Professional Management Of Housekeeping Operations 4th Edition Thomas J. A. Jones, Robert J. Martin - Solutions

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6. If you cannot motivate people by reason, it is OK to motivate them by fear—or is it? Consider the application of this thinking in terms of success, apparent success, failure, or apparent failure?Written Assignments
5. Someone forgot to order a critical part for a breadboard. It costs$100. You think someone should use his or her personal credit card to buy the part quickly—but they might not get reimbursed. Your action is…?
4. Name some famous leaders in history. Were they participative, ruthless, or charismatic? Is “fame” always consistent with success?Discuss whether some “famous” leaders were actually figureheads of successful enterprises and not the cause of the enterprise’s success(or failure).
3. Are good leaders “humble”? How this is possible if one needs his or her leadership to be “confident”?
2. Discuss participative leadership in various circumstances. When might it work and not work?
1. Do you think the people on your program are out to make the program successful or out to make themselves successful? Or a combination of both? Or maybe there are some other motivations?
6. Can a progress report help you avoid claims? You say yes, and you are right; but, remember it is not part of your contract, so, how can it help?
5. You subcontract part of your program to a small firm. Things go badly for the company, and you hear a rumor that they are preparing to issue a claim against you. What do you do?
4. You have been working on a program for a year when you find that one of the requirements is physically impossible to achieve. Is this a potential claim situation? What if you signed an agreement that said you understood the contract requirements?
3. Your customer disapproves one of your drawings because she does not like the way you implemented the requirement. What discussion do you need to have with her? Do you think you might need to include your CA—and if so, when?
2. If you feel that a scope issue may arise, what are some of the immediate steps you should take in case the issue gets bigger rather than smaller?
1. Discuss some strategies on how to reduce the probability of needing a claim on a program.
4. One of your lead engineers has a very good rapport with a customer’s technical lead. You are worried that his desire to please his “friend”might cost your program in schedule and money. What should you do?Written Assignments
3. One of the most challenging issues in customer relationships is where to “draw the line” for gray-scope areas. What thinking should go into your line-drawing thinking?
2. A scope issue arises on your program, but you want to keep making progress. Your customer says, “Go ahead, we’ll work it out later.”How dangerous is this situation, and what should you do?
1. Claims are a great way to increase the dollar content of your program—true?
14. A functional manager tells you that one of the engineers on your program seems to be putting in fewer hours than he is reporting on his time entry. What is your first step? And then what?
13. The team has just achieved an important goal. It is not clear exactly which members contributed and to what degree. What do you do to get the proper recognition for the right folks?
12. Discuss ways to help the team transition between phases—for example, from design to qualification testing—what principles would you employ as the skills needed for the next phase change?
11. In a program review, a functional manager asks you a question that appears to be designed to expose your lack of knowledge on a technical aspect of your program. What might you do in that situation?Give some examples of what you probably should not do.
10. You are (fortunately) in the habit of reviewing charging on your program on a weekly basis. You see a new name and do not recognize the budget center. What do you do?
9. Do you use EVM to control costs? “Of course,” you say—“Of course not,” I say. Why? (Hint: “Control.”)
8. Your customer interprets a specification requirement differently from how you and your team interpret it. She had something entirely different in mind when she wrote it. If your interpretation is also valid, how do you handle the situation?
7. Demonstrations of equipment operation can be both good and bad for progress. Describe a few examples of both the good and bad effects of developing demos for customers.
6. What are some of the positive and negative aspects of formal program reviews?
5. You do not have a requirement for a monthly progress report on your program. Why would you want to write one?
4. In one page, not using text from this chapter, describe the major concepts of earned value management (EVM). In another page, describe some of the benefits and pitfalls of EVM.
3. Here is a challenge: One of your engineers finds a better approach to an amplifier design and wants to make a change. But the budget for that task is essentially gone. What can or should you do?
2. Is optimism an important leadership trait? Why?
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1. Do you have some good and bad leadership experiences? (This is a rhetorical question—we all have these experiences!) Tell us a good leadership story—we tend to remember these less!Running the Program
15. Your program is coming to an end. What thoughts might be in the minds of the people who are bringing it to conclusion?Written Assignments
14. Is it your job to “protect” the team from negative comments from customers or senior managers? What if the comment is about a particular engineer’s capability or dedication? What are the boundaries and the principles behind them for openly sharing information?
