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project management
An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions
5. Talking smack about a job before you’ve even accepted it
4. Blowing your own cover
3. Revealing company secrets
2. Sexual oversharing
1. Posting something embarrassing on the corporate Twitter feed
Were the project goals attained? If not, what changes need to be made to meet goals in the future?
What project circumstances were not anticipated?
What surprises did the team have to deal with?
What needs to be done over or differentlya?
What worked well—or didn’t work well—either for this project or for the project team?
4. Starvation: A project can also be terminated by decreasing its budget or suddenly ending funding. This approach is also known as withdrawal of life support. The reason for starving a project is generally to shadow the failure of non-accomplishment of the goals. Management sometimes uses this
3. Extinction: A project may end because it was successful and achieved its goals, and there is no need for further work. Another form of extinction is when a project is stopped because it was unsuccessful or superseded. A special case of termination by extinction is called termination by murder,
2. Addition: A project creates a new product or service that results in a new unit in the organization, such as a department, division, or company. Project staff and other resources move into the new unit.
1. Integration: A project is completed, and products and services created are integrated into operations, as was done in the Just-In-Time Training project. This is the most common approach.Project staff and other resources are released and distributed into the organization.
Describe advice on closing projects
Explain the process of closing procurements performed as part of project procurement management, and describe the contents of a written notice of a closed contract
Discuss the process of closing a project or phase performed as part of project integration management, explain the importance of a project close-out meeting and knowledge transfer, and describe the contents of a customer acceptance/project completion form, final project report, and lessons-learned
List several processes and outputs of project closing
Describe common ways to close or terminate projects
5. Perform the monitoring and controlling tasks for one of the case studies provided in Appendix C. If you are working on a real team project, create relevant monitoring and controlling documents, such as performance reports or quality assurance-related charts using the templates and samples in
4. Brainstorm two different quality related problems that you are aware of at your college or organization. Then review the charts found in the section of this chapter on the seven basic tools of quality and create two charts to help analyze the quality problems. Prepare a one- to two-page paper or
3. Using the information you developed in Team Project 1 or 2, role-play a meeting to brainstorm and develop strategies for solving problems with key stakeholders. Determine who will play what role (project manager, team member from a certain department, senior managers, and so on). Be creative in
2. You are part of a team in charge of a project to help people in your company (500 people) lose weight. This project is part of a competition, and the top “losers” will be featured in a popular television show. Assume that you have six months to complete the project and a budget of $10,000.
1. Your organization initiated a project to raise money for an important charity. Assume that there are 1,000 people in your organization.Also, assume that you have six months to raise as much money as possible, with a goal of $100,000. List three problems that could arise while monitoring and
e. Sketch the earned value chart for this project, using Figure 7-4 as a guide. Assume the data for month 1 is half of the values given for PV, EV, and AC at the end of month 2.
d. Use the SPI to estimate how long it will take to finish this project.
c. Use the CPI to calculate the estimate at completion (EAC) for this project.
b. How is the project progressing? Is it ahead of schedule or behind schedule? Is it under budget or over budget?
1. Find an example of a large project that took more than one year to complete, such as a major construction project. You can ask people at your college, university, or work about a recent project, such as a major fundraising campaign, information systems installation, or building project.
7. Why is it important to document contract changes? Why should project teams be watchful for constructive change orders?
6. Why is it important to keep the risk register up to date?
5. What are some of the tools and techniques for performing time, cost, and quality control? What are the Seven Basic Tools of Quality? If applicable, describe how you have you used these tools in the workplace.
4. What is the difference between scope validation and scope control?Why are both important to project success?
3. What are the three main objectives of integrated change control?
2. Explain how earned value management helps you monitor project performance and forecast future cost and schedule information. What do you need to do to use earned value management?
1. What is involved in monitoring and controlling projects? What outputs of monitoring and controlling are common to all knowledge areas?
Have documented backup plans in case the procurement does not produce the desired results.
Project managers and their teams must stay closely involved with suppliers to make sure that their deliverables meet business needs and work in the organization’s environment. Do not assume that work will run smoothly because you hired a reputable supplier.The buying organization needs to provide
Changes must be documented in writing. Project team members should document all important meetings and telephone calls.
Evaluation of any change should include an impact analysis. How will the change affect the scope, time, cost, and quality of the goods or services being provided? There must also be a baseline against which to compare and analyze changes.
Changes to any part of the project need to be reviewed, approved, and documented by the same people in the same way that the original part of the plan was approved.
Reserve analysis: This technique is used to monitor the status of contingency and management reserves for the project to determine if they are still needed or if additional reserves need to be requested.
Records management system
Claims administration
Payment systems
Performance reporting
Inspections and audits
Procurement performance reviews
Contract change-control system
Forecasts predict future project status and progress based on past information and trends. How long will it take to finish the project based on how things are going? How much more money will be needed to complete the project?• Project managers can also use earned value management, as described
Progress reports describe what the project team has accomplished during a certain period. In many projects, each team member prepares a weekly or monthly progress report.Team leaders often create consolidated progress reports based on the information received from team members.
