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Project Management Case Studies 2nd Edition Harold Kerzner - Solutions
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?
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 1997 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?
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?
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