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Project Management For Engineering Business And Technology 5th Edition John M. Nicholas, Herman Steyn - Solutions
What limitations of simple AON networks does PDM overcome? What limitations does it not overcome?
In the development of a new (first of its kind) complex system, the design of a certain subsystem has large slack. Sufficient resources are available for either an early start or a late start. Discuss the pros and cons of early and late starts. Consider the risk of delaying the project, the risk of
Explain how it is possible that there can be slack on the critical path.What is the implication of negative slack on the critical path?
Some projects have a fixed due date while others have to be finished as early as possible and the project manager only makes commitments on the completion date once she and her project management team have scheduled the project. Explain how the backward pass differs for these two project types.
Use Figure 6.5 (a) and (b) to draw Gantt charts for the ROSEBUD project.
Eliminate redundant predecessors from the following lists so only immediate predecessors remain. a. Activity A Predecessor b. B C D E F B C G H Activity A A B, D, C, E A, B, C, D, E, F, G Predecessor B C D E F G H A A A, B A, B A, C A, B, C, D, E, F A, B, C, D, E, G
Refer to Figure 6.1 in the text.a. If the person wants to get more sleep by waking up later, which of the following steps would be useful?i. Put socks on faster.ii. Put tie in pocket to put on later.iii. Put shoes on faster.iv. Buy a hair dryer that works faster.b. Calculate the total float and
Draw the AON network diagrams for the following four projects: Activity A B 1. Immediate Predecessor A C A D B E D F D G D H E, F, G Activity A B 2. Immediate Predecessor - A A C D B E B F C G D H I J D G E, F, H, I Activity A 3. Immediate Predecessor
Consider each of the following projects:a. Composing and mailing a letter to an old friend.b. Preparing a five-course meal (you specify the course and dishes served).c. Planning a wedding for 500 people.d. Building a sundeck for your home.e. Planning, promoting, and conducting a rock concert.f.
Explain the difference between ES, EF, LS, and LF.
Explain the difference between total and free slack.
Why is it vital to know the critical path? Explain the different ways the critical path is used in network analysis and project planning.
Can a Gantt chart be created from a network? Can a network be created from a Gantt chart? Which is the preferred way? Explain.
How is a WBS used to create a network and what role does a scope statement play?
Draw a network diagram of your college studies, starting with enrolment and finishing with graduation. Indicate the courses, projects, and exams as well as precedence relationships where applicable.
What are the advantages of networks over Gantt charts?
How else might Walter have gone about defining work tasks, creating the schedule, and assigning responsibility?
Do you think the Gantt chart will realistically reflect work that must be done in the project? Do you think the project will be able to satisfy the SOW and requirements?
What do you think of Walter’s approach to “balancing the workload” among the team members?
Discuss Walter’s approach to (a) defining work (creating task lists),(b) creating the schedule, and (c) assigning responsibility.
What are the procured GWS in the project? Were these items managed differently than in-house aspects of the project? How were they first identified and then integrated into the project plan? Did procured items pose any difficulties to the project?
Show examples of project-level and task-level schedules. Who prepared each? How were they checked and integrated?
How were activities in the WBS transferred to a schedule? How were times estimated? Who prepared the schedules?
Was a responsibility matrix used? Show an example.
How were individuals assigned to the project? Describe the process.
How were responsibilities in the WBS assigned to the project organization (i.e., how did the functional areas become involved in the project)?
How were ongoing activities such as management, supervision, inspection, and maintenance handled in the WBS? Was there a work package for each?
Was the work package concept used? If so, describe what a work package includes. How are work packages defined?
Where in the WBS is project management included?
How, when, and by whom was the work breakdown structure (WBS)prepared? Describe the process used in preparing the WBS.
Is there an SOW or project charter? Describe its purpose and contents.
Is there a project scope statement? Who prepared it? Do major areas of work and deliverables of the project correspond to the scope statement?
What is the relationship between the execution plan and the project proposal? Was the plan derived from the proposal?
At what point in the project was the plan prepared?
Who prepared the plan?
Describe the project execution plan for your project (the plan developed at the start of the project). What is the content? Show a typical execution plan.
Consider this statement: The management of procured items can pose greater difficulties than managing internal items. Do you agree or disagree, and why?
What aspects of the project fall under “procurement management”? Why is managing procured items just as important to project success as managing internal items? What are the issues in scheduling procured items?
If a hierarchy of schedules is used in project planning, explain whether there should be a corresponding hierarchy of plans as well.
How do you decide when more than one level of schedule is necessary?
In a hierarchy of schedules, how does changing a schedule at one level affect schedules at other levels?
Is the Gantt chart adequate for planning and controlling small projects?
How must the Gantt chart you drew in problem 24 be changed if you were told that C and D could not begin until B was completed, and that G could not begin until C was completed? What happens to the project completion time?
Construct a Gantt chart similar to the one in Figure 5.10 using the following data:When will task G be completed? Task Start Time (wks) Duration (wks.) A B 0 6 5 3 C 7 4 D 7 9 E F 80 9 G 12 287 7
How are project-level and task-level schedules prepared? What is the relationship between them? Who prepares them?
