Project Management Case Studies 4th Edition Harold R. Kerzner - Solutions

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How does an incomplete SRS impact the estimating of project schedule and cost?
Does the structure of the SRS impact the life cycle processes chosen for the project?
How does the WBS created for the project map to the SRS? What changes were made to the WBS based on what was learned from developing the SRS structure?
The IEEE has a useful set of specifications convertible to templates for software requirements capture and maintenance. Do a Web search and find other templates available from other international standards organizations.
Which do you think would be a better measure of project performance: EVA or CPM's buffer management? Why?
Do you think the critical chain methodology is different from that described in the PMBOK? Explain.
Why do you think that CPM methods are still used today in most scheduling software, even though computing power today is many times that of the 1950s?Do you think software tools should use PERT, or is CPM adequate, since it is all just "guestimating" anyway?
Find and analyze critical path activitiesa. Can any be shortened?b. If so, will the critical path change?6. Perform resource allocationa. Level resourcesb. Is total duration still acceptable?
Develop a network diagram (PDM) from the WBS and dependency information 4. Do the CPM analysis computationsa. Forward pass to find early timesb. Backward pass for late timesc. Is total duration acceptable?
Identify activity dependenciesa. What can be done first?b. What can be done next?c. What can be done in parallel?
Develop the work breakdown structure (WBS)a. What activities must be done?b. Who will do each one?c. What materials/supplies are required?d. How much will each activity cost?
Describe a situation in which you would need to use a lag time in a software development life cycle.
What is the hardest challenge facing software development project managers regarding dependency relationships, and why does it have such a strong effect on project schedules?
Explain the difference between a hard and a soft dependency?
Describe the uncertainty principle;
Define dependencies in the context of projects;
Describe at least three different types of dependencies;
Explain what lag and lead dependencies are used for;
Identify new activities and dependencies using the nominal group technique;
Describe several different ways that one activity can depend on another in a network;
Under what circumstances would a purely functional organization be better for a software development project? Cite an example.
Research indicates that the matrix structure is often confusing because it has multiple roles for people, with resulting confusion about these roles.Unfortunately, not all program managers, project managers, and project engineers possess the necessary skills to operate in this
What additional information would you add to a responsibility assignment matrix, and why?
Under what specific circumstances would a responsibility assignment matrix not be needed? Why?
Describe a role you have had in your career that had only one of the three job aspects of responsibility, authority, and accountability. Were you successful in the role?
Based on the following brief descriptions of a project:a. Determine the type of project.b. Using basic COCOMO:i. Calculate the amount of effort it will take to develop this project.ii. Calculate the development time based on the effort estimate.c. Using intermediate COCOMO:i. Calculate the amount
Are all estimating models mathematical? Empirical? Regression? Please explain.
What information can and cannot a project manager effectively evaluate?Could it depend upon the project manager’s educational background and experience?
If multiple evaluation forms are used, what information should go into the form filled out by the project manager?
If we use only one form, what information should be evaluated so as to be equitable to everyone?
Can a company effectively utilize multiple performance evaluation forms within an organization? What are the advantages and disadvantages?
Harry decided to interview potential candidates after reviewing the files. This is usually a good idea, because the files may not address all of Harry’s concerns.What questions should Harry ask during the interviews? Why is Harry interviewing candidates? What critical information may not appear
What information should Harry look for in the personnel files?
What would be the ideal qualifications for the project engineering slot?
Why did United Airlines decide to act as the project manager for the baggage handling system on Concourse B?
Do scope changes reflect upon the ineffectiveness of a project management team?
Should the PMT have been replaced?
Why were the architects coordinating the changes at the construction site?
Should the PMT be qualified to perform risk analyses?
During the design phase, contractors were submitting reestimates for work, 30 days after their original estimates, and the new estimates were up to $50 million larger than the prior estimate. Does this reflect upon the capabilities of the PMT?
Did it sound as though the statement of work/specifications provided by the city to the PMT was “vague” for the design phase?
When did the effectiveness of the project management team begin to be questioned?
What is the function of the project management team (PMT) and why were two companies involved?
Is there additional revenue space available (i.e., unused capacity)?
