Project Management For IT Related Projects 2nd Edition Bob Hughes, Roger Ireland, Brian West, Norman Smith, David I. Shepherd - Solutions

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How do the changes affect the strategy of CAT, Inc.?
What were other operative and strategic actions, not mentioned in the case, which might have been executed to accomplish James ’ vision?
What are the pros and cons of the approach that RGI used to develop the SPM process?
How important is the SPM process to the company? Explain your answer.
What are the advantages and disadvantages of introducing project management to new product development the way they did in the Cocable case?
Was the firing of the CEO and all VPs justified? Why or why not?
Why do you think the VPs took the approach of not letting a pilot team make major decisions although the team was empowered to do so?
Does the shift from the relay race to the cross - functional team approach require a significant cultural change? Explain why or why not.
Who gets more power and who gets less power by shifting product development projects from the relay race to the cross - functional team approach?
What are the pros and cons of the relay race approach and the cross - functional team approach to product development projects? Which approach is better?
Don’t wait for a project to be completed. Get started right away and identify the existing issues in the international project you are working on. Begin to gather lessons learned.
Use the same approach as the previous exercise for issues.
At home sit down with members of your family and gather some simple lessons learned. This will give you hands-on experience in doing this. It will also be beneficial to your family.
Apply the communications score cards to existing projects.
Look in the literature on the Web to examine if the cause of failure in projects was a breakdown in communications.
Consider the field of system integration. Oracle, IBM, and other firms do this work. Go to their Web sites and see if you can gather additional lessons learned.
Look around for international projects that are cancelled.Behind many of these are vendor issues. If there is a local project with local people only, then the project can be salvaged or changed easily. It is more visible with vendor involvement. Try to gather lessons learned.
Have new methods been tried? What happened? Were they given a fair trial? Were the results measured?
Have there been any attempts to improve the management of ongoing projects? Or have the pressures of time and money made this impossible?
Review how your international projects are managed. Is there a consistent approach or does the method depend on the specific project leader and situation.
Apply the score card for the software tools to the tools that you are using now.
Use the table of methods and tools to determine where the gaps are in the methods and tools that you are using now.
On the Web sign up at two sites that are very useful for project management—www.gantthead.com and www.techrepublic.com. These sites have many useful tips for using project management software and for project management.
Try to use the Web to find what is available in project management software that is Internet based.
Take the issues in the last part of the book and use this as your initial list. Now go through one project and start to add more issues. You can discover still more by reviewing project notes.
Take a project plan that you currently are using and extract the high-level tasks. Start with as few as 20–30 tasks and 10 milestones. Then refine this. Get people’s feedback after you have the initial list. This will get people involved.Do not develop templates from a blank piece of paper.
Go to the Web and magazines and see if you can find examples of international projects that succeeded or failed.Gather lessons learned by trying to read between the lines as to what was successful in terms of joint work among firms.
Look at a past project in your organization that experienced some problems. Try to find out if some of these problems related to the lack of collaboration and teamwork in the project. This will be useful as an example to employ later in projects. Do the same for projects that were successful.
Look at some of the major leaders of firms that do business internationally. Research what their previous experience was. How much time did they spend acting as project leaders?
Read in the news about some current international projects. Make a list of issues mentioned in the article.Follow the projects over time using the Web. See what happened to the issues.
Look around at several project leaders and try to use the score card for project leaders presented in this chapter.This will help you focus on measurement.
Take a specific project idea and define both a narrow and wide version of scope. Then develop the spider chart as was shown.
For a project idea define several technical, business, and political purposes. Then work to see how these align to each other.
Try applying the international score card to a specific project. You will have to make some assumptions and do some thinking since you will obviously not have all of the data.
Use the above examples and others to start building a list of factors that lead to failure or success.
Here is a list of international projects. Try to uncover why these were successes and failures.The Aswan Dam in Egypt;The merger of Chrysler and Daimler-Benz;Mergers of wineries around the world.
Look in the literature for examples of success and failure of international projects.
Do I provide suggested Web sites, books, or articles to help my team members understand and appreciate green efforts?
Do we have some small incentives available to reward green efforts?
