What is a project management institute (PMI)?

The Project Management Institute is the organization that

gives out the PMP (Project Management Professional)
credential, a globally recognized certificate that assures
employers that a person is trained and qualified to manage
projects. It is a not-for-profit professional membership
association for project managers and program managers.

Define concept of project appraisal.

.
Project appraisal is the structured process of assessing the
viability of a project or proposal. It involves calculating the
feasibility of the project before committing resources to it. It
is a tool that company's use for choosing the best project
that would help them to attain their goal.

Define Work break down structure and its importance.

Work breakdown structure (or WBS) is a hierarchical tree

structure that outlines your project and breaks it down into
smaller, more manageable portions.

The WBS makes the deliverables more precise and concrete

so that the project team knows exactly what has to be
accomplished within each deliverable. This also allows for
better estimating of cost, risk, and time because you can
work from the smaller tasks back up to the level of the entire
project.

Define & developed Project Charters.

A project charter is a formal, typically short document that
describes your project in its entirety — including what the
objectives are, how it will be carried out, and who the
stakeholders are. It is a crucial ingredient in planning out the
project because it is used throughout the project lifecycle.

Define Budget. Discuss the method of cost control using

5.
earned value management (EVM).
 A budget is an estimation of revenue and expenses over a
specified future period of time and is usually compiled and
re-evaluated on a periodic basis.

6. Briefly explain Project Portfolio Management?

Project Portfolio Management (PPM) is the centralized

management of the processes, methods, and
technologies used by project managers and project
management offices (PMOs) to analyze and collectively
manage current or proposed projects based on
numerous key characteristics.
It allows organizations to make the most efficient use of
resources and understand the benefits of each of their
investments. It helps ensure credibility and increased
accountability to stakeholders, and enhances the ability
to make timely and strategic cuts when needed.

7. Explain staffing management plan with resource

histograms.
Staffing Management Plan is a part of the Human
Resource plan and includes: Plan for staff acquisition,
Resource calendars, Staff release plan, Staff training
needs, Rewards and recognition, and Compliance
Safety.
Resource histogram is a bar chart that shows the
number of resources used per time period and where
there is a spike in the need of resources.
8. Explain the integrated change control process in depth.

Integrated change control (ICC) is the process of

reviewing all change requests, approving changes, and
managing changes to deliverables with documentation.
It also involves communicating decisions that have been
made.
It objectives involve managing corrective and preventive
changes to prevent additional issues, ensuring those
requests fit within the project's management plan, and
that the requests can be integrated into the work.

9. Explain acquire project team tools & technique.

Acquire Project Team is the process of confirming

human resource availability and obtaining the team
necessary to complete project activities. The key benefit
of this process consists of outlining and guiding the team
selection and responsibility assignment to obtain a
successful team.
Acquire Project Team Tools and Techniques

● Pre-assignment
● Negotiation
● Acquisition
● Virtual Teams
● Multi-criteria Decision Analysis

10 Explain IT project as product delivery versus service

. delivery.

IT service delivery is the manner in which a corporation

provides users access to IT services, which include
applications, data storage and other business resources.
 IT service delivery covers design, development,
deployment, operation and retirement.

11.What do you mean by project management?

Project management is the application of processes, methods, skills,

knowledge and experience to achieve specific project objectives according
to the project acceptance criteria within agreed parameters. Project
management has final deliverables that are constrained to a finite timescale
and budget.

12.Why do you think there is new or renewed interest in the field of project
management?

Project management is not something new and has been around since late
80’s. It was for so long only thought to be related to IT projects but now PM
has shown that no matter what type of business you work in PM not only
should be a part of but now a requirement for every business. PM provides
structure to the overall project and if done correctly can greatly improve the
chances of success. PM brings together all the resources needed for a
project and takes ownership for the success of the overall project.

13.List the four frames of organizations.

The Four Frames outlined by Bolman and Deal are:

Structural.

Human Resource.

Political.

Symbolic.

14.What do you understand by virtual teams?

A virtual team (also known as a geographically dispersed team, distributed

team, or remote team) usually refers to a group of individuals who work
together from different geographic locations and rely on communication
technology such as email, FAX, and video or voice conferencing services in
order to collaborate.

15.What do you mean by agile project management?

Agile project management is an iterative approach to project management

that focuses on breaking down large projects into more manageable tasks,
which are completed in short iterations throughout the project life cycle.
Teams that adopt the Agile methodology are able to complete work faster,
adapt to changing project requirements, and optimize their workflow.

