SPM CIE2

1) Explain the objectives of activity planning in detail

Objectives of Activity Planning

Activity planning is a critical process for successful project management, ensuring the
efficient use of resources and timely completion of tasks. Below are the key objectives:

1. Providing Project and Resource Schedules

 Purpose: Define clear timelines and milestones for project progress and completion.
 Actions:
o Break down the project into smaller tasks.
o Allocate resources (e.g., team members, tools) for each activity.
o Develop a timeline to ensure smooth workflow and meet deadlines.

2. Feasibility Assessment

 Purpose: Assess whether the project can be completed within the given constraints of
time, budget, and resources.
 Example:
o Evaluate if a software application can be developed in six months with a 10-
person team and a $100,000 budget.

3. Resource Allocation

 Purpose: Assign the right resources to tasks to maximize efficiency.

 Actions:
o Identify resource requirements for each task.
o Avoid underutilization or overburdening of staff and equipment.
o Allocate resources based on priority and availability.

4. Detailed Costing

 Purpose: Accurately estimate the project's total cost and schedule expenditures.
 Example:
o Forecast costs for specific phases like design, development, and testing.
 o Track when expenses will occur to ensure they align with the project budget.

5. Motivation

 Purpose: Keep the team focused and productive by setting targets and timelines.
 Example:
o Define milestones, such as "Complete the first prototype by the third week."
o Recognize and reward timely accomplishments to boost morale.

6. Coordination

 Purpose: Align efforts across teams and departments to maintain a seamless

workflow.
 Actions:
o Plan when team members from different departments need to collaborate.
o Schedule resource sharing and staff transfers between projects without causing
delays.

2) Describe the two main approaches to the identification of

the risk.
Risk Management Approaches

Risk management strategies can be broadly classified into reactive and proactive
approaches. Both aim to handle risks effectively but differ in timing and methods.

1. Reactive Approaches

In a reactive approach, action is taken only after a risk event occurs. The focus is on
minimizing the impact of the risk once it has materialized, often through mitigation or
recovery strategies.

Key Characteristics:

 No preventive actions: No steps are taken until an adverse event happens.

 Containment: After the risk happens, the goal is to contain its effects and prevent
future occurrences.

Examples:
  Server Crash:
If the server hosting project data crashes (an unexpected risk event), the team focuses
on recovering the data and then may take steps to ensure that regular backups are
made in the future to prevent data loss from occurring again.
 Fire Fighting:
Firefighting services act once a fire has broken out but install fire-fighting equipment
after the incident to handle future emergencies better.

2. Proactive Approaches

In a proactive approach, risks are anticipated before they happen. The objective is to
identify potential risks early and take steps to avoid or mitigate them, thus preventing or
reducing their impact.

Key Characteristics:

 Anticipation: Identifying and analyzing risks early in the project or process.

 Avoidance or Mitigation: If risks cannot be avoided, plans are made to reduce their
effects.
 Contingency Plans: Preparing backup options and alternative plans in case risks
materialize.

Examples:

 Manpower Turnover:
If it is anticipated that some team members may leave the project (a potential risk),
proactive measures like documentation of processes and cross-training of other
team members can be planned. This ensures no critical knowledge is lost, and
someone is always ready to step in.
 Proactive Policing:
Police take preventive measures such as patrols and surveillance to reduce crime rates
before crimes occur, rather than just reacting once a crime has taken place.

Comparison of Reactive and Proactive Approaches

Aspect Reactive Approach Proactive Approach

Action taken after the risk event Action taken before the risk event
Timing
occurs. occurs.
Focus Damage control and recovery. Prevention and mitigation.
Example Server crash: Recover data after Anticipating manpower turnover and
(Project) the event. planning for it.
Example Emergency fire response after fire Installing fire alarms and extinguishers
(Other) is detected. in advance.
Conclusion

Both reactive and proactive approaches play an important role in risk management. Reactive
approaches handle damage after a risk occurs, while proactive approaches aim to prevent
risks before they materialize. Using both strategies ensures smoother project execution, better
resource management, and an overall safer and more effective environment.

3) Visualizing progress
how project managers can present data about project progress effectively:

 Purpose of Presentation: After collecting data, managers need to display it clearly to

understand the project's current state and future direction.
 Types of Methods:
o Static Methods (like Gantt charts): Provide a snapshot of the project at a
specific point in time.
o Dynamic Methods (like timeline charts): Show how the project has evolved
and progressed over time.

