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1. How can risks cab be prioritized in a project management? Give anysuitable example.

Risk Management Risks are those events or conditions that may occur andwhose occurrence has a harmful or negative impact on a project. Riskmanagement aims to identify the risks and then take actions to minimize theireffect on the project. Risk management entails additional cost. Hence riskmanagement can be considered cost effective only if the cost of riskmanagement is considerably less than the cost incurred if the risk materializes.

Risk prioritization Risk prioritization focus on the highest risk. Prioritizationrequires analyzing the possible effects of the risk event in case it actuallyoccurs. This approach requires a quantitative assessment of the risk probability

and the risk consequences. For each risk rate the probability of its happening aslow, medium or high. If necessary, assign probability values in the ranges givenfor each rating. For each risk, assess its impact on the project as low, medium,high or very high. Rank the risk based on the probability. Select the top few riskitems for mitigation and tracking.

Refer to a list of commonly used risk mitigation steps for various risks from theprevious risk logs maintained by the PM and select a suitable risk mitigationstep. The risk mitigation step must be properly executed by incorporating theminto the project schedule. In addition to monitoring the progress of the plannedrisk mitigation steps periodically revisit the risk perception for the entire

project. The results of this review are reported in each milestone analysisreport. To prepare this report, make fresh risk analysis to determine whetherthe priorities have changed.

2. Mention any six charactertics of interpersonal behavior. What arethe types of reviews?

Interpersonal Behaviour - In a team the maxim that all members will do well

to remember is Learn to appreciate the problemsof others, and some otherswould appreciate yours. It is therefore important that in a businessenvironment, particularly in Project Management, an effort to evolve solutionsjointly has great benefits,both for the teams as well as the organization. Thetop management has the responsibility of encouraging such a culture todevelop team work to healthy interpersonalbehaviour.

Interpersonal behaviour calls for:

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Projection of a pleasant, but firm personality

Clarity of expression and communication

Patience in listening and reacting with empathy

Documentation and correct recording

Offer to help

Call for help whenever necessary Seeking information before attempting decisions

Not waiting for things to go wrong

Motivation of others through efficiency and meticulousness, rather thanurging and exhibiting dependency

Putting team goals ahead of individual targets.

The project manager should make it a habit of expressing appreciation openlyfor any good work done. Cross Functional Teams have become a necessity andthe synergy they generate would be lost if interpersonal behaviour is not ofhigh standard. As members are from different functions, understanding therequirements or compulsions of others is difficult. This fact should be impressedupon all the members and requesting them to cooperate is vital.

Reviews Types

The reviews are generally divided into four types which are conducted atdifferent stages of the project.

1. Initiation Reviews (IR)2. Planning and Proposal Reviews (PPR)3. Procurement Reviews (PR)4. Quality Assurance Reviews (QAR)

A project review is a process where we capture information from the teamexperience and see the variances and deviations from the plan. These reviewshelp in increasing productivity and improve organizational success. The purposeof the reviews can be generally stated as under. Depending on the managersability they can be made more meaningful. Performance improvement startswith commitment to an agreed plan. The reviews are meant to keep theactivities are according to the plan. The purpose of them can be states as:

Finding out the feasibility of the project and helping management team totake a decision based on this initial Review.

Checking if all the necessary activities were done before presenting acustomer the proposal or solution

Checking if all the formal agreements and procedures were formallyaccepted and reviewed between the customer and the project deliveryorganization.

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Finding out the deviation and allowing elbow room for changes in theaction plan for improvement.

3. What are main considerations in planning P2M? Give relevantexamples.

Consideration in Planning P2MSome of the considerations for effective programme management are givenbelow:

Focusing on the various strategic initiatives taken up for multiple projects andthe issues related to benefits and risks.

Bringing about the attention of management to a defined set of benefits, which

are understood immediately, which are managed throughout theimplementation and at completion.

Helping top management to set priorities, choosing options and allocateresources

Setting up mechanisms to measure and ensure that the projects makingcontributions for realizing expected business benefits.

Leading the organization on the path of where it an where it wants to be

Ensuring that the effects of the programme driven changes are coordinated, thetransitions are successfully managed. The operations are effective and efficient.

