Universiti Teknologi
Malaysia
Angkasa Training
Centre Authorised
Centre By
Universiti Teknologi Malaysia
STUDENT’S NAME : HEMA A/P CHANDRAHEKARAN
I/C NO : 880907-56-5340
PROGRAMME : PROFESSIONAL MASTER BUSINESS ADMINISTRATION
CLASS DATE : 10 & 11 DECEMBER 2022
INTAKE DATE : JUNE 2022
MODULE : PROJECT MANAGEMENT (CLASS TEST)
TRAINER’S NAME : DR RUS SUMARIYANTI
CENTRE : ATC KAJANG
OVERALL MARK
(Fill up by Trainer)
QUESTIO MAR
N K
1
2
3
4
5
TOTAL
FINAL
MARK
(40%)
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Question 1
What is a Project?
A project consists of a number of tasks that must be carried out in order to reach a specific objective or
result. These tasks could be straightforward or complex, depending on the project's size and scope, but
every project can be broken down into objectives and what needs to be done in order to achieve those
objectives. Projects with a variety of goals are managed by both organizations and individuals. These
can be carried out in a variety of ways, such as building a structure, organizing an event, or even
finishing a task. For instance, retailers might work on initiatives that help them track order fulfillment
better. Every time something is planned and built, construction teams complete the project.
Question 2
Explain the 5 characteristics of Project with examples
Objectives:-
Every project begins with an objective or goal, such as time, budget, quality, and quantity, and
when those objectives are met, the project continues to exist. You can begin by defining the
project's objectives, which must be met. Objectives are the key features of the project where
you will see the project's progress and time to time analysis will show you how much you have
achieved.
Single entity:-
A project is a complete entity. This means that even if multiple people contribute to a project, it
is still recognized as a single entity. Teams are frequently formed specifically for a single
project.
Life span:-
No project can be unending and indefinite. It must have one and cannot go beyond that. Every
project is always time-bound. You will see the time phase of the project where the team can
work independently on the project modules during the planning phase. Consider the following
example project, which is divided into three modules: A, B, and C. If a project's total time span
is 5 months, you can set the time span for modules independently, such as A can complete in 2
months, B can complete in 2 months, and C can complete in 1 month, as needed.
Require Funds:-
Every project requires funds to complete. No project can be implemented successfully unless
adequate funds are available. Cost estimation is one of the most important aspects of any
business. As a result, calculating the necessary funds for the project in advance will have a
significant impact.
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Life Cycle:-
Each project has a life cycle that includes stages such as start, growth, maturity, and decay. To
be completed, a project must go through several stages. Consider a project that is related to
software development. The SDLC (Software Development Lifecycle) will be the project's life
cycle, with many stages such as planning, defining, designing, building, testing, and
deployment.
Team Spirit:-
Team spirit is required to get the project completed because the project constitutes different
members having different characteristics and from various disciplines. But to achieve common
goal harmony, missionary zeal, team spirit is necessary.
Risk and Uncertainty:-
Forecasting is central to the project. As a result, risk and uncertainty are invariably associated
with projects. Those projects that are not properly defined will be fraught with danger. Only the
degree of control over risk and uncertainty varies depending on the project and the information
available.
Directions:-
The project is always completed in accordance with the customer's specifications for time,
quality, and quantity, among other things. The supply side of economics, such as labor
availability, ore resources, and managerial talent, are all secondary concerns, with the primary
being the customer requirement.
Uniqueness:-
Each project is distinct in its own right, with its own set of features. Even if the organization is
the same, no two projects are alike. The uniqueness of the project can be measured by taking
into account a variety of factors such as the project's objectives, features, and application.
Flexibility:-
Change and project are interchangeable terms. Throughout the life of a project, many changes
occur. These modifications can make projects more dynamic and adaptable.
Sub-Contracting:-
Subcontracting is a component of all projects, and without it, no project can be completed
unless it is a proprietary firm or small in scope. The greater the complexity of a project, the
greater the extent of contracting. Every project necessitates the assistance of an outside
consultant, engineer, or subject matter expert.
Cost:-
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Question 3
What are 4 Tools and Techniques on Human Resource Management Plan of Project
Management
What is resource management
The process of planning, scheduling, and allocating resources to complete a project is known as
resource management. Project managers are responsible for overseeing the resource
management process from beginning to end. They must use resource management tools and
techniques to accomplish this.
Resource management entails developing plans and processes to more effectively manage
resources. Spreadsheets, documents, project management software, or a combination of the
three can be used.
To manage resources, you must monitor and track their performance throughout the duration of
your project. Project Manager is work and project management software that includes real-time
dashboards to help you track project resources. There is no setup required, and we
automatically collect and display six project metrics in colorful, user-friendly graphs.
Resource Management Techniques
Project managers use the resource management techniques listed below to forecast, plan,
allocate, level, and optimize resources during project execution.
Resource Forecasting
● Project managers must do their best to estimate how many resources will be required
for a project and how those resources will fit into the organization's current plans. To do
so, you must first define your project scope in order to identify all project tasks and
their associated resources.
Resource Allocation
● Resource allocation entails assessing available resources, capacity, the resource
schedule, and the tasks that must be completed in order to identify team members with
the most relevant skills and ensure they have all of the project resources they require
when they require them.
