This document contains questions and prompts from multiple checkpoints in a project management course. It includes questions about case studies, simulations, and scenarios involving project planning, scheduling, budgeting, resource management, and overcoming challenges. The student is asked to analyze situations, propose solutions, and discuss best practices for project management.
Failure modes and effect analysis (FMEA) is a tool that works to prevent process and product problems before they occur.
I like to define FMEA’s as an organized brainstorm. The process examines a product or process and asks what could go wrong. Then the team systematically determines and rank orders for each failure mode:
- the severity of the problem when it occurs
- the probability of the problem occurring
- the ability to detect the problem before it occurs
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Creative Safety Supply takes a streamlined look at some of the major principles and processes that Toyota has used, implemented and maintained, to become one the world's product and manufacturing juggernauts.
These simple 8 steps are, in reality and truly simple - you just need to make them a part of your daily ay of doing business. We have included a number of our favorite rockpets from the Zen garden to help support the message and hope you enjoy this fresh overview.
For more infographics or slideshares please feel free to stick around on our channel and check us out. If you would like more in-depth training in lean practices, you can visit our Facebook page at http://www.facebook.com/creativesafetysupply, or even some blogs that we maintain for this important subject, like www.kaizen-news.com or www.Lean-News.com.
Further reading:
https://www.creativesafetysupply.com/glossary/toyota-production-system/
https://www.creativesafetysupply.com/glossary/pdca-cycle/
https://www.kaizen-news.com/eight-steps-practical-problem-solving/
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
Ruud Teunissen - Test Process Improvement on a Shoestring TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Test Process Improvement on a Shoestring by Ruud Teunissen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
PROJ430 Advanced Program Management Entire Class
Add to Wallet from here:
http://hwminute.com/downloads/proj430-advanced-program-management-entire-class/
Failure modes and effect analysis (FMEA) is a tool that works to prevent process and product problems before they occur.
I like to define FMEA’s as an organized brainstorm. The process examines a product or process and asks what could go wrong. Then the team systematically determines and rank orders for each failure mode:
- the severity of the problem when it occurs
- the probability of the problem occurring
- the ability to detect the problem before it occurs
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
Creative Safety Supply takes a streamlined look at some of the major principles and processes that Toyota has used, implemented and maintained, to become one the world's product and manufacturing juggernauts.
These simple 8 steps are, in reality and truly simple - you just need to make them a part of your daily ay of doing business. We have included a number of our favorite rockpets from the Zen garden to help support the message and hope you enjoy this fresh overview.
For more infographics or slideshares please feel free to stick around on our channel and check us out. If you would like more in-depth training in lean practices, you can visit our Facebook page at http://www.facebook.com/creativesafetysupply, or even some blogs that we maintain for this important subject, like www.kaizen-news.com or www.Lean-News.com.
Further reading:
https://www.creativesafetysupply.com/glossary/toyota-production-system/
https://www.creativesafetysupply.com/glossary/pdca-cycle/
https://www.kaizen-news.com/eight-steps-practical-problem-solving/
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
Ruud Teunissen - Test Process Improvement on a Shoestring TEST Huddle
EuroSTAR Software Testing Conference 2009 presentation on Test Process Improvement on a Shoestring by Ruud Teunissen. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
PROJ430 Advanced Program Management Entire Class
Add to Wallet from here:
http://hwminute.com/downloads/proj430-advanced-program-management-entire-class/
How to recruit an it project manager it-toolkitsIT-Toolkits.org
Many job roles have claimed the title ‘project manager’, but in reality, are a far cry from the traditional role with overall responsibility for the planning and execution of a project. So how can you be sure you are recruiting the right person?
How to Build a Business Case for ERP ReplatformingBlytheco
As part of Blytheco's "Are You Ready for Replatforming?" online class series, this presentation walks through the whys, hows, and specifics of how to create a winning business case for ERP transition.
Foundation of Organization Design (MGMT673)Reading Materia.docxVannaJoy20
Foundation of Organization Design
(MGMT673)
Reading Material
Building Motivation
Communicate Why the Redesign is Needed
People need a compelling reason to change. With all of the changes being requested and demanded of people in the current world, people must be convinced that change is necessary.
Even when leadership initiates organizational change, it is often experienced as just one more unrealistic and often absurd demand. Employees are likely to respond in a passive-aggressive manner and simply do things the same. The previously engaged workforce may suddenly start misplacing things, ignoring e-mails, and spending hours talking with colleagues about what is happening. It is the leadership’s responsibility to not only have a vision but to also see that motivation for the change effort is high. Consultants can be helpful to management in this regard, but ultimately it is management’s responsibility. An offhand announcement of a redesign can literally bring production to a halt in a business. Even though management feels the redesign is in the employees’ best interest, if they are not properly prepared and brought in, the employees are likely to respond to the news in a way that will not move things forward. In fact, without a timely and wise explanation of why changes are needed, they may see the redesign as irresponsibility on the part of management.
