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project management
An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions
Discuss the five project risk management planning processes, and explain how a risk management plan, a probability/impact matrix, arisk register, and risk-related contractual agreements are used in risk management planning
Understand the importance of planning stakeholder management, and describe the contents of a stakeholder management plan
Describe the project communications management planning process, and describe the importance of using a project communications management plan and project Web site
Explain the project human resource management planning process, and create a human resource plan
Discuss the project quality management planning process, and explain the purpose and contents of a quality management plan, project dashboard, quality metrics, and quality checklists
List several planning processes and outputs for project quality, human resource, communications, stakeholder, risk, and procurement management
5. Watch the Video Highlight in this chapter. Find at least two other references related to this topic and discuss how it relates to project cost management. Summarize your findings and opinions
4. Create a cost estimate/model for redecorating a room using spreadsheet software. Assume you have one month and $5,000 to spend. Develop a WBS for the project and create a cost model based on your WBS. Document the assumptions you made in preparing the estimate and provide explanations for key
d. What is the shortest possible time it will take to complete this project?
c. What is the critical path for this project, and how long is it?
b. Identify all the paths on the network diagram and note how long they are.
a. Draw an AOA network diagram representing the project. Put the node numbers in circles and draw arrows from node to node, labeling each arrow with the activity letter and estimated duration.
3. Consider Figure 5-20. All duration estimates are in days, and the network proceeds from Node 1 to Node 9.
2. Review the features boxes in this chapter with examples of What Went Right, What Went Wrong, Best Practice, and the Media Snapshot. Discuss some of the information presented, and find additional references related to topics discussed in two of these examples. Summarize your findings.
1. Find an example of a large project that took more than a year to complete, preferably one near where you live. Describe some of the planning work completed for the project as part of project time and cost management. Summarize your findings.
7. What is a cost baseline? How is it prepared, and how is it used?
6. What are some approaches for creating a cost estimate? Why is it important to develop a good cost estimate? What do you think about the cost estimating approach used on the VAPR project?
5. What are the main planning processes performed as part of project cost management? What are some of the most common outputs created, and how are they used?
4. What is critical chain scheduling, and how is it different from critical path analysis? Give an example of its use in healthcare.
3. What is critical path analysis? Should you know the critical path for all projects? Why or why not?
2. What are the main planning processes performed as part of project time management? What are some of the most common outputs created, and how are they used?
1. Why does having good plans for the project schedule and costs help project teams during project execution? Why is it difficult to develop good plans in these areas?
2. Planning: The team used actual labor costs to date and added the projected hours and costs per hour to develop this part of the estimate.
1. Initiating: The team used the actual labor costs charged to the project for project initiation activities.
A computer model of the project estimate will be developed to facilitate the changing of inputs, such as labor rates or the number of labor hours for various activities
Because several risks are related to this project, the estimate includes 10 percent of the total estimate as reserves.
Labor costs for employees to cover their salaries while they attend training classes are not included in this estimate.
The project team should purchase training materials and related products and services from qualified suppliers to take advantage of their expertise and to reduce internal costs. Estimates are based on analogous projects and will be updated as contracts are awarded.
The project cost estimate does not include any hardware, software, or facilities that will be used to develop and administer the courses.
The project steering committee members’ time is not directly charged to the project. Internal labor costs include a 40 percent overhead charge as well as a 30 percent benefits charge.
There will be a project manager who spends three-quarters of her time on the project, and three core team members assigned to the project half-time. Two of the team members will be from the training department and one will be from the supplier management department. Additional internal resources
Costs will be provided in U.S. dollars. Because the project length is one year, discounted cash flows are not needed.
Costs must be estimated by WBS and by month. The project manager will report progress on the project using earned value analysis, which requires this type of estimate.
additional details about cost activities, such as strategic funding choices, procedures for recording costs, and roles and responsibilities for people performing cost activities
descriptions of each of the other cost management processes
the funding organization’s fiscal year
formats and frequency for cost reports
rules of performance measurement, especially if earned value management is used
variance thresholds for monitoring cost performance, such as a percentage deviation from the baseline plan
units of measure, such as staff hours or days or a lump sum amount, currency to be used, inflation assumptions, etc.
level of accuracy for cost estimates
Does the organization need to acquire more resources to accomplish the work? Would it make sense to outsource some of the work? Will outsourcing increase or decrease the amount of resources needed and their availability?