Resource Leveling
● The goal of resource levelling is to assess the skills of your team members and identify
opportunities for better resource allocation. You can maximise resource efficiency by
thoroughly understanding what your team members can offer and assigning tasks based
on their abilities.
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Resource Utilization
● Resource tracking is just as important as careful resource planning. Project managers
must monitor resource utilisation to identify any resources that are not being used
efficiently. They can then simply reallocate those resources or modify the resource
management plan.
Resource Management Tools
● These are the tools that project managers use to plan and monitor project resources
using resource management techniques.
Resource Management Plan
● When scheduling resources, as with any other aspect of project management, you
should begin with a resource plan. This is the foundation upon which your management
process will be built. Make a detailed list of all the resources you believe will be
required to complete the project. The more specific, the better.
● Because this is a plan, you'll want to include others in the process, as certain team
members may require more resources than you anticipate. Include both critical and non-
critical personnel and equipment. It's preferable to plan for items and not need them
than to scramble at the last minute to acquire, say, an expensive piece of equipment and
pay a premium price. In a nutshell, resource planning is financial planning.
Resources Breakdown Structure (RBS)
● Resources Breakdown Structures (or RBS), based on hiring organisation (such as a
reporting structure or team hierarchy) or geography (such as all the teams or equipment
required in Asia or Africa).
● These basic hierarchies should include personnel and, ideally, all resources on which
project funds will be spent, but it is up to you to determine which types of hierarchies
are appropriate for your project. It is important to note that an RBS differs from a work
breakdown structure in a typical project plan, which defines the tasks associated with
project core components.
Responsibility Assignment Matrix
● After you've listed and organised your resources, you can begin to define resources with
varying levels of responsibility for completing project tasks or the overall project. This
is referred to as a Responsibility Assignment Matrix (or RAM). This is where you can
define the project's roles and responsibilities.
● This can be broken down into who is responsible for doing what tasks, who owns that
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on its progress. Many RAMs are simple charts with coded letters that define various
accountability functions based on the RACI method. R stands for "Responsible," A
stands for "Accountable," C stands for "Consulted," and I stands for "Informed." You
can do it.
Resources Histogram
● A resources histogram can be used to provide a visual representation of the resources
for anyone involved in the project who needs to stay informed. It's a quick and easy
way to see how your resources are allocated and whether any are over- or under-
allocated. You can then deal with the overburdened resource quickly and reallocate it as
needed to someone with a lighter workload. However, in some project management
software tools, this is more than just a simple view. This is a scheduling tool that allows
you to reassign work based on availability, over-allocation, or under-allocation.
Question 4
What are the 5 ways to maintain consistent project quality?
Commit to quality
The commitment to quality must come from the top and be reinforced on a regular basis.
Unless a company views quality as its single, non-negotiable goal, workers will feel compelled
to make compromises, and quality will suffer.
Commit to quality as a project manager or leader, share your commitment with your team, and
consider how you will handle any conflict between your stated goal and an appealing cost-
saving shortcut that compromises quality.
Stick to the project requirements
Stick to the quality criteria and project requirements you've established! Maintain a balance
between continuous project improvements and gold-plate requirements. Adding features that
the customer did not request increases the possibility of delays and increased costs. Project
managers drive improvements and project quality, but they must be wary of out-of-scope
extras.
Manage quality
Collaborate with your project team to develop a practical approach to quality management,
including applicable standards and quality processes. These are determined by the project
blueprint's
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Perform quality assurance
Use the standards and processes outlined in the project blueprint to carry out your quality
management plan. Conduct a quality audit to determine how well the team is following the plan
and meeting the expectations of your customers.
Maintain quality control
Ensure that the deliverables are correct and free of errors, and keep quality in mind from start
to finish. Conduct inspections to detect flaws. Begin as soon as possible; identifying and
correcting defects close to their source saves time and money.
Concentrate on the requirements
Quality management and requirements management go hand in hand. Rework and schedule
delays are reduced when requirements are clear and well-defined. Concentrate on improving
the requirements process elicitation, analysis, documentation, and validation.
Keep track of the project's processes.
Stick to the processes and tasks outlined in your project plan. If you discover a more efficient
way of doing something, incorporate it into the blueprint to continuously improve the
processes.
Learning experiences
Document lessons learned after project phases and at project completion to evaluate your
processes and 'bake' all improvements into the project blueprint for future projects. This is part
of your knowledge management strategy; you create a knowledge bank and apply lessons
learned from previous projects to current and future projects.
Question 5
List 4 Key Points to Remember
● Understand the project from beginning to end.
● Determine the project requirements.
● Hire an experienced project manager.
● Establish critical junctures.
● Communication is essential.
● Use team members' strengths and weaknesses to your advantage.
● Make use of a project management tool.
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● Control potential hazards.
● Deliverables for testing
● Project evaluation
References
● https://blog.proofhub.com/10-powerful-tips-for-project-management-success-
97f3fd81e7f1
● ttps://www.geeksforgeeks.org/project-management-characteristics-of-project/
● https://www.projectmanager.com/blog/quick-guide-resource-management
● https://www.hydra.cloud/en/resources/blog/10-ways-to-maintain-consistent-project-
quality
● https://www.pmi.org/about/learn-about-pmi/what-is-project-management
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