TYBMS SEM 6 Financial: Project Management (Q.P. April 2019 with Solution)

 Paper/Subject Code: 86008/Finance: Project Management 

TYBMS SEM 6:

Financial: 

Project Management

(Q.P. April 2019 with Solution)

Time: 24 Hours

Total Marks: 75

Note: (1) All questions are compulsory.

(2) Figures to the right indicate full marks.

Q.1. Objective questions:

Q.1 a ) State whether the following are True or False (any 8):

Video Solution

1. Capital intensive project involves small amount of investment.

Ans: False

2. Project structure provides a training ground to project managers

Ans: True

3 Depreciation is a non-cost item.

Ans: False

4 Feasibility study involves cash flow analysis

Ans: True

5. Delphi method is an individual decision making technique.

Ans: False

6. Lean means creating more value for customers with firm resources.

Ans: True

7. Risk monitoring and controlling involves keeping a track of the identified risk

Ans: True

8. PMMM strengthens link between strategic planning and execution

Ans: True

9. Project management consultants manage the project by application of their knowledge, skill and experience at various stages.

Ans: True

10. ARR method is based on accounting profit.

Ans: True

Q.1 (b) Match the Column (any 7):            (7 Marks)

Column “A”		Column “B”
1.	Project Manager	a	Depends on FMP
2	Debentures	b	Increases Financial Risk
3	High Gearing	c	has 5 Levels
4	Yield Value	d.	Leader of Project Team
5	PMMM	e.	Debt Security
6	Project Audit	f.	When Testing Fails
7	Project Terminated	g.	Controls Project
8	Numeric Project Selection	h.	The sacred cow
9	Non Numeric Project Selection	i.	Pay back period
10	System integration.	j.	Engineering process

Ans: 

Column “A”		Column “B”
1.	Project Manager	d	Leader of Project Team
2	Debentures	e	Debt Security
3	High Gearing	b	Increases Financial Risk
4	Yield Value	i	Pay back period
5	PMMM	c.	has 5 Levels
6	Project Audit	f.	When Testing Fails
7	Project Terminated	g.	Controls Project
8	Numeric Project Selection	a.	Depends on FMP
9	Non Numeric Project Selection	.h	The sacred cow
10	System integration.	j.	Engineering process

Q2. A company can make either of two investments. Required rate of return is 10%. Calculate Net Present Value and profitability index for each project from the following details: (15 Marks)

Particular	X	Y
Cost of Investment (Rs.)	2,00,000	2,80,000
Expected Life (No Salvage)	5 year	6year
Cash Inflow
1	50,000	80,000
2	50,000	1,00,000
3	60,000	60,000
4	60,000	80,000
5	60,000	80,000

Year	1	2	3	4	5
Discount factor @ 10% p,a,	0.909	0,826	0.751	0.683	0.621

Video Solution

Q.2(a) How are project classified"

Ans: Projects can be classified in various ways depending on the specific needs and perspectives. Here are some common classification methods:

By Project Characteristics:

• Size (cost, duration, team, business value):
  • Small projects: Limited scope, fewer resources, shorter duration.
  • Medium projects: Moderate scope, resource requirements, and duration.
  • Large projects: Extensive scope, significant resource investment, and longer duration.
• Complexity and Uncertainty:
  • Simple projects: Well-defined tasks, predictable outcomes.
  • Complex projects: Interconnected tasks, potential for unexpected challenges.
  • Highly uncertain projects: Unforeseen variables and challenges.
• Risk:
  • Low risk: Well-understood project with minimal potential for problems.
  • Medium risk: Some uncertainties, but manageable with planning.
  • High risk: Significant potential for problems and setbacks.
• Business Value:
  • High value: Projects with significant strategic importance to the organization.
  • Medium value: Projects contributing to specific goals or objectives.
  • Low value: Projects with limited impact or benefits.

By Project Purpose or Objective:

• New product development: Projects focused on creating new products or services.
• Process improvement: Projects aimed at enhancing efficiency or effectiveness of existing processes.
• Maintenance: Projects to upkeep and maintain existing infrastructure or systems.
• Research and development (R&D): Projects focused on innovation and development of new technologies or knowledge.
• Strategic: Projects aligned with the organization's long-term goals and objectives.
• Tactical: Projects focused on achieving short-term goals and initiatives.
• Operational: Projects related to everyday business activities and operations.

