Paper/Subject Code: 86008/Finance: Project Management
TYBMS SEM 6:
Financial:
Project Management
(Q.P. April 2023 with Solution)
Note: (1) All questions are compulsory.
(2) Figures to the right indicate full marks.
Q.1. Objective questions:
Q.1 (a) Multiple Choice Questions (Any Eight)
1. project are those in which the ownership is shared by government and by private entrepreneurs.
a. Public
b. Private
c. Joint sector
d. Normal
2. A is a problem scheduled for solution.
a. Project
b. Plan
c. Schedule
d. Workflow
3. In _______ matrix organizations, power and authority are shared between the functional managers and the project managers.
a. Strong
b. Weak
c. Balanced
d. Planned
4. study is used to determine the viability of an idea
a. In deep
b. Feasibility
c. Overall
d. Detail
5. ________ helps to simplify the business processes and make them faster and efficient
a. Information
b. Communication
c. E-commerce
d. Digitalization
6. Product mix is also known as
a. Marketing Mix
b. Product Analysis
c. Product Assortment
d. Product Allotment
7. _______ aid is provided to small as well as medium scale units promoted by eligible entrepreneurs
a. Seed capital
b. Preference shares
c. Subsidies
d. Equity shares
8. To reduce scheduling risk tools such as________ is used
a. Work breakdown
b. Work structure
c. Breakdown structure
d. Work integration
9. Capacity is the ability of a given system to produce _______ within a specific time.
a. Output
b. Product
c. Guidelines
d. Rules
10. Once the initial level of maturity & areas of improvement are identified, _________ provides a roadmap, outlining the necessary steps to take towards project management maturity advancement & performance improvement.
a. Capacity
b. Continuous improvement
c. Procedural
d. PMMM
Q.1 (b) True or False: (7)
1. Profit maximization is the prime objectives of public sector project.
Ans: False
2. A strategic Business Unit is not a functional unit of a business.
Ans: False
3, IRR is the rate of results that a project earns.
Ans: False
4. Time is n is not the most important constraint of any project.
Ans: False
5. Planning is an Iterative process.
Ans: True
6. A feasibility study is used to determine the validity of an idea.
Ans: True
7. Strengths are the competitive advantage one has in the market place.
Ans: True
8. Lean manufacturing originated from the Toyota Production system.
Ans: True
9. Capital notes are one type of debt vehicle.
Ans: True
10. Risk-free rate is the borrowing rate of the investor.
Ans: False
Q. 2 (a) Star Limited is considering the Two mutually exclusive project. Both the project got an useful life of 5 years and the cost of capital is 10%. The initial outlay is Rs. 2,00,000/-. (15)
The future cash inflow of Project I and II are as follows:
|
Year |
Project 1 |
Project 2 |
|
1 |
35,000 |
1,18,000 |
|
2 |
80,000 |
60,000 |
|
3 |
90,000 |
40,000 |
|
4 |
75,000 |
14,000 |
|
5 |
20,000 |
13,000 |
|
Year |
1 |
2 |
3 |
4 |
5 |
|
Discount factor @ 10% p,a, |
0.909 |
0,826 |
0.751 |
0.683 |
0.621 |
You are required to evaluate the project based on NPV.
OR
Q. 2 (b) Discuss various types of organizational structure. (8)
Q. 2 (c) What is the importance of project planning? (7)
Ans: Project planning is crucial for the success of any project, regardless of its size, scope, or complexity. Here are some key reasons highlighting the importance of project planning:
1. Establishing Clear Objectives: Project planning helps define clear and achievable objectives for the project. It allows stakeholders to align their expectations and understand what needs to be accomplished, why it's important, and how success will be measured.
2. Resource Allocation: Planning enables the efficient allocation of resources such as budget, personnel, equipment, and materials. By identifying resource requirements upfront, project managers can ensure that resources are available when needed and avoid bottlenecks or shortages during project execution.
3. Risk Management: Project planning involves identifying potential risks and developing strategies to mitigate or manage them effectively. By anticipating and planning for risks early on, project teams can minimize the impact of unforeseen events and increase the likelihood of project success.
4. Time Management: Planning helps establish realistic schedules and timelines for project activities, milestones, and deliverables. It enables project managers to sequence tasks, allocate sufficient time for each activity, and identify critical path activities to ensure timely completion of the project.
5. Coordination and Communication: Project planning facilitates coordination and communication among team members, stakeholders, and other relevant parties involved in the project. It ensures that everyone is on the same page regarding project goals, responsibilities, deadlines, and expectations, thereby reducing misunderstandings and conflicts.
