Project Management Casebook 1st Edition David I. Cleland , Richard Puerzer , Karen M. Bursic , A. Yaroslav Vlasak - Solutions

Enhance your understanding of project management with our comprehensive resource based on the "Project Management Casebook 1st Edition" by David I. Cleland and others. Access the answers key and solution manual online for this textbook, providing detailed solutions PDF and solved problems for each chapter. Our instructor manual and test bank offer step-by-step answers to questions and answers, ensuring a thorough grasp of the subject. Whether you're preparing for an exam or need chapter solutions, our free download section is your go-to for the most reliable and efficient study aid.

Explain the concept of "pricing."
Who would use an audit checklist for basis of estimate? Why?
What are some of the security guidelines for cost proposals?
Why is it important for a company to establish bidlno bid criteria? What risks are involved in establishing such a criteria?
Discuss the elements of an histrorical basis of estimate.
What is a basis of estimate? Why is it needed?
What is an RFP? What should be included in an RFP? Explain the process.
What is the UCC? What is the FAR? How are they similar? How do they differ?
Whal are the benefits of a wintwin negotiation?
What is good about a winllose negotiation? What is harmful?
Explain the layers of a strong partnering relationship?
What are some of the key factors for partnering success? Why and how are they important?
Explain the project pattnering process.
What is involved in portfolio project analysis? How is it performed?
What is project portfolio management? What are its advantages?
What are the phases of PMO implementation? Discuss.
What is the difference between a leader of the PMO and the project manager? What are the similarities?
What does a PMO do that is not already a part of the traditional project team?
Share some horror stories regarding meetings at your company. Share some successes.
What are virtual teams? What is a remote team? What is the difference?What are some of the barriers that must be overcome for team success in both cases?
Share your experiences with brainstorming. What worked? What did not?What is your overall opinion of brainstorming?
What are the advantages of affinity diagrams?
Is there a relationship between the stock market crash at the turn of the century and Groupthink? Why or why not?
Have you or someone you know ever been party to the "Groupthink" pitfall?Explain.
When selecting project team members, which attributes do you feel are most important? Why?
Share some horror stories regarding meetings at your company. Share some successes.
In question 5 above, which methods work the best? Why? Which may not be so effective? Why?
What are the various methods available to project leaders to communicate with the following:Project sponsors Senior management Customers Team members Functional managers
How has ethics played a role in the projects of which you have been a part?
For projects you have been a part of, who were the project sponsors? The project manager? The customers? The team members?
What organization structure is employed at your company? How are project teams developed? How could your company's organization structure be modified to potentially improve efficiencies in operations? Discuss.
Which of the core traits of a project manager presented in this chapter do you feel are most important? Why? Which are the least important? What important traits were omitted from this chapter? Discuss.
What is the vision and/or mission statement of your company? If it were - -up to you, what improvements would you make in the wording?
Explain the project life cycle parameters. Discuss each phase.
How does the government contracting process compare with the process conducted by a homeowner? What is similar? What is different? What are the advantages of each?
In relation to a project with which you have been involved, describe the project initiation process. How could the project have gotten a better start?
What are the components of the financially focused blueprint? Describe and discuss each as it applies to your place of work. Which is the most important? The least important?
Have you ever contracted for a major project in your home (e.g., swimming pool, addition of room, another story, another bathroom, kitchen remodel)?What was the outcome as far as schedule and budget? What lessons did you learn?
Of projects with which you have been involved or of which you have been aware, which have finished on schedule? On budget? Both? Late?Over budget? Both?
Who were the customers (internaVexternal)?
What is the average cost of these projects?
What are some of the projects undertaken by your company?
How does the threat of layoffs affect a company and its employees?
Have you or someone you know been party to any layoff actions?Discuss.
The National Space Transportation System (NSTS) project did not deliver what was intended. A successful project is one that not only fulfills the constraints of time, cost, and technical performance but fulfills other requirements such as minimal scope change and customer acceptance. Describe the
Describe the commission's recommendations aimed at improving the overall management of the shuttle program. Do you agree with these recommendations?
Explain the organizational and environmental factors that lead to the overall decreased concern for safety, reliability, and quality assurance. How is this related to project risk management?
Describe the problems existing in the shuttle program management stmcture and the communication process that contributed to the flawed launch decision.
Accordin~ to the PMBOK Guide, what is the concept of the work breakdown structure? Compare the planning process in this case to that of developing a work breakdown structure and describe some of the difficulties encountered when planning for the launch schedule.
Considering each one of these subsystems, describe any problems resulting from the management of the Trans-Alaska Pipeline System (TAPS). In your discussion, be sure to point out any overlooked project risks.
What is the project management system? Briefly describe each of the six subsystems.
How does "prudent and reasonable" management relate to risk management?
As a project manager what methods can be used to identdy risks?
What constitutes "reasonable and prudent" management? What are some specific traits of a prudent and reasonably managed project?
The teams formed out of the building sessions are interdisciplinary teams made up of members from design engineers, construction engineers, scheduler~, estimators, purchasers, and inspectors. Due to the development of such a team, many positive effects are felt in the project. This type of team is
Demonstrate your understanding of the quality assurance program described in the case. What are some of the benefits and drawbacks of the program?
How can funds allocation and top management support be solicited for teambuilding programs?
What are the characteristics of an effective team? Do you think these characteristics are present in less effective groups?
What project management tools and techniques can be applied to the implementation of TQM?
Teams are inherent to any TQM endeavor. What are the features that differentiate a team from just a group of people?
The author states that the matrix structure is part of the transformation of the organization towards TQM. What are the shortcomings of the matrix organization?
What is the difference between a project and a program? Is TQM a project or a program?
The author recommends the implementation of TQM through project management (i.e., TQM implementation is considered a "project"). What are the key elements that define a project?
Project managers are sometimes challenged with major bureaucratic obstacles in an endeavor. This fact can generate ethical dilemmas for the project manager (i.e., looking for shortcuts). Read the Project Management Institute's"Code of Ethics for the Project Management Professionf' and discuss its
