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project management
Project Management For Engineering Business And Technology 6th Edition John M. Nicholas , Herman Steyn - Solutions
22. Why is application of APM methods limited to certain kinds of projects? Why might it be difficult to apply APM to construction, large-scale infrastructure, and hardware-product development projects?
21. If a sprint is falling behind, why not work the team overtime to complete the backlog?
20. As of day 7, the sprint has 59 hours of effort remaining. The sprint started out with 120 hours of effort remaining and was timeboxed to 15 days. What is the velocity? Will the project finish within the timebox?
19. On day 7, Helena starts and completes Task A, which was estimated to take 4 hours. She also starts Task B, estimated to take 5 hours, but at the end of the day, she guesses that the task is about 60 percent complete. For day 7, by how many hours has Helena reduced the hours of effort remaining?
18. If a three-person team is to work 6 hours a day for a 15-day sprint, what is the total number of labor hours available in the sprint? What will the hours of effort remaining be at the start of the sprint?
17. Describe how a burn down chart is used for tracking work progress.
16. Describe how a white board is used for tracking jobs/tasks.
15. What happens during the following: sprint planning meetings, daily Scrum meetings, and review/retrospective meetings?
14. How are the results of “sprint increments” turned into production or operational product versions?
13. Describe significant features of a Scrum team—roles, structure, size, responsibilities of team members.
12. Define the roles and responsibilities of the Scrum master and product owner.
11. Define each of the following: product backlog, user stories and epics, sprint backlog, sprint, time-box, conditions of satisfaction, potentially shippable product.
10. Can you imagine projects where both APM and TPM would apply? Describe them.
9. Describe how the spiral model works and the outcomes of each cycle. In what ways does the spiral model differ from Scrum?
8. How is APM different than incremental TPM?
7. Describe the planning process in APM.
6. What happens during each iteration in APM? What are the expected outcomes of an iteration?How long are the iterations?
5. Describe how APM can be described as a “learn-as-you go” approach.
4. For what kinds of projects is TPM inappropriate or poorly suited?
3. How does incremental TPM differ from TPM? What is “incremental” about it?
2. How are changes in requirements handled with TPM?
1. What is the main characteristic of projects for which TPM (waterfall approach) applies?
5. What is a good general rule regarding formal and informal communication for any project?As he walks out of the president’s office, Philip shakes his head. It was clear that the president was a bit embarrassed that she did not know the details of her company’s configuration management system;
4. Why is Philip’s idea of face-to-face meetings with the president and the engineering manager a good one?As he walks out of the president’s office, Philip shakes his head. It was clear that the president was a bit embarrassed that she did not know the details of her company’s configuration
3. What message should Philip convey during the two meetings he has scheduled?As he walks out of the president’s office, Philip shakes his head. It was clear that the president was a bit embarrassed that she did not know the details of her company’s configuration management system; she seemed
2. What similarity is there between the communication between the two presidents and the communication between the engineering staffs of the two companies?As he walks out of the president’s office, Philip shakes his head. It was clear that the president was a bit embarrassed that she did not know
1. Why do you think Philip is upset about the agreement between the two presidents?As he walks out of the president’s office, Philip shakes his head. It was clear that the president was a bit embarrassed that she did not know the details of her company’s configuration management system; she
2. What do you think about Karen bypassing the process to make changes?At Dynacom Company, any change that potentially affects project scope is subject to a rigorous review and approval process. Anybody requesting a change must document and present it to the team lead. If the team lead approves the
1. What is your opinion of the change control process at Dynacom? What are the benefits and drawbacks?At Dynacom Company, any change that potentially affects project scope is subject to a rigorous review and approval process. Anybody requesting a change must document and present it to the team
3. Regarding the cash-flow problem that was aggravated by the high rate of spending, discuss the desirability of performing projects faster than planned.The team at South African (SA) gold mine was tasked with sinking a 2,000-meter-deep ventilation shaft and excavating space for a station at the
2. Prepare a graph to illustrate the initial plan for the work, including the excavation for the station at the shaft bottom, as well as the changed plan. Indicate the earned value and the actual cost after 13 months.The team at South African (SA) gold mine was tasked with sinking a
1. Calculate the CV, SV, TV, CPI, and SPI.The team at South African (SA) gold mine was tasked with sinking a 2,000-meter-deep ventilation shaft and excavating space for a station at the bottom. The plan was to sink the shaft within 20 months at a cost of R65,000 (about US$10,000) per meter of shaft
2. If you were in charge, what would you do?Miles Wilder, project manager for the Cybersonic project, considers himself a “project manager’s project manager.” He claims to use the principles of good project management, starting with having a plan and using it to carefully track the project.
