management goals. During the planning process, project managers use PMIS for budget
framework such as estimating costs. The Project Management Information System is also used to
create a specific schedule and define the scope baseline. At the execution of the project
management goals, the project management team collects information into one database. The
PMIS is used to compare the baseline with the actual accomplishment of each activity, manage
materials, collect financial data, and keep a record for reporting purposes. During the close of the
project, the Project Management Information System is used to review the goals to check if the
tasks were accomplished. Then, it is used to create a final report of the project close.
d. Project Management strategies-Internal & external

Internal Project Management Strategies

Projects fail for many internal reasons, some of them technical, some of them managerial.
However, even the technical failures can often be traced back to a failure on the part of the
project's executive management to recognise and deal with these inherent managerial risks. The
project manager has a vital role to play in achieving project success and should therefore insist on
the following:

• Executive Support: The executive must clearly demonstrate support for the project
management concept by active sponsorship and control.
• Competence: The project manager and his team members must be competent. Other
functional personnel assigned to the project must also be competent.
• Project Team: The project manager should have a say in the assembly of his project team,
which will help him to obtain their personal commitment, support and required quality of
service.
• Management Information Systems: Effective project management information and
control systems must be in place.

External Project Management Strategies

On some projects, events external to the project sometimes come as a surprise to the project
manager and his team and are therefore seen as obstacles to progress. However, as noted earlier,
projects generally exist only because of that external environment and so it is essential for the
project team to recognize that they must also be responsive to it.Clearly, the environment will not
be the same for every project. In fact, it is likely to be determined principally by three
considerations, namely:

• The product or service resulting from the project

• The technology and the manner of its application, and
• Its physical location

To identify potential difficulties stemming from the project's stakeholders, to assess their
probability of occurrence, and to try to head them off in advance, the project team must learn to
interact frequently with those individuals and institutions which constitute the most important
elements of the project's external environment. Together with the project's sponsors, owners and
users, these people constitute the project's direct and indirect stakeholders. Strategies for
managing external environment can be as below:

• Developing a Sound Stakeholder Environment

• Stakeholder Groupings
• Project Public Relations
3. What is the various SCMo software’s available in project management? Explain each in brief.

The intent of this document is to define the structure of the Documentation System, its content, the
method of content generation and to attain common documentation of all standard processes of
ODETTE. The documentation is valid for the SCM group of ODETTE. The Documentation System
is intranet based to provide immediate access to current, up-to-date process documentation.
The system allows users to navigate through graphical structures to relevant documentation and
processes which were created with the ARIS-Toolset. There are various advantages of using such a
documentation system. The process documentation system serves the following objectives as shown
in figure

a) Standard / Best Practices: Documentation system stores and presents standards and best
processes to be adhered to across the industry. This also helps the organization to secure their
correct applications.
b) Central Repository: It also offers a central location of all processes and system related
information. This includes customizing documentation to working guidelines.
 c) Adaptation: Adaptation is another unique objective achieved through documentation system.
They allow flexible and quick adaptation in case of process changes or enhancement and
provide the updated information immediately.
d) Reference: It also provides easy and quick reference to the documents. They present the
standard processes in the intranet, where users can look up the current processes whenever
necessary.
e) Availability: Process documentation system is available at every working location.

4. List the various steps for Risk management. Also explain GDM and its key features.

There are four generic steps to manage a risk:

a) Risk Identification
b) Risk Analysis
c) Risk Management Planning
d) Risk Review

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

5. What is the significance of reviewing ROI?

Return on Investment (ROI) is the calculated benefit that an organisation is projected to receive in
return for investing money, time and resources in a project. Within the context of the review process,
the investment would be in an information system development or enhancement project.
ROI information is used to assess the status of the business viability of the project at key checkpoints
throughout the project’s life-cycle. ROI may include the benefits associated with improved mission
performance, reduced cost, increased quality, speed, or flexibility, and increased customer and
employee satisfaction.
ROI should reflect such risk factors as the project’s technical complexity, the agency’s management
capacity, the likelihood of cost overruns, and the consequences of under or non-performance. Where
appropriate, ROI should reflect actual returns observed through pilot projects and prototypes.
 ROI should be quantified in terms of money and should include a calculation of the break-even point
(BEP), which is the time (point in time) when the investment begins to generate a positive return.
ROI should be re-calculated at every major checkpoint of a project to see if the BEP is still on
schedule, based on project spending and accomplishments to date.
If the project is behind schedule or over budget, the BEP may move out in time; if the project is ahead
of schedule or under budget the BEP may occur earlier. In either case, the information is important
for decision-making based on the value of the investment throughout the project life-cycle.
Any project that has developed a business case is expected to refresh the ROI at each key project
decision point (that is, stage exit) or at least yearly.

6. Providing adequate resource is key to productivity-Comment.

Key elements of a Productivity Improvement Program:

1. Obtain Upper Management Support. Without top management support, experience shows a PIP
likely will fail. The Chief Executive Officer should issue a clear, comprehensive policy statement.
The statement should be communicated to everyone in the company. Top management also must be
willing to allocate adequate resources to permit success.
2. Create New Organizational Components. A Steering Committee to oversee the PIP and
Productivity Managers to implement it are essential. The Committee should be staffed by top
departmental executives with the responsibilities of goal setting, guidance, advice, and general
control. The Productivity Managers are responsible for the day-to-day activities of measurement and
analysis. The responsibilities of all organizational components must be clear and well established.
3. Plan Systematically. Success doesn't just happen. Goals and objectives should be set, problems
targeted and rank ordered, reporting and monitoring requirements developed, and feedback channels
established.
4. Open Communications. Increasing productivity means changing the way things are done. Desired
changes must be communicated. Communication should flow up and down the business organization.
Through publications, meetings, and films, employees must be told what is going on and how they
will benefit.
5. Involve Employees. This is a very broad element encompassing the quality of work life, worker
motivation, training, worker attitudes, job enrichment, quality circles, incentive systems and much
more. Studies show a characteristic of successful, growing businesses is that they develop a
"corporate culture" where employees strongly identify with and are an important part of company life.
This sense of belonging is not easy to engender. Through basic fairness, employee involvement, and
equitable incentives, the corporate culture and productivity both can grow.
6. Measure and Analyze. This is the technical key to success for a PIP. Productivity must be defined,
formulas and worksheets developed, sources of data identified, benchmark studies performed, and
personnel assigned. Measuring productivity can be a highly complex task. The goal, however, is to
keep it as simple as possible without distorting and depreciating the data. Measurement is so critical
to success; a more detailed analysis is helpful.