OPM655

PROJECT MANAGEMENT
(NBO6B)

ASSIGNMENT 3
(Past Year Question)

Prepare by:
Ain Nabilah Binti Jasni
2018879626

Prepare for :
Dr Shatina Binti Saad
JULY 2017
QUESTION 5
a) Discuss any two (2) project closing activities. (5
marks)

Confirm work is done according to the necessities

When the undertaking is shutting, all expectations of the venture more likely than not
been finished and conveyed to the client. Company ought to likewise take formal
acknowledgment of the client for the finished work.

Complete acquirement conclusion

Since the task is shutting, company should finish any residual instalments that should
be made to the providers or accomplices. The acquirement steps are likewise
finished.

Increase formal acknowledgment

Formal acknowledgment of the venture and undertaking expectations are taken from
the client. For the most part, the client presents a composed record, it very well may
be an email or a closed down report, which expresses that the task has been finished
and they acknowledge the yields of the venture.

b) Explain two (2) reasons for early project termination. (5

marks)

Lack of management support

At the point when administrators submit the previously mentioned bad things, they
make a negative workplace. In the event that representatives experience the ill
effects of nervousness and stress, they are just not going to function admirably. Parts
of a terrible working environment incorporate conflicting approaches, preference and
an absence of administrative nearness.

Lack of customer support

It costs less to hold current clients than it does to pull in new ones. Great client care
keeps clients glad. In the event that necessities go neglected, or the affirmation of a
not exactly heavenly item is missing alongside an endeavour to fulfil clients, clients
may purchase from the business once, however won't return. On the off chance that
an organization needs to spend a consistent segment of their working financial plan
drawing in new clients, it can prompt an income issue, which can be the demise ring
for a business.

Technical reasons
Lack of technical support that involving the sorts of machines, processes, and
materials that are used in industry, transport, and communications.
 c) Discuss two (2) concerns for using project information systems. (5
marks)

 Understand project managers’ satisfaction of current software systems.

 Understand the relative importance of common features and tools.
 This will enable project owners to select suitable tools based on inputs
from project managers.
 This will also help software companies to plan product upgrades and add
or remove features.
 This will also help project managers in preparing effective training
programs to minimize the learning curve.
 Understand the shortcomings of software applications.
 This will help software companies to plan upgrades aimed at increasing
customer satisfaction.

QUESTION 6

Table 1 : Budgeted Cost (RM in thousand)

TOTAL WEEK
ACTIVITIES BUDGET
COSTS 1 2 3 4 5
WORK 1 110 60 35 15    
WORK 2 190 120 40 30    
WORK 3 125     75 35 15
WORK 4 115     65 40 10
TBC 540 180 75 185 75 25
CBC   180 255 440 515 540

Table 2 : Actual Cost (RM in thousand)

WEEK
ACTIVITIES
1 2 3 4 5
WORK 1 45 40 30    
WORK 2 125 50 25    
WORK 3     60 35 15
WORK 4     80 25 20
TAC 170 90 195 60 35
CAC 170 260 455 515 550

Table 3 : Percentage (%) of work complete

TOTAL WEEK
BUDGET ACTIVITIES
COSTS 1 2 3 4 5
110 WORK 1 49.5 88 110 110 110
190 WORK 2 38 95 190 190 190
125 WORK 3     50 62.5 87.5
 115 WORK 4     46 57.5 69
  CEV 87.5 183 396 420 456.5

a) Compute the cumulative budgeted cos (CBC) at the end of week 5. (2

marks)

CBC = 180k + 75k + 185k + 75k + 25k

= 540k

b) Compute the cumulative actual cost (CAC) at the end of week 5. (2 marks)

CAC = 170k + 90k + 195k + 60k + 35k

= 550k

c) Calculate the cumulative earned value (CEV) at the end of week 5. (2

marks)

CEV= 87.5k + 183k + 396k + 420K + 456.5k

= 1,543k

d) Compute the cost performance index (CPI). (2

marks)

CPI = CEV / CAC

= 1,543k / 550k
= 2.805

e) Calculate the cost variance (CV). (2 marks)