1. Gantt chart
A Gantt chart is a simple tool used to plan and track the progress of projects. It looks like a
bar chart and shows:

 Activities or Tasks: Listed along the side.

 Time: Shown across the top, divided into days, weeks, or months.
 Bars: Represent the duration of each task. Longer bars mean the task takes more time.

Key points about Gantt charts:

1. They help schedule and organize tasks for any project involving work, resources,
milestones, or deadlines.
2. They show the start and end dates of tasks and how long they should take.
3. Progress is tracked by shading the bars, showing how much work is done.
4. A "today line" on the chart helps you see which tasks are on schedule or delayed.

It's a handy visual tool to keep everything on track!

2. Slip chart
 What is a slip line?

 A line added to the Gantt chart to show if tasks are ahead or behind schedule.

 Why is it useful?
  It helps visualize delays or progress in the project.

 What does "bending" mean?

 If the slip line bends too much, it indicates tasks are far off schedule, and you may
need to reschedule the plan.

 What about multiple slip lines?

 Adding them at intervals lets the project manager track progress over time and decide
if things are improving or worsening.

 What does a "jagged" slip line mean?

 If the line is very uneven, it suggests poor scheduling and the need for adjustments.

3. Time Line Chart: A Solution for Tracking Project

Trends
Disadvantage of Traditional Charts
Traditional project charts, such as Gantt or milestone charts, often fail to clearly indicate
slippage (delays) in the project completion date over time. They focus more on planned
versus actual progress but do not effectively capture trends or evolving changes in project
targets.

Why Analyze Trends?

1. Understanding Progress: By analyzing how the project has performed so far, trends
can highlight inefficiencies, bottlenecks, or risks.
2. Predicting the Future: Recognizing patterns helps in estimating future progress and
identifying corrective actions early.

What is a Time Line Chart?

A time line chart is a dynamic tool that tracks and displays changes in project targets, such
as completion dates or key milestones, throughout the project lifecycle. It enables
visualization of how and when deadlines have shifted.

Benefits of the Time Line Chart

 1. Visibility of Slippage: Clearly shows when and by how much the project timeline has
deviated from the original plan.
2. Trend Analysis: Helps in identifying recurring delays or consistent improvement
trends.
3. Enhanced Decision-Making: Provides actionable insights for project managers to
adjust resources, priorities, or strategies.
4. Historical Record: Acts as a log of changes made to the project schedule, useful for
future project planning.

4) We list the priorities we might apply in deciding levels of

monitoring.
1. Critical Path Activities

 Explanation: The critical path is the sequence of tasks that determines the shortest
time to complete the project. If any task on the critical path is delayed, the entire
project gets delayed.
 Why Monitor: These tasks are essential to meet the deadline and require constant
attention to avoid disruptions.
 Example: In building a house, pouring the foundation is a critical path activity. If it's
delayed, subsequent tasks like framing and roofing will also be delayed.

2. Activities with No Free Float

 Explanation: Free float is the amount of time a task can be delayed without affecting
subsequent tasks. Activities with no free float will immediately impact dependent
tasks if delayed.
 Why Monitor: Even a small delay can disrupt the overall project schedule or cause a
ripple effect.
 Example: In software development, if the database setup has no free float and is
delayed, it will hold up dependent tasks like API development.

3. Activities with Less than a Specified Float

 Explanation: Some tasks have minimal buffer time. While they are not on the critical
path initially, delays can erode their float and push them onto the critical path.
 Why Monitor: To prevent these tasks from becoming bottlenecks that could affect
the overall timeline.
  Example: In a marketing campaign, designing social media posts may have a small
float. If delayed, it could overlap with ad publishing deadlines.

4. High-Risk Activities

 Explanation: High-risk activities are identified during risk assessments as having a

higher probability of failure or complications. These risks could be due to technical
complexity, external dependencies, or environmental factors.
 Why Monitor: Early detection and mitigation of risks can prevent major issues later.
 Example: In a construction project, working in a flood-prone area during the rainy
season is a high-risk activity. Close monitoring ensures contingencies are in place.

5. Activities Using Critical Resources

 Explanation: Critical resources could be expensive equipment, specialized staff, or

unique materials. These resources are often limited in availability and need careful
scheduling.
 Why Monitor: Mismanagement can lead to project delays or cost overruns.
 Example: In an aerospace project, a wind tunnel for testing aircraft models may be
available only for a specific period. Any delays in preparation for testing can waste
this critical resource.

