Successful Project Management 3rd Edition Larry Richman - Solutions

Discover the ultimate resource for mastering "Successful Project Management 3rd Edition" by Larry Richman. Access our online answers key and comprehensive solution manual, complete with solutions in PDF format. Dive into solved problems, offering detailed questions and answers within our extensive test bank. Explore chapter solutions with step-by-step answers, tailored for both students and instructors through our instructor manual. This textbook is your go-to guide for understanding project management concepts. Enjoy the convenience of free download options, providing invaluable support for your academic journey.

What special challenges have you faced in managing the legal and administrative constraints of your public-sector projects?
What have you discovered about stakeholder risk tolerances and preferences in public-sector projects?
What methods do you use for risk monitoring and control? Do you actively engage in risk management throughout the project, or is it a one-time analysis?
What challenges have you found in managing risks for public sector projects? What risk management processes have you employed? What risks specific to public-sector projects have you experienced?
What other categories of project risk can you think of for public sector projects?
Foraprojectyouarefamiliarwith,createaone-pagestatusreport.Choosetheelementsofthereportcarefullyandidentifywherecharts orgraphsmightbeusedtocommunicateinformation.
Foraprojectyouarefamiliarwith,createaprojectcommunications planusingthetemplateprovided.Payspecialattentiontotheneeds ofstakeholders,likethepressorlegislators,whocannotbereached usingstandardcommunicationsmethods.
Whatotherbestpracticesformanagingcommunicationsinpublic sectorprojectscanyouimagine?
Whatstrategieshaveyouusedforcapturingandmanagingknowl edge?Whatstrategiesandmechanismsdoyouemployforexplicit knowledge?Tacitknowledge?
What means of communications have you used to reach the public and the media? How have you interacted with oversight agencies to keep them informed?
What noise disrupts your communications?
What are the interests of your stakeholders? Were any of those interests surprising to you?
What challenges have you faced in managing project stakeholders?How have you resolved problems? What skills did you apply?
Who are the stakeholders of your projects? Is the public involved?What about oversight agencies, the press, and legislators?
Forthefollowingsituation,identifytheparties,theirpositions,their interests,andsomewin-winsolutions.Karen is the projectmanager responsible formanaging the developmentofanewpayrollsystemforthedepartment.Theproject isrelyingheavilyonasoftwarevendor.Ed,theITmanagerforthe department,
Createthenecessaryelementsofahumanresourceplanforaproject youarefamiliarwith.
What otherbestpracticescanyouimagine formanaginghuman resourcesinpublic-sectorprojects?
Whatdifferencesdoyouseebetweenmanagementandleadership?Howdoyouthinkbothapplytotheroleoftheprojectmanagerin public-sectorprojects?
Whathigh-performingprojectteamshaveyoubeenapartof?Which ofthesecharacteristicsdescribeyourexperience?Whatotherfactors doyouthinkcouldcontribute to thecreationofhigh-performing projectteams?
Whatchallengeshaveyoufacedinmanagingconflict inyourproj ects?Whatmeans have youused to resolve the conflict?What elementsoftheprinciplednegotiationsmethoddoyouthinkwould beuseful foryourprojects?
What experiences have you had in the motivation of project teammembers inpublic-sectorprojects?Haveyouapplied these theoriesorothers?Underwhatcircumstancesmighttheyworkor notwork?
Whatchallengeshaveyoufacedinbuildingateamorientationin public-sectorproject teams?Whathasworkedandwhathasnot worked?
What challenges have you had in acquiring a project team with the right skills and the time necessary to work on your projects?
What challenges have you encountered or can you imagine in the management of human resources in public-sector projects?
Useoneof themethodsdescribed toanalyzeanddocument the requirementsyouidentifiedinthelastexercise
Foraproject thatyouarefamiliarwith, identifyasetof require ments.Use‘‘shall’’todefinethem,andmakecertainthattheymeet thecriteriaforgoodrequirements.Howdotheserequirementsdiffer fromtheanswerstotheprecedingquestion?
Designaset ofqualitymetrics foraproject.Makesurethat the metricsmeet thecriteria listed inthischapterandaddressboth productandprojectmetrics.
What otherbestpractices canyou imagine formanagingproject qualityinpublic-sectororganizations?
Howdoyoudocumentandcommunicateprojectrequirements?How doyouensureagreementonrequirements?
Whichof thesemethodshaveyouemployedforrequirementselic itationforyourprojects?Howwellhavetheyworked?
What Lean methods have you employed? What has been your experience?
How do you identify project quality goals? What goals have you identified? Who is involved in these decisions?
What challenges have you encountered in achieving public-sector project quality objectives?
Assumethat:Theoriginalprojectbudgetwas$40,000.Theamountspenttodateis$10,000.TheCPIis1.2.Giventhat theCPI isabove1.0,will thenewestimateof the project’scostbehigherorlowerthantheoriginal$40,000?Whatis theEVinthiscase?Calculatethenewestimateassumingthatthe
Foraproject,youhaveidentifiedthefollowing:Youhavecompleted32taskstodatewithacombinedbudgetedcost of$24,000.Youhadplannedbythispointtohavecompleted34activitieswith
Whatotherbestpracticescanyouimagineformanagingprojectcosts inpublic-sectorprojects?
