Engineering Project Management & Finance

(UESTC 3031 & UESTCHN 3012)

Project Management
(Part 1)

Dr. Amir Parnianifard

Email: [email protected]
 Project Management-Part 1: Introduction, The Role of the Project Manager

• Part 1: Introduction, The Role of the Project Manager

• Part 2: Project Scope Management, Project Schedule Management

• Part 3: Project Cost Management, Project Resource Management

• Part 4: Project Communications Management, Project Risk Management

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Reference

This lecture is based on the PMBOK® Guide. For further details, students may refer to the PMBOK Guide or other PMI resources. The slides
serve as the primary material for the final exam. A PMP® certification is a globally recognized credential in PMI’s certification process.
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Project Management-Part 1: Introduction, The Role of the Project Manager

Introduction
 Project Management-Part 1: Introduction, The Role of the Project Manager

Session Overview

• Why project management?

• What is a Project?
• What is Project Management?
• Relationship between Portfolio, Program and Project
• Project Management, Program Management, Portfolio,
Operations Management
• Organizational Project Management (OPM) and Strategies
• Components of the guide
• Project Management Business Documents

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Why project management?

✓ Project management skills ensure projects are completed on time and

within budget, enhancing overall efficiency.

✓ Effective communication is vital for collaboration within technical teams and with clients.
✓ Understanding project management helps in identifying and mitigating risks early on, preventing
costly mistakes.
✓ Project management ensures projects meet client expectations, enhancing satisfaction and
fostering long-term relationships.
✓ Proficiency in project management opens doors to leadership roles and career advancement
opportunities.
✓ …
 Project Management-Part 1: Introduction, The Role of the Project Manager

Definition of a Project

A project is a temporary endeavor undertaken to create a unique product, service, or result

• Temporary effort that has a defined start and end date

• Temporary does not mean the duration of a project is short

• It produces a “unique and verifiable” product, result or capability to perform a service
• Deliverable may be tangible or intangible
• Repetitive elements may be present in some projects, but repetition does not change its
unique characteristics

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Definition of a Project

o Building a bridge on the Panama Canal

o Conducting routine maintenance on electronic equipment, like computers or printers.

o Repairing a household appliance, such as a microwave or refrigerator.

o Designing and constructing an electronic device prototype

o Conducting daily operations of an electronic repair shop, such as fixing smartphones or tablets.

o Developing content for a new course

o Creating a software application for a specific purpose

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 Project Management-Part 1: Introduction, The Role of the Project Manager

A project can create..

Unique Product
• A unique product that can be either a component of another item, an enhancement or
correction to an item, or a new end item itself
Unique Service
• A unique service or capability to perform a service (e.g a business function that supports
production or distribution)
Unique Result
• A unique result such as an outcome or document (e.g a research project that develops knowledge
that can be used to determine whether a trend is existing, or a new process will benefit society)

Unique Combination
• Combination of one or more products, services, or results (e.g. A software application, its
associated documentation, and help desk services)
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Projects

• Projects drive change:

• Projects enable business value creation:

Tangible Intangible • Projects initiation context:
Monetary Assets Goodwill
Stakeholder Equity Brand recognition
Utility Public benefit
Fixtures Trademarks
Tools Strategic alignment
Market Share Reputation

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 Project Management-Part 1: Introduction, The Role of the Project Manager

• New Technology
Factors that Lead to the
Creation of a Project • Competitive forces

• Material issues

• Market demand

• Economic changes

• Customer request

• Stakeholder demands

• Legal requirements

• Business process improvement

• Strategic opportunity or business need

• Social need

• Environmental consideration
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Management
Project management is the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements.

• Project management is accomplished through the appropriate

application and integration of the project management processes
identified for the project.

• Effective project management helps individuals, groups, public, and

private organizations to meet business objectives, to satisfy
stakeholder expectations, to manage constrains (e.g., Scope,
Quality, Schedule, Costs, Resources)

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Standalone Project Portfolio

Sub
Programs Projects Operations
portfolios

Programs Projects Subprograms Programs

Projects Projects

Relationship of Project, Program, Portfolio, and Operations

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Relationship between Portfolio, Program, and Project

Example
Portfolio: New product development,
market expansion, manufacturing
process improvement, customer support
enhancement.

