BH - Notes - P.M: QI Pescribe The Five Phases of IT Project Methodology (PI - Appeared 4

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BH.Index
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SrNo | Chapter Name & Content Priority | Pg no
1 Project Management Foundation: 3 2
2. __| Initiating Projects: 2 6
3. Project Planning and Scheduling: 1 2
4. | Planning Projects: 2 33
5i. 5.1 Executing Projects: 1 38

5.2 Monitoring and Controlling Projects:
5.3 Project Contracting
6. 6.1 Project Leadership and Ethics: Z 48

6.2 Closing the Project:
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MODULE-1
QI pescribe the five phases of IT project Methodology (PI - Appeared 4

Times) (5-10M)
Ans: A methodology provides a strategic-level plan for managing and

controlling IT projects.
Methodology is a template for initiating, planning, and developing
an information system. It is the product and not the process of
managing the project that makes the information system different.
The ITPM recommends the following phases, deliverables, tools and
knowledge areas for supporting an IT project.
The following are the phases in ITPM:
Phase 1: Conceptualize and Initialize
The first stage of ITPM involves defining the goals for the project. The
project's goal aids in defining the project's scope and guides
decisions throughout the project life cycle.
It is also used at the end to determine the success of the project.
Alternatives to meet the goal must be specified and cost and
benefits, risk and feasibility of these alternatives are analysed.
« Based upon this analysis, one alternative is recommended and the
goal and analysis is summarized in a deliverable called the
business case.
e Senior management then takes the decision whether to fund the
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project or not based on the business case.
Phase 2: Develop the Project Charter and Detailed Project Plan
The project charter is a key deliverable in the second phase of ITPM.
It defines how the project will be organized and how the project
alternative that was recommended and approved for funding will
be implemented.
The project charter defines the project's objectives in terms of
scope, schedule, budget, and quality standards and gives authority
to a project manager to begin carrying out the processes and tasks
associated with the systems development life cycle (SDLC).
The project plan provides all the tactical details concerning who will
carry out the project work and when.
Sometimes the project charter and plan may be combined with a
business case but this is not recommended.
Phase 3; Execute and Control the Project
The third phase of ITPM focuses on carrying out the project plan to
deliver the IT product and managing the project's processes to
achieve the goal.
Itis during this phase that the project team uses a particular
approach and set of systems analysis and design tools for
implementing the systems development life cycle (SDLC).
The project manager must ensure that the environment and
infrastructure to support the people includes items like — technical
infrastructure for development, acquisition of people with proper
skills, development method and tools, a proper work environment, a
detailed risk plan, quality management plan, change management
plan, testing plan, implementation plan etc.
Phase 4: Close Project
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After the information system has been developed, tested, and

installed, a formal acceptance should transfer control from the
project team to the client or project sponsor.
The project team must prepare a final project report and
presentation to document and verify that all project deliverables
have been completed as given in the project scope.
This installs confidence in the project sponsor.
The final cost of the project can be determined at this time.
The project manager and team must follow a set of processes to
formally close the project by doing such things as closing all project
accounts, archiving all project documents and files, and releasing
project resources.
Phase 5: Evaluate Project Success
The final phase of the methodology focuses on evaluating four
areas,
A final project review should be conducted by the project manager
and the team assessing what went well and what could have been
done better on the project. The lessons learnt should be
documented and shared with others. Best practices are identified
and institutionalized in the organization.
The second review is between the project manager and individual
team members. Although this performance review may be
structured in terms of the organization's performance and merit
review policies and procedures, it is important that each member of
the team receive honest and useful feedback concerning his or her
performance on the project.
An outside party must review the project manager and team based
on - whether the project met its scope, whether the team delivered
on its promises, whether the project manager and team followed

due processes and other factors.
The project must be evaluated to see if the project provided value
to the organization. In general, the value an IT project brings to the
organization may not be clearly discernible immediately after the
project is implemented. Therefore, it may be weeks or even months
before that value is known.
Methodologies provide the team with a game plan for
implementing the project and product life cycles.
Additionally, a methodology provides common language between
team, manager and sponsor. A good methodology should be
flexible and adapt to the needs of the project organization over
time.
Q2.Exptain information Technology Project Methodology (ITPM) (P2-

Appeared 3 Times) (5-10M)
Ans: A methodology provides a strategic-level plan for managing and

controlling IT projects.
Think of a methodology as a template for initiating, planning, and
developing an information system.
Although information systems may be different, it is the product,
and not necessarily the process, of managing the project that
makes them different.
‘As you can see in Figure 2.1, the methodology recommends the
phases, deliverables, processes, tools, and knowledge areas for
supporting an IT project.
The key word is recommended because different types of projects,

such as electronic commerce (EC), customer relations
management (CRM), or data warehousing applications, may
require different tools and approaches.
Methodologies provide the project team with a game plan for
implementing the project and product life cycles.
The team can then focus on the tasks at hand, instead of always
worrying about what they are supposed to do next.
In addition, a methodology also provides a common language that
allows the project team, project sponsor, and others within the
organization to communicate more effectively.
By standardizing a methodology throughout the organization,
management can compare different projects more objectively
because each project's planned and actual progress is reported the
same way.
Ideally, this will allow management to make better-informed and

more objective decisions with respect to which projects get
selected and whether funding should continue to support a
particular project.
Q3 besctibe the roles of a project manager. What qualities are required
for a good project manager? What is the difference between a work group
and a real team? (P3 - Appeared 2 Times) (5-10M)
Ans: A good project manager needs to possess certain skills like technical,
business, and management skills to manage projects with utmost
efficiency. Moreover, as a responsible position, a project manager must
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possess certain qualities for smooth delivery of various projects.

Few of the qualities that a good project manager should possess are as
follows:
1. They Inspire a Shared Vision
¢ Aneffective project leader is often described as having a vision of
where to go and the ability to articulate it.
A leader or project manager is someone who lifts you up, gives you
a reason for being, and gives the vision and spirit to change
2. They are a Good Communicator
« Another strong trait that distinguishes a good project manager
from others is their ability to communicate with people at all levels.
Since, the project leadership calls for clear communication about
responsibility, goals, performance, expectations, and feedback - a
good project manager can be said to have a complete package
comprising all these important qualities.
3. Integrity
One of the most important things any project manager should
always keep in their mindis, it takes their actions to set a particular
modus operandi for a team, rather than their words.
* A goed management demands commitment and demonstration of
ethical practices.
4, They Possess Leadership Skills
¢ If you want to become a successful project manager, you ought to
own good leadership skills.
* Project managers must also deal with teams coming from various
walks of life.
¢ Hence, it winds up noticeably basic for them to rouse workers and
calibrate group execution to achieve organizational goals through
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various leadership styles.

