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Information Systems Project Management A Process Approach 2nd Edition Christoph Schneider, Mark A Fuller, Joseph S Valacich, Joey George - Solutions

The process of obtaining the project stakeholders’ formal acceptance of a project’s deliverables.Match each of the key terms with the definition that best fits it.A. Assumption log B. Baseline C. Break-even analysis D. Business case E. Competitive strategy F. Control Scope G. Corporate
The rate of return used to compute the present value of future cash flows.Match each of the key terms with the definition that best fits it.A. Assumption log B. Baseline C. Break-even analysis D. Business case E. Competitive strategy F. Control Scope G. Corporate strategic planning H. Cost-benefit
The use of a variety of analysis techniques for determining the financial feasibility of a project.Match each of the key terms with the definition that best fits it.A. Assumption log B. Baseline C. Break-even analysis D. Business case E. Competitive strategy F. Control Scope G. Corporate strategic
The work needed to deliver the final product based on the specifications.Match each of the key terms with the definition that best fits it.A. Assumption log B. Baseline C. Break-even analysis D. Business case E. Competitive strategy F. Control Scope G. Corporate strategic planning H. Cost-benefit
Contrast the following terms:a. Mission, objective statements, competitive strategyb. Corporate strategic planning, information systems planningc. Top-down planning, bottom-up planningd. Low-cost producer, product differentiation, product focus or nichee. Break-even analysis, net present value,
Describe and contrast the characteristics of alternative methods for making information systems project identification decisions.
Describe what is meant by information systems planning and the steps involved in this process.
What are the types, or categories, of benefits from an information systems project? What intangible benefits might an organization obtain from the development of an information systems project?
Describe three commonly used methods for performing economic cost-benefit analyses.
What are the potential consequences of not assessing the technical risks associated with an information systems development project? In what ways could you identify an information systems project that was technically riskier than another?
What is a project charter, and what information does it typically contain?
What is the project management information system, and what information does it contain?
What is the project scope statement, and what information does it contain?
What is contained in a project management plan?
What is a baseline? Why is it important to fix baselines?
Describe what occurs during Validate Scope and Control Scope.
What is scope creep, and why do organizations need to effectively manage changes to a project’s scope?
Write a mission statement for a business that you would like to start. State the area of business you will be in and which aspects of the business you value most highly. Once you have fleshed out your mission statement, describe the objectives and competitive strategy for achieving that mission.
Consider an organization that you believe does not conduct adequate strategic information systems planning. List at least six reasons why this type of planning is not done appropriately (or is not done at all). Are these reasons justifiable? What are the implications of this inadequate strategic
Information systems planning, as depicted in this chapter, is highly related to corporate strategic planning.What might those responsible for information systems planning have to do if they operate in an organization without a formal corporate planning process?
The economic analysis carried out during the project initiation is rather cursory. Why is this? Consequently, what do you think are the most important factors for a potential project to survive this first phase of the life cycle?
In those organizations that do an excellent job of information systems planning, why might projects identified from a bottom-up process still find their way into the project initiation process?
Consider, as an example, buying a network of PCs for a department at your workplace, or alternatively, consider outfitting a laboratory of PCs for students at a university. For your example, estimate the onetime and recurring costs outlined in Table 5.5.
For the situation you chose in Exercise 6, either buying a network of PCs for a department at your workplace or outfitting a laboratory of PCs for students at a university, estimate the costs and benefits of your system. Then calculate the net present value (NPV) and return on investment (ROI) and
Assuming monetary benefits of an information system at $85,000 per year, one-time costs of $75,000, recurring costs of $35,000 per year, a discount rate of 12 percent, and a 5-year time horizon, calculate the net present value (NPV) of the system’s costs and benefits. Also calculate the overall
Change the discount rate for Exercise 8 to 10 percent and redo the analysis.
Change the recurring costs in Exercise 8 to $40,000 and redo the analysis.
Change the time horizon in Exercise 8 to 3 years and redo the analysis.
