An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions

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1. Assigns authority solely to the project manager. 1. Setting up and maintaining teams can be expensive.
4. Projects may be suboptimized due to varying interest or commitment across functional boundaries.
3. Projects generally take longer to complete due to structural problems, slower communication, lack of direct ownership of the project, and competing priorities among the functional departments.
3. Allows for standard career paths. Project team members only perform their duties as needed while maintaining maximum connection with their functional group.
2. Lack of customer focus.
2. Enables the development of in-depth knowledge and intellectual capital.
1. Functional siloing makes it difficult to achieve cross-functional cooperation.
1. Projects are developed within the basic functional structure of the organization, requiring no disruption or change to the firm’s design.
The Organizational Context Strategy, Structure, and Culture
8. Enterprise Environmental Factors (PMBoK sec. 2.1.5)
7. Organizational Cultures and Styles (PMBoK sec. 2.1.1)
6. Organizational Structures (PMBoK sec. 2.1.3)
5. Organizational Influences on Project Management (PMBoK sec. 2.1)
4. Manage Stakeholder Engagement (PMBoK 13.3)
3. Plan Stakeholder Management (PMBoK 13.2)
2. Identify Stakeholders (PMBoK sec. 13.1)
1. Project Procurement Management (PMBoK sec. 12)
2.6 Understand key concepts of corporate culture and how cultures are formed
2.5 Identify the characteristics of three forms of a project management office (PMO).
2.4 Recognize the strengths and weaknesses of three basic forms of organizational structure and their implications for managing projects.
2.3 See the importance of identifying critical project stakeholders and managing them within the context of project development.
2.2 Recognize three components of the corporate strategy model: formulation, implementation, and evaluation.
2.1 Understand how effective project management contributes to achieving strategic objectives.
6. Buchanan, D. A., and Boddy, D. (1992). The Expertise of the Change Agent: Public Performance and Backstage Activity.London: Prentice Hall
5. Gilbreath, Robert D. (1988). “Working with pulses not streams: Using projects to capture opportunity,” in Cleland, D., and King, W. (Eds.), Project Management Handbook.New York: Van Nostrand Reinhold, pp. 3–15.
4. Stewart, Thomas H. (1995). “The corporate jungle spawns a new species,” Fortune, July 10, pp. 179–80.
3. Peters, Thomas. (1994). Liberation Management: Necessary Disorganization for the Nanosecond Nineties. New York: Fawcett Books.
2. Source: Weller, C. (2016). “11 giant infrastructure projects that are reshaping Africa,” Business Insider, Dec 18, retrieved at: http://www.businessinsider.com/giant-infrastructure-projects-reshaping-africa-2016-12
1. Valery, Paul, quoted in “Extreme chaos” (Boston: Standish Group International, 2001).
1.21. d—None of the answers given correctly differentiates“process”from “project” management
1.20. c—A project is composed of “interrelated” activities;
1.19. d—All of the examples listed are types of project stakeholders;
1.18. d—Unless otherwise stated, all elements in the triple-constraint model are equally critical;
1.17. b—The majority of a project budget is spent during the execution phase;
1.16 Go to the Web site for the Software Engineering Institute of Carnegie Mellon University at https://resources.sei.cmu.edu/asset_files/SpecialReport/1994_003_001_16265.pdf and access the software process maturity questionnaire.What are some of the questions that IT companies need to consider
1.15 Using your favorite search engine (Google, Yahoo!, etc.), type in the keywords “project” and “project management.”Randomly select three of the links that come up on the screen. Summarize what you find.
1.14 Go to http://www.pmi.org/business-solutions/casestudies and examine some of the cases included on the Web page. What do they suggest about the challenges of managing projects successfully? The complexity of many of today’s projects? The exciting breakthroughs or opportunities that projects
1.13 Go to the PMI Web site and examine the link “Membership.”What do you discover when you begin navigating among the various chapters and cooperative organizations associated with the PMI? How does this information cause you to rethink project management as a career option?
1.12 The largest professional project management organization in the world is the Project Management Institute (PMI).Go to its Web site, www.pmi.org, and examine the links you find. Which links suggest that project management has become a sophisticated and vital element in corporate success? Select
2. Successful project management requires clear organization, careful planning, and good execution.How was the absence of each of these traits shown in this example?