5. They are Good Decision Makers
Good decision making skil is not only crucial for personal life but it
is also very important in professional life as well.
The good project managers are empowered to make countless
decisions which will help define the project track.
Q4 what are the advantages of having and following a project
methodology? (P3 - Appeared 2 Times) (5-10M)
Ans: A project management methodology is defined as a system of

methods, principles, and rules for managing a project.
Itcan help organizations by standardizing processes, building a
common language and understanding how to manage a project.
It helps project managers reduce risks, avoid duplication of efforts
and to ultimately increase the impact of the project.
A methodology provides project teams with a set of standards to
initiate and manage individual projects.
A methodology contains definitions, guidelines, and templates for
the various project management activities needed to deliver
successful projects.
The methodology establishes common ground for all projects
within an organization.
By adopting a project management methodology development
organizations will be able to:
Quickly adapt to new challenges and invest limited resources in
the best way possible in order to achieve recurting successes.
Build a successful project management culture that will enable

the effective utilization of the project management methodology.
Expand the skills of project managers, and give them a holistic
understanding and a solid foundation to manage their projects
efficiently.
Q5. Give the difference between product oriented and deliverables and
project oriented deliverables. (P4 - Appeared I Time) (5-I0M)
Ans: Product-oriented deliverables are components of the product that you

want to create, which is the reason for the project.
e Project-oriented deliverables are products you need to run the
project in a healthy, efficient manner in order to build the ultimate
product within a reasonable variance of the budget, time, and
specs for which you planned.
Product deliverables remain in perpetuity or for its intended mission.
Project deliverables are archived or discarded when the project
finishes.
Q6. whatis projectitis? How can an organization minimize the likelihood

of its occurrence? (P4 - Appeared I Time) (5-10M)
Ans: Projectitis is defined in many ways, the condition when project team
members become possessive about their project, or a project manager in
a functional setup does not know what is happening in the organization,
outside the project and is isolated.
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e Identify the risks early on in your project.

a. Review the lists of possible risk sources as well as the project
team’s experiences and knowledge.
Brainstorm all potential risks.
o
Brainstorm all missed opportunities if the project is not

9
completed.
d. Make clear who is responsible for what risk.
¢ Communicate about risks
a. Pay attention to risk communication and solicit input at
team meetings to ensure that your team perceives that risk
management is important for the project.
Focus your communication efforts with the project sponsor
o
or principal on the big risks and make sure you don't surprise
the boss or the customer.
Make sure that the sponsor makes decisions on the top risks,
9
because some of them usually exceed the mandate of the

project manager.
* Consider opportunities as well as threats when assessing risks.
a. While risks often have a negative connotation of being
harmful to projects, there are also “opportunities” or positive
risks that may be highly beneficial to your project and
organization.
Make sure you create time to deal with the opportunities in
o
your project.
Chances are that your team will identify a couple of
9°
opportunities with a high pay-off that may not require a big

investment in time or resources. These will make your project
faster, better and more profitable.
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© Prioritize the risks

a. Some risks have a higher impact and probability than
others. Therefore, spend time on the risks that cause the
biggest losses and gains. To do so, create or use an
evaluation instrument to categorize and prioritize risks.
b. The number of risks you identify usually exceeds the time
capacity of the project team to analyze and develop
contingencies. Therefore, the process of prioritization helps
the project team to manage those risks that have both a
high impact and a high probability of occurrence.
Q7 How does a project's scope support the MOV concept? (P4 -

Appeared I Time) (5-10M)
Ans; It defines and documents the customer, sponsor, or other

stakeholders’ needs and expectations. This can be a large, formal
document, depending on the size and complexity of the project.
Define Scope
The processes are used to develop a detailed description of the
project and the product, service, or information system the project
team will design, build, or implement.
* Scope definition defines what is and is not included in the project
work.
Create work breakdown structure (WBS)

© It provides a hierarchical decomposition of all of the project’s scope
or deliverables.
e In this chapter, we will introduce the WBS. Accurate definition of
these deliverables is critical for the next step when we plan and
estimate the project's schedule and budget.
Project scope verification

Itis the scope management process that provides a mechanism
for ensuring that the project deliverables are completed according
to the standards described in the DDT.
The verify scope process confirms that the scope is complete and
accurate.
* Time and resources will be wasted needlessly if the scope of the
project is never defined accurately or agreed upon.
¢ However, changes to the scope may be inevitable as new
information becomes available or if the needs of the organization
change.
Q88 pitference between open and closed system (P4 - Appeared 1 Time)
(5-10M)
Ans: An open system is one that interacts with its environment and thus
exchanges information, material, or energy with the environment,
including random and undefined inputs.
© Open systems are adaptive in nature as they tend to react with the
environment in such a way as’ organizing’, in the sense that they
change their continued existence.
Such systems are ‘self organizing’, because they change their
organization in response to changing conditions.
e Aclosed system is one, which doesn’t interact with its environment.
* Such systems, in the business world, are rare.

Thus the systems that are relatively isolated from the environment
but not completely closed are termed closed systems.
Q9Y.expiain four P’s with respect to Project Management (P4 - Appeared
1 Time) (5-10M)
Ans: The people:

People of a project include from manager to developer, from client
to finish user.
e However principally people of a project highlight the developers. it's
thus vital to own extremely skillful
The following categories of people are involved in the software process.
Senior Managers
s@enea
Project Managers
Practitioners
Crictamare
End Users
eg
Senior Managers define the business issue.
Project Managers plan, motivate, Organize and control the
practitioners who do the Software work.
The Product:
¢ Product is any package that needs to be developed. To develop
with success, product objectives and scope ought to be
established, various solutions ought to be thought of, and technical
and management constraints ought to be known.
While not this data, it's not possible to outline cheap and correct
estimates of the price, a good assessment of risk, a sensible
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breakdown of project tasks or a manageable project schedule that

gives a meaningful indication of progress.
The Process:
A package method provides the framework from which a
comprehensive arrange for package development is established.
variety of various tasks sets— tasks, milestones, work merchandise,
and quality assurance points—enable the framework activities to be
custom-made to the characteristics of the package project and
therefore the necessities of the project group.
The Project:
The project contains all and everything of the entire development
method and to avoid project failure the manager needs to take
some steps, needs to fret concerning some common warnings etc.
In order to manage a successful software project,;we must
understand what can go wrong.
MODULE-2
Ql.what is Project? What are the attributes of a project? (P2 - Appeared
3 Times) (5-10M)
Ans: A project can be defined as a temporary endeavour undertaken to

accomplish a unique product, services or results.
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Project can be sequences of tasks which are planned from

beginning to end bounded by time, resources, and required result.
The Following are the attributes of Project:
Time frame: Because a project is a temporary endeavour, it must
2
have a definite beginning and end. Many projects begin ona

specific date and the date of completion is estimated. Some
projects have an immovable date when the project must be
completed.
Purpose: An IT Project can produce any number of results such as a
F
system,a software package, or a recommendation based ona

study. Therefore a project's goal must be to produce something
tangible and of value to the organization. A Project must have a
goal to drive the project in terms of defining the work to be done.
Ownership: The project must provide something of value to an
9
individual or group who will own the project product after it is

completed. Determining who owns this project is not always easy.
For example, different groups may fight over the does and does not
own the system, the data, the support, and the final cost of
implementing and maintaining the system.
Resources: IT projects require time, money, people, and technology.
a
Resources provide the means for achieving a project's goal and

also act as a constraint. For example, the project's scope, or work to
be accomplished is determined directly by the project's goal. If the
project sponsor asks for an additional feature to be added to the
system, however, this will require additional resources in terms of
more work on the part of the project team.
Roles: IT Projects require different individuals with different skills set,
2
they are listed below.
Project Manager: She/he is responsible for ensuring that all

of the project management and technical development
processes are in place and being carried out properly.
9 Peniant enancar The nrmiant enanear mens ha tha cliant
BORO OP UNOUE HHO PIUYOUL oPUHOU Huy UE LHe GHEY,
customer, or organizational resources manager who will act
as champion for the project.
Subject matter experts: The subject matter expert may be a
2
user or client who has specific knowledge, expertise, or
insight in a specific functional area.
Technical Expert: Technical expert is needed to providea
eS
technical solution to organization problems.
Q2.what is the cost benefit analysis in projects? List the steps for
performing costs benefit analysis. (P4 - Appeared | Time) (5-10M)
Ans: Cost benefit analysis in project management is one more tool in your
toolbox.
¢ This one has been devised to evaluate the cost versus the benefits
in your project proposal.
It begins with a list, as so many processes do.
What Are the Goals and Objectives of the Project? The first step is
perhaps the most important because before you can decide if a
project is worth the effort, you need a clear and definite idea of
what it is set to accomplish.
What Are the Alternatives? Before you can know if the project is
right, you need to compare it to other projects and see which is the
best path forward.
Who Are the Stakeholders? List all stakeholders in the project.

