On June 23, 2018, in Thailand, a group of 12 boys aged between 11 and 17 from the local football team, named the Wild Boars, and their 23-year-old assistant coach entered the Tham Luang cave. Tham Luang is a large cave complex in northern Thailand along the border with Myanmar. The cavern was popular with locals and the boys had visited Tham Luang before. Tham Luang cave is isolated—there is no GPS, Wi-Fi, or cell phone service. The last known survey was conducted in the 1980s by a French caving society, but many of the deeper recesses remain unmapped. The boys had little difficulty getting fairly far into the cave, crawling through a couple of choke points to open spaces. They did not anticipate any problems getting back. The monsoon rains weren’t expected until the next week, and the year before, the cave did not begin to flood until the middle of July. The team took no food with them, because this was going to be a brief field trip. They planned to stay for perhaps an hour, then return home to their parents. However, nature had different plans. Heavy monsoon rain began to fall. The Wild Boars didn’t know about the rain at first. There was a thousand feet of rock above them and they were more than a mile from the open forest. Heavy rains gathered in streams that disappeared into sinks, rushing through limestone into the cavern. Water rose suddenly and quickly, forcing the team to retreat farther and farther into the cave. The interior of the cave is not level but rather rises and falls as it burrows into the mountain. The team scrambled for higher ground as the water continued to rise. Finally, they settled on a mud slope and waited to see if the water would continue to rise. It didn’t. A mother of one of the boys contacted the police when her child failed to come home. A teammate who had missed practice that day told people that the team had planned to visit the cave after practice. Parents rushed to the cave, only to find their children’s bikes and cleats at the entrance and the cave flooded. A contingent of Thai Navy SEAL divers arrived the next day and began pushing their way into the flooded cave. This was no easy task. The Thai frogmen were accustomed to tropical open water, not the dark, cold currents racing through the cave. They lacked equipment, much less expertise needed for caves, where divers cannot just rise to the surface if something goes wrong. The plight of the Wild Boars drew international attention overnight. Soon skilled cave divers from around the world, including Finland, Britain, China, Australia, and the United States, volunteered their services. At first the foreign divers were not met with open arms by the Thai military in charge of the rescue. Many of the SEAL divers bristled at the idea of needing foreign assistance. The divers were not even allowed into the cave. After much political haggling, the Thai Ministry of Foreign Affairs told the military chiefs to let the foreign divers go. Even the experienced cave divers found the conditions extremely difficult. “It was like walking into a strong waterfall and feeling the water rushing at you,” one diver said. “It was a horizontal climb against water with every move.” The divers painstakingly penetrated the cave, securing guidelines needed to ensure safety. Visibility at times was negligible. “If you put your hand in front of you, it just disappeared,” said one diver. “You couldn’t see anything.” Meanwhile, on the surface, policemen with sniffer dogs searched for shaft openings that could provide an alternative entrance to the cave system. The search was augmented by hundreds of volunteers dressed in lemon-yellow shirts and sky-blue caps, searching for hidden cracks in the limestone that might reveal an opening to the cave. Drones were also used, but no technology existed to scan for humans deep underground. Local holy men created a shrine at the mouth of the cave, where they chanted and communed with the spirit of the cave, “Jao Mae Tham.” Several times the search had to be suspended due to heavy rains. After the team had spent 10 days of captivity without real food or water, there was little hope among the rescuers of discovering the boys alive. In the cave, a pair of British divers working to extend the guide ropes popped up near a narrow ledge. First they smelled, and then they saw, 13 emaciated people perched in the dark. The Wild Boars had run out of food and light but had survived by sipping the condensation from the cave walls. Later it was reported that the assistant coach, a Buddhist, had led the boys in meditation to relax and conserve energy. The ledge where they were found was about 2.5 miles from the cave mouth. The next day Thai SEALs ferried food, water, and blankets to the Wild Boars. Four divers, including a doctor, would stay with them until their rescue. Thai officials reported that the rescuers were providing health checks, keeping the boys entertained, and none of the boys were in serious condition. Thai officials released a video made by the rescuers and shared to the world. The video showed all 12 boys and their coach introducing themselves and stating their ages. Wrapped in emergency blankets and appearing frail, each boy said hello to the outside world, “Sawasdee khrap,” with his palms together in wai, the traditional Thai greeting. The video went viral. Soon all the major newscasts across the world were covering the story. The big question then became, now that the boys had been found, how could