Project Management: The Managerial Process (McGraw-Hill International Editions: Management & Organization Series) International Edition Clifford F. Gray, Erik W. Larson - Solutions

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One tool used in project scope management is: 3. (b)(a) the Gantt chart.(b) the work breakdown structure (WBS).(c) the project communications plan.(d) the organization’s Six Sigma policy.
In project management, an assumption is: 2. (c)(a) something to be avoided at all costs.(b) something that limits your choices and options.(c) something treated as true in the absence of certain knowledge.(d) something that only affects the project on which you are working.
Two fundamental characteristics of a project are: 1. (c)(a) programs and portfolios.(b) process groups and knowledge areas.(c) temporary and unique.(d) PERT and CPM.
What suggestions would you have for Thomas in managing this project?
How well is Thomas dealing with these issues?
What are the issues confronting Thomas in this case?
Interview someone who has worked or lived in a foreign country for more than two months.a. What was their experience with culture shock?b. What did they learn about the culture of the country they lived in?c. What advice would they give to someone who would be working on a project in that country?
Do the risk levels for this project match the firm's profile for risk?
What is the firm's level of experience with multicultural projects?
Are the board of directors and senior management committed to this global venture?
Are financial resources adequate? Is financing available at home or abroad?
How do past success factors match with global ventures?
Is demand growing in other developing nations so that a global presence is necessary to succeed?
Does the firm have inadequate core competencies requiring an alliance or merger project?
Imagine you are conducting an audit of the International Space Station project. Research press coverage and the Internet to collect information on the current status of the project. What are the successes and failures to date? What forecasts would you make about the completion of the project, and
Why should you separate performance reviews from pay reviews? How?
What personal characteristics and skills would you look for in selecting a project audit leader?
Why is it difficult to perform a truly independent, objective audit?
How does the project audit differ from the performance measurement control system discussed in Chapter 12?
You are asked to explain the actual and estimated future performance of your project to top management. Past experience has taught you that they are not impressed with reams of computer output of tables and graphs. They prefer a twoto four-page written summary of present and forecasted status of
Decide which activities you would add the additional development manpower to(at a cost of +$50 an hour) in order to meet the June 13 deadline. (Note: A development team would be added to the assembly team in order to expedite the system hardwarelsoftware tests.) What would the EAC be for the
Management is insisting that the project be done no later than June 13 or else.They are willing to add additional manpower to development teams to speed up completion of the project. The cost will be an additional $50 per hour for each development team. You have forecasted that the impact of adding
What is the new EAC for the project? How long should the project take given these revised estimates?
What is the forecasted cost at completion (FAC)? What is the budgeted cost for the work remaining?
How is the project progressing in terms of cost and schedule? What activities have gone well? What activities have not gone well?
What is the forecasted cost at completion (FAC)? What is the budgeted cost for the work remaining?
How is the project progressing in terms of cost and schedule? What activities have gone well? What activities have not gone well?
What is the forecasted cost at completion (FAC)? What is the budgeted cost for the work remaining?
How is the project progressing in terms of cost and schedule? What activities have gone well? What activities have not gone well? What is the present and future impact of having only one design team?
What is the forecasted cost at completion (FAC)? What is the budgeted cost for the work remaining?
How is the project progressing in terms of cost and schedule? What activities have gone well? What activities have not gone well?
Compute the cost and percent complete index. What can you say about the performance for each project? Note: For the following earned-value exercises 3 through 6, make the following assump- tions: 1. Assign costs linearly when percent complete rule 3 is used in baselines and status reports. 2.
Fiberoptik Ltd. is installing fiber-optic lines into two identical ENTEL production facilities in different counties in the United Kingdom. Both projects have cost estimates of £50,000 per week and are scheduled to be completed in 30 weeks. The following actual and earned value data (in thousands
Given the following information for the latest period (5), answer the questions below:Actual costs to date are $550.The original budget through period 5 was $350.The revised costs for the project at completion (EAC) are $9,000.The sum of the earned values to date is $400.The total original budget
What are the differences among BAC, EAC, and FAC?
Costs can be aggregated or disaggregated horizontally and vertically. What are the advantages of this system?
How does a project rollup help identify project cost and schedule problems?
How does a baseline facilitate integrating the planning and controlling of projects?
For what kinds of projects would you recommend that a fixed-price contract be used? FC what kinds of projects would you recommend that a cost-plus contract be used?
Enter "partnering" in an Internet search engine and browse different web sites containing information on partnering (you may have to narrow your search to "project partnering" or"construction partnering"). Who appears to be interested in partnering? What kinds of projects is partnering being
Break into groups of 4-5 students. Assign half of the groups the role of Owner and the other half the role of Contractor.Owners: After saving for many years you are about to hire a contractor to build your "dream home." What are your objectives for this project? What concerns or issues do you have
What action would you take to keep the project on track?
If you were Karin, what would you do to get this project back on track?
Why does this attempt at project partnering appear to be failing?
Why is the principle negotiation approach recommended for negotiating agreements on projects?
What does the term "escalate" refer to, and why is it essential to project partnering success?
Why do proponents of partnering claim that it is a proactive approach to managing projects?
Why should contractors and owners want to enter a partnering arrangement with each other?
What should Jobe recommend to Gatenby?
Discuss the dilemma that Jobe now faces.