Communicating Credible Reasons and Expectations for the Redesign
Management must take the time not only to provide a clear vision of the redesign but to also communicate why the redesign is necessary. The cost of not taking time to communicate credible reasons as to why the redesign was done and providing credible expectations of what it will take to realize the benefits of the redesign, will cost the company dearly.
One way to build support is to involve employees and other stakeholders in the diagnosis and redesign. This takes time, but it helps employees understand why the redesign is important and builds motivation for making it work. However, if management already has its mind made up and is going to do what it wants to do regardless, involvement can backfire in a big way.
At the least, a communication campaign is essential. The campaign must be honest because employees and other stakeholders can see through the spin and hype.
Do not Ignore Resistance
Resistance is feedback. Figure out why it is there, and do not force it. Like the plumber or mechanic who forces a part to fit, the likely result is generally a broken part. Force generally does not work and is nearly always expensive and time-consuming. Resistance is natural. Ohm’s lawapplies to human behavior much like it does in physics—there is always resistance. Good managers and consultants learn from the resistance and manage it.
Managing the Changing Relationships
Acknowledge Changing Relationships and Responsibilities
Redesigns nearly always change relationships and responsibilities. Not addressing these lead to conf.
Rubric· No less than 4 pages· Double spaced 12-point font 1” .docxSUBHI7
Rubric:
· No less than 4 pages
· Double spaced 12-point font 1” margins
· Appendices, charts, citations and end notes are not included in the page length
· Do not plagiarize
1. Does the pattern of management developments at GE over the last century seem to reflect the pattern suggested by management theory? Explain your answer.
2. Which of GE’s management innovations seem to draw on a classical-management perspective? Which seem to draw on a behavioral-management perspective? Explain.
3. Why, in your opinion, has GE been so successful in integrating the management science approach with less quantitative approaches?
4. In what ways does the change in GE’s approach to leadership reflect the same conditions as those that influence its current approach to management?
5. What information can you find about GE's Crotonville Leadership campus? How are the classes structured? Who attends? What is GE trying to accomplish with Crotonville? What important information about Crotonville seems to be kept private by GE? Why?
43
04
Appreciative Inquiry: how do you do it?
Introduction
So far we have talked about the nature of conversation-based change processes such as Appreciative Inquiry,
and how they differ from other change interventions, particularly those based on a mechanistic understanding of
organizations. For us, Appreciative Inquiry along with other processes such as World Café, Future Search and
Open Space can be grouped within this emerging field. To help us understand the difference between these
approaches better, we want to explain one particular approach, Appreciative Inquiry, in some depth.
This chapter aims to provide an introduction to the core Appreciative Inquiry method. We make the point
throughout this book that Appreciative Inquiry is less a process and more of a way of being which guides the
practitioner. However, we also recognize that the journey towards this state of being an Appreciative Inquiry
practitioner involves doing Appreciative Inquiry processes. In this chapter we aim to describe the Appreciative
Inquiry model under its familiar four D headings: Discovery, Dream, Design and Destiny. We will review each
of the four elements in turn and offer action steps for each stage. Prior to this we will review the selection of
topics and consider how the inquiry question can be phrased.
Preparing for change
Before embarking on any change programme we would advocate that the organization needs to answer for itself
a series of questions. This is not an exhaustive list but these are the types of questions we ask when invited to
talk with clients about a change plan.
(a) Is Appreciative Inquiry right for us?
Appreciative Inquiry invites a different way of thinking about change. It replaces the model of undertaking an
organizational analysis, implementing a plan and then managing resistance, with a focus on identifying and
growing what is already giving life to the organization. While more traditional methodologies call for
s ...
Assignment 1 Discussion QuestionsCase Study Inside Intel. For y.docxcarlibradley31429
Assignment 1: Discussion Questions
Case Study Inside Intel. For years, Intel thrived on a business model that co-founder Andy Grove prefected and reinforced under his leadership and the leadership of his successor, Craig Barrett. But Intel's latest CEO, Paul Otellini has different plans. Rather than continuing to build faster chips just for PC computers, Otellini sees bigger opportunities in new "platforms." Otellini also wants to raise the profile of marketing, rather than let engineers determine what products are developed....... This Businessweek case study reviews the changes that Paul Otellini is introducing at Intel and explains how he is building momentum toward these changes (see page 465 in the textbook)...... Read this Bloomberg Business Week article at
http://www.businessweek.com/magazine/content/06_02/b3966001.htm
and prepare for the discussion questions below.
