NMIMS Solved Assignment Sem 4 HRM All 5: December 2025

NMIMS Solved Assignment Sem 4 HRM All 5: Dec 2025

Assignment Marks: 30
NMIMS Centre for Distance and Online Education (NCDOE)
Course: Project Management
Internal Assignment Applicable for Dec 2025 Examination
Instructions
PLEASE NOTE: This assignment is application based, you have to apply what you have
learnt in this subject into real life scenario. You will find most of the information through
internet search and the remaining from your common sense. None of the answers appear
directly in the textbook chapters but are based on the content in the chapter

l All Questions carry equal marks
l All Questions are compulsory
l All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in
not more than 500 words for each subsection. Use relevant examples,illustrations as far as
possible
l All answers to be written individually. Discussion and group work is not advisable.
l Students are free to refer to any books/reference material/website/internet for attempting their
assignments, but are not allowed to copy the matter as it is from the source of reference.
l Students should write the assignment in their own words. Copying of assignments from other
students is not allowed
l Students should follow the following parameter for answering the assignment questions
NMIMS Centre for Distance and Online Education (NCDOE)
Course: Project Management
Internal Assignment Applicable for Dec 2025 Examination
Q1 A manufacturing equipment leasing organization is implementing a new project
management software to streamline collaboration, scheduling, and document
management across its portfolio of projects. However, project teams are accustomed
to different legacy tools, and there is resistance to change. The project manager is
tasked with ensuring a smooth transition, integrating the new software into existing
workflows, and maintaining project timelines. The organization follows the PMBOK
framework and expects the project manager to apply its process groups to manage this
change effectively. Based on the scenario, how should the project manager apply the
PMBOK’s five process groups to address the challenges of integrating a new project
management software across multiple ongoing projects, ensuring minimal disruption
and maximum adoption by diverse teams?
(10 Marks)
Q2 A construction company is building a commercial complex. During the project,
government regulations change, and the price of key materials rises unexpectedly.
The project manager had identified some risks but did not anticipate these external
changes. As a result, the project faces delays and cost overruns. The project sponsor
questions the effectiveness of the risk management process and demands a review of
the project manager’s actions. Evaluate the project manager’s approach to risk
management throughout the project life cycle, especially in the context of changing
external factors. Critically assess the adequacy of risk identification, mitigation
strategies, and stakeholder communication, and suggest how the process could be
improved for future projects.
(10 Marks)
Q3 (A) A consulting firm realizes that valuable insights and lessons are often lost due to
inadequate documentation and knowledge sharing. Project teams move on quickly,
and new projects repeat past mistakes. After completing a series of high-value
projects, the leadership wants to institutionalize a process for post-implementation
review and archiving that not only preserves project knowledge but also makes it
accessible and actionable for future teams. Create a comprehensive strategy for post-
implementation review and knowledge archiving that maximizes organizational
learning and future project success. How would your strategy ensure that lessons
learned, best practices, and project documentation are effectively captured,
disseminated, and utilized across the organization?
(5 Marks)
Q3 (B) During the execution phase of a major construction project, the project manager faces
sudden regulatory changes, a spike in material costs, and a shortage of skilled labor.
These challenges threaten the project’s timeline, budget, and quality standards. The
project sponsor expects timely updates and justifications for any deviations from the
original plan, while the client demands that quality is not compromised. Create an
innovative decision-making model for project managers that enables them to balance
the triple constraints (scope/quality, resources/budget, and schedule/time) when
unexpected changes occur during the project execution to help project managers make
real-time trade-offs and communicate decisions effectively to stakeholders.
(5 Marks)

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Assignment Marks: 30
NMIMS Centre for Distance and Online Education (NCDOE)
Course: Compensation & Benefits
Internal Assignment Applicable for Dec 2025 Examination

