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Project Management Case Studies 5th Edition Harold Kerzner - Solutions
Does Paul Troy appear to realize that there are also time and cost constraints on a project?
Should Frank Allen have tracked the project more closely because of the abovementioned problems?
Should Frank Allen have sensed a communication problem between Paul Troy and the functional manager?
Should Paul Troy have been delegated the responsibility for the estimate?
Should the estimating of this task have been delegated?
Can this task be delegated?
Who is the best person qualified to make functional estimates?
There were communications issues with Alice, Bob, Betty, and Frank. For each communication issue, where was the breakdown in communications: encoding, decoding, feedback, and so on?
Was Herb the right person to be assigned as the project manager?
How important are communication skills in project management?
How do you think this situation was resolved?
How would you negotiate with the functional managers?
Should Larry Gilbert be assigned?
What should be Blen Carty’s role and Dr. Runnels’s role?
Whose responsibility is it to staff the office?
Should project managers negotiate for people or deliverables?
How do we remove an employee who is not performing as expected?
Should an external customer have a say in project staffing?
How should irresolvable conflicts over staffing between project and line managers be handled?
Who should have more of a say during negotiations for resources: the project manager or the line manager?
How do we create a partnership between the project manager and line managers when the project manager focuses only on the best interest of his or her project and the line manager is expected to make impartial company decisions?
Does the estimating function appear to be performing correctly?
Does Martig have a good procurement function?
What should the working relationship be between project managers and site superintendants?
How would you resolve the problem?
What is the major problem with the case study?
What would you do if you were one of the project managers?
How do you account for the actions of the new department manager?
Will your answer to the last question have political ramifications?
What is your recommendation to the plant manager? To the corporate vice presidents?
Who gets blamed if the project schedule is not met? If unrealistic estimates are given?
How should the company solve its project coordinator problems?
Of what value is computerized project management on capital equipment projects?
Can these projects be run informally?
On what kinds of projects are project coordinators being used?
What is the difference between a project coordinator and a project manager?
Should the company have a career path in project coordination?
How are project coordinators selected?
Can we establish one uniform set of priorities? If so, who will have to make concessions?
Can this dotted line be eliminated? If so, under what circumstances?
What is the working relationship between the plant manager and the superintendent for materials?
How are priorities established for each division?
Explain how the landlord–tenant relationship works.
What are the advantages and disadvantages of this structure?
Can the project manager be a military type who is reassigned after a given tour of duty?
What possible recommendation could you make?
What type of project management structure is QCI using?
Are there any strengths in the current QCI organization?
What specific problems appear in the management of R&D projects?
What specific problems appear in the management of large projects?
Is it possible that capital equipment projects almost always take a backseat to other projects?
Is it possible for a company to have such a strong technical community that technical integrity is more important than the project itself?
Should a company be willing to let some large projects fail?
Should the project manager on large projects be permitted to perform marketing activities?
What are the major problems with small-customer project management?
Should marketing have R&D project managers reporting to them?
Why does the R&D project manager have built-in conflicts?
Can the 13 managers under this vice president work effectively with the four product managers under the vice president of marketing/sales?
Can 13 project managers be controlled and supervised effectively by one vice president?
What was the driving force behind Damian’s actions throughout the case?
Why was Damian reluctant to address the media and answer their questions once the project started?
Why did all three bidders want a cost-reimbursable contract rather than a fixedprice contract?
Why did Damian want one of his direct reportees to keep him informed about the status of the project rather than hearing it directly from the project manager?
Why did Damian want someone quite low in the organizational hierarchy to function as the project manager?
Because of the sensitivity of the problem, was it acceptable to get quotes from vendors on an informal basis, or should everything have been done through the formal channels for procurement?
Could the solution to the security problem have been managed internally, or was it necessary to outsource the work?
Are there project sponsors at RI?
How important is the corporate culture to the pool management concept?
If pool management does not work, can line management slots then be reinstated?
Is it a good idea to remove all of the line management slots?
Can CCI be fixed? If so, what would you do, and how long do you estimate it would take to make the repairs?
Is it realistic to expect each satellite office to have its own project management methodology? What happens when two or more satellite offices must work together?
Can project management practices be improved with a major repair to the corporate culture?
What happened to the corporate culture?
Could these results have been anticipated?
What time frame would be appropriate to achieve excellence in project management?What assumptions must be made?
What overall cultural issues must be considered in striving for excellence in project management?
What skill set would be ideal for the future project managers at Apache Metals?
Will the new approach taken in 2007 put the company on a path to excellence in project management?
What problems can you see in the way project managers were assigned in the past?
If a single methodology for project management already exists, then how difficult will it be to make major changes to the methodology and what type of resistance, if any, should management expect?
Can the decision to become a chunk supplier cause an immediate change in Como’s single methodology for project management?
Can the decision to become a chunk supplier change the way Como performs strategic planning for project management?
Should Como compete to become a chunk manager?
What are Como’s chances for success? Justify your answer.
How can Como accelerate the learning process to achieve excellence in project management? What steps should management take based on its learning so far?
What was the driving force for excellence before the announcement of chunk management, and what is it now?
Should your customer, especially if it is a powerful customer, have input in the way that your organization performs strategic planning for project management?If so, what type of input should the customer have and on what subject matter?
Is it possible for your customers’ knowledge of project management to influence the way that your organization performs strategic planning for project management?
What dangers exist when your customers are more knowledgeable than you are concerning project management?
What chance of success do you give Como?
Does the time frame of 36 months seem practical?
Was Como correct in attacking the cultural issues first?
How much influence should a customer be able to exert on how the contractors manage projects?
Does Como have a choice in whether to accept project management as a culture?
All three options require some trade-offs on time and cost as well as possibly quality. Which option should Wayne Corporation select?
What decision would the executives most likely make with regard to a trade-off?
What would Ellen most likely recommend to the executive team with regard to trade-offs?
Who would most likely make the decision for the trade-offs on Ellen’s project?
Why are design freeze dates important?
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