Project Management Theory And Practice 1st Edition Gary L Richardson - Solutions

15. Are all costs associated with the project known?
14. Is project funding stable and secure?
13. Are key personnel stable and likely to remain in their positions throughout the project?
12. Are developers experienced or familiar with the technology and the development environment?
11. Are the developers trained and experienced in their respective development disciplines(i.e., systems engineering, software engineering, language, platform, tools, etc.)?
10. Are all project positions appropriately staffed with qualifi ed, motivated personnel?
9. Are all external and internal interfaces for the system well defi ned?
8. Are all procurement items needed for your development effort short-lead time items(no long-lead items?)
7. Are suppliers stable, and do you have multiple sources for hardware and equipment?
6. Are you implementing proven technology?
5. Does your project plan call for tracking/tracing requirements through all phases of the project?
4. Do you have an effective requirements change process in place and do you use it?
3. Are requirements well defi ned, understandable, and stable?
2. Are you using a proven development methodology?
1. Is the project manager dedicated to this project, and not dividing his or her time among other efforts?
10. How can you justify the overhead cost of a quality management program? What are the cost issues in the quality arena?
9. What is the role of data collection and analysis in quality management?
8. When the organization does not consider the quality function to be important what would be the best way to emphasize why you were attempting to sell the idea to senior management?
7. What can be gained by involving personnel from all functions of the organization in the quality planning stage of a project?
6. Why is it important for the PM to understand the differences between project-specifi c requirements and the quality policies of the organization?
5. What is the ultimate goal of a quality program?
4. Briefl y describe the key methodologies of Six Sigma. How does Six Sigma differ from traditional quality ideas?
3. How does Juran’s Quality Trilogy compared with Deming’s 14 points?
2. What are some of the key components of quality management?
1. How would you describe a quality organization or project team?
What quality management methodologies should be adopted to meet the customer needs and support the organization’s quality goal?
What do we need to do in terms of QC to achieve the quality goal?
What is our objective for quality?
20. What are the most important parts of a contract?
19. What sources may be used to collect a list of vendors?
18. What other costs, besides salary, should be factored into personnel outsourcing decisions?
17. What type of contract minimizes the risk of supplier cost overruns assumed by the purchasing organization?
16. What are the primary reasons for outsourcing HR?
15. What document should be created before procurement planning begins?
14. Why do you think it is important to document and archive all activities of the procurement process?
13. What is the most important activity involved in formal contract closure?
12. What can happen if contract administration activities are not performed?
11. What are the primary functions of procurement administration?
10. What is the role of contract negotiation?
. What is a weighted selection criterion and how is it used in the selection process?
8. Which type of contract provides the highest risk to the buyer?
7. Which would you utilize if you were trying to give the seller an opportunity to negotiate and work with you—RFQ, RFP, or IFB?
6. What are the critical items that need to be included in an RFP?
5. How do you differentiate when to use an RFQ or IFB?
4. What are the various types of functions and processes that can be outsourced? What distinguishes the better targets?
3. What are the advantages and disadvantages of outsourcing?
2. Besides cost, what other sacrifi ces do you potentially make when you choose to outsource a human-oriented service?
1. Core competencies are the strongest skills and assets of a company. Would you think it wise to target improvements in new skills that could broaden those competencies, or should the organization outsource this class of activity assuming that it could be done with no signifi cant risk and at
11. You foresee an opportunity with your long-term customer to generate huge additional income through a new market that you are familiar with. As the relationship stands currently your organization will not profi t from this suggestion. What will you do?
9. One of your friends is the PM for a large project and is fi nding it diffi cult to meet his schedules.What advice would you offer to help in this situation?10. You are assigned a new responsibility for a project where there is a diffi cult negotiation going between your organization’s
8. One of your subordinates has very good skills in her area of expertise, but for some reason she fi nds it diffi cult to perform well on your project. What would you do about this situation?
7. What are some of the basic approaches you would use to provide performance feedback to the project team? What communications issues would you predict for this process?
6. If you are responsible for coordinating various meetings related to your project during the execution phase, what would be an effective method of keeping track of the outcome of these meetings?
5. What are some key communications style attributes in dealing with a customer?
4. What do you believe are the most important skills a PM must have to ensure effective team communications?
3. Name some of the communications-oriented attributes a team should have for successful project execution.
2. Which method of communications is most effective for change requests?
1. Describe the basic role of project communications as it directly impacts project success.
6. Obtain project plan approval by reviewing the plan with the client and other stakeholders individually or in small group presentations. Negotiate open items or issues in order to confi rm project baselines prior to execution of the plan.
