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business
project management the managerial process
Project Management 3rd Edition Harvey Maylor - Solutions
11 Why is it necessary to ensure that the style of management meets the culture of the organisation?
10 Distinguish between the four basic types of organisational culture as outlined by Handy (1985). Give examples of each and show how each meets the needs or constraints imposed on the organisation in which they operate.
7 Compare the work of the major thinkers on motivation. What influence has each had on modern management?
6 From your analysis in Question 5, show what strategies you are going to use to keep yourself on track to the targets you have set for yourself.
5 Using Table 10.1, examine your own time-management performance over the period of one or two days. How does this relate to the goals that you have set yourself?
4 Why might the study of time management be fundamental to a project manager?
3 What are the influences from within an organisation on the role that a project manager takes?
2 Show the influences that an individual project manager will bring to the role.
1 Differentiate between the tasks of leading and managing a project.
5 Would employing a personal assistant for John really 'add value' or just be another overhead cost on the company?
4 How could he improve his time planning?
3 How effective do you feel John's 'management by walking about' is?
2 Discuss how he uses his time - what are the main problems?
1 Identify the tasks which John should have done himself and those which he should have delegated.
14 Discuss the statement that 'project meetings regularly take up too much time and achieve very little'.
13 What actions can the project manager take to try to ensure effective teamwork?
12 Using Belbin's character profiles, indicate which of these you feel best applies to you. You may like to apply this to a group in which you are working by then analysing each other's characteristics.
11 How might a knowledge of the life-cycle of teams help the project manager?
10 Why should project managers concern themselves with the way the groups they are working with interact?
9 How do the ideas of the 'seamless enterprise' differ from those of matrix management and those of functional management?
8 Why should an organisation consider it very carefully before attempting to use matrix management?
7 Briefly describe the three basic types of matrix organisation.
6 Why should an organisation use the matrix structure?
5 Why is the 'pure project' organisation a useful structure?
4 Why is the subject of organisational structure so important?
3 Briefly list the other ways in which an organisation may be structured.
2 What are the disadvantages of the functional organisation?
1 Why is the functional organisation prevalent in modem business?
11 You are in charge of a new product launch. This will be a formal press launch, where the product is introduced by your managing director and the press and major customers have the opportunity to see the product for the first time.The formalities are to be preceded by a buffet. Before hiring the
10 A construction project requires fve major pieces of work to be completed which are independent. These five paths have variances as given in Table 8.15. Determine the probability that the project will be completed within:(a) 18 weeks.(b) 16 weeks.(c) 13 weeks.i8z I Phase Two - Design the project
9 Considering the critical path alone for the project Table 8.14, calculate the activity variances and the total variance of the critical path. From this, calculate the standard deviation. Determine the probability of the project being com-pleted within the following times:(a) 30 days.(b) 40
8 Consider a project which may be carried out for reasons other than profit, such as building a non-toll road. How might the benefits of such a project be assessed to provide a justification for its being carried out?
7 What are contingencies and why should the project manager identify these?
6 What are the benefits of the 'tick-box approach' to quality assurance at a procedural level in a project for both the project team and the manager?
3 Evaluate, using discounting techniques, which option, lease or buy, is most financially beneficial in the scenario given in Table 8.13. You should consider the discount rate to be 10 per cent and the period of consideration to be five years.Table 8.13 BUY Lease Purchase/lease ccst £50 000 £10
In the development of the Sinclair C5 (a recumbent, electrically assisted tricycle) there was the opportunity to develop both new power supplies and new motors, but both required additional development time. The decision was taken to pro-ceed with existing technology - i n this case a conventional
From the network diagram shown in Fig. 8.8, identify the critical path and show the project duration. In Table 8.12 the crash cost per day is given along with the crash time. Use the information to show the sponsor cf this project the most economical way of taking two days out of the plan. You
What should happen as the project progresses to manage risk? Suggest a plan for the remainder of the project (the three months up to the business launch).
How scientific can the method that was used to rank the risks claim to be?
What further methods could have been used to generate ideas for the identifica-tion part of the risk process?
What is the difference between a 'product' and a 'service?'
What is 'quality?'
Evans the Steam' has set up a new business and secured a contract to build 32 locomotives for mountain railways, which are being reopened as tourist attrac-tions. The order is to be fulfilled in two batches of 16. The first locomotive takes 30 days to assemble with seven people working full-time on
In costing proposals, discuss the differences between top-down and bottom-up approaches.
