project management NAME: ROLL NUMBER: KOTIAN SUBHA RAMESH 511016602

COURSE:

MASTER OF BUSINESS ADMINISTRATION

SEMESTER:

Second

SUBJECT:

project management

SUBJECT CODE:

MB0049

Centre code:

02542

ASSIGNMENT SET: I

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Q.1 Comment on the following: a. Importance of DMAIS in project management cycle

DEFINE

STANDARDISE

MEASURE

DMAIS
IMPROVE ANALYZE

In Project Management DMAIS can be identified as Define, Measure, Analyze, Improve and Standardize. DMAIS plays an important role in project management. The five steps of DMAIS are: 1. Define: Define helps in identifying in all detail, which is further includes: Benchmark: It refers to standards achieved by the best in the industry. A company product is set to meet them. Customer requirement: Customers requirement is very important it refers to documentation of customer requirements. Process Flow Map: It refers to activities that take place to result in the product at the end. Quality Function Deployment: This is comparing the quality feature with those in the competitors and their relative importance to the customer. To achieve them the technical specification has to be incorporated in the product.

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Project Management Plan: This includes materials, men, activities, schedules and so on. 2. Measures: In this step outcome of activities is measured. Following methods is done. Data collection: Data is collected about the work is done and comparing is done how it corresponds with what is required. Defect Metrics: Capturing the deviations that are in the effective postion of the work in defect metrics and to decide whether they are acceptable or rectification is required. Sampling: Selecting the few in high volume and inspect them whether the entire batch is acceptable. 3. Analyze: Analyzing the data received from the former step by using the tools like cause and effect diagrams which is also called as Fishbone Diagrams, FMEA, Root Cause Analysis, and Reliability Analysis. 4. Improve: Implementing the measures to remove the defects found earlier for improving the process. This can be done by Design of Experiments, Robust Design and tolerance. 5. Standardize: When the improvement step taken is consistent, the methods adopted are standardized.

B.Knowledge areas of project management: Project Management can be referred as practical knowledge and techniques adopted for managing and completion of project. A proper knowledge should be implemented to achieve successful project. Project management implements 5 process groups for a project they are: 1. 2. 3. 4. 5. Initiating Process Group Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group

Matrix structure below shows that every process can be related to one knowledge area and one process group:

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Planning Process Group Executing Process Group

Initiating Process Group Monitoring and Controlling Process Group

Closing Process Group

Let us discuss each point in detail:

1. Initiating Process Group: Initiation is a process that occurs at the very beginning of a project. To take the project to next level it should be first initiated.

2. Planning Process Group: Planning is very important because it has effects on all the other areas of project management and includes budget reviews, activities, project scope, schedule , planning, etc. Planning is the process that will formulate project goals and objectives. Planning includes the most processes of all the project management process groups. Documentation developed during the planning process is critical to the executing, controlling & monitoring, and closing process groups.

3. Executing Process Group: Execution of work depends on the nature of work that is dynamic and dependent on team innovations. Executing is the process that will put the project plans to work. This is where the project manager will coordinate and assign resources to facilitate project
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success. This process will use up most of the project time and resources and will cause the most conflicts over schedules.

4. Monitoring and Controlling Process Group: Controlling & Monitoring is the process that will indicate how well a project is progressing, what areas are failing which need to look upon. In Banking and other sector we use auditor to provide the control and monitoring. The auditor will discovers a problem and provide corrective action.

5. Closing Process Group: This process is very important in every project, any project which has start point should have end point as well. This process brings the project to an orderly end.

Q.2 Write few words on: a. Project Characteristics: Project is planned to achieve a particular aim. A project is a means of organizing some activities that cannot be addressed within the normal operational limits. Some of the important characteristics are as follows: 1. Resource Requirement: For any project resource is very important. Highest resource is required during initial period of project as each and everything is required to start the project. During mid of the project it start decling and it decreases to zero when the project is at the finishing stage. Resource management is essential to the effective delivery of any project. 2. Funding: Funding and resource required has equal importance in any project. A proper funding enables a project to achieve the end point as required moreover it is also important to see that funding as not over utilized. 3. Possibility of completion: During the initial period of project the possibility of completing the project is low though not zero. The possibility increases as the project come to end point. 4. Risk: Risk involved during initial period is high and gradually decreases at the later stage of the project.

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5. Design Changes: During initial period of project the chance of design change is high that may be to external factor and gradually decreases as the project finish.

b. WBS: Work Breakdown Structure is a breakdown of work small task as much as possible. It helps to organize the scope of project more accurately and specifically. The Work Breakdown structure helps project in assigning responsibilities, resources allocation monitoring and controlling the project. WBS makes the work more precise and concrete so that the project team knows exactly what has to be achieved for a given period of time.

