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Project Management Casebook 1st Edition David I. Cleland , Richard Puerzer , Karen M. Bursic , A. Yaroslav Vlasak - Solutions
This case illustrates the importance and difficulty of cost estimating. What are some ways of estimating costs?
The case emphasizes the importance of measuring technical performance.What are the elements to consider in performance reporting in cost, schedule, or technical performance?
A successful project is one that not only fulfills the constraints of time, cost, and technical performance, but fulfills other requirements such as minimal scope change and customer acceptance. Discuss some of these other requirements.
How can cost and schedule variances be measured? Discuss the difficulties in defining technical variance.
Demonstrate your understanding of the project manager's triangle as presented in the case.
How does the MAPQ process assist the scope management function?
Describe how the management assessment of performance and quality (MAPQ)was performed.
Describe some of the scope management factors that contributed to the success of the project.
What are some of the key issues to consider when evaluating the usefulness and effectiveness of a project control system?
Describe the project planning and scheduling system used on the St. Lucie Unit 2 project. Define schedule control.
Explain the advantages that Artemis (the project management software)brought to the Viper project. How did these advantages contribute to a shorter product development time for Viper?
The management of the project was able to analyze various scenarios through the use of the "what if" feature of the software. What are the key elements to take into account in developing a project's schedule?
Discuss the competitive advantages of reducing product development times in the automobile industry and other industries.
Chrysler had to shorten its product introduction cycles in order to be competitive in the automotive industry. What are the general characteristics of a project life-cycle?
The authors state: '!A matrix organization consisting of personnel drawn from eleven research, technical, and support organizations was created to handle the myriad technical, regulatory, and documentation efforts of the project."Discuss the advantages and disadvantages of the matrix organization.
The authors state: "The challenge that the EMSL project met was to define the capabilities of EMSL in a way that identified their relevant application, fundamental need, and feasibility of completion in a way that could be understood and accepted." What would be some of the consequences of not
The relocation process was carried out very successfully and only meant a 2 percent over-cost. To which factor do you attribute this accomplishment?
The case also mentions the importance of scope management in a research environment. Define scope management for any project.
The authors highlight the importance of having a clear mission and objectives in the project. What does it mean to have a project with a clear mission and objectives?
Aside from the superconducting supercollider, there are other examples of large projects that were terminated primarily because of political considerations.From your own experience or the literature find and discuss another example with the class. What could have prevented the termination of the
What does the author mean by "the fourth dimension of managing"?
The paper states that the interstate highway system project was successful because, among other factors, "the act offered something to everyone, and aroused the ire of almost no one." The statement clearly refers to the project stakeholders. Develop a list of the common stakeholders of any project.
Besides politics there are numerous other factors that play a role in the success or failure of a project. Identify five to six of those elements and discuss the most critical among them.
Define a generic procedure for stakeholder analysis.
Consider any of the other cases found in this casebook. Identify all the internal and external stakeholders for the project and briefly discuss their stakes. List any strategic issues that could inhibit the progress on the project.
The method used by the Heart of Illinois Project to gain project acceptance has five key elements. List and define those elements.
Regardless of the size of the endeavor, every project has to deal with stakeholders. Develop a list of the most common stakeholders on any project.
What is a "stakeholder?"
The case states that there is not a section in the PMBOK Guide which directly addresses the site selection process. Is it possible that all of the sections of the PMBOK Guide at least generally describe this process? Go through each section and describe how it might affect the site selection
This project doesn't mention cost management, aside from estimating costs for each phase and describing the costing elements in the work breakdown structure. In light of the described penalties for noncompliance with the dumping bans, how important is cost management?
The team work package is mentioned near the end of the case. It seems to be a synonym of the work categories described in the case. Define a work package and describe any similarities between the two terms.
Would you consider this case the description of one or three projects, given the three distinct phases described and the extended time frame for the phases described?
The author presents the work breakdown structure of the project in detail and explains the process followed in its development. PMBOK Guide, section 5.3.2, Tools and Techniques for Scope Definition, discusses methods used to develop a work breakdown structure. Which of those methods listed were
The authors mention the importance of negotiating the quality, budgeting, and scheduling with the project's owner. Elements of every project and even every activity of life involve negotiation. Project managers always have to conduct negotiations in a project. What are some strategies for
The authors state that if realistic budget and quality are established, the project is properly controlled by controlling the schedule. They later state that the schedule is the key controlling mechanism. What are the key assumptions of this statement?
