PRM150S – Project Management 1 Study Notes & Past Papers (CPUT)

PRM150S: Project Management 1 is typically assessed through a mix of short concepts, process-based long questions, and scenario-style “apply the theory” tasks. This study guide is written to help you systematically master the core project management knowledge areas you are likely to see in CPUT-style examinations: initiation, planning, scheduling, cost/budgeting, risk, procurement, quality, monitoring & evaluation (M&E), and basic governance/controls. It also includes exam-style question practice that mirrors how past papers tend to ask for definitions, steps, and applied calculations.

Throughout the guide, you’ll find practical frameworks, worked mini-examples, and “what the marker wants” cues—so you can move from understanding to exam performance.

Section 1: Project Management Foundations (CPUT PRM150S) — Definitions, Roles, and the Project Life Cycle

A strong PRM150S exam performance starts with clean foundations: definitions, the project life cycle, and the roles of stakeholders. Many exam questions reward clarity and structure more than “deep theory.” This section focuses on the basics that are repeatedly tested across South African universities, including CPUT (Cape Peninsula University of Technology) Project Management study material aligned to PRM150S expectations.

1.1 What Is a Project? What Is Project Management?

Project

A project is a temporary endeavor undertaken to create a unique product, service, or result. “Temporary” does not mean quick; it means the project has a defined start and end. “Unique” is what distinguishes projects from routine operations.

Common exam phrasing:

“A project is a temporary endeavour…”
“It has a defined start and finish…”
“It produces a unique output…”

Project Management

Project management is applying knowledge, skills, tools, and techniques to project activities to meet project requirements. This includes balancing the triple constraint:

Scope (what must be delivered)
Time/Schedule (when deliverables must be produced)
Cost (how much budget must be spent)
Plus other constraints that often appear in answers:
Quality (fitness for purpose)
Risk (uncertainty management)
Resources (people, equipment, materials)

Marker-friendly statement:

Project management is about achieving objectives by managing scope, time, and cost—while controlling quality, risks, and resources.

1.2 The Project Life Cycle (Initiation → Planning → Execution → Monitoring & Control → Closure)

Most CPUT-style questions expect you to explain a life cycle and show how management activities change as the project progresses.

A typical life cycle includes:

Initiation
- Identify the need/problem/opportunity.
- Define high-level objectives.
- Identify stakeholders.
- Produce a basic business case/project charter (depending on your module depth).
Planning
- Breakdown work into activities.
- Build schedule (often using Gantt charts or networks conceptually).
- Estimate resources and costs.
- Plan risk responses.
- Define quality criteria.
- Plan communication and procurement.
- Develop baselines (time and cost targets) for control.
Execution
- Perform the work.
- Allocate resources.
- Coordinate stakeholders.
- Manage procurement and vendor performance.
- Ensure quality work is delivered.
Monitoring & Controlling
- Track performance against baselines.
- Manage changes.
- Control risks.
- Report progress.
- Correct course to keep objectives reachable.
Closure
- Finalize deliverables.
- Obtain acceptance/sign-off.
- Release resources.
- Conduct lessons learned.
- Close contracts and administrative closure.

Why this structure matters for exams

Examiners often want the student to show:

you know what happens in each phase,
you know inputs and outputs,
you understand that monitoring/controlling is continuous (not only at the end),
you can connect decisions made in planning to the control actions later.

1.3 Stakeholders and Their Influence

Stakeholder definition

A stakeholder is any person, group, or organization that can affect the project or can be affected by the project.

Common stakeholder groups in projects:

Project sponsor (funds/authorises)
Project manager (leads planning and delivery)
Team members (execute work)
Customers/users (need the deliverables)
Contractors/vendors (deliver goods/services)
Regulators/authorities (compliance)
Community/public (impacted externally)

Stakeholder engagement (typical exam angle)

You may be asked to describe:

how stakeholders are identified,
how you determine their power/interest,
what strategies you use for different stakeholder categories.

A common approach (often taught in introductory project management courses) is the power/interest grid:

High power, high interest: manage closely; involve frequently.
High power, low interest: keep satisfied; minimal effort but avoid surprises.
Low power, high interest: keep informed; ensure frequent communication.
Low power, low interest: monitor; limited communication.

