研究生课程论文

（适用于课程论文、提交报告）

姓名（Name）： Belay, Abebaw Alemneh (张泽洋 埃塞俄比亚)

科目（Subject）： Project Management Information System

教师（Teacher）： Dr. Wu Xiaosong 学号（Student Number）： 2021MPA015815

专业（Major）： Project Management 国籍（Nationality）： Ethiopian

（学术、专业 上课时间（Study

类别（Class）： ） Time）： 2021.09-2022.12

论文题目 Homework 2 Chapter 5 to 8 of the project management Information

（Title） System

考生成绩( Examinee Scores)：

卷面成绩 平时成绩 课程综合成绩

(Paper Grades) (Usual Performance) (Comprehensive Scores)

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 云南财经大学研究生处制
Graduate Student Department Of Yunnan University of Finance and Economics

Contents
Part1. Short answer question
5.1. What is project schedule management? What is the purpose of project
schedule management?
According to PMBOK (2017) Project Schedule Management includes the processes required

to manage the timely completion of the project. Schedule Management is the process of

defining project tasks and their durations, dependencies, and assigned resources in order
to complete the project within a designated time frame. It also includes monitoring and
reporting on the schedule to ensure the project is delivered on time.

The primary purpose of the project schedule is to guide the team to the end. The
schedule is the measuring stick for assessing the project performance, evaluating
progress, and getting to project closure as soon as suitable.
The main purpose of project scheduling is to represent the plan to deliver the project
scope over time. A project schedule, in its simplest form, could be a chart of work
elements with associated schedule dates of when work elements and milestones
(usually the completion of a deliverable) are planned to occur.
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5.2. What is the definition of a network diagram and what are its components?
A project schedule network diagram is a graphical representation of the logical
relationships, also referred to as dependencies, among the project schedule activities. A
project schedule network diagram is produced manually or by using project
management software. It can include full project details, or have one or more summary
activities. A summary narrative can accompany the diagram and describe the basic
approach used to sequence the activities.
5.3. What is the purpose of the project schedule?
The primary purpose of the project schedule is to guide the team to the end. The
schedule is the measuring stick for assessing the project performance, evaluating
progress, and getting to project closure as soon as suitable.
5.4 What factors affect the time of project activities?
Factors affecting the project schedule are:
 Resource availability: The less resources allocated to the project, the lengthier
the project schedule is.
 Project complexity: If the project has complex and never undertaken tasks, then
surely the project manager must accommodate that fact in his project schedule.
 Task dependencies: There are many tasks that cannot be started before others are
finished, there are also some tasks that have to start together. Tasks dependencies
will dictate the sequence of tasks and will also dictate the project's need for
resources at any one point.
 Team experience: If the project team is weak or has no experience on similar
projects, then the project manager must account for that in his project schedule
and must pad his estimates.
 Deadline: Quite often, the stakeholders impose a specific deadline.
 Project priority:
 Material availability:
5.5 What is the critical path?
The critical path (or paths) is the longest path (in time) from Start to Finish; it indicates
the minimum time necessary to complete the entire project.

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In project management, the critical path is the longest sequence of tasks that must be
completed to complete a project. The tasks on the critical path are called critical
activities because if they’re delayed, the whole project completion will be delayed.
6.1 What are the main work contents of project cost management?
Project Cost Management includes the processes involved in planning, estimating,
budgeting, financing, funding, managing, and controlling costs so that the project can
be completed within the approved budget. The Project Cost Management processes are:
 Plan Cost Management- The process of defining how the project costs will be
estimated, budgeted, managed, monitored, and controlled.
 Estimate Costs-The process of developing an approximation of the monetary
resources needed to complete project work.
 Determine Budget- The process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.
 Control Costs- The process of monitoring the status of the project to update the
project costs and manage changes to the cost baseline.

