Project Management – a Systems Approach to Planning, Scheduling, and Controlling – 11th edition, by Harold Kerzner, Ph. D. Published by Wiley

Project Management – a Systems Approach to Planning, Scheduling, and Controlling – 11th edition, by Harold Kerzner, Ph. D. Published by Wiley
1. Jones Construction Company has recently won a $120 million contract with a local company. The contract includes three separate construction projects, each one beginning at the same time. Two of the projects are eighteen months in duration, and the third project is thirty months in duration. Each project has its own project manager. How do we resolve conflicts when each project may have a different priority, but they are all for the same customer?

2. James is a department manager who supplies resources to four different projects. Although each project has an established priority, the project managers continually argue that departmental resources are not being allocated effectively. James decides to have a monthly meeting with all four of the project managers, to let them decide how resources should be allocated. Can this technique work? If so, under what conditions? How would you manage this situation if you were James?

3. You are performing a two-day quality audit of one of your company’s suppliers. The supplier asks you to stay for a few extra days so they can take you out deep-sea fishing and gambling at the local casino. Should you (a) accept their invitation outright; (b) accept their invitation, but take vacation time for fishing and gambling; (c) Accept their invitation but at a later time so it doesn’t interfere with the audit; or (d) gracefully decline their invitation? Explain your answer.

4. Your company has a policy that all company-sensitive material must be stored in locked file cabinets at the end of the day. One employee has received several notices for breaking this rule. Should you: (a) reprimand the employee; (b) remove the employee from your project; (c) ask Human Resources to have this employee terminated; or (d) counsel the employee as well as other team members on the importance of confidentiality and the possible consequences for violations? Explain your answer.

5. Some people contend that functional employees should be able to evaluate the effectiveness of the project manager after the project is completed. What five questions would you include on an evaluation form for this purpose?

6. The first step in making project management work must be a complete definition of the boundaries across which the project manager must interact. Do you agree with this statement? Why or why not?

7. How should a project manager react when she finds inefficiency in the functional lines at her company? Should executive management become involved? Why or why not?

8. You are a line manager, and two project managers (each reporting to a divisional vice president) enter your office soliciting resources. Each project manager claims that his project is top priority as assigned by his own vice president. How should you, as the line manager, handle this situation?