Evolving Toolbox For Complex Project Management 1st Edition Alex Gorod - Solutions

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Show a separate graph of the constraint lines and feasible solutions for each of the following constraints:a. x1 0.25 (x1 + x2)b. x2 0.10 (x1 + x2)c. x1 0.50 (x1 + x2)
Show a separate graph of the constraint lines and feasible solutions for each of the following constraints:a. 3x1 + 2x2 18b. 12x1 + 8x2 480c. 5x1 + 10x2 ¼ 200
Find the feasible solution points for the following constraints:a. 4x1 + 2x2 16b. 4x1 + 2x2 16c. 4x1 + 2x2 ¼ 16
Which of the following mathematical relationships could be found in a linear programming model, and which could not? For the relationships that are unacceptable for linear programmes, state why.a. 1x1 + 2x2 1x3 70b. 2x1 2x3 ¼ 50c. 1x1 2x 2 2 + 4x3 10d. ffiffiffiffiffi x 1 p3 + 2x2 1x3
Interpret the computer solution to a linear programming problem.
Solve a two variable linear programming problem.
Formulate a linear programme.
Information about the breakeven sales volume if new sewing equipment is purchased. 2 Information about the breakeven sales volume if second hand sewing equipment is purchased. 3 Any other advice you can give that would help the Cooperative decide what to do.
Preliminary plans are under way for the construction of a new stadium for a football team in Italy. Officials have questioned the number and profitability of the luxury corporate boxes planned for the upper deck of the stadium. Corporations and selected individuals may buy the boxes for E100 000
Variable production and material costs are estimated to be E3 per DVD. Demand over the life of the DVD is estimated to be 4000 copies. The publisher plans to sell the DVD to college and university bookstores for E20 each.a. What is the breakeven point?b. What profit or loss can be anticipated with
Naser Publishing Company is considering publishing a DVD on spreadsheet applications for business. The fixed cost of preparation, design and production setup is estimated to be E80
Micromedia is a small computer training company based in South Africa. The company organizes training workshops for local employees who want to improve their skills in word processing, spreadsheets and so on. Micromedia is currently planning a two-day workshop on the use of Microsoft Excel in
The O’Neill Shoe Manufacturing Company in Ireland will produce a special-style shoe if the order size is large enough to provide a reasonable profit. For each special-style order, the company incurs a fixed cost of E1000 for the production setup. The variable cost is E30 per pair, and each pair
For most products, higher prices result in a decreased demand, whereas lower prices result in an increased demand. Let: d ¼ annual demand for a product in units p ¼ price per unit Assume that a firm accepts the following price-demand relationship as being realistic: d ¼ 800 10p where p must be
A food store in Glasgow specializes in selling organic produce to local restaurants. In the summer it buys fresh raspberries (a Scottish delicacy) from two authorized organic farms in Tayside – the McGregor Farm and the Campbell Farm. Raspberries are supplied ready for sale in cartons containing
Suppose you are going on a weekend trip to a city that is d kilometres away. Develop a model that determines your round-trip fuel costs. What assumptions or approximations are necessary? Are these assumptions or approximations acceptable to you?
Suppose that a manager has a choice between the following two mathematical models of a given situation: (a) a relatively simple model that is a reasonable approximation of the real situation, and (b) a thorough and complex model that is the most accurate mathematical representation of the real
What are the advantages of analyzing and experimenting with a model as opposed to a real object or situation?
A firm has just completed a new plant that will produce more than 500 different products, using more than 50 different production lines and machines. The production scheduling decisions are critical in that sales will be lost if customer demands are not met on time. If no individual in the firm has
Discuss the different roles played by the qualitative and quantitative approaches to managerial decision making. Why is it important for a manager or decision maker to have a good understanding of both of these approaches to decision making?
List and discuss the different stages of the management science approach.
Describe the management science approach or methodology l Build and use simple quantitative models
Detail areas in business where management science is commonly used
Explain what management science is
• Determine the purpose of the co-creation session related to your innovation. • Select the participants that you need to include in this session to achieve the purpose. • Plan the agenda of the co-creation session, and identify techniques needed in the session to achieve the purpose.
