ADL 53 Project Management and Control V1

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ADL 53 Project Management & Control V1
Assignment – A
Question 1. Describe briefly the aspects of a business environment that needs to
be monitored as well as the dimensions along which a firm may appraise its
strengths and weaknesses for identifying investment opportunities.
Question 2. The sales of a certain product during a 14 year period have been as

Period Sales (Rs)Period Sales (Rs)

Find out the least square regression line for the data given.For the data given
above assume that forecast for the period 1 was Rs 2,100. if the constant (?) is
equal to 0.3 , derive the forecast for the periods 2 to 14.
Question 3. What is Project Implementation Schedule? How it is important ? What
information is required for preparing the project implementation schedule?
Question 4. What are replacement decisions? Explain three components of the cash
flow stream of a replacement decision.
Question 5. A company is considering an investment proposal to install new
milling controls at a cost of Rs 50,000. The facility has a life expectancy of 5
years and no salvage value. The tax rate is 35 percent. Assume that the firm
uses straight line depreciation method and the same is followed for tax
purposes. The estimated cash flows before depreciation and tax (CFBDT) from the
investment proposal are as follows:

1Rs 10,000
2Rs 11,000
3Rs 12,500
4Rs 13,500
5Rs 21,000

a. Compute any three of the following
(i) Payback period
(ii) Accounting Rate of Return
(iii) IRR
(iv) NPV at 10 % discount rate.
(v) Salvage value at the end of year 3 if plant ceases operations.
Assignment – B
Question 1. (a) What are key issues considered by financial institutions while
appraising a project for term financing?
(b) Discuss the key considerations in determining the debt-equity ratio of
the firm.
Question 2. What is Performance review and control in respect of the projects?
What are advantages of conducting it? What problems are encountered in
performance review and how can they beovercome?
Question 3. A project has the following time schedule:

ActivityTime in weeks

Construct PERT network and compute
•TE (Tail Event) and TL (Head Event) for each event.
•Float for each activity.
•Critical path and its duration.