By Industry or Sector:

• Construction projects: Building, infrastructure development, etc.
• Information Technology (IT) projects: Software development, system implementation, etc.
• Marketing projects: Launching new marketing campaigns, product branding initiatives, etc.
• Financial projects: Mergers and acquisitions, financial restructuring, etc.

By Application:

• Software development projects
• Marketing campaign projects
• Construction of a new building project
• Implementation of a new ERP system project

By Project Life Cycle:

• Initiation: Defining project goals, scope, and feasibility.
• Planning: Developing a detailed project plan with timelines, resources, and budget.
• Execution: Carrying out the project tasks as per the plan.
• Monitoring and Controlling: Tracking progress, identifying and managing risks, and making adjustments as needed.
• Closure: Completing the project tasks, evaluating outcomes, and documenting lessons learned.

2b) Explain Strategic Business Unit (SBU) in project management.

Ans: It's important to clarify that Strategic Business Units (SBUs) are a concept in business strategy, not directly related to project management. However, they can have an indirect impact on project management within an organization that uses an SBU structure.

• Project Alignment: SBUs set their own strategic goals. Project managers within an SBU structure ensure their projects align with the SBU's specific goals and contribute to its overall success.

• Resource Allocation: SBUs have a budget and may have more control over resource allocation compared to a centralized project management structure.

• Project Prioritization: Projects within an SBU might compete for resources with projects in other SBUs. Project managers need to effectively communicate the value of their projects to secure necessary resources within the SBU.

• Performance Measurement: SBU performance might be measured on factors like profitability, market share, or customer satisfaction. Project managers need to track their projects' impact on these SBU-specific metrics.

• Providing a clear strategic context for projects.

• Creating a level of autonomy and ownership for project teams.

• Introducing competition for resources between projects in different SBUs.

Here's a breakdown of SBUs and their connection to project management:

What is an SBU?

An SBU is a semi-autonomous unit within a larger corporation that focuses on a specific product line, market segment, or geographic area. It operates with a high degree of independence, managing its own strategy, marketing, and financial performance.

How SBUs Impact Project Management:

SBUs can influence project management by:

Project Management within SBUs:

While SBUs operate with some independence, they may still have a central project management office (PMO) that sets standards and methodologies for project execution across the SBU. This PMO can ensure consistency, best practices, and alignment with the overall corporate strategy.

Q,3 Calculate the operating leverage, financial leverage and combined leverage from the lowing data

Particulars	A Ltd	B Ltd
Output (in units)	3,00,000	75,000
Fixed Cost	36,000	70,000
Variable cost unit (Rs.)	1.00	7.50
Selling price per unit (Rs.)	3.00	25

Video Solution

Operating Leverage (OL)

OL measures the degree to which a company's profits are magnified by changes in sales volume. In simpler terms, it shows how much a change in sales translates to a change in earnings before interest and tax (EBIT).

Formula:

OL = Contribution Margin / EBIT

Calculate Operating Leverage (OL):
For A Ltd: OL = Rs. 6,00,000 / Rs. 5,64,000 ≈ 1.06
For B Ltd: OL = Rs. 13,12,500 / Rs. 12,42,500 ≈ 1.06

Interpretation:

• Both A Ltd and B Ltd have an operating leverage of approximately 1.06. This indicates a relatively low degree of operating leverage. A small change in sales volume will result in a nearly proportional change in EBIT.

Financial Leverage (FL) and Combined Leverage (CL) cannot be calculated with the given data.

FL considers the impact of debt financing on a company's financial risk and potential return. It requires information about the company's capital structure, such as total debt and equity.

CL reflects the cumulative effect of both operating leverage and financial leverage. To calculate CL, we would need the operating leverage (which we just calculated) and the financial leverage (which requires additional data).

OR

Q.3 (a) Discuss the importance of Project Feasibility Study

Ans: 

A project feasibility study is a crucial step before diving headfirst into any major project. It's essentially a comprehensive analysis that assesses the viability of a proposed project. Here's why it holds so much importance:

Informed Decision Making:

• Identify Potential Issues: A feasibility study helps uncover potential roadblocks early on, such as technical hurdles, legal restrictions, or unforeseen costs. This allows for course correction or project termination before significant resources are wasted.
• Evaluate Alternatives: The study can explore different project approaches and identify the most efficient and cost-effective option. It might even reveal entirely new possibilities that weren't initially considered.
• Data-Driven Decisions: The study gathers and analyzes relevant data, providing a fact-based foundation for making informed decisions about project go/no-go and resource allocation.

