ldp604 project planning design and implementation revision exam questions

7/21/2019 Ldp604 Project Planning Design and Implementation Revision Exam Questions

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Q1(a)Sources of project ideasIdea and Information Sources Literature as Idea and Information Sources Books •Handbooks: The enineerin !e"d pub"ishes a #ariet$ of handbooks on data%procedures and technica" information& These pub"ications are usua""$ a#ai"ab"ethrouh the "ibrar$& 'amp"es are ark*s Standard Handbook of echanica"

'nineerin and the Too" and anufacturin 'nineers Handbook pub"ished b$ theSociet$ of anufacturin 'nineers& The "atter handbook inc"udes a number of#o"umes co#erin #arious topics such as materia"s% !nishin and coatin%machinin% and desin for manufacturabi"it$& • Tetbooks: Books are fre+uent"$ aood source of information& ,"thouh technica" information ma$ not be the most upto date b$ the time a book is pub"ished% e#en some #er$ o"d tets can sometimespro#ide or at "east stimu"ate some interestin ideas& Some o"d ideas can !nd a ne-"ife throuh no#e" materia"s% processin or desin methods& • Industr$ manua"s:an$ enineerin associations produce manua"s that pro#ide enera" (e&&% desinprocedures) and speci!c (e&&% motors% bearins) information about standardproducts% parts and procedures& .uts and bo"ts% for eamp"e% are described in theS,' Handbook& /eriodica"s and Technica" 0eports • Trade aaines: There are a

number of trade maaines that co#er enera" desin issues or are tareted at aspecia"ied technica" !e"d& These maaines are often a source of so"utions forcurrent prob"ems& Besides the artic"es in these maaines% the ad#ertisements canpro#ide a fruitfu" source of ideas& ,s it is di2cu"t to pinpoint speci!c information intrade maaines% it is a ood practice to make a habit of reu"ar"$ readin or at"east scannin these pub"ications so information can be "ocated -hen re+uired& •0esearch 3ourna"s: 0esearch journa"s direct"$ re"ated to the speci!c area of theprob"em to be so"#ed ma$ pro#ide mode""in and ana"$sis of speci!c prob"ems as-e"" as more enera" information that can "ead to a desin so"ution& 'amp"es ofthese journa"s are 3ourna" of 'nineerin 4esin% ,S' 3ourna" of Heat Transfer% and,rti!cia" Inte""ience in 'nineerin% 4esin and anufacturin& Sources of Ideas 5Information Sources of Ideas 5 Information&doc /ae 6 of 7 89&9 • 4atabases:4atabases pro#ide a mechanism b$ -hich artic"es from hundreds of technica"

journa"s spannin numerous $ears can be search for a speci!c subject& The usabi"it$of these databases has been reat"$ enhanced in recent $ears b$ computeriation&'amp"es of these databases inc"ude The 'nineerin Inde and The .ationa"

Technica" Information Ser#ice& These databases can be searched b$ enera"cateories or speci!c ke$ -ords can be used for more tareted searches& 4irectories• Thomas 0eister: The Thomas 0eister of ,merican anufacturers is a set of#o"umes that pro#ide information about manufacturers of a mu"titude of productsand ser#ices& It can t$pica""$ be found in the "ibrar$ but is no- con#enient"$a#ai"ab"e on the Internet at ---&thomasreister&com& • raser*s ;anadian Trade4irector$: Simi"ar to the Thomas 0eister% raser*s ;anadian Trade 4irector$pro#ides information about ;anadian pro#iders of products and ser#ices& It isa#ai"ab"e in both hard cop$ and ;4<0= formats% and can a"so be accessed throuhthe Internet at ---&frasers&com -here searches can be conducted -ithin thecateories of compan$% product>ser#ice or brand name& • ?e""o- /aes: The $e""o-paes are another source for supp"iers and manufacturers& If a#ai"abi"it$ from "oca"supp"iers is insu2cient% $e""o- paes for other cities can often be found at the"ibrar$ or on the Internet& • ;ata"oues: There are hundreds of cata"oues of parts%assemb"ies and materia"s a#ai"ab"e throuh #endors& These cata"oues are oftena#ai"ab"e throuh -orkshops and resource centres% or can be ordered b$ mai"in



