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MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Section A
Answer any three of five questions.
A1: Network
For each of the following:
a) ‘Crashing’
b) ‘Smoothing’
Explain each technique and give an example of a situation where it is likely to be used. (8
marks)
c) State ONE [1] effect on the schedule that both techniques might have in common. (2
marks)
Key points (a)
The three underlined points needed to score fully:
• Crashing is schedule reduction.
• It aims to reduce the time of tasks on the critical path(s) to the required duration based
on their time / cost slope (cheapest first).
Other relevant points accepted.
Crashing examples, choose one from:
• Customer wants faster time to market.
• Avoid penalty clause / liquidated damages
• Project has fallen unacceptably behind schedule.
Other good points accepted
Marking (a)
Up to 1 mark for each of the three underlined points (or words to same effect)
1 mark for relevant example for (a)
Half marks may be used where the answer is weak / incomplete.
Key points (b)
Three of the following underlined points needed to score fully:
• Smoothing is Time-limited Scheduling (Time-Limited expressed differently accepted).
• Re-schedule tasks within their float but retaining the planned timescale. It would usually
consider task with free float first, then total float (all other things being equal). Cannot
use critical path, will delay project.
Answers that discuss splitting / stretching can also score fully.
Smoothing examples, choose one from:
• Resource bottlenecks / overloads.
• Generally - evening out resource loading to optimise resource utilisation.
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Other good points accepted
Marking (b)
Up to 1 mark for each of the three underlined points (or words to same effect)
1 mark for relevant example for (a)
Half marks may be used where the answer is weak / incomplete.
Key points (c):
Possible responses (only one is required to score fully):
• They both can result in changing or increased number of critical paths, thus increasing
the network risk.
• They both increase risk into the project generally, not just network risk but WBS / task
risk.
Other good points accepted.
Marking (c):
1 mark for relevant statement.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes:
06: Scheduling
07: Resource Management
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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A2: Change Control
Explain FIVE [5] advantages of having a robust change control process on a project. (10
marks)
Key points to discuss (select five):
• Change control process reduces the potential for scope creep, thus avoiding unbudgeted
additions. Reducing the potential for this to occur saves time and money for the
organisation.
• It provides a clear process, which should be understood by all (as part of the
organisation’s methods a procedures) to formally define, evaluate and approve change.
This can develop to a culture which discourages scope creep.
• The formal process helps to regulate and reduce the number of changes to the project,
and will serve to police ‘change freezes’. This will facilitate project progress as work is
not being stopped / redone due to (especially late) changes.
• A formal change control process ensures that change requests are thoroughly evaluated
and that only essential changes are permitted. This enables resources to be focused
on project progression and priority activities.
• The change register can provide as a knowledge base regarding causes of changes to
the project. This can inform future projects, encouraging continual improvement and
organisational learning and development.
• The change control process should ensure that all stakeholder groups affected by the
proposed change be consulted and give input into the evaluation process. This is
beneficial in securing stakeholder buy-in and improving communications within and
between organisations.
• Maintains quality of deliverables and avoidable rework through the prevention of
changes / additions that haven’t been sufficiently evaluated.
All other good points accepted.
Marking
10 marks total: 2 marks for each advantage explained as follows:
1 mark for relevant statement identifying an advantage, plus 1 mark for elaboration /
explanation.
Half marks may be used where the answer is weak / incomplete.
Half marks may also be awarded for advantages of aspects that are more configuration
management (CM) than explicitly change control, but that relate to change control.
Answers that describe CM aspects that or not relevant to change control or don’t provide an
advantage should not receive credit.
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Relevant Session Notes: 14: Quality and Configuration Management
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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A3: Projects versus BAU
a) Briefly outline THREE [3] principal differences between a project and an
organisation’s business as usual BAU) activities. (6 marks).
b) Give TWO [2] examples of activities that would be managed as business as
usual, and TWO [2] examples of activities that would be managed as a project. (4
marks).
Key points (a):
Select from:
Projects BAU
Introduce change, something different Familiar output; status quo
Often involves new ways of working Routine; established processes.
PM usually little authority Direct line authority
Finite Continuous
Co-ordinated effort of disparate
individuals / groups
Managed through span & lines of control
Task focus Organisational role focus
Move towards achieving time, cost,
quality objectives
Performance targets (usually stable,
routine)
Temporary, transient team Permanent team
Disequilibrium Equilibrium
Marking (a):
2 marks for each point made up to a maximum of 6 as follows:
1 mark for outlining project characteristic, plus 1 mark for comparison to BAU.
Half marks may be used where the answer is weak / incomplete.
Key points (b)
All good examples accepted. Examples may be generic, e.g. ‘new product development’, or
may be specific named projects, e.g. ‘Crossrail’. Examples of named projects need not be
current, but may be historical e.g. ‘development of the first smartphone’.
All good examples of BAU activities which may be generic or specific, as long as they are
clearly undertaken as BAU. E.g. manufacturing; warehousing; running a payroll routine.
Marking (b):
1 mark for each relevant, clear example given.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 02: Project Characteristics
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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A4: Risk
The Probability / Impact matrix below illustrates the relative P/I scores and positions of
identified risks (labelled A to K) on a project.
a) List the top SIX [6] risks in priority order (highest to lowest). (3 marks)
b) Identify two risk treatment strategies that might be appropriate to use on a high
priority risk and give an example of how they might be applied. (4 marks)
c) Briefly explain why the numerical scales on the above table are different on each
axis. Why isn’t the same scale used for each axis? (3 marks)
Key points (a)
B, E, F, G, A, H
Marking (a)
0.5 marks for each correct risk in correct priority order.
