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project management for small projects
Methods Of IT Project Management 4th Edition Jeffrey L. Brewer, Kevin C. Dittman - Solutions
Compare the ethical codes of conduct of PMI (see Figure 14-3a andb) with another professional society.
Write a paper describing the differences and similarities between the CMMI and OPM3 maturity models.
If you have had experience working in a virtual team, write a paper that describes your experiences.Did it work well, or were there problems?What technology was used? Why did you need to use a virtual team?
Research the current statistics on organizations outsourcing different IT department activities.How many companies are doing this? What types of functions are being outsourced?
Research several organizations and describe the PMO in place: At what level is it operating, what functions is it performing, and how is it staffed?
Research ethical issues besides the ones mentioned in this chapter that organizations have gotten themselves into.
Use the Internet to compare the codes of ethics from several large public companies.
What are practices project managers should follow to address security concerns throughout the project management lifecycle.
What best practices should project managers follow to make better ethical decisions?
Describe the maturity steps associated with the OPM3 and the specific benefits of using it.
Describe the maturity steps associated with the CMMI and the specific benefits of using it.
Describe the benefits and drawbacks of using a maturity model.
Describe some the issues associated with working in virtual teams that organizations must overcome in order to be successful.
Describe what it means to work in a virtual team.
Describe these different types of outsourcing: offshoring, rural sourcing, nearshoring, multisourcing, and insourcing.
List the reasons organizations outsource project activities and other functions within the IT department.
List the resources that work within a PMO and their functions.
What is the purpose of setting up a PMO? What are the benefits and drawbacks to doing so?
List and describe the three levels at which a PMO may operate.
Research how organizations conduct their closeout sessions or lessons learned sessions. Explain their similarities and differences compared to the one presented in this chapter.
Use the Internet to find examples of IT projects that probably should have been terminated or should now be terminated. Explain why you believe they should be terminated.
Use the Internet to find examples of terminated IT projects. Describe the circumstances surrounding the termination. Who made the decision?
Think about a project you’ve done in class this semester or a previous semester. Perform a closeout process and create each of the deliverables mentioned in the final section of the chapter for your project: closeout checklist, final project deliverables report, and lessons learned session.
List the main objectives of the closing procurements activity.
Describe each of the major categories of items on the closing project process checklist.
List some of the reasons projects are terminated.Can you think of any others to add to the list?
List some of the reasons some projects are not terminated when they should be.
Use the Internet, your university, or your current organization to look for project status report templates.Compare and contrast what you find with what is presented in this chapter.
Use the Internet to search for industry case studies that discuss how different organizations conduct quality audits. Include who is doing the audits and a list of the metrics tracked.
Discuss several methods for collecting project performance information from team members.
Draw a Pareto diagram like the one in Figure 12-3, based on the following information: The number of bugs found in security objects was 15; in data persistence objects, 3; in control objects, 12;in user interface objects, 4; and in inventory application objects, 4.
Think of a recent project you were involved in, either at school or at a job, and describe a problem you encountered. Follow the steps to drawing a fishbone diagram and describe the problem you encountered.
Research and discuss reasons why it is better for the quality monitoring and control process to be conducted by a separate group that is not associated with the execution of the project.
Describe the importance of monitoring stakeholder engagement.
List the different types of performance reports and describe the key pieces of information used for each.
What is Pareto analysis, and how does a project manager use a Pareto diagram during quality control?
List the types of patterns or runs found in a control chart that should be of concern to a project manager.
What is a control chart, and how is it used in the context of quality control?
What is cause-and-effect analysis, and how is it used in the context of quality control?
Describe the difference between tolerances and limits.
Describe the difference between quality prevention and quality inspection.
What is the quality control process, and when is it used on the project?
What is a quality assurance or quality control department used for in many organizations?
Search the Internet and find case studies related to how different organizations apply earned value management techniques. How do they collect project status information? How to they report percentage complete.
Search the Internet and find case studies related to how different organizations perform integrated change control. Map out their processes in a diagram like the process diagram provided in Figure 11-1.
Go to the Project Management Institute’s web site, at www.pmi.org, and review the earned value management standard.
For the data presented in problem 14 draw an earned value chart like the one presented in Figure 11-5. Duration Activity Predecessors (Weeks) Budget $ $ Spent Percentage Complete a 2 10,000 9,000 100 percent 2 - 12,000 14,000 100 percent d e a b 13 8,000 8,000 100 percent 3 15,000 22,000 75
Use the table below to calculate PV, AC, EV, CPI, SPI, and ETC for a project that is in its 11th week of execution.
Recalculate your answers to problem 12 for SPI, ETC, and EAC, using the following:PV = $45,000, EV = $47,000, cost variance = $10,000
The original plan for the project was for it to last one year at a cost of $100,000. Using the following information, calculate SPI, ETC, and EAC:Planned value = $45,000 Earned value = $37,000 Cost variance = -$12,000
If the CPI on a project is .85 and EV is $10,000, what must the AC be?
