MB6046 Global Project Management YP65

Final Exam, 180 minutes, Opened books and laptop

Arya Brehaspati Adisasmito -29121295-
1. [Marks: 30]. Case: Monitoring Mantralaya
1) Please conduct Earned value analysis (Cost Performance Index (CPI), and Schedule
Performance Index (SPI)) based on the data provided in the case. (Note: CPI = cumulative
earned value/cumulative actual cost; and, SPI = cumulative earned value/cumulative
budgeted cost).
M BCWS BCWP ACWP SPI=BCWP/BCWS CPI=BCWP/ACWP CR=SPI*CPI
1 21 7 8,6 0,3333 0,8140 0,2713
2 26 14 17,1 0,5385 0,8187 0,4408
3 31 21 25,7 0,6774 0,8171 0,5535
4 36,5 26 32 0,7123 0,8125 0,5788
5 39 31 38,55 0,7949 0,8042 0,6392
6 42 33,3 41 0,7929 0,8122 0,6440
7 47,5 35,6 43 0,7495 0,8279 0,6205
8 49 37,9 44 0,7735 0,8614 0,6662
9 53 40,3 45 0,7604 0,8956 0,6810
10 54 42,5 47 0,7870 0,9043 0,7117
11 59,6 44,8 55,4 0,7517 0,8087 0,6079
12 65 47,1 58,2 0,7246 0,8093 0,5864
13 67,3 49,4 59 0,7340 0,8373 0,6146
14 68 52 62,45 0,7647 0,8327 0,6367
15 70 60 64 0,8571 0,9375 0,8036
16 72,4 68 78 0,9392 0,8718 0,8188
17 74,5 72 85 0,9664 0,8471 0,8186
18 76 76 89 1,0000 0,8539 0,8539
19 80,7 83 95 1,0285 0,8737 0,8986
20 85 87 100 1,0235 0,8700 0,8905
21 90 92 104 1,0222 0,8846 0,9043
22 91,3 94 111 1,0296 0,8468 0,8719
23 94 98 118 1,0426 0,8305 0,8658
24 96,4 100 121 1,0373 0,8264 0,8573
25 98 104 137 1,0612 0,7591 0,8056
26 100,2 111 141 1,1078 0,7872 0,8721
27 102,3 114 145 1,1144 0,7862 0,8761
28 105 117 151 1,1143 0,7748 0,8634
29 107,6 121 157 1,1245 0,7707 0,8667
30 110 122 159 1,1091 0,7673 0,8510
31 113,3 126 164 1,1121 0,7683 0,8544
32 115,4 133 172 1,1525 0,7733 0,8912
33 117 134 176,5 1,1453 0,7592 0,8695
34 123 138,4 179 1,1252 0,7732 0,8700
35 125 141,3 184 1,1304 0,7679 0,8681
36 136 144,7 186,3 1,0640 0,7767 0,8264
37 139,5 153 189 1,0968 0,8095 0,8879
38 142,3 154 192 1,0822 0,8021 0,8680
39 146 156,6 196 1,0726 0,7990 0,8570
40 157 159 199,5 1,0127 0,7970 0,8071
41 161 166 201 1,0311 0,8259 0,8515
42 164,3 171,3 203,3 1,0426 0,8426 0,8785
43 170 175,3 205,5 1,0312 0,8530 0,8796
44 175,4 177 207 1,0091 0,8551 0,8629
45 179 181,3 208 1,0128 0,8716 0,8828
46 183 184 208 1,0055 0,8846 0,8894
47 185,4 186 209 1,0032 0,8900 0,8928
48 189 189 209 1,0000 0,9043 0,9043

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 2) Why did SRS think that the project is under control and ignore the variances?
The calculation shows the value of CPI is still averagely near to 1,0, it is categorized
as “under control”, for the duration and cost is still tolerable.
3) What are the steps would have been suggested by Abhay to SRS to avoid delays in
the project, if he would be the project manager from the start of the project?
Classify the task that are below average, perform a more frequent EVA check, and
set up several milestones for the task completion, therefore a sign of delay can be
detected, improvement can be made and the problem can be solved
4) What is your suggestion to SRS to prevent similar kind of issues in his future
projects?
Preferable to suggest on improving active management of resource, frequent
strict check on the progresses, improve the communication and identification
system for a better diagnosing delay, increase the company work pace, keep
evaluating and open to outside or bird eye view to overcome novel solution.