16.List any five important skills and competencies required for project
manager.

Strong leadership.

Effective Communication.

Negotiation Skills.

Risk Management.

Organization and Planning Skills.

17.What is the main difference between functional and project

organizational structures?

A functional organization is a traditional structure where the organization is

divided based on the functions performed by that particular group of
people, such as Human Resources, Information Technology, Marketing,
Service, etc.

In projectized organizations, the majority of the organization’s resources

are involved in project work and the project work is generally completed for
the benefit of an external customer.

18.What is the difference between top-down approach and bottom-up

approach in developing a work breakdown structure?
19.List any three tools and techniques that assist in schedule development.

Schedule Development

Gantt Chart.

Milestone Chart.

Critical Path Method Diagram.

Time-scaled Arrow Diagram.

Critical Chain Schedule.

Hierarchical Schedule.

20.What do you understand by project cost management?

Project Cost management is the process of estimating, allocating, and

controlling the costs in a project. It allows a business to predict coming
expenses in order to reduce the chances of it going over budget. Projected
costs are calculated during the planning phase of a project and must be
approved before work begins.

21.What is the fundamental difference between direct and indirect cost?

Direct cost
It is the cost, which is directly/easily referable to the product/services.

Examples − raw material cost, transportation cost etc.

Indirect cost
It is the cost that is not easily referable to a particular service/product.

Example − Administration, office expenses etc.

22.What do you understand by sunk cost?

A sunk cost refers to a cost that has already occurred and has no potential
for recovery in the future. For example, your rent, marketing campaign
expenses or money spent on new equipment can be considered sunk
costs.

23.What do you understand by six sigma?

Six Sigma is a method that provides organizations tools to improve the

capability of their business processes. This increase in performance and
decrease in process variation helps lead to defect reduction and
improvement in profits, employee morale, and quality of products or
services.

24.List the five major cost categories related to quality.

Prevention,

Appraisal,

Internal failures,
External failures,

And equipment (measurement and test)

25. Differentiate between CPM and PERT ?

Dr

26.Draw a fish bone diagram with proper effect, cause and sub cause.
27.Differentiate between project and Program.
28.Define term organizational process asset and enterprise environmental
factor ?

Organizational process assets (OPAs) “are the plans, processes, policies,

procedures, and knowledge bases specific to and used by the performing
organization”.

Enterprise Environmental Factors (EEF) are any or all environmental

factors either internal or external to the Project that can influence the
Project's success. It includes culture, weather conditions, government
regulations, political situation, market conditions, etc., which are usually out
of one's control.

29.What do you mean by PDCA cycle?

The Deming Cycle, or PDCA Cycle (also known as PDSA Cycle), is a

continuous quality improvement model consisting out of a logical sequence
of four repetitive steps for continuous improvement and learning: Plan, Do,
Check (Study) and Act.

It lets the team test possible solutions on a small scale and in a controlled
environment.
What is EVM?

Earned value management (EVM) is a project management methodology

that integrates schedule, costs, and scope to measure project performance.
Based on planned and actual values, EVM predicts the future and enables
project managers to adjust accordingly.

Long question of Nobel :

11.What is a Program? What is a Project Portfolio? Discuss the relationship

between Project, Program, and Portfolio management ?

Portfolio management is the centralized management of one or more

portfolios, and it includes identifying, prioritizing, authorizing, managing,
and controlling projects, programs, and other related work in order to obtain
specific strategic business objectives of the organization.

To understand the relationship between these 3 entities, projects, programs

and portfolios we need to understand that:

• If an organization does not have any programs but has only

individual projects, all these projects can be grouped into one or more
portfolios.

• If an organization has programs and no individual project external to

all programs, all these programs can be grouped into one or more
portfolios.

• If an organization has some programs and some individual projects,

all these programs and projects can be grouped into one or more
portfolios.

Portfolio management focuses on making sure that programs and projects

are prioritized for resources to serve the organization’s strategy. In simpler
terms, a portfolio manager worries about the success of the whole strategy
put forth by the organization rather than the success of a single project (like
what we do)

Therefore, investment decisions are usually made at the portfolio level.

Program management focuses on achieving the benefits that would be
aligned with the portfolio and hence with the strategic objectives of the
organization. So, a portfolio is part of the interface between the programs
and strategic business objectives of the organization for which the
programs are run.

The relationship between these 3 entities is better explained by the picture

below:

As you can see in the picture above, a portfolio is composed of projects,

programs or both. And a program consists only of projects.

When compared to projects and programs, a portfolio is closer to an

organization’s business objectives, and therefore this is where most of the
investment decisions are made.

