Final CA

1. Completely define the term “Project Management” considering with its job
functions. (08 Marks)

Project management is “the application of knowledge, skills, tools, and

techniques to project activities in order to meet or exceed stakeholder needs
and expectations from a project”.
Project management is the process of directing a team to accomplish
objectives or complete deliverables within a predetermined timeframe.
Project management involves project planning, tracking, communication, and
documentation with the aim of successfully completing work within the
parameters of time, scope, and budget. Job functions
1. Define scope of project: In here it defines what products will be
produces as a result of a project and what processes will be used in
producing them. The need of having the particular project.
2. Evaluate project requirements: Evaluating requirements is the
process of identifying and recording the requirements of project
stakeholders. Interviews, Focus Groups, Facilitated Workshops,
Questionnaire, Observations, Prototypes, brain storming and
majority of the group are some requirement gathering tools. Eg: Is
this cost effective?
3. Identify stakeholders, decision-makers and escalation
procedures: People who are interacting with the project
development can be define as stakeholders. Identifying the
stakeholders are mandatory. E.g.: Who will be the suppliers of this
project? Who will be the team members? who will be the top
managers?
4. Identify and evaluate risks, prepare contingency plan:
Identifying the risks that are going to face in the development
process. And how those risks impact to the project management?
Then should make a plan to over come those risks. That is called
contingency plan.
5. Identify interdependencies: A project can be divided in to
manageable components, those components should develop in same
alignment.
6. Develop detailed task list (work breakdown structures): Divide
the main project component in to several manageable components.
Then Identify the critical milestones of particular project.
7. Identify and track: Identify the milestones and track those
milestones. E.g., are we achieving the milestones on time?
8. Estimate time requirements: Identify/ define the duration of the
product development of the particular project.
9. Participate in project phase review: Project can have a several
phases. All the project phase revies all the stakeholders should
participate.
10. Develop initial project management flow chart: Overrall project
management flow.
11. Secure needed resources: There can be running several projects in
the organization. Sharing resources can be happen within those
projects. Project managers should secure the needed resources for
the particular projects.
 12. Identify required resources and budget
13. Manage the change control process: If the stakeholder suggests
any changes in the project manager should control particular change
control
14. Report project status

2. Describe the relationships between the Knowledge area, Process area and
Process group with an example for each. (06 Marks)

Knowledge areas in PM
1. Project Scope Management
2. Project Time Management
3. Project Cost Management
4. Project Quality Management
5. Project Human Resource Management
 6. Project Communications Management
7. Project Risk Management
8. Project Procurement Management
9. Project Stakeholder Management
10. Project Integration Management Process Groups in PM
1. Initiation
2. Planning
3. Executing
4. Monitoring and controlling
5. Closing

• A knowledge area will have one or more process areas.

• A process area should be belonged to ONLY ONE process groups.
• There is no relationship between process groups and knowledge areas.
Example
3. Clearly explain the importance of having sign-off section in project charter
(03 Marks)

A project charter provides evidence of comprehension of the sponsor's

requirements, including what and when you are expected to deliver. It should
be finished with a signature expressing agreement, just like any other
contract. Once senior management, key stakeholders, and the project sponsor
have approved the project charter, it is complete. Signing off on a document
signifies that the signatories have read it, approved of its contents, and are in
support of the project (at least, let's hope so). Additionally, it involves the key
stakeholders from the start and needs to secure their continuing involvement
in the project moving forward. It is time to raise the red flag if someone has
a concern with any of the charter's elements.
Holding a launch meeting with the key stakeholders to discuss the charter and
get their approval is preferable before publicizing it. You must, in my
opinion, quickly identify your key stakeholders and include them in the
 project charter creation process. The process of identifying stakeholders is
ongoing.

4. How monitoring and controlling affects the project? Explain with a diagram.
(05 Marks)

The project monitoring and control phase occurs concurrently with the
execution phase of the project life cycle. Monitoring and controlling a project
involve keeping track of its status as it develops, identifying potential
roadblocks, and making the necessary changes.

Organizations must manage a number of tasks during this phase, including

maintaining to the timeline, remaining on budget, preventing scope creep,
and managing risk. Projects remain on track through monitoring and control.
The proper controls can have a significant impact on the timely completion
of projects. Project managers can make wise judgments due to the
information obtained. They are able to seize opportunities, make changes,
and stay clear of problems with crisis management.
Simply put, monitoring and control ensure that operations are carried out
without mistakes. Productivity and efficiency increase as a result.
 Monitoring and controlling done in all of the process groups( throughout the
whole process).

