Question 1.

1a

What initiation documents might be included during a projects initiation phase. Please provide 5
examples

Answer

The initiation phase involves identification of the project need or objective, which may involve a
problem in the business. The phase involves the documentation of the need or the objective of the
business, followed by a feasibility study, after which appropriate recommendation is done and
eventually the project is initiated.

Client or Customer requirements

Concept proposal
Contract documentation
Executive team instructions
Feasibility study
Output from prior project etc.

Question 1.1b

What is a project ?

Answer
A project is a temporary endeavour undertaken to create a unique product, service or result.

Question 1.1c
What is a concept proposal?

Answer
Concept proposals are often written to attract investors or business partners. They usually contain a
concept overview, the target market, customer benefits and revenue model.

Question 1.1d

What are customer requirements? How can they be documented.?

Answer
The clients or the customers are the people who will use the projects’ product, service or result.
Customer requirements or requirement documents are usually created using a standard format,
such as form or template. Requirement documents are about the requirements and do not consider
constraints.
Question 1.2a

What strategies or goals can have a bearing on a project’s relevance to an organization? Provide at
least three examples.?

Answer
Projects should be considered separately from organisations usual operations. Any project should be
assessed against the organization’s strategies and goals to make sure it remains within the
organisations ’s goal and objectives, usually outlined in the organization’s policies.

Organizational Strategy and goal can include:

 Market focus
 Organization mission statement
 Strategy plans
 Values and ethics

Question 1.2b

What is the relationship between a project and the organization’s broad goals or strategies?

Answer
Project management goals focus just on the current product's or program's future success and often
have a finite timeline, while strategic management goals involve the entire business striving for
future success.
Source:
https://www.researchgate.net/post/What_is_the_difference_between_Project_Management_and_
Strategic_Management

A organisation’s broad goal is its plan for victory in competition with other companies. Strategic
management is a process for formulating and implementing a strategy.

Question 1.2c

A manufacturer has a vision of being the number on provider of a product but cannot keep up with
demand. To do so it has a business goal of increasing productivity

1. What strategies might it have in place to meet its goal? Provide two examples
2. What selection criteria might be applied when evaluating the project against the goal and
strategies. Provide at least three examples.

Answer

1. Define and Review

a. Market focus
b. Organization mission statement
c. Strategy plans

2. Selection criteria
a) Alignment with the organization’s core competencies
 b) Alignment with the organization strategic goals
c) Improvement to organizations product or service

Question 1.3a
What objectives, outcomes or benefits might a project provide for an organization? Provide at least
two examples.

Answer
When establishing a project, its particularly important to identify the project’s objectives, outcomes,
and benefits. The organization sponsoring the project will need to evaluate these outcomes when
deciding if the project will meet its expectations.

Objectives, outcomes and benefits can include:

 Expected organization and business benefits to be achieved.
 Measurable project product statement.
 Short- and long-term outcomes for the enterprise.

Technical objectives relate to the technology used by a solution. These can be expressed as
technical specifications, such as the expected performance of a new computer system.

Financial objectives are related to business objectives and serve as a metric for project
performance. There is a difference, however, while a business objective might be an increase in
sales, which will be expressed as a percentage and therefore quantifiable, a financial objective is
more likely to be expressed as a return on investment.

Question 1.3b
What are the broad categories of objectives? Provide at least three examples.

Answer
Business objective
Financial objective
Regulatory objective
Performance objective
Technical objective
Quality objective.

Question 1.3c
What Is the difference between an objective and benefit? Provide an example to illustrate your
answer.

Answer
An objective is something towards which effort is directed. A benefit is considered anything that
contributes to an objective. For example, an objective oof eliminating manual handling in a
manufacturing process can have the benefits of increasing production, reducing injury and improving
employee morale.
Question 1.3d

What three characteristics should an objective have?

Answer
Objectives should be:
1. Realistic
2. Clear
3. Measurable.

Question 1.4a

Explain how project governance models can be structured? Please provide at least three examples.

