Final Exam-IT Project Mgnt

8/13/2019 Final Exam-IT Project Mgnt

1/13

IT PROJECT MANAGEMENT

IMPORTANT NOTES:1. This closed-book exam is part of the final mark of this paper. You must complete this

closed-book exam if you wish to be eligible to pass this paper.2. The invigilator will provide you enough copies of paper where you will write your

answers. Please write legibly otherwise your answer may not be given thecorresponding mark.

!. "nsure that this cover sheet is filled in and attached to your completed closed-bookexamination.

#. $ny student caught cheatingwill receive ZERO. $ seating plan will be created bythe invigilator at the time of the exam and if copyingis identified %i.e. your work isthe same as any of the students seated around you& it will be marked ZERO.

'. (efer to your )ourse *andbook for regulations relating to (ecount+ (econsiderationof ,arks. This must be applied for WITHIN 3 DASfrom the date $ssessmenteedback is provided by the lecturer or nominated representative. $ll applicationsare to be submitted to your lecturer or nominated representative. ote/ No!ea""e""#ent" a!e pe!#itte$ %o! &ina' E(a#")

*ea!ningO+tco#e

,+e"tionNo

Tota' Ma!-" A''ocate$Tota' Ma!-"Achie.e$

/ / 0

1 1 2

3 3 2

0 0

2 2 /0

4 4 /0

Tota' 5 2/ #a!-"

QUEENS ACADEMIC GROUP| Q410 Installing and Configuring Windows Server ConceptsQ410-A4-01

1

St+$ent Na#e

St+$ent ID No

Date an$ Ti#e

*ect+!e!

Open 6 C'o"e$7oo-

)losed book

Ti#e a''o8e$ ! hours %plus 10 minutes reading time&

9 o% &ina' Ma!- #0

Assessment No. 4

Final Exam


2/13

&ina' Ma!- + 29

Question No 1

3f you are a pro4ect manager of any pro4ect describe the inputs that you need to create a

pro4ect schedule for a successful completion of the pro4ect.

Question No 2

The following table delineates the necessary tasks that must be performed for Microwave

Oven System The table focuses on all tasks that occur prior to the testing phase and the

second table focuses on all tasks that occur as part of the testing phase The table estimate theduration of each task using units of work days and assigns each task a uni!ue task "# The

table is the work breakdown structure for the Microwave Oven System

Task Description Duration in

Work Days

Dependent

Upon

T1 "ndividual $omponent Testing % days None

T2 "nput &rocessing and Monitoring Testing % days T1

T' $lock Module Testing 1 day T1

T( Timer Module Testing 1 day T1

T% )uto $ook &reset Module Testing 1 day T1

T* )uto #efrost Module Testing 1 day T1

T+ $ooking $ontrol Module Testing 2 days T1

T, Oven $ontrol Module Testing 1 day T1

T- Timer #isplay Module Testing 1 day T1

T1. &ower #isplay Module Testing 1 day T1

T11 /eeper Module Testing 1 day T1

T12 $ommand &rocessing Sub0system Testing % days T2 T11

T1' Oven $ontrol Sub0system Testing ( days T2 T11

T1( Output &rocessing Sub0system Testing 2 days T2 T11

T1% Microwave Oven System Testing 1% days T12 T1(

T1* )cceptance Testing 1. days T1%

rom the above table draw the activity Network to show the critical path which tells you the

shortest possible time to finish the work


2


3/13

1. Marks

Question No '

3hat is &ro4ect 5uman 6esource Management7 &rovide a sample diagram of Organi8ational

$hart for a 9arge "T &ro4ect

1. Marks

Question No (

3hat is pro4ect $ommunication Management7 3hat the components of &ro4ect

$ommunication :;plain each of them with e;ample

1% Marks

Question No %

3hat are the critical skills that a pro4ect manager should have to run and successfully finish

the pro4ect7 :;plain briefly at least % skills

1% Marks

,+e"tion No 4) 15 Marks

a. 5hat is Pro4ect budgeting6 ! ,arks

b. 5hat do you mean by rrefining the pro4ect budget6 7 ,arks

Read the following scene. In the scene, Nicholas, Marcus, and Caroline are meeting in

the conference room. They have quite a few papers spread around them on the table,

and they are each holdingloo!ing at a piece of paper.

Nicholas" I thin! we#ve identified all of our costs for the $earson $ro%ect. Now, we need

to really dig in and ma!e sure our cost estimates are accurate.

Marcus" I have to admit&the cost of labor seems a little low to me. 'fter reviewing

Caroline#s information, I thin! we#re going to need more construction personnel.

Caroline" (efinitely. )Looking at Nicholas* +hen I gave you that figure, I was guessing.

Now that I#ve had time to do more research and tal! to more organiations, I agree with

Marcus.

Nicholas" )Looking at Caroline* +hat do you thin! is a realistic estimate-


'


4/13


5/13

IT PROJECT MANAGEMENT


%

St+$ent Na#e

St+$ent ID No

Date an$ Ti#e

*ect+!e!

Assessment No. 4

Final Exam-Markin G!i"eQ410-A4-01


6/13


7/13

8uestion o. 2 10 ,arks

8uestion o. !

5hat is Pro4ect *uman (esource ,anagement6 Provide a sample diagram of

>rgani?ational )hart for a @arge 3T Pro4ect

,aking the most effective use of the people involved with a pro4ect.

Processes include/

*uman resource planning/ 3dentifying and documenting pro4ect roles

responsibilities and reporting relationships.

$cAuiring the pro4ect team/ Betting the needed personnel assigned to and

working on the pro4ect.

9eveloping the pro4ect team/ Cuilding individual and group skills to enhance

pro4ect performance.

