Project management case studies and answers pdf

Project Management Course. Written Assignment 2 This assignment covers text chapter 5. There is only one question. Your answer should be well-documented and include detailed references to the readings and other sources of information. What are the benefits of developing a Responsibility Assignment Matrix for a project? [MO2.4] Case Study 2: Problems with John Read Case Study 4.3 in your text pg 138-141. Then answer the three questions on page 141. [MO2.2, 2.3] List of Cases by Chapter Chapter 1 Chapter 7 Chapter 2 Chapter 8 Development Projects in Lagos, Nigeria 2 “Throwing Good Money after Bad”: the BBC’s Digital Media Initiative 10 MegaTech, Inc. 29 The IT Department at Hamelin Hospital 30 Disney’s Expedition Everest 31 Rescue of Chilean Miners 32 Tesla’s $5 Billion Gamble 37 Electronic Arts and the Power of Strong Culture in Design Teams 64 Rolls-Royce Corporation 67 Classic Case: Paradise Lost—The Xerox Alto 68 Project Task Estimation and the Culture of “Gotcha!” Widgets ’R Us 70 The Building that Melted Cars 224 Bank of America Completely Misjudges Its Customers 230 Collapse of Shanghai Apartment Building 239 Classic Case: de Havilland’s Falling Comet 245 The Spanish Navy Pays Nearly $3 Billion for a Submarine That Will Sink Like a Stone 248 Classic Case: Tacoma Narrows Suspension Bridge 249 Sochi Olympics—What’s the Cost of National Prestige? 257 The Hidden Costs of Infrastructure Projects—The Case of Building Dams 286 Boston’s Central Artery/Tunnel Project 288 69 After 20 Years and More Than $50 Billion, Oil is No Closer to the Surface: The Caspian Kashagan Project 297 Chapter 3 Project Selection Procedures: A Cross-Industry Sampler 77 Project Selection and Screening at GE: The Tollgate Process 97 Keflavik Paper Company 111 Project Selection at Nova Western, Inc. 112 Chapter 10 Enlarging the Panama Canal 331 Project Scheduling at Blanque Cheque Construction (A) 360 Project Scheduling at Blanque Cheque Construction (B) 360 Chapter 11 Chapter 4 Leading by Example for the London Olympics— Sir John Armitt 116 Dr. Elattuvalapil Sreedharan, India’s Project Management Guru 126 The Challenge of Managing Internationally 133 In Search of Effective Project Managers 137 Finding the Emotional Intelligence to Be a Real Leader Problems with John 138 Chapter 5 “We look like fools.”—Oregon’s Failed Rollout of Its ObamacareWeb Site 145 Statements of Work: Then and Now 151 Defining a Project Work Package 163 Boeing’s Virtual Fence 172 California’s High-Speed Rail Project 173 Project Management at Dotcom.com 175 The Expeditionary Fighting Vehicle 176 Chapter 6 Engineers Without Borders: Project Teams Impacting Lives 187 Tele-Immersion Technology Eases the Use of Virtual Teams 203 Columbus Instruments 215 The Bean Counter and the Cowboy 216 Johnson & Rogers Software Engineering, Inc. 217 Chapter 9 Developing Projects Through Kickstarter—Do Delivery Dates Mean Anything? 367 Eli Lilly Pharmaceuticals and Its Commitment to Critical Chain Project Management 385 It’s an Agile World 396 Ramstein Products, Inc. 397 137 Chapter 12 Hong Kong Connects to the World’s Longest Natural Gas Pipeline 401 The Problems of Multitasking 427 Chapter 13 New York City’s CityTime Project 432 Earned Value at Northrop Grumman 451 The IT Department at Kimble College 463 The Superconducting Supercollider 464 Boeing’s 787 Dreamliner: Failure to Launch 465 Chapter 14 Duke Energy and Its Cancelled Levy County Nuclear Power Plant 478 Aftermath of a “Feeding Frenzy”: Dubai and Cancelled Construction Projects 490 New Jersey Kills Hudson River Tunnel Project 497 The Project That Wouldn’t Die 499 The Navy Scraps Development of Its Showpiece Warship—Until the Next Bad Idea 500 Fourth Edition Project ManageMent achieving coMPetitive advantage Jeffrey K. Pinto Pennsylvania State University Boston Columbus Indianapolis New York San Francisco Hoboken Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo To Mary Beth, my wife, with the most profound thanks and love for her unwavering support. And, to our children, Emily, AJ, and Joseph—three “projects” that are definitely over budget but that are performing far better than I could have hoped! VP, Product Management: Donna Battista Editor-in-Chief: Stephanie Wall Acquisitions Editor: Dan Tylman Program Manager Team Lead: Ashley Santora Program Manager: Claudia Fernandes Editorial Assistant: Linda Albelli VP, Marketing: Maggie Moylan Product Marketing Manager: Anne Fahlgren Field Marketing Manager: Lenny Raper Strategic Marketing Manager: Erin Gardner Project Manager Team Lead: