MB0049 Q1 : Write a short note on the following: a. Work Breakdown Structure b.

Estimation Approach Answer: Work Breakdown Structure (WBS) The entire process of a project may be considered to be made up on number of sub process placed in different stage called the Work Breakdown Structure (WBS). WBS is the technique to analyses the content of work and cost by breaking it down into its component parts. Project key stages form the highest level of the WBS, which is then used to show the details at the lower levels of the project. Each key stage comprises many tasks identified at the start of planning and later this list will have to be validated. WBS is produced by identifying the key elements, breaking each element down into component parts and continuing to breakdown until manageable work packages have been identified. These can then be allocated to the appropriate person. The WBS does not show dependencies other than a grouping under the key stages. It is not time based there is no timescale on the drawing. The work breakdown structure has a number of benefits in addition to defining and organizing the project work. A project budget can be allocated to the top levels of the work breakdown structure, and department budgets can be quickly calculated based on the each projects work breakdown structure. By allocating time and cost estimates to specific sections of the work breakdown structure, a project schedule and budget can be quickly developed. As the project executes, specific sections of the work breakdown structure can be tracked to identify project cost performance and identify issues and problem areas in the project organization. Project work breakdown structures can also be used to identify potential risks in a given project. If a work breakdown structure has a branch that is not well defined then it represents a scope definition risk. These risks should be tracked in a project log and reviewed as the project executes. By integrating the work breakdown structure with an organization breakdown structure, the project manager can also identify communication points and formulate a communication plan across the project organization. When a project is falling behind, referring the work breakdown structure will quickly identify the major deliverables impacted by a failing work package or late sub- deliverable. The work breakdown structure can also be color coded to represent sub- deliverable status. Assigning colors of red for late, yellow for at risk, green for on-target, and blue for completed deliverables is an effective way to produce a heat-map of project progress and draw managements attention to key areas of the work breakdown structure.

The following guidelines should be considered when creating a work breakdown structure:

The top level represents the final deliverable or project Sub-deliverables contain work packages that are assigned to a organizations department or unit All elements of the work breakdown structure dont need to be defined to the same level The work package defines the work, duration, and costs for the tasks required to produce the sub-deliverable Work packages should not exceed 10 days of duration Work packages should be independent of other work packages in the work breakdown structure Work packages are unique and should not be duplicated across the work breakdown structure

Estimation Approach Estimation is the process of predicting the most realistic use of effort required to develop or maintain projects based on incomplete, uncertain and/or noisy input. Effort estimates may be used as input to project plans, iteration plans, budgets, and investment analyses, pricing processes and bidding rounds. There are two types of estimation approaches:1. Bottom up approach The bottom up approach consists of the following steps. i) Project manager first divides the product under development into major modules. ii) Each module is subdivided into smaller units. iii) Project manager defines a standard for manufacturing and self-testing by Identifying modules in the system and classifying them as simple, medium or complex Using either the provided standard definitions or definitions from past projects as much as possible Getting the average build effort for simple/medium/complex (S/M/C) programs from the baseline if a project specific baseline exists

1. Top down Approach The top down approach consists of the following steps. i) Getting the estimate of the total size of the product in function points ii) Fixing the productivity level for the project using the productivity data from the project specific capability baseline from the general process capability baseline, or from similar projects iii) Obtaining the overall effort estimate from the productivity and size estimates iv) Using effort distribution data from the process capability baselines or similar projects to estimate the effort for the various phases v) Refining the estimates taking project specific factors into consideration Estimation Tools a. Algorithmic model It consists of one or more algorithms that produce an effort estimate as a function of a number of variables or cost drivers. b. Expert judgment It relies on one or more people who are considered experts in some Endeavour related to the problem at hand. For example, it can be a software application or effort estimation. c. Analogy It refers to the comparison of the proposed project to completed projects of a similar nature whose costs are known. The organizations process database is a source for historical cost data. d. Top down An overall cost estimate for the project is derived from global properties of the product. This estimate will usually be based on the previous projects and will include the costs of all functions in a project like integration, documentation, and quality assurance and configuration management. e. Bottom-up Each component of the software product is separately estimated and the results aggregated to produce an estimate for the overall job. f. Automated estimation models A number of computerized models are available which estimate cost and schedule from user inputs of size and environmental cost factors. Most of these are algorithmic models that use components as the measure of size.