Summary:

The goal of prioritizing monitoring is to focus efforts on the tasks that have the greatest
impact on the project's success. By identifying and closely watching these activities, project
managers can minimize delays, optimize resource use, and mitigate risks effectively.

5) Different types of contract

1. Fixed Price Contracts

 Explanation: The price for the project is agreed upon and fixed when the contract is
signed. Regardless of the time or cost involved in completing the work, the customer
pays the agreed amount unless there are changes to the contract terms.
 When to Use: Best for well-defined projects with clear deliverables and minimal risk
of scope changes.
 Example: A company hires a contractor to build a website for ₹5,00,000. The price
remains the same as long as the agreed specifications are met.

Advantages:
  Predictable costs for the customer.
 Simplifies budgeting and planning.
 Encourages the contractor to manage resources efficiently to meet the agreed price.

Disadvantages:

 Limited flexibility for changes in scope.

 Contractors might inflate the price to account for unexpected risks.
 Any scope change could require a new negotiation or contract amendment.

2. Time and Materials Contracts

 Explanation: The customer pays for the actual time spent and materials used. This
type of contract is flexible and allows for changes during the project but can lead to
cost overruns if not managed well.
 When to Use: Suitable for projects with uncertain scope or evolving requirements.
 Example: A mobile app development project where the developer charges ₹1,500 per
hour and bills separately for any required software licenses.

Advantages:

 Greater flexibility for scope changes.

 Suitable for projects with unknown or dynamic requirements.
 No need for precise initial estimates, reducing time spent on upfront planning.

Disadvantages:

 Risk of cost overruns if not closely monitored.

 Requires careful tracking of time and materials, which can be resource-intensive.
 The final cost can be unpredictable for the customer.

3. Fixed Price per Delivered Unit Contracts

 Explanation: The price is fixed for each unit of work or deliverable, rather than for
the entire project. This is useful for projects with recurring tasks or deliverables.
 When to Use: Best for projects where work can be divided into measurable units.
 Example: A freelance graphic designer is paid ₹2,000 per logo design, regardless of
how much time it takes to create each one.

Advantages:

 Cost aligns with actual work delivered.

 Easy to scale or adjust based on the number of units needed.
 Customers only pay for completed units.
Disadvantages:

 Not suitable for projects with complex interdependent tasks.

 Disputes may arise over the definition of a "completed" unit.
 Requires clear unit definitions to avoid misunderstandings.

6) General approaches followed by the recruitment

process in the organization.
1. Create a Job Specification

 Purpose: The first step is to define what the job entails. A job specification outlines
the key tasks and responsibilities of the role. This could include specific functions,
such as managing a team, maintaining equipment, or handling customer relations.
 Outcome: The job specification serves as a blueprint for both the job and the person
required to perform it. It helps to set clear expectations for what the role demands and
helps in the next steps of finding the right person for it.

2. Create a Job Holder Profile

 Purpose: Based on the job specification, you create a profile of the ideal candidate.
This profile includes the necessary qualifications, skills, experience, and personal
attributes (like communication skills or teamwork).
 Outcome: The job holder profile ensures you know exactly what kind of person
you’re looking for. It makes the process more efficient because you’ll know who fits
best, and you can easily compare candidates against this profile.

3. Obtain Applications

 Purpose: Once the job and ideal candidate are clearly defined, the next step is to
attract applications. This typically involves advertising the position, either internally
(within the company) or externally (on job boards, in newspapers, etc.).
 Outcome: By advertising the position, you create a pool of potential candidates who
can be evaluated based on the job’s requirements.

4. Examine CVs

 Purpose: After receiving applications, the next step is to review CVs (or resumes).
This involves comparing candidates’ qualifications and experience with the job holder
profile.
 Outcome: By examining CVs, you can shortlist candidates who meet the core
requirements. This helps eliminate candidates who are not suitable for the role and
makes the selection process more efficient.

5. Interviews
  Purpose: Interviews allow employers to get a deeper understanding of the candidate's
suitability for the job beyond their CV. Interviews can be structured (with set
questions) or unstructured (more conversational) and can also include other
assessments like aptitude tests or personality evaluations.
 Outcome: Through interviews, you assess how well candidates perform in real-time,
how they present themselves, and if they have the necessary interpersonal skills,
problem-solving ability, and other traits that will help them succeed in the role.