Concrete example (typical in scenario questions)

A project to renovate a public facility:

Regulators have high power (approvals, compliance).
Users/community have high interest (impact on their daily access).
Contractors have high influence during execution, but lower policy power.

An exam might ask: “Classify stakeholders and recommend communication approaches.”

You would answer with categories and explain frequency and method (meetings, reports, signage, consultations).

1.4 Project Governance and Management Controls (Basic CPUT Level)

Even at first-level modules, you should show understanding of project governance and why controls matter.

Governance can be described as:

the framework of roles, responsibilities, approval processes, and decision-making rules
mechanisms to ensure the project stays aligned to organizational goals
escalation procedures for issues and change requests

Examples of control mechanisms:

Baselines (approved scope/time/cost targets)
Change control (requests must be evaluated)
Progress reporting (status reports, meeting minutes)
Risk register and updates
Quality checks and inspections
Performance metrics (even if you don’t calculate advanced EVM, you still explain what is tracked)

1.5 Key Terms You Must Know for PRM150S

These terms often appear as definition questions:

Deliverable: measurable output (e.g., “training manual”, “road section completed”)
Milestone: significant point in schedule (e.g., “design approved”, “prototype delivered”)
Scope: boundaries of what is included/excluded
Assumption: something considered true for planning
Constraint: limiting factor (e.g., fixed budget, deadline)
Risk: uncertain event that may affect objectives
Issue: an event that has already happened or requires immediate action

1.6 Past-Paper Style Practice (Section 1)

Below are exam-style questions you can practise. The focus is on definitions, life cycle phases, and stakeholders—common early PRM150S assessment areas.

Question Set A (Concept + Short Answer)

Define a project and explain why it differs from routine operations.
Explain the purpose of project initiation. Mention at least three outputs or actions.
What is meant by the triple constraint? Provide an example showing how a change in one affects the others.
List five stakeholders in a typical community infrastructure project and give one likely interest for each.
Distinguish between an assumption, a constraint, and an issue.

Question Set B (Scenario)

Scenario: A municipality plans a project to install water meters in 5,000 households in a community.

Identify at least six stakeholders and classify them by interest/power (you may justify in words).
Describe what should be done during planning to prepare for execution. Give at least five planning activities.

How to answer (exam technique):

Use headings or bullet points.
Link your answer to the phase (initiation/planning/execution/monitoring/closure).
For scenarios, use numbers and details from the scenario rather than generic statements.

Section 2: Scope, Work Breakdown Structure (WBS), Scheduling, and Quality Planning — The “How Do We Deliver?” Core

After foundations, the exam usually moves into how projects are structured and controlled. In PRM150S, scope management and planning artifacts like WBS and Gantt charts are commonly tested, along with quality planning basics.

2.1 Scope Management: Scope Definition, Work Packages, and Boundaries

Scope definition

Scope describes what work will be done and what deliverables will be produced. A well-defined scope reduces rework and helps change control.

Exam tasks often require you to explain:

scope definition (what is included),
scope verification (confirming deliverables meet expectations),
scope control (preventing uncontrolled expansion).

Work package

A work package is a manageable set of work at the lowest level in a WBS, used for scheduling/costing and accountability.

Marker point: A good answer should show that work packages are:

specific,
assignable to a responsible person/team,
measurable enough to track completion.

2.2 Work Breakdown Structure (WBS)

A Work Breakdown Structure is a hierarchical decomposition of the total project scope into smaller components: deliverables → work packages → activities.

How WBS is used

Helps clarify deliverables.
Makes scheduling and costing more systematic.
Supports risk identification per work package.
Enables performance tracking.

Example WBS (textual, exam-friendly)

Project: “Develop and install solar street lighting for a campus car park.”

Top-level deliverables (example):

Project management and coordination
Site survey and design
Procurement of solar panels and poles
Installation and electrical integration
Testing, commissioning, and training
Closeout and documentation

Work packages might include:

3.1 Vendor sourcing
3.2 Purchase order processing
4.1 Trenching and cable laying
4.2 Pole installation
4.3 System connections
5.1 Performance testing
5.2 Training maintenance staff

This is exactly the kind of decomposition the exam expects: a clear hierarchy.

2.3 Activity Definition and Sequencing

After WBS, you define:

activities (what you do to produce work packages),
dependencies (what must happen first).

