CSK 2113 PROJECT MANAGEMENT

NAME : Levitaran a/l Sager

BATCH : 15A (A0000623)
TEST 1
PART B (40 Marks)

INSTRUCTIONS: Please answer ALL questions below. Answer should be answered on the
PAPER

1. Project Management includes five sets of process, FIND in more details of:

 Initiating processes

 This is the first step or process to build a business by a person.

 Newly involvers should identify the resources of ATO or MRO.
 This is because, to be able to get an overall view of the project.
 Fresh businessmen, should hire an advisor which has an engineering background.
 They will be the CEO or Accountable Manager for the company.

 Planning processes

 This process will be lead by the planner.

 This is the hardest stage than rest of the four stages.
 For the ATO, planners are responsible to organize the schedule for the students and
lectures.
 For the MRO, planners are responsible for the workers schedules.
 The planners also responsible the resources and statistics of company documents.
 ATO-these documents are checked and verified by the Technical Training Manager ,
Examination Manager , Quality Manager.
 MRO-verified by upper level managers.

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 Executing processes

 In this stage, Project Manager plays the bigger role.

 Project Manager should monitor the workers to follow the schedules.
 In this stage, there will be a lot of problems. Such as team members not cooperate,
communication problems between team members.

 Monitoring and controlling processes

 In this stage quality manager plays big role completely.

 For the MRO, they are known as Technical Training Manager.
 Their responsibility is to keep the environment safe and discipline.

 Closing processes

 ATO- This event take places during the end of semester.

 Examination unit is the team responsible for this action.
 They should go through the result and analise the statistic.
 They should troubleshoot the problems to a better solution.

[10MARKS]

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2. IDENTIFY of 5 (FIVE) the project manager’s tasks. [10MARKS]

Activity and resource planning

Planning is instrumental for meeting project deadlines, and many projects fail due to poor
planning. First and foremost, good project managers define the project’s scope and
determine available resources. Good project managers know how to realistically set time
estimates and evaluate the team or teams’ capabilities.

They then create a clear and concise plan to both execute the project and monitor its
progress. Projects are naturally unpredictable, so good project managers know how to
make adjustments along the way as needed before the project reaches its final stages.

Organizing and motivating a project team

Good project managers don’t get their teams bogged down with elaborate spreadsheets,
long checklists, and whiteboards. Instead, they put their teams front and center. They
develop clear, straightforward plans that stimulate their teams to reach their full potential.
They cut down on bureaucracy and steer their teams down a clear path to the final goal.

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Organizing and motivating a project team

Clients usually judge a project’s success or failure on whether it has been delivered on
time. Therefore, meeting deadlines is non-negotiable. Good project managers know how
to set realistic deadlines, and how to communicate them consistently to their teams.

The team manager should have been skilled in these few aspects,

 Define activity
 Sequence activity
 Estimate the duration of activity
 Develop a schedule
 Maintain a schedule

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 Cost estimating and developing the budget

Good project managers know how to keep a project within its set budget. Even if a
project meets a client’s expectations and is delivered on time, it will still be a failure if it
goes wildly over-budget. Good project managers frequently review the budget and plan
ahead to avoid massive budget overruns.

 Analyzing and managing project risk

The bigger the project is, the more likely there are to be hurdles and pitfalls that weren’t
part of the initial plan. Hiccups are inevitable, but good project managers know how
meticulously and almost intuitively, identify and evaluate potential risks before the
project begins. They know how to then avoid risks or at least minimize their impact.

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3. Suppose you’re asked to coordinate your organization’s annual blood drive.

ILLUSTRATES some of the groups and people you may include in your project’s
audience list as you prepare for your new project. [10 MARKS]

CATEGORY SUBCATEGORY AUDIENCES

Upper management Executive oversight
committee, vice president of
sales and marketing, vice
president of operations, vice
president of administration.
Requester Vice president of sales,
manager of community
relations.
Internal Project manager Senior events coordinator.
Team members Customer service
representatives, community
relations representatives,
administrative assistant.
Group normally involved Finance, facilities, legal, and
human resources departments.
Groups needed just for this Project manager and team
project. from last year’s blood drive,
public relations.

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Clients, customers Prior donors, potential

donors, hospitals, medical
centers that receiving the
blood from the drive.
Vendors, contractors Attending nurses, food-
service provider, facility’s
landlord, local blood center.
External Regulatory agencies Local board of health.
Professional societies National Blood Centre,
Malaysia blood donation
association.
Public Local community, local
newspapers, Local
television and radio stations.

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4. DISCUSS about 5 (FIVE) of preparation a Skills Matrix for your team. [10 MARKS]

1. Discuss with each team member his or her skills, knowledge, and interest related
to the activities that your project entails.

Explain that you seek this information so you can assign people to the tasks that
they are most interested in and qualified to perform.

2. Determine each person’s level of interest in working on the tasks for which he or
she has been proposed.

At a minimum, ask people whether they are interested in the tasks for which they
are been proposed. If a person not interested in a task, try to find out why and
whether there is anything you can do to modify the assignment to make it more
interesting to him or her. If a person is not interested in a task, you can either not
ask and not know the reason, or ask and (if you get an honest response) know the
reason. Knowing that a person not interested is better than not knowing, because
you can consider the possibilities of rearranging assignments or modifying the
assignment to address those aspects of it that the person don’t want to find
appealing.

3. Consult with team members’s functional managers and/or the people who
assigned them to your project to determine their opinions of the levels of each
team members’s skills, knowledge, and interests.

You want to understand the reasons why these managers assigned the people they
did to your project.

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4. Check to see whether any areas of your organization have already prepared Skills
Matrices.

Find out whether they reflects any information about the extent to which team
members have skills and knowledge that you feel are required for your projec’s
activities.

5. Incorporate all the information you gather in a Skills Matrix, and review with
each team member the portion of the matrix that contains his or her information.

This review gives you the opportunities to verify that you correctly recorded the
information you found and the team members a chance to comment on or add to
any the information.

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