GSTM (Graduate School of Technology Management) PM Study Material

GSTM (Graduate School of Technology Management) PM study material is typically the set of lecture notes, exam-ready theory, and applied project-management frameworks used to prepare students for assessments in the University of Pretoria’s broader Programme in Project Management (PPM) ecosystem. While course codes and delivery vary by year and campus, the core PM competencies tested in GSTM-aligned learning usually mirror widely examined project-management knowledge areas: integration, scope, time, cost, quality, risk, procurement, and stakeholder management. This study guide is written to help you revise systematically for common South African PM exam formats—especially those linked to University of Pretoria (UP) Programme in Project Management (PPM) notes—using structured explanations, examples, and practice questions.

University of Pretoria (UP) Programme in Project Management (PPM) Notes: GSTM PM Foundations & Exam Skills

GSTM PM study material often starts with foundational project-management concepts and then moves into planning, execution control, and governance. In South African university practice, especially within UP-oriented PM curricula, exam questions usually test (1) your understanding of PM theory, (2) your ability to apply it to scenarios, and (3) your skill in interpreting project documents (plans, registers, schedules, baselines). This section focuses on how GSTM PM foundational knowledge maps to exam expectations in a UP-style Programme in Project Management (PPM) environment.

The “PM Exam Mindset”: What Markers Look For

A common reason students lose marks is that they answer descriptively instead of operationally. In PM exams, a strong answer typically includes:

• Correct definitions (e.g., what a project is, what a baseline means)
• Clear linkage to process (e.g., “create WBS → estimate activities → develop schedule”)
• Correct terminology (e.g., stakeholders vs. sponsors; risk register vs. risk matrix)
• Action-oriented steps (e.g., how to respond to risk, how to update a schedule)
• Calculation accuracy when numbers appear (e.g., EVM variances, float, CPI)

A useful rule: if the question asks “what would you do?”, markers want a sequence of actions and justification, not just a list of concepts.

Typical Scenario Wording You’ll See

South African PM exam papers often use scenario phrases like:

• “The project is behind schedule—what should the PM do next?”
• “Stakeholder conflict is increasing—how do you manage it?”
• “Scope is creeping—how do you control it?”
• “Contractor performance is poor—what governance actions follow?”

Those prompts usually correspond directly to PM knowledge areas and control processes.

Projects, Programmes, Portfolios: GSTM PM Clarification

GSTM-aligned PM study material usually distinguishes between:

• Project: A temporary endeavour to create a unique product, service, or result.
• Programme: A group of related projects managed in a coordinated way to obtain benefits and control outcomes that can’t be obtained from managing them separately.
• Portfolio: Projects and programmes grouped to meet strategic objectives.

Why This Distinction Matters in Exams

Many exam problems include a “hidden trap”: a student calls a programme a project (or vice versa), which can change how governance and success metrics are described.

Example scenario:

• A mining company invests in multiple related shafts, each with different construction contractors and timelines, but all aiming at one target capacity.
  This is typically a programme (or a set of projects under a programme), not a single project—because benefits and outcomes are coordinated across multiple projects.

Project Life Cycle vs. PM Knowledge Areas

Another common exam expectation is understanding that PM knowledge areas are process categories, while the life cycle describes project phases (e.g., initiation, planning, execution, closure). In many GSTM PM resources, the learning goal is to show how you apply PM processes repeatedly across life-cycle phases.

Example Life Cycle (Generic Construction/Tech Project)

1. Initiation
   • Define project purpose and stakeholders
   • Produce a project charter
2. Planning
   • Scope, schedule, cost, quality, risk, stakeholder plans
   • Build baselines
3. Execution
   • Coordinate people/resources
   • Implement plans
4. Monitoring & Controlling
   • Track performance vs baselines
   • Manage changes and risks
5. Closing
   • Validate deliverables
   • Close contracts and project documents

PM Processes: Mapping to “What Happens When?”