Common dependencies:

Finish-to-start (FS): Activity B starts after A finishes.
Start-to-start (SS): B can start when A starts.
Finish-to-finish (FF): B can finish when A finishes.
Start-to-finish (SF): rare in practice; still mention conceptually if needed.

Exam technique

If asked for sequencing:

mention dependencies,
state why the dependency exists (technical, resource, compliance),
show logical order.

2.4 Scheduling: Gantt Charts, Milestones, and Critical Thinking

Gantt chart basics

A Gantt chart visually shows:

activities on the vertical axis,
time on the horizontal axis,
start and end dates for each activity.

Students often lose marks by not including:

sequencing logic,
milestones,
resource constraints (even if basic).

A marker-friendly approach:

include at least 6–10 activities for a scenario (not only 2–3),
identify at least 3 milestones.

Simple scheduling logic example (with consistent numbers)

Scenario: A PRM150S-style building project begins on 1 June 2026. Key tasks:

Site preparation: 10 days
Foundation construction: 15 days
Wall construction: 20 days (depends on foundation completion)
Electrical rough-in: 12 days (can overlap with early wall stage, assume starts after 50% of wall work)
Finishing works: 18 days (depends on electrical rough-in completion)

A typical exam answer may create a timeline table or narrative:

Site preparation starts 1 June, ends 10 June
Foundation starts 11 June, ends 25 June
Wall construction starts 26 June, runs 20 days to 15 July
Electrical rough-in starts when wall is 50% complete: 10 days into wall work → 5 July, finishes 16 July
Finishing starts after electrical: 17 July, ends 3 August

Even if your module does not demand formula calculations, a consistent timeline demonstrates understanding.

2.5 Critical Path (Conceptual Level)

If your past papers include network diagrams, you should at least know:

critical path is the longest sequence of dependent activities determining project duration,
activities on the critical path have zero slack (delaying them delays the project).

Even without advanced computation, you can reason:

“If Activity X is delayed and it’s on the critical path, the project completion date moves.”

2.6 Quality Planning: Quality Assurance vs Quality Control

Students often confuse these.

Quality assurance (QA): systematic planned activities to ensure quality is built into the process (prevention).
Quality control (QC): checks/inspections/tests to verify whether deliverables meet standards (detection).

Example QA/QC in a software/reporting project

QA: develop coding standards, require peer reviews, define documentation templates.
QC: run testing, check deliverables against acceptance criteria.

Acceptance criteria and standards

A question may ask: “How do you ensure deliverables meet quality?”

An answer should mention:

clearly defined standards/requirements,
planned inspections/tests,
documented evidence (test reports, checklists, sign-off),
corrective action when nonconformities occur.

2.7 Quality Tools (Intro Level)

Even if you don’t use advanced statistical tools, you can mention:

checklists,
inspection plans,
sampling concepts (basic),
root cause thinking (basic).

Root cause example (construction):

Defect: uneven tile layout.
Investigation: check subfloor leveling process.
Corrective action: improve leveling verification steps (QA) and add QC inspection before installation.

2.8 Past-Paper Style Practice (Section 2)

Question Set A (Short/Structured Answers)

Explain the purpose of a Work Breakdown Structure.
Provide a WBS outline for a campus events project (choose a top-level deliverables list and break it into at least 8 work packages).
Distinguish between activity and milestone.
What is the difference between quality assurance and quality control? Give an example for each.

Question Set B (Application Scenario)

Scenario: You are assigned to manage a project to produce and distribute student study packs.

Build a WBS with at least 5 deliverables and at least 10 work packages.
Propose at least 3 milestones and explain what evidence would confirm each milestone.
Create a simple schedule narrative using dependencies:
- content writing,
- printing,
- packing,
- distribution.

How to score well: Use numbered lists, clear hierarchy (deliverable → work package), and link quality control actions to acceptance criteria.

Section 3: Costing, Budgeting, Risk Management, and Change Control — Managing Uncertainty and Money

This section targets another major exam theme: how you estimate and manage costs, how you handle risk, and how change control protects the project from chaos. PRM150S exams commonly include scenario-based budgeting questions, qualitative risk ranking, and “what should you do” change responses.

