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project management for small projects
Methods Of IT Project Management 4th Edition Jeffrey L. Brewer, Kevin C. Dittman - Solutions
Discuss a project you have worked on where cost was not an issue (unlimited budget) and time was the major factor. Was the project successful?
Build a WBS and schedule for a spring break trip to Florida. Identify all dependencies as either mandatory (internal or external) or discretionary(internal or external).
Research new developments and directions for the COCOMO II estimating technique.
Use the Internet to research the other two projects R & S is doing—customer relationship management and collections management—by looking at similar projects other companies have done.Build a high-level WBS and build a rough order of magnitude budget.
Research the techniques companies are using today for estimating duration and cost in their projects.
Using information from problem 11, management has gotten your assessment of when the project will be completed, assuming a linear path.Management is not happy with how long the project is going to take and wants suggestions on how to get it done sooner. What steps could you potentially take to
You have been tasked with selecting and deploying a new Enterprise Resource Planning(ERP) software application for your organization.Unfortunately, the project is already under way, and much of the initial planning has been completed. The initial WBS has been created in Excel because the original
Bob is a project manager for a small consulting company, Quickie Software Developers, Inc., and is preparing a bid for an outsourcing project for a large Fortune 200 company to develop a new web-based order entry software module. Quickie Software Developers is small and can’t afford to lose money
Use the schedule created in question 5 but adjust the durations using PERT calculation from the three-point estimates below and recalculate slack.Task A, Optimistic = 1, Normal = 2, Pessimistic = 5 Task B, Optimistic = 2, Normal = 4, Pessimistic = 8 Tack C, Optimistic = 3, Normal = 7, Pessimistic =
Create a spreadsheet similar to Table 6-1 and find the number of function points for the following application description:User inputs = Low complexity = 25, Medium complexity = 5, High complexity = 2 User outputs = Low complexity = 30, Medium complexity = 10, High complexity = 1 Files/structures =
What happens to the critical path in the network schedule created in question 5 if the duration of Task E changes to 11 days?
Using the diagram you created in question 5, calculate ES, EF, LS, and LF for each task and the amount of slack. (Refer to Figure 6-8 for an example.)List the tasks that appear on the critical path.
Create an activity on arrow diagram based on the following information:Task A, duration 2, no dependency Task B, duration 4, no dependency Task C, duration 7, no dependency Task D, duration 5, depends on Task A Task E, duration 3, depends on Task B and Task C Task F, duration 8, depends on Task C
Using the diagram you created in question 3, calculate ES, EF, LS, and LF for each task and the amount of slack. (Refer to Figure 6-8 for an example.)List the tasks that appear on the critical path.
Create an activity on arrow diagram based on the following information:Task A, duration 6, dependent on none Task B, duration 5, dependent on none Task C, duration 3, dependent on none Task D, duration 12, dependent on Task B and Task C Task E, duration 2, dependent on Task A Task F, duration 5,
Describe the advantages and disadvantages of the precedence diagram method and activity on arrow techniques for modeling task dependencies.
Explain the potential impact to project costs and schedules when assigning the following task relationships:mandatory (internal or external) or discretionary(internal or external).
Briefly describe the contents of the schedule management plan.
Explain timing and accuracy of the three levels of cost estimates: rough order of magnitude, budget, and definitive estimates.
Briefly describe and compare resource loading and resource leveling.
Describe the critical chain method and compare it to CPM.
Define and compare the schedule compression techniques crashing and fast tracking.
Can a project have multiple critical paths? Explain.
Explain the difference between slack and free slack.
Explain the CPM process for schedule development.
Explain the process followed when using the PERT approach to scheduling.
Describe the benefits associated with doing good project scheduling development.
Compare and contrast COCOMO and COCOMO II.
Define and explain each of the three project types described within COCOMO.
Compare and contrast the estimating techniques presented in the chapter, being sure to review advantages and disadvantages of each. You might want to create a table listing each technique and associated advantages and disadvantages.
Explain what is meant by this statement: “The function point analysis is only as accurate as the system requirements document.”
Briefly describe the task sizing methods lines of code and function points.
Why is it important at the beginning of project planning to build resource estimates, assuming that resources will not be required to work overtime to complete their assignments?
What does it mean and why is it important to follow a progressive elaboration process when creating duration and cost estimates?
Explain why it is important to define duration estimates in two dimensions: effort and duration.
Explain the analogous approach to assigning resources to a WBS. List its advantages and disadvantages.
Explain the activities that occur during the activity duration estimating process.
List and explain the four types of dependencies possible between tasks on a precedence diagram.
Explain the difference between logical and physical task relationships.
How do you know when to stop decomposing a task?
Explain the rationale and process for decomposing tasks into smaller and smaller units of work.
Explain the concept of time robbers and list some that you experience on a daily basis as you try to complete homework and study for exams.
The U.S. military has a specification (MILHDBK-881) written to describe what a WBS should look like. Use the Internet to look up the standard and write a comparative analysis between it and what is described in this chapter.
Conduct a comparative analysis between the United States and other countries (India, Russia, China) to determine at what level of Maslow’s hierarchy of needs workers fresh out of college generally start. What implication does this have for project managers in the United States and in those other
Do a product search for applications that are designed to document requirements and describe some of the key benefits they describe.
Research the impact that the Sarbanes-Oxley Act and HIPAA are having on U.S. companies’ IT departments.
Research several organizations either in your community or over the web to find out how they go about building a WBS and what their WBSs look like. Are these WBSs organized by phase or product component?
