Project Management For Engineering Business And Technology 5th Edition John M. Nicholas, Herman Steyn - Solutions

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How can a project manager ensure that he or she establishes and maintains an effective and collaborative relationship with the project sponsor or project executive?
Define the typical roles of the functional manager and describe at least three challenges that a functional manager may encounter in an organization that engages in the management of multiple projects.
Explain the term integration as it relates to project management and describe the major roles and responsibilities of the project manager during project planning and execution.
Explain why establishing a good daily working relationship with functional managers and/or line managers is important to project success and is a critical responsibility of the project manager.
Describe at least three factors that might influence a customer’s perception of project success.
The five major project management process groups are:
Describe the purpose or meaning of the term “project management.”
Define the term stakeholder and provide examples of the stakeholders associated with projects you are engaged in.
In many organizations the organizational structure itself may create internal communications barriers, management gaps, functional gaps, and operational islands.These gaps and barriers may result in conflicts, inefficiencies, and lower productivity.Describe some of the causes of these gaps and how
What factors may be considered to effectively and reliably indicate successful completion of a project?
List the factors that are commonly known as competing demands.
Describe how the use of a project management methodology may benefit an organization, impact organizational success, and assist in the achievement of strategic objectives.
The potential benefits from effective project management are:
Institute an all-employee training program with periodic updates based on documented lessons learned.
Use project management software as a tool, not as a substitute for effective planning or interpersonal skills.Action:
Measure progress periodically.Action:
Focus on identifying and solving problems early, quickly, and cost effectively.Action:
Eliminate nonproductive meetings.Action:
Share recognition for project success with the entire project team and line management.Action:
Cultivate effective communications, cooperation, and trust to achieve rapid project management maturity.Action:
Focus on deliverables rather than resources.Action:
Strengthen involvement and support of the line management.Action:
Provide executives with project sponsor information, not project management information.
Select the right person as the project manager.
Recognize that cost and schedule management are inseparable.
Minimize scope changes by committing to realistic objectives.
Commit to developing effective plans at the beginning of each project.
Implement a philosophy that drives the company toward project management maturity and communicate it to everyone.
What mechanisms are used to link these teams—for example, coordinators, frequent meetings, or close proximity of workers?
Describe the means by which participative management helps reduce work stress.
Describe the role clarification technique. What sources of conflict does it resolve?
What conditions must exist for confrontation to be successful?
Describe four ways of dealing with conflict.
Why is some conflict natural and beneficial?
List some special considerations in managing virtual meetings.
How is trust and cohesion developed in virtual teams?
List the technologies available for virtual teams. For what tasks/decisions do each apply?
What conditions of management and the team members are necessary for team-building interventions to succeed?
Why is teamwork important in projects? Isn’t it enough that individual workers are highly skilled and motivated?
How is participative management useful for motivating and gaining commitment?
Who is the project champion and who is the project sponsor?
Describe the responsibilities of the manager of projects or PMO director.
In this case it took a year of discussions prior to implementing the matrix structure and another 3 years before it started to work reasonably well. Comment on the time you think it should take to implement a matrix structure. What factors must be considered?
Sometimes reasonable proposals get “politicized.” What role do you think mutual suspicion plays in this? How could this have been prevented in this case? Comment on the idea that project managers should display “integrative leadership.”
Why would the proposal for sub-project managers in functional departments for the biggest projects make sense?
Why would it make sense for smaller projects to be handled by functional managers?
Many of the projects required the involvement of only one or two departments. Comment on how this fact should have been taken into account in the design of the organizational structure.
Comment on the complaint of functional managers of supportorientated departments about due dates being enforced for product development work. What possible solutions do you suggest?
What would the roles and responsibilities of functional managers have been prior to implementation of a matrix structure? How did the the change in roles contribute to conflict after implementation of the matrix?
What are the traditional forms of differentiation? List some companies that presently use each.
Was the team self-managed? If yes, discuss in what ways it managed itself.