Q2 : List and define in Brief all the tools for Post Implementation Review. Answer: Tools for Post Implementation Review Completing a project is not the same thing as ending the project management process. Simply finishing doesnt ensure that the organization benefits from the projects outcome. For example, after completing a yearlong project to establish a new quality management process for your organization, you want to make sure that what you set out to do was actually achieved. Your objective wasnt to simply deliver a process but rather, to deliver the process that addresses the specific business need you intended to meet. This is the real measure of success. To make the most of the benefits that the project can deliver, however, you also need to check to see if further improvements will deliver still greater benefit. You also need to ensure that the lessons learned during the project are not forgotten. You can more effectively design and execute future projects when you take advantage of lessons learned through experience of previous projects. So how can you properly measure a projects success, and work toward continuous improvement? This is where the process of Post-Implementation Review (PIR) is helpful. It helps you answer the following key questions:

Did the project fully solve the problem that it was designed to address? Can we take things further, and deliver even bigger benefits? What lessons did we learn that we can apply to future projects?

The key to a successful PIR is recognizing that the time spent on the project is just a small part of an ongoing time-line. For people and organizations that will be working on similar projects in the future, it makes sense to learn as many lessons as possible, so that mistakes are not repeated in future projects. And for organizations benefiting from the project, it makes sense to ensure that all desired benefits have been realized, and to understand what additional benefits can be achieved. A good time to start thinking about the Post Implementation Review is when members of the project team remember the most shortly after the project has been delivered, and when most of the problems have been ironed-out. Start to list ideas and observations while they are still fresh in peoples minds. However, to adequately assess the quality of the implementation and complete this process, youll need to wait long enough for the changes caused by the project to truly take effect.

Here are some tips for conducting the PIR:

Ask for openness Emphasize the importance of being open and honest in your assessment, and make sure that people arent in any way punished for being open. Be objective Describe what has happened in objective terms, and then focus on improvements. Document success Document practices and procedures that led to project successes, and make recommendations for applying them to similar future projects. Look with hindsight Pay attention to the unknowns (now known!) that may have increased implementation risks. Develop a way of looking out for these in future projects. Be future-focused Remember, the purpose is to focus on the future, not to assign blame for what happened in the past. This is not the time to focus on any one person or team. Look at both positives and negatives Identify positive as well as negative lessons.

There are various tools for post project implementation review that may be considered for improving and developing processes of the project. Reports are prepared on the same which becomes the basis for all future discussion. Some of the tools that may be considered for post implementation review are a) Final Product Evaluation: This may be done through regularly organized meetings and quality reviews. b) Outstanding Project Work Evaluation: All outstanding works of a project can be reviewed to check its output quality, its performance compared to planned and evaluate the same. c) Project Review: Review questionnaire may become important if the reviews are to be structured and group discussion may be initiated depending upon the points to be discussed. d) Process Evaluation: Evaluation of any process is one of the key issues of the project

Q.5 Comment on the following: a. Importance of DMAIS in project management cycle Answer: The Project management Life Cycle goals or objectives. Irrespective of the complexities of the project, a life cycle of a project consists of a) Understanding the scope and objectives of the project b) Formulating and planning various activitiesd) Executing the projectd ) Monitoring the project and controlling the project resources b. Knowledge areas of project management. Project Management Information System (PMIS) An information system is mainly aimed at providing the management at different levels with information related to the system of the organization. It helps in maintaining discipline in the system. An information system dealing with project management tasks is the project management information system. It helps in decision making in arriving at optimum allocation of resources. The information system is based on a database of the organization. A project management information system also holds schedule, scope changes, risk assessment and actual results. The information is communicated to managers at different levels of the organisation depending upon the need. Let us find how a project management information system is used by different stakeholders. The four major aspects of a PMIS are a. Providing information to the major stakeholders b. Assisting the team members, stakeholders, managers with necessary information and summary of the information shared to the higher level managers c. Assisting the managers in doing what if analyses about project staffing, proposed staffing changes and total allocation of resources d. Helping organisational learning by helping the members of the organisation learn about project management Usually, the team members, and not the systems administrators of the company, develop a good PMIS. Organisations tend to allocate such responsibility by rotation among members with a well designed and structured data entry and analytical format.

Q.3 What are the various SCMo softwares available in project management? Explain each in brief. Supply Chain Monitoring (SCMo) The intent of this document is to define the structure of the Documentation System, its content, the method of content generation and to attain common documentation of all standard processes of ODETTE. The documentation is valid for the SCM group of ODETTE. The Documentation System is intranet based to provide immediate access to current, up-to-date process documentation.The system allows users to navigate through graphical structures to relevant documentation and processes which were created with the ARIS-Toolset. There are various advantages of using such a documentation system. The various SCMo softwares available in project management a) Standard / Best Practices: Documentation system stores and presents standards and best processes tobe adhered to across the industry. This also helps the organisation to secure their correct applications. b) Central Repository: It also offers a central location of all processes and system related information. This includes customising documentation to working guidelines. c) Adaptation: Adaptation is another unique objective achieved through documentation system. They allow flexible and quick adaptation in case of process changes or enhancement and provide the updated information immediately. d) Reference: It also provides easy and quick reference to the documents. They present the standard processes in the intranet, where users can look up the current processes whenever necessary. e) Availability: Process documentation system is available at every working location.