Project Management: A Systems Approach to Planning, Scheduling, and Controlling 12th Edition

Instructors 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 Chapter 5 Problems ............................................................................ 7 Chapter 6 Problems ............................................................................

CHAPTER 10 101 This is an executive management problem that needs resolution. 102 Yes, if this is what it takes to make project management work effectively. 103 Yes, if the in-house representative is disrupting the operations of the company and overstepping his/her bounds. 102 Yes, if this is what

CHAPTER 11 111 The answer depends on the requirements of the project, levels of the WBS, and cost-reporting procedures. 112 Program: New Product Introduction Project 1: Sales Promotion/Advertising Task 1: Layout artwork Task 2: Approve artwork Task 3: Sales manual Task 4: Sales promotion Task 5: Trade advertising Task

CHAPTER 12 121 PERT/CPM charts can often be used in lieu of written reports. 122 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 work is priced out at the task level, then

CHAPTER 13 131 There are several approaches to this problem. One approach is to price out the job incrementally as each phase is defined in more depth. A second technique is to price out the whole project the best you can, hopefully based upon historical estimates; as each phase

CHAPTER 14 141 Cost overruns do not just happen; they are most often caused by improper estimating, improper definition of the requirements, and other such factors. True, there are situations where a cost overrun can occur because you have a higher escalation factor on salaries, or a higher escalation

CHAPTER 15 15-1 Traditional metrics tell you where you are today. KPIs are metrics that tell you where you will end up. They are forward-looking metrics. 15-1 Traditional metrics tell you where you are today. KPIs are metrics that tell you where you will end up. They are forward-looking

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 approve or reject a scope change. They can also influence the change control board as to the

CHAPTER 17 171 EVs1 ( 16K ) EVs2 (6K) EVs3 (11K) EVs4 (55K) EVs5 0 (a) Do not develop product; that is, S5 (b) S4 (c) S2 (d) S5 17-2 Lack of understanding of the processes or delivery system (for example, EPM system) that the supplier uses. (a) Do

CHAPTER 18 181 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 magnitude of the improvement is getting less and less. Improvements cannot occur indefinitely because of

CHAPTER 19 19-1 Although there are pros and cons on every type of contract, most contracts that involve a great deal of uncertainty, where significant scope changes are possible, would use some form of cost-reimbursable contracting. Even with cost-reimbursable contracts, price ceilings can be used. involve a great deal

CHAPTER 2 21 Systems managers are trained to make decisions for the best interest of an entire system. Project managers should think the same way but sometimes decisions are made that are not optimal decisions. Ideally, all decisions should be made by looking at the big picture. system. Project

CHAPTER 20 20-1 All of the tools are not applicable to every type of project. The project team, especially the quality experts on the project, determine which tools to use. 20-2 Regardless which team member performs the work, the project manager has the ultimate responsibility for the overall quality

CHAPTER 3 31 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 boss, or if they feel that they will not be evaluated effectively. We are removing people from their comfort

CHAPTER 4 41 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 least request) manpower as necessary provided that the project constraints are not violated. The project manager must work

CHAPTER 5 51 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 managers evaluation in hand and makes the final decision. 52 (a) Referent

CHAPTER 6 6-1 Yes. The project manager must try to obtain feedback from the employees to make sure that they understood the instructions. 6-1 Yes. The project manager must try to obtain feedback from the employees to make sure that they understood the instructions. 6-1 Yes. The project manager

CHAPTER 7 71 It is definitely possible to establish formal organizational procedures for the resolution of conflicts, provided that the project manager expected conflicts to occur. If the project manager knows what type of conflicts can occur in a project environment, then the project manager can develop a linear

CHAPTER 8 81 This technique is doomed to failure if the line managers decide to protect themselves by padding all future cost estimates and schedules. 82 Employees should have the right to challenge any item, whether it be on the project managers or line managers evaluation form. 83 Students

CHAPTER 9 91 Project managers should communicate with one another in order to learn from each other and understand what problems may occur downstream such that resource scheduling on projects may be different from planned activities. This is critical if resources must be shared on multiple projects. Many times,

CHAPTER 1: OVERVIEW (Difficulty: E = easy, M = medium, H = hard) (E) 1. In todays market, which of the following industries appears to have a need for project management? A. Aerospace and defense B. Construction C. Information systems *D. All industries have a need for project management B.

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. *A. True B. False *A. True B. False *A. True B. False (H) 2. In mature organizations, project leadership is

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 B. Level 4 C. Level 5 *D. The work package B. Level 4 C. Level 5 *D. The work package

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 B. Milestone charts C. PERT charts *D. Precedence charts B. Milestone charts C. PERT charts *D.

CHAPTER 13: PRICING AND ESTIMATING (Difficulty: E = easy, M = medium, H = hard) (E) 1. Which of the following is a cost-estimating relationship? A. Mathematical equations based upon regression analysis B. Cost-quantity relationships C. Cost-cost relationships *D. All of the above A. Mathematical equations based upon regression analysis

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 projects status is: A. Over budget and behind schedule B. Over budget and ahead of schedule C. Under budget and behind

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. *A. True B. False *A. True B. False *A. True B. False (E) 2. Good metrics can serve as a replacement for effective

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 B. Cost C. Performance *D. Financial risks B. Cost C. Performance *D. Financial

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 *B. The probability and the impact C. The impact and the event D. The impact and the amount at stake

CHAPTER 18: LEARNING CURVES (Difficulty: E = easy, M = medium, H = hard) (M) 1. Learning curve theory is based upon: A. The time required to perform a task increases as the task is repeated B. The amount of improvement increases as more units are produced *C. The rate

CHAPTER 19: CONTRACT MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. Bidder conferences are used to: *A. Answer questions about the project prior to submittal of proposals B. Answer questions about the project after contract award C. Debrief the bidder on their performance after completion

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% B 50% C 100% *D 300% B 50% C 100% *D 300% B 50%

CHAPTER 20: QUALITY MANAGEMENT (Difficulty: E = easy, M = medium, H = hard) (E) 1. Customers are now demanding: *A. Higher performance requirements B. Higher contractor profit margins C. Slower product development *A. Higher performance requirements B. Higher contractor profit margins C. Slower product development *A. Higher performance requirements

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 cost. A. True *B. False A. True *B. False A.

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. *A. True B. False *A. True B. False *A. True B.

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 B. Evaluating *C. Authorizing D. Correcting B. Evaluating *C. Authorizing D. Correcting B. Evaluating *C. Authorizing D. Correcting

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 B. 10 *C. 15 D. 30 B. 10 *C. 15 D.

CHAPTER 7: CONFLICTS (Difficulty: E = easy, M = medium, H = hard) (E) 1. Project objectives must be clearly defined so that we know when the project is over. *A. True B. False (E) 1. Project objectives must be clearly defined so that we know when the project is

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 grades of project managers. *A. True B. False *A. True

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 _____. *A. Buy-in B. Over-optimistic response C. Unrealistic proposal *A. Buy-in B. Over-optimistic