Process of P2M

The objectives sought to be achieved and the methods which are adopted andthe activities that are going to be undertaken i.e. the process include thefollowing steps:Preparing and maintaining a set of activities and the workflow that is to befollowed and identifying business areas responsible for different stages in theabove

1. Making sure that the priorities that the above generate are relevant andthe projects are run on the basis of their impact on the business as awhole

2. Structuring the programme so that the responsibilities and roles at bothprogramme and project level are acceptable to both the topmanagement and managers

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3. Planning the various points of review between various phases of theprojects. The process has to incorporate all the important aspects whichare to be addressed during implementation and management of theprojects. It is important to identify all factors and incorporate resources men, materials, technology and time so that their provision can beplanned.

Managing the Programme

When we consider the portfolio of projects as a programme, the mainconsiderations will be on resources, risks associated with the programme,quality of the projects at every stage of the execution as meeting therequirements of the client as per the contract and monitoring the changeprocesses that get enmeshed during implementation. The specifics concerningthe above are listed below:

i) Evaluating the risks associated with the programme the plannedchanges to the business operationsii) Ensuring that the processes to ensure quality are sufficient andpurposes are fully metiii) Keeping track of the changes and developments external to theproject environment and studying their impact on the programme.iv) Making sure that the personnel in business affected by the above areinformed and trained so that the projects are smoothlyv) Ensuring that the support services like human resources and IT areable to adopt to the changes that take place in the projects and business

operations as a whole.

4. What is the significance of reviewing ROI? Explain in detail.

ROI - Return on Investment (ROI) is the calculated benefit that an organizationis projected to receive in return for investing money (resources) in a project.Within the context of the Review Process, the investment would be in aninformation system development or enhancement project. ROI information isused to assess the status of the business viability of the project at key

checkpoints throughout the projects lifecycle.ROI may include the benefits associated with improved mission performance,reduced cost, increased quality, speed, or flexibility, and increased customerand employee satisfaction. ROI should reflect such risk factors as the projectstechnical complexity, the agencys management capacity, the likelihood of costoverruns, and the consequences of under or nonperformance. Whereappropriate, ROI should reflect actual returns observed through pilot projectsand prototypes.

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ROI should be quantified in terms of dollars and should include a calculation ofthe breakeven point (BEP), which is the date when the investment begins togenerate a positive return. ROI should be recalculated at every majorcheckpoint of a project to se if the BEP is still on schedule, based on projectspending and accomplishments to date. If the project is behind schedule or overbudget, the BEP may move out in time if the project is ahead of schedule or under budget the BEP may occur earlier. In either case, the information isimportant for decision making based on the value of the investment throughoutthe project lifecycle. Any project that has developed a business case isexpected to refresh the ROI at each key project decision point (i.e., stage exit)or at least yearly.Exclusions

If the detailed data collection, calculation of benefits and costs, andcapitalization data from which Return on Investment (ROI) is derived was not

required for a particular project, then it may not be realistic or practical torequire the retrofit calculation of ROI once the project is added to the Reviewportfolio. In such a case, it is recommended that a memorandum of record bedeveloped as a substitute for ROI. The memorandum should provide a briefhistory of the program, a description of the major benefits realized to date withas much quantitative data as possible, and a summary of the process used toidentify and select system enhancements.

Some of the major benefits experienced by sites that installed the informationsystem that would be important to include in the memorandum are:

a) Decommissioning of mainframe computersb) Reduction/redirection of labourc) Elimination of redundant systemsd) Ability to more cost effectively upgrade all sites with one standard upgradepackage.

In each case above, identify the specific site, systems, and labour involved indetermining the cited benefit. Identify any costs or dollar savings that areknown or have been estimated. The memorandum will be used as tool forresponding to any future audit inquiries on project ROI.

For the Project Management Review, it is recommended that the project leaderreplace the text on the ROI document through -

1) a note stating which stage of its cycle the project is in

(2) A bulleted list of the most important points from the memorandum ofrecord and

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(3) a copy of the memorandum of record for the Review repository.

In subsequent Reviews of the information system, the ROI slide can beeliminated form the package. There is one notable exception to this guidance.Any internal use software project in the maintenance phase of its lifecycle thatadds a new site or undertakes an enhancement or technology refresh thatreaches the cost threshold established by Standard will need to satisfycapitalization requirements. It requires all agencies to capitalize items acquiredor developed for internal use if the expected service life is two or more yearsand its cost meets or exceeds the agencys threshold for internal use software.The standard requires capitalization of direct and indirect costs, includingemployee salaries and benefits for both Federal and Contractor employees whomaterially participate in the Software project. Program managers areconsidered to be the source of cost information for internal use softwareprojects. If capitalization data is collected for the project in the future, theproject would be expected to calculate and track its ROI.