Calculate values for a through i from problem 9, using the following table: Task Budget Cost Budget Duration A $5,000 1 week B $8,500 1 week $15,000 2 weeks D $10,000 2 weeks E $12,000 3 weeks F $15,000 2 weeks Status as of Week 9 100 percent complete, $4,000 100 percent complete, $8,500 100
Use the following project status information to calculate each of the requested EVM numbers below (a–i). The project status is reported at the end of week 13. Task Budget Cost Budget Cost Budget Duration Budget Duration Status as of Week 13 A $5,000 2 weeks 100 percent complete, $5,000 B $8,500 3
Discuss the following project situations, using just the following schedule and cost information:a. PV = $10,000, AC = $12,000, EV = $10,500b. PV = $10,000, AC = $10,000, EV = $10,000c. PV = $10,000, AC = $9,000, EV = $10,000d. PV = $10,000, AC = $10,000, EV = $9,000
Discuss the benefits and drawbacks to earned value management.
Discuss the different methods available for a project team to use when reporting how much work has been completed on a particular task and how much is left to do.
Discuss what information is necessary to calculate an accurate earned value and explain what is meant by the statement “EVM is only as good as the information it is based on.”
Discuss the best practices for schedule control described in the chapter.
Discuss the benefits and drawbacks of following a formal integrated change control process.
Evaluate the following scenario and offer suggestions to Melissa, the project manager, on how to address the issues.Melissa has been a project manager for just two years, and the current customer relationship management (CRM) software implementation project is by far the largest IT project she has
The monitoring and control process occurs throughout the project life cycle. Explain when it begins and when it ends and how this process overlaps with the other life cycle phases.
What are the cost performance index and scheduled performance index used for, and how are they calculated?
What is the formula for calculating earned value?
What is EVM, and who on the project team should be trained to use it and understand it?
What is the main purpose of the control schedule process?
Define scope creep and discuss the best methods for controlling it in IT projects.
List and explain where many of the scope changes for IT projects originate.
What is scope validation?
List and explain the steps involved in the configuration management process.
What is configuration management?
List and define the data elements contained on the RFC form.
Who should lead the integrated change control process? Explain.
Describe the key activities performed during the integrated change control process.
Describe the key roles involved in the integrated change control process.
What is an integrated change control process?
Explain the keys to making the monitoring and control process function properly throughout the project.
Research team-building activities that several organizations have used to aid their project teams.Describe the individual situations, and why each particular activity was chosen, and whether the activity was successful.
Use the Internet to search for conflict management training and describe the results, including who is doing the training and how the training is done.
Conflict on IT projects is inevitable, but the nature of the conflict has changed over the past 10 years. Research how the areas generating the most conflict have shifted over time.
Research the Myers-Briggs Type Indicator (MBTI), how it is used, and who is using it. Also, look for newer studies that have evolved since this test was first introduced. Conduct interviews with professional project managers, asking how often they get to select their own project team members as
Research, using the Internet, several real examples of weighted scoring models that organizations have used to select seller proposals.Compare the selected criteria and the weights used. Discuss why the criteria and weights vary between organizations and industries.
The following weighted scoring model results were reported for a project to install a new help desk software application for the IT department.Unfortunately, after all the results were tabulated, two of the seller proposals ended up with exactly the same total score. What further analysis/decision
Create a weighted scoring model in Microsoft Excel or your favorite spreadsheet program, based on the following information: The Garcia Property Management (GPM) Company has seen its business grow from two employees operating out of Nadia Garcia’s garage to a company with 50 employees and
You are the project manager for a team of 25 people assigned to upgrade all 2,500 workstations in the company to the newest Windows operating system. Stacy, a new hire in the procurement department, has been assigned to your project.During a recent team meeting, you mention to Stacy that your group
Jim is a project manager for a large Midwestern insurance company recently assigned to get on track a project that has been executing for several months. The project is slightly behind schedule and over budget. One of the key problems has been that the team put together for this project has
Discuss the integration and overlap that exist between the project management life cycle and the product life cycle, especially during the execution phase of the project.
The project execution phase contains fewer processes and deliverables than the project planning phase, but the execution phase consumes more time and resources. Explain.
Describe how weights are used in a weighted scoring model for seller proposal selection.
Describe the resources that are required to work on the procurement proposal selection committee.
Describe the main objective of the manage communications process.
Describe the importance of managing stakeholder expectations.
List several of the team-building activities described in this chapter and explain why they would be used during the execution phase.
List the principal goals of team-building activities.
List and define each stage of the Tuckman model for team maturation.
List the areas in which conflict is most prevalent during the execution phase.
List the goals for the process of developing a team.
What is a virtual team?
Define the three different categories of conflict on projects and discuss which ones generally are and are not for a project’s success.
Define conflict management and describe why it is dynamic and not always bad for a project.
List and describe the activities a project manager conducts in managing a team.
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