REVIEW QUESTIONS

2. Discuss the reasons for inviting the functional managers to a project launch meeting rather
than their subordinates who may actually be doing the work.

The reason for inviting the functional managers to the project launch meeting is that it is
important to get their buy in and support for the project and understanding the load on their
subordinates. The functional managers can have a significant impact on the degree to which
the project succeeds or fails based on their willingness to assign key subordinates to the
project. Clearly, if they are convinced up-front of the importance of the project and perhaps
even have input into the project’s scope, their cooperation is more likely in later stages of the
project. Another important reason for including functional managers in the project launch
meeting is to get their commitment to help develop the initial plan.

6. What is the difference between the Resource column on the WBS (that would include
personnel needed by the project) and the Assigned To column?

The Resources column is more general and simply list the type of human, material and machine
resources needed. The “Assigned to” column is more specific and identifies the particular
person who has responsibility for completing the activity.

DISCUSSION QUESTIONS

9. For each one of the nine components of a project plan, discuss the problems that might be
raised if the element was incomplete.

The elements required in a project plan fall into the following nine categories:
1) Overview
An incomplete overview of the project could lead to overlooking key milestones.
Typically, milestones correspond to important events of a project, and it is particularly
appropriate to assess the project’s performance at these times. If important
milestones are not identified, opportunities to identify problems early on may be
missed.
2) Objectives
Inadequately defining the project’s objectives could lead to suboptimization and
missing important specifications.
3) General approach
Not thoroughly discussing the General approach could increase the number of ad-hoc
decisions that have to be made as the project is completed and could also result in
inconsistencies as different team members employ different approaches to address
similar issues.
4) Contractual aspects
The consequences of incompletely defining contractual aspects include scope creep
and major disputes between the client and the project team.
5) Schedules
 An incomplete schedule typically results in overlooked activities which subsequently
translates into late project completions and/or cost overruns.
6) Resource requirement
Similarly, an incomplete resource requirements section can result in failure to have
required resources available when needed or omitted cost elements such as overhead.
7) Personnel
An incomplete personnel section could result in overlooking important skill
requirements or the need to provide the necessary training.
8) Evaluation methods
Not adequately specifying evaluation methods could lead to not capturing important
project performance data which could impact the timely discovery of problems.
9) Potential problems
Finally, not adequately considering potential problems means that proactive
contingency plans for problems that could have been anticipated are not available,
forcing the project team into a more reactive mode.

Overview- overlooking key milestones. Objective- sub optimization and missing specs. Gen
approach- increased number of ad-hoc decisions. Contractual aspects- scope creep and major
disputes in project team. Resource requirements- in failure to have required resources.
Personnel- overlooking important skill requirements. Eval methods- not capturing important
project performance data. Potential Probs- proactive contingency plans are not available.

11. Why is the hierarchical planning process useful for project planning? How might it influence
the plan if the hierarchical planning process was not used?

By starting very broadly and gradually adding more detail it is a logical and systematic process,
and it fits well with typical organizational hierarchies in the sense that senior and middle-level
managers can focus on the top-level items and then delegate the specification of these details
to the people that will be responsible for completing these tasks. A key problem with not using
hierarchical planning is that important tasks may be overlooked which may ultimately delay
the project and/or result in cost overruns.
14. Develop a WBS with at least two levels for a project you are personally familiar with (e.g.,
moving away to college, registering for class, cleaning out a garage). (Hint: the plan will be
more useful as a learning exercise if you have a subordinate or two, real or imaginary.) Be sure
to include precedence, task durations, resource requirements, and milestones. Enter the plan
in MSP.

The following example describes a project involving the development of a history term paper.
It involves three students (Alif, Gim, and Nur) and their instructor, Professor Danish.

History Term Paper.

Estimated
WBS Task Name Predecessor Resource name
duration
1 Select topic 1 week Alif, Gim, Nur
2 Get topic approved 1 1 week Prof Danish
3 Outline paper 2 3 days Alif
4 Conduct research 3 weeks
4.1 Library research 3 3 weeks Gim & Nur
4.2 Research web 3 2 weeks Alif
5 Write-up report 4 weeks Alif, Gim, Nur
5.1 First draft 4.1.4.2 2 weeks Gim
5.2 Proof first draft 5.1 1 week Alif, Gim, Nur
5.3 End first draft 5.2 1 week Nur
18. Pursuing a degree or certificate is a major project. Construct a brief “project plan” for this
project that includes all 9 elements described in the chapter.

Following, as an example, is a project plan for a student aiming to earn his/her MBA:

Overview:
The purpose of this project is to earn an MBA. The major milestones include completing the
first year of core course work, obtaining a summer internship, completing the second year of
course work, and obtaining a full-time position at a leading consulting organization.

Objectives:
My goal is to increase my salary by 70 percent by obtaining full time employment with a leading
consulting organization upon completing a two-year MBA. Long-term, my goal is to make
partner of a consulting organization within seven years of graduation.

General approach:
I will apply to the top public MBA programs in the Ohio, Indiana, and Michigan areas. I will
visit each that I am accepted to assess the school’s culture. I will also research them to evaluate
their success in placing graduates in top consulting organizations.

Contractual aspects:
I may be required to make a financial commitment to one school while still being on the waiting
list of more desirable school.

Schedule:
• December 2005: take GMAT Exam
• January 2006: research schools
• February 2006: fill out admissions applications
• May 2006: Visit schools
• June 2006: Make decision
• July 2006: House hunting trip
• August 2006: Move
• August 2006 –May 2007: complete core
• June –August 2007: Summer internship
• August 2007 –May 2008: Complete second year and interview for full time consulting
position

Resource requirements:
I will use $50,000 from my savings and take out an estimated $25,000 in student loans.

Personnel:
My brothers will help me move.

Evaluation methods:
Key performance metrics include my GPA and starting salary upon graduation.
Potential problems:
It has been six years since I have been in school and therefore my adjustment period may be
longer than I expect. I may also encounter interpersonal conflicts with teammates. Finally, the
cost of housing or tuition may be higher than I expect and/or my summer internship may pay
less than I expect which would create the need to borrow more money.