they be gotten out alive? A rescue camp was set up at the cave entrance, accommodating the volunteers and journalists in addition to the rescue workers. The camp was divided into zones: restricted areas for the Thai Navy SEALs, other military personnel, and civilian rescuers; an area for relatives to wait in privacy; and areas for the press and general public. An estimated 10,000 people contributed to the rescue effort, including more than 100 divers, 900 police officers, 2,000 soldiers, and numerous volunteers. Equipment included 10 police helicopters, seven ambulances, and more than 700 diving cylinders, of which more than 500 were in the cave at any time while another 200 were in queue to be refilled. The plight of the Wild Boars caught the attention of Elon Musk of Tesla and Space X fame. He tasked engineers to build a kid-size submarine that could be used to transport the boys out of the cave. Within days an actual submarine was sent to Tham Luang. Thai officials praised the effort but concluded it was not practical, given the narrow passages in the cavern. The journey through the cave to the team took six hours against current and five hours to exit with the current. The route had several flooded sections, some with strong currents and zero visibility, and some extremely narrow parts, the smallest measuring only 15 by 28 inches. The boys were perched on a ledge 400 yards from Pattaya beach chamber, named after an above-ground beach in Thailand. Chamber 3, which was dry, would be used as rescue base. Pumps were brought in to remove water from the cave. Although not a solution, efforts at draining the cave began to produce results. Crags and outcroppings emerged from the murk. The most challenging passage, which had taken five hours to navigate early on, could now be traversed in two hours with the help of guide ropes. As the crisis unfolded, rescuers considered several different methods to save the team. The principal options included Wait until the end of the monsoon season, with divers providing food and water. Find an alternative entrance to the cave that would allow for an easier escape. Drill a rescue shaft. Teach the group basic diving skills and have them swim out with the divers. Waiting until the monsoons ended in November and the water drained was the simplest solution. The boys could walk out on their own. However, the logistics did not make sense. Feeding 13 people, three times a day, for even 60 days is more than 2,750 meals. Every meal would have to be ferried in by a team of divers, flirting with death each time they went under. This was a growing concern. Four days after the boys were found, retired Navy SEAL diver Saman Kunan lost consciousness while returning from dropping off three air tanks. His dive buddy attempted CPR without success. Kunan had left his airport security job to volunteer for the rescue mission. Before that fatality, three divers were lost for over three hours in the dark cave, and rescue efforts had to be redirected to find them. From the beginning hundreds of volunteers crawled over the hillside in search of hidden openings. People knew the odds were slim to none, given the depth of the cave, but it was worth a try. Drilling through a couple thousand feet of rock would require extensive infrastructure work and take too long. Besides, there was significant uncertainty as to where to drill. That left the fourth option. None of the boys or the coach knew how to dive. Even if they could master the basics, cave diving is not the same as a practice run at a resort swimming pool. A weakened child submerged in darkness and breathing unnaturally through a regulator is likely to panic. Yet through long stretches of the cave, he wouldn’t be able to surface and regain his composure—he would be in a flooded tunnel. Privately experts thought maybe half the boys would survive the journey. But pulling it off 13 times in a row would take a miracle. While plans were being developed, two alarming events occurred. First, the oxygen levels in the cave began to drop faster than anticipated. This raised fears that the boys could develop hypoxia if they remained for a prolonged time. By July 7 the oxygen level was measured to be 15 percent. The level needed to maintain normal functions for humans is between 19.5 percent and 23.5 percent. Thai engineers’ attempts to install an air supply line to the boys failed. The second development was the weather forecast. Monsoon rains were predicted for later in the week, which could flood the cave until November. The Thai Navy SEALs, with the support of U.S. Air Force rescue experts, devised a plan approved by the Thai Minister of the Interior. Rescuers initially wanted to teach the boys basic diving skills to enable them to make the journey. Organizers even built a mockup of a tight passage with chairs and had divers practice with local boys in a nearby school swimming pool. Eventually it was decided that the boys were too weak to swim, and the plan was revised to have divers bring the boys out. On July 8 the rescue attempt was initiated. For the first part of the mission, 18 divers were sent into the caves to retrieve the boys, with 1 diver to accompany each boy on the dive out. The boys were dressed in a wetsuit, a buoyancy jacket, and a harness. Instead of sticking a regulator in each boy’s mouth, they were given a full face mask that allowed them to breathe naturally. An oxygen cylinder was clipped to their front, a handle was attached to