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Project Management Case Studies 5th Edition Harold Kerzner - Solutions
If such a plan did exist, then why wasn’t it followed—or was it followed?
Does it appear, from the data provided in the case, that a risk management plan was in existence?
Can the exit champion use a different criterion, such as looking only at return on investment?
Which approach would you pick?
What are the advantages and disadvantages of each approach?
Under what conditions would a project still be allowed to continue even if it falls below the acceptable value threshold limit?
At what value contribution level would a project definitely be canceled?
Can the value component change over the life-cycle phases? If so, under what circumstances?
If these innovation projects were for external rather than internal clients, who should have more of an influence in the selection of the value components: the customers or the contractor doing the work?
What factors would make this process more subjective than objective?
How many of the metrics in Table I are now considered as KPIs?
Using the KPI selection criteria in Exhibit I, complete Table I. EXHIBIT I. KPI SELECTION CRITERIA Predictive: Able to predict the future of this trend Measurable: Can be expressed quantitatively Actionable: Triggers changes that may be necessary Relevant: Directly related to the success or
What factors determine how many KPIs should be reported?
Is there a simple way to differentiate between a metric and a KPI?
What metrics would you include in the list that may be appropriate for innovation projects?
Are the four questions posed by John correct?
Does it seem reasonable that some people might feel that metrics can be a spying machine?
Is the makeup of the team correct? Should someone from senior management also have been part of the team?
Is there a relationship between the capturing of best practices and the development of new metrics?
Are a few days enough time for the follow-on meeting, and should the executives attend?
Should the PMO take the lead in the establishment of the metrics?
Would you agree with Al Grey that the real cause of the failures appears to be a lack of good metrics? If this is the cause, then how do you justify that other projects were successful?
Is Ann Hawthorne’s description of engineers realistic?
Who, if anyone, should be blamed for the failure of the projects in this case study?
Is it inherently dangerous to encourage a project manager to recommend that his or her project be terminated during early life-cycle phases?
Can a PMO prevent failure?
Is it good or bad to have five R&D projects out of 12 completed successfully?
Is it possible that highly talented resources can overthink an R&D project to the point where they look for the most complicated solution rather than the simplest solution?
What information is lacking in Figure I?
What information is found in Figure I?
When project work goes bad and failures occur, is it common practice for fingerpointing and the laying of blame to occur, even at executive levels?
Can the failure of R&D actually be this devastating to a company?
Who got promoted and who got fired? In other words, how did the executives save face?
Is it customary for companies to allow executives to have pet or secret projects that do not follow the normal project approval process?
How do you prevent this situation from recurring on all yearly follow-on contracts?
Would your previous answer change if the program had the money available as a result of an underrun?
If you were the customer of this cost-plus program, what would your response be for additional funds for the bathtub period, assuming cost overrun?
If this were a cost-plus program, would you consider approaching the customer with your problem in hopes of relief?
Should the key people be supported on overhead?
Should Jerry go to the general manager?
If the client accepts the change to the contract, how much profit will RSG make if it can sell 100 units?
If the client accepts the offer, is it a win–win situation?
If you were the client, would you accept this offer?
What other ways were available to Anne for handling the situation?
Could Anne’s decision on how to handle the situation result in her getting removed as a project manager or even fired?
Do you believe that Anne handled the situation correctly?
If someone higher in rank than you turns out to be a control freak, how long should you wait before confronting them?
When someone hires into a company, is there any way of telling whether he or she is a control freak?
If you were an executive in this company, would you allow Vince to continue having pizza at team meetings?
What mistakes did Vince make initially?
How should a project manager determine when (i.e., time of day) to hold a team meeting? What factors should be considered?
What rights, if any, does Paula have with regard to wage and salary administration regarding this employee?
If all of Paula’s attempts fail to change Frank’s attitude and the line manager refuses to remove him, what options are available to Paula?
If Paula decides to try to handle the situation first by herself rather than approach the line manager, what should she do and in what order?
What options are available to Paula?
What other options, if any, were now available to Mark?
Would it make sense for Mark to assign this problem to someone else now, after Jack could not solve the problem the second time around?
What should Mark have done if Jack still was not able to resolve the problem?
Should Mark have assigned this to someone else rather than giving Jack a second chance? If so, how might Jack have reacted?
Should Mark just have given up on the idea rather than what he said to Jack?
Was Mark correct in what he said to get Jack to continue investigating the problem?
What is the proper way for Paul Harris to remove Evelyn Williams from the project?
What should Paul Harris say to the QuickPay team concerning the health check?
What should Paul Harris report to the executive staff?
Was it appropriate for Pegasus to recommend that Evelyn Williams, the project manager, be dismissed?
Was three weeks sufficient time for Pegasus to do its job?
Did Pegasus do its job correctly?
What were the three life-cycle phases that Pegasus used in performing the health check?
Is it advisable to perform a health check after just the first three months of the project?
Is the turnover of key personnel in the first three months of the project an indication of looming disaster?
Would the establishment of metrics have had any impact on the project up to that point?
Why did it appear that SoftSmart’s personnel also did not want to establish metrics?
Why did it appear that HCP’s team members did not want to establish metrics?
Once the bad news appeared in the first quarterly review meeting, should HCP have gone to weekly rather than monthly review meetings?
Do 200 scope changes in the first three months of the project indicate that there was a poor definition of the requirements?
If you were Paul Harris, how would you have reacted after being briefed at the first quarterly review meeting?
Should the project manager have taken the lead for the establishment of project metrics for the QuickPay Project?
Can project status be determined without the use of metrics?
Is it customary for a company like HCP to hold quarterly review meetings without having representation from its contractor, SoftSmart?
Can a project be a technical success and a commercial failure?
How long is a business case valid before it must be reexamined?
Assuming that a business case existed, who developed the business case?
Was there the possibility of a hidden business case?
Did the Iridium Project have a business case? If so, what was it?
What are the advantages and disadvantages of a collective belief?
What is the relationship, if any, between an exit champion and a project champion or project sponsor?
If an exit champion did not exist, explain why not. Who should have been the exit champion, if one did not exist?
Was there an exit champion on the Iridium Project? If so, who was the exit champion?
Are the length, dollar value, and complexity of the project factors to consider in whether an exit champion should be assigned? If so, are there other factors should be considered as well?
Should an exit champion be an active member of the project team? Can the champion be an outsider to Motorola or Iridium?
What should be the role description of an exit champion, and on what type of projects should an exit champion exist?
What are the differences between a project sponsor and a project champion? Can the project sponsor and project champion be the same person? If so, what are the risks? Did the Iridium Project have a project sponsor, project champion, or both?If you believe that both existed, then who filled each
Was sponsorship on the Iridium Project performed by one person or was it committee sponsorship? If it was committee sponsorship, then who sat on the committee?
At what level of management should the project sponsor reside on a project such as the Iridium Project, considering the project’s length, dollar value, and complexity?
Who, if anyone, was most likely the project sponsor for the Iridium Project at the end of 1996 when Staiano was brought on board as CEO?
Who, if anyone, was most likely the project sponsor for the Iridium Project prior to the creation of the Iridium Limited Liability Partnership (LLP) in 1991?
What should be the role of a project sponsor on the Iridium Project compared to the traditional project sponsor? Are there differences, and do your answers depend on the project’s length, technical complexity, and/or size?
How do you prevent this from occurring on other projects?
Who was at fault?
What are the major problems in the case?
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