6. Other Procedures

 Purpose: Once you've narrowed down your candidate pool, additional checks are
often required. These can include:
o References: Verifying past employment and credentials to confirm the
candidate’s professional background.
o Medical Examination: Ensuring the candidate is physically capable of
performing the tasks required in the job (especially for roles that are physically
demanding).
 Outcome: These additional procedures help ensure the candidate is fully qualified
and capable of succeeding in the role, reducing the risk of hiring someone who might
not be a good fit.

7) Concept of Taylorist Model of motivation

It looks like you've provided a comprehensive explanation of the Taylorist Model. To
summarize the key points:

1. Scientific Management: The model focuses on finding the most efficient way to
perform any job by breaking down tasks and analyzing work processes scientifically
to eliminate inefficiencies.
2. Piece-Rate System: Workers are paid based on their output, creating a direct link
between productivity and earnings. This incentivizes workers to produce more
efficiently, benefiting both the worker and the business.
3. Monitoring and Control: Taylor believed that workers tend to slack off unless
closely monitored, a behavior he called "natural soldiering." To combat this,
managers should break down tasks into manageable steps and monitor performance
closely.
4. Task Specialization and Standardization: Jobs are broken down into simple,
standardized tasks that employees can easily repeat. Workers are trained to perform
these tasks in a specific way, which increases efficiency and consistency.
5. Examples:
o Amazon: Uses a piece-rate system to pay workers based on their productivity
and tracks their movements through wrist devices to ensure efficiency.
o McDonald's: Implements standardized processes to ensure employees follow
specific procedures to maximize efficiency in their repetitive tasks.
6. Criticism: While the model boosts productivity, it has been criticized for reducing
worker satisfaction by making work repetitive and monotonous. Workers are treated
as machines, leading to potential burnout and disengagement.

Conclusion:
Although Taylorism has proven effective in increasing efficiency in many industries, its
dehumanizing aspects—focusing on productivity at the expense of worker satisfaction—have
led to criticisms. It remains relevant in certain modern industries, but its principles must be
adapted to ensure a balance between efficiency and employee well-being.

8) Herzberg’s Two-Factor Theory

Herzberg’s Two-Factor Theory is a motivational theory that distinguishes between two sets
of factors in the workplace: Hygiene Factors and Motivators. These factors influence
employee satisfaction and motivation in different ways.

1. Hygiene Factors:

 Definition: These are the basic elements required to prevent dissatisfaction but do not
lead to long-term satisfaction or motivation. They are necessary to maintain a neutral
or "no dissatisfaction" environment but do not actively encourage employees to work
harder or more efficiently.
 Examples:
o Pay and Salary: Adequate compensation is essential, but offering more
money does not necessarily increase long-term job satisfaction.
o Working Conditions: Comfortable, safe, and clean working conditions are
necessary to prevent dissatisfaction.
o Job Security: A sense of stability in the role helps employees feel secure,
reducing anxiety about their future.
o Company Policies and Administration: Fair and consistent policies and
effective management practices are essential for a smooth work environment.
o Interpersonal Relationships: Positive relationships with colleagues and
supervisors help prevent negative feelings at work.
 Outcome: If these hygiene factors are inadequate or missing, employees will be
dissatisfied. However, improving these factors will not necessarily lead to a higher
level of job satisfaction, just a reduction in dissatisfaction.

2. Motivators:

 Definition: These factors are related to the nature of the work itself and the
opportunities it provides for growth, achievement, and personal development.
Motivators have a positive impact on job satisfaction and can inspire employees to
perform at their best.
 Examples:
o Achievement: A sense of accomplishment or completing challenging tasks
successfully can lead to a feeling of pride and motivation.
o Recognition: Being recognized and appreciated for hard work and
accomplishments boosts morale and job satisfaction.
o The Work Itself: The nature of the tasks performed, especially if the work is
engaging and challenging, can be a powerful motivator.
o Responsibility: Having the autonomy to make decisions and take ownership
of work increases motivation.
o Advancement: Opportunities for career growth and personal development
contribute to job satisfaction.
 o Personal Growth: Opportunities for learning and skill development keep
employees engaged and motivated.
 Outcome: When motivators are present, they lead to increased job satisfaction,
engagement, and productivity. Employees who experience these factors feel more
committed and invested in their work.

Summary of Herzberg’s Theory:

 Hygiene Factors: Are necessary to avoid dissatisfaction but do not actively motivate
employees. They prevent dissatisfaction but do not lead to job satisfaction.
 Motivators: Actively contribute to job satisfaction, engagement, and motivation.
They make employees feel that their work is meaningful and fulfilling.

