SOLVED CASE STUDIES:- DALE EARNHARDT‚ INC. 1. Describe Teresa Earnhardt’s leadership style. What do you think the advantages and drawbacks of her style?- Answer: Teresa Earnhardt leadership depends on the situation. She was more effective leader depends on the situation of the organization. These traits are belonging to the Contingency theory. She uses her quite demeanor and strong determination and characteristics to make her organization more successful
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requirement backwards to an actual business need and forwards to the ending product or service. Requirements are also linked to other requirements (Kerton‚ 2011). Requirements traceability benefits an organization by allowing it to improve scope management‚ improve test coverage and test costs‚ and improve impact assessment (Kerton‚ 2011‚ p. 2-3). A properly completed requirements traceability matrix allows an organization to clearly identify risks within the improved business process‚ as well as
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After working as a project engineer for 14 years at Scientific Engineering Corporation (SEC) with great success‚ Gary Allison accepted a position as Project Manager on the Orion Shield Project. This was one decision that would change Gary’s career at SEC dramatically‚ as from being the best engineer in the plant ten months ago‚ we would be fired from the company. Let’s take a close look at the identify and discuss the technical‚ ethical‚ legal‚ contractual and other project management issues that Gary
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20 21 22 23 24 25 26 27 WBS Task Name Duration 1 Conveyor Belt Project 1.1 Hardware 1.1.1 Hardware specificaitons 1.1.2 hardware design 1.1.3 Hardware documentation 1.1.4 Prototypes 1.1.5 Order circuit boards 1.1.6 Assemble Preproduction models 1.2 Operating system 1.2.1 Kernel specifications 1.2.2 Drivers 1.2.2.1 Disk drives 1.2.2.2 Serial IO Drivers 1.2.3 Memory management 1.2.4 Operating system documentation 1.2.5 Network interface 1.3 Utilities
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| | .4 | .2 | .2 | .2 | | Project | Rater | Market | Financial | Technical | Mission | Weighted Avg | A | Barry | 10 | 5 | 9 | 9 | 8.6 | | Sandra | 8 | 9 | 8 | 7 | 8 | | Mo | 7 | 4 | 6 | 6 | 6 | | Janet | 10 | 7 | 10 | 10 | 9.4 | Average | | 8.75 | 6.25 | 8.25 | 8 | | Weighted Avg | | 3.5 | 1.25 | 1.65 | 1.6 | | Project A: 8 | | | .4 | .2 | .2 | .2 | | Project | Rater | Market | Financial | Technical | Mission | Weighted Avg | B | Barry | 7 | 7 | 6 | 4 | 6.2 |
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Pinteroffice memorandum to: | tANIA pARKER | from: | MOHAMMED ZOAHEB | subject: | ms project part 2 | date: | June 14‚ 2013 | cc: | [Name] | | | 1. Which if any of the resources are over allocated? * Marketing staff * R&D * Legal staff 2. Assume that the project is time constrained and try to resolve any over allocation problems by leveling within slack. What happens? The Marketing staff and legal staff over allocated problem is solved‚ however R&D cannot
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Project Management Institute Case Studies in Project Management The Glasgow Science Centre Tower Project Edited by: Frank T. Anbari‚ PhD‚ PMP The George Washington University Frank T. Anbari‚ PhD‚ PMP Young Hoon Kwak‚ PhD Oksana Chernyaeva‚ MSPM Tina Spector‚ MSPM Albert H. Wu This case study was originally prepared as part of Project Management Applications‚ the capstone course of the Master of Science in Project Management at The George Washington University‚ by the graduating students listed
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(EST) Early start Time is the earliest time the activity can begin. (LST) Late start Time is the latest time the activity can begin and still allow the project to be completed on time. (EFT) Early finish Time is the earliest time the activity can end. (LFT) Late finish Time is the latest time the activity can end and still allow the project to be completed on time Diagram A: Activity-on-the-node diagram Timing of activities in the network diagram is determined by the following calculations
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Project ManagementTop Down/Bottom Up methods Consensus methods Snr/middle managers’ guess total project time & cost Discussing/arguing to reach a decision on best guestimates Firms seeking greater precision: Delphi Method: Group decision process of chance of certain events occurring Exp. familiar with project use insight/exp. guessing project costs/times Ratio methods Macro methods use ratios to guess time & cost E.g. contractors using no. of sq. ft. to guess cost/time to build
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worthwhile effort. Studies suggest that most IS project disasters are avoidable (Heerkens‚ 2002). Many times‚ warning signals occur long before an information systems project has begun to fail. History has shown that software projects are far more likely to be successful if they are highly focused and built upon well-understood technology (Heerkens‚ 2002). There are many writers who tell us why projects fail. For instance‚ (Field‚ 1997) tells us that “projects fail too often because the project scope was
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