What Measurements Are You Using? You need to decide on the
metrics you'll use to measure all costs and benefits.
What Is the Outcome of Costs and Benefits? Look over what the
costs and benefits of the project are, and map them over a relevant
time period.
What Is the Common Currency? Take all the costs and benefits
you've collected, and convert them to the same currency to make
an apples-to-apples comparison.
What Is the Discount Rate? This will express the amount of interest
as a percentage of the balance at the end of a certain period.
What Is the Net Present Value of the Project Options? This is a
measurement of profit that is calculated by subtracting the present
values of cash outflows from the present values of cash inflows over
a period of time.
What Is the Sensitivity Analysis? This is a study of how the
uncertainty in the output can be apportioned to different sources of
uncertainty in its inputs.
What Do You Do? The final step after collecting all this data is to
make the choice that is recommended by the analysis.
Q3 esctibe the criteria that should be used to make a project selection
decision (P4 - Appeared 1 Time) (5-10M)
Ans: In fact, the most widely used project selection criteria is the economic
model. Also, the other name for the economic model for project selection is
profitability model.
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Hence, in this post we will discuss only the following most important and
widely used project selection methods.
1. Economic Methods
a. Discounted Cash Flow (DCF) Methods
i, Net Present Value (NPV)
ii, Internal Rate of Return (IRR)
ili. | Cost Benefit Analysis (CBA) / Profitability Index (PI)
b. Non-Discounted Cash Flow (Non-DCF) Methods
i. Payback Period (PB)
ii, Return on Investment (ROI)
Q4 betine Project charter (P4 - Appeared | Times) (5-10M)
Ans: Project Charter refers to a statement of objectives in a project. This

statement also sets out detailed project goals, roles and responsibilities,
identifies the main stakeholders, and the level of authority ofa project
manager.
Itacts as a guideline for future projects as well as an important
material in the organization's knowledge management system.
The project charter is a short document that would consist of a new
offering request or a request for proposal.
This document is a part of the project management process, which
is required by Initiative for Policy Dialogue (IPD) and Customer
Relationship Management (CRM).
Q5..whatis the role of an implementation Plan? Compare various
implementation Approaches? (P4 - Appeared | Time) (5-10M)
Ans: Used as a support device for your strategic plan, an implementation

plan maps out how to bring your strategic plan to life by breaking it into
identifiable steps, where each step is assigned to a team member to
complete on a set timeline.
These implementation choices available to a project manager are:
Parallel implementation
¢ A parallel implementation or approach implies that a new solution
is implemented parallel to the current operating system in use.
Those who are using the system will not see major downtime once it
is implemented.
¢ The trick here is to implement the system.
Phase Approach
¢ Sometimes trying to implement a solution all at once is not feasible
because many clients have essential operations that run during
normal working hours and cannot afford the luxury of having their
entire operation close down for a lengthy period in time.
Crash Implementation
* Careful planning needs to take place when considering a crash
(also known as full-blown) implementation.
«It takes an incredible amount of planning and re-planning to ensure
no problems arise.
e In fact, with this type of implementation, the necessary
contingencies need to be prepared and reviewed well in advance
of the actual implementation, in order to minimize any potential
failure.
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MODULE-3
QlLexpiain various project scheduling techniques. Explain the difference

between CPM and PERT (PI - Appeared 4 Times) (5-10M)
Ans: 1. Project Evaluation and Review Technique (PERT) :

PERT is an appropriate technique which is used for the projects
where the time required or needed to complete different activities
are not known.
PERT is majorly applied for scheduling, organization and integration
of different tasks within a project.
e It provides the blueprint of the project and is an efficient technique
for project evaluation .
2. Critical Path Method (CPM) :
® CPMis a technique which is used for the projects where the time
needed for completion of a project is already known.
Itis majorly used for determining the approximate time within which
a project can be completed.
Critical path is the largest path in project management which
always provide minimum time taken for completion of project
PERT is that technique of project CPM is that technique of

management which is used to project management which
manage uncertain (ie, time is is used to manage only
not known) activities of any certain (ie., time is known)
project. activities of any project.
Itis an activity oriented

It is an event oriented
technique which means
technique which means that a
2 : that a network is
network is constructed on the |
. ‘constructed on the basis of
basis of events. o
activities.
3 It is a probability model. It is a deterministic model.

It majorly focuses on time as It majorly focuses on
meeting time targets or Time-cost trade off as
4
estimation of percent minimizing cost is more
completion is more important. important.
5 It is appropriate for high itis appropriate for

precision time estimation. reasonable time estimation.
It has a repetitive nature of

6 | Ithas Non-repetitive nature. .
job.
x . There may be crashes

There is no chance of crashing oe
ci 7 : because of certain time
as there is no certainty of time.
boundation.
It uses dummy activities for

It doesn’t use any dummy
representing sequences of
activities. a aed
activities.
Itis suitable for projects which

It is suitable for construction
9 require research and
projects.
development.
Q2 describe the relation between MOV, Scope and WBS. (P2 - Appeared
3 Times) (5-10M)
Ans: Measurable Value Organisation (MOV)

* The project's MOV must be defined and agreed upon before
proceeding to the other steps of the project planning framework.
The project's MOV provides a direct link to the organization's
strategic mission.
‘A project's MOV acts as a bridge between the strategic mission and
objectives of the organization and the project plans of individual
projects it undertakes.
The MOV guides many of the decisions related to scope, schedule,
budget, and resources throughout the project's life cycle.
Work Breakdown Structure (WBS)
* Once the project's scope is defined, the next step is to define the
activities or tasks the project team must undertake to fulfil the
scope deliverable requirements.
The work breakdown structure (WBS) is a useful tool for developing
the project plan and links the project's scope to the schedule and
budget.
The WBS Should Support the Project's MOV

* The WBS should include only tasks or activities that allow for the
delivery of the project's deliverables.
Before continuing with the development of the project plan,the
project team should ensure that the WBS allows for the delivery of
all the project's deliverables as defined in the project's scope.
Inturn, this will ensure that the project is more likely to achieve its
MoV.
The rule states: “The next level decomposition of a WBS element
(child level) must represent 100 percent of the work applicable to
the next higher (parent) element.” Moreover, 100 percent of the
costs or resources required will be identified when we create the
budget for our project.
Q3 Explain work breakdown structure with example (P2 - Appeared 3
Times) (5-10M)
Asn: Dividing complex projects to simpler and manageable tasks is the

process identified as Work Breakdown Structure (WBS).
Usually, the project managers use this method for simplifying the
project execution.
In WBS, much larger tasks are broken down to manageable chunks
of work. These chunks can be easily supervised and estimated.
WBS is not restricted to a specific field when it comes to
application. This methodology can be used for any type of project
management.
Following are a few reasons for creating a WBS in a project:

