project management case study questions and answers pdf

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Project Management Case Studies and Lessons Learned

2015, Project Management Case Studies and Lessons Learned

Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management

Related Papers

Laura Kovalenkoviene

karrar raoof

This paper helps in understanding and reviewing the different types of risks and challenges that are encountered with respect to project management and how various methods can be used to resolve those risks. The main interest of this paper is to analyze the influence of the dynamic and ever-changing environment of projects nowadays. Corporate projects undergo lots of real time changes and these need to be thought of and understood before starting the project so as to avoid any delays or obstruction in the completion of the project. The following are some of the topics that have been analyzed in this paper: What is project management? What are the challenges faced? How can those issues be resolved?

Aarti Maherchandani

Shalini Gangatharan

Murat Kömürcü

Ankara : The Faculty of Management and the Graduate School of Business Administration of Bilkent Univ., 1993.

Seweryn Spalek

Projects are widely recognized nowadays by organizations. They are part of the activities of both education providers and companies. Project management has been applied in organizations since the 1960's. However, despite garnering experience and improving on available methods, a significant number of projects (including educational ones) still fail. According to the Gartner Group's worldwide research, the percentage of unsuccessful projects (failed and challenged) as of the year 2012 was 61%. Therefore, the question, " what drives the success of the project? " , remains a fresh issue. Researchers thus undertake to continuously narrow this knowledge gap. However, as the issue is a complex one, many ideas, concepts and pieces of advice are given. In the article, based on the literature review, different approaches to projects' success are presented, discussed and systemized. The factors influencing the success of projects are identified and presented in the following areas: (1) applied methods, (2) people in projects, (3) and organizational context. Method-related issues are about utilizing tools and techniques in project management. Moreover, they cover the application of global standards while managing the projects. The discussion on the influence of the people involved in the project is not limited to human resources only. Widely recognized and fresh ideas of the Stakeholder Management concept are discussed as well. Last, but not least, the issue of the organizational context in which the projects are executed is emphasized. This matter is of high importance nowadays as the complexity and the number of managed projects has increased significantly within the last twenty years. Furthermore, the author outlines some characteristics related to the different types of projects and their associated success factors. Some advice for practitioners is given on what kind of action should be undertaken to increase the success of projects. The findings of this article can be of special interest to managers of any type of projects, including international ones where Stakeholder Management and organizational issues tend to play an important role in project success.

Construction Economics and Building

Peter Livesey

A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.

Lavinia Melilla

Every project faces risk of delays and disruptions, especially the mega/complex projects of today, which have, amongst others, many interfacing parties engaged. Local roads and drainage projects in general, including DN016, can be considered complex projects due to a number of reasons such as, a) working in residential areas, b) deep excavations, c) number of interfacing parties, d) project duration, e) multifaceted identification for the location of existing underground utilities. The contractor decided to use some tools to help minimize the negative impacts of a number of challenges such as, 1) workface planning by dividing the project into 5 zones and start working in free zones for early zone handover, 2) lean construction to minimize the waste, 3) management processes in order to control the known-unknown challenges and risks and to minimize those and 4) Building Information Model (BIM) for the identification of major and minor clashes to the designer in order to resolve them e...

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PKB41AB IBM Project Management Case Study Question

Ibm project management assignment.

SECTION A – 28 Marks

CASE STUDY: READ THE EXTRACT BELOW AND ANSWER THE QUESTIONS THAT FOLLOW:

On February 5, 1997, the IBM Project Management Centre of Excellence (PMCOE) was born with a charter to drive IBM’s transition to and support of professional project management worldwide, a competency deemed necessary to ensure effectiveness and success within a matrix enterprise.

Since its inception, the IBM PMCOE—working hand in hand with all business units worldwide—ensured that we became a project-based enterprise that applies and integrates project Management disciplines into all core business processes and systems.

The initial charter drove more consistent and broader use of project management disciplines, including the formalization of the position of project manager throughout our organization.

Over time, the IBM PMCOE has driven the transformation and integration of project management into the fabric of the organization. Our professionals are more experienced and capable in their abilities to get their work done using project management disciplines.

In addition to being one of the world’s largest IT and consulting services company, IBM is a global business and technology leader, innovating in research and development to shape the future of society at large.

Today, we see ourselves as much more than an Information Technology Company. In April 2016, IBM’s Chairman, President and CEO, Ginni Rometty described the dawn of a new era, shaped by AI computing and cloud platforms. She described how the IT industry is fundamentally re-ordering at an unprecedented pace. In response, IBM is becoming much more than a “hardware, software, services” company. We are emerging as an AI solutions and cloud Platform Company.

Fundamental to the success of this transformation is the skills and abilities of our workforce. We are being challenged to be relevant to the marketplace of tomorrow. As a focus on continuous learning, we have Think40 where we are encouraged to spend 40 hours every year to up-skill.

We are encouraged to have a point of view, be socially eminent and be comfortable in a customer facing situation. We are provided with the tools and techniques, including new ways of learning such as video, gaming and interactive eLearning techniques to enable this objective. New phrases and concepts are creeping into the everyday vocabulary of our teams, such as agile, design thinking, calculated risk-taking and better collaboration.

IBM’s PMCOE is no exception to this transformation—and 2017 marked the 20th anniversary of the Centre of Excellence, which clearly shows our ongoing commitment to project management as a key profession within the corporation.

Our PM curriculum is delivered globally and across all lines of business, helping to drive a consistent base of terminology and understanding across the company. And our project and program management profession has established an end-to end process to “quality assure” progress through the project management career path.

Source: (https://www.pmi.org/business-solutions/case-studies/ibm-strengthens- focus-on-professional-project-management)

Questions 1 – 10 marks

Referring to the extract, the company reorganised to include project management in its operations. With this in mind, justify why companies have an increased interest in project management in recent times. (10 Marks)

Question 2 – 8 marks

Over time, the IBM PMCOE has driven the transformation and integration of project management into the fabric of the organization”. Evident from this assertion is that this company has and continues to align projects to its strategy. (8 marks)

• Discuss (in a paragraph) the importance of aligning projects to strategy (4 marks)
• Justify with real life examples why the project manager should understand the strategic position of the firm. (4 marks)

Question 3 – 10 Marks

You have been appointed the project manager at IBM, a company operating in a fast paced IT market. You wish to emphasise to the company bosses the need establish the sound project priority system, and highlight some of the techniques you would employ in selecting projects fairly. Write a discussion of not more than one page in account of these two aspects. (10 Marks)

SECTION B – 92 marks

Question 4 – 47 marks

The Zuma Trade Company has set up a weighted scoring matrix for evaluation of potential projects. Below are five projects under consideration. (47 marks)

• Using the scoring matrix above, which project would you rate highest? (21 Marks)
• If the weight for “Strong Sponsor” is changed from 2.0 to 5.0, will the project selection change? What are the three highest weighted project scores with this new weight? (23 marks)
• Why is it important that the weights mirror critical strategic factors? (3 marks)

QUESTION 5 – 45 Marks

You work for the Mthembu company, which expects to earn at least 18 percent on its investments. You have to choose between two similar projects. Below is the cash flow information for each project.

• Which of the two projects would you fund if the decision is based only on financial information in terms of NPV? Why? (20 marks)
• Which of the two projects would you fund if the decision is based only on financial information in terms of NPV given that inflation rate is estimated to be at 7% in each of the next seven years? (25 marks)

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Project Management questions and answers

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