Even if your GSTM course emphasises a particular framework, exams in South Africa typically expect you to know the logic of process flow. A simplified, exam-friendly sequence:

1. Develop Project Charter
2. Develop Project Management Plan
3. Direct and Manage Project Work
4. Monitor and Control Project Work
5. Perform Integrated Change Control
6. Close Project or Phase

This sequence doesn’t replace deeper PM knowledge areas—it helps you structure answers.

Counter-Argument Students Often Make (and Lose Marks)

Mistake: “Change control happens only in the execution phase.”
Correction: Integrated change control is ongoing whenever baselines are threatened (scope, schedule, cost, quality, or procurement).

Knowledge Areas You Must Know (UP/PPM-Style Coverage)

Most GSTM PM exams align with core PM knowledge areas. Here’s a concise exam-focused view that you’ll reuse throughout the guide:

• Integration Management: charter, PM plan, change control
• Scope Management: requirements, scope definition, WBS, scope validation, control
• Schedule Management: activity definition, sequencing, estimating, schedule development, control
• Cost Management: cost estimating, budgeting, cost control
• Quality Management: quality planning, assurance, control
• Resource Management: team acquisition, development, management
• Communications Management: communications planning, management, reporting
• Risk Management: risk identification, analysis, response planning, monitoring
• Procurement Management: procurement planning, contracting, controlling contracts
• Stakeholder Management: identification, engagement planning, monitoring

Baselines, Forecasts, and Change Control (The Core of “Control” Questions)

A baseline is a formal approved plan used to measure performance—commonly scope baseline, schedule baseline, and cost baseline. Forecasts (e.g., “new expected completion date”) are updated views based on actual performance.

Exam Example: “Behind Schedule” with No Data

If the scenario lacks numeric data, markers still expect a structured approach:

1. Identify current status and root cause (schedule variance drivers)
2. Evaluate schedule baseline and constraints
3. Generate schedule alternatives (crashing or fast-tracking where appropriate)
4. Update forecasts and communicate impacts
5. Submit change requests if baselines are affected
6. Confirm implementation through monitoring/control

Communication & Stakeholder Management: Why It’s Not “Soft Skills Only”

Exams often ask how to handle stakeholder disagreement. The expected answer includes:

• Identify stakeholders (power/interest mapping is common)
• Assess influence and expectations
• Create an engagement plan
• Use communication methods appropriate to stakeholder needs
• Monitor engagement and update plan

Example Stakeholder Map (Exam-Ready Logic)

For a technology implementation in a university environment:

• Sponsor: high power, high interest
• Project team: medium power, high interest
• Students/faculty users: low-to-medium power, high interest
• IT security office: high power, medium interest

You would tailor communications: weekly sponsor reporting, daily team stand-ups, monthly user feedback sessions, and security-focused approvals at key gates.

University of Pretoria (UP) Programme in Project Management (PPM) Notes: Scope, WBS, Scheduling, and Cost Control (GSTM PM Applied Planning)

In GSTM PM study material, the highest scoring exam answers often come from strong planning logic: turning requirements into deliverables, structuring work through a WBS, building a defensible schedule, and then budgeting for cost. This section expands the “planning and control” toolkit with detailed breakdowns, scenario walkthroughs, and exam-style calculations. Even where GSTM course notes don’t give you specific numbers, you must be able to apply the principles consistently.

Scope Management in Depth: Requirements → WBS → Control

Requirements Management (What Exams Usually Ask)

In scenario questions, requirements can be functional (what the system must do) or non-functional (quality attributes like uptime, security, performance). A strong answer distinguishes:

• Requirements: documented needs/conditions
• Assumptions: things considered true for planning
• Constraints: factors that limit options (e.g., delivery date, budget cap, regulatory compliance)

If a question says “scope creep is happening,” you’re expected to connect it to:

• unclear scope baseline,
• incomplete requirements definition,
• weak change control,
• or poor stakeholder agreement.

Work Breakdown Structure (WBS): The “Structure Marks” Topic

A WBS decomposes the project scope into manageable work packages. Exams like WBS questions because they test whether you can translate a broad goal into deliverable-level work.

