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project management processes methodologies and economics
Information Systems Project Management A Process And Team Approach 1st Edition Mark A. Fuller, Joey F. George, Joe Valacich, Joseph S. Valacich, Joseph A. Valacich - Solutions
List two inputs for each of the Project Quality Man¬ agement processes.
List the processes of Project Quality Management.
Give two examples of quality during an ISD project.
Define project quality.
Using the following weighting factors, conduct a PERT analysis on your estimate from Exercise 10. Optimistic X 1, most likely X 3, and pessimistic X 2.
Develop a three-point estimate for completing your degree. Discuss your reasoning for each of the three points.
Now, based on Exercises 1 and 8, you discover that the final four activities of the testing phase have competing needs for the same resource. Discuss how this might change or reinforce your decision in Exercise 8, considering the concepts of resource leveling, free slack, and total slack.
Eor the project described in Exercise 1 above, consider this situation. Your team has really performed well. The 6-month launch date is rapidly approaching, and you have figured out a way to meet the deadline. To meet the deadline, you will have to fast- track or crash the final four activities of
Describe a situation you've experienced where you had more time than needed to complete some task but took the entire time to complete it. Discuss the factors that influenced your filling up of the allotted time.
Discuss a situation you've experienced when you made an inaccurate estimation for the duration of some activity. It doesn't necessarily need to be during a project, but discuss your reasoning for estimating the duration of the activity the way you did and the factors that caused your estimate to be
Develop a resource calendar for human resources for the month of December 2007, taking into consideration the following information:a. You can schedule four people, John, Sally, Pedro, and Eunice.b. The typical workweek for your company is 45 hours. Depending on the individual, schedules may
Consider a paper you need to complete for a current class or consider some project you're working on or anticipate working on. Identify four tasks needed to complete the paper or project, estimate the durations of each task, and discuss how effort relates to the task duration you've determined.
Consider a situation where you have enough money either to purchase textbooks for the term or to purchase a desktop PC (assuming you need one). Which purchase would you choose? Discuss your decision with respect to opportunity costs.
Consider an organization that has a project management office. Discuss how this organization might have a strategic advantage over an organization that doesn't have a PMO. How might having a PMO be a disadvantage to an organization?
You have been chosen as the project manager for a project to develop an e-commerce presence for your company, which has until now, been primarily a brick-and-mortar busi¬ ness. Upper management has arbitrarily chosen a launch date 6 months from now. You and your team have determined, through
Discuss the various techniques to exert schedule control.
What are buffers? Define and discuss the differences between the two types of buffers presented.
Define schedule compression. Describe the two methods for compressing a schedule.
Which activities on a network diagram can have free float or total float? Which activities can't have free or total float, and why not?
What is a critical path? What is the difference between the critical path method and the critical chain method?
Five activity duration estimating techniques were described; choose four and compare and contrast them.
List and briefly discuss the outputs to resource estimating.
Compare and contrast the four techniques presented for estimating resources.
Should a project manager rely on only one tech¬ nique for estimating resources? Why or why not?
Discuss the differences between duration and effort with respect to estimating resources.
Define resources. Discuss the differences between human and capital resources and give three exam¬ ples of each.
Which diagramming method do you prefer? Why?
Create a precedence diagram for your project from Exercise 2.
Create an arrow diagram with the information from Exercise 6.
Create a precedence diagram based on the following information:a. There are 10 total tasks named A-J.b. Tasks A, B, and H have durations of 2 days.c. Tasks C, E, I, and J have durations of 3 days.d. Tasks D, F, and G have durations of 1 day.e. Tasks A, B, and D can be conducted in parallel.f. Task
Working in a small group, pick a project (it could be anything, such as planning a party, writing a group term paper, developing a database application, etc.) and then write the various tasks that need to be done to accomplish the project on Post-Its (one task per Post-It). Then, use the Post-Its
After determining that there is a relatively high probability that the project can be com¬ pleted within 6 months, the executive you report to wonders if she can trust your deter¬ mination. After all, she has heard all the reports about IT projects going over budget and past their deadlines.