3.1 Cost Estimation Fundamentals (Direct and Indirect Costs)

Direct costs

Direct costs are directly attributable to project work, commonly including:

labour for delivery tasks,
materials,
equipment usage,
subcontractor costs.

Indirect costs

Indirect costs support the project but are not tied to one specific task, such as:

project overhead,
administrative costs,
site management,
utilities.

Contingency and contingency logic

A common beginner-level concept:

Contingency is money reserved for identified risks (often based on likelihood and impact).
It protects the budget from uncertain events.

Be consistent: if you allocate contingency as a percentage or fixed amount, keep that same method within a given question.

3.2 Budgeting and Cost Baselines

A budget is the planned distribution of costs over time or components. A cost baseline is the approved budget plan used for comparison during control.

Exam question angle:

“Why do we need a cost baseline?”
“How do we manage cost overruns?”

Answer points:

Baseline enables variance measurement (planned vs actual).
Cost control triggers corrective actions when deviations occur.

3.3 Simple Cost Calculation Example (Exam-Friendly)

Scenario: A project has the following estimated costs:

Labour: R120,000
Materials: R55,000
Equipment rental: R15,000
Subcontractors: R40,000

You want total direct cost.

Direct cost = 120,000 + 55,000 + 15,000 + 40,000
Direct cost = R230,000

If the project also includes:

Project management overhead: R25,000
Then total planned cost (before contingency) = 230,000 + 25,000 = R255,000

If contingency is 10% of direct cost (as an example method):
Contingency = 10% × 230,000 = R23,000

Total project budget = 255,000 + 23,000 = R278,000

You could be asked to:

compute totals,
explain what contingency is for,
discuss whether contingency should be spent on any issue or only risk events.

3.4 Cost Control: Variance and Corrective Action (Qualitative + Basic Quant)

Even if the module does not demand complex earned value, you still should mention:

measuring planned vs actual spend,
identifying causes of variances,
approving corrective actions,
updating forecasts with management approval.

Typical causes of cost variance:

scope creep,
inaccurate estimation,
procurement delays,
rework due to quality issues,
resource inefficiencies.

A strong answer explains that cost control is not only “cut spending”—it can also include:

renegotiating vendor terms,
adjusting schedule to reduce idle time,
redesigning tasks to improve efficiency,
revising contingency based on risk status.

3.5 Risk Management: Risk Identification, Analysis, Response Planning, Monitoring

A basic risk management cycle:

Identify risks
Analyse risks (likelihood/impact)
Plan responses (avoid, mitigate, transfer, accept)
Implement responses
Monitor and control (update risk register)

Risk register

A risk register usually includes:

Risk description
Category (technical, financial, schedule, stakeholder, external)
Likelihood (e.g., low/medium/high)
Impact (e.g., low/medium/high)
Risk owner (who manages it)
Response strategy
Target date
Status updates

Likelihood × Impact (qualitative scoring)

Even with qualitative values, you can form a risk score:

Low likelihood × High impact may still be significant.
High likelihood × High impact is urgent.

If your course uses a 1–5 scale, keep it consistent in calculations. Many PRM150S tasks focus more on ranking than formula intensity.

3.6 Risk Response Strategies

Common response strategies:

Avoid: eliminate the risk cause.
Mitigate: reduce likelihood and/or impact.
Transfer: shift impact to a third party (insurance, contract terms).
Accept: acknowledge risk; prepare contingency plan if it occurs.
Exploit/Enhance for positive risks (opportunities) — less emphasized in “Project Management 1” but sometimes included.

Example risk responses (construction/ICT style)

Risk: Materials delivery delays.

Avoid: order early and pre-qualify suppliers.
Mitigate: keep buffer stock or alternative suppliers.
Transfer: use contracts with delivery penalties/requirements.
Accept: plan schedule float and allow resequencing.

Risk: Contractor quality failure.

Mitigate: include QC inspections and acceptance tests.
Transfer: warranty clauses.
Avoid: assess contractor competence before awarding.

3.7 Monitoring Risks

Risks are not “one-time tasks.” You should:

review risk register regularly,
track leading indicators,
update likelihood/impact,
close risks when resolved.

3.8 Change Control: Scope/Time/Cost Stability

Change control answers exam questions like:

“What is a change request?”
“Why do we need change control?”
“How do we approve changes?”