CV = CEV - CAC
= 1,543k - 550k
= 993k

f) What will be the forecasted cost (FCAC) at the end of week 5? (2 marks)

FCAC = TBC / CPI

= 550k / 2.805
= 196.08k

g) Comment on the overall project cost performance. Support your comment based on
three (3) evidences. (3
marks)
JUNE 2018
QUESTION 4
a) Provide five (5) project closing activities. (5
marks)

 Final product scope analysis

 Confirming all deliverables have been provided to customers.
 All payments have been collected & all invoices have been paid.
 Collecting feedback from customer to determine the level of customer
satisfaction.
 To evaluate the performance of the project.

b) Discuss two (2) reasons for early project termination. (5 marks)

 Necessities or particulars change in a general sense so the fundamental

agreement can't be changed as needs be
 Lack of project planning, especially risk management
 The expected outcome or result of the task gets outdated, isn't any more
drawn out required
 Satisfactory HR, instruments, or material are not accessible
 The venture benefit turns out to be altogether lower than anticipated, because
of too high undertaking cost or too low task income
 The parent association doesn't longer exist

c) Explain two (2) disadvantages of using Project Management Information System

(PMIS). (5
marks)

Lack of Creativity
Once in a while, venture the board leaves almost no space for imagination. Group
pioneers either centre unnecessarily around the administration procedures or set
tight cut off times, constraining their staff to work inside severe boundaries. This can
demoralize imaginative reasoning and hamper advancement that may profit the task.
It is significant for a task chief to realize when to motivate inventiveness and when to
carefully follow the undertaking plan. An association can develop and make progress
without an undertaking supervisory crew set up. Notwithstanding, employing a
talented expert to deal with these viewpoints can open up new chances and help
your organization arrive at its objectives quicker.
High Costs
 These programs can be costly and difficult to implement. Once the PMIS were
implements, they may need training. They may also have to hire subject matter
experts or specialists to help with a project. Often, there will be a push from
stakeholders to include features that were not initially planned. All of these issues
can quickly add up the cost of a project.

QUESTION 6

Table 1 : Budgeted Cost (RM in thousand)

WEEK
ACTIVITIES TBC
1 2 3 4 5 6
A 160 100 35 25      
B 260 130 60 40 30    
C 165     70 45 35 15
D 155       80 50 25
TBC 740 230 95 135 155 85 40
CBC   230 325 460 615 700 740

Table 2 : Actual Cost (RM in thousand)

WEEK
ACTIVITIES
1 2 3 4 5
A 80 55 30    
B 125 55 60 50  
C     60 65 40
D       90 55
TAC 205 110 150 205 95
CAC 205 315 465 670 765

Table 3 : Percentage (%) of work complete

TOTAL BUDGET WEEK
ACTIVITIES
COSTS 1 2 3 4 5
160 A 80 120 160 160 160
260 B 52 117 195 208 208
165 C     66 99 132
155 D       46.5 93
740 CEV 132 237 421 513.5 593

a) Calculate the cumulative budgeted cost (CBC) at the end of week 5. (2

marks)

CBC = 230k + 95k + 135k + 155k + 85k

= 700k
 b) Calculate the cumulative actual cost (CAC) at the end of week 5. (2
marks)

CAC = 205k + 110k + 150k + 205k + 95k

= 765k

c) Calculate the cumulative earned value (CEV) at the end of week 5. (2

marks)

CEV= 132k + 237k + 421k + 513.5K + 593k

= 1,896.5k

d) Calculate the cost performance index (CPI) at the end of week 5. (2

marks)

CPI = CEV / CAC

= 1,896.5k / 765k
= 2.479

e) Calculate the cost variance (CV) at the end of week 5. (2

marks)

CV = CEV - CAC
= 1,896.5k - 765k
= 1,131.5k

f) Calculate the forecasted cost at completion (FCAC) by assuming the remaining

portion of the project should be done based on budget.
(2 marks)

FCAC = TBC / CPI

= 740k / 2.479
= 298.51K

g) Appraise the overall project cost performance. Support your comment based on three
(3) evidences. (3
marks)