Answer

Project governance structure can include:

1. Boards, committees, working groups, reference groups, advisory group, sponsor, project
manager, project team members, stakeholders
2. Identified authority levels assigned to groups and individuals
3. Issue escalation procedure
4. Project organization chart
5. Roles statements for project management bodies and participants.

Question 1.4b
What is governance?

Answer
Governance, in relation to a project, is the mechanism that ensures the project progresses according
to the organization’s standards. It keeps all activities ethical and helps create accountability.

Question 1.4c
What are at least ten of the elements of governance.?

Answer
The elements of project governance are:
1. A business case stating:
a. Project objectives
b. In scope aspects
c. Out of scope aspects
2. A mechanism for reviewing project against its objectives, outcomes and benefits
3. Agreed requirements
4. Deliverable’s specifications
5. Appointment of a project manager
6. Clear assignments of roles and responsibilities within the project
7. Project plan
 8. Reporting mechanisms
9. A document or record management system
10. A glossary of project terms
11. A mechanism for the management and resolution of issues
12. A risk management process
13. A quality management process.

Question 1.5a
What are the five inputs used in developing a project charter?

Answer
Five inputs used in developing a project charter are.

Project statement of work

Business case
Contract
Organizational environmental factors
Organizational process assets

Question 1.5b
How are the inputs used in developing the charter?

Answer

Project statement of work provides a description of the products or services delivered by the
project.

Business case provides information relating to the project’s value in relation to the required
investment.

Contract provides an input to developing a project charter if the project is implemented on behalf of
an external customer.

Organizational environmental factors provide factors that can influence the development of the
project charter. E.g Govt or industry standards, organizational structure etc.

Organizational process assets provides the impact on the project charted relating to the existing
process, polices, standards and procedure.

Question 1.5c
What five sources of expert judgement might be used in project planning?

Answer

Five sources of expert judgement

1. Subject matter experts
2. Consultants
 3. Stakeholders
4. Other nits within the organization
5. Industry groups.

Question 1.5d
What can be included in a project charter? Provide 10 examples?

Answer

A project charted can include:

- Approvals and signoff

- Broad scope and project boundaries
- Broad stakeholder identification
- Consolidated project initiation documentation (PID)
- Documented objectives
- High-level product deliverables
- High level risk assessment
- Project assumptions and constraints
- Project brief or proposal
- Project mandate
- Source of project authority
- Terms of reference.

Question 2.1a
What is a project scope.?

Answer
Project scope is created from project deliverables, work breakdown structure, requirements and
specifications. The scope statement establishes the need for the project and a high-level product
description.

Question 2.1b
What is the difference between objectives and deliverables?

Answer
Project objectives are the criteria used to measure a project’s success. Like the scope statement,
objectives help keep the project on track and prevent misunderstanding.

Question 2.1c
What is scope creep?

Answer
Scope creep occurs when the customer adds something outside of the original project. This can have
a serious effective on time, budget and resources.
Question 2.1d
Create a scope statement for a project to paint a house.

Answer
Project scope
PLAN 1. Select colors.
2. Estimate the quantity of color required.
3. Budget for costs for quantity of paint and labour.
COLLECT 1. Acquire materials.
2. Hire Labors
DEFINE 1. Defining the detailed description of the project. How many rooms, what colors
etc
MANAGE Know on how things get more smaller work or how to get the work done.
1. Advice the workers on the colors to be used and how effective in work
2. Monitor what is the status of the work
3. Quality control on the work. (how many coats of paint etc.)
VALIDATE 1. Check their work regularly

Questions 2.1e
Identify the deliverables for a project to paint a house.

Answer

The color of the room and the cost.

Question 2.2a
What are the five stages in a project’s life cycle?

Answer

The five key process groups are

initiating,
planning,
executing,
monitoring and
controlling and closing.

Question 2.2b
What are the four steps used to deconstruct a project so that stages, milestone, and key
requirements are identified.?

