ISEB Certificate in Project Management for Information Systems

Transcription

1 ISEB Certificate in Project Management for Information Systems Sample Paper A Rationale, Specimen Answers and Page 1 of 13

2 Rationale This paper includes a scenario, three questions for the candidate and a proposed marking scheme. The scenario and questions are designed to test the candidate s knowledge of the syllabus and its application to a realistic scenario. The main components of the syllabus that should be brought out by the candidate are broadly those relating to: Planning Risk Business issues Change Management Documentation Tolerance and exception Reporting Syllabus references Question 1 a) Section 2 Plans/Estimating b) Section 4 Managing other resources/risks c) Section 1 Overview/plans Question 2 This is fairly broad in scope and will encompass: a) Section 1 Business implications b) Section 3 Organisation/team Management c) Section 4 managing resources Question 3 a) Section 6 Managing Project Documentation b) Section 2 Managing Plans c) Section 5 Managing Delivery Page 2 of 13

3 This is a marking guide only. The marker is invited to award marks for answers that are deemed to be valid but not generated by the examiner in the guidelines. Marks so awarded should be clearly indicated for the ease of moderation of the paper. Marks should be given for correct points. Marks should NOT be given for incorrect points. Where candidates have been given the benefit of the doubt, this should be stated together with the reason. This is particularly important where the marker has awarded marks contrary to the marking guide but for a good reason. Marks should be summarised on the marking summary sheet and an appropriate comment made in the section provided. This sheet should be attached to the front of the script. Candidates who achieve a mark of less than 55% require comments to be made in the Overall Comment section of the sheet. This requirement is to assist the ISEB. Where your answers use information that is not supplied in this paper the please ensure that any assumptions you make are stated with the answer. Page 3 of 13

4 Question 1 [Total 56 Marks] a) On one side of an A4 sheet draw an outline and presentable project plan as a Gantt chart to include the pilot Project activities listed in the scenario, together with any other activities that you consider relevant to such a high level plan. Your plan should include no more than 4 stages of about 3 months duration each and should reflect those activities necessary at each site only. Just over 50% of the marks assigned to this question are for the ADDITIONAL activities. (25 marks) Up to 4 marks presentation, including a clear indication of when activities start and finish, labelling of time periods (i.e. months and years). Up to 2 marks sub division into 4 stages of about 3 months each; logical points for stage start/end. Up to 6 marks for inclusion of all activities in the scenario activity list in a logical and timely sequence to ensure satisfactory completion of the project. Up to 10 marks for additional activities and their relationship with each other and those in the scenario list. Up to 3 marks for identification of various control points/milestones. Candidates may choose to detail the Project/System life cycle. This is permissible so long as the description conforms to the four stages mentioned. 1. Pilot Site by site 1.1 Concept phase Assess user base 1.2 Design Phase Design software solution Order hardware solutions Design server support Design communications link 1.3 Implementation phase Install communications link Install server support Prepare /install software Modify software code Debug software code Test software code Integrate software code Test software stand alone Test software integrated Install software Install hardware solution Page 4 of 13

5 1.4 Pilot rollout Install communications link Install server support Prepare /install software Install software Install hardware solution 1.5 Pilot review b) From the scenario, list 5 risks to the timely completion of the project and your suggested mitigation option for each risk. (15 marks) Failure of communication links seek alternative supplier Failure of supplier to deliver again seek alternative supplier, penalty clauses Timetable too tight build in contingency, ensure staff have correct skills, close monitoring and control Culture of Organisation ensure participation by users from both cinema and theatre cultures Unsuitable project structure- ensure suitable project structure (board, PM etc set up) Failure of pilot review reasons for failure, close monitoring of pilot Inadequate staff skills identify skills shortage, training, work with resource manager Failure to produce requirements documentation for supplier in time ensure prompt sign off One and a half mark for identification, same for mitigation. Page 5 of 13