WBS For the Organization

VP

AVP

HR MANAGER

Sales Manager I

Sales Manager II

Sales Manager III

Customer Service Manger

Tele caller

Executive I

Executive II

Customer Service Officer

Telecaller

There are usually many ways to design a WBS for a particular project, and there are sometimes as many views as people in the process. The work breakdown structure is a graphical tool that displays the project's statement of work making it easier to understand and communicate. It represents the project in terms of the hierarchy of deliverables and services it will produce. The structure in the WBS will create a framework for reporting and follow up. The WBS is excellent to communicate both internal and external and will create basis for understanding.
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c.PMIS: Project Management Information System is system tools and techniques used in project management to deliver information. Project Management Information System is used by upper and lower management to communicate with each other. The Project Management Information System is used to compare the baseline with the actual accomplishment of each activity, manage materials, collect financial data and keep a record for reporting purpose. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. Implementation of PMIS can help the project to integrate the time, cost and quality objectives, identify what is needed; bridge the gap between what is needed and what is already in place.

d. Project Management strategies-Internal & External: Strategy of the origination must be the guide for the project. Project manager also needs to be adjusted to the cultural, organizational and social environment surrounding the project. Strategies can be with either internal or external in nature. Internal Project Management Strategies: An internal project is one to be carried out primarily for the improvement of organization process such as productivity improvement, training initiatives, organizational restructuring or reengineering. Projects fail for many internal reasons, some of them technical, some of them managerial. However, even the technical failures can often be traced back to a failure on the part of the project's executive management to recognize and deal with these inherent managerial risks. A manager has to play vital role in achieving successful project. 1. Executive Support: Each member of the project should actively involve in the project .The Executive must clearly demonstrate support for the project management concept by active support and control. 2. Competence - The project manager and his team members must be capable for any assigned work and should be completed successfully. 3. Project Team - The project manager should address the team in such a way which will help him to obtain their personal commitment, support and required quality of service.
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4. Management Information Systems For any successful project and effective project management information and control systems must be in place this can help for easy reference. External Project Management Strategies: External events some time bring obstacles to the projects which has to look upon carefully. Hence is very important to recognize the responsible things as external factors are called as uncontrolled factors. There may be political, Economical, social and technological factors as external factors. Political factor influence project in many way it helps the management to understand the circumstances in better way. Political factors can be based on government, taxation rules, market regulations, tariffs etc. Economical Factors affects project both national and global. Hence for successful project it is essential to study the changing economic condition within the country as well as globally. Social factors is very important to understand the changing behavior of the society for successful project it is very important to understand the society equally. Technological factors is essential for project to regulate update itself side by side, with changing technologies and move forward with time. The potential stemming from the projects stakeholders to assess their possibility of occurrence and try to head them off in advance, the project team must learn to interact frequently with individuals and institution which represent the most important elements of the project external environment.

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Q.3 What are the various SCMo softwares available in project management? Explain each in brief. The content of the process documentation system includes the area supply chain management from the Odette Supply Chain Management Group. The system includes graphical process documentation, in the form of process chains, as well as the entire range of documentation related to the processes. The Process Documentation System gives, according to its objectives, an overview and a detailed view of the relevant processes for SCMo. The entry point in the documentations system is the model Process Overview SCMo. Several software vendors have seized the opportunity with offerings that substantially fill these gaps effectively at a fraction of the costs quoted by the major vendors. The other carrot which these vendors offer is a unilateral transfer of the facility to customize themselves which is seen as a huge advantage. The various support software that may be used for managing projects are: 1. 2. 3. 4. 5. Arrow Fedora Vital Philin MS EXCHANGE SERVER 2003

1. Arrow: It is an intuitional storehouse solution, combining open source and proprietary software. This software provides a platform for promoting research output in the Arrow Context. In One place it gathers an institutional research output it gives solution that offer ongoing technical support. It enables effective communication and collaboration between researchers. It also allows information to be preserved for long period of time. 2. Fedora: Since inception ARROW worked actively and closely with Fedora and its community. A well architected underlying platform and a flexible object-oriented data model to be able to have constant identifiers down to the level of individual data streams. It also accommodates the content model to be able to be version independent.
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3. Vital: Vital is part of creative development of ARROW institutional repositories. Vital is ARROW specified software created and fully supported by VTLS Inc. Vital helps in addition of annotation capability also inclusion of datasets and other research are not easily provided in any other publishing channel. 4. PILIN: PILIN-Persistent Identifiers and Linking Infrastructure is a challenge for e-research communities where massive amount of data are being generated without any means of digital assets being formed and stored within universities. PILIN helps to plan for a sustainable, shared identifier management infrastructure that enables persistence of identifiers and associated services over archival length of time. 5. MS EXCHANGE SERVER 2003: MS EXCHANGE SERVER 2003 to consolidate more than 70 messaging sites worldwide into seven physical locations.