5. What is meant by baseline? How is it reviewed?

BaselineThe Baseline created can be used to compare the original project plan withactual events and achievements. This will display the days required for eachtask and project phase. For actual operating instruction please refer theMicrosoft Project User Handbook. The Microsoft Project family of products offerstools to work on a Project from management point of view. Microsoft Project isdesigned for people who manage projects independently and dont require the

capability to manage resources from a central repository. Microsoft has a teamproject management solution that enables project managers and their teams tocollaborate on projects. After creating a fairly complete final project plan it is agood idea to create a baseline to compare the original project plan with actualevents and achievements.

Reviewing baseline

This will display the days required for each task and project phase. It includes -

Tracking Progress

After creating a baseline, if the project has begun, it is necessary to enteractual dates that tasks are being completed and the resource utilization used tocomplete them. Again review different views and the cost and summary tablesbefore proceeding to the next section. Return to the Entry view of the Ganttchart before proceeding.

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Balancing Workloads

At times people and equipment can become assigned more work than they cancomplete in normal working hours. This is called over allocation. Project can testfor this condition and reschedule (or level) their workload to accommodatecompleting tasks during a normal day.

Monitoring Variance

After a baseline has been established and the project has begun, it is desirableto determine if tasks are being accomplished on time and /or if cost over runsare occurring.

Creating Reports

Project has many different built-in reports and has the capability building

custom reports and exporting data to other MS Office applications forintegration into other reporting venues.

6. Explain in detail GDM and its key features.

GDM -The Global Delivery Model (GDM) is adopted by an Industry or Businesssuch that it has a capability to plan design, deliver and serve to any Customersor Clients Worldwide with Speed, Accuracy, Economy and Reliability. The keyFeatures of GDM are

StandardizationModularizationMinimum CustomizationMaximum Micro structure

Adoption of a Combination of the Greatest Common Multiple and the Least

CommonFactor of a Large Mass of Microbial Components-

a) Standardization - Ingenious Design and Development of Componentsand Features which are like to be accepted by 90% of WorldwideCustomers. Global Standards of Design focusing on highly standardizedMethods and Processes of manufacture or Development. Adopt Plug andsocket Concepts with minimum adaptable joints or Connections.

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b) Modularization - Product or Solution split up into smallest possibleindividual Identifiable Entities, with limited Individual FunctioningCapability but powerful and robust in Combination with other Modules.

c) Minimum Customization - Minimum Changes or Modifications to suitIndividual Customers.

d) Maximum micro structuring - Splitting of the Product Modules furtherinto much smaller entity identifiable more through characteristics ratherthan application Features. Approach through Standardization of theseMicrobial Entities even across Multiple Modules. Application of theseMicrobial Entities to rest within multiple Projects or Products or even asadd-ons suit belated Customer Needs.

Special Features of GDM

Some of the special features of GDM are

Cuts across Geographical and Time Zone Barriers

Unimaginable Speeds of Response and Introduction.

Common Pool of Microbial Components

Largely Independent of Skill Sets required at Delivery Stages

Highly automated Processes

Quality Assurance as a Concurrent rather than a Control Process

Near Shore Development, Manufacture and Delivery for better Logistics

Mapping of Economical Zones rather than Geographic Zones Continuous Floating virtual Inventory to save Time and Efforts.

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1. What are the various characteristics of a project? What is theimportance of each characteristic? Give examples.

It is well known to all that the organizations continue to grow year by year. Asthere is a need to grow it becomes necessary for a growing organization toresort to proper growth plan. The plan needs to be properly prepared. It ispossible to prepare proper plans only if the manager has sufficient knowledgeof the various process of the project envisage for growth. The manager has towork on the various life cycle stages and apply necessary planning tools tocome out with a proper growth plan of the company. The various techniques ofidentifying the project items, work break down structure of the project , taskduration, estimation etc are to be done meticulously.

