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project management

Questions and Answers of Project Management

7.2 Lessons Learned—Complete a Lessons Learned assessment that identifies all exceptions and other problems, mitigation strategies employed, success of the strategies, and suggestions for the
7.1 Close cost-accounts—Complete and close all project cost-accounts and other financial closeouts.
7. Project Close-out—In this section, all necessary project close-out documentation and sign-offs must be included. Work completed or soon-to-be-complete must be identified, and configuration
6.3 Control systems—Indicate the forms of project control that will be used for the project, including configuration control, design control, quality control, document control, and trend
6.2 Notification record—Maintain record of project status update communications. Indicate who received project updates and show sign-off by key stakeholders upon their receipt of status updates.
3. Google “criticisms of the Littoral Combat Ship”and identify some of the problems that critics have listed. In light of these problems, why do you think the Navy has pressed ahead with the
2. Why, in your opinion, is there such a long history of defense projects overshooting their budgets or failing some critical performance metrics? (In your assessment, make sure to consider a wide
1. The U.S. Department of Defense has a long history of sponsoring projects that have questionable usefulness. If you were assigned as a member of a project review team for a defense project, what
The USS Coronado (LCS 4) suffered an “engineering casualty” that resulted in an early return to base from its first deployment in the summer of 2016.
The USS Freedom (LCS 1) had a seawater leak in July 2016 that led to the replacement of one of its diesel engines.
The USS Forth Worth (LCS 3) suffered $23 million in damage to both diesel engines in January 2016.
The USS Milwaukee (LCS 5) experienced an engine clutch failure in December 2015.
3. Why would you suspect Harry Shapiro has a role in keeping the project alive?
2. What are the problems with motivation when project team members perceive that a project is earmarked for termination?
1. What termination method does it appear the company is using with the Regency Project?
14.12 Imagine you are a team member on a project that has missed deadlines, has not produced the hoped-for technological results, and has been a source of problems between your team and the customer.
14.11 Refer to the Project Management Research in Brief box in this chapter. In your opinion, why is it so difficult to bring IT projects to successful completion? In other words, identify some
14.10 Comment on the following statement: “In deciding whether or not to kill a project, it is critical to continually monitor the environment for signs it may no longer be viable.”
14.9 Why do lessons learned programs often fail to capture meaningful information that could help guide future projects?
14.8 What are some of the reasons why objective project evaluation may be difficult to achieve?
14.7 What are four principles of effective postproject reviews?
14.6 Of the seven elements in project closeout management, which do you view as being most important? Why?
14.5 Consider the case of the Navy’s Littoral Combat Ship in Case Study 14.3. Take the position that terminating this project after having invested so much in research and development represented a
14.4 Refer back to Chapter 2. How does the concept of escalation of commitment factor into decisions of whether to terminate projects?
14.2 Comment on the different methods for project termination.How have you seen an example of one of these methods, through either your school or work experience?14.3 Why do so many projects end up
14.1 Why is the decision to terminate a project often as much an emotional one as an intellectual one?
Ensure that all correspondence between you and clients is retained and archived.
Keep clear details of customer change requests or other departures from the original contracted terms.
Keep accurate and up-to-date records from the start of the contract. A good factual diary can help answer questions if the project develops fatal flaws downstream.
Make sure that the project stakeholders know their particular areas of risk under the contract to help prevent baseless claims after the fact.
Consider the possible claims at the start of the contract and plan accordingly. Do not wait until they happen.
10. Best practices and lessons learned are ignored.
9. Project lacks people with appropriate skills.
8. Sponsorship is lost.
7. Users are resistant.
6. Deadlines are unrealistic.
5. Business needs change.
4. Chosen technology changes.
3. Project changes are poorly managed.
2. Scope is ill defined.
1. Project managers do not understand users’ needs.
5. Determination of requirements for audit trail data—Different customers and stakeholders have different requirements for record retention used in postproject audits. The project team needs to
4. Closing down facilities—When necessary, a schedule for facilities shutdown is needed.
3. Communicating closure—The project team must ensure that all relevant stakeholders are clearly aware of the project shutdown, including the date by which all activities will cease.
2. Agreement with suppliers on outstanding commitments—Suppliers who are scheduled to continue delivering materials to the project must be contacted and contracts canceled.
1. Agreement with the client on remaining deliverables—When a project is being canceled, the project organization and the client must jointly agree on what final deliverables will be supplied and
7. Disposal of unused material—Projects accumulate quantities of unused supplies and materials. A method must be developed for disposing of or transferring these materials to other locations.
6. Closure of work orders and work packages—Formal authorization to cancel work orders and project work packages is necessary once ongoing tasks have been identified.
5. Screening of partially completed tasks—It is necessary to begin eliminating the work being done on final tasks, particularly when they no longer support the project’s development.
4. Control of charges to the project—By the closeout, several people and departments are aware of project account numbers. It is necessary to quickly close out these accounts to prevent other