Select the co-creation tool and apply it on the same project as Question
• Explain the main conclusions as part of the A3AO. • What will be the main discussion from a general manager’s perspective? • Who would be interested in viewing the physical view? • How could you as a project manager apply this sheet to improve the services?
Select the A3AO tool and apply it on the same project as Question
Select an innovative project as a topic for this assignment, and apply the following questions on that project:• Make an inventory of stakeholders and their concerns. • Use this inventory to analyze the current knowledge level and expectations of these stakeholders related to your innovation.
When should traditional risk assessment techniques be used and when should systemic ones be used?
When might undertaking a risk workshop make sense (and where might it not make sense)?
What are the benefits and disadvantages of taking a systemic approach to risk assessment?
How do you see the application of the Sensitivity Model for your organization, your complex project?
How do you see the application of the Syntegration framework within your organization, your complex project?
What would you think are the benefits of the Syntegration process in engaging stakeholders in complex projects?
Please discuss and map the current situations, complex challenges of your organization, joint-project, etc. on the double S-curves.
It is impossible to optimize a system for all system qualities that are important for its stakeholders. Therefore, it is necessary to identify the interrelationships between system qualities and determine whether one quality would positively or negatively affect any other system qualities.
Most often modularity and interoperability serve as means to achieve higher level ilities. Discuss how modularity and interoperability can serve as means to achieve adaptability, resilience, and agility for the given PEAK system or a complex engineering system of interest to you.
Look at the disaster assistance system (PEAK) presented in this chapter. Discuss the definitions of adaptability, resilience, and agility for the disaster assistance system (PEAK). Alternatively identify a complex engineering system of interest to you and discuss what adaptability, resilience, and
What in your opinion prevents project managers from widespread use of simulations? Why? Please, explain your point of view.
What practical recommendations would you provide to a project manager?
What are the main modeling approaches for the simulation of complex projects? What are their differences, advantages, and drawbacks?
What are the key sources of risk in the management of complex projects?
How would you suggest fixing project management problems applying a systemic perspective?
What are ineffective remedies that managers typically use in practice? Why do these measures fail to fix the project?
What is counter-intuitive in the system behavior of complex projects?
Why do projects fail from the simulation experience perspective?
Why is it beneficial to use simulation for complex projects? What advantages does simulation provide?
What would you do to intervene in each of the six networks so that project team collaboration may be improved.
Which project network is collaborating most well?
Explain your observations of what is going on in each of the six sociograms.
Can you recall a project leader who effectively used data and information visualization, knowledge visualization, and team facilitation to address project complexity and uncertainty? What were the tools used, when were they used, and how were they facilitated? Can you model this yourself?
The next time you use a project management visualization form, try to list its type (data, information, concept, metaphor, or strategy) and use to communicate (data, information, or knowledge). Does this help you select the right visualization tool?
How well did team activities you participated in complete a full sensemaking loop to produce a real cycle of learning? Can you explain success or failure based on components of that loop? What visual models and visualizations were used in the process, and did they encourage team knowledge transfer
Can you “map” a complex project in your experience across the three dimensions of “fact,” “faith,” and “interaction” in order to gain better insight into its eventual performance? Try to build a visual model (a diagram) of this.
How can we evolve the current tools so that they can be used with highly complex projects?
How can PT&E and model-based T&E benefit from the current tools?
What combination of T&E tools are appropriate for any given complex project?
Consider how the investigation of the discrepancy between council KPIs, tenant satisfaction survey results and what local councillors were reporting from their surgeries would have been different if the assessment had been undertaken from the perspective of the council rather than the tenants.
The original purpose of the housing maintenance and repair system was to ‘manage all activity in order to meet the targets and keep down costs’. How did this influence the patterns of behaviour and the structure of the original housing maintenance and repair system?
What was the main aspect that enabled Portsmouth Council to successfully apply systems thinking in its Housing Maintenance and Repair department? Why is this important?
In the example, what were the key ‘emergent properties’ of the system that could not have been predicted by simply looking at the individual parts of the system?
How would you recognise a complex project? What should you look for?
