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Project Management Case Studies 4th Edition Harold R. Kerzner - Solutions
If this were a cost-plus program, would you consider approaching the customer with your problem in hopes of relief?
Should the key people be supported on overhead?
Should Jerry go to the general manager?
If the client accepts the change to the contract, how much profit will RSG make if it can sell 100 units?
If the client accepts the offer, is it a win–win situation?
If you were the client, would you accept this offer?
What other ways were available to Anne for handling the situation?
Could Anne’s decision on how to handle the situation result in Anne getting removed as a project manager or even fired?
Do you believe that Anne handled the situation correctly?
If someone higher in rank than you turns out to be a control freak, how long should you wait before confronting them?
When someone hires into a company, is there any way of telling whether or not they are a control freak?
If you were an executive in this company, would you allow Vince to continue doing this?
What mistakes did Vince make initially?
How should a project manager determine when (i.e., time of day) to hold a team meeting? What factors should be considered?
What rights, if any, does Paula have with regard to wage and salary administration regarding this employee?
If all of Paula’s attempts fail to change the worker’s attitude and the line refuses to remove the worker, what options are available to Paula?
If Paula decides to try to handle the situation first by herself rather than approach the line manager, what should Paula do and in what order?
What options are available to Paula?
What other options, if any, were now available to Mark?
Would it make sense for Mark to assign this problem to someone else now, after Jack could not solve the problem the second time around?
What should Mark have done if Jack still was not able to resolve the problem?
Should Mark have assigned this to someone else rather than giving Jack a second chance, and if so, how might Jack react?
Should Mark just have given up on the idea rather than what he said to Jack?
Was Mark correct in what he said to get Jack to continue investigating the problem?
What is the proper way for Paul Harris to remove Evelyn Williams from the project?
What should Paul Harris say to the QuickPay team concerning the health check?
What should Paul Harris report to the executive staff?
Was it appropriate for Pegasus to recommend that Evelyn Williams, the project manager, is dismissed?
Was three weeks sufficient time for Pegasus to do its job?
Did Pegasus do its job correctly?
What were the three life-cycle phases that Pegasus used in performing the health check?
Is it advisable to perform a health check after just the first three months of the project?
Is the turnover of key personnel in the first three months of the project an indication of looming disaster?
Would the establishment of metrics have had any impact on the project up to that point?
Why did it appear that SoftSmart’s personnel also did not want to establish metrics?
Why did it appear that HCP’s team members did not want to establish metrics?
Once the bad news appeared in the first quarterly review meeting, should HCP have gone to weekly rather than monthly review meetings?
Do 200 scope changes in the first three months of the project indicate that there was a poor definition of the requirements?
If you were Paul Harris, how would you have reacted after being briefed at the first quarterly review meeting?
Should the project manager have taken the lead for the establishment of project metrics for the QuickPay Project?
Can project status be determined without the use of metrics?
Is it customary to for a company like HCP to hold quarterly review meetings without having representation from its contractor, SoftSmart?
How do you prevent this from occurring on other projects?
Who was at fault?
What are the major problems in the case?
Is there anything in the case that indicates the maturity level of project management at the agency around 1985–1986?
With what speed is monitoring done? (Exhibit II). How many projects must be estimated, bid, and sold before actuals catch up to and become historical data?
Do they respond to changes in the marketplace?
Has CMC correctly evaluated the marketplace?
How does the company plan to recover R&D and bid and proposal costs?
Should companies like CMC utilize a matrix?
Will they be successful as a job shop?
What are the alternatives for CMC?
Does the shifting of the estimating function violate the ground rules of the matrix?
Where should project estimating be located?
Did CMC utilize the matrix effectively?
What are the problems facing CMC?
Did CMC have long-range planning?
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 singular 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 the above question 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 singular methodology for project management. You are offered a special project from a powerful customer 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 the remarks made by Ray that he informed 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 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 upon rough draft specifications?
Should Corwin have accepted the assignment?
What were the major mistakes made by Corwin?
Can a singular methodology for project management specify morality and ethics in dealing with customers? If so, how do we then handle situations where the project manager violates protocol?
Could the above-mentioned problems have been resolved if there had been a singular 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?
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