Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions

Discover a comprehensive collection of solved problems and step-by-step answers from "Project Management Strategic Design and Implementation" by David I. Cleland and Lewis R. Ireland. Access our complete solutions manual, including chapter solutions and an instructor manual, to enhance your understanding of key concepts. Whether you're seeking the answers key, questions and answers, or a test bank, our solutions PDF provides everything you need for successful study. Enjoy the convenience of online textbook resources and free downloads, ensuring you have the tools to excel in project management.

Could the WBS in Figure 5-5 have started with different elements at Level 2 and still ended up with the same work packages? In general, can different approaches to a WBS end with similar results?
In a WBS, how do you know when you have reached the level where no further breakdown is necessary?
Think of a somewhat complicated task that you are familiar with and develop a WBS for it. (Examples: a wedding, a high school reunion, a questionnaire survey, a motion picture or stage play, etc.) Now do the same for a complicated job that you are not very familiar with. At what point would you
What is included in the project charter? What is the purpose of the charter?
What is the SOW? 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?
The subsection on “ areas of risk and uncertainty ” is frequently left out of the project master plan. What do you think are the potential pitfalls of doing this?
Which items, if any, could be eliminated from the master plan for projects with small budgets? Which could be eliminated for projects of short duration (a few weeks or months) that have relatively few tasks?
Can a project be undertaken without a master plan? What are the possible consequences?
What is the purpose of a project master plan? At what stage of the project should this plan be prepared?
What questions must be answered every time a new project is planned? What are the steps in the planning process that answer these questions?
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 a list of requirements and creating the project plan?
Describe the process to create the project plan.
Did the project have a master plan? If so, describe the contents. If not, how did the team know what they were supposed to do (tasks, schedules, responsibilities, communication, etc.)?
Were there system specifications and performance requirements? If not, how did the project team know what was required of the end-item?
What were the system requirements? Were they well-defined and known by the project team?
Were there user requirements? How were they defined? Were they “ good ”requirements?
How was the project team formed?
How did the project manager become involved in the project? Was she selected before or after the proposal was completed?
Did the project have a kickoff meeting? What happened there?
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,
How do you think the QFD process can be used as part of concurrent engineering?
In QFD, what is the source of customer needs or requirements that appear in the house of quality?
Briefly define the purpose of QFD.
What are “ non-functional requirements ” ? Give some examples.
What are functional requirements? What are performance requirements? Give examples of each.
Describe the different kinds of contracts (refer to chapter Appendix). What are the relative advantages and disadvantages of each to the user and the contractor?
What does the project manager need to know to be able to effectively negotiate a contract? Consider aspects of the customer, the competition, and technical content of the proposal.
When a contractor contracts out work to a subcontractor, to whom is the subcontractor obligated—the end-user customer or the contractor?
Describe how a contractor can be both the receiver and sender of an RFP. How can a contractor both prepare and submit proposals, and receive and select a winning proposal?
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 have numerous stakeholders and where initially only a very few of them have been identified?
Discuss the purpose of business case studies in internal projects. What does a case study include and who prepares it?
In reviewing a proposal, what contractor qualifications might the customer look for? What else about the contractor might the customer find important?
Three proposals (W, X, and Y) have been rated on six criteria as follows: 1 = poor, 2 average, 3 good. Choose between the three proposals using (a) the simple rating method and (b) the weighted rating method. Criteria Weight W Attention to quality 0.25 Cost 0.20 Project plan 0.20 Project
What is the SOW? In what documents does the SOW appear?
How does the contractor (SDO) become involved in the project? Describe the ways.
What factors determine whether or not an idea should be investigated?
What aspects of the project or parent organization appear to use systems management?What aspects do not use systems management? Describe the appropriateness or inappropriateness of systems management in the project you are studying.
Were the stakeholder requirements clearly defined at the start of the project?Were system requirements clearly defined? What are the requirements? In your opinion, were stakeholders identified and involved early in the project. Were their needs identified and addressed? Did the project deliver a
If the study project involves engineering or integration of many components, was the systems engineering process used? Is there a section, department, or task in the project called systems engineering? If so, elaborate. Are there functions or phases of the project that seem to resemble the systems
Now, conceptualize the output or end-item of the project as a system. Again, focus on the elements, relationships, attributes, subsystems, environment, and so on. All projects, whether directed at making a physical product (e.g., computer, space station, skyscraper, research report) or a service
Describe the role of the project manager with respect to these subsystems, both internal and external. What is the nature of his or her responsibilities in these subsystems? How aware is the project manager of the project “ environment ”and what does he or she do that reflects this awareness?
Conceptualize the project organization (the project team and the parent organization of the team) you are studying as a system. What are the elements, attributes, environment, and so on? What are its internal subsystems—functional breakdown and management-hierarchy subsystems? What is the
What is the emphasis in systems management? How does it differ from just management?
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 subfunctions.
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 2–9 . Think of some projects and describe the stages of systems engineering in these projects.
Discuss the dimension of systems engineering in Figure 2-7 .
Describe the systems approach in Figure 2-5 .
What is the manager ’ s environmental problem?
Describe the following concepts and explain how they fit into systems thinking:objectives, elements, subsystems, attributes, environment, boundary, structure, inputs, outputs, process, and constraints.
Define system. What notable features enable you to see something as a system?Describe briefly the legal or education system in terms of these features.
In the project you are studying, what characteristics of the company, project goals, tasks, or necessary expertise make the use of project management appropriate or inappropriate? Consider the project size, complexity, risk, and other criteria in answering this question.
