Project Management Tools And Trade Offs 1st Edition Ted Klastorin - Solutions

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Match the following leadership styles (source unknown): 1. Management by inaction 2. Management by detail 3. Management by invisibility 4. Management by consensus 5. Management by manipulation 6. Management by rejection 7. Management by survival 8. Management by depotism 9. Management by creativity
After a project manager has arrived at a decision . . .a. _____ he should try to reduce the team’s resistance to his decision by indicating what they have to gain.b. _____ he should provide an opportunity for his team to get a fuller explanation of his ideas.
Should the evaluation form in Figure 8–4 be shown to the employees?
Assume that upper-level management resolves the conflict in your favor.In order to complete the original work requirements you will need support from this department manager’s organization. Unfortunately, you are not sure as to which type of interpersonal influence to use. Although you are
Assume that the department manager has refused to see you again to discuss the new requirements. Time is running out, and you would like to make a decision before the costs and schedules get out of hand. From the list below, select your personal choice and then, after each group member is finished,
through 7–3. Which of their choices do you agree with, and which do you disagree with? Justify your answers.
Consider the responses made by the project managers in Figures
Should I provide inside or outside seminars to train my people for the new organizational structure? How soon should they be held?
When should I announce the new organizational change? Should it be at the same time as my appointment or at a later date?
What should the new organizational structure look like? Where should I put each person, specifically the managers?
Several people believe that the matrix structure can be multidimensional (as shown in Figure 3–12). Explain the usefulness of such a structure.
How would each person identified below respond to the question, “How many bosses do you have?”a. Project managerb. Functional team memberc. Functional manager(Repeat for each organizational form discussed in this chapter.)
Robert E. Shannon [“Matrix Management Structures,” Industrial Engineering, March 1972, pp. 27–29. Published and copyright © 1972 by the Institute of Industrial Engineers, 25 Technology Park, Norcross, GA 30092 (770-449-0461), reprinted with permission] made the following remarks:When
One of the most difficult problems facing management is that of how to minimize the transition time between changeover from a purely traditional organizational form to a project organizational form. Managing the changeover is difficult in that management must consistently“provide individual
A good way to deal with people in a work situation is . . .a. _____ to present problems to your team as they arise, get suggestions, and then make a decision.b. _____ to permit the team to make decisions, with the understanding that the project manager will assist in implementing whatever decision
Is this managing or doing? MANAGING DOING 1. Making a call with one of your people to assist him in solving a technical problem. 2. Signing a check to approve a routine expenditure. 3. Conducting the initial screening interview of a job applicant. 4. Giving one of your experienced people your
Lloyd A. Rogers (“Guidelines for Project Management Teams,” Industrial Engineering, December 1974, p. 12. Published and copyright 1974 by the Institute of Industrial Engineers, 25 Technology Park, Norcross, GA 30092, 770-449-0461) has commented that:The technical planners, whether they are
Robert D. Doering (“An Approach Toward Improving the Creative Output of Scientific Task Teams,” IEEE Transactions on Engineering Management, February 1973, pp. 29–31,© 1973 IEEE) commented that:The team leader’s role is crucial. He is directly involved and must know the individual team
What are some differences between official and unofficial project managers?
Why do fewer than half of all projects actually meet their goals?
What are the signs of a successful project?
What does it mean to “manage projects” but to “lead people”?
“Whether it’s a $50,000 study or a $30 billion ‘giga’ project, the basic tenets of project management should not change.” What’s true about that statement?
What are some differences between formal and informal authority?
Why is informal authority so important to the unofficial project manager?
What are the Four Foundational Behaviors of a person with informal authority? Why are they “foundational”?“Focusing on the talent should be the project manager’s top priority.” What are some of the implications of that statement?
Do I know who this project will impact?
Do I know who determines success?
Have I clarified expectations?
Do I know the project’s constraints or limitations?
Have I created a shared understanding of the project’s outcomes?
How do you manage risks?
How do you break a project down into manageable pieces?
How do you schedule project deliverables and their associated components?
How do you identify necessary resources?
How do you identify communication channels?
How do you carry forward the lessons learned?
Why close projects?
How do you effectively manage scope change?
How do you keep stakeholders informed about project status?
How do you give effective performance feedback?
How do you create team accountability?
How do you keep people engaged throughout the project?
@ What is project management, and how does it differ from other forms of management(e.g., program management)?
@ How do you define project success and failure?
@ What are some notable examples of project success and failure, and what lessons can be learned hm these case studies?
@ How do IT projects differ from other projects?
@ What is a PM life cycle?
@ What are some common life-cycle models?
@ How can you consider project risk?
@ What is the history of project management?
@ What is the nature of PM software?
1. How would you benefit from an application of PM techniques in a project you may have been involved with? Consider how vou would define the specific tasks and their respective durations in this "project." What were the goals of the project? What constraints were imposed on the project managers?