Steps to Create a WBS (Exam-Ready)

1. Define deliverables (end products) for the project
2. Decompose deliverables into components (sub-deliverables)
3. Break components into work packages that are small enough to estimate and manage
4. Assign WBS codes for traceability
5. Verify that the WBS includes all work and only the work required

Example: WBS for a “Student Learning Portal” (Generic)

Deliverable: Student Learning Portal (MVP)

• 1.0 Project Governance & Documentation
  • 1.1 Project charter and stakeholder register
  • 1.2 Project management plan and reporting templates
• 2.0 Requirements & UX
  • 2.1 User research and workshops
  • 2.2 Requirements specification
  • 2.3 Wireframes and approval
• 3.0 Development
  • 3.1 Backend services setup
  • 3.2 Frontend development
  • 3.3 Integrations (LMS/auth)
• 4.0 Testing & Quality
  • 4.1 Test plan
  • 4.2 System testing
  • 4.3 Security checks
• 5.0 Deployment & Training
  • 5.1 Deployment scripts
  • 5.2 User training materials
  • 5.3 Go-live support

This shows you can decompose logically and keep work packages manageable. In exams, markers reward coherence: deliverables → components → work packages.

Scope Verification vs Scope Control (Frequent Confusion)

• Scope verification: formal acceptance of completed deliverables
• scope control: managing changes to scope baseline

Counter-example

Mistake: “We verify scope every week just by updating a task list.”
Better: Weekly updates are progress monitoring; verification is acceptance against agreed acceptance criteria.

Scheduling Management: From Activities to Float

Scheduling questions often ask:

• identify critical path,
• compute earliest/latest dates,
• explain float meaning,
• or decide whether schedule risk needs mitigation.

Activity Sequencing Concepts

Key scheduling terms you should use accurately:

• Predecessor: activity that must finish before another starts
• Successor: activity that follows
• Duration: time required for the activity
• Lag/Lead: time offset between tasks (rare but possible)
• Critical path: longest path through the network with zero float (for a basic model)

Critical Path Example (Step-by-Step Network Logic)

Consider a simplified project with activities and durations (all in days):

• A: 3 days (start → A)
• B: 4 days (A → B)
• C: 2 days (A → C)
• D: 5 days (B → D)
• E: 1 day (C → E)
• F: 3 days (D and E → F)

Compute the earliest finish logic:

1. A earliest start = 0 → finish = 3
2. B earliest start = 3 → finish = 7
3. C earliest start = 3 → finish = 5
4. D earliest start = 7 → finish = 12
5. E earliest start = 5 → finish = 6
6. F earliest start = max(D finish, E finish) = max(12, 6) = 12 → finish = 15

So the project duration is 15 days.
The critical path is A → B → D → F, because that path yields 15 days and activities there have zero float in this simplified network.

How to Answer “What if Activity C is delayed by 2 days?”

C is on a non-critical route (A → C → E → F). Since D finishes later, the delay in C might not affect F unless it delays E such that E finishes after D finishes (12). E currently finishes at 6; even with 2-day delay, it becomes 8—still less than 12—so F still starts at 12 and project completion remains 15 days.

This kind of reasoning often earns full marks even when students don’t compute numeric float precisely.

Cost Management: Budgeting, Earned Value, and Control Actions

GSTM PM exams commonly test:

• cost baseline,
• cost variance,
• schedule variance,
• CPI/SPI,
• or explain what EVM implies for future performance.

Earned Value Management (EVM) Essentials

EVM uses three core metrics:

• PV (Planned Value): planned cost for work scheduled
• EV (Earned Value): value of work actually performed
• AC (Actual Cost): actual cost spent

Derived metrics:

• CV = EV − AC
• SV = EV − PV
• CPI = EV / AC
• SPI = EV / PV

Example (Numerical Control)

Suppose at a reporting date:

• PV = R 600 000
• EV = R 540 000
• AC = R 650 000

Compute:

• CV = 540 000 − 650 000 = −R 110 000 (over budget)
• SV = 540 000 − 600 000 = −R 60 000 (behind schedule)
• CPI = 540 000 / 650 000 ≈ 0.83
• SPI = 540 000 / 600 000 = 0.90

Interpretation you should give in an exam:

• CPI < 1 means the project is getting less value than planned per rand spent.
• SPI < 1 means schedule performance is behind.

