Professional Documents
Culture Documents
Answer
3. Analysis: cause and effect, failure modes and effect analysis, decision
and risk analysis, root cause analysis, reliability analysis
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Project Management
Project Cost
Management
Project
Communication
A) PROJECT CHARACTERISTICS
The word PROJECT comes from the Latin word PROJECTUM from the
Latin verb PROICERE; which means “to throw something forwards” which
in turn comes from PRO-, which denotes something that precedes the
action of the next part of the word in time and ICERE, “to throw”. The
word PROJECT thus actually originally meant “something that comes
before anything else happens”.
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This is the technique to analyze the content of work and cost by breaking
it down into its component parts.
Project key stages form the highest level of the WBS, which is then used
to show the details at the lower levels of the project.
Each key stage comprises many tasks identified at the start of planning
and later this list will have to be validated.
The WBS does not show dependencies other than a grouping under the
key stages. It is not time based there is no timescale o the drawing.
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A good PMIS is possible to be developed from the team members and not
from the systems administrators of the company. Organizations tend to
allocate such responsibility by rotation among members with a well
designed and structured data entry and analytical format.
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Projects fail for many internal reasons, some of them technical, some of
them managerial. However, even the technical failures can often be
traced back to a failure on the part of the project's executive
management to recognize and deal with these inherent managerial risks.
On the other hand, probably the majority of apparently successful
projects do not reflect their optimum potential either.
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Project Team - The project manager should have a say in the assembly
of his project team, which will help him to obtain their personal
commitment, support and required quality of service.
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Determine the key areas which will have the most impact on the
successful reception of the project
Q.1 COMM
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Answer :-
Support Software
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Having learnt the basics of application software, you would have a fair
idea of how and to what extent project management processes could be
automated. However, the challenge of “making things work” remains
unchanged. While software vendors are confident of “making it work”,
two yawning gaps still remain:
Several software vendors have seized the opportunity with offerings that
substantially fill these gaps effectively at a fraction of the costs quoted by
the major vendors. The other carrot which these vendors offer is a
unilateral transfer of the facility to customize themselves which is seen as
a huge advantage. The various support software that may be used for
managing projects are:
• ARROW
• FEDORA
• VITAL
• PILIN
• MS EXCHANGE SERVER 2003
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The vision of project ARROW: “The ARROW project will identify and
test software or solutions to support best practice institutional digital
repositories comprising e-prints, digital theses and electronic publishing.”
ARROW project wanted to be a solution for storing any digital output.
Their initial focus was on print equivalents such as thesis and journal
articles among others. It provided solution that could offer on-going
technical support and development past the end of the funding period of
the project.
Fedora
Since the beginning of the project ARROW has worked actively and
closely with Fedora and the Fedora Community. The ARROW project’s
Technical Architect is a member of Fedora Advisory Board and sits on
Fedora Development Group.
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VITAL
1. VITAL Manager
2. VITAL Portal
VITAL
1. VITAL Manager
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2. VITAL Portal
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4. Add Picture
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Solution
Business Benefits
IT Benefits
• Strengthened security
• Increased reliability
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Q.4 List the various steps for Risk management. Also explain
GDM and its key features.
Answer
a) Risk Identification
b) Risk Analysis
c) Risk Management Planning
d) Risk Review
Risk Identification:
To identify risks, we must first define risk. Risks are potential problems,
ones that are not guaranteed to occur. When people begin performing
risk identification they often start by listing known problems. Known
problems are not risks. During risk identification, you might notice some
known problems. If so, just move them to a problem list and concentrate
on future potential problems.
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project manager can also use the process to refer to a database of risk
obtained from past.
The information obtained from such databases can help the project
manager to evaluate and assess the nature of the risk and its impact on
the project. Also to a great extent the judgment of the project manager
based upon his past experience comes very handy in dealing with risks.
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Once you have created a list, work with the group to clarity each item.
Duplicate items can be removed. The Output of this step should include
The first step in risk analysis is to make each risk item more specific.
Risks such as, “Lack of
Management buy in, ”and “people might leave,” are a little ambiguous. In
these cases the group might decide to split the risk into smaller specific
risks, such as, “manager Jane decides that the project is not beneficial,”
“Database expert might leave,” and “Webmaster might get pulled off the
project.”
The next step is to set priorities and determine where to focus risk
mitigation efforts. Some of the identified risks are unlikely to occur, and
others might not be serious enough to worry about.
