Sunday, 17 May 2015

pm0018 smu mba Spring 2015 IVth sem assignment

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DRIVE
SPRING 2015
PROGRAM
MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME - PM 0018 –CONTRACTS MANAGEMENT IN PROJECTS
BK ID - B2014
CREDIT AND MARKS - 4 CREDITS AND 60 MARKS

Q1. Explain the importance of project parties in project completion. (Discuss the importance of the project parties in terms of their functions) 10
Answer: Importance of Project Parties in Project Completion: Project parties play an important role in accomplishing the objectives of a project. They are responsible for various functions, such as (i) initiating, (ii) planning, (iii) executing, (iv) monitoring and controlling, and (v) the closing of a project. These are the five ‘ Project Process Groups’ as per the Guideline to Project Management Body of

Q2. What is bidding? Describe the bidding process from the buyer’s perspective. (Define bidding and mention the purpose of bidding, Describe 6 steps of the bidding process from the buyer’s side.) 10
Answer: Bidding: Bidding can be defined as a process of setting a price that an individual is willing to pay for buying a product or service (as in an auction) or for selling a product or service (as in project tenders). It can also be defined as a process to determine the price of a product, and it is mostly prevalent in auctions, stock exchange and real estate. The purpose of bidding is to provide

Q3. Explain the structure of a contract. (List the elements of the contract structure, Explain the elements) 10
Answer: Contract Structure: There are several types of contracts in different industries. Contracts differ in their terms


Q4. Explain Co-operative Benchmarking Process (COBAP). (Explain the 8 steps of the COBAP process) 10
Answer: Co-operative benchmarking –an approach to partnering: In the case of partnerships, benchmarking can help in improving the performance of organisations. The main motive for partnering is continuous improvement, which is not possible without benchmarking. The Co-operative Benchmarking

Q5. Explain any 5 ways that contracts may be terminated or discharged. 10
Answer: 5 ways that contracts may be terminated or discharged : A contract may be terminated/discharged in any of the following ways:

Termination by Performance: A contract can be terminated by performance, which can be:

·         Actual: When the parties to the contract perform their promises in accordance with the terms of the contract.

·         Attempted: When
·          

Q6. What are the different contract forms of PPP (Public Private Partnership). (Explain the 4 contract forms of PPP) 10
Answer: The 4 contract forms of PPP: The different contract forms of PPP are given below:
Management contracts: These contracts have a short-term tenure of around 2 to 5 years. In these contracts, the public sector retains the ownership of the contract and enters into an agreement with the private sector for managing a whole or a part of a public enterprise. The public sector uses the skills and expertise of the private sector in labour management and procurement, service designing, operational control, etc.

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pm0017 smu mba Spring 2015 IVth sem assignment

Get fully solved assignment. Buy online from website
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or
plz drop a mail with your sub code
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Charges rs 125/subject and rs 700/semester only.
if urgent then call us on 08791490301, 08273413412

DRIVE
SPRING 2015
PROGRAM
MBADS (SEM 4/SEM 6)
MBAFLEX/ MBA (SEM 4)
PGDPMN (SEM 2)
SUBJECT CODE & NAME - PM 0017 –PROJECT QUALITY MANAGEMENT
BK ID - B2013
CREDIT AND MARKS - 4 CREDITS AND 60 MARKS

Q1. What is the need for quality management? Explain the significance of customer focus in quality management. (Explain the 4 reasons why organizations need to implement quality management, Discuss the significance of customer focus in quality management.) 8, 2
Answer: Need for quality management: In today’s highly competitive environment, it is essential for organisations to manage quality in projects. If customers do not get the required quality of products,


Q2. Explain the major project management standards and frameworks. 10
Answer: Project Management Frameworks and Standards: This section covers some well-known project management standards and frameworks that primarily deal with project management processes. The major project management standards and frameworks are:

ISO 10006: ISO 10006 is a standard published by the ISO for providing guidance on quality management in projects. It is not meant to serve as a ‘project management standard’, and deals only with the

Q3. What are the benefits of quality metrics? Explain the 3 categories of quality metrics. 10
Answer: Quality Metrics: The selection and adoption of standards and best practices do not automatically translate into quality products. These standards provide a basis for a project’s performance, but it is the metrics that measure the performance against the standards. The metrics define the extent to