Does the organization have appropriate people, equipment, and materials available for performing the work? Are there any organizational policies that might affect the availability of resources?
What is the organization’s history in doing similar activities?Have they done similar activities before? What level of personnel did the work?
Are there specific resources better suited to perform the activities?
Is there anything unique in the project’s scope statement that will affect resources?
How difficult will it be to perform specific activities on this project?
2. Draw a circle to represent the start of the project. Refer to this as Node
1. Remember that the circles only represent activity boundaries, or connection points, and that the activities themselves are represented by the lines.
Carefully monitor the milestones on the critical path (described later in this chapter)
Each milestone must be binary, meaning it is either complete or incomplete.
The set of milestones must be all-encompassing.
Create milestones of manageable size and duration. If they are too large in size they will not help you manage the project effectively.
Define milestones early in the project and include them in the Gantt chart to provide a visual guide.
Time-framed – it must be date driven
Relevant – the milestone must be relevant to the project and the organization
Attainable – the milestone and the due date must be attainable
Measureable – the milestone must be something you can measure(objective)
Specific – anyone with a basic knowledge of the project should understand the milestone
descriptions of each of the other schedule management processes
formats and frequency for schedule reports
rules of performance measurement, especially if earned value management is used (see Chapter 8, Monitoring and Controlling, for more information on earned value management)
variance thresholds for monitoring schedule performance, such as a percentage deviation from the baseline plan
units of measure, such as staff hours, days, or weeks
level of accuracy required for activity duration estimates
scheduling methodology and tools used to create a schedule model, if required
Create a cost estimate, cost baseline, and project funding requirements
Discuss the three project cost management planning processes
Explain the concept of critical chain scheduling and how it can be used in organizations
Understand how to find the critical path and its implications on timely project completion
Describe the six project time management planning processes, and prepare an activity list and attributes, milestone list, project schedule network diagram, activity resource requirements, activity duration estimates, and project schedule
List several planning processes and outputs for project time and cost management
4. 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.
3. Using the information you developed in Project 1 or 2 above, roleplay 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, employees, 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. Develop a scope statement, WBS, and partial WBS dictionary for
6. Find at least four samples of WBSs different from the ones in this chapter. Microsoft Project, MindView, and other project management software tools include templates that you can use as examples.Analyze the similarities and differences between the WBSs. Also review them for completeness. Do
5. Create your own WBS for a project by using the mind-mapping approach. Break at least two level 2 items down to level 4. Try to use MindView software from www.matchware.com/intropm, if possible.You can also create the mind map by using similar mind-mapping software or a tool like PowerPoint.
4. Go to www.matchware.com and search for “what is a WBS.” Watch the online tutorials and read the example provided for building a house. Find a similar video on another site, and summarize similarities and differences. Also document any questions you have about creating a WBS.
3. Create a partial requirements traceability matrix for a project to build a house. Assume you or one of your classmates would use this information to plan his or her dream home. Include at least ten requirements.
2. Review the sample scope statement in this chapter. Assume you are responsible for planning and then managing the deliverable called“survey development.” What additional information would you want to know to develop a good schedule and cost estimate for this deliverable?
1. Find an example of a large project that took more than a year to complete. Describe some of the planning work completed for the project as part of project integration and scope management.Summarize your findings.
5. What do you think about the scope planning documents prepared by the Just-In-Time Training project team? Do they seem too broad or too detailed in certain areas? Be specific in suggesting possible improvements.
4. What are some approaches for creating a WBS? Why is it important to develop a good WBS?
3. What are the main planning processes performed as part of project scope management?
what are some of their main contents?
2. What are the main planning processes performed as part of project integration management? What are the main documents created, and
1. Why does having good plans help project teams during project execution? Why is it difficult to develop good plans?
The mind-mapping approach
The bottom-up approach
The top-down approach
The analogy approach
Using guidelines or templates
a requirements traceability matrix (RTM), which is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all of them are addressed
requirements documents, which can range from a single-page checklist to a room full of notebooks with text, diagrams, images, etc.
write the following of the
what is the
Tracing requirements
Using product metrics
Prioritizing requirements
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