Program: Development and launch of a

new generation of smart communication
devices.

Projects (within Program): Hardware

design, software development, testing,
and marketing strategies.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Organizational Project Management (OPM) and Strategies

• Strategic business goals can be achieved through the

systematic management of portfolios, programs, and
projects through the application of OPM

• A framework in which portfolio, program, and

project management are integrated to achieve
strategic objectives

• Purpose is to ensure that the organization

undertakes the right projects and allocates
critical resources appropriately
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Components of the Guide

• Project Phase: Collection of logically related project activities that concludes in the completion of project deliverable
• Project Life Cycle: Series of one or more phases a project passes through from start to completion
• Phase Gate: A review at the end of a phase in which decision is made to continue to the next phase (or modify or end
the project)
• Project Management Processes: A systematic series of activities directed towards causing an end result where one or
more inputs will be acted upon to create one or more outputs

• Project Management Process Groups: Logical grouping of project

management inputs, tools and techniques, and outputs. Project
Management Process Groups are not Project Phases.
• Project Management Knowledge Areas: An identified area of project
management by its knowledge requirements

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Interrelationship of PMBOK Guide Key

Components in Projects

Project Management Institute, A Guide to the Project Management Body of Knowledge,

(PMBOK® Guide) – Fifth edition, Project Management Institute, Inc., 2013, Figure 1-5, Page 18. 17
 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Management Processes

Pre-specified
product

A process is a set of
interrelated actions and Service
activities performed to
create a ..

Result

Tools and
Inputs Outputs
Techniques

Each process is characterized by its..

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Management Process Groups

• The processes in each Process Group are connected by the outputs from the other processes.
Process groups are overlapping activities that occur throughout the project.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Management Process Groups

• The Five Process Groups are shown in terms of the level of interaction over the lifespan of a project

• If the project is divided into phases each of the five process groups comes into play in during each phase

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth edition, Project
Management Institute, Inc., 2013, Figure 3-2, Page 51. 19
 Project Management-Part 1: Introduction, The Role of the Project Manager

Initiating Process Group

• Consists of those processes performed to define a new project or a new phase

• Initial scope is defined, and initial financial resources are committed

• Project Manager is selected

• Project Charter is created, and Project is authorized

Purpose of the Initiating Process Group:

• Align the stakeholders’ expectations with the project’s purpose,

• Give them visibility about the scope and objectives,

• Show how their participation in the project and its associated phases can ensure that their
expectations are achieved
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Planning Process Group

• Consists of the processes performed to establish the total scope of the effort, define and refine the
objectives, and develop the course of action required to attain those objectives

• Planning processes develop the project management plan

• As more information or characteristics are gathered and understood through repeated feedback
loops, plans evolve through the Project Lifecycle – this progressive detailing of the plans is known as
Progressive Elaboration

Purpose of the Planning Process Group:

• Outline the strategy and tactics to successfully complete the project

• Identify risks that are not visible upfront
• Document how to execute the other processes in the project
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Executing Process Group

• Consists of those processes performed to complete the work defined in the project management
plan to satisfy the project specifications

• This is where most of the project resources will be consumed

Purpose of the Executing Process Group:

• Produce the deliverables as per the plan by:

▪ Coordinating people and resources
▪ Managing stakeholder expectations
▪ Integrating and performing the project activities

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Monitoring and Controlling Process Group

• Consists of those processes required to track, review, and score the progress and performance of the
project

• These processes identify any areas in which changes to the plan are required and initiate the
corresponding changes

Purpose of the Monitoring and Controlling Process Group:

• Controlling changes and recommending corrective or preventive action

• Monitoring the ongoing project activities against the project management plan
• Only approved changes are implemented

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Closing Process Group

• Consists of those processes performed to conclude all activities across all Project Management
Process Groups to formally complete the project, phase, or contract

Purpose of the Closing Process Group:

• Verify that the defined processes are completed within all of the Process Groups
• Obtain acceptance by the customer or sponsor to formally close the project or phase
• Conduct post-project or phase-end review and document lessons learned
• Update organizational process assets

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Knowledge Areas - a cross-sectional view of the processes

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Information

• Throughout the life cycle of the project, a

significant amount of data and information is
collected, analyzed, transformed, and
distributed

• It is important to get the terms right to

prevent confusion and misunderstanding
among stakeholders.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Information

• Raw observations, measurements identified

Work • Examples include reported percent of work physically completed,
Performance number of change requests, number of defects, actual costs, durations,
Data etc.

