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Successful Project Management Gido 6th Edition Solutions Manual

Successful Project Management Gido 6th Edition Solutions Manual

 

***THIS IS NOT THE ACTUAL BOOK. YOU ARE BUYING the Solution Manual in e-version of the following book***

 

Name: Successful Project Management

Author: Gido

Edition: 6th

ISBN-10: 1285068378

Type: Solutions Manual

 

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Successful Project Management Solution Manual

Successful Project Management Gido 6th Edition Solutions Manual ISBN: 1285068378

 

CHAPTER 1: Project Management Concepts

Chapter Concepts 2
Learning Outcomes 2
Project Management Knowledge Areas from PMBOK® Guide 2
Teaching Strategies 2
Lecture Notes 3
1. Real-World Project Management Examples 3
Vignette A: World Bank Success Factors 3
Vignette B: Hoover Dam Generates Project Management Techniques in Addition to Hydroelectricity 4
2. Project Attributes 5
A. Definition of a Project 5
B. Examples of Projects 5
3. Balancing Project Constraints 6
A. Project Constraints 6
B. Unforeseen Circumstances 6
4. The Project Life Cycle 7
A. Overview of a Project Life Cycle 7
B. Initiating Phase 7
C. Planning Phase 8
D. Performing Phase 8
E. Closing Phase 9
5. Project Management Process 9
A. Project Planning Process 9
B. Baseline Plan 10
C. Executing the Project Plan 10
6. Stakeholder Engagement 10
7. Global Project Management 10
8. Project Management Associations 11
A. Project Management Institute (PMI) 11
B. Project Management Associations around the Globe 11
9. Benefits of Project Management 11
10. Critical Success Factors 12
11. Summary 12
Questions 13
Internet Exercises 16
Case Study #1 A Not-For-Profit Organization 16
Answers to Case Questions 16
Group Activity 16
Case Study #2 E-Commerce for a Small Supermarket 16
Answers to Case Questions 17
Group Activity 17
Optional Activity 17
Optional Supplemental Activities 17

