PC TRAINING & BUSINESS COLLEGE

HIGHER EDUCATION AND TRAINING

DEPARTMENT OF MEDIA, INFORMATION &
COMMUNICATION TECHNOLOGY
DIPLOMA IN INFORMATION TECHNOLOGY
IT PROJECT MANAGEMENT
CONTINUOUS ASSESSMENT 1-FIRST SEMESTER 2012
DURATION: 2 HOURS MARKS: 100 DATE: 29
MARCH 2012
EXAMINERS : TAURAI CHIKOTIE CAPE TO!N SSOD"
MODERATORS: MOSHIRA #2 DIAGONAL, JOHANNESBURG SSOD"

This PAPER consists of $ questions and # pages including this page.
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*) You are required to answer all questions. +ule o, after each question.
SUGGESTED TIME RE-UIRED TO ANS!ER THIS -UESTION PAPER
-UESTIO
N
SUBJECT MARKS TIME IN MINUTES
1 -UESTION 1 0. 10
2 -UESTION 2 21 2$
# -UESTION # 2# 2$
/ -UESTION / 20 2$
$ -UESTION $ 2. #$
TOTAL 100 120
P,0( 1 &1 10
-UESTION 1
20. MARKS3
P'&456( , %7(,' ,86 %&8%5*( 6(985)5&8 1&' ):( 1&77&;580 )('<*:
1=1 P'&>(%)
2"
pro-ect is a sequence of unique, comple", and connected activities
having one goal or purpose and that must be completed by a speci.c
time, within budget, and according to speci.cation.
1=2 R5*? M,8,0(<(8)
2"
%s the identi.cation, assessment, and prioriti/ation of ris's.
1=# S%&+( )'5,807(
2"
The triangle illustrates the relationship among three primary forces in
a pro-ect. The geographic area inside the triangle represents the scope
and quality of the pro-ect. 0ines representing time, cost, and resource
availability bound scope and quality.
1=/ R()@'8 &8 I84(*)<(8)
2"
( performance measure used to evaluate the e)ciency of
an investment or to compare the e)ciency of a number of di,erent
investments. To calculate +1%, the bene.t 2return) of an investment is
divided by the cost of the investment3 the result is e"pressed as a
percentage or a ratio.
-UESTION 2
221 MARKS3
2.1 4rovide a clear and concise de.nition of scope creep
2$)
S%&+( %'((+ is the term that has come to mean any change in the
pro-ect that was not in the original plan. This phenomenon can occur
when the scope of a pro-ect is not properly de.ned, documented, or
controlled. %t is generally considered a negative occurrence that is to be
avoided.
2.2 rie5y e"plain the following types of scope creep6
2=2=1H&+( %'((+
2"
H&+( %'((+ is the result of a pro-ect team member7s getting behind
schedule, reporting that he or she is on schedule, but hoping to get
bac' on schedule by the ne"t report date.
2=2=2EA&') %'((+
2"
EA&') %'((+ is the result of the team member7s wor'ing but not
ma'ing progress proportionate to the wor' e"pended.
2=2=#F(,)@'( %'((+
2"
P,0( 2 &1 10
F(,)@'( %'((+ results when the team members arbitrarily add
features and functions to the deliverable that they thin' the customer
would want to have. The problem is that the customer didn7t specify
the feature, probably for good reason
2=# B'5(BC (D+7,58 ):( 94( %&<<&8 %&8*)',58)* ):,) &+(',)( &8
(4('C *&1);,'( +'&>(%)
218)
S%&+(
9cope is a statement that de.nes the boundaries of the pro-ect. %t
tells not only what will be done but also what will not be done. 9cope
may also be referred to as a document of understanding, a scoping
statement, a pro-ect initiation document, and a pro-ect request form.
-@,75)C
Two types of quality are part of every pro-ect6
The .rst is +'&6@%) E@,75)C. This refers to the quality of
the deliverable from the pro-ect.
The second type of quality is +'&%(** E@,75)C, which is
the quality of the pro-ect management process itself. The focus
is on how well the pro-ect management process wor's and
how can it be improved.
C&*)
The money required for doing the pro-ect is another variable that
de.nes the pro-ect. %t is best thought of as the budget that has been
established for the pro-ect.
T5<(
The customer speci.es a timeframe or deadline date within which the
pro-ect must be completed. To a certain e"tent, cost and time are
inversely related to one another. The time a pro-ect ta'es to be
completed can be reduced, but cost increases as a result.