6. Quality Assurance: Planning allows for the identification of quality standards, metrics, and criteria that need to be met throughout the project lifecycle. By incorporating quality assurance measures into the planning process, project teams can deliver high-quality results that meet or exceed stakeholders' expectations.
7. Cost Control: Effective project planning helps control project costs by estimating budget requirements accurately, monitoring expenditures against the budget, and implementing cost-saving measures when necessary. It enables project managers to track costs, identify cost variances, and take corrective actions to keep the project within budget.
8. Change Management: Project planning provides a framework for managing changes that may arise during project execution. It allows project teams to assess the impact of changes on project objectives, schedules, resources, and risks and make informed decisions about whether to approve or reject changes.
9. Stakeholder Engagement: Planning involves identifying key stakeholders and engaging them in the project planning process. By soliciting input, feedback, and buy-in from stakeholders early on, project teams can build support for the project, address concerns, and foster collaboration throughout the project lifecycle.
Q.3 (a) Calculate the e degree of operating leverage, degree of financial leverage and the Degree of degree of combined leverage for both the firms and give your opinion on the same: (15)
|
Firms |
ABC |
B Ltd |
|
Sale (Rs.) |
3,60,000 |
750,000 |
|
Variable cost unit (Rs.) |
20 |
150 |
|
Fixed Cost |
72,000 |
140,000 |
|
Output (Rs.) |
6,000 |
1500 |
|
Interest |
40,000 |
80,000 |
OR
Q. 3 (b) Discuss the importance of Project Feasibility Study.
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 (c) Explain in detail 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:
- Defining Objectives: What do you want to achieve with the analysis? Identify areas for improvement or validate existing strategies.
- Data Collection: Gather information on sales figures, profit margins, customer demographics, and competitor offerings.
- Evaluation: Analyze the product mix based on width, length, depth, and consistency. Identify strengths, weaknesses, and opportunities.
- 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 (a) Following is the Balance sheet of Summer Ltd as on 31 March, 2021
|
Liabilities |
Rs. |
Assets |
Rs, |
|
50,000 Equity shares of Rs. 20 each |
10,00,000 |
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 Inst 3 years have been as follows:
1. For the year ended 31/03/2019 Rs. 5,44,000
2. For the year ended 31/03/2020 Rs. 7,32,000
3. For the year ended 31/03/2021 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.
OR
Q. 4 (b) Discuss in detail Project Management Maturity Model
Ans: The project audit life cycle involves a series of phases aimed at evaluating and improving the performance of a project throughout its lifecycle. These phases typically include:
1. Initiation: In this phase, the need for a project audit is identified, and the objectives, scope, and criteria for the audit are defined. Key stakeholders are identified, and roles and responsibilities for conducting the audit are established. The initiation phase sets the foundation for the audit process.
2. Planning: During the planning phase, a detailed audit plan is developed. This plan outlines the specific activities, resources, and timelines required to conduct the audit effectively. It includes defining audit procedures, determining the audit team composition, scheduling audit activities, and allocating resources. The planning phase ensures that the audit is well-organized and focused on achieving its objectives.
3. Execution: The execution phase involves carrying out the audit activities as outlined in the audit plan. This includes collecting data, reviewing project documentation, conducting interviews with project team members and stakeholders, and performing analysis to assess project performance against predetermined criteria. The audit team gathers evidence to evaluate the project's adherence to processes, standards, and best practices.
4. Reporting: In the reporting phase, the findings of the audit are documented and communicated to relevant stakeholders. A comprehensive audit report is prepared, which includes an overview of the audit process, a summary of findings, analysis of strengths and weaknesses, identification of areas for improvement, and recommendations for corrective actions. The report may also include supporting evidence and data collected during the audit.
5. Follow-up: The final phase of the project audit life cycle involves following up on the implementation of corrective actions based on the audit findings and recommendations. Project stakeholders track progress on addressing identified issues, monitor the effectiveness of corrective measures, and ensure that improvements are implemented successfully. Follow-up activities may include conducting additional audits to verify compliance and performance improvements.
Q. 4 (c) What is project audit life cycle? Explain its phases.
Q. 5 (a) Case Study Moon Ltd. intends to invest in a project where-in the capital investment would be to the extent of Rs. 5,000 lakhs depreciable equally over five years. The tax rate applicable to the company is 30%. It is considering availing a five year term loan from XY Bank Ltd. to the extent of 70% of the project cost. The principal amount of this loan would be repayable equally along with interest payable on reducing balance. The interest rate would be 9% per annum. The projected earnings before interest and tax for the next five years are - Rs. 1,120 lakhs, Rs. 1,260 lakhs, Rs. 1,400 lakhs, Rs. 1,470 lakhs and Rs. 1,610 lakhs. You are required to prepare: (15)
a) Income statement for the 5 years.
b) Amortization schedule for loan.
c) Calculate debt service coverage ratio and interest coverage ratio for the above 5 years.