12 What do you mean by TQM? Describe tools and techniques for effective
TQM?

Total quality management (TQM) is a project management technique or

strategy that is implemented to assure that an awareness of quality is
embedded in all phases of the project from conception to completion. Used
in industries from manufacturing to aerospace, total quality management
requires the careful and consistent review of all phases of a project, and
the coordinated effort of all involved. Communication is key to the process.
Standards must be developed, procedures well defined, and all involved
must follow strict adherence to the plan to assure its success.

Project Managers rely on several tools and techniques for total `

management. They are

Tools and Techniques of TQM

Right First Time: Employees ensure quality while they work. They do the
right things first time. They aim for zero defect.

Benchmarking: It is the process of learning from best practices of other

projects that produce superior performance. They do exceptionally high
quality things.
Outsourcing: It is subcontracting services and operations to outside firms
who can do them cheaper and better.

ISO 9000: They are set of quality standards created by International

Organization for Standardization (ISO). Organizations obtain certification
form ISO for product testing, employee training, record keeping, supplier
relations and repair policies and procedures.

Statistical Quality Control: It includes a set of specific statistical tools that

can be used to monitor quality. It is based on sampling.

Just-in-Time Inventory Management (JIT): Inventories are received just-in-

time to be used up by production. They are not stored.

Speed: Speed is the time needed to get the activities accomplished. TQM
increases speed. Speed becomes a part of project culture.

Training: Employees are provided continuous training in quality matters.

Quality circles also serve as training grounds for TQM.

13 Define Project management integration. Also briefly describe different

sub-processes involved in Project management integration.

Project integration management is the coordination of all elements of a

project. This includes coordinating tasks, resources, stakeholders, and any
other project elements, in addition to managing conflicts between different
aspects of a project, making trade-offs between competing requests and
evaluating resources. One example would be if a project is not on track,
you may need to decide between going over budget or finishing the project
late in order to complete it.

Processes of Project Integration Management

In project integration management, there are five processes:

Develop project charter

Develop project management plan

Direct and manage project work

Perform integrated change control

Close project or phase

Each of these processes contributes to overall project integration

management and project success.

Develop Project Charter

The project charter formally authorizes the project; it's important that each
and every project has a project charter. The project charter is a high-level
description of the project goals and the desired deliverables. Additionally,
the project charter identifies the project manager and gives him or her
authority to request and manage resources for the project.

Develop Project Management Plan

The project management plan is the master plan that includes all planning
documents for the project, such as the budget, schedule, resources, and
scope statement. The project management plan is a summary and
consolidation of the other management plans that provide a quick overview
of the entire project. Additionally, it provides project baselines for schedule,
cost, and scope.

14. Explain the term knowledge Transfer? What are the various factors
affecting knowledge transfer and why it is important? Explain in detail

Knowledge transfer refers to sharing or disseminating of knowledge and

providing inputs to problem solving.[1] In organizational theory, knowledge
transfer is the practical problem of transferring knowledge from one part of
the organization to another. It seeks to organize, create, capture, or
distribute the “know-how” of the most expert in a field and ensure its
availability for future stakeholders.

Importance of knowledge transfer are mentioned below:

Increases the probability of delivering on time and on budget by 50%

Reduces delivery cycles and re-work

Standardises quality

Drives adoption of best practices

Increases profit margins

Optimises resources with the right person for the right job

Enables continuous learning from past projects

I5 What is six sigma, Describe about six sigma concepts with proper
examples.

In recent years, Six Sigma has evolved into a more general business-
management philosophy, focused on meeting customer requirements,
improving customer retention, and improving and sustaining business
products and services. Six Sigma applies to all industries.

Real-World Examples of Six Sigma

In an effort to improve the reliability and availability of its networks
worldwide, Microsoft implemented Six Sigma methodologies as outlined on
the company's website. The goal was to use a robust data-driven process
to help eradicate any defects in their systems and data centers to
systematically reduce IT (information technology) infrastructure failures.

Microsoft used root-cause analysis, including collecting data from past

high-priority incidents, server failures, and recommendations from product
group members and customers. Using the historical data, Microsoft
established baseline standards from which to measure going forward.
Large amounts of data were collected on a daily and weekly basis from
various servers. Data analysis and reporting identified the defects and
remediation steps for each defect were then established. The incidents
were prioritized based on how severe the defects impacted the business
and the company's underlying services.

