Business Finance
MGT 323 SEU Project Management Failing to Plan Is Planning to Fail Discussion

mgt 323

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MGT

Question Description

I’m studying for my Management class and need an explanation.

Use the given materials to answer the following and please refer to the guidelines and instructions:

“Failing to plan is planning to fail”, is the proverb that affect project planning. Based on this proverb you are required to answer the questions given below. For better understanding, please refer your textbook chapter-11 and answer accordingly.

1. List few consequences, which arises due to poor planning, and explain them in your words. Give an example of any product, which failed, in the market due to poor planning. (2.5 Marks)

2. Do you think systematic planning help in setting goals and making decisions? Give reasons to support your answer by choosing any event (e.g. product launch, conducting exhibitions etc). (2.5 Marks)

3. Describe the above given proverb with an example based on your understanding. (2 Marks)

4. Identify the type of planning required to establish effective monitoring and controlling in the display of products in Supermarkets and explain the process with any example of your choice. (Refer Pg-413, Figure-11-1 for your understanding). (3 Marks)

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College of Administrative and Financial Sciences Assignment 2 Course Name: Project Management Student’s Name: Course Code: MGT323 Student’s ID Number: Semester: II CRN: Academic Year: 1440/1441 H For Instructor’s Use only Instructor’s Name: Students’ Grade: Marks Obtained/Out of Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. ASSIGNMENT-2 Project Management (MGT323) Second Semester (2019-2020) Assignment Workload: • This Assignment consists of Critical thinking Question. • Assignment is to be submit by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-2 students will able to understand the Demonstrate a deep understanding of project management concepts and theories as well as approaches to project management. (LO-1.1) Demonstrate an understanding of the project planning process. (LO-1.6) Assignment Regulation: • All students are encouraged to use their own words. • Student must apply “Times New Roman Font” with double space within their reports. • The attached cover-page has to be used, duly filled. Submissions without the cover page will NOT be accepted • A mark of zero will be given for any submission that includes copying from other resource without referencing it. • Assignment -2 should be submitted on or before the end of Week-10. • If the assignment shows more than 25% plagiarism, the students would be graded zero. Assignment Structure: A.No Assignment-1 Assignment-2 Assignment-3 Total Type Essay Critical Thinking Case study Marks 5 10 10 25 Assignment Question(s): (Marks-10) “Failing to plan is planning to fail”, is the proverb that affect project planning. Based on this proverb you are required to answer the questions given below. For better understanding, please refer your textbook chapter-11 and answer accordingly. 1. List few consequences, which arises due to poor planning, and explain them in your words. Give an example of any product, which failed, in the market due to poor planning. (2.5 Marks) 2. Do you think systematic planning help in setting goals and making decisions? Give reasons to support your answer by choosing any event (e.g. product launch, conducting exhibitions etc). (2.5 Marks) 3. Describe the above given proverb with an example based on your understanding. (2 Marks) 4. Identify the type of planning required to establish effective monitoring and controlling in the display of products in Supermarkets and explain the process with any example of your choice. (Refer Pg-413, Figure-11-1 for your understanding). (3 Marks) Answer: 1. 2. 3. 4. KERZNER Project Management From the intricate framework of organizational behavior and structure that can determine project success to the planning, scheduling, and controlling processes vital to effective project management, the new edition thoroughly covers every key component of the subject. This Tenth Edition features: ■ More than twenty-five case studies, including a new case on the Iridium Project covering all aspects of project management ■ 400 discussion questions ■ More than 125 multiple-choice questions Other powerful tools by Harold Kerzner: Project Management Workbook and PMP®/CAPM® Exam Study Guide, Tenth Edition (978-0-470-27872-7) Program and Portfolio Management at International Institute of Learning, Inc. (IIL), a global learning solutions company that conducts training for leading corporations throughout the world. A S YS T E M S A P P R OAC H TO P L A N N I N G, S C H E D U L I N G, New sections on scope changes, exiting