What Should the PM Do Next? (Control and Forecast)

A strong answer doesn’t stop at calculations. It explains actions:

1. Investigate root causes (cost driver, productivity issues, contractor performance)
2. Check whether estimates are realistic (scope changes, rework, quality issues)
3. Decide corrective actions:
   • re-baseline only if justified and approved,
   • adjust resources,
   • refine procurement,
   • improve quality controls to reduce rework.
4. Update forecast for completion and communicate to stakeholders.

Quality Planning and Cost of Quality (A High-Value Link)

Quality management isn’t separate from cost in exam logic. If quality fails, you get rework, scrap, delays—cost increases and schedule slips.

Cost of Quality Framework (Exam-Friendly)

• Prevention costs: training, process design, quality planning
• Appraisal costs: inspections, testing
• Failure costs: rework, returns, downtime

A scenario about frequent defects should lead you to recommend:

• stronger testing strategy,
• clearer acceptance criteria,
• quality audits at milestones,
• training/standards for suppliers.

Procurement & Schedule Interactions

Procurement often introduces schedule risk:

• contract lead times,
• vendor delays,
• shipping and compliance approvals.

A strong planning answer includes:

• identify procurement items early,
• define procurement approach,
• include contract performance metrics,
• plan for inspection and acceptance.

University of Pretoria (UP) Programme in Project Management (PPM) Notes: Risk, Stakeholder Engagement, and Integrated Change Control (GSTM PM Governance)

This section builds governance capability—how a PM thinks when things go wrong. GSTM PM study material frequently emphasises structured risk management, stakeholder engagement, and integrated change control. Exam questions often test your ability to decide what to do with uncertainty and how to control changes without stalling the project.

Risk Management: From Identification to Response Implementation

Risk management is iterative. A high scoring answer shows that risk is not a one-time task.

Risk Identification Techniques (Include at Least 2–4)

Common identification methods you can confidently state in exams:

• Brainstorming workshops
• Expert judgement
• Interviews
• Document review (lessons learned from similar projects)
• Assumption analysis (if an assumption fails, it becomes a risk)
• Root-cause analysis for known issues

Risk Register Structure (What Your Answer Should Contain)

A risk register typically includes:

• Risk ID
• Description
• Category (technical, schedule, cost, external, procurement, stakeholder)
• Probability
• Impact (cost/schedule/quality)
• Overall rating (e.g., high/medium/low)
• Risk owner
• Response strategy
• Triggers
• Contingency plans
• Status and date updated

Even if your course doesn’t require exact columns, include these ideas.

Probability-Impact Logic: Build a Defensible Prioritisation

If a scenario gives probabilities and impacts, you can compute a priority score (common approach):

• Risk Exposure = Probability × Impact

Example (Aligned to Practical Scenarios)

Risk: “Supplier fails to deliver components”

• Probability: 0.3
• Impact: R 200 000 cost overrun equivalent and 10-day slip
• Exposure: 0.3 × 200 000 = R 60 000 equivalent

Then you justify response:

• mitigation if high exposure,
• acceptance only if exposure is low and contingency exists.

Risk Response Strategies (Don’t Memorise—Apply)

Common risk responses and when to use them:

• Avoid: change plan to eliminate risk (e.g., redesign to remove a dependency)
• Mitigate: reduce probability/impact (e.g., dual sourcing, stronger contracts)
• Transfer: shift impact to a third party (e.g., insurance, performance-based contracts)
• Accept: no action other than monitoring (only if exposure manageable)

Exam Example: Technology Implementation Risk

Risk: “Legacy system integration fails due to undocumented APIs.”

