ASSIGNMENT#03

M.SALEH

FA16-EPE-156

QUESTION 5
5(a) Define cost estimation and its benefits. Cite an example of a typical cost
estimation.

Answer

Definition:
Cost estimation is the process of quantifying the costs associated with all the
resources required to execute the project.
Cost estimation in project management is the process of forecasting the cost and
other resources needed to complete a project within a defined scope. Cost estimation
accounts for each element required for the project and calculates a total amount that
determines a project’s budget.

Cost estimation in project management is the process of forecasting the financial and
other resources needed to complete a project within a defined scope. Cost estimation
accounts for each element required for the project—from materials to laborur—and
calculates a total amount that determines a project’s budget. An initial cost estimate
can determine whether an organization green lights a project, and if the project moves
forward, the estimate can be a factor in defining the project’s scope. If the cost
estimation comes in too high, an organization may decide to pare down the project to
fit what they can afford. (It is also required to begin securing funding for the project.)
Once the project is in motion, the cost estimate is used to manage all of its affiliated
costs in order to keep the project on budget.

Elements of cost estimation in project management

There are two key types of costs addressed by the cost estimation process:

. DIRECT COSTS:

. These are the costs associated with a single area, such as a department or this
particular project itself. Examples of direct costs include fixed labour,
materials and equipment.

. INDIRECT COSTS:

. These are costs incurred by the organization at large, such as utilities and
quality control.
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Within these two categories, some typical elements that a cost estimation will take
into account include:

 Labour: the cost of project team members working on the project, both in
terms of wages and time.

 Materials and equipment: The cost of resources required for the project, from
physical tools to software to legal permits.

 Facilities: the cost of using any working spaces not owned by the organization.

 Vendors: the cost of hiring third-party vendors or contractors.

 Risk: the cost of any contingency plans implemented to reduce risk.

BENEFIT IDENTIFICATION:
The Project Framework and Economic Analysisenefits
Define Targets
(from Project Framework)
Specify Outputs-to-Benefits, Linkage, Value Benefits, use in EIRR calculation and
distributional

Target
Goal Benefits
Purpose > Outputs > Benefits
Outputs
Activities

BENEFIT IDENTIFICATION:
Incremental and Nonincremental.
Economic valuation of project outputs depends upon
whether they are incremental or not to existing national
output or usage:
Project Output
the project output is additional to the
Incremental
case without the project
the output of the project substitutes
Non
for alternative sources of supply in
incremental
the economy (or imports)
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5(b) Describe a typical (generic) project life cycle. Describe its various phases.

Answer

PROJECT LIFE CYCLE:

The Project Life Cycle refers to the four-step process that is followed by
nearly all project managers when moving through stages of project completion.
According to the Project Management Institute, the project life cycle is critical for any
managers hoping to deliver projects to clients successfully.

A standard project typically has the following four major phases (each with its own
agenda of tasks and issues): initiation, planning, implementation, and closure. Taken
together, these phases represent the path a project takes from the beginning to its end
and are generally referred to as the project “life cycle.”

VARIOUS PHASES:
The Project Phases Involved:
Phase 1: The Conceptualization Phase
Phase 2: The Planning Phase
Phase 3: The Execution Phase
Phase 4: The Termination Phase

Initiation Phase

During the first of these phases, the initiation phase, the project objective or need is
identified; this can be a business problem or opportunity. An appropriate response to
the need is documented in a business case with recommended solution options. A
feasibility study is conducted to investigate whether each option addresses the project
objective and a final recommended solution is determined. Issues of feasibility (“can
we do the project?”) and justification (“should we do the project?”) are addressed.

Once the recommended solution is approved, a project is initiated to deliver the

approved solution and a project manager is appointed. The major deliverables and the
participating work groups are identified, and the project team begins to take shape.
Approval is then sought by the project manager to move onto the detailed planning
phase.
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Planning Phase

The next phase, the planning phase, is where the project solution is further developed
in as much detail as possible and the steps necessary to meet the project’s objective
are planned. In this step, the team identifies all of the work to be done. The project’s
tasks and resource requirements are identified, along with the strategy for producing
them. This is also referred to as “scope management.” A project plan is created
outlining the activities, tasks, dependencies, and timeframes. The project manager
coordinates the preparation of a project budget by providing cost estimates for the
labour, equipment, and materials costs. The budget is used to monitor and control cost
expenditures during project implementation.

