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project management
An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions
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
what is the
5. As you are executing your team project, document the top three problems you have experienced and how you are dealing with them.Document your results in a one- to two-page paper or short presentation
4. Perform the executing tasks for one of the case studies provided in Appendix C. (Note: Your instructor might select just a few of these tasks as they can be very time-consuming.) If you are working on a real team project, perform the applicable executing tasks for that project. Remember to
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 executing the
8. Find at least three videos and/or articles related to engaging people in a work setting. What are some of the common challenges managers face in engaging workers and other stakeholders? What techniques can be useful in improving stakeholder engagement on projects?Document your findings in a
7. Watch the YouTube video by RSA Animate about Daniel Pink’s views on motivation. (See the link on www.intropm.com or search for it on youtube.com.) Discuss the video with at least two of your classmates.Document your observations and opinions in a short paper or presentation.
6. Develop your own scenarios for when it would be appropriate to use each of the six conflict-handling modes discussed in this chapter(confrontation, compromise, smoothing, forcing, withdrawal, and collaborating). Document your ideas in a one- to two-page paper.
d. You need to make a general announcement to a large group of people and want to make sure they get the information.
c. Your business has been growing successfully, but you are becoming inundated with phone calls and e-mails asking similar types of questions.
b. Your company is bidding on a project for the entertainment industry. You know that you need new ideas on how to put together the proposal and communicate your approach in a way that will impress the customer.
a. Many of the technical workers on the project come in between 9:30 and 10:00 a.m., while the business users always come in before 9:00 a.m. The business users have been making comments. The project manager wants the technical staff to come in by 9:00 a.m., although many of them leave late.
5. Review the following scenarios, and then write a paragraph for each one describing what media you think would be most appropriate to use, and why.
4. Take the Myers-Briggs Type Indicator (MBTI) test and research information on this tool. There are several Web sites that have different versions of the test available free, such as www.humanmetrics.com, www.personalitytype.com, and www.keirsey.com. Write a short paper describing your MBTI type
3. Research online tools for creating kanban boards and examples of how project teams use them to improve work flow. Summarize your findings in a short paper or presentation.
Create a cause and effect diagram to identify potential root causes of the communications problems. You can use the cause and effect diagram template or create the diagram by hand or using other software. Be creative in your response.
2. Assume that you are working on a one-year project that involves about 20 team members and many different stakeholders working across the globe. Even though your team created a communications management plan and you have all types of communication technologies available, everyone knows that
1. Find an example of a large project that took more than a 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. You can
8. What is involved in conducting procurements? How do project teams develop a list of qualified sellers? What are some of the main topics addressed in a contract or agreement?
7. What is stakeholder engagement? What can project managers do to engage stakeholders? Can they use any techniques that your teachers have used to engage students in classes? Why or why not?
6. Why do communications become more complicated when team size increases?
5. Why is communications management so important during project execution? What is the difference between formal and informal communications? Why are nonverbal communications so important?
4. What are the advantages of resource leveling?
. What are the five steps in Tuckman’s team-building model?
d. What is the difference between Theory X and Theory Y?
c. What are the three main categories in McClelland’s acquiredneeds theory?
b. What are some examples of motivators and hygiene factors, according to Herzberg?
a. How does Maslow’s hierarchy of needs affect motivation?
3. Why is human resource management so important during project execution? You can address all or some of the following questions in your response.
2. What is quality assurance, and how does it affect project execution?What are tools and techniques used in performing quality assurance?How did Kristin’s team use one of these tools to find the root cause of a quality problem?
1. Describe practices that should be followed in directing and managing project execution. Why are deliverables such an important output of project execution? What are some of the typical problems that project teams face during project execution?
Take the additional actions necessary to work with virtual team members. If possible, have a face-to-face or phone meeting at the start of a virtual project or when introducing a virtual team member.
Acknowledge individual and group accomplishments.
Nurture team members and encourage them to help each other.Identify and provide training that will help individuals and the team as a whole become more effective.
Stress team identity. Create traditions that team members enjoy.
Plan some social activities to help project team members and other stakeholders become acquainted. Make the social events fun and not mandatory.
Limit the size of work teams to three to seven members to enhance communications.
Allow time for teams to go through the basic team-building stages of forming, storming, norming, performing, and adjourning, as described previously in this chapter. Do not expect teams to work at the highest performance level from the start; moreover, not all teams will even reach the performing
Establish regular, effective meetings. Focus on meeting project objectives and producing positive results.
Fix the problem instead of blaming people. Help people work out problems by focusing on behaviors.
Be patient and kind with your team. Assume the best about people; do not assume that your team members are lazy and careless.
5. Adjourning involves the breakup of the team after they successfully reach their goals and complete the work. Teams might also adjourn due to poor performance or project cancellation.
4. Performing occurs when the emphasis shifts to reaching the team goals rather than working on team process. Relationships are settled, and team members are likely to build loyalty toward each other. At this stage, the team is able to manage tasks that are more complex and cope with greater
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