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Project Management Case Studies 4th Edition Harold R. Kerzner - Solutions
Is it true when you enter project management, you either go up the organization or out the door?
What authority does Gary Anderson have and to whom does he report?
What are the moral and ethical issues facing Gary?
Was Gary qualified to be a project manager?
Do engineers with MBA degrees aspire to high positions in management?
If you were Gary Anderson, would you have accepted this position after the director stated that this project would be his baby all the way?
If one of these techniques were to be used, which one has the greatest likelihood for possible schedule compression?
Was Sarah correct in her analysis that these techniques probably would not work on her project?
What schedule compression techniques were considered in the case? Were there any techniques she did not consider?
Can policies be established as part of competitive bidding to alleviate the pain of this occurring on other possible contracts where contract go-ahead date is several months after contract award?
Is this a common situation for most companies or an exception to the rule?
Is it true that some project managers put their careers at stake each time they take on a new project? Can we call this career risk management?
If you were in Jason’s position, would you have sold the company? If so, what would you then do with your life?
How does a project manager convince executives that they (the executives) are making bad business decisions? How many clients did they have? Who were their competitors and what was the financial strength of their competition?
Did Craig make a good decision in giving up a potential $150,000 salary as a project manager to work with Jason?
Was Jason right in wanting to start up his own company?
What is your best guess on what happened?
Is it always better on IT projects to make changes using enhancement projects or should we allow changes to be made as we go along?
Was Janet correct in the comments she made to the IT team members?
Should a customer be willing to accept monetary responsibility for this type of situation, possibly by permitting established standards to be deviated from? If so, then how many months should be considered as a short-duration project?
How would you handle this situation on a longer-duration project, say one year, assuming that multiple departments are involved and that no new departments were established other than possibly the project office?
Is there any way this situation can be prevented from recurring?
How can the present situation be corrected?
Who is at fault?
What is the basis for the problem?
Strategically thinking, why might management opt for other than the most economical choice?
Using expected value, is it economically better to make or buy the component?
If you were the project manager, which estimate would you use?
If each estimate is different, how does a project manager decide that one estimate is better than another?
How many different estimating techniques were discussed in the case?
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 would you negotiate with the functional managers?
Should Larry Gilbert be assigned?
What should be Blen Carty’s role, as well as that of Dr. Runnels?
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 the 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 project manager focuses only on the best interest of his/her project and the line manager is expected to make impartial company decisions?
How do you feel about in-house workshops to soften the impact of project management?
Suppose that the bank goes to a matrix, but without the support of top management. Will the system fail?
Will people be inclined to support the matrix if they see that the project managers are promoted from within?
Should the first group of project managers be found from within the organization?
Should you start out with permanent or temporary project management positions?
Does the bank appear to understand project management?
Can project management be forced upon an organization?
Should the need for project management first be identified from within the organization?
Should the first group of project managers be laterally assigned?
What are some of the major reasons why employees do not want to become project managers?
How do you implement change in a bank?
What would you do if you were one of the project managers?
How do you account for the actions of the new department manager?
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 you have anticipated that these results would have occurred?
Would your answer to the above question be different if the resistance came from middle or lower level management?
If the vice president for manufacturing is a hindrance to excellence, how should this situation be handled?
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 singular 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 singular 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 their 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 a powerful customer, have an 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 thirty-six 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?
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 that 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 to remain in business?
Was Green correct in resigning from the company?
If Green had decided to remain with Rose Industries, how might he change his four-step approach given the responses by the other executives?
Why were the other executives threatened by his four-step approach?
Was Green too optimistic with his four-step approach?
Was Green 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?
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