For each risk in wrong order, no credit awarded.
Key points (b)
Choose two from:
Avoid / eliminate
Change or abandon goals, processes or activities and replace with alternatives that remove
the risk. For example, re-design an item to use an existing component or material that is
available (and proven),
Reduce probability
16
VHI
B
8
Hi
F E
4
MED
J G
2
LO
I C A
1
VLO
D K H
3
VLO
6
LO
9
MED
12
HI
15
VHI
PROBABILITY
IM
PA
CT
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Look at cause / effect analysis and take action to mitigate the likely causes of the risk. For
example, use of Quality Assurance techniques as a preventative measure to ensure that e.g.
faulty components are not used in the first place
Reduce impact
Develop plans for reducing the impact of the threat. For example, making sure that data files
are backed up to another machine or storage device.
Transfer
Share risks in part or full with another stakeholder. For example, passing back time / cost
over-run risks to a contractor. Insurance can also fall into this category. Least desirable, as
it merely enables compensation if the risk occurs.
If fallback or contingency is offered, it must be explained why / how it is appropriate to a high
priority risk (as a treatment) to receive full credit.
Marking (b):
4 marks each treatment strategy as follows:
1 mark for identifying relevant risk treatment strategy.
Up to 2 marks for describing how it is applied.
Up to 1 mark for example.
Half marks may be used where the answer is weak / incomplete.
Key points (c):
Linear versus non-linear is to give Priority of Impact over Probability. If the same scale then
Hi Probability Lo Impact would be the same score as Low Probability Hi Impact, whereas the
latter should receive more attention from the PM.
Marking (c)
1 mark for priority to Impact.
1 mark for why or example as illustrated, what would be the case if the scales were the
same.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes; 11: Risk Management
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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A5: Contracts
Briefly explain each of the following contract types. In each case, give an example of their
application to projects.
a) Spot
b) Standard contract
c) Model contract
d) Bespoke
(10 marks)
Key points:
Spot - These are made on standard terms, and are governed by statutory law, for example,
the Sale of Goods Act. They are entered into on a ‘take it or leave it’ basis - there is little
scope for negotiation; for example, buying sandwiches from a Pret store for a team working
lunch.
Standard - This is where the contract is undertaken under the buyer’s or seller’s standard
terms and conditions, usually non-negotiable. For example, equipment leasing, bank loans
etc.
Model - These are sometimes called ‘standard form’. Model contract conditions are
developed by industry associations and contracts use a ‘pick and mix’ of the standard terms
and conditions. For example, a construction project (e.g. new housing estate) would
probably include standard form elements.
Bespoke - These are negotiated and tailored to the needs of the deal in question. However,
they may incorporate elements of, for example, the buyer’s or seller’s standard terms and
conditions. For example, the purchase of a custom IT system.
All good examples accepted.
Marking
For each contract type:
Up to 1.5 marks for explanation
Up to 1 mark for relevant (project-related) example.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 15 Negotiation and Contracts
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Section B
B1
A project is scheduled to take 8 months. Month 4 progress data (cumulative) shows the
following:
Task Total Budget Planned Cost Actual Cost % Complete
A 5000 3000 3500 50%
B 7000 3500 3000 40%
C 2000 900 800 35%
D 850 50 100 20%
E 2250 1800 1200 60%
F 350 350 400 100%
G 6000 5000 4500 70%
H 2250 1000 1200 40%
(a) Calculate the earned value for the project. Show your workings. (5 marks)
(b) Using either variances or indices, what does the data tell you about the progress of the
project? How does this compare to what was planned? (6 marks)
(c) The task owners tell you that the pattern of performance so far is likely to continue until
the end of the project. Based on this information, what is the:
I. Estimated cost at completion (3 marks)
II. Estimated completion time (3 marks)
(d) Briefly outline two pre-requisites for earned value to be useful as a measure of project
progress (3 marks)
Key points (a):
See spreadsheet at end for full workings.
Project EV (sum of % complete for each task x Total Budget) = 12970
Marking (a):
5 marks as follows:
Students should calculate EV for each month and then total.
0.5 mark for each correct monthly calculation.
1 mark for correct total
If working / formula shown and correct but wrong final number, award 0.5 mark for each
occurrence of this.
If no workings shown but correct final answer given, full credit should be given.
Key points (b):
Project is late and over budget. Schedule is slightly worse than budget performance.
CV (EV – AC) = -1730 (over budget so far)
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SV (EV – PC) = -2630 (value of work that is late)
Percentage complete is 50.5%, should be 60.7%
As it is mid-way through the project, students may also use CPI and SPI to illustrate their
points instead of CV, SV above.
CPI = EV/AC = 0.88 (88%)
SPI = EV/PC = 0.83 (83%)
Marking (b):
4 marks as follows:
1 mark for late and over budget statement (0.5 marks each)
2 marks for CV or CPI calculation
2 marks for SV or SPI calculation
0.5 mark for overall percentage complete, plus 0.5 mark for comparison to what was
planned.