Why is it even more important that project team members work well together on in- ternational projects such as Project Abu Dhabi?
Evaluate the criteria FEL uses to assign managers to project teams. What efficiencies do these criteria create? What are the resulting problems?
What should she do between now and the next meeting?
What can she do to overcome these barriers?
What barriers is she likely to encounter in completing this project?
Critique Briggs's management of the first meeting. What, if anything, should she have done differently?
Apply the Vroom and Jago decision-making model to identify which decision-making approach you should use for each of the following problem scenarios. Do you agree with the choice?a. You are the project leader for Casino Night on campus, a charitable event organized by your group to raise money for
The following activities are based on a recently completed group project that you have been involved in. This project may have been a student project, a work project, or an extracumcular project.a. Analyze the development of the team in terms of the five-phase model and the punctuated equilibrium
Which of the two models of team development does the best job of describing how groups evolve? Why?
What information will and won't be exchanged?
How will the team members communicate among themselves?
How will all involved parties be kept informed of deliverables, schedule dates, expectations, etc.?
What are the roles and responsibilities of each organization (reviewer, approver, creator, user)?
What department or organizations will the team need to interact with during the project?
How could she have managed the conversion project better?
What mistakes did Young make that contributed to the problems at the end of the case?
How would you respond to the director?
Each of the following three mini-case scenarios involve ethical dilemmas associated wit project management. How would you respond to each situation, and why?
Identify an important relationship (co-worker, boss, friend) in which you are having trouble gaining cooperation. Assess this relationship in terms of the influence currency model. What kinds of influence currency have you been exchanging in this relationship? Is the "bank account" for this
You are organizing an AIDS benefit concert in your hometown that will feature local heavy metal rock groups and guest speakers. Draw a dependency map identify~ng the major groups of people that are likely to affect the success of this project. Who do you think will be most cooperative? Who do you
Access the Keirsey Temperament Sorter Questionnaire at http://sunsite.unc.eddpersonality/keirsey.htm1. Respond to the interactive questionnaire to identify your temperament type.Read supportive documents associated with your type. What does this material suggest arthe kinds of projects that would
Which of the nine traits/skills associated with being an effective project manager is the most important? The least important? Why?
What sources of influence do I have relative to those on whom I depend?
What is the current status of the relationship I have with the people I depend on?
How do these different people view the project (supporters, indifferent, antagonists)?
What differences exist between myself and the people on whom I depend (goals, values, pressures, working styles, risks)?
Who is likely to support this plan? Who is not likely to support this plan?
How well do you believe these changes deal with the problems identified in Part A?
What are the major changes between this plan and the way ORION has managed projects in the past?
What could the management at M&M do to more effectively manage situations like this?
What advantages and disadvantages of a matrix type organization are apparent from this case?
What, if anything, could Palmer have done to avoid losing Olds?
If you were Palmer at the end of the case, how would you respond?
Going to college is analogous to working in a matrix environment in that most students take more than one class and must distribute their time across multiple classes. What problems does this create for you? How does it affect your performance? How could the system be better managed to make your
You work for LL Company, which manufacturers high-end optical scopes for hunting rifles.LL Company has been the market leader for the past 20 years and has decided to diversify by applying its technology to develop a top-quality binocular. What kind of project management structure would you
This exercise takes a look at the culture of a successful high-tech company, Hewlett-Packard(HP). Explore its Web site (http://www.hp.com/). In particular click on the sections contained in "About Hewlett-Packard" (http//www.hp.com/abouthp/AboutHI!html), and especially review the section about the
Under what conditions would it be advisable to use a project matrix instead of a dedicated project team?
What distinguishes a functional matrix from a project matrix?
Assume the network and data that follow. Compute the total direct cost for each project duration. If the indirect costs for each project duration are $450 (21 time units), $400 (20),$350 (19), 300 (18), $250 (17), and $200 (16), compute the total project cost for each project duration. What
Assume the network and data that follow. Compute the total direct cost for each project duration. If the indirect costs for each project duration are $150 (17 time units), $140 (16),$130 (15), $120 (14), $110 (13), and $100 (12), compute the total project cost for each duration. What duration
Assume the network and data that follow. Compute the total direct cost for each project duration. If the indirect costs for each project duration are $400 (18 time units), $350 (17),$300 (16), $250 (IS), $200 (14), and $150 (13), compute the total project cost for each duration. Plot the total
Sensitive and insensitive networks should be viewed differently when considering compressing a project. Explain in detail the risks involved in crashing each type of project network.
Why are indirect costs significant in analysis of potential project alternatives?
When compressing project durations, you should avoid providing across-the-board funds.Why?
How can a cost-time graph be used by the project manager? Explain.
Identify five indirect costs you might find on a moderately complex project. Why are these.costs classified as indirect?
Develop a risk response matrix similar to Figure 54 to outline how you would deal with each of the risks.
Use a risk assessment matrix similar to Figure 5-2 to analyze identified risks.
Identify potential risks associated with this project. Try to come up with at least 5 different risks.
The chances of risk events occumng and their respective costs increasing change over the project life cycle. What is the significance of this phenomenon to a project manager?

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Project Management: The Managerial Process (McGraw-Hill International Editions: Management & Organization Series) International Edition Clifford F. Gray, Erik W. Larson - Solutions

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