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Project Management For Engineering Business And Technology 6th Edition John M. Nicholas , Herman Steyn - Solutions
In a hierarchy of schedules, how does changing a schedule at one level affect schedules at other levels?
How do you decide when more than one level of schedule is necessary?
If a hierarchy of schedules is used in project planning, explain whether there should be a corresponding hierarchy of plans as well.
Describe the project execution plan for your project (the plan developed at the start of the project). What is the content? Show a typical execution plan.
What is the relationship between the execution plan and the project proposal? Was the plan derived from the proposal?
Is there a project scope statement? Who prepared it? Do major areas of work and deliverables of the project correspond to the scope statement?
Is there a SOW or project charter? Describe its purpose and contents.
How, when, and by whom was the work breakdown structure prepared? Describe the process used in preparing the WBS.
Where in the WBS is project management included?
Was the work package concept used? If so, describe what a work package includes. How are work packages defined?
How were ongoing activities such as management, supervision, inspection, and maintenance handled in the WBS? Was there a work package for each?
How were responsibilities in the WBS assigned to the project organization (i.e. how did the functional areas become involved in the project)?
How were individuals assigned to the project? Describe the process.
Show examples of project-level and task-level schedules. Who prepared each? How were they checked and integrated?
What is your opinion of Sean’s approach to creating a WBS and estimating project costs? Please elaborate.Sean Shawn was recently appointed project planner at Barrage Construction Company, which specializes in custom-made garages. He had worked for 2 years in the HR department while completing his
What do you think about Deva’s approach to scheduling work and estimating the costs?Deva Patel, project manager at Startrek Enterprises, Inc., is planning and coordinating the company’s move to a new building currently under construction. Deva wants the move to commence as soon as the building
If you were Deva’s manager, would you consider her plan comprehensive?Deva Patel, project manager at Startrek Enterprises, Inc., is planning and coordinating the company’s move to a new building currently under construction. Deva wants the move to commence as soon as the building is ready for
How would you prepare a plan for the move, and what would your plan include?Deva Patel, project manager at Startrek Enterprises, Inc., is planning and coordinating the company’s move to a new building currently under construction. Deva wants the move to commence as soon as the building is ready
Discuss Walter’s approach to (a) defining work (creating task lists), (b) creating the schedule, and (c) assigning responsibility.Walter has just been assigned to manage a project—his first experience as a project manager.The project involves developing an end-item that must meet a long list of
What do you think of Walter’s approach to “balancing the workload” among the team members?Walter has just been assigned to manage a project—his first experience as a project manager.The project involves developing an end-item that must meet a long list of requirements, but after reviewing
Do you think the Gantt chart will realistically reflect work that must be done in the project?Do you think the project will be able to satisfy the SOW and requirements?Walter has just been assigned to manage a project—his first experience as a project manager.The project involves developing an
4. How else might Walter have gone about defining work tasks, creating the schedule, and assigning responsibility?Walter has just been assigned to manage a project—his first experience as a project manager.The project involves developing an end-item that must meet a long list of requirements, but
Identify resources to be monitored.
Define users and workflow.
Identify event sources by resource type.
Define the relationship between resources and business systems.
Identify members of the implementation team.
For each resource type, do the following:a. Extend the data model.b. Configure the vector placement in the model.c. Configure the Boca Enterprise Console rule to send events.d. Associate tasks and URLs with object types.e. Configure filtering, if appropriate.f. Verify the event flow.
For each business system interface, do the following tasks:a. Test Automated Business Systems file and XML definitions; verify resource inclusion.b. Create databases on the history server.c. Set up and test jobs on the database server to produce the database backup.d. Set up and test jobs to copy
Consider training a key group and have them train their peers.a. Evaluate the addition and deletion of user IDs.b. Establish a relationship between Boca Business Systems Manager and change management.Monitor system performance and adjust hardware as required.c. Boca Business Systems Manager SQL
Draw a network diagram of your college studies, starting with enrolment and finishing with graduation. Indicate the courses, projects, and exams as well as precedence relationships where applicable.
How is a WBS used to create a network, and what role does a scope statement play?
Can a Gantt chart be created from a network? Can a network be created from a Gantt chart?Which is the preferred way? Explain.
Considery of the following projects:a. Composing and mailing a letter to an old friend.b. Preparing a five-course meal (you specify the main course and dishes served).c. Planning a wedding for 500 people.d. Building a sundeck for your home.e. Planning, promoting, and conducting a rock concert.f.
