Project Management Step-by-Step 1st Edition Larry Richman - Solutions

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Is it reasonable to assume organisations have cost incentives to reduce OHS risks to tolerable levels?
Why are outcome measures of OHS performance of limited use? What alternatives are there to outcome measures?
What factors determine the extent to which training translates to behaviour change in the workplace?
What are the components of an OHS management system?
In what ways, if any, could project or strategic partnering improve OHS performance if undertaken between:(a) clients and main contractors;(b) main contractors and subcontractors; and(c) contractors and suppliers?
What role should construction project clients and financiers play in the management of OHS? How could these parties improve the OHS performance of the construction industry?
Describe how contractual relationships in traditional, design-build and the dividedcontract approach to construction contracting could impact upon a project’s OHS performance.
Discuss the relative merits and disadvantages of no-fault schemes and the common law as a means of providing compensation for injured workers.
Identify reasons for and against the use of the mainstream criminal law in punishing organisations and/or managers responsible for workplace deaths or serious injuries. In what circumstances, if any, should companies and/or individuals be charged with the offence of manslaughter following a
Considering the nature and structure of the construction industry, to what extent is there a need to retain a prescriptive approach to OHS regulation?
Evaluate the role that management can play in improving the construction industry’s OHS performance.
Critically evaluate the different theories explaining accident occurrence. Is any one approach more useful than the others, and why?
Why does the construction industry experience such a high incidence of workrelated injuries and illnesses, and why is the industry’s OHS problem so intransigent?
What measurements are needed to effectively manage your current project?
Why is management by measurement effective for project managers?
What feedback and consequences can you provide to people working on your current project?
In your current project, what can you do to improve how you manage performance?
Think of a project activity that needs to be accomplished by someone else. Choose someone who has a nonsubordinate relationship to you (that is, you do not pay them, nor do you conduct or contribute to their performance review). Review the four steps listed above to develop a performance plan for
Create a transition plan, including who would be involved and what the expected outcome would be. Explain how the plan would be implemented.
Identify a change that will be a result of your current project.Define the change carefully in terms of who will be effected and how.
How will you implement ideas from this chapter to negotiate or share power more effectively?
What sources of power described in this chapter are available to you? How can you most effectively use each one?
Considering your current project, what problems are appropriate for team decisions?
How well do you make decisions individually? How could a team decision-making process lead to a better decision?
For your current project, describe when it would be appropriate to hold a meeting and when other methods of communication should be used.
How well do you run meetings? What techniques from this chapter do you want to implement to improve your meetings?
Are you satisfied with how effectively your team communicates?What can you do to improve your listening skills?
Are you satisfied with how effectively you communicate?
Practice using the four basic steps of focused conversation. Ask your friend to play the part of a project team member who is behind schedule on a project task. Instruct your friend to be defensive and not offer detailed information unless specifically asked. You play the part of the project
Consider how you will offer feedback to a project team member.Considering the suggestions in this chapter, write down specific plans.
To understand how nonverbal behavior can influence communication, try the following exercise with a friend: In thirty seconds or less, tell your friend about your current project. Show enthu siasm and try to get your friend interested in the project. Your friend’s job is to use body language and
What ideas from this chapter can you implement in your current project?
What method do you typically use to manage conflict? If you use more than one method, which have you found to be the most effective?
Identify conflict situations that have occurred in your project.What caused the conflict? How was the conflict handled? What better ways may have been used to deal with the conflict?
What can you do to help them progress to the next stage?
What is the current level of development of the team on your current project?
What leadership skills do you still need to work on to become a truly effective team leader? How will you do so?
What is the difference between a manager and a leader?
Consider how you closed your previous projects. Explain what you will do at the end of your current project to make project closure more effective.
Evaluate your organization’s ability to manage risk and explain what you can do to improve the way you manage the risk in projects.
What improvements could you make in evaluating performance, quality, or status?
Does your organization have a formal evaluation process? What project reviews do you currently perform?
Define the change control process for your current project. Specify the processes to be followed and the forms to be used. Figure 19-1. Project change request and approval form. Project title: Software Demo Activity # 15 Date: 8/30/2004 Revision #1 Activity description: Set-up demonstration
Review the reports you use in your current project. Using the suggestions in this chapter, determine how you can revise the reports to make them more useful. Figure 18-10. Sample report instructions. To: Europe Translation Division From: Headquarters Production Control Date: 15 December 2004 Re:
To be sure you understand the concepts of earned value, read the following example and perform the calculations:
Plan how to control resources on your current project. List the specific actions you will take.
Write down a plan for controlling scope on your current project.Explain how you will ensure that workers maintain high quality.