• Performance data collected from various controlling processes,

Work analyzed in context
Performance • Examples include status of deliverables, implementation status for change
Information requests, and forecasted estimates

• Work performance information compiled documents, intended to

Work
generate decisions, raise issues, and awareness
Performance • Examples include status reports, memos, justifications, information notes,
Reports and recommendations

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Tailoring

Adjustment or selection of relevant

processes, tools, inputs, outputs & phases
• Influenced by projects constraints,
governance, culture, customer
• A collaborative effort by the PM
• Can be at an organization level also for
the overall project management
methods with additional tailoring
guidelines for individual projects

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Management Business Documents

Project sponsor is generally responsible for the development and maintenance of the project
business case document
Project Business Case: A documented economic feasibility study, and is used as a basis for
authorization of further project management activities
It contains information on Business needs, evaluation documentation, analysis of the situation etc.
Project Benefits Management Plan: The documented explanation defining the processes for
creating, maximizing, and sustaining the benefits provided by a project
It contains information about Target benefits (Expected tangible and intangible value), Timeframe
for realizing benefits, Benefits owner, Metrics etc.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project success measures

• Can be project objectives (benefits)

• Benefits may be financial & non-financial, state
changes, meeting the contract, customer satisfaction,
operational integration, quality, process success, etc.

• Stakeholders define what is success, how it is

measured & what impacts it
• Closely linked to organizational strategy & business
results
• Traditionally project was adherence to scope, cost &
time only
• A project should always match the goals and needs of
the company or organization. If it doesn’t, it may not
be useful or successful.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Selection Methods

Idea Generation Mathematical approach Economic models

Methods

• Present value
• Constrained Brain- • Linear programming • Net present value
writing • Integer programming • Internal rate of
• Benchmarking • Dynamic programming return
• Assumption • Multi-objective • Cost-benefit
Busting programming analysis

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Selection: Present Value

Present value means the value today of future cash flow.

• Project evaluation usually requires comparing costs and benefits from different time periods

FV
Where, FV = Future Value
PV =
(1 + r)n
PV = Present Value

r = Interest Rate
FV = PV (1 + r)n
n = Number of Time Periods

• If you have $1000 today and deposit it in your savings account, you will have $1,100 in one year,
assuming the savings account interest rate is 10%.
• Key takeaway is to understand that a dollar today is worth more than a dollar tomorrow.
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Selection: Cost Benefit Analysis or Benefit Cost Analysis

A ratio attempting to compare the total expected costs against the total expected benefits of each option.
• In this type of analysis, the benefits and costs are expressed in monetary value and the monies are
adjusted for the “Present Value”. This is often done by converting the future expected streams of
costs and benefits into a present value amount using suitable interest rates.

Total Benefits
BCR = BCR Benefit Cost Ratio
Total Costs

Benefit cost ratio > 1 → Benefits are greater than costs; project is worth pursuing

Benefit cost ratio < 1 → Benefits are lesser than costs; project isn’t worth pursuing unless there is an
intangible benefit

Benefit cost ratio = 1 → Benefits are equal to costs; project isn’t worth pursuing
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Selection: Cost Benefit Example (Practice)

Year Future Value Interest Rate Present Value Total
Project Cost 1 $500,000 10% $454,545

Operation Cost 2 $280,000 5% $253,968

Operation Cost 3 $175,000 8% $138,921

Total Project Cost after 3 years $847,434

Project Benefit 3 $900,000 9% $694,965

$694,965
Total Project Benefit after 3 years

Benefit Cost Ratio Total Project Benefits/Total Project Cost 0.82

Net Benefit Total Project Benefits – Total Project Cost ($152,469)