For the situation you chose in Exercise 6, either buying a network of PCs for a department at your workplace or outfitting a laboratory of PCs for students at a university, conduct a multicriteria analysis that contrasts at least three alternative configurations with at least three different
For the situation you chose in Exercise 6, either buying a network of PCs for a department at your workplace or outfitting a laboratory of PCs for students at a university, write a project charter. List your assumptions on a separate page.
For the situation you chose in Exercise 6, either buying a network of PCs for a department at your workplace or outfitting a laboratory of PCs for students at a university, write a project scope statement.List your assumptions on a separate page.
Different organizations use different formats for defining a project’s charter. Search the web (e.g., search using the keywords project charter template) and contrast at least four different templates. What is similar? What is unique? Is there one best way to define a project’s charter?
Using the information you gathered in Exercise 15, develop your own best-practices project charter template.
Different organizations use different formats for presenting a project scope statement. Search the web(e.g., search using the keywords project scope statement template) and contrast at least four different templates.What is similar? What is unique? Is there one best way to present a project scope
Using the information you gathered in Exercise 17, develop your own best-practices project scope statement template.
In what ways is a request to change the scope of an information system handled differently from a request for a new information system? In what ways are they the same?
Describe a personal situation in which you experienced scope creep. Your example does not have to be a technology-oriented project.
Find and examine four different entertainment websites (these could include sports personalities, musicians, actors/actresses, sports teams).Over the last ten years, Sedona Management Group (SMG) has not missed an agreed-to deadline on any contract related to a development project they’ve
For each website, create a bulleted list of features or characteristics that it employs (e.g., biographical data, interaction with other users, media clips, merchandise access, access to entertainment, technologies used, etc.). Also include a short definition of the feature. Note:You should easily
Indicate the relative importance of the criteria by assigning a weight to each. Please note that the weights should sum to 1.0 or 100 percent.Over the last ten years, Sedona Management Group (SMG) has not missed an agreed-to deadline on any contract related to a development project they’ve
Determine how well each site used each of its features (i.e., through a critical examination of each site, decide what scores you give each entertainment/entertainer site on the features you came up with).Over the last ten years, Sedona Management Group (SMG) has not missed an agreed-to deadline on
Following the example shown, create a weighted scoring table by multiplying each of the entertainment scores by the weight and determining an analysis score.Over the last ten years, Sedona Management Group (SMG) has not missed an agreed-to deadline on any contract related to a development project
What steps can an organization take to diminish the misuse of project management tools, as in the provided example?Work breakdown structures (WBS) have been used by organizations for some time. Consider the case of a large computer manufacturer (hereafter known as “the Company”). In the
If you were a project manager in charge of employees affected by the situation provided, what approach might you use to discuss the issue with upper management?Work breakdown structures (WBS) have been used by organizations for some time. Consider the case of a large computer manufacturer
A document containing the WBS and the WBS dictionary that specifies the deliverables and components of a project and serves to measure any deviations from that baseline during project execution.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method
A document that accompanies the WBS and provides additional information about the individual components of the WBS.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G.
A network diagram consisting of arrows to represent activities and their precedence relationships and nodes to represent project milestones.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define
A network diagramming technique that uses boxes connected by arrows to represent activities and their precedence relationships.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F.
A progressively more detailed and accurate projection of the project schedule and duration, as the project manager or project team specifies project deliverables and activities in more detail.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method
A scheduling technique in which the team defers breaking down components until they are further clarified and the decomposition takes place as the project progresses.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D.
An activity of zero duration that is used to show a logical relationship or dependency in a network diagram.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G.
Component of the project management plan that provides guidance on how the schedule will be managed throughout the project.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F.
Important dates within a project schedule that are meaningful in terms of the completion of specific sets of project events.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F.
Lists of activities from previous projects.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity I. External dependencies J.
Relationships between project activities.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity I. External dependencies J.
Relationships of activities based on the preferences of project managers; often based on best-practices procedures.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G.
Relationships of activities that cannot be performed in parallel.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity I.
Relationships of project activities and external events, such as the delivery of project components.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary
Small component used to plan, schedule, execute, monitor, and control the project.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H.
The amount of time by which a successor activity can be accelerated.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity I.