2. Consider the formation of a project team. What characteristics do you feel members of the team should have? Should the team consist of members with similar training and background, or should team members have different skills and backgrounds?How should a project team operate? Who should have
3. Consider the relationship between aproject team and the functional parts of an organization.Who should have responsibility for approving specific tasks? If an engineering task goes beyond its proposed duration and budget, who is responsibl-the director of engineering or the project manager? In
4. Suppose that your company has over a dozen projects to choose £tom-but can select only a limited few. What criteria would you suggest for ranlang the projects? How would you ultimately decide which projects to select?
5. Investigate PM maturity models. Using one of the self-assessment tools available on the World Wide Web, estimate the PM capability level of your organization. How do you think that you can best improve the PM competencies of your organization?
1. Suppose that your company has over a dozen projects to choose from-but can select only a limited few. What criteria would you suggest for ranking the projects? How would you ultimately decide which projects to select?
2. A popular metric for evaluating proposed projects is ROI (return on investment).How does ROI relate to NPV and ECV as defined in this chapter? Which of these metric@) would you recommend? Defend your answer.
3. The owner of the Seattle Seabirds, a local badminton team, is planning to move the team to Los Angles where the television market for badminton is much larger and he can make more money. To organize the move to L.A., however, he has drawn the system diagram shown in Figure 2.23 indicating the
4. Wilden Wooley has decided to build a new garage attached to his home. Since his budget is limited, he has decided to work as his own contractor and hire individual workmen as needed. Wilden wants to know how long the whole project will take;more important (given the state of his finances), he
5. Estimate a cost for each task in the WBS in problem 4 in order to define a costed WBS. Using the costed WBS, develop a range of cost estimates that you feel are reasonable estimates of Wilden Wooley's project.
6. You have decided to paint a room that is approximately 10' x 20' in size. You have decided that all the walls and ceiling will be the same color and painted with a standard flat paint that is guaranteed to cover the existing paint with a single coat. The woodwork around the four windows and two
7. Assume that you have successfhlly completed the R&D phase of a new product development project. This phase took several years and cost an estimated $30 million, but resulted in a successhl prototype product. Before your company can begin the marketing research phase, however, a long-time rival
8. Yash B'Gosh is a manager for a company that is considering four projects for possible adoption; two of the projects (A and C) are IT projects. Yash has estimated the cost per year for each project; these cost estimates are indicated in the following table.The company can fund project in part or
9. Assume in problem 8 that you can select a project only in its entirety or not at all (that is, you can hda project only at 0 or 100 percent). How does this change your decisions in problem 8?
10. The Trid Soap Company is developing a radically new soap powder that is expected to take three years to develop and cost approximately $6M per year. At the end of the three years, Trid will know if the product is a technical success; at the present time, Trid managers estimate there is a 70
11. In problem 10, assume that the first phase (the R&D phase) has proceeded very well;a successful prototype soap powder was successfully developed at the end of year 3(at a cost of $6M each year). At the beginning of the fourth year (before the company begins developing test marketing), a
12.a. Assume that it takes a worker ten minutes to complete a task for the first time. If the incompressibility factor 6is 0.6 and the rate of learning parameter Pis 0.152, how many repetitions are needed before the worker can complete a similar task in eight minutes or less?b. Assume that a worker
13. Consider planning an auction to raise funds to support a popular local charity. Are there other ways to define a two- and three-level WBS other than the ones given in Figures 2.17 and 2.18? Extend your three-level WBS to a four-level WBS. Estimate costs associated with the work packages defined
1. Consider the formation of a project team. What characteristics do you feel members of the team should have? Should the team consist of members with similar training and background, or should team members have different skills and backgrounds?How should a project team operate? Who should have
2. Consider the relationship between a project team and the functional parts of an organization.Who should have responsibility for approving specific tasks? If an engineering task goes beyond its proposed duration and budget, who is responsiblethe director of engineering or the project manager? In
1. Construct both the AOA and the AON diagrams, which comprise activities A, B, C,. . . , H, and satisfy the following precedence relationships:a. A, B, and C, the first activities of the project, can start simultaneously.b. Activity D can start immediately after tasks A and B are completed.c.
2. A small research project is represented by an AOA network that is defined by the tasks in the following table. Construct the AOA network; clearly identify the earliest and latest occurrence times for each event. Find the total slack, free slack, safety slack, and independent slack for all tasks
3. For the AOA network in problem 2, construct the equivalent AON network and find the earliest starting and latest finish times for all tasks. Find the total slack, free slack, safety slack, and independent slack for all tasks in the network. Compare your results to the results found in problem 2.
4. For the AON network in problem 3, formulate and solve a linear programming model(using Solver in MS-Excel) to find the critical path and free slack (float) values, and the critical path and safety slack (float) values. Compare your results to those found in problems 2 and 3.
5. For the AON network in problem 3, formulate and solve a linear programming model(using Solver in MS-Excel) to find the critical path and safety slack (float) values.Compare your results to those found in problems 2 and 3.