Using Six Sigma methodologies, the teams executed eradication initiatives

of the defects. As a result, remediation of defects improved by 40% within
the first year. The mean or average time between server failures improved
from 18 days to 125 days. As a result of Six Sigma, Microsoft improved the
availability of its servers, boosted customer productivity, and increased
customer satisfaction.

16 Describe about estimation of activity resources and estimation of activity

duration with proper examples?

Estimate Activity Resources is the process of estimating the type and

quantities of material, human resources, equipment, or supplies required to
perform each activity. The key benefit of this process is that it identifies the
type, quantity, and characteristics of resources required to complete the
activity which allows more accurate cost and duration estimates.

Estimate Activity Durations is the technique towards evaluating the number

of work periods required to finish individual activities with estimated
resources. The key advantage of this procedure is that it projects the
amount of time that every task will take to complete, which is a significant
input to Develop Schedule process. Subsequently, as activity resources are
determined, the resources estimate the activity durations for project
completion timelines.

Estimate Activity Duration Tools

The following are four tools to estimate activity duration:

Analogous Estimating

Parametric Estimating

Three Points Estimating

Bottom-up Estimating

17 Define "risk". Explain about the sources of risk in a project. What do you
mean by qualitative and quantitative risk analysis?

Yaha bata suru garne

Risk can be defined as the probability of an event occuring that can impact
your profit level, financial situation , satisfaction and well being.

Most Common Project Risks

Cost risk, typically escalation of project costs due to poor cost estimating
accuracy and scope creep.

Schedule risk, the risk that activities will take longer than expected.
Slippages in schedule typically increase costs and, also, delay the receipt
of project benefits, with a possible loss of competitive advantage.

Performance risk, the risk that the project will fail to produce results
consistent with project specifications.

Other Types of Risks

Governance risk relates to board and management performance with

regard to ethics, community stewardship, and company reputation.
Strategic risks result from errors in strategy, such as choosing a technology
that can’t be made to work.

Operational risk includes risks from poor implementation and process

problems such as procurement, production, and distribution.

Market risks include competition, foreign exchange, commodity markets,

and interest rate risk, as well as liquidity and credit risks.

Legal risks arise from legal and regulatory obligations, including contract
risks and litigation brought against the organization.

Risks associated with external hazards, including storms, floods, and

earthquakes; vandalism, sabotage, and terrorism; labor strikes; and civil
unrest.

Qualitative Risk Analysis

A qualitative risk analysis prioritizes the identified project risks using a pre-
defined rating scale. Risks will be scored based on their probability or
likelihood of occurring and the impact on project objectives should they
occur.

Probability/likelihood is commonly ranked on a zero to one scale (for

example, .3 equating to a 30% probability of the risk event occurring).

The impact scale is organizationally defined (for example, a one to five

scale, with five being the highest impact on project objectives - such as
budget, schedule, or quality).

A qualitative risk analysis will also include the appropriate categorization of

the risks, either source-based or effect-based.

Quantitative Risk Analysis

A quantitative risk analysis is a further analysis of the highest priority risks
during which a numerical or quantitative rating is assigned in order to
develop a probabilistic analysis of the project.

A quantitative analysis:
 ● Quantifies the possible outcomes for the project and assesses the
probability of achieving specific project objectives
● Provides a quantitative approach to making decisions when there is
uncertainty
● Creates realistic and achievable cost, schedule or scope targets

In order to conduct a quantitative risk analysis, you will need high-quality

data, a well-developed project model, and a prioritized lists of project risks
(usually from performing a qualitative risk analysis)

LONG QUESTION OF SECOND TERM OF COLLEGE

11. What is Project Management?Explain how you would be an effective

project Manager? Why is Agile different from the waterfall model?

1. Effective communication skills.

2. Strong leadership skills.
3. Good decision maker.
4. Technical expertise.
5. Inspires a shared vision.
6. Team-building skills.
7. Cool under pressure.
8. Good negotiation skills.

Waterfall vs Agile Key Difference

Waterfall is a Liner Sequential Life Cycle Model whereas Agile is a
continuous iteration of development and testing in the software
development process.

In Agile vs Waterfall difference, the Agile methodology is known for its

flexibility whereas Waterfall is a structured software development
methodology.

Comparing the Waterfall methodology vs Agile which follows an

incremental approach whereas the Waterfall is a sequential design
process.

Agile performs testing concurrently with software development whereas in

Waterfall methodology testing comes after the “Build” phase.

Agile allows changes in project development requirement whereas

Waterfall has no scope of changing the requirements once the project
development starts.

12. Why project scope management is important on IT project? Explain

Change Management?

