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business
total quality management

Questions and Answers of Total Quality Management

7 Describe the four stages of the business decision-making process and explain how information systems can support this process.
6 Distinguish between information management and knowledge management.
5 What are the characteristics of e-business and e-commerce? Which information types are involved in e-business and e-commerce management?
4 Which different types of information are used in an organization?
3 Draw a diagram summarizing how an organization processes information.
2 Explain how information can be used for corporate performance management.
1 Distinguish between data, information and knowledge. Why is this distinction significant for managers involved in business information management?
■ How can we harness the knowledge within our organization?
How do we leverage information to increase organizational efficiency and competitiveness?
■ Identify key management issues of information and knowledge management.
■ Demonstrate the relationship between data, information and knowledge.
Explain how information management delivers value to an organization.
2. For the program of “For Discussion” question 1, what do you think the esprit de corps is for the folks on the program? Knowing that dispirited workers are way less productive than confident
1. On that program described in “For Discussion” question 1, you know the lead mechanical engineer from working with her on a previous program. You do not think she is a very good leader. Maybe
2. You inherit a program that seems to be going well, but you are not sure that the money remaining equals the work remaining. Explain how you would use earned value management and discussions with
1. You have just been assigned to take over a program that is in trouble.So much trouble, in fact, that the prior PM has been reassigned to counting paper clips in the supply room. Discuss some of
3. Can you delegate a coaching opportunity to another member of your team (for example, to the lead software engineer)? What considerations should you have if you think you might want to do so?
2. What role does your authority play in your coaching? What role does your influence play in your coaching?
1. Many situations are aided by the application of a little humor. What could go wrong in using humor in a coaching situation?
2. Describe a “trick,” intentional or not, that your customer may use if negotiating eight distinct tasks that he or she has estimated as well.What can you do about it?
e. Your administrative assistant thinks it is not his job to retype the unformatted system engineer’s report.
d. Your contracts administrator feels you are being too generous in your interpretation of the specifications in your customer’s favor.
Program Management in Defense and High Tech Environments
c. The electrical engineering functional manager wants to “borrow”one of your program’s engineers.234
1. Discuss how important existing and future relationships are with respect to the following situations:a. You are buying a car.b. Your customer and you disagree on scope on a long-term contract.
5. Needing your signature on a subcontract agreement is a clear indication of your power. Describe some situations where use of that power is positive and other situations where it has more negative
4. Discuss if “being nice” to folks who provide services to your program(such as IT) is a sign of your weakness or strength. Would you be better off, in some cases, by being “demanding?”
3. In “carving up the pie” (allocating budgets after negotiations to the functional departments), what environment will make the FMs likely to take on challenges? How do you create that
2. Depending on your customer, it may or may not be a good idea to negotiate “tit-for-tat” but rather to help each other out wherever you can. Explain.
1. In a contract negotiation, how can you capitalize on the hard work that you and your team have done in estimating the work?
3. What are the best and worst kinds of contracts for the application of EV methods? And why
2. How important is a good schedule, with realistic estimates of task content, to EVM? Did I hear you say “Very”—but now tell us why!
1. Write a brief description, in your own words, of how EVM works.
2. Some people (the naïve ones) may think that EVM techniques control costs. But you are smarter, so describe some actual controls that you may use based on EVM analysis.Written Assignments
1. Discuss the risks of using EVM as your primary method of measuring progress. How can these risks be mitigated?
2. Discuss what is good and what is bad in this definition of leadership:Leadership: Getting people to do what you want them to do.
1. Despite the fact that you ascribe to the theory of always treating your colleagues with respect, one day you really “lose it” and shout at a member of your team. What should you do? What if
6. If you cannot motivate people by reason, it is OK to motivate them by fear—or is it? Consider the application of this thinking in terms of success, apparent success, failure, or apparent
5. Someone forgot to order a critical part for a breadboard. It costs$100. You think someone should use his or her personal credit card to buy the part quickly—but they might not get reimbursed.
4. Name some famous leaders in history. Were they participative, ruthless, or charismatic? Is “fame” always consistent with success?Discuss whether some “famous” leaders were actually
3. Are good leaders “humble”? How this is possible if one needs his or her leadership to be “confident”?
2. Discuss participative leadership in various circumstances. When might it work and not work?
1. Do you think the people on your program are out to make the program successful or out to make themselves successful? Or a combination of both? Or maybe there are some other motivations?
6. Can a progress report help you avoid claims? You say yes, and you are right; but, remember it is not part of your contract, so, how can it help?
5. You subcontract part of your program to a small firm. Things go badly for the company, and you hear a rumor that they are preparing to issue a claim against you. What do you do?
4. You have been working on a program for a year when you find that one of the requirements is physically impossible to achieve. Is this a potential claim situation? What if you signed an agreement
3. Your customer disapproves one of your drawings because she does not like the way you implemented the requirement. What discussion do you need to have with her? Do you think you might need to
2. If you feel that a scope issue may arise, what are some of the immediate steps you should take in case the issue gets bigger rather than smaller?
1. Discuss some strategies on how to reduce the probability of needing a claim on a program.
4. One of your lead engineers has a very good rapport with a customer’s technical lead. You are worried that his desire to please his “friend”might cost your program in schedule and money. What
