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Project Management Case Studies 5th Edition Harold Kerzner - Solutions
What appears to be the single greatest risk in the decision to build DIA?
Is DIA a good strategic fit for Continental?
Why was the new baggage handling system so important to United?
Why was United opposed to expansion at Front Range Airport?
Did the airlines support the decision to build DIA?
Who are the stakeholders and what are their interests or objectives?
Perform an analysis for strengths, weaknesses, opportunities, and threats (SWOT)on the decision to build DIA.
Is the decision to build a new airport at Denver strategically a sound decision?
What are Jane’s options if she decides not to follow Tim’s instructions?
If Jane follows Tim instructions, is Jane also in violation of the Code of Ethics and Professional Responsibility?
Are Tim’s actions a violation of the Code of Ethics and Professional Conduct?
Why did Tim want to become the project sponsor?
Why did Tim want to add in a management reserve?
Did Jim win or lose the lawsuit?
Did the president have the right to transfer profit-and-loss responsibility from the functional divisions to the PMO?
Does the president of a company have the right to restructure a company however he or she pleases?
Why do most executives hire into companies under written contracts rather than a one-page employment acceptance letter?
How will you respond if nobody agrees with your defense?
What can a project manager say in his/her defense?
Can a functional manager who considers his organization as strictly support still be dedicated to total project success?
Should the structures manager have been dedicated enough to continue the work on his own?
Who is at fault?
What should Tom have done if he did not get the support he needed?
Should Dr. Polly have provided support?
How successful do you think Cooper was in lowering costs?
Can the lowering of health care costs and workers’ compensation costs be considered as a project?
Are the new responsibilities of the department, specifically ergonomics, a valid interpretation of risk management?
Was the original intent of creating the Risk Management Department correct in that it was designed to protect corporate assets? In other words, was this really risk management?
What are your feelings on the project manager’s comments that he must wait until the prototyping phase to assign probabilities and outcomes?
Given the life-cycle phases in the case study, in which phase would it be appropriate to identify the risk management plan?
Should a project management methodology provide guidance for the development of a risk management plan?
Can probabilities of occurrence and expected outcomes (i.e., damage) be accurately assigned to 100 risk events?
Should the 100 or so risk events identified have been categorized? If so, how?
Are there any significant benefits to the amount of work already done for risk identification?
Should one step be allowed to “dominate” the entire risk management process?
Was the appropriate amount of time and money spent identifying the risk events?
Did the project manager actually perform effective risk management?
Was the document given to the sponsor a risk management plan?
Can risk management planning be justified on almost all programs and projects?
Can the sudden disclosure of a risk management plan be used as a stopgap measure to prevent termination of a potentially failing project?
How does one develop a risk management plan predicated upon needed advances in the state of the art?
How can severe optimism or severe pessimism influence the development of a risk management plan?
How effective is a risk management plan if cost overruns and schedule slippages are always allowed?
How might the Army have responded if it were presented with a risk management plan early during the R&D activities?
Should the customer be allowed to participate in or assist the contractor in developing a risk management plan?
How effective will the risk management plan be if developed by the project manager without input from others?
Would Altex have been more interested in developing a risk management plan if the project were funded entirely from within?
Does the customer have the right to expect the contractor to perform risk analysis and develop a risk management plan if it is not called out as part of the contractual statement of work?
Should risk management planning be performed in the proposal stage or after contract award, assuming that it must be done?
Why was a risk management plan considered unnecessary?
Would you side with marketing or engineering? What should Luxor do at this point?
The seven items in the list provided by engineering are all ways of mitigating certain risk events. If the company follows these suggestions, is it adopting a risk response mode of avoidance, assumption, reduction, or deflection?
How does one assign probabilities to the marketing list?
Does the list provided by marketing demonstrate the likelihood of a risk event or the impact of a risk event?
Can the impact of one specific risk event, such as a technical risk event, create additional risks, which may or may not be technical risks? Can risk events be interrelated?
Can employees begin using a risk management template without some form of specialized training?
Should a risk management template be forward looking?
How do you validate a risk management template?
