Quality Software Project Management 1st Edition Robert T. Futrell, Donald F. Shafer, Linda Isabell Shafer - Solutions

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Give three examples of goals of a project, according to the authors’recommendations.
Describe five mandatory elements of preparation for a stakeholders’meeting.
What is the harm of not preparing for a stakeholders’ meeting, using all the steps?
What are the two parts to Step 1?
What is the desired result of Step 1?
Provide other examples of the ways organizations help project planners out of the conflict between more detail and less detail in project plans.
What are other examples of the conflicts project planners face?
What is the difference between the project’s WBS and the project’s plan?
What are examples of each of the kinds of project risk (technical, schedule, financial)?
What are the compelling arguments for planning a project at a higher level (less detailed)?
What are the compelling arguments for planning a project at a very detailed level?
What is the purpose of a project plan?
An increase in throughput could be a result of many different things in an organization, other than project management improvement. Is it worthwhile trying to distinguish between the throughput increase that comes from other sources and that which comes from multi-project management improvement?
If you begin to measure the number of project tasks completed each week, and a task that you measured as complete last week now needs rework, how should this be counted in a data report? What behavior are you trying to encourage by these data, for resources and for the people managing the resources
How is it possible for an organization, with the same resources, to generate 50% more throughput or to reduce project cycle time (duration)by more than 20%? Review case studies at www.realization.com, www.prochain.com, or www.goldratt.com and provide three examples.
What do you think the damage might be from having more than two or three metrics?
What is the difference between a metric and supporting data?
Which metrics are useful in combination? Why?
Explain each of the key metrics that could be used to track ROI on improving multi-project management. For any one of the suggested metrics, explain why it might be difficult to obtain current performance data from an existing project management system.
Why should security of access to project management data be administered by the owner of the portfolios of projects and not by IT?
Older generation project management software typically relied on weekly or monthly batched reporting for many roles (e.g., senior management, sponsors, and resource managers). Provide two examples of why this style of reporting would not remove the limitation that multiproject management software
What size of organization needs multi-project management software?Explain the rationale for your answer.
Define staggering and why it is essential to govern the release/activation of new projects. What would software have to be able to do in order to provide a staggering capability?
Pick one of the three secondary software considerations and explain why it is secondary.
Describe five essential capabilities in any project management software.
What is the limitation of an organization that projects must address?Explain.
What role does a functional manager play in enterprise project resource management?
What information from red zone statistics might be useful in managing resources? Explain how you would use the information to make resource decisions.
Why do the authors claim that it is better to focus on one resource pool at a time to improve productivity, rather than try to improve productivity everywhere?
What is the difference(s) between resource management of a single resource pool (group of people with similar skills) and enterprise resource management?
What is the role of a capacity elevation team in enterprise resource management?What skill sets would you want in such a team?
What two pieces of information are vital for determining whether or not action is needed for a given resource skill set?
What is wrong with putting individuals’ names, rather than skill sets, into a project plan?
Think of a case where you might want to reduce a specific type of project variability. Provide an example and how such an effort would be worthwhile.
According to the authors, which approach is recommended—to try to eliminate all variability that might affect a project or to assume that some variability will exist and find a way to manage it? Why?
When the last task of a project is finished, the authors suggest that the project is not necessarily finished. Provide an example outside of those shared in the chapter, and describe the actions that the master project scheduler should take to address such a situation, assuming no one else in the
How might you convince a project manager to stop constantly expediting resources to their project?
Why should a project sponsor be concerned about scope creep and try to prevent or eliminate it?
What are the key roles and responsibilities in multi-project execution?
Briefly describe the two types of work necessary to implement the new way of multi-project execution.
When using the strategic resource pool/skill set as the staggering mechanism, how do you determine how much project work to freeze?
How would you decide which one of the two different mechanisms might be best for an organization?
Why is it often so difficult to convince senior management to adopt and not interfere with a staggering mechanism?
Describe an organization that might benefit from two, rather than one, staggering mechanisms.
Why would any organization have capacity to do more project work overall by staggering projects according to either one of the two mechanisms?
Why would every project finish faster when staggered using either one of the two mechanisms?
Explain two different ways of staggering projects.
How would a task manager performing daily reviews with his/her resources avoid micromanaging those resources?
Why would it be worth 15 minutes per day of an executive’s time to facilitate a fast-track issue resolution process for projects? Give one example from the private sector and one example from a government or not-for-profit organization.
What is the difference between common cause and special cause variation, according to W. Edwards Deming? Give some examples of each in a project environment.