One of the critical parameters that airlines use is the cost per enplaned passenger.Using Exhibit V, determine whether the cost per enplaned passenger can be lowered.
If the debt coverage were actually this good, why would the ratings on the bonds be BB?
What options are available to DIA if the coverage falls below 100 percent?
Assume that DIA finally opens and with a debt of $3 billion. Is the revenue stream sufficient to pay interest each year and pay the principal at maturity?
There are numerous scenarios that can occur once the airport opens. The following questions are “what if” exercises and may not have a right or wrong answer. The questions are used to stimulate classroom discussion. The students must use the prospectus excerpts in the exhibit at the end of the
On October 1, 1992, the United bonds were issued at an interest rate of 6.875 percent. Was this an appropriate coupon for the bonds?
According to the prospectus, the DIA bonds were rated as BBB by Standard & Poor’s Corporation. Yet, at the same time, the City of Denver was given a rating of AA. How can this be?
What impact do the rating agencies (i.e., Moody’s and Standard & Poor’s)have in the financing of the airport?
United is a corporation in business to make money. How can United issue tax-free municipal bonds?
What appears to be the single greatest risk in the decision to build DIA?
Is DIA a good strategic fit for Continental?
Why was the new baggage handling system so important to United?
Why was United Opposed to expansion at Front Range Airport?
Did the airlines support the decision to build DIA?
Who are the stakeholders and what are their interests or objectives?
Perform an analysis for strengths, weaknesses, opportunities, and threats(SWOT) on the decision to build DIA.
Is the decision to build a new airport at Denver strategically a sound decision?
What are Jane’s options if she decides not to follow Tim’s instructions?
If Jane follows Tim instructions, is Jane also in violation of the Code of Ethics and Professional Responsibility?
Are Tim’s actions a violation of the Code of Ethics and Professional Conduct?
Why did Tim want to become the project sponsor?
Why did Tim want to add in a management reserve?
How do you think this case study ended? (It is a factual case and the author was the consultant.)
Knowing that you are not an attorney, does it appear from a project management perspective that sufficient information exists for a possible lawsuit to recover all or part of the incentive bonus for early delivery?
What information does Paul have to support his belief that something is wrong?
How important is it to capture lessons learned?
How important is it to maintain a paperwork trail?
How important is it to show compassion for people that may have been injured?
How important is response time when a crisis occurs?
Should a company immediately assume responsibility for a crisis?
How important is stakeholder relations management during a crisis?
How important is effective communication during a crisis?
Will there be a crisis committee or a crisis project sponsor?
When a crisis project occurs, who should be the leader of the crisis team?
Can a functional manager, who considers his organization as strictly support, still be dedicated to total project success?
Should the structures manager have been dedicated enough to continue the work on his own?
Who is at fault?
How successful do you think Cooper was in lowering costs?
Can the lowering of health care costs and workers’ compensation costs be considered as a project?
Are the new responsibilities of the department, specifically ergonomics, a valid interpretation of risk management?
Was the original intent of creating the Risk Management Department correct in that it was designed to protect corporate assets? In other words, was this really risk management?
What are your feelings on the project manager’s comments that he must wait until the prototyping phase to assign probabilities and outcomes?
Given the life cycle phases in the case study, in which phase would it be appropriate to identify the risk management plan?
Should a project management methodology provide guidance for the development of a risk management plan?
Can probabilities of occurrence and expected outcomes (i.e., damage) be accurately assigned to 100 risk events?
Should the 100 or so risk events identified have been categorized? If so, how?
Are there any significant benefits to the amount of work already done for risk identification?
Should one step be allowed to “dominate” the entire risk management process?
Was the appropriate amount of time and money spent identifying the risk events?
Did the project manager actually perform effective risk management?
Was the document given to the sponsor a risk management plan?
Can risk management planning be justified on almost all programs and projects?
Can the sudden disclosure of a risk management plan be used as a stopgap measure to prevent termination of a potentially failing project?
How does one develop a risk management plan predicated upon needed advances in the state of the art?
How can severe optimism or severe pessimism influence the development of a risk management plan?
How effective is a risk management plan if cost overruns and schedule slippages are always allowed?

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Project Management Case Studies 4th Edition Harold R. Kerzner - Solutions

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