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OM03 PROJECT MANAGEMENT Assignment – I
Assignment Code: 2014OM03A1 Last Date of Submission: 15th April 2014 Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.

Section‐A

1. a) What is the difference between project management and project portfolio management? b) Discuss the qualities of an effective project manager. 2. a) What are the phases of project life cycle and how does it differ from product life cycle? b) How IT projects differ from other projects? Discuss. 3. a) Why a project needs to be managed? b) Define the role, responsibilities & characteristics of a project manager. 4. Describe different types of project selection criterion. Discuss various qualitative and quantitative methods for selection of projects.

5.

Section‐B Case Study A project manager obtained the following data relating to a project.
Activity Sequence 1 – 2 1 – 3 1 – 4 2 – 5 3 – 6 3 – 7 4 – 6 5 ‐ 8 6 – 9 7 – 8 8 – 9 Estimated time, weeks Optimistic Most likely Pessimistic 7 8 9 4 5 12 2 10 12 3 7 11 8 18 46 6 9 18 3 3 9 3 3 9 8 18 40 2 6 10 3 6 15

Draw a PERT diagram & mark the critical path.

OM03 PROJECT MANAGEMENT Assignment – II

Assignment Code: 2014OM03A2 Last Date of Submission: 15th May 2014 Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.

Section‐A 1. Explain the following schedule development tools and concepts: Gantt charts, CPM, and critical chain scheduling. 2. a) Briefly describe different techniques for managing IT project team. b) What role information technology plays in project communication? 3. a) What are the common sources of risk in an IT project? b) As a project manager, how will you plan purchases and acquisition? 4. The information regarding a project is summarized below. Activity Normal Time Crash Time Normal Cost Crash Cost (in weeks) (in weeks) (in Rs.) (in Rs.) 1 – 2 4 5 800 1000 1 – 3 2 2 600 800 1 – 4 7 6 1100 1400 2 – 4 3 3 800 1400 3 – 4 3 4 700 900 (a) Draw a Pert diagram & mark the critical path. (b) What is the normal cost for completion of the project? (c) If you are asked to crash the project by 1 week – what will be the additional cost?

Section‐B Case Study

A company is about to begin a project to design a new product. Management has estimated that the project should require 45 days to complete. Although 45 days seemed to be very short to the process engineers at first, after some discussions it was concluded that they probably could meet the deadline because the product and the processes were so similar to the present processing technologies in use at their plant. These activities, their precedence relationships, and their durations were estimated by the engineers: Activity Immediate Act Id Activity Description Duration Predecessor (days) A Initial study 12 ‐‐ B Process Tech study 10 ‐‐ C Vendor capability survey 8 ‐‐ D Modification of facility 14 B E Intermediate facility redesign 6 C F Intermediate product redesign 18 B,A G Specific process machinery design 11 D,E H Vendor involvement & integration 21 C I Final facility, product & process design 7 F,G 5. Case Questions: (a) Construct a CPM network. (b) Compute & display ES, EF, LS & LF and slack values in a table (c) Calculate the critical path and estimate the duration of completion.

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