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Project Management Achieving Competitive Advantage 5th Edition Jeffrey K. Pinto - Solutions
8.35. b—Susan is using a top-down method in which she, as the senior manager, is providing the project budget estimate.
8.34. d—The process of asking senior project managers for their best estimates of project costs is part of the cost estimation process.
8.33. c—The overrun of $450 would be referred to as a positive variance to the budget.
8.32. a—The cost of using a site building varies to the degree it is used and is charged as a direct cost to the project.
8.31. b—A computer purchase would be an example of a direct cost for the project.
8.30 Go to www.stickyminds.com/articles.asp and click on“Stickyminds.com Original Articles.” Search for and click on the article by Karl Wiegers, “Estimation Safety Tips.”In the article (found as a pdf link to the site), the author offers tips on making estimates that are accurate and
8.29 Go to http://www.osp.gatech.edu/budget and click on“Sample Budget.” Reproduce the summary project budget worksheet. After examining the various elements in the budget, what are the main cost drivers for projects of this sort?
8.28 Go to http://pmworldlibrary.net/ and type “case studies”in the search window. Select a project and report on it from the perspective of its cost estimation, budgeting, and(if applicable) expediting perspectives. Was the project a success or failure? Why?
4. Consider the problems with the Rio Olympics sites that quickly occurred following completion of the 2016 Summer games. Access the internet to find evidence of the current state of the Sochi Olympic site. How is it being used and what are the current problems and opportunities for Sochi?8.27 Go
3. When a project has a “hard gate,” like being ready on time, how does that affect normal success criteria?Is it fair to judge a project with a critical completion date by normal project success standards?Why or why not?
2. Project success is defined as adherence to budget, schedule, functionality (performance), and client satisfaction. Under these criteria, cite evidence that suggests the Sochi Olympics project was a success and/or failure
How bad was the corruption? As journalist Brett Forrest noted, “The Sochi Internal Affairs department has conducted numerous investigations into Olympstroy[the Russian Olympic organizing commission] and filed criminal complaints, alleging that the Olympic agency and its contractors operated a
5. Kickbacks and graft were rumored to be rampant during the years of development, with insiders getting “sweetheart” deals from the government and cronyism running rampant.
This oversight caused an embankment near Olympic Park to collapse repeatedly due to constant flooding, each time having to be rebuilt.Likewise, construction of the ski jump was budgeted for $40 million. However, because of the complex terrain, the placement had to be adjusted many times. It was
4. Projects needed to be rebuilt several times due to difficulties with terrain or resource management.For example, state planners did not account for streams that ran beneath the location of the venues.
3. Fears of terrorism and other disruptions led to an unprecedented level of security around the Sochi site. For example, troops from Russia’s Interior Ministry cordoned off the Olympic area to a depth of nearly 20 kilometers to enforce a safezone around the Games. The costs of heightened
2. Vladimir Putin, President of Russia, had the goal of developing Sochi as a world-class ski resort to attract winter tourism to the country. Thus, he was a highly visible spectator throughout the project’s development, offering suggestions and criticisms of the work being done. Rework on
2. Develop an argument in support of megadam construction. Develop an argument against these development projects.
8.22 Problem 8.21 identified how long it should take to complete the fifth oil-drilling platform that Natural Resources plans to purchase. How long should all five oil-drilling rigs take to complete?
7.32 a—fixed-price contracts lessen risk for the client because any cost overruns are the responsibility of the seller, or contractor.
7.31 d—workarounds are defined as responses to unplanned risk events.
7.30 b—A probability and impact matrix is used for qualitative risk analysis.
7.29 c—A workaround would be an example of a risk response.
7.28 c—Risk mitigation occurs when you try to make the risk less severe. By accelerating construction, Sanjay hopes to minimize the threat from flooding.
7.27 b—Legal risks would be of higher overall significance (high probability, medium consequence) and so should probably be considered first in a prioritization scheme.
7.26 e—All are examples of significant potential project risks.
7.25 d—The firm has decided to share the risk of the new project by partnering with another company.
7.24 a—Todd is choosing to accept the risk of potential future problems by continuing to work on his resource schedule in anticipation of positive contract talks.
7.23 c—Brainstorming meetings are usually created as an effective means to get project team members to begin identifying potential risks.
