URR-18 Write your Roll number

KAKATIYA INSTITUTE OF TECHNOLOGY & SCIENCE, WARANGAL

(An Autonomous Institute under Kakatiya University, Warangal)
FACULTY OF ENGINEERING AND TECHNOLOGY
B.Tech. (Common to all Branches) VI Semester
Mid Examination -I
U18OE602B/U18OE701B: PROJECT MANAGEMENT
Date: 15/03/2022
Time: 2 Hours] [Max. Marks : 30
Note: 1. Answer all the questions.
Q.No. Marks CDLL CO
1. a. Define project. Explain the need of project management. [1] R-CRP1 CO1
A project can be considered to be any series of activities
and tasks that:
● Have a specific objective, with a focus on the creation of
business value, to be completed within certain
specifications
● Have defined start and end dates
● Have funding limits (if applicable)
● Consume human and nonhuman resources (i.e., money,
people, equipment)
● Are multifunctional (i.e., cut across several functional
lines)
The result or outcome of the project can be unique
or repetitive, and must be achieved within a finite period
of time.
Project management is the application of
knowledge, skills, and tools necessary to achieve the
project’s requirements.

b. List out the phases of project lifecycle. [1] R CO1

The five key process groups are initiating, planning,

executing, monitoring and controlling and closing.

c. Differentiate maturity and excellence. [1] U CO1

Maturity in project management is the
implementation of a standard methodology and
accompanying processes such that there exists a high
likelihood of repeated successes.
Organizations excellent in project management are
those that create the environment in which there exists a
continuous stream of successfully managed projects and
where success is measured by what is in the best interest
of both the company and the project (i.e., customer).

d. What is SMART Rule? [1] R CO2

 e. Explain stress and burnout. [1] U CO2
Stress has various reasons like feeling tired etc

Burned out-Being burned out is more than just a feeling;

it is a condition

f. How is Artificial Intelligence used in integrating end-to end project [1] U-CP1 CO2
management process
OWN
2. a. “The choosing of organizational structures depends on the project we work [4] E CO1
on”. Justify the statement with a suitable example and its organizational
structure.
TRADITIONAL (CLASSICAL) ORGANIZATION

Fifty years ago companies could survive with only

one or two product lines. However, with the passing of
time, companies found that survival depended on multiple
product lines (i.e., diversification) and vigorous integration
of technology into the existing organization.
 b. Discuss various management functions involved in organizing your college [4] An CO1
cultural event.
OWN
(OR)
c. “Selecting the project manager is an executive decision which may have [4] E CO1
special cases in selection and sometimes wrong person too “. Explain the
criteria in selecting the project manager.
Even though executives know the personal characteristics
and traits that project managers should possess, and
even though job descriptions are often clearly defined,
management may still select the wrong person because
they base their decision on the following criteria.
Maturity
Hard Nosed Tactics
Availability
Technical Expertise
New Exposure
Company exposure
CustomerOriented
d. Elaborate the importance of well-defined management policies and [4] An CO1
procedures for any project.
Pg No 250 Table5.5

3. a. Discuss different time management forms. [4] Ap CO2

There are two basic forms that project managers and
project engineers can use for practicing better time
management. The first form is the “to-do” list. The
activities with the highest priorities are then transferred to
the “daily calendar log,”
Add figures.
b. “I have to implement plans I didn’t design, but if the project fails, I’m [4] An CO2
responsible”. Project managers are subject to stress due to several different
facets of their jobs. Explain.
 The factors that serve to make any occupation
especially stressful are responsibility without the
authority or ability to exert control, a necessity for
perfection, the pressure of deadlines, role ambiguity, role
conflict, role overload, the crossing of organizational
boundaries, responsibility for the actions of subordinates,
and the necessity to keep up with the information
explosions or technological breakthroughs. Project
managers have all of these factors in their jobs.
One project manager described it this way: “I have
to implement plans I didn’t design, but if the project fails,
I’m responsible. Project managers are subject to stress
due to several different facets of their jobs
1. Being tired- drained of strength and energy(short
term)

2. Feeling depressed-Management or the client

3. Being physically and emotionally exhausted-

4. Burned out-Being burned out is more than just

a feeling; it is a condition

5. Being unhappy

6. Feeling trapped

7. Feeling worthless

8. Feeling resentful and disillusioned about people.

9. Feeling hopeless

10. Feeling rejected.

11. Feeling anxious.

(OR)
c. What are your expectations as a project manager from your project team [4] Ap CO2
involved in manufacturing / software development project?
d. How the conflicts may arise in project organization? How do you resolve [4] An CO2
them?
The four most common methods are:
1. The development of company-wide conflict resolution
policies and procedures
2. The establishment of project conflict resolution
procedures during the early planning activities
3. The use of hierarchical referral
4. The requirement of direct contact
4. a. Compare and contrast the success and failure along with the degrees. [4] E CO1
Projects get terminated for one of two basic reasons;
project success or project failure. Project success is
considered as a natural cause for termination and is
achieved when we meet the success criteria established at
the onset of the project. Project failure is often the result
of unnatural causes such as a sudden change in the
business base, loss of critical resources, or inability to
meet certain critical constraints.
One possible way of classifying project results can
be:
Complete success: The project met the success
criteria, value was created and all constraints were
adhered to.
Partial success: The project met the success
criteria, the client accepted the deliverables and value was
created, although one or more of the success constraints
were not met.
Partial failure: The project was not completed as
expected and may have been canceled early on in the life
cycle. However, knowledge and/or intellectual property
was created that may be used on future projects.
Complete failure: The project was abandoned and
nothing was learned from the project.

b. Write different ways of measuring the performance of an employee. [4] Ap CO2

Many good projects as well as project management
structures have failed because of the inability of the
system to evaluate properly the functional employee’s
performance. In a project management structure, there
are basically six ways that a functional employee can be
evaluated on a project:
1. The project manager prepares a written,
confidential evaluation and gives it to the functional
manager.

2. The project manager prepares a nonconfidential

evaluation and gives it to the functional manager.

3. The project manager provides the functional

manager with an oral evaluation of the employee’s
performance.

4. The functional manager makes the entire evaluation

without any input from the project manager

5. The project manager makes the entire evaluation for

 the functional manager.

6. All project and functional managers jointly evaluate

all project functional employees at the same time.

(OR)
c. Explain the organizational staffing process with a real world case study. [4] E CO1
Own
d. What are the key variables in measuring the project management effective [4] Ap CO2
ness.
THE VARIABLES FOR SUCCESS
1. Predicting Project Success

2. Project Management Effectiveness

3. Expectations

4. Lessons Learned

5. Understanding Best Practices

There are four key variables in measuring the

effectiveness of dealing with upper-level management.
These variables are
credibility,
priority,
accessibility and
visibility
Paper set by: Project management Course Committee