9) Describe the project reporting structure and categories

of reporting

This diagram appears to represent a project management structure. It includes the following
key roles and components:

1. Steering Committee: Provides overall guidance and oversight to the project and
communicates with the client.
2. Client: The end user or organization for whom the project is being developed.
3. Project Manager: Acts as the central figure responsible for project coordination and
execution.
4. Team Leaders: Supervises the respective sections and reports to the project manager.
5. Sections:
o Analysis/Design Section: Handles system analysis and design activities.
o Programming Section: Responsible for writing and testing code.
o Quality Control Section: Ensures quality standards are met.
o User Documentation Section: Prepares documentation for end users.

Each section appears to be a team working under its leader, focusing on specific project
phases or deliverables.
Classification of Reports: Simplified Explanation

1. Oral Formal Regular

 Examples: Weekly or monthly progress meetings with team members or

stakeholders.
 Purpose: To provide regular updates on project status and ensure alignment across
teams.
 Comment: These are spoken meetings but must have written records (like minutes of
the meeting) to ensure accountability and tracking.
 Additional Example: Weekly sprint reviews in agile development.

2. Oral Formal Ad Hoc

 Examples: End-of-stage review meetings or emergency briefings.

 Purpose: To address specific issues or review progress at critical milestones.
 Comment: These meetings are conducted as needed. They are primarily oral but
often lead to formal written reports.
 Additional Example: Crisis management discussions after a system failure.

3. Written Formal Regular

 Examples: Job sheets, weekly progress reports, or status updates.

 Purpose: To document routine tasks or progress in a structured and consistent
manner.
 Comment: These reports are created at fixed intervals using predefined templates or
forms.
 Additional Example: Monthly financial reports for management.

4. Written Formal Ad Hoc

 Examples: Exception reports (detailing deviations from the plan) or change requests.
 Purpose: To document unexpected changes, issues, or urgent matters that require
action or approval.
 Comment: These reports are created only when a situation demands it, often for
decision-making purposes.
 Additional Example: Incident reports after a security breach.

5. Oral Informal Ad Hoc

 Examples: Canteen discussions, casual chats, or hallway conversations.

  Purpose: To informally share insights or provide early warnings about potential
issues.
 Comment: While these are casual, they often highlight important concerns and
should ideally be followed by formal reporting if necessary.
 Additional Example: Spontaneous discussions about a new bug spotted in a software
system.

Key Terms Simplified

 Regular: Happens at set intervals (e.g., weekly, monthly).

 Ad hoc: Occurs only when necessary or triggered by specific events.
 Formal: Involves a structured approach and proper documentation.
 Informal: Casual and unstructured, often conversational.

Approaches to Identifying Risks

Effective risk identification is a critical part of project management. Here are three commonly
used approaches:

1. Use of Checklists

Checklists consist of predefined lists of risks that commonly occur in software development
projects.

Key Features:

 Experience-Based: Derived from lessons learned in past projects.

 Systematic: Provides a structured way to ensure common risks are not overlooked.

Advantages:

 Easy to use and apply to new projects.

 Saves time by leveraging past experiences.

Limitations:

 May not account for unique risks specific to a project.

 Could become outdated if not regularly reviewed and updated.

2. Brainstorming
Brainstorming involves gathering knowledgeable stakeholders to collaboratively identify
potential risks.

Key Features:

 Collaborative: Leverages the collective knowledge and experience of the team.

 Engaging: Encourages open discussion of concerns and ideas.

Advantages:

 Can uncover a wide range of risks, including unexpected ones.

 Fosters team involvement and ownership of risk management.

Limitations:

 May become unfocused without a facilitator.

 Can be time-consuming if not well-organized.

3. Causal Mapping

Causal mapping focuses on understanding the potential chains of cause and effect that could
lead to risks.

Key Features:

 Analytical: Identifies root causes and interdependencies between risks.

 Visual: Often represented in diagrams for clarity.

Advantages:

 Provides deeper insights into the origins of risks.

 Helps in identifying mitigation strategies by addressing root causes.

Limitations:

 Requires expertise in analyzing cause-and-effect relationships.

 May overlook risks that do not fit clear causal patterns.

Conclusion

Each risk identification approach has its strengths and limitations. Combining these methods
can provide a comprehensive understanding of potential risks in a project.