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ALISON: Diploma in Project Management

Questions & Answers about Project Management Assessment - Project Management Assessment

The Question must be about:
- Module: Project Management Assessment
- Topic: Project Management Assessment

Latest Questions

  • Adetunji Adeyanju Nigeria Please has much h has I want to do and finish my exam...... The part that I will drag to meet the right answer is always hanging. What should I do? Thanks
    2014-08-23 23:08:49

    • Yai Deng Yai South Sudan Just do it attentively.
      2014-08-28 07:08:43
  • James Hammond Ghana the page for the assessment doesn't load. It comes blank. Can't figure it out 'cos my internet is working properly
    2014-08-20 20:08:19

  • Joseph Youssef Lebanon what is risk management?
    2014-08-10 11:08:38

    • Yai Deng Yai South Sudan Is the process of setting some measures in place in order to avoid risk.
      2014-08-28 07:08:39
    • Joseph Youssef Lebanon Risk Management is the process of identifying, analyzing and responding to risk factors throughout the life of a project and in the best interests of its objectives. Proper risk management implies control of possible future events and is proactive rather than reactive. First we need to look at the various sources of risks. There are many sources and this list is not meant to be inclusive, but rather, a guide for the initial brainstorming of all risks. By referencing this list, it helps the team determine all possible sources of risk. Various sources of risk include: Project Management Top management not recognizing this activity as a project Too many projects going on at one time Impossible schedule commitments No functional input into the planning phase No one person responsible for the total project Poor control of design changes Problems with team members. Poor control of customer changes Poor understanding of the project manager's job Wrong person assigned as project manager No integrated planning and control Organization's resources are overcommitted Unrealistic planning and scheduling No project cost accounting ability Conflicting project priorities Poorly organized project office External Unpredictable Unforeseen regulatory requirements Natural disasters Vandalism, sabotage or unpredicted side effects Predictable Market or operational risk Social Environmental Inflation Currency rate fluctuations Media Technical Technology changes Risks stemming from design process Legal Violating trade marks and licenses Sued for breach of contract Labour or workplace problem Litigation due to tort law Legislation The Risk Analysis Process The Risk Analysis Process is essentially a quality problem solving process. Quality and assessment tools are used to determine and prioritize risks for assessment and resolution. The risk analysis process is as follows: Identify the Risk This step is brainstorming. Reviewing the lists of possible risk sources as well as the project team's experiences and knowledge, all potential risks are identified. Using an assessment instrument, risks are then categorized and prioritized. The number of risks identified usually exceeds the time capacity of the project team to analyze and develop contingencies. The process of prioritization helps them to manage those risks that have both a high impact and a high probability of occurrence. Assess the Risk Traditional problem solving often moves from problem identification to problem solution. However, before trying to determine how best to manage risks, the project team must identify the root causes of the identified risks. The project team asks questions including: What would cause this risk? How will this risk impact the project? Develop Responses to the Risk Now the project team is ready to begin the process of assessing possible remedies to manage the risk or possibly, prevent the risk from occurring. Questions the team will ask include: What can be done to reduce the likelihood of this risk? What can be done to manage the risk, should it occur? Develop a Contingency Plan or Preventative Measures for the Risk The project team will convert into tasks, those ideas that were identified to reduce or eliminate risk likelihood. Those tasks identified to manage the risk, should it occur, are developed into short contingency plans that can be put aside. Should the risk occur, they can be brought forward and quickly put into action, thereby reducing the need to manage the risk by crisis.
      2014-08-10 11:08:03
  • Joseph Youssef Lebanon The production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and supervision of the workforce.
    2014-08-10 11:08:48

  • Joseph Youssef Lebanon we need more examples
    2014-08-10 11:08:55

    • Yai Deng Yai South Sudan On what?
      2014-08-28 07:08:21
  • LEEVAN .M. Last NamePOLOMONDO Zambia Wat ist the project charter, i read from one of the books that during the intiation of the project, there is signing of the project charter and certain members and their details must appear on the same document. could you kindly could you shade more light on this.LEEVAN POLOMONDO (Zambia)
    2014-08-09 20:08:00

    • Yai Deng Yai South Sudan Is the chart that displays activities and their timing for implementation.
      2014-08-28 07:08:13
  • Ahmed Omar Mahad Somalia i have officially finished the assessment but still i did not receive the certificate what is the problem is there any expert who can help me please feel free to contact me for you sincerely thanks Email:Ahmedkoshin-org-jarati@hotmail.com
    2014-08-09 12:08:36

    • Yai Deng Yai South Sudan You are right to ask the experts.
      2014-08-28 07:08:07
  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:45

  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:01

  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:58

  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:04

  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:02

  • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
    2014-07-25 15:07:58

    • Dr G Chopra Canada Need more practical knowledge.. examples.. do you agree ?
      2014-07-25 15:07:46
  • Alexander Njoku Nigeria It's an idea of actualising the accurate information of a particular project, but in this case Project Management Assessment inconcate a last period of project....... Agree?
    2014-07-25 15:07:21