1. What does the story of the BBC’s failed Digital Media Initiative suggest to you about the importance of carefully managing not only the project, but the “message” of the project? That is, why is“benefits management” critical for project success?
2. Why is Disney’s attention to detail in its rides unique? How does the company use the “atmosphere”discussed in the case to maximize the experience while minimizing complaints about the length of wait for the ride?
1. Suppose you were a project manager for Disney.Based on the information in this case, what critical success metrics do you think the company uses when designing a new ride? That is, how would you prioritize the needs for addressing project cost, schedule, quality, and client acceptance?What
More than 2,000 handcrafted items from Asia are used as props, cabinetry, and architectural ornamentation.
To create the proper color schemes, 2,000 gallons of stain and paint were used on rockwork and throughout the village Disney designed to serve as a backdrop for the ride.
More than 1,800 tons of steel were used to construct the mountain. The covering of the framework was done using more than 3,000 prefabricated chips created from 25,000 individual computer-molded pieces of steel.
More than 900 bamboo plants, 10 species of trees, and 110 species of shrubs were planted to re-create the feeling of the Himalayan lowlands surrounding Mount Everest.
The Disney team created a Yeti: an enormous, furcovered, Audio-Animatronics monster powered by a set of hydraulic cylinders whose combined thrust equals that of a Boeing 747 airliner. Through a series of sketches, computer-animated drawings, sculptures, and tests that took more than two years to
The ride contains nearly a mile of track, with twists, tight turns, and sudden drops.
With a peak of just under 200 feet, the ride is contained within the tallest of 18 mountains created by Disney’s Imagineers at Disney parks worldwide.
1.11 Compare and contrast the four project management maturity models shown in Table 1.3. What strengths and weaknesses do you perceive in each of the models?
1.10 Explain the concept of a project management maturity model. What purpose does it serve?
1.9 As organizations seek to become better at managing projects, they often engage in benchmarking with other companies in similar industries. Discuss the concept of benchmarking. What are its goals? How does benchmarking work?
1.8 Consider the six criteria for successful IT projects. Why is IT project success often so difficult to assess? Make a case for some factors being more important than others.
1.7 Consider the Expedition Everest case at the end of the chapter:what elements in Disney’s approach to developing its theme rides do you find particularly impressive? How can a firm like Disney balance the need for efficiency and smooth development of projects with the desire to be innovative
1.6 Think of both a successful project and an unsuccessful project with which you are familiar. What distinguishes the two, both in terms of the process used to develop them and their outcomes?
1.5 Describe the basic elements of a project life cycle. Why is an understanding of the life cycle relevant for our understanding of projects?
1.4 What key characteristics do all projects possess?
1.3 What are the advantages and disadvantages of using project management?
1.2 What do you see as the primary challenges to introducing a project management philosophy in most organizations?That is, why is it difficult to shift to a project-based approach in many companies?
1.1 What are some of the principal reasons why project management has become such a popular business tool in recent years?
6. Managing resources—The final step in project planning is the careful management of project resources, including project team personnel, to most efficiently perform tasks.
5. Scheduling—The heart of project planning revolves around the process of creating clear and aggressive, yet reasonable schedules that chart the most efficient course to project completion.
4. Cost estimating and budgeting—Because projects are resource-constrained activities, careful budgeting and cost estimation are critical.
3. Performing risk management activities—Projects are not developed without a clear sense of the risks involved in their planning and implementation.
2. Developing project objectives and a plan for execution—Identifying project requirements and a logical plan to develop the project are crucial.
1. Selecting a team—Team building and conflict management are the first challenges that project managers face.
During execution, the actual “work” of the project is performed, the system developed, or the product created and fabricated. It is during the execution phase that the bulk of project team
Planning is the stage in which all detailed specifications, schematics, schedules, and other plans are developed. The individual pieces of the project, often called work packages, are broken down, individual assignments made, and the process for completion clearly delineated. For example, in
Conceptualization refers to the development of the initial goal and technical specifications for a project. The scope of the work is determined, necessary resources (people, money, physical plant) identified, and important organizational contributors or stakeholders signed on.
