Q.1List and explain the traits if a professional manager Answer: Instruments of revolutionary change.

Let us discuss each of these instruments. a) Reengineering: This is a process by which managers redesign a bundle of tasks into roles and functions so that organisational effectiveness is achieved. By doing so dramatic improvements in critical measures of performance like cost, quality and service are expected. There will be a radical rethink about the business processes adopted. A business process may be of any activity like inventory control, product design, orders processing, and delivery systems. No reference is taken to the existing process and an entirely new process is adopted. The following rules for reengineering are effective: i) Make changes with the outcome in mind not the tasks that result in them. Make the users of the results of the process effect the change. Let the people on the spot decide on the solution decentralise.

ii) iii)

b) E-Engineering: The term E-Engineering refers to the attempts of companies to make use of all kinds of information systems, to make their functions efficient. New information systems are installed for conducting all business processes in the organisation. The use of electronic communication within the organisation enables frequent interactions between employeess and results in better communication. Typically meetings require their presence, but with teleconferencing a lot of time and money is saved. Data have repositories which are accessible, transferable and updatable instantly and used by all concerned. Cross-functional workflows make it easier to coordinate activities. The increase in efficiency makes the organisation meet customers requirements faster. All these result in widespread utilisation of knowledge in the organisation. It helps in creating and making available high quality of information. The information system also comprises of intranet and internet solutions to carry on their regular activities online. c) Restructuring: This is attempted with change in authority and task relationships of managers. The move from the functional form or a standard division structure to combine or divide areas of control and authority to facilitate better coordination and/or workflow can be described as restructuring. In the process, a few jobs may not be there. Few people may have multi-functional activities. The main purpose is to reduce bureaucratic costs. This is because of a change in strategy. Downsizing is also a way of restructuring. d) Innovation: It is the successful use of skills and resources in such a way that the outcome effectively meets customers needs. Changes in technology have made computers cheaper, faster and more users friendly. This has made a thorough change in the skills of employees and managers. Every company needs to adopt new methods, find them and to make them relevant in the changing world. The thrust in every department/function should be to do things better with new methods. A culture that promotes this thought across the organisation is the best way to benefit from it. For promotion, suitable people have to be selected, trained, empowered and rewarded. A thorough change in the way problems are solved is needed. The Project Manager may have to initiate the change process to increase the effectiveness of his team. Being a key person and the change agent in the organisation, his actions are always under scrutiny. If he takes initiative, whenever the opportunity arises, to effect incremental changes, he will face minimum resistance both by the top management and his team members.

Q.2 Describe in brief the various aspects of programme management? Answer: A programme manager will address risks and issues but focusing on impacts for the overall initiative and the best interests of the organisation as a whole. A project manager performing the same tasks would, in contrast, address risks and issues to delivering the specific defined deliverables of the concerned project. After gaining a significant insight into programme and project management, let us have a look on effective programme management. Effective programme management involves: Focusing on the various strategic initiatives taken up for multiple projects and the issues related to benefits and risks Bringing about the attention of management to a defined set of benefits, which are understood immediately, which are managed throughout the implementation and completion Helping top management to set priorities, choosing options and allocate resources Setting up mechanisms to measure and ensure that the projects making contributions for realising expected business benefits Ensuring that the effects of the programme driven changes are coordinated, the transitions are successfully managed. The operations are effective and efficient. Q.3 Compare the following: a. Traditional Vs. Projectised Organization Answer: Traditional organisations They have the formal organisation structure, with departments, functions, sections having a hierarchy of managers and their assistants. All of the managers function on a continuous basis catering to a series of requirements issued by the planning department. b. Reengineering vs. E-engineering Answer: Reengineering An assembly of various units of their production forms a products and a variety of such products make up the business of the company. No particular member or a department or a team is responsible for the completion of any particular product. Their creativity and innovation is in particular respect of their jobs. Most of the members do not get exposed to other areas of operations in the organisation. They become specialists and insular. E-engineering They have a time schedule within which all the elements of the projects have to be completed. There is greater accountability among team members and everyone is responsible for the delivery. It is found that a sense of ownership of the project motivates team members to be creative, cooperative among them to achieve high productivity Projectised organisations They have teams comprising members who are responsible for completing one entire deliverable product. The teams will have all the resources required to finish the jobs.