a-a$ re+uest cards often inc"uded in trade pub"ications& =ther Literature Sources •@or"d @ide @eb: Searchin the Internet can "ead to -ebsites be"onin to #endors%manufacturers% consu"tants% desin companies% professiona" oraniations andeducationa" centres% to name a fe-& ,"most e#er$ oraniation of one t$pe oranother has a -ebsite and the information that is often pro#ided on these -ebsitesis remarkab"e& Information found on the Internet is often more current than -hat is

pub"ished% and often pro#ides an e<mai" address to -hich +uestions and re+uests foradditiona" information can be sent& ,s an$one can create a -ebsite% caution shou"dbe used -hen uti"iin information that it has been obtained from a reputab"esource& Sources of Ideas 5 Information Sources of Ideas 5 Information&doc /ae A of 7 89&9 • Brochures: arketin pub"ications a#ai"ab"e from competitors or for re"atedproducts can sometimes pro#ide #a"uab"e information& /eop"e as Idea andInformation Sources ,n etreme"$ #a"uab"e source of ideas that often etso#er"ooked is peop"e& It is tru"$ amain the #iab"e ideas that can come from noton"$ subject eperts% but a"so the most un"ike"$ sources inc"udin the person sittinnet to $ou on the p"ane or a sma"" chi"d& 4esiners shou"d ne#er be afraid to askothers for ideas& '#en if someone does not ha#e an$ so"utions to oer% the$ ma$kno- -here to "ocate information or a person -ho can pro#ide information& This is

ca""ed net-orkin and can be one of the most po-erfu" too"s in business toda$& •;o""eaues: ;o""eaues are usua""$ a #er$ approachab"e source of ideas& The$ ma$be peop"e -ithin the same compan$% contacts -ithin other oraniations or formerc"assmates& • ;onsu"tants: ;onsu"tants are enera""$ peop"e -ho are eperts in acertain area& ,"thouh most"$ paid for there epertise% man$ -i""in"$ -i"" ans-er+uestions and pro#ide information as "on as it is not in conCict -ith theircommitments and doesn*t re+uire a reat dea" of time& ;onsu"tants can enera""$ be"ocated throuh -ord<of<mouth% professiona" directories% $e""o- paes% educationa"institutions or the Internet& • 8endors: ,"thouh #endors t$pica""$ are interested inse""in their product% man$ #a"ue the de#e"opment of re"ationships and -i"" thereforeoften be a -i""in source of ideas and e#en samp"es& 8endors are an ece""entresource as the$ often are current in techno"o$ and ha#e the opportunit$ to #isit a

#ariet$ of companies -here the$ can #ie- dierent -a$s of doin thins& •;ustomers: ;ustomers are an ece""ent source of ideas& =ften the$ ha#e conductedtheir o-n research before committin to -orkin -ith a team of desiners on aspeci!c project& The$ ma$ ha#e seen simi"ar products in use and ha#e ideas ondierent concepts that cou"d be emp"o$ed& • Lead users: These peop"e are thosethat had a need for a product "on before the enera" popu"ation& Lead users ha#eoften created adaptations or in#ented their o-n so"utions to satisf$ theirre+uirements unti" a ne- product comes a"on& • riends>fami"$: an$ desiners!nd ideas for projects -hen casua""$ ta"kin to friends and fami"$& Sometimes peop"e-ho ha#e "itt"e kno-"ede of the techno"o$ or the speci!c prob"em to be so"#edma$ "ook at thins from a dierent perspecti#e and propose creati#e so"utions&Sources of Ideas 5 Information Sources of Ideas 5 Information&doc /ae D of 7 89&9=raniations as Idea and Information Sources • Eo#ernment: There are numeroussources -ithin a"" "e#e"s of o#ernment both -ithin ;anada and other countries suchas the Fnited States& an$ departments% inc"udin the Transportation and Safet$Board% the .ationa" Bureau of Standards and the 4epartment of .ationa" 4efence%ha#e standards and uide"ines based on etensi#e research& 'nineerinoraniations throuhout the -or"d make etensi#e use of the i"itar$ Standardsproduced b$ the F&S& 4epartment of 4efense% man$ of -hich can be accessedthrouh "ibraries or do-n"oaded from the Internet& The .ationa" Technica"