6.2 Briefly describe the principles of project cost planning？

Project cost management is the process of estimating, budgeting, and controlling costs,
with the objective of keeping expenditures within approved budget.
The most important principle of effective cost management is leaderships
understanding and acceptance of the reality that the majority of all organizational cost
is structural. That is, costs are built into an organization by management systems and
management decisions.
6.3 What is the relationship and difference between project cost estimation and
project cost budget?
Cost estimates are the estimated costs for each work package or activity, whereas the
budget allocates the costs over the life of the project to determine the periodic and total
funding requirements.
Project Cost Estimate
It is a forecast of the cost of completing the project. It is the first element of project cost
management, which plays a crucial role in planning, monitoring, and controlling the
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monetary costs of a project. In project management, the budget can either be the
accepted estimate for the entire project or a given schedule activity or work breakdown
structure.
Project Cost budget
A project budget is, therefore, more detailed than the cost estimate. It is from there that
the cost performance baseline is built, which is then used to perform earned value
analysis and other cost management variance analysis techniques. The budget must be
in agreement with the organization’s funding limits to ensure that it can appropriate
enough money towards the project. It determines the total finances channeled into the
project.
6.4 Briefly describe the preparation basis of project resource planning？
Resources are people, equipment, place, money, or anything else that you need in order
to do all of the activities that you planned for. Every activity in your activity list needs
to have resources assigned to it. Before you can assign resources to your project, you
need to know their availability. Resource availability includes information about what
resources you can use on your project, when they’re available to you, and the conditions
of their availability.
Steps to Create & Present a Resource Management Plan
 Determine the Resources Needed for the Project
 Match the Right Resources to the Right Tasks
 Budget the Right Amount of Time for Each Resource
 Schedule Resources Based on Projected Availability
 Keep a Pulse on Project Progress
 Expect to Make Adjustments
6.5 Briefly describe the main functions and steps of project cost budget？
While cost management is viewed as a continuous process, it helps to split the function
into four steps: resource planning, estimation, budgeting and control. They are mostly
sequential, but it's possible that some resource changes happen midway through the
project, forcing the budgets to be adjusted.

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7.1 What are the characteristics of PDCA cycle?
PDCA or the Deming cycle is a management methodology that aims to continually
improve processes. This cycle is based on four stages: plan, do, check, and act. To adapt
to market changes, improve efficiency, boost productivity, and meet the needs of your
customers, having a method is required. PDCA is plan, Do, Check and Act.

7.2 Briefly describe the influencing factors of project quality？

The factors that adversely affected the quality performances of projects were: conflict
among project participants; hostile socio-economic environment; harsh climatic
condition; PM's ignorance & lack of knowledge; faulty project conceptualization; and
aggressive competition during tendering.
7.3 Briefly describe the concept of quality management？
Quality management is the act of overseeing all activities and tasks that must be
accomplished to maintain a desired level of excellence. This includes the determination
of a quality policy, creating and implementing quality planning and assurance, and
quality control and quality improvement.
7.4 What are the main work contents of project quality control?
Quality control consists of inspection, measurement and testing to verify that the project
outputs meet acceptance criteria defined during quality planning. It is focused on
preventing problems being passed on to the internal or external customer.
8.1 Briefly describe the meaning of project resource management？
Project resource management refers to a set of integrated processes that enable project

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managers (possibly in conjunction with the PMO and other decision-makers) to
determine, obtain, allocate, develop, and monitor the resources that are required to
successfully complete a project.
8.2 Briefly describe the content of project team building?
Team building is an ongoing process that helps a work group evolve into a cohesive
unit. The team members not only share expectations for accomplishing group tasks, but
trust and support one another and respect one another's individual differences.
8.3 A Brief Analysis of the Tools and Techniques for Estimating Activity Resources?
Tools to Estimate Activity Duration
 Expert Judgment.
 Analogous Estimating.
 Parametric Estimating.
 Three-Point Estimates.
 Reserve analysis.
 Group Decision Making Techniques.
8.4 What are the main stages of project resource management?
Resource Planning
Estimate Resources / Resource Allocation
Acquire Resources
Develop and Manage The Team
Continuously Evaluate Resources

8.5 What are the objectives and roles of the management team?
Management teams aim to find the balance between maximizing profits and promoting
a beneficial workplace for employees. Maximizing profits includes working with
various departments and leaders such as accountants, supervisors and executives to
determine areas that require improvements and changes.