Project isn’t worth pursuing as costs outweigh benefits! For convenience the interest rate for the benefit is taken as 9%
over a period of 3 years instead of annual rates for the 3 years 35
Project Management-Part 1: Introduction, The Role of the Project Manager

The Role of the

Project Manager

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Session Overview

• Overview
• Definition of a Project Manager
• The Project Manger’s sphere of influence
• Project Manager competencies
• Performing Integration

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Overview

Roles of a Project Manager:

Responsibility for Team:

• Project manager is responsible for what the team produce.

• Project manager reviews the vision, mission, and objectives of the organization to ensure
alignment with the products.

• Project manager motivates the team towards the successful completion of the objectives.

Knowledge and Skills:

• Project manager should posses project management knowledge, technical knowledge,

understanding, and experience.

• The project manager provides the project team with leadership, planning, and coordination
through communications.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Definition of a Project Manager

• The role of a Project Manager is distinct from that of a functional manager or operations manager

• Functional manager focuses on providing management oversight for a functional or business unit

• Operations manager is responsible for ensuring that the business operations are efficient
• Project manager is the person assigned by the performing organization to lead the team that is
responsible for achieving the project objectives

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 Project Management-Part 1: Introduction, The Role of the Project Manager

The Project Manager’s Sphere of Influence

• Project managers fulfill numerous roles within their

sphere of influence
• Roles reflect project manager’s capabilities and are
representative of the value and contributions of the
project management profession
• Project manager works to balance the competing
constraints on the project with the resources available
• Project manager performs communication between
sponsor, team members, and other stakeholders
• In order to achieve consensus, project manager uses soft
skills to balance the conflicts and competing goals of the
stakeholders

PPP = Project, Program, Portfolio

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth edition, Project Management Institute, Inc., 2017, Figure 3-1, Page 55.
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 Project Management-Part 1: Introduction, The Role of the Project Manager

The Project Manager’s Sphere of Influence

• Other projects may impact a project due to demands on the same

resources, priorities of funding.

• Interacting proactively with other project managers helps to create a

positive influence for fulfilling various needs of the project

• Project manager works closely with all relevant managers (organizational

managers, subject matter experts, business analysts) to achieve the
project objectives and to ensure project management plan aligns with
program or portfolio plan

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 Project Management-Part 1: Introduction, The Role of the Project Manager

The Project Manager’s Sphere of Influence

• Project manager stays informed about current industry trends such as
✓ Product and technology development
✓ New and changing market vocations
✓ Standards (ex: project / quality / information security management)
✓ Technical support tools
✓ Economic forces that impact the project
✓ Influences affecting the project management discipline
✓ Process improvement and sustainability strategies

• Continuing knowledge transfer and integration is very important for

the project manager
✓ Contribution of knowledge and expertise to others within
the profession at the local, national, and global levels
✓ Participation in training, continuing education, and development
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Manager Competencies

Training

We know what I can do it if I think

we don’t know about it
I can do it with help

Consciously Consciously
Awareness Incompetent Competent

Unconsciously Unconsciously
Competent Practice
Incompetent

We don’t know what I can do it without

we don’t know thinking about it

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Manager Competencies

• Project manager should have three key skill sets (Talent Triangle):

✓ Technical project management: Technical aspects (knowledge,

skills and behaviors) related to specific domains of project,
program, and portfolio management

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Manager Competencies

✓ Strategic and business management: Knowledge, and

expertise in the industry and organization that enhanced
performance and better delivers business outcomes

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Manager Competencies

✓ Leadership: Knowledge, skills, and behaviors needed to guide,

motivate, and direct a team, to help organization to achieve
its business goals

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 Project Management-Part 1: Introduction, The Role of the Project Manager

Project Manager Competencies

• Leadership skills: They involve the ability to guide, motivate, and direct a team. These skills include
capabilities such as negotiation, flexibility, communication, problem solving, critical thinking, and
interpersonal skills.