2. [Marks: 20]. Case: The Dilemma of Project Manager

1) There was a conflict on the appropriate approach in defining the SOW (scope of
work) of the project in YIDA: predictive (preparing the SOW as complete as
possible during the planning stage) and agile (the scope will be defined as
project advances). Please outline both strengths and weaknesses of each
approach. Which approach do you recommend?
The approach of predictive have a strength on viewing the scope on a wider,
forecasting potential trouble that may be occurred is the advantage, preparing
the answer and solution can make things better, the weakness is if the problem
that are coming is unpredictable, far beyond the initial analysis, it will be harder
to outcome, due to the template of solution that are being prepared, innovation
will be limited, and it also cost larger resource in the early process. While the agile
approach has a strength on more flexible to changes, efficient on outcoming the
problem faced, potentially took also viewer resource, open to choices and
possibilities. While of course it will have a limit on the spec of action, if the
problem is off the system capability it cannot call from the non-existing prediction
that aren’t been prepared before. Though I would choose agile approach due to
the cost of flexibility and efficiency.

2) Please identify communication problems between YIDA and KAYE. Why these
communication problems occur? What would you recommend to solve or
improve these communication problems?
The major factor is the language barrier, work pace, and command system in the
sub branch and main branch is far different due to time and distance, the reason
is a separate management, separate country and culture, it also took delay for
information to reach the branch, qualification for labor also differs, corporate
culture and leader gesture also didn’t match. To outcome this problem, it best to
recommend the management integration between the company in the countries,

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 at least on the labor/team qualification and vital information and communication
system
3) Based on the various problems faced by the project, what is your proposed
recommendation whether to continue or terminate the project. Why?
It is best to terminate the projects due to the unreadiness structure and the big
amount of problem faced upon if to be continued with the initial unprepared
condition, reformation must be made first. Yet it will only be wasting resource and
unprofitable decision.

3. [Marks: 50]. Case: Scrums, Sprints, Spikes, and Poker: Agility in a Bulgarian
Software Company.
1) What are the critical factors in the organizational culture at Telerik?
Supportive atmosphere, open space psychology, more fun and flexible climate,
and extremely support labor improvement. it is stated in the company value as:
respect, dedication, precession, care, innovation, leadership, utility, speed,
quality, involvement, and no nonsense. No seniority, the co-CEOs will do rotation
in office in each team or sub management for better communication.
2) What are the most important components of culture that must be maintained as
Telerik grows?
The openness and flexible climate to support an agile work pace
3) In Telerik, is agile development a software design or an organizational design
tool?
Agile development process is focused in software design, it also be a tool for the
organization to pull up the growth and revenue.
4) What skills must employees and managers have to be able to work well in an
agile development environment?
Openness and honesty, good coordination with the top management, leadership
is needed for micro low-level decision-making, and skill for adapting fast changes.
And of course, basic software knowledge skill is needed
5) Is agile development sustainable with company’s growth?
Yes, so far in Telerik it is align
6) What are the strengths and vulnerabilities of Telerik’s communication strategy
and practices?
The strength is fast pace work and flexibility of changes, while the vulnerable will
come when it need expansion like acquisition of a new team and culture from
different company or region. If it happens it will be unsynchronized and disturb
the work pace and productivity.
7) What recommendation would you make to improve Telerik communication
system?
Make an easy adapted manual book of communication, so transferring habit and
culture, including the work pace will be easier for the upcoming merging work
force. Do strict training and evaluation to maintain the work dynamic.
8) How does Telerik attract high-quality talent in a competitive market?

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 Offer a generous salary and compensation, performance-related bonus, and
several set of benefits like insurance, club activity that are incomparable to
other company.
9) What is Telerik’s overall strategy for the development of talent?
They made Telerik Academy that offer training program for potential employees
and skill development for current company employees
10) How does the Telerik reward system reflect the culture of Telerik?
It is reflected on royalty of the employees, it scores 5% rate of employee
turnover, while average value of others is 75%
11) What human resources challenges will Telerik face in the future?
Calibrating new comers with the existing workforce, aligning it with the initial
work pace may be a problem. The fresh comer/upcoming employee’s quality
may far below expectation compared to the existing.
12) What challenges will Telerik face with continued growth?
Acquisition may bring trouble for the corporate culture, a wider work scope may
be more expensive, rotation in CEO offices may not be possible anymore.
13) What changes will be necessary for Telerik to successfully manage the future
growth of the company?
Keep on the track, always strong with the initial character, prepare for a bigger
scope of work, the infrastructure, communication gap, it needs to be
maintained.
14) What are the possible unwanted risks that may threaten the growth of Telerik
in the future? What will be your recommendations to prevent, or avoid, or
reduce, or mitigate these risks?
New identical player with a bigger capital might show up, there will be employee
theft, salary war, to prevent it, the employee’s militancy and sense of belonging
of the company must be kept high with preserving the loyalty, improve ways and
adapting to the volatile era, do always a better changes.

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