Project Management Case Studies 2nd Edition Harold Kerzner - Solutions

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If you were going to begin the process of tailoring a process for your organization, how would the techniques of alternative processes and development activities affect your decisions?
Visit the Web sites of three of the listed standards organizations. How does the presentation of materials promoted by their organization aid you in adopting their standards? How does the Web presentation detract from your adoption?Based on the information presented, compare and contrast the
After reading the descriptions in this chapter, define the following terms in your own words:34 competencies Activity Management People skills Phase PM triangle Process Product skills Program Project Project management Project skills Software Software engineering Software life cycle Software
Arrange the following definitions into a hierarchy from top level to bottom:Activity Phase Program Project System Task
What are your solutions to the above question and problems?
What are the major problems identified in the case?
Are there any additional questions that need to be addressed?
If you were an executive attending this briefing, how would you react?
Are there any other techniques that may be better?
Do you agree with the results in Exhibit II? Why or why not? Defend your answers.
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?
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?
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?
How might the Army have responded if it were presented with a risk management plan early during the R&D activities?
Should the customer be allowed to participate in or assist the contractor in developing a risk management plan?
How effective will the risk management plan be if developed by the project manager in seclusion?
Would Altex have been more interested in developing a risk management plan if the project were funded entirely from within?
Does the customer have the right to expect the contractor to perform risk analysis and develop a risk management plan if it is not called out as part of the contractual statement of work?
Should risk management planning be performed in the proposal stage or after contract award, assuming that it must be done?
Why was a risk management plan considered unnecessary?
Would you side with marketing or engineering? What should Luxor do at this point?
The seven items in the list provided by engineering are all ways of mitigating certain risk events. If the company follows these suggestions, is it adopting a risk response mode of avoidance, assumption, reduction, or deflection?
How does one assign probabilities to the marketing list?
Does the list provided by marketing demonstrate the likelihood of a risk event or the impact of a risk event?
Can the impact of one specific risk event, such as a technical risk event, create additional risks, which may or may not be technical risks? Can risk events be interrelated?
Can employees begin using a risk management template without some form of specialized training?
Should a risk management template be forward looking?
How do you validate a risk management template?
Can probability distributions be transferred from one company to another? If not, then how do we develop a probability distribution?
Can templates be transferred from one company to another, or should tailoring be mandatory?
If you were on a jury attempting to place liability, whom would you say was responsible for the Challenger disaster?
How should we handle situations where people in authority believe that the potential rewards justify what they believe to be relatively minor risks?
What level of risk should have been acceptable for launch?
Because of the ice problem, Rockwell could not guarantee the shuttle’s safety, but did nothing to veto the launch. Is there a better way for situations as this to be handled in the future?
How could the chains of communication and responsibility for the Space Shuttle Program have been made to function better?
How might an engineer deal with pressure from above to follow a course of action that the engineer knows to be wrong?
Should someone have stopped the Challenger launch and, if so, how could this have been accomplished without risking one’s job and career?
How might Thiokol engineers have convinced both their own management and NASA to postpone the launch?
Risk management includes the documentation of lessons-learned. In the case study, was there an audit trail of lessons learned or was that audit trail simply protection memos?
How much documentation should be necessary for the tracking of a risk management plan? Can this documentation become overexcessive and create decision-making problems?
When NASA discounted the effects of the weather, did NASA’s risk response mechanism violate their responsibility to ensure crew safety?
When NASA pressed its contractors to recommend a launch, did NASA’s risk response mechanism violate their responsibility to ensure crew safety?
Did the engineers at Thiokol and NASA do all they could to convince their own management that the wrong risk response mechanism was about to be taken?
What risk response mechanism were managers at Thiokol and NASA using when they ignored the recommendations of their engineers?
Did the need to maintain a flight schedule compromise the risk response mechanism that would otherwise have been taken?
Are waivers a type of risk response mechanism?
What risk response mechanism did NASA administrators use when they issued waivers for the Launch Commit Criteria?
Why weren’t the astronauts involved in the launch decision (i.e., the acceptance of the risk)? Should they have been involved?
What should be the determining factors in deciding which risks are brought upstairs to the executive levels for review before selecting the appropriate risk response mechanism?
How should an organization decide whether or not to accept a risk and launch if the risks cannot be quantified?
Did it appear that the risk response method selected was dependent on the risk or on other factors?

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Project Management Case Studies 2nd Edition Harold Kerzner - Solutions

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