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Project Management Case Studies 5th Edition Harold Kerzner - Solutions
What cultural issues at Wayne Corporation made it quite likely that trade-offs would be necessary?
Why do projects that have more than three competing constraints generally require more trade-offs than projects based on just the traditional triple constraints?
Why are strategic projects more prone to trade-offs than operational projects?
Why do most projects eventually require some type of trade-off?
What is your best guess as to what happened to the working relationship between Al Zink and Fred Cutler?
Did Fred Cutler act appropriately in trying to get Al Zink to act as a sponsor?
Were Al Zink’s actions those of someone trying to be an invisible sponsor?
Is it right for the sponsor to be the ultimate person responsible for the success or failure of the project?
Can an executive be “forced” to function as a sponsor?
Why do some executives refuse to function as project sponsors?
What is your prognosis on Rose’s chances of remaining in business?
Was John correct in resigning from the company?
If John had decided to remain with Rose Industries, how might he change his fourstep approach, given the responses by the other executives?
Why were the other executives threatened by his four-step approach?
Was he too optimistic with his four-step approach?
Was John correct in his four components of a good project management culture?
How does one know during the job interview process if the promises made for support will be kept?
Is it possible for an executive, or for anyone else for that matter, to determine the true challenges of the job at hand during hiring interviews? What questions, if any, should be asked?
Looking at Rose’s current level of project management maturity, which is not much, how long might it take the company to see some reasonable project management maturity assuming John was not there?
Can inbreeding be detrimental to project management maturity?
Why was it so difficult for Rose Industries to implement project management prior to John Green coming on board?
What should the consultant say next to get the executives to understand and support project management?
Why did the executives still seem apprehensive even after the consultant’s presentation?
Was the consultant correct in beginning the presentation by showing the gap between Levon and the rest of the industry?
Why did the executives refuse to listen to their own employees but were willing to listen to a consultant?
Suppose that some of the directorate chiefs refuse to assign resources according to the prioritized list and still remain focused on their own pet projects. How should this issue now be resolved?
How often should the list of prioritized projects be reviewed, and who should be in attendance at the review meetings?
Can the directorate chiefs assign the priority or must it be done with the involvement of senior management?
Let’s assume that the decision was to create a list that included all of the projects from the four directorates. How many of the projects on the list should have a priority number or priority code?
What should the senior management team do to resolve the problem?
Why is it necessary for senior management to step in rather than let the chiefs of the directorates handle the conflicts?
What should Jerry do during the negotiation phase if Prylon Corporation comes up with its own recovery plan and the plan is unacceptable to Mannix?
Suppose that during the audit phase, Jerry discovered that one of the team members, who was a close friend of his, was the cause of most of the issues. How should Jerry handle the situation?
As identified in the case, what were the life-cycle phases for recovery, and what is accomplished in each phase?
What were the risks in Question 10?
What was Jerry’s intent in canceling overtime and asking the team to stop working on the project for a few days?
What are the characteristics of a death spiral on a failing project?
Why was morale low when Jerry first took over the project?
What generally happens to constraints such as time and cost during recovery?
Do stakeholders expect trade-offs during recovery?
What is the ultimate goal of a recovery project?
Is it reasonable to expect that requirements will change during recovery?
Should a firm-fixed-price contract have been awarded from the ERP effort?
Do projects go from green to red overnight? If they do, then what is the most likely cause?
Why did Prylon give Mannix Corporation a third chance?
How would you handle a situation where only a few managers or employees are promoting the more formal approach?
If the organization persists in creeping toward formal project management, what can be done to return to a more informal approach?
How can a company maintain informal project management during periods of corporate growth?
If excellence can be achieved, would it more likely be achieved using formal or informal project management?
What time frame is reasonable?
What project management problems must be solved?
What strategic problems must be solved?
Explain the potential risks to Macon if the customer’s experience with project management increases while Macon’s knowledge remains stagnant.
How long will it take to achieve some degree of excellence?
What plan should be developed for achieving excellence in project management?
Where will the greatest resistance for excellence in project management come from?
Could there have been a hidden agenda behind the sale of Williams Company(such as poor prognosis for the future of the machine tool industry)?
Should Crock Engineering have held onto the Williams Company? If so, how?
Is project management the real reason why the company was sold and employees lost their jobs?
Who should be blamed for the failure of Williams Company to react quickly to changes in the marketplace?
How should you handle experienced employees who live in the past and refuse to accept project management?
Could project management have been used for those projects involving modifications to the standard machine tool line?
Does it seem realistic that proposal evaluation committees could consider project management expertise to be as important as technical ability?
Could it have been averted?
What was the reason for the loss of the contract?
How should Lenore handle disparities in leadership styles?
Is it possible to prevent an overoptimistic view of the project management capability of the company being acquired?
How should Lenore handle differences in the wage and salary administration program?
How should Lenore handle differences in the culture if Belle has the better culture?
How should Lenore handle differences in the culture if Lenore has the better culture?
How should Lenore handle differences in the project management approach if neither Lenore nor Belle has any project management?
How should Lenore handle differences in the project management approach if Belle has the better approach?
How should Lenore handle differences in the project management approach if Lenore has the better approach?
How much time is really needed to get economies of combined operations?
Are the acquisition objectives in Table I realistic?
Why is it so difficult to get senior management to consider the impact on project management during preacquisition decision making?
What if all four companies agree to the project management methodology and then some client stakeholders show a lack of support for use of the methodology?
If Honicker cannot win their support, then how should Honicker manage the opposition?
What can Honicker do to win their support?
Which stakeholder(s) may have the power to kill this project?
Which stakeholders may be powerful and which are not?
If all four companies were willing to cooperate with one another, how long do you think it would take for an agreement on and acceptance to use the new EPM system?
How easy or difficult is it to get several geographically dispersed companies to agree to the same culture and methodology?
Under what conditions would Honicker decide to back away and let each company do its own thing?
What if Gamma and Delta Companies argue that their clients and stakeholders have not readily accepted the project management approach and they wish to be left alone with regard to dealing with their clients?
What if Alpha Company is adamant that its approach is best and refuses to budge?
What if, after all attempts, Gamma and Delta companies refuse to come on board?
What would you recommend that Honicker do first?
What are Honicker’s options now?
Should an EPM system have the capability of capturing best practices?
Is it best to design an EPM system around flexible or inflexible elements? Generally, when first developing an EPM system, do companies prefer to use formal or informal designs?
Why is it best to have six or fewer life-cycle phases in an EPM system?
Is it acceptable for the PMO to report to the chief information officer, or should it report to someone else?
Can a PMO accelerate the implementation process?
What can you determine about the corporate culture from the fact that they waited this long to consider the development of an EPM system?
Should a single methodology for project management have a process for the prioritization of projects, or should some committee external to the methodology accomplish this?
What might happen if benchmarking studies indicate that either marketing or engineering are at fault?
What obstacles exist in getting marketing and engineering to agree to a single methodology for project management?
Given the current noncooperative culture, how long will it take to achieve a good cooperative project management culture and even excellence?
Can excellence in project management still be achieved and, if so, how? What steps would you recommend?
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