Once the project team has identified the work, prepared the schedule, and estimated
the costs, the three fundamental components of the planning process are complete.
This is an excellent time to identify and try to deal with anything that might pose a
threat to the successful completion of the project. This is called risk management. In
risk management, “high-threat” potential problems are identified along with the action
that is to be taken on each high-threat potential problem, either to reduce the
probability that the problem will occur or to reduce the impact on the project if it does
occur. This is also a good time to identify all project stakeholders and establish a
communication plan describing the information needed and the delivery method to be
used to keep the stakeholders informed.

Finally, you will want to document a quality plan, providing quality targets,
assurance, and control measures, along with an acceptance plan, listing the criteria to
be met to gain customer acceptance. At this point, the project would have been
planned in detail and is ready to be executed.

Implementation (Execution) Phase

During the third phase, the implementation phase, the project plan is put into motion
and the work of the project is performed. It is important to maintain control and
communicate as needed during implementation. Progress is continuously monitored
and appropriate adjustments are made and recorded as variances from the original
plan. In any project, a project manager spends most of the time in this step. During
project implementation, people are carrying out the tasks, and progress information is
being reported through regular team meetings. The project manager uses this
information to maintain control over the direction of the project by comparing the
progress reports with the project plan to measure the performance of the project
activities and take corrective action as needed. The first course of action should
always be to bring the project back on course (i.e., to return it to the original plan). If
that cannot happen, the team should record variations from the original plan and
record and publish modifications to the plan. Throughout this step, project sponsors
and other key stakeholders should be kept informed of the project’s status according
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to the agreed-on frequency and format of communication. The plan should be updated
and published on a regular basis.

Status reports should always emphasize the anticipated end point in terms of cost,
schedule, and quality of deliverables. Each project deliverable produced should be
reviewed for quality and measured against the acceptance criteria. Once all of the
deliverables have been produced and the customer has accepted the final solution, the
project is ready for closure.

Closing Phase

During the final closure, or completion phase, the emphasis is on releasing the final
deliverables to the customer, handing over project documentation to the business,
terminating supplier contracts, releasing project resources, and communicating the
closure of the project to all stakeholders. The last remaining step is to conduct
lessons-learned studies to examine what went well and what didn’t. Through this type
of analysis, the wisdom of experience is transferred back to the project organization,
which will help future project teams.

QUESTION 6
6(a) Explain risk and how one should identify risks in the project and possible
ways to mitigate risks in the projects.

Answer:

DEFINE PROJECT RISK:

“Risk event” is defined as “an uncertain event or set of circumstances that, should it
occur, will have an effect on achievement of one or more of the project's objectives.”
“Project risk” is defined as “the exposure of stakeholders to the consequences of
variations in outcome.”
RISK IDENTIFICATION:
A more disciplined process involves using checklists of potential risks and evaluating
the likelihood that those events might happen on the project. Some companies and
industries develop risk checklists based on experience from past projects. These
checklists can be helpful to the project manager and project team in identifying both
specific risks on the checklist and expanding the thinking of the team. The past
experience of the project team, project experience within the company, and experts in
the industry can be valuable resources for identifying potential risk on a project.
Identifying the sources of risk by category is another method for exploring potential
risk on a project.
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5 WAYS TO MITIGATE RISK ON PROJECTS:

1. CLARIFY THE REQUIREMENTS
What is it that you want to achieve with this project? Knowing that, and having true,
deep clarity about that, is a huge mitigating factor for risk. It eliminates all the ‘we
didn’t know what we were doing,’ and ‘you never said’ type risks that relate to scope.
Make full use of feasibility studies, workshops and user groups to test out the ideas
before making a full commitment. Agile techniques can ensure end users and clients
are engaged at every step of the way, feeding into the outcomes and making sure that
what is delivered is really what is wanted.
2. GET THE RIGHT TEAM
People introduce all kinds of risk to a project, largely due to their availability and
skills. People with inadequate skills make your project take longer because they are
slower. People who aren’t available when you need them also impact your project
timescales.
If possible, ring fence the resources that you need into the team. This mitigates a lot of
the people-related risks. The highest priority projects should attract and retain the best
resources in the company (and interpret ‘best’ to mean whatever is most appropriate
for your project: person with the most Java skills or whatever).
3. SPREAD THE RISK
Don’t try and dump all the risk on one person or group. Yes, risk transference is a
recognized and useful risk management strategy, but it has to be used with caution.
Mitigating your own risk by dumping it on someone else isn’t always the best
approach.
4. COMMUNICATE AND LISTEN
There is another way that people add risk to a project: through their actions when they
are overlooked as stakeholders. I was speaking the other day to a management
consultant in Canada who told me about a bridge that was built and then torn down
due to lack of communication between local and national government bodies.
Communicate widely, consult widely and listen to the responses you get. These can
help you identify residual risks and strategies to engage more effectively with the
stakeholders concerned.
5. ASSESS FEASIBILITY
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Make use of feasibility studies and prototypes to test out ideas and solutions before
you move to a full build. This is a simple way of de-risking a project because you can
use this early stage as a test bed for checking your concepts, methodology and
solution.