Describe two different approaches to dealing with variability in projects.Why do the authors claim that one of the approaches is not effective?
What practices must be implemented in executing a project to ensure the project meets all of its goals in spite of variability?
What must a project plan contain in order to protect a project from variability?
What are some reasons why traditional project management practices do not deal effectively with variation?
What is the maximum number of tasks you would expect to see in a project plan built using this process (at the project manager level)?
Many organizations have small projects (e.g., implementing an income tax change in a set of tables) requiring only a few days. Should these projects go through the rigor of building a project network?
Why does an organization need project networks at all?
If you already have a project template, what steps in the network building process would you not need to go through?
What is a project template, and how can it be used to save time in network building?
In Step 9, when looking for ways to reduce overall project duration, is it effective to simply cut task time estimates? Why or why not?
Why should project networks be developed working backward from the end to the beginning?
The authors claim that multitasking is the cause of rampant delays in project task execution. Can you explain, through an example, why this might be true?
The authors made a point that managers do not experiment when discussing daily task reviews. Why is this so important when trying to improve anything with a significant change?
Do you think that it is difficult to do longer term resource capacity planning for all project resources or just for a few of them? Explain your answer.
Once you have a predictable multi-project environment, explain two other ways to speed up projects.
Describe the three elements essential for predictability in multi-project environments.
How might you explain why projects which are frozen for several weeks would still finish earlier than originally expected?
When you reduce the amount of project work, why are some results predictable whereas others are much less so?
If a project network requires 10 completely different skill sets, how many different people would be involved in scrutinizing the network and providing task estimates?
How does building a network from the end to the beginning help define tasks better than starting from the beginning and working toward the end?
Why should an organization focus more on its project networks than on other project management issues?
What are two causes of poor project networks?
How does obtaining two estimates for every task help you better understand the work?
When estimating time duration for tasks, should you assume the best resources will work on that task?
Why are task estimates a logical part of a network building process?
Why should you have a top manager review project blocking issues daily?
Why do the authors claim that having project tasks wait for non-project resources is commonplace?
Provide two examples of how resources that are not modeled in projects can cause project tasks to wait for long durations.
How would an organization know which of the two different directions for a solution it should pursue?
What are the two different directions for a solution to the resource issue?
If the resource issue relates to one critical skill set, why do you think the authors claim that you shouldn’t immediately hire more of that skill set?
If resources are at the heart of the multi-project management problem, why wouldn’t simply hiring more resources improve the problem?
What were Joe’s criteria for a good solution to his company’s problems?
Why do you think it took Joe three months to implement such a simple solution?
When the same people are able to complete a third more work after a change, when the content of their work is the same, how do you explain what they were doing with their time before the change (assuming they were not sitting idle)?
Explain the five elements of a solution.
What are five common challenges in managing a multi-project environment?
What happens when you hire more resources—do the multi-project problems go away?
Why do the authors claim that every organization has a conflict between starting urgent new projects and focusing on existing projects?
For the logarithmic Poisson model, find the expected number of failures experienced between a present failure intensity of 3.33 failures/CPU hr and an objective of 0.476 failure/CPU hr. Assume that the initial failure intensity is 10 failures/CPU hr, and the failure intensity decay parameter is
For the basic model, with vo = 100 failures, initial failure intensity = 10 failures/CPU hr, µp = 50, determine the expected number of failures that will be experienced between a present failure intensity of 3.68 failures/CPU hr and the objective failure intensity of 0.000454 failures/CPU hr.
Assume that the initial failure intensity is 10 failures/CPU hr. The failure intensity decay parameter is 0.02/failure. Assume that 50 failures have been experienced.What is the current failure intensity?
Assume that a program is estimated to experience 100 failures over its lifetime.This was determined from gathering data during the early phases of the project.It has now experienced 50. The initial failure intensity was 10 failures/CPU hr.What is the current failure intensity?
How does client mix and product market area impact your organization's moving to higher maturity levels in the software development process?
How does the SWEBOK map to IEEE 1074?
Where in the SWEBOK would you account for determination of your project's life cycle model?
When, in the CMM maturity levels, is an organization ready for CASE tools?
List five specific software engineering tasks you can perform to move from CMM Level 1 to Level 2.
How can Delphi and Monte Carlo techniques be used in the risk identification of the elevator problem in Appendix G?
How would you map the recognition of technical, programmatic, and supportability risk sources to when they could be expected to be identified within the IEEE 1074 life cycle model? Where in the spiral model?

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Quality Software Project Management 1st Edition Robert T. Futrell, Donald F. Shafer, Linda Isabell Shafer - Solutions

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