5. What is Change Control Board? Why we are having it? (06 Marks) A Change
Control Board is a group of professionals who represent various
organizational areas and who supervise both the change management process
and the various changes being proposed.
At the project level, your CCB is a group of individuals who are intimately
familiar with the project and who are capable of evaluating project-related
changes; however, if a project is trying to alter the live environment, as most
IT and business change projects do, the change will eventually need to be
submitted to the larger, departmental or organizational CCB.
The role of the CCB is to:
• Assess the change
 • Approve the change
• Schedule the change
• Keep records about changes.

You can handle the numerous changes that may occur once a project begins with
the aid of CCB. Even if your sponsors, stakeholders, and project delivery team
have all agreed on the project's scope, budget, and schedule, something will
inevitably change before it is finished.
These changes can take many different forms and have a beneficial or negative
effect on your project. With the aid of a CCB, you can decide which changes
should be implemented, which shouldn't, and which may be put on hold. Use the
CCB to decide the best course of action for the project rather than rejecting
change or accepting every suggestion without consideration.
There will be instances when your project delivery team members, for instance,
have great ideas for the project. Since they are directly involved in the execution
phase, they may easily identify areas for improvement. If you consistently reject
those suggestions, you will create your team and yourself.
A CCB's responsibility includes listening to all suggestions, thoroughly
evaluating their merits, and explaining to the project team (or sponsor) why an
idea was accepted, rejected, or put on hold until more opportune circumstances
allow for its implementation.
A CCB can serve as more than just a governance tool and a store for tracking
changes. A CCB can encourage the ideas that will have the biggest positive
effects on a project by showing to team members and stakeholders that their
suggestions are valuable and original.

6. Explain WBS. (06 Marks)

A work breakdown structure (WBS) is an outcome-oriented analysis of the

work involved in a project that defines the total scope of the project. It serves
as the framework for organizing and controlling project schedules, budgets,
and adjustments, making it a foundational document in project management.
Approaches to developing WBS,
• Using guidelines: Some organizations, provide guidelines for
preparing WBSs
• The analogy approach: It often helps to review WBSs of similar
projects
• The top-down approach
• The bottoms-up approach

Basic Principles for Creating WBS

• In the WBS, a unit of work should only appear once.

 • A WBS item's work content is equal to the total of the WBS items
below it.
• Even though multiple people may be working on a WBS item, only one
person is ultimately responsible for it.
• The WBS must be in line with how the job will actually be carried out;
it should prioritize the needs of the project team and only consider other
objectives if doing so is practicable.

7. Define the ways of collecting requirements. (03 Marks)

In order to achieve the goals of the Project Management task, the collection
requirement process identifies, records, and maintains the needs and
requirements of the stakeholders. The documentation that is created
throughout the collection requirement process is thought to be essential since
it serves as the basis for defining and managing the project's scope.
The objectives needed to meet stakeholders' requirements and guarantee
project satisfaction are described in depth in the document used to collect
requirements. The gather requirement serves as a framework that establishes
a foundation for the project's budget, schedule, quality requirements, risk
management strategy, and resource plan.
 1. Expert Judgement
2. Data Gathering
a. Brain storming
b. Interviews
c. Focus groups
3. Data Analysis
4. Decision Making
a. Voting
b. Majority
c. Plurality
5. Data Representation
a. Affinity diagram
b. Idea/Mind mapping
6. Interpersonal & Team Skills
a. Observations
b. Observations
7. Context Diagram
8. Prototypes

8. Brief the Project Time Management Processes and its importance. (08 Marks)

1. Plan Schedule Management: the process of creating the guidelines,

instructions, and records needed for project schedule development,
management, execution, and control.
2. Define Activities: the method of determining and outlining the precise
steps that must be taken to produce the project deliverables.
3. Sequence Activities: The process of identifying and documenting
relationships among the project activities.
4. Estimate Activity Resources: The process of estimating the type and
qualities of material, human resource, equipment or supplies required to
perform each activity.
5. Estimate Activity Duration: The process of estimating the number of work
periods needed to complete individual activities with estimated resources.
6. Develop Schedule: the process of building a project schedule model by
examining activity sequences, durations, resource needs, and schedule
limitations.
7. Control Schedule: the practice of keeping tabs on the status of the project's
activities to keep the plan on track and manage changes to the schedule
baseline.