a) Reengineering: This is a process by which managers redesign a bundle of tasks into roles and functions so that organisational effectiveness is achieved. By doing so dramatic improvements in critical measures of performance like cost, quality and service are expected. There will be a radical rethink about the business processes adopted. A business process may be of any activity like inventory control, product design, orders processing, and delivery systems. No reference is taken to the existing process and an entirely new process is adopted. The following rules for reengineering are effective: i) ii) Make changes with the outcome in mind not the tasks that result in them. Make the users of the results of the process effect the change.

iii)

Let the people on the spot decide on the solution decentralise.

b) E-Engineering: The term E-Engineering refers to the attempts of companies to make use of all kinds of information systems, to make their functions efficient. New information systems are installed for conducting all business processes in the organisation. The use of electronic communication within the organisation enables frequent interactions between employees and results in better communication. Typically meetings require their presence, but with teleconferencing a lot of time and money is saved. Data have repositories which are accessible, transferable and updatable instantly and used by all concerned. Cross-functional workflows make it easier to coordinate activities. The increase in efficiency makes the organisation meet customers requirements faster. All these result in widespread utilisation of knowledge in the organisation. It helps in creating and making available high quality of information. The information system also comprises of intranet and internet solutions to carry on their regular activities online. Q.4 List out the macro issues in project management and explain each. Answer: Macro Issues a. Evolving Key Success Factors (KSF) Upfront: In order to provide complete stability to fulfilment of goals, a project manager needs to constantly evaluate the key success factors from time to time. While doing so, he needs to keep the following aspects of KSFs in mind: The KSF should be evolved based on a basic consensus document (BCD). KSF will also provide an input to effective exit strategy (EES). Exit here does not mean exit from the project but from any of the drilled down elemental activities which may prove to be hurdles rather than contributors. Broad level of KSF should be available at the conceptual stage and should be firmed up and detailed out during the planning stage. The easiest way would be for the team to evaluate each step for chances of success on a scale of ten. KSF should be available to the management duly approved by the project manager before execution and control stages. KSF rides above normal consideration of time and cost at the levels encompassing client expectation and management perception time and cost come into play as subservient to these major goals. b. Empowerment Title (ET): ET reflects the relative importance of members of the organisation at three levels: i) Team members are empowered to work within limits of their respective allocated responsibilities. The major change from bureaucratic systems is an expectation from these members to innovate and contribute to time and cost. ii) Group leaders are empowered additionally to act independently towards client expectation and are also vested with some limited financial powers. iii) Managers are empowered further to act independently but to maintain a scientific balance among time, cost, expectation and perception, apart from being a virtual advisor to the top management. c. Partnering Decision Making (PDM): PDM is a substitute to monitoring and control. A senior with a better decision making process will work closely with the project managers as well as members to plan what best can be done to manage the future better from past experience. The key here is the active participation of members in the decision making process. The ownership is distributed among all irrespective of levels the term equally should be avoided here since ownership is not quantifiable. The right feeling of ownership is

important. This step is most difficult since junior members have to respond and resist being pushed through sheer innovation and performance this is how future leaders would emerge. The PDM process is made scientific through: i) Earned value management system (EVMS) ii) Budgeted cost of work scheduled (BCWS) iii) Budgeted cost of work performed (BCWP) iv) Actual cost of work performed (ACWP) d. Management by Exception (MBE): No news is good news. If a member wants help he or she locates a source and proposes to the manager only if such help is not accessible for free. Similarly, a member should believe that a team leaders silence is a sign of approval and should not provoke comments through excessive seeking of opinions. In short leave people alone and let situation perform the demanding act. The bend limit of MBE can be evolved depending on the sensitivity of the nature and size of the project. MBE provides and facilitates better implementation of effectiveness of empowerment titles. MBE is more important since organisations are moving toward multi-skilled functioning even at junior most levels. Q.5 Describe the various steps in risk management listed below Risk Identification Answer: Risk Identification: Risk identification occurs at each stage of the project life cycle. To identify risks, we must first define risk. As defined earlier, 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. As projects evolve through project development so too does the risk profile. Project knowledge and understanding keep growing, hence previously identified risks may change and new risks identified throughout the life of the project. Here we will discuss various tools and techniques available for risk identification. The best and most common methodology for risk identification is done using a brainstorming session. The brainstorm typically takes 15-30minutes. You have to be sure to invite anyone who can help the team think of risks. Invite the project team, customer, people who have been on similar projects, and experts in the subject area of the project. Involving all stakeholders is very important. Limit the group size to nine people. In the brainstorming session, participants discuss out potential problems that they think could harm the project. New ideas are generated based on the items on the brainstorm list. A project manager can also use the process to refer to a database of risk obtained from past. Here, prior experience and learning from past project plays a very important role. 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. Another important method is to generate alternative solution or methodology to deal with risk. Generate solution by means of group review meetings or a brainstorm session. However, consider the following points during a brainstorm session: Selection of weak areas in a project, such as unknown technology being used or to be used Things those are critical or extremely important to the effort, such as the timely delivery of a vendors database software, creation of translators, or a user interface that meets the customers needs Things that have caused problems in the past, such as loss of key staff, missed deadlines, or error-prone software. Some examples of risks that may be identified in such sessions are:

 We may not have the requirements right The technology is untested Key people may leave The server wont restart in situation X People might resist the change Any potential problem, or critical project feature, is a good candidate for the risk list. Once we have created a list, work with the group to clarity each item. Also ensure that duplicate items are removed. The output of this step should include: Name of the risk Detailed description of risk event Risk Trigger Risk Type Potential Response Comments, if any Risk Analysis: 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 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. Paretos law studied earlier applies here. 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. This way you can gauge the probability of occurrence and the impact created. You can form a matrix based on the likeliness of occurrence and the impact created. 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. In the process, we make 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 1to 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 analyse risk either by sensitivity analysis or by probabilistic analysis. Quantitative risk analysis Sensitivity Analysis: In sensitivity analysis, a study is done to analyse the changes in the variable values because of a change in one or more of the decision criteria.

Probabilistic Analysis: In the probability analysis, the frequency of a particular event occurring is determined, based on which its average weighted average value is calculated. Each outcome of an event resulting in a risk situation in a risk analysis process is expressed as a probability. Risk analysis can be performed by calculating the expected value of each alternative and selecting the best alternative. Now that the group has assigned a priority to each risk, it is ready to select the items to manage. Some projects select a subset to take action upon, while others choose to work on all of the items. C: Risk Management Planning Risk Management Planning After analysing and prioritising, the focus comes on management of the identified risks. In order to maximise the benefits of project risk management, you must incorporate the project risk management activities into our project management plan and work activities. There are two things you 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 minimise the likelihood of team members being pulled off the project due to changing organisational priorities. In a software product, a critical feature might be developed first and tested early. Second, you 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, you might do two things. You may plan to reduce the impact by making sure other people become familiar with that persons work, or reduce the likelihood of attrition by giving the person a raise, or by providing extra benefits. d. Risk Review Establish how often risks should be reviewed (once a month is typical). Risk reviews can be incorporated into existing project status and phase reviews. Update the list based on risk review sessions. Control Risks: It refers to controlling the deviations in a project which may be one of the reasons to induce a risk element in the project. Controlling the risk ensures that the project is likely to be completed as per the plans and heading towards the goals set for the project. It is preferable to work in a structured mode to handle risks in a project. The final goal should be to complete the project on time and as per the schedule within the given budget and limited resources with the desirable quality.

PPQA - Process and Product Quality Assurance REQM - Requirements Management

SAM - Supplier Agreement Management Maturity Level 3 - Defined DAR - Decision Analysis and Resolution IPM - Integrated Project Management +IPPD OPD - Organizational Process Definition +IPPD OPF - Organizational Process Focus OT - Organizational Training PI - Product Integration RD - Requirements Development RSKM - Risk Management TS - Technical Solution VAL - Validation VER - Verification Maturity Level 4 - Quantitatively Managed QPM - Quantitative Project Management OPP - Organizational Process Performance Maturity Level 5 - Optimizing

 CAR - Causal Analysis and Resolution OID - Organizational Innovation and Deployment CMMI models CMMI best practices are published in documents called models, each of whichaddresses a different area of interest. The current release of CMMI, version 1.2,provides models for three areas of interest: development, acquisition, andservices. CMMI for Development (CMMI-DEV), v1.2 was released in August 2006. Itaddresses product and service development processes. CMMI for Acquisition (CMMI-ACQ), v1.2 was released in November 2007. Itaddresses supply chain management, acquisition, and outsourcingprocesses in government and industry. CMMI for Services (CMMI-SVC), v1.2 was released in February 2009. Itaddresses guidance for delivering services within an organization and toexternal customers. CMMI Product Suite (includes Development, Acquisition, and Services),v1.3 is expected to be released in 2010.CMMI Version 1.3Plans for the Next VersionRegardless of which model an organization chooses, CMMI best practices shouldbe adapted by an organization according to its business objectives.