The logical relationship among activities.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity I. External dependencies J.
The lowest-level units illustrated in the WBS, used to estimate project schedule and budget.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary
The output from the process of dividing a product into its individual components.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H.
The process associated with establishing the schedule management plan.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity
The process of defining project activities, determining their sequence, and estimating their duration.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary
The process of determining relationships and logical sequence among activities.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy
The process of identifying and defining activities that must be performed to produce project deliverables.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G.
The process of subdividing tasks to make them more easily manageable.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H. Dummy activity
The time delay between the completion of one task and the start of the successor.Match each of the key terms with the definition that best fits it.A. Activity B. Arrow diagramming method C. Cone of uncertainty D. Decomposition E. Define Activities F. Dependency G. Discretionary dependencies H.
Compare and contrast a product breakdown structure (PBS) and a work breakdown structure (WBS).
Define decomposition.
Discuss why a WBS has different levels and what each level represents.
What is the difference between decomposing levels using a top-down approach and a bottom-up approach, and what types of projects are best suited to each approach?
Why are templates useful for developing project schedules?
What is a scope baseline, what are its components, and why is it important?
To what level of detail should activities be decomposed? Why?
Define a work package and describe its characteristics.
Describe strategies that project managers might use to define activities.
Describe the differences and similarities between the cone of uncertainty and rolling wave planning.
List and briefly describe the classes of constraints on determining the activity sequence. Do any constraints override others?
Give an example of each class of constraint on determining the activity sequence.
From a precedence diagramming method perspective, list and briefly discuss each type of task dependency.
From an arrow diagramming method perspective, list and briefly discuss each type of task dependency.
You and your team members are tasked with developing a mobile app for managing your schedules and keeping track of exams and important events and deadlines. Fully decompose this project and discuss the level of detail where you stopped decomposing and explain why.
Create a WBS based on the decomposition you carried out for the previous question.
You have just been selected as the manager for a project to automate the distribution center at XYZ Co. This project has significant executive support and an engaged executive sponsor. The executive you report to asks you if you will be able to complete the project in less than six months. Describe
After determining that there is a relatively high probability that the project can be completed within six months, the executive you report to wonders if she can trust your determination. After all, she has heard all the reports about IS projects going over budget and past their deadlines. Address
Working in a small group, pick a project (it could be anything, such as planning a party, writing a group term paper, developing a mobile app, etc.) and then write the various tasks that need to be done to complete the project on Post-its (one task per Post-it). Then, use the Post-its to create the
Create a precedence diagram based on the following information:• There are ten total tasks, named A–J.• Tasks A, B, and H have durations of two days.• Tasks C, E, I, and J have durations of three days.• Tasks D, F, and G have durations of one day.• Tasks A, B, and D can be conducted in
Create an arrow diagram with the information from Exercise 6.
Create a precedence diagram for your project from Exercise 2.
Which diagramming method do you prefer? Why?
Create a work breakdown structure (WBS)for your project. This involves developing a detailed list of tasks and subtasks that should be carried out to complete the project.
Create the schedule by assigning durations to the tasks identified, as well as sequencing them.
Add milestones to show the completion of each major deliverable.
Identify some challenges that you and your team members will face in following this schedule.
Identify and explain different techniques you will use during the life cycle of the project to manage project time.Time is the least flexible factor during the life cycle of a project. No matter what else happens during the project, time continues to pass. Tim Turnpaugh recognizes that managing
A document that contains the set of original start and finish dates, activity durations, as well as work and cost estimates, and serves as a basis for comparison during project execution.Match each of the key terms with the definition that best fits it.A. Activity resource requirements B.
A hierarchical, graphical representation of all needed resources ordered by type or category.Match each of the key terms with the definition that best fits it.A. Activity resource requirements B. Alternatives analysis C. Analogous estimating D. Bottom-up estimating E. Capital resources F. Control
A process of evaluating alternative strategies by observing how changes to selected factors affect other factors and outcomes.Match each of the key terms with the definition that best fits it.A. Activity resource requirements B. Alternatives analysis C. Analogous estimating D. Bottom-up estimating

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