Whatcostmanagementchallengeshaveyoufacedinyourprojects?Dopublic-sectoraccountingandpurchasingprocessesaddcoststo yourprojects?Whatotherfactorsincreaseyourprojectcosts?
Whatchallengeshaveyouexperiencedinestimatingcostsforyour projects?Whatcost-estimatingmethodshaveyouused?Howaccu ratehaveyourestimatesbeen?
Whatchallengeshaveyouhadinmanagingprojectsacrossbudget cycles?Whattoolshaveyouusedtomakethosetransitionsacross budgets?
Whatchallengeshaveyouencounteredinidentifying project costs or applying cost management in your public-sector projects?
For the critical path identified, compress the duration of that path by 10 percent.
Calculate the critical path through the project network diagram for the project.
For the project, create a summary RBS listing the resources neces sary for the project.
Using the activities identified earlier, create a project network diagram for your project using the AON method.
Analyze the following sets of activities and identify which are mandatory and which are discretionary. What risks are being avoided by the discretionary dependencies, and what risks are being increased?Putting the frame of the house on the foundation after the founda tion has been poured Building
For a project you are familiar with, decompose several deliverables and identify the necessary activities for creating those deliverables.
What other best practices can you imagine for project time manage ment in public-sector organizations?
What challenges do you face in managing project time in public sector projects?
Forapublic-sectorproject youare familiarwith, createaWBS, decomposingitasfarasnecessary.
Forthatproject,buildascopemanagementplan.
For aproject that you can imagine embarking on, identify the questionsthatyoucouldasktohelpdefineprojectscope.
What otherbestpractices canyou imagine formanagingproject scopeinpublic-sectororganizations?
Howdoyouhandoffdeliverablestoyourstakeholders?Dotheysign offonacceptance?Howcouldyouimprovethatprocess?
Whatprocessesdoyourprojectsusefordeterminingwhetherornot toacceptproposedscopechanges?Wheredo thosechangescome from?What couldbedone inyourorganizationtobettermanage scopechanges?
Doyourprojectscreateascopemanagementplan?Whatelements wouldbeusefultoincludeinascopemanagementplanifyouwereto createone?Doyouhavestandardorganizationalprocessesforscope management?
Whatchallengesdoyoufaceinmanagingprojectscopeforpublic sectorprojects?
Identifynecessaryelementsof theprojectplanforapublic-sector project.
Foraprojectthatyouarefamiliarwith,createaprojectcharterusing thetemplateprovided.
Whatotherimpactsarecreatedwhensimplechangesaremadein your projects (e.g., a delayed deliverable)?Howwell are those changesintegratedintotheprojectplan?
What activities do youget engaged in that donot support the progressof yourproject?Howmuchof your time is takenupby activitiesthatonlyindirectlysupportthegoalsoftheproject?
Whatdoprojectcharterdocumentslooklikeinyourorganization?Do youhaveacharterdocument?What canyoudo tobuildasolid processforprojectinitiation?
Who are the influencers of your public-sector projects? What areas have you been drawn into that lie outside of your usual area of interest? What strategies have you engaged in for integrating the influencers of your projects?
FortheApolloProjectdescribedearlier, identifysomedeliverables andsomeactivitiesthatwouldbeundertakentocreatethem.Make sure that youusenouns for the deliverables andverbs for the activities.
Foraprojectyouarefamiliarwith, identifywhichoftheprocesses listedthatyouwouldapply.Whywouldyouapplythose?
Foraprojectyouarefamiliarwith,breakitdownintologicalphases.Whatarethedeliverablesofeachphase?
What skills do you thinkprojectmanagers in thepublic sector require?Whatskillsaremost important?Howcanthoseskillsbe learnedortransferred?
Inwhatwaysdoyourprojectsrequiretrade-offstobemade?What happenswhensomeonedemandsanincrease inscopewithouta correspondingincreaseinresourcesortime?Whatoptionsdoyou haveforresponding?
WhatexperienceshaveyouhadwithaPMO?DoyouthinkaPMO wouldbeofusetoyouragency?Whatwoulditsmissionbe?
Whattypesofpublic-sectorprojectshaveyoubeenengagedin?What otherscanyouimagine?
Createafive-stepprocess formeasuringtheprojectmanagement maturityoftheagenciesthatyouworkwith.Rateyouragencyand theagenciestheyinteractwith.
Foryouragencyorapublicorganizationyouarefamiliarwith,create ariskanalysis framework like theonedescribed inthechapter.Identifytheprojectmanagementmethodsyouwill applytoeach projectriskclass.
Inadditiontothoselistedinthechapter,whatothercriticalsuccess factorscanyouimagineforpublic-sectorprojects?
Whatarethedownsidesofprojectmanagementinyourexperience?Whatkindsofreactionswouldyouhavetotheintroductionofproject managementmethodsintoyourorganization?
Whatexamplesofmagical thinkinghaveyouseen?Howcanthat magicalthinkingbeprevented?
Howcouldprojectmanagementimproveyouragencyortheagencies youareinvolvedwith?Isitworththeinvestment?
Whatcausesyourpublic-sectorprojectstofail?Howwouldyouknow ifaprojecthasfailed?
Identifyapublic-sectororganization. Identifythepressures (e.g., financial, competitive, technological,workforce) that itmight be facing.Createalist.Forthepressuresonthatlist,createasecond column identifying strategies (projects) for coping with those challenges.
What management tools do you think will be effective in the public sector in the future?
Howcanyoubuildasustainable work life—one that you can sustain for the long term?