JUNE 2019
QUESTION 4
a) Explain the purpose of change control system in project management. (5
marks)

The change control process in venture the board guarantees that each change
proposed during a task is satisfactorily characterized, inspected and endorsed before
execution. The change control process stays away from pointless changes that may
upset administrations and furthermore guarantees the productive utilization of assets.
 This procedure gives the capacity for anybody in the undertaking group the client to
propose a change to the venture. The proposition must incorporate a depiction of the
change and anticipated advantages or other purpose behind the change. The change
is introduced utilizing the Change Request Form and added to the Change Log for
the venture.

b) The time-cost trade-off is used to reduce the project duration incrementally with the
smallest associated increase in cost. Elaborate five (5) assumptions in time-cost
trade-off of project crashing.
(10 marks)

The target of the time-cost exchange off examination is to lessen the first undertaking
term,
decided structure the basic way examination, to comply with a particular time
constraint, with the least expense. Notwithstanding that it may be important to
complete the undertaking in a particular opportunity to:
o Finish the task in a predefined cut off time date.
o Recover early postponements.
o Avoid sold harms.
o Free secret weapons right on time for different tasks
o Stay away from unfriendly climate conditions that may influence profitability.
o Receive an early fruition reward.
o Improve venture income

Reducing project duration can be done by modifying covers between exercises or by

diminishing exercises' span. A straightforward case emerges in the utilization of
additional time work. By planning end of the week or night work, the fruition time for
an action as estimated in schedule days will be diminished. In any case, additional
wages must be paid for such extra time work, so the cost will increment. Additionally,
extra time work is progressively inclined to mishaps and quality issues that must be
revised, so expenses may increment. The action term can be decreased by one of
the accompanying activities:
o Applying various movements work.
o Working expanded hours (after some time).
o Offering motivating force instalments to expand the profitability.
o Working on week finishes and occasions.
o Using extra assets.
o Using materials with quicker establishment strategies.
o Using interchange development strategies or arrangement.

QUESTION 5

Table 1 : Budgeted Cost (RM in thousand)

WEEK
ACTIVITIES TBC
1 2 3 4 5 6 7 8
TASK A 225 90 85 25 25        
TASK B 280 100 80 50 40 10      
TASK C 210   60 30 30 30 30 15 15
 TASK D 190     65 45 20 20 20 20
TBC 905 190 225 170 140 60 50 35 35
CBC   190 415 585 725 785 835 870 905

Table 2 : Actual Cost (RM in thousand)

WEEK
ACTIVITIES
1 2 3 4 5 6 7 8
TASK A 95 85 28 25 5      
TASK B 90 70 55 20 10 15    
TASK C   70 35 30 35 25 25 20
TASK D     70 55 25 15 20 10
TAC 185 225 188 130 75 55 45 30
CAC 185 410 598 728 803 858 903 933

Table 3 : Percentage (%) of work complete

TOTAL WEEK
ACTIVITIE
BUDGET
S
COSTS 1 2 3 4 5 6 7 8
225 TASK A 67.5 112.5 157.5 202.5 225 225 225 225
280 TASK B 70 126 182 210 238 280 280 280
210 TASK C   42 84 105 126 147 168 210
190 TASK D     28.5 57 85.5 114 142.5 161.5
  CEV 137.5 280.5 452 574.5 674.5 766 815.5 876.5

a) Compute the total budget cost (TBC) for the project. (2

marks)

TBC = 190k + 225k + 170k + 140k + 60k + 50k + 35k +35k

= 905k

b) Compute the cumulative budget cost (CBC) at the end of week 7. (2

marks)

CBC = 190k + 225k + 170k + 140k + 60k + 50k + 35k

= 870k

c) Compute the cumulative actual cost (CAC) at the end of week 7. (2

marks)

CAC = 185k + 225k + 188k + 130k + 75k + 55k + 45k

= 903k

d) Compute the cumulative earned value (CEV) at the end of week 7. (2

marks)
 CEV= 137.5k + 280.5k + 452k + 574.5K + 674.5k + 766k + 815.5k
= 3,700.5K

e) Compute the cost performance index (CPI). (2

marks)