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 Part2 Drawing analysis questions
5.6 Activities of a system integration project.

序号 作业代号 活 动 内 容/ activities 先行活动/ 所需天数/

antecedent required
activity days
1 A Demand analysis － 6

2 B Feasibility study － 3

3 C Project approval B 2

4 E Preliminary system design A、C 2

5 F Detailed system design C 1

6 G Evaluation at design stage C 2

7 I Software and hardware procurement process E、F、G 3

8 J Basic engineering design and construction E、F 2

9 K Hardware installation and debugging I、J 10

（1）Arrow diagram；
An arrow diagram is defined as a process diagramming tool used to determine optimal
sequence of events, and their interconnectivity. It is used for scheduling and to
determine the critical path through nodes.

E, 2
1 4
J, 2
A, 6 K, 10
6 End
F, 1
Start B, 3 I, 3
C, 2 G, 2
2 3 5

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（2）Leading map

A E J

Start
K

B C F I

（3）Diagram of critical path method calculation, Show critical path you have to
do
ES- Early Start LS-Late Start
EF- Early Finish LF= Late Finish F- float = LS-ES= LF-EF

ES D EF
Activity name
LS F LF
1 6 6 6 2 8 8 2 10
A E J
0 0 0 0 0 6 6 0 8 9 1 11
Start 11 10 21
0 0 0 K
1 3 3 3 2 5 5 1 6 8 3 11 11 0 21
B C F I
1 1 4 4 1 6 7 2 8 8 0 11

5 2 7
G
6 1 8

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From the network diagram the possible paths are listed
1. A-E-J-K = 6+2+2+10= 20 days
2. A-E-I-K= 6+2+3+10= 21 days
3. B-C-F-J-K= 3+2+1+2+10= 18 days
4. B-C-G-I-K= 3+2+2+3+10= 20 days
5. B-C-F-I-K= 3+2+1+3+10= 19 days
6. B-C-E-J-K= 3+2+2+10= 19 days
7. B-C-E-I-K= 3+2+2+3+10= 20 days

7.5 How to change the company's management environment so that it can improve
work quality and efficiency? Take a case, from China's or in your country
Manage the quality work is a must for the company’s and it needs high follow up of the
project manager and the project teams. According to PMBOK® Guide, 4th Edition Mature
organizations readily admit that they cannot accurately define quality. The reason is that
quality is defined by the customer. The Kodak definition of quality is those products
and services that are perceived to meet or exceed the needs and expectations of the
customer at a cost that represents outstanding value. The ISO 9000 definition is “the
totality of feature and characteristics of a product or service that bears on its ability to
satisfy stated or implied needs.” Terms such as fitness for use, customer satisfaction,
and zero defects are goals rather than definitions.
Plan Quality Management is the process of identifying quality requirements and/or
standards for the project and its deliverables, and documenting how the project will
demonstrate compliance with quality requirements and/or standards.
To improve the quality the company’s done proper quality plan, organizing for quality,
monitoring the quality and continuous follow-up of the final product.

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Reference
Kerzner, H. (2009) Project management: A system approach to planning, scheduling
and controlling. 10th edition. Hoboken, New Jersey. John Wiley & Sons, Inc.
PMBOK (2017). A guide to the project management body of knowledge. 6th edition.
Newton square, Pennsylvania. Project management institute
PMBOK (2013). A guide to the project management body of knowledge. 5th edition.
Newton square, Pennsylvania. Project management institute
PMBOK (2008). A guide to the project management body of knowledge. 4th edition.
Newton square, Pennsylvania. Project management institute

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