Improved Project Success Rates:

• Reduced Risk: By identifying potential problems beforehand, the project team can proactively develop mitigation strategies, minimizing risks and increasing the chances of success.
• Stronger Project Foundation: A thorough feasibility study lays a solid groundwork for project planning and execution. It ensures everyone involved has a clear understanding of the project's goals, scope, and potential challenges.
• Increased Stakeholder Confidence: A well-documented feasibility study fosters trust and confidence among stakeholders, such as investors, lenders, and management. It demonstrates a commitment to due diligence and reduces the perception of a risky venture.

Strategic Benefits:

• Resource Optimization: The study helps identify the resources required for the project and allows for efficient allocation of manpower, budget, and materials. This prevents resource overallocation or under allocation.
• Improved Market Alignment: The study can assess market demand for the project's outputs and ensure alignment with current market trends and customer needs. This reduces the risk of developing a product or service that nobody wants.
• Competitive Advantage: By identifying potential gaps in the market or inefficiencies in existing solutions, the study can help develop a project with a unique selling proposition, giving it a competitive edge.

Q. 3 (b) Explain in detail Product Mix analysis.

Ans: 

Product Mix Analysis 

A product mix analysis is a strategic process that examines the complete set of products a company offers to its customers. It dives into the various product lines, individual products, and services that make up a company's portfolio. This analysis helps businesses understand how these offerings interact with each other and how they contribute to the overall business strategy.

Here's a breakdown of the key aspects of a product mix analysis:

Components of a Product Mix:

• Product Lines: Groups of related products that address similar needs or cater to the same target audience. For example, a clothing company might have separate product lines for men, women, and children.
• Product Width: The total number of product lines a company offers. A broad product width indicates a diverse range of offerings, while a narrow width suggests a focus on a specific product category.
• Product Length: The number of variations within a single product line. This could include different sizes, colors, features, or models.
• Product Depth: The number of versions offered for each product variation. Imagine a T-shirt line with various colors (depth) within a specific size (variation) of the product line (men's clothing).
• Product Consistency: The degree to which the various products in the mix are related to each other in terms of functionality, target market, brand image, or technology.

Benefits of a Product Mix Analysis:

• Improved resource allocation: Helps identify which products are most profitable and deserve greater investment in marketing, development, or production.
• Enhanced market positioning: Analyzes how the product mix caters to different customer segments and identifies potential gaps in the market.
• Reduced risk: Balances the portfolio to avoid overdependence on a single product line or category, mitigating risk from market fluctuations.
• Inventory optimization: Analyzes demand for different products to ensure optimal stocking levels and avoid overstocking or understocking.
• Informed product development: Guides decisions about new product launches, product extensions, or product elimination based on market needs and potential profitability.

Conducting a Product Mix Analysis:

There's no one-size-fits-all approach, but the process typically involves:

1. Defining Objectives: What do you want to achieve with the analysis? Identify areas for improvement or validate existing strategies.
2. Data Collection: Gather information on sales figures, profit margins, customer demographics, and competitor offerings.
3. Evaluation: Analyze the product mix based on width, length, depth, and consistency. Identify strengths, weaknesses, and opportunities.
4. Action Plan: Develop strategies to optimize the product mix. This might involve product line extensions, product elimination, or adjustments to pricing and marketing efforts.

Q.4 Following is the Balance sheet of Raj Ltd as on 31 March, 2014

Liabilities	Rs.	Assets	Rs,
50,000 Equity shares of Rs. 20 each	1,00,000	Machinery	4,80,000
Securities premium	2,00,000	Furniture	2,00,000
General Reserve	4,78,800	Stock	12,40,000
Profit / Loss A/c	3,14,000	Debtors	4,12,000
Creditors	818,000	Cash in hand	6,800
Provision Tax	3,96,000	Cash at bank	8,68,000
	32,06,800		32,06,800

Company transfer 20% of profit after tax to general reserve.

