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978-1119165354 Chapter 1
Instructor’s Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH TO PLANNING, SCHEDULING, AND CONTROLLING TWELFTH EDITION HAROLD KERZNER, PH.D. Contents Chapter 1 Problems …………………………………………………………………. 1 Chapter 2 Problems …………………………………………………………………. 3 Chapter 3 Problems …………………………………………………………………. 4 Chapter 4 Problems …………………………………………………………………. 5 […]
978-1119165354 Chapter 10
CHAPTER 10 10–1 This is an executive management problem that needs resolution. 10–4 Many projects are overmanaged because the cost of undermanagement can be orders of magnitude greater than the cost of overmanagement. 10–5 There should exist a single priority […]
978-1119165354 Chapter 11
CHAPTER 11 11–1 The answer depends on the requirements of the project, levels of the WBS, and cost-reporting procedures. 11–2 Program: New Product Introduction Project 1: Sales Promotion/Advertising Task 1: Layout artwork Task 2: Approve artwork Project 2: Pricing Task […]
978-1119165354 Chapter 12
CHAPTER 12 12–1 PERT/CPM charts can often be used in lieu of written reports. 12–2 PERT networks should always follow the work breakdown structure. As a matter of fact, any scheduling techniques should follow the work breakdown structure. If the […]
978-1119165354 Chapter 13
CHAPTER 13 13–1 There are several approaches to this problem. One approach is to price out the 13-2 (a) If the project manager does not have sufficient funding available for pricing the job, or sufficient time, then there is a […]
978-1119165354 Chapter 14
CHAPTER 14 14-2 Early starts and late starts create havoc for BCWS because a percentage of the allocated budget may already show up as spent when, in fact, the work has not yet begun. 14-3 Line managers will “pad” their […]
978-1119165354 Chapter 15
CHAPTER 15 15-2 There are no standard ways for a metric to be reported. It is based upon the maturity level of a company as to whether they use written reports or dashboards, and there are several types of dashboards. […]
978-1119165354 Chapter 16
CHAPTER 16 16-1 More metrics will provide more information. More information should make it easier to make trade-offs. 16-2 Definitely yes. Customers often sit on the change control boards and they can 16-3 For internal projects, the sponsor may be […]
978-1119165354 Chapter 17
CHAPTER 17 17–1 EVs1 ( 16K ) EVs2 (6K) EVs3 (11K) EVs4 (55K) EVs5 0 17-3 If quantitative numbers can be assigned to each of the axes, then the entries in each cell will be quantitative. However, as is quite […]
978-1119165354 Chapter 18
CHAPTER 18 18–1 On log-log paper, the rate of change is constant. On regular graph paper, the rate of change looks like it is tapering off when, in fact, it simply means that the 18–4 Using the computer program, for […]
978-1119165354 Chapter 19
CHAPTER 19 19-1 Although there are pros and cons on every type of contract, most contracts that 19-2 Personal conversations can provide one bidder with a competitive advantage. The playing field must be level. 19-3 There are several reasons. First, […]
978-1119165354 Chapter 2
CHAPTER 2 2–1 Systems managers are trained to make decisions for the best interest of an entire 2–2 (a) Open, closed, or extended (b) Extended (c) Closed (d) Closed (e) Closed 2–3 Organizational structures, which will be discussed in Chapter […]
978-1119165354 Chapter 20
CHAPTER 20 20-1 All of the tools are not applicable to every type of project. The project team, 20-5 Generally speaking, project that may involve health risks go through 100% inspection. This is quite common in the medical profession, but […]
978-1119165354 Chapter 3
CHAPTER 3 3–1 Converting from a traditional to a project structure may take between two to three years if employees feel that they cannot effectively report to more than one 3–5 Project-driven industries identify all corporate profitability and loss on […]
978-1119165354 Chapter 4
CHAPTER 4 4–1 If the project manager must direct an activity that requires the establishment of a project team, then the project manager must have the authority to obtain (or at 4–2 According to the description given here, project managers […]
978-1119165354 Chapter 5
CHAPTER 5 5–1 Project managers normally have indirect reward power. In other words, they can make recommendations to functional managers, whether it be oral or written, confidential or nonconfidential, and then the functional manager takes the project manager’s evaluation in […]
978-1119165354 Chapter 6
CHAPTER 6 6-2 1. c, e, f 14. c, d, e, h 2. g 15. c, d, h 3. e 16. d, h 4. c 17. d, e, h 5. b, c, d, e 18. e, f 6. a, c, […]
978-1119165354 Chapter 7
CHAPTER 7 7–1 It is definitely possible to establish formal organizational procedures for the resolution of conflicts, provided that the project manager expected conflicts to 7–2 There are always situations that can develop into meaningful conflict. The most common type […]
978-1119165354 Chapter 8
CHAPTER 8 8–1 This technique is doomed to failure if the line managers decide to protect themselves by “padding” all future cost estimates and schedules. 8–2 Employees should have the right to challenge any item, whether it be on the […]
978-1119165354 Chapter 9
CHAPTER 9 9–1 Project managers should communicate with one another in order to learn from 9–3 The major reason today for implementing project management is to integrate activities that cut across several functional boundaries. Therefore, a definition of the boundaries […]