If working shown and correct but wrong final number, award 0.5 mark for each occurrence
of this.
Key points (c):
ECC = Total budget/CPI
CPI = EV/AC = 0.88
ECC = 25700/0.88 = 29127.99 (rounded = 29128)
ECT = Duration/SPI
SPI = EV/PC = 0.83
ECT = 8/0.83 = 9.6 months
Marking (c):
For each cost and time:
3 marks each for the correct answer
Up to 1 mark for correct formula but wrong answer as follows:
0.5 marks for CPI or SPI formula (as long as not awarded credit already in [b] and 0.5
marks for completion cost or time formula).
Key points (d):
Pre-requisites include (select two):
• The original estimates need to be reasonably accurate as these are the baseline against
which EV performance (progress) is compared.
• The feasibility of estimating % complete reasonably accurately. Easier where task
outcomes are tangible / very visible.
• Honesty – those reporting % complete reporting shortfalls when they occur (avoid the
99% complete syndrome).
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• Granularity of WBS. The more granular the WBS, the easier to estimate % complete.
• Trust in the reports. Extent of openness and honesty between the parties involved.
• Consistency across reporting period of e.g. budget, scope.
Other good points accepted.
Marking (d):
Up to 1.5 marks each pre-requisite discussed, maximum two pre-requisites.
Half marks may be used where the answer is weak / incomplete.
See full calculations below (for marker information, students aren’t expected to draw and
complete the table, although workings will be helpful for awarding credit).
Relevant Session Notes: 13: Earned Value
Month 4 data
Task BAC PC AC % CompleteEV
A 5000 3000 3500 50% 2500
B 7000 3500 3000 40% 2800
C 2000 900 800 35% 700
D 850 50 100 20% 170
E 2250 1800 1200 60% 1350
F 350 350 400 100% 350
G 6000 5000 4500 70% 4200
H 2250 1000 1200 40% 900
25700 15600 14700 12970
CV -1730 CPI 0.88
SV -2630 SPI 0.83
ECC 29127.99
ECT 9.62
% complete 50.5%
Plan % 60.7%
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Section C
This section is worth 50 marks
Answer all questions
All the questions are based on Eli Lilly: The Evista Project case study which was issued to
you prior to the examination. If you have not been issued with a fresh copy of the Case
Study at the start of the examination, please request a copy from the invigilators.
C1
Pages 2-3 and Exhibit 3 outline the product development process that has to be followed by
projects in Lilly.
Page 5 notes one of the causes of Lilly’s product development problems was that there were
“no systems to … measure progress except at the macro1 level.”
a) Explain how the use of milestone monitoring techniques, in particular, might be useful to
track and measure progress for the type of product development projects undertaken by
Lilly.
You do not need to draw any diagrams to illustrate your answer. (6 marks)
b) Identify THREE [3] other project elements, in addition to milestones, that you think Eli
Lilly should focus on in their monitoring, explaining the reason(s) for your view. (6
marks)
Key points (a):
• The product (drug) development process is highly regulated and subject to stage
approvals and regulatory control outside of the company (see referenced pages and
Exhibit). Certain milestones have to be achieved before authorisation is given (by
regulators) to proceed to the next phase.
• The monitoring and estimation of milestone achievement in each phase would be the
best measure of progress for this type of project. A milestone is either achieved or not
(which is what regulators are looking for), and so is more relevant than the percentage
complete of Earned Value.
• A milestone slip chart can be used to report progress of key milestones and their
estimated achievement date. Based on historical data, likely achievement dates and for
example regulatory testing and reviews can be estimated (and thus planned in).
Other good points relevant to Lilly’s development projects accepted.
A competent explanation of milestone slip chart will receive some credit, but students need
to link the relevance of milestone monitoring to the type of project to score fully.
1 Macro level means very high level / broad progress.
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Marking (a)
6 marks as follows:
Students should address each of the following to score fully (see guide answer also):
• The nature of milestones and their utility as a monitoring tool
• The relationship (usefulness) with the type of projects Eli Lilly works on.
• Milestone monitoring techniques to estimate future completion dates
2 marks for each point, 1 mark for outlining the key point and 1 mark for explanation /
elaboration in relation to Lilly
Half marks may be used where the answer is weak / incomplete.
A comparison with other monitoring techniques (e.g. EV) may be a valid approach to the
answer as long as it relates to Eli Lilly’s projects and isn’t just generic (especially as section
B is an EV question). Points already made in Section B are not valid for credit in this
answer.
Key points (b):
Students discuss any one of the following project elements:
• Risks (from the risk register)
• CP activities
• Cost drivers
• Stakeholder requirements (market / regulator)
• Other interfaces
Other good elements accepted.
Discussions should normally relate chosen aspect to time, or cost or quality – in the context
of this industry / type of projects. Regulatory may also be discussed.
Answers that merely discuss time, cost, quality without relating to what is actually monitored
may receive partial credit.
Other good points accepted.
Marking (b):
Students should identify one other item that is key to be monitored, which need not be on the
guide answer list.
6 marks as follows:
Up to 1 mark for identifying the item, plus up to 1 mark for justifying why it should be
monitored by Eli Lilly.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 12: Reporting and Monitoring
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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C2
The problems associated with the organisation’s traditional lightweight (weak) matrix2 project
team structure, in its product development projects, are set out in pages 5 and 6 of the case.