Net Profit before Taxation for the last 3 years have been as follows.

1. For the year ended 31/03/2012 Rs. 5,44,000

2. For the year ended 31/03/2013Rs. 7,32,000

3. For the year ended 31/03/2014 Rs. 7,88,000

Machinery is valued at Rs. 6,37,200. Average yield is 20%. The rate of Tax is 50%. Use simple average, Calculate value of equity share as per intrinsic value method and yield method.

Video Solution

OR

Q4 (a) Explain Modern Development in Project Management.         (7 Marks)

Ans: 

Modern developments in project management have evolved to address the increasingly complex and dynamic nature of projects in today's business environment. These developments encompass various methodologies, techniques, tools, and approaches that aim to enhance project efficiency, effectiveness, and success. Some key modern developments in project management include:

1. Agile Methodology: Agile project management emphasizes iterative development, collaboration, flexibility, and customer feedback. It prioritizes delivering working solutions quickly and adapting to changes in requirements or priorities. Agile frameworks such as Scrum, Kanban, and Lean focus on empowering teams, fostering continuous improvement, and maximizing customer value.

2. Lean Project Management: Lean principles, derived from manufacturing and operations management, have been applied to project management to eliminate waste, optimize processes, and improve efficiency. Lean project management emphasizes delivering value to customers, reducing lead times, and minimizing non-value-added activities.

3. Hybrid Approaches: Hybrid project management approaches combine elements of traditional project management methodologies (e.g., Waterfall) with Agile or Lean principles to tailor project management practices to the specific needs of the project. Hybrid approaches allow organizations to leverage the strengths of different methodologies while mitigating their respective weaknesses.

4. Integrated Project Management Solutions: Integrated project management solutions encompass software tools and platforms that integrate various project management functions, including planning, scheduling, resource management, collaboration, communication, and reporting. These solutions provide centralized visibility, real-time data, and analytics to support informed decision-making and improve project performance.

5. Digital Transformation: Digital transformation initiatives leverage emerging technologies such as artificial intelligence (AI), machine learning, big data analytics, cloud computing, and automation to streamline project management processes, enhance productivity, and drive innovation. Digital tools and platforms enable virtual collaboration, remote work, real-time communication, and data-driven insights, transforming how projects are managed and executed.

6. Emphasis on Stakeholder Engagement: Modern project management practices emphasize stakeholder engagement and collaboration throughout the project lifecycle. Stakeholder management techniques, such as stakeholder mapping, communication plans, and engagement strategies, ensure that project stakeholders are involved, informed, and supportive of project goals and outcomes.

7. Focus on Sustainability and Social Responsibility: Increasingly, project management practices incorporate considerations of sustainability, environmental impact, and social responsibility. Sustainable project management frameworks promote eco-friendly practices, resource conservation, community engagement, and ethical decision-making to achieve long-term environmental and social benefits.

8. Adaptive Project Leadership: Modern project leadership emphasizes adaptability, resilience, emotional intelligence, and servant leadership principles. Project leaders must navigate ambiguity, complexity, and uncertainty, while fostering a culture of trust, collaboration, and innovation within their teams.

These modern developments in project management reflect ongoing efforts to address the evolving needs and challenges of project-driven organizations in a rapidly changing business landscape. By embracing innovative methodologies, technologies, and practices, organizations can enhance their project management capabilities and achieve greater success in delivering value to stakeholders.

4 (b) What are the steps involved in termination of a project?                (8 Marks)

Ans: The termination of a project can occur for various reasons, including completion of project objectives, changes in organizational priorities, lack of funding, or unforeseen circumstances. Regardless of the reason, terminating a project involves several important steps to ensure closure and minimize negative impacts. Here are the typical steps involved in the termination of a project:

1. Initiate Termination Process: The decision to terminate a project is typically made by the project sponsor or senior management based on an evaluation of project performance, viability, and alignment with organizational goals. Once the decision is made, the termination process is initiated.

2. Notify Stakeholders: Notify all relevant stakeholders, including project team members, sponsors, clients, vendors, and other key stakeholders, about the decision to terminate the project. Clearly communicate the reasons for termination and any implications for stakeholders.

3. Conduct Project Review: Conduct a comprehensive review of the project's status, including its objectives, deliverables, schedule, budget, and performance against key performance indicators (KPIs). Identify any incomplete work, outstanding issues, risks, and dependencies that need to be addressed.