Accurate and readable project organization.
Accurate assignment of responsibilities to the project team.
Indicates the project milestones and control points.
Helps to estimate the cost, time and risk.
Illustrate the project scope, so the stakeholders can have a better
understanding of the same.
QA Briefly describe the five scope management and describe the scope
planning process (P3 - Appeared 2 Times) (5-10M)
Ans: As a project manager, you'll need to define project scope no matter

what methodology you choose.
Here’s one example of a systematic process to capture, define, and
monitor scope.
Define Project Needs
Defining the needs of the project is the first step to establish a
project timeline, allocate project resources, and set project goals.
Only with these defined steps, you will be able to understand the
work that needs to be done, meaning, the scope of the project
needs to be defined.
Once that is done, team members can be allocated tasks and
provided direction to deliver a project in the given time and budget.
Understand the Project Objectives:
e Todefine the project scope, it is important first to establish the
objectives of the project, which may include a new product,
creating a new service within the organization, or developing a new
piece of software.
There are several objectives that could be central to a project; the

project manager ensures the team delivers results according to the
specified features or functions.
Define the Project Scope
e The resources and work that goes into the creation of a product or
service are essentially what defines the scope of the project.
e The scope generally outlines the goals that will be met to achieve a
satisfactory result.
The scope planning process
Define Scope
This process involves the preparation of a detailed description of
the project and its major deliverables.
The scope clearly states what the project is supposed to achieve
and what it cannot accomplish.
¢ The supporting documents are reviewed to ensure that the project
will deliver work in line with the stated goals.
e The scope that results states the stakeholders’ needs and
communicates expectations for project performance.
Create a Work Breakdown Structure (WBS)
The Work Breakdown Structure (WBS) is an important element of the
Scope Management process, and the PMI® places great emphasis
on this aspect—many project managers often skip this step, which
leads to inaccurate planning.
« The WBS provides the project manager and the team with the
opportunity to break down a high-level scope statement into
smaller, manageable units of work, called work packages.
e The resulting WBS should provide a complete list of all work
packages required to complete the project
Validate Scope
e The Validate Scope process focuses mainly on customer
acceptance.
* tis when the project customer formally accepts all the project
deliverables.
e This process occurs at the end of each phase.
e During the process, the customer gives feedback on the work that
was performed.
Control Scope
Control Scope is the last process group of project Scope
Management.
The Control Scope process involves monitoring the status of the
project and managing changes to the scope.
Q5.explain project estimation techniques (P4 - Appeared | Time)
(5-10M)
Ans: Estimation is the process of finding an estimate, or approximation,

which is a value that can be used for some purpose even if input data may
be incomplete, uncertain, or unstable.
@ eEsumation aetermines now mucn money, elrort, resources, ana
time it will take to build a specific system or product.

The four basic steps in Software Project Estimation are -
1. Estimate the size of the development product.
2. Estimate the effort in person-months or person-hours.
3, Estimate the schedule in calendar months.
4, Estimate the project cost in agreed currency.
Q6.whatis a process metric & a product? (P4 - Appeared 1 Time)

(5-10M)
Ans: Process Metrics:
Cost of quality:
e Itis a measure of the performance of quality initiatives in an
organization. It's expressed in monetary terms.
Cost of quality = (review + testing + verification review + verification
testing + QA + configuration management + measurement +
training + rework review + rework testing)/ total effort x 100,
Cost of poor quality: It is the cost of implementing imperfect
processes and products.
Cost of poor quality = rework effort/ total effort x 100.
Defect density:
It is the number of defects detected in the software during
development divided by the size of the software (typically in KLOC
or FP)
Defect density for a project = Total number of defects/ project size
in KLOC or FP
Review efficiency:
defined as the efficiency in harnessing/ detecting review defects in
the verification stage.
Review efficiency = (number of defects caught in review)/ total
number of defects caught) x 100.
Testing Efficiency:
* Testing efficiency - (defects found in acceptance)/ total
number of testing defects) x 100.
Defect removal efficiency:
* Quantifies the efficiency with which defects were detected and
prevented from reaching the customer.
Defect removal efficiency = (1 - (total defects caught by customer/
total number of defects)) x 100.
Residual defect density = (total number of defects found by a
customer)/ (Total number of defects including customer found
defects) x 100.
Product Metrics
« These are metrics that pertain to Product Quality. They are used to
measure cost, quality, and the product's time-to-market.
Q7 what are the hidden costs of outsourcing? Why is it important to
consider these costs? (P4 - Appeared | Time) (5-10M)
Ans: Once your software’s development is assigned to an IT outsourcing

company, don't think your job is done.
¢ You also need to invest your time and resource to brainstorm,
discuss, implement, test, and manage the project development to
ensure that your project needs are being fulfilled.
Once the software is developed, it needs to be managed well to
ensure proficient performance at your end. You must take the
efforts and funds that would be required to maintain the project in
your organization after it is deployed by the IT outsourcing
company.
This could be the most undermined challenge that nobody is talking
about. It could result in sluggish procedures and less efficient
project development if not coped up properly.
Developers might travel to your location and that may add up to
the actual cost.
With the passage of time and evolution of the latest technologies,
you would need to change your software to meet the future needs
and requirements of your business.
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organization within the decision-making process.
An important task of management is to ensure the control over
operations, processes, activity sectors, and not ultimately on costs,
Although in reaching the goals of an organization they compete
with many control systems (production control, quality control and
stocks control), the cost information system is important because it
monitors the results of the others.
« The detailed analysis of costs, the calculation of production cost,
the loss quantification, the estimating of work efficiency provides a
solid basis for the financial control.
Q8.pescribe the PMBOK area of project time management and whatis a
work package? (P4 - Appeared 1 Time) (5-10M)
Ans: Time management is another key aspect of managing a project. As

such, it is considered to be a core knowledge area, and is closely knit to
scope and cost areas.
The main purpose of this knowledge area, as it name suggests, is to

build processes and outputs into the project that assist the
manager and team to complete the project in a timely manner.
During the planning process, outputs are created to illustrate how
project tasks will be sequenced and allocated.
e The controlling and monitoring process is concerned with tracking
and reporting on the progress of work, as well as adjusting time
outputs to address shifts and changes in the project plan.
e Finally, the closing process includes an audit of time targets. Project
managers reflect on what contributed to time estimates being
accurate, too liberal, or conservative.
© This reflective process helps them to build better time plans for
future projects.
The seven processes in the Project Time Management knowledge area are:
1. Plan Schedule Management (Planning process)
2. Define Activities (Planning process)
3. Sequence Activities (Planning process)
4. Estimate Activity Resources (Planning process)
5. Estimate Activity Durations (Planning process)
6. Develop Schedule (Planning process)
7 Control Schedule (Monitoring and Controlling process)
Q9Y.vescribe the relationship among scope, schedule and budget. (P4 -
Appeared 1 Time) (5-10M)
Ans: Cost: The financial constraints of a project, also known as the project
budget
* Scope: The tasks required to fulfill the project's goals

Time: The schedule for the project to reach completion
¢ Basically, the Triple Constraint states that the success of the project
is impacted by its budget, deadlines and features. A
*® asamanager of that project, you can trade between these three
constraints; however, changing the constraints of one means that
the other two will suffer to some extent.
Ql O.expiain why a project's scope must be tied to the WBS (P4 -
Appeared 1 Time) (5-10M)
Ans: The WBS makes the deliverables more precise and concrete so that
the project team knows exactly what has to be accomplished within each
deliverable.
* This also allows for better estimating of cost, risk, and time because
you can work from the smaller tasks back up to the level of the
entire project.
e Finally, it allows you to double check all the deliverables’ specifics
with the stakeholders and make sure there is nothing missing or
overlapping.
MODULE-4
Ql suppose you are the project manager of a large software
development project. List three common types of risks that your project
might suffer? Point out the main steps that you would follow to effectively
Page no = 31 Handcrafted by Engineers | P - Priority