Given these problems, which were well known within the organisation, briefly explain SIX [6]
possible reasons why Lilly continued to use this project team structure for as long as it did.
(12 marks)
Possible reasons (select six):
• Custom and practice, organisations often have a ‘set’ way of doing projects which they
would tend to use for all projects – regardless of whether (or not) it is the optimal
structure for the project concerned.
• Traditional way may be embedded in organisation’s project management processes,
which people would be obliged to follow – particularly given the heavily regulated nature
of drug development projects.
• Expertise rests within the functional units, and so this ensures this expertise is used for
projects, whilst aiming to minimise disruption to the functions.
• The organisation has a large number of development projects at any given time and this
structure, resource-wise, is the only feasible way of accommodating them across the
organisation.
• Individuals within the organisation generally don’t have the power or authority to
determine the project team’s structure, and so change can only happen when senior
management identify a need for a different approach (which they eventually did for two
urgent, important projects).
• Least disruptive to business as usual. Projects and BAU managed side by side and
functional managers can assign priorities.
• Access to needed expertise and specialisms at lowest cost to the organisation.
• Flexible use of resources, work can be reassigned according to resource availability (e.g.
cover if someone is away)
Other good points accepted.
Marking
6 points required, 12 marks total as follows:
Up to 2 marks for each point made: Each point should comprise a reason (1 mark) and an
elaboration of this (1 mark).
Half marks may be used where the answer is weak / incomplete.
Relevant Session notes: 08: Projects in Organisations
2 Lightweight matrix structures such as used by Lilly are sometimes known as ‘Functional matrix
structure’. This is the same as the lightweight matrix we discussed in class
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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C3
Lilly adopted a heavyweight matrix approach for both the Evista and Zyprexa projects,
explicitly to speed up time to market and improve the product development processes. The
use of a pure project (task force) approach could also have been used to achieve these
outcomes.
(a) Briefly outline the principal structure of a:
I. Heavyweight matrix structure (3 marks)
II. Project (task force) structure (3 marks)
(b) Explain why a heavyweight approach was better for Eli Lilly than a project (task force),
comparing the two approaches in terms of impact (pros/cons). You may consider
perspectives of the project, project team members or the organisation (Lilly) in your
answer. You should make TEN [10] distinct points. (20 marks)
Key points (a):
(a)
I. The heavyweight matrix seconds people full time to the project for the project’s
duration, but people are still attached to their home department and return to them at
the end of the project.
II. The task force is similar, but people are seconded full time to the project out of their
home departments, the project is often managed outside of normal company
processes and team members frequently lose the right to return.
Key points students are expected to make are underlined. All points along these lines
accepted. Other relevant points that relate to the type of structure are accepted but must
make a distinction between the two structures to score fully.
Marking (a)
3 marks for Heavyweight
3 marks for Project (task force)
Three marks as follows:
Up to 1 mark for each point.
Answers should address the type of structure, not its pros / cons (which is required for part
b).
Half marks may be used where the answer is weak / incomplete.
Key points (b):
The organisation
• Both approaches can increase collaboration across functions due to its cross functional
nature, although this was not promulgated back to the functions in this case due to elitist
behaviour (see next point).
• Elitism and mainstream organisation resentment is often a problem experienced by task
forces, but the way in which the heavyweight teams were implemented and the power
that they were given led to this being experienced by the Lilly heavyweight teams too.
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• The heavyweight structure inflicts less damage on functional departments as resources
are released temporarily and return to the department.
• Related to this, heavyweight is cheaper because the organisation’s structure is not being
duplicated (functions having to replace people seconded to a task force).
• Where people are still in their functional department, this helps to maintain the strength
of the expertise in that specialism.
The project
• In both cases: Team spirit, shared vision, full-time focus during the project, can speed up
the development time; other advantages can include developing new (and better) ways
of working when outside the traditional project team structure and organisation
processes.
• The heavyweight structure benefits the project as it nears the end and when the
pressure is on, because people have a departmental home they can continue to focus on
the project – rather than be distracted due to looking for the next job / role.
• Dedicated project manager with authority over resource and work overcomes the
problems cited of the functional matrix where PMs are trying to manage several
problems, leading to lack of focus and diluted effort.
• The heavyweight approach (as implemented by Lilly) worked, and so doesn’t suggest a
need for an even more focused approach (task force) to product development projects.
The people
• Gain personal development from being on such a team in both structures.
• With heavyweight teams individuals don’t have the downsides of being taken
permanently from their home department (stay on career path) and so can continue to
develop in their specialism.
• Where people maintain links with their home departments, they are not ‘out of sight out
of mind’ and so can continue to pursue their career progression.
• Potential re-integration problems when people return to their home departments,
especially due to the resentments of the perceived elitist behaviour.
Overall conclusion
The way in which Lilly implemented heavyweight teams enabled them to leverage the key
benefits available to task force structures, but whilst avoiding some (although not all) of the
downsides.
Other good points accepted.
Marking (b):
20 marks, each distinct point carries up to 2 marks as follows:
Up to 1 mark for outlining a relevant point
Up to 1 mark for elaboration.
Arguments should include a point of comparison between the two structures to score fully.
Half marks may be used where the answer is weak / incomplete.
Relevant Session notes: 08: Projects in Organisations
Page 1
Section A
Answer any three of five questions.