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Q.4 List the various steps for Risk management. Also explain GDM and its key features. Risk Management is all about the systematic process of identifying, analyzing, planning and reviewing. In any project risk is common which cannot be neglected. The steps for Risk Management are as follows: 1. 2. 3. 4. Risk Identification Risk analysis Risk management Planning Risk Review Steps for Risk Management

Step 1 Step 2 Step 3 Step 4

Risk Identification

Risk analysis

Risk management Planning

Risk Review

1. Risk Identification: Risk identification are to identify and categorize risks that could affect the project. The outcome of risk identification is a list of risks. What is done with the list of risks depends on the nature of the risks and the project. The risk identification process begins with the team compiling the project's risk events. The identification process will vary, depending on the nature of the project and the risk management skills of the team members, but most identification processes begin with an
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examination of issues and concerns created by the project development team. These issues and concerns can be derived from an assessment of the project description, work breakdown structure, cost estimate, design and construction schedule, procurement plan, or general risk checklists. After the risks are identified, they should be classified into groups classification of risks helps reduce redundancy and provides for easier management of the risks in later phases of the risk analysis process.

2. Risk analysis: Risk analysis is the process of defining and analyzing the dangers to individuals. The first step in risk analysis is to make each risk item more specific. Risk analysis can be performed by selecting the best alternative. A risk analysis can be either quantitative or qualitative. In quantitative risk analysis, an attempt is made to numerically determine the probabilities of various adverse events and the likely extent of the losses if a particular event takes place. Qualitative risk analysis does not involve numerical probabilities. The qualitative method involves defining the various threats that could occur.

3. Risk Management Planning: This is the most important part in any project. To maximize the benefit a proper planning need to be prepared. To manage risk first thing is to take action to reduce the possibility of risk occurrence. A proper plan is a must to handle the risks arising in the project. A device on action to be taken to reduce the possibility of risk occurring.

4. Risk Review: Risk Review consists in evaluation of risk in which assumptions and uncertainties are clearly considered and presented. It should be seen that how often risk to be reviewed so that necessary changes can be made without much affecting the project. A risk with a large potential loss and a low probability of occurring is often treated differently from one with a low potential loss and a high likelihood of occurring. Both are of nearly equal priority in dealing with first, but in practice it can be very difficult to manage when faced with the scarcity of resources, especially time, in which to conduct the risk management process. Risk Management is planning of potential problem and taking necessary action of those problems.

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The Global Delivery Model (GDM) is adopted by an industry or business such that it has a capability to plan design, carry and serve to any customers or clients worldwide with speed, accuracy, Economy and consistent. The key features of GDM are: 1. 2. 3. 4. Standardization Modularization Minimum customization Maximum Micro Structure

Standardization

Maximum Micro Structure

GDM

Modularization

Minimum customization

1. Standardization: Standardization includes original design and Development of mechanism and features which are like to be accepted by 90% of world-wide customers. Global standards of design focusing on highly standardized Methods and process of manufacture of Development. By adopting Plug-an-socket concepts with minimum adoptable joints or connections. 2. Modularization: Product split up into smallest possible individual special entities, with limited individual Functioning capability which can become powerful and robust in combination with other Modules.

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3. Minimum customization: GDM sanction Modifications to suit individual customers. 4. Maximum Micro Structure: GDM support splitting of the product Modules further into much smaller entity identifiable more thought characteristics rather than application features. This Microbial Entities Approach through standardization of these Microbial Entities. Application of these Microbial Entities to rest within multiple projects or products or even as add-ons suit belated customer needs.

Q.5 Answer the two parts: a. Importance of data management in project management-Comment. Data are representation of facts that come from some type of measurement process. Measurement is the act of quantifying the performance dimensions of products, services, processes and other business activities. The aim of measurement and analysis is to guide a project toward the achievement of key business performance and strategic objectives and to anticipate and respond to rapid or unexpected internal or external changes. Identification of what data is required and where it resides is very important in project management. For example customer sales may exist in several systems across the organization. It becomes important to identify where the best access point is to capture the information. Dealing with Data and Information should be addressed from a Process perspective and Total Quality Concepts can be applied to the generation, analysis, communication and use of organization wide Data and Information. Hence it is also at all level of Processes up to task level. Project review their performance using sound analytical methods to assess project success, competitive performance and progress toward achieving strategic objectives and they use the results to identify priorities for improvement and daily design making. Data Management in any field plays a vital role it is very important in any project to ensure that data and Information are accurate, reliable, timely, secure and confidential as appropriate.

