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business
project management for small projects
Case Studies In Project, Program, And Organizational Project Management 1st Edition Dragan Z. Milosevic, Peerasit Patanakul, Sabin Srivannaboon - Solutions
Following up on the discussion in this chapter, estimate what types of resistance you will encounter.
Identify the key decision makers and supporters you require to implement a new process:a. Upper managementb. Staff to general managementc. Business unit managementd. Business unit employeese. Systems managersf. Systems staff
Consider some recent projects that were successes. Ask the following questions:Was the project only a technical success?Was success announced at the conclusion of the project or after the new system had been in place and measured?Were any lessons learned from the success?What were the major factors
Consider some recent projects that were failures. Ask the following questions:Was there an effort to learn from the failure?Did the project management process change as a result of the failure?At what point did people know that the project was a failure? How long was it before the failure was
A logical first step is to assess the current project management process in your organization. Here is a list of questions to consider:Is there a formal process for managing groups of projects?Is each project managed differently based on the individual project manager?Is there any effort to employ
What are specific guidelines for managing different types of projects?
How can individual projects be better managed and more successful?
How can you better manage all systems and technology projects together?
Which systems projects should be given resources and approved for action?
How can the overall technology project management process be improved?
When should the parametric estimate be used?
What are the pros and cons of the parametric estimate?
In your opinion, what is the most challenging area? Why?
How would each of the training areas (scope, time, cost, and integration)contribute to the solution of the company ’ s cash inflow problem?
Should Acme ’ s 787 project have been terminated? Why or why not? If so, at what point?
Interpret what CPI = 50 percent and SPI = 100 percent means. Why can we use CPI to correctly forecast EAC, but cannot use SPI to correctly forecast schedule at completion?
At one time during the project, EAC is continually increasing. Which of the three values was growing the fastest: planned value, actual value, or performed(earned) value? What does it mean when EAC is continually increasing?
When and how should customer - mandated changes in project scope be addressed?
Are earned value metrics always clear indicators of a project ’ s true status?How might good earned value metrics be potentially deceiving?
If you were in charge in BC Company, would you consider hiring a professional estimating company to develop a bid estimate for this project?
How could the periodic project audits, if the BC Company used them, have helped detect the estimate problem in the Court House project earlier?
How could the earned value reporting have helped detect problems with the estimate of the Court House project earlier?
What are the pros and cons of the shadow estimating approach?
How would you rearrange the work of the BC Company ’ s estimating department to make it possible for the department to verify Pete ’ s bid estimate?
When should the milestone chart be used?
What is the purpose of the milestone chart? Describe it in your own words.
Is it possible for a project to have more than one critical path? Justify your answer
5 , what is the project critical path?
From Figure
What are the pros and cons of the CPM diagram?
Do you agree/disagree with the AtlasCom solution? Why?
From your point of view, how important is the probability of completion to the customers?
Did the approach offer schedule accuracy or buffer against inaccuracy?
Define schedule accuracy. What are major assumptions?
What were the risks in this project?
What would have happened if Doug had waited until complete clarity was achieved?
What are the pros and cons of rolling wave planning?
Explain in your own words what rolling wave planning is.
What issues may arise as the team consisted of relatively inexperienced engineers along with a very seasoned operator? How could those issues be resolved?
The Activities List was a very simple table of tasks and dates. Was that too simple of a list for the team? Was it the correct format for the Leadership team presentation? Is it a good medium for upper management to review?
What are some examples of external dependencies that could have been considered in Andy ’ s project?
Outline Work Breakdown Structure (WBS) and develop a project network.
When should the jogging line be used?
What are the pros and cons of the jogging line?
What are the pros and cons of the TAD?
Does the activities ’ sequence in TAD reflect the WBS activities numbers?
What else can the group do to shorten the project schedule if all activities are required to be performed to complete the project?
What could have been done to make sure that the project scope was correct?
Who do you think should pay for the changes?
What have you learned about the issue in the case?
What are the differences between the project anatomy and the WBS? Is it any better? Why/why not?