Risk Management Answers
7.25 A small manufacturer has won a major contract with the U.S. Army to develop a new generation of satellite phone for battlefield applications. Because of the significant technological challenges involved in this project and the company’s own size limitations and lack of experience in dealing
7.24 Todd is working on resource scheduling in preparation for the start of a project. There is a potential problem in the works, however, as the new collective bargaining agreement with the company’s union has not been concluded.Todd decides to continue working on the resource schedule in
7.23 The project manager has just met with her team to brainstorm some of the problems that could occur on the upcoming project. Today’s session was intended to generate possible issues that could arise and get everyone to start thinking in terms of what they should be looking for once the
7.22 Go to www.project-management-podcast.com/index.php/podcast-episodes/episode-details/109-episode-063-how-do-risk-attitudes-affect-your-project to access the podcast on risk attitudes on projects. What does the speaker, Cornelius Fichtner, PMP, suggest about the causes of project failures as
7.21 Using the keyword phrase “cases on project risk management,”search the Internet to identify and report on a recent example of a project facing significant risks. What steps did the project organization take to first identify and then mitigate the risk factors in this case?
7.20 Go to www.mindtools.com/pages/article/newTMC_07.htm and read the article on managing risks. What does the article say about creating a systematic methodology for managing project risks? How does this methodology compare with the qualitative risk assessment approach taken in this chapter? How
7.19 FEMA, the Federal Emergency Management Agency, is responsible for mitigating or responding to natural disasters within the United States. Go to https://www.fema.gov/mitigation-best-practices-portfolio. Look around the site and click on “Risk Management” and “Case Studies”to see
7.18 Go to www.informationweek.com/whitepaper/Management/ROI-TCO/managing-risk-an-integrated-approacwp1229549889607?articleID=54000027 and access the article on “Managing Risk: An Integrated Approach.” Consider the importance of proactive risk management in light of one of the cases at the end
3. What forms of risk mitigation would you consider appropriate for this project?
2. Conduct either a qualitative or quantitative risk assessment on this project. Identify the risk factors that you consider most important for the suspension bridge construction. How would you assess the riskiness of this project? Why?
1. In what ways were the project’s planning and scope management appropriate? When did the planners begin taking unknowing or unnecessary risks? Discuss the issue of project constraints and other unique aspects of the bridge in the risk management process. Were these issues taken into
3. Consider this statement: “With construction, risk is simply the residue of creative designs. You cannot account for it in your plans.” Pick either the “pro”or the “con” side of this debate and develop an argument supporting your position. Is risk a natural result of creativity?
2. What are some of the challenges with assessing risk when constructing a building. In other words, what risks can be assessed up front, and what risks are examples of “unknown-unknowns”?
4. Comment on this statement: “Failure is the price we pay for technological advancement.”
3. Given that a modified version of the Comet (the Comet IV) was used until recently by the British government as an antisubmarine warfare aircraft, it is clear that the design flaws could have been corrected, given enough time. What, then, do you see as de Havilland’s critical error in the
2. Discuss the various types of risk (technical, financial, commercial, etc.) in relation to the Comet.Develop a qualitative risk matrix for these risk factors and assess them in terms of probability and consequences.
1. How could risk management have aided in the development of the Comet?
7.10 Consider the following observation: “The problem with risk analysis is that it is possible to imagine virtually anything going wrong on a project. Where do you draw the line? In other words, how far do you take risk analysis before it becomes overkill?” How would you respond?
7.9 What are the advantages of developing and using a systematic risk management approach such as the PRAM methodology? Do you perceive any disadvantages of the approach?
7.8 Explain the difference between managerial contingency and task contingency.
7.7 Give some examples of projects using each of the risk mitigation strategies (accept, minimize, share, or transfer).How successful were these strategies? In hindsight, would another approach have been better?
7.6 What are the benefits and drawbacks of using a quantitative risk assessment tool such as the one shown in the chapter?
7.5 What are the benefits and drawbacks of using a qualitative risk impact matrix for classifying the types of project risk?
7.4 What are the benefits and drawbacks of using the various forms of risk identification mentioned in the chapter (e.g., brainstorming meetings, expert opinion, etc.)?
7.3 Analyze Figure 7.2 (degree of risk over the project life cycle). What is the practical significance of this model?What implications does it suggest for managing risk?
7.2 In evaluating projects across industries, it is sometimes possible to detect patterns in terms of the more common types of risks they routinely face. Consider the development of a new software product and compare it to coordinating an event, such as a school dance. What likely forms of risk
7.1 Do you agree with the following statement: “With proper planning, it is possible to eliminate most/all risks from a project”? Why or why not?
What are the likely outcomes of these problems and my anticipated reactions?
What cues will signal the need for such action (i.e., what clues should I actively look for)?
What can be done to minimize the probability or impact of these events?
What is likely to happen (the probability and impact)?
6.24. b—codes of conduct can be a critical tool in improving virtual team efficiency and effectiveness.
6.23. d—these are all methods for resolving conflicts.
6.22. c—senior management is best equipped to adjudicate disagreements between functional managers and project manager.
6.21. a—forming is the stage where team members may feel that they are floundering until structure and process norms emerge.
6.20. c—withdrawers do not take part in team activities and deliberately avoid decision-making.
6.19. d—Flexible working hours have no impact on the willingness of personnel to work cooperatively with members of other departments.