R(*&@'%(*
are assets, such as people, equipment, physical facilities, or
inventory that have limited availabilities, can be scheduled, or can be
leased from an outside party. 9ome are ."ed3 others are variable only
in the long term.
-UESTION # 22#
MARKS3
#=1 !:,) 5* , P'&>(%) P7,8, 58 C&@' ,8*;(' :50:750:) ,86 (D+7,58
,8C ):'(( F(8(9)* &1 6(4(7&+580 *@%: , +7,8
."
P'&>(%) +7,8 is a roadmap to how the wor' will be performed. %t is
also a tool for decision ma'ing. The plan suggests alternative
approaches, schedules, and resource requirements from which the
pro-ect manager can select the best alternative.
P,0( # &1 10
P7,88580 '(6@%(* @8%('),58)C: :enerally, the pro-ect wor' does
not occur e"actly as planned, but planning the wor' allows the
pro-ect manager to consider the li'ely outcomes and to put the
necessary corrective measures in place.
P7,88580 58%'(,*(* @86('*),86580: The act of planning gives a
better understanding of the goals and ob-ectives of the pro-ect.
P7,88580 5<+'&4(* (G%5(8%C: 1nce we have de.ned the pro-ect
plan and the necessary resources to carry out the plan, we can
schedule the wor' to ta'e advantage of resource availability. ;e also
can schedule wor' in parallel3 that is, we can do tas's concurrently,
rather than in series. y doing tas's concurrently, we can shorten the
total duration of the pro-ect. ;e can ma"imi/e our use of resources
and complete the pro-ect wor' in less time than by ta'ing other
approaches.
$.2 ;ith the aid of a diagram brie5y e"plain the following phases of the
traditional 4ro-ect <anagement 0ife !ycle6
#=2=1S%&+( &1 ):( +'&>(%)
#"
9tate the problem&opportunity.
Establish the pro-ect goal.
=e.ne the pro-ect ob-ectives.
%dentify the success criteria.
0ist assumptions, ris's, and obstacles
#=2=2D(4(7&+ ):( +'&>(%) +7,8
#"
%dentify pro-ect activities.
Estimate activity duration.
=etermine resource requirements.
!onstruct&analy/e the pro-ect networ'.
4repare the pro-ect proposal.
#=2=#L,@8%: ):( +7,8
#"
+ecruit and organi/e the pro-ect team.
Establish team operating rules
0evel pro-ect resources.
9chedule wor' pac'ages.
=ocument wor' pac'ages.
#=2=/M&85)&'H %&8)'&7 +'&>(%) +'&0'(**
#"
P,0( / &1 10
Establish progress reporting system.
%nstall change control tools&process.
=e.ne problem>escalation process.
<onitor pro-ect progress versus plan.
+evise pro-ect plans.
#=2=$C7&*( &@) ):( +'&>(%)
#"
1btain client acceptance.
%nstall pro-ect deliverables.
!omplete pro-ect documentation.
!omplete post>implementation audit.
%ssue .nal pro-ect report.
P,0( $ &1 10
P,0( I &1 10
-UESTION / 220
MARKS3
*.1 rie5y e"plain the 1&77&;580 processes of ris' management
/=1=1I6(8)51C580 '5*? 2"
%n this part of the process the entire team is brought together
to discuss and identify the ris's that are speci.c to the current
pro-ect.
/=1=2A**(**580 R5*?
2"
T:('( ,'( );& <,>&' 1,%)&'* 58 ,**(**580 '5*?=
1. The .rst one is the probability that the ris' event will occur. ;hen
the team puts together the ris' identi.cation list, nothing should be
ruled out at .rst. 0et the team brainstorm ris' without being
-udgmental. The team will put up some ris's with small probabilities.
Those ris's are so small that you can ignore them. ?or instance, the ris'
that a meteor will destroy the building in which you wor' is miniscule.
2. The second part of ris' assessment is the impact the ris' will have
on the pro-ect. %f a ris' has a probability of @8 percent that it will occur,
you need to assess what the impact will be, because a @8>@8 chance
of something happening is fairly high. %f, however, the ris' event has a
low impact rating, you won7t need to manage it. This information
should also be discussed at the .rst ris' meeting.
/=1=#P7,88580 R5*? '(*+&8*(*
2"
The ne"t step in ris' management is to plan, as much as possible, the
responses that will be used in the event that the identi.ed ris's
occur. ?or instance, you may want to include a clause in your
hardware contract with the vendor that if the servers don7t get to you
by a certain date, they will pay a penalty. This penalty gives the
vendor an incentive to perform and mitigate the ris's involved in late
delivery of 'ey equipment. ?or all the ris's listed in the ris'
identi.cation that you choose to act upon, you should have some
type of action in mind. %t7s not enough simply to list the ris's3 you
need to plan to do something about the ris' events if they occur.
