ITC505 ICT Project Management

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School of Computing and Mathematics
Examination SESSION # (#0), 20XX
ITC505 ICT Project Management SAMPLE PAPER
This paper is for Distance Education (Distance), Port Macquarie, Study Centre Sydney,
Study Centre Brisbane and Study Centre Melbourne students.
No calculator is permitted
No dictionary permitted
The student may NOT retain the question paper

WRITING TIME:2 hours plus 10 minutes reading time
Writing is permitted during reading time

1 x 12 page answer booklet
(No electronic aids are permitted e.g. laptops, phones)
VALUE: 50%
1. Answer all questions.
2. All answers are to begin on a new page of the answer booklet
STUDENT NAME: _____________________________ STUDENT ID: _________________
SIGNATURE: _______________________________________________________________
CALCULATOR USED (IF ANY): ________________________________________________
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Explanation Notes for this SAMPLE PAPER ONLY
This indicative sample exam paper reflects the structure and content that might reasonably
be expected in this subject. The questions contained in this Sample Exam paper will not
appear in any future exam.
Prior to Second Session 2019, the exam structure is very different and contents covered do
not apply to the current subject. Past Year Papers do not apply and may confuse you on
what you need to prepare for the exam. It was also a different text book.
Please note that the examinable chapters for this subject is stated clearly in the Subject
Outline of the session (under the Exam section). This may change over sessions.
Examination Guidance will highlight this.
Marks per sub section in each question may vary in the actual examination.
Q1 Part A may be 5 marks, Part B may be 20 marks
In another exam,
Q1 Part A may be 10 marks, Part B may be 15 marks
These marks vary according to the type of question asked.
However, each question will always add to a total of 25 marks.
The exam is 50% of course grade.
Sample Solutions and Marking Guide appear at the end of the questions.
In this sample paper, the following chapters are covered.
All pages in the following chapters (these chapters refer to the current edition of the
Chap. 4: Organisational Capability: Structure, Culture & Roles
Chap. 5: Leading and Managing Project Teams
Chap. 6: Stakeholder Analysis & Communication Planning
Chap. 11: Project Risk Planning
Chap. 12: Project Quality Planning & Project Kickoff
Chap. 13: Project Supply Chain Management
Chap. 14: Determining Project Progress & Results
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Question 1 (25 marks) ok
Refer to the Agile Project diagram below.
This is a Software Project that will create a new database. When the database is complete, it
is to be linked to the existing Accounting database.
A. The Project Manager has made mistakes in the diagram. Can you re-draw the correct
Agile process – clearly labelling all the processes. ( 9 marks)
B. Describe the four types of culture that are the motivating factors in corporate culture.
(16 marks)
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Question 2(25 marks)
Explain briefly each of the following terms in Project Management.
A. Project Crashing
( 5 marks)

B. Rolling Wave Planning (10 marks)
C. SWOT analysis (10 marks)
Question 3 (25 marks)
Aussie Sports Manufacturing wants to create a stakeholder relationship between the dealers
that sells its sporting equipment and the sporting group community. Both organisations have
agreed to this relationship. You have been made the Project Leader to bring these
stakeholders together for the first event.
A) What are the three important steps you would need to take to ensure this project
can be successful?
(10 marks)
B) The Project Owner has designated you to celebrate success together. What does this
mean? [Your company has not sold a single item of sporting equipment.]
(15 marks)
Question 4 (25 marks)
Project Risk Planning is essential to ensure the project can be executed successfully.
A. Explain how and what happens in the process of information gathering.
(10 marks)
B. Describe how you can use a fishbone diagram effectively.
(15 marks)
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DI/HDAnswer should be very close to the specimen answer
Award 80-100% of
the mark, rounded
CRHave used own words that may not be an exact word as
stated in the sample answer.
Award 65-80% of
the mark, rounded
PSAnswer provided is among many other unrelated topic or
keywords. Student merely writes as much as possible and the
right word (or words) resembling answer is included.
Award 50-65% of
the mark, rounded
FLNo answer or answer totally different from sample answerAward 0-49% of the

Question 1
A. There should be no changes to the first diagram (Database Creation)
Just the drawing of a single diagram alone (Linking Database to
Accounting) would also be correct.
After testing, it should proceed to a demo (either online or stand up) and
then going into deployment or into another session of planning. This is
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another sprint cycle. There should be no short cut from Test to
B. Power Culture : this is when the supervisor exerts a great deal of economic
and political power and everyone tries to please the boss.
Role Culture : Every team member is motivated to understand and closely
follow their appointed roles. Reliable team members follow formal
designations of responsibility.
Task Culture : This is where the supervisor deems that it is more important
to get the task done than to worry about who does the work or who gets
Personal Culture : Team members show genuine interest in the needs of
workers and consider worker development as critical to the organisation’s
success and display an attitude that collaboration is satisfying and
Question 2
A) Project crashing involves projects performed at a faster-than-normal pace. This leads
to overtime pay, could also include higher charges for expedited deliveries, more
expensive machinery or employing more skilled people.
B) Rolling Wave Planning – the first part of the project is planned in great detail and the
rest/remainder of the project in high level detail only. This allows the project team to
focus on the near term without ignoring the longer term.
C) SWOT stands for strengths, weaknesses, opportunities and threats. This is a detailed
analysis of the project’s and its management. Risks can be both threats to overcome
and opportunities to exploit.
Question 3
A) Establishing this relationship early is vital. It helps create desire on the part of
stakeholders to give positive support, or at least, refrain from disrupting the project.
Early building or relationships assist in positively shaping the social and political
context (eg. social = project acceptance; political incl. franchising, branding), This will
lead to success.
It also serves as stakeholder communication.
The effective communication channels will greatly enhance the contact with key
project stakeholders.
B) Regularly celebrating success can be interpreted in a number of ways: it is education
based (project progress updating), talking about how needs are addressed along the
way (so that stakeholders are more likely to feel that their expectations (feedback) are
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in line with project team plans. Or it can come from stakeholders will be able to gauge
often if their input has been meaningful and useful and whether they have been
translated into project successes. The development of trust, respect is a goal that
must continue throughout initiated by the Product Owner.
Question 4
A) The project manager (or the representative) acts as a facilitator. This can be a
brainstorming technique providing answers to “what can go wrong”. This question is
asked in every aspect of the work breakdown structure (WBS). It is repeated for every
activity and everyone identified in the WBS. It is then recorded for further processing
of risks during the analysis stage.
B) A fishbone diagram is used to identify possible causes for a risk event. An example:
In a line on “Late Delivery”, a number of off-the-main line could be machines, people,
methods and materials. In the fishbone line on machines, it could be “not working” or
“not available” and in the line on people, it could be “untrained” or “over allocated”. If
an example is provided, this should correctly illustrate the point of possible causes.

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