4. Develop Termination Plan: Develop a termination plan outlining the steps, tasks, and responsibilities for winding down the project. The plan should include timelines, resource requirements, communication strategies, and procedures for closing out project activities and deliverables.

5. Complete Outstanding Work: Prioritize and complete any remaining work or deliverables that are necessary for the project's closure. Ensure that all contractual obligations, commitments, and requirements are fulfilled, and document any deviations or exceptions.

6. Notify Suppliers and Vendors: Notify suppliers, vendors, and subcontractors about the project termination and make arrangements for closing out contracts, settling payments, and returning any unused resources or materials.

7. Release Resources: Release project team members and resources from project assignments in a structured manner. Ensure that team members are reassigned to other projects or tasks and that resources are reallocated effectively to minimize disruption.

8. Close Financial Accounts: Close out financial accounts associated with the project, including budget allocations, expense accounts, and procurement accounts. Settle any outstanding financial obligations, process final payments, and reconcile financial records.

9. Document Lessons Learned: Conduct a lessons learned session to capture insights, experiences, and best practices from the project. Document lessons learned, including successes, challenges, failures, and recommendations for future projects.

10. Formally Close Project: Once all project activities are completed, deliverables are handed over, and financial accounts are settled, formally close the project. Issue a project closure report or memorandum documenting the project's outcomes, achievements, challenges, and lessons learned.

11. Archive Project Documentation: Archive project documentation, including project plans, reports, correspondence, contracts, and other relevant records. Ensure that documentation is stored securely for future reference or audit purposes.

12. Communicate Closure: Communicate the closure of the project to all stakeholders, including a formal announcement or report summarizing the project's outcomes, lessons learned, and implications for the organization.

Q.5 Case Study

Mr. Ajay wants to start a Manufacturing Unit. He has Rs.1,05,200 in his bank account His parents have promised to gift him Rs. 3,50,000.

He has estimated the project cost at Rs. 18,00,000, of which machinery will be Rs. 15,25,000 and the balance amount will be for furniture and fittings. The bank finance is available to the extent of 80% of the project cost. He expects first year's sales at Rs. 40,00,000 with annual increase of 20% every year over previous year. The cost of sales will be 80% of sales. The rate of interest on loan will be 10% on reducing balance method. The loan is repayable @ Rs. year. He charges depreciation @ 20% on his fixed assets under straight line and his overheads for three years are Rs. 2,40,000: Rs. 3,00,000 and Rs. 3,60,000 per year respectively. Assume Tax rate @30%

You are required to prepare:

1 Income Statement for the first 3 years.

2. Amortization Schedule for loan.

3. Calculate the debt service coverage ratio and interest coverage ratio for the above 3 years 

OR

Q.5 Short Notes (Any 3):                 (15 Marks)

a) Types of Risks in Project

Ans: In project management, risks are events or circumstances that can potentially have adverse effects on the project's objectives. Here are some types of risks commonly encountered in projects:

1. Technical Risks: These involve challenges related to technology, including the failure of equipment or systems, technical constraints, or inadequacies in technology solutions.

2. Schedule Risks: These risks pertain to delays in project timelines, such as unexpected disruptions, dependencies on external factors, or unrealistic scheduling estimates.

3. Financial Risks: Financial risks involve factors such as budget overruns, cost escalations, fluctuating currency exchange rates, or unexpected expenses impacting project finances.

4. Resource Risks: These risks relate to the availability, allocation, or adequacy of resources required for the project, including skilled labor, materials, equipment, or facilities.

5. Scope Risks: Scope risks arise from changes or uncertainties in project scope, requirements, or objectives, leading to scope creep, misunderstandings, or incomplete deliverables.

6. Quality Risks: Quality risks involve issues with the deliverables' quality, including defects, errors, deviations from standards, or inadequate quality assurance processes.

7. Environmental Risks: These risks stem from environmental factors such as natural disasters, climate conditions, regulatory requirements, or ecological impacts affecting project execution.

8. Stakeholder Risks: Stakeholder risks arise from conflicts, disagreements, or dissatisfaction among project stakeholders, including sponsors, clients, team members, or regulatory bodies.

