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Project Management Case Studies 2nd Edition Harold Kerzner - Solutions
What methods of risk response were used at NASA?
Who should have final say in deciding upon the appropriate response mechanism for a risk?
How does an organization decide what is or is not an acceptable risk?
Were probabilities assigned to any of the risks? Why or why not?
How were the identified risks quantified at NASA? Is the quantification system truly quantitative or is it a qualitative system?
If a critical risk is discovered, what is the proper way for the project manager to present to senior management the impact of the risk? How do you as a project manager make sure that senior management understand the ramifications?
How should risk quantification problems be resolved if there exist differences of opinion between the customer and the contractors?
How does one quantify the dangers associated with the ice problem?
Given the complexity of the Space Shuttle Program, is it feasible and/or practical to develop a methodology for quantifying risks, or should each situation be addressed individually? Can we have both a quantitative and qualitative risk evaluation system in place at the same time?
Suppose that a risk identification plan had been established at the beginning of the space program when the shuttle was still considered an experimental design. If the shuttle is now considered as an operational vehicle rather than as an experimental design, could that affect the way that risks
How should one identify or classify the risks associated with pressure resulting from making promises that may be hard to keep?
How should one identify or classify trade-off risks such as trading off safety for political acceptability?
How should one identify or classify the risks associated with using solid rocket boosters on manned spacecraft rather than the conventional liquid fuel boosters?
Should senior management or sponsors be informed about all risks identified or just the overall “aggregate” risk?
How should problems with risk identification be resolved if there exist differences of opinion between the customer and the contractors?
Does there appear to have been a structured process in place for risk identification at either NASA or Thiokol?
What is the difference between a risk and an anomaly? Who determines the difference?
Would there have been a better way to handle risk management planning at NASA assuming sixteen flights per year, twenty-five flights per year, or as originally planned, sixty flights per year? Why is the number of flights per year critical in designing a formalized risk management plan?
Is there a difference between a risk management plan, a quality assurance plan, and a safety plan, or are they the same?
If such a plan did exist, then why wasn’t it followed—or was it followed?
Does it appear, from the data provided in the case, that a risk management plan was in existence?
How do you prevent this situation from recurring on all yearly follow-on contracts?
Would your previous answer change if the program had the money available as a result of an underrun?
If you were the customer of this cost-plus program, what would your response be for additional funds for the bathtub period, assuming cost overrun?
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?
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?
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?
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?
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?
What is the basis for the problem?
Would your answer to question 1 change if Teloxy management believes that follow-on contracts will be forthcoming? What would happen if the probability of defects changes to 15 percent, 25 percent, 40 percent, 15 percent, and 5 percent due to learning-curve efficiencies?
Should the probability of defects change if we produce 18,000 units as opposed to 10,000 units?
Calculate the economic feasibility of make or buy.
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?
How would you negotiate with the functional managers?
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