1. Why is Miles’s approach to tracking and controlling the Cybersonic project ineffective?Miles Wilder, project manager for the Cybersonic project, considers himself a “project manager’s project manager.” He claims to use the principles of good project management, starting with having a
16. What changes to the end-item or project goal occurred during the project? Describe the change control process used. How were changes to the plan or system reviewed, authorized, and communicated? Show examples of change control documents.
15. When cost, schedule, or performance problems occurred, what action did the project manager take? Give examples of problems and what the project manager did.
14. Were variance limits established for project cost and performance? What were they? How were they applied?
13. Were the concepts of forecasting ETC and EAC used? If so, by whom? How often?
12. How were problems/issues pinpointed, tracked, and acted upon?
11. How was project performance monitored? What performance and variance measures were used? Was the buffer management concept used? Explain.
10. Was the concept of earned value (budgeted cost of work performed) used?
9. Describe the project control process:a. How was work authorized to begin? Give examples of work authorization orders.b. How was data collected to monitor work? Explain the methods and procedures—time cards, invoices, and so on.c. How were the data tallied and summarized?d. How were the data
8. What kinds of internal controls were used? (For instance, work package control, cost account control, etc.) Describe.
7. What kinds of external controls, if any, were imposed by the customer and other parties on the project?
6. Did the project manager encourage open, informal communication? If so, in what ways?
5. Describe the kinds of project reports sent to the project manager, top management and other managers, and the customer and other stakeholders. Who issued these reports?
4. Was there a project meeting room? How often and in what ways was it used?
3. How was follow-up ensured on decisions made during review meetings?
2. When and for what reason were special reviews held?
1. How often and what kinds of review meetings were held in the project? Why were they held?Who attended them?
Refer to Problem 26 and Figure 13.20.a. For Network (a), suppose after 7 weeks, activities A, B, and E have been completed, D is 50 percent completed, and C is 80 percent completed. What is the revised early completion date for the project?b. For Network (b), suppose after 25 weeks, activities A,
Assume for the following problems that work continues during weekends.a. A task is planned to start on April 30 and takes 20 days to complete. The actual start date is May 3. After 4 days of work, the supervisor estimates that the task is 25 percent completed.If the work rate stays the same, what
The budgeted cost as of April 30 for a work package is $18,000. Suppose on April 30 the supervisor determines that only 80 percent of the scheduled work has been completed and the actual expense is $19,000. What is the BCWP? Compute SV, CV, SPI, and CPI for the work package.
In the LOGON Project, suppose the status as of week 22 is as follows (note usage of the longer acronyms; some project management books and software packages use these and not the shorter acronyms PV, AC, and EV).BCWS = $628,000 ACWP = $640,000 BCWP = $590,000 Answer the following questions:a. What
What are some difficulties encountered when attempting to control a project?
What aspects of project control fall under contract administration?
What should the change control process do? Describe procedures that minimize unnecessary changes.
Discuss reasons the project manager tries to resist project changes.
Explain ETC and how it is related to EAC.
What is an “issue”? Explain “issue management” and how it is implemented through the issues log.
Explain TPM, its purpose, and how it is conducted.