Were visual management methods or the Kanban concept applied in the project?
Did you observe cycle timing or task standardization in the project?
Did you observe work tasks waiting or being delayed that could have benefitted from smaller batch transfers?
Who were the other stakeholders and what were their roles?
Was there a project manager? What was her role?
If the spiral model was used, how was it similar or different than the model described in the chapter? If the Scrum approach was used, how was it similar or different? In answering this, refer to the terms mentioned in Question 11 above.
Was the project performed in iterations? If so, why? What aspects of the project (phases or stages) were being iterated?
What is Kanban? How does it apply to project management?
What is visual management? Give examples.
How do self-managed teams reduce the problem of handoffs?
Describe self-managed teams. Are they the same or different than the teams in APM?
What does standardization mean in a project context? Give some examples.
What is cycle timing? How does it apply to projects and what are the benefits?
Is the gating process large batch or small batch?
Where are the queues in a project and what, exactly, is waiting in the queues?
Describe the connection between batch size, queue size, and waiting time.
Describe the connection between batch size and iteration in projects.
There are also drawbacks to small batches (hence, benefits to large batches). What are they?
What are the “batches” in projects? What is small batch flow?
What does “flow” refer to in projects? What is it that is flowing?
What does “lean” in lean production refer to?
If a sprint is falling behind, why not work the team overtime to complete the backlog?
Describe how a burn down chart is used for tracking work progress.
Describe how a white board is used for tracking jobs/tasks.
How are the results of “sprint increments” turned into production or operational product versions?
Describe significant features of a Scrum team—roles, structure, size, responsibilities of team members.
Define the roles and responsibilities of the Scrum master and product owner.
Can you imagine projects where both APM and TPM would apply?Describe them.
How is APM different than incremental TPM?
Describe the planning process in APM.
How are changes in requirements handled with TPM?
Did the contractor remain involved with the customer and end-item through an extended agreement?
Describe the post-project summary review (report prepared at the end of the project). Who prepared it? Who was it sent to? How was it used?Where is it now? Show an example (or portion of one).
Did the project manager encourage open, informal communication? If so, in what way?
What were the strong and weak points of the PMIS system? Did the system adequately meet the information requirements to plan and control the project? Were any inadequacies the fault of the computer PMIS or the manual support system that provided inputs and utilized the outputs? Was a web-based
Describe the PMIS used in the project. Was it the same one used for costaccounting(PCAS) and project scheduling? Did it combine scheduling, budgeting, authorization, and control, or were several different systems used? If several systems were used, how were they integrated?
What are the differences between the two kinds of project summary reviews: the post-completion project review (or postmortem) and the post-installation system review? Describe each.
What is the role of the PMIS in project management?
What should be included in status reports to top management?
Why is it better to rely on a variety of information sources for evaluation rather than just a few? Give some examples of how several sources are used in project evaluation.
What changes to the product or project goal occurred during the project?Describe the change control process used. How were changes to the plan or system reviewed, authorized, and communicated? Show examples of change control documents.
Were the concepts of forecasting ETC and EAC used? If so, by whom?How often?
How were problems/issues pinpointed, tracked, and acted upon?
Describe the project control process:a. How was work authorized to begin? Give examples of work authorization orders.b. How was data collected to monitor work? Explain the methods and procedures—time, invoices, etc.c. How was the data tallied and summarized?d. How was the data validated?
For the following questions refer to Figure 11.24.As of Week 5, for the project:a. What is the planned value (PV)?b. What is the earned value of the work completed (EV)?c. What is actual cost of the project (AC)?d. What is the value of work remaining?e. What is the CPI?f. What is estimated cost to
What is the revised early completion date for the project?
Refer back to Problem 28 and Figure 11.22.a. For Network (a), suppose after 7 weeks, activities A, B, and E have been completed, D is 50 percent completed, and C is 80 percent completed. What is the revised early completion date for the project?b. For Network (b), suppose after 25 weeks, activities
Assume for Week 22 the $590,000 indicated is the“most likely” EV. Given a BAC of $990,000, this represents 59.6 percent of the project completed. Suppose an expert assesses the LOGON project at that time and concludes that LOGON is between 50 percent and 65 percent completed—these are the
Refer to Problem

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Project Management For Engineering Business And Technology 5th Edition John M. Nicholas, Herman Steyn - Solutions

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