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Communication Essay

1932 words - 8 pages

Instructor's Manual
to accompany

PROJECT
MANAGEMENT
A SYSTEMS APPROACH to PLANNING,
SCHEDULING, and CONTROLLING

TENTH EDITION

HAROLD KERZNER, PH.D.

John Wiley & Sons, Inc.

Table of Contents

PART ONE: Solutions to Chapter Problems

Chapter 1-Problems
Chapter 2-Problems
Chapter 3-Problems
Chapter 4-Problems
Chapter 5-Problems
Chapter 6-Problems
Chapter 7-Problems
Chapter 8-Problems
Chapter 9-Problems
Chapter 10-Problems
Chapter 11-Problems
Chapter 12-Problems
Chapter 13-Problems
Chapter 14-Problems
Chapter 15-Problems
Chapter 17-Problems
Chapter 18-Prob1ems

PART TWO: Solutions to Case Studies
Clark Faucet Company
Kombs Engineering
Williams ...view middle of the document...

Frank Construction Company
The Lyle Construction Project
Hong Kong and Shanghai Banking Corp. Limited (B) Case Study
Hong Kong and Shanghai Banking Corp. Limited (C1) Case Study
Hong Kong and Shanghai Banking Corp. Limited (C2) Case Study
Hong Kong and Shanghai Banking Corp. Limited (A) Teaching Note
Hong Kong and Shanghai Banking Corp. Limited (B) Teaching Note
Hong Kong and Shanghai Banking Corp. Limited (C1) Teaching Note
Hong Kong and Shanghai Banking Corp. Limited (C2) Teaching Note

PROJECT MANAGEMENT INSTRUCTOR’S MANUAL

CHAPTER 1
1–1

1–2

1–3

1–4

1–5

1–6

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Each of the causes can produce each of the effects. Some students
have commented that these cause and effect relationships look
like their last project. This is the reason why project managers
must continuously replan projects.
There is no correct answer to this problem, just preferred
choices.
1. a, b, c, d, f, g, i, k, m, n, p
2. b, d, e, h, i, j, k, m, n, o, p
3. a, c, d, f, g, i, j, m, n, p
4. b, d, e, h, i, j, k, m, n, o, p
5. b, d, h, i, l, m, n, p
Moral: Even in the best companies, differing views of project
management are possible.
Organizations should be restructured in order to get better control of resources. Therefore, those individuals who directly control the resources, namely the middle and lower level managers,
should have first insight that organizational restructuring is
necessary. Labors are too involved in the details of the task to
realize the resource problems, and executives are too involved
with top management functions.
Project managers do not control resources directly and therefore
have to rely on their own interpersonal skills in negotiations
with the line managers. Project managers cannot rely upon executives for help because executives prefer not to interfere and
tell their line managers how to control and assign resources.
Project management is designed for industries which have complex
(as opposed to simple) tasks and which operate in an ever changing,
dynamic (as opposed to static) environment. These include aerospace,
defense, construction, computers, high technology, electrical instrumentation, etc. . . . Companies which have highly repetitive
tasks, such as low technology manufacturing companies, do not
need formal project management but can use informal project management for activities such as capital equipment projects. Furthermore, project management works best in situations where activities require the involvement of more than one functional
group.
Project managers believe that since they control total project
costs, they are the only ones that contribute to profits, since
in “project driven” organizations all profits must come out of
the projects. Line managers, on the other hand, believe that they
are the ones who contribute to profits by assigning the right

08-04-00 08:01:33

PROJECT MANAGEMENT INSTRUCTOR’S MANUAL

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