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project management
Project Management Achieving Competitive Advantage 5th Edition Jeffrey K. Pinto - Solutions
6.5 Explain the concepts of “task” and “psychosocial” outcomes for a project. Why are psychosocial outcomes so important for project team members?
6.4 Gersick’s model of punctuated equilibrium offers an alternative view of group development. Why does she suggest that some defining moment (such as an explosion of emotion)often occurs about midpoint in the project? What does this defining event accomplish for the team?
6.3 Identify the stages of group development. Why is it necessary for project teams to move through these stages in order to be productive?
6.2 “Trust can actually encourage disagreement and conflict among team members.” Explain why this could be the case.
6.1 This chapter discussed the characteristics of high-performing project teams. List the factors that characterize these teams and give examples of each one.
b. Identify appropriate HR staff and university faculty for training.
a. Secure top management support and funding.
3. Initiate project manager training program.
b. Work with local university faculty to create a database of critical skills.
a. Survey leaders and team members of past successful projects.
2. Determine critical project management skills.
c. Develop “candidate ready” list and “potential future candidate” list.
b. Enlist their willingness to commit to project management as a career path.
a. Determine strong candidates through mentoring and past experience on projects.
1. Identify potential project managers.
3. Develop training programs to promote the critical project management skill set.Specific Objectives:
2. Determine the critical skill set that successful project managers need at XYZ.
1. Identify potential project managers from within Engineering, Commercial, and Supply Chain functions.
5.24 A project charter should always include:a. The scope management planb. Stakeholder sign-offsc. The business need behind the projectd. The Work Authorization documentation
5.23 The process for reviewing and accepting project deliverables is called:a. Scope verificationb. Scope definitionc. Work Breakdown Structure (WBS)d. Scope authorization
5.15 What is the lowest level of decomposition in the Work Breakdown Structure called?a. Work packageb. Deliverablec. Subdeliverabled. Project
5.14 Access https://www.mtholyoke.edu/sites/default/files/datawarehouse/docs/dwprojectprocessanddocumentation.pdf. Analyzing the comprehensive Scope Statement for the data warehousing project, what problem is this project seeking to address? What is the proposed solution?PMP CERTIFICATION SAMPLE
3. Why does the EFV failure illustrate the dangers of long lead-times for weapon systems? In other words, when a project’s development cycle takes 20 years from start to finish, what dangers do the project developers face when the project is finally operational?
2. The EFV has been labeled, “The wrong weapon for the wrong war at the wrong time.” Do you agree or disagree with this characterization? Why?
1. What does the story of the EFV suggest about the importance of considering what a project’s key mission is supposed to be prior to authorizing it?
4. Why are configuration management and project change control so difficult to perform in the midst of complex software development projects, such as those undertaken by Dotcom.com?
3. How do you balance the need to involve clients with the equally important need to freeze project scope in order to complete the project in a timely fashion?
2. How do the company’s consulting clients contribute to the problems with expanding or changing scope? If you were to hold a meeting with a potential customer, what message would you want the customer to clearly understand?
1. How would you begin redesigning Dotcom.com’s project management processes to minimize the problems it is experiencing with poor scope management?
2. Consider the following two arguments: “The failure of SBInet was due to poor scope management”versus “SBInet failed because of poor oversight and project controls.” Take one side or the other in this argument, and justify your response.3. With the current publicity surrounding the
1. What problems do you see emerging from a project such as SBInet where the government allows the contractor to determine scope, manage all contractor relations, and decide how to share project status information with oversight bodies?
5.10 Using the project you identified in Problem 1, create a Responsibility Assignment Matrix (RAM) for it, identifying at least six fictitious project team members.
5.8 Sustainable project development has many features and can mean many things when beginning a project. If you were to identify three critical messages that explain what sustainable project management really means, what would they be?Problems
5.7 What is the logic behind developing a plan for project closeout prior to even beginning the project?
5.4 What are the benefits of developing a Responsibility Assignment Matrix (RAM) for a project?
5.2 What are the key characteristics of a work package?
5.1 What are the principal benefits of developing a comprehensive project scope analysis?
5.5 Identify the various types of information available for scope reporting.
5.4 Identify the elements in the work authorization phase of scope development.
5.3 Identify the steps in developing the scope statement.
5.2 Understand how conceptual development serves as a critical first stage in scope management
5.1 Understand the importance of scope management for project success.
4.24. c—Sarah would be considered a project champion.
4.23. b—empathy is a critical trait of emotional intelligence.
4.22. a—communicating is the most important function because research suggests that project managers spend 90% of their time communicating.
4.21. d—the leadership behaviors of vision development, communication, and motivation are all critical to effective project team management.
4.20. d—your job as project manager is to complete the project scope within the constraints of time and budget.
4.19. d—Although results orientation can be a useful element in a project leader’s skill set, it is not an example of emotional intelligence, which is often manifested through relationship building with others.
4.18. c—Energizing people to overcome obstacles is a critical component of leadership, as opposed to a philosophy of management.
4.17. e—All of these are necessary characteristics in promoting partnership between the project manager and the team.
4.16. c—Leadership requires allowing workers to have flexibility, providing them with all relevant information, and communicating project status and other pertinent information.
4.15. e—Remember that stakeholders are defined as any group, either internal or external, that can affect the performance of the project.
