New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
project management
Project Management For Engineering Business And Technology 6th Edition John M. Nicholas , Herman Steyn - Solutions
12. What functional managers are involved in this project? Describe their responsibilities in the project and decisions they make unilaterally or share with the project manager.
11. Is there a project office? If not, how are the responsibilities (e.g. for contract administration)handled? If so, who is in the project office (project engineer, contract administrator, field representative, etc.)? Are they on loan, full-time, or part-time? Describe their responsibilities.
10. How does this project manager fill the role: part- or full-time, shared or rotated with other managers, manager of several projects at once? Explain. Does the project manager have enough time to do an effective job? Would another way of filling the position be more effective?
9. From where does this organization get its project managers? Does it have a procedure or seminars for training and selecting project managers? Where did the manager of your project come from?
8. How big would you say is the project manager’s authority gap? Explain. Does the project manager have any complaints about it?
7. Describe the project manager’s authority. How much legal authority does the project manager have? Is the project manager’s authority specified in the organization charter?
6. Describe the project manager’s professional background. Has it helped or hindered her ability to be a project manager? (You might pose this question to the project manager.)
5. Would you describe the project manager’s orientation as being more technical or more managerial?Explain.
4. In your opinion, is the so-called project manager the real project manager, or is someone else controlling the project? If the latter, what effect does this have on the project manager’s ability to influence the project?
3. Describe in one sentence the overall role for the project manager of your project. Now, list his or her specific responsibilities.
2. Where in the organization structure is the project manager? Show this on an organizational chart.
1. In your project, what is the formal title given to the role of project manager?
20. Who are the stakeholders? What influence do they have on a project, and why is it important to consider them? What should the project manager do to “manage” stakeholders and their expectations?
19. Who is the project champion, and who is the project sponsor?
18. Describe the responsibilities of the functional manager, the project leader, and the work-package supervisor in project management and their interfaces with one another.
17. Describe the project-related responsibilities of top management.
16. Describe the responsibilities of the manager of projects or PMO director.
15. Describe the responsibilities of key members of the project office for a large-scale project.
14. How are project managers trained on the job? What are the advantages and drawbacks of relying upon on-the-job training as a source for project managers?
13. Discuss the pros and cons in the various ways of filling the role of project manager (e.g. parttime, multiple project managers for one project, one manager for multiple projects, etc.).
12. Discuss the considerations in selecting a project manager from among each of the following groups: experienced project managers, functional managers, and functional specialists.
11. List the ideal qualifications—personal, behavioral, technical—for project managers. How do they differ from the qualifications for functional managers? How do these vary depending on the project?
10. What is the most common source of influence used by project managers? How does the project manager use this influence to induce functional managers to assign personnel to the project?
What is meant by the “authority gap”?
How does the authority of the typical project manager differ from authority of other managers?
Describe how and in what ways people in organizations, regardless of hierarchical position, influence others.
What is legal authority? How does it differ from charismatic authority?
Why is a broad background essential for the project manager? What is a broad background?
Discuss the relative need for both technical and managerial competence in project management.
Describe the responsibilities of a project manager. In what ways are budgeting, scheduling, and controlling considered integration and coordination responsibilities?
What is meant by “the project manager is an evangelist and entrepreneur”?
What is the project manager’s primary role?
7. In this case, it took a year of discussions prior to implementing the matrix structure and another 3 years before it started to work reasonably well. Comment on the time you think it should take to implement a matrix structure. What factors must be considered?The R&D laboratory of a large Dutch
6. Sometimes reasonable proposals get “politicized.” What role do you think mutual suspicion plays in this? How could this have been prevented in this case? Comment on the idea that project managers should display “integrative leadership.”The R&D laboratory of a large Dutch multinational
5. Why would the proposal for subproject managers in functional departments for the biggest projects make sense?The R&D laboratory of a large Dutch multinational corporation served two roles, split roughly 50/50: product/process development (PPD) and support service to product/process development,
4. Why would it make sense for smaller projects to be handled by functional managers?The R&D laboratory of a large Dutch multinational corporation served two roles, split roughly 50/50: product/process development (PPD) and support service to product/process development, production, marketing, and
3. Many of the projects required the involvement of only one or two departments. Comment on how this fact should have been taken into account in the design of the organizational structure.The R&D laboratory of a large Dutch multinational corporation served two roles, split roughly 50/50:
2. Comment on the complaint of functional managers of support-orientated departments about due dates being enforced for product development work. What possible solutions do you suggest?The R&D laboratory of a large Dutch multinational corporation served two roles, split roughly 50/50:
1. What would the roles and responsibilities of functional managers have been prior to implementation of a matrix structure? How did the change in roles contribute to conflict after implementation of the matrix?The R&D laboratory of a large Dutch multinational corporation served two roles, split
11. If you were Beverly, why would you disagree with Mr. Pinoli’s suggestion that the existing departmental managers serve as the project manager? What would you say in the report to argue for the position of manager of new products?Beverly is the newly appointed vice president of strategy for
Discuss how you would organize the LOGON project if you were the president of IBC. Discuss the alternatives available for the LOGON project and the relative advantages and disadvantages of each. What assumptions must be made?Iron Butterfly Company is a medium-sized engineering and manufacturing
Did the project apply concurrent engineering? If so, discuss how it was applied.
Are prime and associate contractors involved? If so, what is the function of the company you are studying (prime, subcontractor, or supplier), and how does it fit into the structure of all the organizations contributing to the project? If applicable, discuss the involvement of integration
How does the project manager integrate functional areas?