You have just been selected as the manager for a project to automate the distribution center at XYZ Co. This project has significant executive support and an engaged executive sponsor. The executive you report to asks you if you will be able to complete the project in less than 6 months. Describe
Create a WBS based on the decomposition you carried out for the previous question.
Fully decompose a project you've done in another course (e.g., a semester project or term paper). Discuss the level of detail where you stopped decomposing and explain why.
From an arrow diagramming method perspective, list and briefly discuss each t3rpe of task dependency.
From a precedence diagramming method perspec¬ tive, list and briefly discuss each type of task dependency.
Give an example of each class of constraint on deter¬ mining the activity sequence.
List and briefly describe the classes of constraints on determining the activity sequence.
Describe the differences and similarities between the cone of uncertainty and rolling wave planning.
Describe strategies that project managers might use to define activities.
Define a work package and describe its characteristics.
To what level of detail should activities be decom¬ posed? Why?
What is a scope baseline, what are its components, and why is it important?
Why are templates useful for developing project schedules?
What is the difference between decomposing levels using a top-down approach and a bottom-up approach, and what types of projects are best suited to each approach?
Discuss why a WBS has different levels and what each level represents.
Define decomposition.
Compare and contrast a product breakdown struc¬ ture (PBS) and a work breakdown structure (WBS).
Describe a personal situation in which you experienced scope creep. Your example does not have to be a technology-oriented project.
In what ways is a request to change the scope of an information system handled differ¬ ently from a request for a new information system? In what ways are they the same?
Using the information you gathered in Exercise 22, develop your own best-practices project scope statement template.
Different organizations use different formats for defining a project's scope statement. Search the Web (e.g., search using the keywords project scope statement template) and contrast at least four different templates. What is similar? What is unique? Is there one best way to define a project's
Using the information you gathered in Exercise 20, develop your own best-practices project charter template.
Different organizations use different formats for defining a project's charter. Search the Web (e.g., search using the keywords project charter template) and contrast at least four different templates. What is similar? What is unique? Is there one best way to define a project's charter?
Eor the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, use the outline for the baseline project plan provided m Pigure 5.24 to complete Items A-C of Section 4.0, Management
For the situation you chose in Exercise 6 above, either buying a network of PCs for a department at your workplace or outfitting a laboratory of PCs for students at a uni¬ versity, use the outline for the baselineproject plan provided in Figure 5.24 to com¬ plete Section 3.0, Feasibility
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, use the outline for the baseline project plan provided in Figure 5.24 to complete sec¬ tion 2.0 B, System Description, of
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, use the outline for the baseline project plan provided in Pigure 5.24 to complete section 2.0 A, Alternatives, of the
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, use the outline for the baseline project plan provided in Figure 5.24 to complete section 1.0 A, Project Overview, of the
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, write a project scope statement. List your assumptions on a separate page.
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, write a project charter. List your assumptions on a separate page.
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, conduct a multicriteria analysis that contrasts at least three alternative configurations with at least three different
Change the time horizon in Exercise 8 to 3 years and redo the analysis.
Change the recurring costs in Exercise 8 to $40,000 and redo the analysis.
Change the discount rate for Exercise 8 to 10 percent and redo the analysis.
Assuming monetary benefits of an information system at $85,000 per year, one-time costs of $75,000, recurring costs of $35,000 per year, a discount rate of 12 percent, and a 5-year time horizon, calculate the net present value (NPV) of an information system's costs and benefits. Also calculate the
For the situation you chose in Exercise 6, either buying a network of PCs for a depart¬ ment at your workplace or outfitting a laboratory of PCs for students at a university, esti¬ mate the costs and benefits of your system. Then calculate the net present value (NPV) and return on investment
Consider, as an example, buying a network of PCs for a department at your workplace, or alternatively, consider outfitting a laboratory of PCs for students at a university. For your example, estimate the one-time and recurring costs outlined in Table 5.5.