9. Legal and Compliance Risks: Legal and compliance risks involve violations of laws, regulations, contracts, or ethical standards, leading to legal disputes, penalties, or reputational damage.

10. Market Risks: Market risks involve fluctuations in market conditions, demand, competition, or technology trends affecting the project's success, profitability, or sustainability.

b) Work Breakdown Structure

Ans: A Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and deliverables. It organizes and defines the scope of the project into manageable sections, each representing a level of detail necessary for effective planning, execution, and control.

Key characteristics and components of a WBS include:

1. Hierarchical Structure: The WBS starts with the highest level of the project deliverables and breaks them down into smaller, more manageable components or work packages. This hierarchical structure provides a clear and systematic breakdown of the project scope.

2. Deliverable-Oriented: Each level of the WBS represents a deliverable or outcome of the project rather than the tasks or activities required to produce it. This focus on deliverables ensures alignment with project objectives and facilitates effective project control.

3. Scope Definition: The WBS defines the project scope by breaking it down into smaller, more manageable pieces, making it easier to understand and communicate. It helps stakeholders grasp the full extent of the project and ensures that all necessary work is accounted for.

4. Decomposition: Decomposing the project scope into smaller, more manageable components allows for better estimation, planning, and resource allocation. Work packages in the WBS are defined to a level where they can be easily assigned to individuals or teams for execution.

5. Control and Monitoring: The WBS provides a framework for tracking and controlling project progress by organizing work into discrete elements. It serves as a baseline against which actual performance can be compared, enabling effective monitoring of project activities and identification of variances.

6. Integration with Other Project Management Processes: The WBS is closely linked to other project management processes, such as scheduling, cost estimating, resource allocation, and risk management. It serves as a foundation for these processes, providing a common reference point for project planning and execution.

C) Matrix Organization

Ans: A Matrix Organization is a type of organizational structure that blends aspects of both functional and projectized structures. In a matrix organization, employees report to both functional managers (based on their expertise or department) and project managers (based on the projects they're working on).

Key characteristics of a matrix organization include:

1. Dual Reporting Lines: Employees in a matrix organization have dual reporting relationships. They report to a functional manager for their day-to-day tasks and responsibilities related to their specific function or expertise. Simultaneously, they also report to a project manager for project-related tasks and activities.

2. Project Focus: Matrix organizations are often used in environments where projects are a significant part of the organization's operations. Project managers are responsible for defining project objectives, allocating resources, and managing project timelines and deliverables.

3. Functional Expertise: Functional managers in a matrix organization are responsible for overseeing employees' professional development, performance evaluations, and skill development within their respective departments or functional areas.

4. Resource Sharing: Resources such as personnel, equipment, and facilities are shared across projects, allowing for optimal utilization of resources and expertise across the organization.

5. Complex Communication Channels: Matrix organizations can have complex communication channels due to the dual reporting structure. Clear communication protocols and channels must be established to ensure effective coordination and collaboration between functional and project teams.

6. Flexibility and Adaptability: Matrix organizations offer flexibility and adaptability, allowing organizations to quickly respond to changes in project priorities, resource requirements, or market dynamics. This flexibility enables efficient resource allocation and optimization.

7. Conflict Resolution: Conflicts may arise in matrix organizations due to competing priorities, resource constraints, or differences in management styles between functional and project managers. Effective conflict resolution mechanisms are essential for maintaining harmony and productivity within the organization.

d) SWOT Analysis

Ans: SWOT Analysis is a strategic planning tool used to identify and evaluate the Strengths, Weaknesses, Opportunities, and Threats associated with a business, project, or decision. It provides a structured framework for assessing internal and external factors that can impact the organization's objectives.

Here's a breakdown of each component of SWOT Analysis:

1. Strengths: These are internal factors that give an organization a competitive advantage or unique capabilities. Strengths could include factors such as a strong brand reputation, proprietary technology, skilled workforce, efficient processes, or loyal customer base. Identifying strengths helps organizations leverage their core competencies to capitalize on opportunities and overcome challenges.

2. Weaknesses: Weaknesses are internal factors that hinder an organization's performance or competitive position. These could include aspects such as inadequate resources, outdated technology, poor management, limited market presence, or inefficient processes. Recognizing weaknesses allows organizations to address areas needing improvement and minimize potential risks.