What does it signify if cost or schedule index figures are less than 1.00?
Explain PV, AC, and EV and how they are used to determine the variances AV, SV, CV, and TV.Explain the meaning of these variances.
Refer to Example 13.2.a. Suppose in week 28, the team discovers a procedural error that negated all work done so far on Task R. What are the revised values for percent CC completed and percent buffer consumed for week 28? Where in the fever chart is the project?b. Recompute percent CC completed and
Discuss common causes of project scheduling overruns and management practices that may reduce these overruns.
If a cost or schedule variance is noticed at the project level, how is it traced to the source of the variance?
Discuss different ways of measuring ongoing work progress.
Describe the work authorization process. What does a work order usually include?
What are the principal causes of project schedule overruns? Discuss at least four practices that may be used to reduce schedule variability and keep projects on schedule.
Discuss quality control as applied to projects.
Why is scope change control an important part of the project control process?
Explain the differences between internal and external project control.
What are the three phases of the monitoring and control process?
What is the purpose of the communication plan? What is the content of the plan?
Discuss the role of the project manager as both sender and receiver of project reports.
What is a formal critical review? When are formal reviews held, and what do they look at? Why do outsiders conduct it? Why would a customer or project supporter want a formal review?
What are the advantages of the following ways to monitor projects: (a) daily standup meetings,(b) formal reviews, (c) first-hand evaluation, (d) technology, (e) formal written reports?
Why is it better to rely on a variety of information sources for project monitoring rather than just a few? Give some examples of how several sources are used to monitor projects.
What do you think of this idea? What are the pros and cons?Consolidated Energy (CE) is a public utility that generates and distributes electricity throughout the United States. The company is involved in many kinds of projects, including construction of electrical generating and transmission
Discuss the financial consequences to Polanski, Moreland, and LaPage. What should Polanski have done that could have altered the consequences? How does the choice of contract type depend on risks involved?LaPage Power Company needed to upgrade the fire extinguishing system for the control room of a
Were there any delays in the project due to procured GWS? Why or why not—good controls vs. poor controls? How were the logistics planned? Did logistics create any issues in terms of timing or resource availability?
What kind of auditing occurred on procured items (quality checkpoints and testing)?
How was it determined what would be purchased or contracted and what would be done internally?
Did the project have a procurement manager? Does the company have a procurement team or department? If yes, how were they involved in the project, and what else do they work on?
What kinds of contracts were used in the project?
How were contracts negotiated, and who was involved in the negotiation?
What are the procured GWS in the project? Were these items managed differently than in-house aspects of the project? How were they first identified and then integrated into the project plan? Did procured items pose any difficulties to the project?
Refer to the CPIF and FPIF example problems in Examples 12.2 and 12.4.a. In both the CPIF and FPIF cases, what is the price if Cac = $90,000? What is the contractor’s profit?b. In both cases, what is the price if Cac = $160,000. What is the contractor’s profit?c. Sometimes two CSRs are used, a
A customer accuses a project manager of cost overruns and a delay in delivery. Why is it relevant whether the relationship between the customer and the project manager is governed by an EPC or EPCM contract?
Describe the different kinds of contracts. What are the relative advantages and disadvantages of each to the customer and the contractor?
Discuss the difference between the SOW, CSOW, and work requisition or work order.
What must the project manager know to be able to effectively negotiate a contract? Consider aspects of the customer, competition, and technical content of the proposal.
When a contractor hires a subcontractor, to whom is the subcontractor obligated—the enduser customer or the contractor?
How can a contractor be both the sender and receiver of RFPs and proposals; that is, how can it both prepare and submit proposals and receive and review proposals?
In contracting work, does the customer relinquish all control over the project to the contractor?Explain.
What happens at first handover at completion? At second handover?
Describe the role of contract administration. List three control measures it includes.
What is logistics? Describe the importance of logistics planning in a project.
Why does the procurement schedule often end up being grossly underestimated?
Why is the CSOW important?
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