Change request process (basic)

Receive/record change request
Analyse impact (scope, time, cost, quality, risk)
Review by approval authority (project sponsor/steering committee)
Approve/reject or request revision
Implement change (update plans)
Communicate to stakeholders
Record lessons and update baseline (if approved)

Why change control matters

Without change control:

scope creep becomes “normal,”
budgets become unreliable,
delays cascade,
quality suffers due to rushed modifications.

3.9 Worked Change Scenario Example (Consistent Numbers)

Scenario:
A project budget is R278,000 (from the cost example above). Planned schedule completion is 12 weeks. A new requirement adds extra tasks estimated at:

additional materials: R8,000
additional labour: R12,000
Total additional direct cost = R20,000

Suppose overhead stays the same but contingency must be used only for risk events, not normal scope expansion. Therefore the change requires sponsor approval and likely reduces scope/time alternatives.

A strong exam answer would say:

the change impacts cost by R20,000,
you must update baseline and schedule,
you must evaluate options: reject, revise scope, value-engineer, or approve with adjusted budget/time,
contingency cannot be used unless this risk event is actually realized.

3.10 Past-Paper Style Practice (Section 3)

Question Set A (Risk)

Define risk and distinguish it from an issue.
List at least four steps in risk management.
For a scenario where a project depends on a late vendor shipment, identify:
- two risks,
- likelihood and impact categories,
- response strategies (avoid/mitigate/transfer/accept).

Question Set B (Costs + Change Control)

Scenario: A student training workshop project has a planned total budget of R278,000. During delivery, a stakeholder requests additional training modules costing R6,000 in materials and R9,000 in labour (total R15,000).
4. Calculate the revised budget if the change is approved.
5. Explain why contingency should not be used for normal scope expansion.
6. Outline the steps you would follow to process the change request.

Answer checking arithmetic: Revised budget = 278,000 + 15,000 = R293,000.

Section 4: Procurement, Quality Assurance, Communications, and Monitoring & Evaluation (M&E) — Delivering and Reporting What Matters

Intro project management modules often integrate procurement, communications planning, and monitoring & evaluation. This section focuses on who to communicate with, how to report, how to manage vendors, and how M&E supports decision-making.

4.1 Procurement Basics: Make or Buy and Contractor Management

Procurement definition

Procurement is the process of obtaining goods, services, or works from external sources.

Typical procurement decisions:

Make or buy (in-house vs outsourced)
Selecting suppliers/contractors
Contracting and performance monitoring

Procurement planning (what markers expect)

A procurement plan should consider:

required goods/services and quantities,
timelines aligned to project schedule,
selection criteria for vendors,
contracting strategy,
delivery terms (lead times, penalties, warranties),
quality requirements and inspection points.

4.2 Vendor Selection: Criteria and Risk Reduction

Selection criteria can include:

cost/price,
delivery reliability/lead time,
quality record,
capacity and experience,
compliance with standards,
after-sales support.

Risk reduction strategies:

pre-qualification,
trial deliveries or references,
contract clauses requiring performance evidence.

4.3 Contract Types (Intro Level)

You might be asked to distinguish contracts conceptually. Common types include:

Fixed price: vendor delivers at agreed price; vendor bears many cost risks.
Time and materials: costs based on time and materials used; customer bears uncertainty.
Cost-plus: customer pays vendor costs plus a fee; risk is higher for buyer if not controlled.

At PRM150S level, exam answers should focus on:

which party carries risk,
why contract type matters for budget control.

4.4 Communications Management: Information Flows and Stakeholder Needs

Communication is not just “sending updates.” It’s structured planning:

who needs what information,
how often,
in what format,
by what channel,
and who is responsible for sending it.

Types of project communication

Status reports (progress vs plan)
Issue logs and escalation communications
Change requests
Risk updates
Meeting minutes
Project dashboards or summaries
Stakeholder briefings

Communications matrix (common exam concept)

A communications matrix could include:

Stakeholder
Information needed
Frequency
Format
Owner

4.5 Example Communications Plan (Practical)

Scenario: A project manager must report to:

sponsor,
community representative group,
project team,
suppliers.

