THE BCS PROFESSIONAL EXAMINATIONS BCS Level 5 Diploma in IT October 2009 EXAMINERS REPORT IT Project Management Section A

Question A1 A company employing 500 people to make brakes for cars is updating its sales system. The sales director is not convinced of the need for the new system but has been convinced by his senior sales manager that it is a good idea. The company's IT manager wants to have responsibility for creating the new sales system but doesn't have any project management experience. The lead analyst programmer has very good technical skills but wants to gain experience of project management. The chief executive of the company was a project manager with lots of experience until he was promoted to chief executive earlier this year. He has been helped in his new role by his personal assistant, who is a very able administrator and has worked for the company for 20 years. The company selling the software for the new sales system offers a full range of implementation services including support, project management and consultancy. a) Draw a project organisation diagram for the project in this scenario to show FIVE key roles. (5 marks) Choose THREE of the roles on your diagram and describe their key responsibilities. (9 marks) Allocate people from the scenario to the FIVE roles on your diagram. (2 marks) d) Choose THREE of the people allocations you have made and explain why you have chosen them to do that role. (9 marks)

b)

c)

Answer Pointers a) Answers that would have scored well considered the following project roles: Project Assurance/Audit Project Support Office Project Manager Project Executive Team/Workers

b)

Candidates were expected to describe what do the roles do, whom they work to/for and what don't they do.

c & d) Suitability, experience, aspiration, qualifications, current position are all factors that could shape who does which role.

Examiners Comments

a)

Candidates who lost lots of marks on this question often represented a company organisation chart rather than a project organisation chart. Indeed there were many answers with an organisation chart that did not mention the project manager. Once again candidates lost marks by describing organisational roles, rather than the roles staff would carry out in relation to the proposed project.

b)

c) and d) A wide range of answers was acceptable here, but the key element (which was often missing) was the providing the reasons behind the particular staff allocation. Question A2 a) What is the purpose of a project closure report and what are its contents? (5 marks) b) How does the project closure report differ from a post implementation report? (2 marks) c) During project closure what people issues must a project manager focus on? (8 marks) d) Discuss the dangers of closing the project before all work is complete and also when it might be justified to do this. (6 marks) When the project started a number of project processes and logs were opened. List FOUR things that must be closed down at project closure. (4 marks) Answer Pointers a) The project is a temporary management environment aimed at delivering the goal of a project. When it is finished all aspects of the temporary environment must be closed or disbanded. This means returning resources, physical, financial and human to their homes. Procedures are needed closing remaining project issues relating to concerns like change, risk and quality. The final procedures confirm to the project owner that there is nothing left to do and no possibility of extra costs or deliverables. The project closure report is about closing down the project rather than judging its success and is done when the project finishes. The post implementation report could be done at any time after the project has closed but focuses on what was achieved by the project and what was effective in the running of the project and could be used in future projects. Among the issues that the project manager would have to consider at this stage would be: o Celebrating the success of the project o Helping staff find new assignments o Completing appraisals or reviews o Discussing training and development needs If the project is closed before all the work is done there are no procedures for

e)

b)

c)

d)

o Checking the quality of the work o Accounting for the cost of the work o Identifying and raising any issues about the work Premature closure may be justified when, for example, o the cost of keeping the project open is greater than the cost of the work to be done. o someone, possibly in a support or operational area, has agreed to take the work on and manage it within their budget. e) Among the things that must be closed down at project completion are: o Issues Log o Budget o Risk Register o Change Control o Quality Log o Time recording system

Examiners Comments a) The question was specifically about what needed to be done to close the project. It is accepted that final cost of project and whether the project completed to time are important but they do not actually aid the closure of the project and are important considerations at the end of any stage. Many candidates failed to understand 'post' means in post implementation review and instead related this review to internal project issues, rather than delivered products. Many candidates failed to recognise this was a question about team/human issues and instead provided answers based on closing down a project. Many candidates assumed that closing a project before the work had been completed meant a system failure. The work may continue but outside of a project structure.