manage risks in your project. (P2 - Appeared 3 Times) (5-10M)
Ans: Create a risk register for your project in a spreadsheet. Include fields
for date of the risk being logged, risk description, likelihood, impact, owner,
risk response, action, and status.
¢ Brainstorm all current risks on your project with the project's key
team members and stakeholders.
* Go through alll the factors that are essential to completing the
project and ask people about their concerns or any potential
problems. Identify risks that relate to requirements, technology,
materials, budget, people, quality, suppliers, legislation, and any
other element you can think of.
e When you identify risks, also factor in positive risks and
opportunities. For example, include all events that in some ways
could affect your project in a positive manner.
Establish how likely the risk is to occur (on a scale from 1-5) and
determine the impact of each risk according to time, cost, quality,
and even benefits if it were to occur (again on a scale from 1-5).
For example, a likelihood of five could mean that the risk is almost
certain to occur, and an impact of four could mean that the risk
would cause serious delays or significant rework if it were to
happen.
* Once you've determined what you'll do to address each risk,
estimate how much it will cost you to do so.
For example, using the concert example—how much will it cost to
look after the performer's health before the show, and how much
will it cost to prepare for a backup? Provide a range of estimates
(best case/worst case) and add the aggregated cost of these risk
responses to your overalll project estimate as a contingency.
Q2.what are seven IT project risk management processes? Explain
each? (P3 - Appeared 2 Times) (5-10M)
Ans: Outlining objectives is a key step because it sets the foundation for all
tisk management exercises on a project. It is crucial that project goals are
recorded and comprehended by all team members.
This includes identifying project necessities and creating an
understanding of the achievement criteria for the project.
The motive behind the Risk Management Plan (RMP) is to formalize
the risk management process for a project.
The RMP is a report that maintains the definition of the selected risk
management methodology.
Itincorporates the goals of the risk process; the organization, roles
and obligations of team members; the tools and strategies to be
actualized; deliverables; review and reporting cycle.
The identification of project risks is accomplished using an
assortment of methods including conceptualizing, questioning,
fishbone outlines, and brain mapping.
It should be comprehensive with identified risks being given names
that are meaningful to everyone involved.
Itis difficult to evade all risks on any given project- however, the key
goal of comprehensive risk identification is to ensure that risks are
known and not a surprise.
Once risks have been identified, it is critical to develop appropriate
mitigation strategies.
e Risks should be assigned to team members best positioned to

manage the issue.
¢ Each person must then prepare an action plan with commitments.
and milestone dates.
Risk mitigation plans must be continually audited throughout the
life of the project.
Constructive feedback is an important vehicle for learning from
successes and defeats.
e Throughout the project, this feedback helps with constant
re-assessment of the circumstances concerning risk and enables
the team to react to guarantee an effective result.
Q3. Distinguish Resource loading from Resource levelling. Why is the
level of resources preferred to large fluctuations? (P3 - Appeared 2 Times)

(5-10M)
Ans: Resource loading identifies the amount of project resources required

over the project lifecycle.
The critical point of this method is that there are definite limitations
on the amount of resources available to carry out the project under
time consideration.
Due to that fact, the project duration may increase beyond the
initially estimated end-date.
The overall objective of resource loading is to minimize the duration
of the project being scheduled subjected to the stated constraints
on available resources.
Because of resource and time constraints resource loading is the
most commonly disseminated method in the project planning.

Resource loading can be also referred to as constrained-resource
scheduling or limited resource allocation.
Hills and valleys in resource requirements generally represent
inefficiencies, so efforts must be made to “level” the resource
allocation in a schedule.
Resource leveling is the optimization technique used to adjust the
schedule model to the demand and supply fluctuations.
It adapts the start and finish dates based on the resource
constraints with a goal of balancing demand for resources with the
supply on-hand.
The method can be used when the required resources are available
only during a certain period or in limited quantity.
It is also used to balance the resource consumption level.
Fluctuation in demand is a real world phenomenon and when the
demand of goods varies, the demand of resources required to
produce these items also vary.
But fluctuation in demand of resources comes at a cost. Part - A)
Fluctuation in demand of resources is undesirable because: 1) The
resources are utilized in some time periods and in others it's
underutilized which means we have idle costs in some time periods.
Thus, fluctuation in demand for any resource either result in over
stocking or capital lock or stock out or loss of business resources
Q4.what is project risk management? What are the RM processes? (P4
- Appeared 1 Time) (5-10M)
Page no 35
- Handcrafted by Engineers | P - Priority
Ans: Outlining objectives is a key step because it sets the foundation for all
nagement exercises on a project. It is crucial that project goals are
risk mai
recorded and comprehended by all team members.
This includes identifying project necessities and creating an
understanding of the achievement criteria for the project.
The motive behind the Risk Management Plan (RMP) is to formalize
the risk management process for a project. The RMP is a report that
maintains the definition of the selected risk management
methodology. It incorporates the goals of the risk process; the
organization, roles and obligations of team members; the tools and
strategies to be actualized; deliverables; review and reporting cycle.
The identification of project risks is accomplished using an
assortment of methods including conceptualizing, questioning,
fishbone outlines, and brain mapping. It should be comprehensive
with identified risks being given names that are meaningful to
everyone involved. It is difficult to evade all risks on any given
project- however, the key goal of comprehensive risk identification
is to ensure that risks are known and not a surprise.
Once risks have been identified, it is critical to develop appropriate
mitigation strategies. Risks should be assigned to team members
best positioned to manage the issue. Each person must then
prepare an action plan with commitments and milestone dates.
Risk mitigation plans must be continually audited throughout the
life of the project. This audit includes ongoing analysis of the current
risk profile as well as identification of a best plan B.
Constructive feedback is an important vehicle for learning from
successes and defeats. Throughout the project, this feedback helps
with constant re-assessment of the circumstances concerning risk
and enables the team to react to guarantee an effective result.

MODULE-5
Ql vescribe the three approaches to implementing an information
system (P3 - Appeared 2 Times) (5-10M)
Ans: The parallel approach provides the most control of the three. In the
parallel approach, both the old and new systems operate together for a
time.
* During this period, time x to time y, the outputs of the two systems
are compared to determine whether the new system is operating
comparably to the old.
e Attime y, management makes a decision, based on the
comparison of the two systems’ outputs, whether to terminate the
operation of the old system.
The parallel approach provides more control because the old
system is not abandoned until users are satisfied that the new
system adequately replaces the old.
Although this approach makes good intuitive sense, in practice it
frequently alienates users who perceive parallel operations as
doubling their workload.

The direct approach is often called the “Big Bang” approach and is
the riskiest of the three approaches, At time x the old system is
stopped and the new system cuts in with no validation that the new
system operates comparably to the old.
Enterprise systems are often implemented using this approach.
Direct implementations can lead to disaster.
¢ The modular approach can combine parallel or direct approaches
to tailor the implementation to the circumstances.
With the modular approach, the new system is either implemented
one subsystem at a time or is introduced into one organizational
unit at a time.
« For example, a new Order to Cash system could be implemented by
first changing the sales order preparation and customer inquiry
portions, followed by implementing the link to the billing system,
followed by the link to the inventory system.
Q2. what is a milestone? Why are they useful? (P4 - Appeared ITime)
(5-10M)
Ans: A milestone is a specific point in time within a project lifecycle used to

measure the progress of a project toward its ultimate goal.
In project management, milestones are used as signal posts for significant
events, decision points, or deliverables such as:
* The project's start date
e Project end date
Submission of a customer report
* Need for an external review or approval

e Aphase or stage gate review
Theuse of project milestones is essentially a scheduling strategy. In
smaller projects, you may only have two milestones: the project
start and end dates.
* Milestones are also less common in Agile projects as the Agile
Methodology focuses on short iterations and evolving schedules
and plans.
Within an Agile project, the only milestones may be at the end of
each Sprint.
Milestones are more common in traditional project management
methodologies that follow a more structured approach to planning
and scheduling.
Milestones help ensure that critical project deadlines are met. Often
these deadlines are dictated to you by the customer or project
sponsor.
Q3.exptain in brief the objectives of procurement management (P4 -