a project, collective belief, and managing virtual teams PH.D., is Senior Executive Director for Project, A N D CO N T R O L L I N G ■ HAROLD KERZNER, PROJECT N ow in a Tenth Edition, this industry-leading project management “bible” aligns its streamlined approach to the latest release of the Project Management Institute’s Project Management Body of Knowledge (PMI’s PMBOK® Guide), the new mandatory source of training for the Project Management Professional (PMP®) Certification Exam. This outstanding edition gives students and professionals a profound understanding of project management with insights from one of the best-known and respected authorities on the subject. M A NAGEMENT THE LANDMARK PRO JECT MANAGEMENT REFERENCE, NOW I N A NEW EDITION T E N T H E D I T I O N PROJECT MANAGEMENT A S YS T E M S A P P R OAC H TO P L A N N I N G, S C H E D U L I N G, A N D CO N T R O L L I N G Project Management Case Studies, Third Edition (978-0-470-27871-0) T E N T H E D I T I O N HAROLD KERZNER, P H.D. ffirs.qxd 1/21/09 4:44 PM Page vi ffirs.qxd 1/21/09 4:44 PM Page i PROJECT MANAGEMENT ffirs.qxd 1/21/09 4:44 PM Page ii Dr. Kerzner’s 16 Points to Project Management Maturity 1. Adopt a project management methodology and use it consistently. 2. Implement a philosophy that drives the company toward project management maturity and communicate it to everyone. 3. Commit to developing effective plans at the beginning of each project. 4. Minimize scope changes by committing to realistic objectives. 5. Recognize that cost and schedule management are inseparable. 6. Select the right person as the project manager. 7. Provide executives with project sponsor information, not project management information. 8. Strengthen involvement and support of line management. 9. Focus on deliverables rather than resources. 10. Cultivate effective communication, cooperation, and trust to achieve rapid project management maturity. 11. Share recognition for project success with the entire project team and line management. 12. Eliminate nonproductive meetings. 13. Focus on identifying and solving problems early, quickly, and cost effectively. 14. Measure progress periodically. 15. Use project management software as a tool—not as a substitute for effective planning or interpersonal skills. 16. Institute an all-employee training program with periodic updates based upon documented lessons learned. ffirs.qxd 1/21/09 4:44 PM Page iii PROJECT MANAGEMENT A Systems Approach to Planning, Scheduling, and Controlling TENTH EDITION HAROLD KERZNER, Ph.D. Senior Executive Director for Project Managenment The International Insitute for Learning New York, New York John Wiley & Sons, Inc. ffirs.qxd 1/21/09 4:44 PM Page iv This book is printed on acid-free paper. ⬁ Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permission. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. For general information about our other products and services, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002. Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com. Library of Congress Cataloging-in-Publication Data: Kerzner, Harold. Project management : a systems approach to planning, scheduling, and conrolling/Harold Kerzner.—10th ed. p. cm. Includes index. ISBN 978-0-470-27870-3 (cloth : acid-free paper) 1. Project management. I. Title. HD69.P75K47 2009 658.4⬘04—dc22 2008049907 Printed in the United States of America. 10 9 8 7 6 5 4 3 2 1 ffirs.qxd 1/21/09 4:44 PM Page v To Dr. Herman Krier, my Friend and Guru, who taught me well the meaning of the word “persistence” ffirs.qxd 1/21/09 4:44 PM Page vi ftoc.qxd 1/19/09 2:27 PM Page vii Contents Preface 1 xxi OVERVIEW 1.0 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 1.11 1.12 1.13 1.14 1.15 1.16 1.17 1.18 1 Introduction 1 Understanding Project Management 2 Defining Project Success 7 The Project Manager–Line Manager Interface 8 Defining the Project Manager’s Role 12 Defining the Functional Manager’s Role 14 Defining the Functional Employee’s Role 17 Defining the Executive’s Role 17 Working with Executives 18 The Project Manager as the Planning Agent 19 Project Champions 20 The Downside of Project Management 21 Project-Driven versus Non–Project-Driven Organizations 22 Marketing in the Project-Driven Organization 24 Classification of Projects 26 Location of the Project Manager 27 Differing Views of Project Management 29 Concurrent Engineering: A Project Management Approach 30 Studying Tips for the PMI® Project Management Certification Exam Problems 30 33 Case Study Williams Machine Tool Company 35 vii ftoc.qxd 1/19/09 2:27 PM Page viii viii CONTENTS 2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS 37 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 Introduction 37 General Systems Management 38 Project Management: 1945–1960 38 Project Management: 1960–1985 