1. Advanced Project management
Revision Session
Advanced Project management

2. What have we learn in this course
Introduced to
Project management Concepts
Some aspects of Project management in IT
Standards in Project management
Project Management Body of Knowledge (PMBOK) by Project Management Institute (PMI).
ISO 21500:2012 Guidance on Project Management - ISO/PC 236.
PRINCE2 by Office of Government Commerce (OGC), UK.
HERMES by The Swiss Federal Strategy Unit for IT (FSUIT).
Tools in Project managements

3. Learning Outcomes
At the end of this course, students should be able to:
Discuss about software or information systems project management.
Explain about the various concepts of software or information systems project management.
Implement the learned theory and concepts of project management when managing a project.
Describe the various available project management techniques/tools.
Apply the various project management skills and tools correctly in planning, cost estimation, scheduling, risk estimation, quality assurance testing, software debugging, and optimal personnel task assignments.
Give critical evaluations of existing project management techniques/tools and discuss issues related to software project.
Appreciate the importance of practicing project management in software and system development project.

4. Assessments Assignments/Project 40 Quizzes 10
Mid-Semester Examination 15
Final Examination 35
Total %

5. Final Exam Questions Final Total for Final 35 Section A Section B
Objective
40 questions
1 mark each
Total 40
Section B
6 Questions
Answer 4
15 marks each
Total 60
Total for Final 35

6. Discussion of Similar Exam Questions
Objective questions
Refer the sample exam questions provided
Most questions are adapted or similar to those sample questions
Try all questions related
Long questions
Questions asking the theory and concepts
PM Processes, process groups, organizational structure, management functions, staffing, stress, time managements etc (Chapter 1 – 12 of the book)
Analytical questions as in mid sem
Tools such as PERT/CPM
Decisions in Project managements.
MOST Questions have common senses

7. Sample #1
Consider an organization that is composed of upper-level managers, middle- and lower level managers, and laborers. Which of the groups should have first insight that an organizational restructuring toward project management may be necessary?
How would you defend the statement that a project manager must help himself?
Will project management work in all companies? If not, identify those companies in which project management may not be applicable and defend your answers.

8. Samples #2
In a project organization, do you think that there might be a conflict in opinions over whether the project managers or functional managers contribute to profits?
What attributes should a project manager have? Can an individual be trained to become a project manager? If a company were changing over to a project management structure, would it be better to promote and train from within or hire from the outside?

9. Sample #3 What are the possible structures of an organization.
How could the following parameters influence your choice for an Organizational structure?
The project cost
The project schedule
The project duration
The technology requirements
The geographical locations
The required working relationships with the customer

10. Sample #4
What is authority? What is responsibility? Should a project manager have more authority or responsibility

11. Sample #5 You are employed by XXX company with….
Currently Your company ……
Explain your approach to managing projects in terms of ….
Marks will be based on your creativity and ability to apply project management theory to this.

12. Sample #6 What are the tools in Project management PERT CPM
Draw the PERT/CPM network and identify the critical path for the following activities. Then, calculate the earliest–latest starting.
Activity
Preceding Activity
Time (Weeks) A - 5 B 6 C 4 D E F 2 G 3 H
D, F, G 7 I
E, H

13. PERT With Slack Times
Slack can be defined as the difference between the latest allowable date and the earliest expected date based on the nomenclature below:
TE the earliest time (date) on which an event can be expected to take place
TL the latest date on which an event can take place without extending the completion date of the project
Slack time = TL - TE
For event 1, (TL - TE = 0) - reference point or calendar date.
Events on the critical path have no slack (i.e., TL = TE ) and provide the boundaries for the noncritical path events.
For Event 5, since event 2 is critical, TL = TE = = 10.
Event 6 terminates the critical path with a completion time of fifteen weeks.
For event 3 (not on the critical path)
The earliest time would be two weeks, (TE = = 2) assuming that it started as early as possible.
The latest allowable date = TL = = 5 weeks. (subtracting the time required to complete the activity from events 3 to 5 from the latest starting date of event 5).
Event 3 can now occur anywhere between weeks 2 and 5 without interfering with the scheduled completion date of the project.
Same procedure applies to event 4, (TE = 6 and TL = 9).

14. Sample #7 Give your opinion on the following
To bring in a project manager, first let him observe in the conceptual meeting or brain storming. Then offer him the job.
Appoints a project manager from the team members of the brainstorming session to serve as the project manager.
Appoint a project manager after project have started.
Appoint Line manager as a project manager.