Test Bank for Project Management A Systems Approach to Planning, Scheduling, and Controlling, 12th Edition, 12e by Harold R. Kerzner

Test Bank for Project Management A Systems Approach to Planning, Scheduling, and Controlling, 12th Edition, 12e by Harold R. Kerzner 

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ISBN-13: 9781119165354

TABLE OF CONTENTS

 

1 Overview 1

 

1.0 Introduction 1

 

1.1 Understanding Project Management 2

 

1.2 Defining Project Success 6

 

1.3 Trade-Offs and Competing Constraints 7

 

1.4 The Entry-Level Project Manager 9

 

1.5 The Talent Triangle 10

 

1.6 Technology-Based Projects 10

 

1.7 The Project Manager–Line Manager Interface 11

 

1.8 Defining the Project Manager’s Role 13

 

1.9 Defining the Functional Manager’s Role 15

 

1.10 Defining the Functional Employee’s Role 17

 

1.11 Defining the Executive’s Role 17

 

1.12 Working with Executives 17

 

1.13 Committee Sponsorship/Governance 19

 

1.14 The Project Manager as the Planning Agent 20

 

1.15 Project Champions 21

 

1.16 Project-Driven versus Non–Project-Driven Organizations 22

 

1.17 Marketing in the Project-Driven Organization 24

 

1.18 Classification of Projects 25

 

1.19 Location of the Project Manager 26

 

1.20 Differing Views of Project Management 27

 

1.21 Public-Sector Project Management 28

 

1.22 International Project Management 31

 

1.23 Concurrent Engineering: A Project Management Approach 32

 

1.24 Added Value 32

 

1.25 Studying Tips for the PMI® Project Management Certification Exam 33

 

Problems 36

 

Case Study

 

Williams Machine Tool Company 37

 

2 Project Management Growth: Concepts and Definitions 39

 

2.0 Introduction 39

 

2.1 The Evolution of Project Management: 1945–2017 39

 

2.2 Resistance to Change 43

 

2.3 Systems, Programs, and Projects: A Definition 45

 

2.4 Product versus Project Management: A Definition 47

 

2.5 Maturity and Excellence: A Definition 49

 

2.6 Informal Project Management: A Definition 50

 

2.7 The Many Faces of Success 52

 

2.8 The Many Faces of Failure 54

 

2.9 Causes of Project Failure 57

 

2.10 Degrees of Success and Failure 59

 

2.11 The Stage-Gate Process 60

 

2.12 Project Life Cycles 61

 

2.13 Gate Review Meetings (Project Closure) 65

 

2.14 Engagement Project Management 66

 

2.15 Project Management Methodologies: A Definition 67

 

2.16 From Enterprise Project Management Methodologies to Frameworks 69

 

2.17 Methodologies Can Fail 70

 

2.18 Organizational Change Management and Corporate Cultures 71

 

2.19 Benefits Harvesting and Cultural Change 76

 

2.20 Agile and Adaptive Project Management Cultures 77

 

2.21 Project Management Intellectual Property 77

 

2.22 Systems Thinking 79

 

2.23 Studying Tips for the PMI® Project Management Certification Exam 82

 

Problems 85

 

Case Study

 

Creating a Methodology 86

 

3 Organizational Structures 89

 

3.0 Introduction 89

 

3.1 Organizational Work Flow 90

 

3.2 Traditional (Classical) Organization 91

 

3.3 Pure Product (Projectized) Organization 93

 

Test Bank for Project Management A Systems Approach to Planning, Scheduling, and Controlling, 12th Edition, 12e by Harold R. Kerzner 

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3.4 Matrix Organizational Form 95

 

3.5 Modification of Matrix Structures 99

 

3.6 The Strong, Weak, or Balanced Matrix 101

 

3.7 Project Management Offices 101

 

3.8 Selecting the Organizational Form 103

 

3.9 Strategic Business Unit (SBU) Project Management 106

 

3.10 Transitional Management 107

 

3.11 Seven Fallacies that Delay Project Management Maturity 109

 

3.12 Studying Tips for the PMI® Project Management Certification Exam 111

 

Problems 113

 

4 Organizing and Staffing the Project Office and Team 115

 

4.0 Introduction 115

 

4.1 The Staffing Environment 116

 

4.2 Selecting the Project Manager: an Executive Decision 117

 

4.3 Skill Requirements for Project and Program Managers 121

 

4.4 Special Cases in Project Manager Selection 125

 

4.5 Today’s Project Managers 126

 

4.6 Duties and Job Descriptions 127

 

