Highway Project:
The department of high ways in south carolina was exploring ways to reduce the road construction costs and developed new contracting process to allow the road builders to bring new ideas for cutting costs. On one project, the contractor proposed cost-cutting ideas throughout the life of the project. At each phase, the client accepted many of the ideas and then revised the budget. The client promoted the revised cost target of the project as an example of the success of the new process. By the end of the project, the final cost was less than 1 percent over the newest target. Although the total cost of the project was almost 10 percent less than the original cost projections and contract obligations, the success of the project was connected to the new expectations that developed during the life of the project. Even though this project performance exceeded the original goal, the client was disappointed.
The reverse is also true. A project can be late and over budget and the client can be satisfied. Although thhis may be counterintuitive, the response of a client to the events of a project is complex and goes beyond the data related in project specifications.
Biotech Project:
A biotechnology company developed a new drug that proved to have a large market demand, and the team that developed the drug was assigned to build a new manufacturing facility to produce the drug. The project manager for the construction company that was awarded the contract to build the manufacturing facility managed the project effectively. Every request for a change in scope was approved, and the result was a 20 percent increase to the total cost of the project. On most projects, a 20 percent increase in the project cost would be considered poor performance. For the client’s project team, who were accustomed to complex projects with a large number of unknown issues that increase the final cost of the project, a 20 percent overrun in cost was not unusual. Even though the project was 20 percent over budget, the client was happy. Client satisfaction is often tied to expectations about project performance. Identifying and managing those expectations is a primary responsibility of the project manager.
Tasks:
Q1) Compare and contrast the Highway and Biotech examples described. Suggest an approach that might have prevented client disappointment in the highway project.
Include the following in your answer:
– What are the differences between the two projects?
– Identify the single most important difference between the two projects that affected client satisfaction.
Q2) Suggest an approach to managing client expectations in the highway project that might have resulted in meeting or exceeding expectations rather than disappointment.
Q3) If you were planning to change the landscaping around the location where you or a friend lives and decided to approach it like a project, describe the start-up activities you would use.
Q4) You are in charge of organizing a dinner-dance concert for a local charity. You have reserved a hall that will seat 30 couples and have hired a jazz combo.
– Develop a scope statement for this project that contains examples of all the elements. Assume that the event will occur in 4 weeks and provide your best guess estimate of the dates for milestones.
Q5) Imagine you work for Barbata Electronics. Yor R&D people believe they have come up with an affordable technology that will double the capacity of existing MP3 palyers and uses audio format that is superior to MP3. The project is code name KYSO(Knock Your Stocks Off). What kind of project management structure would you recommend they use for the KYSO project?
Q6) Prepare a work breakdown structure for organizing a banquet.
Requirements:
– Completed answers to each task, making sure that you fully address each of the outcome criteria.
– Answer all the questions separately.
– Assignment without TURNITIN report will not be accepted.
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