their back, and they were tethered to a diver in case they were lost in poor visibility. Panic was a chief concern. The SEAL doctor administered an anesthetic to the boys before the journey, rendering them unconscious to prevent them from panicking on the escape and risking the lives of their rescuers.1 The anesthetic lasted about 50 minutes, requiring the divers, whom the doctor had trained, to re-sedate their bodies during the three-hour-plus journey. There was discussion about which boy should go first—the weakest, the youngest, the strongest—but in the end it came to a boy who volunteered. The boys were maneuvered out by the divers holding on to their back or chest, with each boy on the left or right depending upon the guideline. In very narrow spots, the divers had to push the boys from behind. The divers kept their heads higher than the boys so that in poor visibility the divers would hit their heads first against the rocks. After a short dive to a dry section of cave, the divers and boys were met by three divers, and the boys’ dive gear was removed. A drag stretcher was used to transport the boys up over a 200-meter stretch of rocks and sandy hills. The dive gear was put back on before entering the next submerged section. After being delivered by the divers into the rescue base in chamber 3, the boys were then passed along a “daisy chain” of hundreds of workers stationed along the treacherous path out of the cave. The boys were alternately carried, slid, and zip-lined over a complex network of pulleys installed by rock climbers. The path out of the chamber contained many areas still partially submerged, and the boys had to be transported over slippery rocks and through muddy waters. The journey out of chamber 3 took about four to five hours initially, less later as a result of drainage. Soon after 7 p.m. local officials announced that two boys had been rescued. Shortly later, two more boys appeared out of the cave. On July 9, four more boys were rescued. On July 10, the last four boys and their coach were rescued. The four Thai Navy SEALs, including the doctor who had stayed with the boys the entire time, were the last to dive out. When they got to chamber 3, a water pipe burst, and the main pump stopped working. All of a sudden, the water began to rise rapidly. This forced the SEALs and 100 of the rescuers still a mile inside the cave to abandon the rescue equipment and scramble out of the cave. Upon reaching the surface the boys were quarantined while health workers determined whether they had caught any infectious diseases. The boys were on a fixed rice porridge diet for the first 10 days. Parents initially visited their children looking through a window, but once the laboratory results proved negative, they were allowed to visit in person while wearing a medical gown, face mask, and hair cap. After the rescue, the boys’ families, officials, and thousands of volunteers gathered at the cave entrance. The group gave thanks for the lives saved and asked forgiveness from the cave goddess, “Jao Mae Tham,” for the intrusion of pumps, ropes, and people during the rescue. The world rejoiced with the news of the successful rescue. The head of the rescue mission said that the cave system would eventually be turned into a living museum to highlight how the operation unfolded. As a result of the incident, Thailand’s Navy SEALs will include cave diving in their training programs. On September 7, 2018, the Royal Thai government hosted a reception for all Thai and foreign officials and personnel involved in the rescue. His Majesty the King granted a royal decoration, The Most Admirable Order of the Direkgunabhorn, to those who were involved in the rescue of the football team—114 foreigners and 74 Thais. The order is bestowed upon those who render devotional service to the Kingdom of Thailand. The title Direkgunabhorn roughly translates as “Noble order of abundance and quality.” Three months after being rescued, the entire Wild Boar team and coach appeared on the U.S. day-time talk show Ellen. Speaking through a translator, the team revealed that four of the boys had had birthdays while trapped in the cave. The team and coach were stunned when their football hero, Zlatan Ibrahimović, who now plays for the LA Galaxy, made a surprise appearance on the show to meet them. The Swedish star high-fived each member. “These kids, this team is braver than me and they showed their collective teamwork and had patience, faith,” Ibrahimović said. “This is probably the best team in the world.” How did the physical environment of the cave affect the rescue plan? How did the rescue team respond to the risks of the project? Some have called the rescue a miracle and that luck was the decisive factor. Do you agree? Sources ABC News, “It Was Utter Chaos: Inside the Thai Cave Rescue That Nearly Didn’t Happen,” December 1, 2018. www.abc.net.au. Accessed 2/8/19. ABC News, “Thai Cave Rescue: Elon Musk Hits Out at Mission Chief Who Turned Down Mini-submarine Offer,” July 11, 2018. www.abc.net.au. Accessed 2/8/19. Beech, H., R. C. Paddock, and M. Suhartono, “Still Can’t Believe It Worked: The Story of the Thailand Cave Rescue,” New York Times, July 12, 2018. www.nytimes.com. Accessed 2/9/2019. Ellis-Petersen, H., “Thai Cave Rescue Boys Meet Hero Zlatan during Ellen Interview,” The Guardian, October 17, 2018. www.theguardian.com. Accessed 2/12/19. Flynn, S., “Miracle at Tham Luang,” GQ, December 3, 2018. www.gq.com. Accessed 2/10/19.