6 c) A large proportion of your time as project manager will be spent on planning. Explain why planning is so important and identify up to six uses to which plans might be put. (16 marks) 4 marks for explanation of importance of planning: Planning is a key issue to be addressed by the Project Manager. Without planning there can be no means of providing control to any project, nor can there be a means of reasonably accurately gauging costs and timescales. Among the reasons to be identified for planning are: 2 marks each valid use up to 12: Communication between all interested parties. Upward particularly to gain approval to proceed. Enabling monitoring and control. Calculating costs regarding project. Determine timescales. Enable comparison of options. Investment appraisal. Identifying products to be delivered and hence activities involved. Identifying resource requirements and hence responsibilities. Allocate activities. Identify risks and as a result taking the necessary measures. Determine dependencies. Establish feasibility. Gaining commitment from all parties concerned. Page 6 of 13

7 Question 2 [Total 24 Marks] Specific business issues have been identified as a result of a review of the project. Of these the most important are: a) The business unit changes requirements frequently b) The business unit does not provide good people for the project c) The business unit is unwilling to change the business process d) The business unit cannot consistently resolve issues e) Middle level business unit management resists change and the system f) Other work or projects have a higher priority for the business units than your project does For each of these specific issues: a) Suggest how the situation is likely to have occurred b) Assess the potential impact c) Suggest how the problem might be prevented in the first place d) Detail how you would address the problem (24 marks) One mark for each valid point in answer up to 4 for each issue. a) How Are the requirements really changing? If the requirements are based on transactions in a business process, in management, or with external forces then it is likely there are valid reasons for change. If the source of the change is what a middle manager might like then it may relate to style or politics rather than substance. A manager can even seek change for political gain or to delay the project. There can also be a lack if understanding of systems or technology. Impact May be seen with alarm by Project team who see their work being undone and worse, having to start over. This can be frustrating and demoralising. Prevention The project group should be proactive at start of project. The scope should be negotiated and agreed. The business unit staff must be heavily involved in defining, understanding, agreeing and carrying out requirements definition. Suitable change management procedures should be defined. Page 7 of 13

8 Address the problem Should a requirements change occur the following questions should be addressed? Why did the change appear now? What is the impact cost etc if the change is NOT addressed? What is the impact of the change on the underlying process? Can the requirement be met through procedure or policy change rather than a systems change? b) How When asked to provide someone for a project the business manager cannot afford to release the most experienced person lest the Department suffers. In addition the manager might lack confidence in the project and might not want to risk good people on the project. Timing might be bad - the change might be conflicting with other projects, year-end closing or a peak work time. Impact If you assume that the business people provided to the project can speak for the department then you will be sorely disappointed. Getting information from them without validation and checking on completeness can be a problem. The team might carry out work that will later have to be redone. Prevention Ask for someone who is junior in the business department. Assume the person ahs limited knowledge of what goes on in the department. Request that a group be appointed to review the work for validity. If this is not done then find other people to review the work. Address the problem If the business unit provides no one then question the project. F the business unit is uncooperative at the start of the project then things are likely to deteriorate quickly. Meet with the Business Manager to indicate your minimal known requirements and your sensitivity to their staffing problems. Also indicate since the project is just starting you do not know who and how much of a person s time is required. c) How Members of the Business unit can become convinced that the way that they are handling their work is then best and only way. After all it has been proved through years of use. They may also fear change and the impact and disruption likely to follow. They may feel that any change will make matters worse. Middle managers may resist because they fear a loss of jobs and power. Page 8 of 13

9 Impact Resistance can be open or subtle. Delays in decision-making are signs of problems. Change of mind and indecision are others. The project will suffer due to a lack of defined specification. The business unit employees may keep trying to bring the project back to the current system. Prevention Scope of involvement and the role of the business unit will have to be nailed down in project initiation. Benefits must be stressed and also the problems if the current process continues. Address the problem If the business unit wants a new system and also wishes to maintain the current process then fundamental questions must be answered What is the benefit of the system if the process is unchanged? How will exceptions not handled by the current system be addressed by the new system operating with the old process? If the business unit won t change the process, what sign is there that it is even willing to accept the new system. Show how the new system fails to mesh with the current process, creating more problems. a) How Indecision may be due to a lack of understanding of the issue and its consequences. People in the unit may not be prepared to make decisions. Alternatively there may be a power struggle with different factions within the department. A further possibility may be that people in the unit do not know their own business processes in sufficient detail. Impact The project may become frozen. The systems people may throw up their hands and state that they will await the final decision. Morale in the team may drop. If the decision is forced then the possibility of it resurfacing remains. Prevention Issues must be analysed in terms of the basic business process, which is more likely to yield truth than opinion. Don t wait for the department to point out the problems be proactive. Each new issue is toe be reviewed in terms of what has already been resolved to see if there is a variation. Page 9 of 13