13. Can you give an example of when you were offered consideration by one of your leaders and how it made you feel about them (and them as representatives of the company or program)? For example, maybe they encouraged you to take some time off for a sick family member, or came to a funeral for one
12. Do you have some examples of “scope creep” that has come from the folks on the project? What about examples of customer-inspired scope creep—any examples of that?
11. Describe some good and bad approaches to performance coaching.(Have you ever been “coached” and was the technique effective?)
10. Discuss detecting problems by quantitative and qualitative ways.Consider some stories from people who have seen successful and unsuccessful use of each approach, which may be very valuable here.
9. Your program is beginning to slip schedule. What considerations should you have as you decide when and what to tell your senior management?How do you involve the team in this “disclosure” issue?
8. Can you use fear of the customer as a factor to encourage progress?
7. Describe the “art” of getting stuck engineers unstuck. What do you have to watch out for as you counsel them?
6. Discuss some of the issues regarding delayed or incorrect information that your customer is required to give you. Perhaps the class has some stories about this all-too-common issue.
5. Your customer has wrongly criticized your team’s technical performance.What do you tell them? What would be the approach if the criticism is actually justified?
Program Management in Defense and High Tech Environments
4. What are some ways that you can build a quality culture within your team? What is the basis for that culture and how do you magnify the natural tendency in most people to do a good job?170
3. Discuss some of the issues around scheduling, including how to“personalize” the program’s schedule and how to build ownership of the schedule.
2. John comes to you and says Mary stole his idea. What do you do now?
1. Do you have any stories about “sticking to the plan” versus “adapting the plan?” Try to find examples of when each approach was valuable or not valuable.
4. What are some of the advantages and disadvantages of utilizing contract engineers? Tell us a story about some experiences you may have had with one or more of them. Or, if you do not have that experience, tell us how you would select a good contract engineer.
3. What are some ways to establish a shared vision for the program?
2. Why is the selection of the team so important?
1. PMs are both managers and leaders. Describe how both roles come into play at the start of a program.
Do you have any stories to illustrate theory a or theory b?Written Assignments
b) The health and happiness of our people is the basis of our success!
a) We do not have time to care about people!
6. We are running a business here!
5. Discuss what “trust” means as a leadership value. What are some strategies to building a trusting culture, and what are some behaviors that can ruin that culture?
4. Do team-building exercises work? Are they always worth the expense? How can you design an exercise that is effective?
3. Sometimes it may be positive to outsource part of your product.What are some of the considerations if you would like to do so? Are other stakeholders affected? How can you make outsourcing a product more likely to succeed?
2. What are some of the considerations in selecting/appointing the sub-team leaders?
1. Discuss the importance of allocations and some of the issues around making “contracts” with the functional departments.
8. If you lose a bid, under what circumstances should your company issue a formal protest? What would be some of the valid, and some of the invalid, reasons for such an action? What would some of the ramifications on long-term working relations be if this is an ongoing customer on other programs?
7. If your proposal is rejected in favor of a competitor’s, what steps should you take to learn about why you lost? How do you deal with communicating the criticisms, some of which are very direct, to your team? To your senior management?
6. Assume you have been selected as a result of a competition for a complex program, and the customer wants to have a post-award meeting.What are your goals at such a meeting?
5. Describe each of the reviews that your proposal will have (Green Team, Red Team, Black Hat). What should be the outcome of each review, and how would you manage the introduction of that outcome to your team? What if you and/or your team disagree with the reviewers’ comments?
4. Create a “risk register” for a sample program of your choice. In a real proposal, what steps or strategies would you use to identify and then evaluate these risks?
3. Your proposal team is being formed, but you have had a limited say in who is assigned. What considerations would you use in dividing up the work?
2. Suppose your potential customer has not identified selection criteria.What aspects of your proposal are likely to be most important to him or her? Is there some appropriate way that you can explore or infer what these might be?
Program Management in Defense and High Tech Environments
1. Describe some effective ways of gathering information to influence a bid–no bid decision. Give some examples of legal approaches to getting information related to the proposal and your competitors’strategy. What steps or practices would be unethical?80
8. Hold a simulated “post-award” conference with this premise: The customer is concerned that the bidder is looking to find loopholes in the specifications, and the bidder is concerned that the customer’s expectations go beyond what’s specified.Written Assignments
7. Assume you have submitted your proposal and have made the final cut—it is your company against two others. You have been asked to develop a BAFO. What thinking should go into this process?
