Aug 1997 PM217: Project Management (Question 1) Suggested Solutions

1.	(a) List four ways in which a project might fail.		[4]
	One mark should be awarded for each correctly named reason (up to a maximum of four marks). Examples include the following:
		Lack of clear, understandable specifications.
		Poor communication.
		Overambitious objectives.
		Low quality, poor performance.
		Never-ending development.
		High costs and costs overruns.
		Perpetual maintenance.

	(b) Describe three approaches to successful human resources management.		[6]
	One mark should be awarded for each correctly named approach; a further mark should be awarded for each satisfactory elaboration (up to ma maximum of six marks). Examples include the following:
		Make the team as tangible as possible. For example, a manager might: hold productive meetings, create a team space, create a team space, create a team 'sign', or publicize team efforts.
		Develop rewards for good behaviour. For example, a manager might: write letters of commendation for good performance, recommend employees for corporate bonuses, take team members out to dinner, or allow team members to give briefings to upper management.
		Develop an effective personal touch. For example, a manager might: provide positive feedback on performance, publicly acknowledge good performance, show an interest in team members, or be a 'shirt sleeve' manager.

	(c) Explain the fifty-fifty rule.		[2]
	When a task begins, it is assumed that we have achieved half its value, where a project's value is measured in terms of the budgeted cost of the task.		[1]
	We do not assume that the full value of the work has been achieved until the task ends, no matter whether the project finishes early, on-time, or late.		[1]

	(d) Name four practical steps to make effective use of a system development methodology.		[4]
	One mark should be awarded for each correctly named step (up to a maximum of four marks). Examples include the following:
		Carefully review the recommended list of tasks at the start of each stage to ensure their relevance to the project.
		Limit the length of the project to 12 months as an absolute maximum.
		Ensure that each major stage produces at least one major deliverable, usually in the form of documentation.
		Review each stage's major deliverable before making irreversible decisions for the next stage.
		If a task can be safely carried out earlier than the system development methodology implies, then do it (assuming the necessary resources are available).
		Review the cost/benefit analysis at the end of each stage and repeat it if the project estimates or assumptions have changed.
		Remember that the life cycle stages and tasks are outlines only. Do not let the system development methodology run the project.
		Hold weekly status meetings with the project team. This helps to focus on objectives and to maintain a positive team atmosphere.

	(e) Describe the two phases associated with contracting.		[4]
	One mark should be awarded for each correctly named phase and a further mark should be awarded for each satisfactory elaboration (up to a maximum of four marks.)
		Preaward phase: the buyer sets out to identify prospective sellers.
		Postaward phase: focuses on overview of contract performance.