PM Unit II Q & A

7/23/2019 PM Unit II Q & A

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Review Questions for Unit II

Chapter - 4

End of Chapter – Review Questions

1. What are the six elements of a tpi!al s!ope statement"

a. Project objective b. Deliverables

c. Milestones

d. Technical requirements

e. Limits and exclusionsf. Reviews with customer.

#. What $uestions does a pro%e!t o&%e!tive answer" What would &e an example of

a 'ood pro%e!t o&%e!tive"

The project objectives answers what, when, and how much. To replace the Pamban bride b! "#st $ct %&#' at a cost not to exceed ()R #.* +rores.

(. What does it mean if the priorities of a pro%e!t in!lude) *ime–!onstrain+ ,!ope-

a!!ept+ and Cost–enhan!e"

The project must be completed on a specific date, the scope can be scaled bac in

order to meet cost and time objectives, and when possible see opportunities toreduce costs.

4. What inds of information are in!luded in a wor pa!a'e"

-or pacaes include the followin t!pes of information

a. -or to accomplish a sement of the project /what0.

b. Time to accomplish the wor pacae /how lon0.

c. Time1phased budet for the wor pacae and total cost to complete the wor

pacae /cost0.d. Resources needed to complete the wor pacae /how much0.

e. 2inle person responsible for accomplishment of the wor pacae /who0.

f. Monitorin points for measurin proress durin implementation of the wor pacae /milestones0

. 3n! specifications critical to the wor pacae.

. When would it &e appropriate to !reate a responsi&ilit matrix rather than a

full-&lown W/,"

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$n smaller projects where verbal, face1to1face communication is possible, a

responsibilit! matrix should be adequate. 2ometimes a responsibilit! matrix is used

for a sement of a project or one in which a team wishes to stress responsibilit!.

0. ow does a !ommuni!ation plan &enefit mana'ement of pro%e!ts"

The advantae of establishin a communication plan is that instead of respondin to

information requests !ou are controllin the flow of information. 4eepinstaeholders informed with timel! information reduces confusion, unnecessar!

interruptions, and can provide project manaers reater autonom!. -h!5 6ecause

b! reportin on a reular basis how thins are oin and what is happenin, !ou

allow senior manaement to feel more comfortable about lettin the team completethe project without interference

2dditional Q 3 2

1. What is meant & wor &rea down stru!ture" ov56e! #714

$nce the scope and deliverables have been identified, the wor of the project can be

successivel! subdivided into smaller and smaller wor elements. The outcome of this

hierarchical process is called -or 6readown 2tructure /-620. 7se of -62 helpsto assure project manaers that all products and wor elements are identified, to

interate the project with the current orani8ation, and to establish a basis for control.

6asicall!, -62 is an outline of the project with different levels of detail.

The -62 beins with the project as the final deliverable. Major project wor

deliverables are identified first9 then the subdeliverables necessar! to accomplish the

larer deliverables are defined. The process is repeated until the subdeliverable detailis small enouh to be manaeable and where one person can be responsible. This

subdeliverable is further divided into wor pacaes. The lowest subdeliverable

usuall! includes several wor pacaes. The wor pacaes are rouped b! t!pe of wor : for example desin and testin. This roupin facilitates a s!stem for

monitorin project proress b! wor, cost and responsibilit!.

#. 6is!uss the role of multidis!iplinar teams in pro%e!t plannin'. ov56e! #714

$rani8ational 6readown 2tructure /$620 depicts how the firm is orani8ed to

dischare its wor responsibilit! for a project. Provides a framewor to summari8e orani8ation wor unit performance.

(dentifies orani8ation units responsible for wor pacaes.

Ties orani8ational units to cost control accounts.

The intersection of wor pacaes and the oranisational unit creates a project control

point /cost account0 that interates wor and responsibilit!.

7/23/2019 PM Unit II Q & A


Responsi&ilit 8atrix 9R8:; 3lso called a linear responsibilit! chart. (t summari8es

the tass to be accomplished and who is responsible for what on the project.

; Lists project activities and participants.; +larifies critical interfaces between units and individuals that need coordination.

; Provide an means for all participants to view their responsibilities and aree on

their assinments.

; +larifies the extent or t!pe of authorit! that can be exercised b! each participant..

7/23/2019 PM Unit II Q & A


(. Enumerate the steps in pro%e!t plannin' pro!ess ov56e! #714

2tep # Definin the Project 2cope

• 3 definition of the end result or mission of the project<a product or service

for the client=customer<in specific, tanible, and measurable terms.