4.7 The Organizational Staffing Process 128

 

4.8 The Project Office 131

 

4.9 The Functional Team 133

 

4.10 The Project Organizational Chart 133

 

4.11 Selecting the Project Management Implementation Team 136

 

4.12 Mistakes Made by Inexperienced Project Managers 139

 

4.13 Studying Tips for the PMI® Project Management Certification Exam 140

 

Problems 142

 

5 Management Functions 145

 

5.0 Introduction 145

 

5.1 Controlling 146

 

5.2 Directing 146

 

5.3 Project Authority 148

 

5.4 Interpersonal Influences 152

 

5.5 Barriers to Project Team Development 154

 

5.6 Suggestions for Handling the Newly Formed Team 157

 

5.7 Team Building as an Ongoing Process 158

 

5.8 Leadership in a Project Environment 159

 

5.9 Value-Based Project Leadership 160

 

5.10 Transformational Project Management Leadership 163

 

5.11 Organizational Impact 163

 

5.12 Employee–Manager Problems 165

 

5.13 General Management Pitfalls 166

 

5.14 Time Management Pitfalls 167

 

5.15 Management Policies and Procedures 171

 

5.16 Human Behavior Education 171

 

5.17 Studying Tips for the PMI® Project Management Certification Exam 174

 

Problems 177

 

Case Studies

 

The Trophy Project 178

 

McRoy Aerospace 180

 

The Poor Worker 182

 

The Prima Donna 182

 

The Reluctant Workers 184

 

Leadership Effectiveness (A) 185

 

Leadership Effectiveness (B) 189

 

Motivational Questionnaire 195

 

6 Communications Management 203

 

6.0 Introduction 203

 

6.1 Modeling the Communications Environment 203

 

6.2 The Project Manager as a Communicator 208

 

6.3 Project Review Meetings 212

 

6.4 Project Management Bottlenecks 212

 

6.5 Active Listening 213

 

6.6 Communication Traps 214

 

6.7 Project Problem Solving 215

 

6.8 Brainstorming 223

 

6.9 Predicting the Outcome of a Decision 224

 

6.10 Facilitation 226

 

6.11 Studying Tips for the PMI® Project Management Certification Exam 228

 

Problems 230

 

Case Studies

 

Communication Failures 231

 

The Team Meeting 234

 

7 Conflicts 237

 

7.0 Introduction 237

 

7.1 The Conflict Environment 238

 

7.2 Types of Conflicts 239

 

7.3 Conflict Resolution 240

 

7.4 The Management of Conflicts 241

 

7.5 Conflict Resolution Modes 242

 

7.6 Understanding Superior, Subordinate, and Functional Conflicts 244

 

7.7 Studying Tips for the PMI® Project Management Certification Exam 246

 

Problems 248

 

Case Studies

 

Facilities Scheduling at Mayer Manufacturing 248

 

Telestar International 250

 

Handling Conflict in Project Management 251

 

8 Special Topics 257

 

8.0 Introduction 257

 

8.1 Performance Measurement 257

 

8.2 Financial Compensation and Rewards 262

 

8.3 Effective Project Management in the Small Business Organization 270

 

8.4 Mega Projects 271

 

8.5 Morality, Ethics, and the Corporate Culture 273

 

8.6 Professional Responsibilities 275

 

8.7 Internal and External Partnerships 278

 

8.8 Training and Education 279

 

8.9 Integrated Product/Project Teams 281

 

8.10 Virtual Project Teams 283

 

8.11 Managing Innovation Projects 284

 

8.12 Agile Project Management 287

 

8.13 Studying Tips for the PMI® Project Management Certification Exam 289

 

Problems 295

 

Case Study

 

Is It Fraud? 295

 

9 The Variables for Success 299

 

9.0 Introduction 299

 

9.1 Predicting Project Success 299

 

9.2 Project Management Effectiveness 302

 

9.3 Expectations 303

 

9.4 Lessons Learned 305

 

9.5 Understanding Best Practices 306

 

9.6 Studying Tips for the PMI® Project Management Certification Exam 312

 

Test Bank for Project Management A Systems Approach to Planning, Scheduling, and Controlling, 12th Edition, 12e by Harold R. Kerzner 

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Problems 313

 

Case Study

 

Radiance International 313

 

10 Working with Executives 317

 

10.0 Introduction 317

 

10.1 The Project Sponsor 317

 

10.2 Handling Disagreements with the Sponsor 327

 

10.3 The Collective Belief 327

 

10.4 The Exit Champion 328

 

10.5 The In-House Representatives 329

 