• Avoid: replace integration path (major redesign)
• Mitigate: discovery phase, API mapping, mock testing
• Transfer: not usually effective for technical feasibility; could transfer some work to a specialist but integration success risk remains partly internal
• Accept: only if time allows and contingency is strong

A good answer shows you’re not using all strategies randomly. Choose based on control feasibility.

Trigger-Based Monitoring: The Key to “Good Governance”

A mature risk strategy includes triggers—conditions that indicate risk is materialising.

Example:

• Trigger for supplier delay risk:
  • “Supplier misses milestone shipment date by more than 3 working days.”
  • “Quality acceptance test failure rate exceeds 5%.”

If you state triggers, markers see that you understand monitoring, not just planning.

Stakeholder Management: Handling Conflict and Power Dynamics

Stakeholder management answers should be explicit about engagement approaches.

Power/Interest Matrix (Standard Exam Tool)

• Manage closely: high power, high interest
• Keep satisfied: high power, low interest
• Keep informed: low power, high interest
• Monitor: low power, low interest

Example Conflict Scenario (University/Tech Context)

Scenario:

• A project sponsor wants fast deployment for a new student system.
• Faculty stakeholders are concerned about training capacity and data accuracy.
• IT security requires strict approval steps.

A strong answer:

1. Identify stakeholder needs and concerns
2. Use a layered governance model:
   • sponsor: schedule commitments and escalation paths,
   • faculty: training plan and UAT windows,
   • security: security gate checks and documentation.
3. Establish communication cadence:
   • daily/weekly team syncs,
   • weekly sponsor reporting,
   • bi-weekly faculty demonstrations.
4. Negotiate acceptance criteria and align deliverables to acceptance tests.

Integrated Change Control: Preventing Scope Chaos

Integrated change control ensures that changes to scope, schedule, cost, quality, and procurement are assessed holistically.

Change Control Board (CCB): Purpose and Process

A CCB typically:

• evaluates change requests,
• reviews impacts,
• approves/rejects/defers changes,
• updates baselines if needed.

Exam-Style Steps for Change Request Handling

1. Receive a change request
2. Log it with summary information
3. Assess impact on:
   • scope (what deliverable changes),
   • schedule (which tasks shift),
   • cost (budget and cashflow),
   • quality (how acceptance criteria shift),
   • procurement (supplier implications),
   • risk (new uncertainties).
4. Decide:
   • approve, reject, or request more information
5. Implement approved changes:
   • update plans and baselines,
   • communicate to stakeholders.

Counter-Argument: “If it’s minor, skip approval”

Exam correction:

• Even minor changes can add up and break baselines.
• Governance relies on appropriate thresholds. You can propose fast-track approval for low-impact changes, but you must still formalise.

Lessons Learned: Turning Past Problems into Future Control

A consistent feature in PM governance exams is the use of lessons learned.

Example:

• If prior projects had procurement delays, add a mitigation rule:
  • “Start supplier lead-time validation at initiation, not during detailed planning.”
    This shows you can implement learning rather than just mention it.

University of Pretoria (UP) Programme in Project Management (PPM) Notes: GSTM PM Practice Pack—EVM Calculations, Risk Responses, and Mini-Case Exams

This section consolidates GSTM PM study material into an exam practice pack. You’ll get worked examples and structured “model answer” approaches for common assessment formats: calculation questions, scenario-based governance questions, and short theory questions with application marks.

Mini-Case 1: Schedule Slippage and Corrective Actions

Scenario:
A project is implementing an IT system. At a reporting date, the project manager has the following EVM data:

• PV (planned): R 600 000
• EV (earned): R 540 000
• AC (actual): R 650 000

The sponsor reports that the project is “behind schedule” and “over budget.” The PM must prepare the next actions.