CPI = CEV / CAC

= 3,700.5k / 903k
= 4.098

f) Compute the cost variance (CV). (2

marks)

CV = CEV - CAC
= 3,700.5k - 903k
= 2,797.5k

g) Calculate the forecasted cost at completion (FCAC) using two different formulae.
(2
marks)
FCAC = TBC / CPI
= 740k / 2.479
= 298.51K

FCAC = CAC + (TBC - CEV)

= 903k + (905k - 3,700.5k)
= -1,892

h) Comment on the overall project cost performance based on all the above costings.
(3
marks)

QUESTION 6
a) Project Management Information System (PMISs) have extensive reporting
capabilities. List five (5) types of reports that PMISs will be able to generate.
(5
marks)

Schedule and Planning - Computes early and late schedule, slack times and the
critical path
Resource Management - Including resource loading, levelling, and allocation.
Budget - Associate cost with individual tasks for more accurate budget estimation
and generation.
Control and Performance - Analyse and control cost and performance, updating
existing plans as actual against planned data changes, provide what-if scenarios for
the project manager.
 Reporting and Communication - Creation of graphs and charts of collected and
analysed data that can be shared with stakeholders and team members.
Integration and Ease of Use - Some PMIS will access data from different projects
for multi-project analysis, integrating with other systems, such as payroll and
inventory. The easier a PMIS is to use, the less time and money required to train.

b) Explain four (4) purpose of project lesson learned after project completion. (10
marks)

The lessons learned process involves 5 steps with activities that will capture and use
lessons learned. The steps are:

o Identify - identify the comments and recommendations that can be learned.

These can be a valuable knowledge asset for future projects.
o Document - note the detailed lessons learned during discussions in a report that
all participants can respond to. Distribute this report to the entire project team and
retain it for future reference.
o Analyse - analyse and organize the lessons learned so they can be applied and
shared with other teams. They can improve the project management or be used in
training sessions.
o Store – retain the lessons learned reports on a shared drive or in a cloud solution.
That makes them available to all project teams.
o Retrieve – when storing the lessons learned reports, set up a keyword search
capability to make them easily retrievable at any time during and after the project.
Without a formalized documentation process, it's difficult to monitor any exercises
figured out how to make modifications and enhancements. Build up a continuous
documentation process directly from the commencement meeting. Recording
exercises learned along the entire lifecycle of the undertaking, especially with
enormous tasks, will forestall individuals overlooking the exercises learned end
route. To recognize issues, complete normal reviews during the task. You can
utilize these studies in snappy gatherings to examine, break down, and record the
exercises learned.

DECEMBER 2019
QUESTION 5
a) Explain the purpose of the project control process. (5 marks)

Project controls are a sub-capacity and spotlight on only two boundaries which are
cost and timetable. Individuals the executives and quality control, for instance,
 doesn't fall under the domain of undertaking controls. The principle target of
undertaking controls is to limit the fluctuation in expenses and calendar based on
what was initially arranged.

Controls goes about as a security outfit to extend the board. Some of the time
venture directors can concentrate exclusively on conveyance, which leaves less
space to inspect costs, deviation from the undertaking plan, and different factors
included. Undertaking controls present a fundamental rude awakening for venture
administrators, giving an additional information grounded perspective on how the
task assets and destinations are drifting after some time.

At its core, project controls are a piece of a checking capacity that investigates
situations and gives proposals. An undertaking controller covers cost and plan and
instructs the venture group with respect to likely issues. The genuine execution of
these proposals isn't finished by the controller, yet rather by the venture chiefs.
Despite the fact that controls are a sub-capacity of undertaking the board, venture
controllers cooperate with something beyond the task chiefs that they report to.

b) Elaborate on the four (4) steps in scheduling control (10

marks)

Plan schedule management

The foundation for a decent undertaking plan is to set up the methods, organization
arrangements, and documentation rules that will oversee your task. The arrangement
for plan the board plots assets accessible for the undertaking and the possibilities
that may emerge. It likewise records venture partners, separates people who must
affirm the calendar, and records other people who need to get a duplicate.