3. Identification of outstanding commitments—The project team must identify any outstanding supply deliveries, milestones that will not be met, and so forth.
2. Certification needs—It may be necessary to provide certification of compliance with environmental or regulatory standards as part of the project closeout.
Identification of the remaining deliverables—The project team must distinguish between what has been accomplished and what has not been completed.
4. Unavailability of key personnel—Resources at the client organization with needed skills are no longer available or interested in contributing their input to the project that is being terminated
3. Change in personnel dealing with the project—Many times, as they move their key people to new challenges, clients will shift new people into the project who have no experience with it.
2. Loss of interest in the project—As the project team loses interest, so does the client.
1. Changes in attitude—Now that the project has been canceled or concluded, client attitude may become hostile or indifferent.
3. Cost. All accounting records must be carefully closed out, including cost accounting records, lists of materials or other resources used, and any major purchases, rebates, or other budgetary
2. Legal. All contractual documents must be recorded and archived. These include any terms and conditions, legal recourse, penalties, incentive clauses, and other legal records.
1. Documentation. All pertinent records of the project must be archived in a central repository to make them easy for others to access. These records include all schedule and planning documents, all
a. Cannot determine from this information
13.47 Your project is scheduled to last 3 months and cost$100,000. At the end of the first month, the project is 25%complete. What is the Earned Value?
d. The CPI must be equal to one
c. Earned value must equal planned value
b. The SPI must be greater than one
a. Schedule variance can never equal zero
13.46 When the schedule variance is equal to zero (SV = $0.00), what else is true?
b. You are earning value on this project at 1.4 times the rate you had planned
a. You are spending $1.40 for every dollar you are earning on this project
13.45 Your project control administrator submits an interim report to you stating that, as of the current period, your project has a CPI of 1.4. How should you interpret this information?
a. One week early
13.44 A software coding project was scheduled to be finished today, after 12 weeks of work. You receive an updated EVM report on the progress of the coding suggesting that it has a schedule
Consider the critical success factors it identifies for managing an IT project implementation. How do these factors map onto the 10-factor model of Pinto and Slevin?How do you account for differences?
13.30 Go to www.erpgenie.com/general/project.htm and access the reading on “Six Steps to Successful Sponsorship.”
13.29 Go to www.acq.osd.mil/evm and explore the various links and screens. What does the size and diversity of this site tell you about the acceptance and use of earned value in organizations today?
13.28 Go to www.nu-solutions.com/downloads/earned_ value_lite.pdf and access the article by Q. W. Fleming and J. M. Koppelman, “Earned Value Lite: Earned Value for the Masses.” From your reading,
13.27 Go to www.brighthubpm.com/monitoring-projects/51982-understanding-the-s-curve-theory-for-project-management-monitoring/ and read the article on the multiple uses of project S-curves. What does
2. Project management researchers have charged that many large infrastructure projects, like this one, suffer from “delusion” and “deception” on the parts of their advocates. Explain how
1. Why are public works projects like the Honolulu Rail project nearly impossible to stop once they have been approved, even if later cost estimates skyrocket?
3. How would you blend “hard data” and “managerial or behavioral” information to create a comprehensive view of the status of ongoing projects in the IT department at Kimble College?
2. What are some types of project status information you could suggest the project team leaders begin to collect in order to assess the status of their projects?
1. As a consultant monitoring this problem, what solutions will you propose? To what degree has Dan’s management style contributed to the problems?
13.11 Suppose the SPI is calculated as less than 1.0. Is this good news or bad news for the project? Why?
13.10 What do the Schedule Performance Index and the Cost Performance Index demonstrate? How can a project manager use this information to estimate future project performance?
13.9 Identify the following terms: PV, EV, and AC. Why are these terms important? How do they relate to one another?
13.8 The 10 critical success factors have been applied in a variety of settings and project types. Consider a project with which you have been involved. Did any of these factors emerge clearly as
13.7 Consider the major findings of the research on human factors in project implementation. What common themes seem to emerge from the research on behavioral issues as a critical element in
13.6 What are the major advantages of using EVM as a project control mechanism? What do you perceive as its disadvantages?
13.5 It has been said that Earned Value Management (EVM)came about because the federal government often used“cost-plus” contractors with project organizations. Costplus contracting allows the
13.4 What are the benefits and drawbacks with the use of milestone analysis as a monitoring device?
13.3 What are some of the key drawbacks with S-curve analysis?
13.2 Why was one of the earliest project tracking devices referred to as an S-curve? Do you see value in the desire to link budget and schedule to view project performance?
13.1 Why is the generic four-stage control cycle useful for understanding how to monitor and control projects?
Avoidance of initial overoptimism and conceptual difficulties
Lack of budgetary pressure
Success criteria salience and consensus
Project uniqueness, importance, and public exposure
Adequacy of project structure and control
Project coordination and relations among stakeholders
Tier Four applies the benefits of earned value to projects with low administrative costs.

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