b)

c)

d)

Question A3 You are the project manager of a project which will install a new software package into your company. The package is well established with hundreds of customers and a good support structure with many consultants and sales staff. The company you work for has never installed a package before and has always written bespoke software code from a specification provided by the internal IT department. You have managed to hire six technical experts who have worked on very similar projects in six different companies. a) List SEVEN types of estimating technique. (7 marks) b) Choose THREE of the techniques in part (a) above and say why they would or would not be suitable for the scenario above. (12 marks) Describe THREE unique features of software projects that make them more difficult to estimate than other projects such as construction or engineering. (6 marks)

c)

Answer Pointers a) Answers may have included the following approaches Top Down Bottom Up CoCoMo Function Points Delphi Analogy Expert Opinion Standard Product b) Factors that are important include: it is a package not a bespoke piece of software there is expertise in the team there are lots of past implementations of the package Among the points that could be considered are: It is not possible to visual gauge the creation of software in a way you could with a building or bridge, You can start again with a software development without having to remove or destroy anything e.g. a failed building will require demolition to start again, Work on a software project can be done anywhere with computer equipment but physical components have to be assembled on site.

c)

Examiners comments a) Price to win, Parkinson's Law, best guess, order of magnitude are not appropriate. These are not formal techniques that help understand the effort, time, cost associated with a piece of software development. Some candidates did a good job of describing the individual techniques but lost marks for not showing why they would/would not be appropriate.

b)

General comment on Section A Many questions asked the candidate to provide a specific number of answers e.g. List FIVE types of . When candidates offered up more than requested the first ones to appear where marked e.g. the first five.

Section B Question B4 You work for a small software house, which has won a contract with a new client to design, develop and implement a replacement database system. The client is a medical research organisation. They have a very small IT section and your company has little experience in this business area. Your company has decided to use a new rapid development method for this project, and you have been appointed project manager.

a)

Explain the difference between project and business risk. Give THREE examples of the project risks and THREE of the business risks that might affect the IT project described above. (6 marks) List and explain briefly the THREE criteria involved in evaluating a specific risk, and discuss how each of these criteria might be measured. (6 marks)

b)

c)

List and explain briefly five different methods of managing a risk. Explain and discuss which of these different risk management methods might be most applicable for each of the SIX examples that you have provided in part (a). (13 marks)

Answer Pointers a) Project risk is internal to the project, relating to activities and people within the project. Business risk is external to the project, relating to the activities of the business, the general economic and legal climate, etc. 2 marks for a clear distinction. Examples could include, bearing in mind that they should relate to this project: External: Reduced funding for medical research Client discovers a suitable off-the-shelf package Sudden changes in the type of research that the client is required to undertake (2 marks) Internal Staff departure Rapid development method is more complicated to use than anticipated Key requirements misunderstood by your staff, due to their inexperience in this market sector. (2 marks)

b)

The three standard risk criteria are:

c)

probability (usually measured as a percentage likelihood) impact (usually the likely effect on project cost and/or duration) proximity (i.e. how soon? ) 3 marks, plus 3 marks for discussion of measurement (6 marks) Risk Management Methods include o Acceptance o Prevention (Avoidance) o Reduction (bonus for distinguishing here between probability and impact) o Transference o Contingency plan (with emphasis on the plan) o o o 5 marks for a clear list, plus 2 for discussion and then 6 for discussion of appropriateness for the 6 examples from part a = 13 marks

Examiners Comments This question required a sound knowledge of the various aspects, application, practicality and theory of risk type, identification, measurement and management. Overall the answers were a little disappointing, bearing in mind the importance of good risk management to many IT projects. a) The need for business risk to be independent of the project was often not clearly understood. Several candidates referred here solely to risks that might occur after the project (which is not quite correct). The examples were required to be related to the project scenario, and many candidates overlooked this. The question expected the business risks to relate to the clients business, but some answers were related to the software house. Slightly reduced marks were awarded for this. Generalised project risks such as cost/time overruns needed the possible cause(s) to be stated. b) Proximity was often omitted and there was little good discussion here of measurement methods though some good candidates noted the calculation of exposure, also the probability/impact grid.