Characteristics

Any project may be considered to have the following characteristics:

a) Resource requirement - During the course of executing the project, it isseen that the resource requirement increases from start to anintermediate stage of the project. It further increases at rapid rate andbecomes constant while the project is during its 80 to 95% progress

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stage. Thereafter the resources requirement decreases to zero i.e whenthe project comes to a finish.

b) Funds - The requirement of funds for the completes execution of theproject also follows the same trend as that of the resources. The two aremore or less proportional.

c) Probability of completion - The probability of completing the projectcan be estimated based upon the normal distribution curve. In the initialstage of the project the probability of completing the project is lowthough not zero. It gradually increases and as the project approachesfinish the probability of completing the project tends to become 100%.

d) Risk - The risks involved in the project affecting its completion time ishigh at the initial stages and low at the later stages of the project.

e) Design changes - The project during the course of its progress may besubjected to changes because of some external factors. The influence ofsuch external factors on the project may result in changes in the design fthe project though not very often. It is observed that such changes if anyare normally high during the initial stages of the project and decreases asthe project approaches finish.

2. State the principles of Demings Philosophy relevant to ProjectManagement. Explain how each one is applicable in management?

Dr. Deming's teachings and philosophy can be seen through the results theyproduced when they were adopted by the Japanese, as the following exampleshows: Ford Motor Company was simultaneously manufacturing a car modelwith transmissions made in Japan and the United States. Soon after the carmodel was on the market, Ford customers were requesting the model withJapanese transmission over the USA-made transmission, and they were willingto wait for the Japanese model. As both transmissions were made to the samespecifications, Ford engineers could not understand the customer preferencefor the model with Japanese transmission. It delivered smoother performance

with a lower defect rate. Finally, Ford engineers decided to take apart the twodifferent transmissions. The American-made car parts were all within specifiedtolerance levels. On the other hand, the Japanese car parts had much closertolerances than the USA-made parts - i.e. if a part was supposed to be one footlong, plus or minus 1/8 of an inch - then the Japanese parts were within 1/16 ofan inch. This made the Japanese cars run more smoothly and customersexperienced fewer problems.

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Deming offers a theory of management based on his famous 14 Points forManagement. Management's failure to plan for the future brings about loss ofmarket, which brings about loss of jobs. Management must be judged not onlyby the quarterly dividend, but by innovative plans to stay in business, protectinvestment, ensure future dividends, and provide more jobs through improvedproducts and services. "Long-term commitment to new learning and newphilosophy is required of any management that seeks transformation. The timidand the fainthearted, and the people that expect quick results, are doomed todisappointment."

Deming philosophy synopsis

The philosophy of W. Edwards Deming has been summarized as follows:

"Dr. W. Edwards Deming taught that by adopting appropriate principles ofmanagement, organizations can increase quality and simultaneously reduce

costs (by reducing waste, rework, staff attrition and litigation while increasingcustomer loyalty). The key is to practice continual improvement and think ofmanufacturing as a system, not as bits and pieces."

In the 1970s, Dr. Deming's philosophy was summarized by some of his Japaneseproponents with the following 'a'-versus-'b' comparison:

(a) When people and organizations focus primarily on quality, defined by thefollowing ratio,

quality tends to increase and costs fall over time.

(b) However, when people and organizations focus primarily on costs, coststend to rise and quality declines over time.

Deming offered fourteen key principles for management for transformingbusiness effectiveness.

1. Create constancy of purpose toward improvement of product and service,

with the aim to become competitive and stay in business, and to providejobs.

2. Adopt the new philosophy. We are in a new economic age. Westernmanagement must awaken to the challenge, must learn theirresponsibilities, and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the needfor inspection on a mass basis by building quality into the product in thefirst place.

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4. End the practice of awarding business on the basis of price tag. Instead,minimize total cost. Move towards a single supplier for any one item, on along-term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, toimprove quality and productivity, and thus constantly decrease cost.

6. Institute training on the job.7. Institute leadership. The aim of supervision should be to help people and

machines and gadgets to do a better job. Supervision of management isin need of overhaul, as well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company.9. Break down barriers between departments. People in research, design,

sales, and production must work as a team, to foresee problems ofproduction and in use that may be encountered with the product orservice.

10. Eliminate slogans, exhortations, and targets for the work forceasking for zero defects and new levels of productivity. Such exhortations

only create adversarial relationships, as the bulk of the causes of lowquality and low productivity belong to the system and thus lie beyond thepower of the work force.

11. a. Eliminate work standards (quotas) on the factory floor. Substituteleadership.b. Eliminate management by objective. Eliminate management bynumbers, numerical goals. Substitute workmanship.