6. Given the following AOA project network:Given the earliest occurrence times (qE) and the latest occurrence times (qL) for each ith event, answer the following questions:a. What is the duration of task (1, 3)?b. What is the duration of task (2, 3)?c. What is the total slack of task (3,4)?d. What
7. Prove or disprove the following two conjectures concerning slacks.a. Independent Slack = min (Free Slack, Safety Slack)b. Total Slack + Free Slack = Safety Slack + Independent Slack
8. Demand at the Wonder Widget Company (W2C) has recently decreased due to the economic slowdown. In response, the managers of W2C have shut down one of their production lines. However, management is concerned about how long it would take to restart the line when (and if) demand increases. They
9. A small project consists of six tasks; the immediate predecessors and task durations are given in the following table:a. Draw an AON and an AOA precedence network for this project.b. Using either network, find the following quantities: early and late starting times, early and late finishing
1. The president of Walla Walla Boat Company, Mr. Seymore Books, has agreed to build a new sailboat for a consortium that plans to enter the boat in the next America's Cup Race. The project network, which consists of five tasks and four milestones, is the same network given in Figure 5.6 with the
2.a. Mr. Books is concerned about delaying the delivery of the America's Cup boat in Problem 1. How much does the $5000 payment made at milestone M1 have to be decreased such that the project will NOT be delayed beyond its critical path and still maximize the NPV of the project?b. A total of $6000
3. Izzi Bright must complete a project with seven identified tasks; the precedence relationships among these tasks and their expected durations are indicated in the following AON diagram. Three tasks (tasks 3, 4, and 5) in this project require a specific resource for completion; all needed
4. Rob D. Store, chairperson of the Marketing Department, has made a list of all the tasks that must be completed by his staff before the end of the academic year. Given the number of days remaining in the semester, he is beginning to panic. Luckily, he has studied project management and wants to
5. Dr. Denton Fender, a noted geologist, has discovered a site that she believes may hold a large deposit of natural gas. To test for the possible presence of natural gas, she proposes to drill a test hole, set off a small explosive charge, and use the resulting seismic pattern to indicate the
1. Consider the following project network::Q END For each activity in this network, three estimates for the time required (in months) are given in the following table:Optimistic Most Likely Pessimistic Activity Estimate Estimate Estimate The original schedule for the respective events had been set
2. Rob D. Store is an accountant who prepares tax returns for customers who submit their income information via the Internet. One of Rob's problems is to figure out when he can promise customers that their tax returns will be ready for their signatures and filing.Rob (who has studied project
3. Dr. Denton Fender has the following activity-on node (AON) precedence network for a small car repair project:She has come up with the following estimates:Duration [Wks)Task Optimistic Most Likely Pessimistica. According to the classic PERT model, what is the minimum project makespan that has at
4. Duncan Tank is a plumber who has been given a small project that is represented by the following AON precedence network. Duncan is uncertain about the duration of each task; however, he has estimated several possible durations and their respective probabilities that follow the precedence
5. A project manager has the following AON precedence network for a small project:Time estimates are as follows:Duration (Wksl Task Optimistic Most Likely Pessimistic 1 4 6 14 2 1 3 11 3 2 9 16 4 1 3 8a. Find the expected duration of the project and its variance, according to the Classic PERT
6. A small project is composed of seven activities whose time estimates are listed in the following table. Activities are identified by their beginning (i) and ending (j)node numbers.Estimated Duration (Wks)i j Optimistic Most Likely Pessimistica. Using the classic PERT model, what is the
7. For the new product development (NPD) project indicated in Figure 6.15, calculate the expected critical path and compare your results to the simulation results given in Figure 6.16. What do you conclude?
8. For the new product development (NPD) project indicated in Figure 6.15, modify the precedence network to allow the possibility that the prototype design task may have to be repeated at most two times. Modify the simulation model appropriately (using the spreadsheet on the CD-ROM accompanying the
1. The management consultant on the Van Allen project has discovered that the labor contract is in effect until the beginning of week 14; that is, the strike would occur only at the beginning of week 14, if at all. Would this change your decisions? If so, how?
2. The project manager at the Van Allen Company now thinks that the likelihood of a strike increases as the duration of the project increases. Specifically, she estimates the probability of a strike during the course of the project to be as follows:Probability of Strike = END/(END + 4)where END is
3. Assume that the Van Allen Company has a deadline of twenty weeks to complete the Superdome demolition project. In this case, the state will fine the Van Allen Company$3.5 (hundreds) for each week the demolition project is delayed. How does this affect your recommendation (assume that the
4. To get the demolition project completed as quickly as possible, the state of Louisiana is considering adding an incentive clause to Van Allen's contract. Specifically, the incentive clause would reward the company with a bonus of $5.0 (hundreds) for each week that the project is completed before
1. At periodic intervals, the Acme Bank has its lighting and ventilation system thoroughly overhauled. Since this process causes some disruption in bank operations, the bank's managers want the overhaul to proceed in an orderly and efficient manner. To facilitate the project planning, the Acme
2. The managers of the Frigid Midget Widget (FMW) Company, makers of small frozen widgets, have listed the tasks that must be completed to assemble one midget fiigid widget (see following table). The managers musidecide how large a crew toassignto each task; the size of the crew will determine the

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