The author notes that a number of external risks were unpredictable. These became important strategic issues for the project. Define and discuss a process for managing "strategic issues."
The author notes that Bausch & Lomb's style of management was quite different from the typical style in Indian firms. Discuss the importance of recognizing and managing cultural differences on large projects.
The case states: "Team members were selected by the project manager for their expertise, their flexibility toward foreign cultures, and their ability to work as part of a multinational team." Under what circumstances might a team member be removed from the project?
The author stresses the importance of designing and building the facility to produce products and systems in accordance with international quality standards. Project quality management is a key element in the success of any project. Define "project quality management" and the processes involved in
The case illustrates how people got involved in the different teams building the new town and how they handled those new challenges. Discuss these efforts from a project perspective of managing time, cost, and technical performance objectives.
The case presents the feelings of the people affected by the flood, and some of the problems they had with neighboring towns. The author specifically discusses the situation Anna Glaenzer ran into at a local store, when buying some jeans. What could be done in order to reduce this kind of friction?
VISIONS-Valmeyer Integrating Sustainably into Our New Setting-besides being a creative acronym, was also the vision of the leader who helped to build the new town. Define the concept of vision and its importance in the project management context.
Throughout the building of the new town, the mayor was the person who quietly held the town of Valmeyer together. He was the project leader even though there was not a formal project or a project manager. What are the characteristics of a project leader?
AU organizations should have a crisis management plan in place to deal with unexpected disasters. From the literature or your own experience, describe a situation when an organization was successfully or unsuccessfully able to deal with a crisis. What led to the success or failure?
The challenges faced in this project included the conflicts between some agencies. Conflicts are inherent to projects. What is meant by "conflict" in a project and what are the possible courses of actions that a project manager can undertake to deal with them?
The case states: "It was this single-minded determination, along with some sound project management, that resulted in freeways being rebuilt in a fraction of the time originally predicted, with high quality, and at a reasonable price." What are the other reasons listed in the case that contributed
Natural disasters happen unexpectedly and cannot be scheduled. However, the reaction to a potential misfortune can be planned and managed. Describe a method to manage these risks.
The schedule on this project was managed using the critical path method(CPM). Define CPM and discuss its strengths and weaknesses.
This case discusses the use of "partnering" to manage relationships with customers. Describe what is meant by partnering and discuss its benefits.
The management of this project used a very effective method to deal with arising conflicts in the project. Describe the method.
The case states: "As early as 1985, the Spares organization recognized that to be responsive to the changing demands of its customers, it would have to change the way it was doing business." Change is inherent in today's organizations and business environments. Discuss some of the major changes
Boeing's new Spares Distribution Center (SDC) project was very successful.From the case and your experience, what are the key elements that contributed to the project's success?
Managing a project of this size requires the use of all areas of project management in order to guarantee the desired outcome. If you were in charge of a large project, on which of the nine identified processes of project management, PMBOK Guide, section 1.3.2, The Project Management Knowledge
Public relations were mismanaged with this project. Is this the fault of the project's management? How could the project have handled the public relations, given the uncertainty of the uses of the SSC?
If Congress had voted to continue funding on the SSC, what would you have recommended as mandatory changes required to receive this funding?
The case exposes many factors and reasons for the SSC failure. Which do you think were the real causes and problems not properly addressed by proj ect management?
Why did this project fail? Was the project's failure inevitable? If not, what could have prevented the failure of the SSC?
The superconducting supercollider (SSC) project did not deliver what was intended. A successful project is one that not only fulfills the constraints of time, cost, and technical performance, but fulfills other requirements such as minimal scope change and customer acceptance. Research in Kerzner,
In a project of this sort the two main challenges appear to be the use of new technology and the selling of this idea to the public. Would these two segments of the project be better handled as two distinct projects?
The challenge described in explaining the behavior of the waste repository describes methods and models used but ends with a statement that the full explanation of the process is impossible except to those highly technically oriented. How should this communications problem be handled? Support your
Do you see any potential problems with the electronic networking system as it is described? What rules should be followed for the use of such a system?
The management of this case relies on the use of advanced techniques such as electronic networking, performance assessment, and a system prioritizing method. Describe one of these subprojects and comment on the feasibility of this project without the use of this tool.
Based on your project management knowledge, what would be an organized way of deahg with the different groups that have vested interests in the project?
Why must this project be managed from a change controvschedule perspective?
The method for physical progress measurement is detailed in the case. This method allows for all segments of the project to be aggregated for an overall project measurement of project completion. How does this method differ from the PMBOK Guide Chapter 6, Project Time Management, methods, and why
Explain the "top downhottom up" management methodology described in the case. Relate this to the scope management of the project.
The Hong Kong Auport Core Project (ACP) is one of the largest projects undertaken in the late 'RYentieth Century. It is made up of several segments, each of which could itself be considered a major project. What kind of organizational structure is used in this project? How does the job of project
What are the main objectives of this project?
What can project managers do, up front, to ensure that proof of prudence can be given if need be? Discuss this in terms of the three critical areas:planning, organization, and control.
Discuss the various standards, established in court cases, for prudent project management. These include the reasonable project manager (reasonable person, community, standards, etc.), reasonable project management "under the circumstances," project managers1 responsibility for vendor's actions,
What is meant by "prudent" project management? How does this concept relate to quality management? Why has it become so important?

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Project Management Casebook 1st Edition David I. Cleland , Richard Puerzer , Karen M. Bursic , A. Yaroslav Vlasak - Solutions

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