Establish how both conformance aspects and performance aspects of projects tan be managed.
Define appropriate characteristics for quality;
Identify elements of cost and the process cf their compilation; » Demonstrate the role of budgets and haw plans impact these;
Identify the priority and role of costs in a project;
How would you deal with the argument that 'our project is too short to be including buffers into it'?
Carry out estimating on some tasks that you do regularly - the trip to work or place cf study, for instance. Compare your estimates with the times you actually take. What do you notice about your estimates?
What are the constraints in projects?How would you recognise them?
1 Why is there a need for a new consideration - such as through TOC?
Why would the removal of the supporting resource cause the method to be used in subsequent projects?
Identify the steps the firm took in this project. How did this contribute to the success?
What is the evidence to support the claim that this change was a success?
Discuss the relative merits of each of the methods for determining the time content of activities
Determine the ESTs, the LSTs, the project duration and the critical path activities.(b) Show the slack for each activity.(c) What further factors should be considered in order to give a better view of the realistic timescale for the organisation of the course?
Show the information given in Table 5.5 about project activities as an A-o-A dia-gram, using the notation of Fig. 5.13.(a) From your diagram, do the forward pass and calculate the minimum project duration.(b) Do the reverse pass and calculate the latest event times.
What further benefits may arise from using parallel activities, rather than sequential?
Show which activities you feel could be run alongside others (in parallel, rather than sequentially). Redraw the network diagram and calculate the new project duration.
From your diagram identify the total project duration.
6 Show the information given in Table 5.4 about a project activity as an A-o-A
5 Illustrate the differences between A-o-A and A-o-N methods.
4 Show the dissertation case example (Fig. 5.3) as an activity-on-arrow diagram.
3 Describe what is meant by 'precedence' and illustrate your answer with an appropriate example.
2 Discuss why graphical techniques for displaying plans are superior to verbal statements.
1 You have been put in charge of organising a group trip to visit a company in Japan which has expertise that you and your group are interested in finding out more about. Identify the constituent activities, their sequence and estimate the times that each of the activities will take. Show how you
What other tasks are going to get in the way of doing this (see multi-tasking in Chapter 6).
What are the likely pitfalls that may arise that would cause significant delay?
Do we have any previous experience of doing this? If so, how long did it take last time?
How precise do you need to be - is a rough/ballpark figure required or are we using this for detailed planning?
10 Using the University of Rummidge in Splot as a case, identify the key stakeholders and their requirements. What are the conflicts likely to be here, and how might they be resolved?
9 From a project with which you are familiar, how might providing gates and gate criteria have helped in its management?
8 What is the benefit to be gained from mapping a process before proceeding with the detailed planning?
7 Why is it important to know the customer for a proposal document?
6 When is it important for the brief to be highly precise and when should it be left as loose as possible?
5 To whom does the project manager have to 'sell' a proposal?
4 Why is the use of a work breakdown structure important to the project manager?
3 Identify the costs and potential negative effects of the misuse of plans.
2 Why should the plan be viewed as a value-adding activity?
1 Why would creativity be essential in a personal project, such as an assignment or dissertation? How might this be incorporated into your plan of work?
Demonstrate the importance of stakeholder management and the features of a basic communications plan.
Recognise the benefits of constructing a process map at this stage and identify a process mapping technique;
Construct basic stage-gate models;
Provide an outline of a project process;
Identify the need for and the features of a scope control system;
Demonstrate the role and importance of creativity in projects:
10 Why is it so important for project activities to be in line with organisational strategy?
9 What is a trade-off in the context of a project that you are involved with? How did you resolve the problem of choosing which aspect you would compromise on? Was this the right choice?
8 What is the difference between conformance and performance objectives?
7 Why is an aggregate project plan beneficial for an organisation that pursues a number of projects at the same time?
6 At the project level, what is the strategy process?
5 What is the role of strategy in project management?
4 What is coherence and why is it worth pursuing?
3 What are the impacts at a project level of poor strategy processes?
2 What does 'the system' mean in the context of project management?
1 Is there more to project management than a Gantt chart?
3 How might the measures of success change over time?
2 Use the iron triangle to produce a prioritised set of objectives for the project.
1 Under what circumstances might this approach to selection be beneficial?
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