Case Study
Dilemma of Project Manager
1. You are appointed to take up the task of metro project by Government of
India. You are asked to complete the task within the period of seven years but
you express your doubts on that stating various reasons and difficulties. The
concerned secretary tells you to go through the project implementation history
of Delhi metro project and prepare a complete report with regards to:
(a) Preparing the preliminary activities to be taken up before a large
infrastructure project can be started.
(b) Understanding the significance of the role of a project manager in
project execution.
(c) Understand the importance of the right work culture in successful project
(d) Recognize the importance of managing the various stakeholders in a
(e) Understand the difficulties involved in the execution of large
infrastructure projects in developing countries, and how these can be overcome.
(f) Importance of financial management tools.
2. You have collected the requisite information through published and
unpublished sources and compiled as given below:
With a 6.5 km section of Line 3 becoming operational in April 2006, Phase I
of the Delhi Metro3 project was nearing completion. Of the total length of 65.16
km of the first phase, 62 km had been completed and opened for service. This
phase was set to cost Rs. 98 billion. As of early 2006, around 450,000
passengers were traveling by the Delhi Metro every day invariably and the
strength will go up very fast. The Delhi Metro was meant to solve Delhi’s
traffic problems, which had become almost unmanageable. The first steps to build
a metro system in the city were taken in the early 1990s. In 1995, the
Government of India (GOI) and the Government of the National Capital Territory
of Delhi (GNCTD) formed the Delhi Metro Rail Corporation Ltd (DMRC) under the
Companies Act to construct the Delhi Metro.
Conceived as a social sector project, a significant portion of the project
cost was funded through a soft loan provided by the Japanese government through
Japan Bank International Corporation (JBIC). The rest was contributed by GOI and
GNCTD through equity. E. Sreedharan was appointed managing director (MD) of the
DMRC and project manager for Phase I of the project in November 1997. Work on
Line 1 of Phase I started in October 1998. DMRC formed consortiums to advise it
on the project and to provide it with the latest technology. It also saw to it
that the foreign companies worked with the Indian companies to ensure that the
latter assimilated their expertise and technological know-how. The DMRC faced
any number of technical and systemic challenges during the construction of the
metro. However, thanks to thorough planning, an effective project design, and a
‘we-mean business’ culture, it was able to overcome all these hurdles. The
organizational culture was based on punctuality, honesty, and a strict adherence
to deadlines. The DMRC successfully managed the various stakeholders in the
project like the general public, government bodies, etc., and also ensured that
the project was environmentally safe. With Phase I of the Delhi Metro project
nearing completion, the GoI decided to extend the metro network and work on
Phase II of the Delhi Metro project was set to commence in September 2006.
In the process of implementing the project, the DMRC had gained a lot of
technological expertise, which would be used by other cities in India and abroad
to build metro systems similar to the Delhi Metro.
In order to implement the Delhi Metro project, the GoI and the GNCTD set up
a 50:50 joint venture company called the Delhi Metro Rail Corporation Ltd.
(DMRC). The company was incorporated under the Companies Act in May 1995. The
DMRC was to complete Phase I of the project within 10 years, i.e., by the end of
With the funding for the project being finalized, the next step was to
constitute a project team ESreedharan was appointed as project manager and
managing director of the DMRC in November 1997. A technocrat, he had had a long
stint in the Indian Railways (IR) and had retired in 1990. During his service
with IR, he had earned a reputation for completing major projects on time and
within the budget constraint. In India, major infrastructure projects are often
stalled because of a lack of funds, political interference, lack of
professionalism and accountability, property disputes, corruption, etc.
Therefore, even before the commencement of the project, the DMRC attempted to
put in place effective systems to ensure the smooth progress of the project.
Funding was not an issue in the case of the Delhi Metro project because it was
settled even before the project commenced.
In order to steer clear of political interference, the DMRC sought autonomy
on all major matters and the GOI promised to give it this autonomy. Construction
work on the project commenced from October 1, 1998. The entire project was
divided into three lines. Further, these lines were divided into sections. Phase
I commenced with the Shahdara-Tis Hazari section of Line 1, covering a distance
of about eight kilometers. The work involved utility diversions, barricading,
and actual civil construction. A major part of this section was on elevated
tracks. All tracks in the elevated corridor were laid on concrete (ballast
less). The tracks were supported on single piers.
Effective project management involved not only completing the project on
schedule and within the budget, but also managing the project’s stakeholders.
The stakeholders included the governments, the contractors, the funding
agencies, and the general public. Despite assurances that the DMRC would enjoy
autonomy, it faced political pressure not only in its recruitment processes,
promotions, and contract awarding but also in land acquisition. The successful
completion of the project effectively silenced the critics who had been
skeptical about the ability of an Indian public sector organization to complete
any project, let alone one as complex and costly as the Delhi Metro, on time and
within the budget.
1. Prepare a detailed report with reference to the points secretary asked
you in paragraph 1 above.
2. List out similarities between the two projects and dissimilarities.
3. List out the activities required immediately. You can imagine data and
figures wherever necessary.
Assignment – C
1. Risks will be identified during which risk management process (es)?
(a) Quantitative risk analysis and risk identification
(b) Risk identification and risk monitoring and control
(c) Qualitative risk analysis and risk monitoring and control
(d) None of the above.
2. Who is ultimately responsible for quality management on the project?
(a) Project engineer
(b) Project manager
(c) Quality manager
(d) Team member
3. A project manager has just been assigned to a new project and has been given
the preliminary project scope statement and the project charter. The first thing
the project manager must do is–
(a) Create a project scope statement.
(b) Confirm that all the stakeholders have had input into the scope.
(c) Analyze project risk.
(d) Begin work on a project management plan.
4. You are taking over a project during the planning process group and discover
that six individuals have signed the project charter. Which of the following
should most concern you?
(a) Who will be a member of the change control board
(b) Spending more time on configuration management
(c) Getting a single project sponsor
(d) Determining the reporting structure
(e) Both (a) and (b)
5. A project manager is employed by a construction company and is responsible
for the furnishing of the completed building. One of the first things that the
project manager for this project should do is to write a–
(a) Work breakdown structure.
(b) Budget baseline.
(c) Project charter.
(d) Project plan.