Q1 A mid-sized manufacturing company with over 100 employees has recently
undergone a system upgrade in its payroll department. Due to technical glitches, the
EPF contributions for April and May were not deposited by the due dates. Employees
have started raising concerns about their retirement savings and the security of their
funds. The company’s management is worried about potential legal repercussions and
damage to its reputation. As the HR Manager, you are tasked with addressing the
situation, ensuring legal compliance, and communicating effectively with the
workforce. As the HR Manager of a mid-sized manufacturing company, you discover
that several employees have not received their Employee Provident Fund (EPF)
contributions for the past two months due to a delay in processing by the payroll
department. The employees are concerned about the impact on their future benefits
and trust in the organization. How would you apply the provisions of the Employee’s
Provident Fund Act, 1952 to resolve this issue, ensure compliance, and restore
employee confidence?
(10 Marks)
Q2 A multinational manufacturing firm is undergoing restructuring to improve
competitiveness and reduce costs. Senior management is debating whether to increase
the proportion of variable pay (profit-sharing, gainsharing, performance bonuses) and
reduce fixed salaries. Some executives argue this will align employee interests with
company performance and control costs, while others warn it may increase turnover
and reduce morale, especially during economic downturns. Employee representatives
are concerned about income stability. Evaluate the strategic implications of using
variable pay components (such as profit-sharing, gainsharing, and performance
bonuses) versus fixed pay in the context of organizational restructuring and cost
control. Assess the risks and benefits from both employer and employee perspectives,
and justify an optimal compensation mix.
(10 Marks)
Q3 (A) A large service sector company is committed to diversity and inclusion, employing
women, persons with disabilities, and a significant number of contract workers. The
company must comply with statutory obligations for maternity benefits, disability
compensation, and Provident Fund contributions. However, current compensation
practices are fragmented, leading to perceptions of unfairness and low morale among
certain groups. The management seeks a unified, equitable, and motivating
compensation system. Design a compensation system for a service organization that
employs a diverse workforce, including women, persons with disabilities, and
contract workers.
(5 Marks)
Q3 (B) A rapidly growing technology startup employs 50 permanent staff and 30 contract
workers, all engaged in various technical and support roles. The founders are
concerned about legal compliance and fairness in compensation, especially as the
company scales. They want to ensure that all eligible employees receive statutory
benefits, while also offering competitive packages to attract and retain talent in a
dynamic market. How would you structure the framework to address the unique
needs of both employee categories while supporting organizational growth?
(5 Marks)

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Assignment Marks: 30
Course: Organisational Theory, Structure and Design
Internal Assignment Applicable for Dec 2025 Examination

Q1 Tech Nova Innovations is expanding its units to 5 new countries in the next two
years. The MD of the company realized that there is slow decision-making and poor
communication between the headquarters and subsidiaries, thus reducing the
performance. Currently, the company has a very centralised decision making
structure. For every small decisions, subsidiaries need the head office’s approval. The
Board is thinking of redesigning the existing structure to enhance performance
and clear communication. In this context, evaluate the ways in which this redesigning
must happen to handle slow decision making and improper communication.
(10 Marks)
Q2 Gem Star Jewellery has rapidly grown from 30 to 300 employees in three years. The
top management has created a line and staff organisational structure in which
employees have clear job roles, strict hierarchies, and formalized channels of
communication. This system has improved control, however, some
employees feel the work culture is too rigid. The top management wants to introduce
more flexiblity in the organisation structure. Analyze the utility of following such a
formalised line and staff organisational structure in this case. Discuss the ways in
which the organisation structure can be improved to support this quick growth.
(10 Marks)
Q3 (A) BioFlora Organics has a matrix organisational structure in which employees are
reporting to both project and functional managers in different locations based on their
projects.The leadership team plans to improve communication without sacrificing the
matrix organisation structure. As their HR Consultant, redesigning this existing
framework of organisation culture.
(5 Marks)
Q3 (B) Life Sage Hospitals is facing employee resistance against digital transition to new
health solutions. The top management has decided to redesign the existing
organisational structure in order to improve innovation. Recommend a brand new
organisation structure for this hospital network to help them overcome resistance to
change because of strong informal groups.
(5 Marks)