Is there a project office? Is there also an office of projects or a program office? In each case:(a) describe the office and how it is used; (b) describe the members of the project or program office staff—representatives, specialists, and so forth. What is the purpose of the project office staff?
Critique the project design. Is it appropriate for the project goal, the parent organization, and the environment?
How did the project structure develop? Did it “evolve” during the project? Who designs or influences the project structure? What role did the project manager have in its design? Is the design similar to those used in other similar projects in the organization?
What form of project structure is used in your project? Show the project organization chart;indicate the key roles and the authority and communication links between them.
How does your project fit into the organization chart of the parent organization?
In your project, how is the parent organization organized—for example, functionally or geographically?Show the organization chart, its overall breakdown, and relationships.
What do you think are some of the major difficulties in changing from a traditional nonintegrated development approach to a concurrent engineering approach?
What parties should or might be included in a concurrent engineering team? What are the contributions of each? How does their inclusion in the team improve (a) the systems development process and (b) the resulting, final product?
One form of integration contractor is the wedding consultant; another is the consultant who organizes high school reunions. For each:• List the various groups, organizations, and individual parties that are involved and must be integrated.• Describe the relationship among these parties and how
Describe the role of the prime contractor and integration contractor in large-scale projects.
What is meant by the informal organization? Give some examples. How does it help or hinder the formal organization? How can its beneficial aspects be influenced by the project manager?
What is the project office? Describe its purpose. Who is in the project office? How should members be selected for the project office?
Give some examples of organizations where each of these project forms has been used.
Describe the applications, advantages, and disadvantages for each of the following:• Project task force• Project team• Pure project and project center• Matrix.
Describe the responsibility and authority for each of the following:• Project expeditor• Project coordinator• Project leader in a pure project• Project leader in a matrix.
What distinguishes project forms from other forms of organization?
What are the advantages of functional organizations? What are the disadvantages?
List the various forms of integrators. Give examples of each.
What are five traditional forms of differentiation? List some companies that presently use each.
What do the terms “differentiation” and “integration” mean?
4. What should TFI’s management have done differently? What advice do you have for them to manage their IT resources better?Track & Found, Inc. (TFI), a leading vehicle tracking and recovery company, had grown significantly over the past 10 years due to high demand for its systems. The company
3. What parts of the agile project went well, and what parts of the project did not adhere to agile methodology?Track & Found, Inc. (TFI), a leading vehicle tracking and recovery company, had grown significantly over the past 10 years due to high demand for its systems. The company was aware that
2. What might the SoftTech project manager have done differently to ensure a more successful outcome for the entire project?Track & Found, Inc. (TFI), a leading vehicle tracking and recovery company, had grown significantly over the past 10 years due to high demand for its systems. The company was
1. What is DevOps? List characteristics of the DevOps software development methodology.Track & Found, Inc. (TFI), a leading vehicle tracking and recovery company, had grown significantly over the past 10 years due to high demand for its systems. The company was aware that its entire product
2. Describe how the case illustrates the benefits and pitfalls of agile. Which of the mistakes made resulted specifically from the agile method, and which might have been made with a more traditional approach as well?The goal of the Grand Entry project was to provide a new web portal for employees
1. Prepare a “lessons learned” section for the Grand Entry Project closeout report. Consider at least the following points:a. The customer and customer representationb. Requirements definition and prioritizationc. Tasks selected for each sprintd. Participation of Metasofte. Theodora’s project
14. Was the team self-managed? If yes, discuss in what ways it managed itself.
13. Were visual management methods or the Kanban concept applied in the project?
12. Did you observe cycle timing or task standardization in the project?
11. Did you observe work tasks waiting or being delayed that could have benefitted from smaller batch transfers?
10. Would you say work in this project moved in small batches or large batches? (What are the“batches” made of?) If large, explain how/where the project might have benefitted from small batches.
9. Is the project manager aware of “lean methods”? Does she apply them to project management?
8. How was the project planned? How was it tracked and controlled? Were white boards, burn down charts, or other methods used?
7. Who were the other stakeholders and what were their roles?
6. Describe the project team, roles of team members, responsibilities, and how the team functioned.
5. Was there a project manager? What was her role?
4. Were there a Scrum master and a product owner? What were their roles?
3. If the spiral model was used, how was it similar or different than the model described in the chapter? If the Scrum approach was used, how was it similar or different? In answering this, refer to the terms mentioned in question 11 previously.
2. If the project was performed in iterations, what were the outcomes of each? Would you say they were “increments”?
1. Was the project performed in iterations? If so, why? What aspects of the project (phases or stages) were iterated?
37. What is Kanban? How does it apply to project management?
36. What is visual management? Give examples.
35. How do self-managed teams reduce the problem of handoffs?
34. Describe self-managed teams. Are they the same or different than the teams in APM?
33. What does standardization mean in a project context? Give some examples.
32. What is cycle timing? How does it apply to projects, and what are the benefits?
31. Is the gating process large batch or small batch?
30. Where are the queues in a project, and what, exactly, is waiting in the queues?
29. Describe the connection between batch size, queue size, and waiting time.
28. Describe the connection between batch size and iteration in projects.
27. There are drawbacks to small batches (hence benefits to large batches). What are they?
26. Explain how small batches: reduce project duration; improve quality; increase feedback, efficiency, and motivation; and decrease workload variability, overhead cost, and risk.
25. What are the “batches” in projects? What is small batch flow?
24. What does “flow” refer to in projects? What is it that is flowing?
23. What does “lean” in lean production refer to?
Showing 3300 - 3400
of 5801
First
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
Last
Step by Step Answers
Get 50% OFF
Claim Now