6. All of the following are characteristics of a project except–
(a) Temporary
(b) Definite beginning and end
(c) Interrelated activities
(d) Repeats itself every month
7. The equivalent of cost reimbursable contracts is frequently termed as–
(a) Back charge contracts.
(b) Fixed price contracts.
(c) Progress payment contracts.
(d) Cost plus contracts.
8. A buyer extends a formal invitation that contains a scope of work that seeks
a response that will describe the methodology and results that will be provided
to the buyer. This is called–
(a) Invitation to bid.
(b) Request for information.
(c) Request for proposal.
(d) Request for bid.
9. A project manager must have some work done by an outside contractor. This
work has a great deal of risk associated with it, and it has become very
difficult to find a contractor willing to take on the job. Which of the
following types of contract would offer the greatest incentive to the
(a) Cost plus percentage of cost as an award fee
(b) Cost plus fixed fee
(c) Cost plus incentive fee
(d) Firm fixed price.
10. The project management process groups are–
(a) Initiating, planning, expediting, and control.
(b) Plan, organize, develop, and control.
(c) Plan, do, observe, commit.
(d) Initiating, planning, executing, controlling, and closeout.
11. In which project management process group is the detailed project budget
(a) Initiating
(b) Before the project management process
(c) Planning
(d) Executing
12. Contract closure is different from administrative closure in that contract
(a) Occurs before administrative closure.
(b) Is the only one to involve the customer?
(c) Includes the return of property.
(d) May be done more than once for each contract.
13. During the full life cycle of the project, a plot of the project’s expected
expenditures will usually follow a characteristic and shape. This indicates
(a) There is a cyclic nature to all projects.
(b) Problems will always occur in the execution phase.
(c) There are high expenditures during closeout.
(d) The bulk of the project budget will be spent in the execution phase.
14. What conflict resolution technique is a project manager using when he says,
“I cannot deal with this issue now!”–
(a) Problem solving
(b) Forcing
(c) Withdrawal
(d) Compromising
15. A group of related projects that are managed in a coordinated way that
usually include an element of ongoing activity is called a–
(a) Major project.
(b) Project office.
(c) Program.
(d) Group of projects.
16. To control the schedule, a project manager is reanalyzing the project to
predict project duration. She does this by analyzing the sequence of activities
with the least amount of scheduling flexibility. What technique is she using?
(a) Critical path method
(b) Flowchart
(c) Precedence diagramming
(d) Work breakdown structure
(e) Both (a) and (b).
17. A project manager has just been assigned to a project. The document that
recognizes the existence of the project is called–
(a) The statement of work.
(b) The project assignment.
(c) The project charter.
(d) The product description.
18. A manager that manages a group of related projects is called a–
(a) Project manager.
(b) Project expediter.
(c) Program coordinator.
(d) Program manager.
19. If project A has a net present value (NPV) of Rs 30,000 and project B has an
NPV of Rs 50,000, what is the opportunity cost if project B is selected?
(a) Rs 23,000
(b) Rs 30,000
(c) Rs 20,000
(d) Rs 50,000
20. A project manager is using weighted average duration estimates to perform
schedule network analysis. Which type of mathematical analysis is being used?
(a) Critical path method
(b) PERT
(c) Monte Carlo
(d) Resource leveling
21 An activity has an early start (ES) of day 3, a late start (LS) of day 13, an
early finish (EF) of day g, and a late finish (LF) of day ig. The activity–
(a) Is on the critical path.
(b) Has a lag.
(c) Is progressing well.
(d) Is not on the critical path.
22. Which phase of the project is likely to have the greatest amount of its
funding spent?
(a) Initiating
(b) Executing
(c) Planning
(d) Closeout
23. Which of the following represents the estimated value of the work actually
(a) Earned value (EV)
(b) Planned value (PV)
(c) Actual cost (AC’,
(d) Cost variance (CV)
24. A project manager is managing a project. The original scope baseline of the
project was budgeted at Rs 100,000. Since works on the project started there
have been seventeen authorized and approved changes to the project. The changes
have a value of Rs 17,000 and the cost of investigating them prior to their
approval was Rs 2,500. What is the current budget (in Rs) for the project?
(a) 100,000
(b) 114,500
(c) 117,000
(d) 119,500
(e) None of the above
25. You are managing a project in a just in time environment. This will require
more attention, because the amount of inventory in such an environment is
(a) 45 percent.
(b) 10 percent.
(c) 12 percent.
(d) 0 percent.
26. A task was scheduled to use two persons, full time, and take two weeks to
complete. Instead, the project manager was only able to assign one person to
this task. At the end of two weeks, the person assigned to the task was 75%
complete. What is the cost performance index?
(a) 0.75
(b) 1.50
(c) 0.25
(d) 1.15
27. Which of the following is considered to be a simulation technique?
(a) PERT analysis
(b) GERT analysis
(c) Monte Carlo analysis
(d) Critical path method
28. Project A has an internal rate of return (IRR) of 21 percent. Project B has
an IRR of 7 percent. Project C has an IRR of 31 percent. Project D has an IRR of
ig percent. Which of these would be the BEST project?
(a) Project A
(b) Project B
(c) Project C
(d) Project D
29. The program evaluation and review technique (PERT) method of scheduling
differs from the critical path method (CPM) because the PERT method–
(a) Uses weighted averages of activity durations to calculate project
(b) Uses dummy activities to represent logic ties.
(c) Uses free float instead of total float in the schedule calculations.
(d) Uses bar charts instead of logic diagrams to portray the schedule.
30. In attempting to complete the project faster, the project manager looks at
the cost associated with crashing each activity. The best approach to crashing
would also include looking at the–
(a) Risk impact of crashing each activity.
(b) Customer’s opinion of which activities to crash.
(c) Boss’s opinion of which activities to crash and in which order.
(d) Project life cycle phase in which the activity is due to occur.
31. The project is not completed until–
(a) The project scope is completed, administrative closure is completed and
payment is received.
(b) Formal acceptance is received, and any other requirements for project
closure as stated in the contract are met.
(c) The customer is satisfied and final payment is received.
(d) Lessons learned are completed.
32. During project executing, a team member comes to the project manager because
he is not sure of what work he needs to accomplish on the project. Which of the
following documents contain detailed descriptions of work packages?
(a) Work breakdown structure (WBS) dictionary
(b) Activity list
(c) Preliminary project scope statement
(d) Project scope management plan
33. You are asked to prepare a budget for completing a project that was started
last year and then shelved for six months. All the following would be included
in the budget except?
(a) Fixed costs
(b) Sunk costs
(c) Direct costs
(d) Variable costs
34. During the project life cycle, in which part of the life cycle will risk be
the lowest?
(a) Initiation
(b) Planning
(c) Execution
(d) Closeout
35. A project manager managing any project should perform risk analysis at what
stage of the project–
(a) Just before any major meeting with the client.
(b) On a regular basis throughout the project.
(c) Only when justified by the awareness of new risks becoming a possibility.