> How did Singer enhance trust on his project?
> Looking back on your experience working on low-priority projects, did any of these strategies work?
> In addition to acting as a cheerleader, what other important roles does Tom West suggest a project manager play?
> How easy do you think it is to identify people who respond to challenges?
> What similarities do you see between the Ford Diesel team and the Mac team at Apple and the Skunk Works at Lockheed?
> How important is a fun culture for innovation?
> Which of the eight characteristics associated with positive synergy were not evident in the 2004 team that lost in the Olympics in Athens?
> Bruce Palmer had worked for Moss and McAdams (M&M) for six years and was just promoted to account manager. His first assignment was to lead an audit of Johnsonville Trucks. He was quite pleased with the five accountants who had been assigned to his team,
> How does the nominal group technique prevent groupthink from occurring on a project?
> What do you think would have happened if the work had been completed in Japan instead of Australia?
> Which of the eight characteristics associated with positive synergy were evident in the case of the Redeem team?
> What aspects of the Arthur Andersen culture contributed to the scandal?
> It seems like every 5–10 years a scandal damages, if not brings down, a well- known business. Is this inevitable, given the competitive nature of business?
> What do you think would have happened to the crew of the Endurance if Shackleton had not led by example?
> How important is leading by example on a project?
> Can you think of other metaphors that would be appropriate?
> What aspects of being a project manager are not reflected in this metaphor?
> Why is a conductor of an orchestra an appropriate metaphor for a project manager?
> The purpose of this case is to give you experience in using a project priority system that ranks proposed projects by their contribution to the organization’s objectives and strategic plan. COMPANY PROFILE The company is the film divisi
> Have you ever used bets to motivate someone? How effective was it?
> Wui arrived in Mobile, Alabama, in the middle of summer, unprepared for humidity and heat. The first day he bought a lightweight, breathable business suit. He was helped by a salesgirl who smiled as she packed the coat and slacks into a box. Americans ar
> On December 26, 2004, an earthquake reaching 9.1 on the Richter scale triggered a series of devastating tsunamis off the coast of Indonesia. They spread throughout the Indian Ocean, killing large numbers of people and inundating coastal communities acros
> Michael Thomas shouted, “Sasha, Tor-Tor, we’ve got to go! Our driver is waiting for us.” Thomas’s two daughters were fighting over who would get the last orange for lunch that day. Victoria (“Tor-Tor”) prevailed as she grabbed the orange and ran out the
> Ken Buttrey scratched his head as he looked over an e-mail from John Barbata. Ken was the team lead on the Jasper Jones project. He and 13 other developers were charged with creating Jasper Jones (JJ), a new character to appear in the next edition of the
> Kendra Hua worked for six years as a software engineer in the IT Department at Point 2 Point (P2P), a large freight moving company. She liked her job and the people she worked with. While she did some maintenance work, she worked primarily on projects, u
> Olaf Gundersen, the CEO of Wireless Telecom Company, is in a quandary. Last year he accepted the Maximum Megahertz project suggested by six up-and-coming young R&D corporate stars. Although Olaf did not truly understand the technical importance of the pr
> You are a member of a project management practicum class. The major assignment for this class is to plan and implement a fund-raising project that will raise at least $1,500 and provide an opportunity to practice project management. You have joined a gro
> Scanner Project You have been serving as Electroscan’s project manager and are now well along in the project. Develop a narrative status report for the board of directors of the chain store that discusses the status of the project to da
> Ventura Stadium Status Report Case You are an assistant to Percival Young, president of G&E Company. He has asked you to prepare a brief report on the status of the Ventura Stadium project. Ventura Stadium is a 47,000-seat professional baseball stadi
> Hector Gaming Company (HGC) is an educational gaming company specializing in young children’s educational games. HGC has just completed their fourth year of operation. This year was a banner year for HGC. The company received a large influx of capital fo
> Tree Trimming Project Wil Fence is a large timber and Christmas tree farmer who is attending a project management class in the spring, his off season. When the class topic came to earned value, he was perplexed. Isn’t he using EV? Each summer Wil hires c