6. You are about to present your proposal to senior management for sign-off. Your company has an expected template for this review, but your job is to communicate why the proposal is worthy to be submitted and why the pricing is correct. Beyond the template, what can you do to ensure a successful
5. As the price is being developed, some functions seem to be too aggressive, and others appear to be too conservative. How would you challenge them and/or evaluate your own thinking relative to their estimates of the scope?
4. Discuss the formation of the proposal’s vision and theme. (Remember, you may own the task to create the vision, but you want the team to own the vision!)
3. As the proposal manager, your marketing department has developed a PTW. Great! Now all you have to do is get your price to that level, right? Really, is it that simple?
2. Suppose it is your job to establish a win strategy. How would you start? How collaborative could/should it be?
1. Your potential customer has announced a bidders’ conference for a current, complex RFQ. As you prepare for the meeting, what should you consider as your goals and cautions?
2. You have identified a new potential customer who does not know your company’s capabilities. What actions can you take to win him or her over?
1. You have found an opportunity for long-term growth on a budding program that is aligned with your company’s capability but goes beyond current technology. Describe the considerations that should be made before you might recommend a large R&D (research and development) project to become
3. Your long-term customer is about to issue an RFQ on a new program that would be attractive to your company. How much information can you seek on that opportunity from your customer-friend? Should you involve your contracts or legal department—and if so when?Written Assignments
2. You have a personal friend at a competitor, and you discover that you are both bidding on the same opportunity for a Department of Defense customer. Can you exchange ideas and information in the hope that you can do a better job for your company or the government?Should you disclose this
1. Assume you are the PM on a long-term production program. Your customer has mentioned an interest in increased functionality. Your management might like to keep things as they are on this lucrative program, but you are concerned that your customer might start to look elsewhere. Discuss this
2. Have you seen how an effective PM can take an underfunded program and still make it successful? If you have, tell us about it—if you have not, tell us what a PM might do if he/she finds him or herself in a situation where there is $2M worth of work to do and $1M worth of funding with which to
1. Suppose your company traditionally concentrates on ground-based radar. Discuss the considerations of broadening the company’s horizons into an adjacent area (of sorts), for example, airborne radar.
2. Suppose you are offered an opportunity to manage a program that you think has been underquoted. What are some of the factors you might consider regarding whether or not you can accept this opportunity?If you say “yes,” what can you do at the outset to make the experience positive for your
1. What are some reasons that your company might want to bid on a contract on which there is little chance of winning: for example, a production contract where the incumbent seems to be in favor with the customer?
3. Related to “For Discussion” question 3, tell us a story about a program that “had turned bad” and how the leadership of the program helped or hurt its recovery.
2. As a PM, you have a great idea for the program and tell the team. It does not engender the enthusiasm you expected. Why do you think this might have happened?
1. Relate an anecdote of a customer interface that you have participated in or witnessed. What were the dynamics of that interchange? Extra credit for discussing both a positive and a negative experience!
3. Have you seen programs “go bad”? What is the effect on the people leading and working on the program when that happens? What kind of leadership actions or behaviors turn around a bad situation?Written Assignments
2. How involved would you want your customer to be? Would your answer be affected by what type of program you are managing?
1. Procedures and policies can both help and hinder the PM in performing his or her duties. Talk about some examples of this dichotomy.
2. What kind of program would you like to manage (e.g., design, production, research)? Why does this type appeal to you?
1. Think of two leaders from your personal experience, one “effective”and one “ineffective.” Contrast their traits in terms of those discussed in this chapter and evaluate which traits contributed to their success or failure.
3. You have been assigned to manage a “cost-plus” contract. Do you think the fact that it is “cost plus” will affect how the functional managers would like to staff your program?
2. How important is experience in being an effective PM? How important is technical knowledge of the program?
1. What aspects of program management do you find:a. Challenging?b. Exciting?c. Boring?d. Distasteful?
Some managers aspire to the position of executive housekeeper as an end; others see the position as a stepping stone to higher administrative responsibility.Which condition is more likely to cause a leadership style that is conducive to subordinate growth? Why?
Recognizing that personal plans are written as guides to achievement, why should they be negotiated with your supervisor? As your performance year unfolds and you see that you will not be achieving your specific objectives as set forth in your personal plan, what would your actions be?
Assume that as executive housekeeper you observe one of your junior managers about to make a mistake. Recognizing that most people learn greatly from their mistakes, under what conditions, if any, would you step in and prevent the subordinate from making the mistake?If the mistake were to cost

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