12. a. Remove barriers that rob the hourly worker of his right to pride ofworkmanship. The responsibility of supervisors must be changed fromsheer numbers to quality.b. Remove barriers that rob people in management and in engineering of

their right to pride of workmanship. This means,inter alia

, abolishment ofthe annual or merit rating and of management by objective.13. Institute a vigorous program of education and self-improvement.14. Put everyone in the company to work to accomplish the

transformation. The transformation is everyone's work.

3. Explain the concept of concurrency in High TechnologyDevelopment.

Concurrency in High Technology Development

As the application of technology has become critical for the survival oforganisation it has become imperative for organizations to initiate measures forthe development of high technology to be ahead of competition. No doubt,there are many specialized Research and Development firms which offer theirexpertise to their clients problems. However, their services are available to thecompetitors and many technologies developed by the companys own research

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personnel cannot be shared with outsiders. So the strategy would be utilize theservices of external resource to the extent they are suitable for our purpose,but with a strong base of R and D of our own. This will really differentiate thebest companies from other ordinary ones. The following give some guidelines inthe form of rules which would help organisation to be strong in this area.

Building concurrency into every activity is essential to reduce thedevelopment cycle time and to counter the technology obsolescence. Many ofthe tasks that are normally done in a serial fashion can be done in parallel bysynchronizing the flow of information. The practices of the concurrentengineering where the design of the product and all its associated processesare carried out simultaneously based on team work and participation. Wouldnot only help in reducing the development cycle time, but also improves theproduct functionality with regard to requirements. Concurrency can beaccomplished in many ways both for product development as well astechnology transfer, user evaluation and production.

Example - Tactical Aircraft: Concurrency in Development and Production of F-22Aircraft Should Be Reduced (Letter Report, 04/19/95, GAO/NSIAD-95-59).

Because the F-22 fighter plane is not urgently needed and the DefenseDepartment (DOD) has discovered engine and software problems with theaircraft, GAO urges that the F-22 be thoroughly tested before large numbers ofthese expensive aircraft are acquired. Concurrency between the developmentand production phases of F-22 means that independent testing of high-techfeatures of the aircraft will not be completed before the Air Force makes asignificant commitment to producing the F-22. Among other things, the F-22

boast an advanced architecture for the integrated avionics system, a propulsionsystem that will allow cruising a supersonic speeds without the afterburnersthat current fighters needs, and low observable technologies. The military hasalready disclosed engine and stealth ness problems, and the potential foravionics and software problems underscore the need to demonstrate theaircraft's capabilities before committing to production.

4. Explain in detail the project management review process. What are

the various post review activates?

Project Management Review Process

There is mutual benefit for corporate and major information systems projectteams and many of the programs as a result of the information exchangegenerated by the Project Management Reviews. Throughout the projectlifecycle, project staff should collaborate and communicate with staff

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responsible for capital planning, information architecture, standards,information security, safety, configuration management, risk management,quality management and assurance. The information exchange may addressstatus, issued, process, requests, requirements, approvals, and assistance inthe areas of project plans, schedule, budget, functional content, scope, staffing,infrastructure and operations.Corporate and major information systems are reviewed from their inception toretirement, i.e., throughout the Capital Planning and Investment Control (CPIC)phases of Identification, Selection, Control, and Evaluation.

The Project Management Review Process includes the following steps:

Identification of projects that will participate in the Reviews

Development and adherence to a quarterly reporting schedule

Compilation of standard project management data into a presentationdata

Collection of detailed project files that support the information reportedduring the project Management Reviews and may be requested forinspection during a formal audit

Participation in the Review meetings with any required follow-up activities

Post Review Activities

Once the Project Management Review has been conducted, follow up withprogram/project managers on any issues or concerns requiring attention, thestatus of open items from the review, and CIO reporting actions, e.g., reports tothe CIO Council. The CIO may also recommend quality assurance analysis be

conducted.

1. Issues or Concerns Requiring AttentionThe project manager is responsible for raising issues or concerns that requireassistance or guidance to the attention of the CIO. These items should becommunicated whenever they become known, and not held to the next ProjectManagement Review. The CIO will assign appropriate OCIO staff available tohelp resolve open items. The program / project manager should communicatethe status of these items in each quarterly reviews until the items are resolved /closed.

2. Status of Open Items from ReviewThe program/project manager is responsible for tracking the open items fromthe review and communicating the status in each quarterly review until theitems are closed. The supporting the scheduling of reviews will coordinate withthe program/project manager after the quarterly reviews to help ensure thatnew items have been captured for tracking and action by the program/projectmanager.