A good communications plan includes:

Weekly internal team meeting (progress, issues)
Bi-weekly sponsor report (KPIs, budget status, risks)
Monthly community meeting (impact updates)
Procurement updates tied to delivery milestones

Exam tip: Mention content categories:

progress,
cost,
schedule,
quality,
risks,
decisions/approvals needed.

4.6 Monitoring and Evaluation (M&E): Why It Exists

M&E helps the project:

measure progress,
verify deliverables,
track outcomes/benefits,
ensure accountability and learning.

A simplified framework:

Monitoring: ongoing tracking of activities/outputs.
Evaluation: periodic assessment of outcomes and overall effectiveness.

Outputs vs outcomes (often tested)

Output: direct deliverable produced (e.g., “training delivered”).
Outcome: change resulting from output (e.g., “participants can apply the skills”).

An exam might ask you to:

state indicators,
describe how to collect data,
explain how to use findings.

4.7 Indicators and Data Collection (Intro Level)

An indicator should be:

measurable,
linked to objectives,
realistic to collect.

Example (training project):

Output indicator: “Number of training sessions completed” (count)
Outcome indicator: “Percentage of participants achieving competency test pass mark” (percentage)

Data collection methods:

attendance registers,
test scores,
feedback forms,
observation checklists,
document review.

4.8 Quality in Procurement and Delivery (Integration)

Quality is not only internal; it extends to procurement:

specification requirements,
acceptance tests,
inspection on delivery,
vendor nonconformance management.

A strong answer connects:

procurement planning → contract quality requirements → receiving inspection → acceptance.

4.9 Past-Paper Style Practice (Section 4)

Question Set A (Communications and M&E)

Explain the purpose of a communications plan.
Describe the difference between monitoring and evaluation.
Provide two examples of output indicators and two outcome indicators for a project delivering training.

Question Set B (Procurement Scenario)

Scenario: A project requires a contractor to install electrical systems. The contract includes delivery dates and quality requirements.

List five procurement planning activities.
Explain how you would manage contractor performance if installation quality problems occur.
Outline an escalation pathway for serious issues (e.g., defects affecting safety).

Section 5: Exam Past-Paper Practice for PRM150S — Structured Answers, Calculations, and Scenario Reasoning

The final section is built for exam readiness: how to write answers that match how PRM150S papers are marked. It includes full practice sets, model answer structures, and additional drills targeting frequent question types.

It also includes an “assessment strategy” that helps you use your time effectively: start with definitions, then apply frameworks, then use consistent calculations where required.

5.1 How PRM150S Questions Are Usually Marked

While different papers vary, typical grading rewards:

Correct definitions (usually short)
Ordered processes (initiation/planning/execution/monitoring/closure)
Correct use of terms (deliverable, milestone, WBS, risk owner)
Applied scenario reasoning (stakeholders, communication, change impacts)
Correct arithmetic in cost questions

A common marking approach:

Part marks for listing required items.
Part marks for justification or explanation.
Higher marks for completeness and coherence.

5.2 Writing High-Scoring Answers: The PRM150S Template

Use a simple template:

Define key terms (1–2 sentences).
List steps or components (bullets/numbered list).
Apply to the scenario (use scenario details).
Conclude with decision or recommendation.

Example for risk questions:

Risk identification → risk register entry.
Qualitative risk analysis (likelihood/impact).
Response strategy.
Monitoring plan.

5.3 Practice Paper Set 1: Core Concepts (No heavy calculations)

Question 1: Define and Explain (Short)

a) Define a project and project management.
b) Explain the project life cycle and briefly state one activity for each phase.

Model answer structure:

Project: temporary endeavor → unique product/service/result.
Project management: applying knowledge/skills/tools → meet requirements.
Life cycle:
- Initiation: identify need + stakeholders
- Planning: WBS, schedule, budget, risk/quality plans
- Execution: perform work + coordinate resources
- Monitoring/control: track performance + manage changes
- Closure: deliverables acceptance + lessons learned

Question 2: Stakeholders

A university plans to upgrade its student support centre.

a) Identify six stakeholders.
b) For each stakeholder, state one likely interest.
c) Recommend a communication approach for at least three stakeholders.

High-scoring points:

include sponsor, project team, students/users, facility manager, suppliers/contractors, academic leadership or regulators.
for communication approach: frequency and method (weekly meetings, monthly reporting, surveys).

