PROJ430 Week 1-7 All Checkpoints 100% Correct Answers
download PROJ430 Week 1 Checkpoint Solution (Jones and Shephard Accountants (Chapter 3, pp 138 - 140) 1. Provide a synopsis of the Jones and Shephard case. 2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. 3. Consider that you are the systems manager who is now responsible for redesigning the organizational structure. What areas need to be addressed for the transition and how will they benefit the company? How will you interact with the upper managers in the company? How do you make this a transition with the least impact on the employees and the customers? 4. How should the transition to a new project management operation be accomplished? Consider what the enterprise should need to know about project management and the new structure. How much time do you recommend for the transition to the matrix organizations? Be sure to include your rationale. 5. What other organizational changes should be made? How do you work with the manager of operations to gain his/her support for your organizational changes?
PROJ430 Week 2 Checkpoint The Trophy Project (Chapter 5, pp 264 - 266) 100% Correct Answers 1. Provide a synopsis of the Trophy Project case study. Highlight your observations about the project. 2. Did the project appear to be planned correctly? Why or why not? Relate your answers to the expected documents for proper project planning. 3. Citing evidence from the case, do you think functional management teams were committed to the project? What evidence do you have from the case study to substantiate your views? 4. Citing evidence from the case, do you think senior management managers were supportive and committed? What evidence do you have from the case study to substantiate your views? 5. What would you have done differently?
PROJ430 Week 3 Checkpoint Habitat for Humanity â€“ Simulation 1. When the project first started, you were asked to order the tasks to build the WBS. How did you decide the order tasks should appear in for the WBS? In a typical project, how do you think a WBS should be created, and what stakeholders or team members should be involved? 2. What challenges did you face during the simulation, and what solutions did you propose? Indicate any research that you did In order to gain your own knowledge about remodeling a bathroom and how it helped you. 3. When faced with the challenges, what information did you use to make your decision, and what tradeoffs did you contemplate? 4. How did your decisions impact the projectâ€™s critical path? How was the critical path impacted as you tried different options? 5. Based on the simulation and on what we discussed this week in class, what additional information or resources would have helped you make better project decisions?
PROJ430 Week 4 Checkpoint The Reluctant Workers (Chapter 6, Page 294) 100% Correct Answers Tim Aston had a normal expectation to be the "best project manager" in his new assignment. What seems to have caused him to change his outlook? What approaches would you take to improve communications between Tim and the team members? If you were in Tim’s position and were listening to his manager, Phil Davies, refer more than one time to the average age of the staff, what would be your reaction? How would you use this information to improve your working relationships with the staff? Tim seems positioned to respect the customer’s wishes to attend a test. How would you (as his manager) counsel him about honoring or rejecting that request? Support your answer with examples of managing customer relations.Phil Davies said, "...people think that they come first and that the project is second." What message is he really conveying? What does Tim seem to be missing in his next statement or reply?
PROJ430 Week 5 Checkpoint Crosby Manufacturing Corporation (Chapter 12, pp. 552 - 554) 100% Correct Answers Livingston made some mistakes initially. Describe at least two of them and provide how you would handle the situations. How do you think the functional employees feel? Support how you might feel if you were in their position by citing points from the case study? Are there any other alternatives? Explain at least three alternatives. Explain your thoughts about the appointment of Tim Emary as project manager. Consider what is expected of a project manager and senior managers’ support for projects. How long do you think it should take to develop a detailed project schedule and why? Is a completion date in as short as 18 months realistic? Why or why not? Analyze this question using the information from Exhibit 12-2 (Typical schedule in months). Explain what other areas may suffer as time constraints increase.
PROJ430 Week 6 Checkpoint The Bathtub Period (Chapter 15, pp. 708 - 709) 100% Correct Answers Should Jerry go to the General Manager? Why or why not? Think back to what is expected of a project manager and the project charter. Should the key people be supported on overhead? Why or why not? If this were a cost-plus program, would you consider approaching the customer with your problem in hopes of relief? Why or why not? If you were the customer of this cost-plus program, what would your response be for additional funds for the bathtub period, assuming cost overrun? Why or why not? Would your previous answer change if the program had the money available as a result of being under budget? Why or why not?How do you prevent this situation from recurring on all yearly follow-on contracts?
PROJ430 Week 7 Checkpoint 100% Correct Answers Will project management work in all companies? Why or why not? Provide examples of companies or industries to support your answer. Consider a project in which all project planning is performed by a group. After all planning is completed, including the program plan and schedule, a project manager is selected. Is there anything wrong with this arrangement? The director of project management calls you into his office and informs you that one of your fellow project managers 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 re-plan it? Do cost overruns just happen, or are they
caused? 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?
Published on Dec 3, 2013