10.6 Stakeholder Relations Management 329

 

10.7 Project Portfolio Management 335

 

10.8 Politics 337

 

10.9 Studying Tips for the PMI® Project Management Certification Exam 338

 

Problems 339

 

Case Studies

 

The Prioritization of Projects 340

 

The Irresponsible Sponsors 341

 

Selling Executives on Project Management 342

 

11 Planning 345

 

11.0 Introduction 345

 

11.1 Business Case 346

 

11.2 Validating the Assumptions 348

 

11.3 Validating the Objectives 351

 

11.4 General Planning 352

 

11.5 Life-Cycle Phases 355

 

11.6 Life-Cycle Milestones 356

 

11.7 Kickoff Meetings 358

 

11.8 Understanding Participants’ Roles 360

 

11.9 Establishing Project Objectives 360

 

11.10 The Statement of Work 361

 

11.11 Project Specifications 363

 

11.12 Data Item Milestone Schedules 364

 

11.13 Work Breakdown Structure 365

 

11.14 Wbs Decomposition Problems 370

 

11.15 Work Breakdown Structure Dictionary 372

 

11.16 Project Selection 373

 

11.17 The Role of the Executive in Planning 377

 

11.18 Management Cost and Control System 378

 

11.19 Work Planning Authorization 379

 

11.20 Why Do Plans Fail? 380

 

11.21 Stopping Projects 381

 

11.22 Handling Project Phaseouts and Transfers 381

 

11.23 Detailed Schedules and Charts 383

 

11.24 Master Production Scheduling 385

 

11.25 Project Plan 386

 

11.26 The Project Charter 391

 

11.27 Project Baselines 392

 

11.28 Verification and Validation 395

 

11.29 Management Control 396

 

11.30 Configuration Management 397

 

11.31 Enterprise Project Management Methodologies 398

 

11.32 Project Audits 399

 

11.33 Studying Tips for the PMI® Project Management Certification Exam 400

 

Problems 404

 

12 Network Scheduling Techniques 409

 

12.0 Introduction 409

 

12.1 Network Fundamentals 411

 

12.2 Graphical Evaluation and Review Technique (GERT) 416

 

12.3 Dependencies 417

 

12.4 Slack Time 417

 

12.5 Network Replanning 423

 

12.6 Estimating Activity Time 428

 

12.7 Estimating Total Project Time 429

 

12.8 Total PERT /CPM Planning 430

 

12.9 Crash Times 431

 

12.10 PERT /CPM Problem Areas 436

 

12.11 Alternative PERT /CPM Models 436

 

12.12 Precedence Networks 437

 

12.13 Lag 440

 

12.14 Scheduling Problems 441

 

12.15 The Myths of Schedule Compression 441

 

12.16 Project Management Software 442

 

12.17 Studying Tips for the PMI® Project Management Certification Exam 445

 

Problems 448

 

Case Study

 

The Invisible Sponsor 451

 

13 Pricing and Estimating 453

 

13.0 Introduction 453

 

13.1 Global Pricing Strategies 453

 

13.2 Types of Estimates 455

 

13.3 Pricing Process 458

 

13.4 Organizational Input Requirements 460

 

13.5 Labor Distributions 462

 

13.6 Overhead Rates 463

 

13.7 Materials/Support Costs 465

 

13.8 Pricing Out the Work 466

 

13.9 Smoothing Out Department Man-Hours 469

 

13.10 The Pricing Review Procedure 471

 

13.11 Systems Pricing 472

 

13.12 Developing the Supporting/Backup Costs 474

 

13.13 The Low-Bidder Dilemma 474

 

13.14 Special Problems 477

 

13.15 Estimating Pitfalls 478

 

13.16 Estimating High-Risk Projects 479

 

13.17 Project Risks 480

 

13.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 483

 

13.19 Life-Cycle Costing (LCC) 484

 

13.20 Logistics Support 486

 

13.21 Economic Project Selection Criteria: Capital Budgeting 488

 

13.22 Payback Period 488

 

13.23 The Time Value of Money and Discounted Cash Flow (DCF) 489

 

13.24 Net Present Value (NPV) 490

 

13.25 Internal Rate of Return (IRR) 490

 

13.26 Comparing IRR, NPV, and Payback 491

 

13.27 Risk Analysis 492

 

13.28 Capital Rationing 492

 

13.29 Project Financing 494

 

13.30 Studying Tips for the PMI® Project Management Certification Exam 496

 

Problems 498

 

Case Study

 

The Estimating Problem 499

 