Draw the AON network diagrams for the following four projects: E, F, H, I AABBCDD D E ABCDEFGH a. Activity Immediate Predecessors b. Activity Immediate Predecessors A A AABDDDE BCDEFGH D G E, F, G I ICABE F, G, J A D, I ABCDEFGH c. Activity Immediate Predecessors d. Activity Immediate
10. Refer to Figure 7.1 in the text.a. If the person wants to get more sleep by waking up later, which of the following steps would be useful?i. Put socks on faster.ii. Put tie in pocket to put on later.iii. Put shoes on faster.iv. Buy a hair dryer that works faster.b. Calculate the total float and
11. Eliminate redundant predecessors from the following lists so only immediate predecessors remain.[Example: In (a) subsequently, the specified predecessors for G are B, D, C, E, but B and C are also predecessors for D and E, respectively; hence, it is redundant to specify them. They can be
Use Figure 7.4(a) and (b) to draw Gantt charts for the ROSEBUD project.
Some projects have a fixed due date, while others have to be finished as early as possible, and the project manager only makes commitments on the completion date once she and her project management team have scheduled the project. Explain how the backward pass differs for these two project types.
Explain how it is possible for the critical path to have non-zero slack. What is the implication of negative slack on the critical path?
In the development of a new (first of its kind) complex system, the design of a certain subsystem has large slack. Sufficient resources are available for either an early start or a late start.Discuss the pros and cons of early and late starts. Consider the risk of delaying the project and the risks
What limitations of simple AON networks does PDM overcome? What limitations does it not overcome?
For the PDM network in Figure 7.19, calculate ES, EF, LS, and LF for all activities.
To produce a three-section manual, John must write the text, after which Ann must prepare drawings and key in the document. John can start with any section of the book (i.e. he doesn’t have to start with Section 1). The manual has to be completed within 95 days. The following network diagram
Why is leveling of resources preferred to large fluctuation of workload? What negative result could resource leveling cause?
Describe how resource leveling of a resource-constrained project differs from resource leveling in a time-constrained project.
The requirements for systems analysts and programmers for the GUMBY project are as follows:a. Draw the network. Compute ESs, LSs, and total slack times.b. Then show the separate resource loadings for systems analysts and programmers, assuming early start times.c. Suppose the maximum weekly
Level the resources for a project with the workload diagram subsequently. In the time-phased diagram at the top of the figure, dotted lines indicate slack.8 Discuss pros and cons of the alternatives available. 15 Number of 10 workers 01 5 C D E H J A G B F B D LL F G J E C H A 2 6 8 10 Weeks
Show that the schedule in Figure 7.22 (that produced an erratic loading for workers) yields a more balanced loading for equipment than the one shown in Figure 7.26.
Suppose in Figure 7.19 everything is the same, except Activity Y can start 4 days after Activity V starts but cannot be finished until 6 days after Activity V is finished. Show how this changes the values for ES, EF, LS, and LF.
Redraw Figure 7.5 as an AOA diagram.
28. For each of the following predecessor tables:• Draw a corresponding AON network.• Compute ES and EF for each activity.• Compute LS and LF for each activity. Find the critical path.• Determine the total slack and free slack. a. Activity Predecessor Duration A b. Activity Predecessor
Was scheduling software used?
What was used first to develop the schedule: (a) a table such as Table 6.3, (b) a network diagram, or was (c) the Gantt chart drawn first? Comment on the method used.
Was all detail planning done up front, or was a phased approach followed?
How was the schedule reserve determined and included in the schedule?
Was the workload on resources made visible?
If the project was done within a matrix structure, how did communication between the functional and project managers take place?
Did the functional manager(s) take responsibility for workload on resources?
Was resource leveling done?
Were there any complaints about unrealistic workloads?
Construct a network diagram for the project.
Do forward and backward pass calculations to indicate early and late start and finish times. Duration Predecessors (Months) C, E F. G ABCCGDGHE 2664341232 Activity Activity Description No. ABCDEFGHIK L Detailed site investigation and survey Detailed planning Detailed design Preparation of
Identify the critical path and the project duration.
Compute the total and free slack of each activity.
The following resources are required to perform the activities. Allocate the resources to the activities and indicate the workload on the resources. If needed, adjust the schedule. Activity Activity Description No. A Detailed site investigation and survey B Detailed planning Detailed design
1. Prepare two Gantt charts, one using the original FS relationship and one using the SS and FF lags. Compare the charts. By how much do the lags speed up the project? Since Cable, Phone, and Sound take less time than Frame-in, what potential problem might occur in overlapping them with Frame in?
Again refer to Case 7.2. Given that drywall board delivery will not happen until day 15 and Naomi has scheduled a tour for day 29, what is the effect of the SS and FF lags? Can Naomi conduct her tour as planned?
What is the critical path? Based on Bill’s estimates, how long will it take to complete the three floors?
The activity times shown in Figure 7.35 are based on Bill’s estimates of total labor hours per activity and an 8-hour work day. For example, Bill estimated that Frame-in will require 40 labor hours; given an 8-hour day, he came up with 5 days. Thus, all the times in Figure 7.35 assume that
Time–cost tradeoff analysis deals only with direct costs. What distinguishes these costs from indirect costs? Give examples of both direct and indirect costs.6. What are the criticisms of CPM? How and where is CPM limited in its application?