Required Answer Elements (High Mark Coverage)

1. Compute variances and indices
2. Interpret performance
3. Identify root cause categories
4. Propose corrective actions
5. Explain communication and change control

Calculations (Show Work)

• CV = EV − AC = 540 000 − 650 000 = −R 110 000
• SV = EV − PV = 540 000 − 600 000 = −R 60 000
• CPI = EV / AC = 540 000 / 650 000 ≈ 0.83
• SPI = EV / PV = 540 000 / 600 000 = 0.90

Interpretation:

• Project is costing more than planned (CPI < 1).
• Work is being earned slower than planned (SPI < 1).

Corrective Actions (What You’d Write in an Exam)

1. Cost-related
   • investigate rework and productivity
   • verify whether scope changed informally (possible scope creep)
2. Schedule-related
   • update schedule with current progress
   • evaluate fast-tracking vs crashing if feasible
3. Quality
   • increase quality controls to prevent rework
4. Procurement
   • check supplier lead times for critical path tasks
5. Change control
   • if baselines are threatened, submit change requests for formal approval

Stakeholder Communication (Marks Booster)

• Sponsor: summary with variances and forecast implications
• Team: corrective action plan and updated priorities
• Users: if deliverables shift, explain impacts to reduce dissatisfaction

Mini-Case 2: Risk Register and Response Strategy

Scenario:
A university technology project depends on a third-party integration service. The risk register lists two top risks:

• Risk R1: Integration service downtime
  • Probability: 0.25
  • Impact: R 120 000 cost equivalent
• Risk R2: Supplier delay in providing test environments
  • Probability: 0.40
  • Impact: R 80 000 cost equivalent

Task A: Prioritise Using Exposure

• Exposure R1 = 0.25 × 120 000 = R 30 000
• Exposure R2 = 0.40 × 80 000 = R 32 000

So R2 is higher exposure by R 2 000.

Task B: Choose Response Strategies

For R1 (downtime):

• Mitigate: add redundancy, schedule integrations in low-usage windows, create fallback procedures
• Avoid: replace dependency (usually expensive/unrealistic mid-stream)
• Transfer: use service-level agreements (SLAs), but downtime may still impact project outcomes
• Accept: only if contingency is built

For R2 (test environment delays):

• Mitigate: secure alternative environment access early; lock delivery schedules
• Transfer: contract penalties for delays (limited but helpful)
• Avoid: restructure test plan to reduce reliance (partial avoidance)

Task C: Include Triggers

Examples of triggers:

• R1 downtime trigger:
  • “Service unavailable for more than 4 hours during integration testing window.”
• R2 trigger:
  • “Test environment setup not completed by the agreed readiness date.”

A high mark answer explicitly links triggers to monitoring.

Mini-Case 3: Scope Creep and Integrated Change Control

Scenario:
During execution, multiple stakeholders request additional features:

• Additional reporting dashboard
• Expanded user roles and permissions
• New export format

The project team starts implementing changes without formal approval because “it’s only small work.” However, the sponsor notices schedule impacts.

What the PM Should Do (Structured Answer)

1. Stop informal change implementation
   • enforce that all changes go through a change request process
2. Log change requests
   • assign IDs and capture stakeholder rationale
3. Assess impact
   • scope: new deliverables and requirements
   • schedule: which tasks affected (development, testing, training)
   • cost: additional development and QA
   • quality: acceptance criteria updates
   • procurement: if additional tools/vendors are needed
   • risk: new uncertainties and dependencies
4. Review via CCB
   • approve/reject/defer
5. Update baselines
   • if approved changes alter scope baseline, schedule baseline, or cost baseline
6. Communicate
   • manage expectations and clarify what “in scope” means now

Counter-Argument to Address

Student claim often seen: “We should be agile; therefore we can change without approvals.”
Exam correction:

• Agile still requires controlled backlog changes and governance. In a governance exam context, integrated change control remains necessary—especially if baselines are impacted.

Short Theory Questions (Exam-Style Prompts)

Below are common “definition + application” style prompts. Use these formats when revising.

1) Define a Project Charter and Explain its Value

Model points:

• authorises the project
• identifies high-level requirements
• defines roles: sponsor/PM
• sets initial scope and objectives
• provides authority for spending resources

Value in exam:

• helps avoid stakeholder confusion and supports integrated change control.

