Final Exam This exam is based on the sample problem that was assigned early in the course. You…

Final ExamThis exam is based on the sample problem that was assignedearly in the course. You should draw upon information about this case that wassupplied to you.Acme Industries is looking at the introduction of a newproduct for a new client. It has determined the required activities, estimatedtime (in weeks) and assigned individuals to work on this project. The list ofactivities, time estimates, precedent relationships and assigned staff areprovided in Table 1.Table 1.
Activity
Description
Duration
Predecessors
Resources
A
Conduct competitiveanalysis
3
–
Bob, Henry, Ted
B
Review field salesreports
2
–
Janine
C
Conduct technicalcapabilities assessment
5
–
Janine, Ed, Bob, Clara
D
Develop focus group data
2
A,B,C
Janine, Rowena, Clara
E
Conduct telephone surveys
3
D
Janine, Rowena, Karl, Jake
F
Identify relevantspecification improvements
3
Ed, Bob, Henry
G
Interface with marketingstaff
1
F
Janine, Rowena, Larry
H
Develop engineeringspecifications
5
G
Janine, Ed, Bob, Clara
I
Check and debug designs
4
H
Clara, Rolf, Vincent
J
Develop testing protocol
3
G
Ed, Vincent
K
Identify criticalperformance levels
2
J
Bob, Henry, Oscar
L
Assess and modify productcomponents
6
I,J
Ed, Bob, Ted
M
Conduct capabilitiesassessment
12
L
Bob. Ted, Vincent, Joel
N
Identify selectioncriteria
3
M
Ted, Ed, Clara
O
Develop RFQ
4
M
Henry, Bob
P
Develop production masterschedule
5
N,O
Clara, Bob, Oscar, Vincent
Q
Liase with sales staff
1
P
Janine, Larry
R
Prepare product launch
3
Q
Bob, Henry, Ted, Janine
The resource labeled Bob has been assigned the job of projectmanager. Bob is 31 years old. He has had no prior experience as a projectmanager on the job of the size and importance. He has considerable expertiseand product development. On the other hand, Ted is 47 years old and has hadextensive experience in managing software projects. Ted is resentful that hewasn’t assigned the job of project manager. He believes Bob got thisopportunity because these being mentored by an executive vice president. Janineis 21 years old and has worked with Bob for several years. They’ve developed anexcellent rapport with each other and Janine was the only team member that Bobwas allowed to choose. Ed and Clara our field engineers with years ofexperience. The rest of the team has had extensive experience with projects ofthis type.As a way of starting the project, Bob invited allparticipants to an open meeting. He expressed his belief that given the tighttime constraints on the project it was important for all participants to feelcomfortable to express their viewpoints. Immediately, Ted spoke up and statedhis belief that a felt the project was off to a bad start because of thefailure to discuss the possible use of Capability Maturity Model Integration,Systems Development Lifecycle, Unified Process, Agile Modeling or Scrum. It wasclear to everyone at Ted was indicating his lack of faith involves skills as aproject manager.Bob acknowledged Ted suggestions. He said that he wouldprovide a formal review of each approach at the next meeting which was to beheld in four days. Bob then brought up the topic of a project charter. Hesuggested that he would present the entire team a draft of such a charter atthe next meeting, asked for their input’s and recommendations and asked him tosign off on the charter.Janine stated that on many of the projects that she hadworked with it was critical, clear understanding of the subcomponents of theoverall plan for the project she suggests that the template for the strategicplan be prepared by Bob, Ed, Ted, Clara, Rowena and herself.Clara pointed out that they were being asked to develop anew product outside of their normal expertise and that of Brisbane done for aclient which they had no prior experience. She said “I feel the hot breathof Murphy breathing down our necks”. And she went on to state that shefelt that this project had numerous hidden risk that you would be much morecomfortable in there was a coherent plan to do with those risk.In many ways she was prescient, by the completion ofActivity J (Develop Testing Protocol) the project was $75,000 over budget and2.5 weeks overscheduled. At the beginning of the project top-level managementviewed the completion of Activity J as the midpoint of the total project.Bob recognized that the team needed to bring the projectback on schedule and to reduce the excess spending. By the time the team hadcompleted Activity M the project was back on schedule. Everyone had felt thatthey had a terrific job. Bob agreed with that viewpoint. Bob received a noticethat he was going to brief the CEO and the client. The project was over budgetand was back on track and cost-cutting had reduced the size of the overruns onthe budget. When Bob met with the CEO and the client expressed their admirationand respect for both Bob and his team.However,the client stated that his in-housemarketing team was no longer as positive about the market viability of theproduct that Bob and his team were working on. The client stated that he wouldcome to a decision in two weeks as to whether to continue work on the product.He had promised to send you that the next product development of his companywould be given to Bob and his team. Bob left the meeting unsure as to whetherthe project would be finished.1. Bob wanted to address opening attackwith a flexible response at the next meeting. He wanted to prepare a proposalthat highlights the strengths and weaknesses of each approach, plus an analysisof the appropriateness of each approach to product development. Help Bobprepare this report. (15 points)
2. Discuss what should be in thisproject’s charter. You can provide this in an outline format, but provide arationale for each component. Discuss the importance of each element. (15points)
3. Discuss what should go into thestrategic plan. Provide a rationale for each component. Discuss the importanceof each element. (10 points)
4. How would address Clara’s concernsabout risk management? (10 points)
4. Bob recognized early that team dynamicsare critical to the success of the project. What would you advise Bob to do toensure a cohesive team. How should Bob deal with Ted? What might you anticipateas the major behavioral problems? (15 points)
5. In Table 2, we provide the weekly costof each team participant. Given these costs, what would you do as an EarnedValue Analysis at the completion of Activity J. (20 points)
6. After Bob’s meeting with the CEO andclient, Ted organized several other team members to asked Bob what happened. Bobcould tell them the truth, but that might destroy the morale of the team andreduce their effectiveness. Even if the project is continued the team might nolonger function as successfully as they had in the last several weeks. If hedoesn’t tell them exactly what had happened and any team member discovers whathad happened that I would lose all credibility. Put yourself in Bob’s shoes anddetermined that he should tell them. Provide detailed rationale for yourarguments. (15 Points)Table 2.
Resource
Weekly$
Resource
Weekly$
Bob
$1,700
Karl, Jake
$1,000
Ted
$1,600
Larry, Rolf
$900
Janine
$1,250
Vincent
$800
Henry, Ed, Clara
$1.375
Joel
$750
Rowena
$1,100
Oscar
$675