Did I consider people’s schedule when I put my team together to minimize overtime or have people come in when they aren’t scheduled to save energy and resources?
Are they turning off equipment and lighting when not needed?
Are they turning off their computers when they leave work?
Do we recycle our ink cartridges? If we do, how are we getting compensated for that?
What kinds of ink are we using: natural inks or toxic inks?
Do we run our laptops on battery as much as possible to both reduce power grid consumption and to extend battery life?
When we upgrade can we purchase laptops rather than desktops, because laptops require less power?
Is there power management software installed on all computers?
What is the primary responsibility of the planner/scheduler?
List the five disciplines of the core program management team.
What is the major difference between program management and project management?
List and explain the five necessary elements of a contract.
Why is it important to properly close out a contract?3.Why is it important to close out the team?
What is a make/buy decision and why is it important to risk management?
What are the five key areas of a change control request form?
Explain the gate process as an effective tool to manage change.
Name five barriers to communication. How would you overcome each one?
Name two quality approaches and explain their key differences.
What is the key difference between quality control and quality assurance?
What are the four fundamentals of quality management according to the Project Management Institute?
What is the difference between fast tracking and crashing?
Why is project float not cumulative?
Is there anything else unique to this project that needs to be considered?
Are there any assumptions or constraints that could affect the sequence of tasks?
What are the project milestones that must be met?
If there are external products needed, when can those be obtained?
What are the dependencies or relationships between tasks and between people?
What tasks have to follow (successors)?
What tasks are first (predecessors)?
Who is available to accomplish the tasks?
Who is needed to accomplish the tasks?
What are the tasks that need to be accomplished?
What is the difference between brainstorming and consensus building?
What are the four major types of management within an organization, and how do they differ from each other?
Had the partnering teams done a project together before this one?
What, if any, incentives were used?
What was the level of trust with the partners throughout the project?
How was this funded?
What is the fundamental goal of this relationship?
What risks are we taking?
What risks is this partner taking?
Why did we choose this partner?
What process did we use to consider the other options?
Did we consider any other partnering options?
What is in it for me?
What is in it for them?
Why do we need this relationship?
4. Which of the following is an example of different time/different place communication?(a) a project board meeting(b) a checkpoint report(c) a telephone conversation discussing a problem a user has with an IT system(d) video conferencing with the supplier of a software application
3. At which stage of team formation does a team become fully functional as a cohesive group?(a) performing(b) norming(c) storming(d) forming
2. Which of the following terms is used to describe an organisational structure where staff are responsible to a project manager for the duration of a project but also have a manager who is responsible for their long-term staff development and work programme?(a) the Tuckman-Jensen model(b)
1. Which of the following is not a name given to the group which has responsibility for committing resources to the project and approving variations to the project’s objectives?(a) project board(b) project management board(c) project support office(d) steering committee
4. Which of the following is NOT an action that would mitigate a risk?(a) accept it(b) prevent it(c) reduce it(d) transfer it
3. Which of the lists below best identifies what is examined when a risk is assessed?(a) Probability, proximity, owner(b) Impact, probability, team experience(c) Cost, benefit, business case(d) Probability, proximity, impact
2. What is maintenance of a risk log designed to do?(a) eliminate risk(b) save money(c) control risk(d) prevent system development failure
1. Which of the following best defines a contingency action?(a) An activity that is planned to take place if a risk materialises(b) An action taken at the start of a project which reduces the potential damage if a certain risk does materialise(c) An agreement that the users accept a particular
4. In the XYZ scenario, what would be the best estimate of effort for the project?(a) 30 days(b) 25 days(c) 24 days(d) 20 days
3. In the XYZ scenario, of which of the following is 80% of the value?(a) a size driver(b) an effort driver(c) a productivity rate(d) a productivity driver
2. Which of the following estimating methods is MOST likely to be used bottom-up?(a) parametric(b) algorithmic(c) Delphi(d) activity-based Both questions 3 and 4 use this scenario.
1. An under estimate of effort is MOST likely to lead to which of the following?(a) decreased productivity(b) decreased quality(c) a less competitive bid for a contract(d) a longer project duration
4. ISO 9001:2008 is a standard that defines which of the following?(a) Project management standards(b) IT project deliverables(c) Quality management systems(d) Software testing procedures
3. Which of the following is NOT a defined role in inspections?(a) The moderator(b) The project manager(c) The scribe(d) The author

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Project Management For IT Related Projects 2nd Edition Bob Hughes, Roger Ireland, Brian West, Norman Smith, David I. Shepherd - Solutions

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