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An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions
3. Norming is achieved when team members have developed a common working method, and cooperation and collaboration replace the conflict and mistrust of the previous phase.
2. Storming occurs as team members have different opinions as to how the team should operate. People test each other, and there is often conflict within the team.
1. Forming involves the introduction of team members, either at the initiation of the team or as new members are introduced. This stage is necessary, but little work is actually achieved.
3. They are not learning anything new or growing as a person.
2. They do not get proper recognition.
1. They feel they do not make a difference.
5. Use models to recognize improvement opportunities
4. Make process policies explicit
3. Measure and manage flow
2. Limit work-in-process
1. Visual workflow
10. Suppliers are not delivering as promised.
9. Communications are poor.
8. There are poor conflict-management procedures.
7. People working on the project are incompetent or unmotivated.
6. Business needs/technology changes have impacted the project.
5. Estimates for time and cost goals are unreliable or unrealistic.
4. The project objectives/scope are unclear.
3. The project manager is inexperienced in managing people, working in a particular organization, or understanding the application area of the project.
2. Project stakeholders, such as people who would use the products and services the project is attempting to create, are not sufficiently involved in project decision-making.
1. The project sponsor and/or other senior managers are not very supportive of the project.
Explain the executing processes performed as part of procurement management, and describe what is involved in selecting sellers and preparing agreements or contracts
Describe the process of managing stakeholder engagement and how to create and use an issue log
Discuss important communications concepts, and describe the process of managing communications
Describe the executing processes performed as part of human resource management, summarize important concepts related to managing people, and explain what is involved in leveling resources, assigning staff, reviewing resource calendars, and assessing team performance
Explain the importance of recommending corrective actions and updating project– related information as part of quality assurance
Discuss what is involved in directing and managing project work as part of project integration management, including the importance of producing promised deliverables, implementing solutions to issues, evaluating work performance data, and requesting changes to a project
List several processes and outputs of project execution
5. Perform the planning tasks (only for the knowledge areas covered in this chapter) for one of the case studies provided in Appendix C.Remember to be thorough in your planning so that your execution goes smoothly. Be sure to have your sponsor and other stakeholders provide inputs on your plans
4. Develop a project dashboard for your team project, using Figure 6-3 as an example. Be sure to include at least eight different metrics.Document your results in a one-page paper or short presentation, showing the actual dashboard you created.
3. Using the information you developed in Team Project 1 or 2, role-play a meeting to review one of these planning documents 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 displaying
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. Create a checklist to use in soliciting sponsors for the
6. Find at least two video clips and one article that show some of the risks involved in building and sailing the Titanic. Document your findings in a short paper, video, or presentation
Management approach 15%
5. Assume the source selection criteria for evaluating proposals for a project is as follows:
4. List three negative risk events and three positive risk events for the Just-In-Time Training project. Briefly describe each risk, and then rate each one as high, medium, or low in terms of probability and impact. Plot the results on a probability/impact matrix. Also, prepare an entry for one of
3. Your company is planning to launch an important project starting January 1, which will last one year. You estimate that you will need one half-time project manager; two full-time business analysts for the first six months
2. Search the Internet for “project dashboard.” Find at least three different charts or examples that can be used on a project dashboard.Document your findings in a two-page paper or short presentation, including screen shots of the charts you find and your assessment of their value.
1. Find an example of a large project that took more than a year to complete. 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. Describe some of the tasks performed in planning
6. What is the difference between an RFP and an RFQ? Give an example of the appropriate use of each. How does procurement planning differ for government projects versus those in private industry?
5. Why is risk management often neglected on projects? Why is it important to take the time to identify and rank risks throughout the project’s life?
4. Why is it important to plan for stakeholder engagement? Why is some of the information sensitive when planning how to work with stakeholders? Give examples of how you have planned in advance how to work with difficult stakeholders.
3. Why is it so difficult to ensure good communication on projects?What strategies can any project team use to improve communications?
What tool should you use to clarify roles and responsibilities for tasks?
2. What is the main purpose of a staffing management plan? What tool should you use to graphically show total staffing needs for a project?