Answer
Deconstruction follows the following 4 steps

1. Identify project deliverables

2. Check cost and time estimates can be applied
3. Establish measurement criteria
4. Verify deconstruction
Question 2.3a
What are milestones?

Answer
Project deliverables are sometimes called milestones. Milestones are significant events or
accomplishments, so in the truest sense include other things not necessarily considered the project’s
deliverables, but the difference cab be academic. In practice deliverables and milestones are one
and the same.

Question 2.3b
What are the three milestones from the WBS you created?
Answer
Kickoff
PID signoff
Feasibility start/finish
Design completion etc.

Question 2.4a
What are the planning processes that need to be consolidated into the project management plan?
Provide at least 10 examples?

Answer

The project management plan is used to provide structure for a project. It should be documented,
including assumptions and constraints. It can be used to guide the project to completion and as a
historical reference that can be used as expert knowledge for future projects.

Scope planning
Scope definition
Activity definition
Resource planning
Activity sequencing
Activity duration estimating
Cost estimating
Risk management planning
Schedule development
Cost budgeting
Project plan development
Quality planning
Communications planning
Organizational planning etc.

Question 2.4b
What is baseline?

Answer
Once a plan has been developed it can be used to establish the project baseline. The baseline is the
initial plan and is used to compare actual progress to the plan. Baselines can be established for
schedule, cost performance and scope.

Establishing a baseline is an important step if project management software is used. If a baseline not
created, changes made to reflect cost, time or resources will automatically update the entire project,
making comparison with the original plan difficult.

Question 2.4c
What is the role of historical information in project management planning?
Answer
The term historical information refers to any information containing resources that may be utilized
by a project team and or a project team leader for the purposes of garnering as much information as
is possible about projects, activities, or events that had taken place in previous time periods for the
purposes of providing adequate insight and background to the team when making decisions that will
ultimately affect the course of the current project. The resources which may be utilized for the
purposes to gathering this quantity of information can range from formal materials such as formal
reports (this can include final reports that have been written and distributed externally, or more
informal reports that have been written and disseminated internally), as well as other miscellaneous
data, any assorted project files, historical records and notes, any written correspondence that may
have been conducted (both written and electronic), and any previously closed contracts that may
exist.

(Source: https://projectvictor.com/knowledge-base/historical-information/)

Question 2.5a
Describe how you would identify stakeholder requirements?
Answer

Stakeholder needs are transformed into a formal set of stakeholder requirements, which are
captured as models or documented as textual requirements in and output typically called a
Stakeholder Requirement Specification (StRS), Stakeholder Requirement Document (StRD) or
similar. That transformation should be guided by a well‐defined, repeatable, rigorous, and
documented process of requirements analysis. This requirements analysis may involve the use
of functional flow diagrams, timeline analysis, N2 Diagrams, design reference missions, modeling
and simulations, movies, pictures, states and modes analysis, fault tree analysis, failure modes
and effects analysis, and trade studies.

(Source: https://www.sebokwiki.org/wiki/Stakeholder_Needs_and_Requirements_)

Question 2.5b
What does the stakeholder management strategy help to define?

Answer

A stakeholder management plan is a written document that outlines how your team plans to
manage the goals and expectations of key stakeholders during the project lifecycle.

Question 2.5c
What are the steps or strategies that might be useful in negotiating for project approval with
stakeholders?

Answer
The negotiations to gain approval for a project plan should be an easy one. The communication
paths between the project management team and the sponsor organization should already be open
and used in obtaining the objectives, outcomes and benefits. A close working relationship should
already be established and the project team should know where the project sits in relation to the
sponsor organization’s strategies and goals.

The keys to successful negotiations are

1. Identify the minimum that is acceptable i.e the worst-case scenario.

2. Know the project’s worth.
3. Plan the negotiation strategy.
4. Open the negotiation at the best possible outcome
5. Offer or request extras.

Question 3.1a

What is resource levelling?

