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Project Management Case Studies 5th Edition Harold Kerzner - Solutions
Is there anything in the case that indicates the maturity level of project management at the agency around 1985–1986?
Is it possible or even desirable for strategic planning for project management to include ways to improve cooperation and working relationships, or is this beyond the scope of strategic planning for project management?
Can a single methodology for project management be designed to force cooperation to occur between groups?
Did senior management appear supportive and committed?
Did functional management seem to be committed to the project?
Did the project appear to be planned correctly?
Can your answer to question 4 be outlined as part of the project management methodology?
What options are available to a project manager when there exists a disagreement between the sponsor and the project manager?
Were the wrong people assigned as sponsors?
How can we develop a methodology where termination of a project is not viewed as a failure?
How do we eliminate politics from gate-review meetings?
Should a customer be informed that only projects that fit your methodology would be accepted?
Your company has a single methodology for project management. A powerful customer offers you a special project that does not fit into your methodology. Should a project be refused simply because it is not a good fit with your methodology?
In retrospect, would it have been better to assign a marketing person as project manager?
Delia’s letter, stating the five reasons for canceling the project, was refuted by Frimel, but with no success. Could Frimel’s early involvement as a project sponsor have prevented this?
Explain Dr. Reddy’s attitude when told to assume control of the project.
Financially, how should the extra tests have been handled?
Should an in-house representative have the right to remove a functional employee from the project?
Should Pat Ray have been given the freedom to visit laboratory personnel at any time?
Is immediate procurement of all materials a mistake?
How should West have reacted to Ray’s informing Delia that the first five tests were failures?
How should West have handled the situation where Pat Ray’s opinion of the test data was contrary to that of Corwin’s engineering personnel?
Explain Dr. Reddy’s attitude after go-ahead.
How important is it to inform line managers of proposal activities even if the line managers are not required to provide proposal support?
None of the executives expressed concern when Dr. Reddy said, “I would never have assigned him [West] as the project leader.” How do you account for the executives’lack of concern?
Explain the attitude of Dick Potts during the proposal activities.
Are there any risks in not having the vice president for manufacturing available during the go or no-go bidding decision?
Should the shortness of the proposal preparation time have required more active top management involvement before the proposal went out of house?
Should companies risk bidding on projects based on rough-draft specifications?
Should Corwin have accepted the assignment?
What were the major mistakes made by Corwin?
Could the lessons learned on success and failure during project debriefings cause a major change in the project management methodology?
Can a single methodology for project management specify morality and ethics in dealing with customers? If so, how do we handle situations where the project manager violates protocol?
Could the above-mentioned problems have been resolved if there had been a single methodology for project management in place?
Should a project manager ever censor bad news?
On R&D projects, should profits be booked periodically or at project termination?
Are functional employees authorized to make project decisions?
Did Gary understand production operations?
Did Gary demonstrate effective time management?
Should functional employees of the customer and contractor be permitted to communicate with one another without going through the project office?
What happens when a situation of mistrust occurs between the customer and contractor?
Is it customary for the project manager to prepare all of the handouts for a customer interchange meeting?
Should Paul Evans have been permitted to report information to Gable before reporting it to the project manager?
Is it possible for an executive to take too much of an interest in an R&D project?
Is it true that, when you enter project management, you either go up the organization or out the door?
What authority does Gary have and to whom does he report?
What are the moral and ethical issues facing Gary?
Was Gary qualified to be a project manager?
Do engineers with MBA degrees aspire to high positions in management?
If you were Gary Anderson, would you have accepted this position after the director stated that this project would be his baby all the way?
If one of these techniques were to be used, which one has the greatest likelihood for possible schedule compression?
Was Sarah correct in her analysis that these techniques probably would not work on her project?
What schedule compression techniques were considered in the case? Were there any techniques she did not consider?
Is it possible to convince a client that the schedule (and possibly the budget) is just a rough guess during competitive bidding and that finalization of the schedule(and budget) can be made only after go-ahead?
Can policies be established as part of competitive bidding to alleviate the pain of this occurring on other possible contracts where contract go-ahead date is several months after contract award?
Is this a common situation for most companies or an exception to the rule?
Is it true that some project managers put their careers at stake each time they take on a new project? Can we call this career risk management?
If you were in Jason’s position, would you have sold the company? If so, what would you then do with your life?
How does a project manager convince executives that they (the executives) are making bad business decisions? How many clients did Jason’s company have?Who were the company’s competitors, and what was the financial strength of the competition?
Did Craig make a good decision in giving up a potential $150,000 salary as a project manager to work with Jason?
Was Jason right in wanting to start up his own company?
What is your best guess on what happened?
Is it always better on IT projects to make changes using enhancement projects or should we allow changes to be made as we go along?
Was Janet correct in the comments she made to the IT team members?
Was Janet correct in the comments she made to the plant representatives?
Should a customer be willing to accept monetary responsibility for this type of situation, possibly by permitting established standards to be deviated from? If so, then how many months should be considered as a short-duration project?
How would you handle this situation on a longer-duration project, say one year, assuming that multiple departments are involved and that no new departments were established other than possibly the project office?
Is there any way this situation can be prevented from recurring?
How can the present situation be corrected?
Who is at fault?
What is the basis for the problem?
Should a customer be willing to accept monetary responsibility for this type of situation, possibly by permitting established standards to be deviated from? If so, then how many months should be considered as a short-duration project?
How would you handle this situation on a longer-duration project, say one year, assuming that multiple departments are involved and that no new departments were established other than possibly the project office?
Is there any way this situation can be prevented from recurring?
How can the present situation be corrected?
Who is at fault?
What is the basis for the problem?
Would your answer to question 1 change if Teloxy management believes that follow-on contracts will be forthcoming? What would happen if the probability of defects changes to 15 percent, 25 percent, 40 percent, 15 percent, and 5 percent due to learning-curve efficiencies?
Should the probability of defects change if we produce 18,000 units as opposed to 10,000 units?
Calculate the economic feasibility of make or buy.
What other factors should Marvin and his team consider?
How do we compare to the other competitors technology-wise?
How do we compare to the other competitors cost-wise?
What has been our bidding history?
What has been the bidding history of the competitors?
How hungry are we?
How hungry are the competitors?
Can a company bid on a contract that is well below its minimum cost estimate? If so, under what circumstances?
Should the negotiating parties be headed up by individuals who are the same rank?
What is the order of these items?
What items are negotiated during contract negotiations?
What is the role of the project manager?
How many people should make up the negotiations team?
How can the lack of project planning and controlling throughout the life of a project affect the end cost of the project?
What are the long-term problems in the case study?
Should line managers be willing to price out small jobs using their line organization overhead cost account?
Can this situation be corrected for small projects?
Should Paul have shown his estimates to the functional managers for their blessings?
Should Paul have been permitted to price out the jobs?
Is it beneficial for project office personnel to know the manhour estimates?
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