✓ Dealing with people:

✓ Qualities and skills of a leader
➢ Being a visionary, optimistic & positive, collaborative
➢ Manage relationships
➢ Accepting feedback graciously, giving feedback constructively
➢ Asking and listening
➢ Being respectful, courteous, friendly, kind, honest, trustworthy,
loyal, and ethical
➢ Giving credit to other where due
➢ Focus on important things
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 Project Management-Part 1: Introduction, The Role of the Project Manager

Comparison of Leadership and Management

Leadership Vs Management

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 Project Management-Part 1: Introduction, The Role of the Project Manager

1. Which of the following is not a project ?

A. A bridge on a Panama Canal

B. Developing content for a new course
C. Environmental awareness campaign
D. Running a cab

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 Project Management-Part 1: Introduction, The Role of the Project Manager

1. Which of the following is not a project ?

A. A bridge on a Panama Canal

B. Developing content for a new course
C. Environmental awareness campaign
D. Running a cab

Explanation: Running a cab is day to day operation and not a project. Project must produce a unique product, service, or result.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

2. Scope, Schedule, Budget, Quality, Resources , Risks are called

A. Important knowledge areas

B. Process groups
C. Competing project constraints
D. Business objectives

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 Project Management-Part 1: Introduction, The Role of the Project Manager

2. Scope, Schedule, Budget, Quality, Resources , Risks are called

A. Important knowledge areas

B. Process groups
C. Competing project constraints
D. Business objectives

Explanation: One of the important functions of the project manager is balancing competing project constraints

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3. The collection of generally sequential and sometimes overlapping project phases is known as .

A. Project Management Office

B. Project Management Information systems
C. Project Life Cycle
D. Project Management methodology

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 Project Management-Part 1: Introduction, The Role of the Project Manager

3. The collection of generally sequential and sometimes overlapping project phases is known as .

A. Project Management Office

B. Project Management Information Systems
C. Project Life Cycle
D. Project Management methodology

Explanation: Knowing the project life cycle and how projects and project management fit gives you the context and provides a
basic framework for managing a project, regardless of the specific work involved.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

4. Which process group authorizes the project?

A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling

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 Project Management-Part 1: Introduction, The Role of the Project Manager

4. Which process group authorizes the project?

A. Initiating
B. Planning
C. Executing
D. Monitoring and Controlling

Explanation: "Authorizes" means officially start a project. That occurs during the initiating process group.

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5. Which of the following is not true about the initial phase of a project?

A. The cost associated at the beginning of the project is highest.

B. Stakeholders have maximum influence during this phase.
C. The highest uncertainty is at this stage of the project.
D. All the above statements are correct.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

5. Which of the following is not true about the initial phase of a project?

A. The cost associated at the beginning of the project is highest.

B. Stakeholders have maximum influence during this phase.
C. The highest uncertainty is at this stage of the project.
D. All the above statements are correct.

Explanation: There is a minimum requirement of personnel and hence minimum cost at the project initiation stage.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

6. Which of the following would be the MOST appropriate thing to do during the planning process group?

A. Work with stakeholders to determine their communication preferences

B. Determine the initial project organization
C. Refine control limits
D. Verify Scope

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 Project Management-Part 1: Introduction, The Role of the Project Manager

6. Which of the following would be the MOST appropriate thing to do during the planning process group?

A. Work with stakeholders to determine their communication preferences

B. Determine the initial project organization
C. Refine control limits
D. Verify Scope

Explanation: Choice A is the most appropriate.

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 Project Management-Part 1: Introduction, The Role of the Project Manager

7. Project A has a BCR of 1.4. What can we infer from this?

A. That Breaking distance is 140 percent of the cornering radius in a standardized performance test
B. That benefits are forty percent above costs
C. The costs exceed benefits by 40%
D. That Project A should be cancelled immediately, and all investments should be viewed as sunk costs

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7. Project A has a BCR of 1.4. What can we infer from this?