(d) When preparing the project plan.
(e) None of the above
36. You are the project manager for a high visibility project. The margin on
this project is low, and it is extremely important that the cost estimates for
the work on the project be accurate. While reviewing the cost estimates for this
project you notice that one of the cost estimates for an element in the WBS is
10% higher than two previous projects for very similar work. What should you do?
(a) Accept the estimate because you trust all of the people on your project
team, and they are responsible for estimates.
(b) Reduce the estimate and add the additional budget to the management
(c) Ask the person responsible for the estimate to explain the difference and
bring supporting information to you.
(d) Reduce the estimate and add the additional budget to the contingency
37. The project life cycle differs from the product life cycle in that the
project life cycle–
(a) Does not incorporate a methodology.
(b) Is different for each industry.
(c) Can spawn many projects.
(d) Describes project management activities.
38. A manager and the head of engineering discuss a change to a major work
package. After the meeting, the manager contacts you and tells you to complete
the paperwork to make the change. This is an example of–
(a) Management attention to scope management.
(b) Management planning.
(c) A project expediter position.
(d) A change control system.
39. All of the following are ingredients of management of project execution
(a) Identifying changes
(b) Using a work breakdown structure
(c) Implementing corrective actions
(d) Setting up a project control system
40. A project manager does not have much time to spend planning before the
mandatory start date arrives. He therefore wants to move through planning as
effectively as possible. Which of the following would you recommend?
(a) Make sure you have a completed preliminary project scope statement and
then start the WBS.
(b) Create an activity list before creating a network diagram.
(c) Document all the known risks before you document the high-level
(d) Finalize the quality management plan before you determine quality

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