This required the standard generic risk strategies e.g. risk transfer, but candidates often answered with specific methods of dealing with specific types of risk e.g. personnel shortfalls, which was disappointing. Others considered the risk management cycle, not the specific management methods (and some marks were awarded for this if it was explained well). Some answers related risk transfer to blame, rather than responsibility. Contingency planning was very rarely mentioned. Mitigation was often mentioned or listed, but this is too generalised as it covers any action to reduce, transfer or eliminate a risk. Question B5 a) In project management what is 'quality'? (3 marks) b) Identify THREE differences between quality assurance and quality control. (6 marks) c) When should the project test plan be created? (3 marks) d) Describe FOUR techniques for carrying out quality control on a software system during development. (8 marks) In addition to software what else can be tested on an IT project? (5 marks)

c)

e)

Answer Pointers a) A standard definition is:

CONFORMANCE to stated CRITERIA agreed by the CUSTOMER or its representatives 3 marks were awarded if all three of these key points were identified in the answer. b) Briefly:

Quality Control (QC) is done within the project / Quality Assurance (QA) is external to it QC checks products/deliverables /QA checks processes QC checks are done against unique criteria / QA is done against good practice In more detail: Quality Assurance External to the project, maybe even external to the organisation eg ISO Focus is on ensuring the quality checks are taking place. Audits of processes against agreed procedures/manuals for the whole project Quality Control Internal to the project Focus is on testing/inspecting documents or technical components Checks are done against specific criteria/standards for that component

Quality Assurance reviews/audits must be Effort allowances must built into the plan to scheduled into the plan to make sure they allow team members time to plan and carry happen but external resources may not out the checks. Must be shown as activities appear in the plan. More likely to be with a duration and assigned resources. milestones than activities. 2 marks for each of the three required clear, well-explained, varied valid differences. c) If the standard V model is used then the project test plan should be developed after the analysis phase, when the requirements are known. In general such plans should be produces once the requirements have been agreed, but before systems development commences. There are a number of techniques for carrying out quality control on a software system during the development phase, including: Unit Testing Fagan Inspections Peer Review Black Box System Testing Regression Testing Performance Testing Reliability Testing

d)

2 marks each for naming and describing clearly four of these (or similar) techniques e) Other aspects of the project that can be tested could include: Hardware, and network Documentation Users (who have undergone training) Facilities - for environmental factors such as heat generated or electricity consumed Procedures - for accessing support or logging faults 1 mark for each, if clearly identified.

Examiners Comments This was by far the most popular question in Section B, though not the best answered. a) Many varying definitions here. Too often cost and time implications were mentioned, rather that quality. The distinction between these two concepts appeared usually to be understood in principle but was often not described very clearly, particularly the over-riding review and audit approach of QA. Several candidates used the product right v right product mnemonic, but then failed to define adequately the underlying meaning of each. This referred very clearly to the creation of the project test plan, but many candidates appeared to have confused this with the overall project plan, which is not the same thing. Others related it to the actual testing phase, or stated before testing starts, for which no marks were awarded. This referred very specifically to the software development phase. Again several candidates referred to cost and time in this answer, rather than meeting requirements and fitness for purpose, etc. As well as the various testing types listed above, other approaches such as adherence to programming standards and the use of reliable/proven development tools were accepted here. Techniques that relate to quality checking in other types of project (such as Pareto analysis, etc) are not relevant here. e). Answers to this part of the question were very frequently omitted. Very few answers extend to IT project topics beyond software development.

b)

c)

d)

Question B6

Your company has decided to upgrade and extend an existing database system and you have been appointed project manager. The project has received board approval and the required functional changes and additional requirements have been agreed with the users. You have been allocated a project team of three database analysts, three development programmers and one tester, with selected users being made available for acceptance testing. You have drawn up an outline project schedule for the development and implementation phases to include the following tasks and related staff allocations:
A B C Define required new database functionality Define new data entry and update requirements Define new data analysis and report outputs 4 weeks 3 weeks 3 weeks Database analyst DA1 Database analyst DA2 Database analyst DA3