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3. CIO ReportsThe staff supporting the CIO Quarterly Reviews will prepare a summary reportafter each Project Management Review. The summary report will include thefollowing information:

i) Summary Statusii) Open Issues/Itemsiii) Status Performance Objectives/Measuresiv) Status of Schedule/Cost

The summary report will be provided to the program/project manager to gainconcurrence on the content. The summary report will be used by the CIO whenreporting status to the CIO Council.

5. Explain the structure of the documentation systems as required by

supply chain monitoring. What is the significance of documentation?How does it help a manager?

Requirement of Documented systems in Supply Chain Monitoring(SCMo)

It is possible today to establish a system aligned with an organizations supplychain. It can be an add-on to existing ERP-systems. The main objectives are

i) Prevention of stock-out and over supply

ii) Early warnings, elimination of bullwhip effect

iii) Optimized allocation in bottleneck situations due to network-wideinventory and demand transparency

The main Principles behind is the Integration of supply chain participants,Exchange of demand and inventory information, transparency & Visibility ofinventories and demands for multilevel supply chains. It also eliminates timelags in the information flow and ensures synchronization of demand

information. SCMo set up (Initialization) The main steps for the set up are :

a) Determination of the potentially critical part of the supply network Criteria:

b) Mapping of Structures a) high shortage risk and effect, long lead and reactiontimes, high total inventory cost, frequent engineering changes.

Main Features The main features of such system are

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6. Write down a brief outline on any assumed project managementplan.

Various sections and subsections of this unit would cover as part of ProjectManagement Plan, the following key aspects:

1. Project Management Plan Sample Project

Project Summary

Project Overview Consider a firm XYZ as a Stock Broker/ Dealer firm.Any re will have applications supporting the following components:

first, a Brokerage Account Opening application on XYZs Web

site that will allow any internet user to open a brokerageaccount with XYZ.

Second, an account opening and maintenance application,which is primarily for XYZs representatives to open accounts forthe applications received in paper format.

Project Scope

i. To provide an effective, efficient means of amountmaintenance activities

ii. To allow representatives to provide information

iii. To provide a complete picture to the client representativesfor account status, valuation, order status, and trade activity

iv. To increase the intelligence of the update process

2. Projects Value-add to the Customer

Objectives

Strengthen relationship with XYZ by delivered high qualitysoftware on timeBecome preferred vendor by developing expensive on XYZ

product and systems.

Commitment made to customers

3. Assumptions made While Planning

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Intelligent update to business partners will be incorporated in onlythe maintenance part of the application and not in the Accountopening engine.

Qualified people will approve Rational Unified Process methodologyfor implementing this project

XYZ reviewers will take seven days to approve a milestonedocuments. If no comments are received within this time period, itwill be considered as approved.

4. Standard Process Followed and Deviation from standardProcess

Tailoring Notes

Requirement trace ability will be done through the requisite pro-

tool.

Physical data base design may be refined | later iterations.

Change request tracking

Changes requested by customer will be logged in change requestand analyzed for impact of project

Major change usually has an effort/delivery-on-time impact on theproject. The customer needs to formally approve these changes.

5. Requirement Trace Ability

Requisite tool will be used along with estimated size and effort. Thisis the estimation criteria to check everything is in place.

6. Automated Estimation Process

Estimate the total effort wrt each activity and effort for each phaseof a project expressed as of percentage of man days.

7. Scheduling and Estimation of Resources

People

Hardware, software and Tools

Training Plan

8. Quality Plan Quality Goals

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Project Goals

Prepare a strategy for meeting quality goals indicating theexpected benefits

Estimation of Defects to be defected

Reviews

9. Project Tracking

Prepare the reports to be given to the customer which indicates

Milestone reports & weekly status reports

Issue requiring clarificationPlus other reports which needs to be given to Business Managers

10. Defect Control System Performance Summary

Prepare a list probable defects & defect distribution table to find outdeviation for the same. There were very few large deviations in theprocess performance; the actual performance was close to what isexpected. This will give a chance to improve the poor performance.

11. System Driver Risk Management

Prepare a table on risk management indicating the type of risk,

actual elapsed time, estimated time, percentage slippage andreasons for slippage.

12. Global Delivery Model the Latest Trend in Project Management

Standardization

Modularization

Minimum Cutomerization

Maximum Micro Structure

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