Importance
One of the most crucial knowledge areas in project management is project
time management because it directly affects a project's quality, scope, and
cost. Time management ensures that projects are finished on schedule and
within budget. Additionally, it specifies the length of time needed for a
project, the internal and external stakeholders to involve, and when to use
their knowledge.
This procedure offers a structure for generating a list of tasks, their estimated
times, and resource requirements, as well as how these fit into the broader
project management strategy.
• It is important to monitor project progress in real-time
• It is important to increase the productivity
9. What are the dependencies between the tasks? Give an example for each. (06
Marks)
Finish to Start - the predecessor task must be finished before a successor task
can be started.
Start to Start - successor task cannot be started before the predecessor task
has been started.
Finish to finish - successor task cannot be finished before the predecessor task
is finished.
Start to finish - successor task cannot be finished before the predecessor has
been started.

10. What is PERT analysis? Explain. (05 Marks)

The Project Evaluation Review Technique, or PERT, is used in project

management to calculate how long it takes to complete a certain task or
activity. It is a method that aids in the accurate planning and synchronization
of every task during a project. It also aids in monitoring the overall project's
progress—or lack thereof. The US Navy created the Project Evaluation
Review Technique in the 1950s to oversee the Special Projects Office's
Polaris submarine missile program.

11. Find the importance of critical path analysis and define the disadvantages of
ignoring them. (06 Marks)

Although the complexity of project management might sometimes appear a

bit overwhelming, there are procedures in place to make it simpler to navigate
and estimate. Given the importance of deadlines and the direct relationship
 between duration and budget, it's critical to have a clear and trustworthy
method for planning your schedule. The critical path method is crucial to
project management because of this. The longest sequence of tasks that must
be finished in order to finish a project is known as the critical path. The
critical path tasks are referred to as critical activities because if they are
delayed, the project as a whole will be delayed.
Importance
• Identify task dependencies, resource constraints and project risks
• Accurately estimate the duration of each task
• Prioritize tasks based on their float or slack time, which helps with
project scheduling and resource allocation
• Identify critical tasks that have no slack and make sure those are
completed on time
• Monitor your project progress and measure schedule variance
• Use schedule compression techniques like crash duration or fast
tracking
Disadvantages of ignoring critical path analysis
• Poor accuracy in scheduling
• Poor risk detection
• Problems in adaptability
• Hard in prioritization

12. Explain Project Cost Management. (06 Marks)

Cost is a resource that is given up or sacrificed in order to accomplish a

particular goal. Costs are typically expressed in monetary terms, such as
Rupees/dollars. The procedures necessary to guarantee that the project is
 executed within an approved budget are included in project cost management.
Cost management is the process of planning and monitoring a project's or
company's budget. When it comes to projects, it aids the project manager in
estimating costs and establishing controls to reduce the risk of overspending.
One of a project manager's most important duties is cost management because
resources like labor, materials, and equipment are usually needed for projects,
which results in expenses. To finish the project, such expenses must be
predicted and managed throughout the project's lifespan.
Project cost management process
1. Plan cost management
2. Estimate costs
3. Determine budget
4. Control cost

13. Explain the tools and techniques of Quality Control. (06 Marks)

• Pareto analysis: A useful tool for decision-making and quality control

is Pareto analysis. It will aid in spotting the vital errors in any process
flow, improving the caliber of the finished good or service. It is a
fantastic tool for immediately visualizing the problems. This called the
80-20 rule, meaning that 80% of problems are often due to 20% of the
causes. Pareto diagrams are histograms that help to identify and
prioritize problem areas
• Statistical sampling: In statistical sampling, a sample of the
population is chosen for inspection. How representative you want the
sample to be will determine how big the sample should be. It is
 preferable to seek advice from a specialist when doing statistical
analysis.

Sample size formula:

2
Sample size = 0.25 * (Certainty factor / Acceptable error)

• Six Sigma: Statistics and data analysis are used in the Six Sigma
process to identify and minimize errors or flaws. This approach aims
to reduce manufacturing faults to no more than 3.4 defects per million
units or events while increasing cycle times. Typically, DMAIC, a five-
phase improvement approach, is used in Six Sigma initiatives. DMAIC
is a methodical, closed-loop methodology for ongoing improvement
that is based in science and data.
• Quality control charts: A control chart is a graphic display of data
that represents the results of a process over time. It helps prevent errors
and allows you to determine whether a process is in control or out of
control

14. Compare and contrast Resource loading and Resource leveling. (04 Marks)

The amount of project resources needed throughout the project lifecycle is

known as resource loading. The key aspect of this approach is that there are
definite limitations on the amount of resources that can be used to complete
the project within the allotted time.
The optimization method used to adapt the scheduling model to supply and
demand fluctuations is resource leveling. With the aim of matching the
 demand for resources with the supply on hand, it adjusts the start and finish
dates based on the resource limitations.
Resource loading is the process of allocating resources to planned project
activities, while resource leveling is mainly used to relate project
requirements with available resources.