39 Project Management: 1985–2009 45 Resistance to Change 50 Systems, Programs, and Projects: A Definition 54 Product versus Project Management: A Definition 57 Maturity and Excellence: A Definition 58 Informal Project Management: A Definition 59 The Many Faces of Success 60 The Many Faces of Failure 63 The Stage-Gate Process 66 Project Life Cycles 68 Gate Review Meetings (Project Closure) 74 Project Management Methodologies: A Definition 74 Organizational Change Management and Corporate Cultures 76 Project Management Intellectual Property 81 Systems Thinking 82 Studying Tips for the PMI® Project Management Certification Exam Problems 3 88 ORGANIZATIONAL STRUCTURES 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 91 Introduction 91 Organizational Work Flow 94 Traditional (Classical) Organization 95 Developing Work Integration Positions 98 Line–Staff Organization (Project Coordinator) 102 Pure Product (Projectized) Organization 103 Matrix Organizational Form 106 Modification of Matrix Structures 113 The Strong, Weak, Balanced Matrix 117 Center for Project Management Expertise 117 Matrix Layering 118 Selecting the Organizational Form 119 Structuring the Small Company 125 Strategic Business Unit (SBU) Project Management 128 Transitional Management 129 Studying Tips for the PMI® Project Management Certification Exam Problems 85 133 131 ftoc.qxd 1/19/09 2:27 PM Page ix ix Contents Case Study Jones and Shephard Accountants, Inc. 4 ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM 141 4.0 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 Introduction 141 The Staffing Environment 142 Selecting the Project Manager: An Executive Decision 144 Skill Requirements for Project and Program Managers 148 Special Cases in Project Manager Selection 154 Selecting the Wrong Project Manager 154 Next Generation Project Managers 158 Duties and Job Descriptions 159 The Organizational Staffing Process 163 The Project Office 169 The Functional Team 174 The Project Organizational Chart 175 Special Problems 178 Selecting the Project Management Implementation Team 180 Studying Tips for the PMI® Project Management Certification Exam Problems 5 138 185 MANAGEMENT FUNCTIONS 5.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 191 Introduction 191 Controlling 193 Directing 193 Project Authority 198 Interpersonal Influences 206 Barriers to Project Team Development 209 Suggestions for Handling the Newly Formed Team Team Building as an Ongoing Process 216 Dysfunctions of a Team 217 Leadership in a Project Environment 220 Life-Cycle Leadership 221 Organizational Impact 225 Employee–Manager Problems 227 Management Pitfalls 230 Communications 233 Project Review Meetings 242 Project Management Bottlenecks 243 Communication Traps 244 212 183 ftoc.qxd 1/19/09 2:27 PM Page x x CONTENTS 5.18 5.19 5.20 5.21 Proverbs and Laws 245 Human Behavior Education 248 Management Policies and Procedures 249 Studying Tips for the PMI® Project Management Certification Exam Problems 249 254 Case Studies The Trophy Project 264 Leadership Effectiveness (A) 266 Leadership Effectiveness (B) 271 Motivational Questionnaire 277 6 MANAGEMENT OF YOUR TIME AND STRESS 6.0 6.1 6.2 6.3 6.4 6.5 6.6 285 Introduction 285 Understanding Time Management 286 Time Robbers 286 Time Management Forms 288 Effective Time Management 289 Stress and Burnout 290 Studying Tips for the PMI® Project Management Certification Exam Problems 292 293 Case Study The Reluctant Workers 7 CONFLICTS 7.0 7.1 7.2 7.3 7.4 7.5 7.6 7.7 294 295 Introduction 295 Objectives 296 The Conflict Environment 297 Conflict Resolution 300 Understanding Superior, Subordinate, and Functional Conflicts 301 The Management of Conflicts 303 Conflict Resolution Modes 304 Studying Tips for the PMI® Project Management Certification Exam Problems 308 Case Studies Facilities Scheduling at Mayer Manufacturing 311 Telestar International 312 Handling Conflict in Project Management 313 306 ftoc.qxd 1/19/09 2:27 PM Page xi xi Contents 8 SPECIAL TOPICS 8.0 8.1 8.2 8.3 8.4 8.5 8.6 8.7 8.8 8.9 8.10 8.11 8.12 8.13 8.14 Introduction 319 Performance Measurement 320 Financial Compensation and Rewards 327 Critical Issues with Rewarding Project Teams 333 Effective Project Management in the Small Business Organization 336 Mega Projects 338 Morality, Ethics, and the Corporate Culture 339 Professional Responsibilities 342 Internal Partnerships 345 External Partnerships 346 Training and Education 348 Integrated Product/Project Teams 350 Virtual Project Teams 352 Breakthrough Projects 354 Studying Tips for the PMI® Project Management Certification Exam Problems 9 383 Introduction 383 The Project Sponsor 384 Handling Disagreements with the Sponsor 393 The Collective Belief 394 The Exit Champion 395 The In-House Representatives 396 Studying Tips for the PMI® Project Management Certification Exam