By 2010, Clark Faucet Company had grown into the third largest supplier of

faucets for both commercial and home use. Competition was erce. Consumers

would evaluate faucets on artistic design and quality. Each faucet had to be avail-

able in at least 25 different colors. Commercial buyers seemed more interested

in the cost than the average consumer, who viewed the faucet as an object of art,

irrespective of price.

Clark Faucet Company did not spend a great deal of money advertising on

the radio, television, or Internet. Some money was allocated for ads in profes-

sional journals. Most of Clark's advertising and marketing funds were allocated

to the two semiannual home and garden trade shows and the annual builders'

trade show. One large builder could purchase more than5,000 components for the

furnishing of one newly constructed hotel or one apartment complex. Missing an

opportunity to display the new products at thesetrade shows could easily result in

a six- to 12-month window of lost revenue.

1. What do you believe more in, a Leader or a Manager and why?

2. How do you deal with underperforming project team members?

Following is a sample answer for this question.

3. What is Work Breakdown Structure (WBD) and how does it affect the work estimates of tasks/activities?

4. What are the techniques for doing "activity time" estimates?

5. What do you mean by Work Breakdown structure?

6. Describe all the steps involved from the time of project initiation to project completion?

7. Did your colleagues or your manager ever challenge your decisions?.

8. What is a decision support system (DSS)?

9. How do you keep your team members motivated?

10. Do you think integrity is an essential quality of a project manager?