6(b) Discuss a typical project you have undertaken and explain how
opportunities and challenges were handled.

Answer:

After you have carefully planned your project, you will be ready to start the project
implementation phase, the third phase of the project management life cycle. The
implementation phase involves putting the project plan into action. It’s here that the
project manager will coordinate and direct project resources to meet the objectives of
the project plan. As the project unfolds, it’s the project manager’s job to direct and
manage each activity, every step of the way. That’s what happens in the
implementation phase of the project life cycle: you follow the plan you’ve put
together and handle any problems that come up.

The implementation phase is where you and your project team actually do the project
work to produce the deliverables. The word “deliverable” means anything your
project delivers. The deliverables for your project include all of the products or
services that you and your team are performing for the client, customer, or sponsor,
including all the project management documents that you put together.

EXAMPLES OF TYPICAL PROJECTS

Client had new technology demonstrated at lab scale and required additional
financing to mature it. 
Supported Client by identifying a Govt. customer, developing the marketing
documents, proposal documents, funding award documents, setting up the processes
for regulatory compliance for the type of funding received, and managing Govt.
customer expectations on the project to allow follow-on work.   
Client’s current product line was reaching maturity and they needed new products
compatible with their existing market channel.
Supported the client in identifying a small business with Govt. funded technology
available for licensing.
Client was a lower tier supplier of products being sold to the US Govt. and was
unable to grow their market due to not having direct contact with the Govt. customer. 
Supported the client in identifying the Govt. customers, marketing their product
capability to the Govt. Customers, and influencing future product requirements to the
Clients advantage. 
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Most often, changes are identified by looking at performance and quality control data.
Routine performance and quality control measurements should be evaluated on a
regular basis throughout the implementation phase. Gathering reports on those
measurements will help you determine where the problem is and recommend changes
to fix it.

HANDLE A RISK.
When you’re planning your project, risks are still uncertain: they haven’t happened
yet. But eventually, some of the risks that you plan for do happen, and that’s when
you have to deal with them. There are four basic ways to handle a risk.
AVOID:
The best thing you can do with a risk is avoid it. If you can prevent it from happening,
it definitely won’t hurt your project. The easiest way to avoid this risk is to walk away
from the cliff, but that may not be an option on this project.
MITIGATE:
If you can’t avoid the risk, you can mitigate it. This means taking some sort of action
that will cause it to do as little damage to your project as possible.
TRANSFER:
One effective way to deal with a risk is to pay someone else to accept it for you. The
most common way to do this is to buy insurance.
ACCEPT:
When you can’t avoid, mitigate, or transfer a risk, then you have to accept it. But
even when you accept a risk, at least you’ve looked at the alternatives and you know
what will happen if it occurs. If you can’t avoid the risk, and there’s nothing you can
do to reduce its impact, then accepting it is your only choice.
By the time a risk actually occurs on your project, it’s too late to do anything about it.
That’s why you need to plan for risks from the beginning and keep coming back to do
more planning throughout the project.
The risk management plan tells you how you’re going to handle risk in your project. It
documents how you’ll assess risk, who is responsible for doing it, and how often
you’ll do risk planning (since you’ll have to meet about risk planning with your team
throughout the project).
Some risks are technical, like a component that might turn out to be difficult to use.
Others are external, like changes in the market or even problems with the weather.
It’s important to come up with guidelines to help you figure out how big a risk’s
potential impact could be. The impact tells you how much damage the risk
would cause to your project. Many projects classify impact on a scale from minimal
to severe, or from very low to very high. Your risk management plan should give you
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a scale to help figure out the probability of the risk. Some risks are very likely; others
aren’t.