For those who have just started an APM PMQ course here are a couple of exam questions for you to try.
1) Describe five responsibilities of the project users during the project lifecycle?
2) List and describe the differences between projects and operations?
3) Describe the five benefits of a project lifecycle?
4) List and describe five factors that define the project environment (or context)?
Remember each answer must be made of five paragraphs of two to three sentences each.
If you post your answers below I will give you feedback.
Hi Paul,
Please provide feedback on my answer to your question ‘describe 5 benefits of the PLC’. My answers are below, thank you.
1)Project Life cycle shows logical progression through a project: The Project Life cycle shows clearly the phases that a project passes through and gives a common understanding. This makes it easier to communicate the projects progress/performance to the team and stakeholders. It also clarifies what outputs/activities should be expected per each phase, setting expectations accurately.
2)Project Life cycle is good for efficient resource management: Project Life cycle gives clarity on when specialist resources will be needed, and to what volume. Certain resources will be needed only for set phases and the Project Life cycle helps to plan in advance for their use. For example, in the design phase of a IT network project specialist IT architects will be needed and the project can schedule them in advance.
3)Provides a High level view of the project to enable more detailed planning: This is a benefit as more detailed stage plans can then be expanded upon during each phase. The exact detail required to perform each phase might not be known at the start of the project, so a ‘rolling wave’ planning technique can be utilised to compensate. It also gives a better understanding of what processes are involved in each phase & this helps the planning.
4)Better management of risk & aides in the identification of risk(s) at certain phases. It allows us to add emphasis on risk identification in the early phases. Certain risks may only come to fruition at a certain phase and the Project Life cycle will enable us to proactively identify and manage them. For instance on a phone system installation project, certain users might not understanding & be able to use the new system features, but we can managed this risk at the handover phase by providing user training.
5)Sets logical points (called Phase Gate Reviews) at which to review the business case & PMP: It allows for the business case to be reviewed at regular points to ensure the benefits will still be achieved as outlined. It also allows for the PMP to be reviewed & made more robust if necessary, ready for the next phase. The review gates also provides stakeholder engagement, efficient use of their time and a point at which to stop the project if business case is no longer beneficial (valid).
List and describe differences between projects and operations
1.Creates a change/Maintains status quo
2.Finite time scale/Ongoing
3.Specified scope or prototype/mass produced
4.Bespoke specialist team/ established team
5. Produce specific deliverables once/ produce specific deliverables repeatedly
6. Project Lifecycle/Product lifecycle
A project creates a change whereas business as usual maintains a stable unchanging environment. For example say a washing machine factory wants to introduce a new machine that can also dry clothes. The project is the development of a combined washer/dryer and its integration into the production of the factory will create a change. Business as usual is the ongoing, day to day production of washing machines without dryers. The project will change the day to day output of the factory as it will introduce the manufacture of washer/dryers and washing machines.
Projects have a defined start and completion timescale – this is often called a programme or schedule. Business as usual is ongoing without a defined start and finish. Take the example above – the project (to introduce a new washer/dryer) could be given a one year duration with a specified start date. This is a limited period or a defined period from start to finish. On the other hand, the business as usual does not have any defined start or end date, it is ongoing.
A project creates a one off single product. This can be a prototype (washer/dryer) or a one off new IT system server. Business as usual mass produces products (washing machines) or operates with the existing products or IT system server.
A project has a specialist team put in place with experts in the team to prepare the bespoke information (designs, plans, risk schedules etc.) for its duration. Business as usual has established staff with rolls and responsibilities clearly understood and operating in place for some time not just for the duration of a change or the implementation of a project.
Projects produce deliverables once and only once. There is a set of deliverables and end date on which the product is to be delivered. Business as usual repeatedly produces deliverables (e.g. a conveyor belt of washing machines), they are not just once off.
Projects have a different a limited number of steps to deliver the product including concept, definition, implementation and handover/close. This is called a Project Lifecycle. Business as usual products have a different lifecycle including build, operate and disposal. This is called a Product Lifecycle.
Describe five benefits of a project lifecycle
A project lifecycle has defined points or stages at which a project’s business case can be reviewed and assessed and if necessary, can be terminated. These distinct phases also off an opportunity to review the risks associated with the project and further detailed plans can be prepared – or existing plans detailed further.
The project lifecycle is broken down into recognised bite sized chunks or phases that have a defined set of activities and outcomes that follow each other in a logical sequence. By describing a project as being at a specific stage in the lifecycle, it explains in an easily understandable manner where the project has got to, what has been done and what is left to do. This assists in communications.
The project lifecycle provides greater understanding of how a project evolves. They provide an indication of periods where different processes need greater attention or detailing. This understanding assists in the proper planning and allocation of resources, both routine and specialist which assist an organisation plan it resource allocations.