Problems 380 381 WORKING WITH EXECUTIVES 10.0 10.1 10.2 10.3 10.4 10.5 10.6 365 Introduction 365 Predicting Project Success 366 Project Management Effectiveness 370 Expectations 371 Lessons Learned 372 Understanding Best Practices 373 Studying Tips for the PMI® Project Management Certification Exam Problems 355 361 THE VARIABLES FOR SUCCESS 9.0 9.1 9.2 9.3 9.4 9.5 9.6 10 319 398 397 ftoc.qxd 1/19/09 2:27 PM Page xii xii CONTENTS Case Study Corwin Corporation 11 PLANNING 11.0 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9 11.10 11.11 11.12 11.13 11.14 11.15 11.16 11.17 11.18 11.19 11.20 11.21 11.22 11.23 11.24 11.25 11.26 11.27 11.28 11.29 11.30 11.31 411 Introduction 411 Validating the Assumptions 414 General Planning 415 Life-Cycle Phases 418 Proposal Preparation 421 Kickoff Meetings 421 Understanding Participants’ Roles 424 Project Planning 424 The Statement of Work 426 Project Specifications 431 Milestone Schedules 433 Work Breakdown Structure 434 WBS Decomposition Problems 440 Role of the Executive in Project Selection 444 Role of the Executive in Planning 449 The Planning Cycle 449 Work Planning Authorization 450 Why Do Plans Fail? 451 Stopping Projects 452 Handling Project Phaseouts and Transfers 453 Detailed Schedules and Charts 454 Master Production Scheduling 457 Project Plan 459 Total Project Planning 464 The Project Charter 468 Management Control 469 The Project Manager–Line Manager Interface 472 Fast-Tracking 474 Configuration Management 475 Enterprise Project Management Methodologies 476 Project Audits 479 Studying Tips for the PMI® Project Management Certification Exam Problems 12 401 483 NETWORK SCHEDULING TECHNIQUES 12.0 Introduction 493 12.1 Network Fundamentals 495 493 480 ftoc.qxd 1/19/09 2:27 PM Page xiii xiii Contents 12.2 12.3 12.4 12.5 12.6 12.7 12.8 12.9 12.10 12.11 12.12 12.13 12.14 12.15 12.16 12.17 12.18 12.19 12.20 12.21 Graphical Evaluation and Review Technique (GERT) 500 Dependencies 501 Slack Time 502 Network Replanning 508 Estimating Activity Time 512 Estimating Total Project Time 513 Total PERT/CPM Planning 514 Crash Times 516 PERT/CPM Problem Areas 519 Alternative PERT/CPM Models 522 Precedence Networks 523 Lag 526 Scheduling Problems 528 The Myths of Schedule Compression 528 Understanding Project Management Software 530 Software Features Offered 530 Software Classification 532 Implementation Problems 533 Critical Chain 534 Studying Tips for the PMI® Project Management Certification Exam Problems 536 539 Case Study Crosby Manufacturing Corporation 13 PROJECT GRAPHICS 13.0 13.1 13.2 13.3 13.4 13.5 555 Introduction 555 Customer Reporting 556 Bar (Gantt) Chart 557 Other Conventional Presentation Techniques 564 Logic Diagrams/Networks 567 Studying Tips for the PMI® Project Management Certification Exam Problems 14 569 PRICING AND ESTIMATING 14.0 14.1 14.2 14.3 14.4 14.5 14.6 552 571 Introduction 571 Global Pricing Strategies 572 Types of Estimates 573 Pricing Process 576 Organizational Input Requirements Labor Distributions 580 Overhead Rates 584 578 568 ftoc.qxd 1/19/09 2:27 PM Page xiv xiv CONTENTS 14.7 14.8 14.9 14.10 14.11 14.12 14.13 14.14 14.15 14.16 14.17 14.18 14.19 14.20 14.21 14.22 14.23 14.24 14.25 14.26 14.27 14.28 14.29 14.30 Materials/Support Costs 586 Pricing Out the Work 589 Smoothing Out Department Man-Hours 590 The Pricing Review Procedure 592 Systems Pricing 594 Developing the Supporting/Backup Costs 595 The Low-Bidder Dilemma 599 Special Problems 599 Estimating Pitfalls 600 Estimating High-Risk Projects 601 Project Risks 602 The Disaster of Applying the 10 Percent Solution to Pr ...
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Attached.

College of Administrative and Financial Sciences

Assignment 2

Course Name: Project Management

Student’s Name:

Course Code: MGT323

Student’s ID Number:

Semester: II

CRN:
Academic Year: 1440/1441 H

For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks Obtained/Out of

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via
allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover
page.
• Students must mention the question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.

ASSIGNMENT-2
1.
Poor planning can result in poor time management. Without proper planning, it means that
the schedule that the team members are meant to follow is not articulated. As such, the team would
not have a clear concept regarding their responsibilities on the project (Kerzner, 2009). At the same
time, poor planning means that no deadlines are set to complete the project, thereby creating a
sluggish atmosphere among the project team. Consequently, the project goals cannot be attained on
time, and the outcome is likely to be an inconsistent work.
Poor planning could lead to an improper definition of the project objectiv...

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