What are the implications of the changes in the workplace? Is the workplace more stressful? Are resources less available? Are you being asked to do more with less? Is it harder to separate work and home? When will things change?
When a project schedule is slipping, corrective action might entail all of the following except:(a) adding more or higher-skilled personnel.(b) adding additional equipment or other resources.(c) changing the sequence to allow activities to be done in parallel or to overlap.(d) negotiating with
A risk response plan includes all of the following except:(a) possible risks, potential causes, and how they may affect the project.(b) a prioritized list of project risks, their owners, and planned responses.(c) warning signs of a possible risk occurrence.(d) a mitigation strategy to eliminate the
If you contract with a vendor to do a job for $90 per hour, you are using which type of contract?(a) Fixed-price(b) Unit-price(c) Cost-plus(d) Incentive
A planning tool that displays the levels of project work is a:(a) Gantt chart.(b) Pareto diagram.(c) skills inventory.(d) work breakdown structure.
When using a cost-plus contract, who assumes the risk of unforeseen problems?(a) Contractor(b) Project manager(c) Worker(d) No one
Which of the following is true about earned value analysis?(a) Schedule variance is determined by subtracting the earned value from the planned value.(b) The cost performance index is a ratio of budgeted costs to actual costs.(c) Cost variance is determined by subtracting the earned value from the
Which of the statements below correctly identifies the relationship between project personnel?(a) Functional managers lead project team members.(b) Team members work with the project manager in the planning process.(c) Customers and project sponsors determine the sequence of individual project
Budget cuts and cash flow problems are examples of:(a) logistical risks.(b) mitigation strategies.(c) financial risks.(d) contingency reserves.
Which of the following is true about activities on the critical path?(a) The late start and early finish are the same.(b) The early start and late start are the same.(c) The early start and early finish are the same.(d) The early start and late finish are the same.
Which of the following is true about work breakdown structures?(a) Each box is a summary of the boxes in the levels below it.(b) The sum total of boxes must represent the complete project.(c) The boxes in the top level are called work packages.(d) The diagram should represent a logical or time
Which of the following is true about evaluating team performance?(a) Team performance should be audited weekly to ensure schedules are met.(b) If consistent data are gathered over time, periodic reviews are not needed.(c) Team performance should not be compared with other companies since every
Which of the following statements is not true about the skills of a project manager?(a) The stronger a project manager’s interpersonal skills, the greater the chance of successfully leading the project team.(b) A successful project manager needs to understand the culture of the organization.(c) A
Which of the following is true about risk management?(a) Potential risks should be identified before the project begins and during the course of the project.(b) Risks are uncertain events that have a negative effect on the project;those with positive effects are not considered risks.(c) Risk
Which of the following is true in managing projects?(a) Accountability is an agreement between two or more people for the purpose of achieving a desired result.(b) Authority should be given commensurate with the responsibility.(c) Accountability is a detriment to good performance.(d) Responsibility
A rolling wave estimate would be most appropriate in which of the following situations?(a) In projects with greater risk(b) In times of inflation when the cost of materials is increasing rapidly(c) In projects with a unit-price contract(d) When a novice project manager is assigned to a project
Which of the following is true about project evaluations?(a) Reviews help ensure that the standards included in the project scope statement are being applied to the work.(b) Work on a project should be reviewed weekly as part of an ongoing quality assurance program.(c) Evaluation results should not
Which of the following is true about managing project objectives?(a) Logic network diagrams, schedules, and budget plans are used to manage the project.(b) A project activity that is completed early is a variance that causes no harm.(c) Quality and cost are more difficult to measure than scope and
Which of the following is not true of project management?(a) Project management skills can help you complete projects on time, on budget, and on target.(b) Project management is a reactive management style.(c) Project management helps you avoid serious errors of omission and eliminate costly
Which of the following is the most common type of activity relationship used in a network diagram?(a) Start-to-start(b) Finish-to-finish(c) Start-to-finish(d) Finish-to-start
The major organizational structures are:(a) functional, project, and matrix.(b) project, operational, and functional.(c) reactive, proactive, and functional.(d) matrix, project, and operational.

Showing 3600 - 3700 of 5374

First
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
Last

Successful Project Management 3rd Edition Larry Richman - Solutions

Step by Step Answers