QUESTION #1 (AT&T CAREER PATH CASE, P. 95): Read this case and explain how difficult is it to change a culture where project management is perceived as of low status and something to get out of, to one where project management is respected? How would you approach such a task?
QUESTION #2 (SHANGHAI UNLUCKY CASE, P. 103): Read this case and explain whether the Shanghai government was “unlucky” with this project or was something else the problem? What ancillary goals were traded off in this project?
QUESTION #3 (CHILDREN’S HOSPITAL CASE, P. 138 ): Read the case and explain whether there were any risks to involving stakeholders in the construction of the new children’s hospital? What steps did the project team take or could have taken to mitigate these risks?
QUESTION #4 (SOUTH AFRICAN REPAIR CASE, P. 188 ): As you read the case you see that this project cut about 40 percent off the schedule and 25 percent off the cost. Explain what is the message of this case about the importance of teamwork to achieve project primary objectives?
QUESTION #5 (TWO GAS PIPELINES CASE, P. 227): Read the case and explain what aspects of agile (APM) were and were not used here.
QUESTION #6 (IGNORING RISKS CASE, P. 240): Read the case and explain why the oil industry hasn’t funded research and technology for oil spill cleanup efforts, do you think
QUESTION #7 (THE PATHFINDER CASE, P. 271): Read the case and explain why the mission scope was so limited and why they even spent the money to go to Mars with such limited objectives
QUESTION #8 (PENNSYLVANIA ELECTRIC CASE, P. 401): Read the case and explain what does the availability in the chart represents and why the monthly values move up and down. Also, explain what the scheduled amount represents, why it drops off toward the end, and how it can exceed the availability.
QUESTION #9 (ARCHITECTURAL ASSOCIATES, INC. CASE, P. 412): Read the case and explain which problem discussed under Critical Chain topic is experienced here. Also describe how the change effectively solved the problem.
QUESTION #10 (TEXAS INSTRUMENTS CASE, P. 451): Read the case and explain what was ViewStar’s probable strategic thinking here and what would be the motivation of a project team that immediately falls behind schedule?