/=1=/R5*? M&85)&'580 ,86 C&8)'&7
2"
%n this process you need to monitor and control the pro-ect ris's. The
process of writing down the ris's and assessing them ma'es
everyone on the pro-ect team aware of their e"istence and is a good
place to start. You need to put together a risk log. This document lists
all ris's that you want to manage, identi.es who is supposed to
manage the ris', and speci.es what should be done to manage the
ris' event. ( ris' log is a simple template that can be done in <9
;ord. Table 2.1 gives an e"ample, and the following bulleted list
e"plains each column.
P,0( J &1 10
/=2 L5*) ,86 (D+7,58 ):( %&8)(8)* &1 , '5*? 7&0 H '(05*)('
."
/=# D5A('(8)5,)( F();((8 ):( 1&77&;580 ?8&;7(60( ,'(,* &1
S&1);,'( P'&>(%) M,8,0(<(8)
*.$.1 Auality <anagement and 4rocure <anagement
2*)
-UESTION $ 22.
MARKS3
@.1 ;hat is the name given to the diagram below and brie5y interpret its
meaning 2*)
T:( P'&>(%) M,8,0(<(8) L51( CC%7( P,58 C@'4(
The pain curve F50@'( F(7&;" tells us that proper planning is
painful but pays o, in less pain later in the pro-ect. To not plan is to
e"pose yourself to signi.cant pain as the pro-ect commences.
@.2 rie5y e"plain the 1&@' parts of developing !onditions of 9atisfaction
2!19) 2B)
R(E@(*): ( request is made.
C7,'59%,)5&8: The provider e"plains what he or she heard as the
request. This conversation continues until the requestor is satis.ed
that the provider clearly understands the request. oth parties
have now established a clear understanding of the request.
R(*+&8*(: The provider states what he or she is capable of doing to
satisfy the request.
A0'((<(8): The requestor restates what he or she understands that
the provider will provide. The conversation continues until the
P,0( . &1 10
provider is satis.ed that the requestor clearly understands what is
being provided.
@.$ #ame the deliverable of a !onditions of 9atisfaction and brie5y
e"plain its 94( constituent parts
218)
$=/ L5*) ,86 (D+7,58 ):( '&7(* &1 ,8C ):'(( +,')5%5+,8)* 58 ):(
A++'&4,7 +'&%(** I"
P,')5%5+,8)* 58 ):( A++'&4,7 P'&%(**
9everal managers and professionals participate in the approval
process6
C&'( +'&>(%) )(,<: These will be the managers, professionals, and
perhaps the customer who will remain on the pro-ect team from the
beginning to the very end of the pro-ect. They may participate in
developing the 419 and reach consensus on what it contains.
P'&>(%) )(,<: 9ome potential members of the pro-ect team are
usually 'nown beforehand. Their sub-ect matter e"pertise and ideas
should be considered as the
419 is developed. (t least, you should have them review the 419
before
submission.
P'&>(%) <,8,0(': %deally, the pro-ect manager will have been
identi.ed at the start and can participate in drafting the 419.
ecause he or she will manage the pro-ect, he or she should have a
ma-or role to play in its de.nition and its approval.
R(*&@'%( <,8,0('*: Those who will be as'ed to provide the s'ills
needed at the times when they will be needed are certainly important
in the initial de.nition of the pro-ect and later its detailed planning.
There is little point in proposing a pro-ect if the resources are not or
cannot be made available to the pro-ect.
F@8%)5&8HP'&%(** <,8,0('*: 4ro-ect deliverables don7t e"ist in a
vacuum. 9everal units will provide input to or receive output from the
pro-ect products or services. Their advice should be sought. :ive
them an early chance to buy into your pro-ect.
P,0( 9 &1 10
C@*)&<(': 1ur pro-ect management methodology includes a
signi.cant role for the customer. ;e have discussed the !19 as a
prerequisite to, or a concurrent e"ercise in developing, the 419. <any
professionals are not s'illed in interpersonal communications.
=eveloping the !19 is a di)cult tas'.
S(85&' <,8,0(<(8): 9enior management support is a critical
factor in successful pro-ects and successful implementation of the
deliverables. Their approval says, C:o and do detailed planning3 we
are authori/ing the needed resources.D
TOTAL MARKS: 100
P,0( 10 &1 10