Appeared | Time) (5-10M)
Ans: Identification of need

When the company needs goods/services, the company’s needs
must be identified in order to choose which type of service or
product will fit best.
Then the buyer needs to find them at the best quality for the best
price while also making sure the supplier is able to deliver.
Finding and qualifying the suppliers
* Using the Internet or your supplier databases, you assemble a list of

all potential product and/or service providers.
* Sometimes it’s useful to run RFls or gather additional information,
like years on the market and turnover rates, to pre-qualify suppliers.
Requesting proposals
« Tomake sure you buy the products or services under the best
conditions - price, quality, etc. - you request proposals. Based on
the results, you know with whom to start negotiations. The RFP
results can be considered an overview of current market capability.
Negotiating with suppliers
* Toachieve the best conditions regarding prices, terms and delivery,
you negotiate with suppliers.
«It's especially essential if it's the first time you are working with them.
This process can help you evaluate their trustworthiness as well.
Contracting
« If both parties, the buyer and the supplier, agree on all terms.
(pricing, delivery, quality,etc.) you can make it official by signing a
contract.
Delivery
e Throughout the delivery process, you need to evaluate the products
and services delivered to ensure they are what you had planned to
buy, they meet your quality standards, they arrive on schedule and
you are charged the prices outlined in the contract.
Analyzing results
© Once the project is complete, it is essential to analyze the process
and evaluate its success as well as record observations for future
projects. You may need to present the outcomes to company
management or relevant stakeholders.
Q4 what is meant by Communication Management? What is a channel
in communication management? Explain the different channels generally

used in an IT organization (P4 - Appeared 1 Time) (5-10M)
Ans: Communications management is the systematic planning,

implementing, monitoring, and revision of all the channels of
communication within an organization, and between organizations; it also
includes the organization and dissemination of new communication
directives connected with an organization, network, or communications
technology.
* Aspects of communications management include developing
corporate communication strategies, designing internal and
external communications directives, and managing the flow of
information, including online communication.
A communication channel is the route through which messages
flow from the sender to the receiver. There are basically two types of
channels—formal and informal—which are used by managers.
1, Formal Communication:
The formal communication channel is an official channel
established by management to transmit messages from one unit
(or person) to another.
e There are three ways in which formal communications can go:
i, Downward,
ii, Upward and
i. Horizontal/Lateral
2. Informal Communication:
Formal communication channels only tell us part of the story of

communication in organisations.
They represent the way the organisation is set up, but not how it
actually operates.
Informal communication channels exist outside the official network
and develop because of spontaneous interaction between people
working in an organisation.
Q5 describe various stakeholders involved in the project. (P4 -
Appeared
1 Time) (5-10M)
Ans: Individuals and organizations who are actively involved in the project,
or whose interests may be positively or negatively affected as a result of
project execution or successful project completion.
e There are two main types of stakeholders in project management,
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Internal stakeholders
e These stakeholders are coming from within the house!!! Internal
stakeholders are people or groups within the business, such as
team members, managers, executives, and so on,
External stakeholders
« External stakeholders are — as you can probably guess — people or
groups outside the business.
« This includes customers, users, suppliers, and investors.
¢ Asyoucan see, stakeholders clon’t always work for the project
manager.
e Needless to say, this can add an extra layer of complexity, as you
need to be able to communicate with people at all different levels
of the business and with varying degrees of engagement, influence,

and interest,
Q6 what is outsourcing? Explain in brief the objectives of procurement

management (P4 - Appeared | Time) (5-10M)
Ans: Outsourcing is a business practice in which services or job functions

are farmed out to a third party.
¢ Ininformation technology, an outsourcing initiative with a
technology provider can involve a range of operations, from the
entirety of the IT function to discrete, easily defined components,
such as disaster recovery, network services, software development
or QA testing.
The objectives of procurement management can range from the
most general, such as “buying goods and services,” to the more
complex, such as “supporting organizational goals within the team
" Procurement and purchasing is one stop on the supply chain, but
everyone suffers if there's a break in the chain.
Every link is important, and being knowledgeable about the entire
supply chain, as well as the ins and outs of procurement
management, are imperative to keep the entire team running
smoothly and as one unit.
Q7 Explain how a system can be a technical success but an

organizational failure? (P4 - Appeared 1 Time) (5-10M)
Ans: Anyone involved in IT projects has probably felt the sting of a technical
success that is also a business failure.
* Some may be in denial, but the reality is that this happens
frequently, and in most cases it's due to a common set of
underlying causes.
The primary causes for a technical success and business failure
(TSBF) can be blamed on not having an intelligent and grounded
change management strategy.
The examples of technical success and organizational failure are as
follows:
1. Global chip maker
¢ Technical success: A global chip manufacturer deployed a
system for enterprise use, with diverse language and
localization support requirements.
Business failure: Pencils never went down, despite the
executive sponsor pushing for it. Old and new users
continually weighed in, preventing even the first release from
finishing. It was launched for global use without substantive
pilot deployment.
2. City Year (education nonprofit)
e Technical success: Welles Hatch, CIO of City Year, a national
education nonprofit based in Boston, selected a new
fundraising tool from Round Corner, which featured a
collection of business configurations representing
state-of-the-art best practices guidelines for campaign
management and automation.
Business failure: Welles and his team leaned too heavily on
established processes, which were significantly different
from the Round Corner best practices. The project

deteriorated, and Welles had to putit on hold until the team
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Business success; The project pause made Welles a tad
unpopular at City Year, but it let the organization bring in
consultants, who recommended many best practices that
were well aligned with the Round Corner configurations. City
Year improved its processes and got the project on track.
3. GlobTechnical success:
Deborah Reilly, the division chief for information and
knowledge management at a global financial institution,
built a portal to show information on a country from multiple
sources, recent documents, current staff assigned to work
on the country, latest published data, last and next mission,
and news feeds from outside. Technically, it worked
perfectly.
Business failure: Adoption was very low for three reasons:
There was no clear business owner (done by committee);
information producers actually want some control over
which documents appear (important versus recent); and
there was no demand from consumers for this information.
Business success: The system did have one feature that was
a success. It let users share documents for review and
approval without using email. That sped up work --
Department A could simply agree with Department B's
comments, for example. Reilly cites an added benefit:
“Contextual information on how we came to our advice is
captured and reusable.”
Meredith Henry, director

of planning and strategic change at
McDonald's, says there are four stages for people to adopt
new information systems: generating awareness of the
change; understanding (the ‘why now?"); committing to
make the shift; and engaging to adopt the change.
Too often, Henry says, technology projects try to go from
awareness to engagement, "skipping the two most critical
steps necessary for true adoption: understanding and
commitment.”
MODULE -6
Ql]oetine scope of the project (P2 - Appeared 3 Times) (5-10M)
Ans: The following steps can help you to effectively define the scope of a
project:
Project Scope Step 1:
1. Identify the project needs
¢ When you are clearly able to identify the needs of a project, you are
more likely to set a sound benchmark from the beginning.
Understanding the ‘what and why’ of a project will enable you to set
specific goals and objectives. It also sets the groundwork for what
tasks are to follow and how they are to be performed.
* 2.Confirm the objectives and goals of the Project
e The basis of the project scope should entail your goals and
objectives to be one that follows a SMART guideline.

That is, to be Specific, Measurable and Achievable. It should also be
Realistic and completed within a specific Timeframe.
Specific—This involves stating accurately what the project wants to
achieve.
That is, what, why and how these will be done. Clarity will reduce the
chances of ambiguities and misunderstandings.
Measurable -Are your goals and objectives able to provide
feedback and be accountable for?
Achievable —Can your project’s goals and objectives be achieved,
given the resources on hand?
Realistic ~Are the goals and objectives easy to deliver, especially if
you face problems or complications.
Will these reduce the overalll quality of the project's outcome and
cause running over budget and not meeting the set deadlines.
Time Frame —Can your project goals and objectives be met within
the allocated time frame? Is it a key criterion to meet these
deadlines?
* 3. Project Scope description
e You as a leader, need to be clear about the features and
functioning required for your product or service.
For example, you are building a website. You need a list that
provides how you will build your website, the type of branding
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In other words, what certain qualities will increase achieving your
project's success,
4. Expectations and acceptance