,anaging the pro4ect team/ Tracking team member performance motivating

team members providing timely feedback resolving issues and conflicts and

coordinating changes to help enhance pro4ect performance.


+


8/13

!. 5hat is pro4ect )ommunication ,anagement6 5hat the components of Pro4ect

)ommunication. "xplain each of them with example.

1' ,arks


,


9/13

S+gge"te$ An"8e!

)ommunications planning/ 9etermining the information and communications needs

of the stakeholders.

3nformation distribution/ ,aking needed information available to pro4ect stakeholders

in a timely manner.

Performance reporting/ )ollecting and disseminating performance information

including status reports progress measurement and forecasting.

,anaging stakeholders/ ,anaging communications to satisfy the needs and

expectations of pro4ect stakeholders and to resolve issues

Co##+nication" p'anning:

"very pro4ect should include some type of communications management plan a

document that guides pro4ect communications.

)reating a stakeholder analysis for pro4ect communications also aids in

communications planning.

In%o!#ation Di"t!i7+tion

Betting the right information to the right people at the right time and in a useful format

is 4ust as important as developing the information in the first place.

3mportant considerations include/


10/13

&o!eca"t"predict future pro4ect status and progress based on past

information and trends.

,anaging :takeholders

Pro4ect managers must understand and work with various stakeholders.

eed to devise a way to identify and resolve issues.

Two important tools include/

"xpectations management matrix

3ssue log

8uestion o. #

5hat are the critical skills that a pro4ect manager should have to run and successfully finishthe pro4ect6

:uccessful pro4ect managers are in high demand as organi?ations strive to deliver

successful pro4ects at a faster pace in increasingly complex environments. There are a few

critical skills that make pro4ect managers successful ;

Subject Matter Knowledge

"ffective pro4ect managers understand the inner workings of their organi?ations

and know enough about their products+services to hold intelligent conversations

with %1& customers %2& stakeholders %!& suppliers and %#& functional leaders

within the organi?ation.

The best pro4ect managers are excellent listeners and view exchanges with the

above groups as learning opportunities.

Pro4ect managers that are new to an organi?ation set aside learning timeeach

week to better understand and interact with the four groups noted above. This

learning investment is paid back many times over in the form of good decisions

effective meetings and successful pro4ect delivery %and fewer headachesD&


1.


11/13

Project Management Tools

"ffective pro4ect managers understand how when, and whyto deploy pro4ect

management disciplines at different points in a pro4ect. "xamples of these tools

include pro4ect definition planning scheduling vendor management risk

assessment budgeting change management and pro4ect control.

Interpersonal and Leadership Skills

:uccessful pro4ect managers know how to motivate people who do not work for

them and keep teams working effectively together.

8uite simply effective pro4ect managers tend to be as ElikeableF as they are

assertive.

Organization

Pro4ect managers create structure from chaos by using specific tools such as

charters risk assessments Bantt charts decision matrices and many other tools

throughout the pro4ect.

Time Management

:teven )oveyGs Auote The enemy of the best is the good, applies especially well to

pro4ect managers. They understand that there are countless goodthings to be

involved in but there are a vital few bestthings that must come first each day.:uccessful pro4ect managers are very good at saying E3Gm sorry but 3 canGt support

that right now.F

:uccessful pro4ect managers also respect their teammatesG time. Pro4ect managers

run efficient meetings which results in good attendance by all parties over the long

run.

Communication

Pro4ect managers communicate clearly concisely and freAuently. They know for

example when a simple email will suffice or when a Eworking documentF like a

pro4ect charter will better serve their purpose.QUEENS ACADEMIC GROUP| Q410 Installing and Configuring Windows Server ConceptsQ410-A4-01

11
http://projectmanagementskills.info/wp-content/uploads/2012/10/projectmanagementskills2.jpg


12/13

Political Sa!

There are times when interpersonal skills are not enough to garner the support

needed from the organi?ation on one or more pro4ect tasks. 3n these cases pro4ect

managers use senior leadership support to get things done. Pro4ect managers are

very good at scheduling update forums with senior leadership and functional leaders

to ensure that all business functions are making the pro4ect a priority.

Com"ortable #unning a Meeting

$s a pro4ect manager spend a lot of time orchestrating meetings. :+he must be

comfortable running meetings with wide variety of audiences. *ere are three tips for

success/

%1& stop thinking about how you are coming off in the meeting and think about

the pro4ectGs success instead

%2& organi?e ahead ; state meeting ob4ectives at the start of the meeting and

do your best to keep the meeting on track to achieve those ob4ectives

%!& Hnow when to lean on others for answers ; as a pro4ect manager you will

likely not be the sub4ect matter expert in the room and no one should expect

you to be.

'. 5hat is Pro4ect budgeting6 *ow to control the cost of the pro4ect6

Pro4ect budgeting is closely related to cost approximation and entails distributing overall costestimates to specific pro4ect activities. 9oing so enables the pro4ect stakeholders to knowwhen costs will be incurred so they can monitor and measure the actual performance of thepro4ect against the estimates.

(efining the pro4ect budget

1nce the estimated costs for a pro%ect have been identified, you might need to refinethem. There are a few steps you should ta!e to refine a pro%ect budget"

Review each tas! estimate carefully to ma!e sure it is reasonable.

Identify any areas in which the cost estimate was more of a 2guesstimate3 and

convert those numbers to realistic estimates.

Ma!e sure that all estimates are within the degree of accuracy required for your

specific pro%ect.

:teps for controlling costs

5hen controlling pro4ect costs it is important to identify both positive and negativevariances. :ome steps to follow when controlling pro4ect costs include/

,onitor pro4ect costs through status reports to detect variances from the cost

baseline.

3dentify why the variance has occurred.


12


13/13

Documents

Final Exam-IT Project Mgnt