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b. What is the significance of reviewing ROI? Return on Investment means a performance measure used to evaluate the efficiency of an investment or to compare the efficiency of a number of different investments of an organization. ROI may include the benefits associated with improved mission performance, reduced cast, increased quality, speed, or flexibility, and increased customer and employee satisfaction. ROI should be quantified in terms of money and include a calculation of the break-even point. ROI calculations can be easily manipulated to suit the user's purposes, and the result can be expressed in many different ways. If the project is behind schedule or over budget, the BEP may move out in time; if the project is ahead of or under budget the BEP may occur earlier. In either case, the information is important for decision-making based on the value of the investment throughout the project life-cycle. For the Project Management Review, it is recommended that the project leader replace the text on the ROI document through -

1) A note stating which stage of its cycle the project is in

(2) A bulleted list of the most important points from the memorandum of record

(3) A copy of the memorandum of record for the Review repository.

In subsequent Reviews of the information system, the ROI slide can be eliminated from the package. There is one notable exception to this guidance. Any internal use software project in the maintenance phase of its lifecycle that adds a new site or undertakes an enhancement or technology refresh that reaches the cost threshold established by Standard will need to satisfy capitalization requirements. It requires all agencies to capitalize items acquired or developed for internal use if the expected service life is two or more years and its cost meets or exceeds the agencys threshold for internal use software. The standard requires capitalization of direct and indirect costs, including
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employee salaries and benefits for both Federal and Contractor employees who materially participate in the Software project. Program managers are considered to be the source of cost information for internal use software projects. If capitalization data is collected for the project in the future, the project would be expected to calculate and track its ROI. ROI should be reflecting actual returns observed through pilot projects and prototypes. Q.6 XYZ Company implements CMMI level-03. To make further changes it decides on starting a new division in the organization. It decides to advance the existing project management. What are the steps to be followed by the organization to drive project management to a new horizon? Capability Maturity Model Integration (CMMI) is a process improvement approach that helps organizations improves their performance. CMMI can be used to guide process improvement across a project, a division, or an entire organization. CMMI in software engineering and organizational development is a process improvement approach that provides organizations with the essential elements for effective process improvement. CMMI is a trademark owned by Software Engineering Institute of Carnegie Mellon University.

Managing the change is one of the most important and risky job. As the changes should be acceptable by all of them and moreover it should be successful. CMMI originated in software engineering but has been highly generalized over the years to embrace other areas of interest, such as the development of hardware products, the delivery of all kinds of services, and the acquisition of products and services. The word "software" does not appear in definitions of CMMI. This generalization of improvement concepts makes CMMI extremely abstract. It is not as specific to software engineering as its predecessor, the Software CMM.

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Following steps to be followed by the organization to drive project management to a new horizon.

Motivate Change

Create Vision

Develop Support

Manag The Transmistion

Sustain Moemntun

Motivate Change: Any changes in the project are not acceptable in initial stage. It is Project Manager role to make understand the members about the need of change. This phase includes creating a readiness for change in a project team and developing approaches to overcome resistance to change. Project manager has to express the current status of the organization and the project goal to achieve. The project manager should approach the member by showing the realistic view for implementing CMMI level-03 and how it will be beneficial for each member once it is successful. Create Vision: The project managers must eloquent a clear vision. The project manager should give clear vision of CMMI level-03 and effort to make it successful. The project manager should also illustrate how the achievement of CMMI level-03 will improve the organization. It is very important for team member to believe that the vision is pertinent and achievable. Developing Political Support: This phase of change management should not be ignored as this is often prevents successful change from occurring. Project managers must realize that power is important among members for recognition and their personal growth. Political issue is hence critically important to recognize and manage during change activities. Managing Transition: All the action plans towards implementation of CMMI level03 is executed in this phase. In this phase include strong, clear, ongoing communication about the need for the change, the status of the change and the solicitation of team members continuing input to the change effort. Sustaining Momentum: This is most important and difficult phase in implementing the CMMI level-03 and to sustain the momentum of the implementation and adjustment of plans. The implementation of new project can encounter a wide
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variety of roadblocks like a strong resistance from member of the project, a sudden exit of a key leader in the organization and many others. Strong, visible, ongoing support from top leadership is critically important to show overall credibility and accountability in the change effort. Those involved in change effort often need ongoing support, in the form of provision of resources. Including training and coaching. To sum up; the above steps is very important for success of CMMI level-03. To achieve the success it is very important that from top to bottom everyone give full support for implementing the project. Usually a member will always discourage the change as it affects their daily routine; it is project manager challenge how he encourage the member to implement the new project by his strong approach.

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