> The purpose of this case is to provide you with an opportunity to practice negotiations. PROCEDURE STEP 1 The class is divided into four groups, each comprising the project management group for one of four projects at Goldrush Electronics. STEP 2 Read
> Chad Cromwell, head of university housing, gazed up at the tower at Buxton Hall and smiled as he walked toward the landmark building. Buxton Hall was built in 1927 as a residential complex for over 350 students at Pacifica State University. At the time,
> Sitting in her office, Karin Chung is reviewing the past four months of the large corporate accounting software installation project she has been managing. Everything seemed so well planned before the project started. Each company division had a task for
> Shell Case Fabricators (SCF) designs and builds shell casings that enclose electronic products such as calculators, cell phones, and modems. Typically the cases are plastic or plastic compounds. SCF has six different production lines that cover different
> Franklin Equipment, Ltd. (FEL), with headquarters and main fabrication facilities in Saint John, New Brunswick, was founded 75 years ago to fabricate custom-designed, large machines for construction businesses in the Maritime Provinces. Over the years it
> Tran was taking his dog, Callie, on her evening walk as the sun began to set over the coastal range. He looked forward to this time of the day. It was an opportunity to enjoy some peace and quiet. It was also a time to review events on the Ajax project a
> Amber Briggs looked nervously at her watch as she sat at the front of a large table in the cafeteria at Kerzner Office Equipment. It was now 10 minutes after 3:00 and only 10 of the 14 members had arrived for the first meeting of the Kerzner anniversary
> Cerberus is a successful producer of specialty chemicals. It operates nine large campus sites in the United States, with a number of different business units on each site. These business units operate independently, with direct reporting to corporate hea
> Tom Bray was mulling over today’s work schedule as he looked across the bay at the storm that was rolling in. It was the second official day of the Pegasus project and now the real work was about to begin. Pegasus was a two-month renovation project for A
> The purpose of this “case exercise” is to provide you with experience in using a project selection process that ranks proposed projects by their contribution to an organization’s mission and strategy.
> Garth Hudson was a 29-year-old graduate of Eastern State University (ESU) with a BS degree in management information systems. After graduation he worked for seven years at Bluegrass Systems in Louisville, Kentucky. While at ESU he worked part time for an
> Several complications arose during the course of trying to meet the deadline of January 20 for the “Now” wedding rehearsal. Since Lauren was adamant on having the wedding on January 21 (as was Connor for obvious reasons), the implications of each of thes
> On December 31 of last year, Lauren burst into the family living room and announced that she and Connor (her college boyfriend) were going to be married. After recovering from the shock, her mother hugged her and asked, “When?” The following conversation
> Rassy and the team were concerned with the results of your analysis. They spent the afternoon brainstorming alternative ways for shortening the project duration. They rejected outsourcing activities because most of the work was developmental in nature an
> You are the assistant project manager to Rassy Brown, who is in charge of the Nightingale project. Nightingale was the code name given to the development of a handheld electronic medical reference guide. Nightingale would be designed for emergency medica
> Each year countries enter their sailing vessels in the nine-month Round the World Whitbread Sailboat Race. In recent years about 14 countries entered sailboats in the race. Each year’s sailboat entries represent the latest technologies
> This case is based on a project introduced in Chapter 6 (p. 209). You will need to use the project plan created in the Ventura Baseball Stadium case to complete this assignment. Ventura Baseball Stadium is a 47,000-seat professional baseball stadium. G&E
> Given the project network derived in Part A of the case from Chapter 7, Appendix 7.1, Beth also wants to be prepared to answer any questions concerning compressing the project duration. This question will almost always be entertained by the Accounting De
> We have great information systems for reporting, tracking, and controlling costs on design projects. Our planning of projects is better than any I have seen at other companies. Our scheduling seemed to serve us well when we were small and we had only a f
> Fatma settled down for lunch at the Yank Sing Chinese restaurant. She was early and took the time to catch up on her e-mail. Soon she would be joined by Jasper and Viktoria, two fellow 2014 grads from Virginia Tech in Blacksburg, Virginia. Jasper worked
> What kinds of projects is Agile PM best suited for and why?