15. Define the stages of the team development with a real-world example. (05
Marks)

1. Forming - This is where team members first meet. It’s important for
team leaders to facilitate the introductions and highlight each person’s
skills and background. Team members are also given project details
and the opportunity to organize their responsibilities.
e.g., Meet all the members who are going to do the presentation at the
university under the supervision lecture in charge Mr. Jonedeepan.
2. Storming - At this point, team members openly exchange ideas and
take advantage of the chance to differentiate themselves and win the
respect of their colleagues. Team leaders assist teams in this stage by
putting a plan in place to control intra-team competition, improve
communications, and ensure tasks are completed on schedule.
e. g., make a plan how to do the UI of the presentation, What are the
content, and who are going to present, which parts going to present
3. Norming - Teams have learned the skill of collaboration at this point.
Internal competition has been removed, and roles and objectives are
crystal apparent. Each person works more productively as a result of
learning how to communicate ideas and solicit input from others while
pursuing a common objective.
 e. g., team members start to execute the plan step by step
4. Performing - The team members have a high level of trust and
cohesion. With minimal supervision from team leaders, teams are
operating at their full efficiency. Although problems still arise, teams
now have methods for fixing them without compromising timeframes
and progress.
e. g., When executing the plan some problems arised in the
content(lack of data in the references). Get the supervision from the
related lecturer after discussing with all the team members.
5. Adjourning - After finishing a project, teams reflect on what went well
and what could be improved for subsequent endeavors. Team members
then move on to new initiatives.
e.g., After presenting the presentation to the class and supervisor
lecturer, then move to the next presentation or next task.

16. Differentiate Theory X and Theory Y with examples. (06 Marks)

Theory X managers tend to take a pessimistic view of their people, and

assume that they are naturally unmotivated and dislike work.
This style of management assumes that workers:
• Dislike their work.
• Avoid responsibility and need constant direction.
• Have to be controlled, forced and threatened to deliver work.
• Need to be supervised at every step.
•
Theory Y managers have an optimistic opinion of their people, and they use
a decentralized, participative management style.
 This style of management assumes that workers are:
• Happy to work on their own initiative.
• More involved in decision making.
• Self-motivated to complete their tasks.
• Enjoy taking ownership of their work.
• Seek and accept responsibility, and need little direction.

17. Define the process of Communication and define the importance of each
section. (06 Marks)

Idea Formation: The communication process begins when the sender has an
idea to be communicated.

Message Encoding: The idea must be encoded into words, symbols, and
gestures that will convey meaning. Because no two people interpret
information in the exact same way, the sender must be careful to choose
words, symbols and gestures that are commonly understood to reduce the
chances of misunderstanding.

Message Transmission: Choosing the medium to transmit the message is the

next step in the communication process. Messages can be transmitted in a
verbal, written, or visual manner (see Table 1). For clear communication to
occur, the medium and message must match

Decoding: When the message reaches the receiver, the message must be
decoded into its intended meaning. Therefore, the receiver must translate the
words, symbols, and gestures as the sender intended. Because no two people
 interpret information in the exact same way, incorrectly decoding a message
can lead to misunderstanding.

Feedback: A vital part of the communication process is feedback. Feedback

occurs the sender and receiver check to ensure the message was understood
as intended.

18. What is HRM in IT industry? (05 Marks)

Human resource management (HRM) encompasses tasks including hiring,

educating, fostering, and rewarding employees. It has long been established
that information and communication technology (ICT), including the
Internet, mobile communication, new media, and similar tools, can
significantly aid in the implementation of an organization's personnel policy.
It gives the business the chance to enhance its internal operations, core
competencies, target markets, and organizational structure as a whole. The
strategic goals of the organization must be the primary emphasis of human
resource management. An organization-wide IT strategy plan must be
directed into these strategies. These are activities connected to any
advancement in the entity's technological systems, including product design
(research and development) and IT systems.
Major impacts of HRM in IT industry:
• Better service to line managers.
• Enhancing management
• Effective recruiting
• Data management and critical analysis
• Inventory management tools and human resource management
• Cost-reduction and efficiency