5. Develop a formal and comprehensive project plan by integrating and documenting project deliverables, acceptance criteria, processes, procedures, risks, and tasks to facilitate project executing, controlling, and closing processes.
4. Identify and implement project controls by defi ning the required correct processes, measures, and controls to manage project change, communications, procurement, risk, quality, and human resources (HR) to facilitate future project executing and controlling processes, and ensure compliance with
3. Develop the resource management plan required to complete all project activities and then match planned resources to those available from internal, external, and procured sources.
2. Understand the plan implications of integrating support processes.
1. Understand the role that various supporting process have on the project plan and its execution.
2. Assume that the calculated shape parameters for a project are: μ = 50, s = 4.Use an Excel function to calculation completion parameters for the following situations.a. What is the probability of completing the project by time period 56?b. What is the point in time for which we have a 75% confi
1. Calculate the project variable time plan using the activity data outlined below and then answer the following questions:a. What is the expected completion date for the project?b. Calculate the probability that this project will complete by duration 155?c. At what duration can we offer the
13. Do you have a process for keeping records of your project activity for future efforts?
12. Do you have a plan/process for dealing with variances between actual performance and the baseline?
11. Have you established adequate schedule fl exibility in the baseline?
10. Have you developed a viable project baseline that is synchronized with the planned schedule and funding profi les?
9. How sure is the funding?
8. Do you understand your project’s funding profi le, that is, how much funding will be provided and at what intervals?
7. Do your estimates cover all tasks in the WBS?
6. Have you considered risk issues in your plan?
5. Do you have justifi able reasons for selecting your estimating methods, models, guides, and software?
4. Have you identifi ed all sources of costs to your project (i.e., different types of labor, materials, supplies, equipment, etc.)?
3. Do you have historical information, including costs, from previous similar projects?
2. Do you have a complete and detailed WBS for the project, including management areas?
1. Have you established a formal, documented data collection process for the project?
7. Management approval of the plan. Before the scope defi nitional process can be considered complete, it is necessary to review it with regard to various stakeholders’ view of the project.The WBS serves as a good communication tool to discuss the technical and management approach envisioned for
Each of the support areas outlined above can impact the project work scope. For example, the decision to outsource a portion of the scope would impact defi ned work units related to that activity. In similar fashion, decisions on risk mitigation or transfer would likely impact other aspects of the
6. Support area review and further analysis. At this point, we have completed the initial planning scope defi nition steps that translated the initial requirements into work units. The next step involves reviewing these work units in consideration of the various support activities required to
5. Defi ne completion criteria. Documentation for project WBS activities is an important planning requirement. The purpose of this is to provide a measurable mechanism to judge future status of the activity. These requirements should provide guidelines to evaluate completeness. A sample work unit
4. Assign owners to activities. Each WBS box entity requires assignment of a responsible manager who is charged with overseeing that aspect of the work. Activity owners assist Project Level 1 Level 2 Level 3 Level 4 11.1 1.1.1 1.1.2 1.1.3 1.1.4 3.2.1 3.2.2 3.2.3 1.2 1.3 2.1 2.2 3.1 3.2 2 3 FIGURE
3. Develop WBS ID code scheme. Using a defined coding structure, assign a unique identifi er to each WBS activity based on its hierarchical level (Figure 12.8). The coding structure will be used to reference WPs and track actual status of the work. In developing the number scheme consider how
2. Decompose the lower tiers into activities. Decompose the next layer to an appropriate level of detail. At this level in the structure, the activities identifi ed should have the attributes outlined earlier for the WBS Dictionary. The minimal defi nition items are as follows:a. A defi ned
1. Identify the WBS components. Group this level using one of the following structuring approaches:a. Major project phases (i.e., phase I, phase II, etc.)b. Major projects under a larger programc. Methodology life cycle phasesd. Major deliverablese. Organizational responsibilityf. Geographical
7. Are there risk areas that need to be recognized (e.g., technical, organizational, political, ethical, user, legal, etc.)?
6. What development methodology process will be used?
5. What external company life cycles might impact the project?
4. Are there fi nancial constraints that might dictate phases?
3. Are there business cycles that need to be considered (e.g., tax period, production, downtime schedule, etc.)?
2. Are there milestones that could represent phases?
1. Are there logical partitions in the project? What phases make sense?
6. Lists and defi nes project assumptions and the impact on the project if those assumptions are not met during the course of the life cycle
5. Lists and defi nes project constraints that must be observed by the project.
4. Defi nition of the acceptance process to be used in accepting the products produced.
3. Defi nition of the project deliverables including not only the primary product or service, but all interim results as well. This includes items such as documentation and management artifacts.
2. Defi nition of project boundaries, outlining what is included in the project scope and what is not included.
1. Defi nition of stakeholder needs, wants, and expectations translated into prioritized requirements.

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Project Management Theory And Practice 1st Edition Gary L Richardson - Solutions

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