> Describe the four phases of the traditional project life cycle. Which phase do you think would be the most difficult one to complete?
> What are some of the key environmental forces that have changed the way projects are managed? What has been the effect of these forces on the management of projects?
> Jack and Jill Smith have just retired and want to build a small, basic cabin in the Blue Mountains of Vermont. They have hired Daryl Hannah as the general contractor for the project. She has assembled a team of three workers to complete the project: Tom,
> Define a project. What are five characteristics that help differentiate projects from other functions carried out in the daily operations of the organization?
> How does a Kanban board work?
> Why should an organization be interested in knowing what level they are at in the project maturity model?
> How can outsourcing increase the quality of work performed?
> Trust can actually encourage disagreement and conflict among team members.” Explain why this would be the case.
> Which of the eight traits/skills associated with being an effective project manager is the most important? The least important? Why?
> Define a white elephant in project management. Provide a real-life example.
> What are the eight elements of a typical scope statement?
> The technical and sociocultural dimensions of project management are two sides of the same coin. Explain.
> The Munsters have been saving money in order to buy a house. They figure that, given current interest rates, they could afford a $400,000 home. Before looking at houses on the market they decide to explore the possibility of building a new home. The Muns
> Bill (senior VP of product development): Carlos [project manager], we have to talk. I am concerned about the way we manage project risk here at Futuronics. I just came from an international “Future Mote Devices” meeting at UC Berkeley. [Note: A mote is a
> Calculate the direct and total direct costs of labor for a project team member using the following data: Hourly rate: $50/hr Hours needed: 100 Overhead rate: 30%
> Calculate the direct cost of labor for a project team member using the following data: Hourly rate: $50/hr Hours needed: 120 Overhead rate: 40%
> Safety is a major concern when working on projects abroad. Select a country that you would consider dangerous to work in and look up the travel advisory provided for that country by the U.S. State Department (http://travel.state.gov/). How safe is it to
> Following are four mini-cases from practice. Break into small groups and (1) analyze the case and (2) provide five recommendations for the IT Department.
> Access agilealliance.org and review the subsections Agile 101 and Timeline. What do they have to say about how Agile evolved and gained acceptance in the project management community?
> Use a project you are currently working on to hold a Scrum meeting according to the steps outlined in Figure 15.5. Designate one member to act as the Scrum master and hold a standing meeting that lasts no longer than 15 minutes. Assess the value of such
> Break into small groups and identify at least two real-life examples of projects in which a. The scope and technology are well known. b. The scope is well known but the technology is less well known. c. The scope is not well known but the technology is k
> Interview a project manager who works for an organization that implements multiple projects. Ask the manager what kind of closure procedures are used to complete a project and whether lessons learned are used.
> Given the following project network, baseline, and status information, develop status reports for periods 1–4 and complete the project summary graph (or a similar one). Report the final SV, CV, CPI, and PCIB. Based on your data, what is
> Review the network of stakeholders on p. 358 (Figure 10.1). Choose five different stakeholders and provide examples of why a project manager would need to negotiate with that stakeholder.