Research the statement from McConnell (1998)that errors found “upstream” during the planning phase cost on the order of 200 times less to fix than errors found “downstream,” during the building of the product. Therefore, more time spent upstream reduces the number of costly mistakes later
The good news: You have been promoted into a project leader position. The bad news: The soft ware development team you need to manage has been having problems with missed deadlines and morale. The previous project leader was fired for not being able to get things turned around. The team is made up
Build a WBS for one of the chapter case study projects other than asset management—either customer relationship management or collection management. You may need to do some research on the Internet about how such software pack ages work. The project should use an iterative approach and be
Develop a WBS to at least two levels of detail for a spring break trip to Florida by car with three of your closest friends. Be sure to identify critical success factors for the trip.
Develop a WBS to at least two levels of detail for the complete hardware upgrade of the computers in one of your university’s computer labs. Be sure to identify critical success factors for the upgrade.
The project should be organized by short iterations, not trying to deploy all modules at the same time. You should first implement the general ledger component in release 1; release 2 will include the other financial modules, release 3 the sales component, and release 4 the manufacturing software.
Build a WBS for the short case study in question 9 in Chapter
Meet with a group of four or five classmates and brainstorm to come up with a list of characteristics that describe the worst teammates (no names!)you have ever worked with either in class or on a job. Discuss ways you might exercise power over these individuals to change their behavior.
Describe the factors that you believe will motivate you to do your best work when you graduate and get your first job. Will these factors change over time? If so, how?
Perform a self-assessment: Do you prefer to work in a team or on your own? Why? Does your answer depend on the task or project? Explain.
Explain the main benefit of generating a requirements traceability matrix and describe the contents of this matrix.
Explain the main benefit of generating a roles and responsibilities matrix (RRM) and describe the contents of this matrix.
Project managers can possess five types of interpersonal influence. Name and describe them.
Describe the three influences that Thamhain and Wilemon found to offer the project manager the best chance for success and the types that may cause the opposite effect.
Differentiate between legal authority and acquired authority.
List and explain the factors that lead to job dissatisfaction and those that lead to satisfaction according to Herzberg.
Describe Frederick Herzberg’s hygiene theory of employee needs.
Explain the difference between a Theory X employee and a Theory Y employee.
List and explain the five levels of Abraham Maslow’s hierarchy of needs.
Describe the contents of the WBS dictionary and its purpose.
Describe several uses for a WBS.
What is the 100 percent rule?
Describe each of the methods for creating a WBS and describe advantages and disadvantages of each.
Describe each of the components of the PIECES framework and its uses.
Explain what subject matter experts are and why they are important to a project.
Discuss project management related problems created due to “scope creep.”
List and explain the characteristics that determine the size and depth of the scope statement.
Describe two sources of project scope elements besides stakeholders and team participants.
List and briefly explain the key deliverables for the scope planning process.
Explain what is meant by the following: “The project scope statement should not be built in isolation.”
Create a stakeholder assessment matrix based on the following scenario. Be sure to build a list of all stakeholders. Use the format shown in Figure 4-8.J&B Enterprises is the second-largest maker of Mylar balloons in the world. It is headquartered on the south side of Indianapolis. The company
Olivia, a PMP with 20 years of experience, has been working for the Bank of Lafayette for only a few months when her boss, Glenn, the director of IT, asked her to step in and get a project scope statement finalized and start the project. Olivia spoke with the current IT project leader, Jill, to
Agraj Gokhale has just been promoted and is running his first IT project. The kickoff meeting, run by Agraj and his lead software developer, has taken place, and Agraj is very excited as he explains the results to his manager (who was not at the meeting)one week later. Agraj says, “The meeting
The final section of the chapter presents the project charter for one of the projects that R & S Amusements Services chose to work on. Write up a project charter for one of the other projects.
As someone who has taken a project management course using this text and understands the need to select projects using a variety of factors, you have finally convinced your organization’s steering committee to use a WSM to select its projects. The steering committee has decided to use the
Use the same project information presented in question 3 but change the discount rate to 7 percent.Does the choice of which project to work on change?
You work for a large, successful organization, but lately many of the IT projects have experienced disappointing results. You have been put on the steering committee to improve the selection process. The organization has decided that any new projects selected for implementation must first meet
As payment for programming services your consulting company provided, a client offers you two choices: (1) $10,000 now or (2) a share in the company, which you are fairly sure will be worth$15,500 four years from now. Using a discount factor of 10 percent, which offer should you choose?
Using a discount factor of 8 percent, calculate the current value of an investment that is worth$20,000 two years from today.
What does the acronym SWOT stand for? Explain its use.
In your opinion, what are some of the major drawbacks to qualitative models?
Describe the 10-step project selection process.
Who should be invited to attend the kickoff meeting?
Who should be the individual responsible for planning and organizing (scheduling, sending out the invitations, and so on) the kickoff meeting.Justify your answer.
Describe the contents of a stakeholder assessment matrix.
What type of information is collected through a stakeholder analysis? Explain the process.
List and explain the major components of a project charter.
What is a project charter, and what are its principal uses?
List and explain the four perspectives the balanced scorecard uses to analyze an organization’s performance. How does this relate to project selection?
How does the real options approach apply to the selection of IT projects?
Explain the process of creating a WSM. Include an explanation of the selection of weights for each criterion.
Using your own words and example, explain the concept of the time value of money.
Explain the differences between qualitative and quantitative models and where each may be appropriate for project selection decisions.
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