Information Ser#ice% a branch of the F&S& 4epartment of ;ommerce% is a source for-or"d-ide scienti!c% technica"% enineerin and business re"ated information& uchof this information can be obtained throuh their Internet site ---&ntis&o#& Herajest$*s Stationar$ =2ce (---&hmso&o#&uk) is a simi"ar source for pub"icationscreated -ithin the o#ernment of the Fnited Gindom& • .on<pro!t "aboratories andassociations: =raniations such as the ;anadian Standards ,ssociation%

Fnder-riters Laboratories% ,merican Societ$ for Testin and ateria"s% and,merican Standards ,ssociation can pro#ides standards and uide"ines at a nomina"fee& =ften products must be tested aainst and comp"$ -ith these standards beforethe$ can be oered commercia""$& • /rofessiona" =raniations: Eroups such as,ssociation of /rofessiona" 'nineers% Eeo"oists and Eeoph$sicists of ,"berta(,/'EE,) and Societ$ of anufacturin 'nineers (S') often ha#e pub"icationsand codes a#ai"ab"e& These oraniations t$pica""$ can identif$ and pro#ide contactinformation for eperts on a i#en subject& =ther Idea and Information Sources •.ature: an$ inno#ati#e technica" so"utions are based on princip"es found in nature&Birds ha#e pro#ided concepts for -ined Ciht as !sh ha#e for submarines&Hone$combs ha#e pro#ided eamp"es of "iht-eiht but stron structures and thearch of the human foot demonstrates the eecti#eness of a ke$stone bride

structure for supportin hea#$ "oads& 8e"cro% an etensi#e"$ used fastenin de#ice%-as based on the rippin capabi"ities of a burr& • /atents: /atents are an ece""entsource of technica" ideas& ,"thouh the use of protected products ma$ be prohibitedor re+uire the pa$ment of a ro$a"t$% epired and forein patents -ithout "oba"co#erae can be used& 0e#ie-in restricted patents ma$ spa-n inno#ati#e ne-ideas that do not Sources of Ideas 5 Information Sources of Ideas 5 Information&doc/ae of 7 89&9 fa"" under the restriction of a patent& The echanica" 4esin/rocess (F""man) ep"ains the process for researchin patents& • ,na"oies: Thecreati#e techni+ue of usin ana"oies in#o"#es eaminin the simi"arities bet-eenthe current desin prob"em and another simi"ar prob"em& Basica""$% the desin teamcomp"etes the phase JThis situation is "ikeK% co""ects so"ution ideas for theana"oous prob"em then transfers these ideas to the oriina" prob"em& The

ana"oous prob"em can be another technica" eamp"e or one from nature& • Thebook Euide to Basic Information Sources in 'nineerin b$ ount is one referencethat hih"ihts additiona" sources for information& an$ enineerin desin booksa"so pro#ide suestions for sources of ideas and informat

@h$ projects fai" in de#e"opin countries

Why projects fail around the world? : The Reasons and Concer

By

Mr. Manohar Govind UrkudeRetired D.G.M.