Question 3: Quality

a) Distinguish quality assurance from quality control.
b) Give examples relevant to a renovation project.

5.4 Practice Paper Set 2: Scheduling + Dependencies + Milestones

Question 4: WBS + Milestones (Applied)

Scenario: A project to deliver a “Study Skills and Time Management Programme” for first-year students.

a) Create a WBS outline with:

at least 5 deliverables, and
at least 10 work packages total.

b) Identify 3 milestones with evidence of completion.

Suggested deliverables (example framework you can adapt):

Programme design
Trainer recruitment
Training content production
Participant scheduling and enrolment
Delivery of sessions
Evaluation and reporting (bonus if you include)

Work packages examples:

develop curriculum outline
recruit trainers
create slides and handouts
set session timetable
confirm venue
enrol participants
deliver session 1/2/3
collect feedback forms
run competency pre/post assessments
compile and submit final report

Milestones:

curriculum approved
trainers contracted
sessions completed
Evidence:
signed approvals, contract docs, session attendance records, evaluation reports.

Question 5: Scheduling Narrative

A project starts on 1 June 2026 and needs to complete by 3 August 2026.

Tasks with durations and dependencies:

Site preparation: 10 days
Foundation construction: 15 days (depends on site preparation)
Wall construction: 20 days (depends on foundation completion)
Electrical rough-in: 12 days (can overlap: start when wall work is 50% complete)
Finishing works: 18 days (depends on electrical rough-in completion)

a) Provide a start and finish date for each task.
b) Identify the approximate project end date based on dependencies.
c) Explain how a delay in electrical rough-in would affect completion.

Consistency check: The timeline in Section 2 produced completion at about 3 August 2026. Your dates should match that narrative.

A strong answer for c):

finishing depends on electrical rough-in
therefore electrical delay pushes finishing later and likely pushes completion beyond target unless you compress (crashing) or resequence.

5.5 Practice Paper Set 3: Costs + Risk + Change Control (Arithmetic + reasoning)

This set reflects how PRM150S often blends “do the sums” with “explain your decisions.”

Question 6: Costing

A project has estimated direct costs:

Labour: R120,000
Materials: R55,000
Equipment rental: R15,000
Subcontractors: R40,000

Overhead is R25,000. Contingency is 10% of direct cost.

a) Calculate direct cost.
b) Calculate cost before contingency.
c) Calculate contingency.
d) Calculate total project budget.

Answer arithmetic (must be consistent):

Direct cost = 230,000
Cost before contingency = 255,000
Contingency = 23,000
Total budget = 278,000

Question 7: Risk Response

Scenario: A vendor supplying materials has a history of delivery delays.

a) Identify two risks related to this scenario.
b) For each risk, propose:

likelihood category,
impact category,
response strategy (avoid/mitigate/transfer/accept),
and one monitoring action.

Example risks:

late delivery → schedule impact
incorrect quantity/specifications → quality and rework impact

Monitoring actions:

track delivery confirmations,
inspect deliveries against specifications on arrival,
require updated ETAs,
maintain alternative suppliers list.

Question 8: Change Request

During implementation, a stakeholder requests additional modules costing:

materials R6,000
labour R9,000

a) Calculate the added direct cost.
b) If the sponsor approves the change, calculate revised budget.
c) Explain why contingency should not automatically be used to fund the change.

Arithmetic consistency:

Added direct cost = 15,000
Revised budget = 278,000 + 15,000 = R293,000

Strong explanation:

contingency reserved for risk events,
change is scope expansion (not a risk realization unless defined as such),
change control requires impact analysis and approval.

5.6 Practice Paper Set 4: Procurement + Communications + M&E

Question 9: Procurement Plan

Scenario: A community project requires a contractor for installation of street lighting.

a) List five items that must be included in a procurement plan.
b) Describe how you would assess contractor bids using selection criteria.
c) Mention three contract clauses that help protect quality and delivery.

Selection criteria examples:

price, capacity, past performance, compliance, lead time.

Contract clauses examples:

delivery schedule and penalties/bonuses,
warranties,
quality inspection and acceptance criteria,
dispute resolution mechanisms.