A1: Network
For each of the following:
a) ‘Crashing’
b) ‘Smoothing’
Explain each technique and give an example of a situation where it is likely to be used. (8
marks)
c) State ONE [1] effect on the schedule that both techniques might have in common. (2
marks)
Key points (a)
The three underlined points needed to score fully:
• Crashing is schedule reduction.
• It aims to reduce the time of tasks on the critical path(s) to the required duration based
on their time / cost slope (cheapest first).
Other relevant points accepted.
Crashing examples, choose one from:
• Customer wants faster time to market.
• Avoid penalty clause / liquidated damages
• Project has fallen unacceptably behind schedule.
Other good points accepted
Marking (a)
Up to 1 mark for each of the three underlined points (or words to same effect)
1 mark for relevant example for (a)
Half marks may be used where the answer is weak / incomplete.
Key points (b)
Three of the following underlined points needed to score fully:
• Smoothing is Time-limited Scheduling (Time-Limited expressed differently accepted).
• Re-schedule tasks within their float but retaining the planned timescale. It would usually
consider task with free float first, then total float (all other things being equal). Cannot
use critical path, will delay project.
Answers that discuss splitting / stretching can also score fully.
Smoothing examples, choose one from:
• Resource bottlenecks / overloads.
• Generally - evening out resource loading to optimise resource utilisation.
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Other good points accepted
Marking (b)
Up to 1 mark for each of the three underlined points (or words to same effect)
1 mark for relevant example for (a)
Half marks may be used where the answer is weak / incomplete.
Key points (c):
Possible responses (only one is required to score fully):
• They both can result in changing or increased number of critical paths, thus increasing
the network risk.
• They both increase risk into the project generally, not just network risk but WBS / task
risk.
Other good points accepted.
Marking (c):
1 mark for relevant statement.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes:
06: Scheduling
07: Resource Management
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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A2: Change Control
Explain FIVE [5] advantages of having a robust change control process on a project. (10
marks)
Key points to discuss (select five):
• Change control process reduces the potential for scope creep, thus avoiding unbudgeted
additions. Reducing the potential for this to occur saves time and money for the
organisation.
• It provides a clear process, which should be understood by all (as part of the
organisation’s methods a procedures) to formally define, evaluate and approve change.
This can develop to a culture which discourages scope creep.
• The formal process helps to regulate and reduce the number of changes to the project,
and will serve to police ‘change freezes’. This will facilitate project progress as work is
not being stopped / redone due to (especially late) changes.
• A formal change control process ensures that change requests are thoroughly evaluated
and that only essential changes are permitted. This enables resources to be focused
on project progression and priority activities.
• The change register can provide as a knowledge base regarding causes of changes to
the project. This can inform future projects, encouraging continual improvement and
organisational learning and development.
• The change control process should ensure that all stakeholder groups affected by the
proposed change be consulted and give input into the evaluation process. This is
beneficial in securing stakeholder buy-in and improving communications within and
between organisations.
• Maintains quality of deliverables and avoidable rework through the prevention of
changes / additions that haven’t been sufficiently evaluated.
All other good points accepted.
Marking
10 marks total: 2 marks for each advantage explained as follows:
1 mark for relevant statement identifying an advantage, plus 1 mark for elaboration /
explanation.
Half marks may be used where the answer is weak / incomplete.
Half marks may also be awarded for advantages of aspects that are more configuration
management (CM) than explicitly change control, but that relate to change control.
Answers that describe CM aspects that or not relevant to change control or don’t provide an
advantage should not receive credit.
MSIN 0068 A7U / A7P Exam answers 2018-19 V7
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Relevant Session Notes: 14: Quality and Configuration Management
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A3: Projects versus BAU
a) Briefly outline THREE [3] principal differences between a project and an
organisation’s business as usual BAU) activities. (6 marks).
b) Give TWO [2] examples of activities that would be managed as business as
usual, and TWO [2] examples of activities that would be managed as a project. (4
marks).
Key points (a):
Select from:
Projects BAU
Introduce change, something different Familiar output; status quo
Often involves new ways of working Routine; established processes.
PM usually little authority Direct line authority
Finite Continuous
Co-ordinated effort of disparate
individuals / groups
Managed through span & lines of control
Task focus Organisational role focus
Move towards achieving time, cost,
quality objectives
Performance targets (usually stable,
routine)
Temporary, transient team Permanent team
Disequilibrium Equilibrium
Marking (a):
2 marks for each point made up to a maximum of 6 as follows:
1 mark for outlining project characteristic, plus 1 mark for comparison to BAU.
Half marks may be used where the answer is weak / incomplete.
Key points (b)
All good examples accepted. Examples may be generic, e.g. ‘new product development’, or
may be specific named projects, e.g. ‘Crossrail’. Examples of named projects need not be
current, but may be historical e.g. ‘development of the first smartphone’.
All good examples of BAU activities which may be generic or specific, as long as they are
clearly undertaken as BAU. E.g. manufacturing; warehousing; running a payroll routine.
Marking (b):
1 mark for each relevant, clear example given.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 02: Project Characteristics
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A4: Risk
The Probability / Impact matrix below illustrates the relative P/I scores and positions of
identified risks (labelled A to K) on a project.
a) List the top SIX [6] risks in priority order (highest to lowest). (3 marks)
b) Identify two risk treatment strategies that might be appropriate to use on a high
priority risk and give an example of how they might be applied. (4 marks)
c) Briefly explain why the numerical scales on the above table are different on each
axis. Why isn’t the same scale used for each axis? (3 marks)
Key points (a)
B, E, F, G, A, H
Marking (a)
0.5 marks for each correct risk in correct priority order.