Project lifecycle stages provide key points at which the project reviews are undertaken, usually referred to as gateways. Gateways allow an organisation to check that all necessary approvals, permissions, costs, analyses, etc. have been appropriately undertaken and are acceptable. These reviews or gateways are particularly important at the early stages of a project.
The project lifecycle provides an organisation with confidence. By successfully passing a stage gateway and progressing from one stage to the next stage will provide an organisation and stakeholders with confidence that the project is not only progressing but is progressing in line with the business case that was signed off and the benefits are still expected to be realised.
List and describe five factors that define the project environment
1.Political
2.Economic
3.Sociological
4.Technology
5.Legal
1.Political: The political environment reflects the potential effects the overall political environment has on a project. There are several instances where this can happen from upcoming national or local elections to a change of government policy. These events can have implications on a specific project or indeed a programme. For example, the British government cancelled all BSF projects in 2010. This decision was a fundamental change in government policy and suspended several building projects and programmes across the country.
2.Economic: The economic environment can be described as those economic drivers that can impact a project. These can include period of a boom or a recession. In a boom, there may be a shortage of skilled staff available as there are several other projects occurring at the same time and this will cause resourcing problems for a project which in turn can cause delays or poor workmanship. On the other hand an economic downturn may lead to a shortage of money and/or a restricted lending regime introduced by banks and lending authorities. In this situation it may be more difficult or more expensive for organisations to obtain the funding for the proposed project adding to costs.
3.Sociological: Sociological factors are those that impact society. It is essential that the sociological environment is understood particularly for large scale, usually divisive projects. These types of projects often include very large developments that on one hand have very beneficial outputs and on the other hand can have a very negative impact. Some examples are the new nuclear power station at Hinkley Point C and the new train HS2 train line. Projects like these are often constrained by their location and the use and usefulness of the project or programme by society in general. Understanding user interaction with the end product and identifying stakeholders are crucial when considering the sociological environment of projects. The sociological environment can have major programme and cost implications, not to mention public hostility.
4.Technology: It is no surprise that technology and the speed at which it changes and develops have a huge impact on a project. On a PFI project, the model, which is the financial payment schedule and the basis of the unitary charge for at least 25 years, is specifically required to be updated annually as part of the model audit process. This is to avoid storing the information using a programme or system that could become obsolete and therefore unusable which will lead to the loss of the contractual payment information. Models in these instances must be usable for 25 years and the original basis will undoubtedly change over this period. This example demonstrates that the impact of future technological changes must be considered during the development of a project as the impact of change is enormous.
5.Legal: The legal environment is very broad ranging. There are obligatory EU procurement rules and processes that must be followed when procuring certain government projects over specific values. National laws also dictate the precautions and restrictions that must be in place particularly relating to health and safety and data protection. Additionally there are statutory rules and regulations that projects must comply with including planning approval and building control compliance. The legal environment is very influential on how a project is operated.
Hi Paul,
Please critique my answer to question 2.
1.Projects: produce a predefined product once / Ops: produce repetitive products consistently.
2.Projects: temporary specialist organisation & definite time / Ops: permanent organisation & indefinite time.
3.Projects: induce strategic change / Ops: maintain Business As Usual (BAU) & status quo.
4.Projects: Focus on PROJECT lifecycle through discrete steps / Ops: Focus on PRODUCT lifecycle & the products own evolution.
5.Projects: Fixed scope / Ops: Varied scope (may of started with a fixed scope).
1.Projects produce a defined specification product once. Ops will constantly produce multiple products of the same specification. A projects product could be a bespoke IT server. Ops could produce a IT server of the same specification multiple times.
2.Projects organisation has specialists who’s skills needed for the project or phase. Ops the organisation has varying specialist skills constantly. An IT network project might need a Cisco voice specialist for implementation phase. Ops will have a team of cisco voice specialists working all the time.
3.Projects produce deliverables which will make strategic changes. Ops ensure that the operational performance of the organisation is stable. A project may produce a new IT network to provide improved performance & Ops will maintain a IT network to ensure its performance.
4.Projects are linear and go through a sequence of PROJECT phases from inception to handover/closure. Ops looks at the PRODUCTS lifecycle which spans longer that the PROJECT lifecycle (from design to disposal of the product). A project lifecycle might only consist of implementing a new IT server but the product lifecycle will be extended and include decommissioning the server at its end of life.
5.Projects deal with scopes which are concise, specific and objective. Ops will have a varying scope of working with a visionary objective, with frequently change. Example, Project to build a specific IT network with 4 nodes and two connections per node. Ops will may start off with the same specification but then add another 2 nodes at a later date as the company strategy changes.