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Project Management Achieving Competitive Advantage 5th Edition Jeffrey K. Pinto - Solutions
Tier Three applies to programs of significant size that are mature and running smoothly.
Tier Two is similar to Tier One except that the contract requires close management oversight because the project is risky, and there is a heavier burden to meet profit margin goals.
Tier One is the most stringent because it requires most of the system’s features to be identified. This approach is employed when a contract requires that a large amount of detailed information be produced and reported.
6. All parties involved in the plan agree to and document all changes.
5. EVM provides plans for corrective actions when something digresses from the baseline plan.
4. It produces managerial decision-making information in ascending levels of management.
3. EVM analyzes and forecasts the impact of significant variances from the plan.
2. The system incorporates tools to measure work performance and accomplishments based on objective criteria.
1. EVM develops a comprehensive baseline plan for the scope of the program’s work over its entire duration.
13.7 From Appendix 13.1: Understand the advantages of Earned Schedule methods for determining project schedule variance, schedule performance index, and estimates to completion.
13.6 Understand behavioral concepts and other human issues in evaluation and control.
13.5 Understand critical issues in the effective use of Earned Value Management.
13.4 Use Earned Value Management for project portfolio analysis.
13.3 Understand how Earned Value Management can assist project tracking and evaluation.
13.2 Recognize the strengths and weaknesses of common project evaluation and control methods.
13.1 Understand the nature of the control cycle and the four key steps in a general project control model.
d. All the above would be considered examples of project resource constraints
c. Environmental or physical constraints of the project site itself
b. Lack of available materials for construction
a. Poorly trained workers
12.29 Project resource constraints can involve any of the following examples?
d. A project schedule whose start and finish dates reflect expected resource availability
c. The process of creating a consistent (level) workload for the resources on the project, driven by resource constraints
b. The process of applying resources to a project’s activities
a. A graph that displays the resources used over time on a project
12.28 The correct definition of resource leveling is:
d. Creating a Work Breakdown Structure (WBS)
c. Finding the critical path
b. Resource loading
a. Resource leveling
12.27 The project manager identifies 20 tasks needed to complete her project. She has four project team members available to assign to these activities. The process of assigning personnel to project activities is known as:
d. Neither a and b are objectives of resource smoothing
c. Both a and b are objectives of resource smoothing
b. To allow each activity to be scheduled with the smoothest possible transition across resource usage levels
a. To determine the resource requirements so that they will be available at the right time
d. None of the above 12.36 The objectives of resource smoothing are:
c. Use a calendar to identify the working days and shifts on which each specific resource is available
b. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply
a. Make sure everyone working on the project has approximately the same amount of work to accomplish
12.35 Resource leveling is a method to:
d. After the deliverables are contracted
c. As soon as the scope statement is agreed to by the customer
b. After the schedule has been developed but before the activities have been defined
a. After the activities have been defined but before the schedule has been developed
12.34 When are the resource requirements estimated?
d. The schedule activities
c. The Risk Breakdown Structure
b. Critical project constraints
a. The deliverables level of the WBS
d. Involve top management to determine the best course of action 12.33 Resources should be estimated against which entity:
c. Evaluate the impact of the change against the other project constraints.
b. Refuse the change because you wish to avoid scope creep
a. Authorize the change to maintain good customer relations
d. All of the above are benefits of using resource-loading charts 12.32 Your customer has requested a minor change to the project that “shouldn’t impact the schedule.” How should you respond?
c. Help resolve resource conflicts in multiproject settings
b. Graphically display the amount of resources required as a function of time
a. Represent a method for finding available activity slack
12.31 One of the benefits of resource-loading charts is that they:
d. Activities with the highest WBS identification numbers are the first to receive available resources
c. Activities with the fewest successor tasks should have resource priority
b. The activities with the longest duration are the best candidates for receiving extra resources
a. The activities with the least slack time should have resources allocated to them first
12.30 When adopting resource-leveling heuristics, which of the following are relevant decision rules?
b. Click on the Task Usage view to determine the specific days when there is a conflict in the resource assignment schedule.