A project has the following network and costs (T in days, C in $1,000s).a. Verify that the normal duration is 22 days and that the direct cost is $3,050.b. What is the least costly way to reduce the project duration to 21 days? What is the project cost?c. What is the least costly way to reduce the
A project has the following network and costs (T in days, C in $1,000s).a. What is the earliest the project can be completed under normal conditions? What is the direct cost?b. What is the least costly way to reduce the project duration by 2 days? What is the project cost?c. What is the earliest
The following table gives information on a project (T in days, C in $1,000s):a. Draw the network diagram. Under normal conditions, what is the earliest the project can be completed? What is the direct cost? What is the critical path?b. What is the cost of the project if it is completed 1 day
Has variability in a time estimate ever caused you to be late for an appointment? Describe.
A procurement officer discovers that the delivery time for a specific item is never less than 5 days. Ten days is the most frequent, but in the worst case scenario, it takes 30 days.a. Calculate the expected delivery time.b. Calculate the variance.c. What factors would you take into account when
The following tables show the immediate predecessors anda, m, b for each activity in the two projects. For each project, compute:a. te and V for each activityb. ES, EF, LS, and LF for each activity.c. Te and Vp for the project. Activity Predecessors a | AABCC ABCDEFGH 7 1 C D, E F, E 2 2 2 E28
Refer to the first network in the previous problem.a. What is P (Te < 23)?b. What is P (Te < 32)?c. For what Ts is the probability that the project will be completed 95 percent?
For the network in Figure 8.12, what is the probability of completing each of the five paths within 30 days? What is the probability of completing all of them within 30 days?
How would you use buffers to ensure that you are on time for appointments? What factors would you take into account when you make a decision on the size of the buffer?
Explain in your own words how the principle of aggregation plays a role in reducing project duration.
17. The following diagram was created before it was known that Mary would have to perform both Activity B and Activity F.a. With the realization that Mary has to do both tasks, indicate two possible critical chains.b. Reschedule the work and show the position and the size of the feeding buffer. A B
18. Refer to the network in Question 19 in the Review Questions and Problems for Chapter 7.a. Indicate the critical chain on the network diagram.b. Assume the schedule uses durations from which any contingency (padding) has been removed. Insert a project buffer and feeding buffers as required.
19. Refer to Figure 8.22. Scheduling Activity T before Activity Q would also have resolved the resource contingency. Explain why this alternative was not selected.
20. Consider the data about project activities given in the table subsequently.a. Create the Gantt chart. Schedule the work in such a way that each person always has only one task to perform (do not reduce the durations of activities or insert buffers as yet).b. Indicate the critical chain.c.
Discuss the difference between fast-tracking, concurrent engineering, and crashing.
Write an essay on the reasons projects are often late.
Discuss the implications that subcontracted work would have on implementing CCPM.
Revisit Question 18:a. Use the shortest task time rule to solve the problem and draw a Gantt chart.b. Apply the least slack rule to solve the problem and draw a Gantt chart.c. Apply the first three of the five TOC steps (Section 8.6) and draw a Gantt chart.d. Who would be the “drum resource”?e.
In a multiple-project environment, the drum resource carries a certain “status,” since work performed by other resources (and the needs of other resources) are subordinated to it. In one company, management placed a flag at a work center to indicate that it was the drum resource. An improvement
In the project you are studying, discuss which of the following kinds of analyses were performed:a. PERTb. CPM/time–cost tradeoff analysisc. Scheduling with resource constraintsd. CCPM
Discuss how they were applied and show examples. Discuss those applications that were not applied but seem especially applicable to the project.
How do you rate the risk of not finishing on time, and what are the factors contributing to this risk?
Were people (other than the project manager) required to make commitments on the duration of activities? Comment on the possibility of changing this behavior.
Compile a list showing the reduced periods for impairment of the rail operation and the associated additional costs.Bridgecon Construction Company specializes in the design and construction of steel and concrete bridges. The first phase of the company’s project management methodology, initiation,
Comment on the implications that crashing might have on the risk of not meeting the committed due date.Bridgecon Construction Company specializes in the design and construction of steel and concrete bridges. The first phase of the company’s project management methodology, initiation, includes
What is the probability of finishing the project within 40 weeks?After signing the contract, the management at Midwest Parcel Distribution (MPD) discovers that for many reasons, it would be advantageous to complete the project in 40 weeks. It is too late for MPD to “require” the contractor,
Do you foresee any significant risk of a delay that the previous calculation does not take into account?After signing the contract, the management at Midwest Parcel Distribution (MPD) discovers that for many reasons, it would be advantageous to complete the project in 40 weeks. It is too late for
Determine the most likely project duration.After signing the contract, the management at Midwest Parcel Distribution (MPD) discovers that for many reasons, it would be advantageous to complete the project in 40 weeks. It is too late for MPD to “require” the contractor, Iron Butterfly Company,
Why are accurate cost estimates so important, yet so difficult, in project planning? What are the implications and consequences of overestimating costs? Of underestimating costs?
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