Project Management Problems
Print Name: ___________________________ (last, first)
Note: Give brief answers -- these problems are designed to be thought- provoking. As with HW 1, do not spend large amounts of time on HW 2.
I certify that I have done this work individually. I have not talked with any current or former students about the problems. I have not looked at former students’ work on these or similar problems (sometimes called “files”).
Signature: ___________________________
1. Paul is a project manager for an effort that requires twelve months. During the 7th, 8th, and 9th months he needs two individuals with special qualifications. The functional manager has promised that these individuals will be available two months before they are needed. If Paul does not assign them to his project at that time, they will be assigned elsewhere and he will have to do with whoever will be available later. What should Paul do? Do you have to make any assumptions in order to defend your answer?
2. In W.J. Taylor and T.F. Watling: Successful Project Management, Business Books, 1972, we read: (slightly abridged) It is often the case that the Project Manager is more noted for his/her management technique expertise, his/her ability to "get things done," and his/her ability to "get along with people" than for technical prowess. However, it can be dangerous to minimize technical prowess when choosing Project Managers, dependent on the project type and size. The Project Manager should preferably be an expert either in the field of the project task or a subject allied to it.
How does this apply to software development projects? Would it be dangerous under all circumstances?
3. A project manager finds that she does not have direct power over salaries, bonuses, work assignments, or project funding for members of the project team with whom she interfaces. Does this mean that she is totally deficient in reward power?
4. Personnel requirements for your project indicate
Note: Give brief answers -- these problems are designed to be thought- provoking. As with HW 1, do not spend large amounts of time on HW 2.
I certify that I have done this work individually. I have not talked with any current or former students about the problems. I have not looked at former students’ work on these or similar problems (sometimes called “files”).
Signature: ___________________________
1. Paul is a project manager for an effort that requires twelve months. During the 7th, 8th, and 9th months he needs two individuals with special qualifications. The functional manager has promised that these individuals will be available two months before they are needed. If Paul does not assign them to his project at that time, they will be assigned elsewhere and he will have to do with whoever will be available later. What should Paul do? Do you have to make any assumptions in order to defend your answer?
2. In W.J. Taylor and T.F. Watling: Successful Project Management, Business Books, 1972, we read: (slightly abridged) It is often the case that the Project Manager is more noted for his/her management technique expertise, his/her ability to "get things done," and his/her ability to "get along with people" than for technical prowess. However, it can be dangerous to minimize technical prowess when choosing Project Managers, dependent on the project type and size. The Project Manager should preferably be an expert either in the field of the project task or a subject allied to it.
How does this apply to software development projects? Would it be dangerous under all circumstances?
3. A project manager finds that she does not have direct power over salaries, bonuses, work assignments, or project funding for members of the project team with whom she interfaces. Does this mean that she is totally deficient in reward power?
4. Personnel requirements for your project indicate