In those organizations that do an excellent job of information systems planning, why might projects identified from a bottom-up process still find their way into the project initiation process?
The economic analysis carried out during the project initiation is rather cursory. Why is this? Consequently, what factors do you think tend to be most important for a potential project to survive this first phase of the life cycle?
Information systems planning, as depicted in this chapter, is highly related to corporate strategic planning. What might those responsible for information systems plarming have to do if they operate in an organization without a formal corporate planning process?
Consider an organization that you believe does not conduct adequate strategic informa¬ tion systems planning. List at least six reasons why this type of planning is not done appropriately (or is not done at all). Are these reasons justifiable? What are the implica¬ tions of this inadequate
Write a mission statement for a business that you would like to start. The mission state¬ ment should state the area of business you will be in and the aspect of the business you value highly. When you are happy with the mission statement, describe the objectives and competitive strategy for
What is scope creep, and why do organizations need to effectively manage changes to a project's scope?
Describe what occurs during project scope defini¬ tion and verification.
What is contained in a baseline project plan? Are the content and format of all baseline plans the same? Why or why not?
What is the project scope statement, and what infor¬ mation does it contain?
What is the project workbook, and what information does it contain?
What is a project charter, and what information does it typically contain?
Describe and contrast value chain versus multicrite¬ ria analysis.
List and discuss the different types of project feasi¬ bility factors. Is any factor most important? Why or why not?
What are the potential consequences of not assess¬ ing the technical risks associated with an informa¬ tion systems development project? In what ways could you identify an information systems project that was technically riskier than another?
What are the types, or categories, of benefits from an information systems project? What intangible benefits might an organization obtain from the development of an information systems project?==9.Describe three commonly used methods for per¬ forming econornic cost-benefit analyses.
Describe several project evaluation criteria.
List and describe the advantages of top-down plan¬ ning over other planning approaches.
Describe what is meant by information systems planning and the steps involved in the process.
What are three generic competitive strategies?
Describe the steps involved in corporate strategic planning.
Describe and contrast the characteristics of alterna¬ tive methods for making Information systems iden¬ tification decisions.
Contrast the following terms:a. Mission, objective statements, competitive strategyb. Corporate strategic planning, information systems planningc. Top-down planning, bottom-up planningd. Low-cost producer, product differentiation, product focus or nichee. Break-even analysis, net present value,
Most organizations, including universities, have policies concerning acceptable computer/network use (see infotech.wsu.edu/itroot/Services/computeruse.html for an example). Assume you work for a for-profit organization and are assigned by your boss to develop a policy statement regarding acceptable
Attend a staff meeting of an organization on your campus. Obtain permission first if the meeting is not open to the public, explaining that your purpose for attending the meet¬ ing is to study meeting dynamics for a class project. Evaluate the meeting according to the guidelines presented in the
Using the findings from your survey or interviews on collaboration technologies from Exercise 12 or 13, prepare a 3-minute briefing for your class. Make sure you follow the guidelines presented in the chapter on making effective presentations.
Collect the same type of information requested in Exercise 12 from at least six people using interviews rather than an e-mail survey. Once you have your results, write a memo report¬ ing them to your instructor; make sure you include your interview questions.
Design a template that allows you to collect answers to at least 10 different questions regarding a particular type of collaboration technology (e.g., e-mail, instant messaging, video conferencing, and so on) from family members, friends, or work colleagues who are not in your class and are regular
In what project situations would the richness of face-to-face communication be a draw¬ back rather than advantage? Which communication method would be preferable in those situations, and why?
Using the concept of information richness, give examples of project-related messages best conveyed face-to-face or using telephone, instant messaging, and e-mail.
Describe and contrast different types of administrative closure communication for a pro¬ ject that was successfully completed versus one that was stopped due to unnatural termination.
Describe and contrast three different types of performance reports.
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