TUT1 (Answer).docx

INF30029 IT Project Management Tutorial 1 MCQ 1. Which of the the followi following ng is not a potential potential advantage advantage of using using good good projec projectt management? a. Shorter Shorter development development times b. Higher worker worker morale morale c. Lower Lower cost of capita capitall d. Higher profit profit margins margins

2. A project is a temporar endeavor undertaken undertaken to create a uni!ue product" service" or result. a. progra program m b. proces process s c. projec projectt d. portfo portfolio lio

#. Which of the following following is not an attribute of a project? a. projects projects are uni!ue uni!ue b. projects are developed using progressive progressive elaboration c. projects have a primar customer or sponsor  d. projects involve involve little uncertainty

$. Which of the following is not part of the triple constraint constraint of project management? a. meeting meeting scope scope goals b. meeting meeting time time goals c. meeting communications communications goals d. meeting meeting cost cost goals

%. &roject 'anagement is the application application of knowledge" skills" tools" and and techni!ues to project activities to meet project re!uirements. a. Project Project management management

b. &rogram management c. &roject portfolio management d. (e!uirements management

). Several application development projects done for the same functional group might best be managed as part of a . a. portfolio b. program c. investment d. collaborative

Discussion 1. Wat is a !roject" an# $at are its main attri%utes& 'o$ is a !roject #i((erent (rom $at most !eo!le #o in teir #a)*to*#a) jo%s& Wat is te tri!le constraint& Wat oter (actors a((ect a !roject&

Project is a tem!orar) en#ea+or un#erta,en to create a uni-ue !ro#uct" ser+ice or  result. Main ttri%utes o( Project/ 'as uni-ue !ur!ose Tem!orar) Is #e+elo!e# %) !rogressi+e ela%oration e-uires resources" o(ten (rom +arious areas 'a+e !rimar) customer or s!onsor  In+ol+es uncertaint) Project is a tem!orar) $or, $ile jo% is a !ermanentl) $or,. Project is a grou! o( jo%s $ile jo% is an in#i+i#ual $or,. Tri!le constraint is te com%ination o( tree goals on a success(ul !roject $ic is sco!e goal" cost goal an# time goal.

2. Wat is !roject management& rie(l) #escri%e te !roject management (rame$or," !ro+i#ing eam!les o( sta,eol#ers" ,no$le#ge areas" tools an# tecni-ues" an# !roject success (actors.

Project Management is te a!!lication o( ,no$le#ge" s,ills" tools an# tecni-ues to !roject acti+ities to meet !roject re-uirements.

Project management (rame$or,s are e((orts to un#erstan# te sco!e o( a !roject. It consists o(  (rame$or,s $ic are 4ta,eol#ers5 nee#s an# e!ectations" Project management ,no$le#ge areas" tools an# tecni-ues" an# Project  !ort(olios. 4ta,eol#ers are te !eo!le in+ol+e# in or a((ecte# %) !roject acti+ities. Te sta,eol#ers $ic s!onsors a !roject to #eri+e %ene(its (rom !rojects ma) consi#er as customers. Te result o( !rojects soul# (ocus on te customers5 re-uirements $ic is to acie+e teir goals. 6am!le o( 4ta,eol#ers/ Project s!onsor  Project manager  Project team Project Management 7no$le#ge reas sol+e te critical concerns in !roject  !lanning an# eecution. PMI 7no$le#ge reas are/ •

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Core ,no$le#ge areas/ o

4co!e management

o

Time management

o

Cost management

o

Qualit) management

Facilitating ,no$le#ge areas/ o

'uman resources management

o

Communication management

o

is, management

o

Procurement management

o

4ta,eol#er management

Integrati+e ,no$le#ge areas/ o

Project integration management

Te !roject !lan cannot %e create# $itout te a!!lication o( core ,no$le#ge areas. Tools an# tecni-ues el! to un#erstan#ing an) o( ,no$le#ge areas a%o+e. Project Management 4o(t$are also re(er to tools an# tecni-ues suc as Microso(t 8((ice Project" 6cel" Wor# an# so on.

Te !rojects" !rograms" an# !ort(olio management are te !roject success (actors.

3. Wat is a !rogram& Wat is a !roject !ort(olio& Discuss te relationsi!  %et$een !rojects" !rograms" an# !ort(olio management an# te contri%utions te) eac ma,e to enter!rise success.

 !rogram is a grou! o( relate# !rojects manage# in a coor#inate# $a) to o%tain  %ene(its an# control not a+aila%le (rom managing tem in#i+i#uall).

 !roject !ort(olio is a collection o( !rojects to assist e((ecti+e management o( $or, to meet te !rojects5 aim.

. Wat is te role o( te !roject manager& Wat are suggeste# s,ills (or all  !roject managers an# (or IT !roject managers& W) is lea#ersi! so im!ortant (or !roject managers& 'o$ is te jo% mar,et (or IT !roject managers&

Te role o( te !roject manager is res!onsi%ilities (or !lanning" sce#uling" coor#inating an# $or,ing $it !eo!le to acie+e !roject goals. 4uggeste# s,ills (or all !roject managers/ •

Project Management o#) o( 7no$le#ge PM87:

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!!lication area ,no$le#ge" stan#ar#s" an# regulations

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Project en+ironment ,no$le#ge

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;eneral management ,no$le#ge an# s,ills

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4o(t s,ills or uman relations s,ills

4uggeste# s,ills (or IT Project Managers/ •

Programming an# a!!lication #e+elo!ment

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Project Management

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'el! #es,< tecnical su!!ort

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4ecurit)< com!liance go+ernance

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We% #e+elo!ment

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Data%ase a#ministration

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usiness intelligence< anal)tics

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Mo%ile a!!lication an# #e+ice management

• •

 Net$or,ing ig #ata

Te lea#ersi! is im!ortant (or !roject managers %ecause te) a+e to ins!iring teir !roject mem%ers to acie+e te customers5 o%jecti+es.

=. Wat (unctions can )ou !er(orm $it !roject management so(t$are& Wat are te main #i((erences %et$een lo$*en#" mi#range" an# ig*en# !roject management tools&

Wit te !roject management so(t$are" $e can create a ;antt cart an# net$or, #iagram (or te !rojects. >o$*en# tools/ 'an#le single or smaller !rojects $ell" cost un#er ?200 !er user. Mi#range tools/ 'an#le multi!le !rojects an# users" cost ?200 * ?1000 !er user. 6am!le/ Project 2010: 'ig*en# tools/ 8(ten license# on a !er*user %asis 6am!le/ Microso(t 6nter!rise Project Management solution: @. Discuss etical #ecision tat !roject managers o(ten (ace. Do )ou tin, a  !ro(essional co#e o( etics ma,es it easier to $or, in an etical manner& Project managers o(ten (ace etical issues suc as tose relate# to $or,!lace an# results in a #ecrease in te e((icienc) o( team mem%ers. 6am!le a#mission o( $rong#oing" (ocus on %lame:. I tin, !ro(essional co#e o( etics $ill ma,es it easier to $or, in an etical manner as !roject manager an# mem%ers $ill a+e res!onsi%ilities to$ar#s teir  $or,s