Q1. Project vs. Program vs. Operations vs.

Portfolio:

Project: A temporary endeavour undertaken to achieve a specific outcome, within a defined

timeframe and budget. Focuses on delivering single outputs.

Example: Launching a new marketing campaign.

Program: A group of related projects managed together to achieve a broader strategic goal.
Encompasses multiple projects with a common objective.

Example: Implementing a new IT system across different departments.

Operations: Ongoing activities required to maintain normal business functions and deliver core
products/services. Focuses on continuous processes.

Example: Manufacturing products in a factory.

Portfolio: A collection of programs and projects managed to optimize resource allocation and
achieve strategic objectives. Provides a high-level view of all initiatives.

Example: An investment portfolio consisting of diverse assets.

Q2. 3 Main Constraints and 5 Process Groups as per PMI:

3 Main Constraints:

1. Scope: Deliverables, features, and activities required to complete the project.

2. Schedule: Timeframe for completing project tasks and achieving milestones.

3. Budget: Financial resources allocated to the project.

5 Process Groups:

1. Initiating: Defining project objectives, scope, and feasibility.

2. Planning: Developing project plans, schedules, budgets, and resources.

3. Executing: Carrying out project tasks and activities.

4. Monitoring & Controlling: Tracking progress, managing risks, and making adjustments.

5. Closing: Completing project activities, delivering final outputs, and evaluating success.

Q3. Four Common Project Delivery Methods:

1. Design-Bid-Build (DBB): Traditional method where owner hires designer and contractor
separately. Focuses on competitive bidding and low upfront costs.

2. Design-Build (DB): Owner contracts with a single entity (designer/builder) for both design
and construction. Promotes collaboration and faster delivery.

3. Construction Manager-at-Risk (CMAR): Owner hires a construction manager for pre-

construction planning and risk management, then selects subcontractors. Offers flexibility
and expert advice.
 4. Integrated Project Delivery (IPD): Collaborative approach where all stakeholders
(owner, designer, contractor) work together from project inception. Encourages innovation
and shared outcomes.

Q4. BOQ Priority in Contract Types:

BOQ (Bill of Quantities) has high priority in fixed-price contracts, where the contractor receives a
pre-determined sum for completing the project regardless of actual material costs. BOQ helps
ensure accurate pricing and reduces cost overruns for both parties.

Bill of Quantities (BOQ) typically has priority in a Lump Sum Contract. In a lump sum contract, the
contractor agrees to complete the project for a fixed price, and the BOQ provides a detailed
breakdown of quantities and costs for various components of the project.

In other contract types like cost-reimbursable or time-and-materials, BOQ may be less critical as
costs are directly passed on to the owner.

Q5. Four Basic Types of Organization as per PMI:

1. Functional Organization:

 Definition: In a functional organization, employees are grouped by their specialized

functions or roles (e.g., marketing, finance). Project team members report to
functional managers.

 Advantages:

 Expertise in specific functions.

 Efficient use of resources.

 Disadvantages:

 Lack of focus on the project's overall objectives.

 Limited communication between different functional areas.

2. Matrix Organization:

 Definition: Matrix organizations blend functional and projectized structures.

Employees have dual reporting relationships, both to functional managers and
project managers.

 Advantages:

 Improved communication between functional and project teams.

 Flexibility in resource allocation.

 Disadvantages:

 Potential for power struggles between functional and project managers.

 Complex management and potential confusion.

3. Projectized Organization:
  Definition: In a projectized organization, the project manager has significant
authority, and team members work exclusively on projects. The organizational
structure is centered around projects.

 Advantages:

 Clear project focus and faster decision-making.

 Efficient use of resources dedicated to projects.

 Disadvantages:

 Limited career paths for team members outside of projects.

 Potential for duplication of resources across projects.

4. Composite Organization:

 Definition: Composite organizations combine elements of different structures to

leverage their strengths. It may involve a mix of functional, matrix, and projectized
elements.

 Advantages:

 Flexibility to adapt to different project needs.

 Balance between specialized functions and project focus.

 Disadvantages:

 Complexity in managing multiple structures.

 Potential for confusion in roles and responsibilities.

Q6. Scheduling vs. Planning: 5 Key Differences:

1. Focus: Scheduling focuses on sequencing and timing of tasks, while planning defines
the overall roadmap and approach.

2. Level of Detail: Schedules are more detailed, identifying specific durations and
dependencies, while plans are broader and outline key milestones and phases.

3. Flexibility: Schedules are often adjustable to accommodate changes, while plans provide a
stable framework for setting direction.

4. Tools: Scheduling uses Gantt charts, network diagrams, and critical path analysis, while
planning utilizes tools like mind maps, SWOT analysis, and risk assessments.

5. Outcome: Schedules result in a concrete timeline for execution, while plans provide a
comprehensive guide for making informed decisions.

Q7. Work Breakdown Structure (WBS) and Coding Structure:

WBS: A hierarchical breakdown of project deliverables into smaller, manageable tasks. Helps define
scope, estimate resources, and assign responsibilities.
Coding Structure: A system of letters and numbers assigned to WBS elements for identification and
organization. Enhances tracking, reporting, and communication.

Relationship: WBS defines the content of project tasks, while coding structure helps categorize and
track them efficiently.

Q8. Benefits of Network Diagrams:

1. Visualize Project Flow: Diagrams clearly show task dependencies and sequences, aiding in
understanding how activities relate to each other.

2. Identify Critical Path: Diagrams highlight the longest sequence of tasks impacting project
completion, allowing for focused attention and risk mitigation.

3. Optimize Resource Allocation: By visualizing workloads and overlaps, resources can be

allocated efficiently to avoid bottlenecks and