For each risk in wrong order, no credit awarded.
Key points (b)
Choose two from:
Avoid / eliminate
Change or abandon goals, processes or activities and replace with alternatives that remove
the risk. For example, re-design an item to use an existing component or material that is
available (and proven),
Reduce probability
16
VHI
B
8
Hi
F E
4
MED
J G
2
LO
I C A
1
VLO
D K H
3
VLO
6
LO
9
MED
12
HI
15
VHI
PROBABILITY
IM
PA
CT
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Look at cause / effect analysis and take action to mitigate the likely causes of the risk. For
example, use of Quality Assurance techniques as a preventative measure to ensure that e.g.
faulty components are not used in the first place
Reduce impact
Develop plans for reducing the impact of the threat. For example, making sure that data files
are backed up to another machine or storage device.
Transfer
Share risks in part or full with another stakeholder. For example, passing back time / cost
over-run risks to a contractor. Insurance can also fall into this category. Least desirable, as
it merely enables compensation if the risk occurs.
If fallback or contingency is offered, it must be explained why / how it is appropriate to a high
priority risk (as a treatment) to receive full credit.
Marking (b):
4 marks each treatment strategy as follows:
1 mark for identifying relevant risk treatment strategy.
Up to 2 marks for describing how it is applied.
Up to 1 mark for example.
Half marks may be used where the answer is weak / incomplete.
Key points (c):
Linear versus non-linear is to give Priority of Impact over Probability. If the same scale then
Hi Probability Lo Impact would be the same score as Low Probability Hi Impact, whereas the
latter should receive more attention from the PM.
Marking (c)
1 mark for priority to Impact.
1 mark for why or example as illustrated, what would be the case if the scales were the
same.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes; 11: Risk Management
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A5: Contracts
Briefly explain each of the following contract types. In each case, give an example of their
application to projects.
a) Spot
b) Standard contract
c) Model contract
d) Bespoke
(10 marks)
Key points:
Spot - These are made on standard terms, and are governed by statutory law, for example,
the Sale of Goods Act. They are entered into on a ‘take it or leave it’ basis - there is little
scope for negotiation; for example, buying sandwiches from a Pret store for a team working
lunch.
Standard - This is where the contract is undertaken under the buyer’s or seller’s standard
terms and conditions, usually non-negotiable. For example, equipment leasing, bank loans
etc.
Model - These are sometimes called ‘standard form’. Model contract conditions are
developed by industry associations and contracts use a ‘pick and mix’ of the standard terms
and conditions. For example, a construction project (e.g. new housing estate) would
probably include standard form elements.
Bespoke - These are negotiated and tailored to the needs of the deal in question. However,
they may incorporate elements of, for example, the buyer’s or seller’s standard terms and
conditions. For example, the purchase of a custom IT system.
All good examples accepted.
Marking
For each contract type:
Up to 1.5 marks for explanation
Up to 1 mark for relevant (project-related) example.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 15 Negotiation and Contracts
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Section B
B1
A project is scheduled to take 8 months. Month 4 progress data (cumulative) shows the
following:
Task Total Budget Planned Cost Actual Cost % Complete
A 5000 3000 3500 50%
B 7000 3500 3000 40%
C 2000 900 800 35%
D 850 50 100 20%
E 2250 1800 1200 60%
F 350 350 400 100%
G 6000 5000 4500 70%
H 2250 1000 1200 40%
(a) Calculate the earned value for the project. Show your workings. (5 marks)
(b) Using either variances or indices, what does the data tell you about the progress of the
project? How does this compare to what was planned? (6 marks)
(c) The task owners tell you that the pattern of performance so far is likely to continue until
the end of the project. Based on this information, what is the:
I. Estimated cost at completion (3 marks)
II. Estimated completion time (3 marks)
(d) Briefly outline two pre-requisites for earned value to be useful as a measure of project
progress (3 marks)
Key points (a):
See spreadsheet at end for full workings.
Project EV (sum of % complete for each task x Total Budget) = 12970
Marking (a):
5 marks as follows:
Students should calculate EV for each month and then total.
0.5 mark for each correct monthly calculation.
1 mark for correct total
If working / formula shown and correct but wrong final number, award 0.5 mark for each
occurrence of this.
If no workings shown but correct final answer given, full credit should be given.
Key points (b):
Project is late and over budget. Schedule is slightly worse than budget performance.
CV (EV – AC) = -1730 (over budget so far)
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SV (EV – PC) = -2630 (value of work that is late)
Percentage complete is 50.5%, should be 60.7%
As it is mid-way through the project, students may also use CPI and SPI to illustrate their
points instead of CV, SV above.
CPI = EV/AC = 0.88 (88%)
SPI = EV/PC = 0.83 (83%)
Marking (b):
4 marks as follows:
1 mark for late and over budget statement (0.5 marks each)
2 marks for CV or CPI calculation
2 marks for SV or SPI calculation
0.5 mark for overall percentage complete, plus 0.5 mark for comparison to what was
planned.