6.18. c—They are clearly exhibiting behaviors that are associated with storming.
6.17. b—Because the project manager emphasizes commonalties and working together, this would be considered a method of conflict resolution through defusion.
6.16. a—The other activities can all result in team development.
6.15. d—Problem solving would be the best alternative when the issues are not so much personal as they are perceptual(based on interpretation of the project’s scope). Compromising would be a problem because it could lead to watering down the deliverables.
6.24 Joanie is in charge of a project with an extensive virtual team. She routinely deals with team members from different countries, cultures, and educational backgrounds. All of the following would be methods for improving the efficiency and effectiveness of her virtual project team meetings
6.23 Smoothing, forcing, and withdrawing are all forms of?a. Organizingb. Powerc. Stakeholder relationship managementd. Conflict resolution
6.22 A project manager is experiencing problems when dealing with an engineering department head. The functional manager from engineering refuses to release resources to the project despite repeated requests from the project manager.Which of the following would be best at helping to resolve this
6.21 Which stage of group development is most closely associated with “floundering” and initial engagement?a. Formingb. Stormingc. Normingd. Performing
6.20 Which of the following is NOT a constructive team role?a. Compromiserb. Gate keeperc. Withdrawerd. Smoother
6.19 Among the useful means to develop a sense of teamwork in personnel from different functional departments are all of the following EXCEPT:a. Collocation (physical proximity)b. Common goalsc. Organizational rules governing their interactiond. Flexible working hours
6.18 Carrie is from the marketing department and she has become increasingly upset with the attitude of the production member of the project team, Andrew. He seems to either ignore her opinions or make disparaging comments every time she speaks, usually referring to marketing in an unpleasant way.
6.17 Two programmers are involved in a conflict that is threatening to disrupt the development of the project. The project manager calls the two programmers into her office and reminds them that they are both “on the same side” in working to develop the software application for the company.Her
6.16 Which of the following is not an example of a team development strategy?a. Creating a WBS for the projectb. Performance reviewsc. Project team outing to a sporting eventd. Team lunches
6.15 The project manager is experiencing serious, deep-rooted conflict between two key project team members. It is apparent that these differences are based on different interpretations of the project’s scope. Which conflict resolution approach would be the most useful for the project manager to
6.14 Go to http://tele-immersion.citris-uc.org/ and explore the nature of the project working to develop tele-immersion technology. Click the link marked “Projects” and observe the different fields and uses for tele-immersion technology.What are projected advances and uses for this science into
6.13 Go to www.ebxml.org/project_teams/project_teams.htm and explore the projects and project teams listed. Notice the size and diversity of some of these project teams. What challenges would you find in attempting to bring these individuals together into a project team? How does the fact that some
6.12 Go to the Web site for a pharmaceutical company. Explore the site, particularly information on new research. What kinds of project teams are used within pharmaceutical companies? Can you identify at least five functional areas within these organizations that should work together in a project
6.11 Go to the Web site of a professional sports team and explore the site. What clues do you get regarding the importance of“teams” and “teamwork” from this site? Give two or three specific examples.
6.10 Click on the Web page for project teams at www.projectsmart.co.uk/five-steps-to-a-winning-project-team.php. Which of these five steps seem to be easier for a project manager to perform and which seem to be more difficult? Why? How do the ideas in this chapter compare to the advice given in a
3. How can she use the technology of the Internet and teleconferencing to enhance team development and performance?
2. What should Kate’s next steps be?
1. How would you advise Kate to proceed? Analyze the conversation she had this morning. What went right? What went wrong?
4. Which conflict resolution style is warranted in this case? Why? How might some of the other resolution approaches be inadequate in this situation?
3. Develop a conflict management procedure for your meeting in 30 minutes. Create a simple script to help you anticipate the comments you are likely to hear from both parties.
2. Explain how differentiation plays a large role in the problems that exist between Susan and Neil.
1. Was the argument today between Neil and Susan the true conflict or a symptom? What evidence do you have to suggest it is merely a symptom of a larger problem?
3. Discuss how issues of organizational structure and power played a role in the manner in which project management declined in effectiveness at CIC.
2. How would you advise the CEO to correct the problem? Where would you start?
1. What are the implications of CIC’s approach to staffing project teams? Is the company using project teams as training grounds for talented fast-trackers, or as dumping grounds for poor performers?
6.9 Explain the idea that we should “focus on interests, not positions.” Can you think of an example in which you successfully negotiated with someone else using this principle?
6.8 What are some of the guidelines for adopting a strategy of“principled negotiation”?
6.7 Identify the five major methods for resolving conflict. Give an example of how each might be applied in a hypothetical project team conflict episode.
6.6 Distinguish between the traditional, behavioral, and interactionist views of team conflict. How might each explain and treat a project team conflict episode?
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