Distinguish an interface event from a milestone event. Give some examples of each. When is an interface event also a milestone event?
Distinguish an event from an activity. What problems can arise if people on a project confuse these terms?
Could a responsibility matrix seem threatening to managers and others?Why?
What function does the responsibility matrix serve in project control?
In doing this, consider the project organization and the managerial/technical staff to be assigned and their duties.
Construct a responsibility matrix using the WBS you developed in question
Figure 5.8 shows some possible types of responsibilities that could be indicated on a responsibility matrix. What other kinds of responsibilities or duties could be indicated?
What is the relationship between the WBS and organization structure?In this relationship, what is the meaning of a “control account”?
What should a “well-defined” work package include?
What is the impact of altering the WBS after the project has started?
What is the role of functional managers in developing a WBS?
In what ways is the WBS important to project managers?
Could the WBS in Figure 5.5 have started with different Level-2 elements and still result in the same work packages? In general, can different WBS approaches give similar results?
How do you know in a WBS when you have reached a level where no further breakdown is necessary?
Think of a somewhat complicated endeavor you are familiar with and develop a WBS for it. (Examples: wedding, high school reunion, questionnaire survey, movie or stage play, etc.). Now repeat for a complicated job you are not familiar with. At what point do you need assistance from “functional
What are differences and similarities between the SOW and the project charter?
What is the statement of work? In what documents does the SOW appear?
What is the purpose of the project scope statement? What information is used to create the scope statement? How is the scope reflected on the WBS?
A section for addressing “Risk and Uncertainty” is often left out of the project execution plan. What are the potential pitfalls of doing this?
Which aspects of the execution plan might be eliminated for projects with small budgets? Which might be eliminated for short duration projects (a few weeks or months) with relatively few tasks?
Can a project be undertaken without an execution plan? What are the possible consequences?
What is the purpose of a project execution plan? At what stage of the project should this plan be prepared?
What questions need to be answered every time when a new project is planned? What are the steps in the planning process that answer these questions?
Would you trust any internal rate of return or net present value estimates at this time?
How would you determine the value of accurate estimates for the number of ounces that could be mined and for costs?
Comment on the problem that, once money has been allocated to the process, people might become “hooked” into the project and be tempted to go ahead regardless of high risks.
Describe how each of the proposed project phases will help reduce the risk of the project.
“While estimates for the distant future are very ‘broad brush’, it is always possible to make relatively accurate estimates for the imminent phase of a project.” Explain.
List the phases of the project and indicate the minimum and maximum cost of each phase as foreseen in August 2006.
What is your overall impression about how well the definition phase was conducted in the project, and of the quality of the system requirements and project plan?
Was QFD or a similar process used to define requirements and/or create the project plan?
Did different stakeholders participate in defining the requirements and creating the project plan?
Describe the process of creating the project plan.
Did the project have a project execution plan? If so, describe the contents. If not, how did the team know what they were supposed to do(tasks, schedules, responsibilities, etc.)?
Were there any system specifications and performance requirements? If not, how did the project team know what was required of the end-item?
Were there any system requirements? Were they clear and utilized by the project team?
Were there user requirements? How were they defined? Were they“well-defined” requirements?
How was the project team formed?
How did the project manager become involved in the project? Was she selected as project manager before or after the proposal was completed?
Did the project have a kickoff meeting? What happened there?
To what situations does Agile project management apply? How does Agile differ from “waterfall”?
What is the purpose of the project charter? What is included in the charter?
Think about the following or use whatever consumer research material available to you to define customer needs or requirements for the following:a. A “good” college course.b. Toaster (or other home appliance of your choosing).c. Cellular telephone.d. Coffee mug for your car.For each, define a
What is the source of customer needs or requirements that appear in the house of quality?
Think of a simple system like a mousetrap, tape dispenser, or can opener.Draw a simple high-level functional flow block diagram for it. If possible, decompose each of the functions into sub-functions.
Distinguish the following: functional requirements, performance requirements, and verification requirements. Give an example of a functional requirement and its associated performance and verification requirements.
Describe the stages of systems engineering in Figure 4.8. Think of some projects and describe the stages of systems engineering in these projects.
What are “non-functional requirements”? Give examples.
Refer to the CPIF and FPIF example problems in Examples A.3 and A.4 in the chapter Appendix.a. In both CPIF and FPIF cases, what is the price if Cac = $90,000?What is the contractor’s profit?b. In both cases what is the price if Cac = $160,000. What is the profit?c. Commonly two CSRs are used, a
A customer accuses a project manager for cost overruns and a delay in delivery. Why is it relevant whether the relationship between the customer and the project manager is governed by an EPC or EPCM contract?
Describe the different kinds of contracts (refer to chapter Appendix).What are the relative advantages and disadvantages of each to the customer and the contractor?
How can a contractor be both the sender and receiver of RFPs; i.e., how can it both prepare and submit proposals, and receive and review proposals?
In contracting out work, does the customer relinquish all control over the project to the contractor? Explain.
How is the RFP/proposal process adapted to large projects that potentially have numerous stakeholders but initially only a few have been identified?
Discuss the purpose of a business case study for internal projects. What does the study include and who prepares it?
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