This record likewise builds up who has the position to make plan changes, the
procedure colleagues ought to follow so as to demand a change, and a task
correspondence intend to caution the group of changes made over the span of the
project. Despite the fact that controls is a sub-capacity of task the executives, venture
controllers associate with something other than the undertaking chiefs that they
report to.

Defines project activities

This can be as simple as creating a list of tasks that must be completed in order to
deliver your project. In the case of complex projects, it might be useful to arrange
these assignments as at, a diagram imagining undertakings and their sub-errands
and to remain composed at work.

One test in this piece of the project planning process is realizing how to isolate
exercises. In group task the executives, undertakings requiring less than eight hours
could be assembled with others and assignments more than eighty hours are likely
excessively awkward and ought to be separated further. Exercises ought to likewise
be quantifiable, effectively assessed, and identified with both an undertaking
deliverable and a planned expense.

Determine dependencies
 Once you have all the project activities listed, thoroughly consider every one
cautiously to recognize which undertakings depend on others to be finished. In case
you're fabricating a house, for instance, you can't put the rooftop on until the casing is
finished. It's imperative to effectively characterize every one of your conditions so you
can plan precisely and maintain a strategic distance from venture delays.

Sequence activity

Once the organizer established the dependencies in project among the activities,
they can sequence them. Now, they aren't relegating whenever to the exercises
regarding work hours or due dates. Rather, they're concentrating on the request
wherein all undertaking exercises ought to be done with the goal that the most
proficient stream is made.

QUESTION 6

Table 1 : Budgeted Cost (RM in thousand)

ACTIVITIE WEEK
TBC
S 1 2 3 4 5 6 7 8
TASK 1 100 50 25 15 10        
TASK 2 190   70 70 20 20 10    
TASK 3 185       55 40 35 35 20
TASK 4 137     20 33 24 50 5 5
TBC 612 50 95 105 118 84 95 40 25
CBC   50 145 250 368 452 547 587 612

Table 2 : Actual Cost (RM in thousand)

ACTIVITIE WEEK
S 1 2 3 4 5 6 7 8
TASK 1 40 36 12 10        
TASK 2   30 86 24 22 13 7  
TASK 3       32 50 25 48 12
TASK 4     21 35 22 54 3 3
TAC 40 66 119 101 94 92 58 15
CAC 40 106 225 326 420 512 570 585

Table 3 : Percentage (%) of work complete

TOTAL WEEK
BUDGET ACTIVITIES
COSTS 1 2 3 4 5 6 7 8
100 TASK A 30 55 80 100 100 100    
190 TASK B   19 57 104.5 133 190    
185 TASK C       27.75 64.75 101.75    
137 TASK D     41.1 68.5 89.05 109.6    
  CEV 30 74 178.1 300.75 386.8 501.35    
a) Compute the total budget cost (TBC) for the project. (2 marks)

TBC = 50k + 95k + 105k + 118k + 84k + 95k + 40k + 25K

= 612k

b) Compute the cumulative budget cost (CBC) at the end of week 6. (2

marks)

CBC = 50k + 95k + 105k + 118k + 84k + 95k

= 547k

c) Compute the cumulative actual cost (CAC) at the end of week 6. (2

marks)

CAC = 40k + 66k + 119k +101k +94k +92k

= 512k

d) Compute the cumulative earned value (CEV) at the end of week 6. (2

marks)

CEV= 30k + 74k + 178.1k + 300.75k + 386.8 + 501.35k

= 1,471k

e) Compute the cost performance index (CPI). (2

marks)

CPI = CEV / CAC

= 1,471k / 512k
= 2.873

f) Compute the cost variance (CV). (1

marks)

CV = CEV - CAC
= 1,471k - 512k
= 959k

g) Calculate the forecasted cost at completion (FCAC) using two different formulae.
(2 marks)
FCAC = TBC / CPI
= 612k / 2.873
= 213.02k

FCAC = CAC + (TBC - CEV)

= 512k + (612k - 1,471k)
= -347

h) Comment on the overall project cost performance based on all the above costings.
(2
marks)