Using the information provided in Exercise 12.25, how might you resource-level this network to remove the conflicts?Show how you would resource-level the network. From a schedule perspective, what is the new duration of the project?a. Using the Resource Usage view, can you determine any warning
12.22 Access Web sites related to the Boston tunnel project known as the “Big Dig.” Describe the problems that the project had. How did resource management play a role in the severe delays and cost overruns associated with the project?
c. Mixed constraints For each of these examples, cite evidence of the types of constraints you have identified. Is there evidence of how the project is working to minimize or resolve these constraints?
b. Resource constraints
a. Time constraints
12.21 Search the Web for examples of projects that suffer from each of the following:
12.20 Access www.fastcompany.com/magazine/87/projectmanagement.html. What suggestions does the author offer for managing the pressures to multitask? The author suggests the need to “multiproject.” What is her point about the idea of learning how to multiproject?
5. Put yourself in Tyler’s position and create a onepage proposal for the Sunrise owner. Outline the current issues briefly with corresponding detailed recommendations for action. Your actionable improvements must be specific, address your(Tyler’s) concerns, align with the owner’s priorities,
4. Would Tyler’s suggestion to hire additional technicians and purchase more equipment solve the resource problems at Sunrise? Why or why not?
3. How could technology alleviate some of Sunrise’s resource management issues?
2. Is Sunrise’s current method of prioritizing resource assignments viable? Why or why not?
1. Describe some of the resource constraints that Sunrise and its project managers are facing.
2. “In modern organizations, it is impossible to eliminate multitasking for the average employee.” Do you agree or disagree with this statement? Why?
1. How does multitasking confuse the resource availability of project team personnel?
12.19 Suppose you have the following information about Project Cross-Talk
How would you reconfigure the resource-loading table to adjust for this number? What would be the new project completion date?
c. Now suppose that the maximum number of resource hours per day you can commit is reduced to six.
b. How should the resource-loading table be reconfigured to correct for this overallocation?
a. What are the dates on which project resources are overallocated?
12.18 Consider the following partial resource-loading chart.Suppose that you can commit a maximum of eight resource hours per day.
12.17 Resource-level the loading table. Identify the activity that can be rescheduled and reconfigure the table to show this reallocation.
12.16 Assume that there is a maximum of eight resource hours per week available for the project. Can you identify any weeks that have resource overcommitments?
12.15 Create a time-phased resource-loading table for this project, identifying the activity early start and late finish points.
12.14 Identify the critical path and other paths through the network.
12.13 Construct the project activity network using AON methodology.
12.12 Referring to Figure 12.23, because George is unavailable, suppose you have the opportunity to hire two new carpenters to perform George’s tasks (shortening them by 50%).What would be the new projected completion date for the project? Would it be worth it to you to hire two replacement
12.11 Refer to the Gantt chart in Figure 12.23. Bob and George are carpenters who have been scheduled to work on the construction of a new office building. Just before the start of the project, George is injured in an accident and cannot work this job, leaving Bob to handle his own activities as
3 affect the revised project completion date? Show your work. Do you recommend splitting Activity 3 or allowing Susan to first complete it and then perform Activity 4?Which strategy would allow the project to finish sooner?Why?
12.10 Referring to Figure 12.22, how would splitting Activity 3 on May 1 to complete Activity 4 and then finish Activity
12.9 Consider a project Gantt chart with the following conditions(see Figure 12.22). Susan is your only programmer and she is responsible for Activities 3 and 4, which overlap.In resource-leveling the project so that Susan is only working a maximum of 8 hours each day, what would the new Gantt
12.8 Why is resource management significantly more difficult in a multiproject environment? What are some rules of thumb to help project managers better control resources across several simultaneous projects?
12.7 Multitasking can have an important negative impact on your ability to resource-level a project. When team members are involved in multiple additional commitments, we must be careful not to assign their time too optimistically. In fact, it has been said: “Remember, 40 hours is not the same as
e. Activities requiring the most resources
d. Activities with the most successor tasks
c. Activities with the lowest identification number
b. Activities with the smallest duration
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