Something which was not mentioned by the authors of this case was that the airport was created using public funds and thus faced the problems associated with dealing with the government and, consequently, the public as stakeholders. How did the ownerlengineers of this project deal with this
The authors state that project cost is directly proportional to the level of quality required. Comment on this statement.
The design team was concerned with developing "real" quotations and selecting the best energy system. Which of the nine project management body of knowledge areas was used most? Describe this process.
How important did project management consider the permitting process?Was this level of attention and concern appropriate?
Given that the governmental agencies all have an interest in the timely completion of this project, how can the project managers exploit this strategic issue in the completion of the project?
How did this project incorporate project integration management (PMBOK Guide, Chapter 4) in its process?
Another important activity in project time management is schedule control.Document the description of this activity and how it was undertaken in this project.
Project time management is a key factor on any project. The projects described in the case were especially sensitive to any delay or any disapproval of permits. In section 6, Project Time Management, the PMBOK Guide identifies five major activities to be carried out to ensure a prompt completion of
What efforts were made to decrease complexity in the permitting process?How did these methods reduce the risk involved in the project?
As the project manager on the renovation of the eighteenth hole at the famed Pebble Beach Golf Course, what is the most important aspect of your project from a personal standpoint?
As an USGA course evaluator and stakeholder, what should your primary concern be?
The PMBOK Guide established five phases of a project: initiating, planning, executing, controlling, and closing. In this case, most of the activities required for the development of a golf course are mentioned. Define each of the processes and identify at least two tasks for each of these process
List at least three stakeholders in a golf course design project and what they might have at stake in the project.
What actions can be taken by project managers to minimize some of the associated risks before starting to monitor a project?
What were some of the contributions made by the auditingquantity surveying consultant? How did these contributions minimize project risk?
What risks was the Department of Public Works and Services trying to reduce by adding another consultant to the project management team?
Describe the modified project management approach used to reduce some of these risks.
Describe the "risky" practice that was leading to some of these problems, including some of the overriding factors that negated any projected benefits.
What problems were encountered under the project management concept in this case?
What are some of the key management skills needed to run a project or enterprise? Support your answers with information from the PMBOK Guide.
List some of the other factors that might have contributed to the cost overruns and schedule delays on this project.
In an interview in the article, one executive, in referring to the bank and contractor who put the project together, said that they "had no idea how to be owners." What is the role of the owner of the project? Where did the owners of this project fail?
Some of the Intergovernmental Commission (ICG) decisions caused a portion of the cost overrun on the project. As a project manager, what could you have done to minimize the impact of these decisions?
Despite facing many management failures, the channel tunnel is certainly one of the world's engineering wonders. The author concentrates her analysis on the conflict between Transmanche Link (TML) and Eurotunnel. Suggest a course of action that should have been taken to prevent this conflict.
Discuss the importance of recognizing cultural differences when implementing project management and list examples of cultural features relevant to this case.
The Czech and Slovak managers were anxious to learn about being a leader.What it is the difference between a manager and a leader?
The case describes several weaknesses found on project designs such as:lacked clear statement of purpose or impact, lacked clear performance measures, etc. The authors state: "These weaknesses needed to be addressed during the project design phase when the cost of planning is significantly less
The authors state that they found Czech and Slovak managers familiar with traditional scheduling technology, but without project management expertise. Therefore, they aimed their training programs towards the planning function and its relationshp with project implementation and evaluation.Discuss
The processes required to develop a Saturn vehicle are organized through the use of two work breakdown structures. Describe those two breakdown structures. What kind of organizational structure does their creation resemble?
The description of program management teams in the case describes teams being led by marketing during the development phase and engineering and manufacturing during the implementation phase. How might this varying leadership affect the performance of the teams?
The matrix organization structure emerged in the early 1960s as an alternative to the functional structure. This organizational form enjoyed popularity in the 1970s and early 1980s. What are its main advantages?
This case defines Saturn's program management, but seems to focus on scheduling. How are Saturn's cross-functional teams used in the development of schedules?
The case mentions some of the shortcomings of a matrix organization structure including troubles in developing plans and resolving problems when "local" and program-wide objectives are in conflict. Define the meaning of a matrix organization structure and list its disadvantages.