14 Cos t Control 501

 

14.0 Introduction 501

 

14.1 Understanding Control 503

 

14.2 The Operating Cycle 506

 

14.3 Cost Account Codes 506

 

14.4 Budgets 511

 

14.5 The Earned Value Measurement System (EVMS) 512

 

14.6 Variance and Earned Value 513

 

14.7 The Cost Baseline 529

 

14.8 Justifying the Costs 531

 

14.9 The Cost Overrun Dilemma 532

 

14.10 Recording Material Costs Using Earned Value Measurement 534

 

14.11 Material Variances: Price and Usage 535

 

14.12 Summary Variances 536

 

14.13 Status Reporting 537

 

14.14 Cost Control Problems 537

 

14.15 Studying Tips for the PMI® Project Management Certification Exam 539

 

Problems 542

 

Case Studies

 

The Bathtub Period 544

 

Franklin Electronics 545

 

15 Metrics 549

 

15.0 Introduction 549

 

15.1 Project Management Information Systems 549

 

15.2 Enterprise Resource Planning 550

 

15.3 Project Metrics 550

 

15.4 Key Performance Indicators (KPIS) 555

 

15.5 Value-Based Metrics 561

 

15.6 Dashboards and Scorecards 566

 

15.7 Business Intelligence 569

 

15.8 Studying Tips for the PMI® Project Management Certification Exam 570

 

Problems 573

 

16 Trade-off Analysis in a Project Environment 575

 

16.0 Introduction 575

 

16.1 Methodology for Trade-Off Analysis 578

 

16.2 Contracts: Their Influence on Projects 593

 

16.3 Industry Trade-Off Preferences 594

 

16.4 Project Manager’s Control of Trade-Offs 597

 

16.5 Studying Tips for the PMI® Project Management Certification Exam 597

 

Problems 598

 

17 Risk Management 599

 

17.0 Introduction 599

 

17.1 Definition of Risk 601

 

17.2 Tolerance for Risk 603

 

17.3 Definition of Risk Management 604

 

17.4 Certainty, Risk, and Uncertainty 604

 

17.5 Risk Management Process 610

 

17.6 Plan Risk Management 611

 

17.7 Risk Identification 612

 

17.8 Risk Analysis 613

 

17.9 Qualitative Risk Analysis 615

 

17.10 Quantitative Risk Analysis 616

 

17.11 Plan Risk Response 619

 

17.12 Monitor and Control Risks 621

 

17.13 Some Implementation Considerations 622

 

17.14 The Use of Lessons Learned 623

 

17.15 Dependencies between Risks 624

 

17.16 The Impact of Risk Handling Measures 628

 

17.17 Risk and Concurrent Engineering 631

 

17.18 Studying Tips for the PMI® Project Management Certification Exam 633

 

Problems 637

 

Case Studies

 

Teloxy Engineering (A) 640

 

Teloxy Engineering (B) 640

 

The Risk Management Department 641

 

18 Learning Curves 643

 

18.0 Introduction 643

 

18.1 General Theory 643

 

18.2 The Learning Curve Concept 644

 

18.3 Graphic Representation 646

 

18.4 Key Words Associated with Learning Curves 647

 

18.5 The Cumulative Average Curve 648

 

18.6 Sources of Experience 649

 

18.7 Developing Slope Measures 653

 

18.8 Unit Costs and Use of Midpoints 654

 

18.9 Selection of Learning Curves 654

 

18.10 Follow-On Orders 655

 

18.11 Manufacturing Breaks 656

 

18.12 Learning Curve Limitations 656

 

18.13 Competitive Weapon 657

 

18.14 Studying Tips for the PMI® Project Management Certification Exam 658

 

Problems 659

 

19 Contract Management 661

 

19.0 Introduction 661

 

19.1 Procurement 662

 

19.2 Plan Procurements 664

 

19.3 Conducting the Procurements 667

 

19.4 Conduct Procurements: Request Seller Responses 668

 

19.5 Conduct Procurements: Select Sellers 669

 

19.6 Types of Contracts 673

 

19.7 Incentive Contracts 678

 

19.8 Contract Type versus Risk 680

 

19.9 Contract Administration 680

 

19.10 Contract Closure 683

 

19.11 Using a Checklist 684

 

19.12 Proposal-Contractual Interaction 684

 

19.13 Studying Tips for the PMI® Project Management Certification Exam 686

Test Bank for Project Management A Systems Approach to Planning, Scheduling, and Controlling, 12th Edition, 12e by Harold R. Kerzner 

CLICK TO ACCESS