10 Address the problem Lest assume there are conflicting signals. Consider the issue again along with all outstanding issues. Use it as an opportunity to review the roles and responsibilities of the department as well. b) How Who is threatened by the new system? It is unlikely to be the staff that work with the new system - transactions will still be processed albeit with a new systems. More directly threatened are managers above the immediate supervisors of employees who perform work in the process. If not brought into the project and without a future role being defined, they can become resentful and disruptive. Impact Lack of co-operation by middle managers can create problems at lower levels. It will take longer to gain support and reach decisions. Project progress will slow down Prevention Planning ahead, work with upper management in the business unit to gain support and ease any fears of change. If some managers are to be released later then the project team can be guided around theses people. When asked the team can indicate that the scope of the project includes the process but not the Organisation. It is best that upper managers identify their future roles to gain their participation. Address the problem If resistance is encountered, then there are several courses of action. One is to sympathise and indicate the project scope. Another is to minimise contact so as to prevent confrontation. In the most serious cases you can push for role definition from upper management. c) How People assigned by the business unit are reassigned to other work and disappear. Priorities can change. Problems can arise in the department that requires the specialised skills of the team members. Remember that in many cases in business units, the expertise of all of the trained staff is required to address all of the exceptions. Impact Without any notice the project may be stranded in a vacuum. Questions will arise that requires answers from the business units. If you hassle the people who returned to the business unit they may resent the additional work and may not return to the project there will be a noticeable effect as work is deferred waiting for answers. Page 10 of 13

11 Prevention At the start of the project never ask for people from the business unit to be assigned to the project full time. Try to involve a number of people so that you are now overly dependent on one or two. Keep in contact with the business unit so that you are aware of the pressures. If you sense that the team members are required back in the department work with the business unit directly to plan on how to cover any gap. Address the problem If there is a sudden crisis and departure expand your network of contacts in the business unit. Develop a contingency plan to keep the project going prior to contacting the business manager about the problem. Equal marks should be awarded for each section. Page 11 of 13

12 Question 3 [Total 20 Marks] a) List documentation products that relate to testing. Such documents may relate to project testing generally or to specific project tests. Do not include in your list any documents that are provided for other purposes e.g. Design Specification. (10 marks) Up to ten marks should be awarded as indicated below. 1 mark for each of the following mandatory products identified up to 5. Test strategy Test plans Test scripts Test data Expected results ½ mark for each of the following up to 5 marks each: User testing requirements Test Log/record Testing errors (faults) Log Actual results Off Specification report or equivalent Issue Report Test Acceptance Criteria Test Summary Report Test Sign Off record Testing Standards/procedures Answers other than above are unlikely to be acceptable. Although references to Change and Configuration Management documents may be made, they are not testing documents and marks should not be awarded for these. Page 12 of 13

13 b) As Project Manager one task you will have to undertake is to negotiate a tolerance level with the Project Board. Describe the purpose of tolerance with regard to Project timescale and budget. (5 marks) A project plan will provide an overview of the project with regard to cost and timescale. Included within this project plan will be a degree of tolerance - an amount of leeway within which the project Manager can manage the project without recourse to a higher authority. The tolerance will cover both cost and time and will be agreed with a higher project authority or corporate management. Tolerance will also cover project and stage plans. c) List the steps you would initiate in the event of tolerance being exceeded or having potential to be exceeded. (5 marks) When it appears likely that tolerance, at stage or project plan level for whatever reason looks like being exceeded, it will then be necessary to produce some form of Exception Plan to replace the plan. Normally this will occur at stage plan level, but on occasion it may happen at project plan level The format of the exception plan will be similar to the one it is replacing but will be suitably annotated to reflect the reasons for its introduction. The exception plan will be based upon the current actuals for the stage plan or project plan and will then continue until end stage/project. -End of Paper- Page 13 of 13