project management

Question Four (25 Marks) The Project has been completed at MSC. Consider the following project based information and answer the questions that follow. Activity Preceding Activity Duration (Days) A 2 B 3 C 4 D AB 3 E C D 8 F To 3 G E 2 N H F G 3 4.1 Draw an activity on node diagram for this project (11 marks) (12 marks) 4.2 Identify all the paths through the network diagram (2 marks) 4.3 Identify the critical path on the network diagram. END OF PAPER which type of interpersonal influence to use. Although he is considered as an expert in his field, he fears that this manager's functional employees may have a strong allegiance to the department manager and may not want to adhere to his requests. Answer ALL the questions in this section. Question One 5.5 (25 Marks) The case study above indicates conflict of interest, possibilities of cost overruns, delayed project delivery and the change of scope of the project which may pose a lot of risks that might jeopardise the project if they do occur. Critically discuss processes that MSC projects can employ in order to safeguard their projects from the above mentioned possibilities, Question Two (25 Marks) Members of any project team must understand the stages that make up the project life cycle so as to ensure efficiency and effectiveness in delivering projects. This holds true for the members of projects at MSC Project Management. You have been appointed as a project coordinator at MSC. Assist your Project Manager with one of his reports by discussing the importance and use of the project life cycle. Use a relevant diagram to substantiate you answer. 3-2 pg 37 Question Three (25 Marks 3.1 Project planning is an important aspect for MSC Projects. With this in mind, discuss the utility of project planning at MSC to ensure the success of their projects. (14 marks) 3.2 One of the fundamental responsibilities of a project manager is to ensure that all stakeholders are kept interested and engaged for the benefit of the successful delivery of the project. Discuss the repercussions of the absence of the necessary support from Project stakeholders. (8 marks) 3.3 Mr. Speech observed that changing the input-output requirements at a later stage of the project at MSC will require a major revision and will set back the total system implementation by three weeks. (3 marks) Discuss this observation using the triple constraint theory. HANDLING CONFLICT AT MSC PROJECT MANAGEMENT Mr Specch- Project Manager. new department manager- new speech. Facing the Conflict As part of his first official duties, the new department manager informs Mr. Speech who is the Project Manager of the company by memo that he has changed his input and output requirements for the MSC project (on which Mr speech is the project manager) because of several complaints by his departmental employees. This is contradictory to the project plan that Mr. Speech developed with the previous manager and the project team is currently working toward this plan. The department manager states that he has already discussed this with the vice president and general manager, to whom both they report, and feels that the former department manager made a poor decision and did not get sufficient input from the employees who would be using the system as to the best system specifications. Mr. Speech makes a phone call to the department manager to convince him to hold off on his request for change until a later time, but he refuses. Changing the input-output requirements at this point in time will require a major revision and will set back total system implementation by three weeks. This will also affect other department managers who expect to see this system operational according to the original schedule. The increased project costs will be hard to absorb. The potential cost overrun might be difficult to explain at a later date. qotcomeceaed project costs delay in clue clate. Establishing Communications Unhappy over the department manager's memo and the resulting follow-up phone conversation, Mr. Speech decidesto walk in on the department manager. To tell him that he is going to have a problem trying to honour his request. To which he responded to say that he is too busy with his own problems of restructuring his department and that project manager's schedule and cost problems are of no concern to him at this time. The project manager storms out of his office, leaving him with the impression mo Speech that his actions and remarks are not in the best interest of either the project or the company. The department manager's actions do not, of course, appear to be those of a dedicated manager. He should be more concerned about what's in the best interest of the company. As the project manager contemplates the situation, he wonders if he could have received a better response from him had he approached him differently. In other words, the best approach that could be to opening up communications between him and the department manager. Conflict Resolution Modes Having never worked with this manager before, Mr. Speech is unsure about which conflict resolution mode would work best. He then decides to wait a few days and then set up an appointment with the department manager without stating what subject matter will be discussed. Then tried to determine what conflict resolution mode appears to be dominant based on the opening remarks of the department manager. Neglecting the fact that his conversation with the department manager might already be considered as confrontation. The department manager has refused to see Mr. Speech again to discuss the new requirements. Time is running out, and the project manager is afraid that the costs and schedules problems will get out of hand. To his rescue, the upper-level management resolves the conflict in his favour. However, in order to complete the original work requirements, the project manager needs the support from the department manager. Unfortunately, now the project manager is not sure as to wwws