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PM Milestone Project Management Templates

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11-1 Under what conditions would each of the following either not be available or not be necessary for initial planning?

a. Work breakdown structure b. Statement of work c. Specifications d. Milestone schedules

11-2 What planning steps should precede total program scheduling? What steps are necessary?

11-3 How does a project manager determine how complex to make a program plan or how many schedules to include?

11-4 Can objectives always be identified and scheduled?

11-5 Can a WBS always be established for attaining an objective?

11-6 Who determines the work necessary to accomplish an objective?

11-7 What roles does a functional manager play in establishing the first three levels of the WBS?

11-8 Should the length of a program have an impact on whether to set up a separate project or task for administrative support? How about for raw materials?

11-9 Is it possible for the WBS to be designed so that resource allocation is easier to identify?

11-10 If the scope of effort of a project changes during execution of activities, what should be the role of the functional manager?

11-11 What types of conflicts can occur during the planning cycle, and what modes should be used for their resolution?

11-12 What would be the effectiveness of Figure 11-2 if the work packages were replaced by tasks?

11-13 Under what situations or projects would work planning authorization not be necessary?

11-14 On what types of projects could hedge positions be easily identified on a schedule?

11-15 Can activities 5 and 6 of Figure 11-10 be eliminated? What risks does a project manager incur if these activities are eliminated?

11-16 Where in the planning cycle should responsibility charts be prepared? Can you identify this point in Figure 11-10?

11-17 For each one of the decision points in Figure 11-12, who makes the decision? Who must input information? What is the role of the functional manager and the functional team member? Where are strategic variables identified?

11-18 Consider a project in which all project planning is performed by a group. After all planning is completed, including the program plan and schedules, a project manager is selected. Is there anything wrong with this arrangement? Can it work?

11-19 How do the customer and contractor know if each one completely understands the statement of work, the work breakdown structure, and the program plan?

11-20 Should a good project plan formulate methods for anticipating problems?

11-21 Some project managers schedule staff meetings as the primary means for planning and control. Do you agree with this philosophy?

11-22 Paul Mali (Management by Objectives, New York: John Wiley, 1972, p. 12) defines MBO as a five-step process:

• Finding the objective

• Setting the objective

• Validating the objective

• Implementing the objective

• Controlling and reporting status of the objective

How can the work breakdown structure be used to accomplish each of the above steps? Would you agree or disagree that the more levels the WBS contains, the greater the understanding and clarity of those steps necessary to complete the objectives?

11-23 Many textbooks on management state that you should plan like you work, by doing one thing at a time. Can this same practice be applied at the project level, or must a project manager plan all activities at once?

11-24 Is it true that project managers set the milestones and functional managers hope they can meet them?

11-25 You have been asked to develop a work breakdown structure for a project. How should you go about accomplishing this? Should the WBS be time-phased, department-phased, division-phased, or some combination?

11-26 You have just been instructed to develop a schedule for introducing a new product into the marketplace. Below are the elements that must appear in your schedule. Arrange these elements into a work breakdown structure (down through level 3), and then draw the arrow diagram. You may feel free to add additional topics as necessary.

Production layout

Review plant costs

Market testing

Select distributors

Analyze selling cost

Lay out artwork

Analyze customer reactions

Approve artwork

Storage and shipping costs

Introduce at trade show

Select salespeople

Distribute to salespeople

Train salespeople

Establish billing procedure

Train distributors

Establish credit procedure

Literature to salespeople

Revise cost of production

Literature to distributors

Revise selling cost

Print literature

Approvals*

Sales promotion

Review meetings*

Sales manual

Final specifications

Trade advertising

Material requisitions

(*Approvals and review meetings can appear several times.)

(*Approvals and review meetings can appear several times.)

11-27 Once a project begins, a good project manager will set up checkpoints. How should this be accomplished? Will the duration of the project matter? Can checkpoints be built into a schedule? If so, how should they be identified?

11-28 Detailed schedules (through WBS levels 3, 4, 5, . . .) are prepared by the functional managers. Should these schedules be shown to the customer?

11-29 The project start-up phase is complete, and you are now ready to finalize the operational plan. Below are six steps that are often part of the finalization procedure. Place them in the appropriate order.