Answer

Resource levelling is a process of changing resource allocation so that resource are used at optimum.
For example, if worker is allocated two tasks taking 8 hours on the same day, the worker is over
allocated. Levelling would mean the worker is allocated a day for each task, or another worker
allocated so both tasks are completed on the same day.

Question 3.1b

Why is it important to maintain accurate records as a project progress?

Answer

As the project progresses and is mapped, the person managing the project must maintain good
records so the project team can make adjustments. For example, if a resource become over
allocated because a tasks takes longer than expected and the resource is required for another task,
good recordkeeping will highlight the problem, allowing the management team to level resource.

Question 3.2a

What status reports might be produced to report on project progress? Provide at least 5 examples.

Answer

Project stakeholders, particularly sponsors, are likely to want to follow a project’s progress. They will
expect status reports at regular intervals so they can monitor the projects progress. The project
communications management plan will contain information about what has to be reported, to
whom, and when reports are expected.
Status reports can include:
 Client progress reports
 Internal or external
 Regular consolidated to project authority
 Reports under contractual obligations
 Specific budget and schedule reports
Question 3.2b

Why do project managers conduct variance analysis? Provide at least five reasons.

Answer

Variance analysis is conducted to:

 Prevent future variance

 Determine underlying causes of variances
 Determine if the variance is an anomaly, or if the assumptions used in forecasting were
incorrect
 Determine if the variance fall within a predetermine allowable range
 Determine if the variance can be expected on future work.

Question 3.2c

A project has a budget of $750,000. The project is 65% complete, although it is behind schedule and
was expected to be 70% complete. So far $500,000 has been spent.

Earned Value (EV) EV = $750,000 x 65%

= $ 487,500
Cost Variance (CV) CV = EV- AC
= $487,000-$500,000= -$13,000
Planned value (PV) PV = $750,000x70%
= $525,000
Schedule variance (SV) SV=EV-PV
= $487,000-$525,000 = -$38,000
Cost performance index (CPI) CPI=EV/AV
=487,000/500,000
=0.907
Schedule performance index (SPI) SPI =EV/PV

=487,000/525,000 =0.927
Estimate at completion (EAC) =BAC/CPI
=750,000/0.907 = $826,901.8
Estimate to complete (ETC) EAC-AC
= $826,901.8 -750,000 = 76,901.8
Variance at completion BAC-EAC
$750,000-$826,901.8 = -$76901.8
Question 3.3

What is impact analysis?

Answer
Change can come from any project stakeholder. Often, the initial approach is a verbal request but
sound management technique require all change to follow a process that includes documenting the
request and the reasons it is necessary.

Once a documented change request has been received it must be approved or rejected by the
project manager or someone who has delegated authority. One of the things that should be
considered before granting approval is the impact change will have.

Impact analysis can include:

 Assessment against project quality requirements
 Forecasting against triple constraints (scope, time, cost)
 Review of project baselines against proposed change.

Question 3.4
What change control processes can be used in project management? Provide at least five examples?

Answer

Change control process relating to project management include:

 Ensuring only approved changes are implemented

 Reviewing, analyzing, and approving (or rejecting) change requests promptly
 Managing approved changes
 Maintain baseline integrity by ensuring only approved changes are added to the project plan
and other documentation.
 Reviewing, approving, or rejecting all recommended corrective or preventative actions
 Coordinating changes across the entire project
 Documenting the image change.

Question 3.5
What four step process should be followed to incorporate change project planning?

Answer

Original request, through approval, implementation and completion.

Question 4.1
What activities might be undertaken as part of project finalization? Provide five examples

Answer
Project finalization activities can include
 Completing financial transactions
 Consolidating and storing project data
 Documenting outstanding project issues
  Obtaining or providing certification
 Preparing final project reports
 Updating enterprise knowledge management

Question 4.2a
You believe that a project’s are ready to be handed over to the client. What should you do prior to
this?