What are the disadvantages of project anatomy?
Explain the purpose(s) of project anatomy.
Do you prefer a few or many levels of WBS? Why?
What are the pros and cons of having many levels of WBS?
Should small projects bother using it? Why/why not?
When should the project definition be used?
What are the pros and cons of the project definition?
1 .Discussion items
Specifically Excluded Scope: Describe what is not to be included in the task, what is contractually excluded, or not included for other reasons. If the customer waives the need for operational testing, for instance, that should be stated. There are many examples. State specifically what is
1 Project Defi nition Form (Scope Statement)88 CASE STUDIES accordance with a design manual. If assumptions are made with reasonable judgment, the work scope can be sufficiently complete to develop the other elements of the project plan.
Key Assumptions: With every task comes a set of assumptions and frequently unresolved uncertainties. Identify and list those assumptions. If some needed information is not yet available when the work scope is being prepared, use your experience and best judgment, or ask others who have been
Constraints: List special technical requirements, codes, and standards such as ASME or ISO. Describe facility requirements for fabrication, assembly, testing, or other facilities to accommodate the work. Define functional/operational requirements, data requirements, and special instructions.
Milestones: Identify and define key milestones, including required completion dates and completion criteria. Key events such as fab completion (a manufacturing plant which fabricates items), assembly completion, test completion, document package sign - off, or customer acceptance may be included.
Tactical Goals: This element should describe the major tasks of the project, for example, conceptual development, detailed design, delivery of a complete and tested steam system; preparation of operating manuals; training of the owner ’ s crew, etc. An example would be: “ We will design,
Strategic Goals: This element acquaints you with the business end to be attained; the origin of the task; the owner or customer; and the type of product fixture, structure, assembly, or study, etc. In this section, state the overall purpose of the job and include any meaningful background that aids
Propose a way to continuously capture team learning?
Discuss the advantages and disadvantages of the FDD process.
As a project manager of a multiple - release software development project, what can you do to alleviate the impact of unforeseen problems from the previous release on the success of the new release project?
List all the problems involved in the R - Web software development project discussed in the case. Discuss solutions for the problems, and propose some preventive actions.
Propose project management methodology that is appropriate for a project of this nature.
What are the key success factors of this project?
Identify the risks associated with this project and propose response plans.
Based on the information provided in this case, develop a Work Breakdown Schedule for Ron ’ s project.
This case offers some examples of project management excellence. What is project management excellence to you? Define it in your own words and give examples.
Describe in your own words what project spirit is.
Describe your opinion about the pros and cons of both hands - on and hands - off styles of leadership. Which of the two styles do you prefer? Why?
Project organization in the case is described as the matrix. Please explain major features of matrix organization. Based on which information in the case, can you tell that the matrix is strong, balanced, or weak? Explain.
What have you learned about the issues in the case?
What are the disadvantages of ZBB?
How does ZBB benefit the company?
Explain in your own words: What is ZBB?
What do you like/dislike about the extreme programming methodology?
Analyze the feasibility of mixing traditional development methodology with the extreme programming methodology.
Analyze the applicability of the extreme programming methodology to non -software - development processes.
Do you agree or disagree with Robert’ s ways of handling the problems? Why?
How would you change the waterfall model to better respond to the time - to -market pressure?
What are the pros and cons of the waterfall methodology?
In your opinion, what is termination by starvation?
How are the knowledge areas and project management processes related?
Which of the process groups do you think is the most challenging one?Explain your reasons.
What project management tools were mentioned in this case?
What are the pros and cons of the jamming approach?
In what situation would the jamming approach work well?
What do you like and dislike about Beck ’ s culture?
List major definitions of the culture mentioned in the case. Analyze them and tell what is unique in each.
What are the pros and cons of the hand - off method?
Do you agree with the judgment that the hand - off method is popular in companies where true project management value is usually not well understood?Why or why not?
Why, by implementing the hand - off method, are there multiple project managers in control of the project as it progresses through the development life cycle?
What role did project management play?
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