Solution: Amortization Schedule for Loan
|
Years |
Principal Install. |
Interest @ 9% |
Principal Instalment |
Loan Install. (Prin. Inst + Interest) |
Principal (Closing) |
|
1 |
3500 |
315 |
700 |
1015 |
2800 |
|
2 |
2800 |
252 |
700 |
952 |
2100 |
|
3 |
2100 |
189 |
700 |
889 |
1400 |
|
4 |
1400 |
126 |
700 |
826 |
700 |
|
5 |
700 |
63 |
700 |
763 |
NIL |
Income
Statement:
|
Particulars |
1 |
2 |
3 |
4 |
5 |
|
EBIT |
1120 |
1260 |
1400 |
1470 |
1610 |
|
Less Interest |
315 |
252 |
189 |
126 |
63 |
|
EBT |
805 |
1008 |
1211 |
1344 |
1547 |
|
Less: Tax @ 30% |
241.5 |
302.4 |
302.4 |
403.2 |
464.1 |
|
EAT |
563.5 |
705.6 |
847.7 |
940.8 |
1082.9 |
Calculate debt service coverage ratio:
Debt service coverage ratio: EBDIT / Loan Instalment
|
Years |
EBDIT/ Loan Intal. |
DSCR |
|
1 |
2120/ 1015 |
2.088 |
|
2 |
2160 / 952 |
2.3739 |
|
3 |
2400 / 889 |
2.6996 |
|
4 |
2470 /826 |
2.9903 |
|
5 |
2610 / 763 |
3.4207 |
Calculate interest coverage ratio :
|
Years |
EBIT/ Interest |
DSCR |
|
1 |
1120/ 315 |
3.56 |
|
2 |
1160 / 252 |
5 |
|
3 |
1400 / 189 |
7.40 |
|
4 |
1470 /126 |
11.67 |
|
5 |
1610 / 63 |
25.56 |
Q. 5 (b) Short Notes (Any Three): (15)
1) Types of Risks in Projects
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.
2) 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.
3) Lean manufacturing.
Ans: Lean manufacturing is a production methodology focused on eliminating waste and maximizing efficiency in manufacturing processes. Originally derived from the Toyota Production System, lean manufacturing emphasizes continuous improvement, respect for people, and the pursuit of perfection. It involves streamlining operations by identifying and eliminating non-value-added activities, reducing inventory levels, optimizing workflow, and empowering employees to contribute ideas for improvement. By emphasizing efficiency and quality while minimizing waste, lean manufacturing enables organizations to deliver products to customers faster, at lower costs, and with greater flexibility to adapt to changing market demands.
4) Capacity planning.
Ans: Capacity planning involves determining the production capacity needed by an organization to meet changing demands for its products or services. It aims to ensure that an organization has enough capacity to meet current and future needs efficiently. This process involves forecasting demand, assessing current capacity, identifying gaps, and implementing strategies to address those gaps, such as hiring additional staff, investing in new equipment, or optimizing existing resources. Capacity planning is crucial for maximizing productivity, minimizing costs, and maintaining competitiveness in the market.
5) 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. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2022 | November | ||
2023 | April | ||
2023 | November | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: International Finance (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2022 | November | Solution | |
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Brand Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April | Solution | |
Elective: HRM in Global Perspective (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April | ||
Elective: Innovation Financial Service (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | Solution | |
2024 | April | ||
2024 | November | Solution | |
2025 | April | Solution | |
Elective: Retail Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April | ||
Elective: Organizational Development (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Project Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | Solution | |
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: International Marketing (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: HRM in Service Sector Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Strategic Financial Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Media Planning (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Workforce Diversity (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Financing Rural Development (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: Sport Marketing (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2023 | April | ||
2024 | April | ||
2024 | November | ||
2025 | April |
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Elective: HRM Accounting & Audit (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Indirect Tax (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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| Solution |
2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | Solution | |
2024 | November | Solution | |
2025 | April |
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Elective: Marketing of Non-Profit Organization (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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| Solution |
Obj. Q |
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2019 | April | Solution | |
2019 | November | Solution | |
2023 | April | Solution | |
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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Elective: Indian Ethos in Management (CBCGS) | |||
Year | Month | Q.P. | Link |
IMP Q. |
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Obj. Q |
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2019 | April | ||
2019 | November | ||
2023 | April | ||
2024 | April | ||
2024 | November | Solution | |
2025 | April |
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