Come up with three great name options for the product. What are the strengths and weaknesses of each name? Which of the three is the best option? Why
Identify protectable aspects of project’s IP. What steps would you take to protect project’s IP? Why would you take these steps and not the alternatives?
As a project manager, should you be concerned about any IP issues in your project?
If a DRB recommendation is rejected, require subsequent mediation. This imposes a cooling-off period and analysis of the recommendation by an experienced neutral party, which should help resolve the dispute.
Include a DRB in the contract; the DRB hearing and recommendation should be a condition prior to any formal legal action.
Use a dispute resolution clause that meets the project’s needs in terms of timeliness, flexibility and finality—there are creative options beyond arbitration and litigation.
Mandate prompt elevation of unresolved issues to management by requiring the completion of project-level negotiations within 45 days of a finding of entitlement—otherwise, the issue will be elevated to senior management.
Require that once entitlement is agreed upon, settlement negotiations shall commence within 30days. The longer it takes to proceed to the negotiation table, the larger the claim is likely to be.
Require prompt claim review by mandating a specific timeframe for the owner representative’s response to claims submittals.
Specify what must be included in a properly documented claim, stating that the contractor (as claimant) bears the burden of proving entitlement, causation and damages.
Require the submittal of claims immediately after a disputed event is completed. Impose a deadline for fully documented claim submittals within 30–60days of the event’s completion.
Identify disputes early by including reasonable but not impossible, timeframes for providing written notice to the owner.
Use partnering to build and sustain project teams and to address (or prevent) difficult technical, communication or relationship issues.
Assign risks to the party best able to manage (or share) them, rather than simply trying to offload as many risks as possible.
Involve a contractor to provide constructability input on the design.
Select the most suitable contractual and procurement models.
Choose the right design professionals/consultant and contractor.
What differences would you foresee for developing an efficient and effective online policy management program for a very large, mature, traditional (1) for-profit, (2) not-for-profit, (3) governmental, (4) international, or (5) educational organization?
How would you involve the upper echelon of a corporation (e.g., the board of directors) in your approach to develop an online policy management program for the same organization?
How would you develop an efficient and effective online policy management program for a very large, old, traditional organization (e.g., The World Bank)?
Describe the importance of project planning and control in LSCPs and identify the relevant project planning and control tools.
Provide an example of a tool that can be employed to manage and meet the concerns and expectations of key stakeholders in LSCPs?
Briefly describe the term complex project. What are the most frequently cited CSFs in LSCPs?
Describe the importance of project planning and control in LSCPs and identify the relevant project planning and control tools.
Provide an example of a tool that can be employed to manage and meet the concerns and expectations of key stakeholders in LSCPs?
Briefly describe the term complex project. What are the most frequently cited CSFs in LSCPs?
Consider a potential project for which CSG might be deployed. Given the considerations identified in Figure 9.14, what top three items might limit potential successful deployment of CSG? What strategies/actions might be pursued to enhance the prospects for successful deployment of CSG for the
Refer to Figure 9.10. For a familiar project, how would you distinguish between project team capacity and project demand for each of the seven dimensions? For the dimensions with the greatest gap, what would you suggest as explanations for the gap and what might be the potential impact of the gap?
For one of the pathologies identified in Question 2, construct a force field diagram that identifies both positive (enabling) forces and negative (constraining) forces that are influential in explaining the existence/state of the pathology.
Identify a problematic situation for a familiar project. From Table 9.4, select at least two pathologies that you suspect exist for the project. What evidence might you offer that demonstrates the existence of the pathology?
Refer to Table 9.1 and Figure 9.1. For a familiar project which of the complex problem domain attributes/conditions might apply to that project? What examples can you provide that support the existence of the attribute/condition?
Why? Can you shape the nature of complexity of your project? When? Why? How?
Why are projects complex? Did you make your current project into a complex system or was your project complex?
What kind of person are you: someone how likes to see the differences or the forms of integration between different parts of a project?
What are the impli- cations of these different ways of dividing work?
What are the different ways of dividing the work in a specific project?
How would you go about mixing different tools and approaches to develop a more customized approach to a particular negotiation?

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Evolving Toolbox For Complex Project Management 1st Edition Alex Gorod - Solutions

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