A. That Breaking distance is 140 percent of the cornering radius in a standardized performance test
B. That benefits are forty percent above costs
C. The costs exceed benefits by 40%
D. That Project A should be cancelled immediately, and all investments should be viewed as sunk costs

Explanation: BCR stands for Benefit-to-Cost Ratio. A BCR of greater than one is 'GOOD', as it means benefits exceed costs. Choice B is correct.

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8. Project D has an IRR of 13%. What can we infer from this?

A. Project D is a money loser

B. Project D is rather profitable
C. Thirteen percent of the implemented risk response plans in Project D have resulted in the manifestation of secondary risks.
D. With an Integrated Risk Register of 13 percent, Project D is experiencing thirteen percent of the risks identified in the Risk
management plan.

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8. Project D has an IRR of 13%. What can we infer from this?

A. Project D is a money loser

B. Project D is rather profitable
C. Thirteen percent of the implemented risk response plans in Project D have resulted in the manifestation of secondary risks.
D. With an Integrated Risk Register of 13 percent, Project D is experiencing thirteen percent of the risks identified in the Risk
management plan.

Explanation: IRR stands for Internal Rate of Return. A positive IRR is good - it means the project is profitable to the degree that a discount rate would
have to be raised to 13 percent (in this case) to make the project just break even. The simple fact you need to remember for the test, is that larger IRRs
are better than smaller IRRs.

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9. Project A has an NPV of $1.2 million; Project B has a BCR of 1.035; Project C has an IRR of -0.03 percent. Which of these
project appears to be most attractive?

A. Project A
B. Project B
C. Project C
D. Project C is least attractive, but we can't be sure whether A or B is most attractive

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9. Project A has an NPV of $1.2 million; Project B has a BCR of 1.035; Project C has an IRR of -0.03 percent. Which of these
project appears to be most attractive?

A. Project A
B. Project B
C. Project C
D. Project C is least attractive, but we can't be sure whether A or B is most attractive

Explanation: It is not possible to compare NPV, BCR and IRR figures directly except as 'good' or 'bad'. Since both Projects A and B have 'good'
figures, we can't say which of the two is better than the other. It is clear that Project C has a 'bad' figure, with a negative IRR.

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10. Project business case, an economic feasibility study plan is created based on

A. Target Benefits
B. Timeframe for realizing benefits
C. Determining the need for action
D. Realization of benefits

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10. Project business case, an economic feasibility study plan is created based on

A. Target Benefits
B. Timeframe for realizing benefits
C. Determining the need for action
D. Realization of benefits

Explanation: Options A, B, D are elements of Project Benefits Management Plan. Option C is one of the element used to generate Business
case.

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11. Which of the following skills are not core competencies of a project manager ?

A. Project management skills

B. Business management skills
C. Leadership skills
D. Expert Technical skills

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11. Which of the following skills are not core competencies of a project manager ?

A. Project management skills

B. Business management skills
C. Leadership skills
D. Expert Technical skills

Explanation: Technical project management skills, strategic and business management skills and Leadership skills are core
competencies of a project manager. Even though technical skills are required, they need not be expert level. Refer PMBoK 3.4

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12. In an ERP project, Project Manager is trying to balance competing constraints. Which among the following is not true ?

A. The project manager is trying to balance Scope and Budget

B. The project manager is trying to balance Resources and Quality

C. The project manager is trying to balance Schedule and Risks

D. The project manager is trying to balance Scope and Procurements

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12. In an ERP project, Project Manager is trying to balance competing constraints. Which among the following is not true ?

A. The project manager is trying to balance Scope and Budget

B. The project manager is trying to balance Resources and Quality

C. The project manager is trying to balance Schedule and Risks

D. The project manager is trying to balance Scope and Procurements

Explanation: Scope, Schedule, Cost, Quality, Resources, Risks are competing constraints

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13. Which of the following is not true about Project Manager ?

A. The role of a Project Manager is distinct from that of a functional manager or operations manager

B. Project manager is the person assigned by the performing organization

C. Project manager leads the team to achieve project objectives

D. Project manager has to authorize business case along with business analyst

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13. Which of the following is not true about Project Manager ?

