Chapter 1:Project Management Foundation:
● Definition of a project,
● Project Vs Operations,
● Necessity of project management,
● Triple constraints,
● Project life cycles (typical & atypical) Project phases and stage
gate process.
● Role of project manager,
● Negotiations and resolving conflicts,
● Project management in various organization structures,
● PM knowledge areas as per Project Management Institute (PMI)
5 MArks:
1.Explain the triple constraint in project Management (2)
2. What are the three basic goals of project and how do project
managers achieve them in conditions of uncertainity
10 MArks
1. Discuss why project management is essential in today’s
business environment . WHat benefits does it provide in
achieving organizational goals
2. What is project life cycle ? How is the cost of change,risk and
influence of stakeholders affected by Project Time during the
life cycle of the Project. (2)
Chapter 2: Initiating Projects:
● How to get a project started,
● Selecting project strategically,
● Project selection models (Numeric /Scoring Models and
Non-numeric models),
● Project portfolio process,
● Project sponsor and creating charter;
● Project proposal.
● Effective project team,
● Stages of team development & growth (forming, storming,
norming &performing),
● team dynamics.
5 Marks Q
1. Explain the Stages of ream development & growth (2)
2. Project charter and sponsor
3. What are the contents of project carter?who prepares and
authorizes the project charter
4. Explain the significance of IRR method in project selection
10 MArks Q
1. What is the importance of vendor documents? How should they
be preserved?
2. Explain the project plan used in the portfolio process.
3. Explain the Stages of ream development & growth. What are
the advantages of the effective team and barriers to team
effectiveness
4. What are non-numeric project selection ?Explain in brief (2)
5. What are 4 stages of team development and growth?what are
the barriers to the team effectiveness
Chapter 3 Project Planning and Scheduling:
● Work Breakdown structure (WBS) and
● linear responsibility chart,
● Interface Co-ordination and concurrent engineering,
● Project cost estimation and budgeting,
● Top down and bottoms up budgeting,
● Networking and Scheduling techniques.
● PERT, CPM, GANTT chart,
● Introduction to Project Management Information System
(PMIS).
5 Marks Q
1. Explain the tvork breakdor.vr.r strucrure (WBS). (2)
2. Explain PMIS
3. Compare top down and bottom up budgeting
10 Marks Q
1. Explain top down and bottom up Budgeting
2. State various project estimation and scheduling techniques
Chapter 4:Planning Projects:
● Crashing project time,
● Resource loading and levelling,
● Goldratt's critical chain,
● Project Stakeholders andCommunication plan
● Risk Management in projects: Risk management planning,
● Risk identification and risk register,
● Qualitative and quantitative risk assessment,
● Probability and impact matrix.
● Risk response strategies for positive and negative risks
5 Marks Q
1. Explain Goldratt’s Critical chain (4)
2. Explain risk breakdown structure
10 Marks Q
1. Explain Risk Response Strategies for positive and negative risks
2. What is the difference between resource loading and resource
levelling
3. Describe probability and impact matrix. Explain risk response
strategies for positive and negative risks (3)
4.
5. Explain the project buffer.
6. Define PMIS and evaluate its role in the successful execution of
complex projects
7. Write a short note on GANTT chart
8.
9. Explain Work Breakdown structure and Gantt chart with
example
10.
11.Differentiate between the Functional,pure project and matrix
organizations
12.How communication is planned and managed in project
management (2)
13.
Chapter 5: Executing Projects:
● Planning monitoring and controlling cycle,
● Information needs and reporting,
● engaging with all stakeholders of the projects,
● Team management, communication and project meetings
● Monitoring and Controlling Projects: Earned Value
Management techniques for measuring value of work
completed;
● Using milestones for measurement; change requests and scope
creep, Project audit
● Project Contracting Project procurement management,
contracting and outsourcing,
5 Marks Q
1. Explain the earned value management technique for measuring
the value of work
2. Why meetings are useful in project monitoring ? What rules
should be followed to maximize the effectiveness of meeting
3. Project Audits
4. Briefly describe the purchasing cycle (2)
10 Marks Q
1. Describe Earned value management technique in Project
Management
2. Explain Project Procurement Management . What is the
difference between contracting and outsourcing
3. What are the responsibilities of the project auditor ? what is
essential for a successful project Audit(2)
4. What is a scope creep?How does a formal change control
system work in project management
5. WHat is contract ?Explain different types of contract in brief
6. What is lifecycle of project audit?What are the responsibilities
of the project auditor ? what is essential for a successful project
Audit
Chapter 6: Project Leadership and Ethics:
● Introduction to project leadership,
● ethics in projects,
● Multicultural and virtual projects
● Closing the Project: Customer acceptance;
● Reasons of project termination,
● Various types of project terminations (Extinction, Addition,
Integration, Starvation),
● Process of project termination,
● completing a final report;
● doing a lessons learned analysis; acknowledging successes and
failures;
● Project management templates and other resources;
● Managing without authority; Areas of further study
5 Marks Q
1. Explain Multicultural and virtual projects
10 MArks Q
1. Explain the project management template with a sample
template sheet
2. List and briefly describe the ways projects may be terminated .
What are some non-technical resources for project termination
(2)
3. Explain multicultural and virtual projects
4. Why is ethics important in Project Management (2)
5. What is Project termination?Explain different types of projects
terminations
6. List and briefly describe the ways the project may be
terminated. What are some non-technical reasons for project
termination?