RC!" nternational

Delhi



#r. $shish Manohar UrkudeProfessor

$lliance %usiness &chool

BangaloreE-mail: [email protected] [email protected] [email protected]

!"#$ %estern Euro&ean 'ountries$ 'anada$ and (a&an )uild their infrastructure first then their Econ

took giant lea&. (ust see ho* the Metro Rail*ays are &lanned+ ,ust see the multi terrain )ut multi-lahigh*ays *ere &lanned and )uilt$ ,ust e&erience the fastest trains like G/ from 0rance and Bullet

from (a&an. 1n fact$ 'hina is su&&osed to )e the o2er heated Economy due to infrastructure )uild u&timely com&letion of the )est &ro,ects like multi&le flyo2ers and e&ress *ays in many cities and the

&ro,ects like three Gorges Dam. #lso$ no)ody can forget the "tadiums and infrastructures that *ereto con2ene the Bei,ing 3lym&ics 4556.

"imilarly$ Meico$ Bra7il$ /ietnam$ 1ndonesia$ Malaysia$ hailand$ e2ery*here the infrastructures )uis timely and &henomenal.

8o*e2er$ there are 455 countries around the *orld$ *here such Pro,ects add 2alue to their infrastru#lso$ today$ many countries are on the 2erge of infrastructure colla&se due to non eecution of *ell

&lanned &ro,ects or if there are fe* &ro,ects then they lack the &olitical-*ill to com&lete it. 8o*e2ercertain that construction acti2ities are a non sto& &henomenon around the *orld.

8ence *e analy7ed fe* &ro,ects in different &arts of *orld$ successful &ro,ects as *ell as &ro,ects th*ere failures. %e o)ser2ed that many &ro,ects in underde2elo&ed and de2elo&ing countries *ere no

com&leted on time. 9o one reali7ed that )y doing so they had *asted time and human efforts and m

ater on *e carried out a &ro&er analysis.

0inally$ *e came to the conclusion that for starting a 'i2il Engineering Pro,ects in these countries$follo*ing are the )asic considerations for its successful com&letion.

;. #2aila)ility of ade<uate 'a&ital and su&&orting 0inancial Management$

4. #2aila)ility of sufficient and as &er re<uirement and &ro&er and Management$

=. #2aila)ility of Ra* Materials re<uired for the *ork in the 2icinity and &ro&er ogistic and "'hain Management$

>. #2aila)ility of alent )oth "killed and non skilled Man-Po*er and their Management$

?. #2aila)ility of Energy in the 7one and Energy Management$

. #2aila)ility of %ater in close 2icinity and )etter %ater Management$

A. #2aila)ility of latest echnology kno*-ho* and the echnology Management$



6. #2aila)ility of 2ia)le Roads and non-sto& 'ommutation mediums all around$

. #2aila)ility of suita)le Political su&&ort and security &ro2ision from the state$

;5. #2aila)ility of )etter Pro,ect Management team that kee& a track on Pro,ect acti2ities$

;;. #2aila)ility of the )etter Go2ernance$ the )etter coordination$ the coo&eration and the sy

among the go2ernmental and non-go2ernmental &arties.

hus$ )efore &lanning for any &ro,ect these factors has to )e eamined ,udiciously. 3ther*ise non C

fulfillment of any one of the a)o2e the &ro,ect may colla&se )efore the aim is achie2ed *hich may rhuge loses. 0or eam&le$ there *as an 3uter Ring Road that *as &lanned in 9ag&ur 'ity and huge f

*ere allocated )ut un*illingness of &olitical su&&ort *as ma,or cause of failure and the funds *ere edi2erted to other ma,or &ro,ects or e&ansion of the cities made this &ro,ect un2ia)le after fi2e year

hen$ there are cases in 9igeria$ *here "hell )uilt the )est &i&eline for fuel trans&ort$ ho*e2er$ afte

clashes )et*een t*o grou&s$ one grou& used their influence and literally e&loded the &i&elines and&ro,ect *as stalled for many months. he &ro)lem here *as not considering the security issue. he

there *ere ma,or &ro,ect failures in Pakistan$ Bangladesh due to similar reasons.

hus$ there are 2arious Real-ime causes of Pro,ect failure$ some of *hich *e are &utting o2er here

ncorrect data collection: Generally$ )efore the ci2il engineering &ro,ect there is a sur2ey of site.

three Gorges Dam in 'hina$ different teams *ere conducting the sur2ey of the site$ so that the !"DBillion Pro,ect )ecomes a huge success for all the organisations in2ol2ed. here *as geological team

*ere seismologists$ there *ere chemical analysts$ etc. they conducted a through sur2ey to kno* thdetails of the site$ )efore and after the dam is )uild.