By
Wednesday, November 28, 2012
, go to the
Discussion Area
and post responses to discussion question 1 as assigned by the facilitator. Your responses should range between 300 and 350 words to receive full credit. Support your responses with relevant citations, from both the course materials and outside resources, using proper APA format. Post all discussion questions to the appropriate topic in this
Discussion Area
. Your discussion postings should reflect what you have learned from reading the course text as well as any other reading from the suggested bibliography. Be sure to use content and language that is consistent with the level of the course material.
Before the end of the week
, comment on at least two of your peers' responses. You can ask technical questions or respond generally to the overall experience. Be objective, clear, and concise. Always use constructive language, even in criticism, to work toward the goal of positive progress. All comments should be posted to the appropriate topic in this
Discussion Area
. Integrate the theory, principles, and concepts in the module's reading material (including additional research) into the area or topic under discussion. Analyze the material from your own perspective by integrating your own personal experiences and those of past or present employers to show how your experiences fit into the concept being discussed.
All written assignments and responses should follow APA rules for attributing sources.
Include the following in your discussion:
Grading Criteria
Maximum Points
Response Criteria
Provided an in-depth explanation or analysis of subject or topic
8
Used a clear, logical, and organized line of reasoning
4
Provided adequate justification and evidence supporting the opinion expressed
4
Submitted on time
4
Participation Criteria
Participated in the discussion by asking a question, providing a statement of clarification, providing a point of view with rationale, challenging a point of discussion, or making a relationship between one or more points of the discussion
4
Displayed consistent sensitivity when .
1
5
Innovation/Entrepreneurial Change Annotated Bibliography
Innovation/Entrepreneurial Change Annotated Bibliography
Baumgartner, J. (2013). Innovation Management. Retrieved from http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solving-cps/
This article discusses creative problem solving plus its procedure. This article states that creative problem is not just brainstorming in which a lot of people associate it with. J. Baumgartner states that creative problem solving is a simple procedure that breaks down the problem to really undersupplies it plus involves generating ideas to find a solution. There stand seven steps involved in this procedure: Clarify plus identify the problem (this is the most important step as it finds the real problem or goal), research the problem (this helps to get a better underutilizing), formulate creative challenges (this is a simple question that will encourage suggestions), generate ideas (brainstorming), combine plus evaluate the ideas (choose ideas that meet the criteria), draw up an action plan (use simple steps), do it! (implement the ideas). The end of this article states that if organizations fail to use the creative problem solving than the systems plus techniques normally fail.
Brpluss, R.F. (2017). Chief Executive. Retrieved from http://chiefexecutive.net/the-key-to-successful-innovation-is-proper-execution/
This article reviews how plus why proper execution is the key to successful innovation. The author explains how execution plus structure a culture of sustainable innovation is critical. Execution can be broken down into three parts comprised of big ideas, people, plus procedure. The big ideas portion consists mainly of promoting innovation, structure the proper culture, plus removing any barriers. The people portion is important because people related issues stand generally barriers to execution. A critical part of implementing innovation is acquiring plus keeping the right people. The proper people will help ensure all employees stand engaged plus contribute to innovation. Procedure is broken down into generating ideas, screening, testing, analysis, beta tests, product expansion technicalities, commercialization, plus post-launch review. The purpose of procedure is to make sure outcomes stand attained, plus the procedure is repeatable from beginning to end.
Dess, Gregory, Alan Eisner, G.T. Lumpkin, Gerry McNamara. Strategic Management: Creating Competitive Advantages, 7th Edition. McGraw-Hill Learning
Solution
s, 09/2013. Vital Book file.
This textbook discusses strategic management plus the competitive advantage. Chapter nine of this text discusses different tactics for motivating with rewards plus incentives plus how to measure it. It discusses what stand reward systems, the latent downside, creating effective reward plus incentive packages, plus setting up boundaries plus constraints. It also discusses reward systems as a way of organizational c ...
Similar to Com 140 check point different kinds of messages (20)
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
The new type of smart, sustainable entrepreneurship and the next day | Europe...
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General Questions - General General Questions
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,
2. 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 –
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 project’s critical path?
How was the critical path impacted as you tried different
3. 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
4. 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?
5. 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?
Stay away from plagiarizing! It's likely that you're going to
write numerous papers during your college years. Be c...
https://bitly.com/1xpB1oB