A. The role of a Project Manager is distinct from that of a functional manager or operations manager

B. Project manager is the person assigned by the performing organization

C. Project manager leads the team to achieve project objectives

D. Project manager has to authorize business case along with business analyst

Explanation: A,B & C are the definition of Project Manager. Project Manager may manage or assist business analyst in business
case development but has no authority to sign on business case.

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14. You are a project manager for an electrical manufacturing company involved in developing innovative components for
renewable energy solutions. You have noticed that one of your team members is lacking knowledge in electronic component
design. The same was intimated to him, and you tried sending him for training. However, the team member started arguing
that he is an expert in electronic component design. Which of the following best describes this situation?

A. The team member is consciously incompetent

B. The team member is unconsciously incompetent
C. The team member is consciously competent
D. The team member is unconsciously competent

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14. You are a project manager for an electrical manufacturing company involved in developing innovative components for
renewable energy solutions. You have noticed that one of your team members is lacking knowledge in electronic component
design. The same was intimated to him, and you tried sending him for training. However, the team member started arguing
that he is an expert in electronic component design. Which of the following best describes this situation?

A. The team member is consciously incompetent

B. The team member is unconsciously incompetent
C. The team member is consciously competent
D. The team member is unconsciously competent

Explanation: Because the team member is unaware that he/she does not posses skills related to electronic component design.
Make him aware that he/she is lacking that skill, so that they can move to Consciously incompetent stage.

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15. During one of the standup meetings, a team member asked you the difference between standard and regulation. How
would you respond ?

A. No difference. We can adopt them based on project requirements

B. Both have to be compulsorily followed based on project requirements
C. Standards are mandatory and regulations are optional
D. Regulations are mandatory and standards are optional

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15. During one of the standup meetings, a team member asked you the difference between standard and regulation. How
would you respond ?

A. No difference. We can adopt them based on project requirements

B. Both have to be compulsorily followed based on project requirements
C. Standards are mandatory and regulations are optional
D. Regulations are mandatory and standards are optional

Explanation: The difference between a standard and a regulation lies in compliance. Conformity with standards is voluntary,
regulations are mandatory.

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16. How much time will project managers spend their time on a project in communicating ?

A. 90 percent
B. 45 percent
C. 70 percent
D. 20 percent

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16. How much time will project managers spend their time on a project in communicating ?

A. 90 percent
B. 45 percent
C. 70 percent
D. 20 percent

Explanation: Research shows that top managers spend about 90% of their time on a project in communicating.

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17. You are assigned to an electronic product development project. You have earlier worked as a project manager for a few
electronic devices and have successfully overseen their development. You have a complete understanding and knowledge of
designing such electronic products. When the team is preparing detailed electronic schematics and plans, you are directing
the team and correcting their mistakes. The team is modifying circuit designs as per your suggestions. Which type of power
are you using here?

A. Reward Power
B. Coercive Power
C. Expert Power
D. Positional Power

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17. You are assigned to an electronic product development project. You have earlier worked as a project manager for a few
electronic devices and have successfully overseen their development. You have a complete understanding and knowledge of
designing such electronic products. When the team is preparing detailed electronic schematics and plans, you are directing
the team and correcting their mistakes. The team is modifying circuit designs as per your suggestions. Which type of power
are you using here?

A. Reward Power
B. Coercive Power
C. Expert Power
D. Positional Power

Explanation: . You have complete understanding and knowledge in constructing high rise buildings. Which means you are using
your expert power. Team members will respect you for your technical expertise and trust you because they think that you are an
expert and know how to handle issues.

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18. Which of the following is true about Leadership ?

A. The process of influencing a group toward the achievement of goals

B. A group that achieves goals
C. The function of influencing a group towards the achievement of goals
D. Directing a group towards the achievement of goals

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18. Which of the following is true about Leadership ?

A. The process of influencing a group toward the achievement of goals

B. A group that achieves goals
C. The function of influencing a group towards the achievement of goals
D. Directing a group towards the achievement of goals

Explanation: Leadership is the process of influencing a group toward the achievement of goals

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In the Next Lesson:

Project Management: Part 2

• Project Scope Management
• Project Schedule Management

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