9o* if the sur2ey team has )een found not eerting to record u&dated data$ the &ro,ect *ould fail. other case if Detailed Pro,ect Re&ort DPR team de&ends on 2ery old data recorded some*here the

the &ro,ect may fail. 8ence latest data has its im&ortance.

#lso$ Geological and Geogra&hical changes that *ill )e de2elo&ed due to &ressure of Dam *ater tha

lead to Earth<uake effects also had its im&ortance. 1f they are not considered then it may lead to fadesign of the *hole structures of the &ro,ect.

1ndian Rail*ays 1R had a )itter e&erience in one of its Pro,ect *here soil in2estigation data recor*as )ased on 2ery old record. #t the time of designing foundation of ma,or )ridge of Rail*ay rack.

old data recorded *as found to )e *rong as &er the &resent conditions *hich *ere due to ra&id geochanges in that area. 1f 1R had considered it to )e correct the foundation for the ma,or )ridge could

)een *rong. 1n fact the )ridge *ould ha2e )een do*n *ithin fe* months of its construction. he re*as 1R had to go further do*n for the foundation for safety &ur&ose. his had resulted in loss of tim

financial o2erruns.

"ot ac'uirin( whole piece of land re'uired: "ome times it ha&&ens that construction acti2ities

started only after getting some &ortion of demarcated land and kee&ing efforts to get the other im&&art of the land. #fter com&leting lot of construction$ some time the other &art of land can not )e ac

and get delayed 2ery much. his is also a cause of concern for delay and additional financial )urden

client *hich is not included in the estimate.

&udden chan(e)s in pre*planned capacity: 1n one case$ a &ro,ect *as started for a &re&lanned



a&&ro2ed ca&acity of F#F si7e. #ll the arrangements *ere made accordingly. 8o*e2er$ after some tim

under some &olitical &ressure it *as &lanned for enhanced ca&acity FBF *ithout thinking o2er &ros ancons. he result *as ine2ita)le$ after ? years the &ro,ect *as closed$ for *ant of additional resource

time. 1n short$ there *as shortage of *ater$ lack of sufficient electrical energy$ non a2aila)ility of ra*material in that &art of country$ land ac<uisition *as a )ig &ro)lem$ a2aila)ility of more skilled man

)ecame a &ro)lem$ adding fuel *ere$ the non a2aila)ility of 2ia)le roads and ad2anced technology a&ro,ect *as not &re2ie*ed from time to time for this enhanced ca&acity. 1t delayed the &ro,ect and on it *as closed for not )eing 2ia)le o&tion.

nade'uate fund flow: 1t has )een o)ser2ed that some &ro,ects ha2e )een started *ith limited finresources on some assurance. #fter in2esting lot of a2aila)le cash and loans the further re<uiremen

fund flo* could not )e fulfilled and the &ro,ect remained incom&lete resulting in total 0ailure.

+a,our Unrest: /alua)le *orking hours are lost due to causeless la)our unrest created )y some &o

&arties or la)our unions or &eo&le ha2ing 2ested interest. 1n almost e2ery country on this earth$ e2e&olitical &arty has its o*n la)our union or &eo&le ha2ing su&&ort to some ideology. heir demands a

ne2er ending.

he ma,or &ro)lem among these &eo&le is that they should think telesco&ically than microsco&icallyshould think that if they are BP Belo* Po2erty ine at &resent moment then after *ell &lanned ha

*ork they could come u& as #P #)o2e Po2erty ine. 8o*e2er$ ideology and &ractical ne2er goes

hand and thus$ due to continuous strikes and intermittent closure of *ork$ the most 2alua)le man dare lost and &roduction is affected. 1t increases the cost of the &roduction on one hand and on the o

hand the *orkers get fe*er *ages. he lo* &aid em&loyees thus ne2er recou& and the *ages are lothey remain BP from generation to generation.