If working shown and correct but wrong final number, award 0.5 mark for each occurrence
of this.
Key points (c):
ECC = Total budget/CPI
CPI = EV/AC = 0.88
ECC = 25700/0.88 = 29127.99 (rounded = 29128)
ECT = Duration/SPI
SPI = EV/PC = 0.83
ECT = 8/0.83 = 9.6 months
Marking (c):
For each cost and time:
3 marks each for the correct answer
Up to 1 mark for correct formula but wrong answer as follows:
0.5 marks for CPI or SPI formula (as long as not awarded credit already in [b] and 0.5
marks for completion cost or time formula).
Key points (d):
Pre-requisites include (select two):
• The original estimates need to be reasonably accurate as these are the baseline against
which EV performance (progress) is compared.
• The feasibility of estimating % complete reasonably accurately. Easier where task
outcomes are tangible / very visible.
• Honesty – those reporting % complete reporting shortfalls when they occur (avoid the
99% complete syndrome).
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• Granularity of WBS. The more granular the WBS, the easier to estimate % complete.
• Trust in the reports. Extent of openness and honesty between the parties involved.
• Consistency across reporting period of e.g. budget, scope.
Other good points accepted.
Marking (d):
Up to 1.5 marks each pre-requisite discussed, maximum two pre-requisites.
Half marks may be used where the answer is weak / incomplete.
See full calculations below (for marker information, students aren’t expected to draw and
complete the table, although workings will be helpful for awarding credit).
Relevant Session Notes: 13: Earned Value
Month 4 data
Task BAC PC AC % CompleteEV
A 5000 3000 3500 50% 2500
B 7000 3500 3000 40% 2800
C 2000 900 800 35% 700
D 850 50 100 20% 170
E 2250 1800 1200 60% 1350
F 350 350 400 100% 350
G 6000 5000 4500 70% 4200
H 2250 1000 1200 40% 900
25700 15600 14700 12970
CV -1730 CPI 0.88
SV -2630 SPI 0.83
ECC 29127.99
ECT 9.62
% complete 50.5%
Plan % 60.7%
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Section C
This section is worth 50 marks
Answer all questions
All the questions are based on Eli Lilly: The Evista Project case study which was issued to
you prior to the examination. If you have not been issued with a fresh copy of the Case
Study at the start of the examination, please request a copy from the invigilators.
C1
Pages 2-3 and Exhibit 3 outline the product development process that has to be followed by
projects in Lilly.
Page 5 notes one of the causes of Lilly’s product development problems was that there were
“no systems to … measure progress except at the macro1 level.”
a) Explain how the use of milestone monitoring techniques, in particular, might be useful to
track and measure progress for the type of product development projects undertaken by
Lilly.
You do not need to draw any diagrams to illustrate your answer. (6 marks)
b) Identify THREE [3] other project elements, in addition to milestones, that you think Eli
Lilly should focus on in their monitoring, explaining the reason(s) for your view. (6
marks)
Key points (a):
• The product (drug) development process is highly regulated and subject to stage
approvals and regulatory control outside of the company (see referenced pages and
Exhibit). Certain milestones have to be achieved before authorisation is given (by
regulators) to proceed to the next phase.
• The monitoring and estimation of milestone achievement in each phase would be the
best measure of progress for this type of project. A milestone is either achieved or not
(which is what regulators are looking for), and so is more relevant than the percentage
complete of Earned Value.
• A milestone slip chart can be used to report progress of key milestones and their
estimated achievement date. Based on historical data, likely achievement dates and for
example regulatory testing and reviews can be estimated (and thus planned in).
Other good points relevant to Lilly’s development projects accepted.
A competent explanation of milestone slip chart will receive some credit, but students need
to link the relevance of milestone monitoring to the type of project to score fully.
1 Macro level means very high level / broad progress.
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Marking (a)
6 marks as follows:
Students should address each of the following to score fully (see guide answer also):
• The nature of milestones and their utility as a monitoring tool
• The relationship (usefulness) with the type of projects Eli Lilly works on.
• Milestone monitoring techniques to estimate future completion dates
2 marks for each point, 1 mark for outlining the key point and 1 mark for explanation /
elaboration in relation to Lilly
Half marks may be used where the answer is weak / incomplete.
A comparison with other monitoring techniques (e.g. EV) may be a valid approach to the
answer as long as it relates to Eli Lilly’s projects and isn’t just generic (especially as section
B is an EV question). Points already made in Section B are not valid for credit in this
answer.
Key points (b):
Students discuss any one of the following project elements:
• Risks (from the risk register)
• CP activities
• Cost drivers
• Stakeholder requirements (market / regulator)
• Other interfaces
Other good elements accepted.
Discussions should normally relate chosen aspect to time, or cost or quality – in the context
of this industry / type of projects. Regulatory may also be discussed.
Answers that merely discuss time, cost, quality without relating to what is actually monitored
may receive partial credit.
Other good points accepted.
Marking (b):
Students should identify one other item that is key to be monitored, which need not be on the
guide answer list.
6 marks as follows:
Up to 1 mark for identifying the item, plus up to 1 mark for justifying why it should be
monitored by Eli Lilly.
Half marks may be used where the answer is weak / incomplete.
Relevant Session Notes: 12: Reporting and Monitoring
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C2
The problems associated with the organisation’s traditional lightweight (weak) matrix2 project
team structure, in its product development projects, are set out in pages 5 and 6 of the case.