Successful projects are ones that take into account the satisfaction
of the end-user. Whether they meet the end-users expectations
and accept the product, service or process,
The end-users could be your customers or your internal team.
For customers, this includes pricing, value, and quality of
products/services as well as availability, delivery and return
policies.
For employees, this includes the effectiveness and efficiency of new
operational processes.
Ultimately, your project scope is one that should be attuned to
giving better outcomes to whoever your end users may be.
5. Identify constraints
There are always roadblocks to achieving what you were set out to
do. When being aware of possible limitations along the way, it can
help you minimize problems that may delay or constrain your ability
to achieve your project’s outcome.
These can be caused by dynamic environmental conditions
(internal and external), technological glitches and/or lack of
resources.
Communicating such problems with your team early on and taking
steps to overcome these hurdles will reduce delays in project
completion and keep spending within budget.
Whether these are based on assumptions or uncertainty, analyzing
their impact throughout the project's timeline further reduces the
tisk of failure.
6. Identify necessary changes

It is always best to avoid reworking the scope of your project, as it
means investing in more time, money and resources.
However, at times these changes are inevitable and necessary.Limit
changes by taking on the perspectives of customers, stakeholders,
and employees involved in the project.
This minimizes disagreements later on.
Q2 describe project life cycle and its relation with SDLC (P3 - Appeared
2 Times) (5-10M)
Ans: The project life cycle (PLC) is a collection of logical stages or phases
that maps the life of a project from its beginning to its end in order to
define, build, and deliver the product of a project—that is, the information
system.
Each phase should provide one or more deliverables. A deliverable
is a tangible and verifiable product of work.
Deliverables at the end of each phase also provide tangible
benefits throughout the project and serve to define the work and
resources needed for each phase.
Projects should be broken up into phases to make the project more
manageable and to reduce risk.
Phase exits, stage gates, or kill points are the phase-end review of
key deliverables that allow the organization to evaluate the project's
performance and to take immediate action to correct any errors or
problems.
Although the deliverables at the end of a stage or phase usually are
approved before proceeding to the next stage, fast tracking or
starting the next phase before approval is obtained can sometimes

reduce the project's schedule.
Overlapping of phases can be risky and should only be done when
the risk is deemed acceptable.
Define the project goal: Defining the project's overall goal
°
should be the first step of the project. This goal should focus
on providing business value to the organization. A
well-defined goal gives the project team a clear focus and
drives the other phases of the project.
Plan Project: Once the project's goal has been defined,
°
developing the project plan is a much easier task. Some of

the questions asked are:
What are we going to do?
290008
Why/How are we going to do it?
Who is going to be involved?
How long will it take and how much will it cost?
What can go wrong and what can we do about it?
™~p
How did we estimate the schedule and budget?
How will we know if we are successful?
@
In addition, the deliverables, tasks, resources, and
time to complete each task must be defined for each
phase of the project. This project plan defines the
agreed upon scope, schedule, and budget and is
used as a tool to gauge the project's performance
throughout the life cycle.
° Execute the project plan: After the project's goal and plan
have been defined, it's time to put the plan into action. As
work on the project progresses, scope, schedule, budget,
and people must be actively managed to ensure that the

project achieves its goal. The project's progress must be
documented and compared to the project's baseline plan. In
addition, project performance must be communicated to all
of the project's stakeholders, At the end of this phase, the
project team implements or delivers a completed product to
the organization.
Close Project: A project should have a definite beginning and
°
end. The closing phase of a project ensures that all of the

work is completed as planned and as agreed to by the
project team and the sponsor. Therefore, there should be
some kind of formal acknowledgement by the sponsor that
they will accept the product delivered. This closure is often
capped with a final project report and presentation to the
client that documents that all promised deliverables have
been completed as specified.
Evaluate Project: Evaluating whether the project met its goal
°
can be made only after the system has been implemented.

The project team should document its experiences in terms
of lessons learned -those things that it would do the same
and those things it would do differently on the next project,
based on its current project experiences. This post mortem
should be documented, stored electronically, and shared
throughout the organization. Subsequently, many of these
experiences can be translated into best practices and
integrated into future projects. The project manager may
evaluate each project team member's performance in order
to provide feedback and as part of the organization's
established merit and pay raise processes and procedures.
Effort and
resources
required
Start Project Time Line Finish

Figure: The Project Lifecycle
How PLC relates to SDLC:
e The project life cycle (PLC) focuses on the phases, processes, tools,
knowledge and skills of managing a project, while the system
development life cycle (SDLC) focuses on creating and
implementing the project’s product — the information system.
How a project team chooses to implement the SDLC will directly
affect how the project is planned in terms of phases, tasks,
estimates and resources assigned.
The SDLC is really part of the PLC because many of the activities for
developing the information system occur during the execution
phase.
* The last two stages of the PLC, closing and evaluating the project,

occur after the implementation of the information system.
The integration of project management and system development
activities is one important component that distinguishes IT projects
from other types of projects.
Sa een > 2 a > DEED
ae
sDLC
& Z
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Q3.as a project manager, identify the characteristics that you would
look for in a Software developer while trying to select personnel for your
team. (P3 - Appeared 2 Times) (5-10M)
Ans: 1— Passionate
« The word “passionate” has been used and reused everywhere so
much that it now appears as a hollow adjective.
Still, itremains an important trait of a software developer.
2 - Open-minded
* Tous, good software developers should be open-minded. Ready to
change their opinion upon discussing with teammates or
uncovering new information.
e Noone is omniscient, and anyone on the team can suggest ideas.

Everyone welcomes and discusses all ideas.
3 - Data-driven
¢ Finally, we believe it's more important to make decisions based on
data rather than on our own preferences. It’s really easy to be
deceived by your own judgment.
¢ Ofcourse we want to do awesome things for all our users, but in
order to do so, we need to prioritize.
¢ Atthe end of the day, software developers are part of a business
and they must decide what's best for their business based on data.
4 - Being Knowledgeable about Customers and Business
¢ Asa developer, you build a product for a final user.
¢ Your job is to try to understand their needs and build features that
are useful to them.
* Building features here at CodinGame is somewhat easier since we
are also users of our platform.
5 - Being Knowledgeable about Engineering Processes and Good Practices
e While processes slow things down, they're essential to ensure
quality. For example, one thing that is critical to us is code review.
« No feature goes to production before it has been code reviewed.
Q4 Explain the steps involved in terminating a project (P3 - Appeared 2
Times) (5-10M)
‘Ans: Regardless whether a successful project is completed by inclusion,

integration, or extinction, a plan must be developed to terminate it.
e Anorganization that is project-oriented may have a “termination

manager’ whose primary responsibility is to effectively and
efficiently end projects.
The duties of a termination manager may include the following:
Ensure the project is complete.
°
Ensure delivery and client acceptance.

Prepare a final report.
Ensure that all bills have been paid and that the final invoice has
been sent to the client.
Redistribute personnel, materials, equipment, and any other
resources.
Determine what records (manuals, reports, and other paperwork)
are to be kept and place them in storage.
Assign responsibility for product support, if necessary.
Oversee the closing of the project's books.
Q55 what is leadership? Explain various leadership styles (P4 - Appeared