In the industry, service sector, and government examples in this chapter, what common characteristics of the environment, the project goals, and the project tasks make project management appropriate (or necessary)? Also, what seem to be the common characteristics of the roles and responsibilities
What are some of the problems of being a project leader in commercial, government, and military projects? Where do organizations in these environments get project leaders?
Briefly compare and contrast the following forms of project management: pure project, matrix, program, new venture and product. Give at least one illustration of an organization where each is used.
What are the five criteria that Cleland and King suggest for determining when to use project management? From these, describe briefly how a manager should know when project management is appropriate for the task.
Describe the classical and behavioral viewpoints of management and how they differ from the systems approach. The classical and behavioral viewpoints originated decades ago. Are they still of use today? (For a better idea of how the viewpoints differ, refer to current popular management references
Describe five functions of management. Are any of these not performed by managers?How do you think each of these functions comes into play in the course of a project?
What are the major likely trends in project management presented in this chapter that will have the greatest impact on your enterprise?
Does a process exist in your company to determine the strengths and weaknesses of competitors and the prediction of the likely trends in competitive performance in the future?
What are some of the summary strengths and weaknesses of the practice of project management in your enterprise? If there are such weaknesses, are strategies being developed to rectify those weaknesses?
Are there any areas in your company where the use of project management or alternative team management would likely pay off? Why or why not?
Do the “general managers” of your company understand the importance of having an appreciation of project management as a means for managing changes in the enterprise? Why or why not?
What are some of the likely changes in your enterprise that will affect the manner in which project management is applied to the management of product, service, and organizational process change in your enterprise?
The demand for the products and services of some companies is directly impacted by changes in the development of technology by competitors. Is this the case regarding your company? Why or why not?
What future trends in global population will likely impact the demand for your company’s products and services?
What is the means of translating expected future environmental trends into the strategic planning process of your organization? If such a process exists, how effective is this process?
Has anyone been designated a focal point in your organization to identify and track the relevant environmental changes that could impact the well-being of your enterprise? If such an individual has been appointed, how well has that person discharged his or her responsibility in this regard?
What are some of the likely specific future market changes that could impact the existing products and services of your organization?
Is any attempt made by your organization to develop and implement a rigorous process to identify and predict some of the major future trends likely to impact your company?
Select a geographic area, such as the Far East, and identify some of the megaprojects that are likely to come forth in that area. Why are these megaprojects coming forth? Be specific!
What are some of the likely forces that will increase or decrease membership in the existing project management professional organizations? What is the likelihood of new associations appearing in the field of project/team management?
What is meant by the statement, “In the last 10 years project management has moved out of its traditional redoubts?”
What are some of the leading changes likely to impact project management in the future? What forces and factors will cause these changes?
In this chapter, it was suggested that the root cause of major changes likely to happen in the future could be traced to the probable increases in the world’s population. Discuss the rationale behind this statement.
From the personal perspective of the reader, what are some of the likely generic trends that may impact your future career and retirement?
What is the important message in the quote: “You can never plan the future by the past?” (Edmund Burke, 1729–1797, letter to a member of the National Assembly, 1791.)
Discuss the implications of the statement: “The future comes like a funeral gone by.” (Edmund Gosse, 1849–1928, The White Throat.)
What has been the cause of the role change of the traditional first-level “boss” or supervisor? What further changes might be anticipated in this role in the future?
What have been some of the major changes in the theory and practice of the management discipline in the past 30 years? How has the project management discipline been impacted by those changes?
Select an industry and a few of the major products and services of that industry.What are some of the likely changes in those products and services caused by genetic changes in the marketplace?
On the basis of some of the general predictions of changes in the future, what is your prediction of the future of project management? Of team management?
Can any of the successes of your enterprise be related to the use of alternative teams? Or is the enterprise’s business such that alternative teams are not likely to play a meaningful role?
How has the role of the traditional supervisors changed in your enterprise?Has any training been initiated to deal with these role changes?
If alternative teams are used in the enterprise, what are the principal means or philosophies by which change is managed in the enterprise?
Has the senior management of your enterprise considered the appointment and development of a plural executive team to deal with key operational and strategic issues in the enterprise?
Have crises management teams been appointed in your enterprise to deal with emergencies that might arise? If not, why not?
What key strategies have been developed in your enterprise that facilitate the better utilization of alternative teams in the management of operational and strategic change? How successful have these strategies been?
Has your enterprise tried using business-reengineering teams to examine and improve business processes in the enterprise? If used, how successful has such use been? Are there any opportunities to improve the use of such teams in the enterprise?
Have the potential benefits of the use of concurrent engineering teams been explored in your company? If not, how is the product/service and organizational process work being carried out in the enterprise?
If alternative teams are not being used in your enterprise, what is the reason?
Is any of the work that is carried out by alternative teams being done in your enterprise? Why or why not?
Do the principal decision makers recognize the differences between traditional project teams and alternative teams as described in this chapter?
To what extent have alternative teams been used in your organization for the management of change?
Is it possible in the modern industrial enterprise to deal with operational and strategic change without using alternative teams? Why or why not?
What are some of the major differences between a self-directed work team and the other alternative teams?

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Project Management Strategic Design And Implementation 4th Edition David I. Cleland, Lewis R. Ireland - Solutions

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