2) Explain the difference between Scope Verification and Scope Control

• verification: acceptance
• control: manage changes
  Add application:
• verification occurs at milestones; control runs continuously.

3) What is the difference between a baseline and a forecast?

• baseline: approved reference point for measuring performance
• forecast: current estimate of future outcomes (completion date/cost)
  Application:
• EVM uses baseline metrics; forecasts are updated using performance data.

Past-Paper Style Practice: Full Answer Templates

In GSTM PM-style exams, you often receive prompts that require a structured answer. Use these templates to keep your response coherent under time pressure.

Template A: “What should the PM do next?”

1. Identify the issue (schedule/cost/scope/risk/quality/stakeholder)
2. Confirm performance vs baseline
3. Analyse root causes (at least 2 likely causes)
4. Propose corrective actions
5. Update plans and communicate
6. Submit change requests if baselines affected

Template B: “Explain and justify a risk response”

1. restate risk
2. identify strategy type (avoid/mitigate/transfer/accept)
3. explain why this strategy fits
4. list triggers and monitoring plan
5. mention risk owner and contingency steps

Template C: “EVM calculation and interpretation”

1. write formulas (CV, SV, CPI, SPI)
2. substitute given values
3. compute results
4. interpret (what performance implies)
5. propose next actions and forecast update logic

A Unified Worked Example (Bringing Scope, Schedule, Cost, and Risk Together)

Scenario:
A project to deliver a student learning portal has the following issues:

• scope unclear (requests continue),
• schedule behind by a few tasks,
• quality problems leading to rework,
• supplier lead-time risk for components.

You have one reporting date with EVM values:

• PV = R 600 000
• EV = R 540 000
• AC = R 650 000

You also have a top risk: supplier delay in test environment delivery (Exposure R 32 000 from earlier mini-case logic).

Step 1: Interpret Performance (EVM)

• CV = −R 110 000
• SV = −R 60 000
• CPI ≈ 0.83
• SPI = 0.90

So both cost and schedule are underperforming.

Step 2: Diagnose Likely Drivers (Link to Risk + Scope + Quality)

• scope creep increases work and testing time,
• quality issues cause rework and reduce earned progress,
• supplier delays reduce readiness for integration/testing.

This explanation is coherent because it connects three root causes to the EVM symptoms.

Step 3: Actions

• Scope: enforce change control; clarify requirements and acceptance criteria
• Quality: strengthen test plan, UAT criteria, and defect handling process
• Schedule: update schedule model; re-evaluate critical path
• Risk: implement mitigation for supplier delays (dual sourcing/early bookings); set triggers (missed readiness date)
• Communication: report structured impacts and decisions to sponsor and key users

Step 4: Decision on Baselines

If new scope requests are approved and materially change deliverables, then schedule and cost baselines must be updated via integrated change control. If requests are rejected, you preserve baselines and focus on completion of agreed scope.

University of Pretoria (UP) Programme in Project Management (PPM) Notes: Course-Link Revision—How to Use GSTM PM Material with UP-Style and South African PM Coursework

GSTM PM study material becomes most effective when you treat it as a “crosswalk” to how South African universities assess PM knowledge. Even when your course code differs year to year, exam questions typically test the same competencies. This section focuses on practical revision strategies that align with common UP Programme in Project Management (PPM) learning outcomes, while using familiar South African PM learning patterns and integrating “how to answer” guidance.

Building a Revision Plan Around PM Knowledge Areas

A consistent revision approach:

1. Integration + Governance
   • charter, PM plan, change control, lessons learned
2. Scope + WBS
   • requirements, scope baseline, scope verification/control
3. Schedule
   • sequencing, critical path, update/forecast logic
4. Cost + EVM
   • PV/EV/AC, variances, CPI/SPI
5. Quality
   • quality planning, assurance, control
6. Risk
   • register, exposure logic, response strategies, triggers
7. Stakeholders
   • engagement plans, communication cadence, power/interest

In exams, you rarely get only one knowledge area. The best answers blend them.