Chapter Concepts
This chapter presents an overview of project management concepts. Based upon this chapter, students will become familiar with the
• Definition of a project and its attributes
• Key constraints within which a project must be managed
• Life cycle of a project
• Definition of project management
• Elements of the project management process
• Identification and engagement of stakeholders
• Implications of global project management
• Project Management Institute
• Benefits of project management
Learning Outcomes
After studying this chapter, the learner should be able to:
• Define what a project is
• List and discuss the attributes of a project
• Explain what is meant by project objective
• Define what is meant by project deliverable
• Provide examples of projects
• Discuss project constraints
• Describe the phases of the project life cycle
• Define and apply project management
• Discuss the steps of the planning process
• Identify the three elements of the executing process
• Create a stakeholder register
• Discuss stakeholder engagement
• Discuss some implications of global project management
• Discuss the Project Management Institute
• List benefits of project management techniques
Project Management Knowledge Areas from PMBOK® Guide
Concepts in this chapter support the following Project Management Knowledge Areas of
A Guide to the Project Management Body of Knowledge (PMBOK® Guide):
• Project Integration Management
• Project Stakeholder Management
Teaching Strategies
1. Let the students know that this course isn’t only for project managers. It is also for anyone involved in working on a project.
1. Stress to them that what makes projects successful are the people involved. In order for this class to be successful they must actively be involved.
2. Encourage all students to participate by asking them to identify projects they have been involved in during their life.
3. For each project ask them what the objective was, what the constraints were, what the schedule was, and what resources were used.
4. Ask them if they can identify any project managers in the real world. If they get stuck, give them some hints to think about, like sports or music.
5. Ask your students to discuss something they did during the past summer or winter break, such as take a vacation, go to a concert, or watch a play.
6. Ask them how those activities relate to project management.
7. The Internet exercises in this chapter are very important. They involve the investigation of the Project Management Institute’s website. Inform the class that since it was founded in 1969, the Project Management Institute (PMI) membership is approaching 500,000 members in nearly 200 countries and has about 270 chapters in more than 80 countries. The association has over 30 online communities of practice. Pennsylvania-based PMI is, by far, the leading nonprofit professional association in the area of project management. It establishes standards, sponsors seminars, develops educational programs, has a professional certification program, and publishes Project Management Journal and PM Network. It has an excellent website for project management. Students can have some fun with this site.
Lecture Notes
1. Real-World Project Management Examples
Vignette A: World Bank Success Factors
Many World Bank project have failed in the past, nearly half. International development projects are complex. Critical success factors were found to lead to increased probability of success of international development projects.
• International development projects are undertaken by the World Bank through partner organizations to prepare, implement, and evaluate complex projects.
o Strict guidelines are overseen by the World Bank project supervisor and the national Project Management unit national project coordinator.
o Day-to-day project management of the international development projects is the responsibility of the partner organization.
o An independent evaluation group completes an assessment two years after a project is completed or aborted to determine the relevance, efficiency, and effectiveness of the terminated project.
• Project success is measured by the relevance, efficiency, and effectiveness.
o Relevance — how well the project outcomes meet the priorities of the target group
o Efficiency — the use of the least costly resources to achieve the desired results indicated in the project plan
o Effectiveness — extent the project objectives, those proposed and those created through change management of the project during its implementation, are met
• Other evaluation measures
o Sustainability of the project
o Project’s impact for making change for the target group
• Causes for lack of successful projects
o Managerial and organizational issues
o Project design
o Stakeholder management
o Implementation delays
o Cost overrun
o Lack of coordination
o Misunderstanding of the political, cultural, technical, and environmental conditions of the project location
• Critical Success Factors
o Monitoring — well documented project progress and Stringent reporting and controlling the project’s performance
o Coordination — increased communication and level of involvement of the World Bank project supervisors and coordinators
o Design — develop increasingly rigorous project plans to emphasize results-based management
o Training — the complexity of the environment
o Institutional environment
Vignette B: Hoover Dam Generates Project Management Techniques in Addition to Hydroelectricity
The Hoover Dam project is probably the largest infrastructure project in the U.S. The project finished 2 years ahead of schedule and $15 million below budget. Rigorous and aggressive scheduling and implementation of innovative technology under the guidance of an experienced project manager made the project successful. Many of the techniques developed for the Hoover Dam project are still in use for DOE projects today.
• Issues related to flooding and silt accumulation in canals influenced the study and approval to complete the construction of the Hoover Dam in Black Canyon.
o $165 million project finished two years ahead of schedule and $15 million under budget.
o Collaboration of Six Companies, Inc. successfully balanced resources to manage the challenges of completing one of the largest infrastructure projects ever built in the United States.
o The 1930s in the United States was experiencing a time of depression, limited project implementation, and reduced production of goods and services.
• Why successful
o Thorough analysis of the need
o Development of the proposed solution to establish the feasibility
o Strong oversight of the project performance
o Innovative funding to secure adequate resources
• Project details
o Financial planning — overbid the creation of the tunnels and the rock removal and a low bid for concrete installation allowed for increased cash income up front to fund the surety bond required for the project
o Project planning — 119 separate projects
o Incentives — $3,000 per day fine was imposed for any delays and incentive bonus for completing the project early and under budget
o Workers — salaries paid to the workers were greater than other skilled workers in the United States in the 1930s
o Management – timesaving and efficient construction methods using workers and machinery, and outsourcing where appropriate
• Lessons Learned
o Project sponsors must know what they can afford
o Project sponsors must have open communications, trust, and coordination with the contractor
o Project leaders must be dedicated to the success of the project
o Contract incentives must be clear and provide adequate compensation for risks and resources used
These are great short stories that can get the class discussion moving forward. Each of these projects (successes or failures) should have included serious planning, scheduling, organization, teamwork, communications, and leadership—all of which will be discussed in detail in this course.
2. Project Attributes
A. Definition of a Project
A project is an endeavor to accomplish a specific objective through a unique set of interrelated activities and the effective utilization of resources. The following attributes help define a project:
• A project has a clear objective that establishes what is to be accomplished. It is the tangible end product that the project team must produce and deliver. The project objective is usually defined in terms of end product or deliverable, schedule, and budget. Furthermore, it is expected that the work scope will be accomplished in a quality manner and to the customer’s satisfaction.
• A project is carried out through a set of interdependent activities (also referred to as tasks) in a certain sequence in order to achieve the project objective.
• A project utilizes various resources to carry out the activities.
• A project has a specific time frame, or finite life span — a start time and a date by which the objective must be accomplished.
• A project may be a unique or one-time endeavor such as developing a new product, designing and building a space station, building a house, or planning a wedding.
• A project has a sponsor or customer that provides the funds necessary to accomplish the project. In a business setting, the customer can be internal or external to your organization.
• Finally, a project involves a degree of uncertainty based on certain assumptions and estimates the project budget, schedule, and work scope.