Status reports describe where the project stands at a specific point in time. Recall the importance of the triple constraint. Status reports address where the project stands in terms of meeting scope, time, and cost goals. Is work being accomplished as planned? How long did it take to do certain
Process adjustments correct or prevent further quality problems.Based on the implementation of quality-control measurements, process adjustments often result in updates to the quality baseline, organizational process assets, and the project management plan.
Rework is action taken to bring rejected items into compliance with product requirements or specifications or other stakeholder expectations. Rework can be very expensive, so the project manager who excels at quality planning and quality assurance can reduce the need for rework.
Acceptance decisions determine if the products or services produced as part of the project will be accepted or rejected. If they are accepted, they are considered to be validated deliverables. If project stakeholders reject some of the products or services produced as part of the project, there
Project management software: Software packages, such as Microsoft Project 2013, have many cost-management features to help you enter budgeted costs, set a baseline, enter actuals, calculate variances, and run various cost reports.
Variance analysis: Cost performance measurements like the CV and CPI show the degree of cost variance. It is important to analyze cost variance and determine if corrective action is needed.
Performance reviews: These reviews, often done as part of review meetings, can be a powerful aid for controlling project costs, just as they are for controlling schedules. People often perform better when they know they must report on their progress and are held accountable for their performance.
To-complete performance index (TCPI) : This index is the cost performance that must be achieved on the remaining work in order to meet a specified goal, such as the BAC or EAC. If the BAC can no longer be met, forecasts are based on the EAC. The formula for the TCPI based on the BAC is
Forecasting: It is very useful to predict or forecast future costs based on past performance.
Earned value: An important tool for cost control is earned value management, as described earlier.
In the columns to the left of the tracking Gantt chart, you can display baseline and actual start and finish dates
Percentages to the right of the horizontal bars display the percentage of work completed for each task. For example, 100%indicates that the task is finished, whereas 50% indicates that the task is still in progress and is 50% completed.
A white diamond on the tracking Gantt chart represents a slipped milestone. A slipped milestone refers to a milestone activity that was actually completed later than originally planned.
The budget section provides the planned cost for these deliverables.
The schedule section of the plan lists the planned dates for completing key deliverables.
A section of the plan describes the work to be performed on a project, including key deliverables for the project and quality requirements.
Project budget size appears to be the most important factor in deciding whether or not to use EVM
Most countries require EVM for large defense or government projects.
EVM is used worldwide, and it is popular in the Middle East, South Asia, Canada, and Europe.
Cost information (cost estimates for each activity)
Time (start and finish estimates for each activity)
Scope (WBS deliverables)
Explain how to control procurements
Describe the process of controlling risks
Discuss different approaches to controlling stakeholder engagement
Summarize methods for controlling communications
List the Seven Basic Tools of Quality, and provide examples of how they assist in performing quality control
Discuss tools and techniques to assist in cost control
Describe the schedule control process and schedule performance measurement tools, such as tracking Gantt charts
Explain the importance of validating and controlling scope
Discuss monitoring and controlling project work and performing integration change control as part of project integration management and how to use earned value management
List several processes and outputs of project monitoring and controlling, and describe outputs common to all knowledge areas
manage of the out
communication of the
5. Communicate successes and lessons learned throughout the organization
4. Manage as a program
3. Establish a vision
2. Ensure top-level sponsorship
1. Define the scope
The extent to which project management software is used is correlated to maturity levels. The lower the maturity level, the more difficulties the organization will have in implementing software. Processes must be established for the software to provide benefits
Staffing projects with a majority of internal resources as opposed to external resources is a better guarantee of success. External resources add value when employed in moderation. The highest performance was achieved by using 25% external resources and 75% internal resources.
A systematic approach to change management is fundamental for superior project performance. The majority of the best performing and most mature organizations always or frequently apply change management to their projects.
Staff development and professional certification enhance overall project performance. However, more than 60% of the companies surveyed do not regularly offer a development program to their project managers. Investments in project management certification do pay off, and the organizational benefits
Organizational structure has a big impact on overall project performance. The higher the alignment between structure and business requirements, the higher the overall project performance.• The optimal structure should be based on industry, location, and business objectives. The highest performing
Project failures are often a consequence of organizational aspects over which project managers have little influence. The top reasons cited for project failure included bad estimates, missed deadlines, scope changes, change in environment, insufficient resources, and change in strategy. Poor
Most organizations are not satisfied with their current maturity level. The total average for survey participants was 2.5 on a 5.0 scale, meaning the organizations use informal processes that are not yet institutionalized. This low maturity level contributes to the high project failure rate.
A higher maturity level for an organization enhances overall project performance, not in just one project, but in the overall portfolio of projects. It makes sense for organizations to develop policies and processes that apply for all types of projects, programs, and project portfolios.
High project management maturity results in lower direct costs of project management. Companies with a high maturity level spend 6–7 percent of total project costs on project management.Companies with low maturity spent about 11 percent
Project management maturity is strongly correlated with more predictable project schedule and cost performance. More mature companies have a schedule performance index (SPI) variation of 0.08 and a cost performance index (CPI) variation of 0.11. Less mature companies have indexes of 0.16 for SPI
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