%ad political influence: Many e&erts claim that e2en if all the a)o2e &oints are taken care of *elad2ance in some countries like 1ndia$ Pakistan$ 9igeria$ Bangladesh$ there is no guarantee of sho*i

&olitical maturity. here are hundreds of eam&les *here the go2ernment of # &olitical &arty hassanctioned and started a &ro,ect for the )enefit of &u)lic the go2ernment of B &olitical &arty comin

&o*er *ill not allot sufficient funds for that &ro,ect to )e com&leted in time or *ill sto& it *hich resunational loss.

1magine a situation like in 1taly *here there *ere ; go2ernments in ;A years.

8ence$ *e must state here that$ the &ro,ects are started in national interest for the )enefit of all thciti7ens. 8ence$ they should )e com&leted on time$ in the larger interest of &u)lic. he &olitical lead

from a &articular &arty$ *ho comes as an administrator should not ha2e interference in it to s&oil or

)ut to a&&ly his skill to com&lete early in a )etter *ay to add 2alue in the &ro,ect and to add in his lachie2ements in &lace of sho*ing his )ankru&tcy of &olitical maturity. 9o one sho*s maturity that o

&olitical &arty started this &ro,ect and our &olitical &arty has com&leted it in the interest of nation.

1t is the same story$ ;?5Fs through 45;5$ the on ,o) Pro,ect eaders find all kinds of deficiencies a

e&lained a)o2e to com&lete the &ro,ect in scheduled target.

8ence this article to alert the go2ernments and &eo&les from 2arious nations.

i#e staes in a project c$c"e



Project Initiation

In the first phase of the project life cycle, the project is defined and established. In moving from a

problem to a project it is important to ask questions such as: Is the problem in your company’s jurisdiction? and Do you have the resources in your budget to fund the project? The project manager

and team also determine the project’s preliminary scope during the initiation phase. More often than

not, project team members and stakeholders will continuously alter and sharpen the preliminary

scope into one that is complete and accurate.

Planning

Planning involves identifying and scheduling the work packages or activities necessary to perform

the work; constructing estimates of duration, cost, and resources; developing plans to ensure quality,

manage risks, and control scope; establishing communications and reporting strategies; acquiringresources, both people and contracts; and integrating these elements into a comprehensive planning

document.

Execution

The phase where the action takes place. Execution involves acquiring and building a project team,

performing work, and producingdeliverables. Its important to remain aware of the constraints such

as time, cost, and performance which will drive and limit the project life cycle.

Monitoring and Control

The monitoring and control phase tracks the team’s adherence to the plan, identifies discrepancies,

handles change management, andprovides feedback to update and progressively elaborate the

plan.

Closeout

During the final phase of the project life cycle, the project is completed and the project team

members transfer deliverables to the next stage or to the customer. The remaining work of the

project team involves releasing resources to other projects, developing lessons learned for futureimprovement, and closing out the administrative elements of the project from an organizational

perspective.

Although initiation starts the project and closeout ends it, the other three steps form a loop; planning

leads to execution, which requiring monitoring and control, which feeds back into additional planning.

http://en.wikipedia.org/wiki/Work_package



http://en.wikipedia.org/wiki/Deliverable

http://playbook.amanet.org/3-tips-to-positive-feedback/

http://en.wikipedia.org/wiki/Deliverable

http://playbook.amanet.org/3-tips-to-positive-feedback/


ldp604 project planning design and implementation revision exam questions

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