Question 10: Communications Plan

Scenario: You manage the project with these stakeholders:

project sponsor,
contractor team,
municipal officials,
community representatives.

a) Provide a communications matrix outline:

stakeholder,
information needed,
frequency,
format.

b) Explain what should be included in a weekly contractor performance meeting.

A high-scoring response includes:

progress vs plan,
defects/nonconformance,
risk updates,
constraints,
decisions required.

Question 11: M&E

Scenario: The project installs street lights to improve safety.

a) Propose two output indicators.
b) Propose two outcome indicators.
c) For one indicator, describe a data collection method.

Example indicators:

output: number of lights installed; number of commissioning tests passed
outcome: perceived safety improvement; reduction in incidents (if data available)

Data collection:

counts from project logs for output
surveys or incident reports for outcome.

5.7 High-Frequency Topics Checklist for PRM150S

Use this list as a “last revision” checklist:

Project definition and differences from operations
Triple constraint + quality + risk
Project life cycle phases and typical activities/outputs
Stakeholder identification + interest/power approach
WBS hierarchy: deliverables → work packages
Activities vs milestones
Scheduling with dependencies + basic timeline reasoning
Quality assurance vs quality control
Costing (direct vs overhead) + contingency logic
Risk management steps + risk register concept
Risk responses: avoid/mitigate/transfer/accept
Change control steps + sponsor approval logic
Procurement planning + vendor selection criteria
Communications planning
Monitoring vs evaluation and indicators
Scenario-based reasoning: always reference the scenario details

5.8 Final Exam Strategy (How to Use Time and Score Marks)

A realistic exam time strategy:

Spend 2–4 minutes reading instructions and identifying marks per question.
Answer definition/short questions first if they are “easy marks.”
For long questions:
- use headings/bullets,
- keep your structure aligned with the asked format (e.g., WBS sections).
For calculations:
- show arithmetic clearly,
- label each subtotal (direct cost, overhead, contingency, total budget).
For scenario questions:
- identify stakeholders, risks, and impacts explicitly.
Keep an eye on coherence:
- timeline dates must align,
- budgets must match earlier computations in that question.

5.9 Suggested “Mini-Drills” (Daily Practice)

Do short drills to build speed:

Drill 1: define 5 core terms (project, deliverable, milestone, risk, scope).
Drill 2: produce a WBS for any everyday scenario (e.g., event, workshop, cleaning campaign).
Drill 3: create a simple schedule narrative with dependencies.
Drill 4: write a risk register entry (risk, likelihood, impact, response, owner).
Drill 5: do one cost calculation with contingency (use consistent rounding rules).

Cluster Requirement Note (South African University Course Keywords)

For South African students searching online (and for exam preparation routines that mirror common search behavior), PRM150S study material is frequently cross-referenced with other first-year project management subjects. Typical search terms include combinations like:

“CPUT Project Management 1 PRM150S exam notes”
“CPUT PRM150S past papers”
“Project Management 1 study notes”
“Work Breakdown Structure (WBS) exam questions”
“Risk management risk register study notes”

Within these study habits, the content in Sections 1–5 reflects the same knowledge areas that appear in SA university project management fundamentals: definitions, life cycle, scope breakdown (WBS), scheduling and dependencies, quality assurance/control distinctions, risk frameworks, change control, procurement basics, communications planning, and monitoring & evaluation indicators.

Past Papers & Practice Reminder (How to Build Your Own “Past Paper Folder”)

When practising past papers (or doing exam-style questions), organise your work as follows:

Page set A: definitions and short answers (life cycle, stakeholders, quality terms)
Page set B: planning artifacts (WBS, milestones, schedule narratives)
Page set C: costs and change control (direct/overhead/contingency; revised budgets)
Page set D: risk registers and risk responses (avoid/mitigate/transfer/accept)
Page set E: procurement + communications + M&E (procurement plan, matrix, indicator examples)

This helps you revise using your weaknesses:

If you lose marks on WBS clarity, redo WBS questions until your hierarchy is consistent and complete.
If your cost questions are error-prone, practise contingency arithmetic and revised budget logic until it becomes automatic.

End-to-end, PRM150S success comes from consistent structure: use the correct project management phase, provide the right artefacts (WBS, milestones, cost baseline logic, risk register entries, change control steps), and apply them to scenarios with clear, exam-ready reasoning.