Given these problems, which were well known within the organisation, briefly explain SIX [6]
possible reasons why Lilly continued to use this project team structure for as long as it did.
(12 marks)
Possible reasons (select six):
• Custom and practice, organisations often have a ‘set’ way of doing projects which they
would tend to use for all projects – regardless of whether (or not) it is the optimal
structure for the project concerned.
• Traditional way may be embedded in organisation’s project management processes,
which people would be obliged to follow – particularly given the heavily regulated nature
of drug development projects.
• Expertise rests within the functional units, and so this ensures this expertise is used for
projects, whilst aiming to minimise disruption to the functions.
• The organisation has a large number of development projects at any given time and this
structure, resource-wise, is the only feasible way of accommodating them across the
organisation.
• Individuals within the organisation generally don’t have the power or authority to
determine the project team’s structure, and so change can only happen when senior
management identify a need for a different approach (which they eventually did for two
urgent, important projects).
• Least disruptive to business as usual. Projects and BAU managed side by side and
functional managers can assign priorities.
• Access to needed expertise and specialisms at lowest cost to the organisation.
• Flexible use of resources, work can be reassigned according to resource availability (e.g.
cover if someone is away)
Other good points accepted.
Marking
6 points required, 12 marks total as follows:
Up to 2 marks for each point made: Each point should comprise a reason (1 mark) and an
elaboration of this (1 mark).
Half marks may be used where the answer is weak / incomplete.
Relevant Session notes: 08: Projects in Organisations
2 Lightweight matrix structures such as used by Lilly are sometimes known as ‘Functional matrix
structure’. This is the same as the lightweight matrix we discussed in class
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C3
Lilly adopted a heavyweight matrix approach for both the Evista and Zyprexa projects,
explicitly to speed up time to market and improve the product development processes. The
use of a pure project (task force) approach could also have been used to achieve these
outcomes.
(a) Briefly outline the principal structure of a:
I. Heavyweight matrix structure (3 marks)
II. Project (task force) structure (3 marks)
(b) Explain why a heavyweight approach was better for Eli Lilly than a project (task force),
comparing the two approaches in terms of impact (pros/cons). You may consider
perspectives of the project, project team members or the organisation (Lilly) in your
answer. You should make TEN [10] distinct points. (20 marks)
Key points (a):
(a)
I. The heavyweight matrix seconds people full time to the project for the project’s
duration, but people are still attached to their home department and return to them at
the end of the project.
II. The task force is similar, but people are seconded full time to the project out of their
home departments, the project is often managed outside of normal company
processes and team members frequently lose the right to return.
Key points students are expected to make are underlined. All points along these lines
accepted. Other relevant points that relate to the type of structure are accepted but must
make a distinction between the two structures to score fully.
Marking (a)
3 marks for Heavyweight
3 marks for Project (task force)
Three marks as follows:
Up to 1 mark for each point.
Answers should address the type of structure, not its pros / cons (which is required for part
b).
Half marks may be used where the answer is weak / incomplete.
Key points (b):
The organisation
• Both approaches can increase collaboration across functions due to its cross functional
nature, although this was not promulgated back to the functions in this case due to elitist
behaviour (see next point).
• Elitism and mainstream organisation resentment is often a problem experienced by task
forces, but the way in which the heavyweight teams were implemented and the power
that they were given led to this being experienced by the Lilly heavyweight teams too.
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• The heavyweight structure inflicts less damage on functional departments as resources
are released temporarily and return to the department.
• Related to this, heavyweight is cheaper because the organisation’s structure is not being
duplicated (functions having to replace people seconded to a task force).
• Where people are still in their functional department, this helps to maintain the strength
of the expertise in that specialism.
The project
• In both cases: Team spirit, shared vision, full-time focus during the project, can speed up
the development time; other advantages can include developing new (and better) ways
of working when outside the traditional project team structure and organisation
processes.
• The heavyweight structure benefits the project as it nears the end and when the
pressure is on, because people have a departmental home they can continue to focus on
the project – rather than be distracted due to looking for the next job / role.
• Dedicated project manager with authority over resource and work overcomes the
problems cited of the functional matrix where PMs are trying to manage several
problems, leading to lack of focus and diluted effort.
• The heavyweight approach (as implemented by Lilly) worked, and so doesn’t suggest a
need for an even more focused approach (task force) to product development projects.
The people
• Gain personal development from being on such a team in both structures.
• With heavyweight teams individuals don’t have the downsides of being taken
permanently from their home department (stay on career path) and so can continue to
develop in their specialism.
• Where people maintain links with their home departments, they are not ‘out of sight out
of mind’ and so can continue to pursue their career progression.
• Potential re-integration problems when people return to their home departments,
especially due to the resentments of the perceived elitist behaviour.
Overall conclusion
The way in which Lilly implemented heavyweight teams enabled them to leverage the key
benefits available to task force structures, but whilst avoiding some (although not all) of the
downsides.
Other good points accepted.
Marking (b):
20 marks, each distinct point carries up to 2 marks as follows:
Up to 1 mark for outlining a relevant point
Up to 1 mark for elaboration.
Arguments should include a point of comparison between the two structures to score fully.
Half marks may be used where the answer is weak / incomplete.
Relevant Session notes: 08: Projects in Organisations