> You are a member of the X State University (XSU) student body entertainment committee. Your committee has agreed to sponsor a spring concert. The motive behind this concert is to offer a safe alternative to Hasta Weekend. Hasta Weekend is a spring event
> Break into four groups and review the instructions for a “Get the most you can” exercise provided by your teacher. Complete the exercise. What was your initial strategy? Did it change? If so, why? What does this exercise tell you about our ability to col
> Enter “outsourcing” in an Internet search engine and browse different websites. Who appears to be interested in outsourcing? What are the advantages of outsourcing? What are the disadvantages? Does outsourcing mean the same thing to different people? Wha
> The following activities are based on a current or recently completed group project that you are (were) involved in. This project may be a student project, a work project, or an extracurricular project. a. How strong is the team identity on this project
> The following activities are based on a recently completed group project that you were involved in. This project may have been a student project, a work project, or an extracurricular project. a. Analyze the development of the team in terms of the five-s
> The following seven mini-case scenarios involve ethical dilemmas associated with project management. How would you respond to each situation and why?
> Identify an important relationship (co-worker, boss, friend) in which you are having trouble gaining cooperation. Assess this relationship in terms of the influence currency model. What kinds of influence currency have you been exchanging in this relatio
> You are the project manager responsible for the overall construction of a new international airport. Draw a dependency map identifying the major groups of people that are likely to affect the success of this project. Who do you think will be most coopera
> You are organizing a benefit concert in your hometown that will feature local heavy metal rock groups and guest speakers. Draw a dependency map identifying the major groups of people that are likely to affect the success of this project. Who do you thin
> Access the Project Management Institute website and review the standards contained in the PMI Member Ethical Standards section. How useful is the information for helping someone decide what behavior is appropriate and inappropriate?
> From the following information, compute the early, late, and slack times for each activity. Identify the critical path.
> Trans Systems is a small information systems consulting firm located in Meridian, Louisiana. Trans has just been hired to design and install a local area network (LAN) for the city of Meridian’s social welfare agency. You are the manager for the project,
> Do an Internet search for the Keirsey Temperament Sorter Questionnaire and find a site that appears to have a reputable self-assessment questionnaire. Respond to the questionnaire to identify your temperament type. Read supportive documents associated wi
> Use the following information to compress one time unit per move using the least-cost method. Assume the total indirect cost for the project is $2,000 and there is a savings of $100 per time unit reduced. Calculate the total direct, indirect, and project
> Use the following information contained below to compress one time unit per move using the least-cost method.* Reduce the schedule until you reach the crash point of the network. For each move identify what activity or activities were crashed and the adj
> Suppose instead of assigning Bjorn’s work to Thor, you have the opportunity to hire two new plumbers to perform Bjorn tasks (shortening them by 50 percent). What would the new project estimated completion date be? Show your work.
> Bjorn and Thor are plumbers who have been scheduled to work on the construction of a new school building. Just before the start of the project, Bjorn broke his arm and cannot work on the project. Now Thor has to handle his own activities as well as Bjorn
> Consider a project with the accompanying Gantt chart. Stella is your only electrical engineer and she is responsible for activities 3 and 4, which overlap. Level the project so that Stella is only working a maximum of 8 hours each day. What would the new
> You have been assigned to a project risk team of five members. Because this is the first time your organization has formally set up a risk team for a project, it is hoped that your team will develop a process that can be used on all future projects. Your
> Gather a small team of students. Think of a project most students would understand; the kinds of tasks involved should also be familiar. Identify and assess major and minor risks inherent in the project. Decide on a response type. Develop a contingency p
> Assume you are the project manager for the Tidal 2 software project. You have been asked to calculate the expected cost for the project. Your company’s database indicates that developers can handle eight function points each person-mont
> Your roommate is about to submit a scope statement for a spring concert sponsored by the entertainment council at Western Evergreen State University (WESU). WESU is a residential university with over 22,000 students. This will be the first time in six ye
> You are the president of Silver Fiddle Construction (SFC), which specializes in building high-quality, customized homes in the Grand Junction, Colorado, area. You have just been hired by the Czopeks to build their dream home. You operate as a general con
> Mrs. Publinsky and her husband, Xander, are planning their dream house. The lot for the house sits high on a hill with a beautiful view of the White Mountains. The plans show the size of the house to be 2,900 square feet. The average price for a lot and