Project scope management is a process that helps in determining and

documenting the list of all the project goals, tasks, deliverables, deadlines,
and budget as a part of the planning process.

Importance of project scope management

For a project manager, managing the expectations of the stakeholders and
clients is one of the most challenging tasks. With a definite project scope,
managers can easily stay on track and ensure that all the deadlines are
being followed throughout the project life cycle.
A well-defined project scope management helps avoid common
issues like:

Constantly changing requirements

Pivoting the project direction when you are already mid-way

Realizing that the final outcome isn’t what was expected

Going over the discussed budget

Falling behind the project deadlines

Effective project scope management gives a clear idea about the time,
labor, and cost involved in the project. It helps to distinguish between what
is needed and what isn’t needed for accomplishing the project.

14. Being an IT project manager in a reputed company how are you going
to ensure the quality of the system development. What do you understand
by Quality Planning , Quality Assurance and Quality control? What are the
techniques of quality control in a project?

Planning Quality: Implies the ability to anticipate situations and prepare

actions to bring about the desired outcome.

Important to prevent defects by:

Selecting proper materials.

Training and indoctrinating people in quality

Planning a process that ensures the appropriate outcome

Quality Assurance: Includes all the activities related to satisfying the
relevant quality standards for a project. Another goal of quality assurance is
continuous quality improvement.

Controlling Quality: The main outputs of quality control are:

Acceptance decisions

Rework

Process adjustments

Cause-and-Effect Diagrams: Cause-and-effect diagrams trace

complaints about quality problems back to the responsible production
operations. They help you find the root cause of a problem

Quality Control Charts: A control chart is a graphic display of data that

illustrates the results of a process over time. The main use of control charts
is to prevent defects, rather than to detect or reject them.
Checksheet: A checksheet is used to collect and analyze data. It is
sometimes called a tally sheet or checklist, depending on its format.

Scatter diagram: A scatter diagram helps to show if there is a relationship

between two variables. The closer data points are to a diagonal line, the
more closely the two variables are related.
Histograms: A histogram is a bar graph of a distribution of variables. Each
bar represents an attribute or characteristic of a problem or situation, and
the height of the bar represents its frequency.

Pareto Charts: A Pareto chart is a histogram that can help you identify and
prioritize problem areas. Pareto analysis is also called the 80-20 rule,
meaning that 80 percent of problems are often due to 20 percent of the
causes.

Flowcharts: Flowcharts are graphic displays of the logic and flow of

processes that help you analyze how problems occur and how processes
can be improved. They show activities, decision points, and the order of
how information is processed.
15. What is a procurement process? How is it performed in a project?
Consider you are hired as consultants in an IT college where every year 50
students are admitted in a 4-year program. You are asked to prepare a
tender specification document for setting up a digital library to be set up in
that college. State your all assumptions that you will be making while
preparing the document.

Project Procurement Process is a method for establishing relationships

between an organization’s purchasing department and external suppliers to
order, receive, review and approve all the procurement items necessary for
project execution. The supplier relationships are managed on a contractual
basis. The process aims to ensure timely delivery of the purchased items
which are selected and acquired according to the specifications and
requirements set up by the purchasing department and approved by the
project manager.

Procurement Processes include:

Planning procurement management: Determining what to procure and

when and how to do it
Conducting procurements: Obtaining seller responses, selecting sellers,
and awarding contracts

Controlling procurements: Managing relationships with sellers, monitoring

contract performance, and making changes as needed

Closing procurements: Completing and settling each contract or

agreement, including resolving of any open items

17. Explain about the necessity of information distribution and its tools and
techniques. Discuss the communication management plan that should be
considered for Ict projects. Why a reporting system required in a project?

Communications Management Plan Contents

1. Stakeholder communications requirements

2. Information to be communicated, including format, content, and level of

detail

3. Who will receive the information and who will produce it

4. Suggested methods or technologies for conveying the information

5. Frequency of communication

6. Escalation procedures for resolving issues

7. Revision procedures for updating the communications management plan

8. A glossary of common terminology

Reporting of information is a critical process in any organization.

Information is used to let stakeholders know about the status of the project.
They also use it to make good decisions. Project management reporting is
complicated and it often involves multistage activities.

Here are some project reports that may prove valuable to a project
manager:

Resource availability report

Project status report

Project health report

Risk assessment

Project baseline

Why Outsourcing ?

To access skills and technologies

To reduce both fixed and recurrent costs

To allow the client organization to focus on its core business

To provide flexibility

To increase accountability