4.24 Sarah is a senior manager who, although not part of the project team, has worked actively with members of a critical project, helping them acquire additional resources, coordinating their activities with other senior executives from different departments, and at times serving as an emotional
4.23 An emotional intelligence trait that is critical to effective leadership is:a. Gate-keepingb. Empathyc. Conflict avoidanced. Team member awareness
4.22 What is the most important function the project manager serves?a. Communicatingb. Staffingc. Motivatingd. Rewarding
d. Employing and utilizing project champions where they can benefit the project
c. Maintaining tight control of all project resources and providing information to team members only as needed
b. Managing team members through motivation, delegation, supervision, and team building
a. Managing oneself through personal time management, stress management, and other activities
4.16 Effective leadership involves all the following, except:
4.14 Search the Web using the key words “construction project corruption.” The link: https://www.weforum.org/agenda/2016/02/why-is-the-construction-industry-socorrupt-and-what-can-we-do-about-it/ identifies several reasons why the construction industry is particularly prone to corruption.
4.13 Project champions can dramatically improve the chances of project success, but they can also have some negative effects. For example, projects championed by a well-known organizational member are very difficult to kill, even when they are failing badly. Read the article on blind faith posted
3. Is there a “moral” to this story for you? What would that moral be?
2. How would you personally respond if you were a member of a project team developing a device that was designed to cheat environmental testing?What if you were the sole support for a large family with three children in college?
1. How do you think Volkswagen executives could justify this behavior? How do you think the actions of the Japanese automakers influenced VW’s decision-making?
2. Of the various dimensions of emotional intelligence, which dimension(s) did she appear to lack most? What evidence can you cite to support this contention?
1. Discuss how Kathy lacked sufficient emotional intelligence to be effective in her new project manager assignment.
3. What qualities and personal characteristics would make it difficult to be a successful project manager?
2. What qualities and personal characteristics support a higher likelihood of success as a project manager?
1. Imagine you are a human resources professional at Pureswing who has been assigned to develop a program for recruiting new project managers.Design a job description for the position.
4.7 Why are project champions said to be better equipped to handle the nontraditional aspects of leadership?
4.3 What are some key differences between leaders and managers?
4.2 How do the duties of project managers reinforce the role of leadership?
Based on your review of the companies, posted missions and strategic goals, what types of projects would you expect them to pursue? If you worked for one of these firms and sought to maintain strategic alignment with their project portfolio, what project options would you suggest?3.30 Access the
3.29 Go to the Web sites for the following organizations:a. Merck & Company Pharmaceuticals: www.merck.com/about002Fb. Boeing Corporation: http://www.boeing.com/boeing/companyoffices/aboutus/index.pagec. Rolls-Royce, Plc.: www.rolls-royce.comd. ExxonMobil, Inc.:
3. What does this case suggest to you about the use of project selection methods in organizations?How would you resolve the contradictions found in this example?
2. Choose the project that you think, based on the two analyses, Nova Western should select. Defend your choice.
1. Phyllis has called you into her office to help her make sense of the contradictions in the two project evaluations. How would you explain the reasons for the divergence of opinion from one technique to the next? What are the strengths and weaknesses of each screening method?
3. What does this case demonstrate about the effect of poor project screening methods on a firm’s ability to manage its projects effectively?
2. Assume that you are responsible for maintaining Keflavik’s project portfolio. Name some key criteria that should be used in evaluating all new projects before they are added to the current portfolio.
1. Keflavik Paper presents a good example of the dangers of excessive reliance on one screening technique (in this case, discounted cash flow).How might excessive or exclusive reliance on other screening methods discussed in this chapter lead to similar problems?
3.28 Project Screening. Assume you are the IT manager for a large urban health care system. Lately you have been bombarded with requests for new projects, including system upgrades, support services, automated record keeping, billing, and so forth. With an average of 50 software and hardware
3.26 Net Present Value. A company has four project investment alternatives. The required rate of return on projects is 20%, and inflation is projected to remain at 3% into the foreseeable future. The pertinent information about each alternative is listed in the following chart:Which project should
Project B: an initial investment of $400,000 is expected to produce this revenue stream: Year 1 = 0, Year 2 = $50,000, Year 3 = $200,000, Year 4 = $300,000, and Year 5 = $200,000.Assume that a required rate of return for your company is 10% and that inflation is expected to remain steady at 3% for
Project A: $500,000 invested today will yield an expected income stream of $150,000 per year for five years, starting in Year 1.
3.24 Net Present Value. Assume that your firm wants to choose between two project options:
3.22 Suppose for the previous Problem 3.21, that your firm has decided to raise their required rate of return to 20%. How long will it take to pay back your initial investment now?
3.19 Profile Model. Using the information from the profile model in Problem 3.18, construct an argument as to why project B is preferable to project C.
Project Selection and Portfolio Management
Cost (8)Our company has four project alternatives that satisfy these key features as follows:Midtown Uptown Downtown Suburb Safety 6 5 3 8 Speed 3 4 2 5 Sustainable 7 7 5 4 Infrastructure 4 5 4 1 Traffic 2 4 1 8 Cost 5 5 3 6 Construct a project screening matrix to identify among these four projects
Traffic congestion (5)
Infrastructure modifications (3)
Sustainable development (4)
Speed to completion (5)
Safety (10)
3.17 Screening Model. Assume that the following criteria relevant to the process of screening various construction project opportunities are weighted in importance as follows:
Reliability (1)Our company has four project alternatives that satisfy these key features as follows:Alpha Beta Gamma Delta Quality 1 3 3 5 Cost 7 7 5 3 Speed 5 5 3 5 Visibility 3 1 5 1 Reliability 5 5 7 7 Construct a project screening matrix to identify among these four projects the most likely
Visibility (5)
Speed to market (7)
Cost (3)
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