3. Opportunities: Opportunities are external factors that could positively impact the organization's growth, profitability, or strategic objectives. These could arise from market trends, emerging technologies, changes in regulations, new customer segments, or partnerships. Identifying opportunities helps organizations capitalize on favorable external conditions and develop strategies to exploit them.

4. Threats: Threats are external factors that pose risks or challenges to the organization's success. These could include factors such as intense competition, economic downturns, changing consumer preferences, regulatory changes, or technological disruptions. Understanding threats enables organizations to anticipate potential obstacles and develop proactive strategies to mitigate risks and protect against adverse impacts.

SWOT Analysis is often used as part of the strategic planning process to inform decision-making, guide resource allocation, and develop strategies that align with the organization's goals and objectives. It provides a comprehensive overview of the internal and external factors influencing the organization's performance and helps identify areas for improvement and growth. By systematically evaluating strengths, weaknesses, opportunities, and threats, organizations can make informed decisions and enhance their competitive position in the marketplace.

e) Project Management Information System (PMIS)

Ans: 

A Project Management Information System (PMIS) is a specialized software or system designed to facilitate effective project management by providing tools and capabilities for planning, executing, monitoring, controlling, and reporting on project activities and resources. PMIS integrates various project management processes and functions into a centralized platform, enabling project managers and team members to collaborate, communicate, and coordinate efforts efficiently.

Key features and functionalities of a PMIS typically include:

1. Project Planning: PMIS allows project managers to develop project plans, define project scope, create schedules, allocate resources, and establish milestones and deliverables. It provides tools for task management, critical path analysis, and resource leveling to optimize project planning processes.

2. Document Management: PMIS centralizes project documentation, including project charters, scope statements, requirements documents, schedules, budgets, contracts, and change requests. It ensures document version control, access control, and document sharing among project stakeholders.

3. Communication and Collaboration: PMIS facilitates communication and collaboration among project team members, stakeholders, and other relevant parties. It provides communication channels such as email, discussion forums, instant messaging, and document sharing to foster collaboration and information exchange.

4. Resource Management: PMIS helps in resource management by tracking resource availability, allocation, and utilization throughout the project lifecycle. It enables project managers to assign tasks to team members, monitor resource workload, and identify resource constraints or bottlenecks.

5. Schedule Management: PMIS supports schedule management by creating project schedules, tracking progress against planned timelines, identifying schedule deviations, and adjusting schedules as needed. It provides tools for Gantt charts, milestone tracking, and critical path analysis to manage project schedules effectively.

6. Risk Management: PMIS assists in identifying, assessing, mitigating, and monitoring project risks. It provides risk registers, risk assessment tools, risk impact analysis, and risk response planning capabilities to proactively manage project risks and uncertainties.

7. Reporting and Analytics: PMIS generates various reports, dashboards, and analytics to monitor project performance, track key performance indicators (KPIs), and communicate project status to stakeholders. It provides insights into project progress, budgetary compliance, resource utilization, and other project metrics.

8. Integration and Customization: PMIS integrates with other enterprise systems and tools such as enterprise resource planning (ERP) systems, customer relationship management (CRM) software, and financial management systems. It also offers customization options to tailor the system to the specific needs and requirements of the organization and its projects.

Elective: Operation Research (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2022	November	Download	Solution
2023	April	Download	Solution
2023	November	Download	Solution
2024	April	Download	Solution
2024	November		Solution
2025	April

Elective: International Finance (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2022	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Brand Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
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2024	November	Download	Solution
2025	April		Solution

Elective: HRM in Global Perspective (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Innovation Financial Service (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
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2025	April		Solution

Elective: Retail Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: Organizational Development (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Project Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: International Marketing (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: HRM in Service Sector Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: Strategic Financial Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Media Planning (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Workforce Diversity (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: Financing Rural Development (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: Sport Marketing (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download
2025	April

Elective: HRM Accounting & Audit (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Indirect Tax (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Marketing of Non-Profit Organization (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April

Elective: Indian Ethos in Management (CBCGS)
Year	Month	Q.P.	Link
IMP Q.			Solution
Obj. Q			Solution
2019	April	Download	Solution
2019	November	Download	Solution
2023	April	Download	Solution
2024	April	Download	Solution
2024	November	Download	Solution
2025	April