Appraisal An organization cannot be certified in CMMI; instead, an organization is appraised . Depending on the type of appraisal, the organization can be awardeda maturity level rating (1-5) or a capability level achievement profile.Many organizations find value in measuring their progress by conducting anappraisal. Appraisals are typically conducted for one or more of the followingreasons:1.To determine how well the organizations processes compare to CMMI bestpractices, and to identify areas where improvement can be made2.To inform external customers and suppliers of how well the organizationsprocesses compare to CMMI best practices3.To meet the contractual requirements of one or more customersAppraisals of organizations using a CMMI model must conform to therequirements defined in the Appraisal Requirements for CMMI (ARC) document. There are three classes of appraisals, A, B and C, which focus on identifyingimprovement opportunities and comparing the organizations processes to CMMIbest practices. Appraisal teams use a CMMI model and ARC-conformant appraisalmethod to guide their evaluation of the organization and their reporting of conclusions. The appraisal results can then be used (e.g., by a process group) toplan improvements for the organization. TheStandard CMMI Appraisal Method for Process

Improvement(SCAMPI) is anappraisal method that meets all of the ARC requirements.A class A appraisal is more formal and is the only one that can result in a levelrating. Results of an appraisal may be published (if the appraised organizationapproves) on the CMMI Web site of the SEI:Published SCAMPI Appraisal Results.SCAMPI also supports the conduct of ISO/IEC 15504, also known asSPICE (Software Process Improvement and Capability Determination), assessments etc. Achieving CMMI compliance The traditional approach that organizations often adopt to achieve compliancewith the CMMI involves the establishment of an Engineering Process Group (EPG)and Process Action Teams (PATs).This approach requires that members of theEPG and PATs be trained in the CMMI, that an informal (SCAMPI C) appraisal beperformed, and that process areas be prioritized for improvement. More modernapproaches that involve the deployment of commercially available, CMMI-compliant processes, can significantly reduce the time to achieve compliance.SEI has maintained statistics on the "time to move up" for organizations adoptingthe earlier Software CMM and primarily using the traditional approach. [6] Thesestatistics indicate that, since 1987, the median times to move from Level 1 toLevel 2 is 23 months, and from Level 2 to Level 3 is an additional 20 months. These statistics have not been updated for the CMMI. The Software Engineering Institutes (SEI) Team Software Process methodologyand the Capability Maturity Modeling framework can be used to raise thematurity level. Applications

The SEI published that 60 organizations measured increases of performance inthe categories of cost, schedule, productivity, quality and customer satisfaction. [7] The median increase in performance varied between 14% (customersatisfaction) and 62% (productivity). However, the CMMI model mostly deals with what processes should be implemented, and not so much with how they can beimplemented. These results do not guarantee that applying CMMI will increaseperformance in every organization. A small company with few resources may beless likely to benefit from CMMI; this view is supported by theprocess maturity profile(page 10). Of the small organizations (<25 employees), 70.5% areassessed at level 2: Managed, while 52.8% of the organizations with 10012000employees are rated at the highest level (5: Optimizing).Interestingly, Turner & Jain (2002) argue that although it is obvious there arelarge differences between CMMI andagile methods, both approaches have muchin common. They believe neither way is the 'right' way to develop software, butthat there are phases in a project where one of the two is better suited. Theysuggest one should combine the different fragments of the methods into a newhybrid method. Sutherland et al. (2007) assert that a combination of Scrum andCMMI brings more adaptability and predictability than either one alone. David J.Anderson (2005) gives hints on how to interpret CMMI in an agile manner. Otherviewpoints about using CMMI and Agile development are available on theSEI Web site. The combination of the project management techniqueearned value management(EVM) with CMMI has been described (Solomon, 2002). To concludewith a similar use

of CMMI, Extreme Programming (XP), a software engineeringmethod, has been evaluated with CMM/CMMI (Nawrocki et al., 2002). Forexample, the XP requirements management approach, which relies on oralcommunication, was evaluated as not compliant with CMMI.CMMI can be appraised using two different approaches: staged and continuous. The staged approach yields appraisal results as one of five maturity levels . Thecontinuous approach yields one of six capability levels . The differences in theseapproaches are felt only in the appraisal; the best practices are equivalent andresult in equivalent process improvement results