1 Time) (5-10M)
Ans: Leadership is an influential relationship among leaders and followers

tial en ibinannnnnd bARiAb inte ow a
WHO HE
HU FEU! CHUNYes UNE TeHeLL Uren HULUU pur pUse.
The concept of leadership has been quite visible in areas such as
military operations, politics, and management.
Within the work organization, leadership is no longer exclusively
spontaneous or emergent.
Authentic Leadership
¢ The recent authentic Leadership approach seems to have evolved
in the light of major scams and scandals, a blind race for profits
and personal gains and short term prospective, involving the CEO's
of top organizations.
Autocratic Leadership
Autocratic leadership allows the autocratic leader to take the
ultimate control of taking clecisions without consulting others.
An autocratic leader possesses a high level of power and authority
and imposes its will on its employees.
Laissez-Faire Leadership
Under this type of leadership, a laissez-faire leader does not
exercise control on its employees directly.
Since employees are highly experienced and need little supervision,
a laissez-faire leader fails to provide continuous feedback to
employees under his or her supervision.
Transnational Leadership
e The Informational leadership highlights a leader as a facilitator of
change occurring, when one or more persons engage with others in
such a way that leaders and followers raise one another to higher
levels of motivation and morality.
Q6 describe the functional organizational structure and project
organizational structure (P4 - Appeared I Time) (5-10M)
Ans: A functional organization is a traditional structure where the

organization is divided based on the functions performed by that particular
group of people, such as Human Resources, Information Technology,
Marketing, Service, etc.
The resource assigned as the “project manager” is usually a team

member within a functional area and does not have the title of
project manager.
The functional manager will control the budget and the “project
manager’ will act more as a coordinator or expediter of project
activities rather than having true project management
responsibilities.
In projectized organizations, the majority of the organization's
resources are involved in project work and the project work is
generally completed for the benefit of an external customer.
The project manager has increased independence and authority
andis a full-time member of a project organization and has project
resources available to them, such as project coordinators, project
schedulers, business analysts, and plan administrators.
The project manager has authority and control of the budget and
any escalation of issues would be made to the sponsor and
potentially the PMO leadership.
Given that the project resources report into the project manager
versus the functional area, there may be a decrease in the subject
matter expertise of the team members.
Q7 explain the advantages of a functional organization over a project

organization. Also explain why software development houses prefer to use
project organization over functional organization. (P4 - Appeared 1 Time)
(5-10M)
Ans: Functional structure arguably achieves greater operational
efficiencies, as employees with shared skills and knowledge work together

and perform similar functions.
The advantages of this type of structure are:

specialisation - departments focus on one area of work
productivity - specialism means that staff are skilled in the tasks
they do
accountability - there are clear lines of management
claritv - emplovees understand their own and others’ roles
The functional organization allows the engineers to become
specialists in particular roles, e.g. requirements analysis, design,
coding, testing, maintenance, etc.
They perform these roles again and again for different projects and
develop deep insights to their work.
It also results in more attention being paid to proper documentation
at the end of a phase because of the greater need for clear
communication as between teams doing different phases.
The functional organization also provides an efficient solution to the
staffing problem.
We have already seen that the staffing pattern should
approximately follow the Rayleigh distribution for efficient utilization
of the personnel by minimizing their wait times.
The project staffing problem is eased significantly because
personnel can be brought onto a project as needed, and returned
to the functional group when they are no longer needed.
This possibly is the most important advantage of the functional
organization.
A project organization structure forces the manager to take in
almost a constant number of engineers for the entire duration of his

Project.
This results in engineers idling in the initial phase of the software
development and are under tremendous pressure in the later
phase of the development.
A further advantage of the functional organization is that it is more
effective in handling the problem of manpower turnover.
This is because engineers can be brought in from the functional
pool when needed.
Also, this organization mandates production of good quality
documents, so new engineers can quickly get used to the work
already done.
Q8B.expiain Formal and Informal Organization. (P4 - Appeared | Time)
(5-10M)
Ans: An organization is a collection of people who work together to attain

specified objectives. There are two types of organization structure, that can
be formal organization and informal organization.
An organisation is said to be a formal organisation when the two or
more than two persons come together to accomplish a common
objective, and they follow a formal relationship, rules, and policies
are established for compliance, and there exists a system of
authority.
On the other end, there is an informal organisation which is formed
under the formal organisation as a system of social relationship,
which comes into existence when people in an organisation, meet,
interact and associate with each other.

In this article excerpt, we are going to discuss the major differences
between formal and informal organisation.
Aninformal organisation is just opposite of a formal organisation.
The principal difference between these two is that all the members
of a formal organisation follow a chain of command, which is not in
the case of an informal organisation.
Moreover, there exists «| superior-subordinate relationship (status
relationship) in the former, whereas such relationship is absent in
the latter because alll the members are equal (role relationship).
Q9Y write a note on Project leadership and ethics (P4 - Appeared 1 Time)
(5-10mM)
Ans: Project management ethics is an essential ingredient while managing

projects.
According to the PMI (Project Management Institute), “Ethics is
about making the best possible decisions concerning people,
resources and the environment.
Ethical choices diminish risk, advance positive results, increase trust,
determine long term success and build reputations.Leadership is
absolutely dependent on ethical choices”.
Because ethics is so key to executing projects successfully, the PMI
has rolled out a Code of Ethics and Professional Conduct document
to help project management practitioners do what is right and
honorable.
The document articulates ideals to which a project manager should

aspire, and defines behaviors he or she should adopt to be
successful.
The purpose of the code is to instill confidence in the project

management profession and to help an individual become a better
practitioner.
Most importantly, it helps project managers make wise decisions.
The code of Ethics and Professional Conduct highlights ethical
values such as trust, honesty, responsibility, respect and fairness.
... THE END...

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SrNo | Chapter Name & Content Priority | Pg no

1 Project Management Foundation: 3 2

2. __| Initiating Projects: 2 6

3. Project Planning and Scheduling: 1 2

5i. 5.1 Executing Projects: 1 38

6. 6.1 Project Leadership and Ethics: Z 48

Pageno-1 Handcrafted by Engineers | P - Priority

QI pescribe the five phases of IT project Methodology (PI - Appeared 4

Ans: A methodology provides a strategic-level plan for managing and

Page no - 2 Handcrafted by Engineers | P - Priority

Pageno-3 Handcrafted by Engineers| P - Priority

After the information system has been developed, tested, and

Pageno-4 Handcrafted by Engineers| P - Priority

on its promises, whether the project manager and team followed

Q2.Exptain information Technology Project Methodology (ITPM) (P2-

Ans: A methodology provides a strategic-level plan for managing and

Pageno-5 Handcrafted by Engineers | P - Priority

The key word is recommended because different types of projects,

Ideally, this will allow management to make better-informed and

Q3 besctibe the roles of a project manager. What qualities are required

Pageno -6 Handcrafted by Engineers | P - Priority

possess certain qualities for smooth delivery of various projects.

Pageno -7 Handcrafted by Engineers | P - Priority

various leadership styles.

Ans: A project management methodology is defined as a system of

Pageno-8 Handcrafted by Engineers| P - Priority

Build a successful project management culture that will enable

project oriented deliverables. (P4 - Appeared I Time) (5-I0M)

Ans: Product-oriented deliverables are components of the product that you

Q6. whatis projectitis? How can an organization minimize the likelihood

Page no -9 Handerafted by Engineers| P - Priority

e Identify the risks early on in your project.

Brainstorm all missed opportunities if the project is not

because some of them usually exceed the mandate of the

opportunities with a high pay-off that may not require a big

© Prioritize the risks

Q7 How does a project's scope support the MOV concept? (P4 -

Ans; It defines and documents the customer, sponsor, or other

Create work breakdown structure (WBS)

Pageno-11 Handcrafted by Engineers | P - Priority

Project scope verification

Page no - 12 Handcrafted by Engineers | P - Priority

* Such systems, in the business world, are rare.

Q9Y.expiain four P’s with respect to Project Management (P4 - Appeared

Ans: The people:

Page no - 13 Handcrafted by Engineers| P - Priority

breakdown of project tasks or a manageable project schedule that

Ql.what is Project? What are the attributes of a project? (P2 - Appeared

Ans: A project can be defined as a temporary endeavour undertaken to

Pageno- 14 Handcrafted by Engineers| P - Priority

Project can be sequences of tasks which are planned from

have a definite beginning and end. Many projects begin ona

system,a software package, or a recommendation based ona

individual or group who will own the project product after it is

Resources provide the means for achieving a project's goal and

they are listed below.

Page no - 15 Handcrafted by Engineers | P - Priority

Project Manager: She/he is responsible for ensuring that all

performing costs benefit analysis. (P4 - Appeared | Time) (5-10M)

Page no - 16 Handcrafted by Engineers | P - Priority

Who Are the Stakeholders? List all stakeholders in the project.

Q3 esctibe the criteria that should be used to make a project selection