Determine how you will control costs on your current project.Review the common causes of cost problems and explain how you will avoid these errors.
Develop a plan to control time on your current project. Specify what data you will collect and how.
What level of detail would you provide to each?
In your current project, which project plans would you communicate to the client, customers, and team members?
What alternatives would you suggest if they don’t accept your recommendation?
Consider a potential problem that could occur in your current project. What recommendation would you make to solve the problem and to whom would you make it?
Develop a written plan for monitoring your current project. Determine the information needs, data collection methods, and frequency.
How can a project charter help you manage projects better?
Explain where the documents would be kept and how they would be made available to all interested parties.
List the items that would be included in a charter for your current project.
Prepare a cumulative cost line graph for the same activity.
Prepare a cumulative cost spreadsheet for the same activity.
Prepare a cost spreadsheet for at least one activity in your project.
What are the trade-offs in choosing one option over another?
What options for leveling the workload would be appropriate in your project?
Prepare a resource histogram for each person.
Select two activities in your current project and identify the skills required by the people who will work on each of those activities.
What are some options in crashing a schedule? What are the trade-offs in the various options? Which options are most appropriate for your current project?
To communicate project information, when would you use network diagrams and when would you use Gantt charts?
Create a Gantt chart for your current project
Assign calendar dates to your current project using the network diagram with critical path analysis that you completed in the previous chapter.
Why do all activities on the critical path have zero float?
In Chapter 9, you prepared a network diagram for your current project. Referring to that diagram, calculate the early start and finish and the late start and finish for each activity. Highlight the critical path.
What can you do to help your organization understand the value of a network diagram?
Do you draw a network diagram for all your projects?
Draw a network diagram for your current project. Identify the direct relationships between each activity.
A husband and wife have decided to have a picnic at the lake.For each of the activities listed in Figure 9-7, determine the preceding activity and draw a network diagram Figure 9-7. Picnic at the lake: planned activities. Duration Preceding Activity Description 1. Decide on trip Person Responsible
Does your organization typically use one type of contract in all situations?Would it be more appropriate to use different types?Why?
What type of contract is appropriate for your project? Why?
Would it be more helpful in your organization to use a range rather than a fixed estimate? Why or why not?
How would your approach to estimating new work be different from estimating familiar work?
Why do people tend to underestimate activities?
Why might different estimating approaches be appropriate under different conditions? How can you help your organization understand this?
How precise do the estimates need to be in your current project?
Why is estimating not an exact science?
Prepare three time estimates for the activity: a most likely, an optimistic, and a pessimistic estimate. Then use the PERT weighted-average estimating formula to calculate a risk-adjusted estimate
Determine which estimating approach is most appropriate for this activity and describe how you determined the estimate.
Complete an estimate sheet for one activity of your current project.
Why should the entire project team be involved in creating the work breakdown structure? What are the dangers of one person creating a work breakdown structure?
Create a work breakdown structure for your current project. Try to define it in no more than five levels.
Consider a past project that did not have project reviews. In retrospect, would you have made any changes in the project plan based on the outcome of such reviews?
Give an example of a market-driven, crisis-driven, and changedriven project. How would your approach to each one differ in timing and priority?
What are the potential dangers of proceeding with a project that has no clear distinction between the client’s needs and wants?
Think of a past project that did not have a clear definition of the problem to be solved or the opportunity of which it was meant to take advantage. What are the dangers of proceeding with such a project?
For your current project, perform a mini-conceptual review, feasibility study, benefit-cost analysis, alternative course of action review, opportunity cost review, and risk review. Write down the outcomes of each review showing the advantage (or disadvantage)of proceeding with this project.
For your current project, draw a triangle and define the time, cost, and scope. Determine which of the three is currently the most important in your project. Re-read the considerations for time, cost, and scope and be sure you have considered all these issues in your project.
Are you able to respond adequately to changes during the life of your project? What concepts from the planning and control model presented in this chapter could you implement in your current work?
Does your level of control match your plan? Are you currently managing at a greater level of detail than necessary?
How does the level of detail in the project plan affect your ability to control the project effectively? Do you currently plan to a sufficient level of detail?
What can you do to better define these relationships?
Is your relationship with each of these people or groups clear and functional?
In your current project, can you clearly identify the client, customer(s), and other stakeholders?
Are the roles of team members in your current project well defined in writing? Do team members understand and work within those definitions? Could any current conflicts or confusion be cleared up by better role definition?

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Project Management Step-by-Step 1st Edition Larry Richman - Solutions

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