• Purpose of the 2cope 2tatement : To clearl! define the deliverable/s0 for the end user. : To focus the project on successful completion of its oals.

: To be used b! the project owner and participants as a plannin tool and

for measurin project success.

2tep % >stablishin Project Priorities

• +auses of Project Trade1offs 2hifts in the relative importance of criterions

related to cost, time, and performance parameters

• 6udet:+ost

• 2chedule:Time

• Performance:2cope

• Manain the Priorities of Project Trade1offs

: +onstrain a parameter is a fixed requirement. : >nhance optimi8in a criterion over others.

: 3ccept reducin /or not meetin0 a criterion requirement.

2tep " +reatin the -or 6readown 2tructure

• -or 6readown 2tructure /-620

: 3n hierarchical outline /map0 that identifies the products and wor

elements involved in a project.

: Defines the relationship of their final deliverable /the project0 to itssubdeliverables, and in turn, their relationships to wor pacaes

: 6est suited for desin and build projects that have tanible outcomesrather than process1oriented projects.

2tep ? (nteratin the -62 with the $rani8ation

• $rani8ational 6readown 2tructure /$620 Depicts how the firm is

orani8ed to dischare its wor responsibilit! for a project.

; Provides a framewor to summari8e orani8ation wor unit

performance.; (dentifies orani8ation units responsible for wor pacaes.

; Ties orani8ational units to cost control accounts.

2tep * +odin the -62 for the (nformation 2!stem

• -62 +odin 2!stem (t defines

; Levels and elements of the -62

; $rani8ation elements; -or pacaes

; 6udet and cost information

7/23/2019 PM Unit II Q & A


3llows reports to be consolidated at an! level in the orani8ation structure

7/23/2019 PM Unit II Q & A


Chapter -

End of Chapter – Review Questions

1. Wh are a!!urate estimates !riti!al to effe!tive pro%e!t mana'ement"

-ithout accurate time and cost estimates project control is ineffective. (naccurate

estimates can mae the difference between profit or loss.

• Time and cost estimates are major inputs to project plannin.

• Project control is completel! dependent on accurac! of estimates.

• >stimates are needed to support ood decisions.

• >stimates are used to determine project duration and cost.

• >stimates are used to develop cash flow needs.

• >stimates are used to develop time1phased budets and establish the project

baseline.

• 3bsence of estimates results in inaccuracies which result in time and cost

under=overruns.

• The activit! of estimatin reduces error.

#. ow does the !ulture of an or'ani<ation influen!e the $ualit of estimates"

$rani8ation culture can influence project estimates dependin on the importance theorani8ation places on estimatin. 7se of top1down versus bottom1up estimatin can

influence estimates. @ow paddin is handled stronl! influences estimates. @ow

orani8ation politics is tolerated can severel! influence estimates.

(. What are the differen!es &etween &ottom-up and top-down estimatin'

approa!hes" Under what !onditions would ou prefer one over the other"

Top1down estimates are t!picall! used in the project conceptual phase, and depend on

surroate measures such as weiht, square feet, ratios. Top1down methods do not

consider individual activit! issues and problems. Top1down estimates are ood for rouh estimates and can help select and prioriti8e projects.

6ottom1up time and cost estimates are usuall! tied directl! to the -62 and a wor pacae. These estimates are made b! people familiar with the tas, which helps to

ain bu!1in on the validit! of the estimate. 7se of several people should improve the

accurac! of the estimate. 6ottom1up estimates should be preferred if time to estimateis available, estimatin cost is reasonable, and accurac! is important.

4. What are the ma%or tpes of !osts" Whi!h !osts are !ontrolla&le & the pro%e!t

mana'er"

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Direct, direct overhead, and eneral and administrative costs. Direct costs are

controllable b! the project manaer. Direct overhead and eneral and administrative

costs are onl! controllable in the sense that if the resource or project is finished earl!or late the costs will continue for the duration of the project.

2dditional Q 3 2

1. ow do ou plan the &ud'et for un!ertaint =ro%e!t" ov56e! #714

Rane >stimatin wors the best when wor pacaes have sinificant uncertaint!

associated with the time or cost to complete. (t is prudent to determine three time

estimates /low, averae A hih0 influenced b! factors such as complexit!, technolo!,

newness, familiarit!. The low to hih ive a rane within which the averae estimatewill fall. @avin a roup determine the low, averae and hih cost or duration ives

best results. Broup estimatin tends to refine extremes b! brinin more evaluative

judements to the estimate and potential riss. (n other words, Rane estimatin

method provides a basis for assessin ris, manain resources, and determinin the project continenc! fund.

PM Unit II Q & A

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