How does the title of this case, "Destroying the Old Hierarchies," describe what is going on at Boeing?
Why is the use of interdisciplinary teams for product design, also known as concurrent engineering, a key element of projects and of regular management activities?
Boeing is one of the three major players in the airline production industry, with AirBus and McDonnell Douglas as the other two major companies.How does this small amount of competition affect the selection and management of projects?
The biggest change made by Condit on the 777 project from previous Boeing endeavors was the organizational design. "Working Together" challenged all the former ways of doing things and brought together the design and production areas of Boeing. The undertaking of this endeavor was supported by
The labor union-management relationship at Boeing had been very antagonistic in the past and remains tense. How is Boeing's new CEO Philip Condit attempting to ameliorate these relations?
The article mentions that former CEO Frank Shrontz considered interpersonal skills as one of the most important characteristics of his successor.What are some of the key management skills needed to run a project or enterprise? Support your answers with information from the PMBOK Guide.
Do the concepts presented in this case match all that you have read, heard, and learned concerning project management? Given what you have read in this case, is a project manager also a total quality manager?
What are the benefits of the recognition programs, free luncheons, and teamwork training sessions? As a project manager, is it your responsibility to coordinate efforts such as these?
The author of the case made reference to several total quality theories of Deming, Juran, and Crosby. Whch of these points do you consider most important to the success of the project? Discuss.
This project used a creative method for dealing with status review meetings.Why was it possible and useful to use this type of control system?
In order to facilitate communications on the project, team members with different responsibilities were seated next to each other. How would this affect diverse team members, such as those in production and design?
Identify the stakeholders in this case and discuss their roles in the project.
There have been cases of mega-projects (such as the superconducting supercollider project) that have been terminated after several years of work. Discuss the importance of knowing when to terminate an unsuccessful project.Is there a possibility that the NASP project might have the same fate?
Discuss some of the project benefits that can be highlighted when communicating with the general public about this project.
By its characteristics, this project can be called a mega-project. This type of project requires special attention on certain issues. List some of the strategic issues you consider important for this kind of project. Do you think the managers of this project have addressed these issues? How would
The authors state: "Although the program must be focused on the goals of the NASP X-30 demonstrator, it must also generate the technology that will allow a broad basis for future hypersonic vehicles and derivatives of the NASP demonstrator." These two objectives are complementary but could
It is stated in the case that "listening to customers and addressing their concerns directly can have a revolutionary impact on an organization that traditionally defines project requirements for others." Compare this statement to the well-known Hawthorne effect, which shows that attention paid to
The designhuild method resembles an interdisciplinary team made up of members from engineering, design, and manufacturing. Due to the development of such a team, many positive effects are felt in the project. This type of team is also know as a product-process team or the concurrent engineering
The use of the designhuild method for the contractor allows the fulfillment of many goals and requirements of the stakeholders in an innovative manner. What are some of the advantages of this method that are mentioned in the case?
This project worked with the public sector and thus existed in the "fish bowl" of public scrutiny described. In order to continue funding for the project, the project management must be sensitive to its relationship with the public. How did project management deal with this concern successfully?
Who were the specific stakeholders for this project, and what was their stake in the project?
This case illustrates how, due to the pressure from a group of stakeholders, the project found a creative way of achieving the desired result. Stakeholders are a very important element of any project. Develop a generic set of stakeholders for any project.
Can uncertainty such as that caused by the multinational relationships described in this project be planned for? At what stage in the project can the project management identlfy and consider risks such as these?
From the case it can be inferred that at the beginning of the project many of the actions in the project were not adequately planned. Most of the activities seemed to be reactive instead of proactive, and uncertainty was a constant, as shown through the terrorist attack on the transmission towers.
List some of the risks to this project. How can they be handled?
According to the author, the bidding and takeover process described in this case "had all the classic elements of a project": a temporary undertaking, staff from different organizations, uncertain outcome, and dissolution upon project termination. Are there other elements to a project?
What was the primary objective of this project as described in the case?
When working on the development of Taxol, how should the project manager have managed and motivated project team members?
After the NDA had been passed, how would the project manager's job change?
List a few characteristics of the described project manager's role which you would consider important.
BMS and the NCI worked together to get Taxol accepted quickly. How is this stakeholder relationship going to affect the long-term aspects of other related projects?
What was the initial objective(s) of the project? What were the main reasons for the achievement of this objective(s)?
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