During the analysis, discuss with the team members, each risk item to
understand how devastating it would be if it did occur, and how likely it is
to occur. For example, if you had a risk of a key person leaving, you
might decide that it would have a large impact on the project, but that it
is not very likely.
4
3 Medium Criticd
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1 Low High
1 2 3 4
In the process below, we have the group agree on how likely it thinks
each risk item is to occur, using a simple scale from 1 to 10 (where 1 is
very unlikely and 10 is very likely). The group then rates how serious the
impact would be if the risk did occur, using a simple scale from 1 to 10
(where 1 is little impact and 10 is very large). To use this numbering
scheme, first pick out the items that rate 1 and 10, respectively. Then
rate the other items relative to these boundaries.
To determine the priority of each risk item, calculate the product of the
two values, likelihood and impact. This priority scheme helps push the big
risks to the top of the list, and the small risks to the bottom. It is a usual
practice to analyze risk either by sensitivity analysis or by probabilistic
analysis.
Sensitivity Analysis
Probabilistic Analysis
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There are two things one can do to manage risk. The first is to take action
to reduce (or partially reduce) the likelihood of the risk occurring. For
example, some project that work on process improvement make their
deadlines earlier and increases their efforts to minimize the likelihood of
team members being pulled off the project due to changing
organizational priorities. In a software product, a critical feature might be
developed first and tested early.
Second, we can take action to reduce the impact if the risk does occur.
Sometimes this is an action taken prior to the crisis, such as the creation
of a simulator to use for testing if the hardware is late. At other times, it
is a simple backup plan, such as running a night shift to share hardware.
For the potential loss of a key person, for example, we might do two
things:
Plan to reduce the impact by making sure other people become familiar
with that person’s work, or reduce the likelihood of attrition by giving the
person a raise, or by providing daycare.
Review Risks
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After you have implemented response actions, you want to review your
risks periodically so you can check how well mitigation is progressing. You
can also see if the risk priorities need to change, or if new risks have
been discovered, you might decide to rerun the complete risk process if
significant changes have occurred on the project.
b)GDM
The Global Delivery Model (GDM) is adopted by an Industry or Business
such that it has a capability to plan design, deliver and serve to any
Customers or Clients Worldwide with Speed, Accuracy, Economy and
Reliability. The key Features of GDM are •
Standardization
Modularization
Minimum Customization
Maximum Micro structure
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Exclusions
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b) Reduction/redirection of labor
d) Ability to more cost effectively upgrades all sites with one standard
upgrade package.
In each case above, identify the specific site, systems, and labour
involved in determining the cited benefit. Identify any costs or dollar
savings that are known or have been estimated. The memorandum will
be used as tool for responding to any future audit inquiries on project
ROI.
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(2) A bulleted list of the most important points from the memorandum of
record; and
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CMMI was developed by the CMMI project, which aimed to improve the
usability of maturity models by integrating many different models into
one framework. The project consisted of members of industry,
government and the Carnegie Mellon Software Engineering Institute (SEI).
The main sponsors included the Office of the Secretary of Defense (OSD)
and the National Defense Industrial Association.
CMMI representation
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There are Five maturity levels. However, maturity level ratings are
awarded for levels 2 through 5.
• CM - Configuration Management
• MA - Measurement and Analysis
• PMC - Project Monitoring and Control
• PP - Project Planning
• PPQA - Process and Product Quality Assurance
• REQM - Requirements Management
• SAM - Supplier Agreement Management
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• VER – Verification
CMMI models
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Appraisal
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A class A appraisal is more formal and is the only one that can result in a
level rating. Results of an appraisal may be published (if the appraised
organization approves) on the CMMI Web site of the SEI: Published
SCAMPI Appraisal Results. SCAMPI also supports the conduct of ISO/IEC
15504, also known as SPICE (Software Process Improvement and
Capability Determination), assessments etc.
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Applications
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Interestingly, Turner & Jain (2002) argue that although it is obvious there
are large differences between CMMI and agile methods, both approaches
have much in common. They believe neither way is the 'right' way to
develop software, but that there are phases in a project where one of the
two is better suited. They suggest one should combine the different
fragments of the methods into a new hybrid method. Sutherland et al.
(2007) assert that a combination of Scrum and CMMI brings more
adaptability and predictability than either one alone. David J. Anderson
(2005) gives hints on how to interpret CMMI in an agile manner. Other
viewpoints about using CMMI and Agile development are available on the
SEI Web site.
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