Respecting the long and significant history of the London area and employing archaeology to minimize disruptions or the ruining of significant buried sites. As an example, since the development of Crossrail in 2009 over 100 archaeologists have found more than 10,000 items from 40 sites, spanning 55
Creating a social legacy from the project, including health and safety commitments, developing a trained workforce, and promoting art programs that encourage neighborhoods and art schools to decorate the stations, and so forth.
Creating a diverse supply chain of project suppliers that benefits both Crossrail and the supply chain organizations, while ensuring that materials used on the project are sustainably sourced.
Minimizing the environmental impact of its construction through controlling efficient energy consumption, protecting the environment, and factoring in climate change possibilities over the planned 120-year life cycle of the railway.
4. Sharing knowledge of successful approaches to program management through an interagency council on program management
3. Recognizing the essential role of executive sponsorship and engagement by designating a senior executive in federal agencies to be responsible for program management policy and strategy.
2. Developing a standards-based program management policy across the federal government.
1. Creating a formal job series and career path for program managers in the federal government.
The United States National Nuclear Security Administration has racked up $16 billion in cost overruns on 10 major projects that are a combined 38 years behind schedule, the Government Accountability Office reports. For example, at Los Alamos National Laboratory a seven-year,$213 million upgrade to
Joe Harley, the Chief Information Officer at the Department for Work and Pensions for the UK government, stated that “only 30%” of technology-based projects and programs are a success—at a time when taxes are funding an annual budget of £14 billion (over $22 billion)on public sector IT,
A study by the META Group found that “more than half of all (information technology) IT projects become runaways—overshooting their budgets and timetables while failing to deliver fully on their goals.” According to the Gallup Business Review, the U.S. economy loses somewhere between $50 and
A study of more than 300 large companies conducted by the consulting firm KPMG found that software and/or hardware development projects fail at the rate of 65%. Of companies studied, 65% reported projects that went grossly over budget, fell behind schedule, did not perform as expected, or all of
7. Expansion of Cement Production – Dangote Cement, headquartered in Lagos, Nigeria, in 2015 signed contracts with a Chinese firm to increase its cement manufacturing capacity across 15 countries to 100 million tons by 2020. This huge increase in cement production will fuel additional
6. The “New Suez Canal” – Construction started on the expansion of the existing Suez Canal in 2014, with the goal of adding a new 22-mile shipping lane. The expansion is expected to double Egypt’s annual revenue from canal traffic.
5. South Africa’s Jasper Solar Farm – Opened in 2015, the solar farm produces enough energy to power 80,000 homes.It is the largest solar power project on the African continent.
4. Giant Dams – The Grand Ethiopian Renaissance Dam (budgeted at $4.8 billion) is intended to provide hydroelectric power to Ethiopia and several neighboring countries. Congo’s Grand Inga Dam, with its expected cost of over $100 billion, will become the largest energy-generating dam in the
3. Tanzania’s Bagamoyo Port is slated to become Africa’s largest port, with a capability of handling more than 20 million containers each year. The Chinese construction firm that has invested $11 billion in the project expects to have the port completed and operational by 2045.
2. Technology Hubs – A Chinese development firm, Zendai Property, announced in 2013 the investment of $8 billion to build a hub for Chinese firms investing in African infrastructure. This hub, named Modderfontein New City, is being constructed outside of Johannesburg, South Africa. Kenya is
4. Project Phases and the Project Life Cycle (PMBoK sec. 2.1)
3. Relationship to Other Management Disciplines (PMBoK sec. 1.4)
2. Definition of Project Management (PMBoK sec. 1.3)
1. Definition of a Project (PMBoK sec. 1.2)
1.7 Recognize how mastery of the discipline of project management enhances critical employability skills for university graduates
1.6 Understand the purpose of project management maturity models and the process of benchmarking in organizations.
1.5 Understand the concept of project “success,” including various definitions of success, as well as the alternative models of success.
1.4 Understand and explain the project life cycle, its stages, and the activities that typically occur at each stage in the project.
1.3 Understand why effective project management is such a challenge.
1.2 Recognize the basic properties of projects, including their definition.
1.1 Understand why project management is becoming such a powerful and popular practice in business.
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An Introduction To Project Management. 5th Edition Kathy Schwalbe - Solutions

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