    • Jones Hanungu Munang'andu Zambia operations management, planning and control of industrial processes to ensure that they move smoothly at the required level. Techniques of production management are employed in service as well as in manufacturing industries. It is a responsibility similar in level and scope to other specialties such as marketing or human resource and financial management. In manufacturing operations, production management includes responsibility for product and process design, planning and control issues involving capacity and quality, and organization and supervision of the workforce. The “five M's” Production management's responsibilities are summarized by the “five M's”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager's most important responsibilities. The production manager must also choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management. The production manager's responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used. The manager's concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage that might have been obtained. Planning and control Although the five M's capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly at the required level of output while meeting cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to continuously monitor and evaluate the production plan to see if modifications can be devised to better meet cost, quality, delivery, flexibility, or other objectives. For example, when demand for a product is high enough to justify continuous production, the production level might need to be adjusted from time to time to address fluctuating demand or changes in a company's market share. This is called the “production-smoothing” problem. When more than one product is involved, complex industrial engineering or operations research procedures are required to analyze the many factors that impinge on the problem. Inventory control is another important phase of production management. Inventories include raw materials, component parts, work in process, finished goods, packing and packaging materials, and general supplies. Although the effective use of financial resources is generally regarded as beyond the responsibility of production management, many manufacturing firms with large inventories (some accounting for more than 50 percent of total assets) usually hold production managers responsible for inventories. Successful inventory management, which involves the solution of the problem of which items to carry in inventory in various locations, is critical to a company's competitive success. Not carrying an item can result in delays in getting needed parts or supplies, but carrying every item at every location can tie up huge amounts of capital and result in an accumulation of obsolete, unusable stock. Managers generally rely on mathematical models and computer systems developed by industrial engineers and operations researchers to handle the problems of inventory control. To control labour costs, managers must first measure the amount and type of work required to produce a product and then specify well-designed, efficient methods for accomplishing the necessary manufacturing tasks. The concepts of work measurement and time study introduced by Taylor and the Gilbreths, as well as incentive systems to motivate and reward high levels of worker output, are important tools in this area of management. In new operations particularly, it is important to anticipate human resource requirements and to translate them into recruiting and training programs so that a nucleus of appropriately skilled operators is available as production machinery and equipment are installed. Specialized groups responsible for support activities (such as equipment maintenance, plant services and production scheduling, and control activities) also need to be hired, trained, and properly equipped. This type of careful personnel planning reduces the chance that expensive capital equipment will stand idle and that effort, time, and materials will be wasted during start-up and regular operations. The effective use and control of materials often involves investigations of the causes of s and waste; this, in turn, can lead to alternative materials and handling methods to improve the production process. The effective control of machinery and equipment depends on each machine's suitability to its specific task, the degree of its utilization, the extent to which it is kept in optimum running condition, and the degree to which it can be mechanically or electronically controlled.
      2014-07-27 23:07:06
  • Dr G Chopra Canada need practical experience..agree?
    2014-07-24 19:07:05

  • Dr G Chopra Canada need practical experience..agree?
    2014-07-24 19:07:26

  • Dr G Chopra Canada need practical experience..agree?
    2014-07-24 19:07:10

  • Marvin Banda Zambia Which is the critical phase in the SDLC?
    2014-07-24 18:07:28

    • Yai Deng Yai South Sudan Implementation phase.
      2014-08-28 07:08:39
  • Amodu Salawu Nigeria how can project be manage effectively and efficiently? List various process in carryout project.
    2014-07-24 13:07:11

    • M Sahr Nouwah Liberia Design the project, which includes but not limited to the M& E approach, the Context analysis, the resources and the conceptual detail. Implementation which includes service provision, monitoring, evaluating results ( pre- evaluation), reporting, solving cross cutting issues and reviewing pre collected information. then the Monitoring and evaluation in full, which involves, lessons learned, new ideas and constraints, reporting, reviewing details and field backs, at this stage you either start the process over or keep it going or better still, use it in other projects. it is a cycular flow that is not fix, it is dynamic and depends on human, material money and other context that the project is being implemented in. we need to know that the three basics which is DESIGN-IMPLEMENTATION-MONITORING&EVALUATION are inter- connected.
      2014-08-28 13:08:57
    • Yai Deng Yai South Sudan Planning,design,implementation and evaluation.
      2014-08-28 07:08:00
  • Ana Tupou Fiji When carrying out the ground level work for assessing the various projects; what are some of the essential and most efficient protocols to be carried out to ensure that the work is being respectively assessed, monitored and implemented ?
    2014-07-24 07:07:37

    • M Sahr Nouwah Liberia the ground level work in assessments should always consider the project document, the original version as the primary kid. then try to observe, find the legal context of the project in terms of its approval, organizational policies, the national laws and the geo-political context. try as much as you can to do a pre discusion with project staff, consider the M&E plan and make sure that you give enough time to the complete detail document. consider the finances, the logistics, the management structure, the field structure and the leadership styles at all levels. to every assessment, there is a need for evidence and try to use pictures, statistical information and reports from field. try to meet the beneficiaries and after collecting all the details you need, you are ready to do the deeper assessment based on the information on your table. follow a protocol that says, all actions at all stages should at least have a say in the information you collect, give ears to deeper listening and greater analysis.
      2014-08-28 13:08:59
    • Yai Deng Yai South Sudan Monitoring skills.
      2014-08-28 07:08:15
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