Answer

A project review should be held. This acts as

 Confirm the project results
 Confirm the methodologies used to complete the project
 Discuss the project outcomes and successes
 Identify budget variance
 Consider suggestions for improvement
 Discuss problems, issues ad solutions and document these for further reference.
 Acknowledge and record new skills and competencies attained during project work
 Assess the project team’s proficiency in planning
 Determine the accuracy of time and cost estimates
 Map strategic objectives against the outcomes that were achieved
 Map expected outcomes against actual outcomes.
 Determine whether the project was completed within the project scope
 Summarize the processes that were set to monitor risk
 Determine what should be avoided in the future
 Evaluate whether or not the project
 Make future recommendations concerning materials, equipment and methods.

Question 4.2b
What is a closure report?

Answer
A project closure is written for a broad audience including senior management, project participants,
stake holders, user, steering committee, applications and technical support staff.

The closure report reviews outputs, outlines outstanding issues and recommendations and details
activities undertaken to close the project. It also enables those who approved the resource to
analyze how well the project met the objective by assessing the economics and impact.

Question 4.3a
How can you determine if a project has been finalized.? Provide at least 5 examples.?

Answer
Project finalization occurs once the project has been completed and the organisation moves to a
new project.

Project Finalization
 Completing financial transactions
  Consolidating and Storing project data
 Documenting outstanding project issues
 Obtaining or providing certification
 Preparing final project reports
 Updating enterprise knowledge management

Question 4.3b
How can you determine if a project has been finalized. Provide at least 5 examples.

Answer
To confirm the project's completion, you will need to obtain approvals for the project deliverables
(i.e., all stakeholders must agree that you delivered on all parts of the project plan) with official sign-
offs from the project stakeholders.

(Source: https://www.lucidchart.com/blog/nailing-the-project-management-closure-process)

Ratio Analysis
Budgeted balance sheets
General ledger
Product activity report
Revenue and expenditure report/budget
Variance analysis reports

Question 4.4
You are employed as a supervisor at the local mail distribution centre. The centre wishes to develop
new staff recruitment and selection process, to be implemented within the next three months. You
have been assigned the responsibility of project manager. Describe how you would document
lessons learnt from the project and how you would report your findings.

Answer
Progress report

The project commenced as planned and is going on well. We have met five times and we still require
some resources to move at the required pace. The team members of the project are drawn from
different departments and include, finance, human resource, ICT, Logistics, Legal Office and Risk. We
meet as a group every week on Mondays. We however keep communicating and consulting so
frequently on mails and talk over the phone.

We had asked for approval of the budget but we have not been assured that everything will be
availed. We wish to express our fear that we might not meet the deadline if the resources are not
availed timely.

We also recommend that we be facilitated by transport so that we can move around when it is
necessary.

Thank you

Project Manager
Question 5.1
What planning documents can be developed when project planning? Provide at least five examples

Answer

1. Project Charter
2. Project Management Plan
3. Project Scope Plan
4. Project Schedule Plan
5. Project Team Plan
6. Project Work Plan
7. Quality Assurance Plan
8. Project Risks Plan

Question 5.2
What are the procedures that should be followed when evaluating a project against an
organization’s strategies and goals?

Answer

Evaluating a project means performing a rigorous analysis of completed goals, objectives and
activities to determine whether the project has produced planned results, delivered expected
benefits, and made desired change.
As a process, project evaluation takes a series of steps to identify and measure the outcomes and
impacts resulted from project completion. In this article, let’s find out how to evaluate projects,
what indicators to consider, and how to design a project evaluation plan.

Question 5.3
What logs and registers might be used by a project manager to keep records of events that occur
during a projects life cycle? Provide at least five example.?

Answer

A number of mechanisms can be used to determine the lessons learned from a project, including:
 Examinations of project records and documentation
 Questionnaire or survey of a representative stakeholder sample
 Face-to-face interviews, either one on one or focus groups of clients /customer or
stakeholders
 Facilitated feedback sessions with a large group of stakeholders.