1. Draw diagrams for each individual WBS element.

2. Establish the work breakdown structure and identify the reporting elements and levels.

3. Create a coarse (arrow-diagram) network and decide on the WBS.

4. Refine the diagram by combining all logic into one plan. Then decide on the work assignments.

5. If necessary, try to condense the diagram as much as possible without losing clarity.

6. Integrate diagrams at each level until only one exists. Then begin integration into higher WBS levels until the desired plan is achieved.

11-30 Below are seven factors that must be considered before finalizing a schedule. Explain how a base case schedule can change as a result of each of these:

• Introduction or acceptance of the product in the marketplace

• Present or planned manpower availability

• Economic constraints of the project

• Degree of technical difficulty

• Manpower availability

• Availability of personnel training

• Priority of the project

11-31 You are the project manager of a nine-month effort. You are now in the fifth month of the project and are more than two weeks behind schedule, with very little hope of catching up. The dam breaks in a town near you, and massive flooding and mudslides take place. Fifteen of your key functional people request to take off three days from the following week to help fellow church members dig out. Their functional managers, bless their hearts, have left the entire decision up to you. Should you let them go?

11-32 Once the functional manager and project manager agree on a project schedule, who is responsible for getting the work performed? Who is accountable for getting the work performed? Why the difference, if any?

11-33 Discuss the validity of the following two statements on authority:

a. A good project manager will have more authority than his responsibility calls for.

b. A good project manager should not hold a subordinate responsible for duties that he (the project manager) does not have the authority to enforce.

11-34 Below are twelve instructions. Which are best described as planning, and which are best described as forecasting?

a. Give a complete definition of the work.

b. Lay out a proposed schedule.

c. Establish project milestones.

d. Determine the need for different resources.

e. Determine the skills required for each WBS task or element.

f. Change the scope of the effort and obtain new estimates.

g. Estimate the total time to complete the required work.

h. Consider changing resources.

i. Assign appropriate personnel to each WBS element. j. Reschedule project resources.

k. Begin scheduling the WBS elements. l. Change the project priorities.

11-35 A major utility company has a planning group that prepares budgets (with the help of functional groups) and selects the projects to be completed within a given time period. You are assigned as a project manager on one of the projects and find out that it should have been started "last month" in order to meet the completion date. What can you, the project manager, do about this? Should you delay the start of the project to replan the work?

11-36 The director of project management calls you into his office and informs you that one of your fellow project managers has had a severe heart attack midway through a project. You will be taking over his project, which is well behind schedule and overrunning costs. The director of project management then "orders" you to complete the project within time and cost. How do you propose to do it? Where do you start? Should you shut down the project to replan it?

11-37 Planning is often described as establishing, budgeting, scheduling, and resource allocation. Identify these four elements in Figure 11-1.

11-38 A company is undertaking a large development project that requires that a massive "blueprint design tree" be developed. What kind of WBS outline would be best to minimize the impact of having two systems, one for blueprints and one for WBS work?

11-39 A company allows each line organization to perform its own procurement activities (through a centralized procurement office) as long as the procurement funds have been allocated during the project planning phase. The project office does not sign off on these functional procurement requisitions and may not even know about them. Can this system work effectively? If so, under what conditions?

11-40 As part of a feasibility study, you are asked to prepare, with the assistance of functional managers, a schedule and cost summary for a project that will occur three years downstream, if the project is approved at all. Suppose that three years downstream the project is approved. How does the project manager get functional managers to accept the schedule and cost summary that they themselves prepared three years before?

11-41 "Expecting trouble." Good project managers know what type of trouble can occur at the various stages in the development of a project. The activities in the numbered list below indicate the various stages of a project. The lettered list that follows identifies major problems. For each project stage, select and list all of those problems that are applicable.

1. Request for proposal _

2. Submittal to customer _

3. Contract award_

4. Design review meetings _

5. Testing the product_

6. Customer acceptance_

a. Engineering does not request manufacturing input for end-item producibility.

b. The work breakdown structure is poorly defined.

c. Customer does not fully realize the impact that a technical change will have upon cost and schedule.

d. Time and cost constraints are not compatible with the state of the art.

The project-functional interface definition is poor. Improper systems integration has created conflicts and a communications breakdown. Several functional managers did not realize that they were responsible for certain risks. The impact of design changes is not systematically evaluated.

11-42 Table 11-8 identifies twenty-six steps in project planning and control. Below is a description of each of the twenty-six steps. Using this information, fill in columns 1 and 2 (column 2 is a group response). After your instructor provides you with column 3, fill in the remainder of the table.

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Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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