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Project Management-1st-2016-NMIMS

Project Management-1st-2016-NMIMS
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Q1. As the Beagle Probe Mars probe, designed jointly by the European Space Agency and British national Space Center, headed to Mars in December of 2003, contact was lost and it was never heard from again. In retrospect, it appears that inadequate project planning and re-planning was to blame. Excessive pressure on time, cost and weight compromised the mission right from the start. With insufficient public funding, the design team had to spend much of their time raising private funds instead of addressing difficult technical issues. In addition, late changes forced the team to reduce the Beagles weight from 238 pounds to 132 pounds! And when three airbags failed to work properly in testing, a parachute design was submitted but inadequately tested due to lack of time. A review commission recommended that in the future: requisite financing to be available at the outset of a project, formal project reviews be conducted on a regular basis, milestones should be established where all stakeholders reconsider the project, expectations of potential failure should be included in the funding consideration, robust safety margins should be included for uncertainties. What should the project manager have done about the challenges facing the project? (10 marks)
Q2: Describe all the phases of project lifecycle with a suitable example. (10 marks)
Q3. Colin Shaw has been tapped to be an accounting project manager for the second time this year. Although he enjoys the challenges and opportunity for personal development afforded to him as a project manager, he dreads the interpersonal problems associated with the position. Sometimes he feels like a glorified personal baby-sitter handing out assignments, checking on progress and making sure everyone is doing on her fair share. Recently Colin read an article that recommended a very different approach for project managers in the supervising and controlling team members. Colin thought this was a useful idea and decided to try it out on his next project. The project in question involved making a decision to implement an activity based costing (ABC) system throughout the organization. Colin had once been a manager in charge of implementing a process costing system in the same division, so he felt very comfortable about his ability to lead the team and resolve this question. He defined the objective of the project and detailed all the major tasks involved, as well as most of the subtasks. By the time the first meeting of the project took place, Colin felt more secure about the control and direction of the project than he had at the beginning of any of this previous projects. He had specifically defined the objectives and tasks for each team member and had assigned completion date for each task. He had even made up individual contracts for each team member to sign as an indication of their commitment to completion of the assigned tasks as per schedule dates. The meeting went very smoothly, with almost no comments from team members. Everyone picked up a copy of his or her contract and went off to work on the project. Colin was ecstatic about the success of the project.
a. Do you think Colin would feel the same way six weeks from now? Justify your answer. (5 Marks)
b. Compare his approach with the previous one. (5 Marks)
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