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Project Management Case Studies 4th Edition Harold R. Kerzner - Solutions
Is it possible for an executive, or for anyone else for that matter, to determine the true challenges of the job at hand during the 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 them to see some reasonable project management maturity assuming Green 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, and 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 occur most likely using formal or informal project management?
What time frame is reasonable?
What project management problems must be solved?
What strategic problems must be solved?
Why do organizations rush into project management without first performing strategic planning for project management or, at least, some form of benchmarking against other organizations?
Did the bank perform strategic planning for project management or did it simply rush into the project?
Could the existence of a methodology have alleviated any of the above problems?
Does the company have any type of project management methodology?
What are reasonable recommendations?
Was there an increased amount of paperwork?
Was the communication process slow or fast?
Was there an increased resistance to change?
Was there an unnecessary duplication of work?
Was there any resistance to the project by company management?
Who made up the project team?
Is there anything wrong if a PM is a previous co-worker of some team members before the team is formed?
Did the PM remain within vertical structure of the organization?
How many people did the project manager have to report to?
What is the major problem mentioned above? Defend your answer.
What are the major weaknesses?
What are the strengths of FNB?
Additional questions:A. Why was project management so slow in getting off the ground?B. Can marketing continue to prepare proposals without functional input?C. What should be the working relationship between the product manager and the proposal?D. Does KMIP benefit project management?E. Should KMIP
What are your recommendations?
What are the weaknesses of Acorn?
What are the strengths of Acorn?
What additional recommendations would you make?
What are the alternatives that are available?
With the development of the MIS group, should each division be given 7 percent in the future?
Can a company without good vertical communications still have (or develop)good horizontal communications?
Did the company have good vertical communications?
Did anyone consider employee performance evaluations?
Do you feel that Banyon understands computer programming?
Can Grandy function effectively as both a project manager and a division manager?
Should Grandy have been promoted to his current position, or should someone have been brought in from outside?
Was there any training for division or project managers
Was there an integrated planning and control system?
Who established responsibilities for resource management?
How were project deadlines established?
Should there have been a new set of company policies and procedures when the MIS group was developed?
Did the company have a good definition of project management?
Did the company consider the problems that could manifest themselves with the implementation of change (i.e., morale)?
Did Goshe jump blindly into project management, or was there a gradual introduction?
Was project management forced upon the organization?
Was the company committed to project management?
What are the user group’s perceptions of the problem?
What are the major problems in the case study?
In either case, how would you handle each of the previously defined problems?
If you were the vice president of either engineering or R&D, would you prefer centralized or decentralized control?
Should the failure of a “grass roots” project affect an employee’s opportunity for promotion?
How does control of seed money differ in a decentralized versus a centralized R&D environment?
What is meant by seed money?
Should corporate R&D be decentralized?
Should project managers be permitted to talk to the customer even if the project is in support of a product line?
Is it beneficial to have to take conflicts up two or three levels for resolution?
Should companies with several different types of projects have a uniform procedure for planning projects?
Why do most project management structures find the necessity for a dual ladder system?
Is the matrix structure well suited for the solution to the above question?
Is it common for companies to maintain two or more sets of books for cost accounting?
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?
Is strategic planning for project management easier or more difficult to perform with formal project management in place?
Is it easier or more difficult to implement a singular methodology for project management after the company has adopted formal project management rather than informal project management?
What recommendations would you make to Hyten Corporation?
Do functional managers risk a loss of employee loyalty with the new change?
Is it possible that some of the support groups cannot give immediate attention to such an organizational change?
Must management be sold on project management prior to implementation?
What basic fears do employees have in considering organizational change to formal project management?
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