How to Practise Calculations Efficiently

When EVM or scheduling numbers appear:

• Write the formula first
• Substitute values carefully
• Keep arithmetic consistent and show at least one intermediate step if time allows
• Interpret results as decisions (corrective action, change request, risk mitigation)

Arithmetic Consistency Drill

Because your exam might test you across multiple sub-questions, use consistent units (e.g., Rand values in R). If PV/EV/AC are given in R, keep your answers in R.

From earlier worked examples:

• PV = R 600 000, EV = R 540 000, AC = R 650 000
• CV = −R 110 000, SV = −R 60 000, CPI ≈ 0.83, SPI = 0.90

If you reuse these values in your revision practice, you should always produce the same computed results.

How to Practise Scenario Answers Under Time Pressure

A good scenario answer often follows “four layers”:

1. State the issue
2. Apply the PM concept
3. Explain why that action is appropriate
4. Mention monitoring and governance
   • change control, baselines, reporting cadence, risk triggers

This prevents superficial answers and helps you gain marks across question parts.

Common Mistakes and How to Avoid Them (Exam-Proofing)

1. Confusing scope verification with scope control
   • verification = acceptance; control = change management
2. Treating risk response as a single step
   • must include triggers and ownership
3. Giving corrective actions without governance
   • mention baselines, approvals, and communication
4. Only calculating EVM without interpretation
   • must link to “what this means” and “what you do next”
5. Skipping stakeholder analysis
   • include power/interest logic or engagement planning

A Consolidated “One-Page” Checklist (Use While Revising)

Use this checklist to quickly structure answers:

• Charter/PM Plan: Is there a baseline for objectives and governance?
• Scope: Is the deliverable definition clear? Is WBS used correctly?
• Schedule: Do you address critical path and updating logic?
• Cost: Do you compute PV/EV/AC and interpret CPI/SPI?
• Quality: Are you addressing root causes like rework?
• Risk: Do you show a risk register entry with triggers and response?
• Stakeholders: Do you show engagement approach and communication cadence?
• Change Control: Did you submit/assess changes through integrated control?

Final Practice: Full Mini-Exam (Mixed Questions)

Use the following as a final revision simulation. Write answers in a structured way and practise time management.

Question 1 (Integration + Stakeholders)

A project sponsor requests additional scope to be delivered within the same deadline. The PM notes the schedule baseline is at risk, and multiple stakeholder groups disagree on priority features.

Answer requirements:

• integrated change control steps,
• stakeholder engagement approach,
• what the PM communicates to sponsor and stakeholders.

Question 2 (Scope + WBS)

You are given a high-level requirement: “Deliver a student portal that supports learning resources, assignments, and feedback.”

Answer requirements:

• propose a WBS decomposition (at least 5 work packages),
• explain how scope verification would occur at a milestone,
• explain scope control actions when new requests appear.

Question 3 (Scheduling + Critical Path Reasoning)

In a project network, activity D is on the critical path. Activity E is not on the critical path because F starts when D completes.

Answer requirements:

• explain critical path logic,
• explain what happens if E is delayed by a small number of days,
• state under what condition E delay affects project completion.

Question 4 (EVM Calculations + Interpretation)

Given:

• PV = R 600 000
• EV = R 540 000
• AC = R 650 000

Answer requirements:

• compute CV, SV, CPI, SPI,
• interpret results,
• recommend corrective actions and governance steps.

Question 5 (Risk Management)

A supplier delay risk has:

• probability 0.40
• impact R 80 000 cost equivalent

Another risk has:

• probability 0.25
• impact R 120 000 cost equivalent

Answer requirements:

• compute exposure for both risks,
• prioritise them,
• choose appropriate response strategies and list triggers.

This GSTM PM study material guide is designed to help you revise for exam performance in a UP Programme in Project Management (PPM) learning environment: learn the theory, apply it through scenarios, calculate accurately where required, and always close the loop with governance actions (baselines, change control, and stakeholder communication).