D E F G H I J

Database analyst DA3 Programmer P4 Programmer P5 Programmer P6 Programmer P4 Tester T1 & Programmer P4 Tester T1 & Programmers P4,P5 and P6 K Acceptance testing 3 weeks Tester T1 & Users Tasks A, B, C and D can all start at the same time, although this will depend also upon staff availability. Task E is dependent solely on task A Task F is dependent solely on task B Task G is dependent solely on task C Task H is dependent solely on task D Task I is dependent solely on Task H Task J cannot start until tasks E, F, G and I are completed Task K is dependent solely on task J a) i) Draw a Gantt chart showing all eleven tasks and their dependencies, and allowing for the resource allocations as indicated above. Use this Gantt chart to identify the minimum duration for the project, and to list the float for each task. Identify any free float and describe how this is different to any other type of float. (12 marks)

Define database transfer rules 2 weeks Code and test extended database tables and schema 2 week Code and test data entry and update routines 2 weeks Code and test data analysis and report routines 4 weeks Code and test data base transfer routines 1 week Test and trial the Data transfer routine 1 week Integration Testing 3 weeks

ii)

iii)

b)

Shortly before the start of the project Analyst DA2 and Programmer P5 both resign from the company. No replacements are available. You must re-allocate existing project staff to the tasks concerned in the most efficient way. Describe and justify the changes to the Gantt chart. State the new minimum duration for the project. (8 marks) Identify and explain briefly FOUR factors you might consider when allocating staff to such a project. (5 marks)

c)

Answer Pointers a) Gantt chart, similar to: 1 A B C D E F G H I DA1 DA2 DA3 DA3 P4 P5 P6 P4 T1,P4 2 3 4 5 6 7 8 9 10 11 12 13 14 Float 0 3 1 1 0 3 1 0 0 free free free

J K

T1,P4,P5,P6 T1,users

a)

Marks for Correct structure and dependencies Displaying staff resources Minimum duration (14 weeks) and all correct floats Discussion of float type, definition of free float

(5 marks) (2 marks) (3 marks) (2 marks) (12 marks)

b)

A number of valid answers are possible here. E.g. Tasks B & C could be reassigned to DA3, and task D to DA1 (so that they are assigned 6 weeks each) Task F could then be given to P6. The subsequent effects depend on such re-allocations, but need to be described clearly. Resource reallocation and revised dependencies New duration 7 1 (8 marks)

c)

Factors to consider when allocating staff could include: their experience with the software to be used their experience in the business area concerned the need to extend their experience in both aspects (ie career development) the need to give them some variety of work the adaptability and enthusiasm that they have shown previously to new work areas the degree of responsibility that they have shown previously the relative difficulty of the work concerned their availability, planned holidays, etc Up to 5 marks for four good factors, with clear explanations of their relevance.

Examiners Comments a) Most candidates produced a clear Gantt chart here, though often without any resources shown (preferably on the task bar lines) or dependencies. Many failed to allow for resource allocation (e.g. tasks C and D cannot run simultaneously as DA3 is allocated to both). Similarly tasks E and H. The calculation of float was often incorrect, and very few candidates supplied a clear, correct definition of free float. This part was handicapped considerably if the staff resources were not displayed on the Gantt chart in part (a) but it was not answered well overall. A re-drawn chart was not requested, but it helped support the description though many candidates produced a revised Gantt chart but then provided no, or very little, explanation at all of the changes and their effects. Good candidates produced, and used well, a resource allocation matrix. Ideally this answer should include a mixture of project-related (i.e. knowledge of the type of project) and person-related (i.e. experience, career progression, etc) factors.

b)

c)

There was a tendency to concentrate on person-related factors, and the explanations were often quite insubstantial.