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Project Management can be considered as a Strategic Capability that is strongly influenced by the organisations' ability to coordinate resources and to

    UNIVERSITY OF LONDON

    BSc EXAMINATION 2009

    For Internal Students of

    Royal Holloway

    DO NOT TURN OVER UNTIL TOLD TO BEGIN

    MN3321: PROJECT MANAGEMENT

    MN3321R: PROJECT MANAGEMENT - PAPER FOR RESIT CANDIDATES

     Time Allowed: Three hours

    Attempt FOUR questions (out of eight).

    All questions carry equal marks.

    No credit will be given for attempting any further questions. Only the

    first four questions with answers will be assessed.

    ? Royal Holloway University of London 2009

    Page 1 of 4

    2008 -09

    MN3321/MN3321R

ANSWER FOUR QUESTIONS ONLY

Question 1.

    In Project Management we consider a lifecycle of the project, which can be

    broken down to 4 overall phases.

    a) Name each of these phases and show the order in which these phases take

    place

     (Marks 8)

    b) Discuss each phase in detail

     (Marks 17)

Question 2.

    Project Management can be considered as a Strategic Capability that is strongly

    influenced by the organisations’ ability to coordinate resources and to deploy its strategies via multiple projects.

    a) Name and describe two main devices to facilitate strategic programme

    management.

     (Marks 10)

    b) Projects can be broadly classified as either direct revenue earning or

    organisational change projects. Discuss each class of projects in terms of

    their characteristics in relation to the organisation and give in each class

    examples.

     (Marks 15)

Question 3.

    The definition of projects is based on a number of key tools/techniques.

    a) What is a Work Breakdown Structure and which purpose does it serve?

     (Marks 10)

    b) Discuss the usage of process maps and stage gate models with reference to

    a particular example.

     (Marks 15)

    TURN OVER

    Page 2 of 4

    MN3321/MN3321R Question 4.

    Network diagrams help to deal with complexity and support analysis related to the

    critical path.

    a) What is a project critical path and why is critical path analysis relevant?

     (Marks 5)

    b) Prepare an “Activity-on-arrow” (A-o-A) diagram for the given list of activities.

     (Marks 10)

    c) Calculate the earliest event times and latest event times. Identify the critical

    path.

     (Marks 10)

    Activity Preceding activity Duration (days)

    A B 10

    B - 5

    C E, H 4

    D E, H 2

    E F 5

    F B 6

    G C, D 2

    H A 10

Question 5.

    Planning and resource allocation are central yet difficult tasks and many projects

    run late.

    a) Describe main features of the Theory of Constraints (TOC) and its

    importance. Give examples for constraints in the context of Project

    Management.

     (Marks 10)

    b) Discuss the Critical Chain Project Management (CCPM) concept with

    comparisons to the original CPM/PERT one. Include a description of the

    function of buffers and buffered feeder paths.

     (Marks 15)

Question 6.

    Risk management is one of the major responsibilities of a project manager.

    a) What is a risk in a project?

     (Marks 5)

    b) Discuss in detail each stage of risk management

     (Marks 10)

    c) Describe PERT including the time estimates required for its application as well

    as useful intermediate and final results.

     (Marks 10)

    TURN OVER

    Page 3 of 4

    MN3321/MN3321R Question 7.

Team management is a fundamental part of project management.

    a) Name and discuss different roles in teams and how the distribution of roles

    can influence team effectiveness?

     (15 marks)

    b) Discuss how effective teamwork can be promoted as project manager.

     (10 marks)

Question 8.

    In large projects the project manager is regularly confronted with complex

    decisions.

    a) What are the basic phases of a systematic and rational decision process

    from the perspective of the decision maker.

     (5 marks)

    b) What are decision trees? Discuss their characteristics.

     (10 marks)

    c) Name and shortly describe other techniques to structure and better

    understand complex decision making scenarios. (10 marks)

    END OF PAPER

    Page 4 of 4

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