978-1119165354 Test Bank Chapter 1
CHAPTER 1: OVERVIEW (Difficulty: E = easy, M = medium, H = hard) (E) 1. In today’s market, which of the following industries appears to have a need for project management? A. Aerospace and defense (M) 2. Which of the […]
978-1119165354 Test Bank Chapter 10
CHAPTER 10: WORKING WITH EXECUTIVES (Difficulty: E = easy, M = medium, H = hard) (M) 1. In mature organizations, project and line managers negotiate for deliverables rather than people. (H) 2. In mature organizations, project leadership is centered around […]
978-1119165354 Test Bank Chapter 11
CHAPTER 11: PLANNING (Difficulty: E = easy, M = medium, H = hard) (E) 1. Generally speaking, the lowest level in the WBS is referred to as: A. Level 3 (E) 2. Scope creep is generally the result of: A. […]
978-1119165354 Test Bank Chapter 12
CHAPTER 12: NETWORK SCHEDULING TECHNIQUES (Difficulty: E = easy, M = medium, H = hard) (E) 1. Which of the following scheduling techniques is most appropriate today for managing a project? A. BAR charts (E) 2. Which of the following […]
978-1119165354 Test Bank Chapter 13
CHAPTER 13: PRICING AND ESTIMATING (Difficulty: E = easy, M = medium, H = hard) (E) 1. Which of the following is a cost-estimating relationship? (E) 2. Which of the following standard project estimating techniques is usually accomplished in weeks? […]
978-1119165354 Test Bank Chapter 14
CHAPTER 14: COST CONTROL (Difficulty: E = easy, M = medium, H = hard) (E) 1. If the schedule variance is positive and the cost variance is negative, the project’s status is: A. Over budget and behind schedule (E) 2. […]
978-1119165354 Test Bank Chapter 15
CHAPTER 15: METRICS (E) 1. The project manager must consider metrics for passive stakeholders as well as active stakeholders, but perhaps not the same number of metrics. (E) 2. Good metrics can serve as a replacement for effective stakeholder communications. […]
978-1119165354 Test Bank Chapter 16
CHAPTER 16: TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. Which of the following is normally not one of the three parameters considered during trade-offs? A. Time (E) 2. Which […]
978-1119165354 Test Bank Chapter 17
CHAPTER 17: RISK MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. The two primary components of a risk are: A. The event and the probability (M) 2. Risk constitutes a lack of knowledge ____________________. *A. […]
978-1119165354 Test Bank Chapter 18
CHAPTER 18: LEARNING CURVES (Difficulty: E = easy, M = medium, H = hard) (M) 1. Learning curve theory is based upon: (M) 2. If a product is being manufactured on an 80% learning curve, and the time for building […]
978-1119165354 Test Bank Chapter 19
CHAPTER 19: CONTRACT MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. Bidder conferences are used to: D. Solicit pricing information from the bidders on proposed scope changes (M) 2. During contract negotiations, the goal of […]
978-1119165354 Test Bank Chapter 2
CHAPTER 2: PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS (Difficulty: E = easy, M = medium, H = hard) (M) 1. Typical cost overruns on government contracts in the early years of project management reached: A 20% (E) 2. Which of […]
978-1119165354 Test Bank Chapter 20
CHAPTER 20: QUALITY MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. Customers are now demanding: D. All of the above (H) 2. The balance between quality and cost is called: *A. Salability B. Produceability C. […]
978-1119165354 Test Bank Chapter 3
CHAPTER 3: ORGANIZATIONAL STRUCTURES (Difficulty: E = easy, M = medium, H = hard) (H) 1. According to Grinnell and Apple, organizational restructuring was needed because management was unhappy with technical skills though projects were being completed within time and […]
978-1119165354 Test Bank Chapter 4
CHAPTER 4: ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM (Difficulty: E = easy, M = medium, H = hard) (E) 1. Most people seem to believe that the number one behavioral issue in project management is multiple-boss reporting. (E) […]
978-1119165354 Test Bank Chapter 5
CHAPTER 5: MANAGEMENT FUNCTIONS (Difficulty: E = easy, M = medium, H = hard) (M) 1. Which one of the following is not one of the three steps of controlling? A. Monitoring (E) 2. According to Douglas McGregor, team members […]
978-1119165354 Test Bank Chapter 6
CHAPTER 6: COMMUNICATIONS MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (M) 1. If six people are in a room are participating in a conversation, then there are _____ two-way channels of communications. A. 9 (M) 2. […]
978-1119165354 Test Bank Chapter 7
CHAPTER 7: CONFLICTS (Difficulty: E = easy, M = medium, H = hard) (E) 2. In which life cycle phase do most conflicts over project objectives occur? A. Project closure B. Project monitoring and control *C. Project initiation and planning […]
978-1119165354 Test Bank Chapter 8
CHAPTER 8: SPECIAL TOPICS (Difficulty: E = easy, M = medium, H = hard) (M) 1. The most difficult part of creating job descriptions for project managers is figuring out how to differentiate the roles and responsibilities of various pay […]
978-1119165354 Test Bank Chapter 9
CHAPTER 9: THE VARIABLES FOR SUCCESS (Difficulty: E = easy, M = medium, H = hard) (M) 1. Lowering the bid price of a project, possibly below your own cost of doing the work, is called a _____. D. Unrealistic […]