Total Quality Management For Project Management 1st Edition Kim H. Pries , Jon M. Quigley - Solutions

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What, if anything, do you believe is wrong with interviewing from behind a desk? Is some other arrangement likely to be more effective?Why?
What information has Ms. Arthur given you that you would not be legally entitled to request?
Keeping in mind that all the personal information you received was provided voluntarily, what can you do with this information?
In response to the comment about the condition that “might be a disability,” can you ask the nature of that condition? Why or why not?
Might you and the hospital be vulnerable to any legal problems if Ms.Arthur is not hired? Explain.
Establish the primary objectives of an employee orientation program, both organization wide and department specific.
Highlight the general contents of the organizational orientation common to all new employees.
Establish the means of determining the needs of a department-specific orientation program.
Convey the importance of affording each new employee a strong, knowledgeable start on the job.
Enumerate the specific departmental values that must be communicated to all employees early in their employment.
Review the primary sources of information and assistance used to round out a new employee’s introduction to the department.
Provide a means of evaluating the departmental orientation program to maintain its quality and completeness.
Where is my workstation? And where are the cafeteria, restrooms, and parking areas?
What are my duties and responsibilities?
How do I answer the telephone, obtain supplies, and operate the computer and other office equipment?
How will I know if I am doing satisfactory work?
Why do I have to do the things that have been assigned to me?
Why must we do things this particular way?
What are my starting and quitting times, when do we get breaks and how long are they, when is payday, and when does my probationary period end?
To whom do I report? Who will answer my questions, evaluate my work, or be my friend?
Describe how you might try to avoid information overload during a new employee’s first few days.
Much of the material in the chapter conveys the need to imbue the new employee with a sense of the mission, vision, and values of the organization. Why is this important?
Why do we need to offer a relatively formal orientation, complete with checklists of items to cover?
Why do we need to bother with individual orientation for a new employee who is a trained specialist hired to perform exactly the same tasks performed at a previous job?
Why should we be more interested in developing employee potential than in obtaining immediate output?
What do you see as the primary advantages of a strong newemployee orientation? Why?
Explain why the chapter states that new-employee orientation begins before the new employees arrive.
What are the primary advantages of a mentoring relationship as part of a new employee’s orientation?
What, if anything, is wrong with the apparently time-honored practice of letting new employees learn by trial and error and by watching others?
Why not simply have the department supervisors provide all of a new employee’s orientation rather than have a separate organization-wide orientation as well?
What should Donna do about the departmental orientation that Sally had apparently never received?
Sally has apparently gone beyond the end of the standard probationary period without receiving a probationary evaluation. What can Donna do about this, and how might this affect Sally’s status?
Explain why total quality management (TQM) is an important concept to the project manager (PM).
Create 5-10 variations of the Shewhart PDCA loop (one example is Six Sigma with the define-measure-analyze-improve-control sequence).
Create a protocol for project sustenance; in short, explain the role of the PM subsequent to product launch.
Explain the role of the PM during project maturity/decline and project closure/termination.
Explain whether or not you believe Hoshin Kanri brings anything new to the strategy and tactics table—make sure you understand the approach used in Hoshin before you begin.
Decide whether TQM was, in fact, superseded by Six Sigma and defend your point of view with well-reasoned arguments.
Explain why quality practices have not been applied to the project management process—was this an oversight or deliberate?
Suggest some reasons for the lack of formal contingency planning among project managers.
Define the role of the project manager in the enterprise and how he or she fits into the prevailing hierarchies, particularly if you have a personal example.
Write an essay that defends a management approach: project-based, matrix, weak matrix, and pyramid.
Create a protocol for capturing “lessons learned.”
Why are lessons learned so easy to speak about and so difficult to do? Come up with an explanation for this anomaly.
Difficult: brainstorm 100 ways to capture lessons learned and choose 20 of these for future assessment.
What is the objective of product testing?
Create a map of a hardware test bench.
Create a map of a software test bench.
Create a map of a hardware-in-the-loop (real subsystems) software test bench.
Define how much subsystem simulation you consider to be appropriate.
List the types of simulation available (for example, discrete-event) and define for each one the most applicable scenario.
As a PM, when would you start testing? What tools allow you to do this? List your assumptions and probable tool use. How would you know when you are finished with testing?
Summarize the main goals of testing.
Explain how you would test a process.
Pick a process for simulation and summarize how this approach could help with process analysis and improvement.
Explain how you would determine which metrics are significant.
Make a case for a specific number (count) of metrics.
How many are too few?
How many are too many?
What is the goal?
How do you consolidate metrics for presentation to management?
Write a protocol that defines how the various developmental, product integrity, and order fulfillment teams will report to you.
Which metrics do you need?
How do you avoid becoming overwhelmed?
Explain in a well-reasoned essay which tools seem to be the most useful for the TQM project manager.
Explain the relationship between the project manager and the line manager in a matrix organization.
Describe how TQM tools allow the project manager to understand and mitigate risks to the project.
When would you use a Pareto diagram?
Create an Ishikawa diagram for an effect you wish to understand the cause.
Create a checklist for the quality activities for a product with which you are familiar.
Explain the difference between checklists, and check sheets.
Draw flow chart for a project change management process.
Provide two examples of tampering. Show how tampering is not always a physical event.Create a level three Work Breakdown Structure for an embedded product.
How does task variation impact the critical path of a project schedule? Provide a strategy for handling the critical path tasks versus the non-critical path tasks in terms of accounting for variation.
What tasks are least impacted by task duration variation?
What happens when non-critical path items show up on the critical path due to schedule changes and execution? How can this be anticipated?
List 2 duration estimating techniques?
Define a project with a number of gates. Identify the key deliverables and what each gate should address. You can use your industry’s project life cycle model if needed.
What is the reason behind a project white book? What level of team participation is appropriate? What happens when team members are excluded? What happens when the content of the white book is captured with a “positive spin”?
List three brainstorming techniques? When is this approach least effective?
What are the prerequisites to employing Earned Value Management tools?
What are the obstacles to developing a time phased budget?
What happens when you can’t get the information you need to be successful in your project activity?
What are the prerequisites to employing Earned Value Management tools?
Use any collected data and group through time in subgroups of five to ten items and take the mean of these values—you will see a normal distribution.
Use the R statistical tool and any of the following packages: IQCC, qat (quality assurance toolkit), or qcc (quality control charts). Perform the same grouping as above but use the tool to plot the results.
Try any other statistical package: Minitab, Statistica, SAS, SPSS, or other.
Follow a stock price value with a CuSum chart.
Follow a stock price value with an EWMA chart.
Plot your weight over a period of time.
Compare and contrast attribute data and variable data.
Pick a part of your organization’s process, identify the relevant data needed to acquire to understand that capability. Gather this information. Perform statistical analysis on that data.
Describe what a running average is.
Provide one example how understanding the project processes via T QM is valuable.
Create a process control plan for the main thread of the project time line with special attention paid to the reaction plan.
Create a process FMEA for the main thread of the project time line.
Create a process for project change management including stakeholders.
Show a time line that looks “sewn” because the main thread bounces between product development and process development.
What would a short version of the statement of work look like?
Discuss the level of detail used in a statement of work. What is important?

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Total Quality Management For Project Management 1st Edition Kim H. Pries , Jon M. Quigley - Solutions

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