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
Chapter 5 Problems …………………………………………………………………. 7
Chapter 6 Problems …………………………………………………………………. 9
Chapter 7 Problems ……………………………………………………………….. 10
Chapter 8 Problems ……………………………………………………………….. 11
Chapter 9 Problems ……………………………………………………………….. 12
Chapter 10 Problems ……………………………………………………………… 13
Chapter 11 Problems ……………………………………………………………… 14
Chapter 12 Problems ……………………………………………………………… 16
Chapter 13 Problems ……………………………………………………………… 18
Chapter 14 Problems ……………………………………………………………… 20
Chapter 15 Problems ……………………………………………………………… 22
Chapter 16 Problems ……………………………………………………………… 23
Chapter 17 Problems ……………………………………………………………… 24
Chapter 18 Problems ……………………………………………………………… 25
Chapter 19 Problems ……………………………………………………………… 27
Chapter 20 Problems ……………………………………………………………… 28
CHAPTER 1
1–1 There is no correct answer to this problem, just preferred choices.
Moral: Even in the best companies, differing views of project management
are possible. Differing views also occur whether the company is project-driven
or non-project-driven. Also, the views can change as the company gets
reasonably more mature in project management.
1–2 Project management was originally designed for industries that have complex
(as opposed to simple) tasks and that operate in an ever–changing, dynamic (as
opposed to static)
environment.
These include aerospace, defense, construction,
1–3 In general, the most important attributes of a project manager are
communicative skills and interpersonal skills. Individuals cannot be trained
to be a project manager simply by taking courses or attending seminars.
Project managers can only be developed by on-the-job training, especially under
the guidance of an experienced project manager. Some companies prefer to train
project managers by first rotating them through the various line organizations
(say two weeks to two months each) and then assigning them as an assistant
1–4 Functional managers would prefer to manage projects which stay entirely
within their functional groups. This greatly reduces authority problems.
1–5 All three items are more important on the horizontal line than on the vertical
line. Because the project manager is under a time constraint, time
1–6 In most organizations, power rests with the individuals who control the
resources. If the project manager has to negotiate for all resources, and the
1–7 In project-driven organizations, the fastest career path is in project
management, with project engineering second and line management third. The