Can probability distributions be transferred from one company to another? If not, then how do we develop a probability distribution?
Can templates be transferred from one company to another, or should tailoring be mandatory?
If you were on a jury attempting to place liability, whom would you say was responsible for the Challenger disaster?
How should we handle situations where people in authority believe that the potential rewards justify what they believe to be relatively minor risks?
What level of risk should have been acceptable for launch?
Because of the ice problem, Rockwell could not guarantee the shuttle’s safety but did nothing to veto the launch. Is there a better way for situations as this to be handled in the future?
How could the chains of communication and responsibility for the Space Shuttle Program have been made to function better?
How might an engineer deal with pressure from above to follow a course of action that the engineer knows to be wrong?
Should someone have stopped the Challenger launch, and, if so, how could this have been accomplished without risking one’s job and career?
How might Thiokol engineers have convinced both their own management and NASA to postpone the launch?
Risk management includes the documentation of lessons learned. In the case study, was there an audit trail of lessons learned, or was that audit trail simply protection memos?
How much documentation should be necessary for the tracking of a risk management plan? Can this documentation become excessive and create decision-making problems?
When NASA discounted the effects of the weather, did NASA’s risk response mechanism violate their responsibility to ensure crew safety?
When NASA pressed its contractors to recommend a launch, did NASA’s risk response mechanism violate their responsibility to ensure crew safety?
Did the engineers at Thiokol and NASA do all they could to convince their own management that the wrong risk response mechanism was about to be taken?
What risk response mechanism were managers at Thiokol and NASA using when they ignored the recommendations of their engineers?
Did the need to maintain a flight schedule compromise the risk response mechanism that would otherwise have been taken?
Are waivers a type of risk response mechanism?
What risk response mechanism did NASA administrators use when they issued waivers for the Launch Commit Criteria?
Why weren’t the astronauts involved in the launch decision (i.e., the acceptance of the risk)? Should they have been involved?
What should be the determining factors in deciding which risks are brought upstairs to the executive levels for review before selecting the appropriate risk response mechanism?
How should an organization decide whether or not to accept a risk and launch if the risks cannot be quantified?
Did it appear that the risk response method selected was dependent on the risk or on other factors?
What methods of risk response were used at NASA?
Who should have final say in deciding upon the appropriate response mechanism for a risk?
How does an organization decide what is or is not an acceptable risk?
Were probabilities assigned to any of the risks? Why or why not?
How were the identified risks quantified at NASA? Is the quantification system truly quantitative or is it a qualitative system?
If a critical risk is discovered, what is the proper way for the project manager to present to senior management the impact of the risk? How do you as a project manager make sure that senior management understand the ramifications?
How should risk quantification problems be resolved if there exist differences of opinion between the customer and the contractors?
How does one quantify the dangers associated with the ice problem?
Given the complexity of the Space Shuttle Program, is it feasible and/or practical to develop a methodology for quantifying risks, or should each situation be addressed individually? Can we have both a quantitative and qualitative risk evaluation system in place at the same time?
Suppose that a risk identification plan had been established at the beginning of the space program when the shuttle was still considered an experimental design. If the shuttle is now considered an operational vehicle rather than an experimental design, could that affect the way that risks were
How should one identify or classify the risks associated with pressure resulting from making promises that may be hard to keep?
How should one identify or classify trade-off risks, such as trading off safety for political acceptability?
How should one identify or classify the risks associated with using solid rocket boosters on manned spacecraft rather than the conventional liquid-fuel boosters?
Should senior management or sponsors be informed about all risks identified or just the overall “aggregate” risk?
How should problems with risk identification be resolved if there exist differences of opinion between the customer and the contractors?
Does there appear to have been a structured process in place for risk identification at either NASA or Thiokol?
What is the difference between a risk and an anomaly? Who determines the difference?
Would there have been a better way to handle risk management planning at NASA assuming 16 flights per year, 25 flights per year, or as originally planned, 60 flights per year? Why is the number of flights per year critical in designing a formalized risk management plan?
Is there a difference between a risk management plan, a quality assurance plan, and a safety plan, or are they the same?
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