1. What is the main purpose of a project quality management plan?What are two metrics besides those provided in this chapter that Kristin and her team could use on the Just-In-Time Training project?Besides ensuring that classrooms are ready for training, where else might they use a checklist on the
Appendices providing more detailed information, as appropriate
Statement of work and schedule information
RFP process, describing how sellers should prepare and submit their proposals
Hardware and software environment (for technology-related proposals)
Basic requirements for the products and/or services being proposed
Background information, describing the organization issuing the RFP and the project itself
Purpose of the RFP
Procurement metrics to assist in evaluating sellers and managing contracts
Guidelines for identifying prequalified sellers and organizational lists of preferred sellers
Risk-mitigation strategies for purchases and acquisitions, such as insurance contracts and bonds
Lead times for purchases and acquisitions
Constraints and assumptions related to purchases and acquisitions
Processes for coordinating procurement decisions, such as makeor-buy decisions, with other project areas
Suggestions on managing multiple providers
Guidelines on using independent estimates for evaluating sellers’cost proposals
Roles and responsibilities of the project team and related departments, such as the purchasing or legal department
Guidelines for creating contract work breakdown structures, statements of work, and other procurement documents
Standard procurement documents or templates to be used, if applicable
The status of the risk event: Did the risk event occur? Was the response strategy completed? Is the risk event no longer relevant to the project?• Guidelines on types of contracts to be used in different situations
The impact to the project if the risk event occurs: The impact to project success if the risk event actually occurs can be rated as high, medium, or low
The probability of the risk event occurring: The chance of the risk event becoming a reality is rated as high, medium, or low.
The risk owner, or person who will own or take responsibility for the risk event: One person should be responsible for monitoring each risk event.
Potential responses to each risk event: There can be one or more potential responses to each risk event. The previous sections described various response strategies.
Triggers for each risk event: Triggers are indicators or symptoms of actual risk events. For example, a clicking noise or increasing number of bad sectors would be triggers of a bad hard drive.Documenting potential risk triggers also helps the project team identify more potential risk events.
The root cause of the risk event: It is important to find the root cause of a problem—the real or underlying reason a problem occurs. By finding the root cause, you can deal with it directly rather than dealing with the symptoms of the problem.
The category under which the risk event falls: For example, a defective product might fall under the broader category of technology.
A description of the risk event: Because the name of a risk event is often abbreviated, it helps to provide a detailed description in the risk register. For example, reduced consulting costs might be expanded in the description to say that the organization might be able to negotiate
The name of the risk event: For example, defective product, poor survey results, reduced consulting costs, or good publicity.
A rank for each risk event: The rank can be indicated as high, medium, or low, or it can be a number, with 1 being the highestranked risk. The project team would have to determine these rankings.
An identification number for each risk event: The project team might want to sort or quickly search for specific risk events, so they need to identify each risk with some type of unique descriptor, such as an identification number.
Unknown risk events also contributed to the sinking of the Titanic. For example, the steel in the hull could not withstand the cold temperatures, causing it to break without bending. Iron rivet heads also burst due to the cold
Several procedures were not followed, which caused big problems when combined. Iceberg reports from two other ships were not passed on to the bridge. The wireless radio was inoperable most of the day, so another critical iceberg warning failed to reach the Titanic’s captain.The ship was traveling
The design of the bulkheads, rudder, and engines were related. As six of the sixteen watertight compartments were breached and began flooding, the weight of the water in the bow pulled the ship under until the bulkheads overtopped. The design for the rudder was considered adequate for use on the
Methods for updating the stakeholder management plan
Potential management strategies for each stakeholder classification
Communication requirements with information to be distributed, including language, format, content, level of detail, and reason for the distribution
Interrelationships between stakeholders
Scope and impact of change to stakeholders
Current and desired engagement levels
A glossary of common terminology used on the project
Revision procedures for updating the communications management plan
Escalation procedures for resolving issues
Description of the frequency of communication
Suggested methods or guidelines for conveying the information
Identification of who will receive the information and who will produce it
Information to be communicated, format, content, and level of detail
Stakeholder communications requirements
4. And probably the hardest of all, they install a sound but comprehensive set of project performance metrics. It is difficult defining, measuring, and tracking metrics across an organization, but in order to improve project delivery capability, these metrics are crucial
3. They develop streamlined, consistent project delivery processes.Project management methodologies are well defined and followed.
2. They grow competent project leaders, emphasizing business and soft skills. These organizations identify good project leaders and providetraining, mentoring, and a career path for them.
1. They build an integrated project management toolbox. In other words, they use several standard and advanced project management tools.They tailor these tools to their organizations and provide employees with lots of templates.
explain a make-or-buy analysis, procurement management plans, requests for proposal/quote, contract statements of work, and supplier evaluation matrices
Discuss the project procurement management planning process, and
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