Q4. Discuss the major barriers to project quality improvement. 10
Answer: Barriers in Improving Project Quality: The most obvious barrier in improving project quality is resistance to change. Employees prefer the status-quo because they are comfortable with the existing methodologies and ways of doing business. Any change threatens them. Those who are enjoying powerful positions in an organisation might fear losing their privileges because of the change. Then, there


Q5. What is SIPOC (Suppliers, Inputs, Process, Outputs, and Customers)? Which 3 factors should you focus on developing SIPOC? Explain. 10
Answer: SIPOC: The Suppliers, Inputs, Process, Outputs, and Customers (SIPOC) process provides a template to define a process in order to map, measure, and/or improve it. It is represented in a five column tabular format. In the 1980s, SIPOC was used in the TQM programmes of different organisations. Today, it is used as a tool in the Measure phase of Six Sigma’s Define, Measure, Analyse, Improve, and Control (DMAIC) methodology to identify the key elements of an improvement process. To understand the concept of SIPOC, consider a process of serving tea. Here, the suppliers provide various

Q6. Write short notes on the following problem solving methodologies: 5, 5
·         Brainstorming
·         Nominal Group Technique(NGT)
Answer: Brainstorming: Brainstorming is a decision making process where participating group members are encouraged to generate as many ideas or alternatives as possible, while withholding evaluation or criticism of those alternatives. The brainstorming technique ensures that the views and ideas of every group member is taken into consideration in the decision making process. The group members are encouraged to be creative and provide unusual, out

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pm0016 smu mba Spring 2015 IVth sem assignment

Get fully solved assignment. Buy online from website
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Charges rs 125/subject and rs 700/semester only.
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DRIVE: SPRING 2015
PROGRAM: MBADS (SEM 4/SEM 6) MBAFLEX/ MBA (SEM 4) PGDPMN (SEM 2)
SUBJECT CODE & NAME: PM 0016 –PROJECT RISK MANAGEMENT
BK ID: B2012
CREDIT AND MARKS: 4 CREDITS AND 60 MARKS

Q.1: What are the different risk categories? What is Risk Breakdown Structure (RBS)?
A. Explain the 4 different risk categories 8 (2 marks for each risk)
Define RBS and how it helps in analyzing risks (2 marks)

Answer:
Explain the 4 different risk categories:
There are four major categories of risks. These are:
Technical, quality or performance risks: Technical risks are associated with a new, unproven or complex technology being used for the project. If the technology itself is undergoing a transformation during the implementation of a project, it also poses a significant risk. Quality risks arise from very high or seemingly impractical or unattainable quality and performance


Q.2: What is Risk Opportunity and Management System (ROMS)? What are its benefits?
A. Define ROMS, why was it designed, how can it be used? (2 marks)
List its objectives (2 marks)
Describe the output of ROMS (2 marks)
List any 4 benefits of ROMS 4 (1 mark for each benefit)

Answer:
Define ROMS, why was it designed, how can it be used:
ROMS is a risk and opportunity management system that can be applied throughout an organisation. This system helps in establishing a practical, integrated, systematic, rigorous and collective approach for managing the risks and opportunities over a business’s or project’s lifecycle. It can also be used for formulating standard operating procedures and understanding the


Q.3: List the mitigation strategies/ideas for scope risks, schedule risks and resource.
A. Listing of mitigation strategies for Scope risks, (3 marks)
Schedule risks and (4 marks)
Resource risks. (3 marks)

Answer:
Scope risks:
A risk is defined as an uncertain event or condition that, if occurs, has a negative effect or a Positive outcome on a project’s objectives. In this reference, a scope risk can be defined as the uncertainty regarding the delivery of in-scope or any other elements listed in the project scope statement.
Another way to view


Q.4: What are the sources of resource risks?
A. Explain the sources of
People risks (4 marks)
Outsourcing risks (3 marks)
Money risks (3 marks)

Answer:
People risks:
Risks related to people represent the maximum risks (by count) in the PERIL database, accounting for more than two-thirds of the total risk incidents. The sources of people risks can be divided into two main categories, which are as follows:

Q.5: What are different types of scope risks?
A. List the types of scope risks (1 marks)
Explain the 3 scope risks 9 (3 marks for each risk)
 Answer:
List the types of scope risks:
The different types of scope risks are discussed as follows:
ü  Scope creep
ü  Scope gap
ü  Scope dependency
ü  Defect

Explain the 3 scope risks:
Scope cree


Q.6: Explain the three point estimates used in quantitative risk analysis.
A. Explain the term “three point estimates” (2 marks)
Why are they used in quantitative risk analysis (4 marks)
How is it different from PERT distributions (4 marks)

Answer:
Explain the term “three point estimates”:
Three-point estimates describe three scenarios (pessimistic, base case and optimistic) and thus, help in considering different outcomes and their impacts. Three-point estimates provide a simple means of representing the magnitude and range of a

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pm0015 smu mba Spring 2015 IVth sem assignment

Get fully solved assignment. Buy online from website
online store
or
plz drop a mail with your sub code
we will revert you within 2-3 hour or immediate
Charges rs 125/subject and rs 700/semester only.
if urgent then call us on 08791490301, 08273413412

DRIVE: SPRING 2015
PROGRAM: MBADS (SEM 4/SEM 6) MBAFLEX/ MBA (SEM 4) PGDPMN (SEM 2)
SUBJECT CODE & NAME: PM 0015 – QUANTITATIVE METHODS IN PROJECT MANAGEMENT
BK ID: B2011
CREDIT AND MARKS: 4 CREDITS AND 60 MARKS

Q.1: Write short notes on:
Tracy-wiersema model (5 MARKS)
Central limit theorem (5 MARKS)

Answer:
Tracy-wiersema model:
The Treacy-Wiersema model is very similar to the balanced scorecard model. There are three areas of focus in this model, namely, customer intimacy,


Q.2: What is parametric estimating? Explain the steps involved in the development of a parametric model.
(Define parametric estimating (1.25 MARKS)
Describe the 7 steps involved in the development of a parametric model 8.75 (1.25 marks for each step)

Answer:
Define parametric estimating:
Parametric estimating is an estimating technique that uses a statistical relationship between historical data and other variables, such as square footage in construction and lines of code in software development for calculating an estimate for activity parameters, such

Q.3: 1. what aspects of capital budgeting must be considered while selecting a project?
2. Suppose an investment requires an initial outlay of $5 million and has expected the cash flow of $1 million, $3.5 million, and $2 million for the first three years.
a. Calculate:
  • The net present value using a 10% required rate of return
  • Profitability Index using a 10% required rate of return
b. Also suggest if the project must be accepted.
1. Explain the 4 aspects of capital budgeting that must be considered while selecting a project. 4 (1 mark each)

2. a. calculation of net present value (2 MARKS)
Calculation of profitability index (2 MARKS)
b. Mention if the project must be selected and give reasons why it should be project be selected/not selected (2 MARKS)

Answer:
1. Explain the 4 aspects of capital budgeting that must be considered while selecting a project:
An organisation needs to consider the following aspects of capital budgeting while selecting a project:
Growth of the organisation: This implies that a project should be selected after considering the overall profit and market share of the organisation. An incorrect decision regarding project selection can affect the profitability ofthe organisation. The growth of


Q.4: Explain the various expense items in a project.
(List the various expense items in a project (1 MARKS)
Describe each expense with suitable examples 9 (3 marks for each expense item)

Answer:
List the various expense items in a project:
·         Direct and indirect costs
·         Variable and fixed costs
·         Actual and standard costs

Describe each expense with suitable examples:
Direct and indirect costs
Direct costs are expenses that directly affect the budget of a project. Expenses that are for the express benefit of the project, and would not be incurred if not for the project, are usually called "direct expenses." In other words, direct costs can be identified with specific

Q.5: What are the major steps in time management process? What is rolling wave planning?
(Explain the 5 major steps in time management process 5 (1 mark for each step), Explain rolling wave planning (5 MARKS)

Answer:
Explain the 5 major steps in time management process:
Following are the major steps involved in the time management process:
  1. Activity definition: This

Q.6: What are the steps that should be followed to construct a “house of quality”?
(Explain the 5 steps that should be followed to construct a house of quality) 10

Answer:
Explain the 5 steps that should be followed to construct a house of quality:
The following steps need to be followed to construct a house of quality:
Step-1 Voice of the customer: This step includes determining and identifying the customer’s needs. The main objective of this step is to translate the needs of every customer into engineering specifications. Customers buy products that have the desired characteristics, and manufacturers offer the desired characteristics. There should be a proper alignment between the needs of the customers and the offerings of the manufacturer.
After determining the most important

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