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business
megaproject management
Project Management Paul D. Gardiner - Solutions
• identify appropriate variables to measure in project control
• explain the difference between monitoring and control
You havebeenappointed project managerfor theboiler installation project andhave beenasked bytheoperations director to give a PowerPoint presentation ofthefeasi bility ofthis project at the next management board meeting. The presentation must provide data, charts, analysis and interpretations ofthe
• draw S-curves to graphically illustrate project cash flows
• construct a time-phased project budget from a knowledge of the project schedule, cost estimates and the cost breakdown structure
• construct a cost breakdown structure from a knowledge of the work breakdown structure and organisation breakdown structure
• explain the differences between top-down, bottom-up and iterative budgeting
• use simple techniques to help optimise a schedule
• draw Gantt charts and comment on their value for project control
• construct and analyse project networks
• describe the main techniques used in estimating the duration and cost of activities
• explain the importance of project scheduling and bUdgeting
9. What decision do you think the three managers would make at the end of the case?Why?
8. Why was the programme about to be restructured?
7. What leadership issues were there?
6. What role did team buildingand development play?
5. What organisation issues were there in the project?
4. Who was incharge ofthe project? Did this arrangement work?
3. How did this project get initiated?Was there a kick-off meeting?
2. What were the project objectives? Were they good ones?
1. What was the visionof the project? Was it a good one?
• For whomare they doing this (the project sponsor)?
• Whatare they trying to accomplish (the project scope and goals)?
• Who isperforming the project (the project team)?
• explainhowtosucceedat teamwork inaprojectusingappropriate models
• adviseontheselectionofaproject team
• demonstrate the importanceofandbeabletocreateawork breakdownstructure
• discuss theneedfor trade-ofts inaprojectbetween:scope, costand time
• participate inthepreparationofaproject charter
• describetheprocessofproject scopingand itsconstituentactivities
4. What are theproduct quality, service quality and process quality issues illustrated in this case study?
3. What are thekey risks facedbythesponsors and howwell have theybeen managed?
2. Whoare thestakeholders- howwould you managetheirimpact onthe project?
1. What are theproject drivers andcritical success factors forthis project?
• describe simple tools used in statistical process control and how to use them effectively
• explain how to determine the total cost of quality
• outline key contributions to quality management by Deming, Juran and Crosby
• explain three important quality management processes
• differentiate the meaning of quality in the context of product, service and process
• discuss the importance of quality to project management
• identify key health, safety and environmental issues in a project
• explain the process of contingency planning in project management
• describe tools used in risk management and how to use them effectively
• explain the processes of risk planning, risk assessment and risk control
• discuss the importance of risk in a project and how it can be managed
5. In what way do you think procurement in the private sector is managed differently?
4. What general lessons can you deduce from this case about large procurement projects in the public sector?
3. What are the signs in the case that it is successful or unsuccessful?
2. How would you describe the procurement strategy of the Canadian government?
1. What procurement documents are referred to in the case and what is the purpose of each?
5. What were the unexpected benefits resulting from this project?
4. Why can't virtual organisations function without meetings?
3. Why was this important to the BP project?
2. What is the difference between a trainer and a coach?
1. In what ways does this project qualify as being a virtual organisation?
6. Is the use of project management justified for a small company like Easy Finance?
5. What recommendations would you make to Sol?
4. Why did this project fail?
3. Would the use of stakeholder analysis tools help to predict the behaviour of any stakeholders in this project?
2. Who were the other stakeholders in the project?
1. What role did Sol play in this project? How well did he perform?
6. How did the investment process influence project planning'and control?
5. Was a feasibility study and business case prepared? What role did they play?
4. What were the key investment decision points?
3. Who was the sponsor?
2. Was the project a success or a failure? Why?
1. Would you have invested money in this project?
What assets are there that could-s-erv-e-as-collateral for lenders?
• Is the cash flow of the enterprise (inclUdingthe revenues earned from the project) sufficient to service any loans taken out to finance the project?
• Does the project earn a rate of return sufficient to satisfy shareholders?
• Is the project a sound business proposition?
• Does theoroject place an undue burden on particular sectors of society?
• Does the project bring particular benefits to the more disadvantaqed sectors of society?
• Isthe proect the lowest cost way of meeting this particular socioeconomic goal?
• Does the project represent the most effective way for society tc allocate scarce resources?
10. How would you summarise what went wrong for the SQA project? What were the key IS/IT issues?
9. How was staff morale affected during the project?
8. Would a pilot scheme have been beneficial? What might it have consisted of?
7. What contingency measures were in place? What else would you recommend?
6. How was this project governed at the programme, project and IT level? Was it effective?
5. What were the arguments for and against using an external IT company? What choice would you have made?
4. Was the timescale for the development of the award processing system appropriate?
3. What management and operational changes took place?
2. Did the project have clear objectives? How were they communicated during the project?
1. What was the SQA trying to achieve? Did it have a mission or vision? What was it?
8. The bank employed a major subcontractor without going to tender. What were the risks of doing this? Would you describe this as good or bad practice?
7. What influence did the bank's management culture have on the project?
6. What would a systems diagram of the project look like? Sketch it out on paper.
5. What evidence of innovation and enterprise can you find in this project?
4. Howwould you describe the life cycle of this project? Sketch it out on paper.
3. Was this project tightly or loosely controlled? What evidence can you find?
2. Howdid the bank manage communication in this project? Was it effective?
1. What was QuickWin? Was it a good idea?
2. What are the key management issues for such a project?
1. How would you classify this project according to business need?
• What steps and actions can you take to be prepared for such a disaster in the future?
• What natural or man-made disaster or emergency do you think you are at most risk from?
• Where else might these capabilities be important?
• What special capabilities are required to execute these type of projects?
4. What is the duration of this project and why do you think it is so long?
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