3. One of the most challenging issues in customer relationships is where to “draw the line” for gray-scope areas. What thinking should go into your line-drawing thinking?
2. A scope issue arises on your program, but you want to keep making progress. Your customer says, “Go ahead, we’ll work it out later.”How dangerous is this situation, and what should you do?
1. Claims are a great way to increase the dollar content of your program—true?
14. A functional manager tells you that one of the engineers on your program seems to be putting in fewer hours than he is reporting on his time entry. What is your first step? And then what?
13. The team has just achieved an important goal. It is not clear exactly which members contributed and to what degree. What do you do to get the proper recognition for the right folks?
12. Discuss ways to help the team transition between phases—for example, from design to qualification testing—what principles would you employ as the skills needed for the next phase change?
11. In a program review, a functional manager asks you a question that appears to be designed to expose your lack of knowledge on a technical aspect of your program. What might you do in that
10. You are (fortunately) in the habit of reviewing charging on your program on a weekly basis. You see a new name and do not recognize the budget center. What do you do?
9. Do you use EVM to control costs? “Of course,” you say—“Of course not,” I say. Why? (Hint: “Control.”)
8. Your customer interprets a specification requirement differently from how you and your team interpret it. She had something entirely different in mind when she wrote it. If your interpretation is
7. Demonstrations of equipment operation can be both good and bad for progress. Describe a few examples of both the good and bad effects of developing demos for customers.
6. What are some of the positive and negative aspects of formal program reviews?
5. You do not have a requirement for a monthly progress report on your program. Why would you want to write one?
4. In one page, not using text from this chapter, describe the major concepts of earned value management (EVM). In another page, describe some of the benefits and pitfalls of EVM.
3. Here is a challenge: One of your engineers finds a better approach to an amplifier design and wants to make a change. But the budget for that task is essentially gone. What can or should you do?
2. Is optimism an important leadership trait? Why?
171
1. Do you have some good and bad leadership experiences? (This is a rhetorical question—we all have these experiences!) Tell us a good leadership story—we tend to remember these less!Running the
15. Your program is coming to an end. What thoughts might be in the minds of the people who are bringing it to conclusion?Written Assignments
14. Is it your job to “protect” the team from negative comments from customers or senior managers? What if the comment is about a particular engineer’s capability or dedication? What are the
13. Can you give an example of when you were offered consideration by one of your leaders and how it made you feel about them (and them as representatives of the company or program)? For example,
12. Do you have some examples of “scope creep” that has come from the folks on the project? What about examples of customer-inspired scope creep—any examples of that?
11. Describe some good and bad approaches to performance coaching.(Have you ever been “coached” and was the technique effective?)
10. Discuss detecting problems by quantitative and qualitative ways.Consider some stories from people who have seen successful and unsuccessful use of each approach, which may be very valuable here.
9. Your program is beginning to slip schedule. What considerations should you have as you decide when and what to tell your senior management?How do you involve the team in this “disclosure”
8. Can you use fear of the customer as a factor to encourage progress?
7. Describe the “art” of getting stuck engineers unstuck. What do you have to watch out for as you counsel them?
6. Discuss some of the issues regarding delayed or incorrect information that your customer is required to give you. Perhaps the class has some stories about this all-too-common issue.
5. Your customer has wrongly criticized your team’s technical performance.What do you tell them? What would be the approach if the criticism is actually justified?
Program Management in Defense and High Tech Environments
4. What are some ways that you can build a quality culture within your team? What is the basis for that culture and how do you magnify the natural tendency in most people to do a good job?170
3. Discuss some of the issues around scheduling, including how to“personalize” the program’s schedule and how to build ownership of the schedule.
2. John comes to you and says Mary stole his idea. What do you do now?
1. Do you have any stories about “sticking to the plan” versus “adapting the plan?” Try to find examples of when each approach was valuable or not valuable.
4. What are some of the advantages and disadvantages of utilizing contract engineers? Tell us a story about some experiences you may have had with one or more of them. Or, if you do not have that
3. What are some ways to establish a shared vision for the program?
2. Why is the selection of the team so important?
1. PMs are both managers and leaders. Describe how both roles come into play at the start of a program.
Do you have any stories to illustrate theory a or theory b?Written Assignments
b) The health and happiness of our people is the basis of our success!
a) We do not have time to care about people!
6. We are running a business here!
5. Discuss what “trust” means as a leadership value. What are some strategies to building a trusting culture, and what are some behaviors that can ruin that culture?
4. Do team-building exercises work? Are they always worth the expense? How can you design an exercise that is effective?
3. Sometimes it may be positive to outsource part of your product.What are some of the considerations if you would like to do so? Are other stakeholders affected? How can you make outsourcing a
2. What are some of the considerations in selecting/appointing the sub-team leaders?
1. Discuss the importance of allocations and some of the issues around making “contracts” with the functional departments.
8. If you lose a bid, under what circumstances should your company issue a formal protest? What would be some of the valid, and some of the invalid, reasons for such an action? What would some of the
7. If your proposal is rejected in favor of a competitor’s, what steps should you take to learn about why you lost? How do you deal with communicating the criticisms, some of which are very direct,
6. Assume you have been selected as a result of a competition for a complex program, and the customer wants to have a post-award meeting.What are your goals at such a meeting?

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